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It's Wednesday and we're putting the world to rights by laying out our rules for modern dating. The girls experience a case of mistaken identity, we're shouting out the 2025 and 2026 brides (kinda!), and we're trying to be there for a friend. We're telling Susan to keep a cheating ex in the dark and a special Sarah provides our quote for the episode! Join us on Patreon for an extra ep every week!! https://www.patreon.com/TheGirlsBathroomWelcome to The Girls Bathroom! We're Sophia & Cinzia, life-long besties who share a YouTube channel. The Girls Bathroom is a place we all know to be full of girl chat and gossip, and the place we often confide in girls we've never even met before! In this podcast we want to help you with your dilemmas, by trying to make sense of these boys wasting our time, the girls trying to make our lives difficult and all the things in between. So come join us for a fun but real chat in the girls bathroom! Disclaimer: we can't promise we'll stay on topic!! Follow us on Instagram: @thegirlsbathroom Hosted on Acast. See acast.com/privacy for more information.

SUUUUUUU! Yes, we are back with you, digging into the Wu chamber once more, as we jump into our Slept-On Wu Bangers Spotify Playlist (https://open.spotify.com/playlist/0iESHJ2ZPR33rhl9mHEmRx) and pick out a song to break down on the show.   This episode we travel back to the year 2000, and Wu's album ‘The W', where Kam breaks down his love for the abundantly erratic song ‘Careful (Click, Click)'.   Show Notes That's That Shit promo (03:00) Track review (06:10)  

Why would any leader choose to take on a transformation that requires rethinking how they lead, how their organization functions, and how they learn? In this episode, we dive deeper with Cliff Norman and David Williams, co-authors of Quality as an Organizational Strategy, exploring Chapter 11: “Getting Started.” They share powerful stories, practical steps, and the deep-rooted challenges leaders face when shifting from conventional methods to building true learning organizations grounded in Dr. Deming's philosophy. This conversation highlights why improvement cannot be delegated, why leadership transformation is essential, and how to begin the journey—with clarity, commitment, and courage. TRANSCRIPT 0:00:02.1 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today we are going to continue our conversation with Dave Williams and Cliff Norman about their book Quality as an Organizational Strategy. I found this book fascinating because I think it's addressing something where there's been a bit of a hole and that is how do we think about the strategy of our business? And so we already had our conversation in a prior episode about the overview of the book, but today we're going to be talking about specifically, now this is kind of funny because we're going to be talking about the back of the book and that is chapter 11, getting started. Dave, why don't you take it away?   0:00:53.3 Dave Williams: Well, thanks, Andrew. Thanks for having us back on the Deming podcast. So, as you mentioned, part of the way that the book is laid out is that it describes kind of the foundations that are behind quality as an organizational strategy and begins sort of with an introduction that explains a good bit about how Dr. Deming had this provocation of a need for leaders to transform the way that they approach leading organizations. And part of that was to move not just from process based improvement projects, but to start to think about major systems in the organization and to pursue quality as the overall strategy and create a continuous improvement organization or learning organization. And so the book lays some of the foundation behind the science of improvement or behind profound knowledge that underpin the thinking, walks through quality as an organizational strategy, as a method of five interdependent activities. Then at the end it comes back full circle to say, well, this is great, now you've learned about these theories and methods. But a natural question for any leader would be, how do I get started? And one of the first things that we talk about in that section actually is about why leaders would want to do this transformation.   0:02:30.9 Dave Williams: And this actually came from a conversation that Lloyd and Cliff and I had in 2020 where we were talking about getting on this journey of building the book. And we all kind of recognized that this was really, really hard work. And we were curious or we, we didn't have a good answer of what was our theory about why somebody would deviate from the way in which they work today and embark on a transformational change of the way that they approach leadership, the way that they approach organizations. And actually I ended up going on a journey of interviewing a whole host of leaders who had been influenced by Deming, who had been involved in improvement in healthcare, folks like Dr. Berwick and Paul Batalden and Brent James. I interviewed some folks in the UK and other places, like John Seddon, and asked them, oh and I should Blaine Godfrey, who had been the lead of the Durand Institute, and I posed the question, what causes somebody to want to embark on this change? And many people actually had a hard time articulating it. But the answer that emerged, or actually Blaine Godfrey was the one that kind of framed it the best, I think, for us, was a number of things.   0:03:57.7 Dave Williams: Sometimes it's something like a book like this comes out and people read it and it's interesting and new. Sometimes it's an event happens, a patient safety event or a major accident or something of which causes people to have to change or do something different. Sometimes it's a discouragement with a desire that you know you could do better, but you don't have methods or know how to. So there were a host of things that we listed, and those are some of a sample of them that might invite somebody to say, the way that we're working today is not getting us to the level that we want to. And now we want to embark on something different. And we might look to something like quality as an organizational strategy as a method for us to transform the way that we're working and build on the shoulders of Deming's philosophy and the science of improvement and do it differently.   0:04:56.0 Andrew Stotz: And when I look at the book, you guys are bringing together a lot of different stuff. It's not just a Deming book. It's Deming is a part of this, and that's fascinating. One of the questions I have is when we look at, let's say, a business owner, a business leader is looking for answers, as you said, maybe it's an event, maybe it's a discouragement, maybe it's a feeling like we can do better. Maybe it's just being beaten by competitors. They come to a point where they start looking for answers and they find some fantastic books, authors, ideas, consultants, all this and I think about whether that's Peter Drucker or whether that's the Lean movement or whether that's, let's say Taguchi or something like that is the teachings that you guys are talking about - and I'm going to specifically ask about the teachings of Dr. Deming. Is it more or is it more difficult or less difficult to implement than other books or styles or methods that someone's going to come across?   0:06:08.7 Cliff Norman: I have to quote one of my colleagues here who probably knew about more about Deming than anybody in API or all of us combined, that's Ron Moen, who did, I think it was 88 seminars, four-day seminars with Dr. Deming. Dr. Deming once told him, he said, Ron, I believe you've been to more of these and I've been to. And it's kind of a joke. He had a great sense of humor. But you know, Ron told me the problem with Deming is he's asking us to change. And there's all sorts of things out there that require the management and the leadership, they really don't have to do anything different. And there are several things out there. In fact, Philip Crosby, one of the three gurus during when they launched, he was more the evangelical and had a way of talking to management so that they understood it, which that was his contribution to all that. But when Six Sigma came up and black belts and all that, and Crosby looked at him and says, that's not going to change the system. He said, all you're doing is killing a bear for management, killing a bear for management, and then you'll get a black belt.   0:07:19.9 Cliff Norman: You know, And I thought, wow that's pretty profound. Because the management at that point doesn't have to do anything, just have the black belt ceremony. There's absolutely no change on their part. Where Deming, as Ron says, he's kind of a pain. You've got to learn about variation, you got to learn about Shewhart charts. You've got to be able to put together a family of measures for your organization. You've got to understand your organization's system. You need to understand psychology, you need to understand theory of knowledge and how people learn how they change. And nothing else out there puts that on leaders. And so that was a question that Dave was lending back to. Why would somebody do this to themselves? You know, why would they take on this whole extra thing to learn and all the rest of it. And for the people that I know that have made that, that bridge, the pure joy that they get and the rewards they get from people who are learning and that they're leading and that they're changing and they're able to go to other organizations and repeat this and call them up and say, thank you so much for helping me learn how to be a real leader.   0:08:35.8 Cliff Norman: I mean, that's the reward in it. But it requires a real change on the part of the leader. And I don't know of anything else, Andrew, that actually requires that kind of in depth change. And there was one of our leaders, Joe Balthazar, he had Jane and I do four years in a row with his leadership team, teach them the science of improvement. The same curriculum, same leaders, four years in a row. And the second year I was doing it, I said, don't we need... No, no, Cliff, I want you to do exactly what you did last year. He said, it takes years for people to understand this. And I thought, wow, this is unbelievable. But on the fourth year, the VP of sales walked up to me and he says, I think I figured it out. And I thought, wow. And it does it literally... Because you've got to depart from where you've been and start thinking about how you're going to change and let go of what's made you successful up to this point. And that's hard, that's hard for anybody to do.   0:09:47.2 Cliff Norman: And anybody's been through that four day seminar knows when they crossed that path that all of a sudden they had to say, you know what I've been doing, I can see where I've been, the problem and not the solution. And that's tough for us. That really is tough. And Deming says you have to give up that guilt trip. And once you understand the theory of variation, once you understand systems, once you understand psychology and theory of knowledge, it's time then for you to move on and let go of the guilt. I hope that makes sense. But that's the difficulty in this.   0:10:17.6 Andrew Stotz: It reminds me of two, it made me think about two things. I mean, I was just a 24 year old guy when I attended the seminars that I did, and they weren't even four day. I think they were two-day ones at Quality Enhancement Seminars in, what was it, George Washington, I think. But the point that I remember, as just a young guy who I was, I pretty much admired all these business leaders. And then to see Dr. Deming really nail em to the wall and say it's about you changing. And whether he was saying that directly or whether that he was implying that through the Red Bead experiment or other things, it's about you shaping the system. That really blew me away because I had already read some books and I was pretty excited. And then it also made me think about, let's say there's a really good book, I would say Good to Great by Jim Collins that highlights some things that you can do to succeed and make your business better. And you can just buy that book and hand it to your management team and go, hey, implement what you learned from this book.   0:11:20.8 Andrew Stotz: Whereas with the Deming book, it's like there's just so much more to it. So I guess the answer to this is it is more takes time. There's more thinking going on. And I think that's part of the whole point of what your book does, is to help us map it out. So why don't we go through and think about this and kind of maybe step by step through what is the starting point and how do we go?   0:11:45.4 Cliff Norman: Andrew, I just got to add to what you just said there and go back to Joe Balthazar at Hallmark Building Supplies. He shared with me that, and he's the one that said I want you to do these four year seminars dedicated Deming's idea of Profound knowledge. And he said, Cliff, the day I made it, I knew I'd made it. Is my son Joey spilled his milk. He's about three years old. And he said, I started to do my normal leap across the table and he said I was about mid air. And I thought, oh my, this is what they do. This is part of their system. This is common. And I'm treating this like it's special. And that was so profound for him. And when, when you move beyond the Shewhart chart and you see events in your life around you relative to the theory of variation, common and special cause variation at a deep way like that, that's the kind of transformation you want to see in a leader. And Joe will tell you he's forever grateful for Deming and everything he's learned, and I think that's the reward. But people need to be willing to go on that journey, as Dave was saying.   0:12:53.0 Andrew Stotz: So Dave, why don't you walk us through a little bit of what you guys are teaching in that chapter.   0:13:00.3 Dave Williams: Sure. Well, one of the next steps obviously is if somebody, if a leadership team thinks that they want to go on this journey, there's some considerations they got to think about. As we've already sort of alluded to or touched on, this is a leadership responsibility and a leadership change. And so there's got to be will amongst the leadership team in order to say we want to work together and work hard to do this work. That this is not something that, similar to Cliff's example of say, having black belts, that we can just hand it off, somebody else will do it, and we can just keep going about our business and hope. It's important that leaders spend time recognizing and thinking about the fact that this is going to involve them doing work, doing effort, changing the way that they think, changing the way that they practice. And I like to say it's good hard work. I mean it's going to be something that's deeply rewarding. But it does require them to have that will. And with will then it's going to come time and energy, right? They've got to make the space, they've got to create regular routines and opportunities for them to learn just in terms of content, learn in terms of practice or application and learn in the process of doing the improvement work and doing the change to the way that they work in the organization.   0:14:38.0 Dave Williams: So there's going to be a need to build in that ability. And then a third thing is to ask whether you think this is something that you can do on your own or whether it might be useful to have help. And help may be an internal, a consultant, but likely not to promote consulting it but, but there's a good chance that you're going to need somebody that has both experience in improvement and helping people do results-driven improvement as well as somebody who has experience doing system wide change through a lens like QOS. And, and the advantage of that often is it it gives you as a leadership team to focus in on your job of thinking and looking and learning and allow somebody else to be an external intervener, somebody who comes in and creates some of the support, some of the context, some of the ways that can make it easier for you to step back and look at your organization in a different way. And so many times those are some of the things that should be considered as teams working through it. Cliff, what would you add or improve upon.   0:16:07.3 Cliff Norman: The idea of external help. Deming was pretty black and white about that. I was kind of surprised. I went back and read one of his quotes. He said, "I should mention also the costly fallacy held by many people in management that a consultant must know all about a process in order to work on it. All evidence is exactly the contrary. Competent men in every position, from top management to the humblest worker know all there is to know about their work except how to improve it. Help towards improvement can come only from outside knowledge." And I was reflecting on that today with Jane who's been involved in this for 40 plus years also. I said Jane, when he said that, I think it was accurate because at that time she and I were going to Duran seminars. There's only two books out there with methods. One was Ishikawa's book on Guide to Quality Control. And the other was Feigenbaum's book. And then of course you had Duran's book on The Quality Handbook, which was a nice doorstop. But there wasn't that much knowledge about improvement. And the worst part where Deming was really getting to was there's very few people you'd run into that actually under the Shewhart methods and charts and understand the difference between special and common cause variation.   0:17:27.0 Cliff Norman: And so you had to bring that kind of knowledge in from the outside. And frankly, we've had people go off the rails here. You know, Dr. Deming in the teaching of statistics has identified analytic studies which is focused on looking at data over time and trying to understand that and simple methods and approaches and then what he calls enumerative statistics, which is use of T tests, F tests and all the rest of it, which assumes that under the IDD principle that data is independent and identically distributed. Well, if you have any special causes in the data set, it blows up both of those assumptions and the use of those methods doesn't offer any help in prediction. And as Dr. Deming often said, prediction is the problem. And then go back to Shewhart. And Shewhart said, things in nature are inherently stable, but man-made processes are inherently unstable. So when Dave and I first do a Shewhart chart for a client, we don't expect for it to be stable. We expect for to have special causes. And as Dr. Deming said and also Dr. Juran, that when you get a stable system, that in and of itself is an achievement, that means nobody's messing around with the system anymore.   0:18:43.0 Cliff Norman: And you see this in the simplest things, like in an office, somebody will walk in and they think that their body is the standard for what the internal temperature should be for that room. So then they walk up and they start tampering with the thermostat. And by the end of the day everybody's irritated because we've had so many bodies up there with their standard. Moving the funnel on us here, and just leaving it alone would probably all be better off. But you have to learn that. And I think that's what Dr. Deming was saying, is that that kind of knowledge is going to come from the outside. Now the good news is is that since he wrote that in 1986, we've got a lot of people out there and some of them are in organizations that do understand the Shewhart methods and can understand the difference between common and special cause variation. They do understand the difference between a new and analytic studies and statistics and they can be of help. So the Deming Institute has a room full of these people show up, but they're at their gatherings annually. So we're a lot further along than we were in 1986.   0:19:45.2 Andrew Stotz: Yeah. So let's go through that for just a second. Some considerations you've talked about. You know that it's a leadership change. Right. And you gotta ask yourself, are we ready to work on this? And you know, this is not a hands-off thing. The second thing you talked about is time and energy. Are we ready to make the space for this? We have to have regular meetings. You know, we've gotta really... There's some work involved here. And then the third part you've talked about is outside help. And you mentioned about this story of Joe Balthazar and how he asked you to do the same topic over and over for four years. And imagine if he was telling his team, let's meet and try to implement some of this stuff on our own. Everybody dig into a book and then let's try. It would be very difficult to make that kind of progress compared to bringing an outside person. Which also brings me to the last thing that you said, Cliff, which was the idea that Dr. Deming had mentioned, that you need an outside person to truly change something. Everybody's got the expertise on the inside.   0:20:44.5 Cliff Norman: I appreciate you summarizing that because my job and working with Joe and leadership team, I was meeting with him every month. But what the four years that Jane and I spent were the next levels of his leadership. You know, it wasn't the leadership team. And I'm glad you brought that up because it was the very next level that he wanted exposed to this and the VP of sales that came in, he was new, so he had to be part of this group because he wasn't there originally. And so there was that ongoing... He wanted that next generation that was going to take over for him and the others to really understand this. So I'm glad you summarized that for me to help.   0:21:30.5 Andrew Stotz: Yeah. And I think one of the starting points too, I mean, the body of work, not just this book, but the other books that you guys have been involved in and produced provide a lot of the starting points for this. So there's a lot there. Dave, where do we go after these considerations? And the people say, okay, yeah, leadership says, we want to make this change. We're ready to make some time for it. We're willing to get outside support and help. Where do we go next.   0:21:57.7 Dave Williams: Right. Well, one thing that we typically invite a leadership team to do is to take kind of a self assessment of where they sort of see their baseline in relation to the methods and activities of QOS. So in chapter one of the book, there's actually a table that is 10 different categories. And then each leader takes it independently and they rate their level of agreement with different definitions from 0 to 10. 0 being this really isn't present, and 10 is, I'm very, very far along on this journey that in the book that's out now, there's a summarized table, it's on a page. But actually in the QOS field guide that we're working on publishing this year, there's a much more detailed version that we use in practice that has deeper definitions, but basically it works its way through purpose and leadership and systems thinking and measurement and all the things that are tied into QOS and what... And as I mentioned, we have each individual member of the leadership team take it independently and then we bring those scores together to learn together.   0:23:32.5 Dave Williams: And there's different ways in which you can display it. In the book, we show an example of a leadership team's scatter plot where it shows the rating and then it also shows the standard deviation amongst that exists between the leadership team. It's very, very common for leaders to not be in agreement in terms of their score in each of the different areas. You know what I said, It's a 0 to 10 scale. Typically, in my experience using the tool, people tend to be between a 2 and a 6 and hovering around a 2 or a 4. But it sort of looks like a buckshot or shotgun blast where there's a very... If you were to put dots where everybody scores, where there's variation that exists. And that's good because it's useful for the team to pause and think about why they assess the organization the way that they did. Looking at it through this new lens, where are the places that there's agreement and also where are the places that there's variation? And that helps them to be able to think about the fact that through this process, they're likely to both improve their assessment of the organization, but also increase their agreement about where they are and what they need to do to move forward and what they need to do to improve.   0:25:05.2 Dave Williams: And so that's a useful starting point, gets everybody kind of on the same page, and it's something that we can use at intervals as one of the ways to continually come back and evaluate progress towards the destination of pursuing quality as an organizational strategy.   0:25:23.7 Andrew Stotz: Yeah, I mean, I imagine that self assessment, it helps you too when you work with companies to be able to really understand, okay, here are starting point with this company is really, they just really don't know much about all of this stuff, whereas you'll have some other clients that basically, wow, okay, there's a lot of knowledge here about it, but how's the implementation and all that? So are we ready to change? Are we prepared to devote the time and energy? Are we going to get outside help? And where are we now? What's our starting point that's great to help us understand exactly how you step through it. What comes next?   0:26:03.5 Cliff Norman: Well, in that very first milestone, in that table, is it table three, Dave? Anyway, the very first milestone is to establish formal improvement efforts. And the reason for that is that unless people experience what it takes to develop, test and implement changes in the organizations, they really can't appreciate the structure that comes with quality as an organizational strategy. Because it's very difficult for many organizations to launch three or four improvement efforts and then bring them to fruition. And there's all sorts of stuff that happens. And then you find out very quickly whether you have managers or leaders, and organizations they've brought me in, they say, let's do some leadership training. I said, no, let's just do some improvement and then we'll find out if we have leaders or not. And one group, I won't mention who it was, but they had five people on their leadership team and they had to replace two of them because they found out they couldn't actually manage an improvement effort. And then the CEO was wondering how they actually manage their organization, which they weren't either. And so it's a rather, it's an important test in the front.   0:27:22.2 Cliff Norman: But as Dr. Juran says, it's real important to develop the habit of improvement. And if you don't know what that is, if you've never experienced it, then it's hard to say to people, gee, I need a purpose that aligns my improvement efforts. I need to understand my system so I know where those improvements are going on. I need to build an information system, get information from customers outside, people inside. I need to put together a strategic plan that actually makes improvements on purpose. That's a lot of work. And once you understand how complicated it can get in terms of just doing three or four improvement efforts and then all of a sudden you got a portfolio of 30 to do your strategic plan. Now that needs some structure, that needs some guidance and all the rest of it. But I'll just go back one step further. My own journey. I was sent by Halliburton at Otis Engineering to go see Dr. Deming 1982 in February. And coming back, I had an audience with the president of our organization, Purvis Thrash. And I went on and on about Dr. Deming. He said, Cliff, you know what I'd like to have? I said, what's up, Mr. Thrash?   0:28:27.5 Cliff Norman: He says, if you'll take this 50 million dollar raw material problem and solve this for me, I'll be a happy man and I'll give you all the quality you want. But go take care of that problem for me first and then come back to me and talk about Deming and Juran and anything else you want to talk about. So I put together four or five people and over about three months we solved his 50 million dollar raw material problem. And then he had a meeting of all executives and I was sitting with the managers in the back row and he called me to the front and he says, Cliff, will you sign this card right here? And I says, well Mr. Thrash, what is this? He says, well, I'm giving you authority to sign $50,000 anytime you need it to get all the quality we can stand here at Otis Engineering. One of the vice presidents said, well, I don't have that authority. He said, you didn't save me $50 million. You know, but once that happens, Andrew, once you do that, then you've got people that are willing to help you. And then once that takes place, I can't tell you how important, it allowed me then to bring in Lloyd Provost to help me.   0:29:36.2 Cliff Norman: And they weren't about to pay out money. They didn't like consultants, in fact, they were anti-consultant. But you saved us $50 million. I gave you $50,000. And Lloyd doesn't make that much. So get him in here, do whatever you need to go do. And I just think it's so critical that we have that demonstration project that people understand at the leadership level what we're talking about when we talk about design and redesign of the system.   0:30:00.0 Andrew Stotz: Yeah. I mean, I appreciate in the book you're talking about this concept. I'm not going to call it quick wins, but the idea is we need to get results. You know, this isn't just about talking about stuff so that's one thing that as you just illustrated, that's one point. The second thing you mentioned, is this person a leader or a manager? You know, and I think for the listeners or viewers out there, they're probably... When they heard you say that, they're probably thinking. Okay, wait a minute. Are my team managers or leaders? How do I know? What would you say? What differentiates the two?   0:30:37.2 Cliff Norman: I was fortunate to hang around Dr. Maccabee, as Deming did, and I asked Dr. Maccabee that question. He said, Cliff it's actually pretty easy. He said leaders have followers, and if you have followers, you can be anywhere in the organization, be a leader, but if you don't have followers, you're not a leader. You might be a manager with authority. You're not a leader.   0:31:02.7 Andrew Stotz: Can I ask a little bit more on that? So I'm thinking about my own business, which is a coffee factory, and I have people that are running the business, but I also have people that are running departments like the roasting department. And that area when they're overseeing this and they're doing a very good job and they're keeping things up and all that. How do I understand in a sense you could say, are they followers? Well, not really. They're people working for them and they have a good time and so do I view that person as not necessarily a leader, but more of a manager, or how do I look at it in my own company?   0:31:35.5 Cliff Norman: It could be a manager, which is essential to the organization. And that's another big difference. You see, the leader can't delegate their relationship with the people who are followers. You can't do that any more than a teacher can dedicate her class to a substitute teacher. Anybody that's ever watched that knows that chaos is getting ready to break out here because that teacher has a relationship with those students. She knows them all in a big way. And when the substitute comes in is game time in most classrooms and so forth, the managers have skills and things that they're applying and they can actually delegate those. Like when I was a foreman, I could have somebody come in and take over my department and I say assign all my people tomorrow. And they could do that. Now, in terms of the people that I was leading that saw me as a leader in that department, they didn't have that relationship.   0:32:30.2 Cliff Norman: But management or skills and necessary things to make the organization run like you're talking about, the coffee is not going to get out the door unless I have people with subject matter knowledge and competent managers to make sure that the T's are getting crossed, the I's dotted and the rest of it. But the leadership of the organization that has followers, that's a whole different person. And I think it's important. That could be anywhere in the organization. Like I had at Halliburton, I had a VP of engineering. Everybody went to him, everybody. He had 110 patents. You know, he built that system. He built the whole organization. So the CEO did not have the followers that the VP of engineering had. And it was well earned. It's always earned, too.   0:33:16.7 Andrew Stotz: Yeah. Okay, that's great. Leaders have followers. Leaders cannot delegate their authority. They have a different relationship.   0:33:24.0 Cliff Norman: They can't delegate the relationship.   0:33:25.8 Andrew Stotz: The relationship. Okay.   0:33:27.4 Cliff Norman: Yeah. Very important.   0:33:34.3 Andrew Stotz: So now let's go back to what, where we were. So we were saying some of the considerations. Are we ready to change? Are we prepared to devote the time and energy? Are we ready to get outside help and where are we now? And that self assessment that you talked about helps us to understand what's our starting point. I always tell a joke with my students about this when I talk about. I'd say, imagine you go to London and you're going to go visit your friend and you call your friend up, you say, I've arrived and I'm calling from a phone booth and just tell me how to get there. And the friend says, well, where are you? And you say, I'm not really sure. Well, do you see anything around you? Yeah, well, there's lots of buildings, but I don't really, you know. Well, do you see any names of any streets? No, I don't really see anything. But just tell me how to get there. There's something missing. If we don't know where we are, it's very difficult to get to where we're going. So now we understand where we are. We got that scatter plot that you guys have that you've talked about. Dave, where do we go next?   0:34:26.6 Dave Williams: Well, so Cliff already mentioned one of the fundamentals. And sometimes I think this is something that people struggle with because they want to jump into something new. But one of the best starting points is to focus in on improvement. And there's a number of different reasons for that. So one is that I don't know about you all, but in my experience, if I ask people, like, hey, I want to create some improvement projects and get started on improvement, I always tell people, like, if you remember the old Stephen Covey exercise where he put the rocks and the stones and the sand into a jar and poured water. And like you would do it in different orders. And I'm fascinated that people will stare at the big rocks or the things that are right in front of them, or the things that are on their agenda, or the things that are part of their strategy. And then they'll look to the side and grab some rare event or some extra thing that isn't related to that, but they've always wanted to work on. And where we try to focus people's attention is one, what are you already working on? Can you look through your and ask around, what are the things that are currently in play, projects that exist? And sometimes we won't ask, what improvement projects do you have? Because if you do that, you get a short list.   0:35:51.4 Dave Williams: Those are the things that people defined as an improvement effort, or maybe use some kind of framing to decide it was an improvement project. It may be better to in the beginning of the book, in the first chapter, we talk about different ways that you improve. And there's designing and redesigning a process. There's designing and redesigning a service or a product. There's changing a whole system. And so it can be useful to say, well, what are we doing in these areas? And that may actually create a bigger list of the various things where people are working on something that's about change to the system that may lend itself to be better activated through firing it up as an improvement project. And then, of course, there's a good chance that any organization, especially if they've done some kind of strategic planning, have some strategic objectives or some strategic priorities which they've committed to or already said, these are the things we're going to work on. So kind of crowdsourcing or bringing those together helps us to potentially find the early portfolio of projects without having to look much further, without having to say, what else do you want to work on.   0:37:07.0 Dave Williams: And then if we've got that, if we've got that list, a second thing that we can do is invite people to use the three questions of the model for improvement and reflect on can you answer these three questions? Do you know what you're trying to accomplish? Do you know how a change will result in improvement? Do you know what changes you'll make? What's your theory about how you'll get to improvement? And so having a list of the things that are already present or existing may be one first step. Another second step in the firing up a portfolio of improvement projects is asking the three questions for the model for improvement. And then a third one, if it's an active project is we have a project progress scale that you might use that can help you gauge. So I've got a project where is it on its journey towards achieving its aim or getting results? Those three can help us to sort of get a sense of the work that is at hand and that has already been sort of started in some fashion that is already in progress and maybe to get a sense of the level of definition and the progress that exists.   0:38:22.3 Dave Williams: They may not be the right projects, but that's a good place to start before trying to create new ones. And I'll hand it to you, Andrew.   0:38:30.4 Andrew Stotz: I find that interesting. Both the story that you told Cliff about fix my raw material problem and then, Dave, what you're talking about is as you talk in the book, focus first on improvement. What are we already working on? What's an improvement project we've got? What's a problem we've got? Because a lot of times, let's say in the teachings of Dr. Deming, it's like, no, get your mind right, read this stuff, read this, figure this out, think about this, go to a seminar, talk to other people before you do anything. I feel like that is oftentimes where people get caught is they get caught up in, I need a year to think about this. And can you explain a little bit more about why once we've done our self assessment and we're ready to go, that you focus on improvement rather than the thinking process?   0:39:21.7 Dave Williams: Well, because we want to... Well, one, we know that in order to get results or to get a different result than what we want, we got to change the system that we got. Right. So in order to do that, we've got to do improvement. The other thing is that there's already energy that's being expended here.   0:39:41.4 Andrew Stotz: That's a good point.   0:39:42.7 Dave Williams: The risk that often I find people run into is that they then add other projects that are not strategic into that bucket and take up more energy. I'll tell you an example. I was working with the health system here in the States and we crowdsource just the things that they were calling improvement projects. The health system had 25 active teams that were just the ones that were called out as improvement projects. When we looked at those 25 teams, the vast majority of them were not actually... They had been meeting for months and doing things for quite some time, but they actually weren't doing any changes and, or they've been testing changes for quite some time. So, now just this exercise alone by only asking, what improvement projects do you have? You realize you've got 25 teams that have been resourced or are spending energy or going to meetings or focused on something. They may not be the strategic thing that matters, but that's irrelevant right now. We just know that we already have invested some interest here. The second thing is these folks have been on this journey for quite some time and are not making progress.   0:41:01.7 Dave Williams: So that tells me something about maybe the way that they framed it. Did they charter it well? Did they have the right people in the room or the right team? Did they have the right tools and methods to be able to break down the problem and then figure out what to test and learn? So there may be some difficulty...   0:41:19.4 Andrew Stotz: Or did they even just dissipate their efforts across 25 projects too? Right in their resources, yeah.   0:41:26.1 Dave Williams: Yeah. Or there are overlaps? So there's a number of different factors. There's actually a paper that was published by a health system in the United Kingdom, and it was really interesting. They spent a lot of attention on generating will through training and getting people in the classroom and teaching them about improvement methods. And they fired up all this energy. They had a massive explosion of the number of projects that were started or where somebody went into their software. They had a software platform. Anybody could go and start a project. Well, something like 50% of those projects never actually got to PDSA testing where they changed anything. And then there were a slew of them that were stuck in PDSA testing but never saw any movement in their process measures or their outcome measures. And only a small number actually progressed in achieving their aim. And I asked the Chief Quality Officer about this, and and he admittedly said that it was very exciting that we we're generating will and getting things going, but that alone was only getting them to maybe some early design and some thinking, but they weren't getting them to results.                                                                         0:42:34.8 Dave Williams: And I said, well, what about the ones that were getting results? And he said, well, those are actually ones where we've got an improvement advisor who's got some skills and ability and improvement. There are things that are resourced, there are things that were prioritized. And man, when we did all those things, they moved from planning and organizing and thinking to testing changes and moving in a direction of goodness and getting at least results in their process measures, if not their outcome measures. And so in my mind, I was like, I appreciate you're trying to build this sort of culture, but it felt like a lot of burnt energy at the front end with all these teams getting into training and firing up their software and more energy might have been strategic in copying what was getting to results. And I think that's part of what we're trying to get to, is helping people learn. You've got if you don't have a method to figure out strategic projects, let's look at the ones you got. How are they going? Where are people at? And how effective is the capability that you have within your system right now? And the leaders want to be part of that, and they can learn within that to go, oh, wow, this is our current state.   0:43:47.2 Dave Williams: And so maybe we're going to agree to continue on with these projects. Maybe we're going to sunset some of them, but we're going to learn together about how do we get better at getting better, and how do we learn how to move projects forward and not to have them take two years. Let's try to get them down to four or six months, whether that's through scope or execution. But let's get better at getting better. And then as we're building... Developing the early activities of QOS, we'll eventually get to a point where we'll also be able to identify more strategic projects that are going to move us towards our aim or towards our purpose better. And this will help us as we're trying to build the capability to get there.   0:44:32.7 Cliff Norman: You know, Andrew, early on, when Dave went down this path, he said that we got to make sure that somebody's working on improvement. They're actually making changes. And Jane and I were working with a group, and the CEO said they've been meeting a long time. Could you down there and see what they're doing? Because nothing's happening. And we started looking through their agendas and they had everything well documented, and it was all about getting ready to get ready. And then they'd assign the dessert. Who's going to bring the dessert to the next meeting. And Jane looked at him and says this reminds me of something, Cliff. I said, what's that? Can I share my screen?   0:45:10.9 Andrew Stotz: Yeah. Yep, go ahead.   0:45:13.7 Cliff Norman: I may send this to. You may know about it, but this is Dr. Deming's Diary of a Cat. And everyday...   0:45:20.6 Andrew Stotz: It hasn't come up yet. Hold on one second. Hopefully you've got permission now.   0:45:28.6 Cliff Norman: Let me go back and check here.   0:45:33.9 Andrew Stotz: Okay. It looks like it's coming up. One second.   0:45:38.4 Cliff Norman: It said every day is today. There's no theory days of the week. But today I got up some food in a bowl, it was great. Slept some too. Play with yarn, got some food in a bowl, had a good nap, slept, food, yarn, fun. Play with a shoelace. There's a big change right there. Went from yarn to a shoelace. Some people call that a job shop. And ate, slept, had a good day, slept, ate some food, yarn, so forth. So, and the team meeting looked just like that. But there's really no changes going on relative to improvement. So Dr. Deming would often share this into four days seminar to make sure that we weren't involved in the Diary of the Cat, but we were actually doing something useful in terms of making changes in the organization.   0:46:24.4 Andrew Stotz: That's a great one. And it helps us to understand that we could be busy all day long and not improve anything.   0:46:31.8 Cliff Norman: You know, or actually confuse that with improvement. In fact, we have an operational API that my team, we were embarrassed in our first, wait a second, our first improvement guide we wrote. And Dr. Adamir Pente, who's a professor at the university in Brazil, he sent us a note and he said, I know you guys and he said you're real big on operational definitions, but you've written this book on improvement and nowhere have you, you've defined what you mean by improvement. And then he put together a three part definition that there's a design and redesign system, there's system measures and the change is sustainable and lasting and so we put that definition in the second edition. But I was confronted at a university, I won't mention which one it was, but they had 30 Keystone projects for a advanced degree program for nursing and they were convinced they were doing improvement. And when I had them apply that definition, they came up out of the thirty. They only could find two projects out of the 30 where they were actually designing and redesigning the system, which, that's the first thing Dave said are we designing and redesigning and making real changes? And people think just showing up and going through motions and all the rest of it is improvement. No, it means...   0:48:07.8 Dave Williams: Looks like we've lost...   0:48:11.9 Andrew Stotz: We lost you at the last, the last statement you just made. People are going through all this stuff and thinking that they're improving, but they're...   0:48:22.8 Cliff Norman: Yeah, it's showing up and going through motions and you know, having the meetings and making sure we assign who's bringing dessert. But we're not really designing and changing the system. We're not getting measurable changes of improvement. In other words, we haven't tracked the data over time and we can't say that the changes that we've made are going to in fact be sustainable because we haven't known what we've done to the system to deserve a sustainable change.   0:48:51.4 Andrew Stotz: By the way, what a buzzword these days, sustainability, sustainable and all that. And you just think do people really think about how we're building something that's really lasting and sustainable?   0:49:04.8 Cliff Norman: Well, we have a checklist and actually Jane designed it for the first edition and it literally lays out what changes did you make, which processes did you change, what's going to change in the documentation, whose role statements have been changed in the organization because of this change. And once all that's answered on that checklist, which is in the book, then we can... But we're pretty certain that we've created the structure to make it easy for people to do the right thing and hard to do the wrong thing. But unless that structure's changed, probably not much going to happen.   0:49:40.8 Andrew Stotz: Just for the sake of time, because I think we want to wrap up in just a bit. But there's so many stuff, so much stuff that we've been through. But I know there's even more in this chapter, but how would you start to bring this together for the person who is a leader, himself or herself, and they're listening to this and they're thinking, okay, I'm ready to make a change and I'm prepared to devote the time and energy because I see the outcome and I'm open to help, whether that's through the book and other books, whether that's through a consultant, whatever that is. And I can even do a self assessment to some extent and know where our level is, which is very low. We don't know much about this type of stuff and that type of thing. We talked about the first focus on improvement. How do they pull this all together and start moving on it?   0:50:35.0 Dave Williams: There's three things that follow the self assessment. The first one is this focus on doing improvement work and setting up a portfolio of projects. And we just kind of talked about many of the different methods that go into that. And like I said, sometimes that when you say that out loud, leaders don't initially get excited by it because they think they have it. But actually it's a powerful opportunity for you to learn about what's currently going on in the organization and about where this opportunity is to reduce a lot of the noise and a lot of the friction that's getting in the way from you getting to results. The second thing that often happens in parallel is that the leaders need to build a learning system where they're going to be able to learn together both about these projects and what these projects are telling them about their organization, about their culture, about their people, and about their capacity to get results, but also that they can start to be learning about the science of improvement and profound knowledge and the activities of QOS that are going to be part of what they're going to work on developing over the course of the first year or two.   0:51:50.6 Dave Williams: And so that typically is, that's making that space and energy. It's a blend of book learning and application and practical. Trying and looking at things within the organization. It's a very applied approach, but it's an ongoing piece of their discovery. And I often argue that this is a real opportunity for leadership because they're going to be able to see their organization in a way that they haven't seen it before. And when we talk about profound knowledge, they're going to gain this profound understanding and expertise about what they're charged with and what they own and what they want to change in a way that they haven't been able to have it before. And so it's a hard work, but rewarding work. And then third is that typically where the, where we invite people to start is to focus in on the first activity, which is to develop or establish or develop their purpose. When this work was initially framed, not everybody was as... Not everybody had a mission, vision and value statement or a purpose statement that wasn't as common, but today people do. But the difference here, and you'll see this in the chapter on purpose, is that organizations that are pursuing quality as an organizational strategy are organizations that are systems that are built to constantly be trying to match a need that exists out in the world.   0:53:34.7 Dave Williams: And so often a learning for people is to step back and have to reflect on, well, what is the need in which we are creating these products and services to match? And if we're creating these things to match the need, how do we understand what's important, what are the quality characteristics that matter? And then how do we define what our mission is in that context? And being able to say, here's why we exist and the need that we're trying to serve, and in what way? And how do we set a vision for where we want to get into the future and what are the tenants or the practical values that exist in our organization, that we want to define how we work together in terms of building in that way. And so purpose is a big focus. It's that clarity of the need, the clarity of the quality characteristics that it takes to match that need. Understanding what are the products and services that we have. I know that sounds a little trivial, but you'd be stunned how hard it is, especially in service organizations, for people to actually describe what it is that they do, what are the actual services.   0:54:54.3 Dave Williams: They might have the name of the service or the class or the whatever, but to actually say this is what we deliver, and then really think about how do I use this as our organization's sort of North Star, our aim, so that everything else that follows is going to be about building a system that produces the results that we want and produces the services that match that need. So going forward, that's going to be very, very important in instructing the direction and instructing the way in which we're going to work as a community of professional people together.   0:55:30.8 Andrew Stotz: So after self assessment, we're talking about focusing on improvement. We're talking about building a learning system, and we're talking about revisiting or establishing or developing our purpose?   0:55:43.3 Cliff Norman: Yeah, I'll just add to what you just said there, Andrew. There's three basic things that have to happen when we start working. Number one is create the habit of improvement. Start improvement right away. Second thing, Dave just went through some detail on building a system of improvement. And Dave called that a learning system, which I thought was interesting because that's what Dr. Maccabee called it when he saw the five activities. Said, these are really methods for building a learning organization. And he said, I've never really seen them before, but this is what will come out of this, which is the essence of what you want. You want people continually learning, as Dr. Deming said, so they can continually improve. But the third thing that has to happen is we have to develop internal capability for them to carry this on, because we're not going to be around with them. We've never advertised. We don't advertise for clients, and we only get word of mouth. And we're only in there to do those three things, get them started on the habit of improvement, start building the system improvement so they can take it over.   0:56:43.4 Cliff Norman: And the third thing, start developing internal capability so they can continue it on into the future. So those three things basically take off on day one. And depending on the organization, I think this is critical. Dave, you asked this question the other day, if the context is such they've got things in front of them are so bad and so challenging that they just need to work on improvement. That's where we're going to be focused. But now if they can chew gum and walk at the same time, we're going to start building the system of improvement. And the first people I want on those initial teams, I want people on there who are going to be future improvement advisors. And more importantly, they perceive them as future leaders in the organization. I don't want a cadre of a whole bunch of improvement advisors. I want leaders in the future who actually understand the science of improvement, understand these methods, so when they go to the next department, the next organization, they can carry this on. So those three things start improving, start building a system of improvement. And the third thing, start developing internal capability. Those have got to take off almost simultaneously, depending on the situation, of course.   0:57:49.8 Andrew Stotz: Well, on that note, that's quite a discussion. I'm so happy that we can have this to go in a little bit deeper into the work that you guys have done. Again, the book is Quality As an Organizational Strategy. I got mine on Amazon and it sent it to me. But I wonder if you have any last words that you'd like to share about what we've talked about today in relation to getting started.   0:58:18.3 Cliff Norman: So, Dave, why don't you talk a little bit about. Because I think this is critical. We've just finished Andrew, the book that's going to be for the people who actually have to build this system. So Dave, just say a few things about that if you would, because you.   0:58:32.0 Dave Williams: About the field guide?   0:58:33.8 Cliff Norman: Yeah.   0:58:35.5 Dave Williams: Yeah. Well, so when this body of work was first created, there was the content of which you see in this book. And then there were also a lot of exercises and methods and applications and examples that existed as well. And it was a pretty thick binder. We have created two volumes. One, the book that you have, which is the description of the theory and the method and gives you some of the tools. And we're now in the process of pulling together what we call the QOS Field Guide, which is a guide that is supporting people that are going down this journey. It follows the same structure as the book, with the exception of the, the Getting started chapter that we had at the end is now at the beginning. And it walks through in great detail various ways in which you leaders and practitioners can approach getting started and building the capacity and then working through each of the activities. And it's equal in size, I mean, it's about the same thickness. But what we tried to do is to give people really pragmatic things to do.   1:00:01.1 Dave Williams: So there are exercises where people are simulating an idea or a concept or a particular piece. There are what we call QOS applications, which are where you're actually taking the theory or the method and applying it to your own organization. There are case studies and things that have been built that might allow you to practice. There's wonderful examples of just about everything from all, from people that we have worked with over the years across multiple different fields, from my background in emergency services and healthcare to education to manufacturing to elevator companies, all kinds of great stuff. And so that will be helpful as people are trying to think about pursuing this journey and working through that first phase of developing QOS and moving into using it. And we're in the stages of having it done to be available later this year.   1:01:08.6 Andrew Stotz: Exciting.   1:01:09.2 Cliff Norman: We've tried to make it useful, Andrew, that the people have to stay overnight with the management and actually get something done and build it without being run off. That everything is there for them to make sure that they make it successfully. That's the thing we kept in mind as we kept writing this second volume.   1:01:25.2 Andrew Stotz: Yeah, I mean, I would say my experience with your guys's writing is that it's applicable.   1:01:34.1 Dave Williams: Well, Andrew, one thing I was going to add on you mentioned a lot of different examples. There are a lot of books in which people tell you a theory, but they don't tell you how to do it. Or they tell you about their own experience, but they don't actually convey the theory. The Quality as an Organizational Strategy book is laying out the theory and the methods of this approach built on the foundations of the science of improvement and profound knowledge and the Deming philosophy. The QOS Field Guide adds to that by giving you the methods and the tools and the things. It doesn't mean that that by itself you can't just go through like it's some kind of self guided tour and all of a sudden magic happens. There's a lot of work and learning and things that have to go into going through that process. But between these two volumes, a leadership team has the tools and methods that put them in position to be able to make this journey.   1:02:41.4 Andrew Stotz: Right. Well, let's wrap it up there. On behalf of everyone, I appreciate Dave and Cliff. All that you're doing and you're sharing with us and taking the time to do that. So from everyone at the Deming Institute, I want to thank you again for joining this and bringing your discussion on these topics. And for listeners, remember to go to deming.org to continue your journey. And you can find this book, Quality as an Organizational Strategy at Amazon and other booksellers. Are there even booksellers these days? I don't even know. They're mainly online these days. So this is your host, Andrew Stotz, and I'm going to leave you with one of my favorite quotes from Dr. Deming, which is "people are entitled to joy in work."  

Craig, Greg and Alex

Go Support Our NEW Youtube! (our old one is still there too) https://youtube.com/@aanimealchemists?si=yW5z6OpjjpdA6C5kSPOILER WARNING!! Make sure to check out all our episodes on Spotify and Apple Podcast! New Episodes every Wednesday, Videos on Thursdays!Make Sure to use our Link for 10% off your GFUEL order, and use code "spoilerwarning" at checkout for an additional 10% off!This week without Martin, Emory and Gary get to talk about all the anime they recommended that he Martin never watched this past anime season. Mostly slept on anime in general but some of those big names we should ALL be watching! That and much more on the Anime Alchemists.Time Stamps1:05 Intro2:35 Slept on Anime of Winter 202543:00 Spring Anime Look Forward To!

9am- Weird Places Ypu've Slept, A Call from Seacrest and MORE full 1313 Tue, 01 Apr 2025 17:09:05 +0000 NIv8TBPn1dkFy99BNLOihAix91wxztni society & culture Klein/Ally Show: The Podcast society & culture 9am- Weird Places Ypu've Slept, A Call from Seacrest and MORE Klein.Ally.Show on KROQ is more than just a "dynamic, irreverent morning radio show that mixes humor, pop culture, and unpredictable conversation with a heavy dose of realness." (but thanks for that quote anyway). Hosted by Klein, Ally, and a cast of weirdos (both on the team and from their audience), the show is known for its raw, offbeat style, offering a mix of sarcastic banter, candid interviews, and an unfiltered take on everything from culture to the chaos of everyday life. With a loyal, engaged fanbase and an addiction for pushing boundaries, the show delivers the perfect blend of humor and insight, all while keeping things fun, fresh, and sometimes a little bit illegal. 2024 © 2021 Audacy, Inc. Society & Culture False https://player.amperwavepodcast

This week Dante and Harry discuss how easy it is to end up in the friend zone, and the bizarre story about a man who somehow hooked up with a girl and still ended up in the friend-zone. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

This week Dante and Harry discuss how easy it is to end up in the friend zone, and the bizarre story about a man who somehow hooked up with a girl and still ended up in the friend-zone. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

How is it only Day 3…… Here's what we got up to on the show live from safe house today: We catch up with the outside world Steph snuck a new clue from the kidnappers Completed Challenge so we got another clue Incest in white lotus Talking to people who have got together with their cousins. Gym Injuries: What’s the worse thing that happened to ya at the gym No word of a lie with Harrison Creating our own holiday 5 star fact. NOT. EZ MONEY Wonderful caller of the week Love ya! Sean, Steph & Harrison x Follow our new insta @edgearvos

They weren't like other soldiers. While others were marching or jumping into battle, they skied to war. Carried rifles and ropes. Climbed cliffs in the dark. Slept in snow. And when the time came, they scaled mountains most thought were impossible to negotiate. In our latest Front to the Films episode, Colonel Tom Rendall (USA, Ret.) sat down with Lance Blyth, a quiet-spoken historian who's spent years tracing the footsteps of the 10th Mountain Division. What came from their conversation wasn't just a military history—it was a reminder of what it means to endure, to adapt, and to lead. The 10th Mountain Division wasn't born in a traditional barracks. It began in the Rockies, the Cascades, and the Alps—in places where men already knew how to survive when the weather turned and the air got thin. The Army called them up in wartime and sent them to the mountains of Italy in 1945, where they faced a hardened enemy and even harder terrain. They didn't flinch. With ropes on their backs and skis strapped to their packs, they trained in snowstorms, learned to shoot with frozen fingers, and climbed vertical rock faces by moonlight. When they reached the front, they did what they were trained to do—advance. The assault on Riva Ridge was the kind of operation most commanders wouldn't have attempted. But they did. And they won. Lance Blyth's book, Ski, Climb, Fight, tells the full story. But this interview adds a layer of voice, of breath, of memory. You can hear in his words the weight of those mountains and the courage it took to move through them. After the war, many of the men came home and built things. Ski resorts. Equipment companies. Mountain rescue programs. Some stayed in the service. Some went quiet. But the Division's legacy never faded. Now, as we mark the 80th Anniversary of the end of World War II, we remember what they gave—and what they gave up. The Wisconsin Veterans Museum helped us bring this story to the airwaves. You'll find it wherever you listen to podcasts. Apple. Spotify. Amazon. It's an hour worth your time. Because some men fought their war one step, one climb, one peak at a time. And they climbed to glory.

Let's shine some light on a few underseen horror gems from the grooviest of decades. We've got cannibals in subways, we've got proto-slashers, we've got killer paintings, we've got axe-wielding ghosts and we've got two Pleasances and a Savini... what more could you ask for?! Come on in, just be sure to mind the doors...

Timothy & Chase talk about the most slept on items at Canoe Club, midwestern blue collar men, and what they're listening to post true crime podcasts.Follow:Customer Service Podcast on Instagram @customerservicepod Canoe Club on Instagram & YouTube @shopcanoeclub ⁠www.shopcanoeclub.com

The BEST CALL OF THE MORNING!See omnystudio.com/listener for privacy information.

Laura and Tina discuss Shane Jenkin's violent history, his time in prison, the 2022 Parole Board hearing where it was determined Jenkin was too dangerous to release compared to the 2024 Parole Board Hearing where it was recommended Jenkin was ‘safe' to be transferred to an open prison, ready for release. Jenkin gave Tina a life sentence. He held her hostage for 12 hours denying her medical care and when doctors finally assessed Tina's injuries, they told her that the 18-stone abuser had attacked her with such force that they could see his nail marks in her sockets. We don't believe he is ‘safe.' Do you? SIGN the petition: https://www.change.org/p/stop-repeat-violent-offender-shane-jenkins-being-released DONATE to Tina's GoFundMe: https://gofund.me/c1d6ce19 SIGN the petition: https://www.change.org/p/serial-stalkers-coercive-controllers-must-be-managed-under-mappa-like-sex-offenders For more expert insight, in-depth conversations, extra episodes and videos, live monthly events with Laura and to be a part a fast growing, dynamic and empowering community join the Crime Analyst Squad: www.patreon.com/CrimeAnalyst #TinaNash #CrimeAnalyst #TrueCrime #Podcast #Expert #ShaneJenkin #SerialPerpetrator #DevonAndCornwallPolice   Clips https://youtu.be/hJBN-dhG8gY?si=iH0bpewKg8tCOBG5 Sources https://www.amazon.com/Out-Darkness-Tina-Nash/dp/147111466X https://www.dailymail.co.uk/news/article-14477243/Mother-eyes-gouged-evil-ex-partner-domestic-abuse.html https://www.mirror.co.uk/news/uk-news/my-ex-gouged-eyes-out-34265169 https://www.the-independent.com/news/uk/crime/blinded-woman-tina-nash-makes-domestic-violence-appeal-7737380.html   REGISTER For Laura's 2025 Masterclasses: https://bit.ly/40iv3v3 laurarichardspa@gmail.com   More Training Info: www.dashriskchecklist.com www.thelaurarichards.com YouTube, Socials and Website YouTube @crimeanalyst Facebook Crime Analyst Podcast Instagram @crimeanalyst @laurarichards999 Threads @crimeanalyst X @thecrimeanalyst @laurarichards999 TikTok @crimeanalystpod Website www.crime-analyst.com Crime Analyst Squad: www.patreon.com/CrimeAnalyst Leave a Review https://www.crime-analyst.com/reviews/new/ Learn more about your ad choices. Visit podcastchoices.com/adchoices

In this episode of 'Talking Insomnia,' Coach Aly interviews John, who shares his seven-year struggle with insomnia and his journey to recovery. From failed attempts with doctors and sleep coaches to finding success with the 'Insomnia Immunity Program,' John offers valuable insights and hope for those struggling with sleep issues. To connect with John, head over to: https://www.insomniatopeace.com/ If you're new here and like what you've seen so far, you'll want to download our FREE 'Off-to-Dreamland' e-booklet. Simply head over to https://www.thesleepcoachschool.com and click the link at the tippy top. Happy reading! — If you're ready to leave insomnia for good, check out our coaching options. Head over to www.thesleepcoachschool.com and click on GET SLEEP in the menu. The Insomnia Immunity program is perfect if you like learning through video and want to join a group on your journey towards sleeping well. BedTyme is ideal if you like to learn via text and have a sleep coach in your pocket. The 1:1 Zoom based program is for you if you like to connect one on one with someone who has been where you are now.  Do you like learning by reading? If so, here are two books that offer breakthroughs! Tales of Courage by Daniel Erichsen https://www.amazon.com/Tales-Courage-... Set it & Forget it by Daniel Erichsen https://www.amazon.com/Set-Forget-rea...  Would you like to become a Sleep Hero by supporting the Natto movement on Patreon? If so, that's incredibly nice of you

Apply For The IC Community: ⁠https://www.innerconfidence.com/communityIntro:In today's episode we're diving into the tricky world of weekend getaways and why they often backfire for men hoping for romance. Host Robbie Kramer explores why taking a woman on a trip can lead to the friend zone, and what you should do instead to avoid this common pitfall. Robbie shares stories of clients, including Chris, who faced disappointments after flying women in, and offers insights on how to successfully navigate long-distance dating scenarios. We'll also uncover why matchmaking services might not be the best solution, and the power of building a social circle to enhance your dating life.Timestamps:00:00 "Weekend Getaway Romance Missteps"03:30 New Year's Misadventure in LA08:19 "Assessing Relationship Readiness"10:35 "Long-Distance Dating Dilemmas"14:14 "Build High Status Social Circles"

Laura continues her interview with survivor Tina Nash. Tina recounts the night Shane Jenkin strangled her, broke her jaw and nose and gouged her eyes out as well as the aftermath of such violence and brutality. This is not an easy listen – but it's an important one. Despite receiving a life sentence in 2012, Jenkin's was recently moved to an open prison, ready for release. Help stop that from happening. Sign the petition: https://www.change.org/p/stop-repeat-violent-offender-shane-jenkins-being-released Serial domestic abuser and stalkers must be included on the same register as sex offenders and terrorists and managed by the Multi-Agency Public Protection Arrangements.   Please donate to Tina's GoFundMe: https://gofund.me/4b077828 Sign the petition: https://www.change.org/p/serial-stalkers-coercive-controllers-must-be-managed-under-mappa-like-sex-offenders For more expert insight, in-depth conversations, extra episodes and videos, live monthly events with Laura and to be a part a fast growing, dynamic and empowering community join the Crime Analyst Squad: www.patreon.com/CrimeAnalyst #TinaNash #CrimeAnalyst #TrueCrime #Podcast #Expert #ShaneJenkin #SerialPerpetrator #DevonAndCornwallPolice   Clips https://www.youtube.com/watch?v=tvib_meUyaI Sources https://www.dailymail.co.uk/news/article-14477243/Mother-eyes-gouged-evil-ex-partner-domestic-abuse.html https://www.amazon.com/Out-Darkness-Tina-Nash/dp/147111466X https://www.mirror.co.uk/news/uk-news/my-ex-gouged-eyes-out-34265169 https://www.the-independent.com/news/uk/crime/blinded-woman-tina-nash-makes-domestic-violence-appeal-7737380.html   Thank You to Crime Analyst Sponsors Who Make the Show Possible. Support The Show Through the Sponsors: Exclusive 20% off first order at www.thrivecausemetics.com/CrimeAnalyst REGISTER For Laura's 2025 Masterclasses: https://bit.ly/40iv3v3   laurarichardspa@gmail.com   More Training Info: www.dashriskchecklist.com www.thelaurarichards.com YouTube, Socials and Website YouTube @crimeanalyst Facebook Crime Analyst Podcast Instagram @crimeanalyst @laurarichards999 Threads @crimeanalyst X @thecrimeanalyst @laurarichards999 TikTok @crimeanalystpod Website www.crime-analyst.com Leave a Review https://www.crime-analyst.com/reviews/new/ Learn more about your ad choices. Visit podcastchoices.com/adchoices

Leo FINALLY Slept Through the Night 03/11/25

Hiiii everybody! Welcome back to another episode of Random Thoughts – where we dive into the wildest Am I The Asshole (AITA) stories from Reddit! Get ready for jaw-dropping drama, messy relationships, and unfiltered opinions!

I SLEPT WITH MY BROTHERS BEST FRIEND! Hosted on Acast. See acast.com/privacy for more information.

Did #KhloeKardashian confess to sleeping with a married man on her podcast? Plus, we chat with actress and comedian #PrettyVee about her new book, 'The Pretty Victory.' #ArmieHammer opens up about ‘trying to go gay'—wait, what? Meanwhile, #ShemarMoore and #EricaMena's thirst traps have fans talking!

Laura interviews courageous Tina Nash in her first exclusive podcast interview. On 20 April 2011 Tina's life changed forever. Shane Jenkin held her hostage for 12 hours, beat and strangled her and gouged her eyes out. Due to Tina's quick thinking, she saved her own life. Now she's fighting to survive once again. Despite receiving a life sentence in 2012, Jenkin was recently moved to an open prison, ready for release. Help stop that from happening. Sign the petition: https://www.change.org/p/stop-repeat-violent-offender-shane-jenkins-being-released Serial domestic abuser and stalkers must be included on the same register as sex offenders and terrorists and managed by the Multi-Agency Public Protection Arrangements. Sign the petition: https://www.change.org/p/serial-stalkers-coercive-controllers-must-be-managed-under-mappa-like-sex-offenders For more expert insight, in-depth conversations, extra episodes and videos, live monthly events with Laura and to be a part a fast growing, dynamic and empowering community join the Crime Analyst Squad: www.patreon.com/CrimeAnalyst #TinaNash #CrimeAnalyst #TrueCrime #Podcast #Expert #ShaneJenkin #SerialPerpetrator #DevonAndCornwallPolice #TrueCrimePodcast Clips https://youtu.be/tvib_meUyaI?si=V37cg9gq64gl6Kp0 Sources https://www.amazon.com/Out-Darkness-Tina-Nash/dp/147111466X https://www.mirror.co.uk/news/uk-news/my-ex-gouged-eyes-out-34265169 https://www.the-independent.com/news/uk/crime/blinded-woman-tina-nash-makes-domestic-violence-appeal-7737380.html Thank You to Crime Analyst Sponsors Who Make the Show Possible. Support The Show Through the Sponsors: Apostrophe: We have a special deal for Crime Analyst audience: Get your first visit for only five dollars at Apostrophe.com/CRIMEANALYST when you use our code: CRIMEANALYST. That's a savings of fifteen dollars! Lumen: Take the next step to improving your health: go to lumen.me/CRIMEANALYST to get 20% off your Lumen.   REGISTER For Laura's 2025 Masterclasses: https://bit.ly/40iv3v3 laurarichardspa@gmail.com More Training Info: www.dashriskchecklist.com www.thelaurarichards.com YouTube, Socials and Website YouTube @crimeanalyst Facebook Crime Analyst Podcast Instagram @crimeanalyst @laurarichards999 Threads @crimeanalyst X @thecrimeanalyst @laurarichards999 TikTok @crimeanalystpod Website www.crime-analyst.com Leave a Review https://www.crime-analyst.com/reviews/new/ Learn more about your ad choices. Visit podcastchoices.com/adchoices

On today's episode, we hear about: ·      A couple trying to move forward following a family affair ·      A woman wondering how to handle her friend's bombshell ·      A mom seeking advice on how to proceed with a divorce Next Steps:

We give you two news headlines... your goal is to make sure that you can find the Florida Man!

Choni was shown the reality of sleeping for seventy years and the story highlights the importance of friends

In today's pod we break down 4 of the most underrated prospects in the 2025 NFL draft. We break down their strengths, weaknesses, potential landing spots and a whole lot more! I hope you enjoy! TWITTER: https://mobile.twitter.com/FBallAnalysisYT   DISCORD: https://discord.gg/XAjBEcGVbH   TIKTOK: https://vm.tiktok.com/ZMe5NbVa7/   Welcome to the Football Analysis Podcast! Subscribe for all NFL related content! Please drop 5 star rating if you enjoyed the pod as all support is very much appreciated! Thanks for listening!     #nfl #nflfootball #football #nfldraft     Support Us By Supporting Our Sponsors!   UNDERDOG Fantasy:  Up To $1,000 Bonus Cash When You Make Your First Deposit:  https://play.underdogfantasy.com/p-football-analysis     Gametime: Download the Gametime app (https://gametime.co/) and redeem code ANALYSIS for $20 off your first purchase (terms apply)  

People Who Have Slept With Someone With A Disability, What Was It Like? | Ask RedditTrue Cheating Wives and Girlfriends Stories 2025 - True Cheating Stories PodcastBecome a supporter of this podcast: https://www.spreaker.com/podcast/true-cheating-wives-and-girlfriends-stories-2025-true-cheating-stories-podcast--5689182/support.

You're not ready for this one. It starts with a baby book for a dog. "First Bark," "First Sniff," even "First Hump" (thankfully, no photo). Is this just quirky or full-blown serial killer behavior? And it only gets weirder. A straight guy secretly addicted to Grindr, claiming it's “harmless curiosity.” A neighbor who gifts expensive chocolates until one missed “thank you” turns into literal chocolate revenge. A marriage where sex only happens during Eagles' Greatest Hits—and yes, Desperado plays every. single. time. Oh, and the ultimate betrayal: when your best friend, who happens to be the funniest comedian alive, completely blows up your love life. This episode is chaotic, unfiltered, and absolutely unmissable. Listen now—you'll question everything.

ON THIS EPISODE: Michael Mason Trager shares his stay in the Guitar Tower at Seminole Hard Rock Hollywood. What can we gleam from this as a preview of what the Guitar Tower in Las Vegas will be like?Fountainebleau Tier Match (again) -> HERETerms of the Fountainebleau Tier Match (There's a catch) -> HERENews story: Will Smith at House of Blues March 20thShout out: Wong's Casino Adventures | YouTube HereJoin the TravelZork FB Group -> HERETravelZork TravelZorkFestWatch this episode on YouTube -> HEREWatch, Like, and Sub on YouTubeThe Yo-11 Minutes Playlist on YouTubeSupport the show⁉️ Want to contact us or share something?Chat to TravelZork, ZorkCast and TravelZork Travel!

AP correspondent Laurence Brooks reports on the health of Pope Francis, after the Vatican confirmed he is suffering from pneumonia.

This week, Dr. Naomi tells Jordana about 8D music and the benefits of “brain flossing.” Our Overshare comes from a Betch who feels insecure about who she was 10 years ago, and worries that her new boyfriend will judge her for it. Today's Betchicist goes out to a listener who suspects that her friend is becoming an anti-vaxxer. Dr. Naomi writes an intention for anxiety around car safety in the neighborhood. And, in our “Sweet Release” segment sponsored by Angry Orchard, we're feeling triggered by invasive questions about future babies and friends who don't Venmo in a timely manner. If you'd like to get these episodes a day early and ad-free, plus two bonus episodes per month where we answer more emails and have follow-up conversations with listeners for real-time advice, make sure to subscribe at subscribe.betches.com! Learn more about your ad choices. Visit megaphone.fm/adchoices

Adam Ray is an American comedian, actor, and YouTuber. Since 2023 Ray has regularly performed stand-up and improv comedy under the persona of "Dr. Phil", a parody of "Dr. Phil" McGraw. Tour Dates and more for Adam Ray comedy: https://adamraycomedy.com/ Bonnie Blue is an OF star that has slept with over 1,000 men in 12 hours Howie Mandel Does Stuff available on every podcast platform Visit the Official Howie Mandel Website for more: https://www.howiemandel.com/ Howie Mandel Does Stuff Merchandise available on Amazon.com here https://www.amazon.com/shop/howiemandeldoesstuff Join the "Official Howie Mandel Does Stuff" Reddit: https://www.reddit.com/r/HowieMandelPodcast/ Say Hello to our house band Sunny and the Black Pack! Follow them here! YouTube: https://www.youtube.com/@BlackMediaPresents TikTok: https://www.tiktok.com/@blackmediapresents Spotify: https://open.spotify.com/artist/01uFmntCHwOW438t7enYOO?si=0Oc-_QJdQ0CrMkWii42BWA&nd=1&dlsi=a9792af062844b4f Facebook: https://www.facebook.com/SunnyAndTheBlackPack/ Instagram: https://www.instagram.com/blackmediapresents/ Twitch: https://www.twitch.tv/blackmediapresents Twitter: twitter.com/blackmedia Adam Ray as "Dr. Phil" Goes Deep with the Girl Who Slept with Over 1,000 Men, Bonnie Blue https://youtu.be/nfPyNU8kISg @howiemandel @jackelynshultz @adamraycomedy @onlybonnieblue

What happened in your 20's that you're glad stayed there? "My first marriage." "Slept with a married man which i did not know. Never again!" "Billions of poor life choices.

#SCALAREPORT:  WHILE EUROPE SLEPT. CHRIS RIEGEL CEO, SCALA.COM @STRATACACHE.  1916 SWITZERLAND

We read the papers so you don't have to. Today: The Telegraph praises Trump and Putin's ‘productive' phonecall. Jonn breaks down why this could be bad news for Ukraine. Meanwhile, Milo and Miranda are reeling over The Daily Mail's jaw-dropping interview with a mum bragging about her affair with her own son-in-law. Plus – The Guardian readers spill their cringiest Valentine's Day disasters – while Ava just sits back and laughs. Miranda Sawyer is joined by comedian and host of Trash Future podcast Milo Edwards and the journalistic dynamic duo of Jonn Elledge and Ava Santina.  Use code PAPERCUTS to get an exclusive 60% off an annual Incogni plan: https://incogni.com/papercuts Support Paper Cuts and get mugs, t-shirts, extended ad-free editions and access to our exclusive live streams here: back.papercutsshow.com Follow Paper Cuts: • Bluesky: https://bsky.app/profile/papercutsshow.bsky.social • Threads: https://www.threads.net/@papercutsshow • Twitter: https://twitter.com/papercutsshow • Instagram: https://www.instagram.com/papercutsshow • TikTok: https://www.tiktok.com/@papercutsshow Illustrations by Modern Toss https://moderntoss.com  Written and presented by Miranda Sawyer. Audio production: Tom Taylor. Production. Liam Tait. Design: James Parrett. Music: Simon Williams. Managing Editor: Jacob Jarvis. Exec Producer: Martin Bojtos. Group Editor: Andrew Harrison. PAPER CUTS is a Podmasters Production Podmasters.co.uk Learn more about your ad choices. Visit podcastchoices.com/adchoices

A new cemetery right outside the window of Lisa's room makes Lisa suffer from many sleepless nights.Click the link below to contact us, listen to past episodes, merch, and more!https://linktr.ee/AnnoyedGruntBoys***Next Episode: S36 E14 - The Past and the Furious***

Lily Phillips made international headlines in October 2024 for sleeping with 100 men in just one day– but what really made her go viral was the clip that circulated of her afterwards, from a documentary that followed her on her record-breaking stunt. The video shows Lily breaking down into tears afterwards, exhausted and overwhelmed by a 14 hour day with so many men. But she's here to set the record straight– she doesn't regret her actions whatsoever, and she claims the clip is edited in a way that misinterprets why she has the mental breakdown. As the recent winner of the XMA award for Favorite Female Creator of the Year, Lily has even more ambitious goals for 2025! Lily shares the inspiration behind her record-breaking ambitions, discusses the unexpected financial success of having an OF account, the industry's stigma, and Lily's personal experiences with biased interviews and border control. Don't forget, Patreon members get exclusive access to a bonus Q&A with Lily Phillips! Visit Patreon.com/hollyrandallunfiltered for this and so much more! ________________________________________________________________ Ready to improve your bedroom performance? Try LOAD BOOST by VB Health and see what everyone is talking about. A powerful supplement to improve the quality, size, and even the taste of your load. That's right. Make every moment count! Visit loadboost.com and use code HOLLY for 10% off. BlueChew is a unique online service that delivers the same active ingredients as Viagra, Cialis, and Levitra -- but in CHEWABLE tablets and at a fraction of the cost! Try BlueChew for FREE, just pay $5 in shipping when you use code HOLLY at https://bluechew.com Our Sponsor, FLESHLIGHT, can help you reach new heights with your self-pleasure. FLESHLIGHT is the #1 selling male sex toy in the world. Fleshlight Code: HOLLY Fleshlight URL: fleshlight.sjv.io/HollyRandallUnfiltered Visit https://linktr.ee/HollyAds for access to all the special deals our podcast can offer you! _________________________________________________________________ Want more from this podcast? Get access to tons of perks by joining my Patreon! We have exclusive bonus content such as live streams of our interviews, early releases, exclusive Q&As, access to my fine art photography and video, plus so much more! Join our community now at http://Patreon.com/hollyrandallunfiltered Follow Lily Phillips - www.instgram.com/lilyphillip_s Linktree - https://linktr.ee/lilyphillip_s Visit my Official Podcast site: https://www.hollyrandallunfiltered.com Follow Holly on all the platforms: https://link.me/hollyrandall Sign up for Patreon Access!! https://www.patreon.com/hollyrandallunfiltered To make a one time donation: https://www.paypal.me/hollyrandall78 Fan mail: 26500 Agoura Road, Suite 102-838, Calabasas CA 91302 Follow X Sweet on Instagram - https://www.instagram.com/xsweetofficial Catch us setting a new trend - https://www.tiktok.com/@xsweetofficial Tweeting the hype - https://x.com/xsweetofficial?s=11&t=1o-NASQwlMLFCb3-dkJQbg XSIV Mag - https://www.xsivmag.com

Austin duo Slept All Day may be new on the scene, but don't sleep on them. Together, the two create moving soundscapes a la Bonobo and Washed Out. And they use their vocals as an element of the scape instead of its driving force. And despite the electronic instrumentation and vocal effects, the music is […] The post Slept All Day: “Asteria” appeared first on KUT & KUTX Studios -- Podcasts.

In this week's motivational podcast, Chad "Ochocinco" Johnson shares stories of his dedication to the Cincinnati Bengals and the game, plus why he told defenders his route before the snap.

➡︎ The Jubal Show’s Dirty Little SecretWhen you have something weighing on your mind, and need to get it out there into the world. You confess it. In this case you confess it publicly, and still yet anonymously. What's your dirty little secret? Let us know you have a Dirty Little Secret of your own here: https://forms.gle/bLGZENWcGXaK9Jcs7======This is just a tiny piece of The Jubal Show. You can find every podcast we have, including the full show every weekday right here…➡︎ https://thejubalshow.com/podcasts======The Jubal Show is everywhere, and also these places: Website ➡︎ https://thejubalshow.com Instagram ➡︎ https://instagram.com/thejubalshow X/Twitter ➡︎ https://twitter.com/thejubalshow Tiktok ➡︎ https://www.tiktok.com/@the.jubal.show YouTube ➡︎ https://www.youtube.com/@JubalFresh ======Meet The Jubal Show Cast:====== Jubal Fresh - https://jubalshow.com/featured/jubal-fresh/ Nina - https://thejubalshow.com/featured/ninaontheair/ Victoria - https://jubalshow.com/featured/victoria-ramirez/ Brad Nolan - https://jubalshow.com/featured/brad-nolan/ Sharkey - https://jubalshow.com/featured/richard-sharkey/ Support the show: https://the-jubal-show.beehiiv.com/subscribeSee omnystudio.com/listener for privacy information.

Nestled in the small, unassuming town of Stella, Missouri, in the heart of the Ozarks, nine-year-old Rowan Ford lived a life like any kid would. She shared a modest home in Newton County with her mother, Colleen Munson, and her stepfather, David Spears. 25-year-old David Spears had a long-standing friendship with 32-year-old Christopher Collings, a man who wasn't family by blood but had become close to the family over the years. Collings moved into the Spears household during the summer of 2007, living in the basement and being looked up to by the young Rowan, who fondly called him “Uncle Chris.” But by late October, Collings left the Spears home and relocated to a farm in Wheaton, Missouri, where he had a trailer parked on the property.  On the chilly evening of November 2, 2007, Nathan Mahurin, another friend of both Spears and Collings, joined the two men at the Wheaton farm. The trio stopped at a local liquor store to stock up on malt liquor before returning to Spear's home to drink and play pool. The following morning, November 3, her mother, Colleen, returned from her shift around 9:00 a.m. to find Rowan missing. At first, she assumed her daughter was somewhere in the house, but after a frantic search, she realized Rowan was gone. Join Jen and Cam of Our True Crime Podcast on this episode, ' Snatched As She Slept: Rowan Ford.'Listener discretion is by @octoberpodVHSMusic is by our EP @theinkypawprintSources:https://caselaw.findlaw.com/court/mo-supreme-court/1676021.htmlhttps://casetext.com/case/collings-v-state-2https://www.ozarksfirst.com/crimetraveler/crime-traveler-what-happened-to-rowan-ford/https://www.usatoday.com/story/news/nation/2024/12/03/christopher-collings-execution-missouri-rowan-ford/76744499007/https://www.cbsnews.com/news/christopher-collings-missouri-execution-rowan-ford-murder/https://www.independent.co.uk/news/world/americas/crime/missouri-execution-christopher-collings-rape-murder-b2658052.htmlhttps://krcgtv.com/news/local/parson-state-of-missouri-will-execute-man-convicted-of-rape-murder-of-nine-year-old-girlhttps://www.themirror.com/news/us-news/breaking-death-row-inmate-christopher-838753https://www.nbcnews.com/id/wbna21708153https://www.joplinglobe.com/news/local_news/videotape-confession-presented-in-rowan-ford-case/article_16eca7b2-73ee-519c-8000-2d3ed82751c9.htmlhttps://www.joplinglobe.com/news/local_news/chris-collings-father-no-matter-what-happens-i-love-my-son/article_e10bdd91-c2d5-5fa5-ad47-fb1b9d65fd00.htmlhttps://www.cbsnews.com/news/christopher-collings-missouri-execution-rowan-ford-murder/https://www.theguardian.com/us-news/2024/dec/02/missouri-execution-christopher-collingshttps://www.usatoday.com/story/news/nation/2024/12/02/christopher-collings-execution-rowan-ford-missouri/76578296007/https://www.supremecourt.gov/search.aspx?filename=/docket/docketfiles/html/public/23-6703.htmlhttps://mdcp.nwaonline.com/news/2012/oct/04/murder-charge-dropped-20121004/https://fox4kc.com/news/national/ap-us-news/ap-missouri-man-facing-execution-in-the-sexual-assault-and-strangling-of-a-9-year-old-girl/https://www.fourstateshomepage.com/news/crime/murder-victims-step-father-where-is-he-now/https://www.news-leader.com/story/news/local/ozarks/2024/12/02/missouri-executing-christopher-collings-rape-murder-rowan-ford/76711350007/https://www.ky3.com/2025/01/14/missouri-lawmakers-demand-firing-rowan-fords-step-father-public-defenders-office/

Get Huel today with this exclusive offer of 15% OFF + a FREE Gift at https://www.huel.com/dropouts WIN BIG and stock up for THE BIG GAME with 10% OFF Accelerator cases on https://www.drinkaccelerator.com **BE ENTERED FOR A CHANCE TO WIN A SIGNED TRAVIS KELCE JERSEY https://www.drinkaccelerator.com/discount/KELCEGIVEAWAY Get $5 off your next order through our link https://sponsr.is/magicspoon_dropouts or use code DROPOUTS at checkout, or look for Magic Spoon on Amazon and in your nearest grocery store! Make some money while you're watching the BIG GAME THIS WEEKEND! Download the PrizePicks app today and use code DROPOUTS to get $50 instantly after you play your first $5 lineup! PrizePicks Run Your Game. Calm the chaos of order fulfillment with the shipping software that delivers. Switch to ShipStation today! Go to https://www.shipstation.com and use code DROPOUTS to sign up for your FREE trial. What's up party people! Look who's back in the diner with us, it's Andrea Botez! This week Andrea does what she does best and gets us to ask and answer the hard hitting, deep, introspective questions we're all afraid to ask ourselves because we all use comedy as a coping mechanism. I think we learn a lot about each other, a lot about the world, and a lot about other people as well because we have some crazy "Am I the A-Hole" stories that we read. It's a fun episode and as always, we hope you enjoy :) SUB TO OUR PATREON FOR BONUS AND BEHIND THE SCENES CONTENT! https://www.patreon.com/dropoutspod BUY OUR SICK FREAKING MERCH! https://www.shopdropouts.com Keep up with us! Zach: https://www.instagram.com/zachjustice/ Jared: https://www.instagram.com/jarebearmusic/ Alyssa: https://www.instagram.com/alyssaaliberti/?hl=en Skyler: https://www.instagram.com/skylerhorne_/?hl=en DM us with your questions, ideas, and videos! https://www.instagram.com/dropoutspod/ or Email us! dropoutsadvice@gmail.com

Jai is due to get married later this year but his brother Nathan can't let it happen without a bit of closure by making a little (huge) confession. Nathan slept with Jai's fiancé a few years back. He gave Jai a call live on air to let him know to hopefully smooth things out and feel a sense of relief... Have a listen to hear how it all went down.See omnystudio.com/listener for privacy information.

Text the Critellis HEREWanna see fabulousness? Then look no further than Sharnika and Mahala (@meetthepowers) - the week's #QueerRelationshipGoals. These goddesses are perfection and love personified, and we are so infatuated with them.  Go give them a follow on IG and show them some love - and don't forget to let them know the Critelli's sent you.  Then, Marko and Tony get together to find out whether or not they've slept with friends or ever thought about it. Is it “normal” in gay culture to separate sex and friendship? And should everyone be more comfortable with boinking their bestie? Finally, the guys are joined at the Virtual Critable by the jacked priest himself, Father Ethan Jewett (@jackedpriest). We find out about Father Ethan's journey to the church and how his muscles play a part in his social media and faith. Finally, @thecritellis read this week's Listener Sh!tuation and do their best to give some guidance, Critelli-style.Articles:Mic.com: Queer People Have Mastered Sexual Friendships-and It's Time You Straights Caught On Very Well Family: You're Gay and You've Slept with All Your FriendsShit to Put on Your Radar:Want to be a guest on Relationsh!t? The Critellis are looking for interesting LGBTQ+ listeners to guest on the podcast and chat with the guys for a future episode. DM the guys on Instagram or send an email to relationshitquestions@gmail.com and let's get an interview scheduled!If you could use some mental clarity, natural energy, and enhanced productivity, then we totally recommend you try Magic Mind! You can get it at: www.magicmind.com/relation. With RELATION20 you also get up to 56% off your first subscription or 20% off your one-time purchase - it also works if you're already a subscriber! You save on your next subscription payment.Get all your shave and beard needs by visiting www.proraso-usa.com and using code RESupport the showSh!t | Leave us a voicemail with your relationship sh!tuation at (903) POD- SHIT. That's (903) 763-7448. You can also fill out a Listener Sh!tuation on our website, podrelationshit.com, or email us at relationshitquestions@gmail.com. Visit Us |www.podrelationshit.com for more Relationsh!t content and information about the podcast.Donate | Head over to patreon.com/podrelationshit and start donating today! Your donations will give you early access to the podcast, behind-the-scenes interviews with our weekly guests, and merchandise.Rate Us | Go to your favorite podcast directory and give Relationsh!t a 5-Star rating, and a fantastic review!Follow Us | Instagram, Twitter, and Facebook: @podrelationshitAnd follow Marko and Tony on Instagram (@thecritellis) if you want a BTS look into their relationship and adventures!

My guest Marley and her husband had explosive fights, then she went home with another man. That led to a separation, and she felt the marriage was beyond repair. But instead of giving up, she started saying and doing things she'd never said and done before, and then…he came home. Her marriage healed from the heartbreak, and now? He can't do enough to make her happy. Marley explains how she made her broken marriage shiny and amazing, so you can do it too. You CAN make your marriage last and thrive—even if it feels like the spark is gone. Download the FREE Adored Wife Roadmap now and start transforming your relationship today! Click here: lauradoyle.org/roadmap Here's what you'll get: 6 SIMPLE steps to bring back playfulness, passion, and connection to your marriage. The 3 COMMON mistakes wives make when trying to fix things (and how to avoid them!). A clear, actionable plan to create the joyful, loving marriage you deserve. Don't wait—your playful, passionate marriage is just one click away. Get started now: lauradoyle.org/roadmap

This week on the Experience, Jim talks about his future projects, Britt Baker, Tessa Blanchard, Japan's big announcement, and more! Plus Jim reviews WWE Raw & Smackdown! Follow Jim and Brian on Twitter: @TheJimCornette @GreatBrianLast Join Jim Cornette's College Of Wrestling Knowledge on Patreon to access the archives & more! https://www.patreon.com/Cornette Subscribe to the Official Jim Cornette channel on YouTube! http://www.youtube.com/c/OfficialJimCornette Visit Jim's official site at www.JimCornette.com for merch, live dates, commentaries and more! You can listen to Brian on the 6:05 Superpodcast at 605pod.com or wherever you find your favorite podcasts!See omnystudio.com/listener for privacy information.

On this weeks episode of RAW TALK, Brad sits down with Lily Phillips & talks sleeping with 100 men in a day, celebrity hookups, OF getting deleted & much more! Hope you guys enjoy, see you next Tuesday! Get Huel today with this exclusive offer of 15% OFF + a FREE Gift! at www.huel.com/rawtalk #ad #huelpartner

GUEST: ANDY POLLINDoes the Cowboys and Commanders have the same juice as "Redskins?" Tom Landry's legacy isn't marked just by discipline but by stubbornness and prudence as well.Are the Eagles more scared of Jayden Daniels than the Packers?Jimmy Butler's discontent highlights the challenges of player empowerment in the NBA.John Calipari shoulda called that shootaround.Andy casts doubts on Wilt's alleged sexual conquests."Cool story, bro."MORE....Our Sponsors:* Check out Hims: https://hims.com/CZABEAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy