Podcasts about slightly

As you grow as an engineer, something counterintuitive happens: the systems you build get simpler, not more complex. In this episode, I explore why senior engineers tend to collapse abstractions, accept certain risks, and reduce the surface area they're responsible for — and what drives that shift underneath the surface. Understanding the reasons behind the trend is what lets you get there on purpose instead of waiting a decade to arrive there accidentally. Early in your career, output goes up fast. You're building more than ever, especially with AI in the mix, and a lot of what you build carries real complexity. But watch engineers who have been doing this a long time and you'll notice the opposite of what you'd expect: as their craft improves, their code, their architectures, and their systems get simpler. In today's episode, I dig into why that happens — and why chasing simplicity directly is less useful than understanding the underlying forces that produce it. Simplicity Isn't the Goal — It's the Byproduct: Trying to "make things simpler" as a directive doesn't get you very far. If you can understand the core reasons complexity tends to fall as engineers mature, you can aim at those reasons instead and arrive at simplicity organically. Why Simpler Code Pays Off: Simpler things are easier to understand, which means junior engineers can pick up your code, and future-you can return to a project you've long since left and still make sense of it. Adapting a simple thing is almost always easier than adapting a complex one. The Pain of the Refactor Teaches You: A big part of this shift is scar tissue. Once you've lived through a massive refactor of a complex system, you start making different trade-offs — not from theory, but because you don't want to do that again. Collapsing Vertical Abstractions: One of the most common refactors senior engineers reach for is collapsing long chains of abstraction that only ever get used in one place. It's abstraction without reuse, and it forces you to re-load enormous context just to make a small change. Refining Your Risk Tolerance: Early on, we hedge against every possible risk. Later, we learn some risks are acceptable. Hedging is insurance, and sometimes it's very expensive insurance — paid in velocity, in onboarding difficulty, and in only being able to hire people who can hold all that complexity in their heads. Knowing When to Break Best Practices: Maybe the best practice says abstract this. But if it isn't that hard to understand, and you can get most of the benefit through better naming or tighter scoping, the "correct" move might be the wrong one. The Library Trap (In Both Directions): Seniors often take a trip through "let's not use external packages, we don't know what's in them" — and end up maintaining a shadow version of the thing they avoided. The more experienced call is often to accept the trade-off, adopt the well-documented dependency, and shrink what you are responsible for. Reducing Surface Area Creates Focus: The through-line in all of these trade-offs is a shrinking surface area. Fewer things to maintain means more focus, and more focus means the things you are responsible for get done very well. It's an open question whether those behaviors follow seniority or cause it. Drive to the Fundamentals: Think about a machine built from a ramp, a screw, a rubber band, and a motor. A more senior craftsperson recognizes the problem is fundamentally about conservation of energy, and reconfigures it down to two parts instead of eight. Slightly less efficient, maybe — but far less to teach, maintain, and break. Episode Homework: Ask yourself: what am I responsible for right now that I could simplify? Where can I get away from the tactics and the surface-level stuff, get down to the core of the thing, and focus on doing that core really well?

We’ve stacked all 5 of this week’s "That’s Slightly Interesting" mind-blowing deep-dives into one ultimate mega-clip!

Auckland Airport's Chief Executive is feeling optimistic heading into 2027. Its latest financial results saw net profits drop 20%, however revenue is up 3%, and passenger numbers are up about 1.6% on the previous year. Carrie Hurihanganui told Mike Hosking the airport will be back to over 95% recovery in the summer peak – tantalisingly close to a full recovery. She says they're expecting strong growth, with six million seats in and out over the peak – up 4% on last year. Hurihanganui says destination New Zealand is still appealing to airlines. LISTEN ABOVE See omnystudio.com/listener for privacy information.

Auckland Airport's Chief Executive is feeling optimistic heading into 2027. Its latest financial results saw net profits drop 20%, however revenue is up 3%, and passenger numbers are up about 1.6% on the previous year. Carrie Hurihanganui told Mike Hosking the airport will be back to over 95% recovery in the summer peak – tantalisingly close to a full recovery. She says they're expecting strong growth, with six million seats in and out over the peak – up 4% on last year. Hurihanganui says destination New Zealand is still appealing to airlines. LISTEN ABOVE See omnystudio.com/listener for privacy information.

Should you ever repurpose an old post on LinkedIn?Short answer: yep.Slightly more annoying answer: it depends.Before you copy, paste, and send that post back into the wild, figure out why it flopped the first time. Was it actually a good post the algorithm didn't push out? Or was the post itself a little off? Those are two very different problems.In this Story Snack, Stacy gets into how she decides which posts deserve another shot, which need a tweak first, and which she'd leave alone.Listen in to hear:The one reason NOT to repost that Stacy isn't buyingHow to distinguish a reach problem from a writing problemWhen a few tweaks will do, and when you need more than thatWhy her short Tuesday posts aren't just chopped-down versions of longer onesWhat working with the LinkedIn algorithm right nowThis is Story Snacks: a bite-sized series for fund managers who want to get better at strategic storytelling in under 20 minutes a week. ---Running a fund is hard enough.Ops shouldn't be.Meet the team that makes it easier. | billiondollarbackstory.com/ultimus

Is it just me, or is every single conversation right now about dating apps, attachment styles, and what the hell is even happening between men and women anymore? I've been on a hell of a journey these past couple of years thinking about this, and I finally sat down with someone who says the things most of us are thinking but are too scared to say out loud. I came across Emma years ago, this amazing artist, poet, and singer-songwriter who is so integrated in her dark feminine that this conversation went everywhere, and I personally did not want it to end. In this episode I explore:

NPD，大概是过去几年互联网上最流行的心理学词汇之一。我们用它形容控制欲极强的老板、令人窒息的父母、不断贬低自己的伴侣，甚至一个让自己受过伤的朋友。但当所有糟糕的人都开始被叫作“NPD”，我们反而想认真问一句：真正的NPD到底是什么？一个人自恋、自私、ego很大、喜欢把别人当工具，就意味着他是NPD吗？这一期，我们请乔乔从心理学的专业视角，和我们一起重新理解这个已经被互联网用得有些泛滥的词。我们聊人格特质和人格障碍的区别，也聊一个很有意思的问题：为什么有些具有强烈自恋特质的人，在外部世界里反而可能显得非常成功？他们自信、耀眼、有野心、有巨大的power，甚至有一种让人忍不住想靠近的生命力。但一个人在公共世界里的成功，和他在亲密关系里如何对待别人，可能完全是两件事。于是这期节目慢慢从“NPD是什么”，走到了我们真正感兴趣的地方：关系。为什么我们会被这样的人吸引？为什么一段关系最开始可能极其美好，对方让你觉得自己如此特别、如此被理解，后来却逐渐变成贬低、控制和自我怀疑？为什么明明已经觉得不舒服，我们还是会反复解释对方、证明自己，甚至期待有一天，他终于会重新看见我们的好？有时候，我们迷恋的也许不只是那个人，而是他身上那个我们自己还没有活出来的部分。聊到最后，我们发现“NPD”这个词真正有价值的地方，也许并不是帮助我们给别人下诊断。心理学词汇进入大众世界当然有被滥用的危险，但它也可能帮助一个人第一次为过去那些模糊、混乱、无法言说的感受找到名字。比起反复追问“他到底是不是NPD”，也许更重要的问题是：这段关系让我快乐吗？我在其中被尊重吗？我是不是越来越不像自己？如果答案已经足够清楚，也许我们不必等到拿到一张关于另一个人的“诊断书”，才允许自己离开。Coco在最后说：“爱时义无反顾，走时绝不回头。” 老柴说：“天地辽阔，你这游戏我不玩了。” 我们花了一百分钟讨论别人是什么样的人，最后真正想拿回来的，其实是自己判断一段关系值不值得继续的权力。时间轴00:01:13 为什么今天人人都在说NPD？一个心理学诊断，怎么变成了互联网流行词？00:05:53 我们嘴里的“NPD”到底是什么？自恋、自私、ego很大、把人工具化，是一回事吗？00:09:58 从网络热词回到心理学：真正的NPD如何定义？人格特质和人格障碍之间隔着多远？00:18:00 为什么我们越来越喜欢给别人贴上“NPD”的标签？一个词如何帮助我们重新解释过去的关系？00:27:00 老板把员工“工具化”，就是NPD吗？权力、效率和人格问题应该怎么区分？00:29:00 NPD有哪些典型特征？夸大、特权感、需要赞美、利用他人、缺乏共情……00:35:00 为什么有些NPD特质很强的人，看起来反而很成功？耀眼、强大、有power的人为什么让人着迷？00:40:00 成功真的需要一点“NPD”吗？野心、强势、自我确信和病理性自恋之间有什么区别？00:48:00 从职场回到私人关系：为什么越亲近的人，受到的伤害反而越隐秘？00:57:45 我们自己经历过这样的关系吗？友情、家庭、工作里那些曾经很难解释的感受。01:05:00 为什么你会慢慢开始怀疑自己？当一个重要的人不断改变评价你的标准。01:14:00 为什么我们会被这样的人吸引？也许我们爱上的，是那个自己还没有活出来的自己。01:24:20 NPD是天生的吗？会改变吗？一个人可能只在某一种关系里呈现NPD吗？01:31:48 为什么这样的关系一开始往往特别美好？从强烈的理想化，到控制、贬低与自我怀疑。01:36:00 如果怀疑自己遇到了NPD，应该怎么办？你需要先证明“他有病”，才能离开吗？01:39:00 爱时义无反顾，走时绝不回头：天地辽阔，有些游戏可以选择不玩了。也欢迎你留下关于本期的想法。

After the Senate Ag Committee failed to advance the farm bill, National Farmers Union President Rob Larew said farmers cannot afford more delay, and although volume of U.S. beef exports was down slightly in June, the value was up to $790 million.

The ultimate compilation of all five "That's Slightly Interesting" facts brought to the studio by Si, Lana, and Speedy this week!

Although the volume of U.S. beef exports was down slightly in June, the value was up to $790 million. U.S. Meat Export Federation President and CEO Dan Halstrom has the details. Source: U.S. Meat Export FederationSee omnystudio.com/listener for privacy information.

Senate Ag Chair John Boozman says he will reconvene committee members in September to vote again on his farm bill package, and the U.S. trade deficit declined in June but remains only slightly below levels seen before President Trump's second term.

This episode is presented by Create A Video – Kush Desai, Special Assistant to the President and Deputy Press Secretary, joins me to talk about the latest CPI economic data that got released today. Plus, the social security trust fund is set to run out of money by 2032. This means the US Senators we elect this year will be part of the Congress that has to face the crisis. Choose wisely.Become a supporter of this podcast: https://www.spreaker.com/podcast/the-pete-kaliner-show--6946691/support.Subscribe to the podcast My preferred podcast platform: SpreakerAll the links to Pete's Prep are free!Get exclusive content here!Media Bias Check: GroundNews promo code!Advertising and Booking inquiries: Pete@ThePeteKalinerShow.com  

Our stories tonight treat us to some of the loveliest moments of late summer. They are about overflowing gardens and farmers market stalls, heavy rains and nights around the bonfire. They are also about blankets stretched out on the grass, flowering plants and old stately trees, and the sweet moments that come before the fall. Subscribe to our Premium channel. The first month is on us.

The fun and frivolity of the Shergar Cup sits alongside the developing civil war among Britain's racecourses in this week's edition of The Front Page.Lee Mottershead, Oliver Barnard and Matthew Rennie begin the show by looking back on another big weekend for Ryan Moore, who followed up winning the Shergar Cup's Silver Saddle at Ascot by landing the Phoenix Stakes aboard Sun Goddess.Like Ascot, the Jockey Club will soon be a former member of the Racecourse Association. The team considers the latest ramifications of that decision and also asks why there has been a spike in the number of careless riding offences As well as assessing whether the BHA's disciplinary panel was right to reduce Rossa Ryan's Sandown easing-up ban, we pay tribute to the greatest of all staying hurdlers, Big Buck's, following his death at the age of 23 on Friday.

Slightly later than usual, it's time for your August edition of Ultimate Pub Quiz Super Genius.Once again Mark is here with an eight round, forty question pub quiz and if you can score the full forty you will earn the title of Ultimate Pub Quiz Super Genius.Good Luck!To make sure you don't miss a single quiz, you can subscribe or follow us.Live quizzes played here: https://mixlr.com/marks-live-pub-quizMusic:"Not As It Seems" Kevin MacLeod (incompetech.com)Licensed under Creative Commons: By Attribution 4.0 Licensehttp://creativecommons.org/licenses/by/4.0/"Scheming Weasel (slower version)" Kevin MacLeod (incompetech.com)Licensed under Creative Commons: By Attribution 4.0 Licensehttp://creativecommons.org/licenses/by/4.0/"March of the Spoons" Kevin MacLeod (incompetech.com)Licensed under Creative Commons: By Attribution 4.0 Licensehttp://creativecommons.org/licenses/by/4.0/"Casa Bossa Nova" Kevin MacLeod (incompetech.com)Licensed under Creative Commons: By Attribution 4.0 Licensehttp://creativecommons.org/licenses/by/4.0/Support the show

https://youtu.be/Hbw3xtIiJRQ Jay Larson, Executive Coach, Facilitator, Sales Leader, and Founder of Lights On Coaching & Consulting, is driven by a mission to Turn on the Lights for Others by helping individuals unlock their potential through coaching, leadership development, and transformative experiences. By combining executive coaching, experiential learning, and decades of leadership expertise, Jay empowers leaders to build trust, embrace vulnerability, and create lasting personal and professional growth. In this conversation, Jay introduces The How to Gain Trust Framework—Be Present, Be Curious, Be Vulnerable, and Judge Not. He explains why authentic coaching begins with deep presence and genuine curiosity, how vulnerability creates psychological safety for meaningful conversations, and why withholding judgment helps leaders build trust and accountability. Jay also shares how challenging experiences, executive peer groups, and coaching conversations help leaders overcome isolation, gain confidence, and achieve breakthrough moments that transform both their businesses and their lives. — Turn on the Lights for Others with Jay Larson  Good day, listeners. The Management Blueprint podcast is here, and my guest today is Jay Larson, an experienced executive coach, facilitator, and sales leader with over 20 years of impact across industries. Jay has guided more than 400 individuals through transformative coaching, backed by 40 years of expertise in assessments, success profiles, and competency frameworks. He helped launch and leads a thriving nonprofit that’s touched over 500 lives through experiential learning and outdoor recovery programs. Welcome to the show, Jay.  Oh, thank you, Steve. Thanks for having me.  Well, you have a fascinating background and have helped a lot of people, which is obviously the biggest thing. So what would you say is your personal “Why” that you are manifesting through your practice?  Well, I think my personal “Why” is really turning the lights on for others. That solidified for me probably five or ten years ago. As I realized, through the work I was doing with Korn Ferry, the work with clients, and the work with the people who reported to me, it was never really about the money. I did like winning—winning sales and things like that. That’s always nice. But it was really more about the impact we were making. Were we making an impact? That sort of thing. So I realized pretty quickly, through my coaching training, that my “Why” was about turning the lights on, having those “aha” moments, personal growth, and seeing that happen with others and myself. That’s fascinating. So when you work with experiential learning and outdoor recovery programs, tell me a little bit about those. How do those help?  So I help lead. I’m the president of the board. A friend of mine and I got together probably 10 or 12 years ago. He had built a little nonprofit called Wild Hearts Adventures, and the basic idea was that his son was in recovery. Any time they went to the mountains or did anything outdoors—climbing, canoeing, fishing, anything like that—his son would come alive. They would connect on a different level than they normally would during that obviously trying time for a parent-child relationship, with all kinds of tough love, easy love, and all that kind of stuff.  So he noticed that connection. He wanted to take it bigger. We talked. I’d done a ton of outdoor stuff in my past, and my kids had recently grown up and were leaving home and things like that. So I had time to focus on that. We take people on all kinds of different outdoor excursions, and it really is about connection through adventure. That's what we're trying to drive—that connection. Helping people know they're cared about. Helping them know they can be their authentic selves without judgment. And that they can do really hard things.Share on X  That’s interesting. I have a friend who was also on this podcast some time ago, and he also does a lot of mountaineering, but he does it with CEOs. He goes one-on-one with a CEO, and they climb for two or three days. Obviously, there’s lots of conversation going on. What is the driver of the impact in these environments? What makes people come closer together?  Yeah, it’s interesting. What makes them come together is that sense of adventure, that sense of the unknown, and their willingness to challenge themselves. We’re very open up front with folks who join that this is going to be difficult. Most of them have never camped overnight. We’re taking them to the Rocky Mountains and getting to the top of some very, very high places.  You wouldn’t believe it once you walk to the base of those mountains and look at them. You’re like, “There’s no way we’re going to the top of that.” So that fear and all of that… I find the impact on them—the reason they come—is their willingness to be challenged. The impact is not only the connection of the team, which is important because a lot of folks, certainly in recovery and otherwise, can feel quite lonely. What they’ve done is their fault. They have to recover from it. They have to do some heavy lifting and white-knuckling. This is more about the team helping.  We're all going to carry each other's stuff as we go up. We're going to hear from each other and talk with one another while we're up there.Share on X Then seeing them at the top of the mountain, when they reach 14,000-plus feet and they’ve put in the work to get there, they realize—to a person—that they can do very hard things. Their recovery, the next step in their career—whoever we’ve taken up there—it’s always, “If I can do this, then I’m pretty sure I can face that.” Great metaphor.  Yeah. It is a great metaphor. I wonder what empowers them to actually accomplish it, because climbing a 15,000-foot mountain without being fit is no easy feat. Especially if they’re not used to having to be resilient. What empowers them to actually do it? How do they not give up? Is it the peer pressure? What is it?  Yeah, no, we’ve had people that go up and turn back. We do have it. We leave it up to them. We’re not going to force anybody to go up there. We’re not back there shouting at them or anything like that. Now, we do a lot of encouraging. They’ll say, “I’m too tired. I can’t keep going. There’s no way.” It’s like, “Listen, let’s just take a rest, then one more foot in front of the other. You can do this. I’ve done this.  I was in worse shape when I did my first one than you are now. You can do this. Come on. Just keep going. Just keep going.” So lots of encouragement, lots of coaching along the way. Very, very few people do these fourteeners. A lot of people do them, but relative to the population, very few do. So they look at this as a very, very daunting thing. What I know, having done it numerous times now, is that it’s all about how fast you want to get to the top.  It’s not whether you can get to the top. You can get there, barring an injury. It’s just that you might have to take more breaks. You might have to rest more often. You might have to go slower. You might have to swallow your pride. A lot of things like that. But if you’re willing, we’ll get you there. Yeah. It’s interesting. When my grandfather was probably 79 years old, just one year before he passed away, we somehow convinced him to climb a little mountain. I mean, it’s not a big one, but maybe 1,000 feet. Okay. He was walking with a stick, and it was very steep. He made it up there, and then there was a beautiful inner lake that became visible.  He was so happy that he did it, and he was so grateful that we kind of twisted his arm a little bit to make this trip. It completely recharged him. He was an accomplished person. He was 80. He wasn’t in great shape. He’d had a couple of heart attacks beforehand, and it was a big emotional moment for him.  Yeah. There’s a sense of accomplishment. There’s something you prove to yourself when you do that. I remember reading The Comfort Crisis. I don’t totally remember the author’s name, but it’s called The Comfort Crisis. We’re not doing hard things as often. We have a lot of the hard things done for us. It used to be that you had to build your own house, or grow your own food, or lift heavy things on the farm over certain distances, or they didn’t get moved.  Now everything’s prepared in the store. We lift the heaviness of a 12-ounce can or a grocery bag. Those are the heavy things we lift. When we set our minds to doing something very, very difficult that we don’t think we can do, we grow something in ourselves. I know it’s not just psychological or emotional. There’s a physical nature to it as well.  The mental and physical parts, the way you grow your brain and change your brain when you’re doing those things. It’s not all just, “Yay, I proved it to myself.” You come down from the mountain a different person than you were when you went up. Slightly, and sometimes massively.  Yeah. I remember when I ran my first marathon, I felt a little bit like that. A wall came down, and I felt more invincible in some ways.  Yeah. Like, “There’s nothing I can’t do.” I had a particular gentleman who went on one of the first trips we did. He had been in the gangs. He was actually an enforcer for one of the gangs. So a pretty tough dude. He’d done a lot of things. He’d lost his children, lost his marriage, all kinds of things. He’d been in prison. He’d had a tough run and made a lot of bad choices, to be honest. He went on this thinking, “I’ll do what I can. What I want to do.” That sort of thing.  He had a pretty good attitude. But at the same time, when you get up on summit day and it’s 2:00 or 3:00 in the morning, and we’re waking him up and getting him going, people aren’t always in the greatest moods. People are excited, but at the same time it’s dark, I didn’t sleep well, and I was nervous. So he’s on the trek up. He’s struggling. He’s stumbling. He’s not sure he can do it. That sort of thing. But he’s a pretty quiet guy.  He wasn’t complaining or anything. When we got to the top, he just sat there for a while. We all did. We just sat looking at the view because it’s an amazing view from 14,000 feet. We were all just standing there, and he looked over at me. I looked over at him. He had this grin on his face, and he goes, “Man, if I can do this, I’m going to get my kids back. I’m going to get my kids back. I can do it. This was the hardest thing I’ve ever done, but now I know I can do that.” You’re just sitting there, surreal in that moment, knowing that not only has this person’s life changed, your life has been changed by this person. Perhaps, generationally, things have changed for the family. And they have since then, the family’s back together, and as far as I know, things are going great.  He’s been promoted a couple of times at work and things like that. So that’s what I mean by turning the lights on. When you have those moments where there’s this realization inside a person of what they’re capable of or what they’ve accomplished. That’s a peak kind of situation for them. A peak experience. Yeah. Lovely to be a part of it. So you just reminded me of an experience when I felt that way. It was actually when I launched my Vistage group back at the end of 2013. We had just moved here a year earlier, and Vistage reached out. I said, “Okay, I’m going to do this. I don’t know anyone in town, but that’s a great way to build a network.” It was pretty grueling work, cold-calling for three months solid.  I am aware.  Yeah. I know. That’s what I’m telling you. Yes. That was this kind of experience for me. I thought, “Wow, okay. If I can do this, then maybe I’m not a lost cause here in America.”  Yeah. Yeah. It really transfers, right? Just like you were saying, these, whatever you want to call them, mountaintop experiences for people, these moments in your life when you realize that, “I am capable.” Now, there are valley moments that we have as well. I had a gal that got… We were within 35 minutes of the peak of Mount Yale, and there’s kind of a plateau on the top. She got there, and she had a panic attack—a full-out panic attack—and would not let go of my arm. Couldn’t lead the group up to the summit.  My daughter actually—whole other story there—my daughter stepped up and led the group. Had never done it before. Just stepped up and led the group. Huge, tons of courage. But I immediately just turned this gal around, and we started going down the mountain right away because that’s the only thing you can do when somebody’s panicking up that high.  Where else are you going to go? We took the slow way down the mountain. There’s a quick way down that mountain, but that doesn’t end well. The slow way was just a slog. She was being apologetic the whole way down. She was feeling bad about herself and everything. I think since we’ve talked, Steve, since then, I got an email from her from the summit of that mountain, where she went up with somebody else and went back and did it.  She sent that to me. She said, “I miss our group. I just had to tell you that I made it.” I made the summit of this particular mountain where she failed before. I can’t tell you the joy that gives me as a human, just to see that happen with somebody else. I just love it.  Yeah. She owed it to herself to go back and do it.  Yeah. Yeah.  And not give up.  She promised. She said, “I’m going to do this. One day I’m coming back, and I’m going to do this.” It took a couple of years—a few years, actually—but she did it. So that’s fantastic.  That’s great. That’s great.  Yeah.  Jay, I’d like to switch gears here because this podcast is about frameworks. So, what is a framework that helps you create more impact with your Vistage groups, with your executive coaching clients, and the people that you climb mountains with? Do you have a framework that you can describe?  Yeah, I think let’s talk about that a little bit. I’ll tell you some of the things that I do. Perhaps I don’t know that I would call what I do a framework. I reach out to many people. I coach a lot of people through different contracts, Vistage groups, as well as my own practice. The thing that I think matters the most is gaining trust initially. Just having a natural curiosity for what’s happening with them.  Not being afraid to, as we have even on this call, do some back and forth. Like, “Yeah, I’ve seen that in my life,” or, “I’ve faced that before too. So how do you think you’ll go about it?” And having those questions. Again, it’s not pre-planned. I don’t pre-plan a whole lot for coaching sessions. I review and things like that, but I really want to go in fresh and really listen. I don’t know, Steve. You tell me. You’re the framework guy, right? You tell me. What’s my framework?  Well, what I’m hearing is being present, being curious and vulnerable because when you’re sharing your own experiences, sometimes it is, I guess you probably do that as well, that you share sometimes when you failed at something, and how you learned from it, and how you recovered from it. I do that with clients, and that allows them to be more honest, more vulnerable themselves, and be able to process things better.  Yeah. Knowing they’re not alone. Yeah. They’re not alone. Knowing they’re not alone is huge. I think another really important piece of how I approach things, that may or may not work—I guess we’ll see—is it’s not my job to make them feel good. It’s my job to get to the honest, authentic issue, or blockage, or whatever that is.  Well, I guess part of a framework that I believe in, I guess there’s been a couple from my past that I’ve knit together that have probably shaped a lot of what I do. One is I worked initially for a company called ChartHouse Learning, and they had what was called the Fish Philosophy back in the day. It’s the gentlemen out at Seattle’s Pike Place Market that throw the fish to the clients, throw the fish, come back behind the counter, and catch the fish, and things like that.  They filmed them and how they were driving engagement with the clients and each other. And four tenets of that philosophy were: be there, or be present, like you were saying, so that’s had some impact. Play, which is have some fun with it. Compete, you know, in some ways. Make a game of some things, in some sense of the word. Be there, play, make their day, which is a focus on others versus yourself, so you're there to make their day.Share on X  And then choose your attitude was the fourth. That’s all copyrighted by ChartHouse Learning, whatever. It’s not mine. But you can choose whatever attitude you really want going into the day. So regardless of what is presented to you, your reaction is yours to choose. So that’s, I think, had a big impact on how I address things, as well as spending a lot of time in leadership development.  And so many times seeing development fall flat brings up another framework of just how we actually develop as people. And that is we have to be aware that there’s something we need to change. We need to own it. We need to be responsible. Take responsibility for that gap or that change. And then we need to be willing to act on it. Willing to do something about it. So many times in pre-planned leadership development sessions, and coursework, and things like that, we can miss the mark for that individual. They may be aware of a gap. I mean, Instagram will tell you what you should be these days, right? There’s plenty of, “I can see the gap between me and that person.” Yeah. “I can see the gap between my house and theirs,” whatever that might be.  But do you own it? Are you really aware that that’s an issue that I have? And are you going to take responsibility for it? Then do something about it? Commit and be accountable. That's where coaching really struck a chord for me. I had been in corporate, selling and doing business development for a long time.Share on X  That was always great, but you never got to do the work. You got to deliver the promise, but you never got to deliver the result. Yeah. Now with coaching, I’m able to do that with individuals and teams. Walk them through that. Be honest. Really dig in. Ask the hard questions about their responsibility for the situation, et cetera. So that’s the favorite part of my work.  Yeah. This is a piece that AI is not going to disrupt because AI cannot hold someone accountable, right? It’s just an individual. Yeah. A person who has emotions, who cares about you. They can hold you accountable because you don’t want to disappoint them. But AI cannot do this. AI cannot build trust. I guess it might be able to if it gives good answers all the time.  You start to trust it. But you never know because there’s no person behind it. Who do you trust? The software program? Yeah. That doesn’t work. Yeah. So trust, accountability, and emotions are pure undisruptables, elements of what we do.  And it ends up being the part that connects us, right?  Yeah.  I mean, ironically, we connect to the computer. We connect to the internet. But we never really connect with it. You could say, to some degree, you connect with other people through different apps and things like that. But there’s something about being in person. There’s something about having the back and forth and the consistency over time. It’s not that different on the mountain trips than it is in coaching. A little more comfortable. A little more comfortable.  Sitting in a chair.  Yeah.  But if it’s too comfortable, it’s probably not as effective.  Right. So maybe it won’t. Right. It’s a different kind of uncomfortable.  Yeah.  Right? Yeah. A different kind of uncomfortable. I guess if you’re saying framework, those are kind of some of the mantras, or the credo, whatever it is, that I live by. If it’s not authentic, I don’t really want to do it. From a coaching standpoint, I know you’ve coached some people in your career, and what you’ve done with Vistage and that. There’s some times when people are just kind of mailing it in.  I haven’t gotten the courage up yet to close a call based on that. Like, “Well, you’re just kind of mailing it in, so let’s connect next month.” But it makes you feel like that, right? Like, why am I here? Why am I doing this? If we’re not producing some kind of meaning, or purpose, or moving one of us forward, then what are we doing? Why are we doing it?  Yeah. I always wondered about this because I always wondered whether I should own this. There are people who are more vulnerable, who are more coachable, who are more open, who are more willing to let you see them. And there are people who are not. But they are there, so they need something that they came to get. So whose responsibility is it? If, for them, it’s harder to get there, then should it be on me as well to make it happen? And obviously you can’t guarantee it, but I’m always wondering about it. So when people were mailing it in, I was always wondering, “What could I have done differently so that they wouldn’t do that, or that they didn’t do it, or maybe they’d make some steps?”  Yeah. I feel the exact same thing. I know exactly what you’re talking about. Yeah. I was just talking to somebody earlier about this exact situation where we had a group of 8 to 10 leaders, and one of them just didn’t engage, hadn’t scheduled the meetings, and things like that. After a number of tries to get them engaged, it’s that classic, “You can lead a horse to water,” right? Yeah. They may be full of water already. They may be waterlogged. So I don’t want to judge them for that, right?  That’s the kind of thing where I can get upset. Just my natural reaction. I can get upset that they aren’t engaging, and I can get upset at myself that I can’t get them to engage. You can go there.  Yeah.  But really, at the end of the day, I can only do what I can do.  Yeah.  Then we have to get to the point where you have the fierce conversation where you’re saying, “It doesn’t feel like you’re engaging.” “Can you help me understand why that might be?” Yeah. Then leave it there and let them answer the question. “I don’t want to.” Right? Yeah. It’s like, “Okay, well, why are we scheduling these meetings?” “Let’s just save everybody some time and money.” Or, “I don’t know how to.” Okay. I can help you with that. Those sorts of things. Or, “I don’t know why I would need to.” We can help with that, too. But I can’t change, “I don’t want to.” I can’t change it directly.  Yeah, you can’t. You know what I also experienced sometimes? There were some members, especially who were maybe older, who just wanted to be heard. They just wanted an audience. Maybe they would not get that because spouses are often sick of hearing about business stuff and things that they don’t relate to.  That person just needed someone. Sometimes people are so starved for conversation that they don’t even care whether you’re really listening. They just want to trick themselves into believing that someone is at least listening. It’s the saddest version of it.  Yeah. Yeah. When you work with Vistage, we’ll see a lot of that. Where there’s the isolation of the leader at the top of whatever business it is. What I suggest to them is, “I’m going to try and create a safe space with trust.” “I’m not saying anything to anybody else about what you share.” “So say what needs to be said.” “Be yourself.” “Let down your guard.” “We’ll get there.” Right?  It’s not like they’re just going to walk into a room with me as a stranger, just because they decided, and they’re going to let down their guard. But session by session by session, they let down their guard. You end up talking about things that they can’t mention to anybody else at work because it would shake an employee’s confidence or something. Or how do you, as the CEO of an organization, say, “I don’t know what to do”?  Here’s the place. This is what we give you. That’s why I love it because, again, that’s kind of a lights-on moment, is what I would call it. It’s their ability to take that deep breath, lean back, and just be themselves and say, “I don’t know.” You don’t have to fake it all the time around everybody that’s depending on you. So that’s a real relief for a lot of folks.  Yeah. That’s huge, to be able to unburden yourself. It is true. When you are in a responsible position, sometimes you have to absorb all the uncertainty in the business or the potential risks. You can’t talk about it because then you are amplifying that risk. Then people start worrying, and that kind of paralyzes people.  Then the business is in an even worse position. What really shocked me when I became a Vistage Chair was how few CEOs these CEOs actually knew. It wasn’t just that they were isolated inside their company. Maybe they were isolated at home because their spouse didn’t want to hear it, or they didn’t want to burden their spouse because then it would come back to them eventually with the anxiety of the spouse as a further pressure.  So they might not want to share that. But they didn’t even know other CEOs because they were so busy working in their business, they had no time to go play golf and meet other people. The only time they could do that was in the Vistage group once a month. They could rationalize that this is business. They are working on the business. That gave them permission to take the day off and fraternize with other CEOs.  Yeah. That’s such an important thing. It’s such an important thing to know that you do have a group of people that will have your back, regardless of what you come with. We had a meeting in my group not too long ago where we had some breakthroughs. It was really special to see a group that didn’t know each other, didn’t even know each other existed three or four months prior, sharing about how time is short, possibly because of some health issues. How their business is so important because it’s their legacy.  It’s what they’ll leave behind when they move on. That’s really personal, deep, meaningful conversation. When you allow space for it, it can happen. Build it, and they will come, kind of a thing. I just think that’s so important because I think CEOs who see this may be sitting there bottling that up. They’re taking that stress and trying to hold it. There’s so much energy that it takes to do that, that they wonder why their business isn’t growing, or why they can’t get past a certain amount of revenue, employee count, client service, or breaking into certain levels.  They don’t realize that the more they’re holding that in, it’s almost like they’re holding that growth captive. They just don’t have the energy. They get burned out. That’s when bad decisions start happening. They get emotional, or they just are done. You know? Yeah. They do. I’ve talked to so many people that are just, “I’m just so done with this.”  Yeah. They become unhappy. Then the people around them become unhappy. Then unhappy people don’t do well in the business. They don’t grow the business. Then the CEO feels even worse and lashes out. Yeah. Yeah. That’s huge. When you have the CEOs, and each of them shares things and becomes very vulnerable, then it becomes a safe space.  That’s what creates the trust, right? They all have skin in the game because they all share stuff that they don’t want to get out of the group. Therefore, they can trust the other person to do the same thing.  Yeah. Trust is huge. When you think about it, like this might be odd, but I think when some people think about the holidays and being around family, some people get excited for that, and some people cringe at that, right? Because I think a lot of that is, yes, you’re family, and it’s almost a forced relationship sometimes. They don’t trust. They won’t share their authentic self with that other person in the family. What should be a holiday, and restful, restoring, energizing time, becomes more of a forced situation where it’s draining.  Then you start to distance yourself even more. I think the idea of just having that safe space where other perspectives are in the room is a huge thing as well. Helping people think differently than you. Surrounding yourself with those people. Because you can’t necessarily afford to bring them on just because they think differently. Having them in a group where they will give you a different perspective, and also hold your trust, and let’s face it, just give a damn about you, and how you’re doing, and connect, and want you to succeed, it’s huge. Having people in your corner like that. Yeah. It’s not always naturally there because of timing and other things, like you were mentioning.  And then one more thing. Before I came to Vistage, I had a mastermind group. Oh, yeah. When I was a business owner, which I organized. It worked initially well until it stopped working because I didn’t have the time to invest in it. To make sure everyone showed up. To make sure everyone brought topics, to discuss issues to the table. So it fizzled out.  I think what’s special about Vistage is that there is a person who is committed to making this happen and making it a high-quality experience. Yeah. That is actually priceless because without the person, the time that those CEOs are investing is wasted. Then it’s not even worth showing up for it, right?  Yeah, exactly.  That’s a unique thing. It actually doesn’t really get copied. I don’t see other organizations that can really provide the same quality of experience without that committed Chair, who is thinking about these members all the time, spends some time with them one-on-one, and then makes sure the meeting happens, people show up, and there’s good content in the meeting. It’s very valuable.  Yeah.  So anyhow, if someone would like to learn about Vistage or connect with you, where could they do that?  Yeah. I think LinkedIn is probably the best place for that. I have a LinkedIn page that touches on my Lights On Coaching and Consulting practice, named for exactly what we’ve been talking about. It covers my Vistage group and also the nonprofit, Wild Hearts Adventures. So if anybody is struck by that, go to my LinkedIn. Let’s connect on there, and we’ll just have some conversation. I just love having conversations with new people, with fresh perspectives, regardless of whether we connect and do work together or just even keep in contact.  It’s just lovely speaking with one another, similar to what we’re doing now. Sharing that philosophy. Sharing that why. It’s just encouraging to hear that from others. So I welcome anybody to reach out to my LinkedIn. I don’t know if we can put a link in here to that page or not, but certainly we can.  Yeah. We can directly link that. We’ll put your LinkedIn URL in the show notes. You can just Google Jay Larson Vistage Chair, and he’ll pop up, and you can connect with him. So Jay, thanks for coming and sharing some wonderful stories about people who climbed the mountain, and how it changed their lives. If you enjoyed this conversation, make sure you stay tuned because I have wonderful subject matter experts, CEOs, and business owners who come and share their stories. Wonderful. So thanks for coming, and thanks for listening. Yes. Thank you. Take care. Important Links: Jay's LinkedIn Jay's website

AP's Lisa Dwyer reports on the latest trade data for China.

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Businesses impacted by the wildfires burning in the Boundary Waters are asking for state aid after Gov. Tim Walz suggested this week that a special session to provide wildfire relief is unlikely. And the latest U.S. Drought Monitor update for Minnesota is showing a SLIGHT improvement in long-standing drought conditions across the state.Those stories and more in today's evening update from MPR News. Hosted by Emily Reese. Music by Gary Meister.

Mike and his wife have started to realize their daughter has a million questions about transitioning into to Middle School that they would have never even thought about. For example. Recess is gone! This was an impromptu podcast during one of those conversations. See omnystudio.com/listener for privacy information.

Slightly different episode today as Nick is in New Zealand on holidays for a week or so with the family, so it sounds a tad different to usual, but plenty to discuss as always!01:00Nick is in Millbrook, near Queenstown in New Zealand and gives us a snapshot of what he's doing and how it looks (hint: it is beautiful!)02:00Royal Lytham hosted the WOmens Open, and Shiho Kuwaiti had a stunning playoff win to claim the title. Nick talks about what he loves about Royal Lytham, what a course.04:00On the Open, more specifically Mens and Womens majors, Nick feels they're too close together and explains why. Mark has a different view.05:00Yesterday we confirmed in a bonus news pod that Rory McIlroy would be staying in Australia after the AO to play the Cathedal Invitational, Nick is likely to play the tournament as well....can he take Rory?06:00Massive news on golf architects OCM - they have been appointed to redo one of the worlds greatest golf courses. Mark reveals the news that he has heard from a member at the actual club.08:00We discuss Cypress Point. Mark calls it a 'sacred place', Nick says arguably the best parcel of land that a golf course is on anywhere in the world. They discuss their experiences playing the course, and what they'd love to see improved.12:00Nick talks about playing Cypress with surfer Kelly Slater.14:00Plenty of LIV news. We discuss their search for sponsorships, and Mark is doubtful that the eyeballs will be enough for the money they want given LIV 'only worked in 2 or 3 markets'. 20:00LIV's player payments are reportedly unpaid, which does not bode well22:00Nick awards our BMW Touch of Class to Donald Trump for his 'humility' in 'winning' the Club Championship at Bedminster. If you missed his comments, Nick reads them out. And for clarity, we are being sarcastic over 1) him winning and 2) him showing any humility. 23.30Mark awards our Hostplus Plus for Golf to Nelly Korda for her gift to a young fan in the UK, a real plus for golf from a superstar.25:00We discuss the winner of the Rocket Classic in Michigan, Michael rocket classic winner Michael Thorbjornsen, a very talented young pro who we love.27:00Nick found some great stats this week - average numbers from PGA Tour Pros, they make for sobering reading for aspiring pros, and Mark points out a couple of stats that if you are aspiring, or know someone who is, to turn pro that you need to be all over.After the turn:34:00Our Top 5 for Betr, Mark lists the Top 5 golf course renovations at clubs he has seen, and why. He also defines great renovations in a slightly ususual way....37:00Okay - during the Turn we saw some breaking news from our mates at Flushing It Golf about LIV, specifically that they have given a number of employees and contractors notice that their employment will end in September. We discuss this evolving story which will develop further over the coming days.39:00Nick runs through the Global results highlights.42:30Feedback for Southern Golf Club....phew okay....last weeks Top 5 swings got a mountain of feedback, and we run through some of the names you said should be there. One was mentioned above all others. Do Nick and Mark double down on their list or do they amend the 'indisputable' list, rendering the name completely ironic?50:00 Few more bits of feedback on Lucas Glover's spikes video, Cam Smiths 9 birdies in a row, and we discuss if we can claim South Korea's Jenny Shin as an Aussie?53.00And we wrap on a masterclass for the Golf Clearance Outlet from Nick live from Queenstown where he discusses Michael Thorbjornsen's 10-finger grip. Note: audio on the masterclass is a touch dodgy this week, it's listenable, but not as good as we'd like - apologies.Big show today !!! We're live from Titleist and FootJoy HQ thanks to our great partners:Hostplus, Talk Birdie To Me's official retirement partnerBMW, luxury and comfort for the 19th hole;Titleist, the #1 ball in golf;FootJoy, the #1 shoe and glove in golf;Golf Clearance Outlet, they beat everyone's prices;Betr, the fastest and easiest betting app in Australia;The Find My Player app - follow every player on every tour;And Southern Golf Club. Hosted on Acast. See acast.com/privacy for more information.

「主体性」这几年成了一个高频词。我们被鼓励拿回它、建立它、做自己人生的主人。可一个词被说得越多，有时反而越让人怀疑：我们是真的知道自己在说什么，还是只是掌握了一种看起来很清醒的表达？这一期的缘起来自 Coco。她曾经非常讨厌这个词——不是反对一个人做自己，而是它被说得太轻易、太正确了。可最近，她却在和Qiaoqiao的一次咨询里，很认真地问：到底什么是主体性？Qiaoqiao的回答朴素得出人意料——从「我愿意」和「我不愿意」开始。节目一上来，我们没有先讲概念，而是让每个人回答两个很具体的问题：你最近一次非常明确地感到「我愿意」，是什么时候？又有哪一次明明不愿意，却还是做了，且没说出口？从这些真实的小事出发，我们慢慢摸到主体性的轮廓：它发生在关系里，它是「我愿意」而不是「我应该」，它关乎我能不能成为自己经验的第一解释者，也关乎当我的自我被折损时，我能不能认出那份不对劲。这不是一堂心理课，更像四个人把一个被说滥的词，重新拆开、放回各自的生命里，看看它到底还剩下多少真的东西。时间轴07:11｜先不急着定义，从「我愿意」开始 老柴引入：主体性为什么突然被这么多人说起？它大概是在替我们命名某种很难讲清的状态。07:41｜薇薇的「我愿意」在职场里想哭就哭、想笑就笑，做一个情绪流动的人——哪怕同事一脸错愕。08:14｜Coco 的「我愿意」带着女儿的上海三人行：跳减肥操、不戴耳机扎进清晨去跑步、绕到街角给女友买咖啡。09:22｜Qiaoqiao的「我愿意」和发小回台州，做回那个不必调动「心理咨询师」身份的初中生，无比愿意和从前的自己相连。11:27｜老柴的「我愿意」一个几乎从不麻烦别人的人，罕见地答应让最好的男性朋友来接机——「我愿意」里，往往藏着一点主动的努力。13:59｜一个有主语、有谓语、却没有宾语的词　Qiaoqiao：「愿意」的发起者只能是「我」，光是构词就充满了主体性。15:26｜薇薇：我愿意的对角线，是「我应该」主体性，就是在「我愿意」和「我应该」之间做一个清醒的选择。16:35｜换个方向：你的「我不愿意」时刻　柴：客户没付钱却还要赶合同，心里一万个不愿意，却因为怕失去长期预算而没有说出口。18:19｜薇薇的「我不愿意」高压访团里，老板把恐惧和情绪一股脑甩给团队，她带头「谁也不许回消息」，让对方自己体会。21:57｜Qiaoqiao的「我不愿意」生日撞上每周回妈妈家，带着巨大的不愿意去了，最后只给自己留下一句诚实的「我不愿意」。24:48｜缘起：那次咨询里的「简单规则」　Coco 交代为什么想聊主体性——一个月前她才第一次向Qiaoqiao要来那条「从愿意和不愿意出发」的练习。26:21｜请Qiaoqiao下一个最不绕弯的定义　主体性首先发生在关系里，没有关系就没有主体性。27:33｜接住上一期的「权力」借韩炳哲《什么是权力》——权力是关系中的「自我连续体」，主体性就是在关系里看见、并活出自己。29:11｜薇薇追问：你一直讨厌的词，怎么突然想聊了？往往是先在某段关系里「自我不连续了」，才会对一个词生出兴趣。33:12｜薇薇为什么跟这个词很熟　两个视角：女性如何不失去自己，以及 AI 时代人与机器之间——人的主体性（agency）会走向哪里。35:09｜老柴的诚实：我几乎处处有主体性，唯独亲密关系里没有　一旦产生依恋就患得患失、过度解读，最怕的是「在等待被别人审判」。38:55｜子话题：我们在亲密关系里如何看待自己的主体性　Qiaoqiao顺势把话题引向每个人最真实的关系经验。39:40｜薇薇：爱，是不是一种自由意志的沉沦　跟更爱自己的人在一起，主体性更完整；那份「香」，她是第一次体会。42:52｜Coco：我更容易让渡的，不是爱情，是亲情和深友　对女儿、对最深的朋友会折叠自己；对伴侣反而「作威作福」。45:15｜Qiaoqiao：情感认同越强，主体性越难保住　对认同极低的父亲绝不让步，却在无条件宠爱他的母亲面前，主体性成了肌肉记忆般的消失。48:34｜回到困惑：主体性和自私、任性的边界在哪？老柴：它和「独立、强大、谁也不需要」也不是一回事，那我们到底在谈论什么？53:12｜Qiaoqiao：缺少「主体」和缺少「主体性」不一样　同样是跪舔，区别在于有没有画出「自己的需求闭环」——还是只是下意识地膝盖发软。54:18｜薇薇的职场切片：被彻底工具化的中间层　全球大老板访华，为向上管理，人们不惜牺牲同事把自己扭曲成工具；而那位「从没有过老板」的人，反而最平易近人。57:32｜老柴的反问：工具化的反面，就是主体性吗？如果工具化是她自己的选择、并愿意承担，那不也是一种主体性？——其志亦坚，其心亦软。01:01:06｜Coco 的三个条件，和她与Qiaoqiao的分歧　在关系里 / 从愿意出发 / 自我不被折损。她的落点和Qiaoqiao不同：需求可以不闭环，但自我不能折损。01:06:30｜Qiaoqiao认下这个标准　自我若折损了，主体性保住又有什么意义；自我没折损，主体性没保住又有何妨。01:07:39｜引出「第一解释权」：我的人生故事该由谁讲　借叙事疗法——只有一个孤本是成立的，就是她自己讲述的、她的人生故事。01:11:36｜像那句歌词：没人能在我的 BGM 里打败我　老柴的热血，也引出薇薇的追问：这和阿 Q 精神的区别到底在哪？01:14:52｜柴的三个画面：井底之蛙、打鳄鱼的青蛙、大航海家　从困在井里，到疲于迎战每一只鳄鱼，再到抓住仙鹤、看着地图去远航。01:18:43｜全篇的一个锚点　核心从来不是仙鹤——你的目的是穿过沼泽地，而不是打败每一只鳄鱼。01:25:10｜薇薇：可如果所有的鳄鱼，是你的父亲、丈夫、儿子呢　邻居李阿姨的困境——当整片沼泽都是至亲，仙鹤到底在哪里？01:28:00｜老柴与Qiaoqiao：先尊重每一只青蛙和它的井　评判标准得我自己定，这就是第一解释权；也别用自己的后台，去推测他者的前台。01:30:29｜第五问：主体性不是任性，选择之后谁来承担代价　薇薇：能有选择就已经很 powerful，而代价永远是承担你选择的后果。01:33:27｜薇薇把话题拨回一个真问题　被最在乎、最亲近的人差评时，我们如何吃下、或不吃下这份差评？01:33:54｜那个永远只能考第一的小朋友　薇薇落泪：当决定你快乐甚至生死的人给你差评，「第一解释权」真能让伤害过去吗？01:36:16｜Qiaoqiao：被内化的评价，和多年后浮现的救赎　他没能「安度」12 岁那场危机，却在很久以后，用自己的主体性同时救下了现在和当年的自己。01:41:45｜回到 Coco 最初的问题：可我就是爱反思　为什么你建议我、建议更多女性「不反思」？我又该怎么和这份爱反思相处？01:43:02｜Qiaoqiao的回答　我不是不要你反思——是想让「不反思」也成为你的一个选项。你既能反思又能不反思，反思才是自由的。01:43:40｜最后一环：怎样在生活里，多长出一点主体性　薇薇：少问「我应该」，多问「我愿不愿意」。01:44:30｜老柴：建立你和真实世界的关系　去做一件事、靠自己的能力做成、拿到正反馈——主体性是这样一点点长出来的。01:45:04｜Qiaoqiao把最后一段话单独送给女性　感受，是建立主体性最核心的路径；而女性与身体的连接（具身性），恰恰是一份天然的优势。01:47:15｜下期预告　另一个被嫌弃的热词——NPD。我们偏偏很有主体性，就把它拿出来聊。本期思考从「我愿意」和「我不愿意」出发，听起来很简单，可你真的分得清吗——哪些「愿意」是真的愿意，哪些只是习惯性的、怕冲突的、或者为了做一个好人的愿意？主体性不等于任性，也不等于「谁也不需要」。如果有一天你保住了主体性，却发现自我早已被折损，那份「赢」还值得高兴吗？反过来，自我没有折损，主体性没能保住，又有何妨？被最亲近的人持续差评的时候，「这是我的人生，第一解释权在我」这句话，真能让伤害过去吗？还是它只是让我们好过一点、多长出一点扛得住的肌肉？反思是你的能力，还是有时也是你绕开感受、把自己重新说服回原地的方式？如果「不反思」也能成为一个自由的选项，你愿意试一次吗？也欢迎在评论区写下你最近一次强烈感受到「我愿意」或「我不愿意」的时刻——这本身，就是一次小小的主体性练习。本期提及上一期：Slightly Open 194｜性别，为什么是权力的隐形通道？（SO xQiaoqiao）书：韩炳哲《什么是权力》——「权力是关系中的自我连续体」概念：迈克尔·桑德尔《精英的傲慢》——「你不在井外边，当然能看到不一样的天空」往期呼应：「世界是个草台班子」那期（SO x Shu）——「不要用自己的后台，去推测他者的前台」往期呼应：「社交冒险」那期（SO x 一门）心理学概念：叙事疗法与第一叙事权、内化的评价、具身性老柴提到花粥的一句歌词：「从来没有人能在我的 BGM 里打败我」下期预告：NPD

In this episode, Brownfield's Meghan Grebner and Josh Maples, an ag economist with Mississippi State University Extension discuss recent cattle market trends, the USDA's cattle reports, and factors influencing cattle and beef prices. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

The surprising value of being slightly underprepared has nothing to do with skipping your homework. Instead, it's about avoiding the trap of becoming so scripted that you lose the ability to adapt. Let's explore why flexibility can be just as important as preparation, how over-rehearsing can limit authentic communication, and why the best leaders are [...] The post The Surprising Value of Being Slightly Underprepared appeared first on Ken Okel.

It is a week of brutal purges, shifting cabinets, and dramatic resets across the London political landscape. Lesley Riddoch and Fraser Thompson deliver their analysis on a fast-moving news cycle as Prime Minister Andy Burnham takes the keys to Number 10 and Sir Keir Starmer retreats to the pub with his ousted frontbench. From cutting energy VAT and scrapping the digital ID scheme to breaking news of a desperate Thames Water bailout offer, they strip away the Westminster spin to ask if this newer Labour administration can truly 'rewire' Britain or if it's all just temporary vibes. In this episode, we discuss:The Burnham Purge & Starmer's Pub of the Damned: An breakdown of the cabinet reshuffle that saw Sir Keir Starmer replaced by Prime Minister Andy Burnham. We analyze the northern-heavy cabinet, including Ed Miliband's move to Foreign Secretary, Yvette Cooper at Health, Miata Fanabulla entering Net Zero, and Louise Haigh's return, while disgruntled Starmerites lick their wounds over pints in a London pub.Ditching the Digital ID for Energy VAT Cuts: We unpick Burnham's headline policy—saving billpayers a modest £45 a year by cutting the 5% domestic energy VAT, funded by axing the digital ID scheme. We look at the OBR's warnings that these departmental savings are completely unidentified and look to Estonia to explain why a genuine, trust-based society is required to build a real digital nation.Devolution Contradictions & Jack McConnell: Former First Minister Jack McConnell took to the airwaves to defend the new devolution agenda, but we examine how he quickly tied himself in knots over energy control. We explore Labour's deep disconnect with rural Scotland and why Burnham's plans to emulate Germany's federalised government structure ignore truly local government.The Thames Water Legal Tussle: Breaking news hits the podcast mid-record as a consortium of lenders offers a "golden share" to the UK government to prevent Thames Water from crashing into nationalisation. Lesley explains why the Burnham government should actively welcome a high-profile legal fight with foreign private equity firms to prove they mean business.Housing First in Finland and Scotland: We look at the long-term success of Helsinki's Housing First program, which dramatically cuts emergency service costs by providing stable housing and community support before tackling addiction. With 26 out of Scotland's 32 local authorities already operating Housing First, we note that Scotland is already leading the way where England struggles.Deconstructing Starmer's Wooden Exit: While the mainstream commentariat swooned over Starmer's final PMQs, we pull away the Emperor's clothes. From his absolute refusal to admit to policy U-turns to his viral primary school anecdote, we explain how his hand-picked gallery guests failed to mask his legacy of two-child benefit caps and winter fuel cuts.Summer Break & Bramble Homework: The podcast takes its summer recess for the next two weeks, returning on Tuesday, August 11th. Fraser sets your holiday homework to challenge your local MPs and MSPs on independence, while Lesley provides a far sweeter alternative: get out to pick this year's bumper crop of mega-brambles and make your own ice cream!LinksGlasgow Times River Clyde Pool Project - https://www.glasgowtimes.co.uk/news/26290574.ambitious-plans-floating-swimming-pool-river-clyde/Finland Film - https://youtu.be/J1mpytgMIBU?si=k_Gz8hmFwM7J_k3TLesley's Bramble Ice Cream Recipe - https://www.bakedbyanintrovert.com/fresh-blackberry-ice-cream-no-churn/#recipe ★ Support this podcast ★

■■■■■■■■■■■■■■■■■■■■■■■■■■■■■ 5月16日で《ピアノ万葉集》は完結しました ■■■■■■■■■■■■■■■■■■■■■■■■■■■■■《ピアノ万葉集》プロジェクトは2026年5月16日に完結しました。でもここは大事な場所なので、前に創った《ピアノ万葉集》の曲をお届けします。ただ、すみませんが、前に流した曲ですので重複しています。=================================================something sl..

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本期摘要很多人把“心想事成”归结为运气，或者一种玄学。但老朋友 Shu 的这半年，让我们很难只用运气来解释：一月份她还在和我们聊“一人公司”，几个月后，她带着女儿去硅谷 world schooling；用十天筹备期，和一群第一次合作的一人公司交付了一场千人发布会；在湾区攒起一桌 AI 创业者的小饭桌；然后在一顿被拒绝的晚饭之后，签出了人生第一份 SAFE，成为一名天使投资人。这一期，Slightly Open 和 Shu 聊的是“许愿”：为什么她随地大小许愿，愿望却总能以某种方式实现？聊到后来我们发现，这件事和玄学关系不大——它更像一种能力：敢把愿望说出口的能力，把没有被完全摁死的拒绝变成下一步行动的能力，以及在别人只看到前台时，那些被忽略的十几年后台积累。我们也没有回避另一面：并不是随地大小许愿都会实现；懂了那么多道理，蹦极前的恐惧依然真实；而对循规蹈矩长大的我们来说，配得感和专业敬畏，既是铠甲，也是链锁。这期聊的是许愿，也是行动；聊的是草台班子，也是种树苗的人。如果世界真的没有一个总导演，那么被推上舞台之后，我们要怎么写好自己的剧本。时间轴01:49｜节目开场一句打中老柴的话：“女孩儿们有什么想法就去试试，别等完美了才出发。”上次来聊“一人公司”的 Shu，这次是在 SO 200 期留言里许愿返场的。05:12｜Coco 为什么一直在谢谢 Shu很多人都在说愿力和显化，但 Shu 让“相信”变得特别具体：说要上 SO 就上了，说去美国就去了。她是一个给出很多具体相信的人。07:42｜老柴眼中的 Shu：野生创业者没上过一天班就开始创业的 1.0，是无知无畏的少年气；经历过 ups and downs 之后回来的 2.0，完全不一样。11:13｜第一个愿：带女儿去硅谷 world schooling起心动念之后才发现，它并没有想象中那么难：女儿可以在那边上学，自己可以在那边工作，三月份一家三口就出发了。21:03｜十天筹备一场硅谷千人发布会一群第一次合作的“一人公司”临时成班，每个人都能独当一面，背靠背极限交付。一人公司的价值，在这十天里被具体地看见。26:25｜快乐的疯感与 AI 小饭桌发布会之后，Shu 又许了一个愿：攒一桌硅谷和中国的 AI 创业者。没有赞助商宣讲，十二个人纯粹地吃饭、交换认知。28:36｜下一个念头：做一个基金认识了这些早期创业者之后，她想和他们发生更深的连接——投资他们。虽然“募投管退”这四个字，她也是第一次听说。32:22｜一顿被拒绝的晚饭，和一条新的路潜在 LP 快速而中肯地拒绝了她，但同时给她指了一条更小的路径：先去向创业者要份额。34:53｜5 万美金，人生第一份 SAFE什么是 SAFE？是去对方办公室的路上，合伙人在车里念给她听的。三十分钟现学，现场就用上了。36:32｜同样的信息，为什么我们接不住Coco 的诚实对照：遇到婉约的拒绝，就把它当作拒绝收好回去了；而 Shu 能把那 20% 没被摁死的部分，变成“那我能干什么”。40:59｜世界是个草台班子同一句话有两种解读：有人因此对世界失望，有人看到的是——既然是草台班子，是不是咱也可以试试？47:21｜薇薇说：我们特别容易用自己的后台，去判断别人的前台只看到别人干成了，看不到背后的混乱；只看到台上侃侃而谈，看不到底下准备了七遍。头悬梁锥刺股的人，最容易觉得自己“不配得”。48:59｜Coco 的两点补充懂了道理也未必迈得出去，因为蹦极前的恐惧是真实的；以及本期免责声明——并不是随地大小许愿，都会实现。52:26｜发愿到底是什么Shu 说，发愿更多的是你想成为一个什么样的人。愿望带来的种种机缘，都是基于这个人的底色发生的。她也讲了自己的遗憾与初心：那些曾在她活动上冒出来、却只能目送的创业者。58:49｜老柴的三个启发和一个故事敢想、路径可以野一点、给自己正反馈。一个“没有资格”的小公司，怎么用一年半拿下全球顶尖客户，再从 60 万做到 1000 万。01:07:11｜野生与盆景盆景只能在盆里被修修剪剪；野生的植物，你根本不知道它会长成什么样——但你得先允许这件事情发生。01:12:59｜还没长出来的愿望在国际组织工作二十多年的薇薇，被宏大的东西深刻塑造，下一个愿望还没有长出来。Coco 说：没有特别清晰的愿望，也不一定是坏事。01:19:05｜许愿环节老柴在微博向二十万读者发愿招人，收到了让她在屋里跳起来的简历；Coco 想再要一两个“灵魂伴侣客户”；薇薇想认识张小珺——微信当场就加过去了。01:31:50｜Coco 为什么喜欢呼兰一个勇敢对世界说“我想赢”、也认真付诸实践的人。愿望说给朋友听，就有人愿意替你厚着脸皮去问——为别人开口，总是更容易一些。01:37:06｜从旧金山飞匹兹堡的红眼航班全网寻找赛考斯：26 年前的 5000 美金捐款，让一片沙漠长成森林。一场无关金钱的奔波，和一个几亿曝光的故事。01:42:21｜一场只有一个人在看的直播Coco：它不是一种悬浮的成功，而是特别真实的努力和交付。肉身痛苦、ROI 惨淡，但它是安抚人心的快乐。01:45:02｜最后想对女孩们说的话世界没有总导演，被推上舞台之后，要写好自己的剧本。而在许愿之前，女人先要种下树苗——比起许愿，更值得感激的是努力。本期思考同样听到“世界是个草台班子”，为什么有人从此对世界失望，有人却觉得“是不是咱也可以试试”？差别是勇气、配得感，还是我们太习惯用自己的后台，去判断别人的前台？随地大小许愿看起来是幸运，背后其实是一种能力：敢把愿望说出口，把没有被完全摁死的拒绝变成下一步，并且愿意为一个念头付出十几年的后台积累。这些能力里，哪一个是我们最缺的？如果发愿更多的是“你想成为一个什么样的人”，那么在向宇宙开口之前——先种下树苗、先表达需求、先给自己正反馈，哪一步是你一直没有迈出的？本期分享1. 《年龄只是一种感觉》｜鲁豫翻译，Coco 在结尾念的段落出处：“女人种下树苗，女人越长越高，女人爱得热烈，你们还会在风雪中舞蹈。”2. 月下的老柴｜老柴的创业视频栏目，build in public，小红书、视频号、抖音、B 站同步更新3. “全网寻找赛考斯”｜26 年前捐出 5000 美金支持治沙英雄殷玉珍的美国历史老师，今年夏天将受邀再访中国

You've seen the wildly successful crowdfunder. I'm joined by the lead brain behind the game Night Shift: Devil Division from Slightly Reckless Games. Why did they use Draw Steel as a base, and what did they change from the base game? And what are ascended techniques?Links to everything: https://goblinpoints.com/2620#linksChapters:00:00:00 - Intro00:00:43 - Interview01:00:12 - OutroSupport the showGoblinPoints.comStawl.appDiscord ServerLeave a comment on YouTube or Spotify, or send me an email at tips@goblinpoints.com.Theme music by Patrick Haesler.Art by Chris Malbon.

Our stories tonight treat us to many sunny moments in and around the Inn. They are stories about a stately home at the end of a long drive, a lake shimmering as rowboats glide across it, coffee cake and names in a ledger and a place to rest and enjoy some of the sweetest days of summer. Subscribe to our Premium channel. The first month is on us.

Dr. St-Onge is the founding Director of the Center of Excellence for Sleep & Circadian Research at Columbia University Irving Medical Center. The overall focus of her research program is the study of the impact of lifestyle, specifically sleep and diet, on cardiometabolic health. Dr. St-Onge has been NIH-funded since 2008, conducting innovative, cutting-edge clinical research combining her expertise on sleep, nutrition, and energy balance regulation to address questions related to the role of circadian rhythms, including sleep duration and timing as well as meal timing and eating patterns, on cardiometabolic risk. Dr. St-Onge was Center Director for the American Heart Association funded Go Red for Women Strategically Focused Research Center, aimed at determining the causality of the relation between sleep and cardiovascular disease and the specific role that sleep plays in the health of women throughout the life cycle. She is a pioneer in this field, having chaired the first scientific statements endorsed by the AHA on sleep and cardiometabolic health as well as meal timing and frequency and cardiovascular disease risk prevention. More recently, she chaired a follow-up scientific statement highlighting the role of multidimensional sleep health for cardiometabolic health. She is a Fulbright Scholar, and the recipient of an NHLBI Outstanding Investigator Award from the National Institutes of Health. Dr. St-Onge has authored over 200 peer-reviewed publications and is author of Eat Better, Sleep Better: 75 recipes and a 28-day meal plan that unlock the food-sleep connection.Support the show

Hey hey! It's the first pod from Vermont Summer 2026 and I'm coming to you slightly jet lagged from a beautiful porch. First, a little life update now that we have landed in Vermont and have the next 3 weeks here. Then, Rapid Fire Questions. I decided to turn this into a rapid fire episode and I get into all my little obsessions, current thoughts, ideas, and alllll the things I've been loving. Hope everyone had an amazing 4th of July weekend! This episode is brought to you by Staples. If there's ever a time parents deserve an Easy Button, it's back to school season. To shop the most wonderful deals for school, check out staples.com/WITHWHITThis episode may contain paid endorsements and advertisements for products and services. Individuals on the show may have a direct, or indirect financial interest in products, or services referred to in this episode.Produced by Dear Media See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

The world's monumental leaders have made peace with discomfort. They know the path to anything extraordinary drives directly through difficulty. When circumstances are hardest, they lean in. When the pressure is greatest, they do their finest work. My latest book “The Wealth Money Can't Buy” is full of fresh ideas and original tools that I'm absolutely certain will cause quantum leaps in your positivity, productivity, wellness, and happiness. You can order it now by clicking here.FOLLOW ROBIN SHARMA:InstagramFacebookYouTube

The Mechanics of Genetic Drift Plants are natural genetic mosaics. As they grow and divide over time, typos naturally accumulate in their DNA code, which are known as somatic mutations. Traditional vegetative cuttings and field-grown plants accumulate these mutations at a very low, linear baseline rate over decades. However, the extreme genomic degradation highlighted in the paper is driven by rapid generational cell cycling in vitro. Forcing an unorganized mass of cells to constantly divide and regenerate bypasses the plant's normal cellular quality control checkpoints. Somatic Embryos vs. Meristem Cultures Somatic embryogenesis involves stripping a plant down to a single cell or callus phase to regenerate an embryo. This is considered high risk for mutations because if the founder cell contains a mutation, that mutation becomes permanently fixed in every single cell of the thousands of plants propagated from it. This differs from meristem tip culture, which is the low risk, predominant form of tissue culture used in cannabis for clearing Hop Latent Viroid. Because meristem tip culture preserves the existing, highly organized architecture of the shoot apical meristem rather than forcing single cells to reprogram, the genetic risk is fundamentally lower. DNA Typos vs. Chromosome Catastrophes The high-stress cell cycling environment caused macroscopic genomic errors, such as whole-chromosome duplications called trisomies. In the walnut clones, these large-scale errors made it incredibly difficult to grow the tissue back out into healthy adult plants. The stress of rapid lab cell cycling also desilenced transposable elements, or jumping genes, allowing pieces of DNA to insert themselves randomly throughout the genome and disrupt normal gene expression. It is worth noting that not all mutations are bad. Small point mutations, or single base changes, happen constantly in nature as life being life. Most occur in non-coding regions and have zero impact, while a rare few can actually create desirable new traits as seen historically in citrus and wine grapes. Genetics vs. Epigenetics The guests distinguish between true genetic mutations, which are permanent changes to the A, C, T, G code, and epigenetic modifications, which act like chemical bookmarks such as methylation that change how a gene is read without altering the underlying sequence. Some instances of a mother plant losing vigor may actually be epigenetic shifts caused by environmental stress or endophyte and pathogen buildup over time, rather than a permanent genetic mutation. Actionable Advice for Cannabis Nurseries Commercial operations scaling up clones to the tens of thousands should utilize genetic sequencing early in the pipeline. Testing the early founder material can easily catch large-scale catastrophic mutations like chromosome duplications or deletions, protecting the nursery from mass-producing defective production plants. Whole-genome sequencing costs have plummeted significantly, and the guests encourage cultivators and nursery operators with unique, degenerating, or shifting clonal lines to collaborate with academic labs to sequence the data and map exactly what is changing. Guest Information and Contact Details J. Grey Monroe is an Associate Professor in the Department of Plant Sciences and the Genome Center at UC Davis. His lab studies how mutations arise across genomes, DNA repair, epigenomics, and genome evolution in plants, with applications in crop improvement and protection. Lab website: https://monroelab.org/ Email: gmonroe@ucdavis.edu Matthew Davis is a fifth year PhD candidate in the Plant Biology Graduate Group co-advised by Grey Monroe and Pat J. Brown. His research focuses on somatic mutation in orchard crops, an understudied genetic process that directly affects one of California's largest agricultural industries. Bluesky: @davismw.bsky.social Email: mtdavis@ucdavis.edu Research Links and Resources Peer-Reviewed Paper: https://www.pnas.org/doi/10.1073/pnas.2530182123 Shorter general audience article: https://www.ucdavis.edu/blog/not-all-clones-are-created-equal Slightly longer general audience article: https://www.plantsciences.ucdavis.edu/news/davis-monroe-somatic-mutations Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Welcome to The Times of Israel's Daily Briefing, your 20-minute audio update on what's happening in Israel, the Middle East and the Jewish world. Military correspondent Emanuel Fabian joins host Jessica Steinberg for today's episode. After Israel and Lebanon signed a deal that includes a partial IDF withdrawal from southern Lebanon, Fabian discusses the strikes against Hezbollah on Saturday and Israel's ability to continue acting against threats from the terrorist organization. For now, Israel will remain in the security zone it established in southern Lebanon, reports Fabian, withdrawing from only two trial areas as part of the agreement. Fabian notes that the deal's efficacy will depend on whether the Lebanese army will be able to exercise control over Hezbollah, which has already stated that it does not respect the deal. An IDF strike killed another Hamas terrorist, the nephew of the terrorist organization's political leader, Ismail Haniyeh, reports Fabian, part of the ongoing Shin Bet effort to locate all Hamas members who took part in the bloody October 7, 2023 assault. IDF Chief of Staff Eyal Zamir utilized a televised cadet ceremony to make it clear that the army will not back down from a pilot program to bring women into the armored corps, says Fabian, given the need for more combat soldiers and the availability of women who want to serve in tank units. Check out The Times of Israel's ongoing liveblog for more updates. For further reading: IDF says it struck terror operatives in south Lebanon, after framework deal announced PM: Iran, Hezbollah to have ‘no role in Lebanon’ under deal, Israel can maintain security zone IDF says strike killed Oct. 7 terrorist commander, nephew of ex-Hamas chief Haniyeh IDF chief says military needs ‘every male and female combat soldier’ Subscribe to The Times of Israel Daily Briefing on Apple Podcasts, Spotify, YouTube, or wherever you get your podcasts. This episode was produced by Ari Schlacht. IMAGE: Military correspondent Emanual Fabian joins host Jessica Steinberg for today's Daily Briefing (AP/ Mohammed Zaatari)See omnystudio.com/listener for privacy information.

Kev from Mojo in the Morning joins the pod! We’re talking all things Idlewild, the memories, the culture, and the exciting return of one of Michigan’s most legendary summer weekends.See omnystudio.com/listener for privacy information.

Could a tiny injury to your brain change your personality? If your friends didn’t know something had happened in your brain, would they just think you're choosing to act strangely? What if the self is nothing but a fragile coalition of neural processes? Join Eagleman today with Masud Husain, a neurologist and neuroscientist at Oxford, to explore fascinating case studies about how changes in the brain lead to changes in the self.

A well-done adaptation of the comedy about a small town girl who becomes a long lost heiress - Originally aired on December 30, 1949

Slightly later than billed, our latest episode sees a welcome return to Soundtacking to the utterly charming Finneas O'Connell, who joins us to discuss his score for Beef 2. We've already spoken to Sonny Lee, creator and showrunner of the hugely acclaimed and successful Netflix show, so please do listen to that if you haven't already. But it's always such a joy to take a deep musical dive with Finneas, who speaks so eloquently about his craft. We get into Bond and Barbie too!

Our stories tonight have us packing up the car and heading out of town to the cottage. They are stories about lounge chairs and lazy days, sailboats and swimsuits and listening to the waves as they rock you to sleep. Subscribe to our Premium channel.⁠⁠ The first month is on us.

Slightly younger versions of Earth's mightiest heroes team up because the one hero's brother, who would later also become one of Earth's mightiest heroes and then ... fix time? Or break it? ... anyway, he's got these space worms, and ... you know what, it's Avengers, you know what it's about. Listen to us revisit the first great team-up of the MCU!Plus, we'll talk about DISCLOSURE DAY, continue the ongoing evaluation of BACKROOMS and OBSESSION, drop in on SCARY MOVIE, HOPPERS, SWAPPED and more!

Link Up w/The Morning Sickness Digitally All Over:Instagram: @hms_98_official, @bosskupd, @bretvesely, @dickToledoX/Twitter: @HMSon98, @DickToledo, @bretveselyFacebook: @HMSKUPDYouTube: @hmspodcast9320, @98kupdRequest/Call in/Wakeup Song line:(IN AZ) 602.585.9800More HMS: holmbergpodcast.com, 98kupd.comEmail: dtoledo@98kupd.com, bvesely@98kupd.com, bbogen@98kupd.comSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Link Up w/The Morning Sickness Digitally All Over:Instagram: @hms_98_official, @bosskupd, @bretvesely, @dickToledoX/Twitter: @HMSon98, @DickToledo, @bretveselyFacebook: @HMSKUPDYouTube: @hmspodcast9320, @98kupdRequest/Call in/Wakeup Song line:(IN AZ) 602.585.9800More HMS: holmbergpodcast.com, 98kupd.comEmail: dtoledo@98kupd.com, bvesely@98kupd.com, bbogen@98kupd.comSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

The guys are feeling pretty hopeless regarding a potential Dylan Larkin trade.

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This week on Gamertag Radio! Interview with Stanley Pierre-Louis, CEO of the Entertainment Software Association. Learn how 212 million Americans, from all ages, are gaming weekly, boosting mental sharpness and social bonds. Uncover surprising insights on gaming's impact on mental health, culture, and real world skills. Players continue to break stereotypes for who is a ‘gamer'.• 212.3 million Americans play video games every week, up 3% (7.2 million) compared to 2025.• The gender of players is split fairly equally between men and women, with 53% of men and 46%of women actively playing. Slightly more boys and men play than girls and women in allgenerations except Boomers (ages 62-80) where 52% of Boomer women play games comparedto 47% of men.• Video games are for everyone, not just kids. While more than 80% of Gen Alpha (age 5-13) andGen Z (age 14-29) play video games, the majority of adults are powering up as well: 71% ofMillennials (age 30-45), 56% of Gen X (age 45-61) and 50% of Boomers (age 62-80) say they playweekly. Even 32% of the silent generation (age 81-90) are joining in on the fun.• Adult players are more likely to be employed full-time (39%) or to have children (35%) comparedto the general U.S. population – 34% and 30%, respectively.Parents prefer their kids play video games, and love playing with them, too.• The majority of American parents (75%) actively play video games each week, with most (81%)saying they also game with their children (52% at least weekly).• Nearly half (49%) of parents whose children play video games believe playing games teachesimportant skills to their children, such as problem solving and creative thinking.• Two thirds of parents say they use parental controls with that number jumping to 70% forparents of kids 12 and under.Americans feel overwhelmingly positive about video games.• Most American adults recognize the positive benefits of playing video games, such as thembeing fun (85%), bringing joy (81%), offering stress relief (78%), and providing mental stimulation(79%). Younger players (Gen Z) especially believe that video games offer a great way to bringpeople together (88%) and build relationships (87%).• Most adults agree that playing video games helps develop problem-solving skills (76%) andteamwork/collaboration (67%), as well as adaptability/resilience (58%) and STEAM (53%) andcommunication skills (52%).• Nearly nine-in-ten (89%) players who play a sport both on-screen and in real life say playing thevideo game version of their sport improves their real-world performance.Mobile leads the way, with people playing across genres and platforms.• Playing on a mobile device is the most popular across all age groups (80%), while PC and consolegameplay is more common with Gen Alpha, Gen Z and Millennials.• Puzzle, primarily driven by older players, is the top genre on mobile (66%) and PC (60%) but fallsbehind action (66%), shooter (60%) and arcade (60%) games on console.Americans believe video games offer the most value for their money.• A majority of players (63%) report that video games deliver the most entertainment value fortheir money, compared to video streaming services for music, TV and movies, as well as books,magazines and news articles.• Most Gen Alpha (69%), Gen Z (78%) and Millennial (67%) players have purchased in-gamecontent, typically spending $20 per month (median).• Parents also purchase in-game content for their children (54%). Of those that do, nearly all ofthem (93%) require approval for in-games purchases made by their kids.• More than half (58%) of players downloaded a game for free in the past 12 months, while 43% purchased a game, 35% purchased a game subscription and 19% borrowed a game.The full Essential Facts About the U.S. Video Game Industry report is now available. For more information, visit the ESA's website.Send us questions - fanmail@gamertagradio.com | Speakpipe.com/gamertagradio or 786-273-7GTR. Join our Discord - https://discord.gg/gtr chat with other GTR community member.

Our stories tonight feature a fan favorite character who has been known to get up to some gentle floral-related trouble. We'll come along for a lilac heist in the countryside, then spend some time restoring an old house, and finally visiting the farmer's market for a bit of community service. Subscribe to our ⁠Premium channel.⁠ The first month is on us