Podcasts about South America

More on Mary's call from yesterday and Roe v. Wade as it applies to current abortion debates. Denver upholds it's bad reputation with car thefts: an average of 75 vehicles are stolen a day in Colorado. The White House is all over the place, with VP Harris representing the administration in D.C., Jill Biden (Doctor) in South America, and Joe Biden himself in Asia. Steffan takes calls. See omnystudio.com/listener for privacy information.

ATEX Resources Inc. is a Canada-based exploration company. The Company is engaged in the business of exploration and evaluation of mineral properties in South America. The Company's projects portfolio includes Valeriano Project, HS-Gen Project, Generative Projects and Apolo Concessions. The Valeriano Project is located approximately 125 kilometers to the southeast of the City of Vallenar, Atacama Region, Chile and 27 kilometers northeast of Barrick's Pascua Lama project. The Company initiated a grassroots exploration program, which is focused on staking and exploration of high sulphidation precious metals deposits in northern Chile using techniques. The Company's subsidiaries include ATEX Chile SpA (ATEX Chile) and ATEX Valeriano SpA (ATEX Valeriano).

Abra, the new holding company planned by Colombia's Avianca and Brazil's Gol, would knit together South America in what Copa CEO called a spider web (although he said he's not too concerned about it). In this week's episode, Edward "Ned" Russell and Madhu Unnikrishnan take a look at what the new transnational company could look like and why Copa is doing well. And then they blame Alanis Morrissete for ruining the word "ironic." 

Welcome to the 6th episode of the Rate of Rise Live Series! In this interview we are talking with industry veteran, green coffee expert, and author of the new book "Green Coffee",  Chris Kornman! The RoR Live Series is a project in partnership with Roast Magazine taking the popular RoR series on Keys to the Shop and to the SCA 2022 Global EXPO in Boston where we have some live face-to-face interviews with 10 of the coffee industry's brightest minds Chris Kornman is a seasoned coffee quality specialist, writer and researcher, and the Lab & Education Manager at The Crown: Royal Coffee Lab & Tasting Room. He has extensive experience traveling in and purchasing coffees from East Africa and South America. Chris came up in coffee at the beginning of and through the 3rd wave coffee movement and has been deeply involved in many different facets of the green coffee trade through its many evolutions.  Today we are going to be discussing the world of green coffee buying, trade, and insights into how to approach it in a practical and ethical way.  We cover: Green buying and what's shifted over the years Density as an accessible measure of performance  What we need to be aware of now in varieties  Misconceptions of coffee based on origin Focusing on the people as a framework for sourcing Connecting to customer preferences in spite of ourselves Misconceptions about green buying  Humility and respect for the farmers Links: Buy the book! www.roastmagazine.com/greencoffee The Crown: Royal Tasting Room Subscribe to Roast Magazine! (Use code "ROR" to get $5 bucks off your subscription)   www.keystotheshop.com Consulting and coaching: chris@keystotheshop.com

Welcome to episode 30 of The Way Out Is In: The Zen Art of Living, a podcast series mirroring Zen Master Thich Nhat Hanh's deep teachings of Buddhist philosophy: a simple yet profound methodology for dealing with our suffering, and for creating more happiness and joy in our lives. This installment is a continuation of episode 26, ‘Meditating on Death'. Here, the presenters, Zen Buddhist monk Brother Phap Huu and journalist Jo Confino, meditate on grief in light of Thay's passing earlier this year, and on collective and personal traumas. The episode was recorded soon after Brother Phap Huu's return from a six-week retreat tour of South America – part of the first global tour by Plum Village monastics after a two-year hiatus. Brother Phap Huu shares stories from the tour and his return to Upper Hamlet. And: what is it like to be back on the road (or path)? He further delves into the importance of being in the practice, and of sharing the practice by taking its teachings into the world; the significance of continuing Thay's teaching tours; the power of reconnecting with the sangha through live retreats; the responsibility and joys of serving; keeping Buddhism relevant; the power of grief and the practice of recognizing sadness; how to be both part of the world and a spiritual person; the beauty of impermanence; and the safest place: the island of mindful breathing. Jo talks about grief ceremonies; facing old family traumas; healing through grieving; letting go; the energy of activism; sharing the practice of mindfulness with the world; seeing the beauty of the world beyond “bedraggled plants”; and community as essential support for the individual. The episode ends with a short meditation – entwined with a poem by Thay – which is guided by Brother Phap Huu. Co-produced by the Plum Village App:https://plumvillage.app/ And Global Optimism:https://globaloptimism.com/ With support from the Thich Nhat Hanh Foundation:https://thichnhathanhfoundation.org/ List of resourcesPlum Village Communityhttps://plumvillage.org/ Galápagos Islandshttps://en.wikipedia.org/wiki/Gal%C3%A1pagos_Islands Plum Village on Tourhttps://plumvillage.org/articles/plum-village-on-tour/ Christiana Figuereshttps://en.wikipedia.org/wiki/Christiana_Figueres Bhikkhuhttps://en.wikipedia.org/wiki/Bhikkhu Gross National Happinesshttps://en.wikipedia.org/wiki/Gross_National_Happiness A Cloud Never Dieshttps://plumvillage.org/a-cloud-never-dies/ The Way Out Is In: ‘The Three Doors of Liberation'https://www.youtube.com/watch?v=TqtSdQ8qCYU Vietnamese boat peoplehttps://en.wikipedia.org/wiki/Vietnamese_boat_people The Other Shorehttps://www.parallax.org/product/the-other-shore-a-new-translation-of-the-heart-sutra-with-commentaries/ Wake Up network (young adults)https://plumvillage.org/community/wake-up-young-practitioners/ OI (Order of Interbeing)https://plumvillage.uk/who-we-are/order-of-interbeing/ Quotes “You think that to give, you lose something – but, actually, to give you’re receiving more.” “The importance is not just being the practice, but sharing the practice.” “The dharma, the practice, is deep and lovely.” “We plough the fields of our mind, of our consciousness, and we identify the roots of our suffering, and we transform it, and through our transformation, we have ingredients to offer to the world: these practices. And this is what the Buddha did; this is what his sangha did.” “Even though our loved ones may not still be here, through the eye of meditation, we can see them through the new form, by the way they have impacted us – and the experience that they have offered us is now them, in another form, through us.” “Peace is every step.” “Thay always said that once you’ve tasted the dharma, if you take care of the seed, it will become a root for you that you can always rely on. It’s like it’s your island, that you can always take refuge on. And sometimes we forget that we have that refuge, until we're in a different setting.” “The only way to keep Buddhism updated and the teaching relevant is to be connected to the suffering and happiness of society.” “No matter how much you stress about it, it’s not going to change the situation.”“The safest place is the island of mindful breathing.” “If we’re not able to touch our grief around the destruction we’re creating in the world, then we can’t save it – because it’s only by going into our grief, it’s only by going into the pain and the suffering, that we can touch the tenderness at our center.” “I went for a walk with Paz today, and we were passing this field of corn and I was looking down at the edge of the field next to where I was walking, and, normally, at the edge of the field, the plants are very small, they’re not fulsome. And they were looking quite bedraggled. And that fills my mind, saying, ‘Oh, look at these plants, they’re not doing very well.’ And then I lifted my eyes and I saw there was this huge field. And then I lifted my eyes and saw there was all this forest behind it. And then I lifted my eyes and saw there was this beautiful blue sky. And I realized that my whole concentration had been on the bedraggled plants. But actually, when I opened up my eyes to see the whole scene, there was extraordinary beauty. And also there were these plants that were suffering at the edge.” “I am neither the same, nor am I different.” “You never enter the same river twice.”

Good News: A football club in England has hosted Eid prayers for the local Muslim community! Link HERE. The Good Word: Another great quote about children’s literature from C.S. Lewis. Good To Know: A little history about time zones! Good News: A new bi-national park is being created straddling the border between the United States […]

Full show notes available at Overland JournalThis episode sponsored in part by303 Cleaning ProductsREDARC Electronics 

Host Ian Hartitz is joined by PFF director of South America fantasy analysis Dwain McFarland to participate in a live Underdog Fantasy best ball draft. The guys go through the draft talking player analysis and strategy while pointing out where the value happens to be at the moment. 56 minutes of drafting in May. Guys being dudes. Great day to be great, after all.

In this episode, we chat with Terry Harbort, President, CEO & Director at Talisker Resources, a junior resource company involved in the exploration of gold projects in British Columbia, Canada. Including the Bralorne Gold Complex and its historical high-grade producing gold mine as well as its Spences Bridge Project. Terry is an experienced campaigner, with a background in structural geology with his experience being across Australia, South America, and Canada. He's here today to share his journey, provide some useful education around epithermal gold, and tell us about Talisker Resources and the projects they are involved in.   KEY TAKEAWAYS Mining in Canada and Australia is in some ways similar. But the tax structure in Canada makes it far easier to raise capital. The bitcoin and marijuana era had a significant impact on mining capital. Terry explains why in the podcast. Talisker is all about grass-root, early-stage exploration. They do it at scale and assess projects quickly. They take advantage of being the first explorer in an area. Talisker Resources has taken control of 85% of the soon-to-be emerging Spences Bridge gold belt. The area is extremely well connected and has excellent infrastructure. There is a grade range of 7 to 9 grams. The plan is to take it to 100,000 tonnes annually at Bralorne by upgrading the current permit. At Golden Hornet they have found evidence of gold in every one of the fourteen holes they have drilled. Their two other projects in the pipeline are showing promise too. Listen out for Terry's potatoes in a boiling pot analogy, which he uses to explain what they look for during the early stages of exploration.   BEST MOMENTS ‘We see gold exploration, particularly, as a numbers game, a statistical game. ´ ‘We were able to conduct the largest single land stake in British Columbia, in history.' ‘We are not a company that looks for just one win, then goes to the Bahamas. We are looking at multiple wins, over the next 5 years.'   EPISODE RESOURCES Website: https://taliskerresources.com/ LinkedIn: https://es.linkedin.com/company/talisker-resources Twitter: https://twitter.com/Talisker_Ltd Facebook: https://www.facebook.com/TaliskerResources Press Release: https://www.prnewswire.com/news-releases/talisker-resources-announces-high-grade-gold-near-surface-on-the-55hw-vein-301517691.html   VALUABLE RESOURCES Email: rob@mining-international.org Website: https://www.mining-international.org/ LinkedIn: https://www.linkedin.com/in/rob-tyson/ Twitter: https://twitter.com/MiningRobTyson Facebook: https://www.facebook.com/DigDeepTheMiningPodcast/ Instagram: https://www.instagram.com/theminingpodcast/ YouTube: https://www.youtube.com/c/DigDeepTheMiningPodcast/videos   ABOUT THE HOST Rob Tyson is an established recruiter in the mining and quarrying sector and decided to produce the “Dig Deep” The Mining Podcast to provide valuable and informative content around the mining industry. He has a passion and desire to promote the industry and the podcast aims to offer the mining community insight into people's experiences and careers covering any mining discipline, giving the listeners helpful advice and guidance on industry topics. Rob is the Founder and Director of Mining International Ltd, a leading global recruitment and headhunting consultancy based in the UK specializing in all areas of mining across the globe from the first world to third world countries from Africa, Europe, the Middle East, Asia, and Australia. We source, headhunt, and discover new and top talent through a targeted approach and search methodology and have a proven track record in sourcing and positioning exceptional candidates into our client's organizations in any mining discipline or level. Mining International provides a transparent, informative, and trusted consultancy service to our candidates and clients to help them develop their careers and business goals and objectives in this ever-changing marketplace. Podcast Description Rob Tyson is an established recruiter in the mining and quarrying sector and decided to produce the “Dig Deep” The Mining Podcast to provide valuable and informative content about the mining industry. He has a passion and desire to promote the industry and the podcast aims to offer the mining community an insight into people's experiences and careers covering any mining discipline, giving the listeners helpful advice and guidance on industry topics. See omnystudio.com/listener for privacy information.

This book provides you means and methods for accessing expanded or higher states of consciousness. It gives you a plan on using these experiences to awaken to yourself as consciousness, to help you profoundly heal, and to self-realize. You will then live in innate presence and subsequently transform your life.I discovered ancient priesthood ritual methods for accessing expanded states of consciousness while researching the archaeology of the Sun god religions of Egypt, India, and Central and South America. Ritual Meditation and Transcendental Self-Inquiry methods, derived from these discoveries, will help you know yourself as consciousness within and beyond objective reality.You will find this book useful if you already meditate and know profound spiritual and healing experiences are possible—but don't know how. You already understand that magic mushrooms can dramatically improve the symptoms and quality of life for people with an array of psychoemotional issues relating to death anxiety, depression, anxiety, chemical addictions, post-traumatic stress, and difficult emotions resulting from early life abuse—but don't know how to use them. If you're a hobby archaeologists looking for objective answers to our ancient enigmatic past then you will witness some unique archaeological discoveries in reading this book.Go on, put me in your basket, read me, then practice with humility, and i guarantee you that you will transform your life and what happens after you die.orn in the UK and raised in New Zealand, Carlton has led an interesting, eclectic, adventurous, and purposeful life-a road less travelled. Carlton is a veterinarian, biotech entrepreneur, vaccine innovator, hobby archaeologist, and researcher, as well as the author of Discovering Ritual Meditation: Transcendental Healing and Self-Realization. His lifetime fascination with pyramid archaeology and cultures, ancient priesthood ritual knowledge, lost civilizations, and humankind's history through the Holocene is augmented by his research into the science of altered states of consciousness. More recently, his interests have expanded to understanding the story lurking behind global climate change. Carlton lives in Guatemala, his spiritual home, overlooking the beautiful Lake Atitlan. Carlton earned an MBA from the London Business School (1997) and was the founding CEO of Immune Targeting Systems Ltd. (2003-12), which was acquired by Altimmune Inc. During his CEO tenure, Carlton raised GBP23 million of investment funding, codeveloped a biotechnology company and vaccine technology de novo, and led a team that successfully validated novel vaccine solutions for mutating viruses (pandemic flu, Hepatitis-B), thus addressing a multi-decade industry and technology bottleneck (vaccines promoting cellular immunity). Carlton stepped down as CEO in 2012 to pursue his career as an author.

Show #1471 Good morning, good afternoon and good evening wherever you are in the world, welcome to EV News Daily, you trusted source of EV information. It's Wednesday 18th May, it's Martyn Lee here and I go through every EV story so you don't have to.  CHRIS HARRIS DRIVES 1,000 HP EXPERIMENTAL ELECTRIC PORSCHE CAYMAN GT4 RACER - Porsche has already announced that it will produce electric sports cars in the future and it just revealed a one-off electric racer based on the current Cayman. Called the 718 Cayman GT4 ePerformance, it has full competition aero and runs two upgraded motors that can give it a combined 986 hp horsepower and briefly even up to 1,073 horsepower. - Chris Harris drove it for the Collecting Cars YouTube channel and he also had quite a long and interesting chat with Matthias Scholz, Porsche's GT racing vehicle project manager Original Source : https://insideevs.com/news/586409/chris-harris-porsche-cayman-gt4-electric-driven/ 16 TESLA SUPERCHARGER SITES OPEN TO NON-TESLA VEHICLES IN THE UK - Tesla has confirmed that, from today, certain Supercharger network locations will be available for non-Tesla electric vehicles, as part of an expansion of a Europe-wide pilot scheme to allow vehicles from other brands to charge using the network. - Launched in November last year in the Netherlands, the expansion of the pilot scheme means selected stations in Spain, Belgium, Sweden, and Austria join 15 UK Supercharger stations being opened to electric cars of all brands, compatible with the Supercharger Type 2 CCS connector. - The UK's 15 stations contain 158 individual charging points - 20 per cent of the UK's Supercharger network - Folkestone, Grays (East London/Thurrock), Uxbridge, Birmingham, Cardiff, Wokingham (near Reading), Thetford, Trumpington (near Cambridge), Banbury, Manchester and Flint Mountain (near Chester). Scottish locations include Adderstone, Dundee and Aviemore. Welsh coverage includes the superchargers at Aberystwyth. Original Source : https://www.autoexpress.co.uk/tesla/358026/15-tesla-supercharger-sites-open-non-tesla-vehicles-uk SWEDISH BATTERY FACTORY NORTHVOLT BEGINS SHIPMENTS TO ELECTRIC-CAR MAKER - orthvolt AB became the first European firm to start commercial shipments to a carmaker last week, giving shape to the continent's five-year push to counter Asian dominance in supplying energy cells for electric vehicles. - The first deliveries, which came from Northvolt's plant in Skelleftea, Sweden, were made on schedule, a spokesman said. The company is hiring about 150 people per month at the plant, which currently employs about 1,000 workers, he added. - Northvolt, which plans to scale up production over the rest of the year, recently said it had secured more than $50 billion in contracts from electric-car manufacturers Original Source : https://www.bloomberg.com/news/articles/2022-05-17/europe-s-first-homegrown-battery-plant-begins-shipments EUROPE'S FIRST HOMEGROWN BATTERY PLANT FROM NORTHVOLT BEGINS SHIPMENTS - For years, China has fostered closer ties with mining companies in Africa and South America, potentially exposing manufacturers elsewhere to supply bottlenecks. Northvolt, which plans to scale up production over the rest of the year, recently said it had secured more than $50 billion in contracts from automakers including BMW, Volkswagen Group, Volvo and Polestar. Original Source : https://europe.autonews.com/suppliers/europes-first-homegrown-battery-plant-northvolt-begins-shipments EUROPE'S BIGGEST BATTERY RECYCLING HUB GOES LIVE Original Source : https://recyclinginternational.com/batteries/europes-biggest-battery-recycling-hub-goes-live/49124/ 2023 GENESIS GV60 ELECTRIC SUV PRICE AND AVAILABILITY ANNOUNCED Original Source : https://www.cnet.com/roadshow/news/2023-genesis-gv60-price-availability-electric-suv/ GENESIS GV60 THREE YEARS OF FREE CHARGING FROM ELECTRIFY AMERICA Original Source : https://electrek.co/2022/05/17/genesis-gv60-owners-will-receive-three-years-of-free-30-min-charging-from-electrify-america/ USED MODEL 3 AND IONIQ 5 ARE NOW WORTH MORE THAN BRAND NEW Original Source : https://thedriven.io/2022/05/17/model-3-and-ioniq-5-resale-prices-are-now-worth-more-than-brand-new/ ŠKODA AUTO LAUNCHES PRODUCTION OF MEB BATTERY SYSTEMS AT MLADÁ BOLESLAV HEADQUARTERS Original Source : https://www.volkswagenag.com/en/news/2022/05/skoda-auto-launches-production-of-meb-battery-systems.html TEXAS GAINS NATION'S FIRST ELECTRIC VEHICLE TECH CERTIFICATION PROGRAM Original Source : https://www.newsweek.com/texas-gains-nations-first-electric-vehicle-tech-certification-program-1707198 MERCEDES-BENZ AND SILA ACHIEVE BREAKTHROUGH WITH HIGH SILICON AUTOMOTIVE BATTERY Original Source : https://www.businesswire.com/news/home/20220517005810/en/Mercedes-Benz-and-Sila-Achieve-Breakthrough-With-High-Silicon-Automotive-Battery XCHARGE LAUNCHES BATTERY-INTEGRATED CHARGER IN COOPERATION WITH BYD Original Source : https://www.prnewswire.com/news-releases/xcharge-launches-battery-integrated-charger-in-cooperation-with-byd-301548575.html QUESTION OF THE WEEK WITH EMOBILITYNORWAY.COM What's the best way to help educate your friends, family or colleagues about electric cars? Email me any feedback to: hello@evnewsdaily.com It would mean a lot if you could take 2mins to leave a quick review on whichever platform you download the podcast. PREMIUM PARTNERS PHIL ROBERTS / ELECTRIC FUTURE BRAD CROSBY PORSCHE OF THE VILLAGE CINCINNATI AUDI CINCINNATI EAST VOLVO CARS CINCINNATI EAST NATIONAL CAR CHARGING ON THE US MAINLAND AND ALOHA CHARGE IN HAWAII DEREK REILLY FROM THE EV REVIEW IRELAND YOUTUBE CHANNEL RICHARD AT RSEV.CO.UK – FOR BUYING AND SELLING EVS IN THE UK EMOBILITYNORWAY.COM/ OCTOPUS ELECTRIC JUICE - MAKING PUBLIC CHARGING SIMPLE WITH ONE CARD, ONE MAP AND ONE APP MILLBROOKCOTTAGES.CO.UK – 5* LUXURY COTTAGES IN DEVON, JUMP IN THE HOT TUB WHILST YOUR EV CHARGES 

Dr. David discusses how the fruit of the Holy Spirit, as seen in Galatians 5:22-23, are the keys to developing our emotional intelligence as leaders. These important characteristics are often the difference between success and failure in our leadership and our relationships with others.Resource Highlight- New Testament SnapshotsDavid and Annie are serving the Lord in the US, Africa, South America, and India. Would you consider joining their team? Just click here to get involved. Thanks so much!Show credits:Opening music- Beach Bum Kevin MacLeod (incompetech.com)Licensed under Creative Commons: By Attribution 3.0http://creativecommons.org/licenses/by/3.0/Transition music- Highlight Reel Kevin MacLeod (incompetech.com) Licensed under Creative Commons: By Attribution 3.0http://creativecommons.org/licenses/by/3.0/Closing music- Slow Burn Kevin MacLeod (incompetech.com)Licensed under Creative Commons: By Attribution 3.0http://creativecommons.org/licenses/by/3.0

Stuart Pimm is a world leader in the study of present-day extinctions and what can be done to prevent them. His research covers the reasons why species become extinct, how fast they do so, the global patterns of habitat loss and species extinction and, importantly, the management consequences of this research. Pimm received his BSc degree from Oxford University in 1971 and his Ph.D. from New Mexico State University in 1974. Pimm is the author of over 350 scientific papers and five books. He is one of the most highly cited environmental scientists. Pimm wrote the highly acclaimed assessment of the human impact to the planet: The World According to Pimm: a Scientist Audits the Earth in 2001. His commitment to the interface between science and policy has led to his testimony to both House and Senate Committees on the re-authorization of the Endangered Species Act. He was worked and taught in Africa for nearly 30 years on elephants, most recently lions — through National Geographic's Big Cats Initiative — but always on topics that relate to the conservation of wildlife and the ecosystems on which they depend. Other research areas include the Everglades of Florida and tropical forests in South America, especially the Atlantic Coast forest of Brazil and the northern Andes — two of the world's "hotspots" for threatened species. His international honours include the Tyler Prize for Environmental Achievement (2010), the Dr. A.H. Heineken Prize for Environmental Sciences from the Royal Netherlands Academy of Arts and Sciences (2006), the Society for Conservation Biology's Edward T. LaRoe III Memorial Award (2006), and the Marsh Award for Conservation Biology, from the Marsh Christian Trust (awarded by the Zoological Society of London in 2004). Sigma Xi, The Scientific Research Society, awarded him the William Proctor Prize for Scientific Achievement in 2007. In 2019, he won the International Cosmos Prize, which recognised his founding and directing Saving Nature, www.savingnature.org, a non-profit that uses donations for carbon emissions offsets to fund local conservation groups in areas of exceptional tropical biodiversity to restore their degraded lands. “It's a complicated issue. I think a lot of those bird disappearances come from the fact what are those disappearances come from the fact that we have massively intensified our agriculture. Large areas of North America and Europe are now under intense agriculture. They are sprayed with a whole variety of pesticides, which I think is also responsible for the fact that many insects have disappeared, so species that depend on farmland have clearly declined dramatically, but it isn't all birds and there is a piece of this complicated story that involves water birds. Herons and egrets and ducks. Those species both in North America and Europe, are now much more common than they were 30, or 40 years ago. That comes from active conservation of protecting wetlands, making sure we don't shoot our wetland birds. So it's not all doom and gloom. There are some success stories. There are many things we can do. I think 50 years ago, there were only something like 300 bald eagles in the lower 48 states. Bald eagles are now nesting in every state apart from Hawaii. Our conservation efforts have done a great job.”· https://nicholas.duke.edu/people/faculty/pimm· https://savingnature.com· www.inaturalist.org· https://www.nationalgeographic.org/projects/big-cats-initiative/· https://www.amazon.com/Scientist-Audits-Earth-Stuart-Pimm/dp/0813535409/ref=sr_1_1?crid=3A29YJYQ1JPOM&keywords=The+World+According+to+Pimm&qid=1652772158&sprefix=the+world+according+to+pimm%2Caps%2C130&sr=8-1 · www.oneplanetpodcast.org · www.creativeprocess.infoPhoto: Stuart Pimm In the Namib desert courtesy of SavingNature.com

Stuart Pimm is a world leader in the study of present-day extinctions and what can be done to prevent them. His research covers the reasons why species become extinct, how fast they do so, the global patterns of habitat loss and species extinction and, importantly, the management consequences of this research. Pimm received his BSc degree from Oxford University in 1971 and his Ph.D. from New Mexico State University in 1974. Pimm is the author of over 350 scientific papers and five books. He is one of the most highly cited environmental scientists. Pimm wrote the highly acclaimed assessment of the human impact to the planet: The World According to Pimm: a Scientist Audits the Earth in 2001. His commitment to the interface between science and policy has led to his testimony to both House and Senate Committees on the re-authorization of the Endangered Species Act. He was worked and taught in Africa for nearly 30 years on elephants, most recently lions — through National Geographic's Big Cats Initiative — but always on topics that relate to the conservation of wildlife and the ecosystems on which they depend. Other research areas include the Everglades of Florida and tropical forests in South America, especially the Atlantic Coast forest of Brazil and the northern Andes — two of the world's "hotspots" for threatened species. His international honours include the Tyler Prize for Environmental Achievement (2010), the Dr. A.H. Heineken Prize for Environmental Sciences from the Royal Netherlands Academy of Arts and Sciences (2006), the Society for Conservation Biology's Edward T. LaRoe III Memorial Award (2006), and the Marsh Award for Conservation Biology, from the Marsh Christian Trust (awarded by the Zoological Society of London in 2004). Sigma Xi, The Scientific Research Society, awarded him the William Proctor Prize for Scientific Achievement in 2007. In 2019, he won the International Cosmos Prize, which recognised his founding and directing Saving Nature, www.savingnature.org, a non-profit that uses donations for carbon emissions offsets to fund local conservation groups in areas of exceptional tropical biodiversity to restore their degraded lands. “It's a complicated issue. I think a lot of those bird disappearances come from the fact that we have massively intensified our agriculture. Large areas of North America and Europe are now under intense agriculture. They are sprayed with a whole variety of pesticides, which I think is also responsible for the fact that many insects have disappeared, so species that depend on farmland have clearly declined dramatically, but it isn't all birds and there is a piece of this complicated story that involves water birds. Herons and egrets and ducks. Those species both in North America and Europe, are now much more common than they were 30, or 40 years ago. That comes from active conservation of protecting wetlands, making sure we don't shoot our wetland birds. So it's not all doom and gloom. There are some success stories. There are many things we can do. I think 50 years ago, there were only something like 300 bald eagles in the lower 48 states. Bald eagles are now nesting in every state apart from Hawaii. Our conservation efforts have done a great job.”· https://nicholas.duke.edu/people/faculty/pimm· https://savingnature.com· www.inaturalist.org· https://www.nationalgeographic.org/projects/big-cats-initiative/· https://www.amazon.com/Scientist-Audits-Earth-Stuart-Pimm/dp/0813535409/ref=sr_1_1?crid=3A29YJYQ1JPOM&keywords=The+World+According+to+Pimm&qid=1652772158&sprefix=the+world+according+to+pimm%2Caps%2C130&sr=8-1 · www.oneplanetpodcast.org · www.creativeprocess.infoPhoto: Stuart Pimm In the Namib desert courtesy of SavingNature.com

In today's episode, I speak with Fonz Morris. Fonz is an entrepreneur and self-taught designer, born in Brooklyn and now based in San Jose. He has worked in tech and design on both coasts of the United States, in Philadelphia, New York, Atlanta, Washington D.C., and California. His belief in the importance of self-driven education continued through his travels through Europe, Central and South America, and South East Asia. Since 2020, Fonz has been the Lead Product Designer at Netflix. Prior to joining Netflix, he led a design team at Coursera. We dive into what it means to be true to yourself, the value of a supportive community, and how to build confidence in your decisions when taking risks.Find Fonz on Twitter at @youngfonz.

There will always be a need for a Professional Sales.  In this Episode Greg Nutter, founder of Soloquent, Inc., based in San Diego, CA  discusses how he helps business owners and senior sales executives solve revenue growth problems through direct, indirect, or multi-channel sales models.  With over thirty-five years of experience, Greg has worked with a wide range of companies to develop strategies, programs, processes, and tools to grow revenues, enter new markets, increase sales consistency, and develop skilled sales, channel, and management personnel.  In addition to his work with start-up and mid-market companies, Greg has had the unique opportunity to contribute to the success of many global organizations in the manufacturing, distribution, services, and technology industries. He has also had the opportunity to train over 1,000 sales professionals and offered his expertise on a wide range of sales and channel performance topics through hundreds of executive briefings, workshops, and keynote speeches throughout North America, South America, Asia Pacific, and Europe. The Business of Business, topics are divided into 4 Categories: Management, Operations, Sales, and Financial.  Target Audience is Business Owners, C-Level Executives, Management, and anyone considering starting a business.  Helping you run a successful profitable business.

We welcome Jared Murphy, author of Not Aliens, Worse, It's Us and creator of the documentary Terra Corre. Bio: "It's Not Aliens, Worse, It's Us: Discovering Our Lost History" by Jared Murphy contains amazing new insights about our ancient history and our lost ancient advanced ancestors. Jared has been speaking about ancient advanced engineered soil found all over the earth and the very structures of ancient polygonal buildings and a never before researched aspect of the frequency technologies to build these amazing structures. Jared does field work, including a month last year with Michael Tellinger discovering new ruins in South Africa, Jared is planning new archaeological work at America's Stonehenge, South America and the Grand Canyon. Jared's Work is getting a lot of attention on Engineered soil, bioengineered ancient advanced humans that may appear alien now but are in fact survivors of many ancient catastrophes. Jared's new documentary Terre Corre is out on Not Aliens on YouTube and is getting a lot of positive reviews! Jared hosts a show on www.notaliens.com and on his Rokfin channel, including the Archaeologist, Jennifer Deyo, Jared Co-hosts on Everything Imaginable, Dark Hour Paranormal, The Cosmic Salon, and appears monthly on Spaced Out Radio, Forbidden Knowledge News, Freeman.tv, The Cosmic Salon, Dark Hour Paranormal, Everything Imaginable, 3beards, many more and has been on Coast to Coast, Richard Hoagland's After Midnight and many more. Jared reaches over 290,000 subscribers on the regular channel appearances and has 45-60.000 downloads monthly and on network shows like Spaced Out Radio and Night Dreams Talk Radio, Richard Syrett's Radio shows including appearances on Coast to Coast, Jared reaches over a million on syndicated radio. Links for Jared: https://www.notaliens.com/ Link for the new documentary "Terra Corre" https://youtu.be/iUlCKdm-SLM News: https://thehill.com/news/house/3483149-first-ufo-hearing-in-years-set-for-capitol-hill/?fbclid=IwAR2iaRlyErbL4HgYI2d2Efqi99BFcud1tRdroh9EddUexU6y73mH1VawoEI https://www.livescience.com/ufo-report-human-biological-injuries Merch: https://www.miufopodcaststore.online/ Join the Facebook Group: https://www.facebook.com/groups/259697531239011 Follow us on Twitter: @mi_UFO Follow us on Instagram: https://www.instagram.com/miufospep/ Like and subscribe on YouTube: https://www.youtube.com/c/MichiganUFOSightingsandParanormalEncountersPodcast Intro music: Balance by THIK from the album Shok the World Music for LITD ad spot provided by Ten Thousand Teeth song: Frostbite https://open.spotify.com/track/4fFfmsg51lHHJ118v9mMYi?si=ef96b5dbf7ac4034 Outro music: Aggressive State by Subsidence --- Support this podcast: https://anchor.fm/mi-ufo-sightings/support

The North American inbound supply chain was well-run and extremely cheap before the pandemic brought disruption to the logistics and transportation space. Since the pandemic, the shipping industry had to adapt and is still adapting to this uncertainty. Prices are going up, congestion is at an all-time high, and these we won't recover from these challenges overnight. Join Joe Lynch as he talks to John Murnane about the disruption in container logistics. John is a senior partner at McKinsey & Company. At McKinsey, he is the leader of the logistics sector. So he covers everything from air & ocean carriers to warehousing & fulfillment. Listen and learn more about the shipping industry, shipper & carrier relationships, sustainability, end-to-end shipping, and much more. Find out about the disruption in container logistics and how it can be solved. Disruption In Container Logistics With John Murnane Thank you so much for joining us. Our topic is disruption and container logistics with my friend, John Murnane. How is it going, John.  I am doing great. Thanks for having me. How are you? Excellent. I am glad we are talking about this topic. Please introduce yourself, your company, and where you are? I am a Senior Partner at McKinsey. I am based in Atlanta. I lead McKinsey's Logistics Sector globally with a colleague named Martin Joerss, who is based in Hamburg. Tell us what you guys do over in that McKinsey's Logistics Practice. We call it a sector, but we serve the logistics industry. For us, that is all the different, interesting, fascinating parts of logistics throughout the global supply chain, ocean and air carriers, forwarders, folks doing container leasing, and Marine services. We do a lot of work in ground handling and transport, terminal operators, and rail trucks, both asset-based and brokerage. We also do a lot of work in the warehouse and fulfillment. I serve companies that operate fulfillment, real estate, and industrial developer. We also do Last Mile post and parcel returns, plus all the folks that are in and around that space doing data, transparency, tech, robotics, and all the fascinating, fun companies that are trying to knit it all together. Do you work more with shippers or the actual logistics providers? We work with both. In the group I lead, the logistics sector, we serve companies that make a living in moving stuff around. I have got a number of colleagues in a practice that is adjacent to ours that are in manufacturing and supply chain. Those consultants and partners serve the big retailers and manufacturers who pay to have the goods moved. I do not know what you guys did at McKinsey but it was not so long ago that there was no logistics practice. It was logistics and supply chain or supply chain and logistics or manufacturing supply chain and logistics. It was always the tail end of something else. We have arrived because we have a McKinsey partner who is responsible for watching over us. We have got 100 McKenzie partners that I do not know if we are responsible for it. [caption id="attachment_7990" align="aligncenter" width="600"] Container Logistics Disruption: The pandemic hit the shipping industry in many ways. People started buying a lot more, which meant more containers being moved while the staff was low. There was just a lot of congestion.[/caption]   The business needs some babysitters. Tell us a little bit about you. Where did you grow up? Where did you go to school? Give us some career highlights before you joined McKinsey. I grew up in California, pretty close to the ports of LA and Long Beach, but did not get into logistics. At a young age, I was a Mechanical Engineer at Duke. I worked in entertainment for many years at Disney and the NBA in finance and design roles, which was a lot of fun. It is not as entertaining as logistics. When I got into logistics, it was at McKinsey. I went to Business School at Michigan and then I joined McKinsey. You joke about logistics being the end. I got recruited into the travel and logistics practice because I knew a thing or two about travel. I started serving logistics companies back in the day. This is 2003 or 2004. It was not sexy. Logistics was not quite as hot as it is now, but I found the work fascinating. I liked the people. I got into rail, parcel, and trucking, and then I moved to South America to lead our logistics practice. I was in Chile for three years and then I got into the ocean space and Marine terminals. I have been hooked ever since. It has become more fascinating given all the things that we have seen in the last years, from the eCommerce boom to automation to the push for sustainability and what happened with the pandemic. It is fantastic that you have got that South America experience because I feel like we have had so much stuff in China for so long. I have nothing against China, but it makes more sense to ship stuff from Mexico or South America in general. We do not do nearly that much business with our South American partners who we fully understand compared to China. There are lots of bags coming in and out in a lot of air freight. I was in Chile, which does a lot of flowers and salmon, and exports a ton of copper and minerals. Let's talk about our topic, which is the disruption in container logistics. Why don't you take us back to before there was this disruption? Talk about what was going on in the space back in the day? You hear a lot about underinvestment in infrastructure and “failing” logistics infrastructure in the US. Many years ago, things were working well. If you were a manufacturer or a consumer, you probably had the lowest cost supply chain in the world that was able to get you products from anywhere in the world any time. The cost was quite low and the supply chain runs very well. It is smooth. As such, it was something that a lot of people took for granted. It seemed very opaque compared to now. Many years ago, if you were moving freight, your stuff disappeared into the ocean for three weeks or a month. There is also opaque because no one has looked into it. We have all learned how important it is. I used to serve clients and I did a lot of marketing and sales work, helping people with sales and pricing. I serve clients in logistics. I remember hearing sales executives complain to me. I can't make these value-based arguments. I can't talk about our value prop because I can't get access to anyone that matters. Ten years ago, people had a well-ran, extremely cheap North American inbound supply chain. And they took it for granted. I am talking to a procurement leader four levels down and they do not care about our value. It was opaque because, to some extent, there was not engagement on this topic at the highest levels, and certainly, there is now. Many years ago, you had a well-run, extremely cheap North American inbound supply chain. The infrastructure did not get bad overnight. The pandemic hit us in three ways. One is we all started buying a lot more stuff. We did not spend any less. We stopped spending on travel and restaurants. No new car, no vacation, but I can buy crap online. I can upgrade my house. I did some of that myself. I am in the house more and I invest in doing some things around the house. I got an indoor bike to stay in shape, but we spent 20% more money on stuff. I always call it not your grandparents or great-grandparents pandemic. In the 1920 pandemic, 50 million people died worldwide and there was poverty. We joke that the COVID-19 or 20 that we gained from sitting around eating and buying stuff. That is not to discount all of the misery that it brought, but most of the misery was isolation for us. When you have a situation where there is more volume being purchased, that means more containers and more trucks move. At the same time, global capacity fell by about 14% or 15% over a similar timeframe. If you have been paying attention, that probably feels intuitive. We had people that were sick so we could not stack. We had operations that were shut down at times. We had congestion because people were stacking and storing containers because they could not get them to the next place and they were waiting and also every stage in the value chain. We all saw the earnings releases that talked about, “I am 65% short of the team. I need to operate these warehouses.” They are open, but they are not running anywhere near full capacity. If it is 20% up in demand and 15% down in supply, you have got a congestion problem. On top of it, those increases weren't smooth. If those increases were smooth, our logistics industry might have had a chance, but it was overnight, then it stopped and started again. That made for some challenging times, and you ended up getting what you got, which is pretty poor service, long lines, congestion, delays, and uncertainty where things were. You also have price increases because the companies that were moving the goods were trying to manage to make sure that they were at least taking good care of the clients that were willing to pay the most. It became challenging for our shippers. I do not think it hit the biggest shippers, the Home Depots or the Lowe's. Those guys had contracted rates. They call them the bat phone when they call the shipping companies. They did not all of a sudden get double or triple the cost of a container. They were okay. It was a lot of the other smaller players. You mentioned this spike 20% up in demand, 15% less in capacity, but if you were 20% or 30% off in your headcount in your consulting practice, you could address that internally because you are all a team. This was across a whole bunch of supply chains that are spread out across the world. Communication was always difficult given time zones, languages, and the lack of computer systems. The coordination and fixes were all slow. I was talking to my daughter and she is in Portland. She was excited. She called and said, “The couch that I ordered in October 2021 is going to be here. I forgot what it looks like.” We are all getting used to waiting a little longer than we used to, but it is nice when they arrive.   We still seem to have these shocks every once in a while. Shanghai had more COVID. In the US, we are seeing shortages of headcount in a lot of places, especially in warehousing, dock workers, and trucking. There is a lack of capacity when it comes down to it. [caption id="attachment_7991" align="aligncenter" width="600"] Container Logistics Disruption: The two things to watch to know when congestion and prices will moderate are consumer spending on goods in North America and labor availability.[/caption]   I know everyone wants to know and figure out when this is going to be over. I do not think it is going to be overnight, partially because I do not think that the disruption is going to be over soon. The fact that we have got basically almost no trucking going on in China despite the manufacturing plants being open, but the trucking operation is pretty much ground to a halt. It means we have got days of inventory that are going to stack up and then need to be pushed through the system. The disruption and uncertainty are going to be a part of our new normal. With regard to when the average demand and supply get back closer to where they used to be, it is going to be a matter of consumer spending and labor. We love the idea of things normalizing and getting to a new normal, but we are seeing inflation and other problems. We see the war in Ukraine and the recurrence of issues in China with COVID. We have trade issues with China. In a lot of ways, the new normal is not normal. The new normal is going to change because of events outside of our control of weather or geopolitical. Change is going to be more prevalent in the coming decade than it was in the last few, which is why to some extent, I think we did have that false sense of security that everything was working. We did have a period of relative sanity, which allowed us to fine-tune the system despite its insufficient infrastructure. We talked about the way it used to be pre-COVID years ago and what happened. What is next? What is next is recovery. I think that, in time, we would expect to see supply improve and consumer spending on goods moderate a little bit. We are seeing an increase in consumption of services, which makes sense because there is the ability to do that. My wife works in travel and she has never been busier. People are eager to get back out and travel again. I do not think we are going to see the end of events and discontinuities. Those are two things to watch to tell us when congestion and prices are going to moderate are going to be consumer spending on goods in North America and labor availability. Talk about those shocks. There are many ways we can describe this. We could say our supply chains got a little brittle, meaning they broke rather than being bent. Another way to describe it is we have too many risks in there and a lack of resiliency, depending on how you want to talk about it. We know we are going to have some more shocks in this system. How do we deal with all that? There are a few things. A lot of this is ongoing. It is already happening. We need to stop looking at the supply chain as a simple commoditized part of the operation. It is not a simple call center. It is not something that should be managed by a small team in procurement focused on the cost lever. This is a C-level topic. The supply chain is and forever will be a C-level topic. Shippers need to be thinking about all the things that they can do to accept the fact that the logistics industry will always be more complicated than it used to be. Part of that is more safety stock. I know you are an auto guy. The old just-in-time Math assumed simple, easy commodity-priced trucking and logistics operation. The world is more complicated than that. Certainly, some companies are looking at how I can think about de-risking my supply chain, both in terms of the number of locations that I sourced from, to increase the number so I have more flexibility. If I lose one node, they will be looking at nearshoring and reshoring. The math on those deals is never easy, but they are certainly spending time thinking through that, especially thinking about that in light of new sustainability targets. All of my clients are hearing calls from their clients who are hearing calls from their customers to say, “How can I be more sustainable? How can I meet the new carbon aspirations?” You hit a whole bunch of topics. I want to break them down a little bit. It speaks to where we are at in this business. The first thing you said is this is no longer a small decision. When I used to sell logistics and supply chain services, the way I sold mostly less than truckload in some truckloads, but we had the technology. I remember I would call and say, “I want to talk to the owner, the CEO, the head of operations, or a general manager.” We impact finance because we are going to take some of those functions away. We do it as part of our service. We interface with the sales guys because they are the ones who are always saying, “Where is my stuff?” We work with your ops team on the inbound and we work with your logistics team. A lot of times, when I would call that C-level guy, they would say, “Talk to Tony in the back.” The disruption and uncertainty in the shipping industry will be a part of the new normal. It's not changing overnight. I would go see Tony and back, and he did not want to have a strategic discussion. He did not care if the finance guys had to audit the bills. I said, “We audit the bills because we have a TMS,” and I start my whole spiel. I am going to parody this a little bit. He was like, “Those guys got me Kid Rock tickets.” That is why he bought from that logistics company. He did not have that strategic focus that I wanted my customer to have. One of the things we have all been through is when you call that guy and say, “I want to manage all your freight. I want you to use our technology and you are going to see all of your shipments there. He says "I will give you an Excel spreadsheet with all our loads in it. You put your price in and if you are cheaper, I will give you those lanes tomorrow.” I was like, “I do not want to save you $50 on tomorrow's load. I want to save 10% on your annual spend.” It would be like, “What are you talking about?” The number might have been used to bend. We spend $500,000 a year, which is bad enough to leave it to somebody who does not care about the strategic function of logistics. Now that number got to $5 million, you go, “What the hell, guys?” There is a lot of change on both sides of that transaction that we are going to go through over the next few years. I have a good friend who is a former CEO of one of the container lines. He says, “Enough with this value base. I lose customers for $50 a box. It does not matter how much better we are.” That was the history. In that world, you do not have the right executives in the decision on the shipper side. You do not have the head of sales, marketing, or operations. You have someone in procurement. When you have someone in procurement, they have one metric, which is how they can get the unit costs down. You also need to get better on the sales side. The guys that I work with, the carriers, trucking companies, and railroads, now have an opening to say, “It was not so commodity-based,” but they have got to be able to deliver. They got to be able to go and articulate what they do that is different than the next guy and why that is worth it. I always use the same analogy back in the olden days when we had stockbrokers. They are transactional. You would always hear the term churn. They wanted to churn your account, “I want to sell your Dell stock and move you over to Apple.” They make money on both of those transactions. Those guys did not care about your overall financial picture. They cared about what you had in your investment account. Now we have moved to financial planners. You do not hear anybody say in their stockbroker. Financial planners are aligned with their clients. They say, “We are going to get paid 1% or 1.5% of what you have in your account. I want to make you rich so I can get 1% or 1.5% of that every year.” It is the same thing in this business. We have to switch out of this transactional thinking and move to that financial planner. A lot of companies want to do that. They do not want to be ringing the bell and having the siren go off that they made $1,000 on a transaction and celebrating at the office that day. That is a lack of alignment and it is yesterday's news. You will see more gain share partnerships and relationships like that between carriers and shippers. It takes real change on both sides. This will be the shock that gets the awareness to a place where those things are pursued. Not just between carriers and shippers, but to some extent, between different players in the logistics chains, carriers and ocean terminals, railroads and trucking lines, warehouse fulfillment operators and last-mile parcels. One of the things I want to touch on briefly is the timeout containers. We will get more back to the containers for a second. We started using containers a lot in the late ‘50s and ‘60s. There is a book, The Box That Changed the World. Prior to that, we could not even do global trade because the cost of logistics was so high. That was a tremendous innovation. We have seen this change the world. We would not be doing nearly the global trade we do now without it, but we have not seen a lot of innovation in that space. Now we are starting to see information technology. That is another piece of that. Speak to that and the sustainability that is important to us. The technology has come along in terms of tracking. It is available. You will see more adoption of that, especially in the reefer space, but also in dry boxes. I have seen a lot of startups and investments in foldable boxes and alternative equipment. The main way we are going to get better sustainability on our container fleet is by finding better ways to extend their lives.   I never heard that. We are throwing a lot of those out. [caption id="attachment_7992" align="aligncenter" width="600"] Container Logistics Disruption: 75-80% of containers are leaving LA empty so they can be filled up in China with more goods while there is a shortage. That's because the supply chain has always been an afterthought.[/caption]   We lose track of a lot of them because we do not know quite where they were. Telematics, tracking, and things like that will help there. How long does a container last? There are containers out there that have been in the fleet for twenty-some-odd years. The average is probably closer to 12 to 15. There are all sorts of uses. One of them is use for alternative storage. If anybody from the container ship lines is reading, give me a call and I will deliver you 50 containers. I live about 25 minutes out of Ann Arbor. There are some farms and not quite rural, but I always drive by and think, “What are you doing with that container?” They only need them where they need them. Our supply chain is imbalanced. They need them to pick up soybeans and send those to São Paulo. The fact that they are in Ann Arbor does not help them a whole lot because of the amount of money and time spent to get them down there. Managing that global fleet better and extending its life would be great from a sustainability standpoint. It comes up a little bit on my show about sustainability. Some people might be shaking their heads and say, “I do not believe that the man is causing global warming.” I always say, “I do not care what you think. It does not matter what I think.” This is what consumers and brands are asking for it. When one of those big brands says, “What are you doing?” you better have an answer. It is too late to do anything at that point. You do have to embrace it now. There are a lot of small ways. When it is over the road, we are trying to get rid of empty miles. That starts with measuring the empty miles, which brings me to another point. We were saying that 75% to 80% of containers are leaving LA and Long Beach empty so they can go be filled up in China with more goods for us. Meanwhile, we have a shortage and we have gone mad. It is illogical, but the understandable conclusion from the supply chain is an afterthought. The supply chain has always been an afterthought. It is not designed. It just happened. There are many forces well beyond the global supply chain that decide what is our import and export balance with China and where do we manufacture intermediate goods for auto? There is nothing logistics can do to account for the fact that there is that much import-export balance on goods. With empty backhaul and empty miles within the US, there are a lot of things that the logistics industry can do to help. There are smarter ways to reroute though there are still a lot of empty miles even in the US. I have become more aware of this. There is the empty truck that is moving from LA to New York, and you go, “That should never ever happen.” I do not think that happens nearly as often as it used to, but what is becoming more of a concern is the half-empty trucks and you go, “I had 10,000 half-empty trucks leave this location. Is there a way?” I know there are technologies and the guys over at flock freight and others are saying, “We can do something about it.” The main way of getting better sustainability on container fleets is by finding better ways to extend their lives. We will see more shared loads and multi loads where everyone will call multi-stop, where we are going to say, “That truck is full.” That is good for the environment and truckers. For the shippers, we are going to have to figure that out. We do not want to put I-can't-move-your-food onto a truck with auto parts. We have to be careful about how we manage it with the shippers but I think it is going to lower the price of shipping. Once we are fully loaded with the real cost of all of this stuff, whether it be the drivers, assets, new vehicles, or the autonomous and electric vehicles that we bring in to make a more sustainable fleet, the cost per unit is going to be higher. It is going to put the burden on us to figure out how we can make better use of each of the units. Maybe it is two hours later, but that allows me to share a load and double my density on the chunk move. All of those things can happen in time, but it takes great collaboration between carriers and shippers to make it work. The transparency and tools of the data exist to be able to do it, but it takes tremendous collaboration and trust to get it done. I am going to put you on the spot here. I know you work with a lot of different companies. I want to tick off some standard categories and what kind of work you are doing for these companies. Let's say an over-the-road carrier calls you. What do you tell them these days? What would be a typical project you would work on with them? Over the road, carriers were doing a lot of work and helping them think about how their network is going to change as manufacturers figure out a new supply chain or as we try to start to think about electric vehicles and ultimately autonomous vehicles. Not just how should you think about the timing of those technologies, but what are the network decisions you are making now that will feel sub-optimal in 5 or 10 years because the investments that those companies make in assets and infrastructure are not short-term. We are helping them think about sustainability in terms of how they can help their shippers with their sustainability targets. Those are some of the big themes. Do you talk to any brokers, 3PLs, and non-asset-based? What are you doing for them? Sustainability is a topic for them in terms of how I can provide. I am already helping them knit together. A lot of them are trying to figure out, “How can I knit together solutions across modes? How can I optimize those around sustainability targets?” We are doing a lot of work almost across the board in growth. How do companies find growth? There are a lot of new freight flows that are coming, not just because there are always new freight flows that are coming, but sustainability and the targets that all these companies are taking on are creating a whole lot of new goods to move. We are working with a lot of companies, whether they be asset-light, asset-heavy, broker, truckload, but also parcel and the like. It is like, “Where do you find freight? How do you get it? How do you leverage the tools today to find those companies?” Do you work with Final Mile or Last Mile guys? We do. We work with from a pallet and LTL Final Mile, and heavy goods Final Mile. We do a lot of post and parcel work. We have got a huge practice globally that has done tremendous work in helping drive efficiency in the postal space and parcel as well. They need it.   Those companies are struggling. [caption id="attachment_7993" align="aligncenter" width="600"] Container Logistics Disruption: Once the real cost of all these new things comes, the cost per unit will increase. It's going to take time to manage that. There needs to be a great collaboration between carriers and shippers to make it work.[/caption]   From what I understand, the Final Mile for home delivery to goods is the most expensive part of the journey. I was not being critical of the post office. We want it to be better, but we put a lot of constraints on it, and I think it is the hard part. I do not want a pallet delivered to my house and then distributed all of those parcels to my neighbors. I would like just my piece delivered to my house. Getting my piece delivered to my house is expensive. The costs are getting better relative to the pallet moves because the density of residential delivery has come up so much. Many years ago, the density of residential delivery was terrible. It was hard to make the economics work for the big parcel companies. As our volumes have gone up, that has improved the relative density, but it is still tough. What about warehousing and fulfillment? We have seen so much change in that space. What is going on when you work with them? First of all, permitting and getting sites are extremely challenging. The sites have to be closer to current consumers. If you want a site or the old model of three sites in the middle of nowhere, you can still get that. If you want the sites that people want now, which is one hour or maybe even less outside of every resident in the country, those sites are hard to come by. We do work with developers on construction and permitting on how to do that well and how to forecast and identify where the sites are going and where you need to be. We are also working with operators on how to drive productivity in those sites. We are doing a lot of work on how to refine, recruit, train and retain talent. That is a theme across all logistics. I was talking to somebody about a paint company and they said, “We do not have anyone retire from this location.” It was their DC. The reason they had no one retired from there is because it was a young man's game. He did not want to walk 10 miles picking stuff up and moving stuff around. We have to make that job in the warehouse easier so you are not breaking your back. If you walked by an auto assembly plant and walked through it, you would see that nobody was doing a job that was backbreaking or that required excessive strength, crouching, or reaching. We have eliminated those and we see that same mindset move into fulfillment. Those guys are going to become technicians rather than strong backs. We have had conversations for years about technology in the fulfillment space. Now it is happening. They made fun of us many years ago because it was early and no one had proven all the economics. It was whizzbang cool stuff, but is it having an impact now. There are certain functions that are being largely automated and you are seeing high ROIs. Also, you have got a lot of technology now that is more flexible than it used to be. Building the $10 million conveyance system just for this client and then hoping you retain them is a scary proposition for a fulfillment operator. Having flexible, robotic assets that can move seasonally or move to a new facility if you lose a client. We are also seeing longer contracts which helps. Fulfillment operators are saying, “I do not want to do a three-year deal.” You can't facilities for that and build a location if necessary for a bigger customer. We are trying robots now. This is becoming somewhat like automotive. In automotive, what we learned is if you give me one year, I am not going to invest in it. From a container line standpoint, a lot of people are trying to figure out how to facilitate end-to-end shipping better. The payback cycles on some of those technologies are getting shorter, but it is hard to make many of them work on a three-year contract. We are seeing a lot of fulfillment players and manufacturers agreeing to 5 or 7-year deals or agreeing to co-invest in the technology that they want to offer something that customers can't get elsewhere. Let's circle back to the beginning. What do you talk to about the container people, the guys with the ships, the rail, drayage, and the modal? From a container line standpoint, a lot of them are trying to figure out, “How can I better facilitate end-to-end shipping? I do not know if I want to own all those pieces of the operation.” It does not do me a whole lot of good to get it to the port if it sits in the port. Much worse is it does not do me a whole lot of good if I am sitting at the pilot station waiting to get into the port. A lot of the conversation and work in the container space is, “How do you collaborate with the terminal, the rail operation, and the consolidation or deconsolidation facility to get boxes and get them back?” The whole concept of end-to-end is probably the strongest when you think about container terminals, dray, rail, or trucks. Figuring out how to create more seamless, more partnerships, and share data to do that. In some of those, you see the metrics and the CMAs of the world that are investing quite a bit in buying companies to knit together that offering, They are buying over the road companies here. They made an extra $100 billion or something in those ship lines during COVID. To your point, they are investing in that end-to-end solution. Somebody said this to me and they work closely with one of these companies. They said, “Do not be surprised if we see single-use containers because we do have a trade imbalance with China.” If that container is only going one way and I have to ship it back on a boat that is filled with containers that are empty, somebody might say, “Why am I shipping it back there?” “It is because these are expensive containers.” Do they need to be expensive containers? Could they be less expensive and single-use? I know somebody is going to say, “What about recycling and all that?” There is a design that has to happen here. We got people like John and his team there. They will figure it out. From my perspective, we see it in automotive. Sometimes, you ship back the containers that brought your stuff. Sometimes, you do not because it does not make sense because it is one way. Do you guys work with air freight companies? We do but it has been a challenging and rewarding a couple of years for air freight. The belly players have been tough because they have not had the majority of their capacity with many of the passenger lines, much of the passenger capacity down. The pure freight players have done extremely well. Airfreight was a key enabler and one of the early winners in the pandemic and continues to be. I think the questions on air freight are how can they use advanced analytics to drive even better forecasting of volumes and, therefore, even better service levels and yield management? We think there is a lot of opportunity in the air freight space around advanced analytics and pricing. I heard it from Flexport and the guys over freight ways. One percent of all overseas volume is on air freight, but it is 30% of the revenue. What it speaks to is you are not shipping auto parts, usually on a plane. You are shipping electronics, chips, medicines, and stuff like that that is high value and small. Mostly high density. Value per cubic foot is off the charts. That ratio feels approximately right. I also heard that 50% of the air freight is passenger planes.   That is why air freight prices absolutely skyrocketed. [caption id="attachment_7994" align="aligncenter" width="600"] Container Logistics Disruption: A lot of the work in the container space today is how do you collaborate with the terminal, the rail operation, the consolidation & deconsolidation facilities? It's all about creating partnerships.[/caption]   They were flying anywhere. They moved up first. Ocean container rates have skyrocketed too, but in the air cargo, when your supply chain breaks down at some point, the only option you have is to get it there. It is the last resort for a lot of things and the first resort for high-value cargo. A lot of companies, for the release of the phone, will send enough phones for the first couple of months via air, and then they will send the backup to refill stock via ocean. In a pandemic, it was the first choice. The majority of the global air freight capacity is the belly of the passenger. When so much of our passenger fleet was grounded without anyone to pay for the international passenger move, you lost the belly cargo. I heard somebody use the term preighter, which is passenger freighter. They sometimes took the seats out of planes and filled them up. Other times, they put stuff on the seat that you might have been flying to a conference on. Now, it has got a stack of mobile phones on it. I am going to try and summarize all this and then I want to get some final thoughts before you go into what is new over at McKinsey. The topic is disruption and container logistics. John talked about the steady-state. We will talk about many years ago, pre-COVID, and what happened during COVID, that horrible time with demand spike, capacity down, sick people, and broken supply chains. We learned how brittle our supply chains were. You talked a little bit about what is next and where consumer spending is going. We are spending more on services and a little less on products. We are going to see how the industry reacts to what are still shocks and aftershocks of what happened. We do not even know the implications of the conflict in the Ukraine and inflation. We are better, but we will see. Lastly, we talked about what we learned during this time that logistics is not a commodity and that we have to insist on a seat at the table. We no longer be just a commodity service. John took us through all of the different things he and his team do with their clients. Any final thoughts on this big topic, John? A few final thoughts, two things we did not talk about and one thing I wanted to reinforce. We did not talk about the war in Ukraine. The near-term impact of that has not been huge on the global logistics industry. Carriers have pretty quickly rebalanced their networks in response to that. The long-term impacts could be significant. Ukraine and Russia are large exporters of commodities like wheat, oil and gas. I think we will see a lot of those supply chains shift around. While we are all watching the human tragedy and suffering through it, the near-term impact from a logistics standpoint has not been significant. We have been talking so much about eCommerce. It is going to be omni commerce. You have seen a bit of a drawdown and a correction back. We talked about ten years of eCommerce acceleration in two months. That was true. You have seen brick and mortar make a comeback. Some things are better are bought in person. My kids bought mattresses online and they are like, “We love it.” I was like, “I am going to have that mattress for ten years. I have to lay down on it.” I am not going to look at 5,000 reviews. I love eCommerce, but to your point, some of those shopping experiences are going to have to become experiences, not a pain in the ass experiences. Everyone wants to go to the Farmer's Market or a cool boutique. We have to get back to a cool experience if I am willing to leave the house. For shippers, many of them want to get to a place where they are managing more on Omni channel commerce supply chain. One of the most frustrating parts of the pandemic was when we had out-of-stock items on the website and obsolete items sitting in storerooms in the retail centers. That was painful and was a function of having two supply chains, which is the case for many shippers. They built their old brick and mortar supply chain, then they added a supply attender to eCommerce, and they did not talk to each other. You will see companies now figure out, “How do I have one more flexible Omni commerce supply chain?” There are going to be some variations. There will be times and products where you want to buy online or in-store. Certain companies will have a blend of the two. That is where we are going on that front, which we did not talk about but I think is important. It also needs to be designed. It has to be created. It can't be a bolt-on because we bolted on the gig economy and thought that, “We got an eCommerce solution.” Instacart, Shipt, and some of those solutions for grocery, from what I understand, the grocery store companies are losing money on those and they obviously do not like that. The gig economy stepped up. It is great. We are always going to have it. There's a lot of opportunity in the air freight space around advanced analytics and pricing. We are always going to use it in logistics, but it needs to be managed by logistics guys who are operational experts and good at routing and technology. It can't just be, “Bob down the street buys groceries for the neighborhood. It does not work as the way it needs to.” We are going to see those grocery stores become grocery store/fulfillment centers in some cases or maybe one fulfillment center in the Detroit Metro area that serves all of the eCommerce. Some of those business models will evolve. Even a company as great as Instacart or some of the early applications is adding cost on the top of the already existing flow and retail, brick and mortar, and all that stuff. The ideal way of doing that is to have dark stores that are designed for efficiency and pick, pack, and ship, not for the grocery experience that we have all grown to love. Tell us what is new over at McKinsey and how do we reach out? Do you have any webinars coming up or case studies? We love to have conversations. The best way to get in touch with us is on our website. It is easy to find me or any number of colleagues. You can send an email and we will respond. I will probably get the email. If I am not the right person to talk to, I will find someone else. On the site, we have got an interview with Sanne Manders, the COO of Flexport, which is great. We are putting up content all the time. What conferences are you guy going to?  I know we are excited about TPM in 2023. When is that? TPM is in Long Beach in the early spring every year. It is still a long way away. I do not know what the next conference we have got. We have coming up in May 2022 in Northwest Arkansas. I interviewed a professor from the University of Arkansas, the number one supply chain school carrying Gartner. John, thank you so much for taking the time. Thanks so much for having me. It was a pleasure talking to you. I look forward to keeping in touch. It was my pleasure.    Important Links John Murnane The Box That Changed the World Flexport Sanne Manders https://www.LinkedIn.com/In/JohnPMurnane/  – John Murnane https://www.LinkedIn.com/Company/Mcinsey/ – McKinsey & Company   About John Murnane John advises companies across a variety of industries and continents on their transformation and growth efforts. His broad cross-sector experience ranges from hospitality to global transport—including hotels and airlines, ocean and air freight, and trucking and distribution—and spans the value chain from capital-intensive real estate development to asset-light brokerage and distribution. He advises clients on growth at both a strategic and tactical level including M&A, new product development, value-based pricing, digital sales, and sales force effectiveness.  

Our very special guests are global business guru Pepyn Dinandt and Military Cross holder, ex-army Colonel, Richard Westley OBE. They teamed up and wrote the book Business Leadership Under Fire. This is such a compelling show, packed full of hacks and lessons including: Why establishing leadership can stop your platform burning The “Who Dares Wins” approach to strategy and tactics Building and managing an excellent leadership team Team and organization structure to maximize business impact Join our Tribe at https://leadership-hacker.com Music: " Upbeat Party " by Scott Holmes courtesy of the Free Music Archive FMA Transcript: Thanks to Jermaine Pinto at JRP Transcribing for being our Partner. Contact Jermaine via LinkedIn or via his site JRP Transcribing Services Find out more about Pepyn and Richard below: Website: https://businessleadershipunderfire.com Pepyn on LinkedIn: https://www.linkedin.com/in/pepyn-dinandt/ Richard on LinkedIn: https://www.linkedin.com/in/richard-westley-obe-mc-66875216/   Full Transcript Below ----more---- Steve Rush: Some call me Steve, dad, husband, or friend. Others might call me boss, coach, or mentor. Today you can call me The Leadership Hacker.   Thanks for listening in. I really appreciate it. My job as The Leadership Hacker is to hack into the minds, experiences, habits and learning of great leaders, C-Suite executives, authors, and development experts so that I can assist you developing your understanding and awareness of leadership. I am Steve Rush, and I am your host today. I am the author of Leadership Cake. I am a transformation consultant and leadership coach. I cannot wait to start sharing all things leadership with you   What do you get when you smudge one of the world's global business leaders and one of the UK's top Army Colonels? The answer, Business Leadership Under Fire, our special guest today are Pepyn Dinandt and Richard Westley OBE, and they wrote the book, Business Leadership Under Fire, but before we dive in with Pepyn and Richard, it's The Leadership Hacker News. The Leadership Hacker News Steve Rush: Have you ever heard, focus takes you where it takes you? Inspired by a blog by Seth Godin many years ago, he had a focus of depth of field, and I'll share a story with you around how and why focus is so important. Picture the scene. There are two runners, both have exactly the same capability, exactly the same pace and the same injury, an injured left toe. The runner who's concentrating on how much their left toe hurts will be left in a dust by the one who's focused on winning. Even if the winner's toe hurts just as much. Hurt of course is a matter of perception. Most of what we think about is, we had a choice about where to aim that focus, aim that lens of our attention. We can relieve past injustices, settled old grudges, nurse festering sorts. We can imagine failure build up its potential for destruction and calculate its odds. Or we can imagine generous outcomes that we're working on. Feel gratitude, feel compassion for those that got us here and revel in the possibilities of what's next, we have an automatic focus are instinctive and cultural choices, and that focus isn't the only ones that are available to us. Of course, those are somewhat difficult to change, which is why so few people manage to do so, but there's no work that pays off better in the long run than focusing on positive and progressive outcomes. Remember the stories that you tell yourself, your story is your story, but you don't have to keep reminding yourself of the story you've told yourself before. If that story doesn't help you change positively for the future, it's probably not the right story in the first place. So, focus on the future stories that you want to tell yourself, and guess what? Those stories become a reality. That's been The Leadership Hacker New. Really looking forward to our conversation with Richard and with Pepyn. Let's dive into the show. Start of Podcast Steve Rush: I'm joined by two very special guests on today's show. Pepyn Dinandt is a business executive with 30 years' experience successfully leading and restructuring companies in challenging situations as CEO and Chairman. Or in Amsterdam, Pepyn has lived in a number of countries over the years, including Turkey, Ireland, Switzerland, South America, and UK, where he attended University and now lives with his family in Germany. And he's joined by Richard Westley, a military cross holder, who's commanded soldiers and operations at every rank from Lieutenant through to Colonel and environments of desperate situations, including Albania, Afghanistan, Balkans. He retired from the army in 2010, having been responsible for pre-deployment training for forces bound for Iraq and Afghanistan. Between them, they teamed up and wrote the book Business Leadership Under Fire: Nine Steps to Rescue and Transform Organizations, Pepyn and Richard, welcome to The Leadership Hacker Podcast. Pepyn Dinandt: Hi Steve. Yeah, good morning. Happy to be with you. Steve Rush: Me too. Hi Richard. Ricard Westley: Hi Steve. Steve Rush: So, a little bit about your backstory independently, and then we maybe find out how you kind of collided to come together to write the book. So, Pepyn, a little bit about your backstory? Pepyn Dinandt: Well, after leaving University, I somehow ended up in Germany and after spending three years at McKinsey, which was my paid business school, as I like to say, I landed my first CEO role in Eastern Germany, which was then just, you know, unified with Western Germany. And I ran a company which had a revenue of 50 million euros, but also losses of 50 million euros. So that was my first contact with the challenge of rescuing and transforming businesses and challenging situations. And I had so much fun. I mean, obviously it was very tough at the time, but I had so much fun doing that, that I have kind of never left that type of challenge. Steve Rush: Brilliant. And I guess it's the thrive of being able to rescue those firms that has kept you in that space, right? Pepyn Dinandt: That, plus the fact that you know, these are environments where you need to learn, because if you're not willing to listen and learn, you know, you're going to fail. These are always very, let's say complex situations, they're fast moving, they're fluid. And you know, it really kind of sharpens your skills and obviously, you know, some cases have been more successful than others. You never have only just big successes, but I thoroughly enjoy helping teams be the best version of themselves and you know, rescue these companies, rescue these organizations. Steve Rush: Yeah, and Richard, before what you do now, have you always been a military man? Ricard Westley: Yes, I joined the military pretty much straight after school and spent 25 years as an infantry officer serving around the world. Almost exclusively in operations and training roles. I managed to avoid the major staff roles and the ministry of defense for my 25 years. And then I left earlier than I, perhaps needed to, but I was ready to move. And I spent the last 12 years working in a number of appointments in commercial companies and now run my own consulting business. Steve Rush: Great. So, when did the stars align for you to both meet? Pepyn Dinandt: Well, I have been always interested in the application of military best practices in business. And I had met about four years ago, a gentleman called Tim Collins. The famous Tim Collins and you know, I had been discussing these ideas that I had about this crossover between the military and business. And he introduced me to Richard, that's how the two of us met. Steve Rush: And then Richard, from your perspective, what was the moment you thought, how we are going to do some business together, we're going to write a book. How did that come about? Ricard Westley: Yeah, so Tim. I was working with Tim at the time, and he mentioned Pepyn. So, he would you be interested in a conversation. I said, well, I'm always interested in conversations, and I generally like meeting new and successful people. So, you know, Pepyn and I had initial discussions and then some supplementary conversations and started looking at some sort of solution for leaders. It was a discussion over a number of months really. And then the book was a nice fallout because at that time we were in lockdown, and I think Pepyn, and I were both looking for something else to occupy our minds. And hence the hence the book, Steve Rush: Of course, when you think of the role that the military play versus the role that the commercial enterprises play, there's such a lot of crossovers in this sphere of leadership isn't there? Pepyn Dinandt: Yeah, I think, you know, when we sat down and this is interesting because as Richard just said, you know, we started working together without actually having physically met each other. We were basically, you know, we got to know each other digitally and spend a lot of our early relationship on Zoom. So, you know, we used these experiences, both Richards and myself to kind of look at our learnings, our insights, you know, from good and bad experiences, as well as insights from research we did on successful leadership cases, as well as fade leadership cases and developed from that, the concept for, you know, the book, including obviously the nine steps and Richard being, you know, a very hands on guy than me. So ultimately being somebody who's you know, a hands-on executive, I think developed a book, which is very much rooted in real life experience, has a down to earth approach. We believe is straightforward to understand because it's nine steps, with which we try to really cover all angles that we believe is important for leaderships facing transformation challenges. And ultimately, we produced, we believe a very practical guide for leadership when transforming organizations. Steve Rush: Yeah. It's a very chronological approach to how leaders can really consider how to transform and continue to grow their business, which we're going to dive into a moment. But I want to come to you first, Richard, just to explore the parallels from military leadership to commercial leadership, we've been very fortunate to have a number of major generals appear on the show already. And the one thing that's been really consistent from them is that leadership as a behavioral almost has been drilled from the very moment you join an organization, but actually that's often learned in the commercial organization. Been interested in your spin on things. Ricard Westley: Very much so. I mean, the military has the luxury of being able to devote time and resource to training and developing their people. And officers go through the RMA Military Academy Sandhurst. Mottos, serve to lead and behaviors are really focused from the get-go. So, you know, a young graduate who spent three or four years at university in quite a selfish sort of environment is suddenly thrust into a very pressurized, initial six weeks of a yearlong course where they're put under significant amount of pressure and strain to behave in the right way. And doesn't matter how good or well prepared they think they are, or how fit and robust, or how intellectually gifted they are by about day 10 of the RMA Military Academy Sandhurst. You are so stretched physically, emotionally, mentally, you are quite exhausted, and you have to reach out left and right, and grab people and say, look, we need to work together here. This is not about me. This is about us. And so that team bonding which then translates into the leadership of that team you know progresses and then going through your military career, you know, you are prepared for every new role you go. You are course trained and you are developed. And then at the collective level, you know, units or battalions or regiments will prepare for operations, deploy on operations, recover from operations, then start that circle again, that cycle, of course, in the real world, in the commercial world, companies don't have that luxury. You know, they are on operations 24/7. And so, it becomes really important at that stage that the leaders make time to develop their people and to nurture their talent. So, I think there are things that both can learn from each other. The final point I would say is that business find themselves in very, very volatile, uncertain, complex, and ambiguous circumstances most of the time, and certainly now, and the military is designed for that voker, uncertain world. And so, to me, it's a natural progression for the military to talk to business because they're comfortable and are designed for that voker world. Steve Rush: Yeah, Pepyn, I wonder from your expense of being chairman and CEO on a number of businesses, whether or not there's room for that preparation to take leaders out of the operation space and really immerse them into some intense training and support. Pepyn Dinandt: Well, look, the practice in most corporations is unfortunately completely different to what Richard has described. In other words, people are not really prepared systematically for leadership. And in the book, we talk about the so-called career X point, which is an interesting phenomenon we've seen with many failed leadership examples where people, you know, over time, they do learn initially, and they advance in their career. But when you get to a certain level in organizations, you suddenly believe your now CEO, head of big division, have been successful in the past that you don't need to learn anymore. When the learning line crosses the career line, which keeps going up and the learning line flattens, we talk about the career X points, and that's when people basically start making mistakes in business. Steve Rush: Yeah. Pepyn Dinandt: And that's why it's fascinating to look at the crossover because especially the British military, you know, very, very actively train their leaders to be good, not many businesses do it that way. It's more always, you know, advancement by chance, advancement by opportunities, but not those systematic. Steve Rush: Yeah, that makes those sense. So, let's dive into the book and the nine steps and maybe get some perspective from you as to how the steps within that book can help us and Pepyn we start with you. The first step in the book is that building platform, you call it establishing leadership. Tell us about that? Pepyn Dinandt: So, Steve, you know, you coach leaders, you coach people that run businesses, you know, so you're seeing a situation where there is an obvious problem with the business. Steve Rush: Right. Pepyn Dinandt: Financials are declining, for me, for us. When we define the steps, especially the first step, we said, you know, this is an environment. This is an opportunity. This is a window where you take that situation, and you call out a burning platform. And with that burning platform, you basically achieve two things. First of all, you establish yourself as the leader, that's going to take charge of this situation. You know, that's about conveying the fact that you are safe of hands, having simple messages on, you know, what's happening and what's going to happen and projecting certainty as a leader, in a sense of conveying to people. You have a plan; you're going to get this done. You're going to save the situation. So that's the establishing leadership part. The other part, and this is very often something that you see with formally successful businesses. You know, the organization, which is ultimately the people that work there are in the comfort zone. That's very often the reason why the business in trouble in the first place. And one of the things you need to really focus on is to galvanize the organization into action, into a change mode by explaining why they need to change. And that's why it's so important to do that in the very first step. If you don't get people in a mentally ready for small or big change, you're going to have trouble later on with the other steps. Steve Rush: Yeah. Complacency is a real killer in most organizations, but often people don't even realize they're in that comfort zone until others like you or I, or other people on their team pointed out to them and go, this is a problem [laugh]. So, step two, Richard, you call in the book analysis and determination of mission targets. So very much a military focus. Tell us how that translates? Ricard Westley: Yeah, so the military has a command philosophy called mission command. What we would call you know, empowerment and it really centers around telling your people what you want them to do and why, but not telling them how to do it because they should have the technical skills and they may well be considerably more able than you to actually do the, what. What this chapter is about is really making sure that you understand the intent of your boss or bosses or board or shareholders at whatever level, making sure that everything you do and all the direction that you give to your subordinates is in line with that. And what's required here is real clarity, real clarity of vision to make sure you've got it right. And then clarity of expression to make sure that everybody, you know, from other board members down to the people on the shop floor, really understand what you are about and why you are doing this, so that's what it is. And chapter two really digs into that idea of getting the big idea, right. And then conveying the message as simply as possible to your people. Steve Rush: And it's that simplicity that often gets lost in translation, because my experience tells me that the more simple people can align to a common goal, purpose, mission, vision, the more likely they're going to achieve it, the more complex it becomes, then people lose that through a bit of diffusion. Pepyn Dinandt: Yeah, you know, Richard and I, we had a discussion about step one and two in the sense of what comes first, but we like to use the following analogy. I think, you know, if you're going to be the new chef of a restaurant before you actually get told, you know, what the goal is, what the mission is, it's good. That's step one, to get to know the kitchen and the team before you do that discussion. Why step one first and then step two. Steve Rush: Yeah. It makes sense. There's been lots of debate about which comes first. And I think I concur with you that you have to, what if you just think of the chronological order, you get hired first before you decide what you're going to do exactly. And it follows that same principle, doesn't it? Pepyn Dinandt: Yeah. Steve Rush: And in step three, you talk about the evaluation of the environment. I kind like this theater of operations. Tell us about that? Pepyn Dinandt: You know, steps three is, ultimately very big step, but we like to keep it simple and practical. It's the moment when you look as a leader closely at your competition or in the military term, your enemy, as well as your, you know, your customers, your market that you are serving, or in the military term, the environment that you're operating in. And we've seen my own experience, learnings, you know, good and bad, but also from the research we did, we've seen a truly great business leaders, never underestimate their competition. Everything they do is centered around staying ahead of the competition. And, you know, I talk about the degree of skill and business acumen. So, what's important is to know your business very well from both an inside perspective and from an outside perspective, know your strengths and weaknesses and those of your competition, because very often when people develop strategies and we'll talk about that in step four, you know, they overestimate their own strengths, and they underestimate the strengths of their competition. And interesting under step three is the fact that you may find things. You may find out things about your business, about the competition, where the mission you've been set under step two becomes maybe not even only just difficult, but maybe even impossible. So, you know, we do write in the book that after step three, it may be necessary to revisit step two, depending on what you find out. Steve Rush: Is it fair to say that there will be a continual revisiting of step two as their business and their firm or their mission if you like starts to evolve? Pepyn Dinandt: No, I think if you do it properly, and there's a great Chinese general called Sun Tzu who wrote a book, The Art of War two and a half thousand years ago, you know, and in my experience, as he says, if you know the enemy and know yourself, you need not fear the result of one hundred battles, but if you know, neither of the enemy, nor yourself, you will succumb in every battle. So, in other words, if you do your homework properly and you really know your business well, and you really know your competition, well, I think you can then move on to the next steps. I think could be that instant that instant where you need to go back once to step two. Yeah, but at some point, you just need to have done your homework. Otherwise, you're in trouble as a leader. Anyway, Steve Rush: I suppose it plays to the philosophy of having no plan B. Pepyn Dinandt: Yes, exactly. Steve Rush: Yeah [laugh] like it. Yeah, so in step four, I love title of step four, who dears wins. It's a very common used phrase in the military. I think this comes from the SAS, if my memory is correct. And this is about strategy and tactics, Richard. Ricard Westley: Yeah, and step four. I mean, I guess the theme that runs through step four is that simplicity rules. The military uses the acronym kiss, keep it simple, stupid, or keep it short and simple. But that strategy for me is about getting the big ideas, right. Giving clear instructions to your people as to what you want them to do. Supervising the execution, but not getting too close. And then having a good process for lessons identified in order to inform best practice. And the chapter actually draws on some work by Michael Porter, where he talks about cost leadership, differentiation and focus in niche markets in order to ensure that, you know, you can deal with your competitors, but stay on track. And as Pepyn says, it builds on, you know, you build on your strength and you attack your competitor's weakness, which is very much in keeping with the military maneuvers approach, which is, you know, find the enemy's weak point and exploit it whilst defending you know, your center of gravity. Step four, gets into an idea about risk taking and how you manage risk, how you mitigate risk and accepting the fact that you can never rule out risk. So, it leads on to stuff that we talk about later, such as contingency planning. And it also indicates that occasionally you have to go back to your mission and say, okay, something's happened. Something's changed. Is the mission still valid in its format at the moment? And therefore, you know, am I okay to crack on, or do I need a little bit of work here so that I can get on with the other steps? Steve Rush: It's an interesting spin on risk too. Because research has provided loads of evidence over the years that those organizations and entrepreneurs and business leaders who avoid risk actually prevent growth and stifle innovation. Ricard Westley: Absolutely, absolutely right. Steve Rush: Yeah. Ricard Westley: You know, from a military perspective, I always encourage my junior commanders to take risk. You know, my mantra was, go now with a 75% solution and tweak it. Because if you wait for the hundred percent solution, somebody will get there first. Steve Rush: Yeah. And I guess that spins then into step five Pepyn in the book, which is around determining the best course of action. And I guess the question I had was, is there ever a best course of action? Pepyn Dinandt: Well, that's a good question, Steve, but if we take a step back, one of the fascinating things for me, you know, looking at the crossover between military and business is that. Step five is something which in the military, in the best practice cases of the military is always done very, very, very well, but in business, not done very often. And the reason it's the following, you know, in business, a situation is typically where the leadership and the let's say top team develop a plan and then basically give the plan to the organization to get done. But what we say in step five is that, you know, if you want to do it properly, what you do is, you sit down as the planning group with the execution group and you get, you know, you brief them on what you want to happen, and they are allowed to give their feedback. And you know, you have to take the time to get that feedback. You, you know, you really have to also be open for a reality check of your plan. And the SES here is brilliant because, you know, in their mission success cycle, which is plan, brief, execute, debrief. The brief part is so important where the guys that have planned go to the guys that are going to execute, present the plan, but get feedback from the people that will be executing the operators and then maybe even change the plan because they see that from an execution perspective, things that are not well thought through maybe even unrealistic. And this reality check, that's step five. Entails is something whereas a leader, as a CEO, you need a healthy ego, you know, to be able to deal with that. Because it means that somebody may criticize your plan. You know, one of the people that you are going to be hiring or that you're going to be entrusting with opening the French office of a company that is up to now only sat in Britain. You know, he may be telling you, well, this plan's not going to work because ABC and you have to be able to accept that criticism and go back and redo the plan. So that's why step five is critical. And it's unfortunately not seen so often in business, you know, not well done in business. Steve Rush: And I love the notion of healthy ego. Again, similarly, there's been a lot of research that, and in fact, to be fair, there's been lots of publicity and things written, ego is a bad thing, and it is if it's overplayed and it's not helpful, but having a healthy ego gives you confidence, direction and purpose. And I wondered what your spin on that would? Pepyn Dinandt: Every leader need ego. By definition, a leader has ego, but the problem that we have, and we saw this when we did the research, especially for the bad leadership cases, you know, many of these leaders are egocentric. And we see this, for example, again, in the military, the special air services I think is very, is a great example here. You know, you can have great leaders that haven't healthy ego that are, let's say, aware of their own limitations, are open to criticism. And basically, as you, in that podcast mentioned, you know, they don't have a centric ego, but rather a healthy ego. And I believe that that you know, good business managers, good business leaders, not necessarily founders entrepreneurs like Jeff Bezos, but the people that are entrusted to lead these businesses in the second-generation. Key is for them to have a good, healthy ego, because it's so important to creating a learning organization. Steve Rush: Yeah. Pepyn Dinandt: And that stops you from, at some point in the future, getting into a problem where you need to do transformation. Steve Rush: And that also will help you find other people around you who bring additional strengths and characteristics, which is leading into step six, which is about building and managing that excellent leadership team. Richard, this is essential in the military as well as in the corporate world, isn't it? Ricard Westley: Yeah, it is. And you know, this, whole idea of pulling together and then maintaining a high-performance team is absolutely crucial to mission success, as is, you know, spotting and nurturing potential. And we've already mentioned you know, committing time and resource to developing your people to make sure that team that you've selected is then maintained and developing your team to make sure, you know, they've got clear aligned, you know objectives and values. Those teams need to be encouraged to communicate frequently and effectively, they need to be collaborative, you know, that sort of collaboration breaks down the silos that can often slow up business. And that team needs to build trust through relationships, but it also needs to be able to learn and adapt. And we get onto that in step nine, but it is, it's about making sure that you get the right people and that you don't default to just people, you know, but actually getting the right people and the right job, and then giving them the responsibility Steve Rush: And step seven plays into that lovely, doesn't it? As part of that whole organizational structure in order to get the right people in the right place to get the best results. Pepyn, what's your experience of making sure that in that space you've got the right people? Pepyn Dinandt: Yeah. Look, I think, in my own experience, very often you come into a company that is in trouble and you have to very quickly, you know, go through your steps and act. So, one of the key questions is to look at the culture of the organization and to try to understand, because often, as I said before, these companies have been successful. So for example, find a customer centric culture in this company, or is a very technical culture. It's important to understand, you know, what you're dealing with because ultimately, as I said before, the organization is, another way of saying, you know, five thousand people, ten thousand people, you know, whatever the size of the company is, you need to get them to do something different. So, is it a dynamic organization or is it a company that is clearly in the comfort zone? You need to understand this because then you have to organize yourself to take that plan and make sure you develop the structure that has maximizing the business impact from what you're trying to achieve. My own experience, Steve is that in general, smaller units are much more effective than large units. But the thing that ultimately guides, you know, the structure that you're going to be implementing is, what you are facing in the market. In other words, are you competing against smaller competitors who are organized in smaller entities? Is it a local market? So, you know, once you have all this information, you can then develop and define the structure that you believe. Steve Rush: Yeah. Pepyn Dinandt: Is going to be most effective. But what you need to do is, change it, only for the sake of getting it out of its comfort zone. So typically, I find larger structures, more functional organizations, and typically I define them smaller. And I like to call these business units that have, you know, delegated responsibility, or as Richard said before, you know, where the people leading these smaller entities take responsibility and have freedom. Steve Rush: Yeah. Pepyn Dinandt: And degree of decision making. Steve Rush: That makes load of sense. So, step eight, Richard, there's two words in there that have really interesting connotations. Campaign delivery. So, for me, when I read that, the first thing I thought of is, oh, this is wrapped up in a campaign strategy at IE. There's a start and end. There's lots of moving parts all in the right places. And of course, the one thing that's essential in every business is you have to deliver, what does it speak to? Ricard Westley: Yeah. So, you've got your plan and you're probably feeling quite proud of your plan. But how can you stress test it? And how's it going to survive contact with a competitive arena. And that's absolutely based on the military assertion that, you know, no plan survives contact with the enemy because your competitors or your opponents on a sports field for that matter, they have a vote. And have you contingency planned against their likely responses you know, what is the market going to do when you introduce some new product or service in there, which disrupts, what is their default setting going to be? And how do you plan against that? And this whole idea of contingency planning is that, of course you can't plan against every possible contingency. And I always in the military planned against the worst case and the most likely case, because if you've got a contingency plan for those two, anything else happens in between, you can sort of tweak it, but it is about war gaming and red teaming. And this is not confined to the military or to business. One of the examples we cite in step eight was the way that the British Olympic Committee approached their metal chances and the matrix that was created by the likes of John Steele and Peter Keen in the committee that they would go and pour over, you know, twice a week to make sure that actually they weren't missing something. And if they need a contingency plan against, you know, an outbreak of, you know, foot and mouth in the country just before, what were they going to do? So, war gaming and red teaming, you know, which businesses should do, but often pay lip service to become really important. And finally, it comes down to accountability. Yeah, it's the leader's responsibility. You know, you take the credit when things go well, I'm afraid if they don't, then you've got to be held accountable. And it's all down to you at the last at the last count. Steve Rush: When you start to get people to think about plan for the end planned. The mindset will take you to what you know, or broadly what you can anticipate. But I bet that's changed in the last two years. Me included by the way, got caught out big time with how the pandemic through that perspective to us. And I wonder if in the future organizations will be more thoughtful to that because of what's happened in the last few years. Pepyn Dinandt: I think Steve, you know, step eight is, obviously, it's the execution of the plan, but it's so much more than that. And, you know, I learned for example, an interesting military term, which I believe is also very applicable to business, which is UDA. You know, this is something developed, I think during the Korean war where they saw that the inferior U.S. jets were winning against superior Russian jets flown by the North Koreans. And somebody figured out that the reason was because the pilots flying those American jets were much more in tune in what was going on in the world, let's say, applying a concept that was later called UDA, which is observe, orientate, decide and act. In other words, they were, you know, able to adjust to what was going on in the field. So as Mr. Von Moltke a famous I think Prussian General once said, you know, no plan survives first contact with the enemy. And that's why we also emphasize in step eight that a leader needs to be close to the action. Needs to see what's going on in the field with his plan so that he can adjust real time. You know, as Richard just said, have a contingency plan, but make sure the leader is leading that change of plan together with this team. Steve Rush: Which is why step nine is also then so important, which is that final after-action review. Pepyn Dinandt: Yeah, and the after-action review is something for me personally, that was completely new. I learned this from Richard, you know, Richard can maybe add to this because he was very instrumental in bringing that to the British military, but this is a very interesting concept. And this is by the way for the SAS, their last step in their four-step model. So, you know, when you have finished your transformation program, be it, you know, a cost take out exercise or a relaunch of a growth initiative. You know, you sit down with everybody which includes the boss, but also the people that have been, you know, executing parts of the plan and you have an open and frank and honest discussion as to what went right, what was good, but also what did not go right? And what can we learn for the next time? So, it's seldom a business leader. I have to say that is, you know, able to sit there in the room and take constructive feedback, open bracket, maybe sometimes criticism, you know, of their plan and then take that and think about it and, you know, change things for the next time. But as I said before, this is something which is so important to do, right. Because you create with it, the ultimate learning organization. And I, myself, you know, as I said, this has been a great, interesting learning for me personally. I have seen it in very successful organizations where this is practiced. Maybe not so systematically as we describe it here in step nine, but it's definitely something I would recommend for all companies to do because it's so powerful. Steve Rush: Yeah, and it stops repeating mistakes in the past and focuses you on building on the strengths that you've achieved as well. Pepyn Dinandt: But also, you know, just a signal from leadership to do this, to you know, sit there and take criticism. I think it's so powerful for the organization because it just sends a signal. You know that there is a culture of openness where if it's constructive, if it objective, you know, people can step up and say, look boss, I don't think this is the right way. I think we need to do it differently because 1, 2, 3. Steve Rush: It's a really pragmatic nine steps. I'm really delighted that we were able to dive into them and get into them and we'll allow our listeners an opportunity to find out how they can get a copy and dive to learn a bit more about your work later on. But first I'm going to turn the tables a little bit. And this is part of the show where our listeners have become accustomed to where we get to hack into your leadership minds. So, I'm going to come in turn and quick fire, top three leadership hacks from you both. Pepyn kick us off? Pepyn Dinandt: My top three leadership hacks. One, you know, as I said before, absolutely paramount to get your first step right in a transformation situation. If you don't get that right, you're in trouble. Second, the plan is nothing. The planning is everything, you know. So, I love that saying from Benjamin Franklin, fail to prepare and prepare to fail. And three, if you want to be a really good leader, then you need to have a healthy ego because that is a key to being very impactful and leading a learning organization. Steve Rush: Yeah, absolutely. Yeah, Love it. Richard, what about your top three leadership hacks? Ricard Westley: First thing I'd say. Two leaders is a need to learn to listen and really listen. Not, listen to respond, but to really listen, to understand their people because otherwise they'll miss so much more than just the technicalities and the practicalities. They will miss stuff that involves culture and culture is important. Second one is, you know, whatever you do, issue clear instructions, let people know the intent, the why, and empower them to get on with it. And thirdly, you are there to make decisions. And as my first colour sergeant said to me, you know, at the end of the day, Mr. Westley, you have to make a decision, good decision, great. Bad decision, regrettable. No decision, unforgivable. Steve Rush: Yeah. And bad decisions lead to learning as well [Laugh] you know. Ricard Westley: Indeed. Yeah, yeah. You've got to fail to learn and thrive. Steve Rush: That's it, yeah. So, the next part of the show we call it Hack to Attack. So, this is where we ask our guests to share an event, a story or experience where something has particularly not gone well for them in their work or their life, but as a result of it, they've learned. And it's now a force of good in what they do. What would be your Hack to Attack Pepyn? Pepyn Dinandt: Yeah, look. First was when I was a, you know, first time CEO I had come from McKinsey, and I thought as many McKinsey do, that I could walk on water and do it all alone. But I was lucky because through fortunate circumstances, I very quickly learned that it's individuals that may play the game, but teams that beat the odds. And that's been one of my mantras ever since. And the other one is that later on in life, I learned the hard way that not every mission is accomplishable, yeah. So as a leader, you need to be brave enough to stand up to your board, sponsor, owner, and explain that this mission that you have been set is impossible and will not work as envisaged, you know, and not many leaders are brave enough to do that. Steve Rush: That's very important lessons learned there, and I can particularly resonate with the last, because there comes with a fear of particularly if you're leading somebody else's strategy, letting them know that they've also screwed up in the process. Pepyn Dinandt: Yep. Steve Rush: Yeah. Richard, how about you? Ricard Westley: Yeah, I'd harp back to a peacekeeping mission in Bosnia that very nearly failed. I mean, very nearly failed. It nearly brought down the UN and the British Prime Minister, John Major offered his position up to the cabinet because of what had happened to us. And we managed to model through and the town that we were defending did not fall unlike Srebrenica just up the valley and sadly but I would say what I learned from that is, you know, the depth of mine and other people's resilience and how you have to keep working at that and keep topping up their resilience banks when times are tight. I learn to never give up, to keep thinking, keep moving, and again, keep contingency planning at every level, Steve Rush: Really powerful lessons, particularly in times of crisis like that as well. You can rely on those foundations to help you through, can't you? Ricard Westley: Indeed. Steve Rush: So, the last part of the show is you get to do a bit of time travel and all the years of wisdom you've been able to attain in your more mature days, you get a chance to bump into yourselves at 21 and give yourselves some advice. What would Pepyn advice to Pepyn at 21 be? Pepyn Dinandt: Well, by the way, I wrote the book or we wrote the book or the idea for the book came about of providing my younger self, something useful and practical to work with. But to answer your question directly, I think for me, knowledge and experience, you know, the realization that these are greatest weapons in times of trouble that, you know, the good and experienced people that have trained it and done it a hundred times before. They are so valuable to you as a young person. And as a young man, I would advise myself to adopt the scout mindset. So be curious, be open, be grounded and learn. So, to listen and learn from those more experience around you, because typically, you know, young you, does not know at all, even if you think you do. Steve Rush: And the scout and soldier mindset are those kinds of different perspectives. And we can use a metaphor of almost a kind a growth and curious mindset versus a fixed and closed mindset, right? Pepyn Dinandt: Yes, exactly. Steve Rush: Yeah. Richard, 21. I guess you were heading off at Sandhurst, weren't you? Ricard Westley: I was pretty much passing out at Sandhurst at 21. Steve Rush: Oh, yeah [Laugh] Ricard Westley: What I would say to myself there is, the one thing I really learned is the most, for a military commander, but also in business, I guess that one of the most important information requirements you have is time. How much time have I got and when do I have to achieve this by? And so, I would say to young RJ Westley at 21 or 19, get better at time management. Because I don't think I was terribly good at it. And of course, I was fueled with the mindset of most young infantry officers that wanted to go and earn their spurs, go and prove themselves and yeah, and go into violent situations and win. And I guess what I would say to that young person is be careful what you wish for. Steve Rush: Yeah, very good advice, indeed. So, I've had a ball talking, I could spend the rest of the day diving into these subjects because as you probably already know, I'm a bit of a leadership geek and you have an enormous amount of lessons that we can learn from. So firstly, thank you for sharing them so far, but if our listeners did want to get a copy of the book, learn a bit more about the work that you both do now. Where's the best place for us to send them? Pepyn Dinandt: Well [laugh], there is a website, www.businessleadershipunderfire.com where they can learn more about the book. And then there is a link on the website to go directly to Amazon where they can then order it. I think that would be the recommendation for your listeners. Pepyn Dinandt: Perfect. And we'll include that link along with any social media links that you have in our show notes. So as soon as people listen to this, they can dive straight in and find a bit more about what you do. It just goes without saying, to say, thank you ever so much for coming on our show, joining our community here on The Leadership Hacker Podcast. Pepyn, Richard, thanks very much. Pepyn Dinandt: Steve. Thank you very much. Ricard Westley: Absolute pleasure. Thanks.   Closing Steve Rush: I want to sign off by saying thank you to you for joining us on the show too. We recognize without you, there is no show. So please continue to share, subscribe, and like, and continue to get in touch with us with the great new stories that we share every week. And so that we can continue to bring you great stories. Please make sure you give us a five-star review where you can and share this podcast with your friends, your teams, and communities. You want to find us on social media. You can find us on Facebook and Twitter @leadershiphacker, Leadership Hacker on YouTube and on Instagram, the_leadership_hacker and if that wasn't enough, you can also find us on our website leadership-hacker.com. Tune into next episode to find out what great hacks and stories are coming your way. That's me signing off. I'm Steve rush, and I've been your Leadership Hacker.  

We are having another tour check-in, lets's welcome on the bus, Hannah Filbey. Hannah is a production coordinator currently on the road with Greta Van Fleet and was kind enough, after a 20-hour travel day, to chat with us. Thank you so much for taking the time to not sleep and helping us learn more about your job Hannah. In this episode of the Don't Shit On The Bus podcast we will learn: • The difficulties of being a woman on the road • How Hannah went from local catering to touring internationally with Greta Van Fleet • What it's like being on a headlining tour and a supporting act tour • Which local jobs you can do get to gain the skills to be a production coordinator (00:00) Intro (01:58) Patreon (02:27) Hannah gets on the bus (02:34) How Adam met Hannah (04:36) Events that Hannah has planned on tours (07:30) Hannah touring with Gretta Van Fleet (10:20) How Hannah went from Korn to Gretta Van Fleet (15:28) South America tour (16:15) Difference between a headliner tour and a supporting tour (18:02) Knowing what needs to be done for a tour (23:27) What Hannah to prep to do for the South American tour (31:17) Catering stories (33:07) What you need to do to become a production coordinator (38:52) What a support band can and can't do on a tour (45:29) Being a woman on tour (54:08) What makes Hannah accept or decline a tour (01:01:42) Wrap up notes (01:04:07) Shower Shoes --- Hannah Filbey - Guest ► Instagram: https://www.instagram.com/hanclairabelle ► Facebook: https://www.facebook.com/hanclairabelle --- Don't Shit On The Bus Podcast ► Website: http://www.dontshitonthebus.com ► Spotify: http://bit.ly/DSotBspotify ► Apple Podcasts: http://bit.ly/DSotBapple ► TikTok: https://tiktok.com/@dontshitonthebus ► Twitter: https://twitter.com/DSotBpodcast ► Instagram: https://instagram.com/DSotBpodcast ► Facebook: https://facebook.com/DSotBpodcast ► Patreon: https://patreon.com/DSotB --- Adam Elmakias - Host ► Twitter: https://twitter.com/elmakias ► Instagram: https://www.instagram.com/elmakias ► Website: https://www.adamelmakias.com --- Edited & Produced by Connor Gaskey

Bill Drost continued preaching the gospel to the people hungry to hear the Word of God in Colombia, South America. And Bill shared with them the same message Peter shared in the Book of Acts. Pick up your Bible or phone and turn to Mark 2 to hear the story.For those who use Word Aflame Curriculum, the Bible passage focused on in this episode comes from God's Word for Life, Spring 2022, entitled, "The Call to Repentance" (May 15, 2022). This episode is produced by the Pentecostal Publishing House and is hosted by LJ Harry. Visit us at www.pentecostalpublishing.comHere is the link to the podcast episode referenced in this episodeApostolic Life in the 21st Century: What Does the Bible Say About Transgenderism?To order resources of the full color, newly redesigned God's Word for Life curriculum, visit PentecostalPublishing.comApostolicDiscipleship.com

Last night's Blood Moon eclipse was spectacular says the Morning Show with Nikki Medoro, as North and South America had the best view. Bay to Breakers run returns to San Francisco for the first time in two years to the delight of thousands of athletes and partiers. Also, ABC News Correspondent Aaron Katersky brings the latest on the tragic weekend shooting in Buffalo. See omnystudio.com/listener for privacy information.

Last night's Blood Moon eclipse was spectacular says the Morning Show with Nikki Medoro, as North and South America had the best view. Bay to Breakers run returns to San Francisco for the first time in two years to the delight of thousands of athletes and partiers. Also, ABC News Correspondent Aaron Katersky brings the latest on the tragic weekend shooting in Buffalo. See omnystudio.com/listener for privacy information.

Hear healthcare missionaries share their journeys. In the first hour hear a panel of two docs and two nurses answer your questions as well as: How do I find God’s guidance in the journey? Why and how do I connect with a mentor or agency or team or training? What about student loans, raising financial support? What if my spouse or family are not supportive of me doing missions? The second hour will be small discussion group with a missionary coach and others like you in your current stage: Exploring whether or not to consider full-time missions Heading towards full-time missions Single or married Here are some comments from a previous GMHC: “My group leader was great and answered a lot of the questions that I had.” “My leader did a great job being open and honest about her experiences.”