Podcasts about standards

If you're planning to take the Civil PE Structural Exam in 2027, then this episode is a must-listen for you to stay on top of all the exam changes you'll be dealing with on exam day.

There are more than 40 sustainability standards in the wine industry. So how do you know what a certification actually means? Through SWR's Standards Benchmarking work, we're conducting an annual global review of these schemes. In this From the Roundtable episode I'm joined by SWR's Dr Peter Stanbury to discuss our progress to date on benchmarking and how we're turning it into a practical tool for members.  

In compliance with the Trump administration Executive Orders 14300 and 14154,the U.S. Nuclear Regulatory Commission (NRC) is proposing to scrap long-standingradiation exposure standards for the general public and nuclear workers. The proposedrulemaking is called “Reforming and Modernizing the NRC's Radiation ProtectionFramework,” which will result in more radiation exposures, not less. With cuts tomedical assistance for so many in the U.S., the proposed changes will be even moreharmful. And people will die as a result.

Wie abhängig ist Europas Wirtschaft von China und den USA – und wie können wir uns daraus lösen? Wir sprechen mit Henning Vöpel vom Centrum für Europäische Politik über Europas wirtschaftlichen Handlungsspielraum. Außerdem geht es um die Frage, ob SMA Solar vom US-Importverbot für chinesische Wechselrichter profitieren kann. E-Auto-Pionier Roland Schüren erklärt, was die staatliche Förderung für den Hochlauf der Elektromobilität bringt. Börsenreporter Frank Meyer ordnet ein, warum Venezuela nicht an seine Goldreserven in London kommt. Und zum Schluss schauen wir auf die Millionengehälter der DAX-Chefs – und darauf, ob hohe Vergütung und starke Börsenperformance wirklich zusammenpassen. Hinweis: In diesem Podcast verwandeln moderne KI-Systeme journalistische Inhalte, die auf unseren ntv Plattformen publiziert wurden in ein neues Hörformat. Text und Stimme der Sprecherin wurden mithilfe Künstlicher Intelligenz erzeugt. Vor der Veröffentlichung werden alle Folgen nach strengen journalistischen Standards geprüft. Viel Spaß beim Zuhören! Dieser Podcast wird vermarktet von Julep Media: sales@julep.de Wir verarbeiten im Zusammenhang mit dem Angebot unserer Podcasts Daten. Wenn Sie der automatischen Übermittlung der Daten widersprechen wollen, melden Sie sich hier: datenschutz@julep.de

Thomas Nagy and Paul Meenan are joined by fire safety expert Dan Jackson to debate whether the way standards are applied on construction projects can sometimes create unnecessary costs, delays and setbacks.They're also joined by Dan Rossiter, Head of Standards, Built Environment at the British Standards Institution, to get BSI's perspective on how standards are developed, how much they listen to the industry, when contractors can deviate from them, and how standards need to evolve alongside new technology.Are British Standards keeping construction safe — or sometimes holding it back?

https://teachhoops.com/ What makes a team memorable long after the final buzzer? In this episode, Coach Collins takes a deep dive into one of the most important leadership questions in coaching: is winning enough, or does a truly lasting program have to mean more than the scoreboard? This episode explores the idea that the teams people remember most are not always the teams that won the championship. Often, they are the teams that made people feel something. They played with joy, grit, togetherness, resilience, and identity. They reflected the values of their school, their town, and their community in a way that gave people something to connect with beyond the result. Coach Collins breaks down why so many coaches are trained to measure success only through wins, losses, trophies, and headlines, but why that view is incomplete. Winning matters. Standards matter. Competing matters. But if a team wins and never truly connects with the people around it, the memory fades much faster. The programs that last are the ones that represent something bigger than themselves and give people a reason to feel proud to claim them. This episode also gives practical leadership takeaways for building that kind of team. Coach Collins talks about the importance of knowing what your community values, building an identity beyond X's and O's, letting the human side of your team be seen, leading the way in community presence, and making success feel shared instead of isolated. These are not branding tricks. They are culture decisions that shape how a team is experienced, remembered, and talked about. If you are a coach thinking about program identity, culture, leadership, and legacy, this episode is for you. It is a reminder that there is a higher ceiling than winning. The teams that stay alive in people's memories are the ones that leave a feeling behind. They make their community proud. They represent something real. And that kind of resonance lasts longer than any single season record ever will. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Guests from Great West and Flood & Peterson join JFW leaders to discuss safety culture, driver training, hiring risks, and real incidents—from ticketed speed zones and dumping rules to rock-trailer tips. The episode mixes light moments and dad jokes with hard lessons on standards, reporting claims, and ways to avoid crashes.   That DOT Cop YouTube Channel - https://www.youtube.com/@thatDOTcop

In Russland wurde die Partei Jabloko von den Parlamentswahlen ausgeschlossen. Das wird zu Recht scharf kritisiert hierzulande. Der Vorgang lenkt den Blick aber auch auf die doppelten Standards bezüglich des Umgangs mit Oppositionsparteien in anderen Ländern: Als in der Ukraine elf Parteien verboten wurden, als die Wahl in Rumänien „annulliert“ wurde oder als ein AfD-VerbotWeiterlesen

There are tons of things leaders should be doing. The sheer volume of advice can become a mental blizzard—a complete leadership whiteout. That is why it helps to isolate a few essential leadership practices and remind ourselves why they matter. These are not complicated theories. They are practical leadership disciplines that determine whether teams produce results, understand expectations, cooperate effectively and continue moving in the right direction. Here are eleven leadership basics worth revisiting. What should leaders focus on first? Leaders should focus chiefly on the results to be achieved rather than simply on the activities being performed. Everything happening in the organisation should move the team towards a desired outcome. That sounds obvious. However, analyse your diary and look closely at where your time is going. You may be shocked by how few appointments, meetings and activities are directly propelling important results. Busy work is seductive because it creates the sensation of progress. Emails are answered, meetings are attended and reports are produced. Yet activity is not the same as achievement. Leaders also need to plan and organise effectively around the desired result. They must coordinate everyone involved so that individual contributions combine into meaningful organisational progress. Markets change, customer expectations move and circumstances can run over the top of even a good plan. Leaders must therefore keep asking whether the current plan is still relevant, whether the organisation is properly structured and whether the balance between individual responsibility and teamwork is right. Do now: Review your calendar and identify which activities directly contribute to your organisation's most important results. Reduce, delegate or eliminate the rest. How should leaders turn major objectives into action? Major objectives should be divided into bite-sized pieces, communicated clearly and supported by deadlines, measurements and individual accountability. Large organisational goals can sound inspiring but remain useless if people do not understand what they personally need to do. Leaders must translate strategic objectives into specific actions, time targets and measurable outcomes. Every important objective needs an accountability system. Without measurement, deviation from the plan can remain invisible until it is too late to make an easy correction. The post-pandemic workplace has made this more difficult. For many organisations, the orderly pursuit of targets was replaced by constant disruption, emergency responses and scrambling to survive. Even after the immediate crisis passed, hybrid work, shifting customer behaviour and economic uncertainty continued to complicate performance management. Textbook answers are not always enough. Leaders must combine data, judgement and practical experience to decide which performance standards remain realistic. Do now: Take one major organisational objective and break it into milestones, owners, deadlines and measurable indicators of progress. How can leaders establish effective performance standards? Leaders must make expectations explicit so that people know what successful performance looks like, why it matters and how it will be measured. Vague expectations create frustration. Employees believe they are doing well, while managers quietly feel disappointed. Effective performance standards remove this ambiguity. Standards should guide people towards profitable and productive action. They should be demanding enough to encourage growth but realistic enough to maintain credibility. Leaders must also build a results-oriented attitude throughout the organisation. This means helping people develop self-reliance, confidence and ownership of their goals. Remote and hybrid work have shifted visibility. Leaders can no longer judge contribution by who arrives early, stays late or appears busy in the office. Performance is increasingly represented by customer outcomes, project completion, financial measures and numbers on a spreadsheet. Some people thrive with autonomy. Others struggle without direct supervision, informal contact and frequent teamwork. Leaders must recognise these differences rather than assuming one working style suits everyone. Do now: Ask each team member to explain what is expected of them and how success is measured. Any inconsistent answers reveal a communication gap. Can leaders really motivate their people? Leaders cannot directly inject motivation into another person. They can, however, create an environment in which people are more likely to become self-motivated. Try yelling, "Be motivated, be motivated, be motivated," at your team and see how far that gets you. Leaders can motivate themselves, but they cannot control the internal drive of another person. Their real task is to understand what helps each individual perform at their best. That may include recognition, autonomy, meaningful work, career growth, financial reward, mastery, belonging or the opportunity to contribute to something important. The correct combination varies from person to person. This is where leadership becomes difficult. There is no universal motivational switch. The leader has to understand people individually and deliver the right environment one person at a time. Leaders should also encourage creativity. Creativity can be learned, but many leaders have never studied how creative thinking works. If leaders do not know how to generate ideas, challenge assumptions or explore alternatives, they will struggle to develop those abilities in others. Do now: Ask each team member what conditions help them do their best work. Do not assume their answer will be the same as yours. How should leaders track progress and coordinate people? Leaders must track progress consistently and coordinate everyone whose contribution affects the final result, both inside and outside the organisation. Tracking progress sounds easy. The reality is that leaders are often lost in the weeds, pulled hither and thither and overwhelmed by constant urgencies. Following up on planned results gets postponed because something more immediate demands attention. Yet when leaders stop tracking, deadlines slip, responsibilities blur and small problems grow into expensive ones. Coordination has also become more demanding in remote and hybrid workplaces. When everyone was in the office, people could exchange information informally, notice emerging problems and resolve misunderstandings quickly. When employees, clients, suppliers and partners are separated, leaders must expend more time and energy ensuring that the right people know what they need to know. They must also confirm that tasks are being completed when they need to be completed. Communication cannot be left to chance. Coordination requires deliberate updates, clear decision rights and reliable follow-through. Do now: Establish a simple review rhythm showing each priority, its owner, its current status, the next action and any obstacle requiring leadership intervention. Why must leaders keep communicating purpose and teamwork? Leaders must repeatedly connect everyday work to the organisation's continuing purpose and demonstrate through their decisions that teamwork is genuinely expected. Leaders often pontificate from on high about purpose and imagine everyone is on board. They assume the message was received, understood and accepted. It is always a shock to discover that not everyone got the message—or that they interpreted it differently. Purpose must therefore be communicated repeatedly. Leaders must explain what the organisation is trying to achieve, why it matters and how each person's work contributes. They must also check for understanding rather than assuming agreement. Leadership credibility is tested most severely when a high performer refuses to act as a team player. Are you prepared to confront—or even fire—a top performer who persistently undermines teamwork? This is where the rubber meets the road. If leaders praise collaboration but tolerate the corporate outlaw who does whatever they want, everyone learns how the organisation really operates. Behaviour that is tolerated becomes part of the culture. Do now: Identify one behaviour that contradicts your stated values. Address it directly before it becomes the organisation's unofficial standard. What is the most important leadership starting point? The most important starting point is self-awareness. Very few leaders can give themselves a perfect score across all eleven areas: Focusing on results Planning and organising effectively Breaking objectives into manageable actions Establishing clear performance standards Building a results-oriented culture Creating conditions for self-motivation Developing creativity Tracking progress Coordinating people and resources Communicating organisational purpose Demonstrating leadership and teamwork I certainly cannot give myself a perfect score. Reviewing this list is a painful reminder of my own failings and imperfections. That is the point. Busy work can mask what is vital. Leaders become tied up in meetings, messages, minor decisions and operational stuff. Eventually, they lose sight of the leadership responsibilities that matter most. Let's get back to basics. We are not divine. We still have work to do on ourselves. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie One Carnegie Award in 2018 and 2021 and received the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver leadership, communication, sales and presentation programmes globally, including Leadership Training for Results. He has written several books, including the bestsellers Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery, as well as Japan Leadership Mastery and How to Stop Wasting Money on Training. His books have also been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg publishes regular business insights on LinkedIn, Facebook and X and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews for executives and professionals seeking practical strategies for succeeding in Japan.

This week on the Quality Hub, it's Part 2 of our conversation on building a security-first culture. Host Xavier Francis is joined by Tracy Bear, Manager of Audit Services at Core Business Solutions, to explore how organizations can keep ISO 27001 active and meaningful long after certification. They discuss measuring employee behavior instead of simply tracking compliance, creating a blame-free environment that encourages fast reporting, supporting hybrid and remote employees with practical safeguards and more. The episode also highlights the importance of ongoing training, celebrating security wins, and treating ISO 27001 as a living management system that helps employees work confidently, efficiently, and securely.   Helpful Resources: ISO 27001:  https://www.thecoresolution.com/iso-27001 Who Needs ISO 27001?:  https://www.thecoresolution.com/who-needs-iso-27001-certification The Benefits of ISO 27001:  https://www.thecoresolution.com/the-benefits-of-implementing-iso-27001 For All Things ISO 9001:2015: https://www.thecoresolution.com/iso-9001-2015 Contact us at 866.354.0300 or email us at info@thecoresolution.com ISO 9001 Standards: https://www.thecoresolution.com/iso-90012015-standard-1 Articles: https://www.thecoresolution.com/free-learning-resources ISO 9001 Consulting: https://www.thecoresolution.com/iso-consulting  

This week on P&L, I'm joined by Jason Mills, a former Marine and founder of ElectraTex. After working in his family's highly successful, third-generation union electrical business in upstate New York, Jason decided to forge his own path. He packed up, moved to Mansfield, Texas, and started his own company from scratch. In this episode, Jason shares the stark differences in building codes and quality standards between New York and Texas, how he navigated the sudden loss of federal EV tax credits, and the discipline it takes to build a reputation in a brand-new market. We also dive into the future of the electrical trade, including the rise of bi-directional EV charging, battery backup systems like the Tesla Powerwall, and how AI and instant-pricing models are changing the home service industry. Tune in this week on P&L to learn why taking pride in your work and refusing to compete on price alone is the ultimate competitive advantage. Learn more at https://www.electratex.com/. "I still feel like there's people out there that want quality work and get what you pay for, not price per square foot, so let's put it out there." - Jason Mills This week on Priorities & Lifestyle: Military Discipline in Business The Texas vs. New York Standard Surviving Market Shocks The Future of Home Power Instant Pricing & AI Building Your Own Legacy Our Favorite Quotes: "As long as you can show up every single day, whether you want to be there or not, it doesn't matter. You're there. And that's always been my key to everything I've done in life." - Jason Mills "At the end of the day, it's you versus you... nobody's going to tell me I didn't try or I didn't give everything I got for it." - Jason Mills "I don't care if you're the smartest guy in the room... as long as you're willing to show up and give me everything you got, I'll show up every day and give you guys everything I got." - Jason Mills   About Rob Schulz and P&L Priorities & LIfestyle Podcast   The P&L: Priorities & Lifestyle Podcast is a show for business owners. In each episode, host and financial planner Rob Schulz sits down with business owners and the professionals that serve them to talk about business building, life, money — and the all-important transition out of the business, which inevitably happens to everyone who has ever founded a company.    Email Rob at rob.schulz@schulzwealth.com with questions and comments, or to schedule a one-on-one conversation.    Follow Rob on LinkedIn Follow Schulz Wealth on LinkedIn Follow Schulz Wealth on Facebook   Order Rob's book, Thoughts on Things Financial, on Amazon | Barnes & Noble | Kobo | iBooks | Kindle   Subscribe to the podcast here: Apple Podcast  Spotify Audible  And, if you enjoy the show, please leave a review to help others discover the podcast. *You're listening to P&L: Priorities & Lifestyle with your host Rob Schulz. Rob is the Founder and President of Schulz Wealth. All opinions expressed by Rob and his guests are solely their own opinions and do not reflect the opinions of Schulz Wealth. This podcast is for informational purposes only and should not be relied upon for investment decisions. Please refer to our website for more information: schulzwealth.com.

Der Iran-Krieg kommt in Deutschland an - an der Zapfsäule, bei der Inflation und sogar in den Bilanzen der Reisebranche. Gleichzeitig sorgt eine neue EU-Verpackungsverordnung für heftige Kritik aus dem Handel, während der Staat mit der Frühstart-Rente Kinder an den Kapitalmarkt bringen will. Wie teuer kann Öl noch werden, wer bezahlt am Ende die neue Verpackungsbürokratie und was bringen zehn Euro Altersvorsorge im Monat? Hinweis: In diesem Podcast verwandeln moderne KI-Systeme journalistische Inhalte, die auf unseren ntv Plattformen publiziert wurden in ein neues Hörformat. Text und Stimme der Sprecherin wurden mithilfe Künstlicher Intelligenz erzeugt. Vor der Veröffentlichung werden alle Folgen nach strengen journalistischen Standards geprüft. Viel Spaß beim Zuhören! Dieser Podcast wird vermarktet von Julep Media: sales@julep.de Wir verarbeiten im Zusammenhang mit dem Angebot unserer Podcasts Daten. Wenn Sie der automatischen Übermittlung der Daten widersprechen wollen, melden Sie sich hier: datenschutz@julep.de

Schreiben Sie mir!Nichts wird so sehr politisch benutzt, wie Angst und Wut von Menschen. Beim Kampf gegen die Windkraft ist den professionell organisierten Widerstandskämpfern jedes Mittel Recht, die Sorge der Menschen zu verstärken und zu verwenden, politisches Kapital darauf zu schlagen. Und nichts eignet sich dabei besser, als der Infraschall. Nicht hörbar. Nicht sichtbar. Man kann ihn nicht schmecken. Man muss glauben, was einem gesagt wird. Und das tun die Menschen dann auch. Glauben. Doch "Wissen" wäre besser. Und auch möglich. Denn die Wissenschaft hat in 100 Publikationen, die wissenschaftlichen Standards entsprechen nachgewiesen, dass Infraschall der Windkraftanlagen nicht gesundheitsschädlich ist. Beispiele zeigen, dass Propanden, die sich über Windkraftbelästigung beschwerten, im direkten Versuch keine Reaktionen auf Infraschall zeigten. Und: Beim Thema 100 im Auto erleben wir den 316fachen Schalldruck von dem, was eine WKA in 750 Metern Entfernung generiert. Eine einzige mehrstündige Autofahrt ist gleichzusetzen mit dem jahrzehntelangen Wohnen bei einem Windpark. Fahren diese Menschen deshalb jetzt kein Auto mehr? Nein. Das zeigt, dass es längst nicht mehr um die Sache geht. Jedenfalls nicht um die, die man vorschiebt. Hört selbst, oder lest wie immer begleitend im Blog unter https://dorf.energy/blog  Support the show

Episode #486Jamie, Melly and Stephen are back to discuss another eventful week at Celtic, with Kasper Høgh stealing the headlines after a brilliant hat-trick.This week we cover:- Høgh's sensational start and how he's already changing Celtic's attack- Haissem Hassan closing in on a move to Celtic- The futures of Arne Engels and Alistair Johnston- Shaun Maloney's impressive communication with supporters- A little enjoyment at Rangers' difficult start under Derek McInnes Hosted on Acast. See acast.com/privacy for more information.

Marquett examines how modern sexual expectations, commercialization, and matriarchal standards can conflict with evolutionary biology. He connects global data, dating roles, reproductive utility, and population decline to the growing gap between survival-driven biology and satisfaction-driven culture.⸻

Struggling to get projects off to a smooth, professional start? You're not alone. In this episode of the Elite Business Advice Podcast, host Chris Moore, founder of Elite Business Advisors, breaks down exactly what a Job Start SOP should look like for your painting company — and why most contractors are losing money, trust, and crew efficiency without one.This is part one of a two-part series on Job Start and Job Closeout SOPs. Chris dives deep into the standard operating procedure every painting contractor needs to kick off projects with consistency, professionalism, and accountability.In this episode, you'll learn:·       Why a documented Job Start SOP matters — the hidden costs of inconsistent project kickoffs that most contractors never see·       The exact sequence for a professional job start — from leader arrival time and lawn sign placement to the final scope review with the homeowner·       How a final scope review builds trust — and prevents the dreaded "homeowner hovering over your shoulder" problem·       Standards and timelines that protect your business — colors confirmed 2 weeks out, work orders ready 1 week out, materials ordered 3-5 days before·       Who's accountable for executing the SOP — and why accountability always sits one level above the person doing the work·       The 3 areas Job Start SOPs impact — marketing and visibility, client experience, and project efficiency for your crewWhether you're a solo owner still running your own job starts or scaling a team of project managers and crew leaders, this episode gives you a repeatable framework to bring consistency, trust, and professionalism to every project kickoff.Next week: Chris covers the Job Closeout SOP — don't miss it.Connect with Chris Moore and Elite Business Advisors:@elitebusinessadvisors on all social platformswww.elitebusinessadvisors.com to learn more about how they help Painting Contractors all over North America!This is the Elite Business Advice Podcast — practical business strategy for painting contractors who want to run a tighter, more profitable operation.#PaintingContractor #PaintingBusiness #SOP #PaintingCompany #ContractorTips #BusinessAdvice

Great leaders don't always have the answers. But they know how to build teams that do. SUMMARY In this episode of Long Blue Leadership, Mitch Torrel '14 discusses the power of mentorship, constructive feedback, humility and creating an environment where everyone can contribute. His leadership lessons are just as relevant in the boardroom as they are on the battlefield.   MITCH TORREL'S TOP 10 LEADERSHIP TAKEAWAYS Lead Through Fear, Not Around It Even when you're anxious or scared, keep moving forward and executing the mission; courage is acting despite fear, not waiting for fear to disappear. Trust Your Preparation When you hit uncertainty, fall back on the work you've already put in — physical, mental, and technical — rather than spiraling about what's coming next. Focus on the Team to Get Out of Your Own Head Shifting your attention from your own anxiety to how you can support and elevate others makes hard environments more endurable and improves performance. Discover You Have “More in the Tank” Don't treat real missions or selections like workouts; push past your comfort ceiling and you'll find reserves of mental and physical capacity you didn't know you had. Break Big Fears into Small, Daily Gains You don't need to be the best today — just better than yesterday; attack weaknesses with small, consistent, incremental progress. Leverage Mentors and Learn Aggressively Assume you're not the first to face a challenge. Seek out people who've done it before and copy their mindset, preparation and frameworks to shorten your learning curve. Make Feedback Normal, Specific, and Frequent Build team habits where everyone gets clear strengths and weaknesses surfaced (even anonymously at first), then use trends in that feedback to drive personal change. Balance Urgency with Deliberate Planning In crises, don't rush in just because the situation is urgent. Pause to gather facts, build a simple plan and avoid making the emergency worse. Use Your Team's Brains — Don't Lead Alone As a leader, your job is to facilitate: Draw out the quiet voices, aggregate the best ideas, and delegate execution rather than trying to be the sole problem-solver. Set Clear Standards and Red Lines Early Explicitly communicate what you will and won't tolerate so you can enforce discipline fairly and consistently, protecting both people and mission over the long haul.   CHAPTERS 00:00:00 – Opening: Leading Through Fear 00:01:27 – Special Tactics Pipeline: Anxiety, Night Sweats and Uncertainty 00:03:50 – Trusting Preparation and Learning to Hate the Water Less 00:05:40 – Shared Hardship and Team Bonding in the Pipeline 00:07:27 – “More in the Tank”: Rucks, Mental Toughness and Selection 00:11:14 – Learning from Others, Mentorship and Owning Weakness 00:15:36 – Five Traits Torrel Looks for in Leaders 00:19:49 – Feedback Culture, Blind Spots and High-Performing Teams 00:25:34 – Thai Cave Rescue: First Mission and Leading Under Pressure 00:29:59 – New Leaders, Delegation and Facilitating the Team 00:36:34 – Failing, Standards and Command Red Lines 00:40:24 – Advice to Younger Self and Enjoying Each Season 00:43:25 – Transition to Business, Ongoing Service and Final Leadership Charge   ABOUT MITCH BIO Mitch Torrel, U.S. Air Force Academy Class of 2014, is a former Division I hockey player, Air Force Special Tactics officer, entrepreneur and founder of Sentry Operations. After beginning his Air Force career in pilot training, Torrel found his calling in special operations, completing the demanding Special Tactics training pipeline and serving in operational and leadership roles. While stationed in Okinawa, Japan, Torrel served as operations officer for the U.S. team supporting the 2018 rescue of 12 young soccer players and their coach from a flooded cave complex in Thailand. The experience, his first operational mission, became one of several defining chapters in a career shaped by high-stakes decision-making, teamwork, resilience and leadership under pressure.   CONNECT WITH MITCH LINKEDIN  |  SENTRY OPERATIONS   CONNECT WITH THE LONG BLUE LINE PODCAST NETWORK TEAM Ted Robertson | Producer and Editor:  ted.robertson@usafa.org Send your feedback or nominate a guest: socialmedia@usafa.org   < ----- > Ryan Hall | Director:  ryan.hall@usafa.org  Bryan Grossman | Copy Editor:  bryan.grossman@usafa.org Wyatt Hornsby | Executive Producer:  wyatt.hornsby@usafa.org     ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE AT USAFA.ORG/LONGBLUELEADERSHIP AND ON ALL MAJOR PODCAST PLATFORMS     TRANSCRIPT OUR SPEAKERS:  Guest, Mitch Torrel '14 | Host, Lt. Col. (ret.) Naviere Walkewicz '99 Lt. Col. (Ret.) Naviere Walkewicz 0:01 Sometimes leadership isn't about eliminating fear; it's about learning how to move forward, even if fear is sitting right next to you. I'm Naviere Walkowicz, Class of '99. Long Blue Leadership starts now. Today's guest is Mitch Teorrel, 2014 graduate of the Air Force Academy, former Division I hockey player, Air Force special tactics officer, also an entrepreneur near the founder of Century Operations. You know you've had a unique career. In fact, many probably know a lot of your work when it comes to an international rescue event, and we'll talk about that later on. But I think what's most exciting about this time with you, Mitch, is how you continue to lead, but you've done it through what some would call overcoming fear or maybe leading through fear. And so I think we're going to have a fantastic conversation today, and I welcome you to Long Blue Leadership. Mitch Torrel 0:53 Naviere, I appreciate you for having me out. Humbled to get the opportunity to kind of share some stories today, and so I'm looking forward to it. Thank you. Col. Naviere Walkewicz 1:01 Well, thanks for the time. We're going to jump right in with the time that you know when we had a chance to talk, Mitch. It was something that kind of surprised me, and I think others will really appreciate this. You know, when you're going through your Air Force special tactics training to kind of be in that role, you experience like night sweats and literally having to change your clothes at night. And I'm looking across to you. You're not sweating right now. You're looking pretty cool and calm. And so take me back to that experience, and let's just start there. Mitch Torrel 1:28 Yeah, pipeline is a pretty arduous process. It's two years; every day is a grind. It's difficult. You're not really sure what tomorrow holds, and they keep it that way, pretty close hold. You don't know what you got tomorrow. You just know it's going to be an early rise, and it's going to be really physically taxing. It's going to be mentally demanding, and you're not sure if. I think part of the anxiety is, do I mentally have what it takes to withstand and with withhold another day? Do I physically have what it takes to continue to drive on, and I think that unknown, the unknown on what's to come, am I going to be enough? The two years is a selection process, so you're getting assessed and selected every day, and it's a lot of anxiety to take on because you're not sure how you're going to perform. I think a lot of us have such internal pressures on ourselves to perform in and out every day that it makes it very difficult to get out of your mind and not worry about the anxiety of what's coming tomorrow. Col. Naviere Walkewicz 2:29 Well, it makes me think the closest thing that I can think of right at this moment is you know basic cadet training, which is six weeks, and you just talked about two years of uncertainty and not you know waking up early and not knowing what's next. You know, how did you kind of navigate through that? I think we all know how we navigated through BCT, but I think certainly this is much when it's something that's so enduring. I think that's a different situation. Mitch Torrel 2:51 I think a part of goes back to just trusting in your preparation. Did I do what it took to prepare? And if you did, if you didn't, there's not much you can change the night before, and so trusting in your abilities, your ability to adapt, your ability to withstand. I think I hated the water, and they always told you going through the pipeline. If you don't love the water, you're not going to make it through. And I'm a testament to I hated the water every day, dreaded it almost on a daily basis. But you know, learn to overcome and deal with that anxiety and just pressure that it brought. But every day is an opportunity to kind of build that wall up. Your ability to withstand, your ability to deal with anxiety, your ability to deal with the unknown, and I think the pipeline was a really good opportunity for me to kind of grow. I remember when we were in Mississippi, one of the earlier schools. It's three months. Every day was again very arduous. You didn't know it was coming. Are they going to put us in a pool tomorrow? Am I going to drown? You know, am I going to be able to make it through? Am I going to do a good job of leading the team? I think being able to focus on the team allowed me to not worry about myself and kind of focus on something else. And I think worrying about others allowed me to really make it through some of those arduous times, and that was very helpful to me. I remember I probably took a lot longer to grow to the point where you know you're not worried about tomorrow. I used to have to wake up at night, change my sheets, change what I was wearing, you know, and that happened every night because I would just wake up in a dead sweat and I was soaking wet, and eventually, you know, through exposure and through time, you learn to just exist and not worry about what's coming tomorrow. And it's a constant evolution. You know, that's not to say I don't get anxiety about things that are happening tomorrow today, but you start to learn to head off those thoughts early on and allow yourself to just take what comes tomorrow. Col. Naviere Walkewicz 4:57 So I'm thinking about you being in those moments, and when you said it was probably later on, I'm curious as how you know that every night you're changing your sheets, you're going through that. But I'm curious, were there others that were experiencing the same thing, or were others even helping you through navigating those thoughts that you had? Mitch Torrel 5:14 I think just being in a team environment makes things so much better. Sharing in in in the suffering, sharing in the stories, and getting to reflect on that. When I look back on the pipeline, what an amazing time and something that I think our entire team looks fondly about. We're very close still, and I think that shared hardship, that shared experience, is something that bonds you together for life. Col. Naviere Walkewicz 5:41 So that two-year journey, and obviously you graduated and became an Air Force Special Tactics Officer. You know what was, I guess, the moment that it clicked for you. You know, you said you got to that point. Do you remember that day? Do you remember what was different, or you just all of a sudden didn't sweat the same? Mitch Torrel 5:57 I think it probably lasted for me longer than a lot of people, and you know, it seems like I learned a lot of the lessons hard myself. You know, and but I think it's just something that gradually over time, you know, the way I remember it is one day it stopped, but I'm sure it was a little bit more gradual than that. Like I think over time you just learn to just, hey, tomorrow's going to be no different than it was today. Today was fine. We made it through. The team did great. You know, I performed up to my standard, or maybe if I didn't, tomorrow's another opportunity in which I can go back and get after it again. And there's plenty of times where I look back, and I think it's easy to learn and roll when you're being put in those situations each and every day. And so it was a very growth-oriented couple of years for me, and I really enjoyed it. Col. Naviere Walkewicz 6:52 I would have loved to have been working with you on the day after you didn't have to wake up and change the sheets. Whatever you had, you know, you know, you were more alert that day. You actually had better sleep. Mitch Torrel 7:01 Yeah, I think definitely had to drink a substantially less amount of water each night before going to bed. Col. Naviere Walkewicz 7:09 Oh goodness! Well, let's talk about — I think you know, there was something that you shared before about kind of uncovering in yourself that you had more in your tank than you thought, and I'm curious that that was during pipeline in those moments that were like you know forced experiences, or if you found that at other times when you kind of surprised yourself in learning that about. Mitch Torrel 7:28 I think the entire 10 years was a constant lesson of you've got more in the tank, both physically and mentally. I think when I first decided today, I was going through pilot training, and I just felt like it was more of a hobby than a job. And I got to meet guys in special operations, and was very impressed by the camaraderie, by the caliber of guys that were there. And to me, it was like a hockey team, and I missed that. I missed that group because you wanted to be a pilot first, correct? Is that what you're planning? Yeah, I think my family wanted me to be a pilot. I think they kind of pushed me that direction. I always enjoyed flight, you know. But for me, I just thought that some of my skills and abilities would better translate, and I would have a more fulfilling career, getting to be around you know that type of environment. And I think too, there's always you know, can I make it through the training? Do I have what it takes? You know, what will I learn about myself? And so that was a little bit of kind of just the unknown was alluring, you know. But I think there's just so much every day. Where I remember one of the first selection events, you do a long ruck event, and leading up to training, I was so focused on passing the initial fitness test to just start the assessment that I didn't rock, I didn't do underwater stuff. I was just focused on can I do push-ups? Can I do pull-ups? Can I do the 3-mile run? You know, and that took all my time and energy. And when I got to the ruck, it's unknown time, unknown distance, and they just tell you to go. And I remember I was like, all right, I'm going to treat this like a workout, and I'm going to run for a couple minutes, and then I'll walk for a few minutes, and I'll run for a couple minutes, and that'll help get me through. And I remember Master Sergeant came up to me, and he's like, “Why, why are you walking? And I remember being embarrassed at that moment, where it's do I not have it in the tank where I could have just been running this whole time? Do I want it enough where I can just dig a little bit deeper and showcase that? And I remember that fed me through the next two years, where it's like, do I have the mental hardness? Do I have the toughness? Have I prepared physically, you know, for these events? And so I think that was kind of a good wake-up call. Where it's not a workout, you know, what do you have left in the tank? And I think throughout two years there, went through another direction halfway through my career, and that was another opportunity to kind of dig in the dig in the tank a little bit. Did you approach that one differently? I did, and very proud of you know what I had learned throughout the years, what I was able to showcase. We did a much longer rec event, and I ran the whole thing, and was pretty proud of myself about that. Col. Naviere Walkewicz 10:22 What a fantastic example! Because I'm thinking about you know in in in our work and our profession, we do we think about how can I create something to be distinct, right? How can I do something for the long haul? But you're right. If we don't, if we aren't thinking about how can we perform at our best as part of that, you know, that that equation, then we might not even get to the long haul, right? And so I think that's really powerful that you kind of shared, you know, giving your all and realizing that there was more in there than you originally were trying to like, you know, save. Yeah. Wow, that's a really cool story. I bet there are many examples of that. It was quite. Oh my Did you see others? You know, as you had these moments where you kind of learned these things about yourself, and obviously, I think you know in hockey you probably saw this as well. But have you been able to pull others along with you in these experiences that you've had that you've seen? Maybe others are struggling the same way. Mitch Torrel 11:15 I think everybody struggles in different areas, especially in the pipeline. You're learning a lot of different skill sets. You're working on a lot of different things. Cardio is a part of it. Strength is a part of it. Determination. I mean, just — and there's so much. I think you pick up some really good traits from others. Hey, I really like what you're doing, or how you having such success, or how do you navigate this portion? I was always terrible in the water, bad swimmer, horrible underwater. I think when I went through initial selection, somebody pulled me out of the pool after we did underwaters, which is you go down, do a completely underwater, you know, swim underwater, swim underwater for the distance of the pool, and then come back up at a 45-degree angle. And I remember one of the cadre. He pulled me out of the pool, and he said, "You are terrible. Like I wanted to pass out watching you.   Col. Naviere Walkewicz 10:22 And you're like, "Thank you for that feedback.   Mitch Torrel 12:08 And so it's getting with people who are really good at it and getting advice. I think something throughout my career that I've been very blessed to have is really good mentorship. And you're typically not the first one to go through a process, find a new job, you know, and having a good network of people who, hey, how did you prepare? What set you up for success, or especially in business now, it's a completely new world for me. And having mentors who are able to help think of it this way, or there's a better way to orient your situation, or prepare yourself, and that's really important to surround yourself with people who, you know, are able to elevate you, make you rethink kind of your approach to things, and then give you tips and advice.   Col. Naviere Walkewicz 12:52 So I have to ask, do you like the water today? Mitch Torrel 12:54 I like being on the water, you know, on a boat, you know? Just hanging out. Col. Naviere Walkewicz 12:59 There's some material between you and the water, so that leads me to this question. I know that was a little comical, but I'm curious when someone, as that's you know a developing leader or wherever they're at in their leadership journey, if they really want to be part of something, but there is something that is fundamentally part of that that they just don't like or they're just not good at, what would be the advice you give them? Because you know some people might be like, I just hate that so much, I won't pursue the thing that I love because that component's in there. Mitch Torrel 13:28 I think there's kind of two factors in that. If you hate something so much that you know in your heart that it's not something that you can overcome or you want to deal with on a day-to-day basis, then then maybe that that's not worth you know getting through. But I would also argue that until you give yourself the opportunity to progress and grow and learn to get through whatever that difficulty or whatever that is that you don't like, you won't know. And I think there's a lot of ways to incrementally. You don't have to be the best swimmer today. You just have to be a little bit better than you were yesterday, and I think that was something that we and our team learned throughout the pipeline. Is hey, you don't have to be the best at everything today, but everything that you do today is just making you a little bit better for tomorrow. And so I think breaking down things into manageable and you know smaller bite-sized things that you can you can do. You know hey, when I first started swimming, I couldn't believe people swam multiple laps at a time. You know, and I was like, “All right, I'm going to swim two, you know, 50s at a time tomorrow, and then, you know, next week I'm going to build up to 100,” or, you know, and it doesn't have to all happen overnight. Col. Naviere Walkewicz 14:45 Right. For a moment, I thought two to 100 but you're talking 50s. Well, that's fantastic, and thank you for sharing that because I think what I also gleaned from that is there's some self-discovery that comes from, I really don't like something, a part of you starts to learn, “Really, did I really not like that?” Right? Maybe feared that because I'm not good at that. And so I think I really appreciated your thoughts of you haven't really given your chance to truly assess that. Mitch Torrel 15:10 And I think we build things up so much in our head. You know, I think dive school is one of those — “Oh, it's terrifying.” You know?   Col. Naviere Walkewicz 15:16 I mean, it probably is, I'm not gonna lie.   Mitch Torrel 15:19 And it really wasn't. I think we throughout training did a good job. And in preparation, again, you fall back on your preparation. Worked really hard to get there. Put in the extra And it just makes you know those hurdles that at once seem like mountains, you know, just small little hills that you have to go over. Yeah. Col. Naviere Walkewicz 15:38 Well, you mentioned some of those in your life that you realize when you're going through something, you're probably not the first person that's gone through it, and you have that network of mentors. What are some of the traits that— And I think you alluded to, there are five traits in a leader that you really kind of look to, you know, to see. What are those? Mitch Torrel 15:56 So drive, you know, and a lot of people that were surrounded with, especially at the academy, or in you know in the soft community, or in the military in general, have drive, and so that's not necessarily a unique characteristic, but it's something that you need in order to make you successful. Interpersonal effectiveness, and so how do I integrate with a team? How do I relate to others? And it can't be cookie cutter for everybody, and because team environments, people you know are different, and that's it's one of those soft and fuzzy skills that you need to work on and develop the way that you communicate, and so can I get my message across? Do people understand it? And that's both in writing, spoken. You know, be nonverbal, verbal, the way that you carry yourself, body language, super important. Problem solving. So that's something that the academy does a good job of exposing you to routinely. Can I solve this problem? How do I get my team to you know get after this complex problem? And so that's another one of those characteristics that we typically assess and select for. I think stress tolerance. You know, Pipeline does a really good job of building you up with that. The Academy, basic training, all of that is just another iteration at how am I handling things when I'm getting yelled at, when there's a timeline, when there's you know things at stake. Col. Naviere Walkewicz 17:19 So I'm curious, were those you've just over time recognized that when I see things or leaders succeeding really well or being able to accomplish things that maybe that others would think impossible, they carry those traits. Is that how you have kind of derived them down to five? Mitch Torrel 17:37 I think there's the foundation of it. Obviously, there's a lot of subfacets that go into each of those traits and characteristics and some leaders have you know all five of them in spades. Some of them are much more heavily reliant on some of their characteristics than others, but it's always a good thing to develop the traits that you're lacking. I think feedback is a really important trait and really important characteristic of well-functioning teams, and so how did I do this week? If I didn't do great, you know, like I don't need to be beaten down about it. But people typically want to be high performers, and everybody has blind spots, and so being able to call out those blind spots in a healthy and functional manner is super important because people want to be high performers. And I had the privilege of running and getting to work some of our selection events, and what we found was a really cool trend, which is we used to do weird feedback, and so guys would show up to selection, and right away the first day you'd have a bunch of tasks and events, and we'd bring everybody together and be like, all right, go down the row. Who is the two highest performing guys today? And that's really easy. People love to give praise, and then you go down the line, and you're like, all right, call out the two lowest performing guys and tell them why. And people go, I don't want to do that, and it's like, why? Like, do you not want them to get better? Do you not want them to have the opportunity? We're in Day 1 of day X, and it's not too early to turn their train around. What we saw is typically the guys who are the lowest performing early on are never the lowest performing at the end of the year, and they take that feedback, they internalize it, and they adopt and you know overturn that. And it's really fun to see that progression, but none of that happens if they don't get called out, if they don't get constructive feedback. “Hey, when we were working as a team, you were doing X and Y and Z by yourself, or you know, there's a million reasons why either an action is perceived as hey, you weren't for the team, or you didn't perform the standard.” I think people getting that feedback is what turns that train around. Col. Naviere Walkewicz 19:49 Right, it's almost probably like exactly what they needed. So I'm curious because feedback is challenging. It's hard to I think for some to give feedback. It's hard for some to receive feedback, I'm fascinated because when I think about the pace in which you have had to operate and do things, that you make time for feedback. I'm curious if you could talk about how you guys do that in a way that's received well. Mitch Torrel 20:13 I think it, again, it goes back to interpersonal effectiveness, and so you've got to know who do I have on my team? Are they somebody who's going to internalize this or not take it very well? There's a bunch of different ways in which you can get feedback and then provide it to somebody. Where we used to early on in the pipeline, as guys were learning to get feedback and you know not you know get too shaken up about it. Is we would have guys write, all right, hey, everybody on our team, we're going to do three things they do well, three things you wish they'd improve on, and then we strip out the names and we provide just a list of hey, here your three things that you're doing really well, and then here are your three weaknesses that you know everybody said we go around we talk about it, and that was a really good kind of introduction, where it's not tanked to anybody. Right. And then what's really nice is you start to see trends. So it's really easy for people to be like, “Oh, you know, Mitch doesn't like me,” or, “That's Mitch's opinion.” But when you start to see that correlation of, well, I got this five times. Is hey, my body language day to day is probably not where it needs to be, or I'm constantly putting others down, or I'm just you know not showing up on time, just small things, and I think drawing awareness to that and getting buy-in from guys to change it, and you see that transition all the time, where, all right, like, now I'm aware of it, I can fix it, I can identify it, and then you get the team to hold you accountable with it. Col. Naviere Walkewicz 21:44 Well, in the way that you just described that, I'm curious how often you think that it's, you know, relevant or should be practiced. Is it, like, in the moment? Is it something, like, that where it's weekly? But I think, what I think is really neat about that — it was never attacking, and it was never something they had to defend. It just seemed like it was just information. Like it's what you do really well. This is what you need to work on. And taking the attribution away from it, like who said it? I think just made it, you know. Mitch Torrel 22:09 And I think everybody got to understand that you're a student, you know, of life and a student of your job. You're a student of life. You're a student of you know whatever position you're in. And I had a mentor growing up and played professional sports, and there was a conversation where, hey, “How do how do you know when it's time to retire? How do you know when you're done?” And it's when I stop improving and I stop learning. And so having that mentality where, no matter how long you've been around, there's things to improve upon, there's things to learn, is really hard to have because people, you know, you get comfortable in a position. It's like I've seen it all, I've done it all, I've been there. But the people who are the best at their jobs, and especially in the military, the people who show up every day, work on their trade, work on their skills and seek to improve, and I've been blessed to be surrounded by just, I mean, some of the most decorated warriors that the Air Force has put out on the battlefield. And it was a humbling experience, but even more so humbling was the approach they took every day. As they came into work every day and got better at something. They didn't sit on their laurels and “Hey, I did this two years ago, and now I can kind of walk through the rest of my career.” It was— they came in every day to work, and it was impressive. Col. Naviere Walkewicz 23:30 Oh man! What is something that and normally asks at the end, but it just seems so fitting right now. Like, how are you getting better and learning every day? Mitch Torrel 23:38 I think every day is new problem sets, and I think it's you know trying to expand my education. I think there's a lot of new tools out there. There's a lot of new opportunities and think the world's constantly changing. And so, staying informed is one of the ways in which I'm trying to be a better leader. I think business is this completely new hurdle. I think being in the military, there's a very different type of leadership that you're able to bring. And two, I mean, everybody is there for the mission generally and believes in the task and purpose. And business now, you kind of need to appeal to people in a lot more of a well-rounded manner. And so, I think having conversations with mentors, you know, I'm maintaining that. I try and just meet as many people as I can and glean information from them, experiences from them, because I'd like to think I'm getting smarter as I get older. I'm trying to learn all the lessons myself. So… Col. Naviere Walkewicz 24:39 Well, I'm grateful for that because the reason why we're talking here is because you answered, you know, and we're willing to talk about it. So I think that's you know just proof right there of that stretching and outreach. So before we shift into, I'm curious on you know you talk about you asked your mentor when does he know it's time to retire. I would love Kind of the business world, but before that, I'd like to visit actually one of your experiences while you're in in service, and you know it's something there's you know there's a movie on it. We actually featured in our 2018 checkpoint, but you were instrumental in rescuing the boys' soccer team in Thailand when they had a huge monsoon. And I was wondering if you kind of take me not so much. Maybe you can share with others in case they aren't familiar with it. But I'm really curious about the leadership piece of that because it was a huge operation, and it was dealing with water. So let's talk about that. Mitch Torrel 25:34 Yeah, exactly — my nightmare. You know what? I just happened to be in the right time at the right place. There was a team of pararescue men and combat controllers stationed out in Okinawa, Japan. There was a group of soccer players who got stranded in a cave after the monsoons came early and had flooded out a section. The Thai leadership and parks team, and then eventually the Thai Navy tried to attempt a rescue, and they weren't able to action it. So they reached out to the U.S. Embassy and asked if we had anybody in in the region who could come help. And that just happened to be our team out in Okinawa. I think it was definitely a challenge. There wasn't a lot of information when we left out the door. It was either, you know, is 13 individuals stuck in a cave. We don't know what the hurdles are. We don't know what's been tried. We don't know anything. We don't even know if they're alive. Oh my goodness. And so, getting on the ground, there was a lot of information to take in. There's a lot of people who were trying to help, trying to facilitate a rescue, working, you know, their own agendas, and I think coordinating and making sense of all that chaos was kind of the first task. Col. Naviere Walkewicz 26:47 And so, what was your role? So, you know, obviously, like the call came in, and then you know, you were — that was, you know, your, you know, was assigned to that. What was your piece, and like, how did you navigate that chaos? Mitch Torrel 26:58 So I felt like I had the best job out of you know anybody there. I got to be the operations officer, and so I was kind of the troop commander for the team that we had out. And you know, meanwhile, my leadership had to you know liaise with the other leaders. I got to be kind of down and in focused. All right, what plans are we working? How are we coordinating and liaising with our Thai counterparts? And got to be a little bit more down and in. And so I really enjoyed that part, and that was kind of why I got into special operations in general as I wanted to be, you know, working with a team of really, really high-functioning individuals on very hard problems. Col. Naviere Walkewicz 27:38 Right, and this was one of the first kind of very hard problems that you were, you know, working on. Mitch Torrel 27:43 It was. So this was my first operational mission, you know, coming out of the pipeline. I got stationed in Okinawa, and this was kind of the first opportunity to showcase what I'd learned and employ. And it was kind of, you know, everybody's dream is to go through training and then get to action some of those skills and traits that they've developed. Col. Naviere Walkewicz 28:02 Well, I imagine it was quite busy, you know, around the clock because you know time wasn't on their side, and so you were really working against the clock. But I'm curious how you, you know, how do you navigate with urgency as a leader, but still safely? You know, like how do you manage that? Mitch Torrel 28:21 I think, sometimes you got to know when to kind of pull the reins, and it's very easy— it was a very urgent situation, right? There's 13 kids trapped. They don't have food or water. We don't know if they're alive. The cave is continually flooding more and more every hour. But you got to have a plan to go off of. You got to be able to not rush into an emergency and make things worse. And I think off the start, nobody was monitoring who came and went from the cave, and that generated issues. John and Rick, the U.K. and British divers, stumbled on you know two would-be rescuers who got subsequently stranded in another section of the cave, and they were able to get them out. And then, and so we realized that taking a step back, generating a plan. When we arrived, there was a key leaders contingent that went into the cave to kind of get information first and foremost. And then we spent the rest of the team, all right download the gear, stage everything, prep everything, go get some rest, and then we're going to generate and come up with a plan in the morning. But sometimes you got to realize that you can't move them out in overnight, and so you need to take time, you know, do a little five-minute huddle and make sure that you have a plan that's not going to get you further into trouble. Col. Naviere Walkewicz 29:38 Yes, well, it's such an important role, and I'm thinking about you know those moments where your like, “Get some rest,” as the leader in this, and you know, kind of organizing this. What are the thoughts going through some of your in your head? And I ask that because I'm thinking about leaders who are experiencing something difficult for the first time, and maybe there's some doubt, or you know, how do you how do you calm yourself through some of those questions? Mitch Torrel 30:00 I think, for new leaders, you don't have to have all the answers yourself, and that is first and foremost. I on team, and probably one of the most junior guys. Yes, I'm in charge as the officer, but the guys who are working with me have been in the Air Force, have done rescue missions, have been doing the job for 15, 18, you know, upwards of 20 years, and so I think understanding that no matter where you're at in a team, you you're a part of a team for a reason, and you should be able to leverage input, leverage ideas, and you shouldn't be beholden to coming up with everything on yourself. I think delegation is super important. I think getting input and opinions from others is extremely important because sometimes the quietest guy in the room is going to have the best idea, and you need to enable and empower them to speak up, put them on the spot. You know, “Hey, what do you think? What do you— How do you think we should approach this?” And then your job as a leader is to take all these good ideas, is to empower the team to do its best, and so your job isn't to carry the water, come up with a plan, and do everything on your own. Like, you were there as a facilitator, and I think that that is the biggest takeaway. I spend, especially young cadets, please, please, please leverage you know the experience that that you're going to go out and be on team with. Col. Naviere Walkewicz 31:22 I think that's fantastic advice. And as you look back on it today, I know we chatted a little bit earlier. I said, gosh, you know, it probably it's a while ago, but maybe it feels like yesterday, and you said no, it feels like forever ago. You know, have you seen yourself? You learn from that, but have you grown in the way that you continue to do things now because of that experience? Mitch Torrel 31:43 I think everything is additive. You know, I mean that was a huge learning experience. It was I learned a ton. I think there are several things that having a second shot at it that would have done substantially different. I think the outcome ended up in a very happy manner; I think it's very easy now that we've developed this framework. Here's how we tackle this problem, but that's been applicable in other means and other avenues as well. And so again, you know, as you build your toolbox of experience, as you build kind of these traits, and you get to refine that, it's something that you continually get to bring out in other manners. And so yeah, I grew a lot from the event, learned a lot, and have been able to apply it since. Col. Naviere Walkewicz 32:29 Well, as I've been sitting across from you, one of the things that I'm just feeling in spades is that as a leader, you are somebody that's really humble, and you know you approach it, like, through humility. And so I'm curious, you know, how you've seen that carry you, and what you might share with others when they're thinking about, you know, how do I, you know, as I'm leading, how do I lead? Like how do I lead with humility? Because it seems like it's working very well for you. Mitch Torrel 32:51 I think it was easy to be humble when you're surrounded by the caliber of individuals that I was blessed to be around mean, every team I was on, it was. I mean, they were phenomenal guys who have done phenomenal things in their career and were just so impressive. And so I was just always just thrilled to be a teammate of theirs. I think, really going back to you know, again, your job as a leader is to facilitate the team, is to you know drive you towards mission accomplishment. I think if you always put things back onto why we here, it's not for leadership's sake, leaders don't exist, you know, outside of facilitation, and you know it's not to downplay the job of the leader. It's not at all. It's a big responsibility. You have the authority. You have the — you know all of that, and so now it's your job to delegate that accordingly and efficiently. And I think it's going back to just understanding that again, we exist for the mission. We exist to enable that team to accomplish whatever its task or business you know directive is, and so I think having an understanding of that, and then it's just fun to see people progress, right? You know that the cave rescue was my first mission, but that didn't mean because I hadn't had real world experience that I didn't have things that I could bring to the table, and I think it's understanding that as well as humility is important. Like maybe you know not jumping across the table and you know declaring yourself the king of whatever's going on, but individuals have a lot that they bring to the table. You know, having an ability to you know see other things that aren't being looked at, bring other perspectives to the table, even just making sense of the chaos. You know, and that's not something that you need to be a leader or in a leadership position to do. And being forward leaning enough to anticipate hurdles, second, third order effects. What else needs to be accomplished or taken care of? I mean, there's a lot of ways in which you can provide value. Col. Naviere Walkewicz 34:56 Mitch, have you always kind of been this way? Have you always kind of operated in that space or is it something that you've kind of learned over time about yourself, or taken on from others you've seen? Mitch Torrel 35:06 I think it's something that's developed. You know, I don't think you know. I think there's a little bit of nurture and nature into it, where you know you're born a certain orientation where it's like, hey, you're comfortable being you know in charging groups, and some people aren't, and that's OK. But a lot of people develop into it, and I think I've just been blessed with a lot of opportunities to try things out, fail, come back to the drawing board, work on it, improve, and you know the pipeline was monumentally developmental for me. I'm sure there's a lot of teammates who you know listen to this and laugh pretty hard about you know some of the stupid things that I did going through the pipeline, but they're learning experiences, and we had a really good group, and we pushed each other so hard, and so I had an assistant troop commander who was going through with me, and we had really healthy camaraderie, but a really healthy. I mean, we were constantly competing, and it just drove me to be so much better. Col. Naviere Walkewicz 36:07 So, you know, we were talking about how you are continually working on being better, right? Being better than you were yesterday, so that it's always kind of an additive improvement. I'm curious on when you've seen yourself fail. You talked about you failed and you've gotten better. Can you share an example of when you have failed and that literally shaped something very quickly instead of being additive, but quickly that you changed in the way that you already did. Mitch Torrel 36:34 I think just failures and take care of people, I think is one of the biggest things to learn is, you know, going through the pipeline, it's easy to you know lose sight of the overall end state. And at the end of the day, it's your goal is to there be there to make people better incrementally every day. I think there's been a couple situations in which maybe I was a little ax on some enforcement of rules or standard that came back to kind of bite us a little bit, you know. And so, and this this will probably feel free to cut this, you know. But I think there was an opportunity guys going through a pipeline. They're really young. I grew up, you know, in northern Minnesota, and you know, people drink underage. I was hey I'm OK hearing about it or you know like I'm you know as a commander it's like if it happens it happens you know but I think what's hard is how do you enforce the rules if you're looking the other way if you're not enforcing that standard and so I think what's really hard is you can be there be one of the guys but you got to set your red lines you got to set hey here's what I will and will not tolerate and so I think I learned early in the pipeline that if I'm OK or if I let the standard slip on certain things, you know, like guys drink underage, like guys do you know stupid things, and then they get in trouble for it. How do I, as a commander, enforce it? And so it was one of those learning experiences where going through the pipeline, guy had you know you know got found drinking underage, and it's like, “Hey, it's on you as the, you know, officer to discipline them.” It's like, “Well, I'm also a part of the problem because I didn't set that standard. I, you know, allowed it.” And so I think that was one of those heavy learning experiences where, you know, you're — yes, you're the quarterback of the team, but you got to there has to be some delineation between you know between what you allow and what you can't. Col. Naviere Walkewicz 38:49 I'm really glad you shared that because I think that's real. I think that is something a challenge that you know, especially when I think about the Class of '26 that just graduated and they just finished their six days of leave, and they're soon to head onto their bases, right? You know, the world doesn't always turn out, and so how do they navigate some of those things that they're going to inevitably come across? So I think that's a real conversation, and I really appreciate you sharing that. Mitch Torrel 39:14 And I think what I started doing, you know, from then on is, is you as a commander, you as a officer, should have you know your command guidance. It should be your checklist. Hey, here's what I value. Here's what my red lines are, and you gotta set the standard immediately to just let people know, “Hey, like here's what I'm gonna be irritated about if you show up late to meetings.” If, you know, here's what you know I'm not gonna handle any moral, legal, or ethical issues. Like if it's not moral or legally or ethically a problem, like my job is to you know delegate that down to you and allow you guys to do it. And so setting that standard early as leaders is extremely important because then it allows you to enforce, uphold the standard, and be like, "Hey, we talked about this. This is the expectation. You understood the expectation, and now I can hold you accountable.” And it's not me coming after you because we sat down and had a conversation. Col. Naviere Walkewicz 40:13 That's right. That's excellent advice. So one of the things that we like to do is ask you if you were sitting across, not Navid now, if you're sitting across young Mitch. What was what piece of advice you'd share with him? Mitch Torrel 40:25 I think, enjoy the period in which you're in every stage. I feel like every four years, I look back on the previous four years and just think about what an amazing time period that was. And you know, getting to play hockey, going to the academy, the academy was amazing. You're hanging with your friends. You're in college, and you know, increasingly as you age, it's going to be increasing responsibility. There's going to be a lot more you know burden on your shoulders, but it's fun, you know. And progression is fun, moving on to the next stage. But I think enjoy where you're at in life a little bit more. It would kind of be my advice. And then, you know, I don't necessarily regret anything, but it's you know continually to just work hard, progress, and you know have those cups coffee, learn from other mentors, you know, expand your network, and just grow.   Col. Naviere Walkewicz 41:20 What are you doing now that helps you enjoy life? Mitch Torrel 41:25 I think right now, so just moved, and you know, right now I'm trying to focus on a little bit more me, you know, be a little healthier with sleep, eating, you know, and just I think it's easy to kind of burn the candle at both ends, and now it's kind of taking a step back and understanding that you need to be rejuvenated, you need to you know unplug periodically to be able to bring your all to you know what you're working on, and sometimes things get monotonous, and sometimes you know you just need to take a step back and reinvigorate yourself. Col. Naviere Walkewicz 41:58 I love that. That's fantastic. So, today, in today's terms, what are you most proud about yourself when it comes to? And if I word this right, maybe I say, what are you most proud about in being a facilitator? I want to say being a leader, but I wonder if you're going to answer that. I'm really good at facilitating high-performing teams. I'm curious how it goes. Mitch Torrel 42:19 I think what I'm most proud about is just looking back at the people I've had the blessing of coming across and just seeing them grow in their life. You know, like I think we allow sometimes in in the military where everybody's going to leave the military at some point, and that's OK. You know, I've got friends who stayed in for 2030, years and done phenomenal things. I've got friends who've gotten out, and you know progressed in their professional careers, and to me, it's just fun to see where everybody ends up. Like I love seeing people have success, and especially people who, you know, I may or may not have helped at least a little bit. You know, or you know, at least been a bad example of what not to do. But I think, yeah, it's the relationships that I look back on, and I'm just very happy to have you know gotten to know the people that I've come across. Col. Naviere Walkewicz 43:13 Well, you yourself made that transition, I think, from you know active service and obviously an entrepreneur. You know, what's some advice you might give someone in in that kind of decision calculus of transitioning their career? Mitch Torrel 43:26 I think it just goes back to again, am I am I continually am I student of the game? Am I showing up every day invigorated to learn and be better at my job? And you know maybe if the answer is if not, you need to step away for a little bit, reinvigorate yourself, reprioritize your life. And sometimes it's just, hey, I've got some goals that I've set out to get after, and sometimes your path diverges, and that's OK. And I think in my case it was I had some things that I wanted to accomplish in life that the — it was just time for me to, you know, change my path, of course. And so it wasn't. I loved the military. I loved the team environment, the camaraderie, the units that I got to be part of were phenomenal, and I miss that every day. But sometimes you just got to, you know, understand where you're going and you know set out and accomplish those goals. Col. Naviere Walkewicz 44:20 Well, I think there's been a theme across many of the graduates I get to speak with, and service continues even out of uniform. So I think that that definitely speaks volumes. So Mitch, was there anything today that we didn't cover that you would love to share with our graduate community, even if it's just words of encouragement? Mitch Torrel 44:37 No, I think it's just you know continue to build your skill set, build your toolbox, understand that every day is an opportunity to learn to better communicate, to invest in yourself, to professionalize you know your approach to things and building discipline, building you know your approach to complex problems, and I think a lot of us just want to check the box and move on and get you know. But every day again is an opportunity to better yourself, and so I think that that's what I would impart on, you know, younger next generation who are going to solve tomorrow's hard problems, who are going to be in these complex positions that we can't even fathom. Col. Naviere Walkewicz 45:21 Well, there are so many amazing things that we covered today that I think many can take back and internalize and find the way that it connects to them. But something that really stood out to me, just first and foremost, with you mentioned that you're more authentic and you just live with your heart. And so I think that came out in spades. I loved learning that you know leadership to you started with really kind of looking inward and what you really wanted, right? You could have gone a path of a pilot, and you could have done well, but you recognize that there is something that you wanted to do that might be more fulfilling with your skill set and align better with you. I think that that is that awareness as a leader is really important. I also really appreciate how you continue on focus on better every day, and you don't have to be the best tomorrow. But you need to be better than you were, and you're competing against yourself every day while lifting others up. I think the other thing that I really just enjoyed about you is remembering that the leader, yes, does have responsibilities to make decisions and you know, you know, advocate and empower others, but you're a facilitator and making sure that you help others have their voices bring out the best so that you actually can bring out the mission to success. So it's been an incredible conversation. I've thoroughly enjoyed this. So I just truly appreciate you being on Long Blue Leadership. Mitch Torrel 46:33 No, thank you. Col. Naviere Walkewicz 46:35 Absolutely. And so, for any of you that are still watching and listening to this, be sure to share this with others because the leadership journey is one that it never ends. Right? We're always growing and evolving, and this conversation and all of our conversations on Long Blue Leadership with the lives of Air Force Academy graduates can just help you in your own personal journey. So, see you next time on Long Blue Leadership. I'm Naviere Walkowicz. Thank you. Mitch Torrel 46:56 Thank you.   KEYWORDS Leadership, fear, resilience, mental toughness, preparation, adaptation, team cohesion, shared hardship, humility, mentorship, feedback, continuous improvement, self-awareness, stress tolerance, problem solving, interpersonal effectiveness, communication, delegation, accountability, standards, courage, growth mindset, trust, mission focus, servant leadership.   The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation    

Teachers are expected to uphold the highest standards of professionalism, both inside and outside the classroom. But where should the line be drawn between personal freedom and professional responsibility? The expectations set out in the Teachers' Standards include the requirement to maintain public trust and demonstrate high standards of personal and professional conduct. To what extent is this at conflict with a teacher's right to enjoy a private life? Social media has blurred the boundaries between work and home and the growing impact of students having constant access to smartphones and the ability to record, share and scrutinise teachers' lives has changed in ways that were unimaginable a generation ago. Can teachers ever truly switch off, or has the digital age fundamentally changed what it means to be a professional working in education? On the panel: Liz Webb, Rae Whitehouse and Maud Waret.

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Viele Restaurants, Kneipen und Cafés kämpfen ums Überleben. Nvidia will mit Partnern eine halbe Billion Dollar für KI-Infrastruktur mobilisieren. Und Niedrigwasser am Rhein treibt die Spritpreise in die Höhe. Hinweis: In diesem Podcast verwandeln moderne KI-Systeme journalistische Inhalte, die auf unseren ntv Plattformen publiziert wurden in ein neues Hörformat. Text und Stimme der Sprecherin wurden mithilfe Künstlicher Intelligenz erzeugt. Vor der Veröffentlichung werden alle Folgen nach strengen journalistischen Standards geprüft. Viel Spaß beim Zuhören! Dieser Podcast wird vermarktet von Julep Media: sales@julep.de Wir verarbeiten im Zusammenhang mit dem Angebot unserer Podcasts Daten. Wenn Sie der automatischen Übermittlung der Daten widersprechen wollen, melden Sie sich hier: datenschutz@julep.de

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The brothers discuss whether political candidates are responsible for the remarks of others on shows they attend. Then they discuss the recent changes to the Tuskegee dress code and whether standards have eroded.

Recorded live at Identiverse 2026, Jeff and Jim sit down with returning guest Mike Kiser, Director of Strategy and Standards at SailPoint, for a wide-ranging conversation that spans two of the standards world's most active frontiers. The first half breaks down C2PA, the Coalition for Content Provenance and Authenticity, explaining how it differs from digital watermarking, how metadata and cryptographic signatures build a chain of custody for media, and why this work connects directly back to identity. The conversation then shifts to AI agents and the challenge of defining and governing intent, with Mike drawing an extended analogy to the early, under-regulated days of space exploration. The episode closes with reflections on the value of hallway conversations and community at Identiverse.Connect with Mike: https://www.linkedin.com/in/mike-kiser/Connect with us on LinkedIn:Jim McDonald: https://www.linkedin.com/in/jimmcdonaldpmp/Jeff Steadman: https://www.linkedin.com/in/jeffsteadman/Visit the show on the web at http://idacpodcast.com00:00 Introduction from Identiverse 202601:00 Mike previews his two Identiverse talks01:35 What C2PA is and how chain of custody works06:51 Watermarks versus C2PA explained10:06 Why content provenance matters for identity14:22 Is C2PA a standard or a working group16:23 The SpaceX and space debris analogy for agent intent20:13 Governing agent publishing without stifling innovation22:00 Action Identification Theory and the how versus the why27:47 Can an AI actually have intent32:34 Why people humanize and fall in love with chatbots38:37 The case for locking down intent early39:39 Does intent change, or is it a new intent46:19 Favorite hallway conversations at Identiverse51:03 Wrap up and where to find MikeIDAC, Identity at the Center, Jeff Steadman, Jim McDonald, Mike Kiser, SailPoint, C2PA, Content Provenance and Authenticity, Identiverse 2026, Shared Signals Framework, AI Agents, Agentic Identity, Digital Watermarking, Decentralized Identity Foundation, Intent-Based Access Control

Every business owner reaches a point where the work stops feeling like the problem. The customers are difficult, the staff aren't stepping up, the margins are thin, and no amount of hustle seems to shift it. Michael Mojo thinks there's a reason for that, and it's hiding somewhere most owners would never think to look. It comes down to a single idea that runs quietly underneath how you price, how you lead, and who you let stay on your team. Once Michael names it, you start to see it in decisions you've been making for years without noticing, decisions that have been setting the ceiling on your business the whole time. In this episode Michael gets into why the people around you behave the way they do, what actually happens to a business the moment an owner decides to expect more, and the uncomfortable stretch nobody warns you about on the other side of that decision. There's also a quick audit he wants you to run on yourself, and it starts with a couple of words you probably said out loud today. Listen once and you'll catch yourself hearing it everywhere, in how you charge, how you lead, and how you talk when no one else is around. In this episode: The neediness trap that quietly pulls low-standard customers and staff toward your business How your pricing strategy secretly signals the standards you'll be living with all year The real reason business owners feel frustrated with staff, communication, and team performance Why raising your standards repels certain people, and what that reaction is really telling you The staff wipeout period most small business owners never see coming when expectations rise A simple language audit that exposes where you're operating from need instead of standards     Official channel and episode of the Winning Standards Podcast hosted by Michael Mojo. All Rights Reserved. When you're ready to fast track your results, here's 2 ways I can help: This month's intake for The Odyssey is now open. If you've hit a ceiling in your business and know the constraint is you, not your business, this is the breakthrough. Limited intake [Learn more] Stuck, need clarity, or just want to upgrade how you think, lead and perform? Thrive Time is my premier self leadership event. [Secure your seat]   Follow Me on Social Media:

The healthcare industry is finally moving past the hype of artificial intelligence and the hope of data standards. Inserting immature tech or standard into an established workflow easily backfires if the deployment fails to adapt to human behavior.Healthcare IT Today sat down with Aidan Lee and Matt Leduc, Executive Directors at OntarioMD, during the #eHealth26 conference. They share the practical steps required to deploy clinical AI safely and how to activate idle healthcare data standards. Viewers will learn why cross-functional governance and a strict focus on the clinician's daily workload dictate the success of any new tech rollout.

Bruce Nordman spent decades at Lawrence Berkeley National Laboratory working on demand flexibility. He returns with an argument that cuts against most of what the industry is building: the grid should stop at the meter. Everything behind it — solar, batteries, water heaters, EVs — belongs to the customer, coordinated by one mechanism: price. Not aggregators. Not cloud platforms. Not utilities micromanaging your devices. — Standards vs. platforms: what VPPs make you pay for — The case for low-voltage DC — solar is DC, batteries are DC, so why convert twice? — Why under 5% of Californian EV owners let the utility touch their charger — The Bell Labs story: how the smartest engineers alive dismissed the internet Connect with Sohail Hasnie: Facebook @sohailhasnie X (Twitter) @shasnie LinkedIn @shasnie ADB Blog Sohail Hasnie YouTube @energypreneurs

Healthcare could be one of your biggest expenses in retirement, but are you actually planning for it? In this episode of Wise Money, we break down how much you should budget for Medicare and healthcare costs, including what to consider if you retire before age 65. We also discuss IRMAA, HSAs, long-term care, and how rising healthcare costs could impact your overall retirement plan. Season 11, Episode 51 Download our FREE 5-Factor Retirement guide: https://wisemoneyguides.com/    Schedule a meeting with one of our CERTIFIED FINANCIAL PLANNERS™: https://www.korhorn.com/schedule-a-call/  or call 574-247-5898.   Watch this episode on YouTube: https://youtu.be/PN9_n9auveY  Subscribe on YouTube: http://www.youtube.com/c/WiseMoneyShow Listen on podcast: https://pod.link/1040619718   Submit a question for the show: https://www.korhorn.com/ask-a-question/   Read the Wise Money Blog: https://www.korhorn.com/wise-money-blog/    Connect with us: Facebook - https://www.facebook.com/WiseMoneyShow  Instagram - https://www.instagram.com/wisemoneyshow/    Kevin Korhorn, CFP® offers securities through Silver Oak Securities, Inc., Member FINRA/SIPC. Kevin offers advisory services through KFG Wealth Management, LLC dba Korhorn Financial Group. KFG Wealth Management, LLC dba Korhorn Financial Group and Silver Oak Securities, Inc. are not affiliated. Mike Bernard, CFP® and Joshua Gregory, CFP® offer advisory services through KFG Wealth Management, LLC dba Korhorn Financial Group. This information is for general financial education and is not intended to provide specific investment advice or recommendations. All investing and investment strategies involve risk, including the potential loss of principal. Asset allocation & diversification do not ensure a profit or prevent a loss in a declining market. Past performance is not a guarantee of future results. This video may discuss estate planning concepts but does not constitute legal advice. Please consult an attorney for advice specific to your situation. Certified Financial Planner Board of Standards Center for Financial Planning, Inc. owns and licenses the certification marks CFP®, CERTIFIED FINANCIAL PLANNER™ and CFP® (with plaque design) in the United States to Certified Financial Planner Board of Standards, Inc., which authorizes individuals who successfully complete the organization's initial and ongoing certification requirements to use the certification marks.

Accessing cash, building savings, and planning for retirement all involve choices between what we need today and what we may need tomorrow. We begin with securities-backed lines of credit and the heightened risks of borrowing against a concentrated stock position, including maintenance calls and forced sales when the share price falls. Next, we examine Radish, a proposed employer-funded savings plan designed to help workers save without contributing from their paychecks and consider how it compares with 401(k)s, pensions, and cash compensation. Finally, we look beyond the alarming headlines surrounding Social Security to explain what the projected shortfall could mean for Gen X — and how investors can prepare for an uncertain outcome without assuming their benefits will disappear.Join hosts Nick Antonucci, CVA, CEPA, Director of Research, and Managing Associates K.C. Smith, CFP®, CEPA, and D.J. Barker, CWS®, and Kelly-Lynne Scalice, a seasoned communicator and host, on Henssler Money Talks as they explore key financial strategies to help investors navigate market uncertainty. Henssler Money Talks August 8, 2026  |  Season 40, Episode 32Timestamps and Chapters5:05: Borrowing Against Your Portfolio: Strategic Liquidity or Risk on Top of Risk?25:39: Could Radish Take Root? A New Approach to Workplace Savings36:35: Will Social Security Be There for Gen X? Follow Henssler:  Facebook: https://www.facebook.com/HensslerFinancial/ YouTube:  https://www.youtube.com/c/HensslerFinancial LinkedIn: https://www.linkedin.com/company/henssler-financial/ Instagram: https://www.instagram.com/hensslerfinancial/ TikTok: https://www.tiktok.com/@hensslerfinancial?lang=en X: https://www.x.com/hensslergroup “Henssler Money Talks” is brought to you by Henssler Financial. Sign up for the Money Talks Newsletter: https://www.henssler.com/newsletters/ Certified Financial Planner Board of Standards Center for Financial Planning, Inc. owns and licenses the certification marks CFP®, CERTIFIED FINANCIAL PLANNER®, and CFP® (with plaque design) in the United States to Certified Financial Planner Board of Standards, Inc., which authorizes individuals who successfully complete the organization's initial and ongoing certification requirements to use the certification marks.See important disclosures at Henssler.com

SPONSORS: 1) ULTRA POUCHES: Don't sleep on @ultrapouches. New customers get 15% Off with code JULIAN at https://takeultra.com! #UltraPouches #ad 2) MARS MEN: For a limited time, get 50% off for life, free shipping, and 3 free gifts at Mars Men at https://mengotomars.com. #ad JOIN PATREON FOR EARLY UNCENSORED EPISODE RELEASES: https://www.patreon.com/JulianDorey CLIPPERS DISCORD: https://discord.gg/8QmWEKJ3BT (***TIMESTAMPS in Description Below) ~ Baron Coleman is a Trial Lawyer, Investigator & YouTuber. He is one of the most prominent commentators on the Charlie Kirk Case in the world. Joseph Scott Morgan is a Forensics Expert, Author & YouTuber. His book, “Blood Beneath My Feet” is considered by many the greatest forensics memoir ever written. BARON's LINKS - YT: https://www.youtube.com/@realbaronpodcast - X: https://x.com/baroncoleman - IG: https://www.instagram.com/realbaronpodcast/ JOSEPH's LINKS - YT: https://www.youtube.com/@josephscottmorgan - X: https://x.com/JoScottForensic - IG: https://www.instagram.com/josephscottmorgan/?hl=en - BOOK - https://a.co/d/08xwD7ML FOLLOW JULIAN DOREY IG: https://www.instagram.com/julianddorey/ X: https://x.com/juliandorey JULIAN YT CHANNELS - SUBSCRIBE to Julian Dorey Clips YT: https://www.youtube.com/@juliandoreyclips - SUBSCRIBE to Julian Dorey Daily YT: https://www.youtube.com/@JulianDoreyDaily - SUBSCRIBE to Best of JDP: https://www.youtube.com/@bestofJDP ****TIMESTAMPS**** 0:00 - Baron & JSM Examine the Kirk Evidence 8:13 - The .30-06 Oddities 20:51 - The Most Important Kirk Evidence Nobody Has 30:22 - The Grease Wipe, Kirk's Strange Physical Reaction & Why the Spinal Cord Matters 46:12 - "Brian Harpole Claims He Cut It Off" & Why JSM Says ‘This' is Below Standard 56:20 - ATF Testing, First Responder Failures & How to Determine Gunshot vs Something Else 1:05:10 - Video of Responders After Fatality & Blood Pour Out Examined 1:16:30 - Witness Said "It Came From Down There" & Absent Space Sound Theory 1:27:17 - Necklace Was Never Collected & Erika Kirk Wearing Repaired Version 1:38:40 - JSM Confirms Baron's Suspicions & Strange Issue with Cameras 1:51:09 - Crime Scene Errors & How JSM Would Have Handled This 2:00:59 - FARO Is a Game Changer & Video of Charlie Being Carried to His Car 2:14:12 - Every Security Person Will Be Called to Trial & Spinal Cord Question 2:23:44 - Body Immediately Embalmed & Chain of Custody Problems 2:35:17 - Events before pronounced Dead & Why Police Have Different Case Numbers 2:46:43 - Personnel in the Room With Charlie's Body & What Happens at 10:30 PM 2:58:34 - Opening the Body Up & Damage to the Top of the Heart Significance 3:04:53 - Reading the Medical Examiner's Report 3:15:54 - What Comes After the Preliminary Hearing & Standards in Organ Photography 3:27:00 - Opening the Skull, Brain Stem & Probably Finish Around 1:30 AM 3:37:40 - Chain of Custody Post Autopsy & Police Should Have “This” Key Evidence 3:48:50 - Rooftop Video Oddities, GATE Analysis & "Few Hands on This Weapon as Possible" 4:00:54 - 7 Apparent Bullet Fragments and Only 4 Given Up Question 4:11:50 - "They Oughta Be Very Generous With Evidence" 4:15:35 - Baron Coleman & JSM's Work CREDITS: - Host, Editor & Producer: Julian Dorey - COO, Producer & Editor: Alessi Allaman - https://www.youtube.com/@UCyLKzv5fKxGmVQg3cMJJzyQ - In-Studio Producer: Joey Deef Julian Dorey Podcast Episode 459 - Baron Coleman & Joseph Scott Morgan Music by Artlist.io Learn more about your ad choices. Visit podcastchoices.com/adchoices

Episode 788 of the 7 Minute Leadership Podcast explains why great leadership is built through quiet consistency instead of loud authority. Learn how holding standards fairly and predictably creates trust, strengthens workplace culture, and inspires lasting accountability.Host: Paul FalavolitoConnect with me on your favorite platform: Facebook, Twitter, Instagram, TikTok, LinkedIn, Substack, BlueSky, Threads, LinkTree, YouTubeView my website for free leadership resources and exclusive merchandise: www.paulfalavolito.comBooks by Paul FalavolitoThe 7 Minute Leadership® Handbook: bit.ly/48J8zFGThe Leadership Academy: https://bit.ly/4lnT1PfThe 7 Minute Leadership® Survival Guide: https://bit.ly/4ij0g8yThe Leader's Book of Secrets: http://bit.ly/4oeGzCI

This is a behind-the-scenes bonus episode — a real, unedited session from inside my coaching programme, where I take a group of high-performing men through one of the most important conversations I have ever had in a coaching room. Why men drift. And what to do about it before it costs you everything. Because here is the truth: you did not become a bad husband overnight. You did not lose your edge overnight. You did not wake up one morning and suddenly feel lost. It happened slowly. Invisibly. One invisible compromise at a time. In this session we cover: •The drift belief — why men think they have lost themselves overnight, when the reality is months of compounding disconnection •The harbour analogy — how structure, routine, and accountability are the only things keeping your life from drifting out to sea •Why work is the one pillar that never drifts — and how that is silently destroying the other four •Framework two: Awareness — why you cannot change what you do not acknowledge, and why men will drift for years before something monumental forces them to wake up •The mirror exercise — the question "what is really true of you?" and why you will hate the answer but need it more than anything •Framework three: Standards — why identity is built through standards, not motivation, and what the Royal Marines taught me about non-negotiables •The discipline and boundaries framework — how discipline is internally built through action, and why boundaries are the external wall that protects everything you are building •The quarterly review — how to compound your progress month by month so the next 90 days become inevitable This is what real transformation looks like. Not a highlight reel. Men doing the work, being challenged, and raising their standard. If you want to be in a room where this is the standard, join the seminar waiting list:   https://consulting.boardmanjames.com/seminarwaitinglist Stop existing. Start living. Let's get to work.

Whether it's supersonic travel, commercial space, or AI-enabled aircraft, one message remains constant: safety standards are the common language that enable the future of flight.  Listen in as we sit down with Craig McMillan, Model Based Systems Engineering (MBSE) Growth Leader at GE Aerospace, to discuss the intersection of AI, digital engineering, and the growing complexity of modern aircraft. The conversation examines why independent verification, rigorous systems engineering, and collaboration across the aerospace industry remain essential as aircraft become more software-driven and interconnected. We'd love to hear from you. Share your comments, questions and ideas for future topics and guests to podcast@sae.org. Don't forget to take a moment to follow SAE Tomorrow Today—a podcast where we discuss emerging technology and trends in mobility with the leaders, innovators and strategists making it all happen—and give us a review on your preferred podcasting platform. Follow SAE on LinkedIn, Instagram, Facebook, X, and YouTube. Follow host Grayson Brulte on LinkedIn, X, and Instagram.

Hello, hello!This week, we sit down with the OG of biopolymers and the man behind PLA as we know it today-- the one and only Dr. Ramani Narayan, Distinguished Professor at Michigan State University. In this masterclass episode, he teaches us everything to know about biodegradability: from the science to the myths. 

In Episode 203, Phil and Paul continue Season 14's dive into The People Advantage with Episode 8 of the series—and this one gets at something every leader thinks they're already doing well: creating clarity. Talent, character, culture—none of it sticks without clarity. Clarity is what lets vision actually take hold and values actually get lived out, instead of just sitting on a page somewhere. Drawing on Patrick Lencioni's The Advantage and their own experience coaching and leading, Phil and Paul break down why the human brain fills every gap in communication with negativity, why standards work where rules fail, and why the hardest conversations are always the ones worth having now instead of later. ⸻ Specifically, they discuss: The Brain Fills the Gaps When people are missing information, they don't fill that gap with neutrality—they fill it with negativity. It's human nature. The clearer you are, the less room there is for people to invent a worse story than the truth. Create, Communicate, Reinforce, Celebrate Lencioni's four-step framework for a healthy organization. Clarity that isn't communicated dies. Clarity that isn't reinforced fades. And clarity that isn't celebrated never becomes real culture. Standards, Not Rules Rules get forced on people. Standards get bought into. When a team's leadership—captains, veterans—helps shape the standard instead of just receiving it, it sticks in a completely different way. Words on a Paper Until It's Lived Out A values document is worthless if the players never see it, never sign off on it, and never watch it show up in how practice actually runs. If your training environment doesn't demand the standard, you're not building it—you're just describing it. Have the Hard Conversation Now The conversations leaders avoid are the ones that create the most damage by staying unspoken. When someone knows a hard conversation is coming and it doesn't happen right away, they spend that time filling in the gaps with the worst version of the story. Clarity in Roles and Positions On the field or in the org chart, chaos happens when people don't know where they're supposed to be. Clear roles, clear responsibilities, and a standard understanding of "this is your job right now"—with room to acknowledge that it can change—keeps a team functioning instead of scrambling. ⸻ Key Takeaway Clarity isn't a one-time announcement. It's created, communicated, reinforced, and celebrated—on repeat. Skip any one of those steps and clarity turns into just words on a page. Do all four consistently, and clarity becomes the thing that lets culture crystallize, vision stick, and people trust exactly where they stand. ⸻ If this episode encourages you, share it with a coach, business leader, parent, teacher, ministry leader, or teammate who's working to bring more clarity to their team. You can also connect with Phil through Darke Leadership Group to learn how DISC training, team alignment, and communication strategies help organizations build the kind of clarity that sticks. Resources and Links from this Episode ·                 Uncut Video of the Episode ·                 Darke Leadership Group (Team Alignment/DISC Behavioral Training/Coaching) ·                 Warrior Way Soccer ·                 The Advantage (Patrick Lencioni) ·                 The Hard Hat (Jon Gordon)

Send us Fan MailIn this episode of Embedded Insiders, Steve Belletete, Applications Director at Skyworks, joins the podcast to share insight into the company's Multi-Market product line. We deep dive into the performance considerations for Sub-GHz Front-End Modules, emerging trends in Sub-GHz Connectivity, the Cat-M, RedCap, and eRedCap Evolution, and much more. Next, Rich and Tobin Richardson, the CSA's President and CEO, discuss how the global body encompassing hundreds of companies creates and promotes open, universal standards in the wireless space.But first, we're talking about the EU AI Act. What is it and why is it important?For more information, visit embeddedcomputing.com

Today I break down the GRAS Standards (generally recognized as safe) for food additives, emulsifiers, dyes/food coloring, and preservatives. I delve into legality vs. reality, legislation, loopholes, required testing periods, and long-term studies. What is the difference between self-affirmation and voluntary submission? Did you know lobbyists are involved? There are "expert panels" of 3-5 people determining the fate of millions.     #foodcoloring #dyes #additives #foodadditives #preservatives #self-affirmation #emulsifiers #voluntarysubmission #expertpanel #safetyconcerns #terrain #healthproblems #metabolic #endocrine #gut-brain #leakygut #insulinresistance #neurological #toxicity #carcinogenic #safetystudies

Aug. 5, 2026 Property management has long struggled with a basic problem: no two companies calculate their numbers the same way. In this episode, host Pete Neubig sits down with Brad Johnson, CEO of ProfitCoach, and Wolfgang Croskey, owner of Croskey Real Estate and co-founder of Crane, to unpack how the NARPM® Corporate and Trust Accounting Standards are solving that problem for good. Brad and Wolfgang walk through the origin of the corporate accounting standards back in 2018; why granular, standardized financial data matters for benchmarking and valuations; and how the newer NARPM® Trust Chart of Accounts is bringing that same clarity to trust accounting — right down to the property level.

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Send us Fan MailIn this episode, recorded live at the IAAI International Training Conference in St. Louis, Scott Kuhlman and Chasity Owens sit down with Brazilian fire-safety professionals Colonel Paiva and Rogerio Lin to discuss the transformation of fire investigation in Brazil. Paiva shares how international training, IAAI certifications, NFPA guidance, and his commitment to accurate and thorough investigations helped expand formal fire investigation programs from only a few of Brazil's 27 state fire departments to approximately 16. The conversation explores the differences between the Brazilian and United States fire-service and legal systems, the challenges of applying international certifications across different governmental structures, and the work underway to create Brazilian fire-investigation standards that reflect the country's construction practices, language, culture, and regulatory system. Roger explains how passive fire protection, compartmentation, fire-resistant construction, material performance, and fire investigation work together to identify failures and improve future building safety. The guests also discuss emerging risks involving electric vehicles and thermal runaway, the need for standardized national fire data, cooperation between fire departments and law enforcement, and the role passion and persistence play in creating lasting change within the profession. The episode also includes updates from ITL Solutions and CleanSpace Respirators, information about the IAAI Evidence Collection Technician practical examination at the CCAI Conference, upcoming California Fire Investigator 1A, 1B, and 1C courses, and additional fire-investigation training opportunities across the country.Thank you for listening! If you enjoyed the episode, give us 5 stars, hit the follow button, and subscribe on Spotify, Apple Podcasts, and anywhere you are listening in from. Follow us on social media!Instagram: @infocusfire_podcastLinkedIn: INFOCUS podcastFacebook: INFOCUS podcastTikTok: @infocus_podcast

In this episode of The Quality Hub: Chatting with ISO Experts, host Xavier Francis speaks with Tracey Bear, Manager of Audit Services at Core Business Solutions, about how organizations can build a true security-first culture under ISO 27001. Tracey explains why information security should not be treated as a one-time compliance project or something owned only by IT, but as a company-wide mindset led by top management and understood by every employee. The conversation explores how leadership can make security relatable, reduce blame culture, and help employees see their role in protecting data and much more. Tracey also discusses common cultural barriers, including the belief that security slows work down, the “not my job” mindset, and fear-based reporting, while offering practical insight into creating short, relevant, real-world security awareness training that supports stronger habits every day. Helpful Resources: ISO 27001:  https://www.thecoresolution.com/iso-27001 Who Needs ISO 27001?:  https://www.thecoresolution.com/who-needs-iso-27001-certification The Benefits of ISO 27001:  https://www.thecoresolution.com/the-benefits-of-implementing-iso-27001 For All Things ISO 9001:2015: https://www.thecoresolution.com/iso-9001-2015 Contact us at 866.354.0300 or email us at info@thecoresolution.com ISO 9001 Standards: https://www.thecoresolution.com/iso-90012015-standard-1 Articles: https://www.thecoresolution.com/free-learning-resources ISO 9001 Consulting: https://www.thecoresolution.com/iso-consulting  

The government keeps getting robbed of its own Bitcoin and a new bill wants to fix that. The BPI team breaks down the American Reserve Modernization Act (ARMA): what it would do for Treasury custody standards, why it has Democratic co-sponsors, and why they're bullish it could pass the House. They also cover the wave of digital-asset departures shaking up DC, from Hester Peirce to Paul Grewal. They also cover Kimi K3, China's open-source push, and the data center fight.

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You can have the right strategy and still walk into a room and lose it with one comment. You can mean well and still “fill the space” so completely that your team stops thinking out loud. That gap between intention and impact is where most leadership pain lives and it's usually not a skill issue, it's an autopilot issue.We pull together four big ideas from recent conversations with Susan Drumm, Brad Semmens, Dre Baldwin, and Robert Kennedy III, and we land on one shared thread: intentionality. Susan helps us notice the leader's playlist, the thoughts and emotional loops shaping our state before we speak. Brad gives us clean language for choosing our stance in the moment: step in, step back, step up, step down, or lead from center. Dre pushes the uncomfortable truth that motivation is unreliable and that standards are built on the “third day,” when the shine wears off and discipline has to carry the work. Robert shows how storytelling turns raw moments into meaning, using a simple tool: moment, meaning, message.We make it practical with a 60-second reset you can use before any meeting, feedback conversation, or hard talk: check your state, choose your stance, live the standard, and tell or challenge the story. Small moves repeated consistently become leadership identity, and leadership identity becomes culture.If you want more intentional leadership, better team communication, and a culture people can trust, listen now, share it with someone you lead, and subscribe so you don't miss what's next. What's the one lever you need most right now: state, stance, standards, or story?Send us Fan MailSupport the show✅ Follow The Leadership Project on your favourite podcast platform and listen to a new episode every week!

Professor Christopher Marquis joins Ryan Honeyman to examine what we can and cannot yet prove about the financial ROI of B Corp certification. They explore why Christopher supports B Lab's shift from an 80-point threshold to minimum requirements across seven impact areas, what may be lost without clearer recognition of leading companies, and how businesses such as Tony's Chocolonely, Dopper, and Triodos pursue systems change beyond their own operations. The conversation offers practical context for B Corps, aspiring B Corps, consultants, researchers, and mission-driven leaders weighing the value and future of certification.View the show notes: https://go.lifteconomy.com/blog/b-corp-roi-standards-and-systems-change-w/-christopher-marquis

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"Send us a message!"The best conversations aren't planned.For this episode, we filled a bowl with random salon and business topics, took turns drawing them out, and challenged ourselves to answer each one in just a few minutes.From difficult clients and Google reviews to commission, hiring, social media, core values, AEO, expansion, cancellation policies, and client expectations, you'll hear our honest thoughts without a script.Some topics could have been entire episodes. Others were quick takes. But together they paint a pretty clear picture of how we think about building a salon business.The Big Idea: Great businesses aren't built by having all the answers. They're built by consistently thinking through the right questions.Key TakeawaysDifficult clients don't always belong in your business.Core values should guide every major decision. Expansion should happen only after you've maximized your current business. Amenities rarely differentiate your salon. Social media should solve client problems—not just showcase hair. Standards protect both your clients and your culture. Commission is a business model, not a recruiting strategy. Hiring systems matter more than hiring quickly. Business owners should spend time on work that only they can do.Time Stamps00:00 — Opening takes: negativity & owner responsibilities04:00 — Difficult clients & team meetings07:00 — Hustle culture & core values11:00 — Expansion & Google reviews15:00 — Standards & commission salons21:00 — Amenities & social media28:00 — Cancellation policies & client expectations34:00 — AEO (Answer Engine Optimization)37:00 — Hiring systems that actually workReflection: Which topic challenged your thinking the most?More importantly... which one are you actually going to act on this week?Your business should serve you, so that you can serve others.And sometimes the biggest breakthroughs don't come from finding new answers—they come from asking better questions.Links and Stuff:Our Newsletter Mentoring InquiriesFind more of our things:InstagramHello Hair Pro Website

Kevin and Monique discuss the fallout from Tuskegee University's new dress code policy against bonnets and durags. Off Code #86 Season 5, Episode 16

In this episode of Behind the Story, Tim Rice sits down with Daily Wire investigative reporter Megan Brock to break down her explosive three-part exposé on WPATH, the World Professional Association for Transgender Health, the group whose "Standards of Care" shape medical policy, treatment, and insurance coverage on transgender procedures worldwide. Using a creative FOIA strategy, Megan obtained nearly 250 pages of private member forum messages that reveal what WPATH members say behind closed doors, a stark contrast to their public messaging. Megan's full three-part investigative series is available now at  dailywire.com. Subscribe for more Behind the Story episodesRead Megan Brock's reporting: dailywire.com Learn more about your ad choices. Visit podcastchoices.com/adchoices