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Isn't yoghurt an ultra-processed, sugar-laden snack that we should avoid buying when we're in the supermarket? The truth is a bit more complicated, and it all depends on the yoghurt. Some do have a high sugar and fat content and offer few other health benefits. But when it comes to yoghurt, they are not the whole story.酸奶不是一种经过超加工、含糖量高的零食，我们在超市时应该避免购买吗？ 事实有点复杂，这一切都取决于酸奶。 有些糖和脂肪含量确实很高，并且几乎没有其他健康益处。 但说到酸奶，它们并不是全部。Let's look at some of the potential benefits. Yoghurt is made by fermenting milk, which produces a number of live bacterial cultures. These helpful bacteria interact with our gut flora and have been associated with better digestive health. It's possible that this could lead to reduced symptoms in people with conditions such as irritable bowel syndrome. It's also been suggested that regularly consuming yoghurt could reduce inflammation and the risk of developing some kinds of bowel cancer. However, many types of yoghurt available in shops are pasteurised, which kills most of the helpful bacteria.让我们看看一些潜在的好处。 酸奶是通过发酵牛奶制成的，发酵牛奶会产生许多活细菌培养物。 这些有益的细菌与我们的肠道菌群相互作用，并与更好的消化健康有关。 这可能会减轻患有肠易激综合症等疾病的人的症状。 还有研究表明，经常饮用酸奶可以减少炎症和患某些肠癌的风险。 然而，商店里出售的许多类型的酸奶都经过巴氏灭菌，这会杀死大部分有益细菌。As well as providing calcium, B vitamins and phosphorus, yoghurt is high in protein. Protein can be important for muscle development, bone strength, and for controlling our appetites. Again, the choice of yoghurt can be important. Strained, Greek-style yoghurt is thicker than regular yoghurt and is particularly high in protein. 200g contains around double the amount of protein found in 200ml of milk.酸奶除了提供钙、B 族维生素和磷外，还富含蛋白质。 蛋白质对于肌肉发育、骨骼强度和控制食欲很重要。 再说一遍，酸奶的选择很重要。 过滤希腊式酸奶比普通酸奶更浓稠，并且蛋白质含量特别高。 200 克牛奶中的蛋白质含量大约是 200 毫升牛奶中的两倍。The effect of fat in yoghurt is more complex. It is high in saturated fat, which could be a risk factor for heart disease. However, some studies suggest that saturated fat from whole milk, can provide beneficial forms of cholesterol, which might protect heart health. However, more research in this area is needed, and current UK government advice is to look for low-fat yoghurt.酸奶中脂肪的作用更为复杂。 它富含饱和脂肪，可能是心脏病的危险因素。 然而，一些研究表明，全脂牛奶中的饱和脂肪可以提供有益形式的胆固醇，这可能会保护心脏健康。 然而，需要在这一领域进行更多研究，目前英国政府的建议是寻找低脂酸奶。There are many potential benefits as long as we choose the right yoghurt. Unsweetened Greek yoghurt that retains live bacteria is likely to be the best choice for our health.只要我们选择合适的酸奶，就有很多潜在的好处。 保留活细菌的不加糖希腊酸奶可能是我们健康的最佳选择。

This archived episode of Focus, the podcast of Catholic Answers, features guest Rose Sweet. Support the show

Gregory Daco of EY-Parthenon warns that beneath the surface of a seemingly strong U.S. economy, declining real disposable income and eroding consumer spending power are forcing households to lean on savings and credit — with growth increasingly concentrated among AI investments and affluent consumers. He argues that inflation-adjusted data tells a more sobering story of slowing momentum, while the Fed stays cautious, counting on rising long-term rates to do much of its tightening work.======== Schwab Network ========Empowering every investor and trader, every market day.Subscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – https://twitter.com/schwabnetworkFollow us on Facebook – https://www.facebook.com/schwabnetworkFollow us on LinkedIn - https://www.linkedin.com/company/schwab-network/ About Schwab Network - https://schwabnetwork.com/about

Alison is struggling with a long-term friendship that has become emotionally draining due to the friend's difficult personality. While distancing herself feels necessary for her well-being, ending the friendship could create tension within their shared social circle and affect mutual friendships.  Call 1-800-DR-LAURA / 1-800-375-2872 or make an appointment at DrLaura.com Follow me on social media: Facebook.com/DrLaura Instagram.com/DrLauraProgram YouTube.com/DrLaura Join My Family!! Receive my Weekly Newsletter + 20% off my Marriage 101 course & 25% off Merch! Sign up now, it's FREE! Each week you'll get new articles, featured emails from listeners, special event invitations, early access to my Dr. Laura Designs Store benefiting Children of Fallen Patriots, and MORE! Sign up at DrLaura.com Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Is your strained culture quietly eroding trust, teamwork, and performance faster than you can fix it?When trust breaks down at work, you feel it everywhere — communication gets guarded, collaboration slows down, and people start operating in survival mode instead of working together. In this episode, you'll discover practical ways to repair strained culture issues before they turn into long-term dysfunction, helping you create a team environment where people feel heard, respected, and motivated to contribute again.By listening to this episode, you'll learn how to:Identify the real reasons trust and collaboration have broken down on your teamLead honest conversations that reduce tension without creating more conflictBuild simple, repeatable habits that strengthen accountability, teamwork, and trust over timePlay this episode now to get actionable communication tools you can use immediately to start rebuilding trust and repairing a strained culture on your team.Check out:00:58 — Why trust breaks down in the first place and the biggest mistake leaders make when trying to fix a strained culture04:40 — Practical phrases and conversation frameworks to rebuild trust without sugarcoating the issue08:57 — A step-by-step team exercise you can use immediately to repair collaboration and strengthen accountabilityLeadership Without Using Your Soul podcast offers insightful discussions on leadership and management, focusing on essential communication skills, productivity, teamwork, delegation, and feedback to help leaders navigate various leadership styles, management styles, conflict resolution, time management, and active listening while addressing challenges like overwhelm, burnout, work-life balance, and problem-solving in both online and in-person teams, all aimed at cultivating human-centered leadership qualities that promote growth and success.Mentioned in this episode:2026 Audience Survey We appreciate you. Click "Leadership Survey" - first 30 responses get a signed book. Thank you for helping us make the show even more helpful.

Hold onto your hats (and your memories), because Episode 1065 of This is True Really News is a wild ride from the bathroom to the treetops. Scott Combs and Tony Berkanis dive into the headlines that prove reality is stranger than fiction.In this episode:The 10-Year Flush: A woman in Hong Kong strained so hard during a bout of constipation that she triggered Transient Global Amnesia, wiping out a decade of memories for eight hours. Yes, your butt is officially wired to your brain.The Toilet Terrorist: A Canadian snowmobile club is locked in an $80,000 battle with a vandal who refuses to let their outhouses stand. From arson to gunfire, this is one "sticky wicket" of a situation.Long Live the Squirrel Queen: A Florida woman in a full-body squirrel suit takes a stand in an oak tree, pelting officers with acorns and demanding "tribute" in the form of organic walnuts.The Vomit Fee: A Spanish sushi buffet is tired of the "Roman style" dining habits of its patrons and has implemented a surcharge for those who eat past their limits.Timestamps:0:00 - Intro: Jim Dandy to the Rescue1:14 - The Memory-Wiping Bowel Movement6:09 - The $80k Outhouse War in Canada9:42 - Florida's Sovereign Squirrel Queen12:48 - The Sushi Buffet "Vomit Fee"16:15 - How to contact the showJoin the "Smart Snarks" Club!Have a comment, a question, or a "tome-sized" novella for us?

PREVIEW for today: Ivana Stradner highlights Vladimir Putin's strategic weaknesses, noting he is an unreliable ally to nations like Armenia and Iran. Internal domestic resentment grows as Russia's military capacity remains strained by the brutal ongoing Ukrainian war.1898 russia

Last time we spoke about the battle Yaoyi. Japan pushed hard into Hubei with a plan: surround the main Chinese forces and seize Yichang, hoping to use it to strike at Chongqing. At first, the fighting was chaotic and punishing. The Chinese side tried to hold the line and disrupt the advance, and they even managed setbacks for the Japanese, pushing back, retaking key ground, and hitting supply and positioning weaknesses. But victory came with a cost: commanders were lost, and every gain was hard-won. Still, the battle didn't unfold as a clean Chinese retreat or a simple Japanese win. As Japanese units shifted and tested for openings, the Chinese forces adjusted—delaying, regrouping, and fighting to keep their formations from being completely trapped. Eventually, Japan managed to break through at critical moments, especially through crossings and maneuvers that the Chinese had not fully sealed off. In the end, Japan succeeded in taking Yichang, but it didn't achieve the decisive annihilation it wanted.    #201 The New Fourth Army Incident and the Strained United Front Welcome to the Fall and Rise of China Podcast, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about the history of Asia? Kings and Generals have an assortment of episodes on history of asia and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel where I cover the history of China and Japan from the 19th century until the end of the Pacific War. After the catastrophe of the early 1930s, the Chinese Communist Party (CCP) entered the war against Japan in a political mood that was both hopeful and wary: it wanted to be seen as a genuine national leader of resistance, yet it also feared being absorbed—or destroyed—by the Guomindang (KMT) state it had spent years battling. That tension became the organizing principle of the war's early years. The turning point came from the Xi'an Incident in December 1936, which forced a new calculation in Nationalist politics. In the months that followed, agreements between KMT and CCP representatives were publicly proclaimed in August and September 1937, after the Shanghai fighting began. Under these arrangements, the CCP accepted constraints that in peacetime would have looked like surrender: it pledged to strive for Sun Yixian's "Three People's Principles," to end its former policies of armed revolt and sovietization, to abolish the soviet government, and to discontinue both the term "Red Army" and the expectation that its forces would operate outside central control. Communist troops would be treated as part of the national military under KMT command, and the revolution's old administrative structures were to be formally dismantled. In return, the KMT offered the CCP something just as important: space to exist publicly and politically. Liaison offices were permitted in key cities; the CCP was allowed to publish the New China Daily; and it could nominate representatives to KMT advisory bodies. Civil rights were extended—political prisoners were released—and subsidies were established to help cover administrative and military expenses in "reintegrated" areas and territories. The war thus transformed the tactical reality on the ground: the CCP could not treat the KMT as an immediate enemy, but it also could not afford to become politically passive. It had to learn how to fight Japan while building legitimacy fast enough to survive the next phase. In the first year and a half, the Party Center focused on three problems that kept returning in different forms: how the "united front" would be defined—especially what the CCP's relationship to the National government should be; how to coordinate military strategy and tactics with Nationalist units without losing control of its own operations; and how leadership should be consolidated, particularly for Mao Zedong in a party that still contained rival centers of authority. These disputes mattered not just for doctrine but for survival, because the CCP's autonomy was constantly being tested by the very alliance that was supposed to protect it. Mao's own approach to the united front combined cooperation with a refusal to surrender independence. Publicly, the CCP praised Jiang Jieshi and the KMT and promised unity, but it did so in language that was deliberately broad. In private (and in internal party debates), Mao treated unity as conditional: the CCP must not split the united front, but it also must not be "bound hand and foot." The strategic idea that emerged was political initiative under constraints—fighting when it could plausibly claim justification, keeping enough restraint that the CCP would not appear self-interested or anti-national, and deciding for itself when to engage and when to withdraw. This balance was reinforced through military reorganization. In August–September 1937, CCP forces were reorganized as the Eighth Route Army (8RA), with roughly 30,000 men drawn from Long March survivors, local forces, and new recruits. The 8RA was divided into three divisions: the 115th, 120th, and 129th, commanded by Lin Biao, He Long, and Liu Bocheng respectively. Shortly after the war began, the National government also authorized a second major Communist force: the New Fourth Army (N4A), to operate in central China. Its core came from those left behind when the Long March began in 1934—small groups surviving in difficult conditions against continuing KMT pressure. Officially authorized at 12,000, it took months to reach that strength. Nominally commanded by Ye Ting, actual military and political control rested with Xiang Ying and Chen Yi. From the start, then, the CCP's wartime "integration" with the National system coexisted with a clear effort to preserve internal control. Ideologically, the CCP worked to make its revolutionary program compatible—at least in appearance—with a national resistance coalition. On the New Democracy demonstrated how this strategy operated on two levels. In KMT-controlled spaces, its language could be read as aligning with liberal-democratic expectations: public participation, multi-party governance, legally protected civil rights. But in CCP-controlled areas, the same text could carry sharper class-based and authoritarian implications. The Party wanted a united front that broadened support without becoming committed to Nationalist limits on how society itself might be reorganized after victory. Meanwhile, even as the rhetoric of unity rose, the CCP worried about something more dangerous than military setbacks: the possibility that the KMT might accommodate Japan. Late 1939 and early 1940 made this fear harder to dismiss. Japan pursued collaboration with Wang Jingwei, culminating in the establishment of a "reorganized" government at Nanjing in March 1940. At the same time, Japanese intermediaries sought approaches to Chiang Kai-shek himself—an effort that the CCP tracked closely as a sign that peace negotiations might be possible even when battlefield conditions looked grim. Propaganda was involved, but the anxiety was real: if Japan and the Nationalists reached an arrangement, the CCP's whole wartime legitimacy-building effort could collapse overnight. As a result, the united front was interpreted inside the CCP not as a permanent coalition with the KMT, but as a flexible strategy with a cardinal purpose: to prevent peace between Japan and the Nationalists. Mao's position on the united front reflected this. For him, the alliance was meant to suspend the possibility of a China–Japan settlement, not to end the CCP's separate identity. The CCP could participate in a reconstituted national framework—possibly even a "democratic republic"—to gain legality and influence, but it should remain politically and, where possible, physically separate from the KMT. By 1939, however, the practical meaning of "flexibility" collided with reality. What had seemed, to some observers, like an unusually cordial entente began to fade. The KMT Central Committee adopted measures early in 1939 aimed at restricting Communist expansion, and armed clashes increased through the summer and continued into autumn and winter—especially around North China Communist bases. The period of rising conflict was later labeled by the CCP as the "first anti-Communist upsurge" (roughly spanning December 1939 into March 1940), but the crucial point was that both sides viewed each confrontation as a test of legal rights, moral legitimacy, and control over territory. Strategically, the CCP understood the KMT's effort as an attempt to check unauthorized growth of Communist armed power and to recover areas where influence had already slipped away—either to the Communists or, by indirect effect, to Japan. The KMT emphasized its traditional legal authority; the CCP countered with its claim to an "evolutionary" moral right to challenge the government's legitimacy. In practice, the conflict took the form of increasingly systematic military pressure, including a blockade around the Shen–Gan–Ning region. By this point, the blockade involved large numbers of troops (on the order of hundreds of thousands), halting Communist expansion and disrupting direct contact with other Communist forces farther afield, even as fighting flared along border zones and around vulnerable points in the Communist defensive perimeter. So, by the edge of the "middle years," the wartime alliance had not broken into open civil war—but it had also stopped being secure. The united front survived, yet it operated under strain: its language of cooperation continued, while "friction" between partners hardened into a central feature of the resistance struggle. Transition into the war's second phase began in early 1939, shaped by the stalemate Mao had already anticipated at the sixth plenum in late 1938. Mao argued that during this prolonged "new stage" the forces of resistance—above all, Communist-led forces—would strengthen. The overall result, however, was mixed. In Shandong and Central China, new Communist bases did take shape. But across much of North China, Japanese consolidation cost the resistance heavily in manpower and population. Base-area economies suffered serious strain, and the peasantry endured hardships more severe than at any earlier point. This stalemate had two main dimensions. The first was the growing resentment of the Nationalists toward Communist expansion—resentment made especially sharp by their own losses. As the Nationalists were driven out of regions that had previously provided them their greatest wealth and power in the central and lower Yangtze basin, they also lost the "cream" of their armies. In contrast, the CCP was spreading through the wider countryside behind Japanese lines, extending its influence and winning broader popular support. The second dimension was Japan's desire—and need—to consolidate territories it had only nominally conquered and to extract economic value from them. After all, the logic of the "China Incident" was to draw on China's labor and resources to strengthen Japan, not to bleed Japan's gains away by draining wealth into China's vast interior. A Japanese colonel, lamenting the situation, captured the frustration of this drift into deeper entanglement: he regretted that Japan had not ended the "China Incident" once its initial objectives were reached. Instead, Japan was drawn into the hinterland and became bogged down in endless attrition—leaving it with little more than "real estate" rather than the popular support it believed it would secure from those it claimed to "liberate." To improve their position, Japanese authorities—still fragmented by internal rivalry—pursued several strategies. One was a new peace offensive aimed simultaneously at Jiang Jieshi, alongside efforts to establish a "reformed" Nationalist government under Wang Jingwei, who had fled Chongqing in December 1938. Japan also recruited more collaborators and puppet officials. Finally, it carried out forceful military, political, and economic measures intended to establish effective territorial control and eliminate opposition. During the middle years of the war, the Communists described their conflicts with the Nationalists using the euphemism "friction". By 1939, what many observers—possibly incorrectly—had viewed as an unusually warm alliance began to break down. In early 1939, the KMT Central Committee adopted measures meant to restrict the CCP. From the summer onward, military clashes began and continued into autumn and winter with increasing frequency and intensity, most of them concentrated around and within the North China base areas. The Communists later labeled the period from December 1939 to March 1940 the "first anti-Communist upsurge." Naturally, each side accused the other of aggression and claimed self-defense against unjust attacks. Strategically, though, the North China "upsurge" functioned as a Nationalist attempt to limit the CCP's expansion beyond the areas assigned to it and to regain influence in regions the Communists—or the Japanese—had already taken from the KMT. Jiang Jieshi framed the matter as a defense of legal rights grounded in tradition, while the Communists asserted an "evolutionary" right to challenge the moral legitimacy of those legal claims. During 1939, the Nationalists began to blockade Shen–Gan–Ning around its southern and western perimeter. Within a year, this blockade grew to nearly 400,000 troops, including some of the last remaining Central Army units under the command of Hu Zongnan. The blockade stopped further Communist expansion, especially into Gansu and Suiyuan, and severed direct contact between SKN and Communists operating in Xinjiang (Chinese Turkestan) adjacent to Soviet Central Asia. The Xinjiang Communists—including Mao Zedong's brother—were eliminated in 1942. Meanwhile, fierce fighting erupted along the Gansu–Shaanxi border and in the north-eastern corner of SKN near the Great Wall at Suide, as the blockading forces probed for weak points. Elements of He Long's 120th Division were even pulled back from the Jin–Sui base across the Yellow River to strengthen SKN's regular defenses. Economically, the blockade was even more damaging. During 1939, central government subsidies to the Border Region budget were cut off. Trade between the Border Region and other parts of China nearly stopped, a devastating blow to a region unable to supply itself with many basic commodities. At the same time, Nationalist and regional forces also attempted to expand their military and administrative authority into Hebei, Shanxi, Henan, and Shandong—areas the CCP now considered its base zones. In resisting these efforts, the CCP predictable accused its rivals of harming resistance work and damaging the people's interests. The "experts in dissension" were said to cooperate with the Japanese and their puppets. Based on increasing collaboration by regional units with Japan, the CCP implied that this was a deliberate and cynical strategy—described as "crooked-line patriotism"—intended to preserve those units for future anti-Communist operations. Even so, the CCP tried to avoid an open break with the Nationalist regime in Chongqing. In public, it consistently portrayed these clashes as being initiated by local commanders acting beyond orders from higher authority—despite knowing this depiction was false. Jiang Jieshi, unable to refute the claim outright, effectively permitted it to serve as the justification for a firm Communist response. Mao Zedong outlined the general resistance policy as "justification, expedience, and restraint". The CCP was to fight when it could claim justification and when it could gain advantage, but not to press attacks beyond what the Nationalists would tolerate or in ways that could damage its image as selfless patriots. Communist forces were expected to keep initiative as much as possible in their own hands—deciding when to engage, whether to engage, and when to disengage. The most striking episode of the "first anti-Communist upsurge" was the rupture with Yan Xishan in December 1939. Tensions in Shanxi had been rising throughout the summer and autumn, as Yan and his conservative supporters—associated with the "Old Army"—linked the Sacrifice League and the Dare-to-die Corps of the "New Army" with Communist forces. When base areas and Japanese occupation eventually took over much of his province, Yan was forced into exile at Qiulin across the Yellow River in Shaanxi. In November, Yan ordered his Old Army to disarm the Dare-to-die forces with help from central units dispatched by Hu Zongnan. In the bloody fighting that followed, these elements gradually broke free of even nominal provincial control and fully completed their connection with Communist forces. More than 30,000 people went over to the Communists. One KMT intelligence agent described the process with bitterness and a sense of inevitability: the Communists were first "full of sweet words," flattery, and distortions designed to open things up and conceal their actions. But once they had fully entrenched themselves, and once the low-level base had been established, they turned and bit. The agent suggested they had suspected things might end this way, but were not aware how quickly events would move—or that it could happen precisely while Communist calls for "united front" and "maintenance of unity for resistance" filled the air. About a month later, in February and March 1940, elements of the 8RA beat back this so-called upsurge. Zhang Yinwu's forces were disarmed and dispersed across the plains of north Hebei. To the south, Chu Huaiping and Shi Yusan were pushed out of the base area, as was the KMT-appointed provincial governor Lu Zhonglin. Although some non-Communist forces remained in the region, the CCP's and CCLY bases were never again seriously threatened by forces affiliated with the central government. Reinforcing the CCP's accusations, Shi Yusan was later executed in 1940 by the central government for collaboration with the Japanese. By late 1939, CCP central authorities maintained that the areas where the CCP could expand its armed strength were mainly limited to Shandong and Central China. In those regions, the CCP continued trying to carve out bases where they could operate. The situation in Shandong was complicated. After the Japanese invasion, most Nationalist-affiliated forces stayed in the province, while Communist forces and bases were weaker and more scattered than further west. Only in late 1938 did major 8RA units from the 115th and 129th Divisions—led by Xu Xiangqian and Luo Ronghuan—enter Shandong to link up with the Shandong column and local guerrillas, including survivors of a large band recently decimated by the Japanese. Even with these efforts, Communist actions led to clashes not only with Japanese forces but also with various Nationalist-affiliated groups—groups that were stronger than the Communists at the time. Until late 1940, the CCP's clashes with Nationalist forces in Shandong were actually bloodier than clashes with the Japanese. The CCP understood that its Chinese rivals mistrusted one another, and that their attitudes toward the CCP varied widely. The main Nationalist forces were often not tightly affiliated with Chiang Kai-shek or the central government. Instead, they operated under independent—and at times disgruntled—regional commanders. Communist tactics were expressed through slogans emphasizing ways to win support and isolate hardliners: develop progressive forces and win over fence-sitters while isolating "die-hards"; flatter top echelons, enlist the middle ranks, and hit the rank and file; and win over Yi Xuezhong, isolate Shen Honglie, and eliminate Qin Qirong. Still, unlike other North China base areas, the Communists were unable for several years to neutralize Nationalist forces in Shandong. Even if Japanese mop-up campaigns had not weakened those Nationalists, the text suggests the Communists may still have struggled to do so. By November 1940, Xu Xiangqian claimed meaningful progress while admitting Shandong had not yet become a fully consolidated base. CCP successes were greatest along parts of the Shandong–Hebei border, around the Taishan massif in central Shandong, and near the tip of the peninsula far to the east. Elsewhere, "progressive forces" remained weak. Communist regular troops numbered about 70,000, which was far below the party center's goals of 150,000 regulars and between 1.5 and 2 million self-defense forces. Moreover, systematic economic reforms had barely begun. The CCP relied on familiar practices—confiscations, collections of "national salvation grain," contributions, and loans—alongside a conventional taxation system adjusted to favor poorer peasants. Communist expansion in Central China was even riskier, with a greater likelihood of large-scale conflict with central government forces than in the north. In much of North China, "friction" came primarily from rapid Communist expansion into areas with partial vacuums. In Central China, however, base-building required displacing an existing Nationalist military-administrative presence closely tied to Jiang Kai-shek and the Chongqing government. The burden of this expansion was carried mainly by the 6th Detachment (northern Anhui and Jiangsu) and the 5th Detachment, which was reinforced by 15,000 to 20,000 8RA troops under Huang K'o-ch'eng. As Chen Yi's 1st Detachment crossed from south to north through the corridor provided by Guan Wenwei's local forces, it became actively involved as well. This expansion—driven by increasingly urgent directives from Mao and Liu during the latter part of 1939 and into 1940—brought the N4A north of the river into ever more frequent and sharper clashes with Nationalist authorities in Anhui and Jiangsu, especially with units under Jiangsu governor Han Deqin. South of the river, though, Xiang Ying did not directly challenge Chongqing's commanders. Mao later charged that Xiang Ying may have been influenced by Wang Ming, or else he may simply have seen no realistic alternative. His forces—three detachments plus a headquarters unit—were heavily outnumbered by Qu Chutong's Nationalist units, not to mention Japanese forces and their puppets. Even if Mao insisted bases could be built "anywhere," the Shanghai–Hangzhou–Nanjing triangle was especially difficult terrain. Xiang Ying and his followers had survived with extraordinary tenacity in the mountains of South China between 1934 and 1937, enduring brutal search-and-destroy operations that were not lifted until the war began. It therefore seems unlikely that such survivors would suddenly become "right-wing capitulationists."  Yet by spring 1940, Mao was pressing Xiang Ying more intensely. The Central Committee's message was explicit: expansion was necessary in all cases. It meant reaching into all enemy-occupied areas rather than being bound by the Kuomintang's restrictions—going beyond Kuomintang limits, not waiting for official appointments, not depending on higher-ups for financing, and instead expanding armed forces freely and independently. It also meant setting up base areas without hesitation, independently mobilizing the masses in those areas, and building united front organs of political power under Communist Party leadership. The struggle between Nationalists and Communists involved more than contests for control of territory behind Japanese lines. It also involved national-level politics, ideology, and leadership. One worrying development for the CCP was the campaign throughout 1939 to expand Jiang Kai-shek's prestige and formal power—adding more titles for him across major party, government, and military positions. In early 1939, the Central Executive Committee appointed him "director-general" of the Kuomintang, a title reminiscent of the one previously held by Sun Yat-sen. In addition, during the summer and autumn of 1939 there was talk of constitutional rule. In November, the KMT announced plans to convene a constitutional assembly the following year. If Jiang could fulfill these promises, he and his government could gain new legitimacy and wider popularity. Mao and his colleagues could not allow this to go unchallenged. If the Nationalists were to have a paramount leader and authoritative spokesperson, the CCP needed one as well. The timing of Mao's famous "On the new democracy"—written in late 1939 and published the next January—was therefore no accident. Its substance had been anticipated earlier, but its final timing and full development were shaped by the KMT's constitutional movement. The CCP's entry into this competition served as both a bid for support away from the KMT and a statement of the multi-class united front that the CCP wanted to lead. Although "On the new democracy" was written in a tone that seemed moderate, it persuaded many Chinese readers that the CCP had either diluted its revolutionary objectives or postponed them to a distant future. In Kuomintang-controlled areas, the work could be read through the liberal values associated with Anglo-American democracy—popular participation, multi-party government, legally protected civil rights. In CCP-controlled territories, the same language carried stronger authoritarian, class-based meanings. In internal documents meant for party audiences rather than public consumption, the ambiguity was removed, showing a tough but patient and flexible commitment not only to resistance but also to social control and social change. During this same period, the Communists expressed deep concern about Nationalist capitulation to Japan—not only on the battlefield behind Japanese lines but also at the highest levels. Some of this concern was propaganda, but beneath propaganda lay genuine anxiety. In late 1939 and early 1940, politically aware Chinese already knew that Japan was negotiating with the unpredictable Wang Jingwei, who had fled Chongqing a year earlier. A "reorganized national government" in Nanjing was finally established in March 1940, representing the most formidable collaboration with Japan to date. Less well known, but equally important, was that Japan was also seeking an understanding directly with Jiang Kai-shek through intermediaries in Hong Kong. This effort, called "Operation Kiri"—described as spreading a "feast for Chiang"—combined intrigue with a kind of dark comedy. Reports suggested Chiang's reported interest in peace could have been a stratagem designed to discredit Wang Jingwei by keeping him waiting. But even if Chiang had no intention of coming to terms with Japan, the Communists could not be sure what the outcome would be until after the multi-pronged peace offensive had failed. By the middle of 1940, China had never been so isolated. In Europe, the "phony war" ended in the spring when Germany launched a blitz across the Low Countries. France fell soon after, and England appeared likely to be next. Japan used this moment to press China to sever its last tenuous connections to the outside world: cutting the Burma Road, trade with neutral Hong Kong, and the rail link running from Hanoi to Kunming. At the same time, Russia was engaged in a difficult and embarrassing war with Finland and reduced military aid to the Nationalists. The United States was only gradually moving away from isolationism and clearly regarded England as more important than China. In Chongqing and elsewhere in "Free China," signs of war weariness, despair, and demoralization were visible. Under these circumstances, Mao's insistence on aggressive expansion was a calculated risk—either it would deter any Japanese advance, or it would place the Communists in the strongest possible position in case a split between the KMT and the CCP became unavoidable. In Central China, the size and pace of the fighting kept increasing, starting in the final months of 1939. One flashpoint was the clash between Luo Pinghui's 5th Detachment and units of Han Deqin's Jiangsu force near Lake Gaoyou. In the following months, Guan Wenwei's forces ranged along the left bank of the Yangtze, repeatedly running into Luo's troops as they operated farther north. Luo also began receiving some 8RA reinforcements, moving them south through areas controlled by the 6th Detachment. Clearly, a major showdown was taking shape across north and central Jiangsu. At the same time, the South Yangtze Command was doing poorly. Nationalist commanders Leng Xin and Qu Chutong restricted its activities so severely that Mao and Liu gradually abandoned the idea of building a unified, consolidated base in that region. During late spring and early summer, Chen Yi moved most of his 1st and 2nd Detachments north of the Yangtze. In September, the 3rd Detachment followed suit, crossing the river into the area around Lake Chaohu, where the 4th Detachment was already stationed. After these moves, only the Headquarters Detachment—under Ye Ting and Xiang Ying—remained south of the Yangtze, positioned at Qingxian in southern Anhui. As the military situation edged toward an open confrontation, negotiations began in June 1940 between representatives of the KMT and the CCP. The core issues were Communist operating zones and the authorized strength of the armies led by the CCP. Proposals were exchanged, followed by equally sharp and hostile counter-proposals, but no agreement was reached. The KMT viewed it as a concession to permit the CCP "free rein" north of the pre-1938 course of the Yellow River, with the exception of southern Shanxi, which was to remain under the influence of Yan Xishan. In exchange, the KMT demanded that all 8RA and N4A units evacuate Central China. In effect, the KMT was offering the CCP something it was already prepared to allow, in return for the CCP giving up what it might soon be able to obtain by force of arms. Nationalist authorities then issued a set of deadlines, but without clearly stating what would happen if those deadlines were violated. On the surface, the CCP appeared to be complying in part. The movements of Chen Yi and the South Yangtze Command could look like obedience, but in reality they were responses to orders coming from their own superior leadership rather than instructions issued by the Nationalists. Even so, Xiang Ying's continued delays and evasions during the autumn and winter of 1940 remained puzzling. One possibility is that he felt—quite reasonably—that Mao had already lost confidence in him and that once he crossed to the north bank of the river he would lose his command. Another complication was that directives from Yan'an were sometimes ambiguous and even contradictory. He may also have been trying to reach secure understandings with KMT commanders about evacuation routes and guaranteed safe conduct out of the area. For a period, Han Teqin kept most of his forces—estimated at about 70,000 men, far outnumbering the N4A—in north Jiangsu, thereby blocking the expansion of the 6th Detachment and slowing further southern intrusions by 8RA troops. But by mid-summer he realized he would have to counter the N4A build-up in central Jiangsu, or else risk writing that region off to the Communists. A confusing sequence of engagements then unfolded, culminating in a decisive battle in early October 1940 near the central Jiangsu town of Huangjiao. Over the course of four days, several of Han's main-force units belonging to the 89th Army were destroyed, while others were scattered. That battle also served as a signal for the 6th Detachment to advance more aggressively in the north. In the aftermath, one of Han's principal commanders entered collaboration with the CCP, while another defected to the Nanjing government under Wang Jingwei. Although Han Teqin managed to maintain a foothold in Jiangsu until 1943, his real power had been broken. Relatively little attention was paid to the battle of Huangjiao in the Chinese press. The KMT did not want to publicize what it considered a disastrous defeat, while the Communists were satisfied to stay silent about an episode that conflicted with their proclaimed policy of a united front. As could be expected, during the autumn—after Han Teqin's defeat—KMT-CCP negotiations deteriorated further. In early December, Jiang Kai-shek personally ordered that all N4A forces withdraw from southern Anhui and southern Jiangsu by 31 December. He also ordered that the entire 8RA be positioned north of the Yellow River by the same deadline, followed one month later by the N4A. Discussions then followed between Ye Ting and Qu Chutong's deputies concerning the route to be taken, safe conduct, and—astonishingly—the money and supplies that were to be provided to the N4A to help it move. On 25 December, Mao Zedong ordered Xiang Ying to begin evacuating immediately. Yet it was not until 4 January 1941 that Ye and Xiang actually started moving. Almost immediately, Qu Chutong's forces harassed and dispersed the N4A Headquarters Group, which included administrative personnel, wounded soldiers and dependents, as well as combat-ready troops. In an attempt to reorganize, they moved southwest toward Maolin, where they were surrounded by Nationalists and, over the next several days, were cut to pieces. Losses were heavy on both sides. The CCP suffered an estimated 9,000 casualties. Xiang Ying tried twice to break out of the blockade on his own, but failed. He was then denounced as a deserter by Ye Ting, who took over full command of the doomed forces. Xiang Ying eventually escaped, but he was killed a couple of months later by one of his own bodyguards, motivated by the N4A gold reserves that he had taken with him. Up to the very end, Xiang either failed or refused to seek refuge in Liu Shaoqi's domain north of the Yangtze. The unfortunate Ye Ting was arrested and spent the rest of the war in prison. He was finally released in 1946, only to die one month later in a plane crash, along with several other high-ranking party members. On 17 January, Jiang Kai-shek declared that the New Fourth Army was dissolved for insubordination. Direct contacts between Yan'an and Chongqing nearly came to an end, and CCP military liaison offices in several cities held by the Nationalists were closed. This is what became known as the New Fourth Army incident, also referred to as the South Anhui incident. Clearly, it functioned as an act of retaliation for the defeats suffered by Han Teqin in north and central Jiangsu. It ended any realistic prospect of establishing a consolidated Communist base south of the Yangtze. Still, from a strategic perspective, these losses were ultimately more than offset by the gains achieved farther north. In fact, only a few months later, the reorganized N4A quietly began reintroducing some units into this region, where they carried out guerrilla activities without possessing a secure territorial base. Unlike the relative silence surrounding the fighting at Huangjiao, the New Fourth Army incident sparked bitter, prolonged controversy. The CCP argued that it was a second "anti-Communist upsurge," even more serious than the first. Presenting themselves as martyred patriots, they depicted their opponents as people who wanted to end the War of Resistance through what they called "Sino-Japanese cooperation" aimed at "suppressing the Communists." In their account, the Nationalists wanted to replace the war of resistance with civil war, substitute capitulation for independence, trade unity for a split, and replace light with darkness. People were telling each other the news and were horrified. Indeed, they claimed that the situation had never been as critical as it was at that moment. The Nationalist response, of course, was that provocations had been numerous and serious, and that violations of military discipline could not be tolerated. But the KMT's unwillingness to describe in detail its own defeats at the CCP's hands left it speaking in broad generalities. In the propaganda battle, the CCP clearly gained the better position and won more political capital. If it was politically valuable to be regarded as a national hero, it was even more valuable to be seen as a national martyr.  Many Chinese—and some outside—observers were genuinely alarmed and feared that civil war might openly resume. Yet, with a few exceptions, the events that culminated in the New Fourth Army incident have generally been interpreted as marking the breakdown of the second united front. That interpretation, however, is described as being wrong in two respects. First, the CCP understood the united front not as a narrow arrangement limited to a few major partners, but as a strategy that could be applied flexibly to all political, military, and social forces in China—from the highest levels of the central government down to the smallest village. Relations with Jiang Jieshi and the Guomindang regime mattered, but they did not, by themselves, constitute the whole of the united front. Even regarding Jiang and the Nationalists specifically, the common reading is said to be misguided. Throughout the war, a cardinal objective of the united front was to prevent peace between Japan and the Nationalists. Therefore, if clashes between CCP forces and those of the central government on such a large scale as at Huangjiao and Maolin could occur without leading to peace with Japan and without triggering a full-scale resumption of civil war, then this should not be understood as the end of the united front—it should be seen as its fundamental vindication. If friction at that scale could nevertheless be tolerated by Jiang Jieshi, then fears about his future accommodation with Japan were greatly reduced. Following the New Fourth Army incident, the CCP reorganized its political and military presence in Central China. The Central Plains and South-east China Bureaus were merged and renamed the Central China Bureau, with Liu Shaoqi placed in charge, reflecting the area's importance to Party Central. The New Fourth Army was also reorganized completely and substantially regularized. Chen Yi became its new acting commander, since Ye Ting was imprisoned. He directed the force, now divided into seven divisions. Each division had territorial responsibilities, and in each region the CCP claimed the establishment of a base. Indeed, base construction proceeded in earnest only after the friction of 1940 and the New Fourth Army incident. In the years that followed, the operating areas of the First through Fourth Divisions contained expanding enclaves of consolidated territory, where military dominance was joined with open party work: administrative control, the development of mass organizations, local elections, and socio-economic reforms. The other three areas fluctuated between semi-consolidated and guerrilla status. With the incident, the worst phase of the KMT-CCP conflict was now over. When CCP documents later speak of a third upsurge in 1943, they refer to something openly political. With the exception of Shandong—where a fairly strong Nationalist presence persisted for a longer time—the overall balance of power among Chinese forces behind Japanese lines had shifted in favor of the CCP by mid-1941. In subsequent years the CCP's predominance became even more pronounced, until by the end of 1943 the Communists were virtually beyond challenge by Chinese rivals.   I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. After the CCP and KMT entered the united front, cooperation felt conditional from the start. Mao pushed the New Fourth Army to reorganize and preserve Communist autonomy, even as the 1937 agreements publicly pledged obedience to KMT leadership. In 1939–40 the Communists worried that Chiang might negotiate peace with Japan; so they expanded bases and military presence, triggering repeated clashes. The pressure intensified when KMT orders forced the New Fourth Army to evacuate south Anhui in late 1940. 

What message are you sending your kids about love and respect by how you show up on Mother's Day? If you're a dad navigating the challenges of Father's Day, you might wonder how to handle Mother's Day in a way that actually builds your family's emotional health, especially if your relationship with your kids' mom is complicated or strained. This episode tackles exactly how dads can turn Mother's Day into an opportunity for leadership, regardless of your family situation. Discover how to model gratitude and respect for your children, even when you and their mom aren't on perfect terms. Get actionable tips for guiding your kids to appreciate their mom, creating long-lasting positive family rituals. Learn practical ways to honor boundaries and lead with dignity, strengthening your family's emotional culture. Listen now to learn simple strategies that will help your kids feel more loved and teach them lasting lessons about respect and appreciation this Mother's Day. ----- Timestamps: 00:00 – Introduction: Role of Dads on Mother's Day & Modeling Respect 01:13 – Episode Overview: Honoring Mothers and Leading with Gratitude 01:23 – Reframing Mother's Day as a Teaching & Culture-Setting Moment 02:17 – Personal Reflections on the Importance of Mother's Day 03:39 – Honoring Your Partner or Co-Parent on Mother's Day 07:17 – Navigating Honoring When the Relationship is Strained 09:46 – Guiding Kids to Express Appreciation for Their Mom 12:18 – Strengthening Emotional Culture at Home Around Mother's Day 14:05 – Separated Dads: Leading with Dignity and Boundaries 16:08 – Recap of Key Takeaways from the Episode 17:19 – Remembering and Honoring Your Own Mother on Mother's Day 18:18 – Closing Messages, Resource Mention, and Sign-off ----- "Dad Central is a podcast that supports fathers in navigating fatherhood, reducing stress, building confidence, managing parenting stress, and improving parenting skills, including discipline, co-parenting, custody issues, calm parenting, and effective communication with children, to foster happy children and strong parent-child relationships."

The U.S. healthcare system is under real strain—and it's something both patients and physicians are feeling in everyday care. In Texas, those pressures are even more visible, where rapid population growth, rural access challenges, and regulatory complexity are making it harder for patients to get timely care and for doctors to focus on medicine instead of administrative work. These challenges aren't driven by a single issue, but by a combination of workforce gaps, growing bureaucracy, and structural inefficiencies that have been building for years.So what happens next? As policymakers, insurers, and healthcare systems compete to shape the future of care, one central question emerges: Can physicians reclaim control of patient care in an increasingly corporatized system?That's the question at the heart of this episode of I Don't Care. Host Dr. Kevin Stevenson sits down with Dr. Brad Holland, President of the Texas Medical Association, to unpack the organization's top priorities for 2026. Their conversation spans workforce shortages, regulatory reform, insurance power, and the evolving role of physicians in modern medicine.What you'll learn…How prior authorization and insurance barriers are getting worse, delaying patient care while placing an increasing administrative burden on physicians.Why physician shortages aren't about lack of interest, but instead driven by systemic training bottlenecks that turn away qualified candidates each year.How healthcare consolidation and insurance dominance are reshaping care, pushing costs higher and weakening the core physician-patient relationship.Dr. Brad Holland is a board-certified otolaryngologist and head and neck surgeon with specialized expertise in voice and swallowing disorders, pediatric ENT, oncology, and facial reconstructive surgery. He currently serves as President-Elect of the Texas Medical Association and has held multiple leadership roles, including Speaker of the House for TMA and President of the Texas Association of Otolaryngology, reflecting deep influence in healthcare policy and physician advocacy. He also serves as clinical faculty at Baylor University and holds an Executive MBA, bringing both medical and leadership expertise to healthcare.

This week on The Great Outdoors with Charlie Potter, get a closer look at how booming tourism is straining the fragile ecosystems of the Exuma Islands in the Bahamas—and the best ways to enjoy Chicago's Water Week.

With crime in Melbourne on a rapid incline, the police force has faced significant strains in crime management on our streets. See omnystudio.com/listener for privacy information.

CBS News royal contributor Roya Nikkhah joins "CBS Mornings" to discuss the significance of King Charles and Queen Camilla's visit to the U.S. as they head to New York City on Wednesday and its core mission. The king on Tuesday addressed Congress and met with President Trump amid strained relations between the U.S. and U.K. Acting Attorney General Todd Blanche spoke exclusively with "CBS Mornings" on Wednesday, addressing the Justice Department's second indictment of former FBI Director James Comey over a an Instagram post from Comey that showed seashells arranged in the sand to form the numbers "86 47." Blanche said President Trump didn't direct him to pursue the case. In a video message, Comey denied that he was threatening the president. Elon Musk took the stand Tuesday in a trial against fellow billionaire Sam Altman that could change the future of AI. Musk accused the OpenAI co-founder of lying and stealing, adding that he has "extreme concerns" about AI and who controls it. Constance Zimmer, who co-hosts the podcast "Talk 50 to Me," talks about reframing the conversation among women about aging. The podcast features interviews with women in their 50s, talking about the realities of midlife. Motorsports trailblazer Susie Wolff made history in 2014 as the first woman in 22 years to participate in an official Formula 1 race weekend. She reflects on her groundbreaking career, when she realized her passion and what she would tell the next generation. As "NCIS" nears the highly-anticipated finale of season 23, it will also be star Wilmer Valderama's 200th episode on the show. He reflects on his time on the series and reveals the season finale will have "a lot of danger," adding, "we're setting a crazy tone for next season." To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

2. The Future Giants: FDR, Coolidge, and Hoover in 1920 Guest: David Pietrusza This source profiles the rising stars of 1920: FDR, Calvin Coolidge, and Herbert Hoover. It highlights FDR's early naval career and strained marriage, Coolidge's stoic Vermont roots and rise via the police strike, and Hoover's international reputation as a humanitarian "great engineer". 21922 HARDING

No. 12 West Virginia baseball lost at Cincinnati, 7-5, on Sunday, dropping the weekend series against the Bearcats. On this episode of The Gold and Blue Nation Podcast, presented by Mountain State Oral and Facial Surgery, hosts Cody Nespor and Sydney Cariel share their rapid reactions to the weekend's action.

What if the biggest growth opportunity in your clinic isn't new technology, better marketing, or more patients—but the person standing right beside you?In this episode of The 20/20 Podcast, Dr. Harbir Sian sits down with Dr. Romie Dhaliwal and optician-entrepreneur Arshdeep Manghera to unpack a topic that quietly shapes every eyecare practice: the relationship between optometrists and opticians.Too often, that relationship sits somewhere between neutral and strained—defined by silos, hierarchy, and missed opportunities. But Romie and Arsh have built something different.From a pivotal moment during pregnancy to a bold decision to co-own a practice, Romie shares how she stepped away from comfort and into uncertainty. Arsh brings a story rooted in persistence—building a relationship with a clinic owner over seven years before finally acquiring the opportunity to take over. Together, they transformed a 30-year-old optical into a modern, thriving practice that blends clinical care, retail excellence, and community connection.But what makes their story truly compelling isn't just the business success—it's how they've achieved it.By breaking down the traditional “front vs back” divide, they've created a seamless patient experience where clinical knowledge and optical expertise work hand-in-hand. Their collaboration allows for better patient education, stronger trust, and more effective treatment adoption—especially in areas like dry eye.Beyond the clinic walls, they've reimagined what an optometry practice can be. From hosting comedy shows and wellness events to partnering with local businesses and community organizations, they've turned their space into a hub for connection. It's not just about attracting patients—it's about becoming part of the fabric of the neighborhood.This conversation also explores the realities of ownership—structuring partnerships, navigating legal complexities, and building systems that support growth. And as they look ahead, Romie and Arsh are investing in branding, social media, and influencer collaborations to take their practice to the next level.At its core, this episode is a reminder that growth doesn't always come from doing more—it often comes from working better together.Key TakeawaysCollaboration between ODs and opticians can dramatically elevate both patient care and business growth Breaking down traditional roles leads to better communication, trust, and outcomes Community engagement is a powerful (and underused) marketing strategy Old-school networking still creates massive opportunities Growth starts when you step outside your comfort zone Memorable Quotes“If we're not collaborating with each other, how can we collaborate with anyone else?” “Working together has taken our patient care from neutral to above and beyond.” “You either win or you learn—the worst they can say is no.” “When you get too comfortable, you don't grow.” Connect with the Guestseyesonacademy@gmail.com @academyoptical @drromiedhaliwal @thetailoredopticianLove the show? Subscribe, rate, review & share! http://www.aboutmyeyes.com/podcast/

Russell Myers is joined by Jennifer Newton to discuss whether King Charles and Queen Camilla can smooth over relations with Donald Trump during their upcoming trip to the United States. Learn more about your ad choices. Visit podcastchoices.com/adchoices

School libraries in Wisconsin get record funding from the common school fund, dams in Northeast Wisconsin holding after heavy rains, Iron County Sheriff to retire at the end of his term

“How can I heal a strained relationship?” This episode addresses practical steps for mending relationships, including four tips for healing and insights on reconciling childhood trauma. Additionally, the discussion touches on honoring parents as a Catholic and navigating complex family dynamics after forgiveness. Join the Catholic Answers Live Club Newsletter Invite our apologists to speak at your parish! Visit Catholicanswersspeakers.com Questions Covered: 03:18 – What are four tips for healing a strained relationship? 12:03 – How do you reconcile childhood trauma? 15:42 – Listen, Lead, Love, Let go. 18:01 – Resentment 20:42 – How can I honor my parents now that I am a Catholic? 33:59 – I have forgiven my family for various things, but my wife hasn't. I have let it go, but it is causing strain. 43:18 – I have had a hurt relationship; I was married outside the church in an abusive relationship. I am now married in the church, but I still feel like I need healing. (Guidance) 46:19 – My father passed away, my mom is giving the family house to my brother when it was promised to me. How can I respond to this best? 52:31 – To what degree to talk about something controversial or let it go if we know that it will cause someone to be upset?

Another lawsuit has been filed against Washington’s income tax. Bob Ferguson thinks they will prevail in court. Seattle Police say that the booking denials are straining their resources. A man survived being shot in the head during a drive by shooting in Seattle’s Belltown neighborhood. // Was Trump to hasty to try and broker peace with Iran? Former VP Mike Pence is applauding Trump’s action in Iran. // A Canadian Member of Parliament has an insane new acronym for gender identities.

City Hall reporters Megan Rodriguez and Molly Smith talk with host Greg Jefferson about Mayor Gina Ortiz Jones' pledge to help one of San Antonio's biggest and oldest gay nightclubs raise money for legally required fire sprinklers, and how it has gone weirdly wrong. Suggested reading: Bonham Exchange says mayor hasn't delivered on $550K fundraising pledge City Council delays creation of Mayor Jones' San Antonio voter commission Plan to increase San Antonio police force meets uncertainty at City Hall Sign up here for our ENside Politics newsletter: https://www.expressnews.com/newsletters/ensidepolitics/ Learn more about your ad choices. Visit megaphone.fm/adchoices

Leila Rahimi and Marshall Harris reacted to the latest update on Cubs right-hander Cade Horton's forearm strain. Spoiler: It isn't good news.

2. Judy Dempsey analyzes strained transatlantic relations following President Trump's remarks on energy independence. She also highlights the significance of Hungary's upcoming election for regional populist movements and the EuropeanUnion's future. With colleague Thaddeus McCotter. (2)

As Azerbaijan is hit by drone attacks and its security forces claim to have arrested Iranian agents planning attacks against Israeli interests, fears of contagion in the Iranian war are rising. For Turkey, which has a defence alliance with Azerbaijan, its relationship with Baku is complicated by the latter's close ties with Israel. On 5 March, drones attacked the airport of Azerbaijan's Nakhchivan exclave, which borders Iran. Baku blamed Iran, a charge Tehran denies. Azerbaijani President Ilham Aliyev condemned the attack as “terrorism” and warned Tehran of a severe response if the attacks continued. The drone strikes are viewed by Baku as a warning over its close ties with Israel. “There are some verbal attacks from [social media] accounts associated with the [Iranian] Revolutionary Guards that Azerbaijan should expel Israeli agents and things like that. We responded that we are not part of this conflict,” explained Farid Shafijev, chairman of the Baku-based government-affiliated think tank, the Center for Analysis of International Relations. “We are watching closely, and the Azerbaijani military is on high alert in case of any new provocations." Following the drone attack, Azerbaijani security forces claimed to have arrested Iranian agents planning attacks against Israeli interests, including the Baku Tbilisi Ceyhan crude oil pipeline – which is believed to provide around 30 percent of Israel's oil needs, shipped from the Turkish port of Ceyhan. Could the war in Iran lay a path for peace between Armenia and Azerbaijan? Azeri minority in Iran "Azerbaijan has been a strategic partner for many years,” explained Gallia Lindenstrauss, an Israeli foreign policy specialist at the Institute for National Security Studies, an independent think tank in Tel Aviv. She claims the Iranian war is strengthening the relationship between Azerbaijan and Israel, which she explains in part thrives on "the location of Azerbaijan as a neighbouring state to Iran, which also fears Iran in an existential way, similar to Israel". Despite Baku's claims of neutrality, Iranian suspicion of Azerbaijan over its ties with Israel are also fuelled by Iran's large Azeri minority. In recent weeks, Iranian security forces have arrested dozens of ethnic Azerbaijanis accused of working for “foreign powers". Turkey warns against drawing Iran's Kurds into Middle East war “The Azeri minority in Iran is a huge number – 20 to 25 million people – densely populating the territory of two huge provinces of Iran,” explains Azerbaijan expert Zaur Gasimov of the German Academic Exchange Service, a joint organisation of German universities that fosters international relations.  Their Azeri identity remains strong, with the language widely spoken despite being banned in secondary schools. However, Gasimov says ethnic Azerbaijanis are well integrated into Iranian society – but Tehran remains suspicious of this minority, given its past. “If we look back to the history of the Second World War, there was an Azerbaijani republic from 1941 to 1946 with its capital in Tebriz. That, of course, forged certain sensitivity on the Iranian side." Azerbaijani President Ilham Aliyev has voiced growing support for Iran's Azeri minority. "Independent Azerbaijan is a place of hope for Azerbaijanis living in Iran,” he declared after March's drone attacks. “Azerbaijan does not want the breakup of Iran and chaos inside Iran,” stressed Shafiyev. But he says Baku's priority is the treatment of Azeris in Iran. “There might be different scenarios. The escalation of the war, the internal disturbances, civil war, things can go in different directions, and among the public in Azerbaijan, this is a very sensitive issue, the security and wellbeing of the Azerbaijan population in Iran." Turkey fears it will pick up the bill for Washington's war in Iran Delicate diplomacy While Azerbaijan's involvement in the Iran conflict would likely be welcomed by its ally Israel, it would cause alarm for Turkey – given its commitment to Baku's defence under a 2021 treaty and its strong opposition to the war against Iran. “It would put Ankara and Turkey in a difficult place,” said retired Turkish ambassador Timur Soylemez, "but I don't think we are anywhere near that." Soylemez acknowledges the Iran war requires Turkish diplomacy to finesse its close relationship with Azerbaijan, which is also deepening ties with Israel, whom Turkey increasingly views as a threat to itself and the wider region. “The relationship between Azerbaijan and Iran has always been a tricky one, and of course, the [Azeri] diaspora is another very important dimension of that relationship," he added. "But that has been a relationship that has been carefully managed for a very long time, and I think both sides will continue to carefully manage it and not see this war as an opportunity to play with this fault line."

Duncan Lewis – CEO, CA&S Group SAfm Market Update - Podcasts and live stream

Emergency services in Hocking Hills have been responding to record numbers of calls in recent years. Funding hasn't kept pace.

We are headed out the door to run the United NYC Half marathon. We are not in the best shapes this morning. See omnystudio.com/listener for privacy information.

We are headed out the door to run the United NYC Half marathon. We are not in the best shapes this morning. See omnystudio.com/listener for privacy information.

We are headed out the door to run the United NYC Half marathon. We are not in the best shapes this morning. See omnystudio.com/listener for privacy information.

We are headed out the door to run the United NYC Half marathon. We are not in the best shapes this morning. See omnystudio.com/listener for privacy information.

Inflation and unemployment in America are low, but many people are still feeling the pain of a tough economy. At a forum at the National World War I Museum and Memorial, panelists discussed what's leading to high prices, and how a “K-shaped” economy explains the disconnect.

Allison Wright, friend of Eric Richins, takes the stand in the Kouri Richins Trial. Complete coverage of the State of Utah v. Kouri Richins. She's accused of murdering her husband Eric Richins by poisoning him with fentanyl in their Kamas, Utah home in March 2022. The prosecution alleges Kouri researched untraceable poisons, secretly increased Eric's life insurance to $1.9 million, and laced a Moscow Mule she made for her husband on the night he died.Kouri Richins has pleaded not guilty. Her defense argues Eric's death was an accidental overdose and that he had a hidden history of drug use.This channel is dedicated exclusively to the Kouri Richins case—every witness, every exhibit, every argument through verdict.Join Our SubStack For AD-FREE ADVANCE EPISODES & EXTRAS!: https://hiddenkillers.substack.com/Want to comment and watch this podcast as a video? Check out our YouTube Channel. https://www.youtube.com/channel/UC8-vxmbhTxxG10sO1izODJg?sub_confirmation=1Instagram https://www.instagram.com/hiddenkillerspod/Facebook https://www.facebook.com/hiddenkillerspod/Tik-Tok https://www.tiktok.com/@hiddenkillerspodX Twitter https://x.com/TrueCrimePodThis publication contains commentary and opinion based on publicly available information. All individuals are presumed innocent until proven guilty in a court of law. Nothing published here should be taken as a statement of fact, health or legal advice.#KouriRichins #EricRichins #KouriRichinsTrial #UtahMurderTrial #KamasUtah #FentanylMurder #TrueCrimeTrial #JusticeForEric #FullTrialCoverage #CourtRoom 

Sonia Pernell examines Pamela's post-war relationship with Gianni Agnelli, her role in rehabilitating his reputation, and the strained maternal relationship she maintained with her son. 4.

This episode centers on a powerful, foundational question: what truly anchors our faith when the world feels uncertain and unsettled?Josh and Caitlin reflect on recent conversations with close friends and family members who asked where their testimony and hope come from. The hosts share openly that the core of real endurance is not built on perfect circumstances, successful businesses, or even constant answers from God. Instead, it grows from knowing one eternal truth: we are sons and daughters of Heavenly Parents.This episode is sincere, hopeful, and practical. It reminds listeners that while life may feel heavier each year, the love of God never changes. He is patient with us, involved in our lives, and invites us to keep pressing forward—faithfully and imperfectly.Podcast Instagram: https://www.instagram.com/enduretotheendpod/Zunex Pest Control: https://www.instagram.com/zunexpestco/00:03 – Podcast welcome and introduction00:34 – Where Josh's faith stems from01:06 – The hinge point of testimony01:20 – How faith gets us through hard times02:13 – Recognizing a relationship with God03:23 – Alignment with Jesus Christ brings clarity04:09 – Grace versus perfectionism04:53 – God's nature never changes05:28 – Identity as children of God06:12 – Strained earthly relationships07:41 – Sharing personal stories08:10 – High school infatuation example10:16 – Idealizing people beyond reality11:05 – Josh's mission turning point12:26 – Learning to trust God personally13:14 – Ether 12:27 and weakness15:28 – Scripture: Rich young ruler17:04 – Giving God our whole heart18:30 – Faith forged in painful moments19:24 – Over-idealization and identity21:24 – Gratitude for God leading us22:15 – Healing through boundaries27:01 – Meekness explained30:12 – Responsibility to be good to others33:20 – Teaching children correctly34:39 – True definition of meekness36:29 – Scripture: Romans 8:16-1738:36 – God's love for all people41:03 – Think Celestial segment44:41 – Final testimony45:53 – Closing encouragement

Why does the day disappear, even when you start with a clear plan? For busy professionals with ADHD, time blindness isn't a character flaw. Research points to neurobiological differences in executive function and time perception, dopamine dysregulation affecting motivation and internal timing. The result? Reactive weeks. Strategic thinking is squeezed out by "urgent." Constant context switching. Strained relationships. In this episode, Dave reframes time blocking as visual decision-making and not rigid scheduling. Why high achievers with ADHD struggle with estimating time The leadership cost of operating without visual structure Using themed blocks (Deep Work, Meetings, Admin, Strategic Thinking, Recovery) Planning by energy, not just the clock Matching high-focus windows to complex work Building buffers and overflow blocks (plan for reality, not perfection) Transition rituals to reduce friction (5-minute resets, defining the next tiny step, clearing tabs) The "Land and Launch" method for smoother task switching **Do you want to work with Dave one-on-one? Go to www.overcomingdistractions.com and book an introductory Zoom chat. Or go directly to Dave's calendar; https://calendly.com/davidgreenwood1/15min  

0. Strained US-Canada Relations Under Trump Prime Minister Carney gains approval by standing up to Trump, signaling a shift in Canadian trade sovereignty despite costs. Guest: David Hebert1904 RUSSO-JAPANESE WAR

World leaders and diplomats from roughly 120 countries gather in Germany for the Munich Security Conference, where strained transatlantic ties have taken center stage. Also, Tarique Rahman, the leader of the Bangladesh Nationalist Party (BNP), has emerged as the big winner in this week's pivotal election. And, students in Gaza are slowly getting back to their education after more than two years of war. Also, Kenyan plans to reopen two checkpoints along its border with Somalia, after nearly 15 years of closure. Plus, a Japanese tap dancer brings rhythm to the streets of New York City. Learn about your ad choices: dovetail.prx.org/ad-choices

Ahead of Europe's largest annual security conference, NATO defense ministers gathered in Brussels to calm nerves and stiffen spines after President Trump's threats to Greenland roiled the alliance. Nick Schifrin reports. PBS News is supported by - https://www.pbs.org/newshour/about/funders. Hosted on Acast. See acast.com/privacy

Ahead of Europe's largest annual security conference, NATO defense ministers gathered in Brussels to calm nerves and stiffen spines after President Trump's threats to Greenland roiled the alliance. Nick Schifrin reports. PBS News is supported by - https://www.pbs.org/newshour/about/funders. Hosted on Acast. See acast.com/privacy

Leading Into 2026: Executive Pastor Insights Momentum is real. So is the pressure. This free report draws from the largest dedicated survey of Executive Pastors ever, revealing what leaders are actually facing as they prepare for 2026. Why staff health is the #1 pressure point Where churches feel hopeful — and stretched thin What worked in 2025 and is worth repeating Clear decision filters for the year ahead Download the Full Report Free PDF • Built for Executive Pastors • Instant access Welcome back to another episode of the unSeminary podcast. Today we’re sitting down with an executive pastor from a prevailing church to unpack what leaders like you shared in the National Executive Pastor Survey, so you can lead forward with clarity. We're joined by Jeremy Peterson, Executive Pastor at One Church, a fast-growing multisite church with five physical locations across New Hampshire and a strong online presence. Jeremy is also a key leader behind the Executive Pastor Summit (XPS), investing in the health and effectiveness of second-chair leaders across the country. In this conversation, Jeremy reflects on insights from the National Executive Pastor Survey and shares practical wisdom for strengthening one of the most critical—and often fragile—relationships in the church: the partnership between the lead pastor and executive pastor. Is your relationship with your lead pastor thriving, strained, or somewhere in between? Are you feeling neutral when you know the relationship needs to be strong? Jeremy offers clear, experience-tested guidance on building trust, maintaining alignment, and leading with integrity in the second chair. Why trust matters more than ever. // The survey revealed that just over one in five executive pastors feel uncertainty or strain in their relationship with their lead pastor. While not a majority, Jeremy believes the number may actually be higher in practice. He notes that many executive pastors quietly wrestle with trust—either feeling that they are not fully trusted by their lead pastor or struggling to trust their lead pastor themselves. Because the lead pastor and executive pastor sit at the intersection of vision and execution, even small fractures in trust can ripple throughout the entire organization. Consistency builds confidence. // One of the clearest ways trust erodes is through inconsistency. Jeremy emphasizes the importance of being dependable—doing what you say you're going to do, following through on commitments, and showing up with a calm, steady presence. When executive pastors overcommit and underdeliver, even unintentionally, trust begins to erode. Over time, staff and lead pastors alike start to hesitate, slowing decision-making and momentum. Reliability, Jeremy notes, is one of the most underrated leadership strengths. Truthfulness over comfort. // Another major trust-builder is honesty—especially when the truth is uncomfortable. Executive pastors often act as filters, but withholding information eventually backfires. Metrics like attendance, giving, or volunteer engagement will surface eventually, and surprises damage credibility. Jeremy argues that leaders would rather hear hard truth early than manage damage later. Speaking truth with humility strengthens trust far more than protecting feelings in the short term. Clarity before problem-solving. // Jeremy observes that executive pastors are wired to fix problems, sometimes before fully understanding the lead pastor's intent. When clarity is missing, misalignment follows. At One Church, Jeremy maintains a standing weekly lunch with the lead pastor to ensure they are synced on priorities, vision, and concerns. These rhythms allow for shared understanding and prevent assumptions from growing into frustration. Trust, he explains, grows when leaders take time to listen before acting. No surprises. // A core operating principle between Jeremy and his lead pastor is the “no surprises rule.” Whether it's service times, staffing changes, or ministry initiatives, quick five-minute conversations prevent hours of repair later. Jeremy encourages executive pastors to drop into offices, make short calls, or send clarifying texts rather than letting uncertainty linger. Small misunderstandings left unaddressed often become major relational landmines. Prayer as a leadership discipline. // One of Jeremy's most personal insights is the impact of daily prayer for his lead pastor and staff. Rather than praying only during crises, he now prays intentionally for his lead pastor, lead pastor’s spouse, and children by name. He's seen this practice soften frustrations, realign perspective, and strengthen unity across the team. Trust sets the speed of the church. // Referencing Stephen M. R. Covey's Speed of Trust, Jeremy explains that trust is not just relational—it's operational. High-trust teams move faster, communicate clearer, and recover quicker from failure. Low-trust teams slow down, double-check motives, and avoid risk. For executive pastors, cultivating trust is not optional; it's foundational to healthy church culture. To learn more about One Church and reach out to Jeremy, visit church.one. For executive pastors looking to grow in their leadership, learn more about the Executive Pastor Summit at xpsummit.org. Watch the full episode below: Thank You for Tuning In! There are a lot of podcasts you could be tuning into today, but you chose unSeminary, and I'm grateful for that. If you enjoyed today's show, please share it by using the social media buttons you see at the left hand side of this page. Also, kindly consider taking the 60-seconds it takes to leave an honest review and rating for the podcast on iTunes, they're extremely helpful when it comes to the ranking of the show and you can bet that I read every single one of them personally! Lastly, don't forget to subscribe to the podcast on iTunes, to get automatic updates every time a new episode goes live! Episode Transcript Rich Birch — Hey friends, welcome to the unSeminary podcast. We are in the middle of these special episodes we’ve been doing where we’re reflecting back on what you said in the National Executive Pastor Survey. And what we’re doing is bringing executive pastors from prevailing churches on to really help us wrestle through some of the things that we saw and ultimately to provide some help for you as you launch here into 2026. Today, it’s our privilege to have the executive pastor of all executive pastors, Jeremy Peterson with us from One Curch. It’s a fantastic church, a multi-site church in Northeastern United States. They have five, if I’m counting correctly, outpost locations in New Hampshire, plus church online, plus Jeremy’s involved in a leading XPS, a great conference for executive pastors and and and and campus pastors. And he does all kinds of amazing stuff. So Jeremy, welcome to the show. So glad you’re here.Jeremy Peterson — It’s quite the introduction. Thanks, Rich, for having me.Rich Birch — This is the problem you become you become a more than one-time guest. And I’m like, what do I say? He’s amazing. That’s what you should say. Tell us a little bit about One Church, to set the context for people, understand a little bit about your background, where you’re at.Jeremy Peterson — Yeah, so I spent the first 17 years in ministry in Texas, and I’ve been here for 12 and a half years now, and it’s it’s pretty wild. I said I would never be on the mission field. I grew up as a missionary kid, and so being here, I really feel like I am on the mission field. I’ve been here 12 and a half years, and we just celebrated like our 4,000th person that’s been baptized… Rich Birch — Amazing. Jeremy Peterson — …since I’ve been here. And so it’s just it’s just been quite the ride being a part of what God’s doing and just trying not to mess it up.Rich Birch — Yeah, it’s so good. Well, this thing we’re looking at today to kind of kick the conversation off, there was a a stat that jumped out to me from our study. 22.32% of executive pastors, that’s just over one in five, are either uncertain or experiencing strain with their lead pastor. Now, I know that that’s a minority number. It’s not like two-thirds are like struggling with this. It’s it’s It’s just over one in five.Rich Birch — But to me, that’s still a hauntingly large number that one in five executive pastors we would bump into and say, I’m not sure that that relationship is working well. So I’d love to start the conversation there. Why do you think the lead pastor and executive pastor relationship, why is there kind of tension there? Why would people be experiencing that? And and personally, I think, man, that relationship’s got to be strong for the the health of the church. But help us understand, maybe set the problem up for us. What what do you think is going on there when that relationship is strained?Jeremy Peterson — Yeah, it’s interesting to stat, Rich, because talking to a lot of executive pastors around the country like you do, I feel like that number may even be a little bit higher. Rich Birch — Right. I think so surveys are incredibly helpful, but I feel like one of the biggest challenges or conversations that I’m having on a regular basis with other executive pastors is I’m not sure the lead pastor trusts me. Sometimes it’s like, I’m not sure that I trust my lead pastor.Jeremy Peterson — And so I think there’s definitely a tension, which I think it’s, there there are two roles that are so incredibly crucial for the church, right. You have either the cedar senior or lead pastor, who’s really the one casting the vision. And you’ve got the executive pastor in that second role or that second chair, that’s really called to like help execute on the vision. And when there’s like, trust or mistrust, lack of trust, whatever it may be, that can cause a lot of, i think, tension and frustration if it’s not if it’s not addressed in some capacity.Rich Birch — Yeah. And I do get these calls as well. I sometimes what happens is i’ll I’ll be talking to an executive pastor, maybe I’m on site and they’ll pull me aside and they’ll say, you know, I just love my lead pastor. So fantastic. They’re an amazing vision-caster. They do such a great job. And then they they rattle off all this real positive stuff. And then they’ll say, but can you help me get better at this relationship how do I… Or it’ll be a lead pastor will pull me aside and say oh i just i love the executive pastor here and they’ll same thing rattle off that person’s so good at getting stuff done and they manage the team so well and never worry about money stuff, and and then there’s a but. But could you help me get better at that relationship like ah it’s like we’re struggling around this. Rich Birch — What would be some early signs in conversations that you’re having that maybe there’s the trust is starting to erode a bit that that’s drifting towards this kind of, Ooh, this is things are not in a good place. What are some of the telltale signs in those conversations that you see? Ooh, we maybe have a trust problem here.Jeremy Peterson — Yeah. Trust is really interesting because I feel like, um, really time builds trust. I mean, I feel like I’m, I usually kind of err on the side of like, hey I’ll trust you until you, until you cause reasons to bring like, untrust or whatever that may be… Rich Birch — Right. Jeremy Peterson — …or or break the trust. Because it takes, I feel like time, time is what really builds on trust, but it’s something that can be also lost overnight. Rich Birch — Very quickly.Jeremy Peterson — And so, um, I think a few things that I’ve noticed over the years, As trust begins to erode, I think there’s ah a few things that I would that I would hit on. I think um a few of them is just as being consistent. So like as an executive pastor, are you like are you reliable? Are you are you dependable? Are you doing what you say you’re going to do? Are you coming in with like a calm calm spirit? Sometimes senior pastors or lead pastors can be all over the place. They can be upset or frustrated, and if you kind of come in as like the is the constant like in the midst of a storm and you can kind of calm that down a little bit, I think that that’s that’s really helpful. Jeremy Peterson — I think a big part of it is just is being truthful. So like in the consistency, are you being truthful? Because a senior pastor needs somebody who can speak the truth into them. Most of most staff even other um I think a lot of senior pastors they’re just not very trusting people by nature, and so I think when you have somebody who can speak truth into you, I think it actually starts developing and growing the trust. I feel like if you’re the same time i feel like if you’re holding back all the truth, I feel like like trust starts eroding over time if you’re holding back some of the truth. Jeremy Peterson — So take something like weekly attendance, right? Senior pastors, lead pastors really, really care about seeing like about attendance. But if you are not being like fully truthful or transparent, little if you start holding some of the information, the information is going to come out in some capacity. Rich Birch — Right. Jeremy Peterson — And so I think if you start holding on to that, that can start breaking or even eroding the trust over time. So I think that consistency is a is a huge thing. I think another part of it is… Rich Birch — Yeah. I think… Jeremy Peterson — …oh go ahead.Rich Birch — No, no, I was just going say, it’s amazing how, and what was that poem? Like everything I learned about life I learned in kindergarten. It’s amazing though, how much the just the core idea of like, do what you say, do what you said you were going to do. Jeremy Peterson — Yeah.Rich Birch — Like it’s, but it’s amazing how for some leaders we, they seem to struggle with that, that it’s like, well, you said you were going to do this. Like, why did you not do it? It’s incredible. What else else were going to say there?Jeremy Peterson — Oh yeah, the other thing was just going to add is I think clarity is so crucial. You’ve been an executive pastor. I think sometimes we go into this like problem solving mode and we’re constantly trying to think of like, how do we solve this problem? How do we how do we get in front of it?Jeremy Peterson — And so a lot of times we don’t even have clarity, even necessarily around what the senior pastor or lead pastor are trying to accomplish. And we’ve already gone into like fix it mode before even we even have a full picture of like what’s trying to be accomplished. And if you’re not constantly like syncing up in some capacity with the senior pastor, I think that that’s where some of the trust can break over time. Jeremy Peterson — So like I have a standing lunch every single Monday, regardless of what’s going on, unless we’re on vacation, we get together and we sync up every single Monday to have a conversation. And I remember initially it was like, well I don’t know that I can commit to a, you know, weekly lunch time and doing this. And so unless there’s some random exception for us, Mondays is really that chance to be able to sync up, make sure that we’re on the same page. And and I think really in that time, kind of not only hear like what’s God placed on your heart, but but I’m building camaraderie.Jeremy Peterson — So like, and by camaraderie, I don’t I don’t feel like in any sense, like you as an executive pastor and lead pastor need to be best friends. But I feel like having some kind of common interests where you can you can spend some time together, you can have conversations that are not just work related, but a lot of it’s also about like hey what’s going on in your life. Like what’s happening not just here at the church but what’s happening in your own life? What’s going on? Like like being aware of those things, I think the more you can have those conversations it’s not just all about work all the time, I think that that helps build trust builds that relationship with your senior lead pastor as well.Rich Birch — Yeah, I’d love to come back to that the kind of friendship, co-worker relationship thing there.Jeremy Peterson — YeahRich Birch — But you said something earlier that caught my attention, this idea of a standing lunch on Mondays. Are there any other, in your relationship with Bo, a part of why I was excited to talk to you about this is as an outsider, I perceive you guys are like, those guys seem to like working with each other.Rich Birch — They’re like, the fact that you’ve been there for 12 years and you continue to be there is a sign of that and vice versa. He continues to love working with you and it’s a prevailing church. You guys are taking new ground. Mondays, lunchtime, that’s a core behavior practice, intentional practice. Are there other things that you’re doing as you think about engaging with him in a way that build trust or build that relationship?Jeremy Peterson — That’s a great question. So I think two things is, I will constantly drop into his office and have a five minute conversation, or make a five minute phone call. I’ve realized that over the years, how much time and probably pain I could have spared both of us… Rich Birch — Right. Jeremy Peterson — …had we just dropped in and had those conversations. And so kind of a a best practice that we would have now is like, hey, pick up the the phone and let’s have a five minute conversation… Rich Birch — Right. Jeremy Peterson — …instead of like potentially hours on the back end of things that we may have to undo or repair just because you know you may have had a question, doubt, frustration, whatever it may have been like. Just go ahead and voice those things and let’s have those conversations and then let’s move on versus like dwelling on it. Because I think that’s where the enemy does a really good job getting a foothold. And it’s like, hey, if I can just create a little little doubt or a little dissension here, then I can help break away and erode that trust.Rich Birch — Yeah, that’s good. Could you give me an example, that’s maybe not too close to home, of what one of those five minute things would be? Because I think that’s a good insight that like, hey, I should just like pick up the phone or drop by and like, hey, here’s something either I heard I can I can see that or I’ve thought of a similar thing around, like I see something that’s getting going and I’m like, I could wait to meet with the executive team and everybody or like, I but I really should just get my lead pastor’s thoughts on where his head’s at on this issue. Because if this thing gets too far down the road… Jeremy Peterson — Yeah. Rich Birch — …you know, we could be causing pain. What would be some examples of the kind of things that you think those kind of five minute drop-ins are helpful with?Jeremy Peterson — Yeah, I mean, something is simple as we had one of our locations was going from two services to three services. And so I had a conversation with the outpost pastor and we started talking through what those things are.Jeremy Peterson — And we’re like, yeah, these three times make sense. And we just kind of ran with it. And so in retrospect, we start going to print. So we get to the point where it’s like going on the website, it’s going to print. And he asked me, he’s like, what are these times? Like, why why did we land on these times?Jeremy Peterson — And so it was realizing that sometimes it’s those simple things, but if you can constantly be dropping in shoot a text, have a quick conversation, like the amount of things that we had to undo to fix something like that, was big. Another thing that he’s he’s shifted a lot now, but early on, it would not be uncommon for, say, one of our student pastors to go up to him and say like, hey, I know you did student ministry back in the day. I’m thinking about doing this. And he would be like, that sounds like a great idea. Just go for it. Not thinking through like all the details and ramifications of what that looked like.Jeremy Peterson — And so next thing I know, I’m in a meeting with one of our student pastors and they’re like, hey, Bo said that we should do this. And I’m like, hold the phone, like no we’re not we’re not doing that. Rich Birch — Yes. Jeremy Peterson — And so having those short conversations really trying to operate under the like the no surprise premise which is what him and I operate under. Our elders operate under that as well. So we’ve we’ve kind of shared the same thing with our elders is like, hey, if you have questions or concerns, pick up the phone, make a call, always choose to believe the best instead of assuming the worst.Rich Birch — Yeah, that’s good. You know, speaking with weight, you know, that’s always a shrewd move by staff to like, if I can just get the lead person to say, yeah, yeah go do that that. That’s like a blank check. Well, Bo said, you know, I can imagine that, thatJeremy Peterson — He signed off on it. It’s fine.Rich Birch — It’s fine. It’s totally fine. We’re buying the corporate jet. It’s fine. Let’s go back to the best friends versus coworkers thing.Jeremy Peterson — Yeah.Rich Birch — I see that this is an interesting relationship. And I’ve had I’ve had the privilege of working for three incredible lead pastors who I have really good positive relationships with. And, you know, we got a lot of stuff done, moved a lot stuff for the kingdom. And we’re friendly, like we’re we were close, but we weren’t like dudes. We were not like, you know, going to whatever dudes do like, you know.Rich Birch — And, so I sometimes had tension around in my own brain around like, should I be more friendly with these people? I don’t know. Help us understand, pull that apart. How, what do you think is healthy? What, what, what’s the kind of a minimum viable relationship? You know, how do we think through our you know, that, that side of this, this relationship?Jeremy Peterson — Yeah, that’s that’s a really, that’s I think it’s probably different for every senior executive pastor relationship, but I feel like there’s some who think that they need to be best friends. Rich Birch — Right.Jeremy Peterson — So like every vacation we do, like our families need to do this together. Every hobby, like we need to be a part of that together. What I’m also realizing is that there there’s probably some common interests that you share. Rich Birch — Right.Jeremy Peterson — And they may not be the same. So like your lead pastor may like to golf. You may not like to golf. I may really like to fish. He does not really care to fish. Rich Birch — Right.Jeremy Peterson — But but there are common interests that we’ve realized over time. So a lot of that could be sports. So like we follow one of the same college football teams. We both enjoy working out. And so being able to share some of the best practices in those areas, I think it is finding like, where’s their common ground? Rich Birch — That’s good.Jeremy Peterson — And how can we have a conversation? At the same time, I don’t know how healthy it is for you to be best friends. And because there are times where that could actually keep you from being fully truthful with them in in worries that you may like you may impact your relationship in some capacity. I think that’s a dangerous place to be.Rich Birch — That’s good. How do you think, so we’re really talking here about trust and how we’re building trust. How are we trustworthy people with our lead pastor and are seen by being trustworthy with our lead pastor and then vice versa? How do we, you know, continue to try to, you know, choose trust with them and engage in a way?Rich Birch — How do you think this idea of building trust ends up rippling into other relationships as, as, ah as we lead as an executive pastor? I often think, you know, we, we, we end up in, we’re in this really interesting kind of intersection of vision and execution. And so, you know, oftentimes I think lead pastors, when they’re doing their job, right, they are like a large portion of what they’re doing is thinking about vision and about the future. And then our job is to figure out, okay, how does that actually, how do we make that work?Rich Birch — And so we got to work with all these other relationships. What’s the connection here around trust and relationships with our staff, with our staff teams, maybe younger staff, what’s that look like?Jeremy Peterson — And I think it goes back to being truthful. If I overcommit and under deliver, then I can only do that a couple of times before like trust will start to erode. And I’ve seen it times over the years where like somebody way overcommits on this and they’re like, no problem, we can do this. And you know we’re going to have 10,000 people show up to it, but it’s going to be amazing. And then you you hype it up in such a way that then then the event or the function, whatever it is, happens. And then all of a sudden you like, you feel like you way under delivered. You can only that I think ah a few times before it starts to become like, man, I’m not sure. Like I know, I know Jeremy said he was going to do this, but like he keeps dropping the ball. He keeps committing at super high level and he’s not executing at that level. I think that that starts impacting things. um Jeremy Peterson — There’s a, there’s a great book out there um that Stephen Covey wrote. He’s probably most, probably most well known for The Seven Habits of Highly Effective People, I think is the name of the book.Rich Birch — Yep.Jeremy Peterson — He wrote another book that’s not as well known, but the book is called Speed of Trust. Rich Birch — Yeah. Jeremy Peterson — And it’s a great reminder that like the more you work on being synced up together, the more trust begins to grow, the faster you can actually move and operate as an organization and as an entity, the more that that is built. And so so if you haven’t had a chance to read it, fascinating read. It was really helpful for me to understand that like, the more truthful I am, the more consistent I am, the more clarity I’m providing and actually executing at that level, then the more trust begins to build. And therefore allows us to actually move at a pretty rapid pace, the more that that foundation is built. Jeremy Peterson — And I think it impacts the staff as a whole. it’s It’s a little bit like the mom-dad relationship. Like if there’s tension or if they’ve like if there’s been a fight or an argument, like as as kids, like you can tell something’s off.Rich Birch — Right. Yes.Jeremy Peterson — What did dad say? Or you know why is mom upset with dad? um I think ah the staff can sense that. Like If something is off between the two of you, they can start to begin to wonder, doubt. They can even begin to you know, put in like suspicious thoughts of like, man, something must be off here. Something’s out of sync. And so I think that that’s a big part of it is just, is taking time, working on the relationship, and then just watching it kind of like grow and blossom over time. But also I would encourage, like if you’re a new executive pastor to the role, just realize that like you can’t buy time.Rich Birch — It just takes time.Jeremy Peterson — I’m an investment over years, the things that you’ve learned. You know, we talk often here about like failing fast and cheap because we feel like failure is actually needed to be able to accomplish what God’s calling us to do. But I think if you’re not truthful and transparent as that’s happening, then then it’s not long before it it starts catching up to you.Rich Birch — That’s good. That reminds me one of the the, you know, axioms I’ve talked about with our teams is, you know, there’s, there’s no bad information. There’s just because I think sometimes like something might go wrong, you might have an event, you might be a team member, you, you know, you busted something, it could be as simple as, you know, youth event, we had literally had this happen, we opened a brand new building. And the very first youth event, there was a car, we had a kid go through the wall, and it busted a like it, you know, but busted a wall, like his brand new building, $15 million dollar build. Wow. This is amazing. You know, put a hole in the wall. Rich Birch — And you know, there’s no bad information. What makes that hole in the wall worse is if we never hear about it, and it gets covered up and someone puts a, you know, well, we’ll just move this, you know, whatever, some furniture.Jeremy Peterson — Just put a big poster up there, it’ll be fine.Rich Birch — Yeah. Put a poster in front of it or whatever. That just gets worse over time. Like, sure. There may be information we don’t like, but there’s no bad information. Like we’ve got to be organizations that spread even bad news and you know how we react. That was one of the times where I felt like in that case that instance I said was, I feel like, oh like the Lord was with me because actually I responded super well. I said to the guy, I’m like, this is why we bought this building. I’m so glad you had all these students here. You know, let’s get it fixed and and move forward. I did not like paying that bill, but you know, it is, it is what it is, so. But we can’t, if we create organizations that are trying to hide the truth, that are trying to hide information that will erode trust long-term and you move way slower to the speed of trust, you know, information there.Rich Birch — So pivoting in a in a slightly different direction, but related kind of an adjacent neighborhood of conversation. What are you learning about developing, particularly trust with, or building up team members, younger team members, newer team members at, at One Church? How, what does that look like for you guys? How, how are you, how how does that fit into this whole idea of, you know, building trust with people?Jeremy Peterson — That’s a great question, Rich, because actually the and we can talk about it if we have time. But the Executive Pastor Summit this year specifically is really about leading up and empowering younger leaders. Rich Birch — I love it. Jeremy Peterson —But can I just do a quick jump backwards before?Rich Birch — Yes.Jeremy Peterson — Just just maybe this is a bonus thing. Regardless of whether you’ve worked with your lead senior pastor um for the last couple of months or the last 10 years, something that has really changed my heart and my perspective, and I think has really helped grow the relationship, is um it’s just daily be in prayer for him or her. I know that sounds very simple. Until about three years ago I would pray for Bo on a regular basis but it was just kind of like when I thought of it, or on the way to work, or Sunday morning…Rich Birch — Right. It’s a big thing coming up.Jeremy Peterson — Yeah, here’s a big thing coming up. But but man the the more we really challenge all of our staff to do this, but I know for myself praying for him, praying for each of his kids by name, know where they’re at in their life, relationships that they’re in, praying for his spouse, and I know he’s doing the same thing. Like I think that that God really takes that, honors that, and he helps kind of build trust through that. And so just an encouragement to some of you if you’re like wrestling with this, if you’re doubting, if you feel like the enemy is getting a foothold is, my encouragement is like, man, just take time every single day to pray for your senior lead pastor. And then I think that’ll make a huge difference. So just want to put that in. So I didn’t forget about, about that on the, on the back end.Rich Birch — No, that’s so good. That’s a great practical tactic for us around, particularly, you know, you think about the the lead pastor, there was a high percentage of these in this kind of one out of five that were really saying, so it’s 17.89 is the number of people, of executive pastors that said that they feel neutral about their relationship with their lead pastor. And man, we don’t want to feel neutral about this relationship. Like this can’t be like, it’s fine. Like that’s not good. That would be a great takeaway is say, Hey, what if I was going to spend time every day praying for my lead pastor, for what’s going on in their world, for their, you know, for their spouse, for their kids, all of that. I think that’s a great, great takeaway. Rich Birch — That’s a callback to a previous episode as well. I love, and I know I’ve joked with you about this before when we had you and Bo on talking about multi-site stuff last year, and you know, I asked this question around how do you know the campus versus teams and like the classic multi-site tension. And, um and I’ve retold this story way too many times. And, you know, I’m like, what do you guys do to fix this problem? And then Bo in his wise sort of way rolls out the like, well, you know, I pray every day for every staff member and their, and their family. And I found that that has really helped. And I was like, literally, I was like, Okay. So I’ve been doing this for 20 years, asking that question. Never, never once considered that. So I felt humbled.Rich Birch — But that’s a great, a great, you know, it’s not just like, and know that’s what I love about you guys. It’s not like you’re not saying that from like, oh, just pray about it. It’s like, no, this, let’s actually add this as a part of our lives and discipline and see what the Lord will do. You know, I think it’s amazing. It’s fantastic.Jeremy Peterson — Yeah, not to recap the whole thing, but man, like our staff as a whole has been doing that the last four and a half months, Rich. And even the interaction, some of the past frustrations, it’s crazy how much that’s minimized.Rich Birch — Right.Jeremy Peterson — And just simply praying for, I mean, we spend all this money to go to conferences and all this stuff. And it’s like, hey, how about here’s a printed off name of everybody on staff, their spouse and their kids. Rich Birch — Yes.Jeremy Peterson — Hey, just take 20 minutes a day and pray for them. Rich Birch — Yep. Jeremy Peterson —It’s like, oh yeah, I can I guess Ii can do that as it doesn’t cost much other than some time so. But anyway…Rich Birch — Well, and you start to see each other as humans, right? At the end of the day. Jeremy Peterson — Oh yeah. Rich Birch —And, you know, you start to be like, hey, this person’s like, they’re not just a task that needs to be done or, you know, they’re not just whatever the next problem is that’s going to come up. So, um yeah, that’s a great practical takeaway. Rich Birch —Well, let’s pivot on that. I want to make sure because I know that you can help leaders on this as well. As we think about younger leaders, what, you know, just ah ask a super wide open, what should we be thinking about? What are you thinking about? What are you wrestling with? Help us wrestle through that. you know, let’s talk about that.Jeremy Peterson — Yeah, something that’s really been on my heart the last probably year and a half is how do we empower younger leaders? And so I’m not sure who sits around like your, know, your decision making team. But God really put in our hearts several years back to start a residency program and really pour into some of these younger leaders. I know people took a risk on people like you and I, at some point when we were in our twenties and didn’t really know what we’re doing. And we made some dumb things. Like, I think I made multiple holes and multiple walls, which the senior pastor was like very forgiving at the time about it. Jeremy Peterson — But, but I just love that we get an opportunity to like really pour into invest and actually empower and, um, and and put some trust even behind some of these residents that they’re they’re going from like, okay, I’ve learned these things in school. I have this head knowledge of things, but from a practical standpoint, what does that really look like? Jeremy Peterson — And so so knowing that we were going to this conversation, I just sat down with one of our first year residents just to kind of hear what their experience has been so far, because I want to hear like the positives, the negatives and kind of what their insight was. But um but a few things that he shared shared with me was like, I love that you guys allow us to fail.Rich Birch — That’s so good.Jeremy Peterson — He’s like, I’ve been at other jobs before where it’s like, if something happens to me, if I miss it, then it could be like, hey, you’re going get written up for this. And for us for us, it’s really trying to create that culture of like, you are allowed to fail. You’re allowed to try things. We talk about failing fast and cheap. We hope it doesn’t cost us a lot. But but ultimately, like that’s a safe place in the residency to but to be able to be.Jeremy Peterson — Another thing he said was, um like I’ve been challenged to say yes to opportunities. And I was like, well, yeah, tell me a little bit more about that. And he’s like, no, usually kind of like you pick and choose. Well, yeah, I want to say yes to this one, but I don’t want to say yes to this. And he’s like, I’m in my early 20s. Why would I not say yes to all these different opportunities? And he’s like, I really want to be scrappy.Jeremy Peterson — And I’m like, well, tell me more tell me more about that. He’s like, no, I really want to be like more of a utility, like multi-tool staffer. And in my mind, I’m like, OK, I appreciate the the hustle and this younger resident because he’s already talking about like, OK, how do we create a staffing position for him? Rich Birch — Right.Jeremy Peterson — But I also think realizing that, you know, he said, if I get an opportunity to preach, I’m going to take the opportunity to preach. If I get the opportunity to host, I to take the opportunity to host. If I don’t have anything that weekend, that I’m going to see if I can serve with our production team and kind of learn the behind the scenes side of things so that I can help with that. Anywhere that’s needed. Jeremy Peterson — And so I love this idea that they’re willing to say yes, they’re willing to take some risks, knowing that the team believes in them. And so for us, and I think for me specifically, it’s been okay, who do I see being a part of our leadership decision making team in the years ahead?Jeremy Peterson — And know for, you know, if the average age in the room is like, say, in their mid 40s, like to bring in a early mid 20 year old is it like, wait a second, like, what is this, you know, what is this kid going to say to us? um I think they provide some incredibly fresh perspective…Rich Birch — 100 percent.Jeremy Peterson — …on what we’re actually doing well, things that we should do differently, and just ways that we can continue to like really empower them, challenge them, put them in positions that may make them feel uncomfortable. Like we have some that have are like almost deathly afraid of having you know being on stage and talk talking to somebody. But give them an opportunity to to get in there, host, I mean, hosting’s two, three minutes, but get an opportunity to get on stage, just kind of like, you know, put a little fire under them, and and see how they do. And and just watch them grow. And I’m always shocked, and I shouldn’t be shocked because because we’ve been doing the residency for a while, but how many of them not only step up into the challenge, but then actually go beyond our expectations.Rich Birch — Right. That’s so good. I think this is a critical important critically important for us to lean in on. You know In the last year I’ve been struck, I was with a lot of different churches, and but there were two in particular that stood out to me. These are like prevailing churches, folks that are listening in. If you were listening, they’re like name brand churches. You know these people.Rich Birch — And the thing that stood out to me was I was having in both of them, I just happened to be having a kind of a meeting with leadership meeting with the folks that were actually operational leaders of a whole bunch of different departments. It was like a kind of a cross section of team leaders. And I was pleasantly surprised with how young that crowd was. Like I looked around the room and I was like, man, these people are all in their late twenties, early thirties. And they’re running departments that are larger than, you know the majority of churches in the country.Rich Birch — You know they’ve got 15 staff reporting to them. They’re managing multi-million dollars of budgets. And these are prevailing churches. Now, I don’t think that that is a coincidence. I think both of those churches have unlocked something and have realized, wait a second, we have to pass this thing on to the next generation.Rich Birch — So when you think about the residency, kind of talk to us so about but about the residency program. What does that look like? And how did you get into that? How did that kind of get that ball get rolling? Help us understand. Maybe there’s someone who’s listening in today is thinking, hmm, maybe that’s something, a step we should take in this coming year.Jeremy Peterson — Yeah, so it was actually a retired baseball player who’s actually going to be at XPS this year. I’m going to do an interview with him. Because now that he’s retired, he’s still coaching, but the like now he’s kind of coaching up the AA and AAA players as they’re coming in and they’re moving up to the major leagues. But he really challenged us because we told him the staffing was one of the biggest challenges, especially in in the New England area. There’s not a lot of people that feel called to be up here this close to Canada, which I know you’re in Canada. But they’re they’re like, maybe if we can be further south, like a little more comfortable.Jeremy Peterson — But for us, we realized that staffing was a challenge. And for us, he really challenged us to to start a residency. And the residency, it’s either a one or two year residency. And you come on you come in you have two areas of focus. And so it could be, say, worship and production. And you’ll spend six months with each of those areas, really kind of hands-on. And so if you’re showing up here, you’re actually like, you will be on stage leading worship. You will be helping run production, whether it’s for our online service or at one of our outposts. But we really try to give as many hands-on opportunities as possible. Jeremy Peterson — As somebody who went to seminary, I think I had one class called practical ministry. And it was like, here’s one semester on, you know, how to do weddings, how to do funerals, but not a whole lot of hands-on experience unless I was volunteering at a church. And so for us, it’s really trying to take, hey, here’s some things that I’ve learned, like from a practical standpoint, but like actually let’s just actually see them like, live happening in real time and get an opportunity to be able to see like, Hey, is it something that God’s even really calling me to? And how can I use the gifts that he’s given me to further the kingdom?Rich Birch — Yeah, it’s so good. Love that. Well, we’ve kind of referenced XPS. So XPSummit.org. This is a conference that you are the grand content poobah for. Talk to us about XPS this year. This is to me is a must-attend event. Talk to us about it. and And where is it? All those kind of details this year.Jeremy Peterson — Yeah, sure. It’s it’s May 4th through 6th in Dallas-Fort Worth. And typically we’ll have 150, 175 executive pastors from different size of churches around the country. And and I appreciate the comment, Rich, but really my goal is to get the people that are there with the content, people like you, and other leaders who really want to come and pour into other executive pastors. And so, yeah, so if you, whether you live in the area or you just want to a day to hang out with some incredible leaders, Rich is going to be there, I’ll be there. And like you said, you can go to xpsummit.org and you can see some of the keynote speakers as well as some of the breakout leaders.Rich Birch — Yeah, it’s so good. Well, Jeremy, just as we wrap up today’s episode, bit of a curveball question here. As you think about 2026 at One Church, what’s a question or two that’s on your mind that you’re like, hmm, here’s some stuff that we’re thinking about. it doesn’t have to do with anything we’re talking about today. It could be just anything that you’re thinking about this year. You’re wrestling through thinking, hmm, I wonder what that’s going to look like in this this coming year.Jeremy Peterson — Man, I was not expecting that question. One thing I’ve been praying about is I think we’re going to start seeing a shift in different parts of the country um where we may have people that are more of like a like a tentmaker role in ministry where um I think there’s an incredible opportunity to do things in like the business sector, but at the same time still work in the church using some of the gifts that God’s empowered you with. And so I can see a shift happening where we have more of the tent making. It’s crazy to me that it’s been like less than a hundred years since the church has actually had like paid full-time staff… Rich Birch — Right. Jeremy Peterson — …and not only paid full-time staff, but multiple staff. And so I think I think we could see a shift there. I think a lot of its just to be trying to be, in the words of one of our residents, how to be a little more scrappy, and really looking for staff that is not just focused on one specific area, but somebody who is a utility player that’s like, hey, I can help out in these four or five different areas instead of just being like, I have this one skill set that I can bring. I think those are two things that are going to make a huge impact in the church in 2026.Rich Birch — That’s great. Thanks so much, Jeremy. I appreciate you being on today. If people want to track with One Church, where do we want to send them online to track with you guys?Jeremy Peterson — Just go to church.one. Little bit different of a website, but yeah, they can go there and you can find my email address if you want to email me or if we can serve you any way, I know um for for our elders, for Bo, our senior pastor, we love serving the local church as a whole. And so if you’re in the area or if you want to come and hang out with us for a few days, shoot me an email and we’d love to host you guys.Rich Birch — Great. Thanks so much. Thanks for being here today, sir.

Today's Promise: Deuteronomy 1:30-31 Standing on the edge of the Promised Land, the children of God faced a defining moment. The land God promised was rich, fertile, and overflowing with possibility. However, it was also filled with giants. What should have been a step of faith quickly became a crisis of belief.   That story feels uncomfortably familiar, doesn't it? You may not be facing towering warriors, but giants still stand in our way today. Financial pressure. Strained relationships. Fear, doubt, past failures, or overwhelming responsibilities. These giants can make us question God's promises and shrink back when He calls us to move forward.   In this episode, we explore what happens when fear speaks louder than faith, and what changes when we remember who really fights our battles. What if the giants in your life are not there to defeat you, but to reveal the power and faithfulness of God? Discover how trust transforms obstacles into opportunities and fear into victory.    

Want more Notre Dame coverage? Check us out on our main website: https://247sports.com/college/notre-dame/ Irish Illustrated Insider: https://open.spotify.com/show/01Txd706SjsgvM0cm0UXuM Follow us on Twitter! https://x.com/irishillustratd Follow us on Facebook! https://www.facebook.com/irishillustrated Follow us on Instagram! https://www.instagram.com/irish_illustrated/ Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Mortal Tragedies and Divine Manipulations: Colleague Emily Wilson explores key character dynamics, including Helen's weaving as a metaphor for poetry and her strained relationship with Paris, analyzing the tragic parting of Hector and Andromache, the rage of Hecuba, and the role of gods like Thetis and Hera in manipulating mortal fates through prayers and bargains. 1545 AD TROJAN WAR

On this episode: Lucy Lopez, Elizabeth Newcamp, and Zak Rosen are joined by mother-daughter writing team Leslie and Lindsey Glass. They share their estrangement and reconnection that led to their book The Mother Daughter Relationship Makeover. They give advice for how to deal with toxic personalities around the dinner table and at parties, talk about when estrangement might be the answer, and more. But first, they share their latest Triumphs and Fails. Lucy has an explosion (literally), Elizabeth is in a new country, and Zak learns the local bus routes. This podcast is produced by Rosemary Belson and Cheyna Roth.  Join us on Facebook and email us at careandfeedingpod@slate.com to ask us new questions, tell us what you thought of today's show, and give us ideas about what we should talk about in future episodes. You can also call our phone line: (646) 357-9318. If you enjoy this show, please consider signing up for Slate Plus. Slate Plus members get to hang out with us on the Plus Playground every week for a whole additional grab-bag of content — and you'll get an ad-free experience across the network. And you'll also be supporting the work we do here on Care and Feeding. Sign up now at slate.com/careplus – or try it out on Apple Podcasts. Learn more about your ad choices. Visit megaphone.fm/adchoices

On this episode: Lucy Lopez, Elizabeth Newcamp, and Zak Rosen are joined by mother-daughter writing team Leslie and Lindsey Glass. They share their estrangement and reconnection that led to their book The Mother Daughter Relationship Makeover. They give advice for how to deal with toxic personalities around the dinner table and at parties, talk about when estrangement might be the answer, and more. But first, they share their latest Triumphs and Fails. Lucy has an explosion (literally), Elizabeth is in a new country, and Zak learns the local bus routes. This podcast is produced by Rosemary Belson and Cheyna Roth.  Join us on Facebook and email us at careandfeedingpod@slate.com to ask us new questions, tell us what you thought of today's show, and give us ideas about what we should talk about in future episodes. You can also call our phone line: (646) 357-9318. If you enjoy this show, please consider signing up for Slate Plus. Slate Plus members get to hang out with us on the Plus Playground every week for a whole additional grab-bag of content — and you'll get an ad-free experience across the network. And you'll also be supporting the work we do here on Care and Feeding. Sign up now at slate.com/careplus – or try it out on Apple Podcasts. Learn more about your ad choices. Visit megaphone.fm/adchoices

On this episode: Lucy Lopez, Elizabeth Newcamp, and Zak Rosen are joined by mother-daughter writing team Leslie and Lindsey Glass. They share their estrangement and reconnection that led to their book The Mother Daughter Relationship Makeover. They give advice for how to deal with toxic personalities around the dinner table and at parties, talk about when estrangement might be the answer, and more. But first, they share their latest Triumphs and Fails. Lucy has an explosion (literally), Elizabeth is in a new country, and Zak learns the local bus routes. This podcast is produced by Rosemary Belson and Cheyna Roth.  Join us on Facebook and email us at careandfeedingpod@slate.com to ask us new questions, tell us what you thought of today's show, and give us ideas about what we should talk about in future episodes. You can also call our phone line: (646) 357-9318. If you enjoy this show, please consider signing up for Slate Plus. Slate Plus members get to hang out with us on the Plus Playground every week for a whole additional grab-bag of content — and you'll get an ad-free experience across the network. And you'll also be supporting the work we do here on Care and Feeding. Sign up now at slate.com/careplus – or try it out on Apple Podcasts. Learn more about your ad choices. Visit megaphone.fm/adchoices

On this episode: Lucy Lopez, Elizabeth Newcamp, and Zak Rosen are joined by mother-daughter writing team Leslie and Lindsey Glass. They share their estrangement and reconnection that led to their book The Mother Daughter Relationship Makeover. They give advice for how to deal with toxic personalities around the dinner table and at parties, talk about when estrangement might be the answer, and more. But first, they share their latest Triumphs and Fails. Lucy has an explosion (literally), Elizabeth is in a new country, and Zak learns the local bus routes. This podcast is produced by Rosemary Belson and Cheyna Roth.  Join us on Facebook and email us at careandfeedingpod@slate.com to ask us new questions, tell us what you thought of today's show, and give us ideas about what we should talk about in future episodes. You can also call our phone line: (646) 357-9318. If you enjoy this show, please consider signing up for Slate Plus. Slate Plus members get to hang out with us on the Plus Playground every week for a whole additional grab-bag of content — and you'll get an ad-free experience across the network. And you'll also be supporting the work we do here on Care and Feeding. Sign up now at slate.com/careplus – or try it out on Apple Podcasts. Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode of the Big Shot Bob Podcast, Robert Horry, aka Big Shot Bob, broadcasts live from Beijing, China! Join Rob and his co-hosts, B-Dog Brandon Harper and Rob Jenners, as they dive into Rob's experiences in China, including touring the Winter Olympics site and participating in events for China Mobile. The team also discusses NBA updates, including Draymond Green's recent controversies, the performances of various NBA teams, and the playoff prospects of the Lakers. Plus, enjoy some fun segments like College Football Picks and Where in the World is Robert Horry?   00:00 Introduction and Greetings 00:44 Rob's Experience in Beijing 03:54 NBA Events and AI in China 08:28 Draymond Green's Recent Controversies 14:39 NBA Team Performances and Player Injuries 24:38 Western Conference Highlights 35:31 Measuring the Lakers' Performance 36:31 LeBron's Impact and Lakers' Future 37:15 Debating LeBron's Ranking on the Team 39:42 Struggles of Western Conference Teams 40:29 Mavericks' Injury Woes and Trade Speculations 44:15 Pelicans' Coaching Change 46:46 Steph Curry's MVP Case 50:08 College Football Picks 56:32 Big Shot of the Week 58:25 Game: Where in the NBA World is Robert Horry?

Our love expert, Kellie Rasberry, is here to solve your love problems. Learn more about your ad choices. Visit megaphone.fm/adchoicesSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Our love expert, Kellie Rasberry, is here to solve your love problems. Learn more about your ad choices. Visit megaphone.fm/adchoices