Podcasts about Thai

Try TrueDark glasses: https://truedark.comTry Danger Coffee: https://dangercoffee.com/discount/davetubeTry Suppgrade Labs: https://shopsuppgradelabs.com/Try Longevity Gummies: https://www.timeline.com/partners/dave-aspreyThe most powerful energy compounds aren't in your local supplement store. They're sitting in Eastern European science, and Thai herbal medicine, completely ignored by an industry that only profits from what it can patent. In this video I break down 7 compounds that have transformed my energy, sharpened my focus, and kept my brain performing like it did decades ago. You'll also learn:Why sulbutiamine gets your dopamine receptors to work harder without the crash of regular stimulantsThe overlooked amino acid that keeps glutamate and glycine in balance, and why that balance decides how sharp your thinking feelsWhy a compound most people have never heard of protects your liver's biological age, and how that quietly determines your brain energyThe orally active peptide reshaping how your body produces its own hormones, and why it could replace the need for TRT in your late twenties or thirtiesThank you to our sponsors!Butcher Box | Go to ButcherBox.com/HUMANUPGRADE to get $20 off your first box, plus your choice of free ground beef for life, or free chicken thighs or top sirloins in every box for a year with free shipping always. Viome | Check it out at viome.com and use code 10DAVE for 10% off. It's time to stop guessing and start knowing your body.iRestore | Unlock your best hair & skin with @iRestorelaser and HUGE savings on iRESTORE with code DAVE at irestore.com/DAVE00:00 – Intro 01:41 – Sulbutiamine03:00 – Sarcosine04:14 – Uridine05:08 – Thunbergia Laurifolia (Trumpet Vine)05:55 – The Muscle-Energy Connection06:38 – Dilucene08:08 – TUDCA09:06 – ACE 167Connect with Dave Asprey!Website: https://daveasprey.comTikTok: https://www.tiktok.com/@daveaspreyofficialInstagram: https://www.instagram.com/dave.asprey/Facebook: https://www.facebook.com/Daveaspreyofficial/X: https://x.com/daveaspreyYouTube: https://www.youtube.com/c/daveaspreybprThe Human Upgrade Podcast: https://www.instagram.com/TheHumanUpgradePodcast/ https://m.facebook.com/Thehumanupgrade/Upgrade Labs: https://upgradelabs.com40 Years of Zen: https://40yearsofzen.comSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

We'll talk to the second generation owners of one of L.A.'s oldest Thai restaurants. Stumptown Coffee Roasters is opening a new cafe in a historic Lincoln Heights theater. And Olivia Rodrigo is bringing one of her latest hits to the Grammy Museum. Support The L.A. Report by donating at LAist.com/join and by visiting https://laist.comSupport the show: https://laist.com

Scott Gussin grew up in New York, lost his mother at seven years old in a moment that changed the direction of everything that followed, fell into selling weed and hash and LSD coming of age in the 1960s and 70s, and eventually built one of the most specific and most audacious international drug smuggling operations available — bringing hash from Morocco to the United States across a career that spanned thirty years before it finally ended. _____________________________________________ #crimestory #drugsmugglers #truecrimestories _____________________________________________ Thank you to AG1 & HUNGRYROOT for sponsoring this episode: AG1: For a limited time, save 20% on your first subscription order of AG1 Next Gen or AG1 Pro at https://drinkag1.com/lockedin _____________________________________________ Hungryroot: Explore my Hungryroot Digital Cookbook "The Commissary Upgrade" at https://hungryroot.com/LOCKEDIN _____________________________________________ Buy Scott's Book: https://www.amazon.com/Gus-All-Years-Combined-Samson/dp/B0H34MTKSV _____________________________________________ Hosted, Executive Produced & Edited By Ian Bick:  https://www.instagram.com/ian_bick/?hl=en https://ianbick.com/ _____________________________________________ Timestamps: 00:00 Roadblock with hash on board 00:37 Guest intro: Scott's story 00:57 Growing up in Portchester 01:21 Losing his mom at 7 03:37 A parade of housekeepers 06:59 The housekeepers get weird 08:03 Getting into weed at 15 10:42 Meeting Reuben and the LSD 13:58 Hash vs. weed explained 17:28 Pricing the product 20:00 Spotting 'heads' back then 22:45 Only two straight jobs 25:05 The ignorant law enforcement 26:18 Cops don't recognize hash 27:25 A trippy traffic stop 32:26 Acid buddy becomes a JW 37:23 After high school 38:18 Dodging the Vietnam draft 40:56 College for connections 44:40 Hitching with a pound of weed 46:16 The business mindset 47:42 Leaving college for California 48:09 Meeting Cassidy and the Morocco plan 50:47 The cocaine trip that wasn't 54:30 Selling the boat, new plan 57:03 Bringing Stella along 58:59 Buying the VW bus 01:01:39 Buying hash on the mountain 01:05:28 Driving with 44 pounds 01:07:09 Coming upon a roadblock 01:10:47 Getting past the roadblock 01:13:52 Setting up at the beach house 01:16:34 Building the secret stash bed 01:18:57 A month in Morocco 01:20:00 The sign to leave 01:22:45 The Moroccan customs search 01:27:20 The ferry and the dolphins 01:28:24 Easy entry into Spain 01:32:40 Cassidy's anger and laughter 01:33:46 Shipping the bus to Montreal 01:35:28 Swapping the bed in Canada 01:37:53 Crossing into the US with the bed 01:39:13 Selling the hash, big profits 01:43:36 Trust in the old days 01:44:29 Bust risks in Spain and Morocco 01:46:19 The failed second attempt 01:49:01 The near-disastrous boat trip 01:54:15 How long did the career last? 01:54:55 Back to New York, then Arizona 01:59:32 The Laguna Beach connection 02:02:20 Cowboy Neil's operation 02:04:41 The North County partnership 02:07:12 Weighing and distributing 02:09:00 The two-year plan 02:10:16 Thai stick and new markets 02:14:19 The big deal in Laguna 02:17:20 The gift suitcase 02:18:51 The DEA roadblock 02:21:17 Three hours of interrogation 02:25:00 The search comes up empty 02:27:24 Scared straight by the DEA 02:29:04 Overall earnings and taxes 02:32:59 The DEA's advice: leave California 02:36:41 Moving to Florida and new businesses 02:38:00 The mistake that ended it all _____________________________________________ To advertise on the show, contact sales@advertisecast.com or visit https://advertising.libsyn.com/LockedInWithIanBicka

Links South African police arrest two Thai men for allegedly smuggling parrot eggs | South Africa | The Guardian Alex (parrot) - Wikipedia Kuleshov effect - Wikipedia Sherlock Holmes and Watson Conversation in a cab A Study in Scarlet by Arthur Conan Doyle | Project Gutenberg Sherlock Holmes (1984 TV series) - Wikipedia Wishbone (TV series) - Wikipedia Wishbone | The Slobbery Hound Scoop (2024 film) - Wikipedia SCOOPS a book by Sam McAlister - Bookshop.org US Email reveals how editor ‘killed' Jimmy Savile story – Channel 4 News The Diana Interview: Revenge Of A Princess | Ep1 The Queen (2006 film) - Wikipedia Spotify executive: Harry and Meghan are ‘grifters' | CNN The Mayfair Set - Wikipedia Adam Curtis: The Mayfair Set (1999) The Time Tax a book by Annie Lowrey - Bookshop.org US Nathan for You - Wikipedia Pillows and Blankets - Wikipedia Pillows & Blankets | Community Accidental Tech Podcast Nope | Universal Pictures At Home Predators (2025 film) - Wikipedia That time To Catch A Predator kinda killed a guy. To Catch a Predator - Wikipedia 'To Catch a Predator Suicide' - Bill Conradt Suicide on NBC to Catch a Predator Watch The Perfect Neighbor | Netflix Official Site Watch Louis Theroux: Inside the Manosphere | Netflix Official Site J.J. Bittenbinder, Street Smarts: The safety expert who terrified audiences with his crime-avoidance tips. John Mulaney - Street Smarts Paedogeddon - Wikipedia Brass Eye Special - Paedogeddon

Greg interviews Dax Ward, an adventurous photographer best known for his beautiful photos of dilapidated buildings and abandoned places. Dax begins by explaining that he was a very late starter to photography, getting a DSLR for the first time in 2015. After a random trip to the airplane graveyard down Ramkhamhaeng Road, he developed an affinity for shooting forgotten and abandoned places. As it turns out, Thailand (and Bangkok in particular) are perfect places for this style of photography due to the number of unfinished construction projects from the financial crisis of the late 1990s. Additionally, there seem to be a surprising number of new business ventures in the area that fail for whatever reason or another, so there seems to be an endless supply of possible sites for Dax's style of photography. The guys discuss how Dax discovers and gains access to his locations. It's surprising what a couple hundred baht here and there will do to the attitude of many Thai security guards! Dax then details his research methods and how he manages to build a compelling story around each set of photographs, something that many other photographers don't bother with. In a world where almost everyone has the technology in their pocket to take a decent photo, Thailand is lucky to have an intrepid, creative photographer like Dax to show us how to do things right. Don't forget that Patrons get the ad-free version of the show as well as swag and other perks. And we'll keep our Facebook, Twitter, and LINE accounts active so you can send us comments, questions, or whatever you want to share.  

Download from https://vovilibrary.net  = Vo Vi Library, and repost in podcast   PodCast Channels Vô Vi Podcast - Vấn Đạo   Vô Vi Podcast - Băn Giảng Vô Vi Podcast - Nhạc Thiền

Episode 232: In this episode of Accelerate Podcast, host Nicola Graham is joined by Jordan Stewart-Mackie an Applied Performance Scientist and PhD candidate at the University of Birmingham, where his research focuses on wearable technology and data integration. Jordan's work has spanned some of the most contrasting environments in world sport — from the Premier League to Thai football to NBA Academy Africa — settings where resources, infrastructure, and staffing vary dramatically. That range has given him a rare view of what actually determines whether technology succeeds: not the sophistication of the device, but the system and the people around it. ㅤ At the centre of the conversation is the translation problem in sports tech: the gap between what data can tell us and what practitioners can act on. Jordan has built a set of structured models to close it — BISA for technology selection and evaluation, SFQT for turning data into actionable decisions, PLACE for cultural readiness and implementation stickiness, and ATRIS, the end-to-end system that connects those layers. ㅤ The discussion also explores why human connection remains the deciding factor in adoption, and how educating and empowering athletes — rather than simply monitoring them — turns data from something done to a squad into something they buy into. ㅤ Topics Discussed: The Translation Problem in Sports Tech Building Frameworks for Implementation: BISA, SFQT, PLACE & ATRIS The Need for Human Connection Empowering and Educating Athletes to Aid Adoption -  Where you can find Jordan: LinkedIn Instagram JSM Performance -  Sponsors Gameplan Is a Rehab Management System providing Medical & Performance Departments with a centralised platform to plan, track & manage the return-to-play process inside a data rich environment. Gameplan provides one platform to connect the people, process and data during rehab.  - Where to Find Us Keep up to date with everything that is going on with the podcast by following Inform Performance on: Instagram Twitter Our Website

Tuesday Headlines: PM to announce block on data centres near homes and schools Family of murdered Thai teen respond to alleged Australian killer’s comments from behind bars Trump Administration announces economic 'D-day' on Iran as Tehran announces $10m bounty for Barron Trump World’s oceans record hottest temperature on record Specialist cargo ship arrives to remove SpaceX rocket from Christmas Island Deep Dive: Pauline Hanson says Australia's superannuation system is broken. Senior Liberal Andrew Bragg has branded compulsory super a "loss of liberty." Suddenly, the four trillion dollars of retirement savings sitting in Australians' names is the subject of a political brawl - with the Treasurer vowing to defend the system all the way to the next election. So is super actually failing us - or quietly doing more than its critics admit? In this episode of The Briefing, Chris Spyrou is joined by Mary Delahunty, CEO of the Association of Superannuation Funds of Australia to unpack where your 12% really comes from and why it's locked away for decades. Mary also makes the case against raiding super for a house deposit - and reveals the lessons COVID taught us about who gets hurt when the rules loosen. Follow The Briefing: TikTok: @thebriefingpod Instagram: @thebriefingpodcast YouTube: @TheBriefingPodcast See omnystudio.com/listener for privacy information.

In today’s episode, Ben O’Shea unpacks the first interview given by accused Thai teen murderer Simon Peter Carman. Plus, PM Anthony Albanese’s HUGE GST promise to WA & an alleged Tinder rapist faces court.See omnystudio.com/listener for privacy information.

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All links: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.youtoocanlearnthai.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠***Unlock exclusive & ad-free episodes:Anchor/Spotify: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://anchor.fm/learnthai/subscribe⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ (available in 30+ countries)Patreon: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.patreon.com/youtoocanlearnthai⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ (recommended for listeners in Thailand)Detailed tutorial: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://docs.google.com/document/d/1n-tZKW76sT7ULyvOVdH7_3NcPpbWmXRAzIZp7T0_rUM⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠***Transcripts and FAQs: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://docs.google.com/document/d/1qG1rvNaTFbjtVlYt7x5RxtUT3fFpuHfN_KAmpVuONsw⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠***Books: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://viewauthor.at/khrunan⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ (Thai alphabet and activity books)Free audio flashcards for basic Thai vocabulary: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://quizlet.com/youtoocanlearnthai⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠***Merch (t-shirts and phone grips):USA: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.amazon.com/hz/wishlist/ls/1EZF44ILW1L5N⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠UK: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.amazon.co.uk/hz/wishlist/ls/14ESIQA0SZ5LL⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Germany: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.amazon.de/hz/wishlist/ls/219DDRPHY347Y⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠***Facebook: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.facebook.com/youtoocanlearnthai⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠YouTube: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.youtube.com/c/YoutoocanlearnThai⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠***ความเบื่อทำให้เรารู้สึกเหมือนเวลาเดินช้าลงโดยมักจะเกิดขึ้นเวลาที่ไม่มีกิจกรรมที่น่าตื่นเต้นให้ทำแต่บางครั้งความเบื่อก็ช่วยกระตุ้นความคิดสร้างสรรค์ได้เพราะมันทำให้เราได้หยุดพักได้มีเวลาในการคิดอะไรใหม่ๆ และลองทำสิ่งที่ไม่เคยทำค่ะ***ความ เบื่อ ทำให้ เรา รู้สึก เหมือน เวลา เดิน ช้า ลงโดย มักจะ เกิด ขึ้น เวลา ที่ ไม่ มี กิจกรรม ที่ น่า ตื่นเต้น ให้ ทำแต่ บางครั้ง ความ เบื่อ ก็ ช่วย กระตุ้น ความ คิด สร้างสรรค์ ได้เพราะ มัน ทำให้ เรา ได้ หยุด พักได้ มี เวลา ใน การ คิด อะไร ใหม่ ๆและ ลอง ทำ สิ่ง ที่ ไม่ เคย ทำ ค่ะ***ความเบื่อทำให้เรารู้สึกเหมือนเวลาเดินช้าลงBoredom makes us feel like time slows down.โดยมักจะเกิดขึ้นเวลาที่ไม่มีกิจกรรมที่น่าตื่นเต้นให้ทำIt often occurs when there are no exciting activities to do.แต่บางครั้งความเบื่อก็ช่วยกระตุ้นความคิดสร้างสรรค์ได้But sometimes boredom can spark creativity,เพราะมันทำให้เราได้หยุดพักbecause it allows us to take a break,ได้มีเวลาในการคิดอะไรใหม่ๆ have time to think about something new,และลองทำสิ่งที่ไม่เคยทำค่ะand try doing things we've never done before.

DJ Suspect gets busy with insane blends, hot latin breaks by Last Bongo in Paris, Motown thump from Barbara Randolph and filthy boombap by The Allergies and Mad Skillz. Plus slick rollerboogie moves by Terry Burrus and One Way, funk with a Thai twist from Montreal rising star Salin, and OG's King Tee, Jeru and Busta Rhymes holding court. View the full playlist for this show at https://www.wefunkradio.com/show/1303 Enjoying WEFUNK? Listen to all of our mixes at https://www.wefunkradio.com/shows/

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Last time we spoke about the beginning of the Pacific War. In late 1941, the Second Battle of Changsha ended with Chinese forces claiming victory despite suffering nearly 100,000 casualties against roughly 1,670 Japanese losses. Chiang Kai-shek's government launched an aggressive propaganda campaign, flooding international press with fabricated triumph narratives to sustain national morale. Behind closed doors, Chiang was furious at his generals' tactical failures, executing commanders and dismantling units. Meanwhile, geopolitical forces threatened China's survival. Japan's 1939 defeat at Nomonhan crushed hopes for a Soviet alliance against Tokyo. Germany's pact with the Soviet Union left China isolated, while Western powers remained reluctant to commit meaningful support. Britain offered little; the US provided only modest loans. By 1941, facing potential collapse, Chiang desperately searched for allies while Wang Jingwei's Japanese-backed rival government beckoned as an alternative. China's exhausted people endured horror—including a 1941 bombing massacre in Chongqing that killed over 400 trapped civilians. Then Japan unleashed a surprise attack on Pearl Harbor.   #215 An Implosion in the East 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.   In the early morning of December 7, 1941, the US Pacific Fleet was anchored at Pearl Harbor in Hawaii. Two waves of Japanese bomber aircraft, launched from six aircraft carriers, attacked the vessels and their sleeping crews, destroying the battleship Arizona outright and damaging seventeen others, as well as most of the military aircraft parked nearby. Some 2,400 Americans died, and another 1,100 were wounded. Within a day Japanese invasion forces had attacked Siam, Malaya, and the Philippines. Chiang Kai-shek heard the news at one o'clock in the morning and immediately dictated a letter of support to President Roosevelt, pledging commitment to a new "common battle." The news reached Zhou Fohai in Shanghai as well. On December 8 across the international date line from Hawaii he had heard the sounds of firing as the Japanese took over the rest of the city, and then received reports that Japan had declared war on the Western powers. "I heard they'd bombed Honolulu, Manila, Singapore, and Hong Kong. From now on, the Pacific becomes a killing ground."   When Japanese carrier planes descended on Pearl Harbor on December 7, 1941, they were executing far more than a tactical strike. They were unleashing the culmination of a strategic vision that had shaped Japanese military planning since the 1920s: the Nanshin-ron, or "Southern Advance" doctrine.    The Nanshin-ron represented a critical strategic choice that emerged from internal Japanese debates during the 1920s and 1930s. Japan faced an inescapable vulnerability: it was an island nation with virtually no natural resources of its own. The nation's population had doubled since the Meiji Restoration, growing to over 70 million by 1941. An industrial economy of tremendous sophistication, capable of producing world-class warships, aircraft, and military equipment, depended entirely on imported raw materials. Oil, rubber, tin, iron ore, bauxite, copper, and manganese all had to be acquired through foreign trade or conquest. This resource dependency was not a luxury problem; it was an existential one. A nation that could not feed itself or fuel its economy was a nation vulnerable to strangulation by enemies who controlled the resources it needed. Japanese strategic thinkers divided into two camps on how to resolve this vulnerability. The Hokushin-ron advocates, primarily within the Army, pushed for expansion northward into Siberia and Mongolia, seeking to conquer Soviet territory and resources. The Soviet Union possessed vast tracts of land, mineral wealth, timber, and agricultural output. From a purely materialist perspective, the Northern Advance made geographic sense—it was contiguous with Manchuria, which Japan had already secured in 1931. Yet by the late 1930s, the Hokushin-ron strategy had suffered a catastrophic blow. In 1938 and 1939, Japanese and Soviet forces clashed at Khalkhin Gol in Mongolia in what the Japanese called the Nomonhan Incident. The battles revealed a terrifying truth: the Soviet Red Army, under General Georgy Zhukov, was far more formidable than Japanese military planners had anticipated. Soviet armor, air power, and coordinated tactics annihilated Japanese forces. Japan suffered over 60,000 casualties while inflicting perhaps 10,000 on the Soviets. The defeat was concealed from the Japanese public, but it was unmistakable to military planners. A direct clash with Soviet power could end catastrophically. The Northern Advance, it became clear, would almost certainly provoke war with a nation capable of destroying the Japanese Army. This strategic defeat tilted the balance decisively toward the Nanshin-ron. If Japan could not safely expand northward, it must expand southward, toward Southeast Asia, the Dutch East Indies, Indochina, and the western Pacific. The appeal of the Nanshin-ron was immediately apparent to the Navy, which had always been more oriented toward maritime commerce and expansion across the ocean. The territories to the south were not militarily formidable. The colonial powers, Britain, the Netherlands, France, were either already defeated in 1940 or distracted by their own desperate struggles leaving Britain fighting alone against Germany. The United States, though potentially a formidable adversary, was not yet at war, and there was a chance, however slender, that a decisive blow against American naval power might convince America to negotiate rather than fight. But beyond strategic opportunity, the Nanshin-ron offered something that the Hokushin-ron did not: it offered resources of staggering abundance. The Dutch East Indies possessed oil reserves that could dwarf Japan's consumption for years. Malaya produced the world's rubber. Thailand offered agricultural bounty and geographic position. Burma's timber and agricultural products could feed Japan's growing empire. The Philippines possessed harbors, airfields, and economic output. These were not marginal additions to Japan's economy—they were transformative. Together, they would convert Japan from a resource-hungry island nation into the master of an imperial domain encompassing hundreds of millions of people and containing most of the strategic materials necessary for sustained industrial warfare. In the last episode I explained the western sanctions and embargoes that drained Japan's military of the resources they required to continue the China War. By 1941, Japan faced a civilization crisis. Japan imported roughly 90 percent of its petroleum, and the bulk of that came from the Dutch East Indies and the United States. Suddenly, the American supply was cut off entirely. Reserves would last perhaps 18 months if Japan's military and industrial consumption continued at existing rates. After that, the military machine would sputter and die. The industrial economy would collapse. Even civilian life would become impossible to sustain. Japan was facing not merely economic inconvenience but literal strangulation by the Western powers.   Yet it would be a mistake to reduce Japanese motivation to just materialism. Japanese military leaders wrapped their conquests in an ideological framework, one that many of them genuinely believed, or wanted to believe, served a higher historical purpose. The concept of the Daitoa Kyoeiken, the "Greater East Asia Co-Prosperity Sphere," posited a new regional order in which Japan would play the leading role in liberating Asian peoples from Western colonial domination and creating an Asian-centered political and economic system. This ideology drew on genuine anti-colonial sentiment. For a century, Western powers had dominated Asia, treating Asian peoples and nations as subordinate, colonized territories existing to serve Western economic interests. Japan, which had modernized and Westernized enough to avoid colonization, saw itself as the natural leader of an Asian renaissance—a civilizing force that would restore Asian dignity and independence even as it established Japanese hegemony. Of course, this was propagandistic. Japanese conquest represented a substitution of one imperial master for another, and often a harsher and more brutal one at that. But for understanding Japanese decision-making, the ideology mattered profoundly. It provided Japanese leaders with a moral narrative for conquest. It allowed them to understand themselves as liberators rather than mere conquerors. It provided a rationale for extracting resources from occupied territories and for mobilizing subject populations to support the Japanese war effort. And it resonated with anti-Western sentiment throughout Asia, making Japanese occupation seem, in some quarters, preferable to continued Western colonial rule. The slogan Hakko ichiu—"eight corners under one roof", captured this ideological vision: a unified Asia and eventually world under Japanese guidance. Whether Japanese leaders truly believed this vision or cynically deployed it as propaganda, it shaped how they understood their actions and justified them to their subjects. Now I know this is a podcast dedicated to the century of humiliation, ie: China's experience. But I thought it was necessary just to have one episode explain what Dan Carlin titled "a supernova in the east" and I have titled an implosion in the east. I won't go into depth into the campaigns as some of them have a lot of Chinese involvement and we will be covering them in depth, but rather I will explain the rationale for Japan's numerous invasions following the surprise attack on Pearl Harbor.   Japan's assault on Malaya began within hours of the Pearl Harbor attack, indeed, Japanese troops were already landing on the Kota Bharu beachhead on the Malaysian peninsula before dawn on December 8, 1941 local time. Malaya was one of the world's largest rubber producers, and Singapore, at the tip of the peninsula, was the linchpin of British naval power in the Far East.The Japanese interest in Malaya was straightforward but crucial: rubber. The Japanese military consumed vast quantities of rubber for tires, gaskets, hoses, and countless other applications. American and Dutch rubber supplies were now cut off by embargo. Malaya's rubber plantations represented perhaps the world's richest reservoir of this strategic material. Beyond rubber, Malaya and the surrounding region were major tin producers—essential for alloys and manufacturing. For Japan to conduct prolonged warfare, Malaya was not a luxury target; it was a necessity. Singapore represented something different: a symbol of Western power in Asia and a strategic chokepoint. As the major British naval base in the region, Singapore served as the anchor of British imperial authority across the South China Sea. By seizing Singapore, Japan would not only capture crucial resources and port facilities but would also deliver a psychological blow to the entire edifice of Western dominance in Asia. The fortress city that the British considered nearly impregnable fell within seventy days, a stunning demonstration of Japanese military capability and the vulnerability of overextended Western empires. If Malaya was critical for rubber, the Dutch East Indies was essential for oil. The region, comprising present-day Indonesia, was the world's third-largest oil producer and had reserves that could sustain Japanese military operations for years. This was the jewel of the resource-conquest strategy. Japanese planners had long eyed the East Indies, but direct conquest had seemed risky while Britain and America remained neutral or opposed. With both now at war, the window of opportunity had opened. Japan needed the oil so desperately that when the Dutch East Indies Petroleum Company initially agreed to some Japanese oil purchases before the war, Tokyo was already planning its takeover. The conquest of the Dutch East Indies would provide not just oil but also tin, nickel, bauxite, and other materials essential to an industrial war machine. The islands would also provide air and naval bases from which Japan could defend its new empire and potentially threaten Australia. The Japanese invasion of the Dutch East Indies, which began in late December 1941 and accelerated through January and February 1942, was methodical and comprehensive. Various island groups were targeted systematically: Java, Borneo, Celebes, and the Moluccas. Dutch military forces, though brave, were overwhelmed. By March 1942, Japan had secured the entire archipelago,a stunning logistical and military achievement that delivered vast resources into Japanese hands. Thailand presented a fundamentally different case from Japan's other targets. Rather than conquest, Japan pursued alliance with military strongman Plaek Phibunsongkhram, who had seized power in a 1938 coup as a nationalist ideologue determined to reassert Thai sovereignty and recover territory lost to French colonialism in the nineteenth century. Thailand was the last independent state in mainland Southeast Asia, hemmed in by British-controlled Burma and Malaya to the west, and French Indochina to the east. For a century, Thailand had survived by playing European imperial powers against each other. But by the late 1930s, this strategy was becoming obsolete. Europe was distracted by Hitler's Germany. Colonial powers were weakening. Japanese power was visibly ascending. Phibunsongkhram recognized both danger and opportunity. He could resist Japan and invite invasion, or he could ally with Japan and profit from rising Asian power. Japanese diplomats approached Thailand with sophistication: they offered military alliance and support for Thai territorial expansion at French expense. This addressed Thailand's deepest national wound, the humiliation of nineteenth-century territorial losses to France. The Franco-Thai War of 1940-1941 became transformative. With Japan providing military support, advisors, tanks, aircraft, Thai forces defeated the French for the first time in history. By May 1941, Thailand had recovered 54,000 square kilometers of Cambodian territory and portions of Laos. For Phibunsongkhram, this was extraordinary: he had achieved what Thai leaders could not in a century, reclaiming territory from a Western imperial power. Domestically, his position was dramatically strengthened. The parallel to China's century of humiliation—the foundation of your podcast is striking: Thailand too was reversing colonial diminishment through association with rising Asian power. The Thai-Japanese relationship was unique. Unlike the Philippines, Malaya, or the Dutch East Indies, Thailand would retain nominal independence. Phibunsongkhram remained in power. Japanese occupation was light. Thai forces maintained their own command structure. Most importantly, Thailand's territorial gains from the Franco-Thai War were recognized and secured. Japan valued Thai cooperation more than conquest. Burma, controlled by the British, was the next target in Japan's southwestward advance. Japanese planners had multiple motivations for invading Burma. First, it was strategically positioned on India's eastern frontier, and Japan harbored ambitions of eventually striking toward India and linking up with Germany in the Middle East or at least destabilizing the British position in South Asia. Second, Burma was a significant producer of timber and agricultural products. Third, and perhaps most importantly, the invasion of Burma was meant to cut the Burma Road, the crucial supply line that allowed American aid to reach Nationalist China. The invasion of Burma began in late 1941 and accelerated through early 1942.  The invasion of the Philippines, which began on December 10, 1941, just days after Pearl Harbor, served multiple strategic purposes. Like the assault on Pearl Harbor itself, it was meant to neutralize American military power in the region, in this case, the American garrison under General Douglas MacArthur and the American colonial administration. But the Philippines were also valuable in their own right. The islands sat directly in the path of what Japan envisioned as its defensive perimeter. By controlling the Philippines, Japan would make it extraordinarily difficult for American forces to project power westward into Southeast Asia. The territory would provide naval and air bases critical to defending Japan's new empire. Additionally, the Philippines possessed some agricultural and industrial resources valuable to the war effort, and their conquest delivered a psychological victory, defeating American forces and ending American colonial rule in Asia, which appealed to anti-Western sentiment that Japan tried to cultivate. Beyond Southeast Asia and the Philippines, Japan rapidly invaded Guam and Wake island to extend Japan's defensive perimeter further into the Pacific and eliminate American air and naval bases that could threaten Japanese operations. Guam, seized on December 10, 1941, fell within two days, the American garrison was small and the island's strategic value lay primarily in denying the United States a forward staging ground for any counteroffensive. Wake Island, attacked the same day and finally captured on December 23 after a brief but heroic American defense, served similar purposes: cutting off American reconnaissance and interdicting potential supply lines to the Philippines.  Now I believe that's enough of the implosion in the east, let's get back to the situation in China. After Chiang Kai-shek sent his letter of support to President Franklin D. Roosevelt, pledging Chinese commitment to what he termed a new "common battle." he did something most revealing about his mood towards the global war. He played "Ave Maria" on his gramophone, celebrating with an almost spiritual gratitude the implications of what had just transpired in the American Pacific. This moment crystallized the profound difference Pearl Harbor would mean to different members of the emerging Allied coalition. For the United States, the attack was pure shock, a violation of the sanctity of American soil and the complacency of American isolationism. For Britain, it was like the pricking of a large, painful blister—painful but perhaps not entirely unexpected given Japan's regional ambitions. But for China, the relief that surged through the government and the consciousness of the Chinese people surpassed even Britain's response. For four long years, China had fought Japan almost alone, watching as Western nations remained neutral or limited their commitment to rhetorical support and modest material assistance. Now, suddenly, the trajectory of the entire conflict had shifted with breathtaking speed. Chiang's emotional state at this moment could scarcely be contained, and those close to him understood that beneath his carefully maintained Confucian composure burned an intoxicating sensation of vindication. These Western powers who had been so impatient with Chinese strategy, who had mocked the retreats of the Nationalist Army and spoken scornfully of Japanese capabilities, were now themselves in headlong retreat from those very islanders. In Hong Kong, Singapore, and Manila, British and American forces would be fighting desperately for their lives against the Japanese military that China had been contending with for years. Chiang could not have failed to perceive the irony: the Japanese had conquered vast stretches of China through relentless campaigns, yet Westerners had dismissed Chinese resistance as inadequate. Now the Japanese were proving that they posed a formidable challenge to Western military power as well. There was a bitter satisfaction in this vindication, even as Chiang understood that the strategic implications of American entry far outweighed any emotional satisfaction. What was pragmatic and strategically clear to Chiang, however, was far more important than any emotional satisfaction. The United States was now at war, and it was on China's side. This represented the transformation for which Chiang had labored for years, bringing the full weight of American industrial capacity and military might to bear against the Japanese enemy. The diplomatic foundations for this alliance had already been laid in the months preceding Pearl Harbor. Beginning in the spring of 1941, the United States had begun to commit significant resources to supporting China. In April 1941, following the conclusion of the Soviet-Japanese neutrality agreement, which had devastated Chinese morale by suggesting that Japan might attack the Soviet Union rather than move southward, the Roosevelt administration had determined to provide $45 million worth of militarily useful commodities to China as an immediate gesture of support. Then, on May 6, 1941, President Roosevelt had made a more formal commitment by announcing that the munitions provisions of the Lend-Lease Act applied to China, declaring a phrase that captured the strategic logic of American assistance: "defending China is the key to defending America." This declaration represented a significant shift in American policy, elevating China from a regional concern to a central element of American grand strategy in Asia. Subsequently, in July 1941, Roosevelt had sent Owen Lattimore to China to serve as political adviser to the Chinese government, a position that signaled deepening American engagement with Chinese affairs. In August, the administration appointed John Magruder as military attaché and head of the American Military Mission to China (AMMISCA), with the primary responsibility of overseeing the delivery of Lend-Lease material to the Chinese armed forces. On the diplomatic front, Chiang moved with remarkable alacrity. He had already severed relations with Germany on July 2, 1941, the very day after Hitler had formally recognized the Wang Jingwei puppet government in an attempt to appease Japan and encourage it to finally implement the Southern Advance. Now, on December 8, 1941, just one day after the Pearl Harbor attack, Chiang took the decisive step of formally declaring war against the Axis powers, Germany, Italy, and Japan. This declaration transformed China's position from a beleaguered nation fighting a war of survival into a formal member of the Allied coalition. Chiang had seized the opportunity that Pearl Harbor presented to ally China with a genuinely strong power against Japan, a gambit that fundamentally altered the diplomatic weight and international legitimacy of both the Chinese government and the Chinese cause. From a strategic perspective, the Japanese had committed what Chiang and others immediately recognized as a catastrophic blunder. On the operational level, Pearl Harbor was indeed a devastating tactical success, the American Pacific Fleet was crippled, and Japanese forces now enjoyed temporary naval superiority throughout much of the Pacific and Southeast Asia. Yet strategically, Pearl Harbor represented a failure of epic proportions, a miscalculation rooted in a fundamental misunderstanding of the intangibles of warfare: what motivated the Chinese people and what motivated the Americans. The Chinese had understood, through four years of brutal conflict, that warfare was about more than territorial conquest and resource acquisition. It was about will, about endurance, about the capacity to absorb punishment and continue fighting. The Japanese had learned this lesson imperfectly in China, where despite overwhelming military advantages they had been unable to force a decisive conclusion or compel Chinese surrender. The Americans would teach the Japanese this lesson even more emphatically. The attack on American sailors in Hawaii instantly galvanized the American population to prosecute an unlimited war, with Tokyo itself as the ultimate destination of American counterattack. While Americans would remember the "date that will live in infamy" primarily because of the assault on Pearl Harbor itself, the strategic consequence was that Japanese actions in Hawaii had introduced numerous new adversaries into the Pacific conflict: not only the United States, but also Britain, Australia, New Zealand, and the Netherlands. These additions transformed what had been, from the Japanese perspective, a regional conflict with manageable parameters into a global war that Japan could not possibly win through any conceivable means. What made this particularly disastrous for Japan was the context in which the new theater had been opened. Japan was already deeply mired in a quagmire in China—a "malignant quagmire," as one observer would later characterize it, that had consumed vast resources, inflicted enormous casualties, and failed to produce decisive victory. In military strategy, it is sometimes wise to open a new theater in order to attack an enemy from an additional and unexpected direction, thereby dispersing their forces and creating new challenges for them to manage. But opening a new theater that introduces an entirely new, powerful adversary, and doing so when one is already overextended in an existing theater is a prescription for strategic catastrophe. This was precisely what Japan had done at Pearl Harbor. Chiang Kai-shek understood the magnitude of Japan's miscalculation with crystalline clarity. He understood that whatever the military complexities that lay ahead, whatever the challenges of coordinating with Western allies, and whatever the limitations of Western military assistance to China might be, the fundamental equation had changed. The United States would ultimately defeat Japan. The Chinese did not need to defeat Japan by themselves; they merely needed to survive long enough for American industrial and military capacity to grind the Japanese military into defeat. In the immediate aftermath of Pearl Harbor, Chinese and American officials moved swiftly to formalize the alliance and establish the mechanisms of wartime cooperation. Roosevelt asked Chiang Kai-shek to serve as commander in chief of the Allied forces in the China theater, a designation that recognized China's central role in the Pacific War and elevated Chiang's international standing to something he had long sought: a position as an equal partner in the Allied coalition, a seat at the "top table of global decision-making" alongside Roosevelt, Churchill, and Stalin. To support this expanded role and to ensure effective coordination of the military effort, Roosevelt dispatched Lieutenant General Joseph W. Stilwell to China. Stilwell was not chosen randomly; he brought fifteen years of experience in China, a deep familiarity with the country, its military, and its complexities that few American officers possessed. Stilwell was appointed to serve simultaneously as the U.S. government's military representative in China, as chief of staff of the China Theater, and as commander in chief of the American forces in the China-Burma-India (CBI) theater. This appointment established the framework for joint Chinese-American military cooperation and represented an American commitment to the Asian theater that, while never receiving the resources devoted to the European theater, nonetheless signified recognition of China's strategic importance. Trust me, going forward we will be having a lot of time dedicated to the hilarious bromance / bro hatred of Vinegar Joe and Peanut.  Yet the formation of an alliance and the establishment of command structures was easier than the practical implementation of military cooperation. The fundamental challenge that would plague Chinese-American relations throughout the war emerged almost immediately: the problem of delivering military assistance to China. Before Pearl Harbor, the United States and China had reached agreement on three major points regarding military assistance. First, the United States would provide training and technical support to assist China in establishing a modern air force. Second, the United States would provide training and equipment for a ground army consisting of thirty divisions. Third, the United States would assist China in constructing railways and highways from Yunnan to Burma, along with the provision of rolling stock and vehicles to support these new transportation routes. These were ambitious plans, reflecting the extent of Chinese need and American willingness to support the Chinese war effort. However, the outbreak of the Pacific War threw American plans into disarray. The fundamental strategic doctrine guiding American policy was the "Europe first" strategy, which meant that the European theater and the defeat of Nazi Germany received priority over the Pacific theater. Additionally, China's geography made it extraordinarily difficult to supply. China could only be reached through supply lines of extraordinary length and complexity, either through the port of Rangoon in Burma and then overland via the treacherous Yunnan-Burma Road, or through the port of Hong Kong, which immediately fell into Japanese hands after Pearl Harbor. The first Sino-American loan agreement had specified that the United States would deliver commodities worth $45 million to China in 1941. However, shipping shortages meant that only $26 million worth of commodities actually left the United States. These commodities were shipped to the transit port of Rangoon, where a massive traffic jam developed as supplies accumulated faster than they could be distributed onward to China. Along the Yunnan-Burma Road, that "much-contested life line" as it came to be known, conditions were chaotic. The road had always been a source of trouble: it was long, extraordinarily difficult to keep in repair, fantastically dangerous to travel, and too narrow to permit much volume of traffic at any one time. Due to mismanagement and pilfering, the commodities that were shipped out of Burma suffered heavy losses in transit, and only one-third of them eventually arrived in Chongqing. Yet the United States had already established one valuable asset in China that could be deployed relatively quickly: an air force nucleus. Just before Pearl Harbor, a group of American aviators had been formally organized in Chongqing who worked on volunteer status for China under the command of Colonel Claire Chennault, an American aviation officer who served as instructor at the Chinese Air Force Cadet School. Some of these men had been flying in China since the Kuomintang first began purchasing American aircraft, having come to demonstrate the aircraft and remaining to pilot and teach. Others had hurried to China after being released from their volunteer service in Spain, where they had gained combat experience during the Spanish Civil War. It was a familiar joke that pilots from both sides of the Spanish conflict were likely to meet and work side by side in China, but political convictions proved immaterial to these professional aviators, they got on well enough with each other, mercenaries of the twentieth century united by their expertise and their willingness to fight. When American traffic on the Burma Road swelled in volume and became chaotic, with cargo lost to pilfering and trucks breaking down from mishandling, the air freight service into Chongqing became increasingly vital to maintaining Chinese military capabilities. The backbone of this organization was American, and it had been in operation for months before the Japanese attack. Halfway down the Burma Road, over the border in Burma, was a plane factory backed by American and Chinese capital, providing some degree of repair and maintenance capacity for the aircraft operating out of China. Recognizing the strategic value of these experienced aviators and the need to formalize and expand their operations, American and Chinese officials moved quickly to incorporate this volunteer group, formally known as the American Volunteer Group or "Flying Tigers," into the U.S. Army Air Force. This transformation of volunteer aviators into official American military personnel represented a commitment to providing air support to Chinese operations, recognizing that air power could compensate to some degree for Chinese numerical disadvantages in ground combat. In Chongqing, it was clear that among the United Nations fighting Japan, America was the only one taking China seriously, the only one prepared to invest significant resources in Chinese military capabilities and the Chinese war effort. Yet Pearl Harbor brought consequences that extended far beyond the strategic and diplomatic spheres. For Western civilians living in China,missionaries, teachers, doctors, businessmen, and journalists, the attack represented a catastrophic change in their status and their fate. Until December 8, 1941, Westerners residing in China had maintained a curious protected status as foreign neutrals, even in areas nominally controlled by the Japanese. This status had provided them with a measure of distance from, and protection against, the grinding reality of the war that had devastated Chinese populations. For a century, Americans had been part of an imperial presence in China, sometimes benevolent, sometimes violent, but always ultimately under Western control. That world came to an abrupt end on December 8, 1941. All across eastern China, Americans and Britons were rounded up and interned. The International Settlement of Shanghai—that remarkable oasis of neutrality that had persisted in the midst of a war-torn city—was now reunified under Japanese control. Thousands of foreigners with Allied nationality were sent to holding camps scattered throughout occupied China. Some, like the eleven-year-old British boy Jim Ballard, would remain imprisoned for the remainder of the war, enduring hunger, cold, and disease in camps like Longhua, which housed approximately 2,000 detainees. Forty years later, as the novelist J. G. Ballard, he would memorialized this experience in his semi-autobiographical novel Empire of the Sun. For missionaries like Velva Brown, the evacuation process was degrading and final. The missionary staff were permitted to pack no more than three suitcases with their belongings. As they prepared to leave, Japanese and Taiwanese "sightseeing" parties arrived to decide which houses they might want to occupy. The journey home aboard crowded Japanese ships offered no concessions to status or dignity; ambassadors, consuls, merchants, and missionaries alike were given "bed-sized strips of Chinese matting which we spread side by side on the iron floor of the hold," as Brown recorded. The humiliation was compounded by the finality of it all. For many, their decades-long presence in China was ending not in orderly retreat but in hasty evacuation, leaving behind "servants, many of whom had been with us for fifteen or twenty years." Despite these immediate human tragedies, the strategic transformation that Pearl Harbor wrought for China was undeniable. Chiang Kai-shek now embarked on an entirely new sort of life, heavily involved with the leaders and generals of the Western powers. He held diplomatic discussions with the leaders of the United Nations and military planning sessions with Western generals. In these unfamiliar circumstances, he did his best to live up to the Confucian ideal of the gentleman, seldom permitting the mask to slip—though the pressure of these new responsibilities and the intoxicating combination of vindication and anxiety would occasionally prove too much even for his considerable self-control. Within weeks of Pearl Harbor, Chiang demonstrated the value he could bring to the new alliance. He visited India and spoke with the leaders of the Indian independence struggle as an ally and friend, as a fellow non-European speaking to others seeking to escape from colonialism and imperial domination. He joined the Allies in their first joint campaign, not in China but in the jungles of neighboring Burma, committing Chinese forces to operations outside China's borders in support of the broader Allied military strategy. Yet the price that Chiang would pay for China's belated entry into the global alliance against the Axis powers would prove to be a heavy one. Chiang desperately needed his new American and British partners, but accepting this alliance would unleash forces within Chinese society that would threaten the very basis of his political control. The complexities of this bargain would become most visible in the four-year struggle between Chiang and General Joseph Warren Stilwell, the American officer who would become simultaneously his chief of staff and the administrator of American military assistance to China. This relationship, shaped by mutual suspicion, different strategic visions, and incompatible political agendas, would define Chinese-American military cooperation during the Pacific War and would have profound implications extending far beyond the battlefields of Asia. 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. Pearl Harbor's shock reverberated through Asia. Japan's assault on Hawaii, combined with invasions of Burma, the Philippines, Guam, and Wake Island, inadvertently transformed regional conflict into global war. Chiang Kai-shek, vindicated after four years of isolation fighting Japan, embraced American alliance with profound relief. The U.S. committed military aid, appointed General Stilwell as chief of staff, and recognized China as a co-belligerent. For Chiang, this partnership brought diplomatic status but also internal tensions that would define the Pacific War's final chapter.

Musicians recount the strange and unexpected story behind the making of your favorite albums. John Mellencamp left his small, changed his name and had a hit in Australia before returning to the American heartland as a conquering hero of working class songcraft. Tom, Rob, and Allan get together to discuss fighting with your fans, treating crew members terribly, and an 80 cigarette a day habit.Join the comment thread NOW available on our free Patreon to continue the conversation about this episode and get early access to the weekly show 100% ad free, plus 60+ bonus shows like Song Battle and Guilty Pleasureshttps://www.patreon.com/1001AlbumComplaintsJoin our Mailing List here: https://linktr.ee/1001albumcomplaintsEmail us your complaints (or questions / comments) at 1001AlbumComplaints@gmail.comListen to our episode companion playlist (compilation of the songs we referenced on this episode) here:https://open.spotify.com/playlist/74ZB84xCdQeUa266FsyQBm?si=8d058d98b51a435dListen to The Lonesome Jubilee here:https://open.spotify.com/album/1UiIinWX5c5fxGSpRCvjNR?si=S5ysedhESMSI1lhyS5SoZwAnd our international playlists continue to grow:Thai, German, Sweden 1, 2, 3 and 4, Italian, Australian, Cajun/Lousiana, Belgium 1 & 2Intro music: When the Walls Fell by The Beverly CrushersOutro music: After the Afterlife by MEGAFollow our Spotify Playlist of music produced directly by us. Listen and complain at homeFollow us on instagram @thechopunlimited AND @1001AlbumComplaintsWe have 1001 Merch! Support us by buying some.US Merch StoreNext week's album: Wire - Pink FlagSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Episode #589: The AAS Conference in Vancouver brought together thousands of scholars and practitioners focused on Asia, with Burma emerging as a key topic amid its ongoing crisis. Insight Myanmar Podcast was invited to record on site, capturing a series of short, real-time conversations with participants and sharing these perspectives with a wider global audience. This is the second of a four part series, and features two guests. First up is Ponpavi Sangsurasdej, a Thai historian of modern Burma. She studies the years around independence not as the inevitable birth of a nation, but as a struggle among rival political futures, where communists, socialists, and ethnic minority leaders were all attempting to shape what a free Burma might become. The problem, she argues, is that later nationalist history flattened that contested moment into a far cleaner story than it was, since “we only focused decolonizing movement that were successful,” pushing other anti-colonial visions to the margins. In her telling, Burma's history cannot be reduced to a single Burman-centered trajectory, especially given Rangoon's role as a transnational hub of ideas, ideologies, and political networks, where categories like communism or decolonization carried unstable meanings across different actors and contexts. Rather than replacing one dominant narrative with another, she returns to sidelined figures and failed negotiations, asking who was excluded and how labels like collaborator or nationalist concealed deeper fractures. Those omissions, she suggests, continue to shape the distrust and fragmentation that define Burma today, where “there's no easy, simple answer to it,” only the ongoing work of tracing how these narratives were formed and what was lost when one version prevailed. Next up is Wenxu Zhang, a historian of the Indian Ocean world. He examines Rangoon in the interwar period as a cosmopolitan port caught between global connection and social fracture, focusing on the 1930–31 riots to understand how Chinese diaspora communities experienced that instability. What began as labor conflict during the Great Depression escalated into broader violence, where anti-colonial sentiment, economic distress, and opportunistic attacks blurred together, leaving Chinese merchants increasingly vulnerable despite their partial cultural integration. Zhang resists reducing the events to a single narrative, showing how British, Burmese, and Chinese perspectives framed the same violence as revolution, nationalism, or banditry depending on position, while for those on the ground, the sense that society was becoming unstable remained the dominant reality. He situates this moment within a larger shift toward a more inward Burmese nationalism, where identity hardened and cosmopolitan fluidity receded, leaving behind traces still visible in Yangon today—a city that retains the physical remnants of its global past, even as the networks and vitality that sustained it have largely disappeared.

There’s something so strange about driving past a place where you used to spend your weekends and realising that the nightclub you once knew has completely disappeared. The spots where we dressed up, stood in queues, blew R800 on a night out and promised our parents we were “sleeping at a friend’s house” are now dentists, clinics, Woolies, furniture shops and restaurants. Ftv in Fourways is now a Woolies, Cofi is now a furniture shop, and Vacca Matta has become a Thai spa, which, as Thembekile pointed out, technically still offers a “happy ending.” Then there’s Liquid Chefs… a name that instantly brings back memories for anyone who was out in Joburg during that era. It’s basically a reminder that Joburg nightlife has changed dramatically but the memories of those places are still very much alive. Hang out with Anele and The Club on 947 every weekday morning. Popular radio hosts Anele Mdoda, Frankie du Toit, Thembekile Mrototo, and Cindy Poluta take fun to the next level with the biggest guests, hottest conversations, feel-good vibes, and the best music to get you going! Kick-start your day with the most enjoyable way to wake up in Joburg. Connect with Anele and The Club on 947 via WhatsApp at 084 000 0947 or call the studio on 011 88 38 947Thank you for listening to the Anele and the Club podcast..Listen live on Primedia+ weekdays from 06:00 to 09:00 to Anele and the Club broadcast on 947 https://buff.ly/y34dh8Y For more from the show go to https://buff.ly/gyWKIkl or find all the catch-up podcasts here https://buff.ly/K59GRzuSee omnystudio.com/listener for privacy information.

You can't be it till you see it while your nervous system is running the show. In this part two of the Regulation Series, Lesley gets practical about calming a dysregulated nervous system, walking through top-down tools and bottom-up somatic resets for when your mind won't quiet down. She frames self-trust as the safe place you come back to, and regulation as self-parenting rather than one more thing to discipline yourself into. Whatever your nervous system is carrying today, there is a tool in here to meet it. If you have any questions about this episode or want to get some of the resources we mentioned, head over to LesleyLogan.co/podcast https://lesleylogan.co/podcast/. If you have any comments or questions about the Be It pod shoot us a message at beit@lesleylogan.co mailto:beit@lesleylogan.co. And as always, if you're enjoying the show please share it with someone who you think would enjoy it as well. It is your continued support that will help us continue to help others. Thank you so much! Never miss another show by subscribing at LesleyLogan.co/subscribe https://lesleylogan.co/podcast/#follow-subscribe-free.In this episode you will learn about:Prioritize nervous system regulation before making decisions.Understand your autonomic nervous system responses.Cognitive tools to time-box worries and racing thoughts.The somatic tools to practice that calm the body.Build self-trust by honoring the achievements you tend to forget.Episode References/Links:Weighted Blanket - https://bearaby.com/collections/weighted-blanketsSleep Mask - https://nodpod.com/products/nodpodSensate (10% discount ) - https://www.getsensate.com/BEITEp. 709 - ft Megan Applegate - https://beitpod.com/ep709Submit your wins or questions - https://beitpod.com/questions If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox. https://lovethepodcast.com/BITYSIDEALS! DEALS! DEALS! DEALS! https://onlinepilatesclasses.com/memberships/perks/#equipmentCheck out all our Preferred Vendors & Special Deals from Clair Sparrow, Sensate, Lyfefuel BeeKeeper's Naturals, Sauna Space, HigherDose, AG1 and ToeSox https://onlinepilatesclasses.com/memberships/perks/#equipmentBe in the know with all the workshops at OPC https://workshops.onlinepilatesclasses.com/lp-workshop-waitlistBe It Till You See It Podcast Survey https://pod.lesleylogan.co/be-it-podcasts-surveyBe a part of Lesley's Pilates Mentorship https://lesleylogan.co/elevate/FREE Ditching Busy Webinar https://ditchingbusy.com/Resources:Watch the Be It Till You See It podcast on YouTube! https://www.youtube.com/channel/UCq08HES7xLMvVa3Fy5DR8-gLesley Logan website https://lesleylogan.co/Be It Till You See It Podcast https://lesleylogan.co/podcast/Online Pilates Classes by Lesley Logan https://onlinepilatesclasses.com/Online Pilates Classes by Lesley Logan on YouTube https://www.youtube.com/channel/UCjogqXLnfyhS5VlU4rdzlnQProfitable Pilates https://profitablepilates.com/about/Follow Us on Social Media:Instagram https://www.instagram.com/lesley.logan/The Be It Till You See It Podcast YouTube channel https://www.youtube.com/channel/UCq08HES7xLMvVa3Fy5DR8-gFacebook https://www.facebook.com/llogan.pilatesLinkedIn https://www.linkedin.com/in/lesley-logan/The OPC YouTube Channel https://www.youtube.com/@OnlinePilatesClasses Episode Transcript:Lesley Logan 0:00  Something that does help me is a brain dump. I will just sit down and write down all the things that are on my mind because there are open tabs in my brain and they're all running. Your computer runs slower when all your tabs are running. Lesley Logan 0:39  Welcome to the Be It Till You See It podcast where we talk about taking messy action, knowing that perfect is boring. I'm Lesley Logan, Pilates instructor and fitness business coach. I've trained thousands of people around the world and the number one thing I see stopping people from achieving anything is self-doubt. My friends, action brings clarity and it's the antidote to fear. Each week, my guest will bring bold, executable, intrinsic and targeted steps that you can use to put yourself first and Be It Till You See It. It's a practice, not a perfect. Let's get started.Lesley Logan 1:22  Hey, Be It babe! Welcome back to the Be It Till You See It podcast. We are in our second episode of the Regulation series, so if you have, this is your first time listening to us, hi, welcome, and you should go listen to the first one because otherwise this will make no sense. Or you can listen to this one. You know what? I'm a believer of you doing you. So I'm excited because the last episode we talked about not needing more discipline and not another journal and another plan, but really actually having awareness of when we're dysregulated and regulated. Because when we are dysregulated, we cannot be successful, and when we're regulated, we notice it's not about discipline; it's just about showing up, being yourself, being the version of you you always want to be. Right? You are definitely not able to be it till you see it when you are dysregulated, overwhelmed, stressed out, worrying, spiraling, all that stuff, right? Lesley Logan 2:07  So, how do we regulate ourselves when life gets lifey? Because let me just tell you, life gets lifey every day. Every day, life gets lifey. I was having a really kind of solid, awesome day, and then I got some bad news, and so life got lifey today, on a day when it should just be chill, as just chill. Tuesdays are chill days for me, right? So how how do we not let our nervous system run the show? Because I mean, let me tell you right now, if I let my nervous system run the show after that news, I would not be recording this right now. That's the for sure. But because I was able to understand how I was feeling, I was able to take a moment for myself. I was able to do the things I need to do, so that I could come back here and go. You know, I can do this right now. I can do this right now because this matters, too. This matters as much as the other thing that's bothering me matters, right? And I mean, my goodness, every time we open up our Instagrams or emails, there's something there to derail how we feel about ourselves, about what's possible, all that stuff. Lesley Logan 3:02  So now, since we know what was keeping us stuck, how do we actually shift our biology, our brain, our mood in the middle of a crazy day? It might happen multiple times. How do we do that? So the thing I want to take away from this episode is regulate first, decide second. So you know this. I know you know this. I know this. I know you know this. But just in case you need the reminder, we never send an email or make a pivot or critique ourselves in a dysregulated state, right? When you, have you ever? Oh my God! Why this? What the fuck is this happening? And why is that happening? Why is this person doing this?Lesley Logan 3:39  And you go to respond, and you you know, it's not the response you want to do. You send it, and you already feel regretful because that's not how you are. It's not how you want to be perceived. It's not how you want people to receive that information. So we need to notice, become aware, and then regulate ourselves before making the next decision. I will also say I heard this other thing that could be really helpful is the instant reaction we have is kind of a pattern how we were raised, trained, the thing that got us to adulthood that made us feel safe, and then oftentimes we're just ah I haven't gotten over that I haven't I still have that problem but actually the second thought you have is the person you want to be. It's the person how you want to react. And so if you can, instead of getting stuck on, I don't want to react, that I hate that I'm reacting like that. And instead you go, "Oh, there's just that old brain, my old thing, trying to run the show." Hold on, I do this one thing over here, and then I'm back to being the person I am, the person I want to be receiving that email, the person I want to be receiving that news, right? So, regulate first, decide second. Lesley Logan 4:47  So we need to we need to talk about your internal landscape, right? We got to talk about your autonomic nervous system. So I'm not a scientist, but a simple explanation of our default survival mode. These are simple. Okay, simple. But you've got blazer, the fight or flight, right? You move fast, you breathe shallow, you get a little snappy. That's you. Something happens, you're ready to take action. You're ready to kick some ass. You also can be a freezer, right? You can freeze or fawn, so you can go numb, right? You can say yes to things you hate, like a fawn response. Oh, I'm so sorry. It's my fault. I did that. It's not you. Calming the person down, but taking yourself down with it, right? So we got to understand that's how things can react, right? Those are the simple versions. And if you are having hormonal shifts, then your threshold for stress is lower. And so, things that didn't bother us 10 years ago could bother us now, and that's okay, right? If you are dealing with just other health stuff, sometimes you get activated a little more quickly. Your threshold is lower. So, those of you who already have a lot on your plate, you know, it can be harder to stay regulated. So I just want. I think it's really important to map out what's your internal landscape. What is your go-to when things aren't going well, right? What is the way that you tend to go? Lesley Logan 6:11  In the last episode, I talked about how I will tend to worry about things I can't control, and then focus on all the things we haven't done either. So I'll just like go, and that's not working, and that's not working. That's not working. And Brad, hold on. We were talking about this one plugin that doesn't work, and now you're talking about 10 things we're still working on. Why are we catastrophizing? That's me, right? Really important that once we once you take a second to go, who am I? How do what? What are the signs that I'm not regulated? So that then you can build your regulation toolkit, right? Your real life regulation toolkit. So these are some tools that could work for you. They might not work for you, but I'm giving a few, right? So and if you come up with your own, let the Be It Pod know, so we can share it with other people on FYF episode. But you can have something like a more like a top down tool, a mental cognitive tool. Some people like time boxing, so worry windows, so this is the idea of something comes up that you want to worry about, and you actually just go, "Oh, I'm going to put that at the 1 p.m. I can worry about that at 1 p.m. but right now I'm working on this.Lesley Logan 7:11  That is the idea of parking the car or driving away, postponing the thing, or park and then and and worry, but don't don't try to do think two things at the same time. The thing you're working on and worry. So have some worry windows. That isn't something I could do because I have ADHD and sometimes I you know love to fuck around my calendar. So that's not for me. But it might be for a worry window. And then maybe you don't have it scheduled to worry. But maybe when you start to worry, you're like, you know what? This is gonna be a worry window. So I'm gonna worry about everything right now. I'm going to get all on the table, get out, get out of my heart, get out of my mind. I'm going to set a timer, and now it's done. Right? Something that does help me is a brain dump. So I will just sit down and write down all the things that are on my mind because they're open tabs in my brain, and they're all running, and they are, you know, your computer runs slower when all your tabs are running. So I will go. Okay, hold on. I got too much in my mind. What is everything I think I need to get done? And then you look at the list. holy fuck! That's so many things. No wonder. No wonder I felt dysregulated. No wonder I feel overwhelmed. I'm overwhelmed. There's too many things. I had a girlfriend who took all the things that she had to get done and she gave it to her chatbot, and her chatbot goes, "Well, no wonder you're exhausted and feeling overwhelmed. This is enough work for three years." Lesley Logan 8:27  So those were top down. Here's some bottom-up tools. This is more somatic, right? That's stuff you can do that's mental, cognitive, but also you can actually take action on it. Bottom-up tools are for more body. I think these are really great for when the mind really won't quiet down. So there's a five-second psychological sigh. We talked about this a couple times on the pod. It's two quick inhales through the nose and a long exhale through the mouth. It's just in, in, out, in, in through the nose, out, right? Oh my gosh! You do that a couple times, and it literally resets how your body is. If you're weight training and you do a heavy weightlifting set, if you do that afterwards a couple times, it'll reset the whole body. It's crazy. Also, you can do this: if you take your index finger and thumb together and you breathe in, it's more chest. If you take your middle finger and your thumb and you breathe in, it's more diaphragm. If you take your ring finger and your thumb and you breathe in, it's more stomach. And if you take your pinky and your thumb and you breathe in, it's more root, right? So if you find yourself in that dysregulated state and you're taking short breaths, you can go to your pinky and your thumb and just ground yourself down. Ooh, takes so little time. You can do it in one breath. All right. Lesley Logan 9:38  Another thing you can do is just change the physical temperature, so cold water to the face, right? I actually do love my cold plunge. It is set for a woman in perimenopause. It's not 32 degrees, but I do like it because I don't wake up going, "Oh my god, it's rainbows and butterflies! I'm so excited!" I never get enough sleep. I wish I could get eight hours. I can be in bed for eight and I get six and a half. My body just has a really hard time. Seven is really a sweet spot for me. But I still don't wake up going, "Oh, life is great." But I get in that cold plunge, and okay, I can take on this day. I can take on this day, right? Weighted blankets, a firm hug, right? So I have an eye mask that is weighted that I can just put on my eyes. I don't take naps, but I can just put it on my eyes. Or I have a weighted blanket—we have a link for that that I can find for you guys.Lesley Logan 10:29  But I have this weighted blanket that I just love. I could just wrap it around me, and I'm okay. It's a big hug, because what I don't want when I'm dysregulated is a hug from somebody else, because I don't want their energy. And then this other one I think could be really helpful: it's like a microdose concept. A lot of people think, "I need a spa day, that'll relax me." Oh my god! I'll tell you right now, what won't relax me is a full spa day. I'll be like, "There's so many things I need to be doing right now. I should be doing these things." So when I'm dysregulated, a spa day is not what I need. What I really have found to be helpful is just taking 90 seconds of intentional breathing between calls, walking around my block, it's a little hard in the summertime, but fall through spring, I can. It takes me 12 minutes to walk around my block, 15 if I take the dog, because they like to smell things. Even on the way out the door: "This day sucks." By the time I get around the corner: "All right, I got this. Right, I got this." You just need some things. I have a Sensate. It's this really cool tool that you can put on your chest, and it really helps regulate your nervous system. There's different Hrz of music you can play. I have found that if I work with this one type of music on, I stay quite focused and a little upbeat, so it keeps me positive. I love having it in the background; I get so annoyed when I have to turn it off. So I find that that can be really helpful when sometimes it's not like you're not doing the tools, but there's just so much life lifeing that you need regular, regulating moments, right? Because you're waiting for results from this thing, and you're anticipating this thing, and then there's this going on, and there's that going on. There's so much going on. It's not just one thing once a day that helps you; it's 10 little things that just keep bringing you back. And so this brings us to self-trust, your future self, your Be It Till You See It self. When you take the time to listen to yourself, you can actually hear your intuition, right? You can hear it, and so if you make listening to your intuition a priority, you'll actually want to do it more. And the thing is that when your brain is buzzing with anxiety, that intuition gets drowned out. It sounds like static, and it's not there. So I would really encourage you to spend time trying to hear your inner voice, your inner intuition, so that you get so obsessed with how helpful that is that you'd rather spend time there than in the dysregulated state that probably feels safe because that's probably how you were raised and that felt safe to you. For me, I know that I will do whatever it is I said I was going to do, not because I'm disciplined, but because I have a history of achievements that I have done because I did the thing that I said I was going to do. And so what I will say is, if you haven't taken time to do a data dump of just how much you have achieved and how much of the things you said you would do that you did do, you need to do that because if you don't, then you don't have self-trust. And if you don't have self-trust, you can't become a safe place for yourself. So no wonder you feel dysregulated. No wonder you don't feel successful. No wonder you think you need more discipline, because you haven't taken the time to honor all of the things that you did. We had a really great guest about resume building, and she talked about making sure you're writing down your achievements. We have FYFs on this podcast. You're supposed to send them in, and if you're not going to send them in, at least write them down. Write your wins down, right?Lesley Logan 14:05  My girlfriend wrote down her wins every single week to put them in a jar, and at the end of the year, she took out all 52 and read them, right? And some of them were, oh my god, I forgot I did that. Whatever you need to do to build self trust, you have to do because without that, it's really hard to regulate because you don't have a safe place to come back to, and I'll just say it's really hard to be it till you see it if your current nervous system can't handle baseline stress. So, if you are in a space where just your baseline stress is a lot for you, I really encourage you to take some time to get honest about what is it that you are really responsible for. What can we let go of? What can you say? I know I said yes to this, but I need to delay that. What can we postpone? What boundaries can we put in place so you have a container of stress that you can actually handle? Life is. Stressful. Stress also builds diamonds, guys. So stress is not bad. Stress also builds stronger bones. Stress is how you build stronger muscles. So stress is not bad, but we need to get your nervous system to a space that can handle your baseline stress. And then when it comes to being it till you see it, taking the time to understand who is a version of you that you want to be, and how do they handle it? What do they do? What actions do they take? Can you take any of those actions right now? Can you do a version of that right now? We can't do all of that, but you can do a version of it. If you think that when you have more money, you'll take time off, that's a lie. You're telling yourself there are rich people who never stop working all the time. Have you watched the White Lotus? The Thai, the Thailand one is perfect example of that. Right, these people couldn't get rid of their cell phones. So I just want to say, if you think when I have this, then I'll have less stress and I'll be more regulated, more relaxed. That's not true. To practice for it right now, and sometimes it means saying no. Sometimes it means not talking to some people. Sometimes it means just taking a break. It does until you can get you got to know yourself. You have to have self trust to get to be able to be it till you see it. So, what I like to say is, what's one thing in this episode that you can take action on right now that will actually feel good to you and doesn't feel overwhelming? Is it the worry box? Is it the brain dump is it making a list of all the things that are going on right now that you're supposed to be doing and that you're not, and then seeing what you can get rid of, which you can just go, I can't do that right now. Is it taking time to get back to your inner voice? What is it that you are? Can't do all. Don't tell me I'll do that one too. I'm gonna do that one too. You're just going to overwhelm yourself, babe. You're just going to dysregulate yourself in trying to regulate yourself. So let's not do that. It's also something I really think is important: is regulation is an act of self-parenting, not a chore. It's not a task. It's just taking care of yourself. One other little tidbit I want to give you is maybe what you need to do is just set an alarm three times a day. That ask yourself, "How am I feeling right now? How am I feeling right now? Am I feeling? Do I feel good right now? Do I feel overwhelmed right now? Do I feel excited right now? Do I feel overwhelmed right now. I feel regulated, dysregulated. Just notice that maybe at the end of every day you feel dysregulated. Okay, that's an interesting pattern. That's good awareness. So what's happening between the last time when you felt good and the end of the day? What are you doing too much of? What are you forcing yourself to do?Lesley Logan 17:45  Whether you have ADHD, perimenopause, whether you're in the sandwich generation, there are always tools, but you have to know which tool works best for you. You cannot always bring a hammer to everything. Sometimes we need a drill. Sometimes we need a screwdriver. Sometimes we need a crane. Sometimes we need cement. So, what do you need? Take time this week to figure that out. Otherwise, just taking more advice from all the other people is just gonna overwhelm you and put you in a dysregulated state when you're trying to get better. Isn't that silly, to get dysregulated trying to get self-help? But it happens all the time. It happens all the time with my perfectionists and overachievers, my people pleasers, my firstborn parentified daughters. I see you. We're not trying to be monks. We're just trying to be aware. It's our job to figure out what helps us feel good and helps us take on what we want to be, what we want to do, so we can Be It Till You See It. Thank you for watching. I hope this is helpful. Let me know what your takeaways are. Send this to a friend who needs to hear it. Until next time, Be It Till You See It.Lesley Logan 18:53  TThat's all I got for this episode of the Be It Till You See It Podcast. One thing that would help both myself and future listeners is for you to rate the show and leave a review and follow or subscribe for free wherever you listen to your podcast. Also, make sure to introduce yourself over at the Be It Pod on Instagram. I would love to know more about you. Share this episode with whoever you think needs to hear it. Help us and others Be It Till You See It. Have an awesome day. Be It Till You See It is a production of The Bloom Podcast Network. If you want to leave us a message or a question that we might read on another episode, you can text us at +1-310-905-5534 or send a DM on Instagram @BeItPod. Brad Crowell 19:35  It's written, filmed, and recorded by your host, Lesley Logan, and me, Brad Crowell.Lesley Logan 19:41  It is transcribed, produced and edited by the epic team at Disenyo.co.Brad Crowell 19:45  Our theme music is by Ali at Apex Production Music and our branding by designer and artist, Gianfranco Cioffi.Lesley Logan 19:52  Special thanks to Melissa Solomon for creating our visuals.Brad Crowell 19:56  Also to Angelina Herico for adding all of our content to our website. And finally to Meridith Root for keeping us all on point and on time.Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

learn words and phrases to use when crossing borders

Winging It On Location – Days 4-6-Helsinki: Our First Sauna, Trendy Coffees and Dancing On The StreetIn this on-location episode of Winging It, I continue the Estonia-to-Finland road trip and spend three packed days exploring Helsinki — a city that quickly became one of my favourite capital cities in Europe.From the ferry across the Gulf of Finland to trendy speciality coffee shops, a free walking tour, and our first proper Finnish sauna experience, this episode captures the atmosphere of Helsinki in real time. I share practical travel tips, food recommendations, transport advice, and the honest reactions that make these live-location episodes feel like you're travelling alongside us.We start with the Viking Line ferry from Tallinn, settle into central Helsinki, and dive straight into the city's café culture. After a crash course in Finnish history on a free walking tour, the trip becomes increasingly local: a Saturday morning ParkRun, doing laundry in a quirky neighbourhood café, and then the highlight of the weekend — a two-hour waterfront sauna session at Löyly.The evening turns into an unexpected night out filled with live music, dancing in a closed-off bar street, and one very unusual encounter involving a stranger with a glass of wine.On the final day, we slow things down with outstanding coffee and brunch before taking the ferry to Suomenlinna, Helsinki's UNESCO-listed sea fortress, for coastal views, cannons, history, and gelato by the water.If you're planning a Helsinki weekend trip, looking for sauna recommendations, or want a mix of food, coffee, nightlife, and history, this episode is packed with ideas and real-world travel insights.Places & Activities MentionedViking Line ferry from Tallinn to HelsinkiHotel Finn (central Helsinki)La Torrefazione specialty coffee caféGreen Cap Tours free walking tourHelsinki Central Library OodiRestaurant Khao Tip (Thai food)Tokoinranta ParkRunCafé Tin Tin Tango (laundry + café stop)Löyly waterfront saunaPute's Bar & PizzaMummotunneli nightlife areaSt George's CaféLazy Fox brunchFerry to SuomenlinnaEsplanadi ParkHelsinki CathedralSenate SquareSupport Winging It Travel PodcastIf you enjoyed this episode:⭐ Leave a 5-star rating or review on your podcast app☕ Support the show at buymeacoffee.com/wingingit

Send us Fan MailToday's episode features Thao Thai, bestselling author of Banyan Moon. She joins us to discuss her latest novel, The Seekers of Deer Creek, a captivating story of two estranged sisters whose search for a lost painting uncovers long-buried family secrets stretching across generations and continents.In our conversation, we explore the many ways art preserves history and memory, the fascinating world of art conservation, and what it truly means to be an artist. Thao shares how her travels inspired the settings in the novel, why creativity is essential even in the busiest seasons of life, and how motherhood has shaped her writing. We also discuss the joy of reading physical books, the importance of making space for creativity, and why everyone has an inner artist waiting to be discovered.Episode HighlightsThe inspiration behind The Seekers of Deer CreekWhy art is one of history's greatest storytellersThe unseen work of preserving paintings and cultural artifactsVietnamese identity and artistic legacyBalancing motherhood and a creative careerThe value of reading physical booksWhy everyone should embrace their inner artistThao's book flight includes books about art and artistsConnect with Thao:InstagramWebsiteSome links are affiliate links, which are no extra cost to you but do help to support the show.Books and authors mentioned in the episode:The Bear and the Nightingale by Katherine ArdenAll the Beauty in the World by Patrick BringleySula by Toni MorrisonClutch by Emily NemensBook FlightAlmost Life by Kiran Millwood HargraveSirens & Muses by Antonia AngressAnita de Monte Laughs Last by Xochitl Gonzalez✨ Find Your Next Great Read! We just hit 175 episodes of Bookish Flights, and to celebrate, I created the Bookish Flights Roadmap — a guide to all 175 podcast episodes, sorted by genre to help you find your next great read faster.Explore it here → www.bookishflights.com/read/roadmapSupport the showBe sure to join the Bookish Flights community on social media. Happy listening!InstagramFacebookWebsite

[อะไรยังไง] ล่าม The Thai Interpreter - เรื่องจริงของล่ามไทยในต่างแดน

Nuttha Goutier grew up in a village in Chiang Rai, northern Thailand, with no running water and no electricity. She learned massage at her grandmother's side, arrived in Canada in 2001 with a new language and little else, and in 2005 opened the first Sabai Thai Spa. Today she leads seven locations across Greater Vancouver and is opening the brand to franchise partners across Canada. In this conversation with host and producer Dr. Tom Dutta, she tells the human story behind the calm: the doubt, the reinvention, and the belief that self-care belongs in everyday life, not saved for a rare luxury. The Quiet Warrior Show is recognized as a Top Canadian Leadership Podcast and one of the Top 100 Life Stories Podcasts worldwide. Learn more about Nuttha's work at Sabai Thai Spa: https://sabaithai.com #TheQuietWarriorShow #Leadership #Wellness #WomenInBusiness #Entrepreneurship #SabaiThaiSpa

Inspired by recent discussion among friends, and Greg's switch to a new provider, the boys tackle the enduring issue of health insurance as an expat. There are many companies, many plans, and many pitfalls. Which one do you choose? Ed begins by outlining the main geographic areas of coverage an expatriate must consider, which include coverage in Thailand, in their home country, and during international travel. He notes that many young people mistakenly skip buying health insurance, and while Thai medical care is relatively inexpensive, he strongly advises against going completely uninsured. Next, Greg shares his personal journey, explaining how he transitioned from an excellent corporate policy to a global plan that excluded the United States due to its exorbitant costs. Ed brings up his own strategy, stating that he currently relies on a basic Thai government plan for minor health issues but desperately needs to find a policy that covers major catastrophic events. Greg then reveals that advancing in age caused his insurance premiums to drastically increase, which recently forced him to switch to a more affordable plan that only covers him within Thailand. He advises that many companies are willing to negotiate higher deductibles for lower premiums to help cover major disasters. Later, Ed confesses he frequently travels back to America without any medical coverage, acknowledging the financial risk. He points out that an artificial intelligence program informed him that top Thai hospitals offer world class success rates for major surgeries, proving local healthcare is a smart choice for aging expatriates and coverage in the States might not be necessary.  

Welcome back to Cannabis School! Today, Brandon and Jesse review Novarine by Find Cannabis, a sativa-dominant flower available in Utah's medical cannabis market.Novarine crosses Caprichosa Thai with a THCV-rich Thai landrace, giving it old-school genetics and an experience far removed from the sweet dessert strains filling dispensary shelves.The aroma is one of the strangest we've encountered. Think funky feet, Indian spices, flowers, earth, and a little sweetness hiding underneath everything else. The vapor starts sharp and floral, while the buds have orange pistils, visible trichomes, and a clean—but fairly dry—appearance.The Find Cannabis batch reviewed in this episode was labeled at approximately 26.76% THC and included several minor cannabinoids. That higher potency is another reminder to read the package in front of you: cannabinoid levels can vary considerably between growers and batches, even when the strain name stays the same.Novarine comes on fast. At first, we experienced a bright headspace, increased alertness, restless energy, and pressure around the temples, jaw, and neck. It stopped just short of feeling anxious and never caused a noticeably racing heart. As the session continued, that physical tension faded and the experience became calmer, slower, and surprisingly relaxing.Is Novarine good for daytime use? It could be—especially for experienced consumers who want energetic effects for chores, movement, exercise, or another physical activity. We were less convinced about using it for complicated mental work because the early restlessness needed somewhere to go.At roughly $44 for an eighth, Novarine was not a bargain, but it was not outrageous for Utah either. The dry flower and uncomfortable opening kept it from becoming an everyday favorite, but its funky profile and dramatic shift from energy to relaxation made it memorable.Would we hunt it down every time? Probably not.Would we be mad if it randomly landed in the stash again? Not at all.In this episode:• Novarine's Caprichosa Thai and Thai landrace genetics• THC, THCV, minor cannabinoids, and batch variation• Funky, spicy, floral, and earthy aromas• Vaporizing Novarine versus smoking it• Its fast sativa onset and calmer finish• Temple pressure, jaw tension, and restless energy• Terpenes, flower quality, dryness, and trimming• Old-school genetics versus modern dessert strains• Whether Novarine is worth buying in Utah• Def Leppard, Corvettes, and the usual Cannabis School detours Chapters:00:00 Welcome to Cannabis School00:31 Find Cannabis Novarine01:14 Genetics and sativa dominance02:04 THC and minor cannabinoids03:37 Terpene profile04:08 First effects05:29 Daytime use05:55 Flower quality08:16 Focus and restlessness12:22 Effects begin changing14:47 The calmer finish15:09 Price and value16:24 Final verdict Have you tried Novarine by Find Cannabis? Let us know whether it made you energetic, relaxed, anxious, focused—or something completely different.Cannabis affects everyone differently. This episode reflects our personal experience and is intended for education and entertainment, not medical advice. Follow Utah law, consume responsibly, and start low and go slow.Find everything in one place here:https://cannabisschool.org

Here's the classic Thai fable of how the tiger got striped. Hosted by Simplecast, an AdsWizz company. See https://pcm.adswizz.com for information about our collection and use of personal data for advertising.

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

Episode #587: Su Thit, the founder of Spouses of People's Soldiers, frames military defection in Myanmar less as a single brave act than as an extended struggle against survival math. Leaving the institution means losing salary, housing, rank, and the thin protection that comes with uniform. Staying can mean remaining inside a system that demands obedience to violence. She describes the decision to defect as the hardest part of her own life—everything afterward is hardship with consequences: exile, scarcity, psychological strain, and the persistent ache of being unable to return home. In her account, the main barrier for those considering defection is not ideology but logistics—how to eat, how to earn, where to live once the military salary and accommodation vanish. Fear is reinforced by internal punishments: prison terms for running from the compound and even harsher consequences for fleeing a frontline battalion. Against that pressure, motivations vary. Some refused the illegality of coup initially. Some run because they do not want to die. Some remain inside for years because a parent's illness or family needs make departure feel impossible, even while quietly feeding information outward. Su Thit's organization operates as a set of practical supports meant to turn defection from a leap into hunger into a survivable transition. She describes arranging accommodation and food, supporting families with children in forest conditions, and providing monthly basic assistance from the Thai border—growing from dozens of families to now over 200. She argues spouses are a crucial leverage point inside the military household, and she invests heavily in testimony-driven media meant to weaken indoctrination. “If we can remove their brainwashing, at least they will not kill the civilians,” she says, treating reduced violence as a minimum gain even when full transformation is slow. The work expands into conscription cases as well, with families pleading for help to retrieve young men sent to the front line. Success depends on reach—knowing the area, having resistance links, being close enough to act. What remains, for her, is endurance under constraint and the insistence that defectors and their families—often undocumented, underpaid, and exhausted—still do not go back.

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AP correspondent Charles de Ledesma reports a man has been detained after a shooting at a government office outside Bangkok.

Musicians recount the strange and unexpected story behind the making of your favorite albums. Stone Temple Pilots burst out of the San Diego scene to become both commercially huge and critically panned. Phil, Tom, Marty, and Rob get together to discuss smoky rooms, slash chords, and killer bass playing. Join the comment thread NOW available on our free Patreon to continue the conversation about this episode and get early access to the weekly show 100% ad free, plus 60+ bonus shows like Song Battle and Guilty Pleasureshttps://www.patreon.com/1001AlbumComplaintsJoin our Mailing List here: https://linktr.ee/1001albumcomplaintsEmail us your complaints (or questions / comments) at 1001AlbumComplaints@gmail.comListen to our episode companion playlist (compilation of the songs we referenced on this episode) here:https://open.spotify.com/playlist/0kRszcvN8NyIs6OoRy3J47?si=f000b473450245a2Listen to Purple here:https://open.spotify.com/album/57lcTrUlYgfMIPvBUsVU6h?si=pymeTkcBRmKCaDm7eLBOYAAnd our international playlists continue to grow:Thai, German, Sweden 1, 2, 3 and 4, Italian, Australian, Cajun/Lousiana, Belgium 1 & 2Intro music: When the Walls Fell by The Beverly CrushersOutro music: After the Afterlife by MEGAFollow our Spotify Playlist of music produced directly by us. Listen and complain at homeFollow us on instagram @thechopunlimited AND @1001AlbumComplaintsWe have 1001 Merch! Support us by buying some.US Merch StoreNext week's album: John Mellencamp - The Lonesome JubileeSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

What if the biggest problem in schools isn't teachers resisting change, it's that they're never given enough safety to try it?In this episode, Ben and Steve are joined by Grant Wootten, founder of Edusfere, to unpack why so much of a teacher's best work disappears the moment they leave a classroom and what it would take to stop the cycle.Grant spent a decade teaching in Southeast Asia, first with a nonprofit in rural Thailand and then at an international school in Bangkok, before founding Edusfere: a platform built to capture and preserve the instructional knowledge teachers create every day. He's recently relocated to the UK to lead Edusfere's expansion into the UK market.We cover:- Why teachers become "islands" and how decades of instructional knowledge gets lost every time someone leaves the profession- The real reason schools resist change and why psychological safety, not disruption, has to come first- What Grant believes is genuinely the hardest part of being a teacher today- Why EdTech should meet teachers where they already are instead of chasing flashy new features- A live debate: should the teacher or the learner sit at the centre of EdTech design?- Whether human-to-human "formation" is automatically better than a machine's and a story that complicates the answer- Why fear of conflict is quietly holding back adoption in education- How to bring your most resistant, most experienced teachers along for the rideWhy listen?If you've ever watched brilliant teaching disappear into a filing cabinet or a departing colleague's laptop, this conversation names the problem precisely and makes the case that fixing it isn't about ripping up what works, but about giving teachers the safety net to build on it. Expect a genuinely sharp disagreement about whether AI or humans should sit at the centre of education, and a story from Ben that will make you think twice about assuming human-led always beats machine-led.Chapters00:00 Highlights01:30 Welcome back and the Wolfpack community update03:25 Meet Grant Wootten: from Thai classrooms to EdTech founder05:25 What is Edusfere and why target the UK market07:53 Teachers are islands: the knowledge that gets lost every year08:48 Ben's story: planning in silos at school10:26 The hardest part of being a teacher today15:51 Creating psychological safety before disruption23:51 The role of EdTech in driving culture change29:27 Should the teacher not the learner be at the centre?33:26 Is human formation always a force for good?38:36 Why we're afraid of conflict, and what it costs education41:42 Bringing veteran, resistant teachers along46:36 Three quick-fire questions with GrantFind out more about Edusfere Thanks so much for joining us again for another episode - we appreciate you.Ben & Steve xCheck out all about EdufuturistsWant to sponsor future episodes or get involved with the Edufuturists work? Get in touch Grab your copy of the new Pick 'n' Mix Education bookJoin the Wolfpack Community

Send us Fan MailXander (and Tommy) are waiting for a delivery of Thai food. Are they ready for what will show at the door first? And Jason and Rachel are doing that thing that couples do after they've been dating for a bit. No, not that thing. Dinner with the parents — on both sides. Will they survive the experience? Based on the play Two and Two Together by Peter Cosmas Sofronas. Written and Directed by Peter Cosmas Sofronas. Produced by Peter Cosmas Sofronas with Dan Murray, Starring (in order of appearance) Adam Heroux as David Sharpe, Dan Murray as Tommy Hanson, Tom Giordano as Ben Stanton, Chris Merritt as Xander Stone, Juliette Mount as Sarah Stanton, Wendy Feign as Mary Hanson, Peter Cosmas Sofronas as Jason Reyes, Lamia Holden as Rachel Hanson, Barbara Bourgeois as Estelle Hanson, Phyllis Uloth as Alethia Reyes, and Ed Fell as John Hanson. Sound Engineering by Dan Murray. Sound Editing by Peter Cosmas Sofronas. Theme Music by Valerie Forgione.Support the showScripts of Two and Two Together and the first two seasons of Putting 2&2 Together can be purchased at Amazon.com. Merchandise available at TeeSpring. Donations can be made at By Me a Coffee. For further information, please visit puttingtwoandtwotogether.com. 

Book Spoiler free review Please do not leave comments with book spoilers, we will do a separate episode reviewing the Fire Novel.We review Episodes 1 to 4 of the Thai GL series The Fire, breaking down NamneungNoey's incredible performance, the slow burn enemies to lovers story between Fai and Kaproa, the chaos cousins, 4 Elements Wives Club epic team ups, and so much more! We talk standout scenes, character dynamics, and what makes this show different, plus our predictions for the rest of the season.If you want to support us and gain access to bonus content become a Patreon: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠BGE Patreon⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Wanna talk queer media with us and our friends? Join our Discord: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠BGE Discord Link⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠This episode along with all our other episodes are now available on YouTube: Check out the ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠BGE Channel⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠As always, please feel free to reach out to us on all the things. We love hearing from you!Instagram ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@biggayenergypod⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Twitter(X)      ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@⁠⁠⁠⁠⁠⁠⁠⁠biggayenergypod⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠Tik Tok      ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@Biggayenergypod⁠⁠⁠⁠⁠⁠⁠⁠Tumblr      ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@⁠⁠⁠⁠⁠⁠⁠⁠biggayenergypod⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#TheFire #4Elements #NamneungNoey #ThaiGL #GLpodcast

'Can Laypeople Reach Awakening?' - A Dhamma talk given by Ajahn Anan on 19 Jul 2026, translated from Thai to English. To join Ajahn Anan and the Wat Marp Jan Community online for daily chanting and meditation, you may register at https://watmarpjan.org/en/live/ for a unique link. Daily live sessions at 7.15pm - 9pm, Indochina Time (Bangkok, GMT+7).

At least seven people have died in Thailand after a teenage boy shot his grandparents and some schoolteachers on the outskirts of the capital city, Bangkok.Authorities say the suspected shooter, 14, is also dead. The Thai prime minister has said the attack was "well prepared" with "clear steps and clear goals".Also in the programme: A US court fines the social media giant Meta more than a half a billion dollars and labels it a public nuisance; an Iranian political prisoner tells us what it is like to fall foul of the Revolutionary Guards; and the promise and peril of a virus designed by AI.(Photo shows police officers responding to a school shooting in Bang Kruai district, Thailand, on 7 August 2026. Credit: Rungroj Yongrit/EPA)

A key Republican senator says he will vote to confirm Todd Blanche as attorney general. The July jobs report is out, and it isn't pretty. A deadly school shooting rocks Thailand. A new defense pact involving Saudi Arabia is taking shape in the Middle East. And a major water source in the Southwest is in major trouble. Learn more about your ad choices. Visit podcastchoices.com/adchoices

All links: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.youtoocanlearnthai.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠***Unlock exclusive & ad-free episodes:Anchor/Spotify: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://anchor.fm/learnthai/subscribe⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ (available in 30+ countries)Patreon: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.patreon.com/youtoocanlearnthai⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ (recommended for listeners in Thailand)Detailed tutorial: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://docs.google.com/document/d/1n-tZKW76sT7ULyvOVdH7_3NcPpbWmXRAzIZp7T0_rUM⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠***Transcripts and FAQs: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://docs.google.com/document/d/1qG1rvNaTFbjtVlYt7x5RxtUT3fFpuHfN_KAmpVuONsw⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠***Books: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://viewauthor.at/khrunan⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ (Thai alphabet and activity books)Free audio flashcards for basic Thai vocabulary: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://quizlet.com/youtoocanlearnthai⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠***Merch (t-shirts and phone grips):USA: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.amazon.com/hz/wishlist/ls/1EZF44ILW1L5N⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠UK: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.amazon.co.uk/hz/wishlist/ls/14ESIQA0SZ5LL⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Germany: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.amazon.de/hz/wishlist/ls/219DDRPHY347Y⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠***Facebook: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.facebook.com/youtoocanlearnthai⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠YouTube: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.youtube.com/c/YoutoocanlearnThai⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠***311 Happiness ความสุขถ้าถามผู้คนว่าอยากมีอะไรหลายคนคงตอบว่าอยากมีความสุขบางครั้ง ความสุขอาจมาจากเหตุการณ์สำคัญในชีวิตเช่น การแต่งงาน ความสำเร็จในการทำงานแต่ในบางครั้ง ความสุขก็มาจากสิ่งเล็กๆน้อยๆเช่น การได้ยินเพลงโปรด การได้รับรอยยิ้มจากคนที่เรารักค่ะ.312 Sadness ความเศร้าความเศร้าเป็นความรู้สึกที่เกิดขึ้นได้กับทุกคนบางครั้งอาจเกิดขึ้นตอนที่เราอยู่คนเดียวบางครั้งอาจเกิดขึ้นเพราะเราสูญเสียของสำคัญไปถึงแม้ความเศร้าจะทำให้เรารู้สึกแย่แต่มันก็ช่วยทำให้เราได้คิดว่าอะไรเป็นสิ่งสำคัญในชีวิตเราค่ะ.313 Excitement ความตื่นเต้นความตื่นเต้นเป็นความรู้สึกเหมือนมีพลังบางอย่างอยู่ในตัวเราหัวใจเราจะเต้นเร็วขึ้นในสมองเรามีความคิดมากมายความตื่นเต้นอาจเกิดขึ้นเวลาที่เราเริ่มทำโปรเจกต์ใหม่ๆหรือเวลาที่เราได้เจอคนรักหลังจากที่ไม่ได้เจอมานานค่ะ.314 Fear ความกลัวบางครั้ง ความกลัวเกิดจากการเจอปัญหาที่ยากลำบากบางครั้งความกลัวเกิดจากสิ่งที่เราไม่รู้เช่น การเดินเข้าไปในห้องมืดๆในโลกนี้ คนที่เก่งไม่ใช่คนที่ไม่มีความกลัวแต่คือคนที่กล้าเผชิญหน้ากับความกลัวค่ะ.315 Calmness ความสงบเราไม่จำเป็นต้องอยู่ในที่ที่เงียบสงบเพื่อหาความสงบแต่เราสามารถสร้างความสงบขึ้นมาเองได้เช่น ลองอยู่กับปัจจุบันหายใจเข้าลึกๆ ช้าๆคิดถึงสิ่งที่ทำให้เราสบายใจก็น่าจะช่วยให้รู้สึกสงบขึ้นค่ะ

'Practice as a Layperson | Retreat Day 8' - A Dhamma talk given by Ajahn Anan on 18 Jul 2026, translated from Thai to English. To join Ajahn Anan and the Wat Marp Jan Community online for daily chanting and meditation, you may register at https://watmarpjan.org/en/live/ for a unique link. Daily live sessions at 7.15pm - 9pm, Indochina Time (Bangkok, GMT+7).

'The Faith and Opportunity to Ordain | Retreat Day 8' - A Dhamma talk given by Ajahn Anan on 18 Jul 2026, translated from Thai to English. To join Ajahn Anan and the Wat Marp Jan Community online for daily chanting and meditation, you may register at https://watmarpjan.org/en/live/ for a unique link. Daily live sessions at 7.15pm - 9pm, Indochina Time (Bangkok, GMT+7).

'May Your Practice Continue to Grow | Retreat Closing' - A Dhamma talk given by Ajahn Anan on 18 Jul 2026, translated from Thai to English. To join Ajahn Anan and the Wat Marp Jan Community online for daily chanting and meditation, you may register at https://watmarpjan.org/en/live/ for a unique link. Daily live sessions at 7.15pm - 9pm, Indochina Time (Bangkok, GMT+7).

Annelie Langerak, Thailand-based journalist, reports on a school shooting on the outskirts of Bangkok, where at least six people have been killed and up to twenty injured.

'Competing in the World, Free in the Heart | Retreat Day 7' - A Dhamma talk given by Ajahn Anan on 17 Jul 2026, translated from Thai to English. To join Ajahn Anan and the Wat Marp Jan Community online for daily chanting and meditation, you may register at https://watmarpjan.org/en/live/ for a unique link. Daily live sessions at 7.15pm - 9pm, Indochina Time (Bangkok, GMT+7).

'Holy Water & Living a Simple Life | Retreat Day 7' - A Dhamma talk given by Ajahn Gong on 17 Jul 2026, translated from Thai to English. To join Ajahn Anan and the Wat Marp Jan Community online for daily chanting and meditation, you may register at https://watmarpjan.org/en/live/ for a unique link. Daily live sessions at 7.15pm - 9pm, Indochina Time (Bangkok, GMT+7).

'Intentional Virtue and No Desire for Growth | Retreat Day 7' - Q&A session with Ajahn Anan on 17 Jul 2026, translated from Thai to English. To join Ajahn Anan and the Wat Marp Jan Community online for daily chanting and meditation, you may register at https://watmarpjan.org/en/live/ for a unique link. Daily live sessions at 7.15pm - 9pm, Indochina Time (Bangkok, GMT+7).

Welcome to the Change The Map podcast, where we inspire, educate, and resource you to transform the Buddhist world through prayer and action. Join us as we explore the mystical world of Buddhism. Discover its unique challenges, meet Buddhist background followers of Jesus, and engage in strategic prayer to change the spiritual map of the Buddhist world.This month, Josh is joined by Joe Weser, director of the Chi Alpha at Youngstown State University. On this episode, Joe shares how a Thai exchange student's friendship led to his team's first of many missions trips to Thailand. Joe also shares the find, feed, and fight approach that his team uses to reach college students for Christ. 

learn how to express feelings with this video conversation

In this interview, I chat with Thao Thai about The Seekers of Deer Creek, her inspiration for the story, incorporating Vietnamese art and culture, creating a strong sense of place, the stunning cover, and much more. Thao's recommended reads are: Son of Nobody by Yann Martel Between You a River by Kimberly Garza Understory by Chloe Benjamin Looking for some great summer reads? Check out my printable 18-page Summer Reading Guide ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠here⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ for a tip of your choice or ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠for a set price here⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ via credit card with over 45 new titles vetted by me that will provide great entertainment this summer - a number of books you will not see on other guides. So many fabulous books are coming out in 2026, and you can learn about a bunch of them in my guide. Thanks so much to those of you who have donated to the show. Donate to the podcast ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠here⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ or ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠on Venmo⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Want to know which new titles are publishing in June - October of 2026? Check out our sixth ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Literary Lookbook⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠which contains a comprehensive but not exhaustive list all in one place so you can plan ahead, and we color-code by genre in this one!  Looking for something new to read? Here is my monthly ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Buzz Reads⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ column with five new recommendations each month. Connect with me on ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Facebook⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠YouTube⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, and ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Threads⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.  Learn more about your ad choices. Visit megaphone.fm/adchoices

Greg interviews Jared Rydelek, the creator of the Weird Explorer YouTube channel. Jared explains that his day job is a contortionist, but his lifelong vegetarianism sparked a deep fascination with rare fruits. He shares how this hobby evolved into a channel where he travels the globe to taste unique produce, discovering a surprisingly vast subculture of fruit enthusiasts. Jared notes that there are tens of thousands of edible fruits worldwide, far beyond the limited variety found in typical grocery stores. Next, Greg asks Jared about his favorite fruits in Thailand. Jared highlights the snake fruit, noting that the Thai variety differs significantly from those in neighboring countries. He also expresses a strong preference for the yellow mangosteen. The conversation then takes an amusing turn when Jared recounts his encounters with fake or molded fruits. He describes tracking down a highly sought-after fruit only to realize it was a clever fake, eventually learning that seeking out older female vendors in local markets is the best way to find authentic and rare produce. A few other fruit-centric stories follow - who knew there could be so many different characters and wild hijinks in the fruit subculture? Following the interview, Ed expresses admiration for Jared, noting that while he personally lacks the motivation to hunt down obscure foods, he respects the passion involved. Greg concludes by praising Jared for his dedication to exploring niche subcultures and promoting the area where agricultural and cultural knowledge overlap.

Jenn Saesue didn't want to open another Thai restaurant that served the same watered-down menu as everyone else's—so she didn't. Nearly a decade later, she's the cofounder of 55 Hospitality, the group behind Fish Cheeks, the Michelin-listed Bangkok Supper Club, and Bub's Bakery, New York's first completely allergen-free bakery. Matt talks with Jenn about refusing pad Thai, managing an impossible reservation list, and how a birthday cake for her husband turned into a two-and-a-half-year research and development project. Subscribe to This Is TASTE: ⁠⁠Apple Podcasts⁠⁠, ⁠⁠Spotify⁠⁠, ⁠⁠YouTube⁠⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices