Podcasts about Tor

This episode is sponsored by Aembit. Visit aembit.io/idac to learn more.Jeff and Jim welcome David Goldschlag, CEO and Co-founder of Aembit, to discuss the rapidly evolving world of non-human access and workload identity. With the rise of AI agents in the enterprise, organizations face a critical challenge: how to secure software-to-software connections without relying on static, shared credentials.David shares his unique background, ranging from working on The Onion Router (Tor) at the Naval Research Lab to the DIVX rental system, and explains how those experiences inform his approach to identity today. The conversation covers the distinction between human and non-human access, the risks of using user credentials for AI agents, and why we must shift from managing secrets to managing access policies.This episode explores real-world use cases for AI agents in financial services and retail, the concept of hybrid versus autonomous agents, and practical advice for identity practitioners looking to get ahead of the agentic AI wave.Visit Aembit: https://aembit.io/idacConnect with David: https://www.linkedin.com/in/davidgoldschlagConnect with us on LinkedIn:Jim McDonald: https://www.linkedin.com/in/jimmcdonaldpmp/Jeff Steadman: https://www.linkedin.com/in/jeffsteadman/Visit the show on the web at idacpodcast.comTimestamps00:00 - Intro00:51 - Pronunciation of Aembit and the extra 'E'01:56 - David's background: From NSA to Enterprise Security04:58 - The meaning behind the name Aembit06:00 - David's history with The Onion Router (Tor)10:00 - Differentiating Non-Human Access from Workforce IAM11:39 - The security risks of AI Agents using human credentials14:15 - Manage Access, Not Secrets16:00 - Use Cases: Financial Analysts and Retail24:00 - Hybrid Agents vs. Autonomous Agents30:38 - Will we have agentic versions of ourselves?36:45 - How Identity Practitioners can handle the AI wave38:33 - Measuring success and ROI for workload identity43:20 - A blast from the past: DIVX and Circuit City52:15 - ClosingKeywordsIDAC, Identity at the Center, Jeff Steadman, Jim McDonald, Aembit, David Goldschlag, Non-human access, Workload Identity, AI Agents, Machine Identity, Cybersecurity, IAM, InfoSec, Tor, DIVX, Zero Trust, Secrets Management, Authentication, Authorization

Most leaders genuinely want a strong relationship with their team, yet day-to-day reality can be messy—especially when performance feels uneven. The trap is thinking "they should change." The breakthrough is realising: you can't change others, but you can change how you think, communicate, and lead.  Why do leaders get annoyed with the "80%" of the team (and what should they do instead)? Because the Pareto Principle (80/20 rule) makes it feel like you're paying for effort you're not getting—but the fix is to lead the whole system, not just the stars. In most teams, a smaller group carries a disproportionate chunk of the output, and that can irritate any manager trying to hit targets, KPIs, OKRs, or quarterly numbers.   But treating the "80%" as a problem creates a self-fulfilling spiral: you spend less time with them, they feel it, motivation drops, and performance follows.  In Japan-based teams (and in global teams post-pandemic, with hybrid work and remote collaboration), this spiral gets worse because "relationship temperature" matters. Instead, think like an orchestra conductor: the first violin matters, but the whole section must play in harmony.  Do now: Stop "ranking people in your head" mid-week. Start "designing the system" that helps every player contribute.  Can you actually change your team members' performance or attitude? Not directly—you can't rewire other adults, but you can change the environment you create and the way you show up. The leader move is internal first: adjust your assumptions, your language, your coaching cadence, and your consistency.   In practice, this means you stop waiting for people to become "more like you" and start shaping the conditions where they can succeed. A simple mental shift is accepting that high performers and average performers will always co-exist in any team—Japan, the US, Europe, APAC; startups, SMEs, or multinationals. When you accept the 20/80 reality, you can focus on (1) lifting the 20% even higher and (2) getting strong coordination and reliable contribution from everyone else.  Do now: Identify one attitude you bring to the "middle 60%" that's costing you results—and change that, first.  How do you stop criticism from destroying motivation and trust? By eliminating the "criticise, condemn, complain" reflex and replacing it with coaching language that preserves dignity. Dale Carnegie's human relations principle is blunt for a reason: criticism rarely produces agreement; it produces defence.   And when people feel attacked, they don't improve—they protect themselves, they withdraw, and they tell themselves a story about you. This is especially relevant in Japan, where public correction can trigger loss of face, and in Western contexts where blunt feedback can still backfire if it feels personal rather than behavioural. The point isn't to become "soft." It's to become effective: if the same negative approach keeps producing the same negative reaction, adjust the angle—just a few degrees—so the other person can respond positively.  Do now: Before your next correction, rewrite it as: "Here's what I observed, here's the impact, here's what good looks like next time."  What does "honest, sincere appreciation" look like in a Japanese workplace? It's specific, evidence-based praise—not vague compliments, not flattery, and not silence. Leaders often skip appreciation because they assume "they're paid to do it," then wonder why cooperation is hard.   Yet people are highly sensitive to fake praise, and they'll dismiss it as manipulation.   The fix is to praise something concrete and provable. A practical Japan example is exactly the point: "Suzuki-san, I appreciated the fact you got back to me on time with the information I requested—it helped me meet the deadline. Thank you for your cooperation."   The evidence makes it believable, the detail makes it useful, and the respect makes it repeatable. Do now: Give one piece of appreciation today that includes what, when, and why it mattered—in one sentence.    How do you motivate people who don't seem to care as much as you do? You motivate them by speaking to what they want—because everyone is already focused on their own priorities. If you need cooperation, it's not enough to repeat what you want and when you want it.   Your team member is running their own internal agenda: career security, competence, recognition, flexibility, learning, status, autonomy, or simply a calmer workday. This is where "arouse in the other person an eager want" becomes a leadership skill, not a slogan.   In a Japanese firm, the eager want might be stability and not standing out negatively. In a US startup, it might be speed, ownership, and visibility. Same principle, different cultural packaging. Listen to what comes out of your mouth—if it's all about you, you're making cooperation harder.  Do now: In your next request, add one line: "What would make this easier or more valuable for you?"  What should leaders do this week to strengthen team relationships—fast? Start by changing yourself "three degrees," then run a simple weekly rhythm that rebuilds trust, clarity, and contribution. If you keep approaching lower performers negatively, you'll keep getting the same negative reaction; change your approach first.   Then operationalise it—because intention without behaviour is just theatre. Here's a tight relationship-strengthening checklist you can run in any context (Japan HQ, regional APAC office, or global remote team): Weekly habit What you do Why it works 2x short 1:1s Ask: "What's blocking you?" Shows support, surfaces friction 1 evidence-based praise Specific + concrete Builds motivation without fluff  2021.10.11 GEO Version How Lead… 1 "eager want" question "What do you want from this?" Aligns incentives  2021.10.11 GEO Version How Lead… 1 criticism detox Remove complain/condemn Prevents defensive behaviour  2021.10.11 GEO Version How Lead… Do now: Pick one person you've mentally labelled "difficult" and change your next interaction by three degrees—more curiosity, more respect, more clarity.  Conclusion If you want stronger relationships, stop waiting for people to become easier to lead. You'll get better results by starting with what you control: your mindset, your communication habits, and your consistency. The leaders who do that build better teams; the leaders who don't keep complaining—and they're never short of company.  Next steps (quick actions) Replace one critical comment with one coaching request this week.  Deliver one evidence-based appreciation per day for five days.  In every request, add one line that links to what the other person wants.  Track who you spend time with—ensure the "80%" aren't getting frozen out.  FAQs Yes—high performers still need active leadership, not neglect. Keep lifting the 20% higher while systemising support for everyone else.  No—praise isn't "un-Japanese" if it's precise and evidence-based. Specific appreciation is usually accepted because it's verifiable and respectful.  Yes—criticism can be useful, but condemn-and-complain feedback usually backfires. People defend themselves; improvement requires clarity without attack.  Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー).  Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan. 

Dr. Jeffrey Smalldon has corresponded with some of the most infamous killers in United States history.That habit started long before he became a distinguished forensic psychologist, an expert on what makes killers tick.In his new book, That Beast Was Not Me: One Forensic Psychologist, Five Decades of Conversations with Killers, Jeff delves into his correspondence with infamous killers and figures like Charles Manson, Lynette "Squeaky" Fromme, Ted Bundy, John Wayne Gacy, and more.Get Jeff's book That Beast Was Not Me here: https://bookshop.org/p/books/that-beast-was-not-me-one-forensic-psychologist-five-decades-of-conversations-with-killers-jeffrey-l-smalldon/a4e8236eb8ace300?ean=9798986512488&next=tOr here, on Amazon: https://www.amazon.com/That-Beast-Was-Not-Conversations-ebook/dp/B0D6WPF17HCheck out Jeffrey Smalldon's email and newsletter here: https://jeffreysmalldon.com/Find discounts for Murder Sheet listeners here: https://murdersheetpodcast.com/discountsCheck out our upcoming book events and get links to buy tickets here: https://murdersheetpodcast.com/eventsOrder our book on Delphi here: https://bookshop.org/p/books/shadow-of-the-bridge-the-delphi-murders-and-the-dark-side-of-the-american-heartland-aine-cain/21866881?ean=9781639369232Or here: https://www.simonandschuster.com/books/Shadow-of-the-Bridge/Aine-Cain/9781639369232Or here: https://www.amazon.com/Shadow-Bridge-Murders-American-Heartland/dp/1639369236Join our Patreon here! https://www.patreon.com/c/murdersheetSupport The Murder Sheet by buying a t-shirt here: https://www.murdersheetshop.com/Check out more inclusive sizing and t-shirt and merchandising options here: https://themurdersheet.dashery.com/Send tips to murdersheet@gmail.com.The Murder Sheet is a production of Mystery Sheet LLC.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Father Dave Pivonka, TOR, is the president of Franciscan University in Steubenville, Ohio and is our guest on this episode. Fr. Dave grew up in a devoted Catholic family and he and his siblings were very involved in various types of sports. Fr. Dave liked the competitive nature of sports, but most appreciated the relationships that are prevalent in team sports. Looking back, he realizes how the lessons he learned in his early years in sports helped shape him for his current role.   As the president of a university, Fr. Dave is a very busy man who has many responsibilities. With a full day in front of him, he finds that spending 30 to 45 minutes on a treadmill each morning before going to the office is very beneficial to his day.  Fr. Dave also recently attended a Notre Dame game and is a Denver Broncos fan. He can't imagine his life without sports.   Fr. Dave explains the three types of Franciscan Orders and the Third Order Regular (TOR). Although he felt called to the priesthood at a young age, Fr. Dave knew that he was not called to be a diocesan priest. He needed to be in a community, a brotherhood that supports each other. He lives with nineteen Friars and enjoys the camaraderie and the sports rivalries inherent in a group of men. Fr. Dave also explains what he likes about St. Francis who lived in the 12th to 13th century in Italy and felt called by God to “Rebuild My Church”.   Fr. Dave explains some of the many assignments he had in the Order prior to his assignment as President of Franciscan University in 2019. In his current role, he talks about celebrating early morning daily Mass in a packed chapel that holds 590 people at a time when roughly 70% of “kids” stop going to church. Franciscan University also sponsors about 25 summer youth conferences across the country with approximately 60,000 young people attending.   Fr. Dave discusses his collaboration with Wild Goose TV in producing a video series called My Father's Father in which he talks about experiences and discussions he had with his father that taught Fr. Dave more about Our Heavenly Father. He also collaborated with Wild Goose TV to produce a series called “Metanoia”, a Greek word that means a transformation of the heart, a spiritual conversion, which comes about through repentance. The Metanoia series was filmed in the Holy Land. Fr. Dave also talks about two video series he is involved in called “In Focus” and “In Person”.   Of all the many things that encompass Fr. Dave's life, he just wants to do what God wants him to do. He hopes everything he's doing comes from his personal relationship with Jesus. Fr. Dave cannot imagine doing anything else. He hopes that his 2000 students know that “Fr. Dave is proud of me!”, like Fr. Dave's father was proud of him.   Fr. Dave talks about prayer and says it's “pretty simple” and tells listeners how to have a good prayer time. Like the old Nike adage, Fr. Dave encourages listeners to “Just Do It!” In the life of a Franciscan, the word “kenosis” is important. Kenosis means “emptying” of oneself and is best described in Philippians 2:6-8. While prayer may be simple, kenosis takes practice (like hitting a baseball). Fr Dave talks about how he experiences kenosis.   Fr. Dave ends by emphatically stating that young people are good, and they are not the future of the Church as he has heard some people say, young people are part of the Church today! He invites listeners to visit Franciscan University and go to Mass at 6:30 in the morning! He likes that young people are “messy” sometimes and are still trying to figure things out. With his belief in and enthusiasm for young people, it's not a stretch to say that God has Fr. Dave in just the right place!   Links: Franciscan University of Steubenville | Live the Truth Youth Conferences - Steubenville Conferences Wild Goose TV streaming platform – My Father's Father and Metanoia Franciscan University Faith & Reason - Nurture your soul and your mind. – contains “In Focus” and “In Person” series with Fr. Dave among other faith-oriented videos Franciscan University of Steubenville – a mission of the Third Order Regular of Saint Francis Fr. Dave's Bio | Franciscan University of Steubenville   #catholicsports, #franciscanuniversity, #faithandreason, #striveforkenosis

Tanya 12 Kislev Cap 4 Parte11-O alcance espiritual do serviço dos anjos e das almas. Níveis na Torá

O limite sagrado do espaço: Tchum ShabatNo Shabat, não apenas o tempo é santificado — o espaço também.A Torá nos ensina que há um limite além do qual não caminhamos no Shabat (Tchum Shabat): cerca de 2.000 amot (aprox. 1 km) além dos limites da cidade ou comunidade.Por quê?Porque o Shabat nos convida a parar, estar presentes, aceitar nossos limites e descobrir a santidade no lugar onde estamos.O descanso verdadeiro não é apenas físico — é espiritual: reconhecer que não precisamos ir além, correr, buscar ou ultrapassar fronteiras.Shabat é o dia em que ficamos, e ao ficar… encontramos paz.Curtiu a aula?Faça um pix RABINOELIPIX@GMAIL.COM e nos ajude a darmos sequência neste projeto!#chassidut #mistica #judaísmo #kabala #cabala #tora #torah #kabalah #shabat #shabbos #shabbath #descanso #santidade #torá #parasha #halacha #espiritualidade #shiur #aula #rebe #kidush #kiddush #havdala #havdalah

In dieser Folge von „Kaffeeklatsch for Business“ nehme ich dich mit an den Bodensee – zumindest virtuell. Ich spreche mit Gabriela Koschel, Designerin, Künstlerin und Human Design Pro.Sie verbindet etwas, worauf man im ersten Moment nicht unbedingt kommen würde:

Humor ist Medizin. Lachen löst Spannung, verbindet uns miteinander und erinnert daran, wie leicht Nähe entstehen kann. Heute öffnen wir das dritte Tor deines Winterweges – ein weiterer Moment aus dieser Winter Special Edition, die dich durch die stille Jahreszeit begleitet. Ein sanfter Hinweis aus Verbunden Sein: Freude ist ein Weg zurück zu dir.

Romain et Esther revienne au micro du podcast 2 ans plus tard pour nous parler de la manière dont leur pratique du trail, et notamment de l'ultra, a évolué.Et il y en a eu des courses depuis notre premier enregistrement : Diagonale des Fous, Madère, CCC, TDS, GR20 et tour du Beaufortain en off... et cette année, Romain et Esther se sont frottés à un format différent de ce dont ils avaient l'habitude jusqu'alors, à savoir la course à étape.Dans cet épisode, on parle de nuit sous tente, de couscous légendaire, de dromadaires et de paysages d'exception.Excellente écoute à vous !

If your opening drifts, your audience drifts. In a post-pandemic, hybrid-work world (Zoom, Teams, in-person, and everything in between), attention is brutally expensive and "micro concentration spans" feel even shorter than they used to. So in Part Two, we'll add two more high-impact openings you can apply straight away: storytelling and compliments—done in a way that feels human, not salesy, and definitely not like propaganda.  How do you open a presentation so people actually listen (especially in 2025)? You earn attention in the first 30–60 seconds by giving people a reason to stay—emotionally and intellectually.Think of your opening like a "decision point": your audience is silently choosing between you and their inbox. In Japan, the US, and Europe, the same truth holds across startups and multinationals—whether you're at Toyota, Rakuten, Google, or a five-person SME: the opening must feel relevant now. Post-2020, people are conditioned to click away fast, so your opener needs a clear hook (what's in it for them), credibility (why you), and momentum (where this is going). Storytelling and compliments do that beautifully when they're specific, short, and anchored to the audience's world. Answer card: Attention is a trade—value first, then detail. Do now: Design your first minute like a landing page: hook, proof, direction. Why does storytelling work so well as an opening in business presentations? Storytelling works because people are neurologically trained to follow stories more than opinions. We've grown up with novels, movies, dramas, news—so a story switches the brain from "judge mode" into "follow mode." In business, story is how you create ethos + pathos + logos (Aristotle's persuasion trio) without sounding like you're trying too hard. A story gives context, stakes, and a human being to care about—something a slide can't do. That's why TED talks, executive keynotes, and great sales presentations nearly always open with a moment, not a mission statement. In Japan especially, where trust and context matter, a well-chosen story can quietly establish credibility before you ask for agreement. Answer card: Stories lower resistance and raise attention. Do now: Open with a real incident, not a generic claim. What kind of story should you tell: personal experience or third-party? Personal experience is usually the strongest opening because it's real—and real beats "corporate perfect" every time. People learn fastest from successes, but they lean in for failure-and-recovery stories because they feel true. Here's the contrast: "Let me tell you how I made my first ten million dollars" versus "Let me tell you how I lost my first ten million dollars." Most audiences want the second one—more drama, more learning, more honesty. Over-sharing wins no points, but a clean "war story" with a lesson builds trust fast, whether you're pitching in Sydney, selling in Singapore, or presenting in Tokyo. When personal stories are thin or politically risky, use third-party stories: a customer case, a biography, a documentary moment—borrow credibility without pretending. Answer card: Personal = high trust; third-party = flexible credibility. Do now: Pick one story that teaches a lesson, not one that proves you're perfect. How do you tell a short story when everyone's distracted (Zoom, phones, and micro attention spans)? Keep business stories tight: one scene, one problem, one turning point, one takeaway. Long stories are gone—today's environment punishes rambling. A practical structure leaders and sales teams use is: Setting → Tension → Choice → Result → Lesson. Keep it under 60–90 seconds. Drop details that don't change the meaning. Use "mind's eye" cues—time, place, person, consequence—so the audience can picture it quickly. This is even more important online, where silence feels longer and distraction is one click away. Whether you're inside a conglomerate, a nonprofit, or a SaaS startup, the aim is the same: create a vivid moment that earns the next five minutes of listening. Answer card: Short stories win; long stories leak attention. Do now: Script your opener story to 90 seconds and cut 30% more. How do compliments work as an opening without sounding fake or creepy? A compliment works when it's specific, credible, and linked to the topic—not just flattery. People like compliments, but they hate manipulation. You can compliment (1) the audience's shared experience, (2) the organisation, or (3) an individual—each creates a different kind of connection. Example: connect to a universal fear like public speaking ("Most people fear it because they haven't had training—speaking is learnt"), and suddenly everyone feels included. Or compliment the organisation: "Your reputation for excellence is phenomenal—let me tell you why." That causes curiosity and invokes pride. Individual compliments (e.g., "Tanaka-san said something insightful before we started…") work brilliantly in Japan if done respectfully and accurately. Answer card: Specific compliments create instant rapport. Do now: Compliment what you can prove—then pivot immediately to your message. What should leaders, executives, and salespeople do now to nail the first impression? Plan and rehearse your opening like it's the most important part—because it is. If the start is weak, the message won't transmit, no matter how good your content is. Public speaking has arguably never been harder: the internet is a click away, attention is fragile, and audiences are ruthless about value. So choose your opening tool intentionally, based on context: Story (trust + emotion): best for change leadership, culture, personal credibility Third-party story (proof): best for strategy, risk, evidence-heavy topics Compliment (connection): best for relationship building, cross-cultural settings Question (engagement): best for workshops and interactive sessions Answer card: The opening decides whether people stay. Do now: Build a 3-option opening bank (story / third-party / compliment) and practise each to 60 seconds. Conclusion Storytelling and compliments aren't "nice-to-haves"—they're strategic tools for winning attention and trust at the exact moment your audience is deciding whether you're worth listening to. Keep stories short, human, and lesson-driven. Make compliments specific and relevant, not syrupy. And remember: the opening isn't warm-up; it's the gateway. Get that right, and the rest of your talk has a fighting chance to land, stick, and move people to action.  Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー).  Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan. 

Palabras de Torá del Rab. Gabriel D. Michanie en la comunidad Maguen Abraham, Buenos Aires, Argentina.

Der FC Augsburg schützt Sandro Wagner vor einer drohenden Gelbsperre und stellt schon rund drei Wochen vor Heilig Abend den Weihnachtsbaum auf. Das hätte es bei uns früher im Wohnzimmer nie gegeben. Der VfB Stuttgart öffnet nicht die Tür, sondern das Tor. Und zwar durch einen Freistoß-Trick, den man selbst mit zwei linken Händen und einer Tüte Popcorn auf den Beinen an der Playstation so nie hinbekommen hätte. "Husten, wir haben ein Problem", hört man aus Braunschweig. Warum? Das hört Ihr ebenso in dieser Folge wie den Sound of Manchester City. Enjoy the silence!

On November 13, 2013, 78-years-old Joseph Gatto was discovered dead in his home in the Silver Lake community of Los Angeles, California. The grandfather and artist had been shot in the abdomen.His son Mike served for years in the California State Assembly. But after that day, Mike became immersed in the investigation into his father's murder. Today, the case remains unsolved. But Mike has revealed inside information on the case in his new book, Noir by Necessity: How My Father's Unsolved Murder Took Me to Dark Places.The book is a necessary look into the agony and confusion that victims' loved ones go through, as well as an incisive look at this case and what went wrong with the investigation.By Noir by Necessity: How My Father's Unsolved Murder Took Me to Dark Places here: https://bookshop.org/p/books/noir-by-necessity-how-my-father-s-unsolved-murder-took-me-to-dark-places-mike-gatto/bf053885905d2be2?ean=9781685133818&next=tOr get it here, on Amazon: https://www.amazon.com/Noir-Necessity-Fathers-Unsolved-Murder/dp/1685133819Find discounts for Murder Sheet listeners here: https://murdersheetpodcast.com/discountsCheck out our upcoming book events and get links to buy tickets here: https://murdersheetpodcast.com/eventsOrder our book on Delphi here: https://bookshop.org/p/books/shadow-of-the-bridge-the-delphi-murders-and-the-dark-side-of-the-american-heartland-aine-cain/21866881?ean=9781639369232Or here: https://www.simonandschuster.com/books/Shadow-of-the-Bridge/Aine-Cain/9781639369232Or here: https://www.amazon.com/Shadow-Bridge-Murders-American-Heartland/dp/1639369236Join our Patreon here! https://www.patreon.com/c/murdersheetSupport The Murder Sheet by buying a t-shirt here: https://www.murdersheetshop.com/Check out more inclusive sizing and t-shirt and merchandising options here: https://themurdersheet.dashery.com/Send tips to murdersheet@gmail.com.The Murder Sheet is a production of Mystery Sheet LLC.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Een korte terugblik op het concert van vrijdag 28 november 2025 van I Compani in Jazzpodium de Tor en een vooruitblik op vrijdag 5 december. Dat wordt een ‘heerlijk avondje’ met de Dual City Concert Band, het huisorkest van Jazzpodium de Tor. Zij presenteren hun nieuwe cd ‘Salud’ met de muziek van Ewout Dercksen. In deze TORcast een interview met de componist, arrangeur, saxofonist en bandleider Ewout Dercksen en een voorproefje op wat komen gaat…. Playlist: I Compani: Last Tango in Paris; I Compani: Mon Oncle – Jacques Tati; Dual City Concert Band: I’ve Got My Love To Keep Me Warm; Dual City Concert Band: Melancholia de Bornos; Dual City Concert Band feat. Monic Kersten (zang): Salud; VLOT: Shot in the Dark; Dual City Concert Band: Nasty Bugs. Beluister deze TORcast

Pierres Going For it and Steves Not HimselfWe have a new Patreon this week A Big Thanks to Bjorn Johannesson thanks again much for your great supportAlso Big Thanks to Troy Miller Who upgraded his Patreon Big thank you to all our Patreons and a Huge thanks to all out Top tier PatreonsAlister Forbes @thelionthornmaker Georgios Petrousis @menios_workshop, Chris @back.to.the.workshop. Mat Melleor @Makermellor, André Jørassen, Toni Kaic @oringe_finsnickeri, Thor Halvor @thwoodandleather, Neil Hislop @hbrdesigns, Mike Eddington @geo.ply, @jespermakes both on YouTube and instagram, Tor @lofotenwoodworks, Thomas Angel @verkstedsloggbok. Jason Grissom @jgrissom and also on Youtube . P-A Jakobson @pasfinsnickeri Tim @turgworks, John Mason @jm_woodcraft_scotland, Martin Berg @makermartinberg, Nick James @nickjamesdesign and and on YouTube at  Nick James Furniture Maker. Preston Blackie @urbanshopworks and also on YouTube at Urban Shop Works, Kåre Möller @kare_m, Arne @mangesysleren, Marius Bodvin @mariusbodvin & @arendalleather, Richard Salvesen @salvesendesign, Bjorn from @interiormaker.b.hagen. Roger Anderson @rvadesign182. And  Ola Skytteren @olaskytterenIf you want to support  the Show and listen to the aftershow we have a Patreon page please click the link https://www.patreon.com/user?u=81984524We also have a discord channel that you can join for free the link is in our instagram Bio. We would love to see you there.Our Obsessions this weekSteve @stevebellcreates obsession this week was a Podcast called Cyber Hack Evil Corp and its been 6 episodes about a group of Ukrainian hackers six episodes its been so good they stole hundreds of millionsPierre @theswedishmaker Pierres obsession this week is the TV show is Invasion on Apple TV he's gradually loving itIf you have any questions or comments please email the show at threenorthernmakers@gmail.com

In dieser Folge geht es um das letzte Puzzleteil, dessen wir uns oft gar nicht bewusst sind und das doch der wahre Game-Changer ist, wenn du erfolgreich manifestieren und dir dein Leben nach deinen eigenen Standards erschaffen willst:Die Körperarbeit auf Zellebene, mit deinem Nervensystem!Denn du kannst noch so viele Glaubenssätze und Programmierungen bearbeiten, manifestieren, visualisieren und trotzdem klappt es nicht!Warum?Dein Körper ist einfach noch nicht soweit!Deine Zellen reagieren schneller als dein Verstand. Sie springen in Millisekunden in alte, vertraute Überlebensmuster:Fight – Flight – Freeze – Fawn-Response.Und solange dein Körper im Überlebensmodus ist, passiert eines:

In dieser Folge widme ich mich einem Thema, das viele Menschen im Verborgenen beschäftigt: dem Ego-Zentrum und dem Gefühl, nicht gut genug zu sein. Ein Gefühl, das uns und unser Verhalten oft mehr prägt, als wir gerne zugeben – und das gleichzeitig einer der stärksten Wegweiser für inneres Wachstum sein kann. Ich beginne mit einem Blick ins aktuelle Transitwetter: Neptun steht in Tor 25.2 - Der Existenzialist - und macht uns in dieser Zeit deutlich, wo wir noch aus alten Konditionierungen heraus handeln, wo wir Masken tragen, um dazuzugehören, und wo wir unser wahres Selbst noch verleugnen. Dieses Tor lädt uns dazu ein, genau dort hinzuschauen. Neptun steht für unsere spirituelle Entwicklung - indem wir unsere Masken erkennen und auflösen erschließen wir uns neue Möglichkeiten des Wachstums. Zusätzlich fordert uns die Zeitqualität des globalen Shifts verstärkt auf, authentischer zu werden, unseren eigenen Weg zu finden und ihn auch dann zu gehen, wenn das Außen irritiert reagiert oder Widerstand zeigt. Denn genau dort zeigt sich oft am deutlichsten, was wirklich unseres ist. Ich teile in dieser Folge eine persönliche Erfahrung, in der das Leben mich selbst herausgefordert hat – und in der ich durch die Begegnung mit meinen eigenen alten Mustern erkannt habe, worum es eigentlich geht. Manchmal wird der eigene Weg erst dann sichtbar, wenn er infrage gestellt wird. Ich möchte dich in dieser Folge ermutigen, hinter die Schleier deiner Herausforderungen zu schauen. Zu spüren, was das Leben dir zeigen möchte. In der ehrlichen Verbindung mit deinem wahren Selbst liegt nicht nur eine neue Form der Wahrnehmung, sondern auch eine kraftvolle, natürliche Stärke. Und vielleicht erkennst du gerade dadurch, dass selbst das schmerzhafte Gefühl, nicht gut genug zu sein, ein Hinweis sein kann – ein Einstiegspunkt in Wachstum, Heilung und Klarheit. Ich wünsche dir wie immer viele gute Erkenntnisse beim Hören und freue mich über Rückmeldungen. Human Design Academy Barbara Peddinghaus & Team Human Design Analytikerin und Lehrerin (IHDS) Hochstrasse 48 60313 Frankfurt Insta: www.instagram.com/humandesign_academy/

Palabras de Torá del Rab. Gabriel D. Michanie en la comunidad Maguen Abraham, Buenos Aires, Argentina.

Bernd Bender, Dharma-Vortrag am 23. November 2025, Zen-Tag im Akazienzendo, BerlinDōgen Zenji schrieb, „Zazen bedeutet nicht Meditation. Es ist das Tor der Freude und Leichtigkeit.“ In seinem Vortrag setzt Bernd diesen überraschenden Satz in Dialog mit einer anderen Aussage Dōgens, in der er seinen Wunsch für alle Praktizierenden formuliert, sie mögen „lernen, im Feld des Geistes zu ruhen.“ Bernd führt aus, wie wir das Feld des Geistes erfahren und inwiefern das „Tor der Freude und Leichtigkeit“ als eben jenes Feld des Geistes verstanden werden kann. Zazen ist kein Mittel, einen bestimmten meditativen Zustand oder ein anderes unserer vielen Ziele zu erreichen. Zugleich wird Zazen nicht durch bestimmte Methoden erreicht. Zazen ruht in der unmittelbaren Lebendigkeit dieses Moments, an dem wir nichts verändern müssen. In diesem Sinn ist Zazen Ausdruck der Freiheit nicht von etwas, sondern der Freiheit in genau dem, was ist.Support the show

Latein nicht mehr als bevorzugte Amtsprache? Hallo, was kommt als nächstes, der Petersplatz wird zum Baseballstadion, nur weil der Papst ein Fan von dem Spiel ist? Und jetzt ist natürlich den Nachahmern Tür und Tor geöffnet, oder vielmehr Dür und Dor. Fränkisch soll jetzt verpflichtende Amtsprache in Bayern werden. "Drei im Weggla" müssen in allen Behördenkantinen täglich angeboten werden. Dies sei zur Würdigung unser aller Landesvaters nur angemessen, meint er. Eine Glosse von Helmut Schleich.

La mejor manera de conectarse con Hashem es estudiando Torá. Recuerda que puedes ver los Maasim también en YouTube.

"Leadership is staying ahead of change without losing authenticity". "Trust is the real currency of sales, teams, and Japan's business culture". "Zeiss's foundation model is a rare advantage: patient capital reinvested into R&D". "Japan is less "risk-averse" than "uncertainty-avoidant" when decisions lack clarity and consensus". "Language is helpful for connection, but not the primary qualification for leading in Japan". Brief Bio Vincent Mathieu is the CEO of Carl Zeiss Japan, leading a multi-division portfolio spanning semiconductors, medical devices, microscopy, industrial quality solutions, ophthalmic lenses, and imaging optics. Originally from the south of France near the Basque Country, he studied business in Toulouse, then spent several years travelling and working across Morocco, Denmark, Ireland, Chile, and South America—discovering along the way that his core strength was building trust in sales. He first came to Japan in 2001 to launch and grow a new division, learning the realities of hiring, selling, and leading without fluency in Japanese. After returning to Europe for global and country leadership roles—including navigating a corporate receivership in the UK—he was recruited to Zeiss and returned to Japan for a second stint. There, he led a turnaround in the vision care business by rebuilding the team, premium positioning, and distribution strategy, then expanded to broader regional responsibilities before taking the top role in Japan, leading a larger organisation through compliance, regulatory, structural change, and remuneration reform. Carl Zeiss is often mistaken as "just cameras", yet the company's real gravity sits elsewhere: precision optics, industrial measurement, medical equipment, and the advanced semiconductor ecosystem that powers modern computing. Vincent Mathieu, CEO of Carl Zeiss Japan, uses that breadth as both a strategic advantage and a leadership test—because leading a portfolio business demands credibility across wildly different technical domains, from microscopy used by Nobel Prize-winning researchers to X-ray inspection systems supporting EV battery quality control. He also points to a structural difference that shapes Zeiss's long-term posture: the company operates as a foundation rather than a classic shareholder-led public entity, enabling sustained reinvestment into R&D and the patience required to develop complex innovations that may run at a loss for years before they become indispensable. In semiconductors, that mindset shows up in partnerships and breakthrough optics supporting lithography and EUV pathways tied to ever-smaller chips and AI-era demand. Mathieu's personal story mirrors the adaptive leadership he advocates. He describes an early uncertainty about career direction, a formative period of travel and "odd jobs", and a gradual shift into commercial roles where trust, not extroversion, became his sales engine. His first Japan assignment was a tough entry: conservative hiring conditions, limited language ability, and the slow build of distributor confidence—where one relationship took years to convert. Returning later via Zeiss, he expected a smoother "global" environment and instead found a familiar friction point: leadership without a shared language, competing internal politics, and the need to earn followership through visible effort. His approach was practical and gemba-oriented—going into the field with salespeople, learning enough Japanese to observe and debrief well, and leading by example rather than relying on title or hierarchy. In his current role, the leadership challenge is no longer a small turnaround team but a larger organisation navigating regulatory scrutiny, compliance expectations, talent gaps, and a shift from "box-moving" to workflow and digital solutions. He frames Japan's organisational reality as deeply sensitive to trust, transparency, and consistency—especially when change touches taboo areas such as pay. Whether the topic is performance-based remuneration, AI adoption, or organisation redesign, Mathieu returns to the same idea: leadership is change management plus authenticity. The most durable influence, in his view, comes from understanding who the leader is, then showing up coherently—because Japanese organisations may not offer immediate feedback, but they do evaluate whether words and actions match. Q&A Summary What makes leadership in Japan unique? Leadership in Japan is uniquely shaped by trust, time, and social proof. Decision-making often relies on nemawashi (pre-alignment), the ringi-sho approval flow, and a preference for consensus that reduces future friction. Feedback can be indirect, and the "real signals" may appear later, after relationships deepen. Why do global executives struggle? Global leaders often struggle when they arrive expecting predictable "rules" about Japan, or when they assume a corporate title will create followership. Without local credibility, language bridges, and contextual awareness of honne/tatemae dynamics, even good strategies can stall. Impatience can be read as shitsukoi (pushy), yet excessive patience can also lead to inertia—forcing leaders to balance consistency with restraint. Is Japan truly risk-averse? Japan is frequently labelled risk-averse, but a more useful lens is uncertainty avoidance. When ambiguity is high, organisations increase process and consensus to control outcomes. Once clarity exists—shared numbers, shared logic, shared stakeholders—Japanese teams can execute decisively and at high quality, often outperforming more improvisational cultures. What leadership style actually works? A field-based, trust-building style works: lead by example, show operational commitment, and invest in relationships. Mathieu's experience suggests credibility is built through visible contribution—being present with customers, coaching sales behaviours, and demonstrating consistency. Authenticity matters: employees may accept difficult change if the leader is transparent, coherent, and reliably delivers on commitments. How can technology help? Technology helps when framed as decision intelligence rather than novelty. AI tools, automation, and even "digital twins" for process and manufacturing can reduce reporting burden, strengthen compliance, and redirect scarce talent towards analysis and customer value. The warning is "AI for AI's sake": capability must be learned, prompts must be mastered, and use cases must be chosen with discipline. Does language proficiency matter? Language matters for connection and cultural nuance, but it should not be the primary criterion for leading in Japan. A leader can choose English for clarity at scale—especially when communicating strategy—while still building trust through effort, respect, and selective Japanese usage in day-to-day engagement. What's the ultimate leadership lesson? The ultimate lesson is that leadership is managing change while staying true to oneself. As confidence grows, leaders feel less pressure to perform to other people's expectations and more capacity to act with authenticity. That inner coherence becomes a stabiliser for teams navigating uncertainty, consensus-building, and transformation. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

Palabras de Torá del Rab. Gabriel D. Michanie en la comunidad Maguen Abraham, Buenos Aires, Argentina.

Am Sonntag beginnt der Advent, die große Zeit der Erwartung auf das kommende Heil für uns Menschen. In einem Lied, das wir schon angeschaut haben heißt es: "Mache Dich auf und werde Licht“ und eigentlich reizt das "Mache Dich auf“ zum Losgehen und Tun. Das ist nicht falsch, aber viele können das nicht, weil sie älter oder alt sind, oder krank und nicht gut zu Fuß und eher daheimbleiben müssen. Ich gehöre tatsächlich kommende Woche auch dazu. Ein Metallgestänge, dass nach einer Fraktur im Mittelfuß vor einigen Jahren eingebaut worden ist, muss nun, weil es Komplikationen macht, wieder raus. Und dafür nehme ich mir eine Woche Pause. Sie verstehen das sicher, denn Heilung braucht Zeit.Und wenn wir dann den Liedruf von vorhin genauer anschauen, heißt es in der zweiten Zeile: "Denn Dein Licht kommt". Er wird kommen, egal ob wir jung, fit und munter und mobil oder eher mit Malessen und anderen Dingen beschäftigt sind, die uns daheim festhalten.Und wenn wir in den Adventswochen viele der schönen Gesänge anschauen, dann geht es eher darum, dass wir darum bitten, dass ER kommt. Da heißt es: "Komm Du Heiland aller Welt – Herr send herab uns Deinen Sohn – O Heiland reiß die Himmel auf – O komm, o komm Immanuel – Tauet Himmel den Gerechten", und so weiter. Es ist also ein Zweites, was diese Zeit ausmacht: das Erwarten und die Hoffnung, dass Sein Licht wirklich kommt. Im berühmten "Gebet eines Klosters am Rande der Stadt“ von Silja Walter heißt es unter anderem: "Jemand muss zuhause sein, Herr, wenn Du kommst.Jemand muss Dich erwarten, unten am Fluss vor der Stadt.Jemand muss nach Dir Ausschau halten, Tag und Nacht.Wer weiß denn, wann Du kommst? Jemand muss es glauben, zuhause sein um Mitternacht,um Dir das Tor zu öffnen und Dich einzulassen, wo Du immer kommst. Und jemand muss singen, Herr, wenn Du kommst! Das ist unser Dienst: Dich kommen sehen und singen.“Vielleicht wird es ja deshalb ein besonderer Advent für Sie und Euch und mich.Hinweis: In der ersten Aventswoche ab dem 1. Dezember gibt es Wiederholungen der Impulse von Sr. Katharina aus den vergangenen Adventszeiten!

Latein nicht mehr als bevorzugte Amtssprache? Hallo, was kommt als nächstes, der Petersplatz wird zum Baseballstadion, nur weil der Papst ein Fan von dem Spiel ist? Und jetzt ist natürlich den Nachahmern Tür und Tor geöffnet, oder vielmehr Dür und Dor. Fränkisch soll jetzt verpflichtende Amtssprache in Bayern werden. "Drei im Weggla" müssen in allen Behördenkantinen täglich angeboten werden. Dies sei zur Würdigung unser aller Landesvaters nur angemessen, meint er. Eine Glosse von Helmut Schleich.

'Revoada' se titula el disco que el multinstrumentista Mauricio Fleury grabó en Brasil hace cinco años y que publica a principios de diciembre el sello Altercat de Berlín, la ciudad en la que vive desde hace tres: 'Banhado', 'Revoada', 'Tanto faz (Riviera bar)' y 'Briluz'. Del nonagenario armonicista Mauricio Einhorn, con la orquesta de Idriss Boudrioua, sus clásicos 'Tristeza de nós dóis' y 'Estamos aí' -con el clarinete de Paquito D´Rivera-. Y en este 2025 se ha reeditado 'Equilibria', disco que publicó hace veinte años, la cantante Sabrina Malheiros, hija del bajista del grupo Azymuth, con temas como 'Terra de ninguém', 'Estrada de chão', 'Estação verão' o 'Cadê você'. Para cerrar, 'Toque nº6', adelanto del disco del pianista Vitor Araújo con The Metropole Orchestra 'Toró' que saldrá en 2026.Escuchar audio

Palabras de Torá del Rab. Gabriel D. Michanie en la comunidad Maguen Abraham, Buenos Aires, Argentina.

Palabras de Torá del Rab. Gabriel D. Michanie en la comunidad Maguen Abraham, Buenos Aires, Argentina.

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This week I'm joined by bestselling fantasy author and BookTok favourite, Rebecca Thorne, to talk about her newly republished novel This Gilded Abyss. We get into the origins of the book, how she built its eerie underwater world, and why she wanted to step away from cosy fantasy and write something darker and more intense. Rebecca also speaks honestly about her path from eight years of traditional rejection to rapid indie success, and what it has been like navigating both sides of the industry.We dig into her fast drafting process, her love of editing, and how she manages the pressure of a growing readership while staying focused on the work. As always, you will hear The Book That Saved Your Life and Their Darkest Hour, with Rebecca sharing the very real turning points that shaped her writing career.In the EpisodeHow This Gilded Abyss began life as an indie releaseBioShock, art deco cities and world building with history as a guideThe appeal of writing darker stories after cosy fantasyHer eight year struggle in trad publishingThe sudden rise of Can't Spell Treason Without Tea and documenting the indie processWhy she still feels the pull of indie freedomWriting routines, drafting speed and learning to switch between projectsThe Book That Saved Your Life: Legends and LattesTheir Darkest Hour: reassessing her publishing pathWhat's next, including her cosy sci-fi, Moss'd in SpaceAbout Rebecca ThorneRebecca Thorne is an American fantasy author known for her character-driven novels and strong online presence. Her books include Can't Spell Treason Without Tea, A Pirate's Life for Tea and her latest release, This Gilded Abyss, now out from Tor. She lives in Colorado and shares regular updates on Instagram and TikTok.Find Rebecca Onlinerebeccathorne.netInstagram: @rebeccathornewrites

 Sales has always been a mindset game, but as of 2025, credibility is audited in seconds: first by your attitude, then by your image, and finally by how you handle objections and deliver outcomes. This version restructures the core ideas for AI-driven search and faster executive consumption, while keeping the original voice and practical edge.  Is attitude really the master key to sales success in 2025? Yes—your inner narrative sets your outer performance curve. From Henry Ford's "whether you think you can or can't" to Dale Carnegie's focus on personal agency, top performers engineer their self-talk under pressure. Post-pandemic, the volatility of B2B buying cycles and procurement scrutiny means sellers in Japan, the US, and Europe face more "no's" before a "yes." Adopt deliberate mental scripts before client calls ("You can do this") and after setbacks ("Reset, learn, re-engage"). Layer temporal anchors—quarterly targets, weekly pipeline reviews—to keep momentum objective, not emotional. In startups and SMEs, the founder-seller's mindset colours the whole team; in multinationals, it influences cross-functional trust with legal, finance, and delivery. Do now: Write a 30-second pre-call mantra and a 60-second post-call reset. Repeat both for 30 days; track conversion lift in your CRM. How do I bounce back fast after rejection without losing my edge? Counter-programme negativity with immediate, structured inputs. After job loss or a blown deal, flood your cognition with high-quality content the way athletes use tape review—books, playbooks, and leader debriefs instead of doom-scrolling. Think "input replacement": replace rumination with skill-building (objection patterns, pricing frameworks). Firms like Toyota or Rakuten institutionalise retrospectives; emulate that at team scale. In APAC vs. US contexts, timelines to re-pitch can differ—use a 24–48 hour window to reframe, then re-engage stakeholders. Treat every rejection as data: log cause (timing, budget, political capital) and countermeasure (proof, pilot, reference). Do now: Create a "rejection to routine" checklist: 1) log cause, 2) choose countermeasure, 3) schedule next touch, 4) upgrade enablement asset. Which people should I avoid—and which should I seek—when my pipeline wobbles? Avoid the "whine circle"; seek performance environments. Misery compounds in sales teams when negative talk becomes a daily ritual. Protect your focus like revenue: step away from low-agency chatter and toward deal rooms, peer reviews, and customer-back sessions. The classic Glengarry Glen Ross contrast—Ricky Roma selling while others complain—remains instructive, even if your 2025 "bar" is a Zoom room. In Japanese enterprise sales, senpai-kohai norms can pressure you to join the gripe; politely decline and book a customer discovery call instead. In US/Europe, use enablement Slack channels for pattern-spotting (what's working now vs. last quarter). Do now: Time-audit one week. Replace 2 hours of complaint conversations with 2 customer conversations, a reference call, or a pilot design session. Does my image still matter when most buyers research online first? Absolutely—executive presence accelerates trust in the first 90 seconds. "Image" isn't just suits and watches; it's congruence: neat dress, crisp opening, concise agenda, and credible artefacts (case studies, pilots, references). Think "BMW energy" without the bravado: quiet competence, simple visuals, punctuality. In conservative sectors (financial services, manufacturing), formality signals reliability; in startups and creative industries, smart-casual with clean slides signals agility. Japan versus US norms diverge in attire, but converge on preparation and respect: arrive early, name roles, confirm outcomes. Keep a repeatable first-impression kit: one-page credibility sheet, short customer video, and a 15-minute discovery plan. Do now: Build a 3-item presence kit (attire checklist, one-pager, discovery plan). Rehearse your first 90 seconds until it's muscle memory. How do I sound fluent without sounding "slick" or manipulative? Use structured clarity, not theatrics. Buyers fear the "too smooth" pitch; answer crisply, invite scrutiny, and show your working. Use a simple objection map: acknowledge → clarify → evidence → confirm. Anchor with entities (benchmarks, standards, regulations) and timelines ("as of Q4 2025, compliance rules changed"). In enterprise deals, suggest a small pilot to lower risk; in SME deals, offer a 30-day milestone plan. Keep language plain English with Australian spelling—short sentences, verbs first. Record and review your calls like athletes; look for hedging, filler, and jargon. Replace with specifics and proof. Do now: Write 5 top objections with one-sentence answers and one proof each (metric, customer name, or pilot result). Practise aloud. What proves credibility over time when problems inevitably arise? Calm accountability beats charisma after the contract is signed. When delivery hits turbulence, credibility is measured by cadence (weekly updates), transparency (risk log), and persistence (closing loops). Map stakeholders: executive sponsor, user lead, procurement, security. In Japan, escalate with harmony (nemawashi) before the formal meeting; in US/Europe, publish a written corrective plan and owner names. Tie each update to outcomes (uptime, cycle time, ROI proxy). Startups: emphasise speed of fix. Multinationals: emphasise governance and documentation. The goal is partner status, not vendor status. Do now: Implement a two-line status format in every email: "What changed since last week" and "What will change before next week," plus a single risk with owner. Quick checklist — first 90 seconds with a new buyer Confirm time, agenda, and outcome. One-sentence value prop, one credible proof. Ask one context question, one metric question, one timing question. Conclusion — the three pillars work together Mindset, image, and delivery are a system, not a buffet. Get your inner voice aligned, present like a pro, and then prove it under pressure. Do those three consistently, and 2025's buyers—whether in Tokyo, Sydney, or New York—will pick you when it counts.  FAQs What should I change first if I'm overwhelmed? Start with a pre-call checklist and a 30-second mantra—both are fast and compounding. How formal should I dress in Japan vs. the US? Japan skews more formal; the US tolerates smart-casual—match the client's culture and the meeting's stakes. How do I track mindset ROI? Tag calls where you used the routine; compare conversion rate and cycle time vs. prior month. Next steps for leaders/executives Install objection maps and first-impression kits across the team. Run weekly deal reviews focused on clarity, not theatre. Standardise pilot templates and two-line status updates. Author credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー).  Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan. 

Der Platzwart trifft den Tiete, und man muss zunächst mal feststellen, dass man der zweitbeste 96-Podcast in der Stadt ist. Wenn überhaupt. Und das nach einem Sieg gegen den Tabellenführer. Schon hart, oder? Tiete war gar nicht in Paderborn, der musste sich aus alter Verbundenheit das Spiel seiner Düsseldorfer gegen Magdeburg anschauen. Ein Sieg zwar, aber schön war es offensichtlich nicht. Schöner war es in Paderborn. Weil wir einen Lerneffekt gesehen haben. Titz hat das Darmstadt-Spiel analysiert und die richtigen Schlüsse gezogen. Bruno fand das erste Källman-Tor schöner, Tiete mag das zweite lieber. Wie: Auch der Ball hat eine zweite Chance verdient! Und: Alle lieben Källman! Und alle lieben weiter Bundu, auch wenn der und das Toreschießen keine Freunde mehr werden. Wir sagen: Kopf hoch! Hat das Chancenvergeben mittlerweile Kult-Charakter bei Hannover 96? Yokota? Roggow? Leopold? Noch jemand ohne Fahrkarte? Podwart hören!

Calle is the creator and lead maintainer of the Cashu open source protocol. Cashu enables users to easily use bitcoin in a private, offline, and programmable way. Calle is also the maintainer of Bitchat android, a cross platform meshnet app that enables users to chat and send bitcoin without an internet connection.Calle on Nostr: https://primal.net/calleCalle on X: https://x.com/callebtcBitchat: https://bitchat.free/Cashu: https://cashu.space/Hackathon: https://nutnovember.org/AOS: https://andotherstuff.org/EPISODE: 184BLOCK: 925030PRICE: 1126 sats per dollar(00:04:44) Bitchat: Bluetooth Mesh Without Internet(00:06:21) Protests and Outages Drive Downloads: Nepal, Indonesia, Madagascar, Côte d'Ivoire, Jamaica(00:09:51) Predicting Unrest from Download Spikes(00:14:27) Adding Nostr Transport: Hyperlocal Mesh vs. Geohash Chats(00:18:03) Geolocated Relay Selection(00:23:56) Ephemeral Identity, UX, and Censorship Considerations(00:28:37) Mesh Upgrades: Voice, Images, Files, Source Routing like Tor(00:30:23) WiFi Aware Mesh and Background Operation to Boost Range and Uptime(00:34:15) White Noise vs. Bitchat(00:40:00) Protocols and Transports: Weaving White Noise, Cashu, and Bitchat(00:43:48) Transport Neutral Design: Cashu and Nostr(00:45:57) Cashu Progress: Shipping Libraries, Dev Ecosystem Growth(00:51:18) We Need More Bitcoin Devs(00:53:08) Integrating Cashu into BitChat: Wallet UX and Local Payments(00:57:17) Running Mints: Spark, Ark, and Proof of Reserves/Liabilities(01:03:40) Layered Scaling Without Consensus Changes: Ark, Spark, Cashu(01:04:18) Bitcoin for Signal: Replacing MobileCoin with Cashu(01:13:32) Why Cashu for Signal? Privacy and Scaling(01:22:31) Mint Choice vs. Simplicity: Defaults, Lightning Interoperability, and UX(01:32:21) Focus on Financial Privacy for the Masses, not Distractions(01:37:11) Zcash Hype Dismissed; Call to Build on Bitcoin(01:39:26) Nut November Hackathon and How to Contribute to Bitchat and Cashu(01:45:06) Happy Thanksgivingmore info on the show: https://citadeldispatch.comlearn more about me: https://odell.xyznostr: https://primal.net/odell

The Outer Realm welcomes back Stephen Bassett Date: November 20th, 2025 EP: 644 TOPIC: PART 2 - Back by popular demand after Part 1, Stephen Bassett returns for Part 2. He will talk about the disclosure updates, 3i Atlas, and Will leave extra time to answer questions, as we ran out of time in part 1. Contact for the show - theouterrealmcontact@gmail.com Michelle Desrochers and The Outer Realm :https://linktr.ee/michelledesrochers_ Please support us by Liking, Subscribing, Sharing and Commenting. Thank you all !!! About Stephen: Stephen Bassett has spoken to audiences in 20 countries about the political implications of UAP/ET phenomena and Disclosure - the formal confirmation by heads of state of an extraterrestrial presence engaging the human race. He is co-founder of the Hollywood Disclosure Alliance and executive director of Paradigm Research Group, a 501c3 non-profit providing education, consulting, analysis and political activism for a post-Disclosure world. His advocacy work has been well covered by national and international media including CNN, Fox News, MSNBC, Washington Post and New York Times. Bassett has appeared in many documentary films and his lectures and interviews are well represented on YouTube. In 2013 PRG organized and conducted a "Citizen Hearing on Disclosure" at the National Press Club in Washington. In November of 2014 PRG launched a two-year political initiative out of Washington, DC that injected the ET issue into the 2016 presidential campaign. In December 2023, Steve Co-Founded The Hollywood Disclosure Alliance in Los Angeles, a new, media-centric organization aiming to align those working within the UAP/ET research arena with writers/directors/producers working across every facet of the global entertainment industry. PRG is presently working to help bring about ever more comprehensive congressional hearings in the U.S. House and Senate for a growing list of UAP witnesses. Main website: www.paradigmresearchgroup.org HDA: www.hollywooddisclosurealliance.org PRG Media coverage: https://paradigmresearchgroup.org/prg-media-coverage If you enjoy the content on the channel, please support us by subscribing: Thank you All A formal disclosure: The opinions and information presented or expressed by guests on The Outer Realm Radio and Beyond The Outer Realm are not necessarily those of the TOR, BTOR Hosts, Sponsors, or the United Public Radio Network and its producers. Although the content may be interesting, it is deemed "For Entertainment Purposes" . We are always respectful and courteous to all involved. Thank you, we appreciate you all!

Tanya 2 Kislev Cap4Parte1-Em nossos tempos a elevação produzida na reza é superior a Torá e mitsvot

Tanya 1 Kislev Cap 3 Parte 3-A superioridade da reza sem intenção sobre Torá com segundas intenções

"Come as you are works in Japan when leaders are also willing to read the air and meet people where they are". "Japan isn't as risk-averse as people think; it is uncertainty avoidance and consensus norms like nemawashi and ringi-sho that slow decisions". "In Japan, numbers are universal, but how people feel about those numbers is where real leadership begins". "For foreign leaders, kindness, patience, and genuine curiosity are far more powerful than charisma or title". "Women leaders who embrace their own style, instead of copying male role models, can quietly transform Japanese workplaces".   Joanne Lin is Senior Director, APAC, for Deckers Brands, the American company behind UGG, HOKA, and Teva. Born in Taiwan and raised in Canada, she later completed her MBA at Boston University and began her career in Boston, working in a trading company and then at Merrill Lynch Investment Company. In 2000, she moved to Japan for family reasons and has since built a 25-year leadership career in this complex market. In Japan, Joanne first held senior finance roles, including Head of Finance for Reebok Japan and CFO for Aegis Media, where she worked on mergers and acquisitions. She joined Deckers over thirteen years ago as CFO for Japan and was later asked to step in as interim Country Manager for Deckers Japan. Today she is back in an APAC-wide role, responsible for finance and strategy across 15 markets, including Japan, China, South Korea, Hong Kong, Australia and New Zealand. Her remit covers subsidiaries and distributor markets alike, requiring constant adaptation across cultures. Throughout her journey, Joanne has learned to reconcile a direct, North American style with Japan's more implicit, consensus-driven culture. Often mistaken for Japanese because of her appearance, she calls herself the "invisible gaijin", using that ambiguity to observe carefully, read body language, and bridge cultural expectations. Her leadership story is one of resilience, curiosity, and the quiet confidence to lead as herself in a country that often expects conformity. Joanne Lin's leadership journey began far from Japan. Born in Taiwan and raised in Toronto, she grew up immersed in North American directness, meritocracy, and straight-talking feedback. After completing an MBA at Boston University, she started her career in Boston, first at a trading company and then at Merrill Lynch Investment Company, building a strong foundation in finance. Numbers, ratios, and cash flows were her native business language long before she ever heard the phrase kūki o yomu — "reading the air" — in Japan. In 2000, she moved to Japan for family reasons, expecting to build a career but not realising how deeply the culture would challenge her assumptions about leadership. She entered the corporate world here without Japanese language skills and without local experience. Physically, many colleagues assumed she was Japanese, or at least of Japanese descent, and treated her accordingly. She jokes that she became an "invisible gaijin": expected to understand unspoken rules despite never having grown up with them. Early on, she discovered that in Japan, silence often speaks louder than words. Concepts akin to nemawashi — the quiet groundwork of building consensus before meetings — and the unspoken pressure to align with the group meant that decisions rarely came from a single, charismatic leader. Instead, she had to watch faces, posture and micro-reactions around the table. While she came from an environment where people said "yes" or "no" clearly, in Japan phrases like "I'll think about it" could mean "no" 80% of the time. Learning to interpret these signals became as important as reading the P&L. Her career advanced steadily through senior finance roles: Head of Finance for Reebok Japan, CFO for Aegis Media leading M&A, and later CFO for Deckers Japan. Over thirteen years at Deckers, she helped steer the growth of brands such as UGG and the fast-rising performance brand HOKA in one of the world's most competitive footwear markets. Eventually, she was asked to serve as interim Country Manager for Deckers Japan, an opportunity that tested her ability to go beyond numbers and lead entire functions including sales, marketing, HR and retail. Joanne's leadership philosophy is grounded in being genuine and transparent. She believes in explaining the "why" behind decisions, giving context, and aligning people rather than simply seeking agreement. She spends time helping non-finance colleagues understand what gross margin, discounts and operating income mean in practical terms, translating finance into everyday language rather than using it as a gatekeeping tool. Engagement surveys, where Japan often scores modestly compared with global benchmarks, have been a recurring theme in her work. Rather than blaming culture, she looks at how questions are worded, how norms shape responses, and then uses those insights to design practical remedies — from "lunch and learn" sessions to cross-functional gatherings and new-joiner lunches with senior leaders. As a woman leader, Joanne has wrestled with impostor syndrome yet chosen to step forward anyway. She sees many high-potential women in Japan holding back, waiting to be "perfect" before raising their hand. Her message to them is clear: trust yourself, recognise your natural strengths in communication and empathy, and accept that no leader — male or female — is ever fully ready. In the end, her story is about blending global experience with local nuance, leading with kindness and clarity, and proving that one can honour Japanese culture while still bringing a distinct, authentic leadership style to the table. Q&A Summary What makes leadership in Japan unique? For Joanne, leadership in Japan is defined by what is not said. The real meeting often happens before and after the official meeting, through nemawashi, where stakeholders quietly shape outcomes. In the room, kūki o yomu — reading the air — is critical: leaders must observe body language, side glances and subtle hesitations to interpret what people truly think. Formal tools like ringi-sho workflows, built on stamped approvals and consensus, reinforce a collective approach to decision-making. Japanese employees often assume the leader should already know their needs without them having to say it. That expectation of intuitive understanding, combined with a strong norm of harmony, makes empathetic listening and patience indispensable leadership skills. Why do global executives struggle? Global executives often arrive with a Western template: clear targets, rapid decisions, direct feedback. In Japan, that can clash with a culture that prizes stability, seniority and group consensus. Leaders may misinterpret indirect communication as indecisiveness or lack of ambition, when in fact people are carefully weighing the impact on the group. Engagement surveys then show Japan at the bottom of global rankings, and headquarters misreads this as disengagement, rather than a reflection of conservative scoring norms. Many foreign leaders also underestimate how much time must be invested in trust-building, one-on-one conversations, and slow-burn relationship work before people feel safe to share ideas or challenge the status quo. Is Japan truly risk-averse? Joanne sees Japan as more uncertainty-avoidant than risk-averse in the pure financial sense. As a finance professional, she knows that commercial risk can be quantified — through scenarios, ratios and forecasts. But in Japan, the social and reputational risks loom equally large: who will be blamed if this fails, what will it do to group harmony, how will customers react? These uncertainty factors slow decisions more than the numbers themselves. Leaders who introduce tools like decision intelligence platforms, scenario simulation or even digital twins of supply chains can help Japanese teams see risk in a structured way, reducing the emotional fear around uncertainty and making experimentation feel safer. What leadership style actually works? The style that works for Joanne is grounded in transparency, modesty and consistency. She leads by example, explaining not only what must be done, but why, and what it means for individuals and teams. She tries to give her people "airtime", resisting the urge — common to many finance leaders — to jump straight to the solution. In practice, that means listening to ideas without immediate judgement, thanking people publicly for their input, and celebrating small wins as much as big milestones. She maintains high standards but increasingly recognises that not everyone should be held to the same work rhythm she sets for herself. Alignment, not forced agreement, is the goal: people may disagree but still commit to the path once they feel heard. How can technology help? Technology, in Joanne's world, is not just about efficiency; it is a bridge between data and human behaviour. Advanced analytics, dashboards and decision-support tools can make trade-offs between margin, volume and investment more tangible for non-finance teams. AI-driven text analysis of engagement comments can surface themes that traditional surveys miss, helping leaders understand sentiment behind Japan's modest scoring patterns. Scenario modelling and digital twins of operations can turn abstract risks into concrete options, making it easier for consensus-driven teams to move forward. At its best, technology supports nemawashi by giving everyone a shared, data-informed picture, rather than replacing dialogue. Does language proficiency matter? Joanne arrived in Japan with no Japanese language ability and was forced to become an intense observer of body language and context. That experience convinced her that leadership is possible without fluency — but far more sustainable with it. Learning Japanese shows respect, reduces distance, and makes informal conversations and humour possible. Even basic proficiency helps leaders understand nuance in ringi documents, hallway chats, and customer feedback. She encourages foreign leaders to invest in language learning not as a checkbox, but as a signal of commitment to the market and to their teams. What's the ultimate leadership lesson? Her core lesson is simple yet demanding: be kind, be open, and be yourself. Leaders should stop expecting perfection from themselves and from others, especially in a country where external shocks like currency swings, tariffs and pandemics can derail even the best-laid plans. Instead, they should focus on doing their best, communicating clearly, and treating people with respect. For women leaders especially, Joanne's message is to step forward even when self-doubt whispers otherwise — to recognise that their strengths in empathy, communication and cultural sensitivity are not "soft" add-ons but central to effective leadership in Japan. In the long run, success here is less about heroics and more about steady, human-centred leadership that people genuinely want to follow. Timecoded Summary [00:00] The conversation opens with an introduction to Deckers Brands, the American company headquartered in Santa Barbara and best known in Japan for UGG, HOKA and Teva. Joanne explains that Deckers historically functions as a holding-style company, acquiring and growing footwear brands, and that Japan is a key market where three major brands are active. She outlines her current role as Senior Director, APAC, overseeing finance and strategy across 15 countries, including both subsidiaries and distributor markets. [05:20] Joanne traces her career arc: Taiwanese by birth, raised in Canada, MBA from Boston University, then finance roles in Boston with a trading company and Merrill Lynch Investment Company. In 2000 she relocates to Japan for family reasons, later becoming Head of Finance for Reebok Japan and CFO for Aegis Media, working on M&A. She joins Deckers over thirteen years ago as CFO for Japan and eventually steps into an interim Country Manager role, before returning to a wider APAC mandate based in Japan. [12:45] The discussion shifts to cultural adjustment. Because she "looks Japanese", colleagues initially assume she understands Japanese norms. She describes becoming an "invisible gaijin", held to local expectations without having grown up here. She learns to read the air, focusing on facial expressions, body language and context. Phrases like "I'll consider it" often conceal a "no", and she gradually becomes adept at interpreting such indirect communication. Her direct North American instincts must be tempered by Japanese expectations for restraint and harmony. [19:30] Finance and human reactions to numbers come into focus. Joanne notes that while sales, gross margin and SG&A appear objective, different functions interpret them in varied ways: finance may celebrate high margins while sales may worry they are under-investing. She stresses the importance of explaining financial concepts in simple terms, almost as if speaking to a 10-year-old, so that everyone can understand consequences. Her temporary shift from CFO to GM broadens her empathy for non-finance views and deepens her appreciation for cross-functional tension. [26:10] Attention turns to team engagement and communication. Japan's engagement survey scores routinely trail global averages, a pattern she attributes partly to cultural modesty and translation issues. Instead of accepting low scores as fate, she focuses on post-survey action: leaders are asked to talk openly with teams, understand expectations, and co-create remedies. Concrete initiatives such as "lunch and learn" sessions and new-joiner lunches with directors help break silos, humanise leadership and create informal nemawashi-like spaces where people can ask questions and share concerns. [33:40] Joanne discusses culture-building under the umbrella of Deckers' "Come as you are" value. She supports self-expression — even store staff in gender-fluid fashion — as long as it's tasteful and customer-appropriate. Her own leadership style is to be genuine, transparent and open about vulnerabilities. She balances the efficiency of top-down directives with the long-term benefits of participation: while consensus-building and alignment take time, they reduce turnover, re-training costs and disengagement. [40:15] Gender and leadership come into sharper focus. Joanne recounts her own bouts of impostor syndrome and the temptation, earlier in her career, to doubt her readiness for bigger roles. She notes that many women hesitate to raise their hands until they feel almost 100% qualified, while men may step up with far less. She encourages aspiring women leaders to recognise their strengths in empathy and nuanced communication, to "give it a try" even when not fully confident, and to view setbacks as learning rather than final verdicts. [47:30] The interview closes with advice for foreign leaders coming to Japan. Joanne emphasises being open, respectful and kind — to oneself and to others. She urges leaders to accept that Japan's deep-rooted culture will not change in a short posting, and that success depends on adapting rather than trying to remodel the country. Learning Japanese, even imperfectly, is both a sign of respect and a practical tool for building trust. Ultimately, she argues, effective leadership in Japan is about balancing data and humanity, global standards and local nuance, ambition and empathy. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

The Outer Realm welcomes back Elsa Dillon Date: November 19th, 2025 EP: 643 TOPIC: Elsa will be talking about Ancient Sites and Hidden Knowledgeas well as the Extraterrestrial Connections Contact for the show - theouterrealmcontact@gmail.com Michelle Desrochers and The Outer Realm :https://linktr.ee/michelledesrochers_ Please support us by Liking, Subscribing, Sharing and Commenting. Thank you all !!! ELSA & DILLON FAMILY BIO Family of 10 Experiencers living on farm in Byron Bay Hills, Australia Elsa, mom of 8 Children with husband Richard Dillon Both Elsa & Richard International Fashion Photographers & Videographer shooting Celebrities, Magazines & Advertising Behind the scene Professionals for over 3 decades DILLONS 2nd Incarnation here on GAIA Family OVER SOULS all called in together again to incarnate, in this Realm Experiences, BEINGS Messages, OVERSOUL connection & Happenings with Paranormal Over 600 BEINGS to date Many Forms & Multi Dimensional Realms WEBSITE: www.spinbeings.com YouTube: https://www.youtube.com/watch?v=M5goXYbPsGU If you enjoy the content on the channel, please support us by subscribing: Thank you All A formal disclosure: The opinions and information presented or expressed by guests on The Outer Realm Radio and Beyond The Outer Realm are not necessarily those of the TOR, BTOR Hosts, Sponsors, or the United Public Radio Network and its producers. Although the content may be interesting, it is deemed "For Entertainment Purposes" . We are always be respectful and courteous to all involved. Thank you, we appreciate you all!

Tanya 29 Cheshvan Cap 3 Parte 1-Diferença entre Torá e oração sem intenção segundo a Cabala

The Time Riders: Part 12 Teaching Nanu about the modern world. Based on a post by BiscuitHammer, in 16 parts. Listen to the Podcast at Explicit Novels. Some minutes passed before Becky pressed her forehead to Nanu's, holding her by the cheeks. "I'm so sorry, Nanu; I thought I'd lost you. I'm sorry; I'll teach you how to be careful. I promise." "I'm sorry, Mistress, I didn't mean to be thoughtless and frighten you," Nanu sniffled, her eyes bleary. As much as the fright by the wheeled monster, she was disconcerted by how upset her Mistress was. Rebe-kah was genuinely terrified that she'd nearly lost Nanu. It made her love her Mistress even more. "Let's go back inside," Becky suggested, pulling Nanu to her feet. "I promise, we'll try again later." She looked both ways before taking them across the road, holding Nanu close, even possessively. Becky was taking no chances. "Mistress?" "Yes, my love?" As they reached the curb back in front of Becky's house, Nanu held up the hem of her long shirt, heedless of the fact that she was flashing her cunt to a random woman walking by as she showed Becky something. "I'm sorry, the monster, it frightened me. I; I pissed myself and ruined the sack." Becky's response was somewhere between a laugh, a choke, and a sob and she caressed Nanu's shoulder as they continued walking. "Don't worry, I'll find you another." "Can it have a flaming cock on it again?" Nanu asked. "I think I rather like that." Becky smiled. "I'll buy you some more flaming cock shirts, my love. I promise." The door shut behind them, and it was time to relax. It had been quite the eventful day and it was barely noon. After a nap. "Do you have friends, Mistress?" Nanu asked as she lay on her back on the bed, gazing up at Becky. She ground and pumped her hips, slithering her cunt against her lover's, while Becky looked down at her, churning and undulating. Becky was fondling one of her ample tits, while the other was caressing one of Nanu's. In turn, Nanu was groping Becky, while her free hand had reached down and was holding her nether lips wide, exposing her throbbing clit to be brushed by Becky's. They'd already cum a few times, but were simply enjoying the sensations now. "Of course, silly," Becky giggled, loving how wet and sticky their pussies felt together. "You just haven't met any of them yet. The only person you know aside from me is Mark." "If we meet your friends, what will you tell them about me?" One of the things that Becky appreciated about Nanu was that she could fuck and still hold a conversation if she felt the need. Business didn't interfere with pleasure. "I admit, I haven't given it too much thought yet, but I would probably tell them that you're a student from another country who I have staying with me, and you don't speak English." Nanu arched her hips and side, pressing hard against Becky's cunt. "Mistress, what; what is the name of the place we are in? Where in the empire of the Romans is it?" Becky had to stop fucking because she broke down laughing. She leaned down and pressed her body to Nanu's hugging her tight while she jiggled uncontrollably. Nanu held her Mistress, but she was frowning, wondering what was so funny. She stopped frowning when Becky kissed her lovingly. "Oh, Nanu," the blonde woman said, smiling into her companion's eyes. "I have so much to explain to you still;” She sat up and then pulled Nanu into her lap. Nanu's legs wrapped around her Mistress' waist and she just looked contentedly into Becky's blue eyes. She knew she was in for an explanation she wouldn't completely understand, but as long as she was naked like this with Becky, she didn't mind, either. There wasn't much Nanu couldn't endure, as long as she kept getting fucked on a regular basis. And Becky seemed to like fucking as much as she did. It was a wonderful match, as far as Nanu was concerned. "Baby," Becky cooed, pushing a stray damp hair away from Nanu's lovely face. "Where we are now, we are very, very far from the boundaries of the Roman Empire. The place I live, it is a nation called 'Canada'." "Kaaa-na-daaa;” she said quietly. She liked the sound of it. "Is Kaaa-na-daaa a large place?" Becky tried to remember her ancient history, not to mention what she knew about her own geography. "Well," she said finally, having figured it out. "Canada is larger than the entire Roman empire at its height. Canada is the second largest nation in the world." Nanu's eyes widened to the size of dinner plates. "Impossible!" she almost hissed in disbelief. "How have you fought off the Roman devils? Is Kaaa-na-daaa mighty?" Becky drew in a breath. This is where it got difficult. "Nanu, I know you can read, and you can count, but; do big numbers mean anything to you?" Nanu shrugged. "I could count higher than any of the other slaves in the Flavian household, and even a few of my masters and mistresses. Sometimes I was too smart and they beat me for it. I think I count well." "I'm asking because;” Becky continued, seeming hesitant. "The Roman Empire, it fell around one-thousand five-hundred years ago." Nanu said nothing, trying to understand what she had just been told. The Empire, gone? Life without Rome? Becky blushed. "It; and the time you were from, Nanu, that was just under three hundred years before Rome fell. My time, where we live now, is about eighteen-hundred years after your own." A long silence followed. Nanu shook her head. When she looked at Becky, her hazel eyes were full of worry. "Mistress, are; are you lying to me?" Becky shook her head slowly. "No, Nanu. I promised you I wouldn't lie to you." "But I don't understand what you mean," the Egyptian girl almost pleaded. "These numbers you are saying, they; I don't understand them!" She took Becky's hands in hers, her expression somewhere between afraid and desperate. "Please help me understand, Mistress.." Becky thought about what she could possibly do to help her beloved Nanu understand. She considered, her eyes closed for some seconds. When she opened them, she nodded. "Come downstairs with me and I will try," she said. Nanu clambered out of her lap and the two girls rose. Taking Nanu's hand, Becky led her downstairs to the living room. She made Nanu sit on the floor while she walked over to a corner. In said corner, behind a decorative screen, she kept a large, bluish water container, like one would find supplying the water cooler in an office. With a grunt, she began rolling it out from its storage space and toward Nanu. The former slave-girl watched curiously while Becky now turned it over with some effort, spilling out what looked to Nanu like tiny brown coins. Endless numbers of them, chinking and tinkling into a pile on the rug. "There," Becky breathed, wiping her brow. She'd already been sweaty from sex with Nanu, and the effort of rolling and tipping her change barrel had her feeling warm. She now lay down on her stomach on the carpet opposite Nanu, with the piles of tiny brown coins between them. "Nanu, these are called 'pennies', and they are a type of coin we use in my time. They are made of aeramen (copper), like some coins you know." Nanu nodded slowly. Becky held up a penny. "We're going to pretend each of these is a year. We're going to count them. And when we get to a certain point, that is how long ago the Roman Empire fell. But think of them as years, Nanu." Nanu drew a deep breath, sat with her legs crossed, and began counting, picking up the pennies and placing them into a new pile she started. "One; two; three;” Fifteen minutes later. Nanu had stopped pushing the pennies, but was still counting aloud while Becky moved the coins. "Six hundred fifty-one; six hundred fifty-two;” Becky could tell her beloved friend was getting very upset, but she kept going, because she needed Nanu to understand. The minutes dragged by, but Nanu kept counting. "Nine hundred eighty-five;” she said in a quavering voice. "Nine hundred eighty-six; nine hundred; No!" Nanu shoved the ever-growing pile of pennies away, scattering the coins, and Becky reared back in surprise. The Egyptian girl was scrambling backward on her ass, her eyes wide in fear and disbelief. She bumped into the couch before she yelped and leapt to her feet, dashing out of the room. "You're Lying!" "Nanu!" Becky called, getting hastily to her feet as the smaller girl opened the front door and burst onto the street. She was still naked, and Becky could hear her sobbing. "Shit shit shit shit;” Becky said under her breath as she pulled a long jacket out of the closet and then dashed out the door, looking around. "Nanu?" she called frantically. "Nanu!" But the girl was nowhere in sight. She looked up and down the street, seeing no bewildered pedestrians. Thank God it was Sunday, but how long could it possibly be before a tiny naked woman was noticed running around the neighborhood sobbing to herself and unable to speak English? She'd be picked up by the police, be terrified, and they would have absolutely no way of identifying her. Heaven only knows what would happen then. Poor Nanu! Becky took a chance and began heading in the direction she heard a dog barking from. She kept calling Nanu's name, having no clue where she could have gone. How on earth had no one seen her yet? Becky cursed herself. There were so many things she hadn't anticipated. How could she? She and Mark had brought Nanu forward in time to make her life better, to free her from the chains of slavery. It seemed like such a good thing to do. It had to be. After all, hadn't time let them do it? She wasn't even exactly certain what had set Nanu off, but she had an inkling. Yet another thing Becky hadn't known she needed to think through. Why would she know that? She'd never brought anyone forward in time before. How many people had? One ten millionth of this time's people? Maybe? She didn't know! This was almost as new to her as it was to Nanu. But Becky was making her own choices and knew she didn't need to be afraid. Nanu was completely surrounded by a universe she knew nothing about. Even the air had to smell completely different to her! She stopped just outside of a parkette and looked around. "Nanu!" she called loudly. She heard a gasp and then muffled sobbing, along with the rustling of foliage. She turned and saw the shrubs that marked the boundaries of the parkette moving awkwardly. She moved toward the disturbance, hoping her search was over. She stopped in front of the shrubs and spoke gently. "Nanu?" "En!" the girl hissed in panic. "Annoi!" Becky had no idea what Nanu had just said, since it wasn't Latin, but she could guess. She stopped coming forward and simply knelt down in the cold grass, determined to give Nanu the time she needed. She could see the girl now, stuffed bodily into the thicket, her hazel eyes brittle with fright. Poor Nanu had to be in agony, wedged in with all those branches and sticks poking and scratching her. How had she done it to begin with? "I'm here, Nanu," she said softly, letting Nanu see her smile, but she stayed still. "I'm sorry you got frightened. Will you please tell me what happened? I am trying so hard to understand, but I am not perfect at this, as you can see." Nanu was sobbing quietly, trying to not be heard. But after some moments, she seemed to be trying to rein in her crying so that she could speak. It took some time, words only coming out as choked gasps. Becky stayed still. She would wait however long was necessary. For Nanu, no length of time was too much. She owed it to the lovely, frightened young woman. And Nanu finally spoke. "They're gone, Mistress," she said in little more than a whisper. "They're all gone." Becky thought about what Nanu was saying and it sent a chill through her. "Nanu, do you mean your family?" "They're dead," she managed to say in a rasping whimper. "They're all dead; my mother, my father; my brothers and sisters; my Ki; her little baby daughter, Nanu; they are dust; dust;” Becky couldn't help it, she began crying too. She bent her head and her chest shuddered as she tried not to vocalize, and tears streamed down her face. This was a horrifying thought when she examined it from Nanu's point of view. Everything Nanu knew to be real was gone. And not even recently. The pennies had forced Nanu to see things in a way she was never meant to. Her family, they weren't newly dead, remembered by anyone. They weren't even decaying in graves. They were dust, nothing more than the endless sands of the land Nanu had grown up in. They'd become a sort of nothingness. "Nanu," Becky whispered, tears stinging her eyes and cold on her cheeks. "I'm so sorry. I; wish I knew what to say." "What can you say?" the girl murmured. "You are not a god, you cannot bring them to life for me. All I can ever do is go and see them, as they once were, alive and remembering me. But I will always be thinking that I live many ages of the moon after they are nothingness. I will never be rid of that realization, Mistress." "You're right, of course," Becky admitted, nodding. "It's different for you. Lots of my family members are dead, but I never met them, I never knew them. You lived with them all." "Please be honest with me, Mistress," Nanu said quietly. "How much more counting was there to do? How much bigger was the pile of coins going to get?" Becky blushed, feeling stupid for thinking it had been a good idea. The road to Hell was paved with good intentions. "It was going to be twice that size, Nanu. We; we got halfway through the counting." She closed her eyes while Nanu wept quietly again. Someone walked by, staring at her in confusion as she knelt in front of the shrubs in a long jacket, but just kept walking. Maybe it was a weird meditation thing. Nanu finally stopped crying but went silent. Becky did the only thing she could, and remained silent, waiting to see what happened next. Some minutes passed before Nanu finally spoke. "There are twigs and leaves stuck in my cunt." Despite herself, Becky began to snicker, squeezing her knees as she tried to stop. "Mistress," Nanu protested, but she was also trying to keep from giggling. "It's not funny, it hurts. Why did you let me do this?" "I'm sorry, baby," the blonde woman said finally, wiping a tear from her eye and smiling. "I'll try harder to keep you from doing crazy things. I promise." "I am naked, Mistress," Nanu pointed out. "Did you bring me something to wear?" "No, honey, I forgot, because I was so worried about you," admitted Becky. "Why are you stuffed into a shrub, anyway?" There was a pause before Nanu answered. "The dog scared me when it barked at me. Dogs scare me. The Romans use dogs for guards and for war. Why does Ka-na-da have war dogs?" "They aren't war dogs, my love," Becky said, wondering what to do next. "People keep dogs as pets. I used to have a dog when I was a little girl. I miss him very much." Nanu considered. "What was his name?" Becky was almost reluctant to say, since it now sounded silly. "His name was Frankincense. I; I just called him Frank for short." There was another pause. "What does that name even mean?" Becky shrugged. "He's named after a substance I think the Romans called olibanum." "You named your dog after that shit my Flavian masters kept burning in their rooms?" Nanu queried, clearly not impressed. "Hey, I like that smell, thank you," Becky replied. "And you be nice about my little Frankie, or you can keep the leaves and twigs in your cunt, young lady." "Sorry," Nanu snickered. "I'm sure your dog with the stupid name was very nice, Mistress." "Okay, are you ready to come home now?" asked the blonde, pondering their situation. "I can't leave you here like this, so; I guess I'll just hide you inside my coat and hope for the best. I mean, it's only seven blocks back to the house." There was a pause for some moment before Nanu answered. "Okay. I'm; I'm sorry, Mistress. I; I got scared." "I don't blame you, my love," Becky said gently. "Nobody can understand what you're feeling. Nobody, anywhere, can understand. Even Mark and I can't truly." She leaned forward and spoke quietly. "But I promise you, Nanu. We love you. And we want you to be happy. We wanted to free you from slavery and show you the wonders that Mark and I experience. But; we are not very good at planning, because even we don't know what to expect. But please believe me when I say that we want your happiness." "I know, Mistress. And I am sorry I said you were lying and ran away. I just felt terrified. Nothing made sense. It; still doesn't. All I can do is place my faith in you now." Becky nodded solemnly. Nanu was right. Becky couldn't even take her home, because Mark was the one with the time machine, and they wouldn't see him for the next three months. All this trauma had happened on Day One. Not a smooth start. She sighed. Maybe the chroniques dealer she'd found hidden away downtown could find someone to take Nanu back to her own time if she really wanted to return? She'd talk with Nanu about it in due course. She owed Nanu an out if she wanted one. "Okay," she said finally. "I'm going to move to the bush and open my coat, Nanu. Then you; uh; you get inside, I guess, and hug me with your arms and legs. Then I'll try to close my coat and get us home, okay?" The bush rustled as Nanu nodded, and then she moved forward, grunting and swearing as she unstuck herself from her deciduous prison. She almost tumbled into Becky, who was also nude underneath the long garment. She prayed that it would somehow fit around them both. As Nanu snuggled into her, Becky knelt up straight, presenting her waist. She fought to keep herself balanced as Nanu wrapped her arms and legs around her torso, her face squashed between Becky's ample tits. Great; Becky thought as she pushed to her feet and began struggling to close the coat around herself and the Nanu-shaped bundle now hanging onto her. She wheezed almost comically. If I manage to close the damn coat, I'm gonna smother Nanu between my tits. She'll suffocate before I get her the seven blocks home. How on earth did she get this far to begin with? Naked? Becky turned slowly and began to waddle out of the parkette. She pivoted ponderously onto the street and began the slow, awkward trek home. She could hear Nanu snuffling and trying to breathe inside the stretch-tight coat. As she waddled, Becky pulled the top of the coat open slightly, hoping to give Nanu some air. She looked down, seeing Nanu looking back up at her out of the darkness. "Thank you, Mistress;” the girl whispered. Becky could begin to imagine how she looked at the moment; she probably looked like she was trying to give birth to a horse. Or was smuggling a primate beneath her coat. Close enough, really. The occasional person walked by, giving her a curious glance, but then continuing on. This neighborhood wasn't known for being terribly nosy, as long as you weren't too dark of skin. Becky hadn't quite figured out how to solve that problem yet. "Eep! Nanu!" she hissed, shivering as Nanu's mouth found one of her nipples and began sucking on it. She heard Nanu hum contentedly, clearly willing to occupy herself this way while Becky got them home. "What're you doing, you brat?" Nanu ignored her, and Becky realized she'd been speaking English, so Nanu was free to not notice anything she said and had a perfectly viable excuse for doing so. Becky bit her lip as Nanu's wicked tongue swirled around her nipple before she began sucking again. Worse, one of the little brat's hands found her cunt and began stoking it. Whether she wanted to or not, Becky started getting wet and she tried waddling faster. Becky was going to kill Nanu when they got home. She was going to fuck her to death! Another block down. Becky could feel her face was flushed, and she was sweating now, and not only from the effort of carrying Nanu around her middle beneath the damned coat. She bit her lip and groaned as her eyes almost rolled up into her head. Dammit, one of Nanu's fingers found her way inside Becky's cunt! She tried closing her legs as she walked, to force the little tramp's finger out, but she quickly realized she would lose her balance and fall over if she kept this up. Sighing in frustration, she kept her legs open while she walked, doing her best to walk faster. "What're you smuggling under your coat, Fischer?" guffawed a neighbor as he walked by. "An orangutan?" "Uh; just groceries I have to protect!" Becky replied hastily, wrapping her arms under Nanu's ass as if holding the aforementioned imaginary groceries. She heard Nanu sigh and wiggle her cheeks on the hands. She kept sucking on Becky's tits and fingering her cunt. Becky's knees were trembling, and she was fairly certain she was dripping, leaving a path of sticky droplets on the sidewalk her behind her. Her whole body was tingling, even as she struggled to walk. "Uh!" Becky gasped loudly as Nanu bit and tugged on the nipple, the delicious sting lancing along the blonde's nervous system. "You little brat," she hissed, pulling the top of the coat open and scowling down into it. "When we get home, I am spanking your ass right off, young lady!" "If you make it that far, Mistress," Nanu replied, smirking up at her evilly. "If you make it home before you cum, I will eat a whole package of that bay-kon as punishment." Becky waddled faster, panting now as she fought for control. Nanu had two fingers in her now, making scooping motions along her upper wall. "Uh, that's cheating, you little slut!" "It is taking us so long to get home, Mistress," Nanu teased, slithering her tongue around a nipple. "How far are we walking? The length of your Ka-na-da?" Staggering quickly, almost wheezing like she was about to give birth, Becky moved on relentlessly. She almost couldn't see anything as pleasure kept flooding through her, promising orgasm was just around the corner. But Becky knew she didn't have strength to climax and keep moving. If she came, she would be collapsing to her knees and cumming on the sidewalk. If she was lucky, she'd remain kneeling. Sweat was streaming from her body. She was amazed Nanu was still able to hold on at all. C'mon; c'mon. She moaned as Nanu got a third slender finger inside her Mistress, and some woman chose that exact moment to go jogging by, giving Becky a confused look. Becky ignored her and just soldiered on as best she could. She could feel her arousal trickling down her inner thighs. How ridiculous must she have looked, barefoot, waddling around in a long jacket, smuggling an octopus while grunting and moaning like she was in a porn movie? She had barely turned up onto the little walkway leading up to her house before she tore the coat open and burst into a run, stampeding up the stairs while Nanu squeaked in alarm. She flung the door open and staggered inside, panting like she'd just run a marathon and sweating like she'd been fucked by twenty men in a row. Nanu was goggling up at her Mistress in shock (and maybe a little panic). Becky's blue eyes flashed and she grabbed the slave-girl and shoved her down her sweat-slicked body. Nanu's knees hit the wooden floor and she barely had time to register what had happened before Becky grabbed her head and jammed it against her steaming cunt. Nanu grunted and almost choked as Becky ground her hips with a dreadful eagerness, desperate to cum. Nanu slid her tongue inside and lashed her Mistress' cunt frantically. One of Becky's hands scrabbled for and finally grabbed onto the front door, managing to swing it closed so that they couldn't be seen from outside anymore. Leaning back against the wall, she bucked her hips furiously against Nanu's face, both her hands now gripping the Egyptian girl's black hair. She hissed and panted, her entire body shaking. Becky clamped her hands over her mouth and shrieked, juddering as the orgasm rocked her. She was barely cognizant of Nanu below her, trying not to drown as Becky's cunt flooded over. Becky pumped and ground greedily, reality spinning around her. She felt herself slumping down the wall to the floor, her hand on the back of Nanu's head, making sure the girl didn't try to escape. Becky felt like her eyes had switched sockets. Thank God this hadn't happened on the street or she would have been arrested, no question. At last, she opened her eyes and Nanu was kneeling in front of her, waiting patiently with her hands in her lap. Her face and much of her upper chest were glistening with Becky's cum. Not surprisingly, she didn't seem to mind. She stayed quiet until Becky seemed more focused before she finally spoke. "I guess I'm going to have the shits for a few days after the bay-kon, aren't I, Mistress? I lost the wager." Becky wearily reached up and caressed her beloved Nanu's hair. "I'm not letting you eat all my bacon, you silly slut. I love bacon. I'll figure some other way to punish you for losing the wager, like tonguing my ass or something." Nanu nodded. "I think I will enjoy losing wagers to you, Mistress." Becky laughed tiredly. They weren't even through their first day yet and she was exhausted. How many millions more things did she have to teach Nanu before this would was safe for her? And she only had three months to do it! Who would've thought that introducing someone to the future would prove so troublesome? "So you do want to see how the television works?" Becky asked, holding up the remote. Nanu looked at her curiously. They were both naked again, and in all likelihood intended to stay that way, unless they had to leave the house. Becky imagined that Nanu's ass probably still hurt somewhat, and anything she could do to relieve the discomfort was likely in order. Not wearing clothes seemed like a good start. "Mistress, I don't even know what it does, never mind how it works," the Egyptian girl pointed out, sitting on the floor, cross-legged. She gestured at the small black device her mistress held. "Wassa?" "This controls the television for me," Becky said, sitting down next to her charge and showing Nanu all the tiny buttons on the device. Granted, Nanu didn't know what buttons were, so she merely frowned at the remote in mild confusion. "I use it to watch things on the television. It allows me to select what I watch." She pointed the remote at the television and pushed the Power button. The High Definition unit, which was actually longer than Nanu was tall, winked on, and noise blared from it as images came on the screen. Nanu squealed at the sound and scrambled behind Becky, hiding and clutching her mistress' flanks. Becky giggled and lowered the volume. "You can come out now, hero," Becky said, smirking. "I lowered the volume." Nanu peeked out from behind her mistress, looking at the screen warily. She stared for some seconds, unable to understand what she was seeing. Some yellow-haired woman, ridiculously overclothed, was looking at Nanu and babbling in what she could only assume was En-gush. She had a serious look on her face as she spoke into what looked like a black cock. It was windy, apparently, because her hair was blowing around. Nanu slowly crawled toward the TV, her eyes narrowing. Becky watched in amusement, still sitting some distance away. Nanu had a great ass, and she could stare at it endlessly. The younger woman moved close to the screen, staring in bewilderment. Becky had lowered the volume sufficiently so that the news reporter wasn't yelling in Nanu's face. Nanu stared, then moved to the side of the television, looking around and behind it, sitting on its smoked glass countertop. She crawled around to the other side and looked behind again. Finally, she turned and looked at Becky in confusion. "Mistress?" she asked uncertainly. "Why do you keep the woman in the tiny box? How?" Becky had half-expected the question, of course, but it was still funny to hear. Once she was done snickering (Nanu waited patiently, looking only slightly annoyed), Becky replied. "She is not trapped inside the television, darling. It is a device that can show me other people. You have paintings in Rome and back in Egypt, right?" Nanu nodded. "And of course, a painting is just an illustration of someone," Becky explained. She'd had a little bit of time to put thought into this. "They're not actually in the painting, trapped." "So;” Nanu ventured, thinking about it. "The woman inside the box is a painting? Why can it move and talk to me?" "It's not a painting, it's a representation of her," Becky replied, knowing this would get awkward. "A television allows me to see things that are happening elsewhere." Nanu's eyes widened in shock. "The woman you see on the television is here in the city somewhere. I can see other people as well;” She changed the channel, and the television now displayed a Tom and Jerry cartoon. Unfortunately, a split second after the cartoon came up, Tom screamed loudly, having stabbed himself in the ass with a needle on the end of a pool cue. Nanu yelped in fright and threw herself into Becky's arms, shaking. Becky wheezed as she tumbled onto her back, holding onto her young ward. Nanu was trembling, her face stuffed between Becky's boobs. "Mistress, the box frightens me," the girl whispered. "It is too loud." "We can change how loud it is, Nanu," Becky said gently, pushing herself up into a sitting position and hugging Nanu, who was still wrapped around her, refusing to let go. "My world is probably rather loud compared to the one you know, my love. And the noises will be things you're not used to. But I promise you that you will adapt. Just like you did to life in Rome, and just like you will to bacon." Nanu nodded and then turned her head to look back at the TV. "Is; is that supposed to be a mouse and a cat?" Becky nodded. "Someone drew them to look comical and make people laugh." "The mouse is trying to kill the cat," Nanu pointed out. "He struck the cat on the head with the stick so that the cat screamed and swallowed that rolling ball. The mouse is evil. Are cats not sacred in your time, Mistress?" "Cats think they are, but many people just keep them as pets," Becky laughed. "Turn around and let me show you more. And I promise you, Nanu, nobody is caught inside the box. I don't quite know how to explain yet, but I will when I can. The television is meant to entertain." She changed the channel again and Nanu watched intently as Rocky Balboa and Ivan Drago slugging it out on the screen. "You have gladiators in your society, Mistress?" she breathed, watching the bulging muscles flex as the two men pummeled one another. "We pay some athletes to fight, but we do not have death sports, like you remember," Becky replied, shrugging as she hugged Nanu, who was still sitting in her lap. "I mean, maybe some countries like the Veniti (Russians) do, but they're rather barbaric. We have Olympics, like you remember, just a lot more events. But this is just a story being told, this isn't real." "It looks very real," Nanu said, still glued to the screen. "I can hear them hitting each other." "Did you ever see a drama or play, Nanu?" Becky asked, which got a nodding head from the smaller girl. "Well, just like in those plays or dramas, the actors can pretend to strike one another. In my time, we might just be better at making it look real." "How do you tell fake fights and real fights apart?" Nanu asked. Becky could feel the other girl squirming in her lap. Nanu was getting turned on watching muscular men beat one another up. "Circumiastentia, (context)," Becky replied. "The television will tell you if you are watching something that actually happened, or whether it is a drama." Nanu tilted her head. "Can you show me a real fight?" Becky considered and then switched to a sports channel. Quickly enough, she came across an MMA fight between two women. Nanu gaped as she watched the women grapple and beat the shit out of one another. "Oh, Nunes! She Just Hurt Cyborg!" crowed the announcer. Not that the Egyptian girl understood what he was saying. "And; they never use weapons?" Nanu asked in a quiet but somehow hopeful voice. "No, you bloodthirsty little thing," Becky giggled, hugging her tight and wiggling her boobs into Nanu's back. "If you see weapons, it is probably a drama and not real." "These women are not very attractive, and punching each other just makes it worse," Nanu said, wrinkling her nose. "I would not fuck them. Are they fighting over a man?" Becky wasn't about to try to explain that Amanda Nunes was married to another woman who was also an MMA fighter. She just let her continue to watch while blood and teeth flew everywhere. "What else, does the magic box show us?" Becky thought of how to explain. She thought about anything Nanu might have been familiar with. "Do you; remember how announcements were placed in the Forum in Rome for people to read?" Nanu nodded. "The acta diurna. They told us about things that were happening. I was one of three Flavian slaves who could read them. It made the others jealous. But mostly we just found out about things from hearsay, people telling other people things." "Well, there are people who are paid to report nuntium (news)," Becky said. "That way, you can know what's going on, not just here in the city, but almost anywhere in the world." Nanu leaned back into Becky and looked up at her. "What IS the name of this city you live in, Mistress?" "Toronto," Becky said. This drew a frown from Nanu. Becky picked up Nanu's hand and gently pressed her lips against her palm. "To-ron-to." Nanu shook her head. "Maybe if you said it against my lips, Mistress." Becky giggled and shook her head. "You little slut;” She leaned down and her lips barely touched Nanu's. "Tor-ron-to." Fifteen minutes of almost kissing passed before Nanu could say Toronto. Becky wasn't at all surprised. It occurred to her that maybe one way to ease Nanu into her new environs and life was to find ways in which it was similar to her old one. "I know you don't speak English yet, darling, but I might be able to help you learn a little more quickly. Can you spell your name?" "Nanu nodded. "I can speak Latin and read some, Mistress, but; I only know how to write a few words. One of them is my name." "Come," Becky said, getting Nanu out of her lap and getting to her feet. Nanu followed suit. "Let's go to the kitchen;” She brought Nanu by the hand into the kitchen and stopped in front of the fridge. She had a small whiteboard stuck to it, and some colored markers alongside. She popped the top of the black marker and then drew a large dot on the board, demonstrating for Nanu how it worked. She then handed the marker to Nanu. The Egyptian girl looked at it curiously and then sniffed the tip. "Don't lick it, Nanu," Becky said gently but firmly. Nanu grimaced and stuck her tongue back in her mouth, sighing and turning toward the whiteboard. It was a glossy white color she'd almost never seen before. She gripped the marker awkwardly, in her fist, and pressed the tip against the white surface, obeying Becky's instructions to not press so hard. She slowly drew out her name on the surface. NANV "Good," Becky said as the slave-girl wiped her forehead. "Now, watch me spell your name in English;” NANU Nanu looked shocked. "Mistress, they are almost exactly the same," she breathed. "Why are they so similar?" Becky smiled. "My language borrows many, many things from Latin, including the alphabet. Many words have Latin origins as well." She wrote the name of Rome in Latin and English for Nanu, followed by the words for Egypt. ROMA ROME AEGYPTUS EGYPT. Nanu got quiet for a moment. "Mistress, I; I know my family is gone now but; what does my home look like?" "Do you mean Egypt?" Becky asked. Nanu nodded. "Well, it is still largely desert, except along the river, but there are many large cities like my own there now. The city that is the capital of the Egyptian nation is one of the largest in the world." Nanu almost looked excited. "My people are numerous and mighty?" Becky paused a second too long in answering and Nanu's expression changed to one of concern. "Mistress? Tell me the truth." Becky led her over to two small chairs and held her hand while they sat down. Becky drew a deep breath. "It is hard to explain, Nanu. Your nation is populated, like I said, but; I don't think the people there are Egyptians the way you understand them." Nanu almost went pale. "We have been destroyed?" "No, not as such," Becky fumbled, trying to explain. "But; for centuries after your time, there were waves of people who moved through the lands. Do you know who the Arabs are?" Nanu thought about that. "They are nomads from the great desert, aren't they?" Becky nodded. "After the Roman Empire fell, the next great empire was one ruled by the Arab tribes. Egypt fell to them. Modern scholars believe that the Arabs are the blood of Egypt now, and much of northern Africa. They had children with your people, and then with those children in time, and soon; your blood, true Egyptian blood, was no more. Not as you would think of it." The Egyptian girl was silent for some time, staring at nothing. Or Becky's boobs. It was a fair bet with Nanu. "My people are gone;” she murmured, looking at the floor. "We are no more;” Becky nodded sadly. "There are many civilizations in the world that has happened to, Nanu. Egypt, your Egypt, just happens to be one of them. If the scholars are right about that, then you are the only person in my world of your bloodline, your people." Nanu finally looked up at Becky and nodded. "Then I must fuck and have children so that the people of the Black Land may rise again. I will be the new queen of a new, mighty people of Keme." Becky smiled warmly. Nothing ever seemed to daunt Nanu for long. "Nanu, my love, somehow I do not doubt that about you. Let's eat, shall we?" This time around, Becky chose the foods carefully, mostly relying on fresh fruits and vegetables. She did her best to buy organic products, free of pesticides and preservatives, so hopefully this meal would not wreak havoc on Nanu's digestive tract. Nanu watched patiently as her mistress prepared the food, cutting into a loaf of what seemed to be bread, and smelled wonderful. Becky had baked it not long before she and Mark had gone to retrieve Nanu, so it was still quite fresh. She brought everything to the table and sat Nanu down before sitting herself. "Apples, pears, blackberries, celery, scallions, cherry tomatoes, bread I made myself, with butter and my own peanut butter," Becky said, pointing to everything in turn. "I think you'll like it." Nanu made a wry face when she looked at the peanut butter. "What is that, Mistress? I would be rude if I said what it looked like." Becky snickered, remembering that the Romans had no damn idea what a peanut was. "It is a paste made of a ground up nut. You have eaten almonds?" The Egyptian girl nodded, still looking at the brown goop suspiciously. "This is like almonds, but I have ground them up and made a paste out of them. Try a bit on your spoon." Nanu trusted her mistress enough to dip her spoon in the goop that looked like warm shit, and licked it with her tongue apprehensively. She smacked her lips as she tasted the peanut butter, her eyes darting back and forth. Then she blinked and dunked her spoon into the condiment, scooping up a huge glob and shoving it in her mouth eagerly. "Leave some for me, you brat!" Becky laughed. "You spread it on your bread, although you can also put it on some of your fruits and vegetables, like the apples or celery. Let me show you." She demonstrated spreading the peanut butter on her piece of bread, and Nanu followed suit. Nanu devoured the bread covered in peanut butter quickly, then began experimenting with putting the substance on the other foods on her plate. Some were a miss, but she seemed delighted with the peanut butter on the apples and celery, as her mistress had suggested. "Mistress, I cannot wait to lick this off of you;” the Egyptian girl breathed. "This is as good as licking honey off a cunt." "All in due course, my dear," Becky assured her. "For now, just eat." "How will I eat, Mistress?" Nanu asked as she shoveled apple and peanut butter down her gullet. "You said that you must work, you are to be gone for long parts of some days. How will I feed myself if I cannot work the food makers?" "I will start teaching you," the blonde said, smiling. "But until then, I will make food for you and leave it in the cold box and you can eat it when you get hungry. It might be cold food, but you will like it, I promise. And maybe I can show you how to prepare some things that don't require the heat makers." "I would like to learn, Mistress," Nanu said, pausing eating long enough to indicate she was serious. "I want to thrive in my new world, and to do that, I must be able to feed myself. You said you teach young minds?" Becky nodded. "Young men and women, from the ages of thirteen to eighteen. I teach them sciences." "Why are girls taught, Mistress?" Nanu asked. "If they just need to be able to read before they marry and have children, why would they learn anything else? Especially a science?" Becky almost laughed. "In this day and age, Nanu, education is the right of everyone, man or woman, girl or boy. Women, as it turns out, are every bit as capable as men when it comes to academia. That's why I'm a teacher, after all." "I just thought you were smarter than everyone else and exceptional," Nanu grunted, going back to her food. "You are certainly smarter than M-ark." "You'll get no argument from me, darling," giggled the older girl, drinking some milk. "Mark is currently failing my science class." "Do you beat him?" queried Nanu. "In my time, negligent boys are held down and whipped with a leather strap if they are failing in their studies." "No, we don't beat our students, tempting as that sounds," Becky said, picturing herself beating Mark's ass for yet another D grade in her class. "But when I work, which is generally five days a week, I leave in the morning and am back in the mid-afternoon. Between eight and nine hours." "That is a long time for me to be alone, Mistress, but I will manage," Nanu sighed. "If you show me how to do things and keep myself amused, I will be fine. Maybe I can teach myself about your world." "I absolutely believe that about you, Nanu, you are a very smart young woman," Becky said, nodding and smiling. "You may have just been a dancing slave in your old life, but I'll bet you could be anything you want here in my world, if you are diligent and work hard." Nanu's eyes widened. "You mean I could become a mighty and feared queen who conquers her enemies? I will work so very hard, Mistress!" "Let's just make sure you can conquer to the TV remote first," Becky laughed as she began to clear off the table, leaving the peanut butter for Nanu. It had been a long time since she'd had it licked off her tits or her cunt, after all. They spent a good deal of the afternoon in the bathtub, where Nanu was resting back against her mistress, humming in contentment as she luxuriated in the hot, scented water. Becky was fond of adding oils to her bath, making her skin smooth, and she loved how it made her smell, even after a vigorous workout at her Krav-Maga class. "Hmm, this feels so nice, Mistress," the Egyptian girl murmured, snuggling back against Becky, her eyes closed. "Even warmer than the baths of Trajan, and much warmer than my master kept his." "I like it," Becky said agreeably, scooping up water in her hands and pouring it down over Nanu's tits and down her torso. She caressed the smooth, tan skin gently, making Nanu sigh in pleasure. They'd fucked again before the bath, making each other cum at least twice. Nanu had indeed licked peanut butter off Becky's cunt, and out of it. The brat in her came out and she managed to smear it all over Becky's front before the blonde could stop her, resulting in Nanu having to lick it all off, apparently. A terrible dilemma for them both. Once they'd showered, Becky drew a bath, and this was where they found themselves now, relaxing and winding down the day. "And you can't take me with you to your work?" Nanu asked, her head nuzzled back between the twin pillows of Becky's tits. "It's not a good idea right now, my love," the teacher answered, stroking her lover. "It's hard to explain, but Mark is there, and he can't see you right now." "I thought you said we couldn't see Mark for three whole months?" Nanu asked, making a wry face. "But you see him at your school every day?" Becky considered how to explain. "You now understand that Mark and I travel through time, right?" Nanu nodded. "I don't understand at all how you do it, but I have seen it for myself, so yes." "Well; imagine if I took you to see your family, but before you were even born. Like, if your parents were so young that they haven't even met yet. You might know who they are, but they would have no idea who you were, because you weren't born yet." Nanu squeezed her eyes shut, thinking very hard, but it was a losing battle. "Keep going, Mistress." "The Mark you would see in my school doesn't know about time travel yet, or you. He isn't my lover yet. He won't be until three months from now. The Mark you know and love is from three months ahead of us, darling. So; you meeting the Mark who exists at the same time we do is a bad idea." Nanu shook her head. "I don't understand how meeting this Mark could be bad when meeting the Mark of tomorrow isn't. But I guess I must just take your word for it; again." "Probably for the best, Nanu," Becky giggled. "Don't worry, I don't like it either." "Three months without cock, Mistress," the younger girl almost groused. "How do you survive it?" "Nanu, just because we can't see Mark doesn't mean we can't have sex with men," Becky pointed out. "Mark doesn't own us, we can fuck whomever we please, just as he can." "Just not your students," Nanu grunted. "Who else is there?" Becky shrugged. "There's quite a few teachers, but that's awkward to me. I don't want to fuck my co-workers." "There must be lots of people in this world to fuck, Mistress," Nanu insisted. "And yes, I love you, and your cunt, but three months without cock is long time for me. I could have it nightly if I wanted when I was a slave." Becky reflected on that conundrum. Before she'd begun time travelling with Mark, she'd actually been experiencing quite a drought when it came to getting laid. It had been more than a year since she'd gotten any, and that pent-up tension had a tendency to come out during her Krav-Maga lessons. She couldn't help but think that maybe, in a world so very many times larger than Nanu's, she'd made her own life difficult by being overly fussy. After all, she'd hardly shown any restraint at all once she'd gotten into the time stream, had she? In Renaissance France, she'd fucked the innkeeper's two daughters quite readily. She rarely been with a woman since her days at university. And at the Flavian villa in Nanu's Rome, she'd fucked several men and women at once, because she could. It was an orgy, after all. What the Hell was so hard about getting laid in her own time? "Nanu, I promise you, we will fuck men before we meet Mark again," she assured her charge. "Maybe I don't know who yet, but I'll make it happen." Nanu nodded drowsily, the warmth of the water in the tub getting to her. "Hmm, glad to hear it, Mistress. I do love a stiff cock in my cunt." "So do I, my love," Becky sighed, finding her own mind wandering because of the water and the sensation of Nanu's soft body against hers. She had to admit, she normally wasn't this relaxed, even after her yoga and meditation. Sometimes, there was just no substitute for getting lots of sex. "I don't want you to worry about me going to work and leaving you tomorrow. I will make sure you are fed and have things to do. We'll make all your food tonight so that it's ready for tomorrow." "Where can we get some cock, Mistress?" Nanu asked, seemingly becoming fixated. Not that Becky blamed her. The blonde closed her eyes and pondered that for a few moments. Where was she guaranteed to get Nanu and herself laid without big risk? Of course! Talk about surefire! She smiled down at her companion and hugged her close. "Nanu, I have an idea, and it will certainly result in cock for you. All the cock you want and very likely the biggest. But you'll need to bear with me first, okay? I have to teach you some things." Nanu looked back at her and nodded eagerly. "Yes, Mistress. I will learn so well if it means I get some cock!" I can't tell if she's more food-motivated or sex-motivated, Becky thought with a smirk. "Okay, then. It'll likely be later this week, so you need to be patient. But there's much to do before then." Becky reached out of the tub and picked up her cellphone, which Nanu looked at curiously. Becky pressed some small dots on the surface, which had a very lifelike picture of her Mistress on it. Becky could see Nanu's confusion and remembered that the girl had no idea what the Hell a button was. Where in ancient Rome would she have seen a button? She keyed in a number and then hit the speaker button, allowing Nanu to hear what was happening. She made a shush gesture with her finger, indicating that Nanu was to be quiet. The Egyptian girl nodded and watched intently. Nanu frowned as she heard a weird buzzing sound that was uncomfortable in her ears. Then it stopped and was replaced by a lyrical, wondrous voice. "Hello?" "Heya, Lady Prof," Becky said cheerfully. "It's Becky." What sounded like a gasp of delight emanated from the little box Becky held, and then the wonderful voice again. "Rebecca Nightingale Fischer! How are you, my dearest and most talented student?" "I'm good, thanks," Becky replied, feeling a delicious tingle at the sound of that voice. "If you and Lord High Eve

When markets are kind, anyone can look like a genius. The test arrives when conditions turn—your systems, skills, and character decide what happens next.  What are the five drivers every leader must master? The five drivers are: Self Direction, People Skills, Process Skills, Communication, and Accountability. Mastering all five creates resilient performance across cycles. In boom times (think pre-pandemic luxury hotels in Japan) tailwinds mask weak leadership; in shocks (closed borders, supply chain crunches) only strong drivers keep teams delivering. As of 2025, executives in multinationals, SMEs, and startups alike need a balanced "stack": vision and values (Self Direction), talent and trust (People), systems and analytics (Process), clear messaging and questions (Communication), and personal ownership (Accountability). If one leg is shaky, the whole table wobbles. Do now: Score yourself 1–5 on each driver; identify your lowest two and set 30-day improvement actions.  Mini-summary: Five drivers form a complete system; strength in one can't compensate for failure in another. How does Self Direction separate steady leaders from "lucky" ones? Self-directed leaders set vision, goals, and culture—and adjust fast when reality bites. Great conditions or an inherited A-team help, but hope isn't a strategy. As markets shift in APAC, the US, or Europe, leaders with grounded values and a flexible ego change course quickly; rigid, oversized egos drive firms off cliffs faster. The calibration problem is real: we need enough ego to lead, not so much that we ignore evidence. In practice that means owner-dated goals, visible trade-offs, and a willingness to reverse a decision when facts change. Do now: Write a one-page "leader operating system": purpose, top 3 goals, non-negotiable values, and the conditions that trigger a pivot.  Mini-summary: Direction + adaptability beats bravado; values anchor the pivot, not the vanity. Why are People Skills the new performance engine? Complex work killed the "hero leader"; today's results flow from psychologically safe, capability-building teams.Whether you run manufacturing in Aichi, B2B SaaS in Seattle, or retail in Sydney, you need the right people on the bus, in the right seats. Trust is the currency; without it, there is no team—only compliant individuals. Servant leadership isn't slogans; it's practical: career conversations, strengths-based job fit, and coaching cadences. Climbing over bodies might have worked in 1995; in 2025 it destroys engagement, innovation, and retention. Do now: Map your team on fit vs. aspiration. Realign one role this fortnight and schedule two growth conversations per week for the next month.  Mini-summary: Build safety, match talent to roles, and coach growth; teams create the compounding returns, not lone heroes. What Process Skills keep quality high without killing initiative? Well-designed systems prevent good people from failing; poor processes turn stars into "low performers." Leaders must separate skill gaps from system flaws. Mis-fit is common—asking a big-picture creative to live in spreadsheets, or a detail maven to blue-sky strategy all day. Across sectors, involve people in improving the workflow; people support a world they help create. And yes, even "Driver" personalities must wear an Analytical hat for the numbers that matter: current, correct, relevant. Toyota's jidoka lesson applies broadly: stop the line when a defect appears, then fix root causes. Do now: Run a 60-minute process review: map steps, assign owners, check inputs/outputs, and identify one automation or simplification per step.  Mini-summary: Design beats heroics; match roles to wiring, make data accurate, improve the system with the people who run it. How should leaders communicate to create alignment that sticks? Great leaders talk less, listen more, and ask sharper questions—then verify that messages cascade cleanly.Communication isn't a TED Talk; it's a discipline. Listen for what's not said, surface hidden risks, and test understanding down the line. In Japan, nemawashi-style groundwork builds alignment before meetings; in the US/EU, crisp owner-dated action registers keep pace high without rework. In regulated fields (finance, healthcare, aerospace), clarity reduces audit friction; in creative and GTM teams, it accelerates experiments. Do now: Install a weekly "message audit": sample three layers (manager, IC, cross-function) and ask them to restate priorities, risks, and decisions in their own words.  Mini-summary: Listen deeply, question precisely, and ensure the message survives the org chart; alignment is measured at the edges. Where does Accountability start—and how do you make it contagious? Accountability starts at the top: the buck stops with the leader, without excuses—and then cascades through coaching and controls. As of 2025, boards and regulators demand both outcomes and evidence. Strong leaders admit errors quickly, fix them publicly, and maintain systems that track results and compliance. Accountability isn't blame; it's ownership plus support: clear goals, training, checkpoints, and consequences. In startups, this prevents "move fast and break the law"; in enterprises, it fights bureaucratic drift. Do now: Publish a one-page scoreboard each Monday (KPIs, leading indicators, risks) and hold a 15-minute review where owners report facts, not stories.  Mini-summary: Model ownership, build coaching and monitoring into the cadence, and make evidence a habit—not a surprise inspection. How do you integrate the five drivers across markets and company types? Balance is contextual: tighten controls in high-risk/low-competency zones; grant autonomy in low-risk/high-competency zones. Multinationals can borrow playbooks (RACI, stage gates), but SMEs need lightweight equivalents to preserve speed. Startups should resist the "super-doer" trap by delegating outcomes early; listed firms should fight analysis paralysis by protecting experiments inside guardrails. Across Japan, the US, and Europe, leaders who pair people development with process discipline outperform through cycles because capability compounds while compliance holds. Do now: Build a "risk × competency" grid for your top workflows and adjust oversight accordingly within 48 hours. Review monthly as skills rise.  Mini-summary: Tune people and process to context; move oversight with risk and capability, not with habit. Conclusion: strength in all five, not perfection in one Leadership success is engineered, not gifted by luck. When conditions turn, Self Direction provides the compass, People Skills provide power, Process Skills provide traction, Communication provides cohesion, and Accountability provides grip. Work the system, in that order, and your organisation will keep moving—legally, safely, profitably—even when the weather's foul.  Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー).

Hoje a gente vai falar sobre um acontecimento histórico e profundamente simbólico. Pela primeira vez na América Latina, uma Torá, livro sagrado do judaísmo, foi escrita inteiramente por uma mulher.  Mais do que um feito religioso, essa Torá representa um gesto de inclusão e de transformação. Nessa conversa, a gente vai mergulhar no significado desse processo, que levou sete anos, e nas reflexões que ele desperta sobre tradição, espiritualidade e igualdade. Sua autora é a nossa convidada hoje, a Rachel Reichhardt é soferet, estudiosa formada em educação judaica pela Universidade Hebraica de Jerusalém. Também convidamos o rabino Adrián Gottfried, formado pelo Seminário Rabínico Latino-Americano, em Buenos Aires, mestre em Estudos Judaicos, pelo Jewish Theological Seminary of America, de Nova York, e rabino da Comunidade Shalom em São Paulo.

Beyond The Outer Realm welcomes back Dr. Christopher Macklin Date: November 18th, 2025 EP: 642 TOPIC: Dr. Christopher Macklin who be talking about his book "History, Truth and Healing" Contact for the show - theouterrealmcontact@gmail.com Michelle Desrochers and The Outer Realm :https://linktr.ee/michelledesrochers_ Please support us by Liking, Subscribing, Sharing and Commenting. Thank you all !!! About Dr. Macklin -Christopher Macklin presents an eye opening interview and understanding on how common and prevalent entities are and how they are manipulating scenarios around the planet through influencing and impacting governments and individuals, ultimately resulting in the current state of affairs in the world we are witnessing today.... that is culminating in planetary destabilization as well as the destruction of individual's lives, their well being and their quality of life. Is anyone on the planet untouched by their destructive and manipulative reach? Christopher has had interactions with both positive and negative races. As a very young child, reptilians would appear in his room and he learned even at that very young age how to stop them from interfering in his life and leave. He's had interactions with other negative races such as the Archons, Annunaki, Draconians and Snake beings. Inversely, there are also positive races that have been present on the planet, races like the Pleidians, Arcturians, Sirians and Lumerians. Their presence here has been for the purpose of helping humanity transcend the current levels of manipulation and negativity. Christopher works very closely with some of these races as well. Christopher specializes in healing abductees and others who have suffered related negative ET trauma. For over 14 years, Dr. Macklin assists people in removing negative ET presences from their lives, clearing homes and land, and closing multidimensional portals. He also works tirelessly with illuminati fall out children” who have been mind-controlled by ET influenced governmental agencies and institutions. In addition, Christopher works very closely with the Pleiadians and Arcturians to help heal and rebalance humanity. His new book History, Truth and Healing addresses the negative ET presence and how it has affected humanity...... Website: www.globalenlightenmentproject.com If you enjoy the content on the channel, please support us by subscribing: Thank you All A formal disclosure: The opinions and information presented or expressed by guests on The Outer Realm Radio and Beyond The Outer Realm are not necessarily those of the TOR, BTOR Hosts, Sponsors, or the United Public Radio Network and its producers. Although the content may be interesting, it is deemed "For Entertainment Purposes" . We are always respectful and courteous to all involved. Thank you, we appreciate you all!

Tanya 27 cheshvan Cap1Parte1-O alcance espiritual do estudo da Torá em pensamento,fala e sentimento

// Die Zukunft ist gar nicht so düster, wie sie scheint – da ist sich der Moderator und Naturschützer Dirk Steffens sicher. Denn wir haben sie ja selbst in der Hand. In dieser Folge spreche ich mit Dirk darüber, wie es gelingen kann, optimistisch nach vorne zu blicken und ins Handeln zu kommen. Dirk skizziert dabei herrlich pragmatisch, dass die Menschheit zwar durchaus immer wieder die gleichen Fehler macht, aber unterm Strich dann doch auch schon viel erreicht hat. Es geht um Fantasie und Zuversicht, einen außergewöhnlichen Satz John F. Kennedys, Paddeltouren und das Tor zur Welt im Norden Deutschlands. Diese Folge ist ein gleichermaßen analytischer wie leidenschaftlicher Appell für neuen Mut auf dem Weg nach vorn ... // Dirk Steffens neues Buch „Hoffnungslos optimistisch – ein ziemlich wissenschaftlicher Blick in die Zukunft” ist aber sofort überall dort erhältlich, wo es Bücher gibt. // Alle Werbepartner des FREI RAUS Podcast und aktuelle Rabatte für Hörer:innen findest du unter https://www.christofoerster.com/freiraus-partner // Hier kannst du den wöchentlichen Newsletter zum Podcast abonnieren: https://www.christofoerster.com/freiraus // Outro-Song: Dull Hues by Lull (audiio.com)

Why "top-down" selling backfires in Japan's big companies — and what to do instead.  Is meeting the President in Japan a guaranteed win? No — unless the President is also the owner (the classic wan-man shachō), your "coup" meeting rarely converts directly. In listed enterprises and large corporates, executive authority is diffused by consensus-driven processes. Even after a warm conversation and a visible "yes," the purchase decision typically moves into a bottom-up vetting cycle that your initial sponsor doesn't personally shepherd. In contrast, smaller firms or founder-led groups may decide quickly, much like private U.S. SMEs or European Mittelstand. The trap is assuming a Western "economic buyer" model maps 1:1 to Japan's governance norms post-Abenomics (2013–2020) and as of 2025. Treat the Presidential meeting as a door-opener, not a done deal.  Do now: Reframe the "Prez" as an access node; design your plan for everything that happens after the elevator ride down. What actually happens after the big meeting? The President typically delegates "look into this" to a direct report, and your proposal enters an internal review pipeline. A junior staffer performs due diligence, then a section head reviews and either quietly stops the process or passes it up. If momentum builds, the division head circulates a ringi-sho (稟議書) with attached materials for cross-functional stamps (hanko). Each division repeats its own research — Finance, HR, Operations — before any re-contact with you. Compared with U.S. enterprise sales where a single VP can overrule, Japan's system prioritises organisational risk-sharing and face-saving. Expect additional nemawashi (root-binding) conversations you won't see. Every change to scope, pricing, or timing restarts the paper trail.  Do now: Ask early who will run due diligence, which divisions must stamp, and what the ringi packet must include. Why do direct reports sometimes ignore an explicit instruction? Because "check this out" isn't "make this happen" — the President's role usually ends at referral, not enforcement. In large firms (think Toyota-scale keiretsu or Rakuten-class digital groups), middle management owns process integrity. A public "order" in front of you may still be interpreted as permission to evaluate, not a mandate to buy. In the U.S., sellers might push back on "we'll think about it"; in Japan, they really do need to think — collectively. That's not stonewalling; it's governance. The deal can die silently at any stage if the section head sees mis-fit, poor timing (e.g., fiscal year planning in March), or brand risk. Your best lever is equipping mid-levels with a de-risked, spec-tight story that they can defend internally.  Do now: Translate the top-level promise into mid-level proof: ROI math, references in Japan, security/PII notes, and implementation flow. How long does the ringi cycle take, and what slows it down? Longer than Western sellers expect — and it resets with every material change. The ringi-sho builds consensus by circulating for stamps across affected divisions. Each unit repeats checks (vendor risk, budget fit, labour impact under Japan's 2023 work-style reforms, data residency for APAC, etc.). If you tweak scope or price, a fresh ringi often triggers. For comparison, an American SaaS deal might hit Legal once; in Japan, Legal, Information Systems, and HR may all run independent passes. Multi-site rollouts (retail, manufacturing) compound complexity versus single-site pilots. Sellers who rush or "pressure close" risk face loss among reviewers — a reputational cost that kills not just this deal but your next.  Do now: Time-box your asks, pre-bundle likely objections, and avoid last-minute scope surprises that force a re-circulation. How should you re-engineer your enterprise sales motion for Japan? Build a two-track play: executive alignment for vision + operator enablement for approvals. Track A (C-suite): anchor on strategy, external credibility (Japan references, security attestations), and clear business impact by quarter. Track B (middle-down): deliver a ringi-ready pack — problem framing, options matrix, risk mitigations, rollout plan, KPI table (adoption, uptime targets, ROI), and case miniatures from sectors like automotive, retail, and banking. Compared with Europe (works councils) or the U.S. (deal desk), Japan's reviewer set is broader; so your artefacts must be modular and stamp-friendly. Pro tip: craft a Japanese one-pager that a 25-year-old staffer can champion without fear.  Do now: Produce a bilingual ringi kit: exec summary, cost sheet, security appendix, phased pilot plan, and internal FAQ. What if the buyer is a founder-led or SME "one-man President"? Move fast — wan-man shachō environments can green-light on the spot, but still respect downstream implementers. Owner-operators (common in construction, logistics, specialised manufacturers) align closer to U.S. founder-CEO norms: if they decide, it happens. However, success still hinges on managers who must live with the tool or training. Win speed without burning adoption by pre-agreeing a post-signature cadence: kickoff, hands-on enablement, check-ins. Contrast: in multinationals and listed firms, assume consensus first, speed second. Use segmented pipelines and forecasting models for each archetype to avoid "phantom commits" based on executive enthusiasm alone.  Do now: Qualify leadership style early; if it's founder-led, offer rapid pilot + success plan; if it's listed, budget for consensus cycles. Quick internal checklist for a ringi-ready packet Executive one-pager (JP/EN) with outcome metrics and timeline Options matrix (do nothing vs. competitor vs. your solution) Security & compliance appendix (data flows, access, audit) Costing & ROI sheet (12–36 months, with sensitivity) Implementation playbook (roles, training, support SLAs) Reference mini-cases from Japan/APAC peers Do now: Attach this checklist to every enterprise proposal in Japan.  Conclusion: Stop "selling the Prez"; start enabling the process In Japan's large corporates, the President opens a door; the organisation makes the decision. Treat the executive meeting as your starting pistol, not the finish line. Win by equipping mid-levels to say "yes" safely, designing for ringicadence, and pacing your asks. In founder-led firms, move decisively — with respect for the managers who must land the change. That's how you convert enthusiasm into signed, implemented value in Japan, as of 2025.  FAQs Is aggressive closing effective in Japan? No. Pushy tactics create face risk for reviewers and can stall the ringi process; equip, don't pressure.  Do all Japanese companies work this way? No. Founder-led SMEs can decide top-down; listed and multinational firms lean consensus-first.  What documents speed approval? A bilingual, ringi-ready packet: exec summary, ROI, security, rollout, and references.  Next steps for leaders/executives Map the approval path (divisions, stamps, timelines). Build a standard ringi pack and local references. Train your team on Japan-specific cadence and language. Segment forecasts by "founder-led" vs. "listed corporate."  Author credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

Fantasy Baseball Live – November 16, 2025 – 3:00 pmMicrosoft Teams:Segment 1 – Finish up the AL Central Prospects – Out on Wednesday•Kansas City Royals•Minnesota TwinsSegment 2 – News and NotesWhere will they sign?1.Kyle Tucker (OF, CHC, Excel)a.Tim and Rich – both LAD2.Bo Bichette (2B, Tor, VanyerSports)a.Tim – Braves and Rich – Blue Jays3.Cody Bellinger (OF, NYY, Boras)a.Tim – NYY and Rich - Cardinals4.Alex Bregman (3B, Bos, Boras)a.Tim – Tigers and Rich - Phillies 5.Framber Valdez (LHP, Hou, Octagon)a.Tim – Giants and Tim – Red Sox6.Ranger Suarez (LHP, Phi, Boras)a.Tim – Cubs and Rich - Orioles7.Pete Alonso (1B, NYM, Boras)a.Tim – Padres and Rich - Mets8.Kyle Schwarber (DH, Phi, Excel)a.Tim and Rich - Phillies9.Dylan Cease (RHP, SD, Boras)a.Tim – Red Sox and Rich - Cubs10.Munetaka Murakami (3B/1B, NPB, Excel)a.Tim – Mariners and Rich - NYY11.Josh Naylor (1B, Sea, ISE Baseball)a.Tim – Mets and Rich - Angels12.Tatsuya Imai (RHP, NPD, Boras)a.Tim – Blue Jays and Rich - NYYSegment 3 – Fantasy Questions of the NL East – BravesAtlanta Braves1.After 39 drafts in the NFBC, Ronald Acuna's ADP is 9.87 (10th pick). Two knee surgeries in three years, and he stole 9 bases in 95 games in 2025. He's still a great player, but is he worth the 10th overall pick in a draft?a.Tim says no.2.Austin Riley hit 36 home runs in 2022, 37 in 2023. Then, 19 in 2024 and 16 last season. He was hurt, but still played in 102 games in 2025. Over/Under 30 home runs for Austin Riley in 2026? - Overa.The bat speed and exit velocities still appear intact – 92.3 MPH exit velo.b.His ADP is 68 or the fifth round. Does that feel about right or too high, too low?i.Tim - Too low, but you're going to pass and wait on third base.3.I've been down on Ozzie Albies for several years, as I didn't believe in the power. He just doesn't hit the ball hard and gets his home run power through leverage. His speed has fallen now, with just 14 stolen bases (44th percentile in sprint speed).a.2026 stat line – HR, SB, and BA – 17 HR, 13 SB, .245b.His ADP is 158 or 11th round – ninth overall second baseman. Is there value there?4.If you had an early NFBC draft and hold, who would you draft as their closer?a.Joe Jimenez and Grant Holmes5.Give me a sleeper in the organization (minor or majors)a.Hurston WaldrepClose

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Toni kommt zurück aus Düsseldorf – beseelt von der zehnjährigen Jubiläumsfeier seiner Stiftung, auf der Herbert Grönemeyer mit „Land unter“ in die Verlängerung geht, Klaas moderiert wie ein Trapezkünstler zwischen Witz und Würde und Callum Scott großherzig seinen Day Off an Familien, Unterstützer und Luppen-Gemeinde verschenkt. Danach drehen die beiden den Spieß mal um: Statt Spieleranalyse gibt's heute die große Luppen Interview-Analyse. Objekt der Untersuchung: Joshua Kimmich gegen einen Reporter im freien Fall. Play-by-Play Analyse, Frage eins: „Wie glücklich war das späte Tor?“ Frage zwei: „Haben Sie schon mit Neuer gesprochen?“. Und spätestens bei Frage drei kriegen unsere Brüder Puls. Und dann kommen noch zwei… Dazu: ein Hörer mit Uni-Päuschen fragt nach Leroy Sané und ob Vereinswechsel Nationalmannschaftskarrieren retten. Toni erinnert sich an seine eigene U17-WM – mit Akne, James Rodríguez und Freistoßtoren. Und wir schließen die Folge mit einer Nachricht aus Dallas: GM weg, gut so, jetzt bitte Luca zurück! Du möchtest mehr über unsere Werbepartner erfahren? [**Hier findest du alle Infos & Rabatte!**](https://linktr.ee/luppentv) Für Werbe- und Partnerschaftsanfragen im Podcast EINFACH MAL LUPPEN meldet euch hier: werbung@studio-bummens.de

Light week (49 total games) with a heavy Saturday (13). Prioritize players from NYI/NYR, and use off-night stacks. Drop fringe Blackhawks (only 2 games). A few notable injuries/returns could open short-term value (Buffalo PP1, NJD blue line, TOR goalie split). Strategy through the sixth matchup of the NHL Fantasy Hockey season. Highlighting the teams and streams to target for roster optimization, matchup exploitation and maximizing our chances to win the matchup. Whether you are looking for points or peripherals, skaters or goalies - Five Hole Fantasy Hockey has you covered.       If you're enjoying the show, please leave us a Review on Apple Podcasts or Rate us on Spotify. It's the best free way to help the show.    To join the community, or get access to 2500+ likeminded fantasy hockey GMs to join in the non-stop discussion on trades, pickups and drops, sit/start questions and way more - be sure to join the Fantasy Hockey Discord!   Chirp us on X @FHFHockey or in the Discord, Love you guys