Podcasts about Tor

A new leader can arrive looking and sounding like the organisation's long-awaited saviour. They are articulate, confident, well presented and comfortable in the media. They say all the right things, reflect the mood of the moment and promise a brighter future. Then a crisis arrives. That is when employees discover whether the leader's values are genuine principles or merely attractive public relations material. Leadership integrity is not established by speeches, slogans or podcast appearances. It is revealed when revenues fall, difficult decisions must be made and the leader has something personal to lose. How does a crisis reveal a leader's true character? A crisis exposes the distance between what a leader says and what they are genuinely prepared to do. During stable periods, almost anyone can sound positive, caring and principled. The organisation is performing, customers are buying and the leader can talk confidently about people, purpose and long-term growth. The COVID-19 pandemic changed that environment almost overnight. Workforces were disrupted, markets moved rapidly and revenue disappeared across industries. Similar pressures emerge during recessions, restructures, acquisitions and technological disruption. A leader facing these conditions has difficult choices to make. Cost reductions may be unavoidable. Roles may disappear. Services may need to change. The integrity test is not whether the leader can prevent every painful decision. It is whether they explain those decisions honestly, accept responsibility and treat people with dignity. Do now: Judge leadership character by behaviour under pressure, not by appearances during comfortable times. Why do unrealistic promises destroy leadership credibility? Employees stop trusting leaders when operational reality clearly contradicts executive promises. A familiar example is the leader who announces substantial staffing reductions while promising that service quality, response times and output levels will remain exactly the same. This may reassure customers or investors temporarily, but it insults the intelligence of the people doing the work. I witnessed this while working for the Australian Government. A Minister announced a major departmental budget reduction while assuring voters that services would continue normally. Staff immediately recognised the contradiction. His credibility collapsed and motivation inside the organisation dropped. The same dynamic applies in private companies, government departments, startups and multinational corporations. Most organisations already operate with limited spare capacity. When experienced people leave, something changes: workloads increase, delivery slows, quality suffers or priorities must be reduced. Leaders do not lose credibility because conditions become difficult. They lose it when they pretend that obvious consequences do not exist. Do now: Explain what will change, what will be protected and what the organisation can no longer realistically deliver. What happens when leadership rhetoric and reality diverge? When words and actions repeatedly conflict, employees begin treating every leadership message with scepticism. A leader may initially build trust through visibility, confident communication and appealing statements about organisational values. Under financial pressure, however, they may become highly legalistic, using contracts, policies and technical rules to justify behaviour that violates the spirit of earlier commitments. Compliance with a contract does not automatically equal ethical leadership. Something can be legally defensible and still feel misleading, unfair or inconsistent with the trust previously established. The problem becomes worse when leaders insist that nothing has changed. Employees compare announcements with their daily experience. They see colleagues disappearing, resources shrinking and expectations remaining untouched. When management attempts to disguise this reality, people feel both unhappy and insulted. This gap between rhetoric and reality creates cynicism. Employees begin interpreting every new announcement as spin, even when later messages are accurate. Do now: Before communicating, ask whether employees can see clear evidence that your actions match your stated principles. Can a leader control damaging information by speaking to people individually? Isolating employees and controlling conversations rarely contains a credibility crisis because people compare experiences. A leader may attempt to minimise organisational damage by dealing with affected employees separately. Each person receives a slightly different explanation, and management hopes no one will assemble the complete picture. That approach almost never works. People talk to colleagues, former employees, customers, suppliers and professional contacts. In Japan, Australia, the United States or Europe, informal communication networks often move faster than official corporate communication. Bad news travels rapidly, particularly when employees believe information is being deliberately withheld. Once inconsistencies emerge, every executive announcement is examined for hidden meaning. The leader may continue appearing in the media, issuing press releases and offering wise commentary about business or society. Inside the company, however, those words ring hollow. The external brand and the internal leadership reputation have separated. No amount of polished communication can permanently conceal that gap. Do now: Assume employees will compare information and communicate one consistent, honest account from the beginning. Why is lost leadership trust so difficult to rebuild? Once employees conclude that a leader lacks integrity, even truthful statements may no longer be believed. Trust develops through repeated evidence that a leader's words, decisions and values are aligned. It can take years to build and only a handful of contradictory actions to destroy. When credibility disappears, rumours fill the vacuum. Genuine facts mix with fear, exaggeration, fantasy and speculation. Previously overlooked behaviour is re-examined and minor concerns acquire greater significance. Employees begin to wonder what else is being concealed. This is why public relations cannot repair a fundamentally internal leadership failure. Press releases, media interviews, town halls and corporate slogans may influence external perceptions temporarily, but employees evaluate what leaders actually do. Even if the economy improves and revenue returns, the damage can remain. The organisation may recover financially while continuing to suffer from low engagement, unwanted turnover, weak collaboration and an urgent desire for leadership change. Do now: Protect trust before it is lost; repairing credibility is far harder than preserving it through honest conduct. How can leaders preserve integrity while making painful decisions? Leaders preserve integrity by taking a long-term view, communicating transparently and sharing the burden of difficult decisions. The central issue is often the leader's time horizon. Leaders focused only on immediate survival may burn, pillage and plunder the organisation to protect their own position. Like a drowning swimmer pushing down a rescuer, they sacrifice everyone around them to remain above water. Transparency is usually the next victim. Ego encourages the leader to pretend everything is under control. Yet when reliable information disappears, rumours and supposition take over the narrative. Honesty creates a different response. Employees may accept sacrifice when they understand the situation, believe the burden is fairly distributed and see leaders accepting personal responsibility. They can work together to protect customers, preserve critical capabilities and help the organisation survive. A crisis can therefore strengthen rather than destroy leadership credibility. Humanity, humility and integrity become visible when they matter most. Do now: Tell people what you know, acknowledge what you do not know and demonstrate that leaders will share the consequences. Conclusion Leadership integrity is not a branding exercise. It is the alignment of words, decisions and conduct, particularly when the organisation is under severe pressure. A leader does not need to promise that nothing will change. That promise may be impossible to keep. The leader needs to describe reality honestly, make necessary decisions fairly and respect employees enough to tell them the truth. Crisis can expose arrogance, short-term thinking and hypocrisy. It can also reveal courage, humility and humanity. The choice lies in how the leader responds. Integrity can be thrown into the rubbish bin with all the goodwill accumulated over many years, or it can be burnished in the fire. The leader who protects it may emerge like a Phoenix: stronger, wiser and supported by people who now know exactly what that leader stands for. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and received the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver leadership, communication, sales and presentation programmes globally, including Leadership Training for Results. He has written several books, including the best-sellers Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery, as well as Japan Leadership Mastery and How to Stop Wasting Money on Training. His Japanese-language works include Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう) and Gendaiban "Hito o Ugokasu" Rīdā(現代版「人を動かす」リーダー). Greg publishes daily business insights on LinkedIn, Facebook and X and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews for executives and professionals seeking practical strategies for succeeding in Japan.

This week, we're discussing The Lion and the Deathless Dark by Carissa Broadbent. Shoutout to the folks at Tor for sending us each a copy of this book! Kyrene, part time bounty hunter and part time servant of Shiket, goddess of Justice, is doing what she can to scrape by with her god created sword, Zefiah, and keep the people she cares about alive. A devastating miscalculation leaves Kyrene stunned by grief and rage and leads to an unlikely partnership with Septimus, prince of the Bloodborn vampires, pursuing their mutual goal to kill the gods. What could go wrong? So much.We are thrilled to finally have part 1 of Septimus and Kyrene's story. We have previously discussed the other full length novels in this series and invite you to check them out if you need a refresher.

Zum YouTube Video September 2026 als Übungsfeld - jetzt vertieft sich der Sprung ins Unbekannte. Nach dem großen Sprung der Finsternisperiode gibt es nun kein Zurück mehr. Im September geht es darum, Deine Entscheidungen im Alltag zu leben. 6 Achsen werden von Sonne und Erde durchlaufen. Uranus wird in Tor 20 rückläufig und reiht sich damit in einen fünffachen Rückzug der äußeren Planeten ein, der als verlässlicher Jahresrhythmus jeden Herbst wiederkehrt. Gleichzeitig reift der Kanal 29-46 über drei Planeten hinweg weiter und schenkt uns Durchhaltevermögen: mit der Sonne selbst hält er fast eine Woche. Der September führt uns nicht auf neue Wege, er führt uns in die Vertiefung unserer Entscheidungen hinein und liefert uns damit genau das Feld, in dem wir uns neu zurechtfinden müssen. Ich spreche in dieser Folge über: Warum der September 2026 uns nun ganz anders fordert Uranus rückläufig in Tor 20: was das für Dein Nervensystem bedeutet Den fünffachen Rückläufigkeits-Weg der äußeren Planeten und warum das kein Zufall ist Kanal 29-46 „Die Entdeckung" und wie Venus, Merkur und die Sonne dieselbe Frage über zwei Monate haben reifen lassen Mars konjunkt Sirius am 2. September als präziser Antriebsfunke zu Monatsbeginn Chiron in Tor 3 und die Urverletzung, die dort gerade neu angeschaut werden will Den Vollmond im Tor 25 Und als Ausblick: Venus' eigenen Zyklus und einen Bogen, der sich bald schließt Schau in Deinen Chart und finde heraus, ob Tor 20, Tor 29, Tor 46 oder Tor 25 bei Dir schon immer definiert waren: https://human-design-system.com/human-design-chart-erstellen/ Im September: Zwei Praxiskurse für Deinen Körper Ab 4. September: Human Design Körper und Gesundheit (PHS) Praktische Anleitung zu Ernährung und Bewegung für Deinen Prozess. https://human-design-system.com/human-design-ernaehrung/ Ab 25. September: Human Design Körper und Umgebung Welche äußeren Bedingungen Dein Körper für seine Entfaltung braucht. https://human-design-system.com/human-design-umgebung/ Mehr von der Human Design Academy: Website: https://human-design-system.com Instagram: @humandesign_academy Wenn Dir die Folge gefallen hat, freue ich mich über Deine Bewertung, einen Kommentar oder eine Weiterempfehlung an jemanden, der gerade auch merkt, dass eine Entscheidung sich im Alltag erst noch festigen muss. Herzlichst, deine Barbara

Leadership can be lonely, particularly when the organisation is under pressure. Employees expect confidence, clients expect stability and family members naturally worry when they hear that the business is struggling. So, who can the leader talk to? There is no perfect answer. Leaders need trusted advisers, but they also need the ability to process pressure independently, control their messaging and convert anxiety into practical action. Why Is Leadership So Lonely During A Business Crisis? Leadership becomes lonely because everyone looks to the leader for reassurance precisely when the leader may be experiencing the greatest uncertainty. During the COVID-19 pandemic, business leaders faced collapsing demand, government restrictions, staff anxiety, supply-chain problems and serious cash-flow pressures. Different industries were affected in different ways, but the leadership problem was universal: people wanted to know whether the organisation would survive. When sales decline, problems multiply quickly. Revenue drops, but rent, salaries, supplier payments and other fixed costs continue. Employees notice the warning signs and begin imagining the worst. The leader cannot ignore these concerns. At the same time, repeatedly broadcasting personal fear can weaken confidence throughout the organisation. Do now: Recognise that leadership pressure is real, but separate your need for emotional release from your responsibility to provide direction. Should Leaders Be Completely Transparent With Employees? Leaders should be honest about business conditions, but honesty does not require sharing every private fear, worst-case scenario or untested concern. When leaders conceal obvious problems, employees fill the information vacuum with rumours. They may assume the company's position is much worse than it actually is. Complete emotional disclosure creates a different risk. Employees may interpret the leader's uncertainty as evidence that there is no plan. The better approach is disciplined transparency. Explain what has happened, what the numbers show, which risks matter, what management is doing and what employees can control. For example, a leader might say, "Revenue is below target, so we are reducing discretionary spending and protecting our priority client relationships." That is more useful than either pretending nothing is wrong or declaring that the company may collapse. Employees need reality, direction and appropriate confidence. Do now: Communicate the facts, the response plan and the next review point. Keep personal panic out of company-wide messaging. Can A Leader Talk Openly With Clients? Clients can become trusted friends, but they are still clients and will protect their own organisations first. Strong commercial relationships are usually built on credibility, trust and personal connection. People prefer doing business with people they know and like. However, telling a client that your organisation may be unable to pay salaries or continue operating can trigger an immediate risk-management response. The client may start searching for an alternative supplier, even when the personal relationship is excellent. This is especially important in Japan, where reliability, continuity and long-term supplier relationships are highly valued. A buyer may sympathise with your difficulties while simultaneously concluding that depending on your company is too dangerous. Leaders should be truthful when an operational problem directly affects the client. They should not use clients as an audience for unrestricted emotional unloading. Do now: Tell clients what affects delivery, quality or continuity. Do not burden them with every internal fear behind the problem. Should Leaders Share Their Business Stress With Their Partner? A partner can provide emotional support, but unmanaged disclosure may transfer the leader's anxiety to the entire family. After carrying pressure all day, leaders naturally want to unload when they return home. The difficulty is that a partner may hear a business concern as a threat to the mortgage, school fees, retirement plans or the family's long-term security. This does not mean leaders should hide everything. Silence can damage trust and create emotional distance. The better approach is to explain the situation with context. Clarify what is known, what remains uncertain, what actions are being taken and whether the family is facing an immediate financial threat. There is an important difference between saying, "I am dealing with a difficult quarter," and spending every evening describing catastrophic possibilities with no structure or conclusion. Do now: Share enough to preserve trust, but avoid repeatedly bringing raw, unresolved panic into the home. Can Friends Or A Business Coach Help A Leader? Friends and coaches can help, but their usefulness depends on trust, commercial experience, local knowledge and their ability to understand the leader's real situation. Many senior leaders discover that they have few close friends. Building and maintaining a business can consume the time normally invested in personal relationships. Friends may offer sympathy, but they often cannot provide informed commercial advice. They do not know the customers, employees, finances, competitive environment or internal politics. A coach can provide perspective, questioning and accountability. However, a coach who has never led a business may struggle to appreciate the consequences of executive decisions. Context also matters. Advice that works in the United States, Europe or Australia may not transfer neatly to Japan. Employment expectations, decision-making processes, customer relationships and communication norms can be very different. Confidentiality is another issue. Leaders must consider how much competitively sensitive information they can safely disclose. Do now: Choose advisers who combine discretion, relevant experience, cultural understanding and the courage to challenge your thinking. How Can Leaders Manage Stress When They Have Nobody To Talk To? Leaders can reduce pressure by converting unstructured worry into a written sequence of problems, priorities, options and actions. Journalling, meditation and exercise can all help leaders regulate stress. Alcohol and drugs may offer temporary escape, but they usually create additional problems rather than resolving the original ones. Writing is powerful because anxiety is often vague and repetitive. Once the concern is written down, it becomes something the leader can examine. Use four questions: What problems am I facing? Which problem has the highest priority? What could I do about it? Which solution should I begin implementing immediately? This method sounds almost too simple. That simplicity is its strength. The process forces the leader to separate several overlapping worries, identify the issue that matters most and select a concrete next step. Action then replaces at least part of the helplessness. Do now: Write down the problem, choose the priority and take one useful action before the day ends. What Should Leaders Remember About Pressure At The Top? Leadership does not require pretending that fear, doubt and stress do not exist. It requires managing those emotions so they do not control the organisation. Employees need honesty and direction. Clients need confidence in continuity. Family members need appropriate context. Friends and coaches can help, but only when they have the necessary judgement, experience and discretion. Ultimately, leaders need their own method for processing pressure. Writing down the problems, prioritising them, generating options and selecting an immediate action is a practical place to start. You may not always have the perfect person to talk to. You can still create clarity, regain control and move forward. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and received the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver leadership, communication, sales and presentation programmes globally, including Leadership Training for Results. He has written several books, including the best-sellers Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery, as well as Japan Leadership Mastery and How to Stop Wasting Money on Training. His books have also been published in Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg publishes regular business insights on LinkedIn, Facebook and X and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews for executives and professionals seeking practical strategies for succeeding in Japan.

A legend of the sport, Joe Grant joins us in our Chamonix studio. We discuss the early days of UTMB and Tor des Géants, his relationship with Roch Horton and stories from the Kroger's Canteen aid station at Hardrock, the influence of Matt Carpenter on his approach to ultrarunning, and why he thinks running media too often puts the act of running ahead of the landscapes it moves through.Partners:Precision Fuel and Hydration - use code SINGLETRACK at checkout for 15% off your next orderNorda - check out the 005: the lightest, fastest, most stable trail racing shoe ever madeRaide - Making equipment for efficient human-powered movement in the mountains Support the show

Donald Hugh McIntyre passed in 2025, but is remembered as one of the most insightful polymaths... while his blog Etherplan lives on. The episode came out in the first week of February 2019, ran two hours, and set the genetic code for Bitcoin Takeover podcast. Time stamps: 00:02:45 – Introduction: who is Donald McIntyre 00:04:49 – Was Bitcoin inevitable? 00:06:29 – 10,000 years of top-down structures vs 3.5 million years of evolution 00:08:27 – Cypherpunks: Chaum, Tim May, Nick Szabo 00:09:43 – The ancient desire for unconfiscatable money 00:11:55 – Bitcoin as a bottom-up system 00:12:39 – Living in a dual world: banks vs private keys 00:15:02 – Trusted third parties are security holes 00:16:40 – Nick Szabo's social scalability explained 00:18:27 – Why banking excludes: the unbanked in the US and Latin America 00:20:14 – Privacy, intelligence agencies & the false sense of security 00:21:13 – Is Bitcoin enough to make people demand decentralization? 00:23:23 – Asia's interest in Ethereum Classic & immutability 00:24:51 – Mt. Gox, breaches & untrustworthy third parties 00:25:57 – Not your keys, not your coins 00:27:28 – JP Morgan's building & the marketing of strength 00:28:45 – The instant gratification bribe 00:29:58 – The tradeoff: security means inefficiency 00:31:27 – The high performance fallacy 00:32:26 – Decentralization theater & scammers 00:33:48 – Hyperbitcoinization: elites first or the people who need it? 00:36:26 – The jet set analogy: how technologies bootstrap 00:40:54 – The Lindy effect 00:41:47 – The geeks got in before the bankers 00:43:25 – The token as intrinsic to the protocol 00:46:27 – Bitcoin as a biological invention 00:47:02 – How Nick Szabo thinks (and why he went to law school) 00:48:38 – Shelling Out: the origins of money 00:51:20 – The 150-person brain & money as a bridge between strangers 00:52:39 – Dawkins & reciprocal altruism 00:53:52 – Stone tools, subjective value & the first trade 00:56:15 – Reading Szabo 30 times: one article = six months of university 01:00:52 – Lomekwi, Oldowan & Acheulean: Donald's stone tool theory 01:03:42 – Stashes of hand axes as prehistoric vaults 01:04:58 – Is money millions of years old? 01:07:51 – Darwin, Dawkins & John Maynard Smith 01:08:31 – The logic of animal conflict 01:10:53 – Territory, asymmetry & conflict minimization 01:12:08 – Money as a conflict minimization device 01:12:36 – Bitcoin's game theory & the Byzantine generals problem 01:15:32 – Chimpanzees, bipedalism & why our brains grew 01:17:19 – Bitcoin carnivores 01:17:40 – Szabo & Satoshi: the Newton-Leibniz parallel 01:19:23 – Satoshi's credits: bit gold, RPOW, Hashcash, b-money 01:19:59 – The mystery of Wei Dai 01:20:54 – Remembering Tim May 01:21:53 – The JW Weatherman interview & the CoinDesk piece 01:23:40 – Tim May as the father figure who was never satisfied 01:24:39 – Why not David Chaum? The Elixxir disappointment 01:26:35 – Never underestimate the elders 01:28:08 – What the cypherpunks built: Tor, WikiLeaks, BitTorrent 01:30:17 – Napster, Megaupload & the raid in New Zealand 01:30:30 – Cryptography as a wall: violence made useless 01:34:10 – The shifting Ethereum narrative 01:35:27 – World computer: a marketing confession 01:38:11 – The spectrum from marketers to scammers 01:39:59 – The DAO fork fight & leaving for Ethereum Classic 01:40:44 – What Ethereum Classic adds to Bitcoin 01:41:17 – Liquid & RSK: glorified trusted third parties 01:41:57 – Turing completeness on the base layer 01:43:48 – The future: four or five networks 01:44:26 – ETC's monetary policy: 210 to 230 million 01:46:19 – The 51% attack that happened that week 01:47:48 – 220,000 ETC, 15 double spends & 5,000 confirmations 01:49:15 – The $5,000 ETC thesis 01:50:37 – What happens when Ethereum moves to proof of stake 01:51:37 – ProgPoW, the issuance cut & doing everything wrong 01:52:16 – The Nick Johnson poll on reversing double spends 01:52:54 – The Parity bailout & the precedent of the DAO 01:54:53 – Bitcoin: soft forks, Schnorr & the SHA-256 exception 01:57:09 – Governments will never voluntarily give up fiat 01:59:14 – Donald's criticisms of Bitcoin 02:00:02 – The 21 million cap as a political decision 02:01:13 – The miner lobby scenario, 40 years from now 02:02:09 – Merge mining, drivechains & the super miners 02:02:14 – Miners as the future Google and Apple 02:04:46 – Paul Sztorc, Truth Coin & the guest suggestion 02:05:40 – "Do you think I have a chance with Nick Szabo?" 02:06:31 – The selfish joy of podcasting 02:09:51 – Enlightening, a Lightning pun & goodbye

Zum Video Die Mondfinsternis am 28. August 2026 ist keine einzelne Momentaufnahme. Sie ist der Abschluss eines größeren Zeitabschnitts, der mit dem Blutmond im September 2025 begonnen hat. Was seither in Dir gearbeitet hat, der ständige Zweifel, das Hinterfragen, das Umdenken, das bekommt jetzt endlich Richtung. Ein Zyklus schließt sich. Die Finsternis wandert auf die neue Achse 59/55 und stellt uns die Kernfrage der kommenden Zeit: Wie kann ich ganz ich selbst sein und gleichzeitig echte Nähe und Verbindung zulassen? Diese Achse gehört zum Kreuz des schlafenden Phoenix — dem Kreuz, das ab 2027 unsere kollektive Hintergrundenergie prägen wird. Verstärkt wird die emotionale Intensität durch zwei komplette emotionale Kanäle: Mars in Tor 39 aktiviert mit dem Mond den Kanal der Provokation (39-55), und der Nordknoten in 30 zusammen mit Pluto in 41 bildet den Kanal des Erkennens. Dazu Neptun rückläufig in Tor 25 und Uranus in Tor 20 als Klarheitsverstärker. Ich spreche in dieser Folge über: - Welcher Zyklus jetzt zum Abschluss kommt - Die Zusammenhänge mit der Sonnenfinsternis und den letzten Mondfinsternissen - Die Wirkung der Achse 63-64 auf uns ganz persönlich - Die Tore 59 (Auflösung) und 55 (Spirit) mit der Frage nach echter Verbindung - Wie Dir Strategie und Autorität in Bezug auf Deinen Typ jetzt helfen - Die zwei emotionalen Kanäle (Emotionen freisetzen und Erkennen) - Neptun rückläufig und Uranus in Tor 20: der Sprung ins Unbekannte - Konkrete Bilder für Beziehung, Beruf und Entscheidungen - Reflexionsfragen zur weiteren Vertiefung Erstelle Dein Human Design Chart: Schau in Deinen Chart und finde heraus, wo die Tore 59 und 55 bei Dir liegen: https://human-design-system.com/human-design-chart-erstellen/ Im September: Zwei Praxiskurse für Deinen Körper Für echte Transformation reicht laut Ra Uru Hu nicht nur Bewusstheit. Es geht auch darum, Deinem Körper die Bedingungen zu geben, unter denen er optimal funktionieren kann. Ab 4. September: Human Design Körper und Gesundheit (PHS) Zweiteiliger Praxiskurs — Ernährung, Bewegung und wie sie Deinen Transformationsprozess unterstützen.

Am 28. August verdunkelt die Erde den Mond zu gut 96 Prozent. Es ist die dritte und letzte Mondfinsternis im Zeichen Fische, und damit schließt sich ein Bogen, der im September 2024 begonnen hat. Eine Mondfinsternis ist kein Anfang. Sie ist ein Abschluss, und genau darin liegt ihr Potenzial.Im Human Design steht der Mond dieser Finsternis im Tor 55, dem Tor der Fülle und des emotionalen Geistes, und ihm gegenüber die Sonne im Tor 59, dem Tor der Intimität. Diese Phönix-Achse 55-59 erzählt eine Geschichte von Beziehung. Wie kannst du dich einem anderen Menschen ganz öffnen, ohne dich dabei selbst zu verlieren? Was auf dieser Achse zu Ende geht, sind die Verbindungen, in denen du dich verstellt hast.Dazu wechselt der südliche Mondknoten von der Jungfrau in den Löwen, ein Spannungsaspekt zu Uranus bringt blitzartige Erkenntnisse, und Mars steht vom 25. August bis 3. September im Tor 39 und macht Druck, sich emotional zu zeigen. Daraus kann eine schockierende Klarheit darüber entstehen, wofür du dich jahrelang gebogen hast. In dieser Folge schauen wir uns an, was das für dich bedeutet und wie du gut durch diese Tage kommst.▶️ Die Sonnenfinsternis davorDiese Mondfinsternis schließt das Portal, das mit der Sonnenfinsternis am 12. August begonnen hat.Hier findest du das Gespräch dazu ▸ https://www.youtube.com/watch?v=kuS18ZX6NtI

125 Millionen Euro für Yan Diomande, 55 Millionen Euro für Said El Mala und so weiter. Angesichts der Mondpreise, die heuer widerstandslos für Fußballspieler abgedrückt werden, die just dem Stimmbruch entronnen sind, werfen die erzkonservativen Rückfallzieher unter Meigls Federführung einen Blick aufs Jahr 1976, als nach dem Sündenfall, dem ersten Eine-Million-D-Mark-Transfer der Bundesliga, noch wahrhaftige gesellschaftliche Erregung im Spiel war, der Sittenverfall im Kicker (West) und der Fußballwoche (Ost) heiß diskutiert wurde, Klein-Guidos Zeugnis in der Rüsselsheimer Albrecht-Dürer-Schule wegweisende Züge hatte („Guido schreibt entweder ab oder am Thema vorbei“) und Klein-Meigl die Pausen nutzte, um die Tafel im Klassenzimmer der Leibnitz-Schule um ein „Nur die BSG!“ zu bereichern. Meigl, der 1976 Bestnoten im Schulgarten-Unterricht hatte, nimmt Guido, der 1976 gut in Leibesübungen war, mit auf eine sozialkritische Zeitreise. Von 1976 und einem Stürmer, der allen Ernstes Roger van Gool hieß und eine Ablöse-Schallmauer pulverisierte, bis ins Jahr 2026, in dem RB Leipzig kurz davor ist, das Hundertfache der van Goolschen Mörderkohle für einen 19-jährigen Kölner namens Said El Mala zu zahlen. Meigls Monolog handelt von Sein und Nichtsein, von einem funktionierenden Wertekanon, von Rückgrat, von Jimmy Carter, der 1976 gegen Gerald Ford gewinnt und als US-Präsident keinen einzigen Krieg beginnt, von Erich Honecker, der 1976 Willi Stoph beerbt, um einen Lampenladen zu eröffnen, von Uli Hoeneß, der 1976 einen Elfer in den Belgrader Nachthimmel jodelt. Als Guidos Glubschen zufallen, kommt Meigl, der unendliche Einlaufkurven liebt, endlich auf die Zielgerade. „1976 holte der 1. FC Köln aus Brügge einen Fußballer, der eine Million D-Mark Ablöse gekostet hat“, beklagt Meigl den imperialen und stilbildenden 76er Rekordtransfer. „Das, Güüdooo, war der Anfang vom Ende des ehrlichen Fußballs! Für eine Million Westmark hätte ganz Leipzig nie mehr Blauen Würger trinken müssen!“ Beim Kauf von zwei Flaschen Kristall Wodka gab es einen Blindenhund gratis. „Und dann“, Meigl ist auf 180, „hieß dieser Millionen-Stürmer von drüben auch noch Roger van Gool. Wolltet ihr uns verarschen? Warum nicht gleich Toni de Tor? Anständige Fußballer heißen Bernd Bauchspieß, Henning Frenzel oder Hansi Leitzke!“ Über 50 Millionen Euro für El Mala? Meigl: „Das ist nicht mehr mein Fußball.“ Nach Guidos tröstenden Worten („Deine Chemiker haben weder Geld noch Erfolg, das ist purer Fußball, Meigl!“) nimmt Journalisten-Legende Pit Gottschalk die Themen Kommerz, Telekom Cup, RB-Leitplanken, Eintracht Trier und dies und das geistreich volley. Nur mal so: Vor vielen Monden wurde der einst zart besaitete Mainzer Jung-Stürmer Guido im Moselstadion zu Trier von grobschlächtigen Gastgebern, die oben rum Bärte wie Karl Marx und unten rum spitz zugeteilte Alustollen trugen, zum Mann gegrätscht. Präsentiert werden die Rückfallzieher von Gold for Leipzig - powered by der lieblichen L-Gruppe. Der Leipziger Vorort Berlin würde gerne olympisch werden. 2036, 2040 oder 2044. Das funzt nur, wenn Co-Ausrichter Leipzig den olympischen Funken weltweit überspringen lässt. Die minütlich wachsende Bürgerinitiative Gold for Leipzig will mitreißen, inspirieren, hat unter anderem die Aktion „Deine Stimme für Olympia“ geboren. Bis zum 26. September sollen 10000 Stimmen her. Grund: An jenem 26. entscheidet der Deutsche Olympische Sportbund (DOSB), welche deutsche Bewerber ins olympische Rennen geschickt werden.

Med hjälp av en gigantisk förundersökning försöker vi ta reda på vad som hände det äldre paret Tor och Gärd som mördades på Tors gård i Brattås 2005. 20 år senare hittade man en misstänkt mördare med hjälp av släktforsknings-DNA. Vad ledde fram till den upptäckten, och vad talar för att den misstänkte mannen blir dömd? Det här hör ni mer om i dagens avsnitt.Av och med Tobias Henricsson/PRS Media.Glöm inte att sponsra oss på för att få fler och längre avsnitt! Gå in på patreon.com/krimmagasinet och donera en summa som podden får per månad. Till dig som inte stöttar på Patreon – tack för att du inte hoppar över reklamen! Inkomsterna från den är viktiga för att jag ska kunna jobba med just de här sakerna.För donationer via Swish, kontakta mig på nedanstående e-postadress så får du numret.Tipsa gärna vänner och bekanta om podden!Kontakt och sociala medier:https://www.facebook.com/prsmedia.sehttps://www.instagram.com/prsmediahttps://www.threads.net/@prsmediahttps://www.prsmedia.seinfo@prsmedia.seprsmedia@protonmail.com (krypterat) Hosted on Acast. See acast.com/privacy for more information.

Many organisations say they need better leadership, but what they often have is a collection of very busy managers. Managers are expected to control costs, meet deadlines, maintain quality, solve problems and keep increasingly complex processes moving. Then, without providing much leadership training, companies complain that these same people are not developing their staff, communicating the strategy or inspiring stronger performance. Management and leadership overlap, but they are not the same job. Organisations need people who can manage the processes, interpret the strategy and develop the people. What is the difference between a manager and a leader? Managers make sure the work gets done correctly, while leaders make sure people understand where the organisation is going and want to contribute to getting it there. Managers naturally concentrate on processes, budgets, deadlines and quality. Modern work involves multiple interconnected tasks, so one late or poorly completed piece can disrupt an entire project. Someone must watch the details and make sure everything stays in tandem. Leadership adds two major responsibilities: setting or interpreting the strategy and developing the people. Senior executives may determine the broad corporate strategy, but leaders further down the organisation must translate that strategy into meaningful action for their own division, department or team. The problem is that companies often promote good technical performers into management and assume leadership will somehow appear automatically. Do now: Clearly define which parts of a role involve managing processes and which parts require leading people. Why do good managers sometimes struggle to become leaders? Good managers often struggle with leadership because the abilities that earned them promotion are not necessarily the abilities they need after promotion. A technically strong employee may be promoted because of expertise, reliability and attention to detail. These are valuable qualities, particularly in Japan's no-defect work culture, where managers are expected to prevent errors and avoid surprises. However, leadership requires a different set of behaviours. Leaders must communicate direction, coach individuals, handle difficult conversations, build confidence and persuade people to support objectives beyond their own immediate responsibilities. Too many companies provide little formal training, limited onboarding and almost no meaningful on-the-job coaching before expecting newly promoted managers to lead effectively. This became even more obvious during the pandemic, when remote work reduced opportunities to observe experienced leaders and learn informally. Promotion changes the title immediately. It does not automatically change the person's capabilities. Do now: Provide leadership training before or immediately after promotion rather than waiting for the new leader to struggle. How should leaders connect corporate strategy with daily work? Leaders must translate broad corporate strategy into practical priorities that employees can understand, remember and act upon. Vision, Mission and Values statements are often beautifully framed and placed behind glass. Unfortunately, many become corporate dust catchers. Nobody remembers them, nobody discusses them and certainly nobody lives them. The leader's job is to make those ideas real. Employees need to understand how the organisation's strategy connects with their daily responsibilities, customer interactions and decisions. They also need to know what the strategy means for their particular team. This requires repetition. It is not enough to mention the strategy at an annual meeting and assume everyone is now aligned. At Dale Carnegie Tokyo Training, we begin each morning with what we call the "Daily Dale". We review our Vision, Mission and Values, together with one Dale Carnegie human relations or stress management principle. Repetition helps the team remember the ideas so they can actually live them. Do now: Turn strategic language into short, repeated conversations about what employees should do differently today. How did Ritz-Carlton make its service principles part of the culture? Ritz-Carlton made its service principles operational by discussing them constantly rather than leaving them in a manual. I once attended a presentation in Osaka by Ricco De Blanc, who helped open the Ritz-Carlton hotels in Osaka and Tokyo. He explained the organisation's customer service principles and how they were embedded into daily operations. I was so impressed that I later invited him to speak to my colleagues at Shinsei Retail Bank. I also convinced my boss to send me to the Ritz-Carlton training centre in Washington, D.C. When I returned, I adapted what I had learned and created customer service principles for our retail banking business. The secret sauce was consistency. At Ritz-Carlton locations around the world, each shift began by reviewing the same service principle for that day. The principles were not treated as decorative statements. They became a shared language for behaviour and decision-making. Do now: Choose one cultural principle each day and ask the team how it applies to their customers and current work. Why is employee coaching disappearing from the workplace? Employee coaching is disappearing because managers are overloaded with operational work and mistake giving instructions for developing people. Technology was supposed to make work easier, but in many cases it has simply increased the quantity and speed of work. Managers now spend their days moving between email, online meetings, reporting systems, deadlines and urgent requests. One of the casualties is coaching. Look closely at the calendars of many people in leadership positions and remove the meetings where they are simply giving commands, checking progress or correcting errors. The remaining time devoted to genuine coaching may be measured in nanoseconds. Remote and hybrid work add another complication. Managers have fewer informal opportunities to notice changes in performance, attitude or confidence. Coaching must therefore become intentional rather than accidental. Real coaching means asking questions, listening, helping people think and encouraging them to take greater ownership. It cannot be reduced to telling employees what to do more loudly or more frequently. Do now: Schedule regular coaching conversations that are separate from progress checks and performance instructions. Can leaders really motivate their employees? Leaders cannot directly motivate other people, but they can create an environment in which people are more likely to motivate themselves. The phrase "motivating others" is slightly misleading. We cannot reach inside another person and install motivation. People are motivated by different combinations of achievement, recognition, responsibility, security, growth, purpose and belonging. The leader's responsibility is to discover what matters to each person and communicate accordingly. That takes time, curiosity and excellent interpersonal skills. Leaders must also help employees see the connection between organisational objectives and their own goals. When employees understand why the work matters, how they contribute and how they can grow, they are more likely to take ownership. This is particularly important in Japan's increasingly competitive talent market. Employees may tolerate a weak manager for a while, but talented people have more reason than ever to seek an environment where they feel respected, developed and valued. Do now: Ask employees what kind of work, responsibility and recognition brings out their best performance. What should companies expect from their middle leaders? Middle leaders must manage the processes, interpret the strategy and build the people at the same time. Process management remains essential. Deadlines, costs and quality do not disappear simply because someone has adopted a leadership mindset. However, operational control alone is not enough. The middle leader must connect senior management's direction with frontline execution. This means explaining the strategy, gaining commitment, adjusting priorities and helping employees build the capabilities required to deliver. Companies also need to give middle leaders enough time, authority and training to perform these responsibilities. It is unreasonable to overload managers with administrative work and then criticise them for failing to coach their teams. The organisations that develop capable middle leaders will be better positioned to retain talent, implement strategy and adapt to change. Their competitors may have equally good products and systems, but stronger leadership will eventually create a major performance difference. Do now: Assess middle leaders on people development and strategic alignment, not only on budgets, deadlines and error rates. Conclusion Companies do not need to choose between management and leadership. They need both. Managers keep the machinery operating. Leaders make sure the machinery is heading in the right direction and that the people operating it are growing, contributing and committed. The problem begins when organisations assume that management experience automatically produces leadership ability. It does not. Leadership requires deliberate development, repeated practice, coaching and organisational support. Your managers may already be extremely busy controlling processes, budgets and quality. The question is whether you are also helping them become the leaders your people and your strategy require. In the long term, talented employees will not simply leave companies. They will leave middle managers and stay with middle leaders. There is a world of difference between the two. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and received the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales and presentation programmes, including Leadership Training for Results. He has written several books, including the bestsellers Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery, together with Japan Leadership Mastery and How to Stop Wasting Money on Training. His Japanese-language books include 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 regular business insights on LinkedIn, Facebook and X and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews for executives and professionals seeking practical strategies for succeeding in Japan.

Defending a DSO against cybercriminals requires far more than robust cybersecurity—it demands proper insurance coverage and timely legal guidance. In Episode 4 of the Dental Cyber Watch Live podcast, Bill Neumann (CEO of Group Dentistry Now) hosts a cyberattack simulation with Gary Salman (CEO of Black Talon Security), Carrie Millar (VP of Business Development at Dentist Insurance Services), and Brittany Cambre (Partner at Grubman Warner Berry). Together, the panel unpacks the complex operational, legal, and financial decisions dental organizations face when responding to a ransomware incident. The First 24 Hours: Why initial response decisions dictate long-term financial and legal risk. Legal Shielding: Establishing attorney-client privilege before internal missteps are documented. Cyber Insurance Pitfalls: Policy exclusions, coverage gaps, and where not to store your policy file. The Extortion Dilemma: Dark web negotiations, OFAC compliance checks, and the reality of 3-to-6-month recovery timelines. Industry News & Strategic Partnerships The episode opens with major industry developments, including a strategic partnership between Black Talon Security and Henry Schein One Tech Central. Through this alliance, Henry Schein One will deploy Black Talon's EAGLEi™ cyber risk management platform, providing automated vulnerability detection and remediation across dental networks.   The panel also discusses recent security breaches targeting prominent organizations like 1-800-DENTIST and DentaQuest. These incidents reinforce a stark reality: cybercriminals indiscriminately target dental entities of all sizes. Salman references recent comments from Palo Alto Networks' CEO highlighting the vulnerability of dental and medical infrastructure, emphasizing that healthcare represents one of the nation's highest-risk sectors.  The First 24 Hours, Evidence Preservation, and Legal Privilege In the simulation, a practice manager discovers a ransom note on a Monday morning. Initial reactions often involve IT attempting quick fixes—a mistake that can destroy digital evidence or overwrite firewall logs critical to proving whether Protected Health Information (PHI) was exfiltrated. Cambre emphasizes bringing in data privacy counsel immediately within the first 24 hours to cloak forensic investigations and internal discussions under attorney-client privilege: "A lot of things are said in the heat of the moment that you wish were never reduced to writing... 'We didn't do X, Y, or Z,' or 'This was done incorrectly and now we are facing the consequences of that.' All of that stuff becomes fodder for plaintiff's attorneys to be like, 'See, you knew you did something wrong.'" — Brittany Cambre Insurance Strategy & Coverage Gaps Millar notes that only 30% to 40% of dental practices carry standalone comprehensive cyber insurance, with many relying on basic malpractice endorsements that lack third-party liability or extortion coverage. She also cautions practices against storing policy documents on their local network: "When we set the policies up, we say to people, 'Please do not save your cyber insurance policy on your computer,' because that's one of the first things that the hackers will look for. If they know your policy limits, that's exactly what they're going to ask for first." — Carrie Millar Furthermore, Millar cautions that a policy limit acts as "one bag of money" shared across forensic investigations, extortion payments, and subsequent legal defense. Without realizing how costly even a small cyberattack can be, organizations routinely operate under a false sense of security, discovering too late that their coverage falls far short. Check out this Group Dentistry Now article by Carrie Millar for more insights: Commercial Insurance Loss Trends in the Dental Industry  Extortion, Compliance, and Class-Action Lawsuits When backups are encrypted, organizations are forced to negotiate ransom demands on the dark web. Cambre highlights that counsel uses negotiations as a stall tactic to gather "proof of life" (verifying stolen data) while completing Office of Foreign Assets Control (OFAC) checks to ensure funds do not go to sanctioned entities. Even after paying or receiving decryption keys, recovery is rarely instantaneous. Wiping infected workstations, rebuilding servers, and re-integrating practice management, imaging, and revenue cycle software takes significant time: "It's not a two or three week problem... In many of these cases, there's tremendous pain for three to six months. It's just the reality of it." — Gary Salman Cambre adds that class-action lawsuits are filed with "near mechanical regularity" following public breach reports on regulatory portals. Salman concludes that executive leadership—not just IT vendors—must maintain active visibility into cyber risks, maintain an incident response plan, and test security controls regularly. The Path to Cyber Resilience To safeguard their future, DSO leadership must pivot from reactive IT maintenance to proactive, board-level risk management. True resilience requires a unified strategy, leveraging real-time security metrics and robust prevention controls while maintaining comprehensive cyber insurance and pre-established legal counsel to ensure the organization is prepared to navigate the complexities of the modern threat landscape. If you're unsure of where your organization stands today, schedule a cyber risk review.  Introducing ONIX Alliance, Healthcare Technology Leaders Exchange ONIX Alliance allows healthcare technology executives from single practices to massive multi-site health systems to knowledge share on what works within their organizations regarding AI deployment, cybersecurity defenses, cloud infrastructure, and the challenges of managing complex EHR platforms. Read the press release to learn more. DSO leaders can express interest in joining the community by visiting onixalliance.org. Thank you to our guest panelists: Carrie Millar, VP of Business Development, Dentist Insurance Services Carrie Millar is a self-proclaimed insurance nerd who somehow convinced people that reading insurance policies for fun is a perfectly normal career. With more than 20 years of experience helping dental practices manage risk, she loves turning confusing insurance language into plain English and helping clients sleep a little better at night. She is part of the leadership team at Dentist Insurance Services/FDA Services, a boutique insurance agency specializing exclusively in the dental industry. The agency focuses on serving dental practices, multi-location groups, and DSOs across the country and is proud to be the self-proclaimed nation's largest insurance brokers dedicated exclusively to dental practices. Brittany Cambre, Partner, Grubman Warner Berry Brittany Cambre advises healthcare providers and organizations on HIPAA compliance and data privacy matters, with a particular focus on breach and incident response. She regularly assists clients in responding to cybersecurity incidents and data breaches, guiding them through regulatory notification requirements, government and internal investigations, and potential litigation. Her approach emphasizes rapid response, risk mitigation, and practical solutions that allow healthcare organizations to continue operations while addressing regulatory and enforcement concerns. Grubman Warner Berry is a full-service litigation firm that is uniquely positioned to assist clients from small "mom & pop" businesses to Fortune 500 companies and everyone in between. 

Las tormentas de este sábado dejaron hasta 186 litros por metro cuadrado en algunos puntos de la Comunitat Valenciana y provocaron daños materiales en varias comarcas, especialmente en el Alto Palancia. Torás y Bejís registraron inundaciones en viviendas y garajes, desprendimientos, daños en infraestructuras municipales y afecciones a cultivos de olivo y almendro. Los ayuntamientos han comenzado a evaluar los daños y reclamar ayudas a otras administraciones. En Xàtiva, la tormenta obligó a suspender temporalmente actividades de la Fira d'Agost, mientras que el festival Medusa de Cullera retrasó su apertura.Investigadores y científicos vinculados a la reserva marina de les Illes Columbretes reclaman al Ministerio de Agricultura que recupere la vigilancia del entorno. Denuncian que la reducción de guardas aplicada hace un año ha favorecido la aparición de incursiones irregulares y casos de pesca furtiva, lo que, según advierten, pone en riesgo la conservación de este espacio protegido.Además, la prórroga de la central nuclear de Almaraz hasta 2030 ha reabierto el debate sobre el futuro de Cofrentes. Expertos de la Universitat Politècnica de València defienden mantener la planta por su peso en el suministro energético valenciano mientras continúa el desarrollo de las energías renovables y aumenta la demanda eléctrica.

In this episode, we discuss FROST, DKLS, GG20, the TOR Anchor vote, dynamic fees, and the latest protocol updates. Oleg from SwapKit also joins to talk about revenue sharing, external volume, and how SwapKit data could help improve THORChain.Swap now https://swap.thorchain.org/ THORChain is a decentralized crypto exchange. THORChain is the first and biggest DEX for Bitcoin. You can use any self custody wallet to swap and there's no KYC required.Timestamps:00:01:00 Intro00:02:00 New name for STO?00:04:00 A cheaper interface removed from THORChain branding?00:05:00 We can create multiple STO clones00:06:00 STO update00:07:00 High rankings on AI sites and new Discord support channels00:10:00 Version 3.20 update!00:12:00 Recent block-time issues00:14:00 DEXs should look out for each other00:20:00 LayerZero exploit and the previous Space00:22:00 What is FROST TSS?00:25:00 Identifiable aborts explained00:27:00 Work continues on adding FROST TSS and DKLS00:30:00 Should we use multiple cryptographies?00:32:00 How difficult would it be to build FROST from scratch?00:34:00 TOR Anchor Mimir00:37:00 A required voting system?00:41:00 THORChain has one of the best governance mechanisms in blockchain00:43:00 What do we use TOR for now that THORFi is gone?00:47:00 Nodes: Double-check your notes! ADR 29 transition00:49:00 How will SwapKit track revenue?00:51:00 If it works, great! If it doesn't, we can turn it off00:53:00 SwapKit is excited about this — a win-win!00:55:00 The goal is to bring in more external volume00:56:00 What should the starting value for revenue sharing be?00:58:00 Dynamic fee update01:00:00 Oleg from SwapKit joins!01:02:00 SwapKit revenue-sharing discussion01:05:00 Chad B asks about SwapKit quotes versus competitors01:07:00 Kenton asks about the relationship between spreads and fees01:09:00 Revenue sharing creates mutual benefits for THORChain and SwapKit01:10:00 SwapKit's implementation design01:14:00 Oleg: THORChain's TRON integration is great because there is no activation fee01:16:00 Nodes: Reach out to Oleg if you have any issues01:17:00 Chad asks if SwapKit is interested in the dynamic fee design01:21:00 Oleg: Can SwapKit provide data to help the protocol decide which pools to deepen?01:25:00 Chad B would love data from SwapKit to help improve THORChain01:26:00 Boone's treasury proposal could be modified to align with SwapKit's goals01:30:00 Denny talks about his Space with Dash and Joel01:32:00 Monero update01:34:00 Churns become more fragile as more chains are added — can we remove churns?01:35:00 Could we reach one-week churn frequency?01:38:00 "Reshare mechanism" to improve security01:40:00 XMR Layer 1 swaps and the 10-block time freeze01:44:00 Chad B: Should THORChain build in privacy?01:50:00 How would it be built?01:55:00 Is the ROI there?02:02:00 Finality

The Outer Realm welcomes Fellow UPRN Host of the Creature Code, Angel Morgan Date: August 12th, 2026 EP: 757 DISCUSSION: Tonight, Angel and I will venture beyond the physical and explore the mystical world of animals discussing their intuition and abilities. Topics will include and not be limited to, their place within the Paranormal, as Guardians, Healers, Companions and much more. Please join us as We will delve into the multiple facets of these amazing Souls. Contact for the show - theouterrealmcontact@gmail.com https://linktr.ee/michelledesrochers_ Please support us by Liking, Subscribing, Sharing and Commenting. Thank you All!!! About Angel: Angel has been working as a fast paced and fun clairvoyant, animal communicator and paranormal investigator for over 26 years. She has made a name for herself both on the screen, on stage, as well as on the airwaves. Her regular appearances on Newstalk 1010 for 7 years, her TV show Raising Energy and her engaging presence on social media have made her a well-known household name throughout North America. Having been trained by medicine people from around the world she strives to bring their wisdom and compassion to everything she does. Every reading and message is empowering and brings to life the stories that belong to those she reads for so they can find closure, guidance, growth and joy. As an animal communicator, Angel sees herself as an ambassador to the animal kingdom from scaly reptiles to feathered birds and four-legged companions. Fulfilling and fun it is a true pleasure and honour to be a part of all these worlds and more! Social links Website Raisingenergy.com Main Instagram page Instagram.com/raisingenergy YouTube YouTube.com/@raisingenergy Facebook.com/raisingenergy TikTok.com/@raisingenergy Instagram.com/angelmorganpetpsychic Blog Mypsychiclifestyle.com If you enjoy the content on the channel, please support us by commenting, subscribing and sharing : 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 Host, Sponsors, or the United Public Radio Network and it's producers. Although we value all of our guests and their perspectives, for Legal Purposes, all content must be listed and deemed as "For Entertainment Purposes" We are always be respectful and courteous to all involved. Thank you, we appreciate you all !!! United Public Radio & UFO Paranormal Radio www.uprntalkradio.com

A bi-weekly news show informing you on the latest in Bitcoin, privacy and open source tech hosted by Ungovernables, Max and Q. THIS IS THE TWEET Q WANTS YOU TO SEE: https://x.com/justh0dl/status/2086202393998291138AOBWhat a fucking weekKeyOS v1.3.1 now publicly availableSomething exciting to share on Friday's FTF (delayed by 2 weeks)NEWSThe Coldcard entropy catastropheSources: Coinkite technical backgrounder / The Rage, L0la L33tz / TRM Labs / coldcard.rip / cktripwire.com / Bitcoin Magazine victim surveyEXPLAINERThe largest self-custody theft on record, and it traces back to a single wrong conditional. In March 2021 a build guard checked whether Coldcard's hardware random number generator was defined rather than whether it was enabled, so seed generation silently fell back to a deterministic software PRNG. Every seed made on an affected device from that point carried roughly 40 bits of entropy on Mk2 and Mk3, and about 72 on Mk4, Mk5 and Q, instead of the intended 128. That is guessable. Someone did the maths offline, derived the addresses, checked them against the public chain, and swept everything with a balance. Somewhere between 1,400 and 1,800 bitcoin gone, depending on whose forensics you trust, with a median victim loss of one BTC. The part people keep missing: updating the firmware does not fix an existing seed. A weak seed is weak forever.ACTION FOR LISTENERSMove funds to a brand new seed BEFORE upgrading firmware (Lopp's guidance, on reports of update problems).Use high fees. If you see your own coins in the mempool, the attacker opted into RBF and you can outbid them. Window is minutes.Multisig users: consider a private mempool like Marathon's Slipstream.Keep the device; the UID may prove ownership in any recovery process.Updating does NOT fix an existing seed. A weak seed is weak forever.You are exempt only if you added 50+ fair independent private dice rolls, or used a strong unique BIP39 passphrase stored separately.BTCPay Server: unauthenticated LND macaroon theft, actively exploitedSources: BTCPay security advisory / v2.4.2 release / CoinDesk / TFTCCRITICAL FRAMING NOTE: this is ONE story, not two. The "BTCPay bug" and the "LND credential exploit" are the same event. The vulnerability is the macaroon leak. The Aug 8-9 wave of coverage is follow-up hardening, not a new incident. Do not present them separately.REMEDIATION (updating alone is NOT enough)Update to v2.4.2. Verify "2.4.2" in the footer.Update NBXplorer to 2.6.10+.Revoke and regenerate LND macaroons. Updating stops new theft but does nothing about already-stolen credentials. Deleting files is insufficient; the macaroon root signing key must be destroyed at node level. v2.4.2 does this automatically for standard Docker deployments. Custom reverse proxies, separate Tor services or port forwarding must rotate manually.Move funds out of any BTCPay-generated on-chain hot wallet and recreate it.Update LND to 0.21.1. Audit for unrecognised channel closures, unknown peers, unexplained balance changes.SIDE EFFECT WORTH FLAGGING: v2.4.2 removes public LND API access on Docker deployments, which breaks remote wallet connections such as Zeus connecting to your own BTCPay node. Intentional, no restoration timeline published.BREAKING CHANGE: Greenfield Basic authentication disabled by default five minutes after account creation (#7492). BTCPay: "We are not aware of any user impacted by this breaking change, as API Keys authentication is generally used."Boltz suspends all swaps indefinitelySources: Boltz statement / canary.boltz.exchange / The Defiant / TFTC / Bull Bitcoin statementCORRECTION TO THE COMMON FRAMING: Boltz has not shut down. It suspended swap services indefinitely. And the canary sequence runs the opposite way to the rumour: lapsed → suspended → renewed clean.The Bitcoin Red TeamSources: Calle and Rob Hamilton on Nostr/X / Bitcoin Magazine / CoinDesk / TFTC / OpenSats Red Team FundSUMMARYThis is the story that explains the other four. After the Coldcard exploit, Calle and Rob Hamilton pointed frontier AI models at the open-source Bitcoin stack and started auditing everything. In 108 hours, 25 developers scanned 501 projects and produced 7,958 findings, 1,280 of them rated high or critical, at a compute cost north of 58,000 dollars. They found the BTCPay bug's neighbours, and Boltz cited exactly this dynamic when it switched itself off. The uncomfortable symmetry is that the same capability doing the defending is what an attacker almost certainly used on Coldcard in the first place. And the bottleneck turns out not to be finding bugs, it is telling anyone: only 19.5% of the projects they scanned even have a SECURITY.md file, and only 13.1% list a security contact. The scanners move at machine speed. Responsible disclosure is still hunting around for an email address.BIP-110: the fork that mined two blocks and frozeSources: bip110monitor.com / Peter Todd code review / Aaron van Wirdum, Bitcoin Magazine / Lopp's Layman's Guide / Saylor essay / CoinDeskRELEASESBitcoin core / protocollibsecp256k1 v0.8.0 - 2026-08-03Adds a native Silent Payments (BIP-352) module directly into the crypto library nearly every self-custody wallet builds on, plus up to ~11% faster signature verification. Quietly the most consequential positive release of the fortnight: it lowers the bar for every wallet to ship reusable static receive addresses.Bitcoin Knots v29.4 - 2026-08-08Non-urgent maintenance: fixes a chainstate DB bug causing repeated large rewrites, and adds corruption-detection safeguards around BIP-110 mandatory signaling. No critical fixes. (No Bitcoin Core release in window; latest is v31.1 from 2026-07-08.)Hardware / signingColdcard Firmware 4.2.0 (Mk2/Mk3) - 2026-08-03The patch for the entropy catastrophe. Affected ranges: Mk2/Mk3 4.0.1 through 4.1.9; Mk4/Mk5 all before 5.6.0; Q all before 1.5.0Q. Companion fixes shipped the same day: 5.6.0 Mk4/Mk5, 1.5.0Q, 6.6.0X Edge, 6.6.0QX Edge Q. Updating does NOT fix an existing seed - changelog says Mk3 users "must regenerate any seeds made on earlier versions as their entropy is critically low at just ~40 bits." TAPSIGNER, OPENDIME and SATSCARD unaffected.Krux 26.08.0 - 2026-08-04Maintainer odudex is stepping down and the project may be archived. "Krux was not created by me: Jeff started it and passed it on to me, and now it is my turn to pass the torch." On succession: "Krux may be carried on by another maintainer, if a proof-of-work backed Krux contributor accepts the role. Otherwise the Krux project will be put in sunset mode and gracefully archived in a few months." Cause is hardware, not drama: "K210 chips are no longer produced, and Canaan dropped the Kendryte line entirely." Substantial release regardless: fixes a heap buffer overflow in the camera entropy module, adds stricter PSBT fee-calculation checks, replaces the Python UR stack with a faster C module, and makes Krux Installer fully offline.Frostsnap v0.3.0 - 2026-08-05FROST threshold-signing device ships reproducible/deterministic builds and "a fresh release signing key as part of an overhauled release-signing pipeline." Well timed in a fortnight where "can you verify what is running on your signer" is the whole conversation. Catch: the new key breaks in-place Android updates, so direct-APK users must uninstall, reinstall, and re-visit their threshold devices to restore.Trezor Suite v26.7.4 - 2026-08-04Lowers minimum Normal-priority fee rate to 0.2 sat/vB and ships updated Safe 7/5/3 and Model T firmware with security improvements.BitBoxApp 4.51.4 - 2026-08-07Bundles new BitBox02 firmware v9.26.5.Specter Desktop v2.1.11 - 2026-08-09Genuinely security-relevant: adds auth and CSRF protection to the HWI bridge settings, restores validation of active API tokens so revoked JWTs are rejected, and warns that Specter's auth layer does not encrypt the data folder. Also ships an in-app Coldcard Mk3 seed-entropy advisory.Bitkey source/2026-08-02-0031 - 2026-08-02Block's consumer hardware wallet, routine source drop.LightningBTCPay Server v2.4.2 - 2026-08-07Actively exploited, funds already stolen. "This release contains fix of a critical vulnerability that is being actively exploited. You need to update as fast as you can." Unauthenticated remote .macaroon disclosure for LND, plus a TOTP 2FA bypass via Greenfield Basic auth. Requires NBXplorer 2.6.10. Breaking change: Basic auth disabled by default five minutes after account creation. See News item 2 for full remediation.lnd v0.21.2-beta.rc1 and v0.20.3-beta.rc1 - 2026-08-08Not security releases and not related to the BTCPay exploit. Migration/stability fixes only: KV-to-SQL payment migration edge case, channeldb migration recovery, invoice handling, data races, bounded memory on graph sync.Zeus v13.1.3 - 2026-07-27Adds LND v0.21.1-beta support for embedded and remote nodes; patches known vulnerabilities in the ws, js-yaml and markdown-it dependencies. (Note: Zeus also shipped an unreleased swap-security sprint on 08-04 - verify…

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

Beyond The Outer Realm welcomes back Sterling Moon Date: August 11th, 2026 EP: 756 DISCUSSION: Sterling Moon is back and we pick up where we left off in our last segment. We will continue to discuss her book. “ Littlest Book of Spirit Communication” as we venture further into The Bridge Between Worlds which will include Divination, Awareness, Preparation, Protection and more. She will also introduce f her new “ Spirit Says Talking Cards” . This and so much more to address ! Contact for the show - theouterrealmcontact@gmail.com https://linktr.ee/michelledesrochers_ Please support us by Liking, Subscribing, Sharing and Commenting. Thank you All!!! About Sterling Moon: Sterling Moon (she/her) is a full-time, heels-on-the-ground, tarot reader, psychic medium, folk magician, animal communicator, published author, podcaster, and educator on the mystical and strange. She is the author of "The Little Book of Spirit Communication" and "Talking to Spirits: A Modern Medium's Practical Advice for Spirit Communication," both published by Llewellyn Books, as well as "Llewellyn's Little Book of Spirit Communication" and several other self-published works. STERLING MOON (Englewood, CO) has communicated with spirits since childhood and began officially practicing mediumship in 2016. She teaches through her school, Sterling Moon Divination Academy, and is a long-time instructor at Ritualcraft School. WEBSITE: SterlingMoonTarot.com If you enjoy the content on the channel, please support us by commenting, subscribing and sharing : 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 Host, Sponsors, or the United Public Radio Network and it's producers. Although we value all of our guests and their perspectives, for Legal Purposes, all content must be listed and deemed as "For Entertainment Purposes" We are always be respectful and courteous to all involved. Thank you, we appreciate you all !!! United Public Radio & UFO Paranormal Radio www.uprntalkradio.com

Clients may forget exactly how much they paid, but they rarely forget whether the quality was excellent or disappointing. This is one of the most important lessons in sales. Price matters at the moment of purchase, especially when budgets are tight or procurement teams are involved. Over time, however, the emotional memory of the experience becomes much more powerful than the original invoice. A reliable product, a successful service and a supplier who acts with integrity create trust. Poor quality, broken promises and evasive behaviour create the opposite. The real question for salespeople is therefore not simply, "How do I defend my price?" It is, "How do I make the value and quality unforgettable?" Why do clients forget the price but remember the quality? The price is a short-term transaction, while quality becomes part of the client's long-term experience. Think about something you bought years ago that has continued to perform well. You may no longer remember whether it cost ¥50,000, ¥70,000 or ¥100,000. You do remember that it was dependable and that buying it was a good decision. The reverse is equally true. When a product fails, a consultant disappoints or a supplier does not deliver what was promised, the precise cost gradually becomes fuzzy. The frustration remains crystal clear. This applies across consumer purchases, professional services, B2B solutions and corporate training. Procurement may concentrate on the quoted price during negotiations, but the end users and decision-makers remember whether the solution actually worked. Do now: Stop assuming that the lowest number wins. Make the expected quality, outcome and client experience easier to understand than the price. Why is competing mainly on price dangerous for salespeople? When salespeople focus excessively on price, they turn their offer into a commodity and weaken their own professional brand. A salesperson who immediately discounts is teaching the buyer to believe there is little meaningful difference between suppliers. Once that happens, the conversation becomes a bidding contest. The damage can extend beyond a single sale. When clients believe they received poor value, they do not only reject the product or service. They may also decide that the salesperson is unreliable, lacks integrity or cannot be trusted to protect their interests. In Japan, where business relationships and reputations can develop over many years, this is especially dangerous. Dissatisfied buyers may quietly avoid the supplier rather than openly complain. They may also warn colleagues, industry contacts and future decision-makers. You are not only selling today's solution. You are building or damaging your name in the market. Do now: Protect your personal brand by selling a defensible result, not merely offering a cheaper price. What should salespeople do when something goes wrong? Clients can forgive a genuine problem, but they rarely forgive avoidance, excuses or a refusal to accept responsibility. Machines fail. People make mistakes. Supply chains are disrupted. Technology does not always work perfectly. Even respected organisations occasionally disappoint a client. The defining moment is what happens next. The client wants the supplier to acknowledge the issue, communicate clearly and fix it quickly. Attempts to justify the unjustifiable only make the situation worse. The salesperson who disappears, blames another department or debates whether the client should be unhappy destroys trust. A fast and honest recovery can actually strengthen the relationship. The client may forget the inconvenience and the original price, but remember that the supplier acted with integrity when it mattered. This is the difference between completing a transaction and becoming a trusted adviser. Do now: When a problem appears, take ownership, explain the recovery plan and keep communicating until it is resolved. Why do product specifications fail to communicate quality? Specifications describe what a product is, but quality is demonstrated by explaining how it solves the buyer's particular problem. Many salespeople mistake detail for value. They explain the size, weight, colour, functions, methodology, modules or technical capabilities of their offer. These details may be accurate, but accuracy alone does not make them persuasive. The buyer is thinking, "What does this mean for me?" A faster system may reduce processing time. A more durable component may lower maintenance costs. A leadership programme may improve communication, decision-making or employee retention. Until the salesperson connects the specification to the buyer's desired result, the presentation remains a product pitch. The quality conversation begins when the buyer can see a clear match between what they need and what is being offered. In B2B sales, this alignment is often more important than the number of features included. Do now: Translate every major specification into a practical business benefit that matters to this specific buyer. Why do Japanese salespeople often begin pitching too early? Many Japanese salespeople begin with a prepared explanation because both the salesperson and the buyer have been conditioned to expect a formal pitch. The salesperson arrives, exchanges business cards and opens the presentation. The buyer listens politely. Everyone follows the familiar pattern. The problem is that the salesperson may know almost nothing about the client's priorities, internal pressures, timing, previous experiences or decision criteria. Japanese corporate culture often rewards preparation, consistency and conformity. These qualities can be valuable, but they can also discourage a salesperson from departing from the standard presentation. Asking probing questions may feel risky, particularly when dealing with a senior buyer. Sales managers may repeatedly tell their teams to ask more questions, yet the old behaviour continues. Coaching must therefore happen in real client meetings, followed by specific feedback and repeated practice. Do now: Do not allow the presentation deck to control the meeting. Earn permission to investigate the client's situation first. What is the best opening question in a sales meeting? A powerful transition is: "To understand whether we can help, would you mind if I asked you a few questions?" The wording is simple, but the setup matters. First, briefly explain what your company does. Next, mention a relevant result you have achieved for a similar client. Then suggest that you may be able to produce a comparable result for this buyer. At that point, say: "In order for me to understand whether that would be possible in your situation, would you mind if I asked you a few questions?" Most buyers will agree because the request is logical and professional. You are not interrogating them or delaying the presentation. You are trying to avoid recommending something that may not fit. You can then explore their objectives, problems, priorities, urgency, stakeholders, budget expectations and definition of success. This is where genuine consultative selling begins. Do now: Practise this transition until it sounds natural, confident and client-focused rather than scripted. How can salespeople justify a higher price? A higher price becomes easier to accept when the salesperson proves that the quality, outcome and risk reduction are worth more than the difference in cost. Prices fluctuate because of competition, currency movements, energy costs, labour expenses and supply-chain conditions. Quality should be more stable. Salespeople need to show the commercial logic behind the price. That may include a longer product life, faster implementation, stronger support, reduced downtime, lower risk, better adoption or a more reliable result. The comparison should not be between two price tags alone. It should be between the total consequences of each decision. A cheaper supplier who fails can become extremely expensive. A higher-priced supplier who delivers the right outcome, responds quickly and protects the client's reputation may represent far better value. When quality is aligned with the client's needs, the price gradually fades from memory. The successful result remains. Do now: Help the buyer compare total value, business impact and risk—not simply the initial purchase price. Conclusion Clients do not remember every invoice forever. They remember whether the decision made them look smart, solved their problem and produced the promised result. That is why the strongest salespeople do not rush into a pitch or rely on product specifications. They ask questions, understand the buyer's requirements and connect their solution directly to the outcomes the client values. They also recognise that quality includes more than the product itself. It includes communication, responsiveness, accountability, problem resolution and personal integrity. Sell on price alone and the client may leave as soon as someone cheaper appears. Deliver memorable quality and the client has a reason to trust you, buy from you again and recommend you to others. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and received the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver leadership, communication, sales and presentation programmes globally, including Leadership Training for Results. He has written several books, including the bestsellers Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery, as well as Japan Leadership Mastery and How to Stop Wasting Money on Training. His 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）. Greg publishes daily business insights on LinkedIn, Facebook and X and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews for executives and professionals seeking practical strategies for succeeding in Japan.

Mākslas muzeja "Arsenāls" pārbūves un atjaunošanas darbu gaitā Torņa ielā 1, Rīgā, iegūts bagātīgs arheoloģiskais materiāls, kas ļauj izdarīt secinājumus par kvartāla vēsturi, paplašinot zināmo informāciju par Rīgu kā vēsturiski nozīmīgu tirdzniecības un amatniecības centru. Nozīmīgākais izpētes rezultāts ir nevis atsevišķi atradumi, bet informācija par visu arheoloģisko kompleksu un "Arsenāla" apkārtnes attīstību, vēsturisko reljefu un apbūvi no viduslaikiem līdz 19. gadsimtam. Kādas vērtīgas liecības par senās Rīgas iedzīvotāju dzīvi izdevies atklāt, ko tās mums pavēsta un kādus maldīgus līdzšinējos priekšstatus ļauj mainīt, raidījumā Zināmais nezināmajā stāsta vēstures doktors, arheologs Artūrs Tomsons. Latvijas Nacionālā vēstures muzeja ekspozīcijā “Straumējot laiku” stāsts par biedrībām un kustībām Latvijā modernizācijas periodā Modernizācijas laikmetā 19. gadsimta beigās un 20. gadsimta sākumā par ierastu parādību kļuva ne tikai transports, urbanizācija un rūpnīcu uzplaukums, bet arī cilvēku veidotas pašorganizētas biedrības un kustības.  Pilsētas krustojumā, kurā it kā satikušies un skaļus saukļus skandē piecu dažādu politisko, sociālo un kultūras ideju virzītāji, stāvu arī es kopā ar savu sarunas biedru - Latvijas Nacionālā vēstures muzeja direktoru Tomu Ķikutu. Un domās, airējot cauri gadsimtiem un muzeja ekspozīcijas “Straumējot laiku” zālēm, esam nonākuši līdz 6. sadaļai “Kustības spēks”. 19. gadsimts pēc zemnieku brīvlaišanas pirmo reizi sniedza izvēles brīvību, ļaujot cilvēkam pašam saprast, kas tad man ir tie svarīgie jautājumi. Strādnieku un sieviešu kustības pamatā bija cīņa par savām tiesībām, par dzīves uzlabošanu, tostarp juridiskos jautājumos. Praktiskās, kooperatīvās biedrības, arodbiedrības - tām drīzāk bija ekonomiskie motīvi, proti, kā nopelnīt vairāk un kā virzīt tehnisko progresu. Protams, tām visām bija arī vienojoši faktori.

Confidence is one of the most persuasive qualities a presenter can project. Audiences may not consciously analyse your vocal strength, eye contact or physical energy, but they quickly decide whether you genuinely believe in your own message. That judgement matters. A presenter who appears hesitant, uncertain or overly restrained makes it harder for the audience to trust the recommendation, accept the argument or take the requested action. Arrogance is not the answer. Confidence is. The good news is that presenters do not have to change their personalities or suddenly become theatrical performers. Two practical adjustments—the power of the voice and the quality of the eye contact—can dramatically improve how the audience perceives the speaker and the message. Why Does Presenter Confidence Matter So Much? Audiences are more inclined to believe a message when the presenter appears to believe it completely. Confidence acts as a credibility signal, particularly when the audience must evaluate an unfamiliar idea, a business proposal or a recommended course of action. Sales expert Victor Antonio has discussed the impact of seller confidence on persuasion. The lesson for presenters is not that they should become aggressive or arrogant. The real lesson is that conviction is contagious. This applies across business settings. A startup founder pitching investors, a multinational executive proposing a regional strategy and a salesperson recommending a solution all face the same challenge: the audience is evaluating the messenger as well as the message. When speakers sound cautious, apologetic or uncertain, listeners begin wondering what the presenter knows that they do not. When speakers communicate with controlled energy and conviction, the audience becomes more willing to examine the proposal seriously. Do now: Before presenting, ask yourself, "What do I genuinely believe about this recommendation, and why should the audience believe it too?" Why Do So Many Business Presenters Appear Uncertain? Many presenters use their everyday conversational style when the situation requires a stronger professional performance. They speak as though they are chatting with a colleague over coffee, even though they are now addressing a room, representing their organisation and asking people to concentrate. The result is often a presentation that is neither disastrous nor memorable. The speaker is not too loud, too energetic or too expressive. Unfortunately, the speaker is also not persuasive. This middle-of-the-road approach creates what we might call the "vanilla presentation": safe, polite and instantly forgettable. That is particularly dangerous for senior leaders. Executive presence depends on the audience seeing the speaker as prepared, credible and capable of leading the room. The content may be strategically sound, but weak delivery can make even an excellent recommendation seem less important. Japanese business culture often rewards modesty and restraint. However, giving a presentation is a different professional role. Projecting confidence is not boasting. It is helping the audience understand that the message deserves attention. Do now: Separate your normal workplace voice from your presentation voice. The responsibilities are different, so the delivery must be different. How Can Speaking Louder Make a Presenter More Persuasive? Speaking slightly louder than normal raises the presenter's energy and helps transmit conviction to the audience.This does not mean shouting, screaming or using artificial enthusiasm. It means deliberately projecting the voice beyond the people sitting in the first row. A useful technique is to imagine that you are sending your voice all the way to the furthest wall. This simple objective improves breath support, vocal strength and energy. When your voice becomes stronger, other elements of delivery often improve as well. Your posture becomes more upright, your gestures become more purposeful and your facial expression becomes more animated. The entire presentation begins to feel more intentional. This matters in both physical and virtual settings. In a large conference room, insufficient volume makes the speaker seem distant. In an online meeting, low energy is flattened further by microphones, cameras and screens. The presenter therefore has to generate slightly more energy than feels natural. A stronger voice tells the audience, "This point matters, and I am prepared to stand behind it." Do now: Rehearse the opening at a higher volume than usual. Record it and check whether you sound confident rather than merely loud. How Much Eye Contact Should a Presenter Make? Around six seconds of direct eye contact is usually long enough to create a personal connection without making the listener uncomfortable. Very brief eye contact feels accidental, while an extended stare can become intrusive. Three or four seconds may not be sufficient to establish a genuine one-to-one connection. On the other hand, holding someone's gaze for eight seconds or longer can begin to feel intense, especially in Japan. The purpose is not to stare people down. The goal is to give one audience member your complete attention while completing a phrase or sentence. You then move naturally to another person and repeat the process. This technique creates the feeling that the presenter is speaking to individuals rather than broadcasting information to an anonymous crowd. Eye contact can require particular concentration in Japan, where prolonged direct eye contact is less common in everyday interactions than it is in markets such as Australia or the United States. A business presentation, however, is a special communication environment. The speaker must create connection across the room. Do now: Choose one person, speak directly to that individual for approximately six seconds and then move smoothly to someone elsewhere in the room. How Can Eye Contact Keep an Audience Engaged? Unpredictable eye contact prevents listeners from mentally disappearing from the presentation. When audience members sense that the speaker may look directly at them, they are more likely to remain alert and follow the argument. Avoid moving mechanically from left to right or working systematically along each row. The audience will quickly recognise the pattern and calculate when they no longer need to pay attention. Instead, vary the direction. Look towards the back, return to the front, move to one side and then connect with someone in the centre. This creates natural unpredictability. In a forty-minute presentation, a speaker can potentially create hundreds of individual moments of connection. In a smaller executive meeting, each participant can receive focused eye contact several times. This is especially valuable when discussing complex subjects such as organisational change, investment decisions, sales proposals or new corporate strategy. People are less likely to drift towards thoughts about email, deadlines or their next appointment when the speaker is actively including them in the communication. Do now: Do not scan the room. Connect with one person at a time and vary the sequence so the audience cannot predict where you will look next. How Can Presenters Appear Confident Without Becoming Arrogant? Confident presenters focus on helping the audience understand the message, while arrogant presenters focus attention on themselves. The distinction is visible in the speaker's language, energy and attitude. Confidence says, "I have prepared carefully, I believe this will help you and I am willing to explain why." Arrogance says, "I am the smartest person in the room, and you should accept what I say because of who I am." The confident presenter uses strong vocal projection without becoming aggressive. They make direct eye contact without attempting to dominate. They acknowledge legitimate concerns, explain their reasoning and maintain respect for the audience. This balance is particularly important for leaders and salespeople in Japan. Credibility comes from combining professional conviction with humility, preparation and consideration for others. You do not have to imitate a celebrity speaker or adopt an exaggerated stage personality. Become a stronger version of yourself. Increase the vocal energy, improve the eye contact and let your belief in the message become visible. Do now: Concentrate on serving the audience. Strong delivery becomes confidence rather than arrogance when the purpose is to help listeners make a better decision. Conclusion Presenter confidence is not an optional performance extra. It directly affects whether the audience trusts the speaker, values the content and accepts the recommendation. Most professionals do not need to completely redesign their presentation style. Two adjustments can make a substantial difference: Project the voice towards the furthest wall. Maintain focused eye contact with one person for approximately six seconds. These changes raise the speaker's energy, strengthen executive presence and make the audience feel personally included. Your expertise may be excellent, your slides may be attractive and your argument may be logical. However, when you do not appear convinced by your own message, the audience has little reason to be convinced either. Confidence sells the audience on the message. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and received the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver leadership, communication, sales and presentation programmes globally, including Leadership Training for Results. He has written several books, including the 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 published in Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg publishes daily business insights on LinkedIn, Facebook and X and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews for executives and professionals seeking practical strategies for succeeding in Japan.

Pierre needs a producer and Steve's gone all Zine productionBig thank you to all our Patreons and a Huge thanks to all out Top tier PatreonsBig Thank you To Begnt a Neilson@MakerinProgress, Scot Walker @scotwalker, Jim @the.accidentalwoodworker, Alister 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 @stevebellcreatesSteves obsession this week is a a show on Apple TV called Lucky a fast paced great drama shoePierre @theswedishmaker Pierres obsession is a Movie called Obsession is a horror series called From its very scary and very good its available on Swedish TV channel 4 and probably smoother platform If you have any questions or comments please email the show at threenorthernmakers@gmail.com

Sophie Woods just ran the length of the Alps faster than anyone in recorded history. Starting in Trieste, Italy on July 4 and finishing in Monaco on August 1, she covered the Via Alpina, 2,018 kilometers and 117,614 meters of climbing across eight countries, in 28 days, 17 hours, and 59 minutes, beating the previous overall record by more than seven days.In this conversation, Sophie takes us inside the effort: the highs and lows, what she ate, how she paced certain sections, her sleep strategy, and how she handled setbacks like wildfires, bugs, and course reroutes.  We also discuss her background as a London-based hairdresser, seven years living in a camper van, her IVF journey, three finishes at Tor des Géants, and a podium debut at the Winter Spine Race that she credits with giving her a whole new level to dig from. Plus what she learned from other multi-week specialists and whether she's really lining up for PTL just weeks after this FKT.Partners:Precision Fuel and Hydration - use code SINGLETRACK at checkout for 15% off your next orderJanji - running apparel that goes the distanceRaide - Making equipment for efficient human-powered movement in the mountains Norda - check out the 005: the lightest, fastest, most stable trail racing shoe ever madeKodiak Cakes - my favorite oatmeal and pancakesAdditional Links:Follow Sophie Woods on InstagramCenturion CoachingSupport the show

The Outer Realm welcomes Special Guest Sherry Malaver Parana Date: August 6th, 2026 EP: 755 DISCUSSION: Tonight, Sherry Malaver Parada will be sharing Tales from her book : Supernatural South: Gothic Tales of Ghosts, Cryptids, & Unexplained Phenomena.. From the whispers of the Spanish moss and hollows, to ghostly figures, legends , Cryptids and other highly strange stories. There is something for everyone so please join us for this amazing conversation Contact for the show - theouterrealmcontact@gmail.com https://linktr.ee/michelledesrochers_ Please support us by Liking, Subscribing, Sharing and Commenting. Thank you All!!! About Sherry: - Sherry Malaver Parada holds an MA in Human Services from the University of Providence and is the Executive Director at a counseling center. Her passions are education, research, folklore, urban legends, and writing. When she's not writing grants for her job or books about her passions, Sherry enjoys painting, drawing, spending time with her pets, and going all out for Halloween. WEBSITE: https://www.sherry-malaver-parada.com/ About The Book: - Beneath live oaks laden with Spanish moss, on humid nights thick with the scent of honeysuckle, creatures and spirits stalk the woods and towns of the American South. From Confederate ghosts to places haunted by history, from mysterious objects with suspected interstellar origins to the putrid stench of a humanoid monster, Sherry Malaver Parada takes you on a tour of the peculiar happenings below the Mason-Dixon Line. Join us on a stroll under the magnolias with these macabre tales that have defined the term "southern gothic." The mystery is thicker than granny's gravy, so sit down for some cryptids, cornbread, and a whole mess of strange. AMAZON: https://a.co/d/06SiXFlP If you enjoy the content on the channel, please support us by commenting, subscribing and sharing : 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 Host, Sponsors, or the United Public Radio Network and it's producers. Although we value all of our guests and their perspectives, for Legal Purposes, all content must be listed and deemed as "For Entertainment Purposes" We are always be respectful and courteous to all involved. Thank you, we appreciate you all !!! United Public Radio & UFO Paranormal Radio www.uprntalkradio.com

"Leading is empowering, guiding, inspiring and having a shared goal of working together." "You need to build up trust, and for me what really helped was the one-on-ones." "Nobody wants to have a surprise in the meeting." "Predictability is really important for any leader." "Leadership is bringing your people forward and putting them in the position where they can perform at their best."   Thomas Fraessle is the Representative Director and CEO of ITK Engineering Japan, a professional engineering services company that develops customised software and systems solutions across automotive, healthcare, railway and other technology-intensive sectors. ITK originated in Germany and later became part of the Bosch Group. Fraessle studied electrical engineering and completed his diploma thesis at Mercedes-Benz, working on vehicle energy simulation and battery sizing. He then joined ITK when it was still a relatively small engineering company, attracted by the chance to work across varied projects rather than enter a large corporation. After assignments supporting General Motors Europe, he asked for an opportunity to work abroad and chose Japan precisely because it was unfamiliar and culturally distant from his previous experience. He first arrived in Japan in 2008, worked through a local partner and helped initiate the establishment of ITK's own Japanese operation. After returning to Germany and developing his leadership experience, he came back to Japan in February 2022 as Representative Director and CEO. His career reflects adaptability across engineering, business development and people leadership, as well as the transition from individual technical contributor to cross-cultural organisational leader.   Thomas Fraessle's leadership journey in Japan began with curiosity rather than a carefully mapped expatriate career. After studying electrical engineering and completing a practical diploma thesis at Mercedes-Benz, he joined the then-small ITK Engineering because he wanted exposure to multiple projects and responsibilities. An assignment supporting General Motors Europe introduced him to international collaboration and prompted him to ask ITK's founder for an overseas opportunity. Given a choice between the United States and Japan, he selected Japan because it represented the more unfamiliar challenge. That first period in Japan, beginning in 2008, gave Fraessle direct experience as an engineer working with Japanese customers. More than a decade later, he returned as the head of ITK Engineering Japan. The country was familiar, but the responsibility was entirely different. As CEO, he had to build alignment, create trust, communicate direction and encourage people to speak candidly. He quickly discovered that leadership concepts such as motivation, feedback and empowerment do not travel unchanged across cultures. One of the sharpest differences was feedback. In Germany, direct feedback could be treated as a normal part of improving performance. In Japan, the word itself could sound negative, as though a leader was about to explain what an employee had done badly. Fraessle found that honest views rarely appeared automatically in group meetings. He therefore invested in repeated one-to-one conversations, asking not simply what was wrong, but how the team could improve something together and what support people needed from him. Trust accumulated gradually, and some changes required a full year of discussion and preparation. This experience led him to appreciate nemawashi—the groundwork conducted before a formal decision. In many Western meetings, participants debate an issue and decide in the room. In Japan, the visible meeting may be the final confirmation of extensive prior consultation. Fraessle learned to plant ideas, explain them more than once, listen to objections and allow people time to reach confidence in the direction. Although the process can seem slow, it can produce stronger implementation because surprises and unresolved resistance have been reduced beforehand. Trust is also reinforced through transparency and predictability. Fraessle explains not only KPIs and decisions, but the business reasoning behind them. He distinguishes explanation from excuse-making: the leader should own the decision rather than hide behind headquarters. He is also willing to acknowledge mistakes, viewing this as strength rather than weakness. Employees need to know that problems can be raised without anger, blame or humiliation. A leader whose reactions vary with mood creates hesitation; a consistent leader makes it safer to speak up. Fraessle translated these beliefs into organisational practices. He introduced company gatherings after the isolation of COVID-19, created engineering workshops and cross-project technical groups, and redesigned the office around shared desks and easier interaction. These choices were not cosmetic. They created occasions for engineers from different projects to meet, exchange solutions and generate ideas that could be reused with other customers. His approach to hybrid work is similarly contextual rather than rigid: customer satisfaction, project needs and team collaboration matter more than mechanically applying one rule to everyone. His ultimate definition of leadership is practical and developmental. It is about bringing people forward, helping them build competence, giving them confidence to decide, guiding them with useful feedback and placing them where they can perform at their best. In Japan, that requires patience, relationship-building and respect for context. The leader's task is not to impose a foreign operating model immediately, but to understand why the current system exists, preserve what serves customers and then lead change with clarity and consistency. Q&A Summary What makes leadership in Japan unique? Leadership in Japan is shaped by context, relationship history and extensive preparation before visible decisions. Fraessle found that people may not openly disagree in a group, particularly when hierarchy, seniority or concern about losing face is involved. A formal meeting may therefore confirm a direction that has already been discussed through nemawashi rather than serve as the arena where competing views are first exposed. Leaders must learn to read what is not being said, create private channels for honest discussion and give colleagues time to absorb and test a proposal. Japan's strong commitment to quality and long-term customer trust also affects leadership. A defect or poorly handled mistake can damage a relationship that took years to establish, so teams often seek a very high degree of certainty before acting. Why do global executives struggle? Global executives often struggle because they interpret different behaviour as poor performance or resistance. A process may appear inefficient from headquarters, yet exist because a Japanese customer requires it or because it protects a long-standing relationship. Fraessle advises leaders to investigate why people work in a particular way before changing it. He benefited from having previously worked at customer sites in Japan and understood that management reports rarely show the full picture. Another difficulty is expecting direct feedback. Employees may say yes to preserve harmony without meaning that they fully support immediate execution. Foreign leaders can also mistake English silence for lack of knowledge, when capable employees are simply reluctant to risk making a linguistic mistake in public. Is Japan truly risk-averse? Fraessle's experience suggests that Japanese employees are not simply unwilling to take risks; they are highly conscious of quality, accountability and the social consequences of being wrong. An engineer may study a question for weeks before asking for help because appearing unprepared could mean losing face. That caution can protect quality, but it can also slow learning. Fraessle encourages people to ask earlier, communicate sooner and use colleagues' expertise. He also makes clear that mistakes are normal and that leaders should own their own errors. Risk-taking becomes more realistic when people know how failures will be handled, when trials are bounded and when the purpose of experimentation is organisational learning rather than individual judgement. What leadership style actually works? The most effective style in Fraessle's account combines approachability, consistency, transparency and role modelling. He used one-to-one meetings to build trust and even created a short personal guide explaining his direct German communication style so colleagues would not misread it as personal hostility. He established regular company meetings and informal gatherings so employees could see him, question him and understand how he behaved. He explains why targets and decisions matter, does not blame headquarters for choices he has made, and apologises when he is wrong. Above all, he stresses predictability. Employees should not have to study the leader's mood before deciding whether it is safe to raise a problem. How can technology help? Technology is central to ITK's business, but Fraessle's leadership lesson is that innovation requires human structures as well as technical expertise. Engineers working deeply on individual customer projects can become isolated from one another. ITK Engineering Japan therefore creates engineering workshops and cross-project technical groups where employees demonstrate tools, discuss cybersecurity, programming and systems challenges, and ask peers for alternative solutions. Ideas arising from these exchanges can improve one project and later become reusable solutions for other customers. Digital collaboration also supports an international workforce, but Fraessle does not treat technology as a substitute for human contact. Office design, shared desks, company meetings and informal conversation deliberately create the serendipitous exchanges that remote work can reduce. Does language proficiency matter? Fraessle believes learning Japanese is valuable because an expatriate leader is a guest in the country and language deepens cultural understanding. He also candidly acknowledges how difficult it is to improve without regular use and wishes he had invested more heavily at the beginning. At executive level, it is possible to lead without full proficiency, and sometimes using English can create a neutral international space. The larger challenge is psychological safety: many Japanese employees possess stronger English than they reveal in the office because they fear mistakes. Leaders should provide different ways to communicate, allow preparation and create low-pressure opportunities for people to use the language. What's the ultimate leadership lesson? Fraessle defines leadership as bringing people forward. The leader should guide, inspire and support employees, help them build the competence required for autonomy, and give them the confidence to make decisions. This begins with trust and a genuine relationship. It also requires patience: change in Japan may take longer than an overseas headquarters expects, but forcing action without understanding can destroy commitment or customer value. The ultimate lesson is to understand the system before altering it, remain consistent in words and behaviour, and create an environment where people can contribute, question, learn and perform at their best. 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.

Anhöriga till mordoffren har väntat i 21 år på att få svar på vem som mördade Tor och Gärd. Ett DNA-spår binder den åtalade till platsen men frågan är hur långt det räcker. Lyssna på alla avsnitt i Sveriges Radios app. En 45-årig man har nu åtalats för dubbelmordet på pensionärsparet Tor och Gärd i Brattås i Härnösand 2005. Anhöriga till mordoffren hoppas att bevisningen ska hålla i domstol.– Just nu är det bara kaos, han har lämnat en anledning till att han var på platsen. Det är bara att hoppas han åker dit för mord, att det är tillräckliga bevis, säger Barbro Öberg som är dotter till mannen i paret som mördades för över tjugo år sedan.DNA-spår säkrades på brottsplatsen den där försommardagen för 21 år sedan, och i fjol öppnades möjligheten att använda DNA-baserad släktforskning för att ringa in en tänkbar gärningsman. I våras greps och häktades mannen och det är första gången som ett kallt fall leder till åtal efter att den nya biometrilagen trädde i kraft 2025.45-åringen förnekar mord men medger att han varit på platsen och ger en förklaring till hur han avsatt DNA på det kvinnliga offret.Mannen uppger enligt förundersökningen att han bevittnat mordet på kvinnan, att det var andra gärningspersoner på platsen men att det var han som i panik släpade in kroppen i en lada.– Min bedömning är att han inte lämnat en trovärdig berättelse. Jag förväntar mig en fällande dom, säger åklagaren Hanna Flordal till P3 Krim.Det här är ett extrainsatt avsnitt av P3 Krim med anledning av åtalet. Rättegången beräknas inledas den 17 augusti i Ångermanlands tingsrätt.Programledare och producent: Pernilla Wadebäck Reporter: Petra Berggren Kontakt: p3krim@sverigesradio.seTipstelefon: 0734-61 29 15 (samma på Signal)

Merriam-Webster's Word of the Day for August 6, 2026 is: torpor • TOR-per • noun Torpor is a formal word for a state of inactivity and sluggishness. It can also be used, especially in the context of hibernating and estivating animals, to refer to a state of lowered physiological activity. // The magazine offers lots of ideas for activities designed to shake off the torpor of a rainy day. See the entry > Examples: “Especially during migration in the spring and fall, bats can get tired. If they are caught in a cold snap, they can go into torpor, like a mini-hibernation, to help survive the cold period when there aren't insects available to eat for energy.” — Tara Hohoff, The Conversation, 28 May 2026 Did you know? Cheer up, sleepy Jean (or sleepy Gene)—we know what torpor can mean, and we're happy to share. Torpor can mean a few things, actually. Most commonly it refers to a state of mind and body characterized by inactivity and lack of energy, as on a torrid (no relation) summer day when one has little desire to do much more than lie around daydreaming. While people may be able to shake off torpor that sets in when the heat takes away the will to get things done, it's a bit harder for animals, for whom the word has a more technical meaning. An animal in torpor is in a state of lowered body temperature and metabolic activity, usually because of extreme heat or cold. The torpor can last a few hours or it can be months before the creature wipes the sleep out of its eyes.  Torpid, the related adjective (both torpid and torpor come from the Latin verb torpēre, meaning “to be sluggish or numb”) also has both technical and nontechnical applications, as in “torpid animals” or “a torpid economy.”

Don't Revoke That Token Yet: Inside the keyv/cacheable npm Worm https://isc.sans.edu/diary/Don%27t%20Revoke%20That%20Token%20Yet%3A%20Inside%20the%20keyv%20cacheable%20npm%20Worm/33218 IP and DNS Leaks in WebKit Affecting Proxy Browsers and Apple iCloud Private Relay https://mysk.blog/2026/08/04/webkit-proxy-icloud-private-relay-ip-leak/?ref=404media.co COLDCARD Issues https://x.com/threatinsight/status/2084328552481112429 My Upcoming Classes https://www.sans.org/profiles/dr-johannes-ullrich

Chris and Hector break down the massive Bitcoin wallet compromise tied to flawed hardware wallets, Android TV boxes secretly acting as residential proxies, Anthropic's AI breaking into real systems during testing, Coinbase scaling back bug bounties, and a Firefox vulnerability that could expose Tor users. Join our Patreon for weekly bonus episodes: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.patreon.com/c/hackerandthefed⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Send HATF your questions at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠questions@hackerandthefed.com

The Outer Realm welcomes back special Guest William Bove Date: August 5th, 2026 EP: 754 DISCUSSION: Tonight, We discuss "The Others: The Hidden World of Cryptids". We delve further into Cryptids, especially Bigfoot, on a different level beginning with their importance within human lore as a part of a natural mystery that spans many cultures around the world. We touch on oral history, traditions and storytelling, expression and curiosity. There are many layers to observe, and tonight we will explore them. Please join us with your own thoughts and let's see where the conversation takes us all! Contact for the show - theouterrealmcontact@gmail.com https://linktr.ee/michelledesrochers_ Please support us by Liking, Subscribing, Sharing and Commenting. Thank you All!!! About William: William Bove is a writer of Gothic Horror and Gothic Romance. Poems and short stories. Dealing mainly with the topic of vampires. William practiced year after year reading everything he could get his hands on and stuffing himself with literary knowledge. Everything from Literature to poetry to art and writing became an instant path and pursuit. All with the purpose to peace himself together as a writer. Published in several anthologies through JEA publishing. His current publisher also with whom he published his first book. A novella about vampires during the Great Depression called Once Upon A Grave, the first in a vampire trilogy. Since then he has put out several more anthology stories, written many articles on horror and vampires and other creatures. Has also written for an online horror magazine for over 6 years now. A magazine called "Regoregitated Press" being the current incarnation of the magazine. Has given several interviews as well. He currently lives in St.Charles, Missouri with family. If you enjoy the content on the channel, please support us by commenting, subscribing and sharing : 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 Host, Sponsors, or the United Public Radio Network and it's producers. Although we value all of our guests and their perspectives, for Legal Purposes, all content must be listed and deemed as "For Entertainment Purposes" We are always be respectful and courteous to all involved. Thank you, we appreciate you all !!! United Public Radio & UFO Paranormal Radio www.uprntalkradio.com

Tanya 23 av Cap 7 Parte 3 -Yaacov como alma matriz. A Torá ilumina nossas almas

Neues Format - neues Glück. Feedback erwünscht! Die meisten Torschussübungen haben ein Problem: Sie sehen nach Torschusstraining aus. Sie trainieren aber nur selten das spielnahe Tore schießen. Der Ball wird zentral abgelegt. Der Spieler läuft an. Kein Gegner stört. Niemand muss eine Entscheidung treffen. Danach wird mit möglichst viel Wucht auf das Tor geschossen. Wir wollen in unserer neuen Reihe Anregungen und Hilfestellungen mitgeben und verbreiten. Dieses Mal - das Thema Torschuss.

Beyond The Outer Realm welcomes Kevin Dermot O'Doherty for an Outer Realm Replay/Revisit Date: August 4th, 2026 Episode: 753 Discussion: Kevin will be talking about his latest book "Encounters on The Edge of The Etheric" Contact for the show - theouterrealmcontact@gmail.com Rumble: TheOuterRealm X - MicheleDerocher Website: www.theouterrealmradio.com Please support us by Liking, Subscribing, Sharing and Commenting. Thank you all !!! About Kevin: Kevin was the church president of Waterloo Spiritualist Church, Liverpool, UK, for many years but is no longer attached to any religion or organisation. He is also a multi-award-winning filmmaker with many hours of production and broadcast credits to his name, including managing a TV studio for the Uk's ITV network. He was a regular on Liverpool's City Talk FM as an esoteric pundit and guest with Lady Snake on the Psychic Surgery lunchtime phone-in. Kevin is currently engaged in searching out the Faery Folk following his life-changing encounter with them in September 2023 when he returned to his ancestral home on Valentia Island, County Kerry, Ireland, follwing te death of his father. Dissatisfied with his current publisher, Kevin has set up his own imprint called Valentia Press, name after the Irish island from which his family hail. He holds two black belts with the World Ju-Jitsu Federation. About The Book: -These are Kevin's personal, previously unpublished files and records that he has kept over the years. These are cases where the unseen world has visited upon our realm, and Kevin has been instrumental in resolving a dark situation by bringing The Light. He now feels led by that same Light to share these things with you to provide a wider understanding that all is not what it seems to the empire of the human being. He hopes this little collection of cases provides you with entertainment, information, and a deeper thinking into the nature of our earthly realm, who or what controls it and why. These accounts represent a personal selection and are not of the usual kind written by mediums and clairvoyants who would have you believe in a perfect layer cake of earth, astral and spirit. You will discover, as he has, that there is much more in between the strata and, indeed, beneath. Some of these cases involve high strangenessand weirdness and challenge your everyday understanding of things. AMAZON UK: https://amzn.eu/d/90jaN43 Follow Kevin: Facebook https://www.facebook.com/kevin.west.3956690 Twitter @KevinODoherty8 Instagram Kevin Dermot O'Doherty YouTube, WFPCo https://www.youtube.com/user/WFPCo/videos 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! United Public Radio & UFO Paranormal Radio www.uprntalkradio.com

Tanya 22 av Cap 7 Parte 2 -Esses reflexos dividem-se em porções que correspondem a Torá e as almas

Author : Kai Ashante Wilson Narrator : Sofia Quintero Host : Wanini Kimemiah Audio Producer : Eric Valdes Previously ran as episode 534 and first published by Tor.com Content note for sex, drug use, graphic depictions of violence with blood and gore and all its wet and slippery trappings, and general horror. Rated X The […] The post PodCastle 955: TALES FROM THE VAULTS: The Lamentation of Their Women appeared first on PodCastle.

Es gibt Fußballjahre, die sofort Bilder auslösen. 1966 ist so ein Jahr. England. Wembley. Schwarz-Weiß-Fernsehen. World Cup Willie. Dieses eine Tor. Und dazu das Gefühl, dass Fußball damals vielleicht noch näher, einfacher, weniger durchorganisiert war. Aber genau da wird es interessant. In dieser ZEITSPIEL-Folge sprechen wir mit Hardy Grüne und Dietrich Schulze-Marmeling über Ausgabe #43 des Magazins und den Schwerpunkt „1966. Das englische Jahr“. Wir reden nicht nur über Wembley und auch nicht zum hundertsten Mal darüber, ob der Ball drin war. Uns interessiert eher, warum 1966 bis heute wie ein Sehnsuchtsort wirkt — und was fehlt, wenn man diese Erinnerung zu schön erzählt. Denn ... Dieser Podcast wird vermarktet von der Podcastbude.www.podcastbu.de - Full-Service-Podcast-Agentur - Konzeption, Produktion, Vermarktung, Distribution und Hosting.Du möchtest deinen Podcast auch kostenlos hosten und damit Geld verdienen?Dann schaue auf www.kostenlos-hosten.de und informiere dich.Dort erhältst du alle Informationen zu unseren kostenlosen Podcast-Hosting-Angeboten. kostenlos-hosten.de ist ein Produkt der Podcastbude.

Hay conversaciones que llegan exactamente cuando más las necesitamos.Después del terremoto que estremeció a Venezuela el pasado 24 de junio, muchos quedaron con preguntas, incertidumbre y el corazón herido. En momentos como estos necesitamos algo más que noticias; necesitamos esperanza, fe y la certeza de que, incluso en medio de la adversidad, siempre es posible encontrar la fuerza para seguir adelante.Este domingo, en Historias que Contar, tendré el honor de conversar con el Rabino Shui Yehoshua Rosenblum.Nacido en Pittsburgh, Estados Unidos, realizó sus estudios rabínicos en la Yeshivá Oholei Torá de Brooklyn y continuó su formación en el emblemático 770 Eastern Parkway, sede mundial del movimiento Jabad-Lubavitch. Antes de llegar a Venezuela fue enviado como shaliaj a Melbourne, Australia.Desde hace más de 30 años vive en Caracas junto a su esposa Jani, dedicando su vida al acompañamiento de familias, la educación, el fortalecimiento de la comunidad y la difusión de la Torá. Su misión siempre ha sido acercar la espiritualidad a cada persona, llevando un mensaje de esperanza, valores y compromiso con el prójimo. Hoy es una voz de referencia para miles de personas de habla hispana.Conversaremos sobre cómo encontrar luz en medio de la oscuridad, cómo afrontar las pruebas que nos presenta la vida y por qué los venezolanos siempre han demostrado una extraordinaria capacidad para levantarse después de la adversidad. En un momento en que nuestro país sigue sanando las heridas que dejó el terremoto, queremos compartir una conversación que inspire, reconforte y nos recuerde que nunca estamos solos.Más allá de nuestras creencias, esta será una conversación para todos. Porque cuando el dolor toca a una sociedad, el mensaje de esperanza no tiene fronteras ni religión.

Pierres back and Steve is in his outside officeBig thank you to all our Patreons and a Huge thanks to all out Top tier PatreonsBig Thank you To Begnt a Neilson@MakerinProgress, Scot Walker @scotwalker, Jim @the.accidentalwoodworker, Alister 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 @stevebellcreatesSteves obsession this week is a a show on Apple TV called Lucky a fast paced great drama shoePierre @theswedishmaker Pierres obsession is a Movie called Obsession is a horror series called From its very scary and very good its available on Swedish TV channel 4 and probably smoother platform If you have any questions or comments please email the show at threenorthernmakers@gmail.com

"The most important thing for a leader, in my view, is integrity." "You need to be hands-on, but then you need to delegate." "If this fails, ultimately, the accountability sits with me." "Culture is something that all of us jointly develop and nurture." "At the end of the day, you have to own your decisions, so you cannot just let AI make   Noriko Sasaki is Country Head of Checkout.com Japan, leading the UK-based payment service provider's expansion in the Japanese market. Checkout.com helps online merchants, gaming companies and digital platforms process payments, improve acceptance rates, receive settlement funds and use payments as a driver of growth and profitability. Sasaki was born in Saitama and spent part of her childhood in Los Angeles when her father was assigned to American Honda. Returning to Japan as a teenager, she rebuilt her Japanese literacy, entered a leading Tokyo high school through a returnee pathway and later studied political science at Waseda University. She began her career in international consulting, working on business-process reengineering and SAP implementation, before earning an MBA from Carnegie Mellon University. After returning to Japan, she worked at Walt Disney and then spent close to twenty years at Citibank, where she led major sales operations and participated in the historic transfer of Citi's Japanese retail-banking business into SMBC Trust Bank. She later held roles at Accenture, PwC and a Japanese consulting start-up before joining Checkout.com in November 2024. Her career combines consulting discipline, financial-services leadership, operational transformation, bicultural communication and a long-standing commitment to advancing women in leadership.   Noriko Sasaki's leadership journey has been shaped by repeated transitions across cultures, industries and organisational models. Born in Japan and raised partly in Los Angeles, she returned at fifteen with strong spoken Japanese but limited reading ability. Re-entering the Japanese education system required intensive study, adaptability and resilience. That bicultural experience later became a professional advantage, allowing her to move between Japanese context and international corporate expectations. After studying political science at Waseda University, Sasaki entered international consulting, where she worked on business-process reengineering, operational standardisation and SAP implementation. She eventually questioned whether advice based mainly on frameworks was enough without experience inside a company. An MBA at Carnegie Mellon gave her a broader business foundation, after which she returned to Japan, joined Walt Disney and then moved into banking through a major Citi integration project. Her first substantive people-management role came at Citi. The team was small and entirely female, and one early challenge was managing someone older, more experienced and more knowledgeable about banking. Sasaki responded with humility and respect rather than relying on title. She clarified that both people had different responsibilities, maintained a continuous dialogue and focused the team on a shared goal. That approach became a recurring leadership principle: alignment requires over-communication, clear accountability and respect for expertise at every level. Sasaki later led Citi's branch sales organisation and became closely involved in the transfer of the Japanese retail bank into SMBC Trust Bank. The experience taught her how to translate vision into strategy, strategy into action and action into clearly assigned responsibility. She also learned that senior leaders cannot remain distant from operations. At times, she worked directly on front-line tasks and took customer calls to understand the real issues. The challenge is to remain sufficiently hands-on to retain credibility while delegating enough to expand the organisation's capacity. Her delegation model is structured rather than passive. Before assigning work, she checks the timeline, capacity, assumptions and direction. She asks for interim updates well before completion so that course corrections do not arrive at the final moment and destroy motivation. The employee retains room to execute, but Sasaki remains accountable for the outcome. That air cover matters in a Japanese environment where fear of mistakes can discourage initiative. Innovation similarly depends on lowering the barrier to contribution. Sasaki uses brainstorming rules that give everyone an equal opportunity to speak and explicitly reject the idea of a stupid suggestion. She reminds teams that improvement does not always require a dramatic zero-to-one breakthrough. A small change from 1.0 to 1.1 can still create meaningful value. This framing is especially useful in Japan, where perfectionism, hierarchy, seniority and concern about losing face can suppress ideas before they are voiced. Trust, in Sasaki's view, is built through the smallest commitments. If she casually promises dinner, she records it and follows through. Technology helps her remember birthdays, promises and relationship milestones, but the principle is behavioural consistency. Blaming someone when something goes wrong can destroy trust immediately. Leaders therefore need to own consequences, support people through difficulties and demonstrate that accountability flows upward as well as downward. At Checkout.com, Sasaki works within global operating principles while adapting them to Japan. A principle such as 'talk straight' cannot simply be imported as blunt communication. Honesty must remain, but the method should fit the individual and the high-context Japanese environment. She rejects the notion of building a personal empire around the country head. Culture should survive the leader and be jointly developed by everyone, because engagement is a shared responsibility. Her advice to expatriate leaders is to be patient, recognise the depth of context behind Japanese communication and keep searching for channels through which people can contribute. She also urges them to enjoy Japan beyond the office. For women seeking leadership, she stresses sponsors, internal and external networks, authentic behaviour and the willingness to accept promotion as a means of influencing change for others, not merely pursuing personal ambition. Sasaki's leadership definition rests on four pillars: integrity, vision, communication and accountability. AI can strengthen decision intelligence by processing more information and highlighting options, but leaders must still judge relevance and own the final decision. AI also creates a human-capital challenge: when routine work collapses from 100 hours to ten, leaders need a vision for the capacity released. People should be treated as capital and sources of ideas, not simply as costs to eliminate. Q&A Summary What makes leadership in Japan unique? Leadership in Japan operates inside a high-context culture where a spoken sentence rarely contains the entire message. Sasaki advises leaders to consider background relationships, informal communication and the time people need to digest information before responding. Silence does not necessarily indicate disengagement, and an immediate answer may not be realistic when employees are trying to avoid mistakes. Hierarchy, age, tenure and gender can also influence who feels entitled to speak. Effective leaders create equal opportunities for contribution, clarify expectations and adapt the communication method to the individual without compromising honesty. Why do global executives struggle? Global executives often struggle because they import behavioural principles without local adaptation. A global instruction to 'talk straight', for example, can be interpreted as permission for bluntness, even though direct confrontation may shut down dialogue in Japan. Leaders also underestimate how much patience, explanation and relationship-building are required. Sasaki recommends resisting the urge to judge delayed responses as resistance. Foreign executives should search for different communication channels and recognise that Japanese colleagues often have valuable ideas but may lack confidence in English or fear offering unverified information. Is Japan truly risk-averse? Japan's reluctance to take risk is closely connected to perfectionism, accountability and fear of public error. Sasaki lowers this barrier by making delegation explicit, requesting early updates and accepting ultimate accountability when an initiative fails. She also reframes innovation as incremental improvement rather than demanding a revolutionary breakthrough. An idea that improves a process from 1.0 to 1.1 is still worthwhile. When leaders demonstrate that there are no stupid ideas and that people will be supported rather than blamed, employees become more willing to test improvements and leave the safety of established routines. What leadership style actually works? Sasaki's style balances humility, structure and hands-on credibility. When managing people with greater age or technical experience, she respects what they know while remaining clear about her own role. She aligns people around mission, breaks vision into strategy and action, and specifies responsibility, including her own. She will enter the operation to understand reality, but she does not remain there permanently. Delegation succeeds when people know the direction, assumptions, deadline and escalation points. The leader provides support, receives interim updates and owns the consequence without micromanaging every step. How can technology help? Technology supports both Checkout.com's payment business and Sasaki's leadership practices. Payments data can help merchants improve profitability and growth, while productivity tools help leaders keep promises and maintain relationships through reminders and accurate follow-up. AI extends this further by processing a much larger volume of information and supporting decision intelligence, scenario development and contingency planning. Sasaki nevertheless draws a clear boundary: AI can provide evidence and insights, but leaders must determine what is relevant and own the decision. Technology should strengthen judgement rather than replace responsibility. Does language proficiency matter? Language proficiency matters because Japanese is a high-context language and much meaning sits in nuance, implication and relationship history. At the same time, Sasaki believes communication is possible even when English proficiency is limited, provided there is patience and genuine will on both sides. Leaders should use multiple channels, allow preparation and avoid assuming that difficulty expressing an idea means the person has nothing to contribute. Her own bicultural background demonstrates the value of moving between languages and contexts, but the deeper skill is creating enough psychological safety for people to keep trying. What's the ultimate leadership lesson? The ultimate leadership lesson is to act with integrity and accept accountability. Sasaki believes leaders must consistently do what is right for the company, customers, society and other people. Vision gives direction; communication enables others to understand it; accountability assures employees that the leader has their back. Culture should not become a personality cult or depend on one country head. It should be jointly developed, durable and grounded in shared behavioural principles. Leadership is therefore not personal dominance, but consistent stewardship that allows others to act, learn and contribute. 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 special Guest Jonathan Agosto Date: July 30th, 2026 EP: 752 DISCUSSION: Tonight I welcome back Jonathan Agosto. Tonight we will talk about Prayers, Blessings, Curses and Hexes: The Ancient Lore of Spoken Power & Intention. Jonathan will be his newest book “Prayers, Blessings And the Power They Hold” . We will go back in time and delve into the power of words, and the significant roles that intention and belief play. How does this all work with curses, hexes and the evil eye? please join us for this as we explore both "sides of the coin”. Contact for the show - theouterrealmcontact@gmail.com https://linktr.ee/michelledesrochers_ Please Like, Subscribe, Share & Comment ! About Jonathan: Jonathan Agosto is described as the man always dressed in black. He is a mild-mannered, unassuming character who lives a quiet life somewhere in vastness deep in the state of Montana. He has had a lifelong interest in paranormal, and has studied the fields of magic, witchcraft, and the occult for over twenty years. What are Prayers and Blessings? Well, the classical definition of a blessing is simple and straightforward: “God's favor and protection”. This definition comes right from the Oxford English dictionary. Historically, blessings come from ancient, Pre-Christian, practices of consecration such as in early Celtic traditions, Ancient Egyptian, and much more. For the faithful, the definition is much closer to the heart, and blessings are seen as the fulfillment of God's promises, grace, and relational presence, rather than just simple material gain. For the faithful, prayers and blessings are divine favor, often manifesting as peace, joy, and purpose, which are accessed through faith in him rather than human merit. The very idea of blessings themselves is deeply rooted in religious lore and the faith that one is favored above others as willed by a supreme deity is a tale as old as time itself. About The Book: This book will be exploring the profound significance, transformative power, and deep-rooted history of prayers and of blessings, which are fundamentally understood as invocations of divine favor, protection, and grace. Both prayers and blessings have evolved from their humble beginnings from early sacred rites and priestly rituals to common spiritual practices that are spoke of across every culture, faith, and creed as we know them today. It is said that the power of a prayers lies in its ability to grants blessings, which speak life itself into existence, bring about positive change, and serve as an act all unto itself that can strengthen, encourage, and even shield individuals from adversity, acting as a shield in saving one from potential danger and adversity. There are countless examples out there that speak of the power that blessings are said to possess. In this book we will be exploring the history of blessings and their power. As they would say back then, “May this tome of knowledge bless you and enlighten you”. Where to Buy: Dark Moon Press: www.darkmoonpress.net AMAZON: https://a.co/d/00GzCncb If you enjoy the content on the channel, please support us by commenting, subscribing and sharing : 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 Host, Sponsors, or the United Public Radio Network and it's producers. Although we value all of our guests and their perspectives, for Legal Purposes, all content must be listed and deemed as "For Entertainment Purposes" We are always be respectful and courteous to all involved. Thank you, we appreciate you all !!! United Public Radio & UFO Paranormal Radio www.uprntalkradio.com

The Outer Realm welcomes back special Guest Samuel Chong Date: July 29th, 2026 EP: 751 DISCUSSION: Samuel Chong returns and will be talking about UFOs in China, China's Roswell, Ancient advanced civilizations, ET Technologies, paranormal mysteries and more! Contact for the show - theouterrealmcontact@gmail.com https://linktr.ee/michelledesrochers_ About Samuel: Samuel Chong is a California-licensed attorney, certified Mandarin court and federal interpreter, Chinese translator (American Translators Association), and licensed massage therapist. He serves as a unique motivational keynote speaker on wellness, resilience, mindset, leadership, health and wellbeing, spirituality, near-death experiences, extraterrestrials (ETs), ancient mysteries, and esoteric knowledge. Drawing on scientifically grounded evidence and memorable personal stories, Samuel bridges science and spirituality to unlock human potential at a subconscious level. He delivers actionable strategies for productivity, resilience, and positive change while inspiring audiences with interdisciplinary insights from mind-body-spirit (MBS) principles. His work as a Mandarin interpreter for global leaders—including Richard Branson, Warren Buffett, and Michael Dell—has given him deep cross-industry knowledge and strategic foresight as a futurist. Samuel holds a J.D. from Northwestern California University School of Law, an M.A. in Financial Analysis from Universidad Carlos III de Madrid, a Graduate Certificate in Economic History from the London School of Economics, and a B.A. in Economics from UC Berkeley. He previously taught at UCLA Extension. A dedicated advocate for ET disclosure and ancient wisdom, Samuel was instrumental in arranging the Chinese edition of Michel Desmarquet's Thiaoouba Prophecy (a bestseller in both China and Taiwan) and has translated 334 ‰ Lies: The Revelation of H. M. v. Stuhl. He has personally visited the author and actively promotes these transformative messages of hope, planetary awakening, and a better world through the ChinaSona Foundation and its scholarship program. Based in Los Angeles, Samuel is a Founding Member of the Hollywood Disclosure Alliance. He brings his legal expertise, global perspective, and unique synthesis of esoteric knowledge with modern science to help integrate truthful UAP/ET narratives into entertainment media and public consciousness. His multilingual abilities (English, Mandarin, Spanish) and interdisciplinary background make him an invaluable bridge between researchers, experiencers, and Hollywood storytellers advancing ethical, fact-based disclosure. https://www.chinasona.org/speakers/ If you enjoy the content on the channel, please support us by commenting, subscribing and sharing : 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 Host, Sponsors, or the United Public Radio Network and it's producers. Although we value all of our guests and their perspectives, for Legal Purposes, all content must be listed and deemed "For Entertainment Purposes" We are always be respectful and courteous to all involved. Thank you, we appreciate you all !!! United Public Radio & UFO Paranormal Radio www.uprntalkradio.com

Die USA und Iran greifen sich weiterhin gegenseitig an - die Strasse von Hormuz bleibt ebenfalls blockiert. Eine Ausweichroute führte über das Rote Meer durch die Meerenge Bab al-Mandab. Doch nun ist auch diese praktisch unbefahrbar. Auf Deutsch bedeutet Bab al-Mandab so viel wie "Tor der Tränen". Die Passage verbindet das Rote Meer mit dem Indischen Ozean, die Route wird vor allem von Öltankern auf dem Weg nach Asien genutzt. Schiffe passieren dabei Jemen auf der einen und Dschibuti auf der anderen Seite. Die jemenitische Seite wird von den Huthi kontrolliert, eine mit Iran verbündete Miliz. Weil die Gefahr durch die Huthi mittlerweile zu gross ist, hat der Schiffsverkehr auch dort stark abgenommen, die Passage ist nun ebenfalls gesperrt. Welche Folgen diese zweite Blockade für die globale Energieversorgung hat, ordnet NZZ-Redaktorin Catherine Bosley ein. Sie erklärt, wie die bisherigen Puffer an Ölvorräten genutzt wurden und warum der Ukraine-Krieg die Lage weiter verschlimmert. Heutiger Gast: Catherine Bosley, Redaktorin NZZ Pro Host: Alice Grosjean Der [Hintergrundartikel von Catherine](https://www.nzz.ch/pro/der-naechste-seeweg-ist-blockiert-droht-nun-doch-eine-energiekrise-ld.10016390) in der NZZ. [Exklusiv für dich als Podcast-Fan: 7 Tage NZZ-Digitalabo geschenkt. Unverbindlich testen. ](https://probeabo.nzz.ch/podcast?utm_source=shownotes&utm_medium=podcast&utm_campaign=0726_NZZCH_Podcast)

A bi-weekly news show informing you on the latest in Bitcoin, privacy and open source tech hosted by Ungovernables, Max and Q. AOBFreedom.Tech launch reminderKeyOS v1.3 now publicly availableNEWSIndia orders GitHub to take down BitChat's source code; Internet Freedom Foundation calls it unconstitutional - TFTC: India BitChat GitHub takedown, I4C, IFF / CoinDeskFourth Circuit says border agents can hand-search your phone with zero suspicion, as a man is prosecuted for a duress-wipe - EFF: Fourth Circuit says border agents can search your phone by hand, no suspicion required / TechCrunch: US accuses American of wiping his phone with a duress password at the borderSenate Democrats kill the CLARITY Act before recess; the developer safe harbor (Section 604) stalls with it - TFTC: CLARITY Act rejected, Bitcoin ownership surpasses goldState Department launches a "Freedom Tech" program with BPI, Palantir, and Anduril as founding partners - Bitcoin Magazine: State Department tech program with BitcoinBlock open-sources Buzz: a Nostr-native, keypair-identity workspace for humans and AI agents - LINKBIP-110 approaches its mandatory signaling window with support under 1%, and enforcing nodes staring at a minority fork - TFTC: BIP-110 enters mandatory signaling window below 1% hashrateRELEASESBitcoin core / protocolbtcd v0.26.2 - 2026-07-25Security-hardening for the Go full node: stricter PSBT/input parsing, Schnorr and WIF validation, rejection of malformed bech32, tighter inbound admission.Hardware / signingKeystone 3 v3.0.0 - 2026-07-21Major firmware across all variants of the airgapped open-source signer: reworked passcode/recovery flow, stronger validation, upgraded security policies. Reproducible with published checksums.Trezor Suite v26.7.2 - 2026-07-22Firmware security updates plus a lower 0.2 sat/vB minimum fee and cancel-pending-transaction support.Nunchuk 2.7.1 - 2026-07-16Collaborative-custody multisig wallet. 2.7.0 (07-15) added self-custodial USDT on Liquid and Trezor Bluetooth support; 2.7.1 is bug fixes on top. On-lens for multisig self-custody.Bitkey App 2026.11.0 - 2026-07-14Block's consumer hardware wallet. Release highlights its Emergency Access (recovery/inheritance) path; full notes hosted off-repo at bitkey.world/releases.LightningCore Lightning v26.06.6 - 2026-07-22Patch release (26.06.3-5 pulled over broken PyPI publishing). Now rejects channels reusing an existing funding outpoint, closing a channel-security edge case.LNDg v1.11.0 - 2026-07-26Self-hosted LND dashboard: peer-offline reporting, auto re-index on data migration, historic failed-HTLC data via API. Update logging config on upgrade.Zeus v13.1.3 - 2026-07-21Point release / version bump on the 13.1 line for the self-custodial Lightning wallet.LNbits v1.5.6 - 2026-07-15Minor patch on 1.5.5 (payments extension-field refactor and fixes) for the self-hosted Lightning accounts system.Lightning Labs Wavelength - 2026-07-21A toolkit for adding self-custodial bitcoin (and stablecoin) payments to any application, designed to create the best developer experience for humans and agents.EcashCashu TS v5.0.0-rc.5 - 2026-07-23RC for the major v5 of the reference TS Cashu library: NUT-18 payment requests (PaymentRequestBuilder), mint-preference support, hardened P2PK validation, integer fee math. Foundational for ecash wallets.Nutshell 0.20.3 - 2026-07-22Reference mint/wallet: Pay-to-Blinded-Key (lock ecash to a receiver without revealing their pubkey to the mint), a Spark L2 backend, and a false-UNPAID melt-race fix. DB migration, back up first.Fedimint v0.12.0-beta.0 - 2026-07-23Beta pre-release of the federated ecash / community-custody protocol. Flagged unstable, no upgrade guarantee. "In the pipeline," not production. (Admin UI: Fedimint UI v0.7.4, adds arm64 image.)On-chain privacy / coinjoinWasabi Wallet v2.8.1 - 2026-07-22Now receives to Taproot addresses by default (a real "state of the network" adoption nudge, four-plus years post-activation), adds Linux AppImage, on top of 2.8.0's serverless P2P filter sync.Ashigaru Desktop v1.1.2 - 2026-07-25Whirlpool coinjoin QoL: live Tor/Electrum status, one-click connect, faster startup, self-clearing coordinator banner.JoinMarket-NG 0.34.2 - 2026-07-20Actively-maintained modern fork of JoinMarket: safe expired-fidelity-bond handling, correct frozen-UTXO reporting, multi-wallet RPC routing.Bitcoin Safe 2.1.1 - 2026-07-20Multisig/single-sig desktop wallet: UI fixes and improved Debian build reproducibility.P2P / no-KYCBisq 1.10.4 - 2026-07-24Mandatory security update for the decentralized no-KYC exchange (audit findings): signed DAO block providers, stricter blind-vote/dispute validation, re-enabled BSQ swaps. Required to keep trading.Bull Bitcoin 6.12.4 - 2026-07-24Bug-fix for the no-account self-custodial app (iOS startup-lockup fix). The feature release was 6.12.2 (UTXO/coin-control, Coldcard NFC, BitBox02 Nova BLE, sub-1 sat/vB).Vexl v1.45.1 - 2026-07-21Point release of the contacts-based no-KYC P2P trading app (small fixes).Peach Bitcoin 0.69.0 (381) - 2026-07-23Latest build of the no-KYC P2P Bitcoin marketplace (rolling 0.69.0 build increments 379/380/381 across the fortnight). Verify the build-tag slug before publishing (parentheses in the tag).Self-hosting / infraBTCPay Server v2.4.1 - 2026-07-23Self-hosted no-KYC payment processor: BIP-329 label import, editable invoice comments, refund-email triggers, RTL UI, restored Boltcard payments.Start9 StartOS v0.4.0 - 2026-07-24Major: a complete ground-up rewrite of StartOS, out of public beta after six years, billed as the "correct architecture for sovereign computing." Note: the only upgrade path is a fresh install (no in-place migration). One of the biggest self-hosting stories of the fortnight.Liquid GDK release_0.77.7 - 2026-07-20Blockstream's wallet SDK: libwally + Tor bumps, macOS/iOS cross-compile, single-sig gap-limit fee fix.Privacy stack / PayjoinPayjoin Dev Kit payjoin-cli 1.0.0-rc.1 - 2026-07-23RC for the reference Payjoin CLI, synced to payjoin 1.0.0-rc.6. Signals the v1.0 Payjoin stack nearing release (breaks common-input-ownership heuristics on-chain).NostrAmber v6.3.0 - 2026-07-20Android Nostr remote signer (keeps your nsec off client apps): grouped/collapsible multi-request approvals, a log-disabling privacy mode, built-in Tor, NIP-65 relay prefetch.Wallets (self-custody)BlueWallet 8.0.1 - 2026-07-21Major v8 line: iOS 26 UI refresh, BC-UR v2 airgap scanning (OneKey/Keystone), Unchained multisig cosigner import, 19 new languages, crypto-js replaced with @noble. Broad user base. Confirm the exact tag slug before publishing.Cake Wallet 6.3.2 - 2026-07-24Non-custodial BTC/Monero wallet: home-screen recent history, better OpenAlias/ENS/Unstoppable alias resolution, faster Zcash sync.EDUCATIONWhat Is a UTXO, and Why Does It Matter for Bitcoin Privacy? - 2026-07-25Community explainer thread on Stacker News. The useful part is the top response, which walks through how receive-and-spend patterns fingerprint you and where coinjoin actually helps. Good raw material for a plain-English UTXO segment, which pairs with the Wasabi and Ashigaru releases and gives newer listeners the vocabulary before the coinjoin talk.Bitcoin Optech Newsletter #415 - 2026-07-24Two items worth surfacing. Fabian Jahr's draft BIP459 proposes full aggregation of BIP340 schnorr signatures using DahLIAS, combining multiple signatures into a single 64-byte aggregate, with cross-input signature aggregation as a downstream possibility. And libsecp256k1 #1765 adds an optional BIP352 silent-payments module supporting receiver scanning from only the scan secret and spend pubkey, so the spend private key stays offline. Silent payments quietly becoming infrastructure is a good recurring beat.TO DONATE TO ROMAN'S DEFENSE FUND: https://freeromanstorm.com/donateHELP GET SAMOURAI A PARDONSIGN THE PETITION ----> https://www.change.org/p/stand-up-for-freedom-pardon-the-innocent-coders-jailed-for-building-privacy-tools DONATE TO THE FAMILIES ----> https://www.givesendgo.com/billandkeonneSUPPORT ON SOCIAL MEDIA ---> https://billandkeonne.org/VALUE FOR VALUEThanks for listening you Ungovernable Misfits, we appreciate your continued support and hope you enjoy the shows.You can support this episode using your time, talent or treasure.TIME:- create fountain clips for the show- create a meetup- help boost the signal on social mediaTALENT:- create ungovernable misfit inspired art, animation or music- design or implement some software that can make the podcast better- use whatever talents you have to make a contribution to the show!TREASURE:- BOOST IT OR STREAM SATS on the Podcasting 2.0 apps @ https://podcastapps.com- DONATE via Monero @

Leadership principles are rarely complicated. The difficulty is remembering to practise them consistently when targets are missed, markets become unstable, staff disappoint us and the pressure keeps building. In Part One, we examined the first seven guiding principles of leadership. Here are principles eight to sixteen: practical reminders about respect, recognition, accountability, goal-setting, focus, resilience, work-life balance, worry and enthusiasm. They may sound familiar, but familiarity is not the same as application. How does showing respect improve employee motivation? Genuine respect is the foundation of sustainable employee motivation because people are more willing to contribute when they feel valued as human beings. This applies not only to star performers but also to the large middle of the workforce whose performance may be average or inconsistent. Many bosses naturally respect their top 20% because those people deliver results. The real leadership test is how they treat everyone else. Frustration can leak into the boss's voice, facial expression and daily interactions. Staff quickly recognise when they are being tolerated rather than respected. Leaders do not have to accept poor performance. They do, however, need to separate the individual's worth from the current quality of the work. Clear coaching, fair expectations and honest feedback can coexist with dignity. Do now: Check whether every team member receives the same basic level of courtesy, attention and respect, regardless of performance. Why are recognition and praise sometimes more powerful than money? People work for money, but they often go the extra mile because they receive recognition, praise and meaningful rewards. Fair pay matters, but salary alone rarely creates emotional engagement, loyalty or discretionary effort. Frederick Herzberg described salary as a "hygiene factor". When pay is unfair, it causes dissatisfaction. When it is fair, employees generally treat it as an expected part of the employment relationship. The stronger motivational effect often comes from achievement, responsibility, progress and recognition. Our Dale Carnegie research has repeatedly identified feeling valued by one's immediate manager as an important emotional driver of engagement. Employees cannot read the boss's mind. They know they are valued because the leader communicates it through specific praise, appreciation and acknowledgement. A vague "good job" is better than silence, but precise recognition is stronger: explain what the person did, why it mattered and who benefited. Do now: Recognise one specific contribution today and connect it directly to its positive impact. Should leaders admit their mistakes? Strong leaders admit mistakes quickly because accountability builds credibility rather than diminishing authority.A boss who pretends to be infallible creates defensiveness, fear and political behaviour throughout the organisation. Ego, face, pride and professional image can make an admission difficult, particularly in hierarchical business cultures. Some managers worry that saying "I was wrong" will weaken their position. Usually, the opposite happens. Employees already know the mistake occurred. The only unresolved question is whether the leader has enough confidence and integrity to acknowledge it. Admitting an error does not mean accepting chronic incompetence. Leaders and employees must still meet professional standards. The principle is to be quick to acknowledge genuine mistakes, slow to criticise others and constructive when correcting performance. A leader who accepts personal imperfection is also more capable of responding calmly when a team member makes an occasional error. Do now: Admit the mistake, explain the correction and focus the team on preventing a recurrence. How should leaders set challenging but realistic goals? Effective goals should stretch performance without becoming so unrealistic that employees stop believing effort will make any difference. Clear, challenging and attainable targets generate more commitment than numbers based on guesswork, hope or executive wishful thinking. Throughout my career, I have encountered targets that appeared to have no scientific, commercial or logical foundation. A wet finger held up to the breeze seemed to be the methodology. These goals did not motivate anyone. They encouraged cynicism, sandbagging and creative explanations for failure. Today, I use a spreadsheet to track each salesperson's results from the date they joined the company. This allows comparisons based on experience, historical performance, conversion patterns and realistic productivity expectations. Large corporations, SMEs and startups may use different metrics, but the principle remains the same: base targets on evidence, explain the rationale and confirm that employees can influence the outcome. Do now: Review whether your team's goals are evidence-based, clearly explained and difficult but genuinely obtainable. How can leaders maintain focus on the big picture? Leaders maintain strategic focus by protecting time for important long-term work, even while urgent problems compete for attention. Markets, currency movements, wars, technological disruption and economic downturns can easily pull leaders into permanent crisis management. Employees are often understandably focused on today's workload, career, compensation and immediate problems. Senior leaders must operate across a longer horizon. They need to keep reminding the organisation where it is going, why that destination matters and what must be protected during periods of disruption. The familiar advice is to work on the business, not only in the business. Stephen Covey's Quadrant Two—important but not urgent—is where strategic planning, relationship building, capability development and risk prevention normally sit. Unfortunately, these activities are easily postponed because they are not yet emergencies. The big picture does not maintain itself. Leaders have to schedule time to think. Do now: Block regular Quadrant Two time for strategy, people development and prevention before urgent work consumes the calendar. Does work-life balance improve leadership performance? Consistently high performance requires recovery because health, reflection and leisure support better judgement, creativity and endurance. Leadership is a marathon, even though ambitious executives sometimes behave as if every month is the final sprint. "I will outwork, out-sacrifice and out-commit everyone" can sound admirable. It becomes dangerous when exhaustion damages decision quality, relationships or physical health. Many of our strongest ideas appear while walking, running, swimming, exercising or gardening—not while staring at another spreadsheet late at night. My father established his own company at the age of 49 and achieved rapid financial success. He died from lung cancer at 51 and was not there to enjoy the rewards. That experience permanently shaped my view of success. Winning in business is meaningless if leaders destroy their health, family life and capacity to enjoy what they have built. Do now: Treat sleep, exercise, relationships and recovery as performance disciplines rather than optional rewards. How can leaders remain positive during severe setbacks? Resilient leaders take strength from what remains possible instead of allowing past failures and present negativity to consume their energy. Positivity is not pretending that serious problems do not exist. It is maintaining the ability to act despite them. The movie reel inside our minds repeatedly shows mistakes, humiliations, losses and disasters. News media amplify the effect because negative stories attract attention. During the COVID-19 pandemic, the training industry suffered extraordinary disruption. Remaining optimistic while facing losses, uncertainty and upheaval was not easy. My mantra was TINA: There Is No Alternative. Quitting mentally would not improve the situation, so the only productive option was to keep adapting and fighting. Japan's well-known saying, "Fall down seven times, get up eight," captures the required mindset. Resilience does not remove the wound. It gets us moving again. Do now: Identify what remains within your control and take one constructive action before reviewing the problem again. What practical method helps leaders control worry? Leaders can reduce worry by converting vague fear into a clearly defined problem followed by practical solution choices. Worry thrives when the mind circles endlessly around uncertainty without moving toward a decision. Questions such as "Can we make payroll?", "Will we run out of cash?" and "How much longer can we survive?" became genuine concerns for many business owners during the pandemic, supply-chain disruption, market instability and geopolitical conflict. A simple four-part process can interrupt paralysis: What is the problem? Why is it a problem? What could I do to alleviate the problem? Which solution is best? This structure moves the mind away from emotional repetition and into analysis, options and action. The selected solution may not be perfect, but purposeful movement is generally healthier than passive anxiety. Do now: Write down the worry, answer the four questions and choose the next specific action. Why is enthusiasm essential for leadership? Enthusiasm gives leaders the emotional energy to influence others, sustain momentum and keep hope alive when circumstances are grim. It can move people, but it must also be protected from persistent negativity. Negative colleagues, commentators and acquaintances can act like kryptonite. Their pessimism gradually drains confidence and makes every idea appear impossible. Leaders cannot always avoid difficult people, particularly when the negative person is a colleague, client or family member. They can, however, control how much authority that person's outlook is allowed to have. Enthusiasm is not constant excitement. It is a renewable commitment to possibility. Leaders should identify the activities, people, purposes and achievements that reignite their energy. A small spark can become the blue flame that helps a team believe there is a worthwhile future ahead. Your emotional state is contagious, whether you intend it to be or not. Do now: Protect your enthusiasm, reduce unnecessary exposure to habitual negativity and reconnect with what gives the work meaning. Conclusion: How can leaders turn familiar principles into daily habits? The sixteen principles covered across Parts One and Two are not new, glamorous or technologically advanced. Most leaders have heard similar advice before. The problem is not a lack of knowledge. The problem is inconsistent execution. Respect, recognition, humility, constructive feedback, realistic goals, strategic focus, personal health, resilience, practical problem-solving and enthusiasm only create value when they become visible behaviours. Choose one principle each day and deliberately practise it. Treat the principles like daily business health supplements. One small leadership behaviour repeated consistently can improve trust, engagement, judgement and organisational performance. The obvious principles are often the ones we neglect. Leadership improves when we stop admiring the ideas and start living them. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and received the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver leadership, communication, sales and presentation programmes globally, including Leadership Training for Results. He has written several books, including the bestsellers Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery, along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His books have also been published in Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg publishes daily business insights on LinkedIn, Facebook and X and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews for executives and professionals seeking practical strategies for succeeding in Japan.

Mitt i sommaridyllen blir ett äldre par brutalt mördade i sitt hem. Polisen säkrar två skoavtryck och nu börjar jakten på en gärningsman med skostorlek 47. Lyssna på alla avsnitt i Sveriges Radios app. När Annika sitter ute på altanen en sommardag 2017 ser hon en ambulans svänga in på grannarnas uppfart. Snart kommer ett pärlband av polisbilar.– Varför är det så fruktansvärt mycket poliser? Då googlade jag och ser att de har hittat två personer döda. Det var bara kaos i huvudet!Det äldre paret Tor och Ann-Christine hittas bundna med silvertejp och knivskurna till döds. Annika känner grannarna väl. Tor är hennes morbror och de umgås ofta, och hon beskriver dem som omtänksamma och ordningssamma. Hon kan inte förstå varför de blivit mördade och även polisen har svårt att hitta en förklaring till morden.Skoavtrycken hetaste spåretDet säkras DNA på brottsplatsen men mördaren förblir okänd. Istället blir ett par skospår på brottsplatsen en viktig pusselbit. – Det är en stor sko. Nu gäller det att identifiera vem som avsatt avtrycket. Förre kriminalkommissarien Sven Alhbin och reporter Pernilla Wadebäck förklarar i det här avsnittet av Brottsutredarna hur man ringar in gärningsmannen med hjälp av skospåren och tejpen som suttit runt offren. Flera månader efter dubbelmordet leder spåren fram till en ostraffad 24-årig småbarnspappa. En osannolik gärningsman vid första anblicken - men med skor i storlek 47.Producent: Hannah Engberg, Tredje Statsmakten Media Slutmix: Fredrik Nilsson. Tredje Statsmakten Media Exekutiv producent: Jenny Gustafsson, Sveriges Radio

Esmeralda Ruiz entrevista a Carlos Jiménez, expresidente y miembro del Área de Tabaquismo de la Sociedad Española de Neumología y Cirugía Torácica.

People and animals have lived together in lots of ways for thousands upon thousands of years -- and humans, as we know, will attempt to pack-bond with anything. But what does the domestication of animals mean in worlds that might have fantastical creatures or critters who can talk? Guest John Wiswell joins us to discuss the friend-shaped beings that inhabit our fantasy worlds. When did your culture domesticate animals, and which ones, and why? What distinguishes a merely domesticated animal from a true companion? Which creatures might be normal pets, and which ones are more off-beat or even taboo? What does it mean if you can tame a dragon, or if your kitty familiar can talk to you? And then, of course, writers also need to consider what role these animals play in the story: Do they serve a narrative purpose? Or are they just there to fill out the world and acknowledge that, yes, humans generally love animals and want them around? [Transcript for Episode 185 TK] Our Guest: John Wiswell is a Nebula-winning and Locus-winning author who lives in the middle of the woods. His debut novel, SOMEONE YOU CAN BUILD A NEST IN, was released from DAW Books in the U.S. and Arcadia Books in the U.K. in April 2024. John's work has appeared in Uncanny Magazine, Tor.com, LeVar Burton Reads, Nature Magazine, The Magazine of Fantasy & Science Fiction, Weird Tales, the No Sleep podcast, Nightmare Magazine, Cast of Wonders, Podcastle, Escape Pod, Pseudopod, and other fine venues. He has been a finalist for the Hugo, World Fantasy, and British Fantasy Awards. His fiction has been translated into ten languages. He graduated Bennington College in 2005, and attended the Viable Paradise 17 workshop in 2013. He has multiple disabilities including a neuromuscular syndrome, and thinks healthy people's capacity to complain is very funny. He finds a lot of things very funny and would like to keep it that way. He is frequently available for interview and for talks at conferences. He has done panels at places such as Worldcon, the Nebula Awards Conference, and the World Fantasy Convention.

Marty sits down with Alex Waltz to discuss his forensic investigation into Bitcoin's first seventy-two hours, which uncovers that Satoshi Nakamoto likely ran both a clearnet and Tor node to bootstrap the network, reveals Hal Finney as the third node but second person to join, and exposes how the nascent blockchain ground to a halt eight separate times. Alex on X: https://x.com/raw_avocado Alex's Website: https://alexwaltz.com/ Alex on YouTube: https://www.youtube.com/@AlexWaltz21/ Alex's Findings: https://1stbitcoinminer.com/ STACK SATS hat: https://tftcmerch.io/ Our newsletter: https://www.tftc.io/bitcoin-brief/ TFTC Elite (Ad-free & Discord): https://www.tftc.io/#/portal/signup/ Discord: https://discord.gg/yHGkvYxdqT Opportunity Cost Extension: https://www.opportunitycost.app/ Shoutout to our sponsors: Bitkey https://bitkey.world/ Aven https://www.aven.com/bitcoin CrowdHealth https://www.joincrowdhealth.com/tftc Unchained https://unchained.com/tftc/ Lygos https://lygos.finance/ Salt of the Earth: https://drinksote.com/tftc Join the TFTC Movement: Main YT Channel https://www.youtube.com/c/TFTC21/videos Clips YT Channel https://www.youtube.com/channel/UCUQcW3jxfQfEUS8kqR5pJtQ Website https://tftc.io/ Newsletter tftc.io/bitcoin-brief/ Twitter https://twitter.com/tftc21 Instagram https://www.instagram.com/tftc.io/ Nostr https://primal.net/tftc Follow Marty Bent: Twitter https://twitter.com/martybent Nostr https://primal.net/martybent Newsletter https://tftc.io/martys-bent/ Podcast https://www.tftc.io/tag/podcasts/

Romance scams, deepfakes, Medicare fraud: Professor David Maimon explains how organized the crooks have gotten, and how to stop being low-hanging fruit.Full show notes and resources can be found here: jordanharbinger.com/1346What We Discuss with Dr. David Maimon:Why fraud stopped being a guy in a hoodie. It's a full industry with a supply chain, where identity thieves, forgers, account openers, and launderers each run a specialty. David explains how consumers reported $12.5 billion in losses last year, and that's just the part people admitted to.How the dark web turned crime into a self-serve buffet. Stolen identities run $7 to $10, a license, ID, and passport bundle goes for $150, and compromised bank accounts ship with money-back guarantees. Getting there is as easy as pasting a URL from Google into the Tor browser.What AI quietly changed about the whole game. Fake faces, cloned voices, deepfake documents, and synthetic identities built from scratch have collapsed the cost of looking legit. David warns that agentic AI can now open accounts and build a paper trail around a person who never existed.Why you're not getting hacked so much as played. The con shifted from cracking passwords to working people. Romance scammers hunt for high credit scores and home equity, coaxing victims into opening accounts and draining their own loans, while kids get blackmailed into laundering stolen checks.How slowing down quietly beats the scammers. David's best defense costs nothing. Pause before clicking, verify through a separate channel, and treat urgency as the red flag it is. Freeze your credit and your kids', add identity protection, and check your statements as often as the crooks do.And much more...And if you're still game to support us, please leave a review here — even one sentence helps! Sign up for Six-Minute Networking — our free networking and relationship development mini course — at jordanharbinger.com/course!Subscribe to our once-a-week Wee Bit Wiser newsletter today and start filling your Wednesdays with wisdom!Do you even Reddit, bro? Join us at r/JordanHarbinger!This Episode Is Brought To You By Our Fine Sponsors: The Cybersecurity Tapes: Listen here: thecybersecuritytapes.comProgressive Insurance: Free online quote: progressive.comMarathon Rewards: Sign up today: marathonrewards.comAG1: Welcome kit: drinkag1.com/jordanSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.