Podcasts about Tor

Im Hafenkonzert-Podcast geht es dieses Mal um ein Thema, das in jeder Küche steckt – und das seit Jahrhunderten eng mit Hamburg verbunden ist: Gewürze. Von Pfeffer, Curry und Kardamom über Safran und Vanille bis zu Zimt – sie alle haben spannende Geschichten, weltumspannende Handelswege und oft auch bittere koloniale Wurzeln. Wir besuchen das Spicy's Gewürzmuseum in der Speicherstadt, wo einst die berühmten „Pfeffersäcke“ ihre Kolonialwaren lagerten. Wir sprechen mit Historikerinnen, Linguistinnen und Kaufleuten darüber, wie Gewürze früher veredelt wurden, wie ihr Handel funktionierte – und warum so viele Redensarten rund um Pfeffer, Schärfe und Reichtum entstanden sind. Außerdem werfen wir einen Blick auf die Kontrollen der Hafenbehörde, hören von unvergesslichen Gerüchen, reisen gedanklich bis nach Sansibar – und bekommen zum Schluss noch einen Buchtipp für alle, die tiefer in die Welt der Gewürze eintauchen möchten. ⸻ Die Themen im Einzelnen:

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

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

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

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

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

Heute begehen wir mit der Kirche einen interessanten Tag. Er heißt "Unsere Liebe Frau in Jerusalem" und hat eine wechselvolle Geschichte: In einem apokryphen, also nicht anerkannten Jakobusevangelium wird erzählt, dass Joachim und Anna ihre Tochter Maria zum Tempel nach Jerusalem bringen, damit sie dort aufwächst und erzogen wird. Später feiert man an dem Tag die Einweihung der Marienkirche in Jerusalem im Jahr 543. Im 8. Jahrhundert in Konstantinopel gefeiert, dauert es bis ins 15. Jahrhundert, bis dieser Tag für die ganze katholische Kirche vorgeschriebener Feiertag wird.Was mich an diesem Tag fasziniert, ist, dass dieses Gedächtnis in ganz vielen Kirchen begangen wird: in der orthodoxen Kirche und der armenischen, in der koptischen Kirche sogar als Fest, in der syrisch-orthodoxen und der maronitischen Kirche. In einem wundervollen alten Hymnus heißt es:"Du große Herrin, schönste Frau, hoch über Sternen steht dein Thron.Du trugst den Schöpfer, der dich schuf, und nährtest ihn an deiner Brust.Was Eva einst verloren sah, gibst du im Sohne reich zurück.Der Himmel öffnet sich in dir; zur Heimkehr steht der Weg uns frei.Du Pforte für den Königssohn, des neuen Lichtes helles Tor,in dir grüßt jauchzend alle Welt das Leben, das du ihr geschenkt.Herr Jesus, dir sei Ruhm und Preis, Gott, den die Jungfrau uns gebar,Lob auch dem Vater und dem Geist durch alle Zeit und Ewigkeit. Amen."Und in diesem Lied wird die Liebe der Menschen zur Mutter Maria deutlich, aber eben auch, dass es um ihren Sohn geht, den sie in die Welt gebracht hat und für den sie ihre Lebenspläne aufgegeben und sich Gott zur Verfügung gestellt hat. Als fromme Powerfrau, die sehr wohl um ihren Platz in der Geschichte Gottes mit den Menschen gewusst hat.

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

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

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

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

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

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

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

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

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

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

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

¿Crees que fumar solo un par de cigarrillos a la semana no es tan malo?. Este martes en Una Nueva Mañana de Cooperativa, el doctor Juan Emilio Cheyre, Jefe de Cirugía Torácica de FALP, aclaró que "el riesgo de tener cáncer es mucho más alto que si no fumaras ni uno. No hay una dosis segura de consumo de tabaco, ese es el mensaje". Conduce Cecilia Rovaretti y Sebastián Esnaola.

In dieser Episode sprechen Martje und Stefan über das Tor 19 im Human Design. Tor 19 ist die Annäherung, das Tor der Ansprüche. Tor 19 bringt mit sich eine extrem hohe Feinfühligkeit. Dies kann sich als eine hohe Empathie gegenüber anderen Menschen und auch Säugetieren zeigen, aber auch als Sensibilität gegenüber Chemikalien, Stoffen, Inhaltsstoffen von Cremes oder Nahrung. Es ist ein Verbindungstor zum Säugetierreich. Tor 19 ist auch Teil des Mystischen Wegs, der mit der Mutation 2027 nicht mehr vorhanden sein wird. Wenn du deinen persönlichen Weg zur Spiritualität finden möchtest, nimm unbedingt an Martjes Kurs teil. Mystical Way hat schon begonnen, aber du kannst noch einsteigen. Du hast erst einen Termin verpasst und natürlich gibt es eine Aufzeichnung: https://martje.rocks/mysticalway Weitere Infos zu Tor 19 findest du hier: https://martje.rocks/64tore-tor19 ICH Podcast bei iTunes: https://podcasts.apple.com/us/podcast/ich/id1606879737 Martje findest du hier: https://martje.rocks Stefan findest du hier: https://stefan-polten.de

Hubert est au auditeur fidèle du podcast. Mais c'est aussi et avant tout un avide pratiquant de sports en tous genres. D'abord le judo et la moto, puis le trail et le vélo, en passant par le triathlon. Des formats relativement courts aux courses les plus extrêmes, Hubert se cherche, explore ses limites et parfois les dépasse, le tout sans jamais perdre de vue l'essentiel : il faut profiter de chaque instants, trouver le bon même dans la difficulté.Dans cet épisode, on parle de bains matinaux dans des eaux à 3°C, de comté en guise de ravitaillement, et de l'importance d'être bien entouré.

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

In diesem Podcast lernen wir Alemannias neuen Angreifer Valmir Sulejmani und Abwehrspieler Pierre Nadjombe kennen. Der eine wartet noch auf sein erstes Tor für Aachen, der andere erzählt den Moderatoren Christian Ebener und Peter Engels, wie er auf dem Platz Fuß gefasst hat. Beide hatten keinen ganz perfekten Start am Tivoli, sagen aber, dass sie sehr gut aufgenommen wurden und ihnen Mannschaft, Trainer und Staff sehr dabei geholfen haben, in Aachen anzukommen. Im Podcast erzählen sie, wie sie Profi geworden sind, wie sie ihre Familie dabei unterstützt hat und was sie im Leben außer Fußball noch vor haben. ­ Alle Folgen unseres Alemannia-Podcasts findet Ihr hier: https://www.aachener-zeitung.de/themen/you-never-talk-alleng/ - mit freundlicher Unterstützung unseres Partners Johnson & Johnson MedTech, dem Spezialisten für Herzgesundheit aus Aachen. https://www.abiomed.com/de-de. ­ Redaktion: Ebener, Engels Moderation: Ebener, Engels Produktion: Hinz, Engels Cover: Claßen Fotos: EngelsSee omnystudio.com/listener for privacy information.

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

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

Pierres had a crazy idea and Steves Let Pierre Down We have Two new Patreons this week Deans Workshop and Troy Miller Thanks so much for your great supportBig thank you to all our Patreons and a Huge thanks to all out Top tier PatreonsAlister Forbes @thelionthornmaker Georgios Petrousis @menios_workshop, Chris @back.to.the.workshop. Mat Melleor @Makermellor, André Jørassen, Toni Kaic @oringe_finsnickeri, Thor Halvor @thwoodandleather, Neil Hislop @hbrdesigns, Mike Eddington @geo.ply, @jespermakes both on YouTube and instagram, Tor @lofotenwoodworks, Thomas Angel @verkstedsloggbok. Jason Grissom @jgrissom and also on Youtube . P-A Jakobson @pasfinsnickeri Tim @turgworks, John Mason @jm_woodcraft_scotland, Martin Berg @makermartinberg, Nick James @nickjamesdesign and and on YouTube at  Nick James Furniture Maker. Preston Blackie @urbanshopworks and also on YouTube at Urban Shop Works, Kåre Möller @kare_m, Arne @mangesysleren, Marius Bodvin @mariusbodvin & @arendalleather, Richard Salvesen @salvesendesign, Bjorn from @interiormaker.b.hagen. Roger Anderson @rvadesign182. And  Ola Skytteren @olaskytterenIf you want to support  the Show and listen to the aftershow we have a Patreon page please click the link https://www.patreon.com/user?u=81984524We also have a discord channel that you can join for free the link is in our instagram Bio. We would love to see you there.Our Obsessions this weekSteve @stevebellcreates obsession this week was a YouTube video from Fortress Fine Woodworking called Everyone saw free wood But I saw something else This guy normally makes fine woodworking but he has just moved other a massive shop with no three phase electricity wet so he could only use certain tools so he broke down some pallets to make a outdoor table but he used the CNC to cut a pattern from the pallet wood like a flower sun thing then filled it with epoxy and then made some fancy legs it looked really good I thought the top would look great hung on a wall so go take a lookPierre @theswedishmaker Pierres obsession this week is the TV show Dexter Resurrection he just cant get enoughIf you have any questions or comments please email the show at threenorthernmakers@gmail.com

In dieser Spezial-Folge tauchen Yannik und Matze tief ein in die Kickbase-Welt, sprechen über das vermeintlich beste System, diskutieren die besten und schlechtesten Transfers der Saison und verraten, wie es mit der Spieltach-Liga demnächst weitergeht!Und am Ende gibt es heiße Tipps & Hacks, die ihr kennen solltet, um bei Kickbase erfolgreich zu sein! Natürlich geht's auch um die deutsche Nationalmannschaft nach einem überschaubaren WM-Quali-Spiel gegen Luxemburg. Wer bei der WM im Tor stehen könnte, warum das Spiel gegen die Slowakei besser wird und wie die Chancen für El Malas Debüt stehen, hörst du im Podcast.

Deliver the win, then ring the bell. Make small mistakes fast; make big learnings faster. Think global, act local — but don't go native. Do the nemawashi before the meeting, not during it. Your salary is earned in the stores: go to the gemba. A 28-year Domino's veteran, Martin Steenks began at 16 as a delivery expert in the Netherlands. He rose to store manager, multi-unit supervisor, then franchisee, building his operation to eight stores by 2019. After selling his stores, he became Head of Operations for Domino's Netherlands, then CEO of Domino's Taiwan in 2021, and subsequently CEO of Domino's Japan. Previously he was Chief Orchestrator in Japan, focusing on operational excellence, culture, and scalable execution in one of Domino's most exacting service markets. He is known for hands-on store work, cross-training, "Friday F-Up" learning rituals, the Grow & Prosper bell for micro-wins, and quarterly "Go Gemba" days that connect HQ functions with frontline realities.  Martin Steenks' leadership arc runs from a three-minute job interview at 16 to orchestrating Domino's Japan — one of the brand's most demanding markets for service quality. The connective tissue is execution discipline: he has run stores, supervised regions, built and exited an eight-store franchise, owned national operations, and led two country P&Ls. That breadth gives him pragmatic empathy for franchisees and HQ alike, which he leverages to align incentives, simplify operations, and insist that every back-office salary is ultimately "earned in the stores." Japan sharpened his leadership. Coming from low-context, fast-moving Dutch and Australian business styles into high-context Japan, he learned that meetings signalling agreement can still stall without prior nemawashi — the groundwork with middle management and other stakeholders. He now invests in pre-alignment, translating intent into culturally legible action: fewer big-room debates, more quiet lobbying, more ringi-sho style consensus building for irreversible decisions, and a clear bias to test-and-learn for reversible ones. Rather than trying to "change the culture," he adjusted himself — becoming more patient while preserving speed by separating decision types and sequencing alignment before action. His operating system is human and tangible. He set a weekly rhythm of learning with a "Friday F-Up" session, where leaders share mistakes and what was learned — a radical move in a high uncertainty-avoidance culture. He celebrates micro-wins with the Grow & Prosper bell to make progress visible, sustaining morale during long transformations. He bridged HQ–store gaps with Go Gemba: each quarter, every function works a store shift; IT discovers why a workflow fails at the point of sale, marketing sees campaign friction at Friday night peak, finance hears cost-to-serve realities. He personally worked in stores four to five days a month, especially during crunch periods like Christmas, leading by example and rebuilding trust through competence. Marketing localisation is equally pragmatic. Deep discounting can signal poor quality to Japanese consumers; "customer appreciation weeks" preserve value perception while rewarding loyalty. Community building is pushed to the store level — managers engage local clubs and schools to turn footfall into fandom. Cross-training makes delivery experts confident product explainers at the door, restoring a human touch in a world where >90% of orders arrive online. Ultimately, Steenks' playbook blended cultural fluency with decision intelligence. He aligned stakeholders through nemawashi, codified learning rituals, chose language and campaigns that respected local signals, and keeps strategy tethered to the edge where pizzas are made, boxed, and delivered hot. The title "Chief Orchestrator" wasn't just whimsy; in a business of many specialists, he conducted tempo, harmony, and timing — the difference between noise and music.  What makes leadership in Japan unique? Japan's high service standards and high-context communication demand leaders who are both exacting and empathetic. Success depends on pre-work: nemawashi with middle managers, thoughtful ringi-sho style consensus for high-impact choices, and visible demonstrations of respect for the frontline. Uniforms (like Domino's iconic race jacket for store managers) and rituals create shared identity that motivates in a group-oriented culture. Why do global executives struggle? Low-context leaders often misread meeting "yeses" as commitment. Without groundwork, nothing moves. Impatience backfires in high uncertainty-avoidance environments; public criticism shuts people down. Leaders must separate reversible from irreversible decisions, secure alignment offline, and then move decisively. They should also avoid copy-pasting global marketing: in Japan, steep discounts can be read as "lower quality," eroding trust. Is Japan truly risk-averse? Japan is less risk-loving than many markets, but teams will take smart risks when safety and learning are explicit. Stanks normalises small, fast experiments, celebrates micro-wins, and protects people when bets misfire. This reframes risk as controlled uncertainty with upside — a shift from avoidance to improvement. What leadership style actually works? Lead from the front and the shop floor. Work stores every month. Tie HQ metrics to store impact. Use rituals — Friday F-Up, the Grow & Prosper bell — to institutionalise learning and momentum. Celebrate teams more than individuals, and praise privately when cultural norms warrant it. Think global, act local, but don't "go native": retain an outsider's clarity about pace and standards. How can technology help? Digital tools amplify decision intelligence when paired with gemba reality. Store-level dashboards, route optimisation, and digital twins of peak-hour operations can test scenarios before rollouts; telemetry from ovens, makelines, and delivery routes can reveal bottlenecks that nemawashi then resolves across functions. Tech should reduce operational complexity, not add it. Does language proficiency matter? Fluency helps, but intent matters more. Demonstrating effort — basic greetings, store-floor Japanese, and culturally aware email etiquette — earns trust. Tools that translate bidirectionally unlock participation, but leaders still need to read context and invest time with the middle layer. What's the ultimate leadership lesson? Do the cultural homework, orchestrate alignment before action, and keep your hands in the dough — literally. When people see you respect their craft, protect their learning, and tie strategy to execution, they'll go all-in. Timecoded Summary [00:00] Origin story: hired at 16 as a delivery expert in the Netherlands; stayed through school; first — and only — job interview; early leadership as store manager, then multi-unit supervisor. [05:20] Entrepreneurship chapter: buys a struggling store; builds to eight locations with his wife's support; sells in 2019 to become Head of Operations for the Netherlands, trading entrepreneurial freedom for strategic impact. [12:45] Asia leadership: becomes CEO Taiwan in 2021, then moves to Japan; discovers that despite common Domino's DNA, markets differ; Japan's service bar is the highest. [18:10] Cultural recalibration: early meetings show apparent agreement but slow follow-through; learns nemawashi and middle-layer alignment; patience becomes a leadership muscle; adopts "Chief Orchestrator" title to reflect cross-functional reality. [24:00] Store-first operating system: cross-training (makeline ↔ delivery ↔ service); >90% of orders online makes the delivery interaction critical; community outreach by store managers; hands-on leadership with 4–5 store days per month and peak-period shifts. [31:30] Learning rituals: Friday F-Up meeting reframes failure as fuel; Grow & Prosper bell celebrates micro-wins to sustain momentum; public recognition calibrated to cultural comfort; Domino's manager jacket signals identity and pride in Japan. [38:05] Marketing localisation: avoid pure discounting (quality signal risk); position as "customer appreciation"; test premium, limited campaigns; keep operations simple for peak. [43:20] Bridging HQ and field: quarterly Go Gemba embeds IT/Finance/HR/Marketing in stores; internal surveys (anonymous) surface issues; visible follow-through flips scepticism to trust. [49:40] Leadership philosophy: lead by example, protect experimenters, separate reversible vs irreversible decisions, and use decision intelligence (telemetry, digital twins) to derisk change while moving faster. 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. 

Tanya 23 cheshvan Cap 29 Parte 5 -A vontade divina se revela através das alachot,leis da Torá oral

The Outer Realm welcomes back Morgan Daimler Date: November 21th, 2025 EP: 640 TOPIC: We will discuss the world of Dreams. She will talk about Dream Reality, Encounters, Visitations, Premonitions, Lucid Deaming and much more! Contact for the show - theouterrealmcontact@gmail.com Michelle Desrochers and The Outer Realm :https://linktr.ee/michelledesrochers_ Please support us by Liking, Subscribing, Sharing and Commenting. Thank you all !!! About Morgan: -Morgan Daimler teaches classes on Irish myth and magical practices, fairies, and related subjects in the United States and internationally. She has been published in multiple anthologies as well as in Witches and Pagans magazine and Pagan Dawn magazine, and she is one of the world's foremost experts on all things Fairy. Besides the titles available through Moon Books Morgan has a high fantasy novel 'Into Shadow' through Cosmic Egg and has self-published books of Old and Middle Irish language translations, and has an urban fantasy/paranormal romance series called Between the Worlds. Morgan has also presented papers on fairies and on fairies and witches at several university conferences. If you enjoy the content on the channel, please support us by subscribing: Thank you All A formal disclosure: The opinions and information presented or expressed by guests on The Outer Realm Radio and Beyond The Outer Realm are not necessarily those of the TOR, BTOR Hosts, Sponsors, or the United Public Radio Network and its producers. Although the content may be interesting, it is deemed "For Entertainment Purposes" . We are always respectful and courteous to all involved. Thank you, we appreciate you all!

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

Newly promoted and still stuck in "super-doer" mode? Here's how to rebalance control, culture, and delegation so the whole team scales—safely and fast.  Why do new managers struggle when they're promoted from "star doer" to "leader"? Because your brain stays in production mode while your job has shifted to people, culture, and systems. After promotion, you're accountable not only for your own KPIs but for the entire team's outcomes. It's tempting to cling to tasks you control—dashboards, sequencing, reporting—because they're tangible and quick wins. But 2025 leadership in Japan, Australia, the US, and Europe demands more: setting strategy, articulating vision, and developing capability. The pivot is psychological—move from "I produce" to "I enable production," or you'll cap growth and burn out. Do now: List your top five "leader-only" responsibilities and five tasks to delegate this week; schedule handovers with owners and dates.  Mini-summary: New leaders fail by over-doing; succeed by re-wiring attention from personal output to team capability. What's the practical difference between managing processes and leading people? Managers ensure things are done right; leaders ensure we're doing the right things—and growing people as we go.Processes secure quality, timeliness, budget discipline, and compliance. Leadership adds direction: strategy, culture, talent development, and context setting. Across sectors—manufacturing in Aichi, B2B SaaS in Seattle, retail in Sydney—over-indexing on process alone turns humans into "system attachments," stifling initiative and innovation. Over-indexing on people without controls risks safety, regulatory breaches, and inconsistent delivery. The art is dynamic dosage: tighten or loosen controls as competency, risk, and stakes shift. Do now: For each workflow, rate "risk" and "competency." High risk/low competency → tighter checks; low risk/high competency → more autonomy.  Mini-summary: Processes protect, people propel; leaders tune both based on risk and capability. How much control is "just enough" without killing initiative or risking compliance? Use the guardrail test: prevent safety/compliance violations while leaving room for stretch, accountability, and growth. Post-pandemic supply chains, ESG scrutiny, and Japan's regulator expectations mean leaders can't "set and forget." Too few checks invite fines—or jail time for accountable officers; too many checks create Theory X micromanagement that freezes learning. Borrow from Toyota's jidoka spirit: stop the line when risk spikes, but otherwise let teams problem-solve. In SMEs and startups, standardise the critical few controls (safety, security, data) and keep the rest principle-based to preserve speed. Do now: Write a one-page "controls charter" listing non-negotiables (safety, compliance) and "managed freedoms" (experiments, pilots, scope to improve).  Mini-summary: Guardrails first, freedom second—enough control to stay legal and safe, enough autonomy to develop people. How do I stop doing my team's work and start scaling through delegation? Delegate outcomes, not chores—and accept short-term pain for long-term scale. Many first-time managers keep their player tasks because they distrust others or fear being accountable for mistakes. That works for a quarter, not a year. By FY2026, targets rise while your personal capacity doesn't. Multinationals from Rakuten to Siemens train leaders to assign the "what" and "why," agree on milestones and quality criteria, then coach on the "how." Expect a temporary dip as skills climb; measure trajectory, not perfection. Do now: Pick two tasks you still hoard. Define success, constraints, and checkpoints; delegate by Friday, then coach at the first checkpoint.  Mini-summary: Let go to grow; specify outcomes and coach to capability. How can I balance micro-management and neglect in day-to-day leadership? Replace "hovering" and "hands-off" with scheduled, high-leverage follow-up. Micromanagement announces low trust; neglect announces low care. Instead, run structured check-ins: purpose, progress, problems, pivots. In regulated environments (banks, healthcare, manufacturing), confirm evidence of controls; in creative or GTM teams, probe learning, experiments, and customer signals. Across APAC, leaders who share decision frameworks (RACI/DACI; risk thresholds; escalation paths) cut rework and surprise escalations. Do now: Implement a weekly 20-minute "PPP" per direct report—Progress (facts), Problems (risks), Pivots (next choices)—with artefacts attached in advance.  Mini-summary: Neither smother nor ignore—use predictable, evidence-based check-ins to align and de-risk. When should leaders "lead from the front" versus "get out of the way"? Front-load leadership in ambiguity; step back once clarity, competence, and controls exist. In crises, new markets, or safety-critical launches, visible, directive leadership calms noise and sets pace (think: first 90 days of a turnaround or a factory start-up). As routines stabilise, flip to servant leadership: remove blockers, broker resources, and celebrate small wins. In Japan, Nemawashi-style groundwork before meetings accelerates execution; in the US and Europe, crisp owner-dated action registers keep speed without rework. The best leaders oscillate based on context, not ego. Do now: For each initiative, label its phase (Explore/Build/Run). Explore = lead hands-on; Build = co-pilot; Run = empower with audits.  Mini-summary: Lead hard in fog; empower once the road is clear and guardrails hold. Conclusion: your real job is capability, culture, and controlled freedom Great organisations don't trade people for process or vice-versa—they orchestrate both. As of 2025, the winners grow leaders who tune controls to risk, develop people faster than targets rise, and delegate outcomes with smart follow-up. Stop carrying the team on your back. Build a team that carries the work—safely, compliantly, and proudly.  Optional FAQs Is micromanagement ever right? Only for high-risk, low-competency tasks; use it briefly, with a plan to taper. What if my team is slower than me? That's normal initially; coach cadence and quality, not perfection. How do I avoid regulator trouble? Document controls, evidence checks, and incident response paths; audit monthly. What do I say to ex-peers I now manage? Reset expectations: new role, shared goals, clear decision rights, and escalation routes.  Next steps for leaders/executives Write your one-page controls charter and review it with Legal/Compliance. Convert two "player" tasks into delegated outcomes this week. Install weekly PPP check-ins with artefacts attached in advance. Map each initiative to Explore/Build/Run and adjust your involvement accordingly.  Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews. 

Beyond The Outer Realm - UNCENSORED - welcomes back Carolann Iadarola Date: November 11th, 2025 EP: 639 TOPIC: Join Carolann Iadarola and I unlock the doors to The Mysterious, The Unconventional and The Hidden! Contact for the show - theouterrealmcontact@gmail.com Michelle Desrochers and The Outer Realm :https://linktr.ee/michelledesrochers_ Please support us by Liking, Subscribing, Sharing and Commenting. Thank you all !!! About Carolann: After a lifetime of exploring high strangeness and living life as an empath, she embarked on a new journey with Ethereal Encounters Unveiled to share opinions, experiences, and powerful insights from authors, ufologists, psychics, and otherswho have stepped inside unknown universes. Carolann Iadarola owns and is also the author of Sassy Townhouse Living, a lifestyle website dedicated to sharing innovative ideas and resources in home decor, food, beauty, and overall living. She holds a master's degree in education (M.Ed.) in Instructional Technologies and Instructional Design from East Stroudsburg University of Pennsylvania. Her show features an eclectic mix of guests with unique perspectives and experiences from the paranormal world. Her goal is for you to embark on a journey that will leave you spellbound, enlightened, and even forever transformed. Every week, you will meet authors, ufologists, spiritualists, light workers, and people from varying walks of life. Ethereal Encounters Unveiled is your gateway to the unseen and the mystical. Dive into the world of the paranormal, supernatural, and inexplicable. Whether you're a skeptic, a believer, or simply curious, travel with us beyond the veil to discover the mysteries that lie beyond our grasp. If you enjoy the content on the channel, please support us by subscribing: Thank you All A formal disclosure: The opinions and information presented or expressed by guests on The Outer Realm Radio and Beyond The Outer Realm are not necessarily those of the TOR, BTOR Hosts, Sponsors, or the United Public Radio Network and its producers. Although the content may be interesting, it is deemed "For Entertainment Purposes" . We are always respectful and courteous to all involved. Thank you, we appreciate you all!

If your buyer can swap you out without pain, you don't have a USP — you have a pricing problem. In crowded markets (including post-pandemic), the game is won by changing the battlefield from price to value and risk reduction for the client. This playbook reframes features into outcomes and positions your offer so a rational buyer can't treat you as interchangeable.   Why do USPs matter more than ever in 2025? Because buyers default to "safe" and "cheap" unless you prove "different" and "better". As procurement tightens across Japan, the US, and Europe, incumbent vendors and new entrants flood categories, dragging deals into discount wars. Shift the conversation from line-items to business outcomes: time saved, revenue gained, risk removed. In Japan's consensus-driven buying, precedent and social proof are de-riskers; in the US, speed and ROI proof points get you shortlisted; in Europe, compliance and sustainability signals matter. Use comparative, sector-specific language (SMB vs. enterprise, B2B vs. consumer) so your value feels native to each buyer's reality. Do now: List 3 outcomes you deliver that a competitor cannot credibly claim, and make them the first 90 seconds of every sales conversation. Summary: Lead with outcomes and risk reduction, not features or price. How do you turn features into buyer-relevant outcomes? Translate specs into "jobs done" with timestamps and dollars attached. If you "sell training," your buyer actually wants higher per-rep revenue and lower ramp time; the workshop is just the tool. Frame cause-and-effect: "As of 2025, teams using our method cut onboarding by 30–60 days," or "post-implementation, win-rates rose 8–12% in enterprise accounts." Compare across contexts: startups prize speed-to-first-value; multinationals prize uniformity at scale. Anchor with entities to boost credibility: "Aligned to Dale Carnegie's behavioural change frameworks and Fortune 500 norms." Do now: For each feature, write: "So that the buyer can ___ by ___ date, measured by ___." Then delete the feature and keep the sentence. Summary: Convert every spec into a measurable, time-bound business result. What proof calms executive risk in consensus markets like Japan? Show durable track record and mainstream precedent, not hype. Tenure ("operating since 1912"), adoption ("serving a majority of Fortune 500"), and multi-market delivery ("100+ countries") signal you're not an experiment. Executives at firms like Toyota and Rakuten want to see that others have done due diligence and achieved consistent outcomes. Present proof as risk offsets: longevity = vendor stability; blue-chip logos = quality validation; global presence = repeatability across geographies and languages. In Europe, add references to ISO-aligned processes; in the US, reference board-level impacts and revenue KPIs. Do now: Build a one-page "Risk Reducers" sheet with 5 credibility markers and a 3-line narrative for each. Summary: Package track record as risk insurance for the buyer. How do you compete on instructor quality without sounding generic? Expose the standard, the filter, and the client-side benefit. "250 hours of train-the-trainer over ~18 months" is a rigorous filter; say what it fixes: variability. Many training vendors have star-and-struggle instructors; your certification process "cures" inconsistency, delivering predictable outcomes across cohorts and locations. Tie this to executive concerns: CFOs fear wasted spend; CHROs fear uneven adoption; Sales VPs fear lost quarters. As of 2025, quantify where possible (completion rates, manager NPS, behavioural transfer at 90 days) and compare to sector benchmarks. Do now: Turn your internal QA process into a 5-step visual the buyer can explain internally. Summary: Make your quality bar tangible and link it to reduced variance in outcomes. How do you avoid the price trap in late-stage negotiations? Re-anchor total value and introduce "switching cost of downgrade." When rivals discount, show the cost of failure: extended ramp, inconsistent delivery, and lost deals. Use a simple model: (Expected Revenue Uplift + Risk Reduction Value) − (Implementation & Change Costs). Add comparative caselets: "In APAC, an SME cut churn 3 points post-programme; in North America, a SaaS enterprise lifted ASP by 6%." Create a "good–better–best" offer that scales outcomes, not just hours. Do now: Bring a 1-page value calculator to every Stage-3 meeting; make the CFO your audience. Summary: Move from hourly rate to enterprise value and downgrade risk. How do you tailor USPs for global rollout without bloating the pitch? Modularise by region, role, and sector; keep a common spine. The spine: outcomes, risk reducers, delivery quality. The modules: language and cultural localisation (Japan vs. ASEAN vs. EMEA), regulatory anchors (EU GDPR, Japan's labour reforms), and sector examples (manufacturing vs. SaaS vs. consumer). Your global network isn't trivia; it's the operational proof that content lands locally — language, idiom, and facilitation calibrated to context. Keep sections tight: 3 bullets per role (CEO, CFO, HR, Sales). Do now: Build a 9-cell USP matrix (Region × Role × Sector) with one killer proof point per cell. Summary: One message, many modules — local relevance on a global chassis. What rehearsal builds salesperson muscle memory on USPs? Daily, 10-minute role plays that start with objections. Freshness decays; script drift is real. Start with the toughest objections ("We can swap you out," "Your competitor is 20% cheaper") and practise crisp, evidence-backed responses that land in under 30 seconds. Include a checklist: outcome first, proof second, risk reducer third, price last. Record, score, and iterate. By week two, rotate markets (Japan vs. US) and sectors to keep reps adaptive. Do now: Add a morning "USP stand-up": 2 reps, 2 objections, 2 minutes each, every day. Summary: Reps don't rise to your USPs — they fall to their practice. Conclusion Pricing fights are the path to oblivion. Position with outcomes, prove with precedent, operationalise with quality, regionalise with intent, and practise until it's muscle memory. That's how you make "different and better" undeniable — and un-swappable.  FAQs What's the fastest way to sharpen a dull USP? Start with outcomes and risk, cut features, and add one killer proof point per market. Then rehearse daily. How many USPs should we show? Three is plenty: one outcome, one risk reducer, one delivery advantage — tailored by role and region. What if a rival undercuts price by 20%? Re-anchor to enterprise value and switching-cost of downgrade; offer modular "good–better–best." Quick actions for leaders Commission a 1-page "Risk Reducers" sheet with proof. Ship a value calculator for CFO-friendly re-anchoring. Launch a daily "USP stand-up" with objection drills. Author 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 programmes, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー).

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

====================================================SUSCRIBETEhttps://www.youtube.com/channel/UCNpffyr-7_zP1x1lS89ByaQ?sub_confirmation=1==================================================== LECCIÓN DE ESCUELA SABÁTICA         IV TRIMESTRE DEL 2025Narrado por: Eddie RodriguezDesde: Guatemala, GuatemalaUna cortesía de DR'Ministries y Canaan Seventh-Day Adventist ChurchMARTES 11 DE NOVIEMBREALTARES DE RENOVACIÓN ¿Cuál fue la motivación de Josué cuando construyó un altar para el Señor? Lee Josué 8:30, 31; comparar con Deuteronomio 11:26-30; 27:2-10. En la época de los patriarcas, los altares que construían eran hitos que señalaban el camino que recorrían y se convertían en representaciones tangibles de su derecho a la tierra que Dios les había prometido. Ahora, al erigir un altar, los israelitas daban testimonio del cumplimiento de las promesas hechas a sus antepasados. En este caso, la construcción del altar fue el cumplimiento directo de las instrucciones dadas por Moisés (Deut. 11:26-30; 27:2-10). Josué 8:30 al 35 desempeña un papel importante en la configuración de todo el mensaje teológico del libro. Al vincular uno de los relatos más truculentos y violentos (la guerra) con algo totalmente distinto, una escena de reafirmación del pacto (la adoración), Josué nos remite a uno de los temas teológicos más importantes del libro, y que aparece en su mismo comienzo: Josué recibió el mandato divino de conducir a Israel a una vida de obediencia en armonía con el pacto (Jos. 1:7). El libro termina destacando ese rol de Josué (Jos. 24) A pesar de la importancia de la guerra y la conquista, hay algo aún más vital: la lealtad a los requerimientos de la Ley de Dios. La conquista era solo un paso en el cumplimiento del plan de Dios para Israel y la restauración de toda la humanidad. La fidelidad a los preceptos de la Torá constituye la cuestión última en el destino de la humanidad. Josué escribió la copia de la ley sobre gran-des piedras encaladas, distintas de las del altar (comparar con Deut. 27:2-8). Así, las piedras, que probablemente contenían los Diez Mandamientos, constituían un monumento aparte en las proximidades del altar y recordaban constantemente a los israelitas los privilegios y deberes implícitos en el pacto. Josué prefigura al Jehoshua (Jesús) del Nuevo Testamento, cuya misión consistía, entre otras cosas, en conducir nuevamente a la humanidad a la obediencia a Dios. Para lograr este objetivo, tuvo que entrar en conflicto con los poderes del mal. Su objetivo final era cumplir los requerimientos del pacto como nuestro representante: “Porque todas las promesas de Dios son ‘sí' en él. Por eso decimos ‘amén' en él, para gloria de Dios” (2 Cor. 1:20). ¿Qué prácticas espirituales equivalen hoy a la construcción de un altar en la antigüedad? 

  Your audience buys your message only after they buy you. In today's era of cynicism and AI summaries, leaders need crisp structure, vivid evidence, and confident delivery to represent their organisation—and brand—brilliantly. How much does speaker credibility matter in 2025 presentations? It's everything: audiences project their judgment of you onto your entire organisation. If you're sharp, fluent and prepared, stakeholders assume your firm operates the same way; if you're sloppy or vague, they infer risk. As of 2025, investor updates in Tokyo, Sydney, and New York are consumed live, clipped for LinkedIn, and indexed by AI search—so your credibility compounds across channels. Leaders at firms from Toyota and Rakuten to Atlassian and BHP stress rehearsal and message discipline because buyers, partners, and regulators hear signals about reliability long before they see your product. Do now: Audit your last talk: would a first-time viewer conclude your organisation is trustworthy, capable, and disciplined? How do I present my organisation positively without sounding like propaganda? State benefits confidently, then anchor every claim in proof your audience recognises. Overstating capabilities triggers scepticism; neutral facts plus applied benefits overcome it. Reference entities, laws, or standards—e.g., ISO 9001, METI guidelines in Japan, GDPR in Europe—to show your claims live in the real world. Contrast SMEs vs. multinationals or Japan vs. US timelines to demonstrate nuance. Replace fuzzy adjectives ("world-class") with specific outcomes (e.g., "reduced defect rates 18% in FY2024 under ISO audits"). Audiences accept pride when it rides on verifiable evidence they can apply in their own context. Do now: Rework three bold claims into "benefit + evidence + application" sentences your buyers can use tomorrow. What opening grabs attention in the first 15 seconds? Start with a hook that slices through distraction: a killer stat, pithy quote, or compact story. In post-pandemic rooms and hybrid webinars, you're competing with phones and email. Use a "Time/Cost/Risk" opener: "In Q4 2024, procurement cycles in APAC shrank 21%—if your proposals still open with specs, you're already late." Or tell a 30-second story of defeat-to-triumph that spotlights your customer, not your logo. Then preview your message map ("three things you'll leave with"), so listeners know the journey and AI chapter markers index your sections. Do now: Script two alternative openers—a stat and a story—and A/B test them with colleagues before the real audience. What messages should I emphasise—and how often? Decide your one big message, say it early, reinforce it before Q&A, and repeat it in your final close. As of 2025, attention is nonlinear: people join midstream, catch a clip, or ask a question that derails flow. A tight message spine ("We help Japan-market entrants compress trust-building from 12 months to 12 weeks") beats a data dump. Use three proof pillars (customer result, operational metric, external validation) and echo your core line at strategic moments: minute 1, pre-Q&A, and final close. This rhythm works for startups pitching in Shibuya and for multinationals briefing in Frankfurt alike. Do now: Write your message in ≤12 words and place it in your opening, bridge to Q&A, and final close. What counts as convincing evidence in the era of cynicism and "fake news"? Offer vivid, memorable proof your audience can verify or try: numbers, named customers, and testable steps. Quote audited metrics ("FY2024 churn down 2.3% after onboarding redesign"), recognised frameworks (OKRs, ITIL), and respected third parties (Nikkei, OECD, Gartner). Translate facts into benefits ("cut QA cycle from 10 to 6 days") and immediately show how they can apply it ("here's our 3-step checklist"). Cross-compare markets—Japan's consensus cycles vs. US speed—to explain variance, not hide it. The goal: evidence that travels—accurate, sticky, and portable to their context. Do now: For every sweeping statement in your deck, add a proof line: metric, name, or external authority. How do I sound confident and enthusiastic without memorising a script? Use slide headlines as navigation, rehearse fluency, and speak with earned enthusiasm. You don't need to memorise paragraphs; you need mastery of transitions. Treat each slide as a question your headline answers, then talk to the point. Record three practice runs to strip filler ("um/ah"), smooth hesitations, and calibrate pace. Leaders with phenomenal stories often under-sell them—bring the energy you'd expect from a luxury marque unveiling or a resource-sector breakthrough. Enthusiasm signals belief; fluency signals competence; together they convert sceptics. Do now: Replace paragraph notes with 1-line headlines + 3 bullet prompts; rehearse until transitions are automatic. How should I close so people remember—and take action? Use a two-stage close: a pre-Q&A recap to cement the big idea, then a final close to shape the last impression. Before Q&A, restate your message and one action you want (trial, site visit, pilot). After Q&A, re-close with a memorable line that ties benefits to their context ("This quarter, let's turn your Japan market risk into repeatable revenue"). Offer a concrete next step for each segment—enterprise buyers, mid-market, and partners—so momentum doesn't leak after applause. Do now: Script two closes (pre-Q&A and final) and attach the precise call-to-action you want from each audience type. Conclusion Great company talks aren't complex—they're disciplined. Structure for attention, prove with evidence, deliver with fluency and real enthusiasm, and close twice. Whether you're a startup founder or a multinational executive, this cadence protects your brand and accelerates decisions across markets. FAQs What if my industry forbids customer names? Use anonymised metrics, third-party audits, and regulator thresholds to validate outcomes. Provide process evidence instead of logos. How long should this talk be? For 20 minutes, use 5–7 slides. Longer briefings expand examples, not messages. What changes for Japan vs. US? Japan values group risk reduction and stakeholder alignment; show consensus wins. US rooms reward speed and testable pilots. Next steps for leaders/executives Book a rehearsal with two "friendly sceptics" this week. Convert three claims into "benefit + evidence + application." Script the two closes and a one-line core message. Record and review a 5-minute demo talk; remove filler. Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

Pierres Got Trouble with His Flies and Steve's Too sleepyBig thank you to all our Patreons and a Huge thanks to all out Top tier PatreonsAlister Forbes @thelionthornmaker Georgios Petrousis @menios_workshop, Chris @back.to.the.workshop. Mat Melleor @Makermellor, André Jørassen, Toni Kaic @oringe_finsnickeri, Thor Halvor @thwoodandleather, Neil Hislop @hbrdesigns, Mike Eddington @geo.ply, @jespermakes both on YouTube and instagram, Tor @lofotenwoodworks, Thomas Angel @verkstedsloggbok. Jason Grissom @jgrissom and also on Youtube . P-A Jakobson @pasfinsnickeri Tim @turgworks, John Mason @jm_woodcraft_scotland, Martin Berg @makermartinberg, Nick James @nickjamesdesign and and on YouTube at  Nick James Furniture Maker. Preston Blackie @urbanshopworks and also on YouTube at Urban Shop Works, Kåre Möller @kare_m, Arne @mangesysleren, Marius Bodvin @mariusbodvin & @arendalleather, Richard Salvesen @salvesendesign, Bjorn from @interiormaker.b.hagen. Roger Anderson @rvadesign182. And  Ola Skytteren @olaskytterenIf you want to support  the Show and listen to the aftershow we have a Patreon page please click the link https://www.patreon.com/user?u=81984524We also have a discord channel that you can join for free the link is in our instagram Bio. We would love to see you there.Our Obsessions this weekSteve @stevebellcreates obsession this week was a YouTube channel by a young Englishman called Chris Doel and that is the name of the channel and he made a power bank to power his workshop and his house from disposable vapes yeh he had a thousand disposable vapes @theswedishmaker Pierres obsession this week is Table Tennis again and his favorite player Truls who won the tournament

"Care and respect aren't slogans; they're operating principles that shape decisions and client experiences". "Lead by approachability, using nemawashi-style one-to-ones to draw out quieter voices and better ideas". "Calm, clarity, and consistency beat volume; emotion never gets to outrank the message". "Consensus isn't passivity—done well, it's disciplined alignment that accelerates execution". "Confidence grows by doubling down on strengths, seeking honest feedback, and empowering the team". Akiko Yamamoto is the President of Van Cleef & Arpels Japan, leading the French maison's jewellery and watch business in a market it has served for over fifty years. She began her career at L'Oréal Japan, spending twelve years in marketing across brands including Kérastase, Helena Rubinstein, and Kiehl's, ultimately managing multi-brand teams. Educated in Japan with formative childhood years in the United States, she later completed a master's degree at the University of Edinburgh. Having led primarily in Japan, she now manages a multicultural team, drawing on international exposure, bilingual communication, and deep local insight to harmonise global brand culture with Japanese expectations. Akiko Yamamoto's leadership story is anchored in a simple premise: people follow leaders they can trust. That trust, she says, is earned through care, respect, and steady examples—not declarations. After a foundational run at L'Oréal Japan, where she learned the rigour of brand building and the mechanics of marketing leadership, Yamamoto stepped into the jewellery and watch world at Van Cleef & Arpels. There, she refined an approach that blends global standards with local nuance, ensuring the maison's culture of care resonates in Japan's relationship-driven marketplace. Her leadership style is deliberately approachable. Rather than "planting the flag" at the summit and expecting others to follow, she prefers to climb together, side-by-side. In practice, that means creating psychological safety, inviting dissent early, and spending time—especially one-to-one—to surface ideas that might be lost in large-group dynamics. She embraces nemawashi to build alignment before meetings, recognising that consensus in Japan is less about avoiding risk and more about creating durable commitment. Yamamoto's calm is a strategic asset. She is explicit that emotion can crowd out meaning; when leaders perform anger, the message gets lost in the display. In a culture where visible temper can be read as immaturity, she chooses composure so that the content of decisions remains audible. When missteps happen—as they do—she follows up, explains context, and converts heat into learning. The aim is not perfection but progress with intact relationships. For global leaders arriving in Japan under pressure to "turn things around," she recommends two immediate moves: become intensely reachable and cultivate a few candid truth-tellers who will share the real story, not just what headquarters wants to hear. Language helps, but fluency isn't the barrier; respect is. A handful of sincere Japanese phrases, consistent aisatsu, and an evident willingness to listen can narrow social distance faster than chasing perfect grammar. On advancing women, Yamamoto rejects tokenism yet underscores representation's practical value. Visible female leadership signals possibility; it tells rising talent that advancement is earned and achievable. Her own leap to the presidency required an external nudge, plus a disciplined shift of attention from self-doubt to strengths—past wins, trusted relationships, and demonstrated team outcomes. That reframing, combined with empowerment of capable colleagues, made the role feel both larger and more shared. Ultimately, Yamamoto treats "client experience first, results follow" as an operating model, not a motto. Decision intelligence—clear context, decisive action, and empathetic execution—converts consensus into speed. In her hands, culture is not a constraint; it's compounding capital. What makes leadership in Japan unique? Japan prizes harmony, preparation, and earned consensus. Leaders succeed by combining decisiveness with empathy, using nemawashi to socialise ideas before meetings and ringi-sho-style documentation to clarify ownership and next steps. Calm conduct signals maturity; approachability creates safety for frank input. Why do global executives struggle? Many arrive with urgency but little social traction. Defaulting to big-room debates and top-down directives can silence contributors and slow execution. The fix is proximity: sustained one-to-ones, visible aisatsu, and a small circle of candid advisors who translate context and sentiment. Uncertainty avoidance exists—but it's often rational; people hesitate when they haven't been invited into the reasoning. Is Japan truly risk-averse? It's less "risk-averse" and more "uncertainty-averse." When leaders reduce ambiguity—through pre-alignment, clear criteria, and explicit trade-offs—teams move quickly. Consensus done well accelerates delivery because dissent was handled upstream, not deferred to derail execution downstream. What leadership style actually works? Approachable, steady, and standards-driven. Yamamoto models care and respect, sets crisp direction, and empowers execution. She avoids theatrical emotion, follows up after tense moments, and insists that client experience lead metrics. Clarity + composure + collaboration beats charisma. How can technology help? Technology should reduce uncertainty and amplify learning: shared dashboards that make ringi-sho approvals transparent, lightweight digital twins of client journeys to test service changes safely, and collaboration tools that capture one-to-one insights before group forums. The goal is not more noise but better signal for faster, aligned decisions. Does language proficiency matter? Fluency helps but isn't decisive. Consistent courtesy, listening, and reliability shrink the distance faster than perfect grammar. A capable interpreter plus leaders who personally engage—in simple Japanese where possible—outperform hands-off translation chains. What's the ultimate leadership lesson? Lead with care, earn trust through example, and turn consensus into speed by front-loading listening and clarity. Focus on strengths, empower capable people, and keep emotion from overwhelming the message. Do this, and results follow. Timecoded Summary [00:00] Background and formation: Early years in the United States, schooling in Japan, master's at the University of Edinburgh. Marketing foundations at L'Oréal Japan across Kérastase, Helena Rubinstein, and Kiehl's; progression from individual contributor to team leadership. [05:20] Transition to Van Cleef & Arpels: Emphasis on a maison culture of care and respect that maps naturally to Japanese expectations; client experience as the primary driver with sales as consequence. Expanding to lead multicultural teams. [12:45] Approachability and trust: Building durable followership by remaining accessible after promotion; maintaining continuity of relationships; modelling aisatsu and everyday courtesies to embed culture. Using one-to-ones to surface ideas that large meetings suppress. [18:30] Calm over drama: The communication cost of anger; how emotion eclipses meaning. Post-incident follow-ups to turn flashes of heat into alignment and learning. Composure as credibility in a Japanese context. [24:10] Working the consensus: Nemawashi to prepare decisions; ringi-sho-style clarity to memorialise them. Consensus reframed as disciplined alignment that speeds execution once decisions drop. [29:40] Global leaders in Japan: Close the distance quickly—be reachable, secure truth-tellers, and learn enough Japanese for sincere aisatsu. Don't over-index on perfect fluency; prioritise respect, listening, and visible learning. [34:15] Women in leadership: Representation without tokenism; the confidence gap; how sponsorship and a focus on strengths help leaders step up. Empowerment as the multiplier—no president wins alone. [39:00] Closing lesson: Decision intelligence = context + clarity + care. Reduce uncertainty, empower teams, and let client experience steer priorities; results compound from there. 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.

Support the show by becoming a patron at tuxdigital.com/membership or get some swag at tuxdigital.com/store Hosted by: Ryan (DasGeek) = dasgeek.net Jill Bryant = jilllinuxgirl.com Chapters: 00:00:00 Intro 00:01:44 Community Feedback: New Linux User and Maya Issues 00:12:50 Ryan's New PC Build Update 00:16:18 SPECIAL Sponsor Ad w/ Q&A On Sandfly Security 00:22:50 Does TOR really keep you anonymous? 00:52:13 Nvidia & Crowdstrike Partner on open-source security ecosystem 01:08:30 Linux Kernel Flaw Under Active Exploit 01:19:40 Outro Special Guest: Craig Rowland CEO of Sandfly Special Guest: Craig Rowland.

Nosotros tenemos identidad, tenemos valores y tenemos una manera de vivir que va a según el camino de la Torá.Es este camino y son estos valores los que nos dan continuidad y eternidad.En el lugar de quejarnos y sentirnos obligados por la responsabilidad, vamos a disfrutar este mérito y alumbrar el mundo.Recuerda que puedes ver los Maasim también en YouTube.

Es ist ein absolut symbolischer Ort, an dem die 30. UN-Klimakonferenz stattfindet: Die Stadt Belém in Brasilien, am „Tor zum Regenwald“, wie viele sagen. Der Amazonas gilt als Lunge der Welt und gleichzeitig ist er durch Abholzung und den Klimawandel stark gezeichnet. Doch die Organisation der COP ist chaotisch. Es fehlen Hotels, Delegierte sollen in Stundenhotels oder auf Kreuzfahrtschiffen untergebracht werden. Dabei hat sich Brasiliens Präsident Lula da Silva sich viel vorgenommen: Er will einen Waldschutzfonds einrichten. Wie der funktioniert und welche Hoffnungen Brasilien mit der Konferenz verbindet – darüber berichtet ARD-Brasilien-Korrespondentin Anne Herrberg. Was kann so eine Konferenz ausrichten, wenn die USA, als zweitgrößter Verursacher von klimaschädlichen Treibhausgasen, nicht mit am Verhandlungstisch sitzen? „Resignation muss man sich leisten können“, sagt Janina Schreiber aus der ARD-Klimaredaktion. Sie erklärt, warum es wichtig ist, die Klimaerhitzung weiter zu reduzieren, auch wenn das 1,5-Grad ziel längst nicht mehr zu halten ist. ----- Moderation: Joana Jäschke Redaktion: Klara Hofmann, Steffi Fetz Mitarbeit: Caroline Mennerich, Wiebke Neelsen Redaktionsschluss: 7.11.25 -----  Alle Folgen des Weltspiegel Podcasts findet ihr hier: https://www.ardaudiothek.de/sendung/weltspiegel-podcast/61593768 -----  Podcast-Tipp: Hört jetzt das „ARD Klima Update“: https://1.ard.de/ARD_Klima_Update?cp=weltspiegel

Es ist ein absolut symbolischer Ort, an dem die 30. UN-Klimakonferenz stattfindet: Die Stadt Belém in Brasilien, am „Tor zum Regenwald“, wie viele sagen. Der Amazonas gilt als Lunge der Welt und gleichzeitig ist er durch Abholzung und den Klimawandel stark gezeichnet. Doch die Organisation der COP ist chaotisch. Es fehlen Hotels, Delegierte sollen in Stundenhotels oder auf Kreuzfahrtschiffen untergebracht werden. Dabei hat sich Brasiliens Präsident Lula da Silva sich viel vorgenommen: Er will einen Waldschutzfonds einrichten. Wie der funktioniert und welche Hoffnungen Brasilien mit der Konferenz verbindet – darüber berichtet ARD-Brasilien-Korrespondentin Anne Herrberg. Was kann so eine Konferenz ausrichten, wenn die USA, als zweitgrößter Verursacher von klimaschädlichen Treibhausgasen, nicht mit am Verhandlungstisch sitzen? „Resignation muss man sich leisten können“, sagt Janina Schreiber aus der ARD-Klimaredaktion. Sie erklärt, warum es wichtig ist, die Klimaerhitzung weiter zu reduzieren, auch wenn das 1,5-Grad ziel längst nicht mehr zu halten ist. ----- Moderation: Joana Jäschke Redaktion: Klara Hofmann, Steffi Fetz Mitarbeit: Caroline Mennerich, Wiebke Neelsen Redaktionsschluss: 7.11.25 -----  Alle Folgen des Weltspiegel Podcasts findet ihr hier: https://www.ardaudiothek.de/sendung/weltspiegel-podcast/61593768 -----  Podcast-Tipp: Hört jetzt das „ARD Klima Update“: https://1.ard.de/ARD_Klima_Update?cp=weltspiegel

Sin lugar a dudas, cada uno y uno de nosotros tenemos momentos en el día en los cuales nos dedicamos a estudiar Torá; son estos momentos los que nos construyen y nos hacen conectarnos con Hashem.Si nos preocupamos por mantener nuestra constancia en el estudio, podremos ver grandes resultados.Recuerda que puedes ver los Maasim también en YouTube.

Feeling busier and more distracted than last year? You're not imagining it—and you're not powerless. This guide turns a simple "peg" memory method into a fast, executive-friendly workflow you can use on the spot. Why do we forget more at work—and what actually helps right now? We forget because working memory is tiny and modern work shreds attention; the fix is to externalise what you can and anchor what you can't. As channels multiply—email, LinkedIn, WhatsApp, Line, Telegram—messages blur and retrieval costs explode. First, move details out of your head and into calendars, task apps, and checklists. Second, when you must recall live (presentations, Q&A, pitches), use a method that forces order on demand. That's where "peg numbers + peg words + peg pictures" wins: it's fast, portable, and doesn't depend on a screen. Do now: Decide which meetings require live recall versus notes-on-desk. Use tools for storage; use pegs for performance.  What is the Peg Method—and why does it work under pressure? The Peg Method gives you nine permanent "hooks" (1–9) that never change; you hang today's items on those hooks using vivid mini-scenes. Consistency is the trick. When the pegs stay fixed, recall becomes automatic: say the peg, see the picture, retrieve the item—in order. This scales from shopping lists to leadership talking points, risk registers, and sales objections during a live demo. Executives like it because it's device-free, language-agnostic, and works whether you're in Tokyo, Sydney, or Seattle. Do now: Lock your baseline pegs today so they never change: 1 = Run, 2 = Zoo, 3 = Tree, 4 = Door, 5 = Hive, 6 = Sick, 7 = Heaven, 8 = Gate, 9 = Wine.  How do I build pictures that "stick" in seconds? Use A-C-M-E: Action, Colour, Me, Exaggeration—three-second scenes beat perfect ones. Give each peg-scene movement (Action), crank the saturation (Colour), put yourself in the frame (Me), and overdo scale or drama (Exaggeration). You don't need to "see" it like a film; a whispered line works ("Door: Johanna blocks sign-off"). Across markets, this reduces blank-outs because your brain encodes motion, salience, and self-relevance faster than abstract text. Do now: Practise with two items right now—peg #1 Run and #2 Zoo—timing yourself to three seconds per image.  Can pegs really keep a long list in order? (Worked example) Yes—because the order is baked into the numbers, you can recite forwards, backwards, or jump to any slot. Try this city sequence: Sydney, Toronto, São Paulo, Johannesburg, Seattle, London, Mumbai, Vladivostok, Kagoshima. 1 Run: sprint alongside a kangaroo (Sydney) with a starter pistol; 2 Zoo: monkeys hurl "Toronto" nameplates; 3 Tree: a palm bends under a "São Paulo" sash; 4 Door: "Johannesburg" is painted thick across a revolving door; 5 Hive: bees wear "Seattle" face masks; 6 Sick: a syringe squirts the word "London"; 7 Heaven: "Mumbai" descends pearl-white stairs; 8 Gate: a rail gate slams down with "Vladivostok"; 9 Wine: a crate stamped "Kagoshima." Do now: Recite pegs in rhythm—run, zoo, tree, door…—then replay the scenes. Test #7 or #4 out of order to prove the jump-to-slot works.  What if I'm "not visual," get confused, or blank on stage? Say the peg aloud and attach a one-line cue; keep pegs permanent; rehearse forwards and backwards. If imagery feels fuzzy, talk it: "Tree: São Paulo sash." The rhyme is your safety rail. Confusion usually comes from changing pegs—don't. Under pressure, we default to habits; two short reps (forward/back) create enough redundancy to survive a curve-ball question. If lists exceed nine, chunk them (1–9, 10–18) or create a second peg set for a different category (e.g., "Client Risks"). Do now: Lock your 1–9; rehearse your next briefing once forward, once backward, standing up to simulate pressure.  How do I integrate pegs with my 2025 workflow without more cognitive load? Use a two-lane system: tools for storage and pegs for performance; tag owners and dates inside the images to encode accountability. Calendars, CRMs, and project trackers still carry due dates, attachments, and threads. Pegs handle what you must say from memory: topline metrics, names, objections, decisions. For leadership teams across APAC, EU, and North America, this reduces meeting drag and hedges against tech hiccups. Pro tip: weave critical metadata into the scene ("Door: Sarah blocks approval until Friday 17:00"). Do now: Pick one recurring meeting and move its opening five points to pegs; keep everything else in your agenda doc.  Conclusion: design around your brain, don't fight it Your brain isn't failing—you're asking it to juggle too much in noisy environments. Externalise the bulk; anchor the rest with nine permanent pegs and A-C-M-E pictures. In a week, the "snap-back" effect appears: you say the peg, the scene plays, and the item drops into place—without the stress. Do now: Lock pegs 1–9, run the five-minute drill today, and use pegs for your very next high-stakes conversation.  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 leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, followed by executives seeking success strategies in Japan. 

Beyond The Outer Realm welcomes back Lorilei Potvin, fellow UPRN Host of The Angel Rock, and Beneath The Hollow Moon with Kerrilynn Shellhorn Date: November 4th, 2025 EP: 636 TOPIC: Today's topic of Uncensored discussion is : "Curses, Conspiracies & Mysteries -Exploring the Dark World of Celebrities “ Contact for the show - theouterrealmcontact@gmail.com Michelle Desrochers and The Outer Realm :https://linktr.ee/michelledesrochers_ Please support us by Liking, Subscribing, Sharing and Commenting. Thank you all !!! About Lorilei: Lorilei Potvin a Canadian Clairvoyant Medium, Crystal Reiki Master/Energy Healer, Akashic Records Practitioner, Medical Intuitive, Spiritual Teacher/Mentor, Internet Radio Host/Podcaster, Humanitarian Activist & Registered Nurse. She is also very knowledgeable about The Paranormal, having lived in an extremely haunted Home for 11 + years. Lorilei has shared her story on The Travel Channel's “Paranormal Survivor”, in Season 4, Episode 9, called “Demonic Hauntings”(here's a link to the Episode: https://youtu.be/OkoOcAL-Feg Lorilei's 2 shows are “The Angel Rock” on Mondays from 6pm-8pm EST & she co-hosts “Beneath The Hollow Moon " with Kerrilynn Shellhorn on Thursday Nights , 7pm-9pm EST, with David Hanzel; both shows are on United Public Radio Network or UPRN, out of New Orleans, Louisiana. Both shows can be seen LIVE-STREAMED from Her YouTube channel below, as well as Our Network YouTube channels, Facebook Page & anywhere podcasts &/or Talk Radio is carried. Find Her Here: https://www.facebook.com/TheAngelRock My YouTube channel: https://www.YouTube.com/c/TheAngelRockWithLorileiPotvin If you enjoy the content on the channel, please support us by subscribing: Thank you All A formal disclosure: The opinions and information presented or expressed by guests on The Outer Realm Radio and Beyond The Outer Realm are not necessarily those of the TOR, BTOR Hosts, Sponsors, or the United Public Radio Network and its producers. Although the content may be interesting, it is deemed "For Entertainment Purposes" . We are always respectful and courteous to all involved. Thank you, we appreciate you all!!!! 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!

We have many thoughts about the World Series including loving a Game Seven which had all the things except the result we wanted. Ernie Clement was the center of it all, Freddie couldn't stop with the walk offs, Yamamoto earned that MVP, we got a bench clearing kerfuffle, Will Smith took another big swing, and we had multiple chances to talk about just how much time Shohei should be taking. The TOR bullpen joined the LAD in showing support for Alex Vesia. Vladdy honored Captain Clutch, Marie Philip Poulin, but was unable to channel her magic. Congrats to Pookie for winning the Roberto Clemente award. ICE cooled off ticket sales and caused the plug to be pulled on the LIDOM showcase at Citifield, but the DR/PR all stars may still be on. The MLBPA flushed out a mole. And we give Max the last word on the season.We say, “I'm doing numerology in my head,” “a tax on people who can't do math,” and, “I'll cheers with my Canadian little whiskey here.” Fight the man, send your game balls to Meredith, get boosted, and find us on Bluesky @ncibpodcast, on Facebook @nocryinginbball, Instagram @nocryinginbball and on the Interweb at nocryinginbball.com. Please take a moment to subscribe to the show, and leave us a review on Apple Podcasts or wherever you listen to NCiB. Become a supporter at Patreon to help us keep doing what we do. We now have episode transcripts available!  They are available for free at our Patreon site. Say goodnight, Pottymouth. 

Entrevista al P. Horacio Bojorge.Una traducción puede leerse aquí.El P. Javier Olivera Ravasi SE, entrevista al famoso biblista uruguayo, P. Horacio Bojorge, acerca del descubrimiento del Targum Neofiti, que revoluciona la interpretación del Pentateuco o Torá.Para ayudas a QNTLC: https://fundacionsanelias.org/

The Stroom Network presents an interesting proposition: staking your bitcoin on the Lightning network, and earning yield from the transaction fees that routing nodes are collecting. To better explain how this system works, Slava and Ros join the show! Time stamps: 00:01:17 - Introduction to Bitcoin Takeover Podcast Season 16 Episode 54 00:01:23 - Welcoming Slava Zhygulin and Ros from Stroom Network 00:01:52 - Overview of Stroom Network: Liquid staking on Lightning Network 00:02:38 - How Stroom works: Depositing BTC for yield via transaction routing 00:03:55 - Liquid token as receipt for deposited BTC 00:04:21 - Addressing Bitcoin purists' concerns about staking and yield 00:05:32 - Token issuance on Ethereum, redeemable 1:1 with BTC 00:06:37 - Custodian role: Fortuna Custody for secure setup 00:06:49 - User process: Staking BTC, receiving ST BTC token 00:09:06 - Stroom's Lightning node on 1ml.com: 180 BTC capacity, top rankings 00:10:06 - Background: Work with Lightning since 2016, ex-Bitfury team 00:11:15 - Lightning Network capacity: ~5,000 BTC total 00:12:18 - Bullish on Lightning: 4x payment volume growth per River Finance reports 00:14:33 - Lightning's infinite scalability vs. blockchains like Solana 00:16:20 - Node metrics: 127 BTC routed, 65,000 transactions in two months 00:18:00 - Yield source: Real economic activity from routing fees 00:19:06 - Unique BTC yield without proof-of-stake risks 00:19:48 - Comparison to other Bitcoin L2s like Citrea and Alpen Labs 00:22:57 - Custodian details: Fortuna, EU-compliant in Ireland 00:23:37 - Fee structure: 5-10% retained, rest to stakers (bootstrapped at 20%) 00:24:53 - Revenue share model based on routed volumes 00:25:43 - Timeline: Two years of development, challenges with Taproot channels 00:29:04 - Bitcoin covenants: Unlikely to eliminate custodians 00:30:36 - Competitors: Kraken (1% yield), Starkware (2%), Babylon 00:33:06 - Stroom's edge: Yield from real Lightning activity, no token incentives 00:35:24 - Node stats: 65,000 transactions, ~$15M volume 00:36:59 - Average fees: ~0.1%, varies by channel and size 00:38:15 - Profitability estimates: $7,000/month example calculation 00:41:35 - Block (Jack Dorsey's company): 10% APY on $10M node 00:43:32 - Node age impact: Older nodes like Alex Bosworth's attract more traffic 00:45:33 - Encouraging channels: Reliability and high liquidity 00:46:53 - Boosting Lightning adoption: Stablecoins via Taproot Assets, RGB, Lightspark 00:50:27 - Sponsors: Layer 2 Labs, Sideshift.ai, NoOnes.com, Bitcoin.com News 00:53:13 - Node connections: NiceHash, OKX, Kraken, Binance, Wallet of Satoshi 00:56:45 - Fee policy: Dynamic algorithms, 0.1-2 basis points 00:59:36 - Future if Lightning replaced: Bitcoin L2s, BTVM, crosschain swaps 01:00:07 - Long-term vision: Proof-of-stake L2s like Botanics, BTM operators 01:03:07 - Team: Nick Sterningard as advisor 01:03:54 - Challenges in Lightning businesses: LSPs like Phoenix, Breez 01:05:43 - Lightning quirks: Buggy experience, on-chain alternatives 01:08:07 - Personal Lightning nodes: Rings of fire, Tor issues 01:09:58 - Stablecoins vs. Bitcoin: Tether article in Bitcoin Magazine 01:11:28 - Dollar dominance: 85% global payments, slow shift to Bitcoin 01:13:14 - Adoption decline: Past merchants like Dell, Microsoft vs. today 01:15:43 - Yield transparency: Real activity vs. BlockFi/Celsius rehypothecation 01:17:36 - Decentralized future: Federation for BTC management 01:18:53 - Ultimate purpose: Support Bitcoin economy beyond holding 01:19:59 - Community: 10,000 followers, 8-person tech team, 50/50 retail/funds 01:22:17 - 10-year vision: Largest BTC liquidity management community 01:23:53 - Personal payments: Bitcoin/Lightning preferred, stablecoins common 01:25:31 - Magic wand: Faster Bitcoin blocks (1-minute intervals) 01:27:54 - Tokenizing BTC: WBTC on Ethereum (100k+ BTC) vs. Lightning 01:29:43 - Paths forward: Improve Bitcoin or bridge to other networks like drivechains 01:30:59 - Learn more: Stroom.net, Twitter, Telegram, Discord 01:32:51 - Closing thoughts: Bright Bitcoin future, open financial inclusion 01:36:07 - Thanks and sign-off

Join me and the Theology Beer Camp All-Stars as we debrief the beautiful chaos that was camp this year! We're talking 600 people, ages 8 to 96, with highlights including: Jared Byas secretly being a Magic: The Gathering wizard who destroyed everyone, a volunteer named Tor who flew in from Norway and became everyone's bestie, an opening theological wrestling match, and yours truly singing karaoke in a bunny suit because someone has to lower the bar for everyone else. But here's the real deal—as much as we love talking nerdy theology stuff, what makes Beer Camp special is the permission to just be yourself. Whether you're pouring coffee at 6 AM, filling beer steins, or revealing your secret nerd hobbies, it's about people showing up as people. Big thanks to our volunteer coordinator Bren (Camp Gandalf) and her 40-person crew who made it all happen. Already can't wait for next year, and that's saying something since I usually need two weeks of sleep before I can even think about it again. You can WATCH the conversation on YouTube. Sign up HERE to stay up to date on Theology Beer Camp 2026 & get EARLY ACCESS to the cheapest tickets. UPCOMING ONLINE ADVENT CLASS w/ Diana Butler Bass⁠ Join us for a transformative four-week Advent journey exploring how the four gospels speak their own revolutionary word against empire—both in their ancient context under Roman occupation and for our contemporary world shaped by capitalism, militarism, and nationalism.  Advent marks the beginning of the church year—an invitation to step out of the empire's time and into God's time, where the last are first, the mighty are scattered, and a child born in occupied territory changes everything. This course invites you into an alternative calendar and rhythm. While our modern world races through December toward consumption and productivity, Advent calls us to a different time—a counter-imperial waiting, a subversive hope, a radical reimagining of how God enters the world. What will we experience? Each week, we'll hear one gospel's unique vision of the birth narrative, allowing Matthew, Luke, John, and Mark to speak in their own voices about what it means for God to show up when empires think they're in control. We'll discover how these ancient texts of resistance offer wisdom for our own moment of political turmoil, economic inequality, and ecological crisis. This class is donation-based, including 0. You can sign-up at ⁠www.HomebrewedClasses.com⁠ This podcast is a ⁠⁠Homebrewed Christianity ⁠⁠production. Follow ⁠⁠the Homebrewed Christianity⁠⁠, ⁠⁠Theology Nerd Throwdown⁠⁠, & ⁠⁠The Rise of Bonhoeffer⁠⁠ podcasts for more theological goodness for your earbuds. Join over 70,000other people by joining our ⁠⁠Substack - Process This!⁠⁠ Get instant access to over 50 classes at ⁠⁠www.TheologyClass.com⁠⁠ ⁠⁠Follow the podcast, drop a review⁠⁠, send ⁠⁠feedback/questions⁠⁠ or become a ⁠⁠member of the HBC Community⁠⁠. Learn more about your ad choices. Visit megaphone.fm/adchoices