Podcasts about Tor

Das Glück ist zum Greifen nahe - doch wie können wir es in unser Leben ziehen? Wenn wir nur die Anleitung schon in die Wiege gelegt bekommen hätten, dann wäre vieles einfacher. Simone hatte das Glück auch stets woanders gesucht, obwohl es schon immer da war. Als sie in den NLP-Practitioner kam, waren alle anderen "schuld", so wie es bei vielen der Fall ist. Die Verantwortung für Negativität und Stillstand in Beziehungen möchten nur wenige übernehmen. Doch dann kam eine Erkenntnis nach der anderen und mit der Änderung ihrer Einstellung öffnete das Leben ihr Tür und Tor für ihr neues überglückliches Leben. Lass dich inspirieren!DIE COMMUNITY IST ONLINE - SEI EIN WERTVOLLES ITGLIED VON UNS:

Am 12. August 2026 findet eine Sonnenfinsternis im Löwen statt. Gemeinsam mit dem psychologischen Astrologen André Wagner ordne ich ein, warum diese Konstellation astrologisch mit Machtfragen, politischen Spannungen und dem Druck auf alte Autoritäten verbunden wird.Wir sprechen über Mars und Pluto „out of bounds“, den Mondknotenwechsel in den Wassermann und Pluto im Wassermann. An den Horoskopen von Friedrich Merz und Donald Trump betrachten wir, welche Macht- und Kontrollthemen André darin erkennt. Ich ergänze seine Perspektive mit Human Design, unter anderem mit Tor 4 und dem Kanal 41-30.Im Kern geht es um deine eigene Orientierung: Wie findest du unter äußerem Druck zu deinen Werten zurück? Welche Rolle spielen Selbstermächtigung, Bewusstsein und ein klarer Umgang mit künstlicher Intelligenz? Und warum können verschiedene Systeme wertvolle Werkzeuge sein, solange du deine innere Resonanz nicht an eine äußere Autorität abgibst?

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

Pierres back and Steve is in his outside officeBig thank you to all our Patreons and a Huge thanks to all out Top tier PatreonsBig Thank you To Begnt a Neilson@MakerinProgress, Scot Walker @scotwalker, Jim @the.accidentalwoodworker, Alister Forbes @thelionthornmaker, Georgios Petrousis @menios_workshop, Chris @back.to.the.workshop. Mat Melleor @Makermellor, André Jørassen, Toni Kaic @oringe_finsnickeri, Thor Halvor @thwoodandleather, Neil Hislop @hbrdesigns, Mike Eddington @geo.ply, @jespermakes both on YouTube and instagram, Tor @lofotenwoodworks, Thomas Angel @verkstedsloggbok. Jason Grissom @jgrissom and also on Youtube . P-A Jakobson @pasfinsnickeri Tim @turgworks, John Mason @jm_woodcraft_scotland, Martin Berg @makermartinberg, Nick James @nickjamesdesign and and on YouTube at  Nick James Furniture Maker. Preston Blackie @urbanshopworks and also on YouTube at Urban Shop Works, Kåre Möller @kare_m, Arne @mangesysleren, Marius Bodvin @mariusbodvin & @arendalleather, Richard Salvesen @salvesendesign, Bjorn from @interiormaker.b.hagen. Roger Anderson @rvadesign182. And  Ola Skytteren @olaskytterenIf you want to support  the Show and listen to the aftershow we have a Patreon page please click the link https://www.patreon.com/user?u=81984524We also have a discord channel that you can join for free the link is in our instagram Bio. We would love to see you there.Our Obsessions this weekSteve @stevebellcreatesSteves obsession this week is a a show on Apple TV called Lucky a fast paced great drama shoePierre @theswedishmaker Pierres obsession is a Movie called Obsession is a horror series called From its very scary and very good its available on Swedish TV channel 4 and probably smoother platform If you have any questions or comments please email the show at threenorthernmakers@gmail.com

"The most important thing for a leader, in my view, is integrity." "You need to be hands-on, but then you need to delegate." "If this fails, ultimately, the accountability sits with me." "Culture is something that all of us jointly develop and nurture." "At the end of the day, you have to own your decisions, so you cannot just let AI make   Noriko Sasaki is Country Head of Checkout.com Japan, leading the UK-based payment service provider's expansion in the Japanese market. Checkout.com helps online merchants, gaming companies and digital platforms process payments, improve acceptance rates, receive settlement funds and use payments as a driver of growth and profitability. Sasaki was born in Saitama and spent part of her childhood in Los Angeles when her father was assigned to American Honda. Returning to Japan as a teenager, she rebuilt her Japanese literacy, entered a leading Tokyo high school through a returnee pathway and later studied political science at Waseda University. She began her career in international consulting, working on business-process reengineering and SAP implementation, before earning an MBA from Carnegie Mellon University. After returning to Japan, she worked at Walt Disney and then spent close to twenty years at Citibank, where she led major sales operations and participated in the historic transfer of Citi's Japanese retail-banking business into SMBC Trust Bank. She later held roles at Accenture, PwC and a Japanese consulting start-up before joining Checkout.com in November 2024. Her career combines consulting discipline, financial-services leadership, operational transformation, bicultural communication and a long-standing commitment to advancing women in leadership.   Noriko Sasaki's leadership journey has been shaped by repeated transitions across cultures, industries and organisational models. Born in Japan and raised partly in Los Angeles, she returned at fifteen with strong spoken Japanese but limited reading ability. Re-entering the Japanese education system required intensive study, adaptability and resilience. That bicultural experience later became a professional advantage, allowing her to move between Japanese context and international corporate expectations. After studying political science at Waseda University, Sasaki entered international consulting, where she worked on business-process reengineering, operational standardisation and SAP implementation. She eventually questioned whether advice based mainly on frameworks was enough without experience inside a company. An MBA at Carnegie Mellon gave her a broader business foundation, after which she returned to Japan, joined Walt Disney and then moved into banking through a major Citi integration project. Her first substantive people-management role came at Citi. The team was small and entirely female, and one early challenge was managing someone older, more experienced and more knowledgeable about banking. Sasaki responded with humility and respect rather than relying on title. She clarified that both people had different responsibilities, maintained a continuous dialogue and focused the team on a shared goal. That approach became a recurring leadership principle: alignment requires over-communication, clear accountability and respect for expertise at every level. Sasaki later led Citi's branch sales organisation and became closely involved in the transfer of the Japanese retail bank into SMBC Trust Bank. The experience taught her how to translate vision into strategy, strategy into action and action into clearly assigned responsibility. She also learned that senior leaders cannot remain distant from operations. At times, she worked directly on front-line tasks and took customer calls to understand the real issues. The challenge is to remain sufficiently hands-on to retain credibility while delegating enough to expand the organisation's capacity. Her delegation model is structured rather than passive. Before assigning work, she checks the timeline, capacity, assumptions and direction. She asks for interim updates well before completion so that course corrections do not arrive at the final moment and destroy motivation. The employee retains room to execute, but Sasaki remains accountable for the outcome. That air cover matters in a Japanese environment where fear of mistakes can discourage initiative. Innovation similarly depends on lowering the barrier to contribution. Sasaki uses brainstorming rules that give everyone an equal opportunity to speak and explicitly reject the idea of a stupid suggestion. She reminds teams that improvement does not always require a dramatic zero-to-one breakthrough. A small change from 1.0 to 1.1 can still create meaningful value. This framing is especially useful in Japan, where perfectionism, hierarchy, seniority and concern about losing face can suppress ideas before they are voiced. Trust, in Sasaki's view, is built through the smallest commitments. If she casually promises dinner, she records it and follows through. Technology helps her remember birthdays, promises and relationship milestones, but the principle is behavioural consistency. Blaming someone when something goes wrong can destroy trust immediately. Leaders therefore need to own consequences, support people through difficulties and demonstrate that accountability flows upward as well as downward. At Checkout.com, Sasaki works within global operating principles while adapting them to Japan. A principle such as 'talk straight' cannot simply be imported as blunt communication. Honesty must remain, but the method should fit the individual and the high-context Japanese environment. She rejects the notion of building a personal empire around the country head. Culture should survive the leader and be jointly developed by everyone, because engagement is a shared responsibility. Her advice to expatriate leaders is to be patient, recognise the depth of context behind Japanese communication and keep searching for channels through which people can contribute. She also urges them to enjoy Japan beyond the office. For women seeking leadership, she stresses sponsors, internal and external networks, authentic behaviour and the willingness to accept promotion as a means of influencing change for others, not merely pursuing personal ambition. Sasaki's leadership definition rests on four pillars: integrity, vision, communication and accountability. AI can strengthen decision intelligence by processing more information and highlighting options, but leaders must still judge relevance and own the final decision. AI also creates a human-capital challenge: when routine work collapses from 100 hours to ten, leaders need a vision for the capacity released. People should be treated as capital and sources of ideas, not simply as costs to eliminate. Q&A Summary What makes leadership in Japan unique? Leadership in Japan operates inside a high-context culture where a spoken sentence rarely contains the entire message. Sasaki advises leaders to consider background relationships, informal communication and the time people need to digest information before responding. Silence does not necessarily indicate disengagement, and an immediate answer may not be realistic when employees are trying to avoid mistakes. Hierarchy, age, tenure and gender can also influence who feels entitled to speak. Effective leaders create equal opportunities for contribution, clarify expectations and adapt the communication method to the individual without compromising honesty. Why do global executives struggle? Global executives often struggle because they import behavioural principles without local adaptation. A global instruction to 'talk straight', for example, can be interpreted as permission for bluntness, even though direct confrontation may shut down dialogue in Japan. Leaders also underestimate how much patience, explanation and relationship-building are required. Sasaki recommends resisting the urge to judge delayed responses as resistance. Foreign executives should search for different communication channels and recognise that Japanese colleagues often have valuable ideas but may lack confidence in English or fear offering unverified information. Is Japan truly risk-averse? Japan's reluctance to take risk is closely connected to perfectionism, accountability and fear of public error. Sasaki lowers this barrier by making delegation explicit, requesting early updates and accepting ultimate accountability when an initiative fails. She also reframes innovation as incremental improvement rather than demanding a revolutionary breakthrough. An idea that improves a process from 1.0 to 1.1 is still worthwhile. When leaders demonstrate that there are no stupid ideas and that people will be supported rather than blamed, employees become more willing to test improvements and leave the safety of established routines. What leadership style actually works? Sasaki's style balances humility, structure and hands-on credibility. When managing people with greater age or technical experience, she respects what they know while remaining clear about her own role. She aligns people around mission, breaks vision into strategy and action, and specifies responsibility, including her own. She will enter the operation to understand reality, but she does not remain there permanently. Delegation succeeds when people know the direction, assumptions, deadline and escalation points. The leader provides support, receives interim updates and owns the consequence without micromanaging every step. How can technology help? Technology supports both Checkout.com's payment business and Sasaki's leadership practices. Payments data can help merchants improve profitability and growth, while productivity tools help leaders keep promises and maintain relationships through reminders and accurate follow-up. AI extends this further by processing a much larger volume of information and supporting decision intelligence, scenario development and contingency planning. Sasaki nevertheless draws a clear boundary: AI can provide evidence and insights, but leaders must determine what is relevant and own the decision. Technology should strengthen judgement rather than replace responsibility. Does language proficiency matter? Language proficiency matters because Japanese is a high-context language and much meaning sits in nuance, implication and relationship history. At the same time, Sasaki believes communication is possible even when English proficiency is limited, provided there is patience and genuine will on both sides. Leaders should use multiple channels, allow preparation and avoid assuming that difficulty expressing an idea means the person has nothing to contribute. Her own bicultural background demonstrates the value of moving between languages and contexts, but the deeper skill is creating enough psychological safety for people to keep trying. What's the ultimate leadership lesson? The ultimate leadership lesson is to act with integrity and accept accountability. Sasaki believes leaders must consistently do what is right for the company, customers, society and other people. Vision gives direction; communication enables others to understand it; accountability assures employees that the leader has their back. Culture should not become a personality cult or depend on one country head. It should be jointly developed, durable and grounded in shared behavioural principles. Leadership is therefore not personal dominance, but consistent stewardship that allows others to act, learn and contribute. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

Esta pequena cidade em Somerset, já foi considerada o solo mais sagrado em toda Inglaterra. Sua história, santidade e as origens da grande Abadia atraíam peregrinos vindos de todo o Reino Unido e Europa.O Tor, na icônica colina com as ruínas da torre da igreja em seu topo, pode seravistado como um farol, por milhas. O local e todas as adjacências eram uma antiga ilha sagrada, cercada de mistérios e lendas.Existem lendas da ilha sagrada de druidas e sacerdotisas e também estórias de fada referenciando o Tor como uma antiga entrada para o mundo inferior.Hoje, a antiga Abadia se encontra em ruínas, não existem mais o abade nem os monges. Mas ainda assim, é muito visitada, por turistas e também por peregrinos.Assim é Glastonbury, a antiga ilha de Avalon.Usamos o serviço de transporte e também de guia para visitar Stonehenge. -John Flanagan – Divine Light ToursAll London and Local Airports, Bus, Train, Ship Stations. To and From London CentreHotels to Glastonbury-Flying Dragons Nest Vanessa & Renchi 12 Hexton Road, Glastonbury01458-83032 (Esta foi a nossa hospedagem escolhida. Nós recomendamos)O mais antigo Fish & Chips da Inglaterra (segundo eles). E garanto: maravilhoso!!!!- Knights Licensed Fish & Chip Restaurant (also Takeaway) website5 Northload Street, Glastonbury01458 831882Guia especializada em Londres:https://www.instagram.com/clarissa.donda/Outros links: www.nationaltrust.org.ukwww.glastonburyabbey.comwww.chalicewell.org.ukhttp://glastonburyantiquarians.org/site/index.php?page_id=149http://www.avalonmarshes.org/Outros EpisódiosEp. 51- O Cursus de Stonehenge

The Outer Realm welcomes back special Guest Jonathan Agosto Date: July 30th, 2026 EP: 752 DISCUSSION: Tonight I welcome back Jonathan Agosto. Tonight we will talk about Prayers, Blessings, Curses and Hexes: The Ancient Lore of Spoken Power & Intention. Jonathan will be his newest book “Prayers, Blessings And the Power They Hold” . We will go back in time and delve into the power of words, and the significant roles that intention and belief play. How does this all work with curses, hexes and the evil eye? please join us for this as we explore both "sides of the coin”. Contact for the show - theouterrealmcontact@gmail.com https://linktr.ee/michelledesrochers_ Please Like, Subscribe, Share & Comment ! About Jonathan: Jonathan Agosto is described as the man always dressed in black. He is a mild-mannered, unassuming character who lives a quiet life somewhere in vastness deep in the state of Montana. He has had a lifelong interest in paranormal, and has studied the fields of magic, witchcraft, and the occult for over twenty years. What are Prayers and Blessings? Well, the classical definition of a blessing is simple and straightforward: “God's favor and protection”. This definition comes right from the Oxford English dictionary. Historically, blessings come from ancient, Pre-Christian, practices of consecration such as in early Celtic traditions, Ancient Egyptian, and much more. For the faithful, the definition is much closer to the heart, and blessings are seen as the fulfillment of God's promises, grace, and relational presence, rather than just simple material gain. For the faithful, prayers and blessings are divine favor, often manifesting as peace, joy, and purpose, which are accessed through faith in him rather than human merit. The very idea of blessings themselves is deeply rooted in religious lore and the faith that one is favored above others as willed by a supreme deity is a tale as old as time itself. About The Book: This book will be exploring the profound significance, transformative power, and deep-rooted history of prayers and of blessings, which are fundamentally understood as invocations of divine favor, protection, and grace. Both prayers and blessings have evolved from their humble beginnings from early sacred rites and priestly rituals to common spiritual practices that are spoke of across every culture, faith, and creed as we know them today. It is said that the power of a prayers lies in its ability to grants blessings, which speak life itself into existence, bring about positive change, and serve as an act all unto itself that can strengthen, encourage, and even shield individuals from adversity, acting as a shield in saving one from potential danger and adversity. There are countless examples out there that speak of the power that blessings are said to possess. In this book we will be exploring the history of blessings and their power. As they would say back then, “May this tome of knowledge bless you and enlighten you”. Where to Buy: Dark Moon Press: www.darkmoonpress.net AMAZON: https://a.co/d/00GzCncb If you enjoy the content on the channel, please support us by commenting, subscribing and sharing : Thank you All !!! A formal disclosure: The opinions and information presented or expressed by guests on The Outer Realm Radio and Beyond The Outer Realm are not necessarily those of the TOR, BTOR Host, Sponsors, or the United Public Radio Network and it's producers. Although we value all of our guests and their perspectives, for Legal Purposes, all content must be listed and deemed as "For Entertainment Purposes" We are always be respectful and courteous to all involved. Thank you, we appreciate you all !!! United Public Radio & UFO Paranormal Radio www.uprntalkradio.com

Patrocine uma aula e ajude a levar a Torá mais longe: shiurpix@gmail.comNeste shiur, exploramos o fascinante e profundo relato da época do rei Yoshiahu: a redescoberta impactante do Sefer Torá, a erradicação radical da idolatria e as lições espirituais sobre a seriedade do compromisso com Hashem. Compreenda a verdadeira origem do nome Guehinom, o perigo de pecar com alegria e como o cuidado com cada mitzvá reflete a essência da nossa alma.#Tora #Chassidut #Judaismo #RabinoAvrahamStiefelman #Yoshiahu #Guehinom #Tshuva #ServicoDivino

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

Patrocine uma aula e ajude a levar a Torá mais longe: shiurpix@gmail.comNeste shiur sobre a Parashát Ekev, exploramos o profundo significado por trás da instrução de Hashem para a construção do Aron de madeira. Enquanto o ouro simboliza o que é estático e permanente, a madeira pertence ao reino vegetal — a essência de tudo aquilo que cresce e se renova. Através desta lição e do conceito de "ekev" (constância e persistência), aprendemos que um judeu nunca deve parar de crescer, independentemente das quedas ou dos obstáculos no caminho.#Tora #ParashatEkev #Judaísmo #Chassidut #CrescimentoEspiritual #Superacao #AronHakodesh #SabedoriaJudaica

Zum YouTube Video Am 25. Juli sind die Mondknoten in die neue Achse 29-30 eingetreten. Und diese Achse hat es in sich: Sie stellt uns für die nächsten 4 Monate — bis zum 23. November — vor einige der wichtigsten Fragen unseres Menschseins: Wozu sagst Du wirklich Ja? Wofür brennst Du? Und was wird sich am Ende als sinnloses Strohfeuer entpuppen? Diese 4 Monate sind kein entspannter Transit. Sie werden zur Weichenstellung: Was Du jetzt beginnst, worauf Du Dich jetzt einlässt, wo Du jetzt aussteigst — all das prägt Deinen Weg auf einer sehr tiefen Ebene in Richtung 2027. Und der Vollmond in Tor 41 vom 29./30. Juli hat diese Energie in Verbindung mit Pluto schon einmal kraftvoll aufblitzen lassen. Ich spreche in dieser Folge über: Warum diese Mondknotenachse emotional ganz anders ist als die letzte (59/55) Warum Merkur uns trotz seiner Direktläufigkeit noch keinen Fortschritt bringt - und ab wann Fortschritt zu erwarten ist Was uns Tor 29 in Verbindung mit dem Königsstern Regulus sagen will - und wo die Fallstricke liegen Wie uns Tor 30 mit dem Schicksal und den 3 Qualitäten des Feuers verbindet Was Menschen mit bestimmten Toraktivierungen, zB 41 oder 46 wahrnehmen werden Wie Du Dein Leben als Uraufführung und anstatt als Generalprobe lebst Kostenloser Schnupper-Abend: Am 4. August um 17 Uhr laden wir Dich herzlich zum kostenlosen Human Design Schnupper-Abend ein — für alle, die Human Design und das Team der Human Design Academy kennenlernen möchten. Hier gleich anmelden: https://human-design-system.com/kostenlose-angebote/ Erstelle Dein Human Design Chart: Schau in Deinen Chart und finde heraus, ob Tore in Deinem persönlichen Chart von der neuen Mondknotenachse aktiviert werden: https://human-design-system.com/human-design-chart-erstellen/ Deine Human Design Ausbildung jetzt zum Selbststudium - das Human Design Summer Camp: Für alle, die schon wissen, dass sie tiefer gehen wollen: Living Your Design plus drei Grundlagenmodule, in Deinem Tempo. Original Human Design nach IHDS, mit der Möglichkeit, im Herbst in die IHDS Analytiker-Ausbildung einzusteigen. Sommer-Special: 1.990 € statt 2.279 € https://human-design-system.com/human-design-ausbildung-selbstlernkurs/ Mehr von der Human Design Academy: Website: https://human-design-system.com Wenn Dir die Folge gefallen hat, freue ich mich über Deine Bewertung, einen Kommentar oder eine Weiterempfehlung an jemanden, der gerade auch spürt, dass Weichen neu gestellt werden. Herzlichst, Deine Barbara

The Outer Realm welcomes back special Guest Samuel Chong Date: July 29th, 2026 EP: 751 DISCUSSION: Samuel Chong returns and will be talking about UFOs in China, China's Roswell, Ancient advanced civilizations, ET Technologies, paranormal mysteries and more! Contact for the show - theouterrealmcontact@gmail.com https://linktr.ee/michelledesrochers_ About Samuel: Samuel Chong is a California-licensed attorney, certified Mandarin court and federal interpreter, Chinese translator (American Translators Association), and licensed massage therapist. He serves as a unique motivational keynote speaker on wellness, resilience, mindset, leadership, health and wellbeing, spirituality, near-death experiences, extraterrestrials (ETs), ancient mysteries, and esoteric knowledge. Drawing on scientifically grounded evidence and memorable personal stories, Samuel bridges science and spirituality to unlock human potential at a subconscious level. He delivers actionable strategies for productivity, resilience, and positive change while inspiring audiences with interdisciplinary insights from mind-body-spirit (MBS) principles. His work as a Mandarin interpreter for global leaders—including Richard Branson, Warren Buffett, and Michael Dell—has given him deep cross-industry knowledge and strategic foresight as a futurist. Samuel holds a J.D. from Northwestern California University School of Law, an M.A. in Financial Analysis from Universidad Carlos III de Madrid, a Graduate Certificate in Economic History from the London School of Economics, and a B.A. in Economics from UC Berkeley. He previously taught at UCLA Extension. A dedicated advocate for ET disclosure and ancient wisdom, Samuel was instrumental in arranging the Chinese edition of Michel Desmarquet's Thiaoouba Prophecy (a bestseller in both China and Taiwan) and has translated 334 ‰ Lies: The Revelation of H. M. v. Stuhl. He has personally visited the author and actively promotes these transformative messages of hope, planetary awakening, and a better world through the ChinaSona Foundation and its scholarship program. Based in Los Angeles, Samuel is a Founding Member of the Hollywood Disclosure Alliance. He brings his legal expertise, global perspective, and unique synthesis of esoteric knowledge with modern science to help integrate truthful UAP/ET narratives into entertainment media and public consciousness. His multilingual abilities (English, Mandarin, Spanish) and interdisciplinary background make him an invaluable bridge between researchers, experiencers, and Hollywood storytellers advancing ethical, fact-based disclosure. https://www.chinasona.org/speakers/ If you enjoy the content on the channel, please support us by commenting, subscribing and sharing : Thank you All !!! A formal disclosure: The opinions and information presented or expressed by guests on The Outer Realm Radio and Beyond The Outer Realm are not necessarily those of the TOR, BTOR Host, Sponsors, or the United Public Radio Network and it's producers. Although we value all of our guests and their perspectives, for Legal Purposes, all content must be listed and deemed "For Entertainment Purposes" We are always be respectful and courteous to all involved. Thank you, we appreciate you all !!! United Public Radio & UFO Paranormal Radio www.uprntalkradio.com

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

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

Patrocine uma aula e ajude a levar a Torá mais longe: shiurpix@gmail.comNa Torá, o termo "nuca dura" é usado tanto como uma crítica severa quanto como um argumento de defesa apresentado por Moshe Rabenu. Neste shiur, exploramos o conceito de teimosia sob a perspectiva da Torá: como essa característica, quando redirecionada para o bem, se torna a chave da persistência e da inabalável identidade do povo judeu ao longo da história.Siga nas redes para mais conteúdos:• Instagram: @rabinoavraham• YouTube: @KehilatKnessetIsrael• TikTok: @rabinoavraham#Tora #Chassidut #JudaismoOrtodoxo #Parasha #MosheRabenu #Teimosia #Persistencia #EspirituidadeJudaica

Patrocine uma aula e ajude a levar a Torá mais longe: shiurpix@gmail.comNesta aula sobre a Parashát Ekev, o Rabino Avraham Stiefelman explora a essência da parnasá através da lição do maná no deserto. Entenda por que a ansiedade financeira e o excesso de preocupação não alteram o que já foi destinado do Céu, qual o verdadeiro sentido dos testes de Hashem e como o conceito de "afiar o machado" pode transformar a sua relação com o trabalho e o bitachon.Siga nas redes para mais conteúdos:• Instagram: @rabinoavraham• YouTube: @KehilatKnessetIsrael• TikTok: @rabinoavraham#Parnasa #Bitachon #Tora #Emuna #ParashatEkev #Judaismo #EstudoDeTora #RabinoAvrahamStiefelman

Als Geoff Hurst im Finale der Fußballweltmeisterschaft 1966 den Ball gegen die Unterkante der Latte tritt, fragt sich die Welt: drin oder nicht drin? Der Schiedsrichter gibt das Tor von Wembley – zu Unrecht. Die westdeutsche Mannschaft scheidet aus. Rieger, Maximilian www.deutschlandfunk.de, Kalenderblatt

Workplaces are awash with acronyms. We can sometimes hold an entire meeting using apparently impenetrable collections of letters and numbers. Acronyms are handy, though, when they make an important idea easier to remember and apply. R.E.A.L. leadership describes four practical attributes of effective leaders: Reliable, Empathetic, Aspirational and Learning. None of these qualities is revolutionary. The challenge is demonstrating them consistently when deadlines are tight, pressure is high and everyone is busy. What does R.E.A.L. leadership mean? R.E.A.L. leadership means being Reliable, Empathetic, Aspirational and committed to Learning. Together, these four attributes create trust, engagement, direction and adaptability. Leadership frameworks only matter when they influence daily behaviour. A beautifully designed company value printed on the wall is not much use when the boss repeatedly breaks promises, ignores employee concerns, communicates no compelling future and refuses to reconsider outdated ideas. The R.E.A.L. model gives executives, managers and team leaders a practical leadership checklist. Reliability creates credibility. Empathy helps leaders understand what people are experiencing. Aspiration connects everyday work to a bigger purpose. Learning prevents the leader and the organisation from becoming trapped by yesterday's success. This model applies across Japanese companies, multinational corporations, small and medium-sized enterprises and fast-growing startups. The balance may differ, but the underlying leadership expectations remain remarkably similar. Do now: Ask yourself which of the four R.E.A.L. qualities your people experience most strongly—and which one they rarely see. Why is reliability essential for leadership trust? Reliable leaders build trust by doing what they say they will do, keeping their promises and showing consistent interest in the development of their people. Reliability sounds obvious, but it frequently breaks down in practice. Leaders make commitments during meetings, become distracted by the next emergency and quietly forget what they promised. Employees do not forget. They watch whether the leader's words and actions match. Trust is not built by position, title or a magnificent name card. It develops when people see a predictable pattern of follow-through. This includes delivering decisions on time, providing promised resources, giving feedback and supporting an employee's professional growth. Leaders also need to connect organisational objectives with individual goals. Employees naturally wonder, "What is in this for me?" That is not necessarily selfishness. They want to understand how their effort affects their career, skills, reputation and future opportunities. When company and individual interests are aligned, leaders usually gain stronger commitment, greater loyalty and better execution. Do now: Review the promises you have made to your team during the past month. Close the loop on every outstanding commitment. How does empathy improve leadership performance? Empathetic leadership improves performance because leaders make better decisions when they understand the experiences, concerns and viewpoints of their people. Empathy is closely connected to listening. It is difficult to see a situation from another person's perspective when we have never taken the time to discover what that perspective actually is. Busy bosses often see the calm surface of the workplace but miss what is happening underneath. Employees may appear cooperative while privately dealing with confusion, frustration, excessive workloads or concerns about organisational change. Leaders who only demand the numbers may achieve short-term compliance, but they can lose ideas, initiative and discretionary effort. Position power works up to a point. Employees will often do what the boss commands because they have little choice. However, authority alone rarely unlocks creativity, honest feedback or intelligent disagreement. Empathetic leaders do not abandon standards or avoid difficult conversations. They combine accountability with curiosity. They listen carefully, ask thoughtful questions and communicate that they genuinely care about the people producing the results. Do now: In your next one-to-one conversation, spend more time asking and listening than explaining and directing. What makes an aspirational leader effective? Aspirational leaders help people see beyond immediate targets by connecting individual responsibilities to a meaningful and achievable future. Most organisations are consumed by the urgent. Teams concentrate on this month's sales, this quarter's costs, the latest customer complaint or the next internal deadline. These issues matter, but leadership also requires the ability to hover above the everyday melee and see the destination on the far horizon. An aspirational leader explains where the organisation is going, why the destination matters and how each person contributes to reaching it. A generic vision statement is not enough. The message must resonate with employees working in different functions, locations and career stages. A finance professional, salesperson, engineer and frontline manager may all contribute to the same strategic objective, but each needs to understand the goal in language connected to their own work. Leaders must repeatedly translate strategy into relevance. When employees can see the connection between today's tasks and tomorrow's achievement, routine work gains greater meaning. Do now: Explain your organisation's larger goal in one clear sentence, then show every team member how their role contributes to it. Why must leaders continue learning? Leaders must continue learning because experience only creates value when they examine it, challenge their assumptions and adapt their decisions. Many executives claim to have thirty years of experience. In reality, some have had one year of experience thirty times. They repeat familiar methods, defend favoured opinions and rely on approaches that worked in a different competitive environment. Their thinking becomes locked inside a mental vault, and somewhere along the way they lose the key. Senior people are especially vulnerable because previous success can make their judgement appear unchallengeable. They also become extremely busy working in the business rather than working on the business. Reflection, reading, coaching and experimentation are treated as optional luxuries. Learning leaders remain willing to permanently kill their favourite ideas when the evidence changes. They invite alternative viewpoints, study failures and test new approaches. This does not mean chasing every management fashion. It means remaining intellectually flexible enough to recognise when customers, employees, technology or competitors have moved on. Do now: Identify one long-held assumption about your business that deserves to be questioned rather than automatically defended. How can leaders apply the R.E.A.L. model every day? Leaders apply the R.E.A.L. model by turning each attribute into an observable behaviour rather than treating leadership as an abstract philosophy. For reliability, maintain a visible record of commitments and report back when actions are completed. For empathy, schedule regular conversations in which employees can discuss concerns, ideas and ambitions without being immediately interrupted or judged. For aspiration, connect team objectives to the organisation's larger purpose. Do not assume people can automatically see the connection. Repeat it, personalise it and illustrate it with concrete examples. For learning, build reflection into the working rhythm. After an important project, client meeting or decision, ask what worked, what failed and what should change next time. R.E.A.L. leadership does not require a dramatic personality. Introverted and extroverted leaders can both demonstrate these qualities. Nor does it depend on hierarchy. A project leader, new manager or experienced executive can all become more reliable, empathetic, aspirational and committed to learning. Do now: Choose one visible R.E.A.L. behaviour to practise consistently for the next thirty days. How can organisations develop more R.E.A.L. leaders? Organisations develop R.E.A.L. leaders by reinforcing these behaviours through selection, development, performance management and senior-level role modelling. Leadership expectations cannot live only in a training programme. Recruitment and promotion decisions should examine whether candidates keep commitments, listen effectively, communicate a larger direction and learn from experience. Performance discussions should also assess how results were achieved. A manager who reaches the target while exhausting the team, withholding information or damaging trust may create larger costs later. Senior executives have an especially important role. Employees study what powerful people do far more carefully than what corporate values say. When executives admit mistakes, seek feedback and honour promises, they make learning and reliability safer for everyone else. Leadership development should give managers opportunities to practise difficult conversations, coaching, strategic communication and decision-making. Knowledge alone is insufficient. People need feedback, repetition and accountability until the new behaviour becomes natural. Do now: Include at least one R.E.A.L. behaviour in every leadership development and performance conversation. Conclusion R.E.A.L. leadership is easy to remember, which is at least a useful beginning. Reliable leaders build trust. Empathetic leaders understand the people behind the performance. Aspirational leaders connect everyday work to a bigger future. Learning leaders keep adapting rather than becoming prisoners of their previous success. We already know that these qualities matter. The problem is that pressure, deadlines and constant activity make us forget—or convince us that we are too busy to practise them. Leadership does not become real because we understand a framework intellectually. It becomes real when our people repeatedly experience the behaviour. Let's change what they experience. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and received the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver leadership, communication, sales and presentation programmes globally, including Leadership Training for Results. He has written several books, including the bestsellers Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery, as well as Japan Leadership Mastery and How to Stop Wasting Money on Training. His books have also been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg publishes daily business insights on LinkedIn, Facebook and X and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews for executives and professionals seeking practical strategies for succeeding in Japan.

Auf einmal standen wir vor dem »Tor zur Unterwelt«! Hatten wir bis dahin die sehenswerte Altstadt von Lüneburg besichtigt, brachte uns die Stadtführerin nun zu einer 1898 errichteten Gartenpforte, die zum Sinnbild von gefährlichen Bodenabsenkungen geworden ist. Denn Lüneburg liegt auf einem Salzstock. Auch wenn der Abbau beendet wurde, löst das Grundwasser bis heute Salz und Gips. Es entstehen Hohlräume, sodass Erde nachrutscht und der Boden absinkt. So hat sich das Gartentor bereits um mehr als zwei Meter abgesenkt. Auch viele historische Häuser haben Risse, sind schief oder mussten aufgegeben werden. Noch immer bewegt sich der Boden jedes Jahr um mehrere Zentimeter. Ich frage mich: Welche existenziellen Sorgen müssen damit verbunden sein, wenn das Haus, in dem ich lebe, in die Unterwelt abzusinken droht?Am Ende der Bergpredigt vergleicht Jesus in einer Beispielgeschichte zwei Bauherren, von denen einer sein Haus auf Sand errichtet. Ein heftiger Regen spült den losen Untergrund fort und das Haus stürzt ein. Dieser Bauherr steht für Menschen, die ihre Lebensentscheidungen treffen, ohne dabei über Gottes Willen nachzudenken. Sie stehen in der Gefahr, am Ende alles zu verlieren. Das Haus des zweiten Bauherrn hält dem Unwetter stand. Denn er baut sein Haus auf ein felsiges Fundament. Er steht für Menschen, die den Worten von Jesus vertrauen. Direkt vor diesem Gleichnis hat Jesus darüber gesprochen, dass nicht jeder in Gottes Reich, in den Himmel, hineinkommt. Wer hier an Gott vorbeilebt, wird auch die Ewigkeit im Abgrund einer ewigen Trennung von ihm verbringen. Doch wer eine Glaubensbeziehung zu Jesus hat, baut sein Leben auf einem stabilen Grund und wird einmal in eine Wohnung im Himmel einziehen.Andreas DroeseDiese und viele weitere Andachten online lesenWeitere Informationen zu »Leben ist mehr« erhalten Sie unter www.lebenistmehr.de

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

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

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

Patrocine uma aula e ajude a levar a Torá mais longe: shiurpix@gmail.comNesta aula profunda e inspiradora, o Rabino Avraham Stiefelman aborda o significado de 15 de Av, revelando por que este dia supera tantas outras datas do calendário judaico. Conheça os 6 acontecimentos históricos marcantes — desde o fim das mortes no deserto até o milagre dos corpos de Beitar — e entenda como a maior queda antecede a mais alta ascensão espiritual.#15DeAv #Tora #Chassidut #RabinoAvrahamStiefelman #Shiduchim #EspiritualidadeJudaica #BeitHaMikdash

Competitors can damage your margins, poach your best people, outspend you, undercut your prices and introduce technology that makes your current offer irrelevant. Worrying about them, however, is not a strategy. The better response is to build a competitive moat before you desperately need one. That means creating distinctive value, stronger client relationships, better delivery systems and advantages that rivals cannot easily or cheaply reproduce. How Much Attention Should We Pay to Our Competitors? Leaders should understand their competitors clearly, but they should not allow competitors to dictate every business decision. The objective is informed awareness rather than corporate paranoia. The intensity of competition depends on the market. In a commodity sector, price and supply capacity may determine almost everything. In a narrow market with only a few suppliers, gaining market share may be extremely difficult. Currency movements, technological disruption, regulatory changes, capital availability and the loss of key employees can also alter the competitive balance overnight. A rival with hundreds of salespeople may reach far more potential buyers than your team of twenty. A heavily funded newcomer may willingly destroy industry pricing to purchase market share. These threats are real, but constantly reacting to them can pull your organisation away from its own strategy. Do now: Identify the three competitor actions that could most seriously affect your revenue, margins or client retention. Why Is Competing on Price So Dangerous? Price competition is dangerous because a rival with deeper pockets can sustain losses for longer than you can. Once buyers become accustomed to discounted pricing, restoring the previous market rate can be painfully difficult. Many companies spend years building their prices to a sustainable level. Then a new entrant arrives and offers a similar product for substantially less. The newcomer may not need to make an immediate profit. It may be funded by a parent company, private equity, venture capital or profits from another division. This creates a zero-sum battle of winners and losers. Smaller firms often cannot match the discount without destroying their own margins. The answer is not always to become cheaper. It is to make direct price comparison harder by changing the value equation. Instead of allowing an apple-to-apple comparison, create a musk-melon-to-apple comparison. In Japan, premium musk melons command extraordinary prices because buyers perceive them as a completely different category of value. Do now: List the services, expertise, guarantees or outcomes that could move your offer beyond a direct price comparison. What Is a Competitive Moat in Business? A competitive moat is an advantage that protects your clients, revenue and market position from attack by rivals.Strong moats are valuable to buyers and difficult, expensive or time-consuming for competitors to copy. A moat might consist of proprietary technology, trusted relationships, specialist expertise, exclusive distribution, superior service, faster delivery, a powerful brand or a deeply embedded client ecosystem. In business-to-business markets, the moat may be the accumulated trust created through years of reliable execution. The irony is that companies usually need to build these defences while business is going well. Unfortunately, good times create complacency. Leaders are busy serving current demand, employees are fully occupied and there appears to be no urgent reason to invest in protection. That is precisely when the work should begin. Once the crisis arrives, the organisation may lack the time, cash or management attention required to respond properly. Do now: Ask what clients would genuinely miss if your company disappeared tomorrow. Their answers reveal the foundations of your moat. Why Do Companies Wait Until a Crisis to Innovate? Companies delay innovation because the cost and inconvenience are immediate, while the danger of doing nothing appears distant. A crisis suddenly reverses that calculation. Our experience at Dale Carnegie Tokyo Training illustrates the problem. Business was surging during 2018 and 2019. Revenue was strong, demand was high and the organisation was occupied with delivering training. Everything looked pretty peachy. Then Japan confirmed its first COVID-19 case in January 2020. Clients began cancelling scheduled programmes, and the outlook changed dramatically. We had no sufficiently developed moat against the disappearance of face-to-face delivery. Dale Carnegie had conducted virtual training internationally since 2010, but introducing it properly in Japan required curriculum translation, instructor development, producer training and financial investment. Before the pandemic, those barriers encouraged us to dawdle. Once survival was at stake, we found the money, time and determination remarkably quickly. In retrospect, the capability should have been built before the crisis. Do now: Identify one strategic capability your organisation keeps postponing because there is no immediate urgency. How Can a Business Create Value Competitors Cannot Copy? Distinctive value comes from solving client problems more completely, conveniently or reliably than the alternatives. The strongest advantages often combine several modest benefits into one difficult-to-replicate system. Leaders frequently believe they already provide sufficient value. The more useful question is: what additional impact could we create for the buyer? A manufacturer might attach consulting, installation, training or maintenance services to a physical product. A professional services company might add diagnostics, benchmarking, follow-up coaching, digital resources or implementation support. A software provider might reduce risk through stronger onboarding, integration assistance and user education. Some additions will cost money without producing an immediate, separate fee. That does not automatically make them a bad investment. Real moats are expensive. If an advantage is cheap and simple to introduce, competitors will reproduce it quickly. The goal is to provide musk-melon value at an apple price—or at a price only slightly above the apple. Do now: Brainstorm ten ways to save clients time, reduce their costs, lower their risk or improve the quality of their results. Should We Build a Competitive Moat When Business Is Strong? The best time to build a competitive moat is when revenue is healthy, clients are buying and the company still has strategic choices. Waiting until sales collapse removes many of those choices. Good times always feel as though they will continue. They do not. Economic downturns, geopolitical shocks, technological change, new regulations, shifts in buyer behaviour and unexpected competitors can all expose weaknesses that were invisible during periods of growth. This does not mean leaders should become pessimistic or divert unlimited resources into defensive projects. It means allocating regular time and budget to resilience, differentiation and innovation. Executives should examine which revenue streams depend on one client, one delivery method, one salesperson, one supplier or one technology platform. They should also test whether their supposed advantages are truly valuable to clients or merely internal beliefs. Moat building should become part of normal strategy, not an emergency activity launched after the castle is already under attack. Do now: Review your strategic plan and assign an owner, budget and deadline to one moat-building initiative. What Should Leaders Do About Competitors Now? Competitors deserve attention, but obsessing over them will not protect your business. The strongest defence is to become more valuable, more distinctive and more difficult to replace. Study the market, understand emerging threats and watch for changes in price, technology, regulation, talent and client expectations. Then turn the attention back to your own organisation. Ask what you can provide that buyers value and competitors struggle to reproduce. Look for ways to combine products with services, expertise with technology and quality with greater speed or convenience. Most importantly, do not wait for the next crisis. Build the moat while the business is healthy, because the moment when you urgently need protection is usually the worst possible moment to begin constructing it. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and an Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and received the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver leadership, communication, sales and presentation programmes globally, including Leadership Training for Results. He has written several books, including the best-sellers Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery, along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His Japanese-language works include Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook and X and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews for executives and professionals seeking practical strategies for succeeding in Japan.

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

The final five minutes of a presentation often determine what the audience remembers about the entire talk. This is the principle of recency at work. People tend to remember most clearly what they heard last. Yet many speakers invest enormous effort in their opening, content and slides, only to allow their conclusion to collapse through poor time management, weak planning or a final sentence that quietly trails off into oblivion. A powerful presentation ending does not happen by accident. It must be designed, rehearsed and delivered with conviction. Why are the final five minutes of a presentation so important? The final five minutes are important because they shape the audience's lasting impression of the speaker and the message. Audience members may forget many of the statistics, examples and explanations they heard during the main body of the presentation. However, they are much more likely to remember the conclusion, especially when it clearly restates the central message and connects it to something relevant in their work or lives. This is particularly important for executives presenting in Japan, where audiences often expect preparation, professionalism and respect for the allotted time. A frantic ending suggests the speaker has not rehearsed properly. A controlled ending signals confidence and credibility. Whether you are addressing a board meeting, delivering a sales presentation or speaking at an industry conference, the conclusion is the final evidence the audience receives about your competence. Do now: Decide what you want the audience to remember after everything else has faded. Build the final five minutes around that one message. What causes so many presentation endings to fail? Most presentation endings fail because speakers include too much content and do not rehearse against the actual time limit. The familiar disaster begins when a presenter suddenly realises there are ten slides remaining and only three minutes left. They apologise, skip important material and race through the deck at a speed no audience can follow. The audience feels cheated. Some of the most useful slides may be abandoned completely, even though those ideas were part of the reason people attended. This problem appears in large multinational companies, small and medium-sized enterprises, startups and professional-services firms. It happens in Tokyo boardrooms, online webinars and international conferences. The technology may change, but poor preparation produces the same result. The solution is painful but simple: trim the presentation. Remove anything that does not directly support the key message. Present the richest residue rather than every fact you discovered during your preparation. Do now: Rehearse with a timer and cut enough material to finish comfortably, not merely technically, within the allocated time. How should a speaker plan the conclusion? A strong conclusion should restate the key message, explain its relevance and direct the audience towards a specific action. The key message must be decided near the beginning of the planning process. It becomes the frame around which the presentation is constructed. The stories, data, examples and visual aids should all strengthen that central idea. During the conclusion, return to the key message using clear and deliberate language. Do not introduce a completely new argument. Instead, help listeners understand why the message matters to them. A leadership audience may need to reconsider how it makes decisions. A sales team may need to change how it approaches buyers. A client may need to approve a proposal or agree to a next meeting. The final call to action should be realistic and specific. "Think about this" is weak. "Review your current presentation and rewrite the final five minutes before Friday" is actionable. Do now: Complete this sentence: "After my presentation, I want the audience to…" Use the answer to shape your conclusion. What should happen after the question-and-answer session? The speaker should reclaim the presentation after the Q&A and deliver a prepared final message. Question-and-answer sessions are unpredictable. An audience member may introduce an unrelated issue, challenge a minor detail or drag the discussion away from the presentation's main purpose. If the event ends immediately after that exchange, the final impression may be shaped by someone else's question rather than by the speaker's message. This is why professional presenters do not allow the Q&A to become the conclusion. They finish the formal content, invite questions and then return to the stage, centre of the room or camera for a brief closing statement. That statement should reconnect the audience to the original theme, summarise the principal benefit and repeat the desired action. In executive and client-facing presentations, this also demonstrates leadership. The speaker remains responsible for the direction of the communication rather than surrendering control to the room. Do now: Prepare a 30- to 60-second post-Q&A close that restores your key message and reinforces the next step. How should the pace and voice change during the conclusion? The conclusion should initially slow the audience down and then build towards a controlled crescendo. Many nervous presenters do the opposite. They rush because they are watching the clock, breathe poorly and allow their words to blur together. Their final sentence loses volume and energy until nobody is certain whether the presentation has actually finished. A professional speaker slows the pace, uses pauses and gives listeners time to process the message. Silence is not the enemy. A well-placed pause creates emphasis and signals confidence. As the presentation approaches its final lines, the speaker can gradually increase vocal energy, conviction and physical presence. Voice, posture, gestures, facial expression and eye contact should combine to strengthen the message. For online presentations, the same principle applies. Look into the camera, sit or stand upright, use purposeful gestures within the frame and finish with a firm vocal landing. Do now: Mark pauses, emphasis and changes of pace directly into your script, then rehearse them until they feel natural. How can a speaker make the ending memorable without sounding rehearsed? The ending becomes natural when the speaker rehearses the structure thoroughly but delivers the words with genuine belief. Some presenters avoid rehearsal because they fear sounding canned. In reality, under-rehearsed speakers are more likely to stare at their slides, search for words and become trapped by their notes. Preparation creates freedom. Once the speaker knows the sequence of ideas, the key phrases and the final line, they can concentrate on the audience rather than on remembering what comes next. Dale Carnegie presentation principles emphasise communicating ideas with enthusiasm, clarity and audience relevance. The aim is not theatrical performance for its own sake. The purpose is to transfer belief, confidence and commitment from the speaker to the audience. The final line deserves particular attention. It should be concise, powerful and easy to deliver. After saying it, stop. Maintain eye contact for a moment and allow the message to land. Do not weaken it with "So, yes, that's about it." Do now: Memorise the final sentence exactly, deliver it with conviction and resist the temptation to add anything afterwards. How to finish a presentation professionally The last five minutes should never become a desperate race against the clock. They are the point where the speaker gathers the argument together, reconnects it to the audience and creates the lasting impression. Plan the conclusion before completing the rest of the presentation. Rehearse the entire talk under realistic conditions. Remove material until you have enough time to slow down, pause and finish with control. After the Q&A, return to the key message. Tell the audience what matters, why it matters and what they should do next. Then increase your energy, bring your voice and body together and deliver a final sentence that sounds like the natural culmination of everything that came before it. Your audience does not merely buy information. They buy your belief, confidence and commitment. Finish strongly and they will remember both your message and you. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and received the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, he is certified to deliver leadership, communication, sales and presentation programmes globally, including Leadership Training for Results. He has written several books, including the best-sellers Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery, together with Japan Leadership Mastery and How to Stop Wasting Money on Training. His Japanese-language books include Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg publishes daily business insights on LinkedIn, Facebook and X and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews for executives and professionals seeking practical strategies for succeeding in Japan.

Warum die Fußball-WM ein großes Memefeuerwerk war und weshalb schießt man im Finale nicht aufs Tor? Was haben ein Komposter, ein Fernseher und ein Zahn mit den Albtraumwochen zu tun? Warum selbst Mobiliar im Urlaub mit umzieht und hilf Viagra etwas bei Schnittblumen? Gibt es einen Niesnerv, können Tiger rauchen und wohin verschlägt es Lebron? ZDP startet mit der neuen Rubrik um die Stimmung im Land zu heben und sucht die witzigste Filmszene!

The Outer Realm welcomes back special Guest Daniela Simina Date: July 23, 2026 EP: 749 DISCUSSION: Forging Deeper Connections &Understanding The Parallels Of Irish & Romanian Fairies. Daniela will be talking about her book Where Fairies Meet. We will discuss the parallelism between the ever evolving Irish and Romanian Fairy traditions, lore, and can we forge connections with those from the OTHER Realms, and perhaps co exist as our Ancestors did. Contact for the show - theouterrealmcontact@gmail.com https://linktr.ee/michelledesrochers_ About Daniela: Daniela Simina, granddaughter of a folk medicine woman and fairy seer, grew up in Romania, immersed in the rich local fairy traditions. Those early years have imprinted her beliefs and later work. In addition to researching and publishing, Daniela Simina teaches classes on energetic rebalancing and esoteric subjects related to folk magic and fairies - the heart of both her personal and professional paths. Daniela Simina is the author Where Fairies Meet: Parallels Between Irish and Romanian Fairy Traditions, A Fairy Path: The Memoir of a Young Fairy Seer in Training, and Fairy Herbs for Fairy Magic: A Practical Guide to Fairy HerbalMagic Daniela Simina Bioenergetic Balance, Plant Energy Medicine& Spiritual Herbalism, Reiki, Yoga. Teacher and Author https://www.johnhuntpublishing.com/moon-books/authors/daniela-simina https://whispersinthetwilight.blogspot.com/2021/08 Daniela Simina Social Media Contacts Facebook, Daniela Simina Author Page Facebook, “Whispers in the Twilight: The Fairy Glen” by invitation only (send email if interested to join) Blogspot, “Whispers in the Twilight” https://whispersinthetwilight.blogspot.com/2021/08/ YouTube, Daniela Simina Instagram @danielasimina1 BlueSky @danielasimina.bsky.social About The book: Traditions surrounding fairies are, essentially, a cross-generational compass that helps young and old to orient themselves into the ever-changing cultural landscape. As such, fairy traditions allow people to position themselves on the time-space continuum, not only through perpetuation of values but also through connecting deeper with the subtler realms that surround and interpenetrate consensus reality. Connecting to subtler realms gives access to a body of knowledge built upon the record of interaction between our world and the Other. In Ireland and Romania, fairy traditions are alive and evolving. The study of the parallelism that exists between bodies of lore, past and present, from areas diametrically opposed on the map of Europe, gives scholars, lay people, and spiritual seekers access to an everlasting repository of wisdom. AMAZON: https://a.co/d/0dsuC8NH If you enjoy the content on the channel, please support us by commenting, subscribing and sharing : Thank you All !!! A formal disclosure: The opinions and information presented or expressed by guests on The Outer Realm Radio and Beyond The Outer Realm are not necessarily those of the TOR, BTOR Host, Sponsors, or the United Public Radio Network and it's producers. For Legal Purposes, all content must be listed and deemed "For Entertainment Purposes" We are always be respectful and courteous to all involved. Thank you, we appreciate you allUnited Public Radio & UFO Paranormal Radio www.uprntalkradio.com

"Everything starts with trust." "Start with listening." "Culture is nothing different from the collective behaviour of people." "Dare to do things differently." "Leadership is giving direction and inspiration to bring out the best possible for the organisation." Brief Bio Karl Deppen is President and Chief Executive Officer of ARCHION Corporation, the new holding company bringing together Mitsubishi Fuso Truck and Bus Corporation and Hino Motors. ARCHION began operations on 1 April 2026, combining two major Japanese commercial-vehicle brands to strengthen scale, competitiveness and investment in decarbonised transport, autonomous driving and digital mobility solutions. Deppen began his career more than 35 years ago with the former Daimler-Benz Group in procurement and supply-chain management. His international assignments have included Portland, Istanbul, Beijing, Stuttgart, Brazil and Japan. He has held roles spanning procurement, logistics, product management, leadership development, finance and general management, including Regional CFO for Daimler's China operations, responsibility for finance across Mercedes-Benz assembly plants and R&D operations, leadership of the South American truck business, membership of the Daimler Truck Board of Management with responsibility for Asia, and President and CEO of Mitsubishi Fuso. His first Japan assignment began in 2002, when he became one of the earliest Daimler employees to join Mitsubishi Fuso after Daimler acquired a stake. That experience, followed by a return to Japan two decades later, shaped his conviction that adaptability in Japan begins with patient listening, understanding context and resisting the urge to impose pre-formed answers. Narrative Summary Karl Deppen's leadership journey is unusually broad, even by the standards of a global automotive executive. Over more than three decades, he has moved across functions, continents and cultures, building experience in procurement, supply chains, product management, human resources, finance and operational leadership. That range now matters enormously. As President and CEO of ARCHION Corporation, he is leading the integration of Mitsubishi Fuso and Hino at a time when the commercial-vehicle industry is being reshaped by decarbonisation, autonomous driving, digitalisation and intensifying Asian competition. His first encounter with Japan came in 2002. He arrived without Japanese language ability or previous exposure to the country and entered a highly operational environment at Mitsubishi Fuso. The language barrier sharpened his ability to observe, draw, use numbers and read what people were trying to communicate. More importantly, it taught him patience. Trust was not created through positional authority or a perfectly delivered executive message. It emerged through repeated interaction, careful listening and a visible effort to understand. That lesson became central to his approach when he returned to Japan roughly twenty years later. Rather than assuming that earlier experience gave him a complete map, he deliberately treated the country and company as changed environments. Japan is a high-context culture, and effective leadership requires understanding the operating system beneath visible processes. What can initially look slow, complicated or overly cautious may reflect customer requirements, stakeholder commitments, quality expectations or prior experience. Deppen's practical response is to ask why repeatedly, suspend judgement and speak directly with employees, customers, suppliers, banks and other stakeholders before changing the system. He also sees genuine strength in Japanese decision-making. Consensus building through nemawashi and formal approval mechanisms such as the ringi-sho can extend the front end of a decision, but once the team is aligned, execution can be exceptionally fast. The leadership opportunity is therefore not to discard consensus, but to shorten decision cycles while preserving commitment and execution discipline. This is decision intelligence in practice: understanding not only what decision should be made, but how the organisation must be engaged so that the decision becomes real. Trust, transparency, empowerment and accountability form the backbone of Deppen's leadership philosophy. Employees need enough information to understand direction, freedom to act within clear expectations and accountability for outcomes. Difficult moments are decisive proof points. Leaders either build trust by listening to bad news and solving problems, or destroy it by shooting the messenger. In a zero-defect culture, fear can drive mistakes underground. Psychological safety is therefore not softness; it is an operating requirement that allows risks, missed targets and errors to surface early enough to be corrected. Innovation follows the same logic. Deppen supports structured improvement circles, skip-level dialogue, pilots and repeated lessons-learned reviews. The goal is not reckless experimentation, but controlled learning: try something on a limited scale, assess what worked, identify root causes when it did not, refine the process and then scale. For artificial intelligence, he argues that simply digitising an existing paper workflow rarely changes the needle. Companies need end-to-end redesign at the data layer, potentially supported by tools such as digital twins, automation and integrated decision systems. Ultimately, Deppen defines culture as collective behaviour. Purpose, vision and values matter only when translated into visible practices: what people do, what they refuse to tolerate, how they respond to mistakes and how they treat one another. His advice to leaders arriving in Japan is therefore disciplined and practical: start with listening, understand the context, assume there is a reason behind existing behaviour, learn enough language to widen access to the culture, and build the trust that makes change possible. Q&A Summary What makes leadership in Japan unique? Japan combines a high-context communication environment with strong expectations around quality, detail and collective commitment. Decisions are rarely just agreements between two senior people. They are embedded in a wider network of stakeholders, informal nemawashi and formal mechanisms such as the ringi-sho. This can make the decision phase appear slow, particularly to executives from low-context cultures. The advantage is that once consensus is genuine, implementation can move with impressive speed because the people responsible for execution understand the rationale and are already committed. Effective leadership therefore respects the social architecture of the decision while working to reduce unnecessary delay. Why do global executives struggle? Global executives often arrive with a strong track record and an assumption that proven headquarters practices should be transferred quickly. The visible process may look inefficient, bureaucratic or resistant to change. Deppen cautions that there is usually a good reason for why people do things the way they do. The reason may sit with a Japanese customer, a regulatory expectation, a quality requirement or an unspoken stakeholder agreement. Leaders struggle when they judge before they investigate. Direct engagement with employees, customers, suppliers, banks and partners helps reveal the operating context and prevents premature restructuring based on incomplete information. Is Japan truly risk-averse? Japan often displays high uncertainty avoidance, especially where mistakes can damage reputation, customer trust or career security. However, Deppen distinguishes caution from an unwillingness to improve. The greater danger is a zero-error aspiration that encourages people to conceal problems. Leaders must create psychological safety for employees to raise a flag, admit that a target may be missed and request help. Innovation becomes possible when experiments are bounded through pilots, resources and review points. A failed pilot should produce a structured lesson, not a search for someone to blame. What leadership style actually works? Deppen's approach begins with active listening and develops through communication, transparency, empowerment and accountability. He argues that people quickly sense whether a leader is genuinely trying to understand them. Trust grows through meaningful dialogue and is tested when conditions become difficult. Leaders must clarify expectations, provide freedom to operate and hold people accountable without turning accountability into punishment. He summarises his model as TEAM: trust, empowerment, accountability and mutual ambition. Shared ambition matters because a large, team-dependent organisation cannot succeed if the CEO's targets are not believed or owned by the wider workforce. How can technology help? Technology can accelerate transformation, but only when leaders redesign work rather than automate yesterday's process. Applying artificial intelligence to an existing paper flow may produce marginal efficiency without changing the business outcome. A stronger approach examines the process end to end, starts with the data layer and asks how the workflow would be designed if digital capability were native from the beginning. AI, automation, decision intelligence and digital twins can improve speed, visibility and scenario testing, but the human organisation still needs the trust and learning discipline required to adopt them. Does language proficiency matter? Japanese proficiency helps because language opens a window into culture, relationships and assumptions that may not be stated directly. Deppen also notes that Japan contains substantial English capability, although employees may hesitate to speak when they fear exposure or embarrassment. Leaders can lower that barrier through patience, written follow-up, visual explanation and an environment in which imperfect language is accepted. Language should improve communication, not become an excuse to avoid it. What's the ultimate leadership lesson? The central lesson is to start with listening. A leader entering Japan should temporarily set aside fixed ideas about what is right or wrong and first understand the existing operating system. Culture is the collective behaviour of people, so change depends on the practices that leaders repeatedly model and reinforce. Purpose and values provide direction, but trust turns them into action. Leadership succeeds when people understand the direction, feel empowered to contribute, accept accountability and share the ambition to achieve something together. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

The Outer Realm welcomes back special Guest Julio Consiglio Date: July 22nd, 2026 EP: 748 DISCUSSION: We will be having an open discussion about the latest UFO/UAP, Interdimensional and ET disclosure. Contact for the show - theouterrealmcontact@gmail.com https://linktr.ee/michelledesrochers_ About Jiulio: Jiulio is a former dental health care provider and educator turned spiritual writer and teacher. Following several personal adversities, Consiglio-while in his early thirties, experienced an unfathomable and life-altering spiritual transformation that resulted in the transcendence of the conditioned mind. His writings and teachings focus on the transformative power of inner stillness, psychic abilities development, and the mind-body-spirit connection. ​ His message is unadorned and to the point: there is life beyond fear and incessant thinking and it is found in the dimension of inner stillness. Jiulio currently offers his consciousness-based teachings to individuals and groups. Jiulio is the author of Challenge Your Thoughts: Healing Mind, Spirit and Body with Truth, The Healing Frequency: Transform Your Life through the Wisdom, Power and Clarity of Inner Stillness, Open Your Third Eye: Activate Your Sixth Chakra & Develop Your Psychic Abilities, Cosmic Contact: Spiritual Insights into Triangular UFOs, Extraterrestrial Communication & Encounter Preparation, collaborative author of Finding Your Calm: Twelve Methods to Release Anxiety, Relieve Stress & Restore Peace, Your Inner Healer: Using Chakras and Energy Medicine to Achieve Wholeness and Your Highest Vibration: Realize Your Full Potential through Chakra Work and Meditation (2026). WEBSITE: https://www.jiulioconsiglio.com/ If you enjoy the content on the channel, please support us by commenting, subscribing and sharing : Thank you All !!! A formal disclosure: The opinions and information presented or expressed by guests on The Outer Realm Radio and Beyond The Outer Realm are not necessarily those of the TOR, BTOR Host, Sponsors, or the United Public Radio Network and it's producers. For Legal Purposes, all content must be listed and deemed "For Entertainment Purposes" We are always be respectful and courteous to all involved. Thank you, we appreciate you all United Public Radio & UFO Paranormal Radio www.uprntalkradio.com

We collect leadership ideas from everywhere: books, training courses, articles, mentors, bosses, colleagues and the occasional painful lesson delivered by experience. The problem is that we rarely collect these ideas in one place. They arrive randomly over many years, and we forget more than we retain. We may recognise a useful principle when we hear it, nod wisely and then promptly return to doing exactly what we were doing before. Here are seven leadership principles we already know but probably need to remember. In Part Two, we will continue with principles eight through sixteen. Should Leaders Focus on Strengths or Weaknesses? The first step towards leadership success is identifying your strengths and deliberately building on them. That is not what most of us do, though, is it? We usually focus on what we are doing badly. We replay mistakes, analyse weaknesses and beat ourselves up because we are not perfect. All of that keeps us looking backwards. Naturally, leaders cannot ignore weaknesses that are hurting the team or damaging results. However, leadership development should not become an endless repair job. We also need to ask where we already perform well and how we can create even more value from those capabilities. Perhaps you are good at setting direction, developing people, winning trust, communicating through uncertainty or making tough decisions. These strengths are leadership assets. Use them consciously rather than treating them as accidental. Do now: Write down your three strongest leadership capabilities and decide where you will apply each one more deliberately. What Really Builds Trust in Leadership? Trust is built when leaders are fair, keep their promises and do the right thing even when nobody would blame them for taking the easier option. Communication is built on trusting relationships, but what actually creates that trust? Fairness is a major part of it. Employees, vendors and clients are always watching how we behave when pressure, money and competing interests enter the picture. During the COVID period, we had access to international pricing for one of our training programmes. That price was higher than what we normally charged locally. We could easily have taken the extra money, and in those very straitened times, the cash would have been welcome. But where is the trust if we do that? Trust also means doing what you say you will do, when you say you will do it and in the way you promised. That sounds easy. It is not. Busy schedules, shifting priorities and unexpected problems all get in the way. Regardless, leaders have to keep their eyes on integrity and follow their true-north values. Do now: Review the commitments you have made recently. Is there anything you promised but have not yet delivered? Can a Leader Force Employees to Be Motivated? Motivation cannot be forced. People have to want to do a good job, and the leader's role is to help create the conditions for that motivation. Imagine a cartoon boss screaming, "Be motivated! Be motivated! Be motivated!" so loudly that the employees' hair is blowing backwards. Ridiculous, obviously. Yet many managers are not doing anything much more sophisticated. They push harder, repeat the target, add pressure and wonder why people are not suddenly overflowing with enthusiasm. A better starting point is alignment. What does the individual value? What does the enterprise value? Where can those interests connect? One employee may want advancement. Another may want recognition, professional mastery, security, flexibility or the chance to work on something meaningful. Leaders need to understand those individual motivations and help employees see how strong performance can move them towards their own goals. Here is the million-dollar question: do you know the goals and values of each staff member? And do you keep checking? Goals change. Do now: Ask each person what they most want to achieve professionally over the next twelve months. Why Must a Leader's Interest in People Be Genuine? Genuine interest strengthens relationships because people can quickly detect the difference between real curiosity and fake friendliness. The key word is "genuine". This is not about pretending to care because you want something. It is not a technique to secure cooperation, win a sale or encourage someone to work harder. We have all seen the opposite. Someone is charming while they expect a generous tip and then looks visibly disappointed when the amount is not sufficient. In Japan, there is also the eigyo smile—the fake "sales smile" used to help win business. The mouth is smiling, but the rest of the person is not involved. Leaders make the same mistake when they ask polite questions while clearly waiting for their turn to talk. People are fascinating. When we show pure curiosity, we learn far more about their experiences, concerns, motivations and ambitions. They also sense that the interaction is genuine. As leaders, let's be curious. Do now: Ask someone a question today simply because you are interested in the answer, not because you need anything from them. Why Is Empathy Essential for Modern Leaders? Empathy helps leaders understand the world affecting another person instead of judging everything from inside their own world. Deadlines, targets, quotas, emails, bills and endless meetings—the rough and tumble of business is relentless. It is easy to become completely consumed by our own pressures. When that happens, we forget that everyone around us is dealing with a different set of circumstances. I once watched a company owner networking vigorously at an event. Another guest made a snide comment about what the owner was doing. Maybe that guest sailed through the pandemic completely unscathed. The company owner, however, had been clinging on by the fingernails. The networking was not vanity or attention-seeking. It was an attempt to keep the business alive. That is what happens when we focus entirely on ourselves. We judge visible behaviour without understanding the invisible circumstances behind it. For leaders, that is a disaster. This is especially true when talented employees can easily jump ship if they do not feel they are being understood or looked after. Empathy is not an occasional activity. As leaders, we had better become empathetic if we want to succeed in modern business. Do now: Before criticising someone's attitude or performance, ask what may be happening that you do not yet understand. Why Are Good Listeners So Persuasive? Nobody is more persuasive than a good listener because people are far more open to someone who makes them feel heard and valued. This sounds counterintuitive, doesn't it? We often imagine persuasion as having the gift of the gab, controlling the conversation, steering the content and driving forward through sheer force of will. In practice, this often means finishing other people's sentences, cutting them off or jumping in with our genius contribution before they have completed their point. This behaviour is so common that when someone actually shuts up and lets us talk, we feel liberated. We feel energised. We feel valued. We like that person. We also become more positive about who they are, what they have to say and what they want us to consider. Introverts, in particular, often respond well when they are given enough space to think and speak without being steamrolled. So, if you want people to listen to you as a leader, first let them do the talking. Do now: In your next conversation, do not interrupt. Let the person finish, pause and then ask a follow-up question. Why Are Team Players the Leaders of Tomorrow? Tomorrow's leaders will succeed through creativity, critical thinking and collaboration rather than trying to dominate everything through personal force of will. The three Cs—creativity, critical thinking and collaboration—are becoming increasingly important. Collaboration is the relatively new arrival. When I was growing up in business, Jack Welch was the dominant leadership role model. The popular image was of a tough leader driving results through force of personality, pushing subordinates hard and casting overboard anyone who did not measure up. It was a Darwinian struggle producing zero-sum outcomes. Today's business environment is different. No leader can personally master every market, technology, customer expectation, regulatory risk and operational problem. The winning formula is the ability to tap into the collective intellect, energy and commitment of the whole team. I can see this weakness in myself. I now tell my son he should not think he has to do everything alone, as I did. He should seek support, mentors and collaborators. I wish I had been smarter about this rather than following the path of the hairy-chested individual trying to do everything independently. I have been a notoriously slow learner. Do now: Choose one important problem you are carrying alone and bring other capable people into the discussion. Which Leadership Principles Matter Most? Leadership improves when we consistently apply familiar principles rather than endlessly searching for fashionable new theories. Know your strengths and build on them. Be fair and protect trust. Understand what motivates each individual rather than attempting to force motivation upon them. Take a genuine interest in people. Step outside your own world and practise empathy. Listen before trying to persuade. Finally, stop believing that strong leadership means doing everything alone. Collaboration is not a sign of weakness. It is how leaders gain access to the full intelligence and commitment of the team. We know these principles. The real challenge is remembering to apply them when we are busy, under pressure and tempted to return to old habits. In Part Two, we will continue with principles eight through sixteen. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and received the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver leadership, communication, sales and presentation programmes globally, including Leadership Training for Results. He has written several books, including the best-sellers Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery, as well as Japan Leadership Mastery and How to Stop Wasting Money on Training. His Japanese-language books include Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg publishes daily business insights on LinkedIn, Facebook and X and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews for executives and professionals seeking practical strategies for succeeding in Japan.

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

Beyond The Outer Realm is pleased to welcome back Aleksander Czeszkiewicz. Date: July 21st, 2026 EP: 747 DISCUSSION: We will be delving into the " Ancient Matrix Philosophies! “. Where did the belief originate from? Have we always been here and if not how did we get here? Starting with the Philosophical and historical beginnings, and ancient thinkers such as Plato, looking in to Gnosticism and current day theories. SO…..can we “re-code” reality? or better yet….how can we unplug? Contact for the show - theouterrealmcontact@gmail.com https://linktr.ee/michelledesrochers_ About Our Guest: Aleksander Czeszkiewicz is a Polish researcher, and author. His novels include: DeJa-Vu and Giza Pyramids Alignment Guide. His first book was written at the age of 17, translated by the age of 19, followed by many articles & other works. He has collaborated in numerous podcasts all around the world, including Earth Ancients Podcast with Cliff Dunning. His main areas of research & interest are lost civilizations, Atlantis, lost history of humanity, consciousness and the Universe. Alek also Co-Hosts “Atlantis Bros' Podcast with historian Michael Le Flem on YouTube Socials- www.czeszkiewiczglobal.com https://linktr.ee/czeszkiewiczglobal www.facebook.com/czeszkiewiczglobal www.youtube.com/channel/UC2Gb8BCrlefizpE7JBhtMpQ If you enjoy the content on the channel, please support us by commenting, subscribing and sharing : Thank you All !!! A formal disclosure: The opinions and information presented or expressed by guests on The Outer Realm Radio and Beyond The Outer Realm are not necessarily those of the TOR, BTOR Host, Sponsors, or the United Public Radio Network and it's producers. For Legal Purposes, all content must be listed and deemed "For Entertainment Purposes" We are always be respectful and courteous to all involved. Thank you, we appreciate you all United Public Radio & UFO Paranormal Radio www.uprntalkradio.com

Once upon a time, salespeople could live several different lives. There was the polished professional who met clients during the day. Then there was the private version who could enjoy a heroic night out, behave like a complete goose and assume nobody important would ever hear about it. Those days are gone. Today, buyers can search your name before you meet. They can inspect your LinkedIn profile, read your comments, watch your videos, examine your photographs and decide whether you look credible—or dangerous—from the comfort of their office. You are already being judged. The only question is whether you are helping to shape the verdict. Why Does a Salesperson's Public Image Matter? Your public image matters because buyers are deciding whether they trust you before you have even shaken hands. In the old days, a potential client might know your company name, your job title and whatever gossip was circulating within a fairly small business circle. Your family life, weekend behaviour and questionable karaoke performances usually remained safely separated from your professional reputation. Social media blew that arrangement to pieces. Now buyers can discover professional articles, recommendations and client advice. They can also discover angry political rants, embarrassing photographs, customer complaints and evidence that you occasionally lose all adult supervision after 10:00 p.m. That online material becomes part of your sales presentation whether you intended it to or not. A strong public image creates familiarity and confidence. A careless one can kill the deal before the meeting invitation is even sent. Do now: Search your own name as though you were a suspicious buyer with a large budget and a low tolerance for nonsense. Do Buyers Really Research Salespeople Before Meeting Them? Of course they do. Buyers investigate us in exactly the same way we investigate them. Before meeting a prospect, salespeople check LinkedIn, company websites, press releases and industry news. We want to know who we are meeting, what they care about and whether there is any useful common ground. Buyers are not sitting around waiting helplessly for us to arrive. They are doing their own research. They look at our employment history, qualifications, recommendations, connections, articles and public comments. They want reassurance that we are credible. They are also hunting for red flags. I have seen candidates listen to executive interviews before attending job interviews. Potential employees research the leaders they may work for. Prospective clients consume podcasts, videos and articles before contacting a training provider or professional adviser. The first sales conversation may therefore begin long before you enter the room—and you may not even be present. Do now: Assume every prospect has already inspected your LinkedIn profile and prepare it accordingly. What Should Buyers Find When They Search for You? They should find useful proof that you know what you are talking about—not a digital graveyard or an endless stream of self-congratulation. A polished profile is helpful, but anybody can write that they are "passionate," "dynamic" and "results-driven." LinkedIn is bursting with passionate, dynamic, results-driven people. Evidence is much more persuasive. Publish original ideas. Explain a customer problem. Share a useful framework. Record a short video. Write an article. Join a podcast. Analyse a trend in your industry. You do not need six podcasts, three television shows and thousands of articles. That level of content production is clearly the behaviour of someone who needs a hobby. You do, however, need enough current, relevant material to show buyers that you understand their world. Your content should help them conclude, "This person knows something useful," rather than, "This person appears to enjoy posting motivational quotations over photographs of mountains." Do now: Select one client problem and publish one practical, original response to it this month. What Online Content Can Damage a Salesperson's Reputation? Anything that makes buyers question your judgement can damage your reputation faster than you can say, "That photograph was taken out of context." Photographs of you completely smashed at the local boozer may be hilarious to your mates. They are less amusing to a risk-conscious buyer considering a major contract. The same applies to abusive comments, offensive humour, public arguments and extreme opinions. You are entitled to have personal views, but you are not entitled to control how every client reacts to them. Politics and religion are especially effective ways to divide an audience. Unless either subject is central to your professional work, entering those battles publicly may deliver plenty of emotional excitement and absolutely no revenue. Other people make this more complicated. You can control what you upload, but you cannot completely control what your colleagues post. If everyone in the group photograph is clearly off their face, try to be the calm, demure one holding a glass of water and wondering how your life came to this. Do now: Review old posts, public comments, tagged photographs and privacy settings before a buyer does it for you. Is Having No Online Presence Also a Problem? Yes. Finding nothing can be almost as damaging as finding the wrong thing. A buyer who searches your name and discovers no professional evidence may wonder whether you are experienced, relevant or even still active in your field. This does not mean you need to become an online celebrity. Nobody is demanding that you dance on TikTok while explaining procurement strategy. Start with the basics. Use a professional photograph. Write a clear headline. Explain who you help and what problems you solve. Make sure your employment history is accurate and your recent activity supports your professional positioning. Then create a small library of original content. One useful article a month is better than daily drivel. A thoughtful two-minute video is more persuasive than repeatedly hijacking somebody else's content, adding a three-line introduction and pretending you have become a thought leader. Original work gives buyers something important: evidence. Do now: Build a credible minimum presence with a complete profile and at least three pieces of useful original content. How Can Salespeople Build a Strong Personal Brand? A strong personal brand comes from being useful, consistent and recognisable—not from endlessly announcing how magnificent you are. Choose a few subjects connected to the problems you solve for clients. If you sell cybersecurity, discuss business risk. If you work in leadership development, talk about engagement, accountability and difficult conversations. If you sell complex technology, explain it in language a normal human being can understand. Stay consistent. Buyers should gradually associate your name with a particular area of expertise. Professional production also matters. Clear writing, decent sound, sharp photographs and well-prepared videos tell the audience that you take your work seriously. The material does not need Hollywood production values, but it should not look as though it was recorded inside a cupboard during an earthquake. Avoid turning every post into propaganda. Constant selling becomes tiresome. Teach something useful and let buyers reach the conclusion that you may be worth speaking with. Do now: Decide which three business topics you want buyers to associate with your name and keep producing around them. Conclusion Your digital reputation is now part of your sales kit. Buyers will search for you. They will examine what you have published, what others have said about you and how you behave in public. They may reach a conclusion before you have the chance to deliver your perfectly rehearsed opening question. Conduct a forensic investigation of your online presence. Search your name. Examine old accounts. Review tagged photographs. Remove unsuitable material where possible and strengthen the professional evidence attached to your name. Publish original, useful and current content. Show buyers that you understand their challenges. Give them reasons to trust your judgement. You cannot stop buyers from judging you before they meet you. What you can do is make sure they find the person you deliberately chose to put in front of them—not the accidental digital version created by years of careless posting. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and received the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver leadership, communication, sales and presentation programmes globally, including Leadership Training for Results. He has written several books, including the best-sellers Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery, as well as Japan Leadership Mastery and How to Stop Wasting Money on Training. His Japanese-language books include Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook and X and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews for executives and professionals seeking practical strategies for succeeding in Japan.

Ein Finale wie aus dem Bilderbuch der FIFA-Weltrangliste: Erster gegen Zweiter. Überagressive Argentiniere, die bis tief in die Nachspielzeit nicht mal einen Torschuss abgegeben haben gegen überlegene Spanier, denen einfach kein Tor gelingen wollte. Alex und Stefan zerlegen den Weg beider Finalisten dorthin. Argentiniens wilde Aufholjagden durch die K.O.-Runde und ein Spanien, das nach ersten Startschwierigkeiten in absolute Topform fand. Dazu gibt es noch eine kurze Analyse der Halbzeitshow. Doch die WM 2026 war mehr als ein einziges Spiel. Die beiden gehen durch, welche Superstars dem Turnier ihren Stempel aufgedrückt haben, warum Norwegen und Kap Verde die Überraschungen des Turniers waren und warum Deutschland, Österreich und ein paar andere große Namen eher enttäuscht haben. Dazu die Schattenseiten, rassistische Ausfälle, Reiseprobleme und warum Gianni Infantino trotz allem sehr zufrieden sein wird. Viel Spaß beim Hören!

Na een paar weken ‘letterlijk’ radiostilte, zijn we weer terug met wekelijkse podcast van Jazzpodium de Tor in Enschede. In deze editie lekkere, zomerse muziek en een beetje voorpret voor het komende TOR-seizoen. Veel luisterplezier… Yellowjackets: Motet; John Legend, Richard Bona: Please Don’t Stop; Jetse de Jong: All The Fruit; Jetse de Jong and his Buckjumpers: City Won’t Do; Darmon Meader: Spain (I Can Recall) Tok Tok Tok: Walk On The Wild Side; Floriaan Wempe, Fay Claassen, Rob van Bavel, Willie Jones III, Steve Zwanink: Angel Roy; Julian Lage, John Medeski, Jorge Roeder, Kenny Wollesen: Talking Drum; Pat Metheny: Don’t Look Down.

Tor aberkannt, rote Karten per Präsidentenanruf, Rassismus ohne Folgen – der WM-Titel ist sportlich wertlos, doch der Respekt bleibt groß. Wann boykottieren die Fans endlich diesen Scheinwettkampf? Eine Glosse.

Acting Like Five Year OldsBig thank you to all our Patreons and a Huge thanks to all out Top tier PatreonsBig Thank you To Begnt a Neilson@MakerinProgress, Scot Walker @scotwalker, Jim @the.accidentalwoodworker, Alister Forbes @thelionthornmaker, Georgios Petrousis @menios_workshop, Chris @back.to.the.workshop. Mat Melleor @Makermellor, André Jørassen, Toni Kaic @oringe_finsnickeri, Thor Halvor @thwoodandleather, Neil Hislop @hbrdesigns, Mike Eddington @geo.ply, @jespermakes both on YouTube and instagram, Tor @lofotenwoodworks, Thomas Angel @verkstedsloggbok. Jason Grissom @jgrissom and also on Youtube . P-A Jakobson @pasfinsnickeri Tim @turgworks, John Mason @jm_woodcraft_scotland, Martin Berg @makermartinberg, Nick James @nickjamesdesign and and on YouTube at  Nick James Furniture Maker. Preston Blackie @urbanshopworks and also on YouTube at Urban Shop Works, Kåre Möller @kare_m, Arne @mangesysleren, Marius Bodvin @mariusbodvin & @arendalleather, Richard Salvesen @salvesendesign, Bjorn from @interiormaker.b.hagen. Roger Anderson @rvadesign182. And  Ola Skytteren @olaskytterenIf you want to support  the Show and listen to the aftershow we have a Patreon page please click the link https://www.patreon.com/user?u=81984524We also have a discord channel that you can join for free the link is in our instagram Bio. We would love to see you there.Our Obsessions this weekSteve @stevebellcreatesSteves obsession this week is a a show on Apple TV The third Series of Silo  cant wait for the rest of the episodes Pierre @theswedishmaker Pierres obsession is a Movie called Obsession is a horror movie but its a good watchIf you have any questions or comments please email the show at threenorthernmakers@gmail.com

Send us Fan MailIn the second episode of our series recorded live at Datacloud Global Congress 2026 in Cannes, Andy Davis is once again joined by co-host Rory Flashman from Spa Communications to explore why the Nordics have become one of the most talked-about regions in the European data centre market.Joining the conversation:Tor Kristian Gyland, Heim Data CenterSvein Atle Hagaseth, Heim Data CenterFresh from launching their new venture, Heim Data Center, Tor and Svein discuss why Sweden, Finland and the wider Nordic region are attracting growing interest from data centre operators, investors and customers.The conversation explores how power availability, renewable energy, cooling efficiency, regulatory stability and strong fibre connectivity are helping position the Nordics as a major destination for future data centre growth. The discussion also looks at why the region is no longer just seen as a location for AI training, but increasingly as a viable hub for cloud, inference and wider digital infrastructure workloads.Tor and Svein also discuss the differences between Nordic markets, including Finland's predictability, Sweden's emerging regional opportunities and Norway's more complex power and community narrative. They explain why local engagement, early dialogue with municipalities and long-term contribution to communities will be critical as the industry scales.Recorded live at Datacloud Global Congress 2026 in Cannes.Tune in for a timely conversation on why the Nordics are moving from the edge of Europe's data centre map to the centre of its next growth story, and how power, sustainability, connectivity and community engagement will shape the region's future.Support the showThe Inside Data Centre Podcast is recorded in partnership with DataX Connect, a specialist data centre recruitment company based in the UK. They operate on a global scale to place passionate individuals at the heart of leading data centre companies.To learn more about Andy Davis and the rest of the DataX team, click here: DataX Connect

The Outer Realm welcomes First time special Guest Judith Collins Date: July 16th, 2026 EP: 746 DISCUSSION: Internationally recognized Aura Researcher and Author Judith Collins joins me this evening. She has spent over 70 years studying the Human aura. Judith will be talking about her journey of seeing auras which began as a child, and how it continues on today as she teaches about not just the aura, but color energy, intuition, self-development and Spiritual growth. Contact for the show - theouterrealmcontact@gmail.com https://linktr.ee/michelledesrochers_ Please support The show by Liking, Subscribing, Sharing and Commenting. Thank you all ! About Judith: Judith Collins is an internationally recognized aura researcher, author, teacher, and spiritual counselor with more than 70 years of experience studying and interpreting the human aura. According to her website, she began seeing auras as a very young child and has spent a lifetime exploring the relationship between color, consciousness, health, personality, intuition, and spiritual development. She is widely known for her work teaching people how to understand and interpret the human energy field. Over the decades, Judith has worked with a diverse range of individuals, including medical professionals, law enforcement personnel, athletes, celebrities, musicians, and educators. She is the author of several books, including How to See and Read the Human Aura, The Colour of Life, Awakening the Miracle of You, I Want to Be Healed, and Companion Gardening – Working with Mother Nature. Her work has been featured on television, radio, print media, and documentaries produced by organizations such as the BBC, ABC, and SBS. She has also received awards for her community service and environmental work. Today, through her website, Your Human Aura, Judith continues to teach about the human aura, color energy, intuition, healing, self-development, and spiritual growth. Her mission is to help people better understand themselves and realize their full potential through greater awareness of the energetic patterns that influence their lives. WEBSITE: www.yourhumanaura.com SOCIAL MEDIA - www.yourhumanaura.com www.facebook.com/groups/yourhumanaura yourhumanaura@gmail.com www.earthkeepers.com.au 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 Host, Sponsors, or the United Public Radio Network and it's producers. For Legal Purposes, all content must be listed and deemed "For Entertainment Purposes" We are always be respectful and courteous to all involved. Thank you, we appreciate you all United Public Radio & UFO Paranormal Radio www.uprntalkradio.com

Tanya 4 av Cap 1 Parte 2 -O estudo da Torá oral,fortalece a fé,amor e temor a Dus

Israel Toledo is one of the most exported Mexican Techno Djs and producers. His sound can be defined as driving, percussive and synthetic Techno. Israel Toledo has played at big festivals such as Love Parade Mexico, Mayday Mexico, Giano Valley - Festival (Italy) or Quest4Techno Festival (Netherlands). Besides that, he plays at well-known clubs like: Tresor (Berlin), Tor 3 (Dusseldorf), Doorn Roosje (Nijmagen), Korsakoff (Amsterdam), Marx Club (Luxembourg), Decadance (Gent), Rumba Club (Leuven), Vagabond and K31 (Bogotá, Colombia) and in other countries such the UK, Spain, Czech Republic, Portugal, Austria, USA and Venezuela. He is the label owner and manager of the Techno label Assassin Soldier Recordings. The label started in 2004 and has released various well-known artists like Galaxy to Galaxy from Underground Resistance or Dj Rush, Andrei Morant, Aleksander Kowalski, Samuel L Session, Stigmata, Mike Storm, among other top artists. He has already produced EP's and remixes for more than 60 labels around the globe. You can listen to Israel Toledo's music on vinyl, digital and CD compilations such AFU, Nechto, MB Elektronics, Sleased Records, Dystopian Rhythm, Analogue Audio, Masters Of Disaster, ZYX Music, Naked Lunch Records, MFS-Flesh, Patterns, Scope Recordings, Wall Music and many more Tracklist via -Spotify: bit.ly/SRonSpotify -Reddit: www.reddit.com/r/Slam_Radio/ -Facebook: bit.ly/SlamRadioGroup Archive on Mixcloud: www.mixcloud.com/slam/   Subscribe to our podcast on -iTunes: apple.co/2RQ1xdh -Amazon Music: amzn.to/2RPYnX3 -Google Podcasts: bit.ly/SRGooglePodcasts -Deezer: bit.ly/SlamRadioDeezer   Keep up with SLAM: https://fanlink.tv/Slam  Keep up with Soma Records: https://linktr.ee/somarecords    For syndication or radio queries: harry@somarecords.com & conor@glowcast.co.uk Slam Radio is produced at www.glowcast.co.uk

A bi-weekly news show informing you on the latest in Bitcoin, privacy and open source tech hosted by Ungovernables, Max and Q. AOBEnvoy 2.3.0Full 2.3.0 out of beta: redesigned Send flow with inter-account transfers, message signing, Address Explorer, sub-satoshi fee rates, QR-density adjustment for Passport signing.Passport Prime 1.3.0-betaVault imports, BIP85 passwords, mass 2FA imports, universal QR scanner and loads of bug fixesVisual improvements to the docs siteApp showcase is now liveNEWSEU "Chat Control" — scanning derogation survives Parliament, permanent client-side-scanning law stalls again - TFTC: EU Chat Control, private message scanning, and Bitcoin's open protocols / Patrick Breyer: Chat ControlRadar Chat launches: a Signal fork with self-custodial Lightning payments built in - Decrypt: Radar Chat wants to make sending Bitcoin as easy as firing off a text / Atlas21Bull Bitcoin sues the French Finance Ministry over DAC8/CARF crypto surveillance reporting - The Rage: French Finance Ministry sued over global surveillance databaseMiCA deadline forces a self-custody exodus: ~70% of departing Binance EU users chose self-custody over a licensed exchange - Blockonomi: Binance reveals 70% of EU users chose self-custody after MiCA / CoinDesk: Binance to stop EU services after failing to secure MiCA licenceCLARITY Act developer safe-harbor (BRCA / Section 604) goes to the wire as Wyden fights to keep it intact - TFTC: Wyden, CLARITY Act, Section 604 developer safe harbor / Coin Center: The BRCA survived CLARITY's markup, do not give it up nowBIP-110 data-filtering soft fork heads for its deadline with miner signaling near zero - CoinDesk: Bitcoin's BIP-110 fork deadline nears with miner support at zero / Bitcoin Optech #412RELEASESBitcoin core / protocolBitcoin Core 30.3 - 2026-07-10Point release on the current 30.x line. Grab binaries from bitcoincore.org (deterministic + signed), not GitHub attachments.Bitcoin Core 29.4 - 2026-07-10Maintenance release keeping the older stable branch patched for sovereign self-hosters.Hardware / signingSeedSigner 0.8.7 "Summer of SeedSigner" - 2026-07-0880 PRs from 20 contributors: localization to 22 languages (first RTL language, Persian), BBQr PSBT decoding, and a big codebase professionalization pass. Airgapped DIY signing for a much wider audience.BitBox02 Firmware 9.26.4 - 2026-07-09Small fix following the 9.26.3 security batch (out-of-bounds write fix, silent-payments and EIP-712 validation hardening). Paired with BitBoxApp 4.51.3.LightningCore Lightning 26.06.3 - 2026-07-09Latest in-window CLN (a coincurve dep bump in pyln-proto superseded 26.06.2 from 06-30).lnd 0.20.2-beta - 2026-07-10Maintenance release on the 0.20 branch, no migrations, built with go1.25.5. Follows the zero-timestamp DoS fix discussed last episode.LNbits 1.5.5 - 2026-07-08Revolut + Square payment options, better payment reliability across backends, faster theming, cached rates, improved CSV exports and OIDC/SSO fixes. (A same-day 1.5.6 followed.)Zeus 13.1.2 - 2026-07-02Bug fixes and UX polish: pasteable amount input, copy Lightning address, UTXO-picker label and LND address-generation fixes.EcashCashu TS 4.7.0 - 2026-07-09LTS release for the JS/TS Cashu library: NUT-29 batch quote checks plus fixes for malformed tokens and NUT-28 locking slots. Foundation layer for ecash wallets/mints.Cashu CDK 0.17.2 - 2026-06-29Exposes NUT-27 mint backup through the wallet bindings; Android 16KB page-size and Swift compatibility. (A 0.17.3 with NIP-47/NWC support shipped 07-13.)On-chain privacy / coinjoinAshigaru Desktop 1.1.0 - 2026-07-11Major redesign: dedicated Whirlpool mixing experience, private Electrum server discovery over Tor, card-based UTXO views with PayNym support, and a Whirlpool Stats tool. Post-Samourai sovereign coinjoin keeps shipping (this is a 1.0 -> 1.1 jump from last episode's launch).Wasabi Wallet 2.8.0 - 2026-06-27 [borderline, grace window]P2P sync of compact block filters (drops the central-server dependency), pay-in-coinjoin, sub-1 sat/vByte fees, payment batching, and arm64 Linux/Tails/Whonix support.P2P / no-KYCBull Bitcoin 6.12.8 - 2026-07-11Coins (UTXO) view, Coldcard NFC support, BitBox02 Nova Bluetooth on iOS, sub-1 sat/vByte fees, and swap recovery via mnemonic. Self-custody + non-KYC buy/sell.Aqua Wallet 0.5.1 - 2026-07-07OpenCryptoPay QR compatibility, broader LNURL support, more reliable Lightning via direct Boltz broadcasting.Bisq 1.10.3 - 2026-07-06Security update: disables filter-provided BTC nodes, hardens deposit-tx checks, and requires message signatures from the expected trade peer.Mostro Mobile 1.3.0 - 2026-07-03Transport-protocol v2 migration and more African payment methods (KES, MZN, TZS, UGX, ZAR, ZMW). Nostr-native P2P Bitcoin trading, no KYC.BasicSwap DEX 0.17.0 - 2026-07-09Cross-chain atomic-swap DEX. (A 0.17.1 patch followed 07-12.)Arkade 0.9.13 - 2026-07-07Small indexer fix. Ark self-custodial off-chain scaling.Self-hosting / infraumbrelOS 1.7.4 - 2026-07-10Fixes connectivity where remote access over Tor and Tor-using apps could fail to connect.StartOS start-wrt 1.0.0 - 2026-07-11First stable release of StartWRT, Start9's OpenWrt-based router OS. Sovereign networking layer to pair with a self-hosted server.Nostrngit-cli 2.6.3 - 2026-07-10ngit init now gives actionable account-setup guidance. Git-over-Nostr tooling, directly relevant to the GitHub-exodus / censorship-resistant-code thread.EDUCATIONEvolving Casa's Defenses Against Social Engineering -Practical writeup on how attackers social-engineer Bitcoin holders and how to defend. Pairs directly with the Lopp voice item for a self-custody-security segment listeners can act on.Bitcoin Privacy Tools Compared: CoinJoin vs PayJoin vs Silent Payments -Clean side-by-side of the main on-chain privacy techniques. Good "where do I actually start" pointer, topical given the Ashigaru and Wasabi releases and the ongoing Silent Payments rollout (BIP 352 reached Complete and the secp256k1 module merged in June; Sparrow shipped SP receiving last fortnight).Cove Wallet tutorial (BTC Sessions) -BTC Sessions walkthrough of the Cove wallet. Useful hands-on onboarding content if you want a "new self-custodian" education beat, which pairs with the MiCA self-custody-exodus news item.TO DONATE TO ROMAN'S DEFENSE FUND: https://freeromanstorm.com/donateHELP GET SAMOURAI A PARDONSIGN THE PETITION ----> https://www.change.org/p/stand-up-for-freedom-pardon-the-innocent-coders-jailed-for-building-privacy-tools DONATE TO THE FAMILIES ----> https://www.givesendgo.com/billandkeonneSUPPORT ON SOCIAL MEDIA ---> https://billandkeonne.org/VALUE FOR VALUEThanks for listening you Ungovernable Misfits, we appreciate your continued support and hope you enjoy the shows.You can support this episode using your time, talent or treasure.TIME:- create fountain clips for the show- create a meetup- help boost the signal on social mediaTALENT:- create ungovernable misfit inspired art, animation or music- design or implement some software that can make the podcast better- use whatever talents you have to make a contribution to the show!TREASURE:- BOOST IT OR STREAM SATS on the Podcasting 2.0 apps @ https://podcastapps.com- DONATE via Monero @ https://xmrchat.com/ugmf- BUY SOME STICKERS @ https://www.ungovernablemisfits.com/shop/FOUNDATIONhttps://foundation.xyz/ungovernableFoundation builds Bitcoin-centric tools that empower you to reclaim your digital sovereignty.As a sovereign computing company, Foundation is the antithesis of today's tech conglomerates. Returning to cypherpunk principles, they build open source technology that “can't be evil”.Thank you Foundation Devices for sponsoring the show!Use code: Ungovernable for $10 off of your purchaseCAKE WALLEThttps://cakewallet.comCake Wallet is an open-source, non-custodial wallet available on Android, iOS, macOS, and Linux.Features:- Built-in Exchange: Swap easily between Bitcoin and Monero.- User-Friendly: Simple interface for all users.Monero Users:- Batch Transactions: Send multiple payments at once.- Faster Syncing: Optimized syncing via specified restore heights- Proxy Support: Enhance privacy with proxy node options.

The Outer Realm welcomes the return of Friend and fellow UPRN Host of The Angel Rock Lorilei Potvin Date: July 15th, 2026 EP: 745 DISCUSSION: Jon us for another segment of the Celebrity Mystery Series. Picking up somewhat from where we left off in our last show, discussing Clones, we will explore the possibility of Time Travel as it seems to surface as a conspiratorial hypothesis within the mysterious Celebrity World. Please join us in chat to participate in this open discussion. Contact for the show - theouterrealmcontact@gmail.com https://linktr.ee/michelledesrochers_ Please support The show 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 Host, Sponsors, or the United Public Radio Network and it's producers. For Legal Purposes, all content must be listed and deemed "For Entertainment Purposes" We are always be respectful and courteous to all involved. Thank you, we appreciate you all United Public Radio & UFO Paranormal Radio www.uprntalkradio.com

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

Leadership success is usually measured through revenue, market share, promotions, productivity and team performance. Those indicators matter, but they do not tell us whether a leader is succeeding in life. A leader can deliver excellent corporate results while gradually damaging their marriage, weakening their relationship with their children, neglecting their health, mishandling their finances and losing touch with their friends. That is not genuine success. It is professional achievement purchased at an unnecessarily high personal price. This risk is especially relevant in Japan, where long working hours, loyalty to the organisation and the demands placed on player-managers can make work the dominant force in a leader's life. The Wheel of Life provides a useful way to examine whether leaders are achieving balanced and sustainable success. Why do Japanese leaders struggle with work-life balance? Many Japanese leaders still operate within a deeply established culture that rewards commitment, endurance and long working hours. Even when official working practices change, the expectation of total dedication can remain. Japan's post-war economic recovery was driven partly by extraordinary levels of personal sacrifice. During the rapid-growth era, many fathers spent most of their waking hours working, commuting or socialising with colleagues. Mothers frequently carried most of the responsibility for raising children and managing the household. Conditions have changed. Most schools and companies no longer operate every Saturday, dual-income households are increasingly common and younger employees often expect more control over their personal lives. However, the old attitudes have not completely disappeared. Middle-management positions have been reduced in many organisations, technology has transferred administrative work back to managers and leaders are often expected to manage teams while delivering their own individual results. These player-managers may supervise people, handle clients, prepare reports and complete routine administration themselves. Do now: Examine whether your working hours reflect genuine strategic necessity or simply an inherited organisational habit. What is the Wheel of Life for leaders? The Wheel of Life is a self-assessment tool that helps leaders evaluate several important areas of life rather than judging success through career achievement alone. The tool is normally presented as a circle divided into categories. The centre represents a score of zero and the outer edge represents ten. Leaders score their level of satisfaction in areas such as career, finances, family, health, friendships, community, personal interests and spirituality or personal meaning. When the points are connected, the resulting shape shows whether life is relatively balanced or heavily distorted. A leader may score nine in career but only three in health, two in family relationships and one in social life. That person may look successful in the office while experiencing a personal life that is increasingly difficult to sustain. The objective is not to achieve a perfect ten in every category. That is unrealistic. The purpose is to identify serious imbalances before they become crises. Do now: Score each area honestly from zero to ten and identify the two categories that require your immediate attention. Can career success damage a leader's family life? Yes. When work consistently receives the leader's best time, energy and attention, the family may be left with whatever is remaining. Over time, this can create distance, resentment and damaged relationships. Many leaders say they are working hard for their families. The intention may be genuine, but the outcome does not always match the explanation. A leader may provide financial security while rarely being emotionally or physically available. For male leaders in Japan, the traditional model of the absent salaryman father can still influence behaviour. He leaves early, returns late and assumes that providing income is his main family responsibility. However, spouses and children may need time, conversation, support and shared experiences more than another late-night meeting or client dinner. As more women develop independent careers and incomes, they may also be less willing to tolerate relationships in which responsibility and emotional connection are consistently one-sided. Working for the family while gradually losing the family does not make sense. Do now: Schedule protected family time with the same seriousness you apply to an executive meeting or major client appointment. Why should leaders take more responsibility for their finances? High income does not automatically create long-term financial security. Leaders still need to manage savings, investment, retirement planning, insurance and household risk. Many people in Japan have traditionally held a large proportion of their wealth in bank deposits. During long periods of deflation and low inflation, holding cash appeared relatively safe. In a more inflationary environment, however, cash can gradually lose purchasing power. Busy leaders often delay financial planning because it does not feel urgent. Retirement seems distant, investment appears complicated and the company pension may seem sufficient. The problem is that financial preparation benefits enormously from time. Delaying ten or twenty years can make the eventual task considerably harder. Japan's ageing population also places continuing pressure on public pension and social security systems. Leaders should not assume that future government benefits alone will provide the lifestyle they expect. This does not mean making reckless investments. It means becoming financially literate, seeking qualified advice where appropriate and preparing rather than hoping. Do now: Review your savings, investments, retirement plan, insurance and household obligations at least once each year. Why do busy leaders lose their friends? Friendships weaken when leaders repeatedly sacrifice social relationships to work. Connection requires time, effort and genuine interest, not occasional promises to catch up later. Social life is often one of the first casualties of overtime. Leaders postpone dinners, cancel weekend plans and stop calling people because the next deadline always seems more important. Remote and hybrid work have also blurred the boundary between professional and personal life. Without a physical commute to mark the end of the day, some leaders continue responding to emails, checking reports and attending online meetings well into the evening. Corporate entertaining should not be confused with friendship. Taking reluctant junior staff out for drinks or attending obligatory client functions may fill the calendar, but it does not necessarily create meaningful social support. Strong relationships are a form of wealth. Friends provide perspective, humour, honesty and support that cannot be replaced by job titles or business contacts. Do now: Contact one person you value but have neglected and arrange a specific time to meet rather than saying, "We should catch up sometime." Why do leaders need interests outside work? Hobbies and personal interests protect leaders from allowing their job to become their entire identity. They provide creativity, renewal and a sense of progress that is independent of corporate performance. Some leaders view personal interests as indulgent or unproductive. They believe every available hour should be used to advance the business. That approach may produce short-term output, but it can also make life increasingly narrow. Personal pursuits can include music, writing, painting, gardening, travel, sport, reading, cooking or learning a language. The activity does not need to generate income, improve a résumé or create a new business opportunity. For me, writing and recording articles on Saturdays can look like another form of work. In practice, writing also serves as a creative outlet. I cannot play a musical instrument, paint or draw particularly well, so writing gives me a way to create something and explore ideas beyond operational business tasks. Leaders need something they enjoy simply because it makes life richer. Do now: Protect regular time for one activity that has no connection to your targets, clients or corporate status. Why is health a leadership responsibility? Health is not separate from leadership performance. Energy, concentration, emotional control and decision-making all become harder when leaders neglect exercise, sleep, nutrition and medical care. Leaders often say they are too busy to exercise, but many of the same people can find time for long client dinners, alcohol and late-night work. The issue is usually not a complete absence of time. It is the priority assigned to health. Weight gain can happen gradually through business meals, entertaining and inactivity. I experienced this myself while working in Nagoya. After attending a work-related geisha party, someone gave me a commemorative photograph. The side-profile image revealed how much weight I had gained. It was an uncomfortable but useful moment of recognition. Losing weight and improving fitness require sustained lifestyle changes, not a few weeks of enthusiasm with a personal trainer. Leaders need systems they can maintain, including realistic exercise routines, better food choices and limits around alcohol. Do now: Choose one measurable health behaviour to improve for the next ninety days and track it consistently. Why should leaders contribute to their communities? Community involvement helps leaders develop perspective, strengthen relationships and contribute beyond the boundaries of their company. It also prevents professional status from becoming their only source of identity. Japan has a strong tradition of community responsibility shaped by cooperation, shared spaces and collective expectations. This could be seen during the pandemic, when many people voluntarily changed their behaviour to reduce risk to others. However, senior leaders can become disconnected from the communities around them. Work absorbs their attention and they spend most of their time with colleagues, clients and people from similar professional backgrounds. Communities need people who can organise, mentor, listen and solve problems. Leaders have useful experience that can support schools, local groups, professional associations, charities and younger generations. Community activity also benefits the leader. It exposes them to different experiences and reminds them that the world is larger than the company's latest spreadsheet, quarterly target or restructuring plan. Do now: Select one community, educational or professional group where your experience could make a practical contribution. What role does reflection or spirituality play in leadership? Leaders need time to consider who they are, what they value and what they intend to do with their lives. Without reflection, they may become highly efficient at pursuing goals they have never consciously chosen. Spirituality is deeply personal and does not need to refer to a particular religion. It can involve faith, philosophy, meditation, service, nature or simply quiet reflection. The underlying questions are universal. Why am I here? What kind of person am I becoming? What will matter when my career is over? What impact am I having on other people? Busy leaders often avoid these questions because financial reports, customer issues and operational problems feel more immediate. Yet a life filled only with targets, meetings and performance reviews can eventually feel empty, regardless of professional success. Reflection helps leaders reconnect daily actions with personal values. It can also expose uncomfortable contradictions between what they say matters and where they actually spend their time. Do now: Create a regular period without screens, meetings or work and use it to reflect on how you are investing your life. Conclusion Leaders have many roles. They are executives, managers, parents, spouses, friends, community members and individuals with physical, emotional and financial needs. Work is one important part of life, but it is not the whole of life. The Wheel of Life is useful because it reveals where professional ambition has created unhealthy imbalance. A leader who produces revenue while losing their family, health, friendships and financial security should not automatically be considered successful. Sustainable leadership means producing strong organisational outcomes without destroying the other areas that give life meaning. As a friend of mine says, "Time is life." The real question for every leader is simple: what are you doing with yours? Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and recipient of the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver leadership, communication, sales and presentation programmes globally, including Leadership Training for Results. He has written several books, including three bestsellers — Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His 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 X and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews, which are widely followed by executives seeking practical strategies for succeeding in Japan.

In this gripping episode of Round Trip Death, host Eric Bennett sits down with Jane Osborne, a former outdoor pursuits instructor from Derbyshire, England, to unpack a base jumping accident that killed her. What began as a routine flight to capture aerial photography turned catastrophic when her emergency parachute malfunctioned and deployed alongside her main chute at 1,500 feet, sending her plummeting and slamming into the rocky terrain of Kat's Tor. ___________________Birch Natural MattressesPodcast Listeners Receive 27% OFFBirchLiving.com/Roundtrip____________________Jane recounts the harrowing physical toll in visceral detail — broken bones throughout her body, a crushed spine, and a neck broken in two places — along with a devastating prognosis from doctors that she would never walk again. It's a survival story almost too intense to believe, setting the stage for the extraordinary NDE experience that followed.What elevates this conversation beyond a simple accident story is Jane's account of her Near Death Experience while lying in her hospital bed, feeling trapped in what she calls a "body coffin." After crying out for help, she describes floating above her own body, hearing an authoritative voice tell her she needed to go back and heal others — a message that clashed with her law career ambitions and skeptical, fact-driven mindset. Her NDE didn't end there; she describes bizarre out-of-body travels, heightened senses, and a years-long recovery that led her into past-life regression and energy healing work. Listeners fascinated by NDE accounts, unexplained phenomena, and the intersection of trauma and spiritual awakening will find Jane's raw, unfiltered storytelling — paired with her later work helping others uncover the root causes of their own physical and emotional struggles — a genuinely compelling listen.Video Version of This EpisodeRoundTripDeath.comDonate to this podcast: https://www.roundtripdeath.com/support/Jane: https://jane-osborne.com/

Read the full transcript here. What happens to a community when no one has the formally recognized authority to punish, exclude, or forgive? Are written rules a constraint on freedom, or are they sometimes the very condition that lets unusual people survive socially? When a group says it has no hierarchy, does that eliminate power, or merely disguise power as consensus, vibe, shunning, and informal reputation? Why does a leaderless community so often become a place where everyone watches everyone else? Is mob justice an aberration from human nature, or one of the oldest forms of social order? When people call for a world without cops, do they imagine a world without enforcement, or a world where enforcement has been redistributed into every friendship, feed, and campfire? Why do tight-knit groups sometimes seem humane, supportive, and morally serious from the inside, yet suffocating or terrifying to anyone who cannot fit the mold? If cancelation only works on people who once belonged to the in-group, what does that reveal about belonging itself? Is the arbitrary quality of online punishment a failure of justice, or the predictable result of a system where norms are enforced before they are named? Can a society make room for weirdness without first deciding, in writing or by custom, which kinds of weirdness it is willing to protect? Tor Parsons is an American educational YouTuber known for his channel Tor's Cabinet of Curiosities, where he discusses unusual topics and stories from history, anthropology, psychology, and neuroscience. He graduated from Lewis & Clark College in 2024 and has gained significant popularity, amassing over 180,000 subscribers. Links: Tor's Youtube Channel: Tor's Cabinet of Curiosities Tor's Cabinet of Curiosities on Patreon Staff Spencer Greenberg — Host + Director Ryan Kessler — Producer + Technical Lead WeAmplify — Transcriptionists Igor Scaldini — Marketing Consultant Music Broke for Free Josh Woodward Lee Rosevere Quiet Music for Tiny Robots wowamusic zapsplat.com Affiliates Clearer Thinking GuidedTrack Mind Ease Positly UpLift [Read more]

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

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