Podcasts about Tor

Illinois just signed the most punitive digital asset tax in US history — a 0.2% fee on every Bitcoin transfer, purchase, and receipt. Effective January 1, 2027. No exemption for transfers to your own wallet. And out-of-state brokers serving Illinois residents are captured too. This week on Canadian Bitcoiners, we break down exactly what the Illinois Digital Asset Tax Act does, who it hits, and why the Crypto Council for Innovation called it "the only state to punitively tax customers simply for receiving digital asset activity."But Illinois isn't the only story. The Federal Reserve proposed bank-style KYC requirements for every stablecoin issuer on June 18 — five agencies, joint rulemaking, comments close August 21. Stablecoins are officially becoming banks. Microsoft disclosed a Tor-based clipper malware campaign (Trojan/CryptoBandits.A) that has been running since February 2026, stealing Bitcoin seed phrases from clipboards and redirecting wallet addresses to attacker wallets via USB worm propagation. If your seed phrase ever passed through a shared Windows machine, you need to hear this.On the Canadian side: Prime Minister Carney's first federal budget cancelled the luxury tax on private jets and yachts — the only item in his budget that makes something cheaper — while Durham Region closed a homeless shelter and homelessness spiked 77% in eight months. Strategy's preferred stock STRC hit a record low of $87 against $100 par. Binance exits the EU on July 1. Jack Mallers' $140M XXI stock option package gets scrutinized. Bitcoin mining difficulty dropped 10% in the 11th-largest downward adjustment in network history.The week's thesis: every financial instrument that isn't Bitcoin is being taxed, tracked, or banned. Illinois taxed transfers. The Fed KYC'd stablecoins. Binance got pushed out of the EU. Bitcoin is the last lane still open.⚡ Canadian Bitcoiners Podcast — Bitcoin news for Canadians, every week.————————————————————————————————SPONSORS

Spain is back on track and takes the lead in Group H, while Cape Verde makes history and scores their first ever goal at a FIFA World Cup in a memorable draw against Uruguay. Belgium and Iran share points in Group G, and Egypt turns a gap against New Zealand into a win after a dominant second half. - Spanien findet zurück in die Erfolgsspur und übernimmt die Tabellenführung in Gruppe H, während Kap Verde Geschichte schreibt und beim denkwürdigen Unentschieden gegen Uruguay sein erstes Tor bei einer FIFA-Weltmeisterschaft überhaupt erzielt. Belgien und Iran teilen in Gruppe G die Punkte, und Ägypten dreht nach einer dominanten zweiten Halbzeit einen Rückstand gegen Neuseeland in einen Sieg.

Ende Juni schießt dir vielleicht ein Impuls durch den Körper. Raus aus dem Alten, jetzt sofort, koste es, was es wolle.Dieser Vollmond im Steinbock gibt dir dafür enorme Kraft, und genau darin liegt die Gefahr.Am 30. Juni steht der Vollmond im Steinbock und aktiviert Tor 58 in der Wurzel, das Tor des Drangs, Dinge zu verbessern und endlich etwas Neues anzupacken. Gleichzeitig lädt sich Mars im Tor 20, dem Tor des gegenwärtigen Moments, immer stärker mit Uranus auf, einem elektrischen Gewitter, das jederzeit als Blitz herabfahren kann.Ausgerechnet jetzt wird Merkur rückläufig, ab dem 29. Juni. Alles in dir will radikal verändern, am liebsten sofort, und gleichzeitig sagt dir die Zeitqualität, du sollst den Ball flach halten. Warum eine zu schnelle Entscheidung dich noch Monate kosten kann und wie du den ruhigen Punkt mitten im Orkan findest, schauen wir uns in dieser Folge an.Denn wenn du jetzt aus deiner inneren Autorität heraus entscheidest, statt aus dem emotionalen Hoch, dann trägt diese Entscheidung womöglich die stärkste Manifestationskraft des ganzen Jahres.

Peter and Eden run through a rapid-fire list of pop culture hot takes covering movies, TV, music, books, and games. The Star Wars watch order debate kicks things off (original trilogy only for Peter, release order for Eden), Eden defends Batman & Robin and F-Boy Island as unironically great, both agree the Beatles are played out, and they end on a shared appreciation for Alpha Centauri as the peak of the Civilization franchise.Show NotesWhat Eden's Been IntoK-pop roundup: LE SSERAFIM's new album, aespa's Lemonade LP, and ITZY's Motto EP (featuring solo tracks from each member)Reading: The web novel Long Awaited Feelings (1,900 pages about a woman who time-travels after her death) and rereading How Do We Relationship? (completed 14-volume yuri romance manga — "the best romance comic I've ever read")Games: Finished PowerWash Simulator (excited for the Star Wars DLC), played Loddlenaut (cute 5-hour pixel-art ocean cleanup game), and the Wuthering Waves x Cyberpunk: Edgerunners crossover eventWhat Peter's Been IntoDiablo 4: Finished the Vessel of Hatred campaign as a Warlock ("killing demons by summoning your own demons is a good time")Reading: 82% through Anji Kills a King by Evan Leikam (BookTuber debut from Tor) — enjoying it but struggling with the prickly protagonistMusic: New Khemmis self-titled album (Denver doom metal), Cult of Luna's new single "In the Shadow of Your Shadow" (album out November), and The Ocean's "Light Pollution" from upcoming Solaris — allaying fears after the post-Holocene lineup changeHot Takes — MoviesStar Wars watch order: Peter says 4, 5, 6 + maybe Rogue One, skip everything else. Eden says release order (4, 5, 6, 1, 2, 3, Rogue One) to preserve cultural/historical contextEden defends Batman & Robin: "It's the second best Batman movie. George Clooney's a bad Batman, he's got nipples on the Batsuit, he's got the Bat credit card — it's great."Eden declares Saving Private Ryan a bad movie to the horror of everyone at the comic book shopBest Pixar: Eden picks Ratatouille (doesn't like most Pixar). Peter picks The IncrediblesCorrect max runtime: 90 minutes (Eden) vs 120 minutes (Peter) — anything longer needs to earn itSequel that's better: Peter says Captain America: Winter Soldier > First Avenger. Eden says Tokyo Drift is the best Fast & Furious movieCitizen Kane: Eden concedes it's the rare masterpiece that actually earns its reputation — a bunch of first-time filmmakers who didn't know the rulesHot Takes — TVShows that stayed too long: The Simpsons (Peter). Nearly every comedy past season 3 (Eden)Best series finale: M*A*S*H's "Goodbye, Farewell and Amen" and Babylon 5 (Eden). Brooklyn 99 (Peter)Worst series finale: Battlestar Galactica (new) — "the most incomprehensible finale you'll ever watch" (Eden). Seinfeld (Peter)Reality TV worth defending: F-Boy Island — 24 guys, half are "nice guys" and half are fuckboys, the women pick, and the fuckboys can steal the $100k at the end. Nice guys get a villa; fuckboys get a literal prison camp on the beachAdult animation vs prestige drama: Eden says Bob's Burgers is the only good adult animation show right now. Prestige TV is in a nadir of expensive Game of Thrones clonesHot Takes — MusicNever need to hear again: The entire Beatles discography (both agree)Best decade by genre: 80s for rock/pop, 90s for alt, aughts for indie, right now for K-pop (Eden). 2010s for metal — the genre found its stride again after a grim 90s (Peter)Bands that should have stopped: Dream Theater after Awake (Eden). Opeth's last 15 years are all misses (Eden). Peter agrees on bothGreatest live album: Rush — Exit...Stage Left (Peter). The Bang on a Can recording of Terry Riley's In C (Eden — "the finest version I've ever seen")Albums > playlists: Both firmly team albums. Eden has a 16-hour "K-pop Brain Rot" playlist for shuffling, but that's the exceptionHot Takes — BooksAudiobooks = reading? Leans yes from both, but acknowledges the research is contradictory (small sample sizes, brain scan studies on both sides)E-readers vs physical: Peter goes digital 9 times out of 10 (lighter, portable, side-lit). Eden does physical for comics, e-books for prose (form factor matters less for text, but hates reading comics on a screen)Hot Takes — GamesFavorite game of all time: Mass Effect 2 (Peter — tighter gameplay than ME1, loyalty missions, assembling the crew). Doom (1993) (Eden — infinitely replayable with new WADs every day, nothing feels as fluid)Best console generation: Xbox 360 / PS3 era (both) — Halo 3 LAN parties, Gears of War couch co-op, Mass Effect, Dragon Age, Fallout 3/NV, Viva Piñata, and yes, Sneak KingOpen world vs linear: Both prefer a tight 20-hour experience over a 100-hour open worldFranchise that peaked early: Age of Empires II (Peter — nothing since comes close). And Eden's shitpost answer of the day: Sid Meier's Alpha Centauri is better than every Civilization game that came...

Pierre's at it again and Shush Steve Cant Tell YouBig 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 I watched a video by a guy ive never watched today that I really liked the video was called I Redesigned the Ugliest Thing on My Desk by a channel called NicksNacks3D he even had a guest appearance by Scott You Yan and he only has 3300 subs which I thought was nicePierre @theswedishmaker Pierres obsession is  an Apple TV show called Defending Jacob and Pierre's all over it go take a lookIf you have any questions or comments please email the show at threenorthernmakers@gmail.com

Audio, spa_t_norav_2026-06-21_lesson_bs-matan-tora_n1_p2. Lesson_part :: Daily_lesson 1 :: Lessons_series. Baal HaSulam. Matán Torá – La entrega de la Torá

Bernd Bender, Kurs zu Vasubandhus 30 Versen, 3. Treffen am 15. Juni 2026 im Akazienzendo, BerlinWir veröffentlichen hier das dritte von sechs Treffen des Workshops „Wahrnehmung als Tor der Befreiung – Ein Zen-Kurs zu Vasubandhus 30 Versen über den Geist.“ Anhand dieses kurzen, dichten Yogācāra-Texts erforschen wir unsere Wahrnehmung als Transformation in wechselseitiger Abhängigkeit.In der dritten Folge spricht Bernd zu den Versen, die sich mit „Manas,“ dem Ich-Bewusstsein, und seiner Beziehung zum „Speicherbewusstsein“ auseinandersetzen.In der angeleiteten Meditation experimentieren wir in offenem Gewahrsein mit der gespürten Grenze zwischen Innen und Außen, Ich und Anderem. Im anschließenden Vortrag erklärt Bernd ausgehend von der „Landkarte,“ die uns in Vasubandhus Versen überliefert ist, wie das Gefühl eines abgetrennten, unabhängigen Ichs bzw. Selbsts entsteht, und wie durch Selbst-Identifizierung, Selbstverblendung, Selbststolz und Selbstliebe Leiden entsteht. Entgegen der oft wiederholten Behauptung der Nicht-Existenz des Selbst spricht Bernd von zwei Modalitäten des Selbst, einer engen, eingeschränkten und gehemmten, und einer fluiden, weiten und offenen. Zuletzt geht Bernd darauf ein, wie wir mit diesen beiden Modalitäten praktizieren können und schrittweise das Ich-Bewusstsein lockern und loslassen können.Noch ein Hinweis: Wir haben Kapitelmarker eingefügt, mit denen ihr bequem in der Aufnahme springen könnt.Support the show

Audio, spa_t_norav_2026-06-21_lesson_bs-matan-tora_n1_p2. Lesson_part :: Daily_lesson 1 :: Lessons_series. Baal HaSulam. Matán Torá – La entrega de la Torá

Speakers are now competing with mobile phones, short attention spans, and the audience's constant temptation to escape to the internet. A monotone delivery makes that escape almost irresistible. A presentation can have a powerful topic, a brilliant speaker resume, and a room full of interested people, yet still fail if the delivery puts everyone to sleep. Whether speaking in Japan, Australia, the United States, Europe, or anywhere across Asia-Pacific, leaders, trainers, salespeople, and executives need vocal variety, pauses, and emphasis to keep attention alive. Why do monotone speakers lose their audience so quickly? Monotone speakers lose audiences because the brain stops receiving useful signals of change, importance, or emotion. When every word sounds the same, listeners struggle to know what matters. A monotone voice becomes verbal white noise. Like the steady hum of a refrigerator, it may be present, but it does not stimulate attention. In Japanese business presentations, monotone delivery is often explained as a language and cultural pattern, because Japanese speech can sound flatter compared with English. Yet when speaking in English, especially to international executives or mixed audiences, the speaker must work harder to create highs, lows, contrast, and rhythm. Do now: Record your next talk and check whether your voice rises, falls, speeds up, slows down, and signals meaning. How does mobile phone distraction change public speaking? Mobile phones punish boring delivery faster than ever because the audience has an instant escape route. If the speaker does not hold attention, the internet will. Before smartphones, bored audience members had fewer options. They might stare at the ceiling, doodle, or politely suffer. Now they can check email, LinkedIn, Slack, WhatsApp, news, stock prices, or sports scores within seconds. This makes voice modulation a business survival skill, not a theatrical extra. In corporate training, sales presentations, town halls, investor briefings, and conference speeches, the speaker is competing against a personal entertainment machine in every hand. Do now: Assume the audience will leave you mentally unless your delivery gives them a reason to stay. Why are pauses so important in presentations? Pauses are powerful because they give the audience time to process, translate, and absorb the message. Continuous talking drowns one idea beneath the next. Many speakers fear silence. They rush, fill every gap, and treat a pause as a failure. In reality, pauses are pattern interrupters. They tell the brain, "Something has changed. Pay attention." For Japanese audiences listening in English, pauses are especially useful because they allow mental translation and comprehension. For global audiences, pauses also create authority. Leaders who pause sound more confident than leaders who machine-gun words at the room. Do now: Insert short pauses after important points, transitions, numbers, questions, and recommendations. How can speakers use voice modulation effectively? Voice modulation works by adding contrast through volume, pace, pitch, and energy. The audience needs vocal variety to stay mentally engaged. A strong speaker does not need a radio announcer's baritone voice. The goal is not to sound like a professional narrator. The goal is to guide listeners. Speed up to show energy. Slow down to show importance. Add strength to key phrases. Drop the voice to create seriousness. Lift the voice to create curiosity. This is especially important for executives, trainers, and salespeople who need to persuade, not merely transfer information. Do now: Practise one paragraph three ways: stronger, softer, faster, and slower. Notice how meaning changes. Why should speakers emphasise key words? Speakers should emphasise key words because audiences need help identifying what matters most. Without emphasis, every sentence sounds equally important and equally forgettable. Democracy is excellent in political systems, but not in speeches. In presentations, some words deserve more weight than others. The speaker must decide which words carry the meaning and then punch them vocally. This creates a mental path for the listener. In sales, leadership, teaching, and keynote speaking, key-word emphasis helps the audience follow the speaker's intended logic, emotion, and conclusion. Do now: Mark your script before presenting. Underline the words you want to hit harder. What should leaders and presenters do to avoid boring delivery? Leaders and presenters should check their delivery by recording themselves and listening honestly. Self-awareness is the fastest way to escape monotone hell. Most speakers do not know how they actually sound. They judge themselves by intention, not by audience experience. Recording reveals whether the talk has vocal variety, useful pauses, and highlighted key words. This matters for CEOs, sales managers, trainers, consultants, academics, and anyone presenting ideas. People attend talks to be informed, persuaded, motivated, entertained, or ideally all four. They do not attend to be gently sedated. Do now: Tape your next presentation. Listen for modulation, pauses, and emphasis before blaming the audience. Final summary A monotone presentation kills attention, no matter how strong the topic or impressive the speaker's credentials. Audiences need vocal variety, pauses, and key-word emphasis to stay engaged. Speakers are not just delivering information. They are guiding attention. In the smartphone era, boring delivery is punished immediately. The good news is that voice modulation, strategic pauses, and emphasis can all be practised. Quick actions for speakers Add voice modulation by varying strength, pace, pitch, and energy. Use pauses so the audience can process what you have said. Emphasise key words to guide listeners toward your message. Record your delivery and listen for monotone patterns. Do not rely on topic quality alone to hold attention. 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" and recipient of the Griffith University Business School Outstanding Alumnus Award. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

1. Pilgern: Neuer Bischof von Münster wird eingeführt 2. Tor für Jesus: Arnd Henze zu Fußball, Religion und evangelikalen Gruppen 3. Ja-Wort ohne Firlefanz: Evangelische Kirche macht Heiraten leicht 4. Wiege der orthodoxen Kirche: Zerstörtes Höhlenkloster Kiew Kolleginnengespräch Elena Hong 5. Schläge und Tränen: Aschura-Fasten und der Iran Kollegengespräch Abdul Ahmad Rashid 6. Unsinn und Sinn Moderation: Gerald Beyrodt Von WDR 5.

The Outer Realm welcomes Special returning Guest Bruce Brown Date: 18th, 2026 EP: 734 TOPIC - Tonight I welcome back Bruce Brown. Bruce has 40 plus years, in Law Enforcement and Homeland Security, and is no stranger to high strangeness especially when it comes to Cryptids. His Dogman encounters are beyond mind blowing, and his Bigfoot encounters, which we will be discssing tonight, are without a doubt just as amazing! Contact for the show - theouterrealmcontact@gmail.com https://linktr.ee/michelledesrochers_ A formal disclosure: The opinions and information presented or expressed by guests on The Outer Realm Radio and Beyond The Outer Realm are not necessarily those of the TOR, BTOR Hosts, Sponsors, or the United Public Radio Network and its producers. Although the content may be interesting, it is deemed "For Entertainment Purposes" . We are always be respectful and courteous to all involved. Thank you, we appreciate you all! Please support us by Liking, Subscribing, Sharing and Commenting. Thank you ALL! United Public Radio & UFO Paranormal Radio www.uprntalkradio.com

En el consultorio de esta semana, respondo a las siguientes cuestiones que propone la audiencia y que me hacen llegar a través de mis redes sociales (El Laboratorio de Juan, en todas ellas), o de mi mail.Estas son las 5 consultas respondidas en este programa:           -1. Zapatillas para Camí de Cavalls 100kms.(5:21) - 2. Zapatillas para CCC en 22h.(10:20) - 3. Zapatillas para carrera americana de +300kms.(15:43) - 4. Zapatillas para Camí de Cavalls 185kms.(21:33) - 5. Entrenar para una carrera como Tor des GéantsContacto:juan@ellaboratoriodejuan.com

Daj chwilę materiałowi na załadowanie z prywatnych serwerów i odśwież stronę.Tę rozmowę polecam Mugolom zapętlonym w Matrixie. Jeśli nie widzisz jeszcze, co może Ci dać Bitcoin - posłuchaj Maćka uważnie a po wszystkim koniecznie idź na BitcoinWalk!Dzięki @Maciek!Jeśli uważasz, że nasza praca ma jakąś wartość - ZAPie*dol nas na NOSTR Cały twardy pieniądz przeznaczamy na dalszą wolnościową edukację w języku polskim. Dołącz do polskiej społeczności Bitcoin na Telegramie. Zapraszamy na coroczny Bitcoin FilmFest w Warszawie!https://bujac.pl ⛓️‍ bc1q8m269ngu09zt4cg2menjts9vprpf2hf69wddad⚡️sats@bujac.pl------------------ Rezydencja podatkowa w libertariańskiej Prosperze Załóż offshore firmę w raju regulacyjnym, $300/rok, legalnie i niemal bez podatków.(00:00:42) Start nagrania w niedzielnej aurze i przedstawienie gościa Maćka(00:02:06) Jak powstał format i wsparcie community (Toxic Team, Nostr)(00:03:56) Bitcoin jako społeczność, nie szybkie bogacenie się(00:04:34) Droga Maćka: wolnościowe korzenie, etyka i krytyka przymusu(00:09:28) Pierwsze zetknięcie z Bitcoinem i rozczarowanie polityką(00:13:24) Wtręt kawowy i wsparcie projektu Bujać (Endo, community 21)(00:16:19) Hazard vs. edukacja: rozmowa z bratem i narracje o krypto(00:20:26) Od wykresów do idei: ścieżka edukacji, Saylor i niezatapialność Bitcoina(00:22:39) Dlaczego Bitcoin przetrwa? Nody, decentralizacja i brak SPOF(00:27:11) Co robi węzeł? Weryfikacja, zasady i unikalność cyfrowej wartości(00:29:28) Niewyłączalna sieć: TOR, stare laptopy i suwerenność kluczy(00:31:12) Fiat w praktyce: rachunki za prąd, mining domowy i energia(00:34:55) Twoje klucze, twoje monety: banki, giełdy i odpowiedzialność(00:36:21) Podaż Bitcoina vs. inflacja fiata i rola konsensusu(00:38:31) Oszczędzanie w BTC, cold storage i płacenie w równoległej gospodarce(00:40:09) Transakcje poza systemem: prywatność, podatki i wolna wymiana(00:43:20) Deflacja i rosnąca siła nabywcza Bitcoina dziś i jutro(00:45:21) Dlaczego mimo to wydawać BTC? Filantropia i realne użycia(00:47:00) Bitcoin jako narzędzie dla dysydentów i ofiar cenzury finansowej(00:52:30) Nie trzeba pozwolenia: odporność na odcięcie prądu i alternatywne kanały(00:55:02) Cypherpunki, kryptografia i prawo do anonimowości(00:56:39) Prywatność w praktyce: Samourai, gotówka i konsekwencje walki(00:57:51) Wieszaki z platyny i 12 słów: przenoszenie majątku przez granice(01:00:04) Sovereign Individual: mobilność kapitału jako tarcza wobec państwa(01:03:02) Nauka przez działanie: podcast, prowadzenie rozmów i Bitcoin Walk(01:05:01) Po co społeczność? Nauka, wsparcie i projekty w Polsce (BTC Map, 21)(01:08:14) Oddzielić Bitcoin od krypto: hype, scam i lekcje z kasyna(01:12:31) Praca w giełdzie krypto i droga „z gówna do Bitcoina”(01:13:36) Wpływy medialne: McCormack, WBD i zmieniająca się scena(01:15:09) Wolność przez oszczędzanie: co dalej po wyjściu z Matrixa?

"Leadership, I think it's really walking the talk." "I think it comes from within, being genuinely very interested in people." "You can't win every battle, and you're crazy if you try to." "Let's look at the spirit of what they're trying to achieve." "To be successful in Japan, I think you have to be patient." Campbell Hanley is the Managing Director of Weber Shandwick Japan, one of Japan's longest-established international public relations and communications agencies. Originally from Torquay near Melbourne, Australia, he came to Japan in 1992 after deciding to live in a non-English-speaking country and develop international experience outside Australia. His career in Japan has moved across public relations, journalism, content marketing, advertising, digital communications and agency leadership. Hanley began in a small PR company, moved into marketing and digital work, and then became a staff writer for the Mainichi Daily News. He also worked on special projects for Fortune and Time magazine, developing an editorial perspective that later became central to his communications career. Before joining Weber Shandwick Japan, he worked in a major American advertising company, initially as managing editor of a content marketing business and later in international advertising sales and digital marketing. At Weber Shandwick Japan, he was originally hired to build a content marketing unit but soon took on broader business, digital and leadership responsibilities. His career reflects the adaptability required to succeed in Japan: learning the language, understanding local business expectations, building credibility over time and translating global ideas into practical Japanese-market solutions. Campbell Hanley's leadership journey in Japan began long before he became Managing Director of Weber Shandwick Japan. Arriving in 1992 from Australia, he did not come with a grand corporate plan or a fixed career pathway. He simply wanted to live in a country where English was not the dominant language and experience a society very different from the relatively homogeneous environment in which he had grown up near Melbourne. Japan became that destination. What began as a one-year overseas experience developed into a decades-long career across public relations, journalism, advertising, content marketing, digital media and leadership. Hanley's career progression is a useful example for foreign professionals who build their lives in Japan not through a single breakthrough, but through accumulated credibility, language ability, adaptability and a willingness to learn from every role. His early work in a small PR company gave him an introduction to communications. A subsequent role in marketing exposed him to digital work at a time when digital communications meant something very different from today's social media, AI platforms and always-on content ecosystems. Later, he joined the Mainichi Daily News as a staff writer during a period when traditional media organisations were adjusting to digital distribution. That journalism experience became a defining advantage. It taught him to think like an editor rather than simply like a promoter. He learned to distinguish between a genuine story and what he describes as propaganda. That distinction became central to his later work in content marketing and public relations. Clients may want to tell the market everything about themselves, but audiences, journalists, customers and stakeholders only respond when the story is relevant, credible and useful. Hanley later joined a major American advertising company, where he became managing editor of a content marketing operation. It was his first meaningful leadership experience, managing a team of editors and content specialists. He discovered that leading experienced writers required more than formal authority. Editors see their writing as craftsmanship. They have opinions, pride and professional standards. Trying to win every argument would damage motivation and reduce the team's willingness to contribute ideas. The answer was negotiation. Leaders need clear standards, client requirements and editorial principles, but they also need flexibility. Hanley learned that credibility comes from explaining why something should change, listening to experienced contributors and recognising that good leadership does not require winning every battle. At Weber Shandwick Japan, he initially joined to lead a newly formed content marketing division. The intended leadership structure was meant to include a business leader, a digital leader and an editorial leader. Instead, the business leader moved into another area of the organisation and the digital leader never arrived. Hanley found himself managing the editorial, business and digital dimensions of the operation at the same time. That intense period gave him a much wider view of leadership. He had to understand profit and loss responsibility, client needs, digital platforms, team capability and the internal politics of integrating new services into a traditional PR organisation. He later moved into the core Weber Shandwick Japan business, working to embed digital communications throughout the agency rather than treating it as a separate specialist division. His approach was practical. Rather than forcing every team to adopt new digital services at once, he found allies. He worked with colleagues who were curious, receptive and ready to experiment. Together, they met clients, developed communications ideas and used examples from Weber Shandwick's global network to show what was possible. This approach recognised a key truth about Japan. A global campaign may work in the United States, Europe or another Asia-Pacific market, but that does not guarantee success in Japan. The core idea may be relevant, but the delivery needs localisation. Japanese stakeholders need to understand the purpose, feel ownership and have confidence that the programme reflects their market reality. In that sense, digital transformation is not just about technology. It is also about nemawashi, trust-building, internal consensus and creating the conditions for people to support change. As Managing Director, Hanley places strong emphasis on engagement, consistency and psychological safety. He believes employees can sense whether leadership interest is genuine or manipulative. Employees are unlikely to become engaged simply because their employer launches an engagement initiative, an employee survey or a new corporate value statement. Engagement is built over time through repeated behaviour. Hanley's practice of meeting one employee each week over breakfast or lunch is a small but important example. These conversations have no rigid agenda. They are designed to understand how people are doing, what they are seeing and what may be happening beneath the surface of formal reporting lines. In Japan, where employees may hesitate to bring bad news to senior leaders, those informal conversations can help surface problems earlier. He also recognises that approachability is relative. A leader may believe that they are open and accessible, yet employees may still struggle to raise difficult issues face-to-face. One colleague who appeared calm during a discussion later sent a detailed and emotional email. That experience reinforced the importance of offering multiple channels for communication. Hanley's broader leadership lesson is simple but demanding: leadership in Japan requires patience. Executives who arrive with aggressive turnaround plans, fixed KPIs and a desire to make immediate changes can easily misread the organisation. Sustainable success comes from learning the landscape, identifying trusted partners, listening to quieter high performers and allowing relationships to develop over time. For Hanley, leadership is not about issuing instructions from above. It is walking the talk, creating clarity, modelling the values expected from others and building an environment where people can contribute honestly, creatively and confidently. Q&A Summary What makes leadership in Japan unique? Leadership in Japan is unique because progress often depends on trust, relationships, consensus and careful internal alignment rather than visible executive force. Foreign leaders can underestimate the role of nemawashi, the informal process of building support before a decision becomes official. They may focus on the formal meeting, the ringi-sho approval or the announcement, without recognising that much of the real decision-making has already happened through conversations behind the scenes. Japanese employees may also be more cautious about challenging senior leaders directly, especially in formal settings. That does not mean they lack ideas or commitment. It means leaders need to create multiple ways for people to contribute. Informal meetings, regular one-to-ones, anonymous suggestion systems and consistent follow-up can all help reduce the distance between senior management and the broader organisation. The leadership challenge is not to become passive or avoid difficult decisions. It is to understand that change is more sustainable when people feel included in the process. In Japan, consensus is not simply about avoiding conflict. It is often a method for reducing implementation risk. Why do global executives struggle? Global executives often struggle in Japan when they assume that a successful strategy from another market can be transferred without adaptation. A campaign, operating model or leadership style that works in the United States, Europe or Singapore may not receive the same level of buy-in in Japan. Hanley's experience in communications shows that global programmes often fail not because the original idea is poor, but because Japanese stakeholders do not feel ownership over the delivery. Global headquarters may see a campaign as proven and scalable. The Japan team may see it as culturally disconnected, commercially unrealistic or difficult to execute with local customers, media and employees. Executives also struggle when they become too focused on avoiding offence. Cultural sensitivity is important, but excessive caution can weaken decision intelligence. Leaders need to trust their judgement, while also seeking strong local counsel to identify blind spots. The best approach is not blind confidence or excessive deference. It is a balance between clear leadership instincts, local insight and evidence-based adaptation. Is Japan truly risk-averse? Japan is often described as risk-averse, but the more accurate issue is uncertainty avoidance. Japanese organisations may be reluctant to move quickly when the consequences, stakeholder reactions or implementation details are unclear. That is different from being unwilling to innovate. Hanley's career in digital communications shows that Japanese organisations can embrace change when the purpose is clear, the risks are understood and trusted people are involved in shaping the solution. Innovation often needs more explanation, more examples and more internal preparation than it might in a startup environment or a fast-moving Western market. This is why leaders should not interpret slow initial movement as resistance. Sometimes the organisation is asking for more clarity. What is the business case? Who will support the initiative? How will it affect customers? What are the risks? What happens if it fails? Who is accountable? The most effective leaders reduce uncertainty without eliminating ambition. They use pilots, local case studies, customer feedback, internal champions and phased implementation. They do not merely tell people to be more innovative. They create conditions in which innovation feels credible and safe. What leadership style actually works? A leadership style that works in Japan combines clarity, consistency, respect and follow-through. Hanley places particular importance on authenticity. Employees observe whether a leader behaves consistently over time, whether they treat people fairly and whether they give feedback in a way that supports improvement rather than simply criticising performance. This is especially important in a culture where employees may be cautious about exposing problems or challenging the boss. A leader who only appears interested when there is a crisis will not create trust. A leader who takes time to understand people, recognises contribution, provides regular feedback and deals with issues fairly is more likely to earn confidence. Hanley's approach also reflects servant leadership. He does not wait for employees to bring every issue to him. He asks questions, checks in regularly and works to identify problems before deadlines make them unmanageable. This is not micro-management. It is active leadership. The key is to combine high expectations with human connection. Employees need to understand what success looks like, but they also need to believe that the leader wants them to succeed. How can technology help? Technology can help leadership when it improves access to information, encourages ideas and reduces the barriers that stop people from speaking openly. Hanley's use of an anonymous digital suggestion platform is a good example. The system allowed employees to submit ideas in Japanese or English without fear that their identity would be traced. The value of the tool was not only anonymity. It was also the message behind it. Employees saw that their suggestions were being read, considered and treated constructively. Technology can create channels, but leadership determines whether those channels are trusted. In communications, technology also expands the range of ways organisations can engage customers and stakeholders. Paid, owned, earned and shared media require different approaches. Companies need to think beyond advertising and consider how websites, newsletters, events, journalists, influencers, employees and customers all contribute to reputation. Tools such as AI, analytics, digital twins and data platforms can improve decision-making, but they do not replace local judgement. Technology provides information. Leaders still need to interpret that information through the realities of customers, employees, Japanese business culture and organisational capability. Does language proficiency matter? Language proficiency matters because it signals commitment, builds trust and allows leaders to hear what is not being said. Hanley's Japanese ability helped him establish credibility early in his career. It showed colleagues that he had invested time and effort in understanding Japan rather than treating the country as a temporary overseas posting. However, language alone does not determine leadership effectiveness. A foreign executive may not become fluent in Japanese, yet still lead successfully if they listen carefully, use capable interpreters and bilingual advisers, and create an environment where people can communicate in the way that works best for them. Hanley also highlights the importance of recognising quieter employees. In international companies, employees with stronger English skills or greater confidence in global communication can appear more visible than colleagues whose performance may actually be stronger. Leaders need to avoid rewarding only those who can speak most fluently in the leader's native language. The best leaders look beyond self-promotion. They listen for substance, observe results and create fair evaluation systems. What is the ultimate leadership lesson? The ultimate leadership lesson is patience. Hanley believes leaders need time to understand the organisation, build relationships, identify trusted partners and learn how decisions are really made. Rapid turnaround stories can be appealing, but in Japan, a leader who acts too quickly may damage trust before they have understood the full context. Patience does not mean delaying decisions indefinitely. It means learning enough before acting. It means recognising that a relationship with a client, employee, partner or internal stakeholder may take years to build but can create value for decades. Leadership in Japan is therefore a long-term practice. It is about walking the talk, showing consistency, respecting people, creating psychological safety and helping teams adapt global ideas to local realities. The strongest leaders do not merely manage tasks and KPIs. They create a culture in which people feel able to contribute, raise concerns, share ideas and take responsibility for the future of the business. 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.

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.

Privacy isn't about having something to hide. It's about preserving the freedom to act, communicate, and coordinate without coercion. In this episode of THE Bitcoin Podcast, Walker sits down with privacy advocate, cypherpunk, and Freedom Tech builder Max Hillebrand to discuss his new book, The Praxeology of Privacy. Max explains how Austrian economics and cypherpunk philosophy intersect, why privacy is a natural consequence of self-ownership and property rights, and how surveillance distorts economic calculation in much the same way that money printing distorts markets. The conversation explores: Why privacy is fundamentally tied to freedom The economic consequences of surveillance CBDCs and the future of financial control Why corporations and governments increasingly operate as surveillance partners The role of Bitcoin in creating a parallel economy Tor, VPNs, encryption, and network-level privacy Nostr's growing ecosystem and why developer adoption matters more than user counts Operational security (OpSec) in both the digital and physical world Signal's limitations and the future of decentralized private communications White Noise, Marmot, and the next generation of unstoppable encrypted messaging How Freedom Tech can make coercion more expensive and liberty more accessible Max also shares his vision for a future where money, communication, identity, and publishing are all decentralized, permissionless, and resistant to censorship. Whether you're new to privacy or already deep down the cypherpunk rabbit hole, this conversation provides a powerful framework for understanding why privacy matters—and what practical steps you can take to reclaim it. FOLLOW MAX: NOSTR: https://primal.net/maxhillebrand Try White Noise Chat: https://www.whitenoise.chat/ https://towardsliberty.com/ GET HIS BOOK: The Praxeology of Privacy on Amazon: https://tinyurl.com/2xn9bs8y Read on Nostr: https://tinyurl.com/4b42kb7d PARTNERS & DISCOUNTS: LEDN: Bitcoin-backed lending. Go to ledn.io/walker and unlock liquidity WITHOUT selling your bitcoin. BLOCKSTREAM JADE: BLOCKSTREAM JADE HARDWARE WALLET: Head to https://store.blockstream.com/ and use coupon code WALKER for 10% off! BDIC™ is building an insurance marketplace on the bitcoin standard. Sign up for the waitlist at: http://bdic.io/walker Buy Bitcoin with River: http://partner.river.com/walker GET FOLD ($10 in bitcoin): https://use.foldapp.com/r/WALKER JOIN THE SUBSTACK TO GET NEW EPISODES DELIVERED STRAIGHT TO YOUR INBOX: https://walkeramerica.substack.com/ If you enjoy THE Bitcoin Podcast you can help support the show by doing the following: FOLLOW ME (Walker) on @WalkerAmerica on X | @TitcoinPodcast on X | Nostr Personal (walker) | Nostr Podcast (Titcoin) | Instagram Subscribe to THE Bitcoin Podcast (and leave a review) on Fountain | YouTube | Spotify | Rumble | EVERYWHERE ELSE

The Outer Realm welcomes Special returning Guest Stephen Bassett Date: 17th, 2026 EP: 733 TOPIC - Tonight, I welcome the return of Stephen Bassett. He has spoken to audiences in 20 countries about the political implications of UAP/ET phenomena and Disclosure, and is the co-founder of the Hollywood Disclosure Alliance and Executive Director of Paradigm Research Group. Tonight, we will be having an depth discussion on the latest UFO/UAP Disclosure. He will share his thoughts on that, as well as The new Spielberg Film “ Disclosure”, for starters. He will give insight into what to expect moving forward, and about his part in this entire process. Contact for the show - theouterrealmcontact@gmail.com https://linktr.ee/michelledesrochers_ Please support us by Liking, Subscribing, Sharing and Commenting. Thank you !!! About Stephen: Stephen Bassett has spoken to audiences in 20 countries about the political implications of UAP/ET phenomena and Disclosure - the formal confirmation by heads of state of an extraterrestrial presence engaging the human race. He is co-founder of the Hollywood Disclosure Alliance and executive director of Paradigm Research Group, a 501c3 non-profit providing education, consulting, analysis and political activism for a post-Disclosure world. His advocacy work has been well covered by national and international media including CNN, Fox News, MSNBC, Washington Post and New York Times. Bassett has appeared in many documentary films and his lectures and interviews are well represented on YouTube. In 2013 PRG organized and conducted a "Citizen Hearing on Disclosure" at the National Press Club in Washington. In November of 2014 PRG launched a two-year political initiative out of Washington, DC that injected the ET issue into the 2016 presidential campaign. In December 2023, Steve Co-Founded The Hollywood Disclosure Alliance in Los Angeles, a new, media-centric organization aiming to align those working within the UAP/ET research arena with writers/directors/producers working across every facet of the global entertainment industry. PRG is presently working to help bring about ever more comprehensive congressional hearings in the U.S. House and Senate for a growing list of UAP witnesses. Main website: www.paradigmresearchgroup.org HDA: www.hollywooddisclosurealliance.org PRG Media coverage: https://paradigmresearchgroup.org/prg-media-coverage If you enjoy the content on the channel, please support us by subscribing: Thank you All A formal disclosure: The opinions and information presented or expressed by guests on The Outer Realm Radio and Beyond The Outer Realm are not necessarily those of the TOR, BTOR Hosts, Sponsors, or the United Public Radio Network and its producers. Although the content may be interesting, it is deemed "For Entertainment Purposes" . We are al United Public Radio & UFO Paranormal Radio www.uprntalkradio.com ways respectful and courteous to all involved. Thank you, we appreciate you all!

Der Besenwagen fährt durch Hagen und das Tor zum Sauerland. Tobias Müller sprintet in den Windschatten und schickt uns kreuz und quer durch die Landschaft. Der Neoprofi startet diese Saison für die Unibet Rose Rockets und hat zuletzt mit Top-Platzierungen auf sich aufmerksam gemacht. Wie geht es weiter für das Nachwuchstalent aus NRW?

Sein Triumph beim Iron Man auf Hawaii öffnete Jan Frodeno das Tor zum großen Geld – doch der Triathlet lehnte ab. Statt Ausrüsterverträge abzuschließen, half er Gründer Mario Konrad lieber beim Aufbau der Performance-Marke Ryzon. Zum Glück. Im OMR Podcast erzählen Jan Frodeno und Mario Konrad, welche Hürden es auf dem Weg vom kleinen Kölner Startup zum Multimillionen-Player gab – und warum Ryzon inzwischen zwar Rad- und Joggingkleidung vertreibt, aber von einer anderen Produktkategorie lieber die Finger lässt. Welche? Das hörst du in dieser Folge des OMR Podcasts.

Innovation may look obvious from the leader's chair, but it often looks like extra work from the team's chair. Leaders may say, "We need to keep innovating," but employees hear, "Here comes another initiative on top of everything else we are already doing." In Japan, this resistance can be even stronger because change often feels risky, disruptive and uncomfortable. People have routines. They know how to do their current work. They are competent, comfortable and busy. The leadership challenge is not merely to announce innovation. The real challenge is to sell the need for innovation so clearly that the team understands why standing still is more dangerous than moving forward. Why do leaders need to sell the need for innovation? Leaders need to sell innovation because most employees do not automatically see change as attractive, urgent or safe. They may already feel overloaded, sceptical or tired from previous initiatives that disappeared without results. Innovation sounds exciting in strategy meetings, but it can sound painful at the frontline. In Japanese organisations, SMEs, multinationals and B2B service firms, people often worry about risk, mistakes, extra workload and unclear benefits. If the boss simply talks about "better, higher, further, faster," the team may mentally check out. The leader must connect innovation to business survival, client value, productivity and personal relevance. Do now: Start by asking what the team is likely to resist, not what the leader wants to announce. How should leaders prepare before presenting innovation? Leaders should prepare by analysing the audience's knowledge, experience, biases and likely resistance. Innovation persuasion begins with understanding the listeners before crafting the message. A team of engineers, salespeople, administrators or senior managers will each hear the same innovation message differently. In Japan, where consensus-building and risk avoidance often shape decision-making, leaders must anticipate objections early. Has the team seen failed innovation campaigns before? Do they believe management will support the work? Are they worried about resources, time or blame? Preparation means mapping these concerns before the presentation. Do now: List the audience's likely objections and build answers into the talk before anyone raises them. Why should leaders design the closing first? Leaders should design the closing first because the desired final impression determines the whole presentation. If the close is vague, the rest of the talk will wander. This feels counterintuitive, but it is practical. Before designing the opening, leaders must know the one message they want people to remember. Is the goal to gain agreement for innovation time? Secure resources? Encourage experiments? Change behaviour? The close forces the speaker to boil the ocean of possibilities down to one essential point. That clarity then shapes the examples, evidence and alternatives used throughout the presentation. Do now: Write the final sentence first. Make it so clear the team can repeat it after the meeting. How can leaders state the organisational need for innovation clearly? Leaders should state the need for innovation in one short, direct paragraph that explains the problem and the objective. The team should understand the point within two seconds. A clear statement might connect market pressure, customer expectations, digital transformation, labour shortages or productivity problems to the organisation's future. In Japan's post-pandemic workplace, leaders cannot rely on long hours or old routines to solve every challenge. The statement should not drown people in proof yet. Its job is to create immediate understanding. The supporting evidence comes later, but the first statement must be unambiguous. Do now: Create a two-second innovation statement: the problem, the risk and the objective. What kind of story helps teams accept innovation? A brief, concrete story helps teams accept innovation because it lets them picture the need before being told the conclusion. Storytelling turns abstract change into a visible business problem. The story should include people the team recognises, a specific location, timing, season and situation. For example, a missed client opportunity in Tokyo, a competitor's faster response in Osaka or a productivity bottleneck in a regional office can show why the current way is no longer enough. If the story is vivid and concise, listeners may reach the leader's conclusion before the leader states it. That is persuasion doing its job. Do now: Use one short story that makes the cost of not innovating obvious. Why should leaders present alternative solutions? Leaders should present several credible alternatives because teams trust a strategic comparison more than a single imposed answer. Options reduce resistance and show the leader has done the work. Offer three workable solutions and explain the pros, cons, costs and risks of each. Then present the preferred solution last, because people often remember best what they heard most recently. If the recommended choice is to invest team time and resources into innovation, explain why it beats the other alternatives. In Japanese organisations, this comparison also helps internal consensus because stakeholders can see the logic. Do now: Present three options, make the innovation option strongest, and explain why it is the best path. Final Summary Selling innovation is a leadership presentation, not a casual team announcement. The design order matters: prepare the audience analysis, design the close, clarify the organisational need, build a story, compare alternatives, choose the best solution and then craft the opening. The delivery order is different: open strongly, state the need, tell the story, present alternatives, recommend the best solution and close with clarity. Most importantly, rehearse. Treat this internal talk like a major client presentation because the stakes are high. Leaders are asking people to leave the comfort zone and enter uncharted territory. That requires persuasion, structure and conviction. 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" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

Parshat Shelach:  The Secret Mission  -  Spanish and English.  Join us as we explore the Parshah's description of the consequences of fear and lack of faith. The Torah portion also reveals the name of Messiah.  Recorded June 13, 2026. Parashá Shelaj: La misión secreta  -  En español e inglés. Acompáñanos a descubrir cómo la porción de la Torá de esta semana describe las consecuencias del miedo y la falta de fe, y cómo esa misma parashá revela el nombre del Mesías.  Grabado el 13 de junio de 2026.  

Beyond The Outer Realm welcomes Special returning Guest, D.J. Jimmy Date: June 16th, 2026 EP: 732 TOPIC - DJ Jimmy for another amazing segment of Highly Strange Happenings in Appalachia. This Time Jimmy will be talking about UFO Flaps and Various Experiences, Sightings, will discuss The Grafton Monster, Accounts of Owl Man and more! Contact for the show - theouterrealmcontact@gmail.com https://linktr.ee/michelledesrochers_ Please support us by Liking, Subscribing, Sharing and Commenting. Thank you !!! About DJ Jimmy from Spooky Appalachia Jimmy grew up like many children, highly curious , only his inquisitiveness leaned towards the world of High Strangeness. He has fond memories of watching “ Unsolved Mysteries “ with his grandfather and recalls being VERY spooked by the UFO and Ghost Stories. In elementary school , he had an experience that would change his life. He, his classmates and teacher all had a UFO encounter and from that point onward, he became obsessed with reading books from the library about Encounters stories with UFOs, Cryptids and Ghosts! His curiosity never left him. He went on to start The Spooky Appalachia Blog where he collected paranormal stories from people. This evolved into a successful YouTube Channel which covers classic tales from Appalachia, as well as a Cryptid series and various stories from his followers . Every now and then you can expect to find him on location sharing historical and spooky stories! Jimmy's Socials https://www.youtube.com/@spookyappalachia X https://x.com/spookyappalach1?s=21&t=AcduEZzp5cFk_H4jXiXV5w If you enjoy the content on the channel, please support us by subscribing: Thank you All A formal disclosure: The opinions and information presented or expressed by guests on The Outer Realm Radio and Beyond The Outer Realm are not necessarily those of the TOR, BTOR Hosts, Sponsors, or the United Public Radio Network and its producers. Although the content may be interesting, it is deemed "For Entertainment Purposes" . We are always be respectful and courteous to all involved. Thank you, we appreciate you all! United Public Radio & UFO Paranormal Radio www.uprntalkradio.com

Doing business in Japan often confuses Western executives because silence, patience, and slow decision-making can look like hesitation. In reality, these behaviours are often signs of seriousness, hierarchy, risk management, and long-term partnership thinking. For salespeople, founders, country managers, and B2B leaders, understanding silence in Japanese business meetings can be the difference between building trust and blowing the deal. Why is silence important in Japanese business meetings? Silence in Japanese business meetings usually signals thoughtfulness, caution, and respect, not rejection or incompetence. Western leaders often misread silence as a communication breakdown, while Japanese executives may see it as the necessary space for a proper answer. In the United States, Australia, and much of Europe, quick answers often indicate confidence, intelligence, and executive presence. In Japan, especially in traditional companies, conglomerates, banks, manufacturers, and B2B firms, the wrong quick answer can create risk. The person speaking may need to consider hierarchy, internal responsibilities, face, precedent, and whether another division should answer. A rushed response can look careless. Silence gives the group time to protect the relationship and avoid unnecessary embarrassment. Do now: When Japanese buyers pause, stop talking. Let the silence work. Your patience communicates maturity, respect, and partnership intent. Why do Western salespeople struggle with Japan's slower pace? Western salespeople often struggle in Japan because they are trained to chase speed, while Japanese buyers are often trained to protect trust, consensus, and long-term value. The Western instinct is to move fast; the Japanese instinct is to reduce risk. A foreign salesperson may arrive in Tokyo needing a signed deal, a pipeline update, or a win for headquarters. The Japanese side may see the first meeting as merely the beginning of a relationship. This is where many sales approaches fail. Japan rewards repeated visits, careful listening, internal alignment, and evidence of commitment. Instead of thinking, "How do I close this sale?", leaders should ask, "How do I earn re-orders for the next decade?" That shift changes everything: travel costs, time investment, follow-up meetings, and patience all become part of customer lifetime value. Do now: Stop selling for the first order. Build the relationship so the second, third, and tenth orders become possible. How does Japanese decision-making differ from Western decision-making? Japanese decision-making is usually more collective, precedent-based, and risk-conscious than Western decision-making. In many Western firms, one powerful decision-maker can say yes; in Japan, the answer often emerges through group alignment. This matters in meetings. A Western executive may look across the table and wonder, "Who is the real decision-maker?" In many Japanese companies, particularly established corporations, the better question is, "Who needs to be comfortable before this can move forward?" Hierarchy, department boundaries, seniority, and internal consultation all shape the outcome. Japan's preference for precedent and track record also means market followers can be more comfortable than market pioneers. This is not weakness. It is a different operating system for managing reputation, responsibility, and long-term stability. Do now: Map the stakeholders, not just the buyer. Help the group reach consensus rather than forcing one person to take a visible risk. What should foreign executives do when Japanese buyers go silent? When Japanese buyers go silent, foreign executives should wait calmly and avoid filling the gap with more words.Adding explanations, rephrasing the question, or pushing for an immediate answer can increase tension. In Western business culture, silence can feel unbearable after three seconds. In Japan, silence can be productive. The other side may be deciding who should speak, checking whether the topic belongs to sales, procurement, engineering, legal, or senior management, or weighing how to answer without causing loss of face. The worst response is nervous over-talking. It signals discomfort and may make the foreign side look immature or overly transactional. The best response is composed waiting. Silence says, "I respect your process." Do now: Ask one clear question, then wait. Do not rescue the room from silence. Let the Japanese side decide how to respond. Why does Japan value long-term business partnerships over quick deals? Japan values long-term business partnerships because trust, reliability, and continuity reduce commercial risk. A quick deal may be attractive, but a trusted partner who delivers consistently is far more valuable. This is especially true in B2B sales, manufacturing, training, technology, professional services, and distribution partnerships. Western companies often celebrate agility, speed, disruption, and bold moves. Japanese companies often prefer kaizen, micro-improvements, gradual proof, and dependable execution. Neither model is automatically superior. Startups may need speed; Japanese corporates may need confidence that a supplier will still be there next year. The foreign seller who treats Japan as a quick revenue grab usually loses to the patient competitor who keeps showing up. Do now: Demonstrate staying power. Bring case studies, implementation plans, local support, and evidence that you will remain committed after the first invoice. How can leaders use tension productively in Japanese business? Leaders can use tension productively in Japan by recognising that tension is normal, but pressure must be applied differently. Business always contains tension between time, cost, quality, cash flow, scale, and risk. The key is not to eliminate tension. The key is to manage it in a culturally intelligent way. Western executives often push harder when progress slows. In Japan, pushing too hard can backfire because it may embarrass people, disrupt internal consensus, or make the buyer question your reliability. Better leaders slow down externally while staying disciplined internally. They prepare better questions, offer clearer documentation, provide options, and give the Japanese side time to discuss. That approach converts tension into trust. Do now: Replace pressure with structure. Provide timelines, choices, written summaries, and patient follow-up rather than verbal force. Conclusion: what is the real lesson of silence in Japanese business? Silence is golden in Japanese business because it often shows that the other side is taking the relationship seriously. For Western executives, founders, and salespeople, the challenge is to stop interpreting silence through a Western lens. Japan does not reward bluster, impatience, or constant talking. It rewards preparation, humility, endurance, and respect for process. The winning approach is simple but not easy: ask better questions, wait longer, think in decades, and treat the first meeting as the start of a trusted partnership. In Japan, the person who can sit calmly in silence may be the person most likely to earn the business. FAQs Is silence in a Japanese meeting a bad sign? Silence is not automatically a bad sign in a Japanese business meeting. It may mean the Japanese side is thinking carefully, respecting hierarchy, or deciding who should answer. Should I repeat my question if Japanese buyers stay silent? Do not rush to repeat your question unless it is clear they did not understand it. Often the better move is to wait quietly and give the group time to respond. Why do Japanese companies take longer to decide? Japanese companies often take longer because decisions involve consensus, precedent, risk control, and internal consultation. This is especially common in larger, traditional, or multi-division organisations. How should salespeople prepare for Japan? Salespeople should prepare for Japan by shifting from closing tactics to trust-building behaviours. Bring proof, patience, local context, and a long-term partnership mindset. What is the biggest mistake foreigners make in Japanese meetings? The biggest mistake is filling silence with nervous talking or pressure. This can weaken trust and make the foreign side look rushed, transactional, or culturally unaware. 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" and recipient of the Griffith University Business School Outstanding Alumnus Award. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, followed by executives seeking success strategies in Japan.

Felix und Toni luppen heute mit Lukas Podolski – Prinz Poldi mit der überragenden linken Klebe, Tonis Lieblingskollege in der Nationalmannschaft ("Doppelpass alleine? Vergiss es!"), Weltmeister der Herzen, und in Echt, Platz 3 der meisten Länderspiele für Deutschland, Namensgeber des Lukas-Podolski-Sportparks in Bergheim/Erft, Dönerladen- und Eisdielen-Unternehmer aus Leidenschaft, bekannt und beliebt als Pfundskerl mit viel Herz und Schnauze. Gemeinsam erinnern sich Toni und Poldi an die schönsten gemeinsamen Momente in der DFB-Elf ("Wenn sich die Mannschaft langsam warm machte, ballerte Poldi schon längst aufs Tor"), ihre Erfahrungen beim FC Bayern München ("Felix Magath wollte mich einschüchtern") und die etwas andere Sicht aus dem fernen Antalya, London und Madrid auf Deutschland. Die drei sprechen noch einmal über die wichtigsten Momente in der Karriere von Poldi, seine Rückkehr nach Köln, seine Zeit bei Arsenal, die legendäre Ballack-Ohrfeige, sein Traumtor mit Miro Klose gegen Schweden in der WM 2006 , seine Glanzverabschiedung vom DFB mit dem Tor des Jahres gegen England. Natürlich geht es auch um die Frage, wie Lukas Podolski es schafft, immer von den Fans geliebt zu werden – wo auch immer er gerade spielt. Und am Ende sagt Felix, ungewöhnlich emotional und fast ein bisschen gerührt für seine Verhältnisse, leise: "Danke!" Du möchtest mehr über unsere Werbepartner erfahren? [**Hier findest du alle Infos & Rabatte!**](https://linktr.ee/EinfachmalLuppen) Für Werbe- und Partnerschaftsanfragen im Podcast EINFACH MAL LUPPEN meldet euch hier: podcastbrandcooperations@seven.one

Highly pointless presentations are everywhere, and they damage trust faster than most speakers realise. Whether the presenter is a government official, company president, senior executive or subject matter expert, audiences can immediately tell when the meeting is designed to inform them, persuade them or simply run down the clock. In Japan, formal presentations often include navigators, administrative announcements, slide reading, corporate videos and carefully managed Q&A sessions. Some of these elements can be useful. The problem begins when the format becomes a shield against real communication. If the audience feels ignored, delayed or manipulated, the speaker's credibility drops. Every presentation is a test of personal and professional brand. Why do some presentations feel pointless? Presentations feel pointless when the speaker appears more interested in controlling the room than helping the audience understand. If the session is designed to obscure, delay or avoid questions, people quickly lose trust. This happens in public-sector explanation sessions, corporate briefings, investor meetings and internal town halls. The audience may attend because they want answers, but the structure eats up time with administration, unnecessary slide reading or videos that add little value. In Tokyo, Osaka, Singapore, London or New York, the reaction is the same: frustration. Audiences do not mind structure. They mind being treated as if their questions are a nuisance. Do now: Design presentations to clarify, not conceal. Protect enough time for genuine audience questions. Why is reading slides to the audience a bad idea? Reading slides aloud is usually a waste of audience time because people can read faster than the presenter can speak. It also makes the speaker look underprepared and disconnected. In many Japanese business presentations, the president or senior executive reads slides prepared by underlings. Sometimes the speaker turns away from the audience, faces the screen and reads every line. That is deadly. PowerPoint, Keynote and Google Slides should support the message, not replace the speaker. A slide should be grasped quickly, while the presenter adds interpretation, context and conviction. Otherwise, the audience starts wondering why they came. Do now: Put only the key message on the slide. Explain the meaning, implications and action instead of reading the text. How should presenters handle hostile questions? Presenters should remove the venom from hostile questions, create thinking time and then answer the real issue calmly. The goal is not to win a fight; it is to maintain credibility. A navigator or moderator can paraphrase a hot question, stripping away the spiky bits before handing it to the speaker. This is a legitimate technique, but it does not remove the need to answer. In business, leaders often panic when challenged and rush straight into answer mode. That is when nonsense escapes from the mouth before the brain has caught up. A short cushion gives the speaker time to think and respond intelligently. Do now: Paraphrase the question, acknowledge its importance and take a breath before answering. What is the best way to create thinking time before answering? The best way to create thinking time is to use a cushion between the question and the answer. Even five seconds can dramatically improve the quality of the response. A cushion can be a request to repeat the question, a paraphrase or a neutral comment such as, "That is an important consideration." The point is not to dodge. The point is to stop the mouth from outrunning the brain. Everyone has experienced the killer answer arriving two hours too late. Professional presenters create mental space in the moment so they can answer with logic rather than panic. This works in Japan-based briefings, client meetings and global conferences. Do now: Practise three cushions before your next presentation so they sound natural under pressure. What should presenters do when they do not know the answer? Presenters should admit when they do not know the answer, promise to find it and follow up properly. Trying to snow the audience destroys trust. If the question is highly specific and outside what the presenter would reasonably be expected to know, honesty works. Say, "I don't have the answer to that at the moment, but let's exchange business cards and I will find it for you." Then move to the next question. If the question is central to the topic, not knowing is a black mark, but honesty is still better than bluffing. Audiences will forgive imperfection more readily than deception. Do now: Be transparent, take ownership and follow through. Never fake expertise in front of an audience. How can presenters protect their personal and professional brand? Presenters protect their brand by preparing thoroughly, rehearsing seriously and treating every talk as a public test of credibility. A weak presentation does not just damage the message; it damages the speaker. Every time leaders speak, they put their personal brand and company brand on display. Jet-setting VIPs, executives and experts sometimes assume their job is just to read a deck someone else prepared. That is dangerous. If they cannot answer obvious questions, explain the logic of decisions or engage the audience, the PR exercise can go wrong very quickly. Rehearsal exposes weak points before the audience does. Do now: Prepare, rehearse and practise Q&A. Make the audience feel their time was worthwhile. Final Summary Pointless presentations are not harmless. They waste time, weaken trust and damage brands. Audiences know when a session is designed to inform them and when it is designed to run down the clock, avoid scrutiny or hide behind slides. Professional presenters do the opposite. They respect the audience, simplify the slides, explain rather than read, handle questions calmly and admit what they do not know. Most importantly, they rehearse. Every presentation is a brand moment. Prepare thoroughly and people will look forward to hearing from you again. 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" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

Die Schweiz startet mit einer grossen Enttäuschung in die WM. Gegen Katar ist die Nati über weite Strecken das bessere Team, erspielt sich die klareren Torchancen und kontrolliert das Spiel. Doch ein Eigentor von Miro Muheim in der 94. Minute sorgt für einen bitteren Tiefschlag: Statt eines Pflichtsiegs steht zum Auftakt nur ein 1:1 gegen den vermeintlich schwächsten Gruppengegner. Wie konnte die Schweiz trotz ihrer Überlegenheit kein Tor aus dem Spiel heraus erzielen? Weshalb fehlte im Abschluss die Konsequenz? Tragen Führungsspieler wie Granit Xhaka und Manuel Akanji Verantwortung dafür, dass die Mannschaft ihre Dominanz nicht in einen Sieg ummünzen konnte? Oder waren es die Einwechselspieler, denen es an Disziplin und Ordnung fehlte? In der zweiten WM-Ausgabe der Dritten Halbzeit analysieren wir den Schweizer Fehlstart, die Rolle von Trainer Murat Yakin, die Folgen für den weiteren Turnierverlauf und die Stimmung im Stadion von San Diego. Ausserdem diskutieren wir, weshalb dieses 1:1 unangenehme Erinnerungen an frühere Rückschläge weckt – und warum der Druck bereits nach dem ersten Spiel deutlich gestiegen ist. In der Dritten Halbzeit wird über den Schweizer Fussball diskutiert. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Eine pickepackevolle WM-Nacht lässt Brasilien nach dem 1:1 gegen Marokko ernüchtert zurück, während sich FC-Bayern-Wunschkandidat Ismael Saibari mit seinem feinen Tor ein teureres Preisschild verschafft haben dürfte. Außerdem Thema im frühmorgendlichen daily: Der verpatzte WM-Auftakt der Schweiz und die letzten Fragen vor dem WM-Auftakt des DFB.

Pierre and Steves Collaboration is liveBig 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 @stevebellcreates obsession this week is a show thats not out yesterday but he's obsessed with the trailer for Silo Season 3 on Apple TV and cant wait for July for the full showPierre @theswedishmaker Pierres obsession is  The Bricks and Minifigs saga that is unfolding on YouTube and the videos from Reckless  Benn all about it If you have any questions or comments please email the show at threenorthernmakers@gmail.com

Audio, spa_t_norav_2026-06-14_lesson_bs-matan-tora_n2_p1. Lesson_part :: Daily_lesson 2 :: Lessons_series. Baal HaSulam. Matán Torá – La entrega de la Torá

Michele Graglia è tornato.In questa puntata di Anime di Corsa parliamo del suo ritorno alle gare, della Backyard Ultra di Livata vissuta per 30 ore, della recente vittoria in Costa Rica e del grande progetto che lo aspetta: il Tor.Con Michele non si parla mai soltanto di chilometri, dislivello e risultati. Si parla di viaggio, identità, crisi, motivazione, ricerca del limite e di quel rapporto profondo con la corsa che va oltre la prestazione.Dalla formula spietata della Backyard — un giro ogni ora, finché resta una sola persona — alla vittoria in Costa Rica, fino alla preparazione mentale e fisica per una delle gare più dure e iconiche al mondo, questa conversazione racconta cosa significa tornare davvero a mettersi in gioco.Una puntata per chi ama l'ultrarunning, il trail running e le storie di chi continua a cercare qualcosa di più grande dentro la fatica.Correte e fate l'amore.

From author Justin C. Key comes The Hospital at the End of the World: A Novel (Harper, 2026), set in a near future where artificial intelligence runs the world, involving a young medical student who must unravel family secrets to uncover the truth of his father's mysterious death. In a time not so far from our own, society is run by a global AI system controlled by an all powerful corporation. The Shepherd Organization oversees every medical school in the country save one in New Orleans, the renegade Hippocrates which still insists on human-led medicine. It is the last choice school for an ambitious young New Yorker named Pok. But after his father—himself a physician—dies under mysterious circumstance that seems connected to “the shepherds” and their megalomaniacal young CEO, Pok finds himself on a quest for answers that leads right to Hippocrates. Once enrolled, he stumbles upon a further mystery: a strange illness is plaguing newcomers to New Orleans who grew up under shepherd rule. What is causing this fatal anomaly? And how does it relate to the mystery of Pok's father's death and his own mysterious past? Justin C. Key is a practicing psychiatrist and a speculative fiction writer. He is the author of the debut novel The Hospital at the End of the World and the story collection The World Wasn't Ready for You. His stories have appeared in the Magazine of Fantasy & Science Fiction, Strange Horizons, Escape Pod, Lightspeed, and on Tor.com. He received a BA in biology from Stanford University and completed his residency in psychiatry at UCLA. He lives in Los Angeles with his wife and three children. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

From author Justin C. Key comes The Hospital at the End of the World: A Novel (Harper, 2026), set in a near future where artificial intelligence runs the world, involving a young medical student who must unravel family secrets to uncover the truth of his father's mysterious death. In a time not so far from our own, society is run by a global AI system controlled by an all powerful corporation. The Shepherd Organization oversees every medical school in the country save one in New Orleans, the renegade Hippocrates which still insists on human-led medicine. It is the last choice school for an ambitious young New Yorker named Pok. But after his father—himself a physician—dies under mysterious circumstance that seems connected to “the shepherds” and their megalomaniacal young CEO, Pok finds himself on a quest for answers that leads right to Hippocrates. Once enrolled, he stumbles upon a further mystery: a strange illness is plaguing newcomers to New Orleans who grew up under shepherd rule. What is causing this fatal anomaly? And how does it relate to the mystery of Pok's father's death and his own mysterious past? Justin C. Key is a practicing psychiatrist and a speculative fiction writer. He is the author of the debut novel The Hospital at the End of the World and the story collection The World Wasn't Ready for You. His stories have appeared in the Magazine of Fantasy & Science Fiction, Strange Horizons, Escape Pod, Lightspeed, and on Tor.com. He received a BA in biology from Stanford University and completed his residency in psychiatry at UCLA. He lives in Los Angeles with his wife and three children. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/literature

From author Justin C. Key comes The Hospital at the End of the World: A Novel (Harper, 2026), set in a near future where artificial intelligence runs the world, involving a young medical student who must unravel family secrets to uncover the truth of his father's mysterious death. In a time not so far from our own, society is run by a global AI system controlled by an all powerful corporation. The Shepherd Organization oversees every medical school in the country save one in New Orleans, the renegade Hippocrates which still insists on human-led medicine. It is the last choice school for an ambitious young New Yorker named Pok. But after his father—himself a physician—dies under mysterious circumstance that seems connected to “the shepherds” and their megalomaniacal young CEO, Pok finds himself on a quest for answers that leads right to Hippocrates. Once enrolled, he stumbles upon a further mystery: a strange illness is plaguing newcomers to New Orleans who grew up under shepherd rule. What is causing this fatal anomaly? And how does it relate to the mystery of Pok's father's death and his own mysterious past? Justin C. Key is a practicing psychiatrist and a speculative fiction writer. He is the author of the debut novel The Hospital at the End of the World and the story collection The World Wasn't Ready for You. His stories have appeared in the Magazine of Fantasy & Science Fiction, Strange Horizons, Escape Pod, Lightspeed, and on Tor.com. He received a BA in biology from Stanford University and completed his residency in psychiatry at UCLA. He lives in Los Angeles with his wife and three children. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/fantasy

ON ADVENTURE PODCAST |  EPISODE 73 Episode 73: Running is Life with Aaron Saft As a species, we only do things if there is truly a reward on the other side. So when the reward is pain, struggle, suffering, and danger, what exactly keeps driving us back out the door? Aaron Saft has spent his life chasing that answer. A five-time ACC champion at NC State whose teams finished third at the NCAA Cross Country Championships, he traded the track for the trail, ran his first 100-miler in 2016, and has since become one of the most experienced ultrarunners in the Southeast. Today he coaches roughly 75 athletes full-time through his Running Is Life platform and podcast, a business he deliberately renamed from "MR Running Pains" because he believes running, done right, should bring as much joy as it does suffering. His résumé reads like a bucket list for the sport: the Grand Slam of Ultrarunning, the Bigfoot 200, Hardrock, Leadville, UTMB, and the Tor des Géants in the Italian Alps, where a fall, a head injury, and a watchful medic ended his race. He has finished a 100-miler while spiking a 100-degree fever, outrun a mother grizzly and her cubs in Canada, and learned the hard way when to push and when to stop. But ask Aaron why he does it and he won't point to a trophy. He'll point to the upside-down photo of his family pinned to his quad, the one he looks down at in the darkest miles to remember who he is suffering for. In this conversation, Josh and Aaron trace the many forms the "why" can take. They dig into presence, learning to run a hundred miles one mile at a time, and the moment an empty drop bag at Leadville taught Aaron everything he needed to know about the generosity of the trail community. They talk about the one question you never ask an ultrarunner, the evolution from chasing a place to simply chasing the finish line, why legacy is something children catch rather than something we teach, and how an abundance mindset shaped the coaching practice he built from the ground up. It is a conversation for every everyday explorer about doing the hard things that make life fuller, right now, not someday. Episode Highlights •     06:00  The Terry Foxworth connection and the heart of On Adventure: the reward beneath the suffering •     15:00  Running Is Life: why words matter and reframing the sport away from pain •     19:00  From reluctant soccer goalie to cross country, and the high school coach who changed his life •     24:00  The NC State years: five ACC titles, redshirting, and racing the steeplechase •     28:00  Virginia, mentor Ben Thomas, the run shop, and the move into trail running •     33:00  First 50K to first 100: the long adventure runs that planted the seed •     37:00  What 100 and 200 miles teach you that a marathon never will: presence, mile by mile •     38:00  Finishing the Grand Slam and the Wasatch 100 with a 100-degree fever •     44:00  When to keep going and when to stop: the Tor des Géants head injury and a fevered DNF on Mount Mitchell •     52:00  Intrinsic motivation, the family photo on the quad, and the "debt" a race director taught him about •     55:00  The empty drop bag at Leadville and the generosity of the trail community •     59:00  "What do you need?" The only question you ask an ultrarunner •     01:01:00  Adventure versus performance, "level 49," and racing for the finish line instead of the place •     01:08:00  Legacy as something caught, not taught, and raising two runners of his own •     01:13:00  From brick-and-mortar to online coaching: 75 athletes, an abundance mindset, and a teaching heart •     01:25:00  Rapid fire: the grizzly bear, the Altra Lone Peak 9+, best and worst races, and five 100-milers in one summer Resources and Mentions from This Episode Here are the people, places, and resources Aaron mentioned in this episode: •     Running Is Life, Aaron's coaching practice and podcast •     Training for the Uphill Athlete, the team's recent book study and a foundational training manual •     Races referenced: Grindstone 100, Mountain Masochist 50, Hellgate 100K, Western States, Leadville 100, Wasatch 100, Hardrock 100, UTMB, the Bigfoot 200, the Tor des Géants, the Cocodona 250, and the Ouray 100 •     Gear note: the Altra Lone Peak 9+ with the Vibram outsole Free for Listeners: The Money Trail Guide Josh's free resource for everyday explorers is packed with practical insights on planning for any adventure, big or small, minimizing trail waste along the way (yes, that means taxes), and living with confidence toward whatever is most meaningful to you. It also includes key takeaways from recent On Adventure guests to help inspire your next steps. Grab your copy at ridgelinewealthadvisors.com. Connect with the On Adventure Podcast Hosted by Josh Self, financial advisor and everyday explorer. •     Subscribe on YouTube, Spotify, Apple Podcasts, and all major streaming platforms •     Follow on Instagram for short-form clips and behind-the-scenes content •     Connect on Facebook: On Adventure Podcast with Josh Self •     Connect on LinkedIn: Josh Self •     If this episode resonated with you, leave a review and share it with someone who needs to hear it

"Your biggest asset as an entrepreneur is actually yourself—your own personal strengths" "You cannot get a cultural translator" "You have to develop a different mentality for any retail business" "It boils down to developing a strong corporate culture" "One size does not fit all" Ernie Higa is a Japanese American entrepreneur, business leader, and long-term Japan executive who built a career by bridging Japan and the United States. Born in Hawaii, educated in Geneva and Japan, and later trained at the Wharton School and Columbia Business School, he returned to Japan in the late 1970s to join his family's businesses before becoming an entrepreneur at the age of twenty-six. Starting at a time when entrepreneurship in Japan was far from mainstream, he built businesses across lumber, medical devices, and food service, including the development of Domino's Pizza Japan and later Wendy's Japan. His career arc reflects adaptability, cultural intelligence, and the ability to localise global business models for the Japanese market. Across multiple industries, Higa learned to lead older Japanese employees, attract talent outside traditional corporate pathways, build strong corporate culture, and balance global thinking with local execution in Japan. Ernie Higa's leadership story is a practical case study in what it takes to build, adapt, and lead businesses in Japan when the usual paths are unavailable. As a Japanese American who looked Japanese but initially lacked Japanese fluency and deep cultural familiarity, he entered Japan with both an advantage and a disadvantage. He did not fit neatly into the Japanese corporate hierarchy, yet that ambiguity also allowed him to break certain unwritten rules. In 1979, at the age of twenty-six, entrepreneurship was not a recognised or respected career track in Japan. Banks were sceptical, age mattered, company pedigree mattered, and credibility was usually attached to large organisations. Higa had none of those traditional signals, so he had to build credibility through performance, adaptability, and cultural understanding. His first major opportunity came in lumber. During the U.S.-Japan trade tensions of the 1970s and 1980s, he saw a way to add value by having Japanese lumber specifications cut in North American sawmills rather than simply importing logs for Japanese mills. This required him to bridge American production capabilities with Japanese precision requirements. The work demanded more than translation. It required understanding Japanese expectations around quality, reliability, tolerance, process, and trust. Higa's insight was that language could be translated, but culture could not be outsourced so easily. This became one of his central leadership lessons: leaders in Japan must understand the hidden rules, not only the spoken words. As his businesses grew, Higa had to attract talent despite not being a famous Japanese corporation. He found opportunity in retired executives and staff from major trading houses and large companies. These people brought experience, networks, and discipline, while his own strengths were U.S.-Japan bridging, entrepreneurial thinking, and the ability to access decision-makers in ways a young Japanese executive might not have been able to do. Because he was not fully inside the Japanese system, he could sometimes bypass the conventional constraints of nemawashi, age hierarchy, and formal ringi-sho decision pathways, while still respecting the rules that could not be broken. His leadership style evolved as his businesses diversified. In lumber and medical devices, leadership was closer to a conventional pyramid, where major decisions by the leader or top management shaped outcomes. But Domino's Pizza Japan taught him a different model: the upside-down pyramid. In retail, the store manager, not the president, creates the customer experience and drives revenue. The head office exists to support the frontline. This shift required humility, delegation, and trust. It also demanded a strong corporate culture that could scale across thousands of employees, including part-time staff. Higa built that culture around ideas such as "can do" and "unique and exciting." These were not slogans for decoration; they were tools for shaping behaviour. In a market where uncertainty avoidance can discourage experimentation, Higa pushed for positivity, growth, and practical innovation. His use of training centres, staff events, incentive schemes, and even the acquisition of Domino's Hawaii reflected a leader trying to make the company attractive, aspirational, and different from traditional Japanese employers. His approach to innovation was equally pragmatic. Japan's consumers demand quality, service, and variety, especially in food retail. Higa recognised that product development required customer input, staff ideas, leadership intuition, and the willingness to accept failure. But he also knew that entrepreneurs cannot afford massive failures. His early adoption of e-commerce for Domino's Japan was a form of decision intelligence: using technology to reduce lead times, test campaigns faster, and avoid being trapped by three-month flyer cycles that could not be changed once printed. In today's language, that mindset resembles the use of digital twins, rapid prototyping, and feedback loops to simulate, test, and adjust before risk becomes too expensive. His ultimate message for global leaders in Japan is clear: think global, act local, but do not go too native. Japan requires respect, localisation, patience, and cultural sensitivity, but foreign leaders must also preserve the strengths they bring. Leadership in Japan is not about copying Japanese companies or imposing foreign templates. It is about knowing which rules to respect, which rules to challenge, and how to build trust through consistency, positivity, and determination. Q&A Summary What makes leadership in Japan unique? Leadership in Japan is unique because credibility is often shaped by context before performance is even tested. Age, company name, educational background, capitalisation, scale, and social legitimacy all influence how a leader is received. Higa entered the market as a young Japanese American entrepreneur at a time when the idea of entrepreneurship did not resonate strongly with banks or mainstream business society. He had to lead in an environment where he lacked conventional status, yet he also discovered that being outside the system gave him some freedom. Because he was not a typical Japanese manager, he could sometimes approach senior decision-makers directly and avoid being pigeonholed by the normal hierarchy. The uniqueness of Japan lies in this balance: formal structures matter, but outsiders who understand the culture may sometimes move differently within it. Why do global executives struggle? Global executives often struggle because they assume that success in a large home market can be transferred directly to Japan. Higa describes two types of expatriates: those who come to show Japanese staff how things are done elsewhere, and those who recognise that Japan is different and try to work with those differences. The second group is more likely to succeed. Japan requires localisation not only in products and services but also in management. Decision-making, trust-building, customer expectations, employee motivation, and communication all work differently. A "one size fits all" approach fails because Japan's market has its own logic. Global executives must respect Japanese practices such as nemawashi, consensus-building, and ringi-sho processes, while also avoiding the mistake of becoming so localised that they lose the global strengths they were sent to provide. Is Japan truly risk-averse? Japan is often described as risk-averse, but Higa's experience suggests the deeper issue is uncertainty avoidance. People may hesitate when they cannot see the process, the precedent, or the likely outcome. In traditional Japanese organisations, fear of failure and reluctance to take on extra responsibility can slow initiative. Higa addressed this through a "can do" culture, reinforced by his own behaviour. He did not treat positivity as a motivational slogan alone; he used it as an operating principle. When the company hit obstacles, the question became how to respond constructively rather than retreat. In this sense, leadership is not about pretending risks do not exist. It is about reducing uncertainty, creating confidence, and showing people how to move forward despite imperfect information. What leadership style actually works? Higa argues that there is no single correct leadership style. The right style depends on the leader's personality, the business model, and the people being led. In his lumber and medical device businesses, important decisions were made by him and his senior team, creating a more traditional pyramid structure. In Domino's Pizza, however, the business required an upside-down pyramid because store managers created the value. The role of headquarters was to support the people closest to the customer. Higa's own preference was to lead by example, earn respect, and involve people in management decisions rather than rely on command-and-control authority. His broader point is that authenticity matters. A leader must understand their strengths and weaknesses and build a leadership approach that fits reality, not theory. How can technology help? Technology helps when it reduces the cost of failure and shortens the distance between idea and feedback. Higa's experience with Domino's flyers showed the problem clearly. The company spent heavily on printed campaigns, distributed them to stores and households, and sometimes discovered after two or three weeks that the campaign was ineffective. By then, the materials were already printed and the campaign cycle was locked in. His move into internet ordering and e-commerce was driven by a desire to make campaigns more flexible. If something did not work online, it could be changed quickly. This was an early form of digital decision intelligence. Today, leaders might use analytics, digital twins, scenario modelling, and customer feedback loops for the same reason: to test, learn, and adapt before small mistakes become large failures. Does language proficiency matter? Japanese language ability helps, but Higa stresses that cultural understanding matters even more. A leader can hire a language translator, but not a cultural translator. The deeper challenge is knowing what is being implied, what is not being said, which rules matter, which rules can be bent, and how trust is built. Language opens doors, but culture explains what is happening inside the room. For foreign leaders in Japan, even partial Japanese ability can signal respect and seriousness. However, the larger requirement is sensitivity to difference. Leaders must avoid judging Japanese practices simply because they differ from American, European, or other global norms. Respecting difference is the first step toward effective leadership. What's the ultimate leadership lesson? The ultimate lesson is determination combined with positivity. Higa has met many successful leaders with different personalities: some charismatic, some quiet, some brilliant, some surrounded by brilliant people. He does not believe leadership can be reduced to one formula. The common factor he sees is the ability to stay focused, remain determined, and not give up. Business always brings events beyond a leader's control: exchange rates, geopolitical shocks, climate change, pandemics, and market disruption. Leaders cannot control everything, but they can control how they respond. Reacting negatively does not help. The leadership challenge is to face negative situations with a constructive mindset and ask what can still be done. 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.   My Point Of View Ernie is someone I often see around town and he is a very hard worker.  I would say he is probably the canniest entrepreneur I have met in Japan. A very impressive businessman and a great role model for the rest of us. He has excellent people and communication skills.

2026-06-12 Sebastian Aho erzielt sein erstes Tor im Finale, Jordan Staal trifft weiter konstant, und Andrei Svechnikov ist doppelt erfolgreich. Carolina siegt 4:2 in Spiel fünf und sichert sich damit zwei Chancen auf den Gewinn des Stanley Cups 2026. ———————————— Werde dauerhaft Supporter Einmalige Unterstützung per paypal Instagram sportpassion.de Host @larsmah.bsky.social  @Lars_Mah Subscribe: Apple Podcasts | CastBox | Deezer | RSS | Spotify | Youtube […] Dieser Podcast wird vermarktet von der Podcastbude.www.podcastbu.de - Full-Service-Podcast-Agentur - Konzeption, Produktion, Vermarktung, Distribution und Hosting.Du möchtest deinen Podcast auch kostenlos hosten und damit Geld verdienen?Dann schaue auf www.kostenlos-hosten.de und informiere dich.Dort erhältst du alle Informationen zu unseren kostenlosen Podcast-Hosting-Angeboten. kostenlos-hosten.de ist ein Produkt der Podcastbude.

2026-06-12 Sebastian Aho erzielt sein erstes Tor im Finale, Jordan Staal trifft weiter konstant, und Andrei Svechnikov ist doppelt erfolgreich. Carolina siegt 4:2 in Spiel fünf und sichert sich damit zwei Chancen auf den Gewinn des Stanley Cups 2026. ———————————— Werde dauerhaft Supporter Einmalige Unterstützung per paypal Instagram sportpassion.de Host @larsmah.bsky.social  @Lars_Mah Subscribe: Apple Podcasts | CastBox | Deezer | RSS | Spotify | Youtube […]

Bloco 1- Rodada de ataques envolvendo Israel, Irã, Hezbollah e Houthis poucos dias depois do esporro público de Trump em - Bebê de 7 meses é morto por soldado Israelense. Limpeza étnica e pogroms continuam na Cisjordânia. - ⁠Israel acusado de suposta espionagem de J.D.Vance e outros oficiais americanos.Bloco 2- Roman Gofman, novo chefe do Mossad, afasta vice-chefe da instituição.- ⁠Governo quer dar a Michael Rabelo, corregedor do governo, poder para nomear Comissão de Inquérito.- Começa a aprovação da Lei Básica de Estudo da Torá.Bloco 3- Personagem da semana- Palavra da semana- Correio dos ouvintesPara quem puder colaborar com o desenvolvimento do nosso projeto para podermos continuar trazendo informação de qualidade, esse é o link para a nossa campanha de financiamento coletivo. No Brasil - ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠apoia.se/doladoesquerdodomuro⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠No exterior - ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠patreon.com/doladoesquerdodomuro⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Nossa página: ladoesquerdo.comNós nas redes:bluesky - @doladoesquerdo.bsky.social e @joaokm.bsky.socialtwitter - ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@doladoesquerdo⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ e ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@joaokm⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠instagram - ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@doladoesquerdodomuro⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠youtube - ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠youtube.com/@doladoesquerdodomuro⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Tiktok - @esquerdomuroPlaylist do Spotify - Do Lado Esquerdo do Muro MusicalSite com tradução de letras de músicas - https://shirimemportugues.blogspot.com/Episódio #357 do podcast "Do Lado Esquerdo do Muro", com Marcos Gorinstein e João Miragaya.

Most leaders think they are good communicators, but that confidence is often built on a dangerous assumption. They believe communication means telling people what they think, what they want, and what should happen next. Real leadership communication is more demanding. It requires self-awareness, context, listening, empathy, emotional control, cultural intelligence, and the ability to create shared understanding. In Japan, Australia, the United States, Europe, and across Asia-Pacific, leaders now operate in workplaces overloaded with messages, meetings, dashboards, chat platforms, and cross-cultural misunderstanding. The leader's communication quality shapes trust, motivation, execution, and culture. What makes leadership communication more than just talking? Leadership communication is not one-way instruction; it is the disciplined creation of shared meaning. Leaders must understand their own assumptions and the listener's viewpoint before expecting action. Many bosses reduce complex ideas into headlines because they are busy. They skip background, context, and the "why," then wonder why people misunderstand or resist. Good communication begins with self-awareness. What assumptions am I making? What does the listener already believe? What vocabulary, cultural expectation, or past experience will shape how they hear me? In bilingual Japan workplaces, the gap can be even wider when English directness meets Japanese indirectness. Do now: Before giving an instruction, ask yourself, "What context does this person need in order to understand the real meaning?" Why should leaders listen before giving advice? Leaders should listen first because advice given too early often solves the wrong problem. The most important information may be hidden in what is not being said. Busy leaders often hear a fragment of an issue and leap into solution mode. That feels efficient, but it can silence the team and waste insight. Real listening means hearing words, tone, hesitation, emotion, and context. It also means resisting the temptation to show off experience or intelligence. Employees are more motivated when they feel the boss has genuinely heard them. In modern organisations, the leader no longer has a monopoly on ideas, expertise, or local knowledge. Do now: Listen for the unsaid message before offering advice. Ask, "What else should I understand before I respond?" How can leaders build an open communication culture? Leaders build an open communication culture by making it safe for many ideas to emerge, not just the boss's preferred opinion. Strong leaders welcome challenge; weak leaders demand agreement. A creative workplace needs more than slogans about innovation. It needs leaders who can throw hierarchy, status, and power out the window when ideas are being discussed. This matters in startups, multinationals, SMEs, professional services firms, and traditional Japanese companies where rank can easily silence junior talent. Open communication allows "a hundred flowers" of ideas to bloom, but it requires confidence from the boss. Leaders who are insecure often close discussion too early. Do now: In your next meeting, speak last on one important topic and invite the quietest person to contribute first. Why is empathetic listening the highest communication skill? Empathetic listening is the highest communication skill because it hears the person behind the words. It uses ears, eyes, and emotional awareness to understand what really matters. Empathetic listening means sensing the "how" of what is being said, not just capturing the literal message. Is the person anxious, hesitant, frustrated, embarrassed, or quietly enthusiastic? Are they withholding something because of hierarchy, face-saving, language limitations, or fear of being judged? This is especially important in Japan, where communication may be indirect and context-heavy. Leaders who listen empathetically can respond to the real issue rather than the surface-level statement. Do now: Watch tone, pace, facial expression, silence, and energy. Then check gently: "Is there something else behind this that we should discuss?" How does trust affect leadership communication? Trust determines whether the team receives the leader's message honestly or suspiciously. Communication is filtered through the leader's consistency, integrity, follow-through, and transparency. A leader cannot suddenly demand trust during a crisis. Trust is built layer by layer, through repeated behaviour. When the boss says one thing and does another, the team learns to discount the message. When the leader explains decisions clearly, follows through on commitments, and communicates bad news honestly, people listen differently. In any organisation, the grapevine becomes powerful when formal communication is weak, slow, or unbelievable. Rumours fill the vacuum leaders leave behind. Do now: Communicate early and consistently. If you do not provide the truth, the grapevine will provide a substitute. Why do leaders need to control emotional communication? Leaders must control anger, rage, disappointment, and irritability because these emotions communicate faster than words. Once released, the damage is difficult to reverse. A boss may believe they are simply "being direct," but the team may experience the moment as intimidation, humiliation, or instability. Emotional sparks are often selfish because they focus on the leader's inner turmoil rather than the listener's needs. In high-pressure environments, leaders need discipline before speaking. The rule is simple but difficult: speak to others as they want to be spoken to. This does not mean avoiding hard conversations. It means choosing clarity over emotional discharge. Do now: When emotionally triggered, pause before speaking. Ask, "Will this help the person understand, or will it simply release my frustration?" How does organisational culture shape communication? Leaders communicate inside the culture they create, and that culture determines how messages are interpreted. A trust-based culture receives communication differently from a fear-based culture. Every message has context. A short instruction from a trusted leader may feel clear and efficient. The same instruction from a volatile or political leader may feel threatening or manipulative. Communication is not just words; it is energy, action, sincerity, and intention. People watch what leaders do every day and compare it with what they say. This is why culture and communication cannot be separated. The leader's behaviour becomes the organisation's communication standard. Do now: Audit the gap between what you say and what your team sees you do. That gap is your real communication problem. Why is "my way or the highway" outdated leadership? The "my way only" leadership style is outdated because modern teams need understanding, inclusion, and shared ownership. The leader still decides, but better decisions come from first understanding the people affected. Command-and-control communication may feel decisive, but it often produces compliance without commitment. Employees today expect to understand the purpose behind decisions. They also bring expertise, customer knowledge, technical detail, and cultural insight the boss may not have. In Japan, where harmony and hierarchy can suppress open disagreement, leaders must work even harder to draw out real views. Seeking to understand subordinates first does not weaken authority. It improves judgement. Do now: Before finalising a decision, ask, "What am I missing from the people closest to the work?" Final summary Good leadership communication is not natural talent or polished talking. It is a set of disciplined habits: self-awareness, listening first, matching the listener's wavelength, creating open culture, listening empathetically, controlling emotion, building trust, communicating continuously, and rejecting "my way only" thinking. The uncomfortable truth is that poor communication usually starts with the leader. If people do not understand the why, context, priority, or expected action, leaders should not simply blame the listener. They should improve the message, the timing, the feedback loop, and their own listening. FAQs Are most leaders as good at communication as they think? No, many leaders overestimate their communication skill because they focus on speaking rather than understanding. Good communication requires the listener to receive, interpret, and act on the message correctly. Why is context important in leadership communication? Context explains the "why" behind the message. Without context, employees may hear the instruction but misunderstand the priority, purpose, or expected result. What is the role of empathy in communication? Empathy helps leaders understand what people feel, fear, avoid, and value. It allows the boss to tune into the human reality behind the work issue. Why is the grapevine so powerful? The grapevine becomes powerful when leaders leave an information vacuum. If formal communication is slow, vague, or untrusted, rumours and speculation take over. How can leaders improve immediately? Leaders can improve immediately by listening longer, speaking with more context, checking understanding, and controlling emotional reactions. These habits build trust faster than polished speeches. Quick actions for leaders Explain the "why," not just the task. Listen before giving advice. Invite ideas from different levels of the organisation. Match vocabulary and communication style to the listener. Watch for what is not being said. Communicate continuously to prevent rumour gaps. Control anger before speaking. Replace "my way" with "help me understand your view first." 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 globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers: Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery, along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

2026 end of season recaps featuring a mega mix of BKN, WAS, CHI, NO, SAC, UTA, IND, MEM, MIL, DAL, GSW, CHA, MIA , TOR , LAC, and PHX

Some tough love on losing sight of the joy of storytelling and the great privilege of being able to make a living doing this wonderful, creative effort and instead getting lost in a swamp of comparisonitis and striving for status. Especially on why bigger advances aren't necessarily better.Indie Booksellers! You can buy my indie books direct from me at discount!! Submit a Request for an order hereNew Releases ~Blades, Books, and the BanditLove, Lies, and Ley LinesMAGIC REBORNNever The RosesPreorder ~Among The ThornsThe posture correcting sports bra I love almost more than life itself can be found hereThank you for listening! You all take care. Support the show

Being ghosted in sales feels modern, but the problem is ancient. You meet someone at a networking event, have a positive conversation, follow up politely and then hear nothing but crickets. The danger is not only losing the opportunity. The greater risk is either giving up too early or following up so badly that you create brand damage. Professional salespeople need a follow-up rhythm that is persistent, respectful and defensible.  Why do buyers ghost salespeople after a good conversation? Buyers often ghost salespeople because they are overwhelmed, distracted or drowning in messages, not necessarily because they lied about being interested. The professional response is to assume the buyer is busy before assuming bad intent. Executives, managers and business owners receive a tsunami of emails, LinkedIn messages, calendar alerts, Teams notifications, Slack pings and social media updates every day. In Japan, the United States, Europe and across Asia-Pacific, post-pandemic hybrid work has increased digital noise and lowered tolerance for poor follow-up. Younger professionals are also often more text-based because written messages reduce confrontation and create an easy escape route: no reply. The problem is that no sales come from silence. Do now: Treat ghosting as a signal to follow up better, not as permission to disappear. Should salespeople keep following up after no response? Salespeople should keep following up if they genuinely believe they can help the buyer, but the tone must be respectful and benefit-led. Persistence is professional only when it serves the buyer. A second follow-up should acknowledge the buyer's busy schedule and apologise for adding to their inbox. Then it should restate the business benefit clearly. This protects the salesperson from sounding like a pest because the reason for the contact is not desperation, commission or pressure. The reason is value. For B2B sales teams, SMEs and multinational account managers, the question is simple: can this solution help the client improve revenue, productivity, leadership, customer retention or competitive performance? If yes, follow-up is part of service. Do now: In the second email, write briefly, apologise for the inbox intrusion and restate the buyer-centred benefit. How many follow-up emails are reasonable before moving on? Four thoughtful follow-ups are reasonable before concluding that silence probably means no. After that, the salesperson should move on and invest energy in a better buyer. The first message follows the original conversation. The second message politely restates the value. The third can use a slightly different version of the same buyer-focused message. The fourth should be short, unobtrusive and easy to answer. Dean Jackson's famous nine-word email formula is useful here: "Are you still interested in doing something with…?" The blank can reference the solution, business issue or opportunity discussed. This works because it is brief, non-threatening and forces a simple decision. Do now: Build a four-touch follow-up sequence before the meeting, not while emotionally reacting to silence. What should salespeople write in a follow-up email? Salespeople should write follow-up emails that are short, personal and anchored in the buyer's benefit. The goal is not to shame the buyer into replying, but to make responding easy. Forwarding the previous email can be useful, but it can also feel like a subtle accusation: "I wrote to you, and you ignored me." A stronger message starts with humanity. One useful habit is to begin with "Thanks…" because it reminds the salesperson to acknowledge the person before the business point. Another practical technique is to use the buyer's personal name as the subject line. "Tanaka san" or "Taro san" feels more human and lighter than a heavy corporate subject such as "Dale Carnegie Training Tokyo Proposal Follow-Up." Do now: Use the buyer's name, open with thanks and make the message easy to read in under 30 seconds. How can salespeople avoid damaging the brand with follow-up? Salespeople avoid brand damage by making every follow-up defensible, polite and connected to helping the buyer succeed. The buyer should feel pursued professionally, not pestered selfishly. People dislike spam because it is irrelevant, impersonal and endless. Sales follow-up becomes dangerous when it feels the same. The salesperson's defence is a clear service mindset: "My commitment is to help your business succeed, and I wanted to make sure you had the option to consider whether this makes sense." That framing works across Japanese business culture, Western B2B sales and relationship-based markets because it respects choice while demonstrating responsibility. The buyer can still say no, but the seller has not abandoned them prematurely. Do now: Prepare your explanation for follow-up before anyone challenges you on it. What should salespeople say when criticised for too much follow-up? Salespeople should calmly explain that consistent follow-up is part of serving customers properly. The answer must be prepared in advance because improvising under criticism often sounds defensive. A strong response might be: "I am sure you teach your own sales team the importance of serving customers, and that means doing the follow-up consistently and properly. That is why you are hearing from me. We are here to help your business beat your rivals and do better." This is a powerful reframe. Many executives privately wish their own salespeople were more persistent, organised and dedicated. The key is confidence without arrogance. The seller is not apologising for professionalism; they are explaining it. Do now: Write and rehearse your follow-up pushback response so it sounds natural, calm and buyer-centred. Conclusion: When does ghosting mean no? Ghosting does not automatically mean no after the first unanswered email. It may mean the buyer is busy, distracted, overwhelmed or buried under digital noise. The professional salesperson keeps going with tact, humility and a clear business reason. After four follow-ups, however, silence is probably the answer. At that point, move on and find a new buyer. The rule is simple: always allow the buyer to say "no" for themselves. Do not second-guess them by failing to follow up. Equally, do not damage your brand by chasing forever. FAQs Is being ghosted in sales always a rejection? No, being ghosted often means the buyer is overloaded, distracted or has lost track of the message. Salespeople should assume busyness first and rejection later. What is the best subject line for a follow-up email? A personal name is often the strongest subject line because it feels human and easy to open. For Japanese buyers, using polite forms such as "Tanaka san" can be appropriate depending on the relationship. How many times should I follow up with a buyer? Four respectful follow-ups are a practical limit before treating silence as a no. After that, the salesperson should move on to better-qualified opportunities. What should I say if a buyer complains about my follow-up? Explain that your follow-up is based on helping their business and giving them the option to decide. Keep the tone calm, respectful and focused on value. 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" and recipient of the Griffith University Business School Outstanding Alumnus Award. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews, which are followed by executives seeking success strategies in Japan.

ACOFAE Podcast Presents: A Forbidden Fate: "Loopholes! Scuba gear? Garden gloves?!" How do you get around a curse that can't be broken, has horrible consequences for the entire world, and is like, super inconvenient day to day? You look for loopholes if you are ACOFAE Laura and Jessica, or you travel though the woods with a band of merry people and old crush to your current fiancé's kingdom. The woods being full of horrifying creatures and the fiancé may or may not know what's going on. Don't forget the curse! That's where Laura Marie and Jessica Marie find themselves in Kaven Hirning's A Forbidden Fate. What happens when you can't touch the person you love or the world will end? You look for loopholes. Or creative ways to expel tension together, without touching. "Not all men, but always a man." TW / CW: none to our awareness For additional TW/CW information for your future reads, head to this site for more: https://triggerwarningdatabase.com/ Spoilers: A Forbidden Fate Mentions: *Thank you for listening to us! Please subscribe and leave a 5-star review and follow us on Instagram at @ACOFAEpodcast and on our TikToks! TikTok: ACOFAELaura : Laura Marie ( https://www.tiktok.com/@acofaelaura) ACOFAEJessica : Jessica Marie (https://www.tiktok.com/@acofaejessica) Instagram: @ACOFAEpodcast https://www.instagram.com/acofaepodcast/ @ACOFAELaura https://www.instagram.com/acofaelaura/

Send us Fan MailThis episode is Part Two of a special series in partnership with Franciscan University of Steubenville. In Part One, I sat down with Dr. Stephen Hildebrand to discuss why authentic Catholic education matters. Today, we turn our attention to another essential aspect of the Christian life: encounter.Joining me is Brian Kissinger, Executive Director of Steubenville Conferences, for a conversation about those moments when Jesus Christ breaks into our lives and changes everything.For more than fifty years, the Steubenville Conferences have been helping young people and adults encounter the Lord through the sacraments, prayer, authentic community, and powerful preaching. We discuss the origins of the conferences, the vision of Fr. Michael Scanlon, TOR, and the lasting impact these conferences have had on countless lives.Brian also shares his own story of encountering Christ as a teenager at a Steubenville Youth Conference, and we explore why personal encounter with Jesus remains at the heart of the Christian life. Together, we reflect on the importance of expectant faith, authentic community, and creating space for God to work in our lives.Whether you are a parent, a young adult, or simply someone longing for a deeper relationship with Christ, this conversation is an invitation to remember that Jesus knows you personally, loves you deeply, and desires to encounter you right where you are.Steubenville Conferences:Steubenville ConferencesPower & Purpose Conference:Power & Purpose ConferenceFranciscan University of Steubenville:Franciscan University of SteubenvilleUse code GOTTABESAINTS25 for $25 off your registration to the Power & Purpose Conference.About Brian Kissinger:Brian Kissinger serves as the Executive Director of Steubenville Conferences. A longtime youth minister, speaker, and conference leader, Brian first encountered Christ in a profound way at a Steubenville Youth Conference as a teenager. Today, he helps lead one of the most impactful Catholic conference movements in the world, serving hundreds of thousands of young people, adults, clergy, and religious.Stay Connected:Instagram:Gotta Be Saints InstagramFacebook:Gotta Be Saints FacebookPodcast Website:Gotta Be SaintsSponsor:This episode is sponsored by Truthly.Truthly Support the show

Hayom Yom 22 Sivan Moshe e o povo de Israel ao receberem a Torá

Looking for the absolute best fantasy baseball waiver wire advice, the latest fantasy baseball trade targets, and updated fantasy baseball rankings? We break down why Jarren Duran is highlighting our latest rankings risers, analyze the underlying metrics making Jackson Chourio an elite buy-low trade target, and pinpoint exactly who you need to target before your league mates catch on. Week 11 Market Analytics & Player Teardowns The fantasy baseball landscape is shifting rapidly as we head into Week 11, requiring managers to separate real skill growth from temporary statistical anomalies. A prime example is Boston Red Sox outfielder Jarren Duran, who highlights our latest rankings risers due to underlying pace metrics that suggest a potential 30-30 campaign. Despite an elevated 29% strikeout rate, Duran has locked down the everyday leadoff spot, making his volume-heavy profile incredibly valuable. When evaluating risers like Duran or Bryan Reynolds, analyzing baseline shifts rather than riding unsustainable BABIP waves is essential to sustaining success. The trade market presents distinct buy-low windows that demand immediate action. Milwaukee Brewers outfielder Jackson Chourio remains an elite buy-low target; his underlying barrel rates and hard-hit metrics have been teasing a massive breakout, and his recent multi-homer explosion during the series sweep shows that the acquisition window is closing incredibly fast. Similarly, Oakland's Tyler Soderstrom is showing immense growth, dropping his strikeout rate from a concerning 30% down to a highly manageable 18%. Combined with a rising launch angle at a highly favorable Sutter Health Park hitting environment, his bat is primed for a massive second-half surge. On the flip side, identifying optimal sell-high timelines is just as crucial for long-term roster construction. Christian Yelich continues to provide solid surface counting stats, but his underlying metrics paint an incredibly alarming picture. Yelich's launch angle sits at a low two degrees, paired with a meager 6% barrel rate and a career-worst average exit velocity of 88 mph. With his strikeout rate jumping nearly 30% alongside chronic back discomfort, savvy managers should trade the veteran asset now to maximize return value before rest-of-season regression fully hits. Conversely, pitching depth remains highly volatile, as highlighted by the dramatic roster shifts across standard leagues. For those looking to fill open roster spots, looking toward efficient arms like Detroit's Troy Melton or checking the underlying predictive metrics of high-upside young arms like Chase Burns provides a strategic roadmap for stabilizing team ERAs and WHIPs without burning waiver priority on low-floor assets. Timestamps 0:00 - Week 11 Waivers, Rankings & Trade Targets 2:15 - Shane Baz (SP, BAL) 7:35 - Zack Littell (SP, WAS) 12:25 - Sam Antonacci (2B/3B/OF, CWS) 16:55 - Jung Hoo Lee (OF, SF) 19:11 - Troy Melton (SP, DET) 21:35 - Brayan Bello (SP, BOS) 28:33 - Gregory Soto (RP, PIT) 32:35 - Daylen Lile (OF, WAS) 36:18 - FanDuel Win Totals: Cristopher Sanchez Cy Young Odds 42:05 - Jarren Duran (OF, BOS) 45:10 - Bryan Reynolds (OF, PIT) 46:10 - Carson Benge (OF, NYM) 49:06 - Chase Burns (SP, CIN) 49:15 - Kyle Harrison (SP, MIL) 50:39 - Louie Varland (SP/RP, TOR) 54:45 - Kyle Tucker (OF, LAD) 56:04 - Brice Turang (2B, MIL) 59:50 - Austin Riley (3B, ATL) 1:02:55 - Spencer Strider (SP, ATL) 1:03:56 - Landen Roupp (RP, SF) 1:05:17 - Framber Valdez (SP, DET) 1:08:30 - Jackson Chourio (OF, MIL) 1:10:45 - Tyler Soderstrom (C/1B, OAK) 1:12:15 - Dillon Dingler (C, DET) 1:14:30 - Christian Yelich (OF, MIL) 1:16:03 - Emerson Hancock (SP, SEA) 1:18:00 - Michael McGreevy (SP, STL) Dominate your leagues and unlock our premium Discord, advanced tools, and daily projections by checking out the Fantasy Six Pack All-Access Plans. Use the promo code F6PPODS to save 15% on your membership! This episode is proudly presented by @FanDuel. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

A bi-weekly news show informing you on the latest in Bitcoin, privacy and open source tech hosted by Ungovernables, Max and Q. AOBFTF with ZachQ eurotripNew Foundation websiteNEWSU.S. Treasury seizes nearly 1B in Iran-linked crypto, Tether freezes 344M USDT on Tron https://bitcoinmagazine.com/news/u-s-treasury-the-united-states-iranThe Mined in America Act would put the Bitcoin network at riskhttps://www.therage.co/mined-in-america-act-bitcoin-at-risk/CVE in Core Lightning: Optech #407 disclosurehttps://bitcoinops.org/en/newsletters/2026/05/29/Introducing Cube: Burak unveils a trustless Bitcoin smart contract L2https://medium.com/cube-bitcoin/introducing-cube-8b3702e470a5Published: May 2026Anonymous plaintiff sues for title to $293 billion in dormant Bitcoinhttps://bitcoinmagazine.com/news/anonymous-plaintiff-seeks-legal-bitcoinPublished: 2026-05-28The U.S. Constitution inscribed on the Bitcoin blockchain via expanded OP_RETURN https://bitcoinmagazine.com/news/someone-inscribed-the-constitution-bitcoinPublished: 2026-05-29RELEASESBitcoin Protocol, Core, Knots, SecurityCore Lightning v26.06rc2 — 2026-05-22Release candidate 2 for CLN 26.06. Documentation and gRPC interface refinements on top of rc1's graceful command, sendamount RPC, and BOLT12 payer-proof support. Routing-node operators should test on a non-production node before adopting.Eclair 0.14.0 — 2026-05-21Significant Lightning release from ACINQ. Final versions of channel splicing, simple taproot channels, and zero-fee commitments all ship in this version. This is the Eclair side of the same protocol work showing up in CLN and LDK. If you run an Eclair routing node, this is the upgrade to track.Hardware Signers and Hardware-Wallet AppsColdcard MK5 launch — 2026-05-29New flagship hardware. Larger Gorilla Glass screen, redesigned buttons, improved NFC, dual secure element architecture retained. Already supported in Bitcoin Safe 2.0.0rc0 from earlier this fortnight.Frostsnap 0.3.0 — 2026-05-27Headline change: deterministic firmware build with cryptographic digest verification. So end users can independently verify the firmware binary matches the source. That is the right direction for any hardware signer carrying real money.Keystone 3 v2.4.4 — 2026-05-26Wallet connection removal, Zcash SLIP39 support added, device verification fixes.Trezor Suite v26.5.1 — 2026-05-27 (FTD re-surfacing)Adds ERC-681 QR code support in the send form. Show editorial: only relevant if you use Trezor for Ethereum-side workflows, not a Bitcoin-only change.Ledger Live Desktop 4.5.0 — 2026-05-21Bridge integration refactoring across desktop and mobile.Ledger Live Mobile 4.6.0 — 2026-05-28Async API updates and bridge resolution improvements.Software WalletsSparrow Wallet 2.5.0 — 2026-05-21Headline feature: Silent Payments receiving wallets, including support for airgapped hardware wallet signers. Adds frigate.2140.dev as a Silent Payments capable public Electrum server, auto-selected when required. Plus a BIP32 derivation fallback when retrieving signing nodes for high-index inputs. This is the biggest privacy upgrade of the fortnight in any consumer-facing Bitcoin wallet, and the airgapped-signer support means Coldcard and similar users get it without going hot.Sparrow Frigate 1.5.3 — 2026-05-30Adds a privacy-preserving hourly aggregate of historical scan stats, locally generated server.features response when the backend returns a method-not-found error, improvements to the hosts field in server.features.Bitcoin Seed Tool 2.3.0 — 2026-05-19 (borderline, in grace)Educational interface redesign with violet accent color and integrated learning features.Nunchuk Android 2.5.2 — 2026-05-27"Bug fixes and improvements," nothing detailed publicly.Liana Business v0.1 — 2026-05-20First alpha of Liana's business product line. Environment variable support for signet testing. New product tier from Wizard Sardine for business-focused multisig with timelocked recovery.Peach Bitcoin 0.69.0 (build 350) — 2026-05-19Encrypted backup of custom payout addresses, restoration guidance, camera permission fix, push notification translations.Lightning, L2, ScalingPhoenix 2.8.0 — 2026-05-22UI fixes on Android: scanning inverted QR codes, a button to use the entire available balance when paying Lightning.Phoenixd 0.8.0 — 2026-05-20Upgraded lightning-kmp dependency to 1.12.0.ZEUS 13.0.2 — 2026-05-21Stable release of the RC chain we previewed last fortnight. New default RGS server at rgs.zeusln.com with 15-minute graph updates instead of 3-hour. Improved clipboard, NFC, UI improvements.Arkade arkd v0.9.6 — 2026-05-26Package and component renaming, CI workflow improvements, golang version bump.Arkade TS SDK @arkade-os/sdk 0.4.32 — 2026-05-29Maintenance bump.Arkade TS SDK @arkade-os/boltz-swap 0.3.37 — 2026-05-29Maintenance bump on the Boltz-swap helper.ThunderHub v0.18.4 — 2026-05-29Native display formatting for trading distribution, better CLTV headroom in route building.Blink Mobile 2.4.49 — 2026-05-30Bug fix: removes ABI-prefixed versionCode overrides.LNbits v1.5.5-rc1 — 2026-05-24Release candidate.Mostro v0.17.4 — 2026-05-22Payout confirmation to winner, solver-directed dispute slash, concurrent taker bonds with first-to-lock wins, MOSTRO_NSEC_PRIVKEY environment variable, Yadio price tolerance fix.Bisq v1.10.1 — 2026-05-30Raises trade amount limits to 0.250 BTC after the v1.10.0 post-exploit reset. Adjusts risk-based reduction factors. Fixes a BSQ swap validation bug.Bisq v1.10.0 — 2026-05-17 (carries over from last fortnight as final tag on cutoff day)The post-incident hardening release we covered last fortnight: trade protocol validation, PGP supply-chain verification, 0.125 BTC initial cap, macOS Apple Silicon support.EcashCashu TS v4.5.1 — 2026-05-23Deprecates the current checkProofsStates method in favour of a v5-compatible one. Wallet builders should plan the migration.Fedimint SDK canary release — 2026-05-27React Native transport: flattened RPC payload, persistent callback. Rolling canary channel.Bitcoin Dev InfrastructureBDK FFI 3.0.0 — 2026-05-29Major version of the BDK language bindings. Anyone shipping a wallet on top of BDK should read the migration notes carefully.Liquid GDK 0.77.4 — 2026-05-27Rate-limiting error handling, Rust dependency updates, UTXO retrieval fixes, build improvements.Self-Hosting and Sovereignty InfraJoinMarket-NG 0.31.1 — 2026-05-30Privacy-critical fix: prevents a Sybil DoS where relayed !hp2 floods could starve a maker's own post-ioauth commitment broadcasts. Also installs whiptail in maker and taker container images so the jm-ng TUI works out of the box. JoinMarket-NG continues to ship hardening on a tight cadence.Tor Browser 15.0.14 — 2026-05-19 (borderline, in grace)Important Firefox security updates rolled in.Mullvad Browser 15.0.14 — 2026-05-19 (borderline, in grace)Firefox 140.11.0esr base, NoScript 13.6.19.1984.Nostr (Bitcoin-relevant)Amethyst 1.11.0 — 2026-05-20Restores Lightning Address and LNURL fields in Edit Profile. Useful: those fields were missing for a stretch and creators relying on zaps as a revenue stream were getting cut off in profile edits.EDUCATIONTFTC retrospective: Why Keonne Rodriguez is in prison for building Samourai Wallet — 2026-05-28Bitcoin Optech Newsletter #407 — 2026-05-29CLN vulnerability disclosure (already in news), transcripts from a May Bitcoin Core developer meeting covering SwiftSync, cluster mempool, Erlay redesign, package relay. Eclair 0.14.0 and CLN 26.06rc2 release context.Bitcoin Optech Newsletter #406 — 2026-05-22BIP322 advances to Complete status with human-readable prefixes and PSBT support. TCP hole punching for Bitcoin nodes behind NATs (we flagged this Delving Bitcoin thread last fortnight). Services section highlights Ibis Wallet (BDK-based with coin control and Tor), LDK Server, Mempool.space taproot visualization.Bitcoin Optech #406 recap podcast — 2026-05-26Discussion of BIP322 updates, TCP hole punching, Ibis Wallet, LDK Server, Mempool.space v3.3.0, peer-observer infrastructure.Bitcoin Optech #405 recap podcast — 2026-05-19Bitcoin Core CVE-2024-52911 discussion and the UTXO-set P2P sharing draft BIP with Fabian Jahr.Rainey's book on financial censorshipMentioned by Gladstein on 2026-05-21 as quoting his work on the war on cash and the blocksize war. Plug in education / further reading.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…

Defending the Faith Conference: https://cvent.me/gqgxwV?utm_source=affiliate&utm_campaign=dfc_influencers_2026&utm_medium=social&utm_term=keithnester_2026&RefId=KEITHNESTER26 Use Code:KEITH25 for a discount. In this episode of Catholic Feedback, Keith Nester sits down with Fr. Dave Pivonka, TOR, President of Franciscan University of Steubenville, to discuss his journey to the priesthood, the spirituality of Saint Francis of Assisi, and what it means to live the Gospel with authenticity in today's world. Fr. Dave shares how God called him to the Franciscan way of life, the impact of St. Francis on his vocation, and the ministry philosophy that has shaped his leadership and service to the Church. Together, Keith and Fr. Dave explore evangelization, discipleship, Catholic education, and why a personal encounter with Jesus Christ remains at the heart of everything. Whether you're discerning your vocation, seeking to deepen your faith, or simply curious about Franciscan spirituality, this conversation offers wisdom, encouragement, and practical insights for living the Gospel. In this episode: Fr. Dave's journey to the priesthood The influence of St. Francis of Assisi Franciscan spirituality and the Gospel The mission of Franciscan University Evangelization and discipleship today Encountering Jesus Christ in everyday life Catholic Feedback is a production of Down to Earth Ministry, dedicated to helping people encounter Jesus Christ, understand the beauty of the Catholic faith, and live as faithful disciples. Fr. Dave's content can be found here: https://faithandreason.com/ Franciscan University: https://franciscan.edu/  

Award-winning author Isabel J. Kim visits to talk about her debut novel Sublimation, available June 2, 2026 from Tor. She talks about the book's major concepts, how they apply to the personal act of narrativization, empathy, how nostalgia colors our perceptions and decisions, and how we make better choices about ourselves and our lives.You can find more about Isabel J. Kim at www.isabel.kim and you can get Sublimation at your local library or your favorite book retailer. Hosted on Acast. See acast.com/privacy for more information.