Podcasts about Tor

In dieser Episode sprechen Martje und Stefan über das Tor 27 im Human Design. Tor 27 sitzt im Sakralzentrum und gehört zum Stammes Schaltkreis Schützen. Hier werden Menschen genährt, andere und hoffentlich auch wir selbst. Tor 27 ist ein Rollentor, also auch wieder sehr interessant für alle, die keine Aktivierung im Chart haben. Weitere Infos zu Tor 27 findest du hier: https://martje.rocks/64tore-tor27 ICH Podcast bei iTunes: https://podcasts.apple.com/us/podcast/ich/id1606879737 Martje findest du hier: https://martje.rocks Stefan findest du hier: https://stefan-polten.de

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

A strong business presentation should sound and feel as though it could only have been delivered by you. That does not mean ignoring presentation fundamentals or simply behaving on stage exactly as you behave in everyday life. It means combining professional presentation skills with your natural personality, communication style and personal brand. Too many presenters concentrate exclusively on clarity, structure, slides and timing. These elements matter, but technical competence alone rarely makes a speaker memorable. The most effective presenters are authentic, appropriately energetic and confident enough to let the audience see something of the person behind the presentation. What does it mean to make a presentation your own? Making a presentation your own means delivering the content through your professional personality rather than performing an artificial presenter role. Authenticity is frequently discussed in relation to leadership, yet it receives much less attention in presentation training. Speakers are told to be concise, convincing, understandable and memorable, but they are not always encouraged to sound like themselves. This creates a strange situation. A normally engaging executive steps onto a stage and suddenly adopts a stiff voice, unnatural vocabulary and overly formal manner. The audience no longer encounters the person they know. They encounter someone acting as "the presenter". The answer is not to become casual or unprepared. A presentation still requires structure, rehearsal, audience analysis and purposeful delivery. The goal is to combine those disciplines with your own character, convictions and communication strengths. Do now: Identify three qualities people value in your everyday communication and consciously bring those qualities into your next presentation. Does being authentic mean behaving exactly as you normally do? No. Authenticity in a presentation means being your professional self, not bringing every everyday habit onto the stage. Speaking with a friend over coffee and addressing an audience involve different responsibilities. In casual conversation, you can speak quietly, pause without purpose, use unfinished sentences and rely on the other person to ask questions. A formal presentation demands greater discipline. The audience must be able to hear you clearly. Your ideas must be organised. Your energy must reach the back of the room. Even when a microphone is available, you need to know how to hold and use it correctly. Technology cannot compensate for weak projection, poor posture or a lack of engagement. This distinction matters for executives in Japan, where modesty and restraint are often valued. Professional energy does not require shouting, exaggeration or adopting an American-style performance. It means adjusting your delivery sufficiently to meet the needs of the audience. Do now: Think of your stage persona as your best professional self operating at a higher level of concentration, clarity and energy. How much energy should a business presenter use? A presenter needs enough energy to communicate confidence, enthusiasm and belief in the message without becoming theatrical or unnatural. Audiences often judge the importance of a message by the energy with which it is delivered. When a speaker appears uninterested in the content, listeners naturally wonder why they should care. When the speaker projects conviction, the audience becomes more willing to pay attention. This is especially important for presidents, CEOs, senior executives and sales leaders. They are not merely transferring information. They are representing the organisation, strengthening its reputation and giving people confidence in its direction. A naturally quiet person does not need to become a motivational speaker. However, saying "I am naturally low energy" is not a complete excuse. Presentation delivery is a professional skill. Just as leaders learn financial analysis, negotiation or risk management, they can learn vocal variety, purposeful pausing, eye contact and physical presence. Do now: During rehearsal, record one minute of your presentation and assess whether your visible energy matches the importance of your message. Why do technically correct presentations still feel boring? Presentations become boring when speakers deliver every sentence with the same pace, tone, volume and emotional temperature. A presenter can have attractive slides, a clear voice, good grooming and perfectly logical content and still lose the audience. The problem is often vocal monotony. A calm voice can establish credibility, but unchanging calm quickly becomes a "Johnny One Note" performance. Important ideas should sound important. A warning should sound different from an opportunity. A customer success story should carry more warmth than a technical explanation. The conclusion should possess more conviction than a routine transition between slides. Senior leaders face particular risk here. Strong market demand or organisational status may make them believe they do not need to persuade. Markets change, however, and executive reputations travel with the individual. Every presentation contributes to—or detracts from—the speaker's professional brand. Do now: Mark your script for changes in pace, emphasis, volume and pauses instead of delivering every paragraph in exactly the same manner. How can personality make a presenter more memorable? Personality makes a presentation memorable when it is layered onto solid professional skills rather than used as a substitute for preparation. Some speakers bring clarity, logical slides and strong content, but they also allow their natural idiosyncrasies to appear. Their turns of phrase, facial expressions, observations and reactions make the presentation recognisably theirs. This creates a powerful connection between competence and personal brand. The audience remembers not only the information but also the person who delivered it. That is valuable for executives, consultants, salespeople and thought leaders whose credibility influences whether others adopt their ideas. The key is controlled individuality. A speaker can use a personal story, an unexpected analogy, a strong opinion or a distinctive delivery rhythm. None of these requires abandoning professionalism. In fact, audiences are often more receptive when the presentation feels human rather than manufactured by a corporate committee. Do now: Add one relevant story, observation or phrase that reflects how you naturally think and speak. Do business presenters need to be entertaining? Business presenters do not need to become comedians, but they do need to hold attention and create an engaging audience experience. Humour is one of the most difficult presentation tools to use well. Professional comedians devote their careers to timing, phrasing, audience response and delivery. Businesspeople who casually attempt stand-up comedy can quickly discover how unforgiving silence feels. The safer approach is not to force jokes. Allow your natural personality to create moments of warmth, surprise or amusement. A candid observation, a self-aware comment or a well-chosen story can be entertaining without turning the presentation into a comedy routine. Different speakers will achieve engagement differently. Some are naturally humorous. Others are analytical, passionate, calm, provocative or highly energetic. My own authentic presentation style is not built around comedy. It is built around energy, confidence and power. The objective is not to copy another speaker but to find the strongest professional expression of yourself. Do now: Choose an engagement style that matches your personality rather than borrowing a performance style that does not belong to you. How can presenters balance authenticity, skill and professionalism? The best presenters combine disciplined presentation technique with a delivery style that feels natural, credible and personally distinctive. Start with the fundamentals: understand the audience, organise the message, simplify the slides, rehearse the timing and prepare for questions. Then decide how your personality will appear through your voice, stories, gestures, examples and language. Ask yourself: Does this sound like something I would actually say? Does my energy demonstrate belief in the message? Have I varied my delivery enough to maintain attention? Can the audience see something of my personality? Will people remember both the message and the messenger? Authenticity without skill can look unprepared. Skill without authenticity can feel mechanical. The ideal is professional authenticity: presenting at a high level while allowing the qualities that make you distinctive to shine through. Do now: Rehearse until the structure is secure enough that you can stop "performing the script" and start communicating directly with the audience. Conclusion Making the presentation yours is not about ignoring professional standards. It is about mastering those standards so thoroughly that your personality can emerge without damaging the clarity or credibility of the message. Do not fade into the wallpaper by delivering a technically acceptable but completely forgettable presentation. Bring sufficient energy, vocal variety, conviction and individuality to the stage. Be authentic, but be your skilled professional self. The audience should leave with a clear understanding of your message and a strong impression of the person who delivered it. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and received the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver leadership, communication, sales and presentation programmes globally, including Leadership Training for Results. He has written several books, including the best-sellers Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery, along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His books have also been published in Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg publishes daily business insights on LinkedIn, Facebook and X and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews for executives and professionals seeking practical strategies for succeeding in Japan.

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

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

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

Sales leaders often blame weak performance on the individual salesperson, but the deeper problem is frequently a mismatch between the company's expectations, hiring system, onboarding process and incentive structure. In Japan, where recruiting experienced salespeople is difficult and replacing an underperformer can take months, leaders cannot afford a revolving door. They need to define the type of salesperson required, establish realistic performance norms, build the right compensation plan and set targets that encourage effort rather than surrender. Are your sales hiring expectations realistic in Japan? Many sales performance problems begin before the salesperson joins, because the company has not clearly defined what success should look like. A founder, country manager or sales director may assume that an experienced hire will arrive, understand the market immediately and start producing revenue. That "plug-and-play" expectation is dangerous in Japan. Relationships, internal approval processes, brand recognition and access to decision-makers all influence how quickly a salesperson can gain traction. Startups face a different challenge from established multinationals: they may offer speed and freedom, but lack leads, systems and market credibility. Before blaming the new hire, leaders should audit the role itself. Is the territory viable? Is the value proposition clear? Are there enough qualified prospects? Is management providing coaching, introductions and sales tools? A salesperson cannot compensate forever for a weak commercial system. Do now: Write down the first 90-, 180- and 365-day outcomes you expect, then confirm that the company is providing the market access, support and resources required to achieve them. Do you need a sales hunter or a sales farmer? A hunter creates new business, while a farmer develops existing accounts; hiring one and expecting the behaviour of the other creates predictable disappointment. Japan has many capable relationship managers who excel at maintaining trust, expanding established accounts and coordinating internal stakeholders. These farmers are valuable, especially in long-cycle B2B sales, professional services and major-account management. Hunters are different. They prospect, open doors, tolerate rejection and create opportunities where none previously existed. During interviews, ask candidates where their current customers came from. Were they inherited from a departing colleague, supplied by marketing, allocated by the boss or already inside the company's client base? That suggests farming experience. Candidates who can explain how they identified targets, gained access, created urgency and won previously unknown buyers are demonstrating hunting behaviour. Neither profile is automatically superior; the question is whether the profile matches the commercial need. Do now: Classify the role as primarily hunting, farming or hybrid, and build interview questions that require candidates to prove where their past revenue actually came from. How long should a new salesperson take to produce revenue? The correct ramp-up period should come from historical performance data, not the leader's personal memories, impatience or hope. Sales leaders often say, "I did it quickly, so they should be able to do it too." That comparison may be unfair. The leader may have joined when the market was stronger, inherited better accounts, possessed deeper networks or benefited from a more experienced manager. A more objective approach is to review every salesperson who joined during the past five to ten years and track monthly revenue from Day One. Calculate the typical production level by quarter, removing extreme top and bottom performers when the sample is large enough. This creates a practical benchmark for onboarding, coaching and forecasting. A complex enterprise sale may require a longer runway than transactional consumer sales, while a recognised brand may shorten the cycle compared with an unknown entrant. Do now: Build a month-by-month ramp-up curve from previous hires and use it as the baseline for coaching conversations, forecasts and probation reviews. How should sales leaders measure new-hire performance? Revenue matters, but early-stage performance should also be measured through controllable activities and pipeline quality. A new salesperson may not close major business immediately, especially where buying decisions involve procurement, legal, finance and multiple executive stakeholders. Leaders should therefore track leading indicators alongside lagging revenue. Useful measures include target-account coverage, qualified meetings, decision-maker access, proposals issued, opportunity value, next-step discipline and movement through the sales pipeline. The aim is not to reward empty activity. Fifty unqualified calls are less useful than five serious conversations with the right buyers. Managers also need to inspect conversion rates: prospect to meeting, meeting to proposal and proposal to close. These measures reveal whether the problem is prospecting, discovery, solution design, credibility, pricing or negotiation. Do now: Create a balanced scorecard combining revenue, qualified pipeline, conversion ratios and agreed weekly prospecting behaviours. Does your sales incentive scheme reward the behaviour you want? Compensation plans shape behaviour, so leaders should not expect aggressive new-business development from a scheme that mainly rewards account maintenance. In Japan, fixed salaries with bonuses are common, while American-style commission-only structures are rare. A high base salary may provide security, but it can also reduce the urgency to prospect in a risk-averse environment. Straight commission on all revenue can also favour farmers, because inherited or repeat business may pay as well as difficult new-account acquisition. A stronger design distinguishes between existing-account revenue, expansion revenue and genuinely new business. It should also be easy to understand. If salespeople need a spreadsheet and a finance specialist to calculate their reward, the plan will not motivate daily behaviour. The company must also avoid creating a scheme designed mainly to protect its own margin while asking the salesperson to carry all the risk. Do now: Test whether the plan pays more for the behaviour the company claims to value, especially new logos, strategic products, margin quality and sustainable account growth. How high should a salesperson's target be? A sales target should stretch performance while remaining credible; an impossible number causes people to disengage rather than accelerate. Leaders sometimes raise quotas because the business plan requires more revenue, not because the territory can realistically produce it. When the gap between the target and the salesperson's own sense of capability becomes too large, motivation can collapse. The salesperson may stop believing that extra effort will matter, protect themselves psychologically and settle into lower performance. Target-setting is therefore both analytical and managerial. Review territory potential, historical conversion rates, average deal size, sales-cycle length, available leads, account concentration and the salesperson's experience. Then explain the logic. A demanding target can energise people when they can see a path to achievement, receive regular coaching and know that exceptional results will be rewarded fairly. Do now: Pressure-test each quota against territory data and pipeline maths, then agree on the specific activities and support required to reach it. What should sales leaders do now? Sales leaders should stop treating every performance failure as proof that they hired the wrong person. Sometimes they did. Often, however, the company recruited a farmer for a hunting role, expected revenue too quickly, measured the wrong indicators, designed an uninspiring incentive scheme or set a target with no credible pathway. In Japan's tight talent market, replacement is not a strategy. The better approach is to define the role precisely, benchmark performance objectively, coach the controllable behaviours and align rewards with the results the business genuinely needs. Check whether the recruiting process is selecting farmers when the business actually needs hunters. Create realistic production norms based on the ramp-up history of previous sales hires. Use leading indicators and conversion ratios to diagnose where performance is breaking down. Redesign incentives so new business, strategic growth and healthy margins are rewarded clearly. Set stretching but credible targets supported by territory data, pipeline maths and coaching. 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 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 X, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews for executives seeking practical success strategies in Japan.

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

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

"Listen more than you talk." "Try to be as inclusive as possible." "Transparency at all times, especially in bad times." "The founder is the mood maker." "Leadership is all about providing clarity, providing direction, but also letting the individual get to that endpoint themselves."   Sean Travers is the Founder and Representative Director of MESHD, a Tokyo-based executive search firm specialising in deep technology. The company works extensively with Japanese corporations operating in robotics, industrial automation, mobility, artificial intelligence, machine learning and other advanced engineering fields. Born in the United Kingdom and raised in Perth, Western Australia, Travers began his career selling large-scale capital equipment to the mining and resources sector. The work involved multimillion-dollar transactions, extensive travel to remote mining sites and direct negotiations with tough, highly practical decision-makers. This environment shaped his early commercial instincts, resilience and results-oriented leadership style. After marrying his Japanese wife and starting a family, Travers moved to Tokyo more than 20 years ago. With limited Japanese-language ability and few obvious career options for a foreign professional at the time, he entered recruitment. He subsequently built a career in specialist executive search, including establishing the Japan operation of a global energy recruitment company. The 2015 oil and gas downturn became a defining moment. Despite the Japan business performing well, Travers was instructed by overseas headquarters to decide within 24 hours which employees should be terminated. The experience convinced him that even a successful local leader remained vulnerable to decisions made by distant executives. He eventually launched his own company with several long-standing colleagues. Over the following decade, Travers expanded beyond conventional executive search. His businesses have helped establish and incubate specialist recruitment ventures, including firms focused on software, chemicals and hospitality. His leadership journey in Japan has required him to move from a highly directive, perfectionist management style towards a more inclusive approach built on listening, transparency, autonomy, trust and cultural adaptability.   Sean Travers' leadership journey in Japan began far from Tokyo's corporate offices. Raised in Western Australia, he learned to sell multimillion-dollar capital equipment in the mining and resources industry. Success depended on abandoning formal appearances, visiting remote worksites and earning credibility with blunt, experienced equipment operators. It was a demanding commercial education that rewarded toughness, directness and persistence. Those qualities later helped Travers succeed in executive recruitment, but they also created leadership challenges. After moving to Japan more than 20 years ago, he entered the recruitment industry and eventually took responsibility for teams and entire business operations. His initial approach was highly prescriptive. As a perfectionist, he expected employees to follow the methods that had worked for him. Team members with similar personalities often performed well, but many others struggled. Feedback from his manager and trusted friends forced Travers to reconsider his assumptions. Leadership could not be based on expecting everyone to respond to the same instructions, pressure or communication style. He gradually became more attentive to individual differences, emotional reactions and the need to adapt his expectations. This remained compatible with accountability, but it required him to separate high performance standards from unnecessarily militant behaviour. Leading Japanese employees created another layer of complexity. In meetings, employees might nod, indicate understanding and appear to agree, only for Travers to discover later that they did not understand, support or trust the direction. He learned that setting a clear objective was not enough. Leaders must ask questions that confirm understanding, create alternative channels for feedback and consult trusted internal colleagues who can explain how a message was actually received. This awareness also influenced the way he recruited people into his own company. Joining a new boutique recruitment firm involves considerable perceived risk, especially in Japan, where candidates may consult family members and carefully assess a company's stability. Travers found that trust could not be created through a single persuasive interview. Some candidates required regular discussions over 18 to 24 months before they were ready to join. Rather than continually selling the opportunity, he shared honest updates about clients, target industries, business progress and organisational challenges. His commitment to the team was tested during COVID-19. When revenues fell, Travers and his leadership group chose salary deferments rather than headcount reductions. Travers personally went without a salary for approximately two and a half years. The decision reflected both loyalty and commercial logic. Experienced recruiters require considerable time and investment before becoming productive, and rebuilding the team after the recovery would have been expensive and disruptive. Transparency became central to maintaining engagement. However, Travers does not interpret transparency as disclosing every concern to every employee. Leaders must judge which information should be shared across the organisation and which should remain within the leadership team. The purpose is to provide enough truth for employees to understand decisions without creating unnecessary fear or instability. As the company grew, Travers also had to create opportunities for quieter employees to contribute. Weekly all-hands meetings were useful, but the same confident people tended to speak. He therefore began arranging individual lunches and conversations with team members who were less likely to contribute publicly. Anonymous surveys and live digital voting also provided safer channels for candid feedback. The company's culture evolved with its needs. Its early atmosphere was highly sales-driven and dominated by aggressive dealmaking. Travers recognised that a business composed only of competitive "hunters" would struggle to attract the broader mix of people needed for sustainable growth. Team lunches, off-sites, greater financial visibility and discussions about employees' backgrounds and ambitions helped create a more balanced environment. Travers believes the founder's behaviour has a disproportionate impact in a smaller company. The founder becomes the organisation's "mood maker". A leader who arrives visibly discouraged or negative can lower the energy of the entire workplace. Leadership therefore includes the discipline to demonstrate constructive energy even during difficult periods. His advice to new foreign leaders in Japan is grounded in this experience: listen more than they talk, include people without placing them under uncomfortable pressure and remain transparent, particularly when circumstances deteriorate. Japanese-language ability helps, but it does not guarantee success. Character, attitude, discipline and the willingness to understand people matter more. Ultimately, Travers defines leadership as establishing the destination and providing the emotional support, clarity and guardrails that allow others to reach it. Leaders should give employees autonomy, trust them to perform and provide direct feedback when they deviate. The leader sets the endpoint, but the individual must have room to determine the route. Q&A Summary What makes leadership in Japan unique? Leadership in Japan requires close attention to what is not stated directly. Travers discovered that apparent agreement in a meeting may not represent genuine understanding, commitment or trust. Japanese employees may nod, acknowledge an instruction and avoid openly challenging a senior leader, while privately remaining uncertain or unconvinced. This makes confirmation essential. A leader cannot simply deliver a clear message and assume it has landed. Questions must be used to test understanding without creating embarrassment. Trusted internal supporters can also provide valuable insight into how particular employees interpreted the discussion. Indirect feedback is especially important. Travers has used respected colleagues to speak privately with employees and uncover concerns that might never be raised in a formal meeting. This resembles a practical form of nemawashi: gathering reactions, identifying resistance and building alignment through quieter conversations before expecting visible consensus. Trust also takes time. Employees and candidates may evaluate not only the leader but also the organisation's long-term stability. Consistent behaviour, repeated contact, honest business updates and a willingness to acknowledge mistakes are more persuasive than a polished recruitment pitch or inspirational speech. Why do global executives struggle? Global executives often struggle because they transfer a leadership formula that succeeded elsewhere without adapting it to the people or context in Japan. Travers initially relied on the direct, forceful style he had developed in Western Australia. He assumed that employees would succeed by following the same methods that had produced his own results. This approach worked with a minority of employees who shared his temperament, but it was ineffective for many others. The experience demonstrated that leadership success is not automatically transferable. The leader must adjust communication, coaching and expectations according to the individual. Foreign executives may also misinterpret politeness as commitment. A meeting can appear successful because no one objects, yet employees may leave without believing in the decision. Executives who dominate discussions, speak too quickly or fail to invite quieter voices may unknowingly suppress the information they need. Another common mistake is treating Japanese-language proficiency as the primary solution. Language is useful, but a fluent executive who lacks humility, emotional intelligence or cultural awareness can still fail. Attitude and behaviour determine whether language becomes a bridge or merely another tool for issuing instructions. Is Japan truly risk-averse? Travers' experience suggests that caution in Japan is often rational rather than inherently risk-averse. A candidate considering a boutique recruitment company must evaluate whether the organisation will survive the next economic downturn. Recruitment is cyclical and frequently acts as a canary in the coal mine: hiring freezes arrive early when an industry begins to weaken. Employees may also seek advice from parents, grandparents, former colleagues or trusted senpai before changing jobs. From a Western perspective, this can look excessively conservative. From the candidate's perspective, however, employment decisions affect family stability, professional reputation and long-term security. Travers responded by extending the courtship process. Some potential hires remained in conversation with the company for 18 to 24 months. During that period, he did not merely sell the role. He provided evidence about the company's clients, industries, performance, challenges and direction. The COVID-19 response also demonstrated how leadership can reduce uncertainty. Rather than cutting employees immediately, the company introduced salary deferments and preserved the team. This decision created risk for the founder, who received no salary for approximately two and a half years, but it provided greater security for employees and positioned the organisation to recover without rebuilding its workforce. What leadership style actually works? Travers advocates an adaptive style that combines direction, accountability, empathy and autonomy. His early top-down approach was too rigid. Over time, he learned that empathy does not require abandoning standards and accountability does not require brutality. The leader must first clarify the endpoint. Employees need to understand where the organisation is today, where it intends to be in the future and which outcomes define success. The leader then provides guardrails and emotional support while allowing individuals to determine how they will reach the destination. Inclusion is also essential. Leaders should actively invite participation from people who do not naturally dominate meetings. Travers uses individual lunches, direct questions, anonymous surveys and live voting to gather ideas from a wider cross-section of the company. He also believes that leaders should explain the reasoning behind decisions, especially when acknowledging mistakes. Employees may disagree with the conclusion, but understanding the decision-making process increases respect and trust. Admitting an error does not necessarily diminish authority. When combined with ownership and a credible explanation, it can strengthen leadership credibility. How can technology help? Technology can create safer and more democratic channels for employee input. In traditional meetings, seniority, confidence and communication style can determine whose ideas are heard. The same employees may repeatedly raise their hands, while quieter people remain invisible. MESHD has used anonymous post-event surveys and real-time digital voting to overcome this limitation. Employees can express support or opposition without being identified publicly. This allows the organisation to measure sentiment more accurately and reduces the pressure to follow the most senior or outspoken person. Technology does not replace personal leadership. Travers still values one-to-one lunches, informal conversations and feedback gathered through trusted colleagues. Digital tools are most effective when they complement human relationships and provide additional routes for honest communication. The broader lesson is that decision intelligence improves when leaders diversify their information sources. Formal meetings, private conversations, anonymous data and operational results each reveal different aspects of organisational reality. Leaders who rely on only one channel risk making decisions from incomplete information. Does language proficiency matter? Japanese-language ability helps foreign leaders communicate, form relationships and understand more of what is happening around them. Travers speaks Japanese and considers it an advantage. However, he does not believe that language proficiency guarantees leadership success. Character, attitude and discipline matter more. Employees observe how a leader responds under pressure, whether commitments are honoured, whether mistakes are acknowledged and whether the leader listens sincerely. These behaviours build or destroy trust regardless of vocabulary level. A leader who speaks imperfect Japanese but demonstrates respect, curiosity and consistency may be more effective than a fluent speaker who assumes language ability provides complete cultural understanding. Fluency can help a leader access information, but it cannot substitute for humility or good judgement. Foreign executives should therefore study Japanese while also developing deeper listening skills. They need to notice hesitation, indirect disagreement and the absence of expected follow-through. Communication success should be measured by shared understanding and action, not by the leader's ability to complete a conversation in Japanese. What's the ultimate leadership lesson? Travers' central leadership lesson is that the leader provides clarity and direction without controlling every step. The organisation may be at point A today and aiming for point Z in two years. The leader must define Z, explain why it matters and create the conditions in which employees can move towards it. Those conditions include emotional support, trust, autonomy and honest feedback. Employees should know the guardrails and performance measures, but they should also have room to use their judgement. When they make mistakes, the leader must respond directly and constructively rather than taking back all control. Leadership also requires personal accountability. Travers learned to admit when decisions had produced negative consequences and to explain the reasoning that led to them. Employees generally responded with greater understanding than he expected. Finally, leadership is visible. In a smaller organisation, the founder's energy affects everyone. The leader becomes the mood maker, particularly during uncertainty. Listening, inclusion, transparency and constructive energy are therefore not occasional techniques. They are daily responsibilities that shape whether people trust the direction and choose to follow. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

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

Dedicado à Yaakov Tzvi ben ChaninaPatrocine uma aula e ajude a levar a Torá mais longe: shiurpix@gmail.comMesmo nos dias mais sombrios de luto e restrições que antecedem Tisha B'Av, a Torá nos revela uma fonte inabalável de consolo e ação prática. Nesta aula, o Rabino Avraham Stiefelman traz o ensinamento reconfortante de que o estudo detalhado sobre a estrutura e a engenharia do Beit HaMikdash é considerado por Hashem como se estivéssemos reconstruindo o Templo sagrado ativamente. Conectando as Halachot deste período à alegre certeza da Geulah e ao despertar de nossa alma, o shiur nos guia através da visualização do Templo, das lições de nossos sábios e da força transgeneracional que mantém vivo o futuro de nosso povo.#Torá #BeitHaMikdash #Tshuvá #EstudoDeTorá #TishaBAv #Geulah #HistóriaJudaica #Halachá #RabinoAvrahamStiefelman

Patrocine uma aula e ajude a levar a Torá mais longe: shiurpix@gmail.comNesta aula, o Rabino Avraham Stiefelman explora um dos episódios mais intrigantes da história do Tanach: o arrependimento do rei Menashe. Apesar de ter sido um dos líderes mais perversos de Israel, ele fez Tshuvá, mas as consequências de seus erros já tinham se espalhado. A partir da famosa história da Guemará sobre o encontro sobrenatural entre Rav Ashi e o próprio Menashe, refletimos sobre o perigo de julgar o próximo, as nuances do arrependimento e a importância de não nos acharmos superiores. Uma lição profunda sobre empatia, as complexidades da alma e a capacidade humana de mudança.#Torá #Menashe #Tshuvá #Julgamento #Talmud #Ética #Empatia #HistóriaJudaica #RabinoAvrahamStiefelman

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

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

The Outer Realm welcomes the return of Friend and fellow UPRN Host of The Angel Rock Lorilei Potvin Date: July 15th, 2026 EP: 745 DISCUSSION: Jon us for another segment of the Celebrity Mystery Series. Picking up somewhat from where we left off in our last show, discussing Clones, we will explore the possibility of Time Travel as it seems to surface as a conspiratorial hypothesis within the mysterious Celebrity World. Please join us in chat to participate in this open discussion. Contact for the show - theouterrealmcontact@gmail.com https://linktr.ee/michelledesrochers_ Please support The show by Liking, Subscribing, Sharing and Commenting. Thank you all !!! About Lorilei: Lorilei Potvin a Canadian Clairvoyant Medium, Crystal Reiki Master/Energy Healer, Akashic Records Practitioner, Medical Intuitive, Spiritual Teacher/Mentor, Internet Radio Host/Podcaster, Humanitarian Activist & Registered Nurse. She is also very knowledgeable about The Paranormal, having lived in an extremely haunted Home for 11 + years. Lorilei has shared her story on The Travel Channel's “Paranormal Survivor”, in Season 4, Episode 9, called “Demonic Hauntings”(here's a link to the Episode: https://youtu.be/OkoOcAL-Feg Lorilei's 2 shows are “The Angel Rock” on Mondays from 6pm-8pm EST & she co-hosts “Beneath The Hollow Moon " with Kerrilynn Shellhorn on Thursday Nights , 7pm-9pm EST, with David Hanzel; both shows are on United Public Radio Network or UPRN, out of New Orleans, Louisiana. Both shows can be seen LIVE-STREAMED from Her YouTube channel below, as well as Our Network YouTube channels, Facebook Page & anywhere podcasts &/or Talk Radio is carried. Find Her Here: https://www.facebook.com/TheAngelRock My YouTube channel: https://www.YouTube.com/c/TheAngelRockWithLorileiPotvin If you enjoy the content on the channel, please support us by subscribing: Thank you All !!! A formal disclosure: The opinions and information presented or expressed by guests on The Outer Realm Radio and Beyond The Outer Realm are not necessarily those of the TOR, BTOR Host, Sponsors, or the United Public Radio Network and it's producers. For Legal Purposes, all content must be listed and deemed "For Entertainment Purposes" We are always be respectful and courteous to all involved. Thank you, we appreciate you all United Public Radio & UFO Paranormal Radio www.uprntalkradio.com

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

Dedicado à Refua Shleima de Yehuda Arye ben AvrahamPatrocine uma aula e ajude a levar a Torá mais longe: shiurpix@gmail.comNesta aula profunda, conectamos o período de Tisha B'Av, a Parashá de Devarim e o primeiro pecado da humanidade em Bereshit. Descubra como a nossa percepção e a busca por controle podem transformar nossa realidade e como o chamado de Hashem, "Ayeka" (Onde você está?), é na verdade um convite de amor e conexão para retornarmos ao nosso verdadeiro estado de paz.#TishaBAv #Torah #Bereshit #Devarim #Chassidut #PensamentoJudaico #CrescimentoPessoal #Espiritualidade

D'Nati isch dusse, aber wie! 120 Minute gäge de Weltmeischter, s'Ndoye Goal, und denn de Moment, wo alles kippt: Gelb-Rot für Embolo. Mir diskutiered, öb das es ehrevolles Usscheide gsi isch oder die verpasst Jahrhundert-Chance. Wiiter gahts mit em Halbfinal Spanie–Frankriich: D'Spanier lönd em Mbappé kei einzige Schuss ufs Tor zue. Und denn no de Kracher England–Argentinie: Kane und Bellingham gäge de 39-jährig Messi bi sim letschte grosse Tanz. Mir leged üs fescht, wer in Final chunnt.Bi de Tour de France fahrt de Pogačar allne devo (scho wieder), de Merlier sprintet doppelt, und z'Nevers passiert s'Unglaublichste vo de Wuche: De Wærenskjold gwünnt d'schnellst Tour-Etappe aller Ziite, ei Tag nachdem er als Letschte is Ziel cho isch.Und zum Abschluss Wimbledon: De Sinner lat em Zverev zum zähte Mal in Serie kei Chance, und im Damen-Final vergiit d'Nosková sächs (!) Matchbäll, bevor si sich als jüngsti Siegerin sit 2011 doch no krönt.Darum, wie immer, VOLL INE lose! Hosted on Acast. See acast.com/privacy for more information.

Esse shiur foi dedicado anonimamente para o mérito de seus filhos, crescimento material e espiritual.Patrocine uma aula e ajude a levar a Torá mais longe: shiurpix@gmail.comNeste shiur profundo sobre o Tanach, analisamos a dramática transição no Reino de Yehudá: de um dos maiores e mais justos reis que já tivemos, para o surgimento de Menashe, o pior e mais perverso rei da nossa história. Entenda os mistérios da justiça divina, o impacto espiritual da idolatria que provocou o ocultamento da Shechiná do Beit HaMikdash e o trágico destino do profeta Yeshayahu. Uma aula indispensável para compreendermos o livre-arbítrio, as tendências que herdamos e o papel crucial de cada líder em sua própria geração.#Torah #Tanakh #Chassidut #FilosofiaJudaica #ReiMenashe #ProfetaYeshayahu #RabinoAvrahamStiefelman

Wo hast du nur Ja gesagt, um anderen zu gefallen? Ende Juli 2026 wechseln die Mondknoten auf die Achse Löwe und Wassermann, und diese Bewegung prägt deine nächsten 18 Monate. Der südliche Mondknoten im Löwen bittet dich, das Schielen nach Applaus und Anerkennung loszulassen, und der nördliche Mondknoten im Wassermann zieht dich in echte Verbindung und in deine eigene Sehnsucht.Dahinter steht eine Frage, die tiefer sitzt, als sie zuerst klingt. Was würdest du tun, wenn niemand zuschaut und du kein Geld dafür bekommst? Diese Frage wird gerade laut, während ein alter Zyklus zu Ende geht und die KI anfängt, ganze Berufe zu übernehmen.In dieser Folge verbinde ich Astrologie und Human Design und zeige dir, was dieser Mondknotenwechsel für dich bedeutet. Welches alte Commitment im Tor 29 gehen darf, wofür dein Herz im Tor 30 brennt, und warum der Kanal 41-30 zusammen mit Pluto bis zum 24. November alles beschleunigt. Und warum Human Design gerade jetzt das Werkzeug ist, um aus dem Kopf ins Fühlen zu kommen und Entscheidungen zu treffen, die zu deinem Weg gehören.

É possível sentir saudade de um lugar onde você nunca pisou? Há quase dois milênios choramos, relembramos e ansiamos pela reconstrução da Casa de D'us, mas será que entendemos o impacto real dessa ausência no nosso dia a dia? O Beit Hamikdash não era apenas uma construção de pedras; era a conexão direta com o Divino. Entenda qual é a falta que sentimos. bônus: Um resumão da Torá escrita inteira.

Was passiert, wenn ein Haus eigentlich Ruhe geben soll – aber Straße, Windräder und unklare Eingänge ständig Unruhe ins System bringen? In dieser Folge geht es um eine Hörerinfrage zu einem alten Reetdachhaus in Norddeutschland: drei Eingänge, eine offene Zufahrt, Windkraftanlagen in der Nähe und das Bedürfnis nach mehr Schutz. Julia Ries ordnet ein, wie Feng Shui auf solche äußeren Einflüsse blickt. Wo kommt das Chi ins Haus? Wann verwirrt ein Eingang? Und warum kann ein Tor manchmal mehr sein als nur ein Tor? Außerdem geht es um Abgrenzung, Wegeführung, Yin- und Yang-Qualitäten im Garten und die Frage, wie Schutz entsteht, ohne dass ein Ort zur grünen Festung wird. Wer sein Zuhause bewusster lesen möchte, bekommt hier viele praktische Denkanstöße. Jetzt reinhören, abonnieren und eigene Fragen gerne ans Stäbchen-Team schicken ;)

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

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

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

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

People form an initial impression of you remarkably quickly. Whether the precise time is three seconds, seven seconds or slightly longer, the practical lesson for salespeople, executives and client-facing professionals is the same: your first impression begins before you start explaining your credentials, company or solution. In Japan, where professionalism, preparation and attention to detail carry considerable weight, leaving that impression to chance is risky. Your appearance, facial expression, eye contact, voice and opening question all influence whether a buyer initially sees you as credible, trustworthy and worth listening to. Here is how to intentionally engineer a strong first impression when meeting a client. How quickly do clients form a first impression? Clients begin evaluating you almost immediately, often before either person has spoken. Your appearance, posture, facial expression and general composure provide the first available evidence about your professionalism. The exact number of seconds will vary according to the person, situation and research method. However, buyers do make rapid judgements when meeting a salesperson, consultant or executive for the first time. They are subconsciously asking: Does this person look prepared? Are they confident? Can I trust them? Will meeting them be a good use of my time? This matters in both Japanese and international business. A buyer in Tokyo may pay particular attention to formality, punctuality and courtesy, while a buyer in Sydney or New York may respond more strongly to energy and directness. In every market, inconsistency creates doubt. If you claim to offer precision but appear disorganised, the buyer notices the contradiction. Do now: Decide what three qualities you want the client to recognise immediately, and make sure your appearance and behaviour communicate them before the meeting begins. How should a salesperson dress for a first client meeting? Dress so that nothing about your appearance distracts the buyer from your message. Cleanliness, fit, coordination and attention to detail are more important than wearing expensive clothing. Scuffed shoes, food stains, poorly fitting clothes, untidy hair or a worn belt may seem like minor matters. Unfortunately, buyers can interpret these signals as evidence of carelessness. It is difficult to promote a high-quality solution while looking as though quality control does not apply to you. For men wearing business attire, the belt should normally coordinate with the shoes, the tie knot should sit neatly against the collar and the jacket and trousers should fit properly. Women and men should both consider whether their clothing is suitable for the client, industry and level of formality. A technology startup may accept a more relaxed style than a Japanese bank, insurance company or government organisation. The goal is not flamboyance. The goal is visual credibility. Do now: Before leaving for the meeting, check your shoes, clothing, hair, accessories, bag and business materials from the buyer's point of view. Should you smile and bow when meeting a Japanese client? Yes. A natural smile followed by an appropriate bow communicates confidence, warmth and respect before the business conversation begins. Some salespeople become so focused on being formal that their expression becomes severe. Others rush through the greeting because they are nervous or worried about what to say next. A calm smile helps remove tension and tells the client that you are pleased to meet them. In Japan, the bow remains an important part of professional etiquette. The depth and duration will depend on the situation, but a controlled, respectful bow is generally more effective than an exaggerated performance. When exchanging business cards, handle the card carefully, look at it and avoid immediately stuffing it into a pocket. International professionals should adapt without becoming artificial. Japanese buyers do not expect every visitor to behave exactly like a Japanese executive, but they do notice sincere preparation and respect for local business customs. Do now: Practise a simple sequence: make eye contact, smile naturally, greet the person clearly and bow without rushing. How much eye contact is appropriate in Japanese business? Make clear initial eye contact to establish confidence, but avoid staring continuously. In Japan, balanced eye contact is usually more comfortable and culturally appropriate than an unbroken gaze. Eye contact tells the buyer that you are present, composed and interested. At the beginning of the meeting, several seconds of direct eye contact can help establish a connection. After that, allow your gaze to move naturally rather than trying to maintain constant visual contact. Cultural expectations differ. Western sales training often emphasises strong eye contact, while Japanese communication may involve more intermittent eye contact, particularly when showing respect to someone senior. Personality also matters. An assertive buyer may be comfortable with more direct engagement, whereas a quieter or more reflective client may find prolonged eye contact intrusive. The objective is not to follow a mechanical formula. It is to observe the buyer's reaction and adjust. Confident communication should make the other person comfortable, not force them to conform to your preferred style. Do now: Establish eye contact at the greeting, then use relaxed and periodic eye contact throughout the conversation. What should your voice sound like during the first meeting? Your opening voice should sound friendly, clear and confident rather than stiff, rushed or overly rehearsed. The buyer is listening to how you speak as well as what you say. Many salespeople accidentally adopt a cold "business voice". They become formal, lower their energy and sound as though they are reading a corporate announcement. Others mumble, speak too softly, talk too loudly or use a lifeless tone because they are nervous. A professional voice has warmth, clarity and variation. Speak slowly enough to be understood, especially when working across languages or communicating with non-native speakers. Use the buyer's name naturally near the beginning of the conversation. People generally respond positively to hearing their name, but repeating it in every sentence quickly sounds manipulative. Your visual, vocal and verbal messages should support one another. Confidence does not mean volume, and professionalism does not require emotional flatness. Do now: Record your opening greeting and listen for pace, volume, clarity, warmth and whether you sound genuinely pleased to meet the client. What is the best opening question for a sales meeting? The best opening question gets the buyer talking about their business, priorities or recent changes. Your first objective is to understand the client, not to deliver a long explanation about yourself. Instead of beginning with an extended company history, offer a brief, relevant observation and ask an intelligent question. For example: "I noticed your company has been expanding its regional operations. How has that affected the priorities of your team in Japan?" When something has changed in the client's office, organisation or market, do not merely point out the obvious. Ask about the impact. Has the change affected employees, customers, productivity, costs or growth plans? An effective initial sales conversation should normally give the buyer more speaking time than the salesperson. An 80–20 balance will not suit every meeting, but it is a useful reminder to stop talking and start listening. The buyer has the information you need to diagnose the problem and determine whether your solution is relevant. Do now: Prepare three open questions about the client's business, market and current priorities before entering the meeting. How can salespeople read the buyer's communication style? Listen to both the buyer's answers and the way they deliver them. Their pace, level of detail and degree of assertiveness reveal how you should communicate with them. Some buyers want the big picture first. They are interested in outcomes, strategic impact and the future. Others want facts, evidence, implementation details and risk controls before considering a recommendation. Some speak quickly and make decisions decisively, while others pause, reflect and avoid being pressured. A salesperson who ignores these differences may create unnecessary resistance. Giving twenty slides of operational detail to a big-picture executive can lose their attention. Presenting only broad promises to a highly analytical procurement or finance leader can damage credibility. Use the first part of the meeting to observe. Ask questions, listen without interrupting and notice which topics generate interest. Then adapt your language, evidence and pace while remaining authentic. Do now: Identify whether the buyer is primarily big-picture or detail-oriented, and whether they communicate assertively or quietly. Adjust your approach accordingly. Conclusion A strong first impression is not created by one clever phrase. It is the combined effect of your preparation, clothing, expression, eye contact, voice, questions and listening ability. Do not simply walk into a client meeting and hope that everything works out. Decide in advance how you want to be perceived and align every visible and audible signal with that objective. The first few seconds may not determine the entire business relationship, but they can determine how hard you will have to work to earn the buyer's confidence afterward. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and received the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver leadership, communication, sales and presentation programmes globally, including Leadership Training for Results. He has written several books, including the bestsellers Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery, as well as Japan Leadership Mastery and How to Stop Wasting Money on Training. His Japanese-language books include Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg publishes daily business insights on LinkedIn, Facebook and X and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews for executives and professionals seeking practical strategies for succeeding in Japan.  

Patrocine uma aula e ajude a levar a Torá mais longe: shiurpix@gmail.comNeste shiur, exploramos a transição para o mês de Av e as semanas que antecedem Tisha B'Av. Como cumprir a mitzvá de servir a Deus com alegria quando o próprio calendário nos pede para "diminuir a alegria"? Através de histórias inspiradoras — desde o bom humor do Rebe de Calev até o despertar espiritual na "dádiva do desespero" —, o Rabino Avraham Stiefelman revela como o ponto de maior ocultação divina é, na verdade, o limiar da maior revelação e da chegada de Mashiach. Aprenda também as halachot práticas sobre Shehecheyanu, vestimentas e o verdadeiro sentido espiritual deste período de luto e esperança.#Tora #Chassidut #MesaDeAv #TishaBAv #Mashiach #Judaismo #Espiritualidade #CrescimentoPessoal #Halacha

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

Foreign executives often ask whether they should copy the Japanese presentation style when selling to Japanese companies. The short answer is no. Do not become a weak imitation of a Japanese presenter. Instead, deliver a professional, global-standard presentation and support it with a mountain of detailed data. Japanese buyers often want far more information than Western sellers expect. A clean pitch deck may look polished in New York, London, Sydney or Singapore, but in Tokyo it can feel underfed. The solution is not to clutter the main slides. The solution is to separate the performance deck from the due-diligence data pack. Should foreigners copy Japanese presentation style in Japan? Foreign presenters should not copy the weaker habits of Japanese business presentations; they should stay professional, clear and energetic while adapting to Japanese information needs. Copying monotone delivery, dense slides and screen-reading will not make the presentation more persuasive. The old "when in Rome, do as the Romans do" idea sounds logical, but it breaks down here. Japanese business audiences may be used to data-heavy decks, yet that does not mean they love poor delivery. A speaker who maintains eye contact, uses voice variety, gestures well and keeps slides visually clear will stand out. In Japan, being respectful does not require becoming boring. Do now: Keep your delivery global-standard, but adapt your preparation to Japanese buyers' appetite for detail. Why are many Japanese business slides so dense? Japanese business slides are often dense because buyers and internal stakeholders want extensive detail for review, comparison and risk reduction. The deck becomes both a presentation tool and a due-diligence document. Western pitch decks often prize simplicity: one idea per slide, strong visuals and minimal text. In Japan, however, slides may contain multiple fonts, colours, graphs, spreadsheets and large blocks of text. To Western eyes, this can look like Baroque chaos rather than Zen simplicity. The deeper issue is not design taste alone. Japanese companies often need detailed materials to circulate internally through layers of managers, technical specialists, finance teams and decision influencers. Do now: Do not mistake dense slides for best practice. Understand the information hunger behind them and satisfy it separately. Why do Japanese buyers want so much data? Japanese buyers want extensive data because business culture in Japan is highly risk-aware and decision-making depends on careful internal consensus. They are not just listening for interest; they are searching for problems. In Japan, the people attending the presentation may not be the final decision-makers. They may be responsible for gathering evidence, identifying risk and preparing internal recommendations. This is why a slim proposal can leave the buyer feeling hungry. They want specifications, implementation details, costs, risks, case studies, timelines, compliance points and proof. In B2B sales, IT solutions, professional services, manufacturing and training, this data-devouring behaviour is normal. Do now: Prepare for forensic due diligence. Give buyers enough evidence to defend the decision internally. What should the main presentation deck look like? The main deck should follow global best practice: clear, simple slides that can be understood in about two seconds.If the audience has to decode the slide, the speaker has already lost momentum. The presentation deck is for persuasion, not data storage. Use clean headlines, strong visuals, limited text and a logical flow. Then deliver with eye contact, vocal variety, gestures and confidence. This approach works in Tokyo, Osaka, Singapore, London and New York because audiences everywhere appreciate clarity. The difference in Japan is that the simple deck alone will rarely be enough. It must be paired with deep supporting material. Do now: Build one concise presentation deck for the room and one detailed data pack for the decision process. What supporting materials should sellers bring to Japanese clients? Sellers should bring a comprehensive supporting compendium packed with the detailed information Japanese clients need after the meeting. Think of it as the evidence vault behind the pitch. This compendium can include case studies, technical specifications, pricing assumptions, project timelines, risk controls, client references, implementation steps, FAQs, comparison tables and relevant compliance information. After the presentation, someone on the Japanese side may be assigned to comb through every page looking for concerns. That is not hostility. That is risk management. The better prepared you are, the easier you make their internal approval process. Do now: Bring the thick supporting pack. No one in a Japanese buying team will complain that you gave them too much useful detail. How can foreign companies win trust in Japanese presentations? Foreign companies win trust by combining professional delivery with deep preparation, cultural sensitivity and abundant evidence. Be yourself, but be smart, organised and fully loaded with data. Japanese buyers do not need you to pretend to be Japanese. They need you to understand the conversation happening inside their organisation: "Is this safe? Can we justify it? What could go wrong? Do we have enough proof?" When you answer those questions before they are asked, you reduce anxiety and build trust. The best approach is global presentation quality plus Japan-specific due-diligence support. Do now: Present simply, speak professionally and come packing heavy with data, lots and lots of data. Final Summary Foreign presenters should not copy poor Japanese presentation habits when doing business in Japan. Do not read dense slides, speak in a monotone or bury the audience under spreadsheets during the live presentation. That reduces your impact and wastes the chance to persuade. Instead, use two tools. First, deliver a clean, professional, global-standard presentation that highlights the key message. Second, provide a detailed supporting compendium that satisfies the Japanese buyer's need for data, proof and risk reduction. In Japan, the winning formula is clarity in the room and depth after the room. 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.

Das HALBFINALE der WELTMEISTERSCHAFT steht an! Die BOHNDESLIGA-Crew schaltet sich für eine weitere Folge des WM STUDIO 2026 zusammen. Bevor wir auf das HALBFINALE vorausblicken, schauen wir zuerst auf die Geschehnisse des VIERTELFINALs. Der VAR hat mal wieder für eine Menge Diskussionsstoff gesorgt: Hätte das erste ENGLISCHE Tor zählen dürfen? War es richtig, das Tor von NORWEGEN wegzupfeifen? Und wieso wurde BREEL EMBOLO vom Feld geschickt? Wir bleiben sachlich und analysieren die einzelnen Szenen. Die zweite große Frage: Wer landet im WM-FINALE? Im Spiel FRANKREICH gegen SPANIEN treffen die beiden besten Teams des Turniers aufeinander. ENGLAND und ARGENTINIEN haben hingegen noch Potenzial nach oben. Wer setzt sich durch? Learn more about your ad choices. Visit megaphone.fm/adchoices

The Outer Realm welcomes Special return Guest Wayne Mallows Date: July 9th, 2026 EP: 743 DISCUSSION: Tonight I welcome back Wayne Mallows for another requested and long awaited Open Discussion ! Topic- Loosh -“ Food For Thought “ From Gnostics Origins to current beliefs , Media Influences, personal experiences and much more! Please join us in Chat, and let us know your experiences! Contact for the show - theouterrealmcontact@gmail.com https://linktr.ee/michelledesrochers_ Please support The show by Liking, Subscribing, Sharing and Commenting. Thank you all !!! About Wayne: Wayne is the Author of the Vampyre Tales Series. He began writing when he was in grade school because he found it relaxed him, and helped him to “escape” the real world. As time went on, he was given the opportunity to teach a drama class at a local high school, to which he accepted and focused on the importance of stage presence and character building. This later led to a request that would change everything for him. He was asked to create a “believable” Vampire character, and not only did he comply, but his character went on to become his personal persona that would later thrive as the main character of the Vampyre Tales. His books have been taking vampire fans on a journey of their own, leaving a trail of rave reviews and one award thus far, and it's only the beginning. He was also the “head vampire” for one of Canada‘s largest theme parks, for the Halloween season several years running which attracted the attention of other organizations. He was hired as a consultant, to build their theatrical haunted houses for the and Screamers in Ottawa Ontario Canada, operated by the Kiwanis was the first, then went on to become a well-known Halloween hotspot . Being non for profit, other Kiwanis divisions throughout the country have since based their Halloween haunts on the Ottawa location, and the creativity behind the origins, have come from Wayne Mallows. Wayne owned a haunted Gothic Revival Manor House for over a decade, and is no Stranger to the Paranormal He has also appeared on paranormal television, with a few honourable mentions being Paranormal Survivor S3, Paranormal Night Shift, There's No Such Thing as Ghosts, Much Music, and more. United Public Radio & UFO Paranormal Radio www.uprntalkradio.com WEBSITE: www.waynemallows.com If you enjoy the content on the channel, please support us by subscribing: Thank you All !!! A formal disclosure: The opinions and information presented or expressed by guests on The Outer Realm Radio and Beyond The Outer Realm are not necessarily those of the TOR, BTOR Host, Sponsors, or the United Public Radio Network and it's producers. For Legal Purposes, all content must be listed and deemed "For Entertainment Purposes" We are always be respectful and courteous to all involved. Thank you, we appreciate you all

"I'm here to be part of the team." "The longer you are somewhere, the more you realise you know nothing." "If your intention is positive, people will support you." "We want to be an international company in Japan." "It really starts by asking what is my impact? What can I do?" Jasper Westerink is the CEO of Philips Japan and a Dutch executive whose career has been shaped by international leadership, adaptability, and a deep commitment to learning from local cultures. After completing university in the Netherlands, where he studied marketing, management, and business, he joined Philips with the initial idea of building a career in the Netherlands. Instead, an early opportunity to work in Thailand opened the door to a global career that would take him and his family across Thailand, South Africa, the United Kingdom, Greece, Indonesia, South Africa again, and ultimately Japan. Over many years with Philips, Westerink built a broad leadership perspective across emerging markets, developed markets, complex organisations, and highly diverse cultural environments. His Japan assignment brought together his global Philips experience, his interest in Japanese culture, and the company's need to connect Japan more closely with global Philips capabilities. In Japan, he has focused on trust-building, engagement, accountability, recognition, and helping Japanese teams share their world-class ideas more confidently with the global organisation. Jasper Westerink's leadership story in Japan begins with a global career that gave him both confidence and humility. As CEO of Philips Japan, he arrived not as someone assuming he already understood the market, but as a guest who needed to listen, observe, and learn. Having worked across Thailand, South Africa, the United Kingdom, Greece, Indonesia, and other markets, he brought a rare breadth of experience to Japan. Yet his most important leadership insight is that the more time one spends in a country, the more one realises how much remains beneath the surface. Japan struck Westerink as extraordinarily organised, harmonious, and safe. He noticed this first in daily life, from the punctuality of trains to the quiet consideration shown by people in public spaces. These visible behaviours pointed to deeper cultural systems. In business, he observed a strong preference for harmony, pre-alignment, and consensus. Unlike more confrontational management cultures, where executives may debate passionately in the room and make decisions on the spot, Japan often relies on nemawashi, informal pre-discussion, careful preparation, and the quiet work that happens before the formal meeting. By the time a decision reaches the table, much of the ringi-sho-style alignment has already occurred. For a foreign CEO, this can feel slow or even passive at first. Westerink admits that he likes visible passion and energetic debate, but he came to understand that Japanese passion often sits below the surface. It may not appear in a formal meeting, yet it emerges in trusted settings, peer groups, customer discussions, informal conversations, and carefully structured opportunities to contribute. One of his strongest methods for drawing out ideas is friendly peer competition. Philips Japan encourages doctors, physicians, and internal teams to share ideas around quality, AI, better patient outcomes, reduced workload, and operational improvement. Rather than making innovation a top-down CEO initiative, Westerink has found that peer recognition, team-based contribution, and "Made in Japan" pride help unlock ideas. Japanese employees may be modest, but many of their solutions are globally competitive. His job is to create safe structures that make it easier for them to speak up. Trust-building has been central. Westerink made it clear from the beginning that he was not above the team, but part of it. He visited teams at different levels, spent time with people outside the office, joined informal social and sports activities, asked questions, listened carefully, and showed genuine curiosity about how work was done. He also recognised his own physical presence and high-energy style. As a very tall foreign CEO with a serious face when concentrating, he learned to smile more, keep appropriate distance, use humour, and turn his height into an icebreaker rather than a barrier. His leadership philosophy also centres on accountability. Using the Japanese concept of jiseki, or starting with oneself, he encourages people to ask, "What can I do? What did I do wrong? What can I improve?" In a culture where fear of failure and loss of face can be strong, he tries to create an environment where mistakes are not hidden but owned, discussed, and learned from. Ultimately, Westerink's Japan leadership lesson is not about importing a foreign management model. It is about combining Philips' global culture with Japanese strengths and his own leadership character. He wants Philips Japan to remain deeply Japanese while also becoming more confident internationally. That balance — respect for local culture, openness to global standards, and the courage to ask better questions — defines his approach. Q&A Summary What makes leadership in Japan unique? Leadership in Japan is unique because much of the real work happens before the meeting. Westerink observes that Japanese business culture places a high value on harmony, preparation, respect, and careful pre-alignment. In many Western or international contexts, management meetings can be lively, direct, and even confrontational. People interrupt, challenge, debate, show visible passion, and make decisions in the room. In Japan, the formal meeting is often the final stage of a longer process. Nemawashi, consensus-building, and quiet coordination help protect relationships and reduce open conflict. This does not mean people lack passion. It means passion is expressed differently, often in smaller groups, trusted settings, or after the formal meeting has ended. Why do global executives struggle? Global executives often struggle because they misread the absence of visible debate as a lack of engagement. Westerink initially missed the open passion he had seen in other markets. He had to learn that Japanese colleagues may be deeply committed but less likely to challenge publicly until trust has been built. Foreign executives can also underestimate the importance of timing, silence, hierarchy, and indirect communication. They may become impatient when progress appears slow, not realising that a great deal is happening behind the scenes. Japan requires leaders to develop patience, curiosity, and the ability to read context rather than relying only on explicit statements. Is Japan truly risk-averse? Japan is often described as risk-averse, but Westerink's experience suggests a more nuanced picture. The issue is not that Japanese people lack ideas or ambition. Rather, there is strong uncertainty avoidance around failure, loss of face, and public mistakes. People want to deliver perfect work, and that can slow action when speed and learning are required. Westerink addresses this by making failure discussable. He calls out mistakes, but not to punish people. Instead, he asks what can be learned, what will be done differently, and whether others can benefit from the lesson. This reframes risk from personal embarrassment into collective improvement. What leadership style actually works? The leadership style that works in Japan is humble, consistent, curious, and relationship-based. Westerink emphasises that he is a guest in Japan and part of the team. He asks many questions, visits people where the work happens, joins informal activities, and spends time with employees outside formal meetings. He also leads by example. If budgets are tight, he stays in the same type of hotel as others. If the company expects people to be accountable, he models accountability himself. He also adapts recognition to the culture. Instead of always singling out one heroic individual, he recognises the importance of team contribution, because public individual praise can sometimes create discomfort in Japan. How can technology help? Technology helps when it is connected to real clinical, operational, and customer value. Philips Japan works in health technology, including advanced medical equipment such as MRI systems. Westerink describes initiatives where doctors and physicians submit research on how to improve procedures, increase accuracy, reduce workload, and create better outcomes. Internally, Philips Japan also invites teams to explore AI, quality improvement, billing processes, service efficiency, and better patient outcomes. This reflects a form of decision intelligence: using data, expertise, frontline insight, and structured evaluation to improve decisions. In health care, technologies such as AI, digital twins, and advanced imaging can only create value when leaders understand the clinical reality, the customer's challenge, and the human workflow around the technology. Does language proficiency matter? Language matters, but Westerink's experience shows that leadership in Japan is not only about speaking Japanese. He uses translators when needed, allows questions in Japanese, and encourages teams to prepare and present in English when appropriate for an international company. The key is not linguistic perfection, but communication design.  Leaders must create channels where people can speak safely, ask questions, and contribute. Westerink sometimes asks for critical questions and waits until the team provides them. At first, this was uncomfortable. Over time, people learned that constructive challenge was expected and welcome. What's the ultimate leadership lesson?The ultimate lesson is that positive intent, humility, and connection matter most. Westerink advises new leaders in Japan to find trusted people who will tell them when things are going well and when their behaviour may not be landing as intended. They should be transparent about why they are in Japan, what they hope to contribute, and what they hope to learn. They should connect with people through work, food, informal time, customer visits, and genuine curiosity. His advice is simple but profound: the longer leaders are in a place, the more they realise they know nothing. That mindset keeps them learning. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results.He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

The Outer Realm welcomes Special Guest Mark Langenfeld Date: July 8th, 2026 EP: 742 DISCUSSION: Mark will be discussing his newest book ‘ Wisdom From the Woods”. The stories are designed to cultivate the motivation and encouragement needed to unearth buried treasures within yourself and gently guides you along your own path to happiness and enlightenment, one observation at a time. Contact for the show - theouterrealmcontact@gmail.com https://linktr.ee/michelledesrochers_ Please support The show by Liking, Subscribing, Sharing and Commenting. Thank you all !!! About The Book: Discover 52 inspiring personal stories, each embodying one of Mother Nature's practical lessons that you can implement weekly for greater wellness and joy. Told in Mark Langenfeld's kind, humorous voice, these stories are designed to cultivate the motivation and encouragement needed to unearth buried treasures within yourself. Mark's keen observations of the natural world offer a unique perspective on self-development and psychological well-being. The resulting insights skillfully connect these inner journeys to your relationship with nature. Learn to make peace with the storms in your head, nurture yourself like a snowy owl, and remove emotional thorns. With the easy-to-understand wisdom of bears, ravens, cats, and more, this contemplative book gently guides you along your own path to happiness and enlightenment, one observation at a time. 100% of the author's royalties are donated to the students' Nutrition Assistance Program through the Northwood Technical College Foundation. Buy The book At Amazon: https://a.co/d/0f7bJCKM About Mark: Mark Langenfeld is the author of Wisdom from the Woods, published by Llewellyn Worldwide. (100% of his royalties are donated to the students' Nutritional Assistance Program at Northwood Technical College in Superior, WI where Professor Langenfeld teaches psychology and sociology.) He holds a doctorate in clinical psychology from Alliant International University in Fresno, CA. Before teaching, he worked as a therapist for several years. Additionally, he presents workshops at conferences on various topics dealing with improving psychological well-being. His hobbies include juggling, hiking, gardening, meditation, rock collecting, fishing, and doing random acts of kindness. To receive positive daily messages, Please follow Dr. Langenfeld on Facebook: https://www.facebook.com/profile.php?id=61556910451200 If you enjoy the content on the channel, please support us by subscribing: Thank you All !!! A formal disclosure: The opinions and information presented or expressed by guests on The Outer Realm Radio and Beyond The Outer Realm are not necessarily those of the TOR, BTOR Host, Sponsors, or the United Public Radio Network and it's producers. Although the content may be interesting, well researched and accurate, it is deemed "For Entertainment Purposes" We are always be respectful and courteous to all involved. Thank you, we appreciate you all United Public Radio & UFO Paranormal Radio www.uprntalkradio.com

Tanya 24 Tamuz Cap8Parte2-Teshuva superior através da Torá,resgata condição original da alma

Western and Japanese meetings often look similar on the calendar, but they operate on very different assumptions. Both may involve reporting, planning, problem-solving and innovation, yet the real work happens in different places. In many Western companies, the meeting room is where people debate, confront, push, defend and decide. In Japan, the meeting is often only one stage in a broader process. Much of the real alignment happens before the meeting through nemawashi, the groundwork that smooths disagreement and builds consensus. Leaders who miss this difference can become frustrated, confused and ineffective when running meetings in Japan. Why do Western and Japanese meetings feel different? Western meetings often treat the room as the decision arena, while Japanese meetings often treat the room as a confirmation stage. The difference is not cosmetic; it changes how leaders should prepare, participate and follow up. In the West, especially in US, Australian and European business cultures, people may expect direct debate during the meeting. They "duke it out," test ideas, challenge assumptions and make decisions in the room. In Japan, open conflict inside the meeting can feel disruptive or embarrassing. The Japanese approach often relies on conversations before the meeting to understand concerns, reduce friction and avoid public confrontation. Do now: Do not assume silence in a Japanese meeting means agreement. Check views privately before and after the meeting. What communication problems appear in Western-style meetings? Western-style meetings often expose communication extremes: passive wishing, aggressive demands, direct debate, hidden stress and power plays. Leaders need a toolbox to manage these behaviours. Some people express desires as vague wishes, while others make blunt demands. Some bulldoze through barriers, while others read the air, or kuki wo yomu, to avoid offending anyone. Stress can show up as aggression, silence or controlled professionalism. In cross-cultural teams, direct communicators may dominate while quieter or more indirect contributors self-censor. This can rob the meeting of valuable perspectives and distort the quality of the decision. Do now: Watch for both over-speaking and under-speaking. The loudest voice is not always the best insight. How do power and accountability affect meetings? Meetings become dysfunctional when people use them to elevate themselves, deflate others or dodge accountability.The leader's job is to stop meetings becoming internal combat arenas. Strong individuals may jockey for position by depressing the status of others. A salesperson belittling an administration colleague as a "cost centre" versus a "profit centre" is a classic example of destructive status play. Accountability can also become uneven. Dominant people may hold everyone else to strict standards while granting themselves a free pass because they are "major producers." In Japanese organisations, these tensions may be less visible in the room, but they still exist under the surface. Do now: Make accountability universal. No one gets a special exemption because of title, ego or results. Why is confrontation handled differently in Japan? Confrontation is handled differently in Japan because preserving harmony, face and decorum often matters more than winning a public argument. Directness is acceptable only when it remains polite, considerate and relationship-aware. In many Western environments, confrontation can be seen as honest, passionate or necessary. In Japan, blunt confrontation may shut people down, damage trust or push disagreement underground. Some people will hide valid concerns rather than risk tension. Others may communicate indirectly, expecting the leader to read between the lines. This does not mean Japanese meetings lack conflict. It means conflict is often managed through timing, setting and private discussion. Do now: Move sensitive disagreement out of the public meeting and into respectful one-on-one conversations. What is nemawashi and why does it matter? Nemawashi is the Japanese practice of doing groundwork before a decision so disagreement can be handled privately and consensus can form before the meeting. It files down the rough edges before everyone gathers. The word originally comes from preparing tree roots before transplanting, and in business it means consulting stakeholders, testing reactions, lobbying for support and solving objections early. Loud people, quiet people, supporters and sceptics should all be contacted before the formal meeting. By the time the meeting occurs, the decision may already be broadly agreed. To Western leaders, this can look slow or overly political. In Japan, it often creates smoother implementation. Do now: Before the meeting, identify stakeholders, consult them privately and resolve objections early. How should Western leaders run meetings in Japan? Western leaders should adapt by combining their meeting discipline with Japanese-style groundwork. Keep clarity, accountability and timing, but do not rely on public debate alone to reveal the truth. Use pre-meeting consultation to uncover hidden concerns. Invite quieter team members to share views privately before the group session. Clarify who supports the proposal, who is worried and what must change before approval. Then use the meeting to confirm direction, summarise commitments and maintain decorum. This approach works well in Japan-based multinationals, local subsidiaries, joint ventures and cross-cultural leadership teams. Do now: Build the meeting before the meeting. Then use the formal meeting to align, confirm and assign action. Final Summary Western and Japanese meetings differ because they place the centre of gravity in different locations. Western leaders often expect debate and decision-making to happen inside the meeting room. Japanese organisations often use the meeting as one step in a broader consensus-building process, with nemawashi doing much of the heavy lifting beforehand. Leaders in Japan should not abandon all Western meeting tools. Clear purpose, participation, accountability and follow-up still matter. But they must add pre-meeting groundwork, private consultation and sensitivity to indirect communication. Do that and many of the usual meeting problems are circumvented before they can explode in public. 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.

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

Beyond The Outer Realm welcomes the return of Special Guest Simon Bown Date: July 7th, 2026 EP: 741 DISCUSSION: Simon Bown will be talking about his new book “ ASPECTS OF ALIEN ABDUCTION- SHOCKING UFO ENCOUNTERS” . Volume 1, Podcaster , researcher and hypnotherapist Simon Bown examines the phenomenon through the voices of those who claim to have experienced it firsthand. Please join us for this Disturbing, fascinating, and deeply thought-provoking segment. About The Book: For decades, people around the world have reported encounters that defy explanation, missing time, strange craft, non-human beings, and memories that surface under hypnosis. These accounts are evidence of a hidden reality unfolding around us. In Aspects of Alien Abduction: Shocking UFO Encounters– Volume 1, podcaster and hypnotherapist Simon Bown examines the phenomenon through the voices of those who claim to have experienced it firsthand. Drawing on years of research where the author interviewed each person at length, this book explores the recurring elements that appear again and again in abduction accounts: mysterious visitors, medical examinations, telepathic communication, hybrid programs, and encounters that challenge our understanding of consciousness itself. Rather than sensationalism, Simon Bown focuses on patterns, what experiencers consistently report, how their stories intersect, and what these similarities might reveal about the nature of the phenomenon. Disturbing, fascinating, and deeply thought-provoking, Aspects of Alien Abduction invites listeners to examine one of the most controversial mysteries of our time. The implications for humanity are profound. Buy The Book: AMAZON: https://a.co/d/0ht42C19 Contact for the show - theouterrealmcontact@gmail.com https://linktr.ee/michelledesrochers_ Please support The show by Liking, Subscribing, Sharing and Commenting. Thank you all !!! About Simon: Simon Bown is the host of two influential podcasts, a clinical hypnotherapist, and an author specializing in topics related to consciousness, reincarnation, and the afterlife. He has produced over 800 podcast episodes, engaging with leading experts and scholars in the fields of Near-Death Experiences (NDEs), reincarnation, and the continuation of consciousness. His podcasts, The Alien UFO Podcast and Our Paranormal Afterlife, have collectively garnered over 6,000,000 downloads, with Our Paranormal Afterlife reaching No.1 on the UK Apple Podcasts spirituality chart. Simon holds a diploma in Clinical Hypnotherapy and is certified in Past Life Regression Therapy. He has conducted hundreds of past life regression sessions, specializing in guiding individuals through these therapeutic processes. His research is informed by personal experiences with paranormal phenomena, including psychic flashes, UFO sightings, and other unexplained occurrences. These experiences have contributed to his academic interest in the nature of consciousness and its potential existence beyond the physical body. 'Verified Near Death Experiences: Proof Of An Afterlife' is set to change the conversation on death and consciousness forever. Are you ready to take the journey? Website: https://www.pastliveshypnosis.co.uk/ If you enjoy the content on the channel, please support us by subscribing: Thank you All !!! A formal disclosure: The opinions and information presented or expressed by guests on The Outer Realm Radio and Beyond The Outer Realm are not necessarily those of the TOR, BTOR Host, Sponsors, or the United Public Radio Network and it's producers. Although the content may be interesting and accurate, 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

Salespeople in Japan often face a delicate balancing act. Push too little and they become passive farmers who protect the client but fail to grow the business. Push too hard and they risk looking aggressive, annoying, or culturally tone-deaf. The real answer sits in the middle: become a trusted partner who helps the buyer succeed while still representing your own company's commercial interests. In Japan, professional selling is not about being timid. It is about being appropriately persistent, value-focused, and visibly committed to helping the client improve. When is sales persistence too much in Japan? Sales persistence becomes too much in Japan when the buyer feels pressured, disrespected, or treated like a target rather than a partner. The goal is not to copy an American-style hard sell; the goal is to build trust while still moving the business forward. Japanese buyers often value patience, relationship continuity, risk reduction, and internal consensus. That does not mean salespeople should collapse at the first sign of hesitation. It means they need to read the room, ask better questions, and keep the conversation focused on value. In B2B sales, professional services, training, technology, and recruitment, the best salesperson is not passive and not pushy. They are persistent with purpose. Do now: Push for clarity, not pressure. Keep advancing the conversation, but make every follow-up useful to the buyer. Why are some Japanese sales teams too passive? Many Japanese sales teams become too passive because they prioritise keeping the buyer happy over creating value for both sides. They are good farmers, but weak hunters. Clients often tell sales leaders that their teams bend over backwards for customers and behave almost as if they work for the buyer. That sounds noble, but it can damage revenue, margins, account growth, and new business development. Farming existing accounts matters, but hunting for new buyers and expanding current relationships matter too. Post-pandemic Japan has made prospecting harder, with fewer spontaneous networking opportunities and more digital gatekeeping. Passive salespeople cannot simply wait for the phone to ring. Do now: Train salespeople to protect relationships while still asking for introductions, proposing next steps, and expanding the account. Why is discounting dangerous in Japanese sales? Discounting is dangerous in Japanese sales because a low opening price often becomes the ceiling, not the floor.Once buyers secure a discount, they may expect that price as the new baseline. Weak salespeople discount because they cannot explain value. They would rather win the client at a painful price than risk losing the deal and having to find a new buyer. The problem is that Japan's B2B buyers, procurement teams, and corporate decision-makers remember concessions. A "special one-time price" may not be treated as special next time. It becomes the anchor for future negotiations. Australian, American, and European suppliers entering Japan often make this mistake by offering their "best price" too early and then spending the rest of the negotiation defending it. Do now: Sell value before price. Explain outcomes, risk reduction, implementation support, and long-term impact before discussing concessions. How should salespeople network without damaging their reputation? Salespeople should network with energy and discipline, but never with desperation, deception, or disrespect. In Japan's close business community, especially among foreign executives in Tokyo, reputation travels fast. Networking at chambers of commerce, industry associations, embassy events, trade groups, and professional gatherings can produce valuable leads. It can also produce bruising moments. Some people reject business cards, complain about follow-up emails, or accuse active networkers of being too visible. Salespeople need thick skin. Most critics are not responsible for finding new clients and may not understand how difficult prospecting really is. Still, there is a line. Integrity, relevance, and respect must guide every approach. Do now: Network consistently, but make it buyer-centred. Follow up with relevance, not spam. Be memorable for value, not volume. Should sales leaders personally prospect? Sales leaders should personally prospect because they cannot credibly demand hunting behaviour from their team if they refuse to do it themselves. Leading from the front builds trust, accountability, and standards. A sales leader who attends events, starts conversations, asks for meetings, follows up, and handles rejection demonstrates the behaviour expected from the team. This matters in Japan, where hierarchy and role modelling influence organisational behaviour. If the boss hides behind dashboards and only lectures the sales team about pipeline, credibility collapses. When the leader shows grit, the team has fewer excuses. Prospecting is hard. Rejection stings. But nothing happens until someone sells something. Do now: Model the behaviour. Make calls, attend events, ask for introductions, and show your team what professional persistence looks like. How can salespeople protect the brand while being persistent? Salespeople protect the brand by operating with integrity, helping clients succeed, and avoiding patterns of behaviour that many people would describe as aggressive or annoying. One critic is noise; repeated complaints are a warning signal. In Japan, bad news moves quickly. Among multinational executives in Tokyo, the community can feel like a small village. A damaged reputation can follow a person, company, or sales team for years. That is why persistence must be anchored in values. If the market sees you as passionate, helpful, and commercially serious, occasional criticism will bounce off. If many people describe you as pushy, rude, or unreasonable, the brand has a problem. The difference is intent and behaviour. Do now: Track market feedback. Stay bold, but watch for repeated complaints about tone, pressure, or follow-up frequency. Conclusion: what is the right level of sales pressure? The right level of sales pressure in Japan is professional persistence built on trust. Too little pressure produces passive account managers who avoid difficult conversations, discount too quickly, and fail to grow business. Too much pressure damages the relationship, reputation, and brand. The sweet spot is disciplined, value-based selling. Salespeople should be proud to hunt for new buyers, expand existing accounts, and keep the wheels of industry turning. The key is to do it with integrity. Help the buyer succeed, protect your company's commercial interests, and keep showing up. Critics will always exist. Clients who value your work are the audience that matters most. FAQs Is hard selling effective in Japan? Hard selling is rarely effective in Japan because it can damage trust and create resistance. Japanese buyers usually prefer professional persistence, clear value, patience, and relationship-building. Are Japanese salespeople too passive? Some salespeople in Japan can become too passive when they over-focus on keeping the client happy. Good salespeople protect the relationship while still asking for growth, next steps, and decisions. Why should salespeople avoid heavy discounting? Heavy discounting weakens value perception and can reset the buyer's expected price permanently. In Japan, a low price can become the ceiling for future negotiations. How do I know if my prospecting is too aggressive? Your prospecting may be too aggressive if multiple people complain about your tone, frequency, or lack of relevance. One critic may not matter; repeated feedback deserves attention. What should sales leaders do to encourage hunting? Sales leaders should model hunting behaviour themselves. Attend events, prospect visibly, follow up professionally, and show the team how to be persistent without being pushy. 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.

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

La pronuncia è spesso l'aspetto più trascurato nello studio dell'italiano — eppure è la prima cosa che un madrelingua nota. Esistono errori legati a caratteristiche dell'italiano che non esistono in molte altre lingue: quasi tutti gli studenti li commettono, ma una volta riconosciuti è possibile correggerli. Non Commettere Questi Errori di Pronuncia in Italiano Errore 1: L'Accento Sbagliato nella Terza Persona Plurale In italiano, l'accento tonico — cioè la sillaba su cui cade il "peso" della parola — cade di norma sulla penultima sillaba. Esiste però una grande eccezione: le terze persone plurali dei verbi, cioè le forme con "loro". Molti studenti, seguendo la regola della penultima sillaba, pronunciano: «loro scrivono» con accento su -vo- → scri-VO-no «loro leggono» con accento su -go- → leg-GO-no La pronuncia corretta è invece: «loro SCRIvono» → accento sulla terzultima sillaba «loro LEGgono» → accento sulla terzultima sillaba La regola: nelle terze persone plurali, l'accento non cade mai sulla penultima sillaba, ma sempre sulla terzultima — o anche prima. Il Trucco: Pensa alla Prima Persona Singolare L'accento nella terza persona plurale cade esattamente nella stessa posizione della prima persona singolare (io): «io SCRIvo» → «loro SCRIvono» «io LEGgo» → «loro LEGgono» «io DORmo» → «loro DORmono» «io PARlo» → «loro PARlano» Esistono anche verbi in cui l'accento alla prima persona singolare cade sulla terzultima sillaba o ancora prima. In questi casi il plurale segue la stessa posizione: «io Àbito» → «loro Àbitano» — non «a-bi-TA-no» «io co-MÙ-ni-co» → «loro co-MÙ-ni-ca-no» — non «co-mu-ni-CA-no» «io DÌ-men-ti-co» → «loro DÌ-men-ti-ca-no» — non «di-men-ti-CA-no» Poiché in italiano non si scrive l'accento grafico su queste parole, non esiste una regola visiva di supporto. L'unico modo per interiorizzare questi accenti è ascoltare tanto italiano e abituare l'orecchio nel tempo. Errore 2: La Lettera Z — Due Suoni in una Sola Lettera La lettera Z è la più imprevedibile dell'alfabeto italiano: può avere due suoni completamente diversi. Z "dura": è la combinazione TS pronunciata in modo fuso, rapidamente — come se T e S diventassero un suono unico. Le corde vocali non vibrano. Z "morbida": è la combinazione DZ pronunciata in modo fuso. Qui le corde vocali vibrano. Per distinguerle, si può appoggiare la mano alla gola: con la Z "morbida" si sente una vibrazione, con la Z "dura" no. È la stessa differenza che esiste tra F (nessuna vibrazione) e V (vibrazione). Esempi con la Z "Dura" (TS fusi) «pizza» → pi-TZa «stazione» → sta-TZIO-ne «grazie» → GRA-tzie «silenzio» → si-LEN-tzio «pazienza» → pa-TZIEN-tza Esempi con la Z "Morbida" (DZ fusi) «zaino» → DZai-no «zero» → DZe-ro «mezzo» → MED-dzo «realizzare» → rea-li-DZZA-re «zona» → DZO-na Regole Utili per Orientarsi Quando la Z è all'inizio di parola, nella maggior parte dei casi è Z "morbida": «zero, zona, zaino, zucchero, zio». Il suffisso -zione vuole sempre la Z "dura": «situazione, conversazione, attenzione, nazione». La sequenza Z + I + vocale vuole la Z "dura": «grazie, pulizia, agenzia, silenzio, anziano». Il suffisso -izzare e tutte le sue forme coniugate vogliono la Z "morbida": «realizzare → io realizzo, lui realizza, loro realizzano» — Z "morbida" in tutte le forme. Eccezione importante: la parola «azienda» sembra seguire la regola della sequenza Z+I+vocale — e quindi dovrebbe avere la Z "dura". Invece no: azienda ha la Z "morbida" → a-DZIEN-da. È un'eccezione da memorizzare a parte. Curiosità: moltissimi stranieri pronunciano «pizza» con la Z "morbida", come «pi-DDZA». La pronuncia corretta è invece «pi-TTZA», con la Z "dura". Anche la parola più famosa d'Italia viene pronunciata male nel mondo intero. Errore 3: Le Lettere che Si Scrivono ma Non Si Pronunciano Uno degli aspetti più insidiosi dell'italiano è la presenza di lettere che si scrivono ma sono completamente mute. Molti studenti le pronunciano perché le vedono scritte — ma si tratta di un errore. I Gruppi CIA/CIO/CIU e GIA/GIO/GIU Nei gruppi CIA, CIO, CIU e GIA, GIO, GIU, la I non si pronuncia. La sua unica funzione è segnalare che la C o la G si pronunciano con suono morbido — come la CH di «cheese» o la J di «jump» in inglese. La I è solo un segnale visivo. «ciao» → si pronuncia CHAO — la I non si sente «cioccolato» → CIOC-co-la-to, con suono morbido CH — I muta «giacca» → JAC-ca — I muta «gioco» → JO-co — I muta «Giovanni» → Jo-VAN-ni — I muta Il Gruppo SCIA/SCIO/SCIU Stesso discorso per SCIA, SCIO, SCIU: la I è muta e serve solo a far pronunciare SC con il suono SH — come «she» o «shower» in inglese. «sciarpa» → SHAR-pa — la I non si pronuncia «sciocco» → SHOC-co — I muta «asciugare» → a-SHU-ga-re — I muta Le I "Storiche" — il Caso Più Insidioso In alcune parole la I si scrive per ragioni storiche: nella parola latina originale si pronunciava, ma in italiano moderno è completamente muta. Non esiste una regola visiva di supporto — bisogna semplicemente saperlo. «scienza» → si pronuncia SHÈN-tza, non SHIÈN-tza — la I non si sente «coscienza» → co-SHÈN-tza — I muta «società» → so-che-TÀ — I muta «igiene» → i-JÈ-ne — I muta «specie» → SPÈ-che — I muta Curiosità: la parola «conoscenza» non ha nessuna I, eppure si pronuncia esattamente come la parte finale di «coscienza». Questo dimostra che quella I in «coscienza» è inutile dal punto di vista della pronuncia — esiste solo per ragioni storiche. Un Caso Speciale: i Plurali in -CIE e -GIE Il plurale di «camicia» è «camicie» — con la I. Quello di «valigia» è «valigie» — ancora con la I. Questa I si pronuncia? No, è muta anche qui. Ma allora perché si scrive? Per una regola ortografica precisa: si scrive la I se la sillaba precedente finisce per vocale. «va-LI-gia» → la sillaba -li- finisce per vocale → plurale: «va-LI-gie» (I scritta, ma muta) «ca-MI-cia» → la sillaba -mi- finisce per vocale → plurale: «ca-MI-cie» (I scritta, ma muta) «a-RAN-cia» → la sillaba -ran- finisce per consonante → plurale: «a-RAN-ce» (senza I) «TOR-cia» → la sillaba -tor- finisce per consonante → plurale: «TOR-ce» (senza I) Questa regola riguarda solo la scrittura, non la pronuncia — ma è utile anche per evitare errori ortografici. Errore 4: I Gruppi GL e GN — Suoni che Non Esistono in Molte Lingue Il Gruppo "GLI" Il gruppo GLI non si pronuncia come G + L + I separatamente: è un unico suono prodotto con la lingua premuta contro il palato. A seconda della propria lingua madre, si può avvicinare a questo suono in modi diversi: Spagnolo castigliano: simile alla LL di «llegar» o «llamar» Portoghese: simile alla LH di «filho» Inglese: il suono centrale di «million» — quel «ly» nel mezzo è molto vicino al GLI italiano Esempi pratici: «figlio» → fi-LYO (lingua sul palato) «famiglia» → fa-MI-lya «aglio» → A-lyo «voglio» → VO-lyo «meglio» → ME-lyo Errore comune: molti pronunciano «figlio» separando le lettere — «fig-lio», con G e L distinte. Il suono deve essere invece unico e fluido. Il Gruppo "GN" Anche GN è un suono unico. Per avvicinarsi a questo suono a partire da diverse lingue: Spagnolo: identico alla Ñ di «mañana» Francese: come la GN di «champagne» Inglese: il suono «ny» nel mezzo di «canyon» Esempi pratici: «gnocchi» → NYOc-chi «bagno» → BA-nyo «signore» → si-NYO-re «cognome» → co-NYO-me «montagna» → mon-TA-nya GN è sempre un suono solo — mai G + N separati. Errore 5: Le Consonanti Doppie In molte lingue, come l'inglese, le lettere doppie si scrivono ma non cambiano il suono. In italiano invece la doppia allunga fisicamente il suono della consonante — e questo non è solo una questione fonetica: la doppia può cambiare completamente il significato della parola. SingolaSignificatoDoppiaSignificatonononumero ordinale 9°nonnopadre del proprio padrepenatristezza, dolorepennastrumento per scriveresetevoglia di beresetteil numero 7caroamato, o costosocarroveicolo trainato da animalicapelloun singolo pelo della testacappellocopricapo La doppia si pronuncia semplicemente allungando il suono della consonante — come se ci fosse una piccola pressione su quella consonante prima di continuare: «pena» → N normale  |  «penna» → N allungata: pen...na «sete» → T normale  |  «sette» → T allungata: set...te «caro» → R normale  |  «carro» → R allungata: car...ro Nota: quando gli italiani parlano velocemente, le doppie si sentono meno. Questo può rendere difficile riconoscerle all'ascolto. Nel parlare, però, è sempre meglio pronunciarle con chiarezza: un madrelingua preferirà sentirle leggermente esagerate piuttosto che non sentirle affatto. Domande Frequenti Come Faccio a Sapere Dove Cade l'Accento nella Terza Persona Plurale? Il modo più efficace è pensare alla prima persona singolare (io): l'accento cade nella stessa posizione. Per esempio, se si sa che si dice «io PARlo», si può dedurre che la forma corretta è «loro PARlano» e non «loro parLAno». Per i verbi meno comuni, l'unica strategia affidabile è ascoltare tanto italiano parlato. Esiste una Regola per Distinguere la Z "Dura" dalla Z "Morbida"? Sì, esistono alcune indicazioni utili: la Z all'inizio di parola è quasi sempre "morbida"; il suffisso -zione vuole sempre la Z "dura"; la sequenza Z+I+vocale vuole la Z "dura"; il suffisso -izzare e tutte le sue forme vogliono la Z "morbida". Fanno eccezione alcune parole come «azienda», che va memorizzata a parte. Perché Alcune I Si Scrivono ma Non Si Pronunciano? Per due motivi diversi. In alcuni casi — come in «ciao» o «gioco» — la I serve come segnale visivo per indicare che la C o la G si pronunciano con suono morbido....

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

The Outer Realm welcomes the return of Special Guest Jennifer Jurkofsky Date: July 2nd, 2026 EP: 740 DISCUSSION: Tonight 's Discussion - Jennifer Jurkofsky and I will be discussing “ Night Visions: Unravelling Our Dreams, Visitations, Visions and Prophecies, Travel and The Beyond” . How do we know what we really experiencing ? Join us for an in depth conversation about the various concepts of what happens when we slumber! Contact for the show - theouterrealmcontact@gmail.com https://linktr.ee/michelledesrochers_ Please support The show by Liking, Subscribing, Sharing and Commenting. Thank you all !!! About Jennifer: Jennifer is a licensed psychotherapist, spiritual counsellor, and intuitive life coach whose work blends mental health, consciousness studies, and interstellar readiness. She serves as Special Advisor for Human Development and Interstellar Contact Readiness (Canada) with the Alliance, and as an Earth-based Elder on the Galactic Elders' Council, guiding planetary and individual consciousness toward alignment with cosmic principles. As an author, Jennifer has published multiple works supporting trauma recovery, emotional integration, and consciousness expansion. Her EMDR practitioner workbook has been used by over 1,000 therapists in more than 20 countries, and her contemplative projects include The Spheres of Consciousness and The Human Design Colouring Book and Journal. She recently released The Lyran Legacy, the first book in the Starlit Paths series, alongside her Personalized Star Seed Guide — a tool for exploring past galactic lives and deepening personal healing. Across all her work, Jennifer helps individuals awaken, heal, and align with their authentic selves while supporting humanity's broader journey within the cosmic community. Socials: WEB: www.myholisticselfcounselling.com FB @HolisticSelfCounselling 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

The Outer Realm welcomes Special Guest, Author Debra DeAngelo Date: July 1st, 2026 EP: 739 DISCUSSION: Tonight 's Discussion - The Rooted Path & Nature's Altar: Honouring Sacred Spaces & The Living Earth. Debra will be talking about her new book “ Pagan Curiouser - A Joyful Path of Nature, Magic and Spirituality”. She teaches you how to take a step into her world, and connect with the Earth, Nature, The Stars, and Spirituality . Contact for the show - theouterrealmcontact@gmail.com https://linktr.ee/michelledesrochers_ Please support The show by Liking, Subscribing, Sharing and Commenting. Thank you all !!! About Debra: Debra DeAngelo is a garden variety Pagan and eclectic solitary dirt witch, with diverse spiritual interests and magical pursuits. She lives a Goddess/Nature-centric life in northern California with her husband, Joe, and their fatt catt Maxx. She has written three books for Llewellyn Worldwide, as well as feature stories and opinion pieces for Witches & Pagans and SageWoman magazines, and has self-published two anthologies. She taught beginning Paganism classes for University Magickus (an online paranormal/magical school) for more than two years. She continues to lead a monthly tarot study group, now in its tenth year, and reads tarot privately and at public events. Following a long career in print journalism as a managing editor and award-winning, syndicated opinion columnist, she now focuses on her massage practice, magical exploration, writing, and riding. A lifelong Horsey Girl, the heart of every day belongs to her four-legged bestie, Tino. She has two grown and deeply loved children, who continue to school her on parenting. She holds a Bachelor's degree in Psychology from the University of California at Davis, and is a graduate of Massage Therapy Institute in Davis, CA. For more information or to get in touch, visit her website, debradeangelo.com, or find her on Facebook, LinkedIn, Instagram, Threads, and BlueSky. https://debradeangelo.com/ https://www.facebook.com/profile.php?id=100068368067828 Debra LoGuercio DeAngelo (@debradeangelo) • Threads, Say morethreads.com Debra DeAngelo (@gardenvarietypagan) • Instagram photos and videosinstagram.com Debra DeAngelo (@debradeangelo.bsky.social)bsky.app Debra Can Also be Found on LinkedIn: linkedin.com AMAZON: https://a.co/d/08vYgepb If you enjoy the content on the channel, please support us by subscribing: Thank you All A formal disclosure: The opinions and information presented or expressed by guests on The Outer Realm Radio and Beyond The Outer Realm are not necessarily those of the TOR, BTOR Hosts, Sponsors, or the United Public Radio Network and its producers. Although the content may be interesting, it is deemed "For Entertainment Purposes" . We are always respectful and courteous to all involved. Thank you, we appreciate you all!!!!United Public Radio & UFO Paranormal Radio www.uprntalkradio.com

A bi-weekly news show informing you on the latest in Bitcoin, privacy and open source tech hosted by Ungovernables, Max and Q. AOB• Holiday season is over• UK no longer melting• Samourai updatesNEWS• GitHub permanently bans Rust Lightning (LDK); Corallo moves Bitcoin dev infra to self-hosted Forgejo - Bitcoin Magazine: Corallo urges Bitcoin projects to exit GitHub after Rust Lightning ban• Sparrow Wallet Apple developer-account scare resolved - Bitcoin Magazine / Craig Raw / Sparrow Wallet• FISA Section 702 lapses for the first time since 2008 - EFF: Victory, 702 Has Expired• Canada's surveillance-and-speech week: Lawful Access bill (C-22) rammed to a June 19 deadline, "Combatting Hate" Act (C-9) gets royal assent June 18 - EFF: Canada Is Forging Ahead with Its Dangerous Surveillance Bill / Canada.ca: stronger hate crime protections become law• US CBDC ban through 2030 heads to the President's desk - House Financial Services Committee• Developer-protection carve-out (BRCA) being sanded down as CLARITY Act stalls; passage odds cut to 50-50 - Bitcoin Magazine: Galaxy Research cuts CLARITY Act passage odds• Bull Bitcoin secures MiCA license in France while keeping self-custody/privacy model - Bitcoin Magazine / Bull Bitcoin• ESMA tells unlicensed crypto providers to wind down as MiCA deadline arrives - ESMA public statement PDF• LND zero-timestamp DoS vulnerability publicly disclosed - Bitcoin Optech #411RELEASESWallets• Envoy v2.3.0-beta - 2026-06-22Redesigned Send flow with inter-account transfers, message signing, Address Explorer, sub-sat fee rates, and custom block-explorer support, plus Passport Prime pairing/Bluetooth reliability fixes. Disclose it is ours.• Zeus v13.1.0 - 2026-06-17Feature release: Cashu multi-mint sends, queue-less Nostr Wallet Connect payments on iOS, CLINK noffer support, and Cashu-token detection in URLs. Strong ecash plus Nostr-native payments stack for a self-custodial Lightning wallet.• Zeus v13.1.1 - 2026-06-26Patch: fixes TLS cert verification for LND/CLN REST over Tor and a currency-converter input bug.• Phoenix 2.8.1 - 2026-06-18Adds an iOS debug screen for signing swap-in transactions and fixes an Android amount-display bug, on updated lightning-kmp.• Blockstream Green iOS 5.5.0 - 2026-06-15Adds support for paying LNURL, BOLT12, and BIP-353 payment instructions, improves Lightning invoice handling, and shows funding fees in the receive flow.• Blockstream Green Desktop 3.4.1 - 2026-06-17Adds BOLT12 offer descriptions and updates GDK to 0.77.6. Secondary to the iOS release, but it reinforces the same BOLT12/BIP-353 direction.• Blink Mobile 3.0.1 - 2026-06-26Pre-release build that continues Blink's self-custodial wallet implementation, including wallet creation, seed backup/recovery, Blink Lightning address, LNURL pay, and Stable Balance with BTC-USD conversion. Mention only as a prerelease / watch item.Lightning / node ops• Core Lightning 26.06.2 - 2026-06-29Point release recommended for minimal OS setups and Docker images lacking root TLS certificates. Late-breaking / record-day item if recording after June 29; not a lead, but useful for node operators.Self-hosting / payments infra• BTCPay Server v2.4.0 - 2026-06-25Major release: multisig wallet setup, loginless passkey auth, and granular per-wallet permissions. Breaking: removes the LNBank and Lightning Charge backends.Bitcoin / wallet infrastructure• Liquid GDK 0.77.6 - 2026-06-16Adds Python 3.14 wheels and fixes singlesig GDK use over Tor that broke after a ureq dependency update. Developer/infrastructure note rather than listener-facing wallet news.Hardware / multisig / inheritance• Nunchuk 2.6.0 - 2026-06-17 (Blog Post: https://nunchuk.io/blog/phased-rollout )Phased rollout of the off-chain inheritance protocol, plus fixes and performance work. Self-custodied estate planning for multisig users.P2P / no-KYC trading• Mostro v0.17.5 - 2026-06-16Anti-abuse bonds harden the Nostr-based P2P marketplace while staying non-custodial. Adds multi-source price aggregation and maker-timeout penalties.• BULL Wallet v6.11.1 - 2026-06-22CSV export, payment notes, auto swap-claim retries, better Electrum reliability, experimental Linux desktop support. • Peach Bitcoin 0.69.0 - 2026-06-25Faster funding-flow sync, but ships a new EU-compliance sign-up step. Worth naming the privacy/compliance tradeoff for a no-KYC-leaning audience.On-chain privacy / coinjoin• Ashigaru Desktop 1.0 - 2026-06-24 Ashigaru Desktop 1.0.0 (June 19, 2026) is the inaugural stable release of the Whirlpool coinjoin desktop wallet, shipping Tx0/zeroleak mixing with Premix/Postmix/Badbank account management, built-in Tor, Mix To for routing postmix funds offline, a receive-only attack-surface reduction model, BIP-329 label import/export, and an offline BIP47 message verifier. It also adds a polished dark-theme UI with live coinjoin progress tracking, full cross-platform packaging (Windows/macOS/Linux plus headless server builds), reproducible builds, and BIP47-signed three-step release verification.• JoinMarket NG 0.33.0 - 2026-06-24Correction/update from earlier 0.32.0 note. 0.33.0 adds forced-address-reuse defences, a config center, TUI send validation, wallet history API work, and fidelity-bond / tumbler fixes.• Wasabi Wallet 2.8.0 - 2026-06-28This release adds P2P sync for compact filters, pay-in-coinjoin, sub-1 sat/vByte fees, payment batching, a Scheme scripting language, Signet support, and Tor forward compatibility. It also broadens platform reach with arm64 Linux, Tails, and Whonix support.• Payjoin Dev Kit payjoin-mailroom 0.1.2 - 2026-06-26Hardens the combined Payjoin Directory and OHTTP Relay with bounded file-descriptor usage, recovery from transient accept errors, database/per-request metrics, and unified mailbox TTL.General wallet / spend• Stack Wallet 2.6.0 - 2026-06-27Adds CakePay gift-card support. EDUCATION• The Fed Is Working on a CBDCThe Rage reports that despite public denials, the Fed is internally researching CBDC design. A concrete surveillance-money piece that pairs directly with the 702 lapse for a “financial panopticon” segment. Also pair with the new ROAD to Housing Act CBDC-ban item: the ban runs only through 2030, which is the punchline.• BIP 110 Fork Simulator / explainerInteractive explainer of the BIP 110 “Reduced Data Temporary Softfork”: activation mechanics, what gets restricted, and how the data-filtering debate could split consensus.• How-To Guide: Running an Ecash MintHands-on Cashu / LNbits + Nutshell mint walkthrough. Ecash is the privacy tech of the moment; a good “run your own mint” counterweight to “just use a wallet.”• Bitcoin Privacy in 2026: A Practical GuideDated 2026-06-04, outside even the grace cutoff, so use as evergreen rather than news. Good “where do listeners actually start” resource.• Bitcoin Optech #411Carries the LND zero-timestamp DoS disclosure plus the usual protocol-discussion roundup. Patch reminder for node runners.• Bitcoin Optech #410Summarises an active dev debate to remove opt-in RBF signaling because it now mainly fingerprints the wallet that created the transaction, plus Sparrow Silent Payments, JoinMarket, and Ark items.KEEP AN EYE ON• EU “Chat Control” final trilogue - Patrick Breyer / fightchatcontrol.euThe fourth and likely final trilogue on the permanent CSAM-scanning regulation is set for Monday 2026-06-29. Member states have reportedly dropped the forced encrypted-message-scanning mandate, but the Council text would still codify “voluntary” scanning and extend the interim derogation, with formal adoption expected in July. Outcome not yet known as of record date.• MiCA enforcement after July 1 - ESMA / Bull BitcoinBull Bitcoin is the self-custody-friendly example to watch, while ESMA's wind-down warning is the enforcement backdrop. After July 1, check which EU-accessible services remain available, which providers stop onboarding, and whether “compliant but non-custodial” survives contact with implementation.TO DONATE TO ROMAN'S DEFENSE FUND: https://freeromanstorm.com/donateHELP GET SAMOURAI A PARDONSIGN THE PETITION ----> https://www.change.org/p/stand-up-for-freedom-pardon-the-innocent-coders-jailed-for-building-privacy-tools DONATE TO THE FAMILIES ----> https://www.givesendgo.com/billandkeonneSUPPORT ON SOCIAL MEDIA ---> https://billandkeonne.org/VALUE FOR VALUEThanks for listening you…

Becoming a new leader is one of the most dangerous promotions in business. The person who was promoted for hard work, strong KPIs, early starts, late finishes and personal accountability suddenly becomes responsible for other people's performance. That sounds like career progress, but it can become a trap. Many new managers in Japan, Asia-Pacific, Europe and the US receive little or no formal leadership training. They are expected to work it out alone. The problem is that the skills that earned the promotion are not the same skills needed to succeed as a leader. The new game is leverage, coaching, persuasion and building capability through the team. Why do new leaders struggle after promotion? New leaders struggle because they keep doing the work that got them promoted instead of learning how to lead others. They remain top performers, but they fail to multiply performance through the team. This is common in sales, finance, operations, technology and professional services. A strong individual contributor becomes a team leader and still tries to personally save the numbers. That works for a while, until the organisation raises the target and individual output hits its limit. A leader with ten people has access to eighty hours of team effort in a single day, while one heroic manager has only sixteen hours at most. The leverage is obvious, but many new leaders miss it. Do now: Stop measuring your value only by your personal output. Measure how much better the team performs because of your leadership. How can new leaders stop doing and start leading? New leaders must deliberately shift time from personal production to team development, coaching and performance management. The goal is not to be the busiest player; it is to become the conductor of the orchestra. The orchestra conductor does not play the violin, trumpet or drums. The conductor studies the musicians, aligns timing, manages egos, draws out potential and lifts the whole performance. New managers must do the same. Yes, some may still carry clients or operational responsibilities, especially in SMEs and lean organisations. But over time, they should move those tasks to capable team members and invest more time in developing people. Do now: Audit your week. Reduce low-leverage personal tasks and increase time spent coaching, delegating and improving team capability. How should new leaders balance people and process? New leaders need enough process to protect the organisation and enough freedom to allow creativity, ownership and experimentation. Too many rules kill initiative; too few controls create risk. Compliance matters. Rules protect companies from legal, financial and reputational disaster. We have all seen finance-world examples where weak controls and adrenaline-fuelled risk-taking damaged or destroyed firms. But if every action requires permission, the team stops thinking. In Japanese companies, where stability and process discipline are often strong, leaders must create safe space for ideas while respecting governance. In startups, the danger may be the opposite: too much freedom and not enough control. Do now: Clarify non-negotiable rules, then invite the team to find better paths within those boundaries. Why should leaders encourage ideas from the team? Leaders should encourage team ideas because creativity, ownership and engagement grow when people help shape the solution. If every answer comes from the boss, the team becomes passive. New leaders often let ego get in the way. They think, "I am the boss, so the best ideas should come from me." Or worse, they fear that a talented team member might replace them. That is small thinking. Organisations everywhere are crying out for leaders who create more leaders. A manager known as a "leader creating machine" becomes more valuable, not less. If nobody can replace you, you may be trapped in the same role forever. Do now: Ask the team for options before giving your answer. Build people who can eventually replace you. Why is coaching essential for first-time managers? Coaching is essential because the leader's job is to help people become better than they already are. If everyone keeps working the same way, the team will keep getting the same results. Many new leaders were self-sufficient high achievers. They did not need much help, so they underestimate how much coaching others require. But people do not automatically change because the boss wants better numbers. They may want the company, market, customers or boss to change while they stay exactly as they are. That is where coaching, listening and persuasion become core leadership skills. Dale Carnegie-style leadership is not command and control; it is influence, trust and development. Do now: Schedule regular coaching conversations and focus on behaviour change, not just task updates. What should new leaders study to keep succeeding? New leaders should study leadership deliberately because management skill does not arrive through osmosis.Promotion gives authority, but study builds capability. First-time managers should study delegation, coaching, listening, persuasion, conflict management, motivation and performance accountability. In Japan's consensus-oriented business culture, persuasion and listening are especially important because blunt orders often create surface agreement without real commitment. In Western organisations, speed and directness may be valued, but influence still matters. The Darwinian "up or out" business world does not forgive leaders who refuse to grow. Do now: Treat leadership as a discipline. Study it, practise it and get feedback before small mistakes become career-limiting habits. Final Summary New leaders succeed when they understand that promotion changes the job. What worked before will not be enough now. The leader must stop being only the best player and start building the whole team's performance. Three priorities matter most. First, stop doing everything yourself and start gaining leverage through others. Second, balance process with people so the organisation stays safe while creativity survives. Third, become a genius coach who listens, persuades and develops capability. Study the new role seriously. In leadership, survival and success belong to the people who learn fastest. 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.

Wie zur Hölle konnte das passieren?! DEUTSCHLAND ist raus. Gegen PARAGUAY konnte sich das Team von Trainer JULIAN NAGELSMANN nicht durchsetzen. Unsere BOHNDESLIGA-Crew hat sich direkt nach dem Abpfiff des Spiels der WM 2026 zusammengesetzt, um das Ganze Revue passieren zu lassen. Nils, Etienne und Tobi erhalten dabei Unterstützung von unserem guten Freund Noah Platschko. Wir sind alle noch zutiefst geschockt. Woran hat es gelegen? Grund Nummer eins: Das DEUTSCHE TEAM war leider nicht gut genug. Grund Nummer zwei: Der Gegner hat gut dagegengehalten. Grund Nummer drei: Der Schiedsrichter hat ein regelkonformes Tor zurückgepfiffen. Wir stürzen uns auf all diese Gründe und liefern Erklärungen, warum der deutsche Fußball seit der WM 2018 einfach nichts mehr gerissen bekommt - zumindest, wenn nicht gerade eine Heim-EM stattfindet. Muss Nagelsmann nun gehen? Was wird aus den Spielern? Das alles und noch viel mehr besprechen wir im emotionalsten WM-Studio aller Zeiten. Learn more about your ad choices. Visit megaphone.fm/adchoices

Come join me as we take a look at the 1974 gay adult film about Jesus Christ "Him"  A film whose current whereabouts are unknown and that may have never existed in the first place…..But I think it did.   Sandra Bullock at the Razzie Awards: https://www.youtube.com/watch?v=ghS98BKy29Q     Jack W. Holman's Why are they talking about "HIM"? https://www.jackwholman.com/writings   Tor's Cabinet of Curiosities video The Great Lost Gay Jesus

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.