Podcasts about Tor

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

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

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

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

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

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

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

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

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

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

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

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

Shiur dedicdo à refuá shlemá de David ben SaraPatrocine uma aula e ajude a levar a Torá mais longe: shiurpix@gmail.com A aula revela por que Moshé enviou os líderes para a terra sob "conta e risco" e como Hashem usou esse momento para ensinar o povo a andar com as próprias pernas, reduzindo os milagres abertos para exigir o esforço natural (Hishtadlut). O plano era que agissem como meros "turistas" (latur), mas o erro dos dez espiões foi usar cálculos humanos e opiniões pessimistas, quebrando a conexão com a missão divina e perdendo a fé (emuná).

Ein 90er-Fußball-Spezial zur WM: Für welchen Spieler ging die WM 1990 im wahrsten Sinne des Wortes in die Hose? Wer war der älteste Torschütze der 90er-Jahre? Und warum hat Diana Ross das Tor nicht getroffen? Und natürlich beantworten wir auch die Frage: Welcher Superstar der 90er hatte immer ein Katzenklo neben der Bühne – und warum?

Ein 90er-Fußball-Spezial zur WM: Für welchen Spieler ging die WM 1990 im wahrsten Sinne des Wortes in die Hose? Wer war der älteste Torschütze der 90er-Jahre? Und warum hat Diana Ross das Tor nicht getroffen? Und natürlich beantworten wir auch die Frage: Welcher Superstar der 90er hatte immer ein Katzenklo neben der Bühne – und warum?

Por que Moshé rezou especificamente por Yehoshua, mas não pelos demais espiões? Nesta aula, vamos analisar o episódio dos espiões à luz da Torá, do Talmud e da Cabalá, explorando a raiz espiritual do pecado, o poder da oração de um líder e os limites da intercessão quando a pessoa escolhe seguir um caminho errado. Uma reflexão profunda sobre livre-arbítrio, fé, influência do grupo e responsabilidade individual.Curtiu a aula?Faça um pix RABINOELIPIX@GMAIL.COMe nos ajude a darmos sequência neste projeto#ParashatShelach #Shelach #Espioes #Emuna #Bitachon #Gratidao #Torah #Judaismo #CrescimentoEspiritual #DesenvolvimentoPessoal #LashonHara #RabinoEliahu #AulasDeTora #Chabad #Israel #VidaJudaica #parasha #Tora #Torah #shlach

Deutschland gegen Frankreich: Das klingt nach Sevilla 82, Schumacher gegen Battiston - und seit Florian Wirtz auch nach dem schnellsten Tor der deutschen Länderspielgeschichte. Mit Historiker Philipp Didion sprechen wir über mehr als 100 Jahre deutsch-französische Fußballgeschichte: Rivalität, Versöhnung, Stadien, Fans und Politik.

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

Salespeople in Japan do not fail because the market is difficult, the boss is demanding, the price is too high, or the brochure is weak. Those factors may be real, but they are not the whole story. The bigger issue is whether the salesperson is taking responsibility for improving their own sales ability. Sales is a metrics-based profession. Results show up quickly. If the numbers are poor, excuses will not save the salesperson for long. The better path is simple, but not easy: study the craft, ask better questions, listen properly, match the solution to the buyer's real needs, justify the value, deliver, and follow up. Why do salespeople in Japan make excuses? Salespeople make excuses because blaming external factors is easier than confronting weak sales skills. The market, pricing, exchange rates, industry shifts, sales materials, and management decisions may all matter, but they cannot replace personal responsibility. In Japan's B2B market, salespeople often face long buying cycles, consensus decision-making, conservative procurement processes, and high expectations around trust. In the US or Australia, the sales conversation may move faster. In Europe, compliance and procurement rules may slow things down. Different markets create different challenges, but poor technique travels badly everywhere. If the salesperson cannot ask good questions, listen carefully, diagnose the buyer's need, and explain value clearly, then the excuses start piling up. The problem is rarely one external factor. It is usually a lack of professional sales discipline. Do now: Before blaming the market, identify the one sales skill you personally need to improve this week. Why is sales such a tough profession? Sales is tough because it is a numbers game and poor performance becomes visible quickly. Unlike many roles, sales exposes weak habits through missed targets, low conversion rates, thin pipelines, and lost opportunities. Many people fall into sales by accident. They may begin as technical specialists, customer service staff, entrepreneurs, recruiters, account managers, or young employees assigned to revenue work. Then the metrics arrive: calls, meetings, proposals, close rates, revenue, retention, referrals, and account growth. In Japan, where long-term client relationships matter, weak sales behaviour can damage trust for years. Companies sometimes rely on the "law of the jungle," letting turnover decide who stays instead of investing seriously in training. That is wasteful, but the individual salesperson still has to take charge. Do now: Track your own numbers honestly: prospecting activity, discovery quality, proposal conversion, follow-up speed, and repeat business. What should salespeople study to become true professionals? Salespeople should study questioning, listening, diagnosis, value explanation, objection handling, follow-up, and client relationship building. These are not mysterious talents; they are learnable professional skills. There has never been a better time to self-educate in sales. Books, podcasts, online courses, coaching programmes, CRM data, AI roleplay tools, and sales training organisations such as Dale Carnegie, Sandler, Miller Heiman, Challenger, and SPIN Selling have made high-quality learning widely available. As of 2025, even small business salespeople and entrepreneurs can access material that was once reserved for large multinationals. The issue is not scarcity of information. The issue is motivation. If salespeople do not connect study with results, they stay amateur. Do now: Choose one sales resource, study it daily for 20 minutes, and apply one technique in your next client conversation. What is the simple professional sales process? The professional sales process is simple: ask what the client needs, listen carefully, confirm fit, explain value, deliver the solution, and follow up. The difficulty is not the theory; it is the discipline to do it every time. In Japan, this process is especially important because buyers value trust, preparation, relevance, and sincerity. The salesperson should not rush into a product pitch. First, understand the buyer's current situation, desired outcome, barriers, priorities, timing, budget, and decision process. Then decide honestly whether your solution fits. If it does, explain the trade-off between price and value. If it does not, say so. That honesty protects the relationship and the brand. Professional selling is not pushing. It is matching value to need. Do now: In your next meeting, spend more time asking and listening than explaining your product. What do weak salespeople do instead? Weak salespeople pitch product details before they know whether the buyer actually needs them. They talk first, diagnose later, and then wonder why the client does not buy. This creates the classic square-peg-in-a-round-hole problem. The salesperson has a product or service, so they try to force it into the buyer's situation whether it fits or not. In B2B sales, this damages credibility. In Japan, it can be even more harmful because trust, reputation, and long-term relationships are central to business development. Once a buyer feels burned, they may not complain loudly, but they will disappear quietly. The salesperson then moves on to the next prospect and repeats the same failure. That is not selling. That is professional self-sabotage. Do now: Stop presenting until you can clearly state the buyer's problem, desired outcome, decision criteria, and reason to act now. How can salespeople stop making excuses and improve? Salespeople stop making excuses by studying, applying the knowledge, reviewing the result, and repeating that cycle without pause. Improvement comes from disciplined practice, not from waiting for better market conditions. A salesperson cannot control currency movements, competitor pricing, government policy, procurement rules, or the global economy. They can control preparation, questioning skill, listening quality, follow-up speed, product knowledge, confidence, and personal learning. That shift in focus is liberating. It takes the salesperson out of victim mode and puts them back in charge of their own progress. In Japan, where clients often reward reliability and persistence, professional consistency becomes a competitive advantage. Do now: Build a weekly improvement loop: study one skill, practise it in live calls, review what happened, and adjust. Conclusion There are always external factors in sales. The boss may be difficult, the market may be shifting, the yen may be moving, pricing may be under pressure, and competitors may be aggressive. None of that removes the salesperson's responsibility to become better. The modern salesperson has access to more learning resources than ever before. The real question is whether they will use them. No more excuses. Study the craft, apply the knowledge, keep improving, and become the professional your clients deserve. Meta description: Learn why salespeople in Japan must stop making excuses, study the craft, ask better questions, listen deeply, and sell professionally. Keywords: sales in Japan, no excuses in sales, professional selling, sales training Japan, consultative sales FAQs Why do salespeople blame external factors? Salespeople blame external factors because it protects them from admitting their own skills need work. Market conditions matter, but weak questioning, poor listening, and bad follow-up are within the salesperson's control. What is the most important sales skill to improve first? The most important skill to improve first is questioning. Better questions reveal the buyer's real needs, priorities, barriers, and decision process. Why is product pitching a problem in sales? Product pitching is a problem when it happens before the salesperson understands the buyer's situation. Without diagnosis, the pitch may be irrelevant or feel pushy. How can salespeople improve consistently? Salespeople improve by studying, applying, reviewing, and repeating. Daily learning and deliberate practice turn sales from guesswork into a professional discipline. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and recipient of the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

Most leaders think they are good communicators, but that confidence is often built on a dangerous assumption. They believe communication means telling people what they think, what they want, and what should happen next. Real leadership communication is more demanding. It requires self-awareness, context, listening, empathy, emotional control, cultural intelligence, and the ability to create shared understanding. In Japan, Australia, the United States, Europe, and across Asia-Pacific, leaders now operate in workplaces overloaded with messages, meetings, dashboards, chat platforms, and cross-cultural misunderstanding. The leader's communication quality shapes trust, motivation, execution, and culture. What makes leadership communication more than just talking? Leadership communication is not one-way instruction; it is the disciplined creation of shared meaning. Leaders must understand their own assumptions and the listener's viewpoint before expecting action. Many bosses reduce complex ideas into headlines because they are busy. They skip background, context, and the "why," then wonder why people misunderstand or resist. Good communication begins with self-awareness. What assumptions am I making? What does the listener already believe? What vocabulary, cultural expectation, or past experience will shape how they hear me? In bilingual Japan workplaces, the gap can be even wider when English directness meets Japanese indirectness. Do now: Before giving an instruction, ask yourself, "What context does this person need in order to understand the real meaning?" Why should leaders listen before giving advice? Leaders should listen first because advice given too early often solves the wrong problem. The most important information may be hidden in what is not being said. Busy leaders often hear a fragment of an issue and leap into solution mode. That feels efficient, but it can silence the team and waste insight. Real listening means hearing words, tone, hesitation, emotion, and context. It also means resisting the temptation to show off experience or intelligence. Employees are more motivated when they feel the boss has genuinely heard them. In modern organisations, the leader no longer has a monopoly on ideas, expertise, or local knowledge. Do now: Listen for the unsaid message before offering advice. Ask, "What else should I understand before I respond?" How can leaders build an open communication culture? Leaders build an open communication culture by making it safe for many ideas to emerge, not just the boss's preferred opinion. Strong leaders welcome challenge; weak leaders demand agreement. A creative workplace needs more than slogans about innovation. It needs leaders who can throw hierarchy, status, and power out the window when ideas are being discussed. This matters in startups, multinationals, SMEs, professional services firms, and traditional Japanese companies where rank can easily silence junior talent. Open communication allows "a hundred flowers" of ideas to bloom, but it requires confidence from the boss. Leaders who are insecure often close discussion too early. Do now: In your next meeting, speak last on one important topic and invite the quietest person to contribute first. Why is empathetic listening the highest communication skill? Empathetic listening is the highest communication skill because it hears the person behind the words. It uses ears, eyes, and emotional awareness to understand what really matters. Empathetic listening means sensing the "how" of what is being said, not just capturing the literal message. Is the person anxious, hesitant, frustrated, embarrassed, or quietly enthusiastic? Are they withholding something because of hierarchy, face-saving, language limitations, or fear of being judged? This is especially important in Japan, where communication may be indirect and context-heavy. Leaders who listen empathetically can respond to the real issue rather than the surface-level statement. Do now: Watch tone, pace, facial expression, silence, and energy. Then check gently: "Is there something else behind this that we should discuss?" How does trust affect leadership communication? Trust determines whether the team receives the leader's message honestly or suspiciously. Communication is filtered through the leader's consistency, integrity, follow-through, and transparency. A leader cannot suddenly demand trust during a crisis. Trust is built layer by layer, through repeated behaviour. When the boss says one thing and does another, the team learns to discount the message. When the leader explains decisions clearly, follows through on commitments, and communicates bad news honestly, people listen differently. In any organisation, the grapevine becomes powerful when formal communication is weak, slow, or unbelievable. Rumours fill the vacuum leaders leave behind. Do now: Communicate early and consistently. If you do not provide the truth, the grapevine will provide a substitute. Why do leaders need to control emotional communication? Leaders must control anger, rage, disappointment, and irritability because these emotions communicate faster than words. Once released, the damage is difficult to reverse. A boss may believe they are simply "being direct," but the team may experience the moment as intimidation, humiliation, or instability. Emotional sparks are often selfish because they focus on the leader's inner turmoil rather than the listener's needs. In high-pressure environments, leaders need discipline before speaking. The rule is simple but difficult: speak to others as they want to be spoken to. This does not mean avoiding hard conversations. It means choosing clarity over emotional discharge. Do now: When emotionally triggered, pause before speaking. Ask, "Will this help the person understand, or will it simply release my frustration?" How does organisational culture shape communication? Leaders communicate inside the culture they create, and that culture determines how messages are interpreted. A trust-based culture receives communication differently from a fear-based culture. Every message has context. A short instruction from a trusted leader may feel clear and efficient. The same instruction from a volatile or political leader may feel threatening or manipulative. Communication is not just words; it is energy, action, sincerity, and intention. People watch what leaders do every day and compare it with what they say. This is why culture and communication cannot be separated. The leader's behaviour becomes the organisation's communication standard. Do now: Audit the gap between what you say and what your team sees you do. That gap is your real communication problem. Why is "my way or the highway" outdated leadership? The "my way only" leadership style is outdated because modern teams need understanding, inclusion, and shared ownership. The leader still decides, but better decisions come from first understanding the people affected. Command-and-control communication may feel decisive, but it often produces compliance without commitment. Employees today expect to understand the purpose behind decisions. They also bring expertise, customer knowledge, technical detail, and cultural insight the boss may not have. In Japan, where harmony and hierarchy can suppress open disagreement, leaders must work even harder to draw out real views. Seeking to understand subordinates first does not weaken authority. It improves judgement. Do now: Before finalising a decision, ask, "What am I missing from the people closest to the work?" Final summary Good leadership communication is not natural talent or polished talking. It is a set of disciplined habits: self-awareness, listening first, matching the listener's wavelength, creating open culture, listening empathetically, controlling emotion, building trust, communicating continuously, and rejecting "my way only" thinking. The uncomfortable truth is that poor communication usually starts with the leader. If people do not understand the why, context, priority, or expected action, leaders should not simply blame the listener. They should improve the message, the timing, the feedback loop, and their own listening. FAQs Are most leaders as good at communication as they think? No, many leaders overestimate their communication skill because they focus on speaking rather than understanding. Good communication requires the listener to receive, interpret, and act on the message correctly. Why is context important in leadership communication? Context explains the "why" behind the message. Without context, employees may hear the instruction but misunderstand the priority, purpose, or expected result. What is the role of empathy in communication? Empathy helps leaders understand what people feel, fear, avoid, and value. It allows the boss to tune into the human reality behind the work issue. Why is the grapevine so powerful? The grapevine becomes powerful when leaders leave an information vacuum. If formal communication is slow, vague, or untrusted, rumours and speculation take over. How can leaders improve immediately? Leaders can improve immediately by listening longer, speaking with more context, checking understanding, and controlling emotional reactions. These habits build trust faster than polished speeches. Quick actions for leaders Explain the "why," not just the task. Listen before giving advice. Invite ideas from different levels of the organisation. Match vocabulary and communication style to the listener. Watch for what is not being said. Communicate continuously to prevent rumour gaps. Control anger before speaking. Replace "my way" with "help me understand your view first." Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021, and recipient of the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers: Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery, along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

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

Das ganze Jahr arbeitet das Zwergenvolk tief im Berg. Nur einmal im Jahr öffnet sich das Tor zur Oberwelt – aber nur für einen einzigen Zwerg. Wer wird es wohl sein? Und wofür? (Ab 8 Jahren) Dieses Jahr wird der zwirbelige, lebensfrohe Jossi Zirbelzwack ausgewählt, und er hat eine ganz besondere Aufgabe: Er muss eine Zwergenhymne finden. So macht sich Jossi auf in die grosse, unbekannte Oberwelt. Auf seiner Suche nach der Hymne begegnet er der Maus Jasmin, der Kakerlake Jack und dem Hofhund Oskar. Jossi erlebt viele Abenteuer und kommt vollbepackt mit tönenden Eindrücken zurück. Ob das für eine Zwergenhymne reicht? ____________________ Autorin: Pamela Dürr ____________________ Mit: Ueli Jäggi (Erzähler), Karin Pfammatter (Jossi Zirbelzwack), Dodo Hug (Kirchenmaus Jasmin), Sascha Rossier (Jäck the Keikerläck), Frank Demenga (Hofhund Oskar), Ruedi Odermatt (Steinbeisser), Walter Sigi Arnold (Russo), Martina Fähndrich-Fellmann (Zwerg/Amsel 1), Julia Glaus (Zwerg/Amsel 2), Karin Wirthner (Zwerg/Amsel 3) Musik: Martin Bezzola – Tontechnik: Mirjam Emmenegger, Martin Bezzola – Regie: Geri Dillier ____________________ Produktion: SRF 2008 ____________________ Das ist «SRF Kids Hörspiele»: Tolle Hörspiele für Kinder ab 8 bis 12 Jahren auf Schweizerdeutsch. Ob Krimi, Abenteuer oder lustige Geschichten vom Pausenhof – für jeden Geschmack ist etwas dabei! https://www.srf.ch/audio/srf-kids-hoerspiele-geschichten-fuer-kinder

Endlich (oder auch nicht), startet die WM, und mit ihr kommen 80 Mio. Experten aus ihren Löchern, die sich über Taktik und Aufstellungen auslassen. Alle sind sie auf dem Holzweg, denn nur bei 360 Grad Betriebsrat gibts die wirklich richtige Aufstellung! Schaut rein!Teil 1 beginnt mit Tor und Abwehr, morgen folgen Trainer, Mittelfeld und Sturm. Wen würdet Ihr da aufstellen?#Betriebsrat #360GradBR #Mitbestimmung

Dieser Podcast könnte Folgendes beinhalten: WM, Real Madrid, Champions League, Tor, Cristiano Ronaldo, Relegation, Kapitän, Verletzung, Bas Dost, Stefan Kuntz, Niko Kovač, Oliver Glasner, Homeoffice, Wolfsburg, VW, Fonds, Marke, Thomas Müller, neue Chancen.Vor gut einem Jahr war Maximilian Arnold zum ersten Mal zu Gast. Dazwischen ist viel passiert – und kaum etwas davon war positiv: Der VfL Wolfsburg ist erstmals nach 29 Bundesliga-Saisons abgestiegen, und ausgerechnet der Kapitän musste verletzt von der Tribüne zusehen.Wir sprechen über die Gründe für den Abstieg, über 32 aus der Führung verschenkte Punkte, über das Champions-League-Aus gegen Real Madrid vor zehn Jahren – und darüber, wie man nach der schlimmsten Niederlage wieder nach vorne findet.00:00:00 – Intro00:01:12 – WM 2026 Prognosen00:04:05 – Champions-League-Aus gegen CR7 & Co.00:08:05 – Abstieg nach 29 Jahren Bundesliga00:17:11 – Fitness und Relegation00:20:22 – Drei Trainer in einer Saison00:23:12 – Der Tiefpunkt00:27:44 – Verletzt nur zusehen: Ohnmacht des Kapitäns00:32:34 – „Du bist doch gar nicht verletzt"00:38:24 – Teamchemie und der Bayern-Kakadu00:43:00 – Die besten Trainer: Kuntz, Kovač, Glasner00:58:20 – VfL Wolfsburg & VW01:04:11 – Zukunft und wie man wieder nach vorne findetMaximilian ArnoldInstagramFolge uns aufYouTubeInstagramTikTokKontaktwww.bta-pod.comMark Hartmann

Sebastian Zwickl steht noch ziemlich am Anfang seiner DEL-Karriere, aber die ersten besonderen Momente hat er in Augsburg schon erlebt. Sein Debüt im Derby, sein erstes Tor gegen Frankfurt und die neue Rolle im Pantherkader zeigen, wie schnell aus einem Wechsel ein echtes Ankommen werden kann. In dieser Folge erzählt Sebastian, wie er den Schritt von Rosenheim nach Augsburg erlebt hat und warum der Sprung von der DEL2 in die DEL mehr bedeutet als nur ein höheres Tempo auf dem Eis. Es geht um mehr Körperlichkeit, neue Erwartungen und die Frage, wie man sich als junger Spieler in einem neuen Team zurechtfindet. Dabei wird schnell klar, dass Augsburg für ihn mehr ist als nur die nächste Station. Sebastian spricht darüber, warum sich der Standort familiär anfühlt, wie ihm Trainer und Mitspieler beim Ankommen helfen und was er aus seinen ersten Monaten im Profibereich mitnimmt. Auch Sommertraining, Ernährung und körperliche Entwicklung gehören zu diesem Weg. Dazu kommen seine Erfahrungen mit den U-Nationalmannschaften, internationalen Turnieren und der Blick auf die kommende Saison. Genießt die Folge und machts wie Sebastian: Immer Spaß haben!

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

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

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

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

The Presenter's Dilemma The presenter's dilemma is simple: should we build the talk around slides, or build the slides around the message? Too many business presentations begin with recycled decks, clever visuals, and a desperate slide shuffle. The better path starts with one clear message, a specific audience, and stories that make the idea memorable. Should presenters start by building slides? No, presenters should not start by building slides; they should start by deciding what they want the audience to know, believe, and remember. A collage of slides is not a message. The warm embrace of an existing deck is tempting. We plunder old PowerPoint files, pull in favourite charts, add new content, and then wonder why the presentation feels like a beast with too many limbs. In Japan, Australia, the US, Europe, and Asia-Pacific corporate settings, executives often equate slides with preparation. That is the trap. Slides are support tools, not the thinking itself. Before any visual appears, the speaker must boil the subject down to one pungent, crystal-clear message. Do now: Write the central message in one sentence before opening PowerPoint, Keynote, Google Slides, or Canva. How do you choose the right message for a presentation? Choose the right message by understanding who will be in the audience and what will hit the bullseye for them.The best message is not always the speaker's favourite message. The topic gives a clue, but the audience decides the angle. Ask the organiser who usually attends, which companies are registered, what roles are represented, and what outcomes they expect. A talk for CFOs at Toyota, Rakuten, Salesforce, or a Japanese SME should not sound identical to a talk for HR leaders, sales managers, investors, or startup founders. In B2B presentations, audience intelligence changes everything: examples, story selection, data points, objections, and the final call to action. Do now: Get audience intelligence early. Then choose the message most likely to matter to those specific listeners. Why are stories more powerful than raw data in presentations? Stories are more powerful than raw data because they give information context, colour, and human meaning. Data informs, but stories make people care. Numbers can be inert. A spreadsheet, table, or statistic may be accurate and still leave the audience cold. When data is wrapped inside a story, people can visualise the point. That is why presenters translate measurements into familiar comparisons, such as football fields, daily costs, customer time saved, or missed revenue per month. In sales presentations, investor pitches, leadership briefings, and training sessions, the story turns abstract information into something the audience can feel and remember. Do now: For every major data point, ask: "What story, person, image, or comparison will make this real?" How many slides should a business presentation use? A business presentation should use only the slides that strengthen the message; sometimes that means very few slides or even none. The goal is impact, not slide volume. Video meetings make this especially important. In Zoom, Microsoft Teams, Google Meet, and Webex presentations, screen sharing often shrinks the speaker into a tiny box while the slides dominate the screen. If the speaker's personal brand, leadership presence, or executive credibility matters, that can be a poor trade. A senior leader presenting to top management may create more impact by using fewer visuals and speaking directly into the camera. This keeps attention on the human being, not the slide machinery. Do now: Cut every slide that competes with your presence rather than amplifying your point. How can speakers tell stories without relying on visuals? Speakers can tell stories without visuals by painting a scene with time, place, people, and sensory detail. A well-told story creates its own screen inside the audience's mind. Instead of showing a snowy New York image, say it was three years ago, heavy snow was falling, and the streets around Rockefeller Center were white. Add a recognisable person, such as Warren Buffett leaving the building in a thick coat and long scarf, and the audience starts building the scene themselves. This works in Japan, Australia, the US, Europe, and Asia-Pacific because humans are wired for narrative. The speaker becomes the focus, not the slide deck. Do now: Build stories with four anchors: when it happened, where it happened, who was there, and what changed. When should presenters use slides? Presenters should use slides when the visual can be processed quickly and supports the story rather than replacing it. A good slide earns its place in about one second. Photographs with no words can work beautifully because they trigger curiosity and allow the speaker to explain the symbolism. Dense text, detailed spreadsheets, complex graphs, and tables of numbers often do the opposite. They drag attention away from the presenter and force the audience to read instead of listen. In executive communication, keynote speaking, sales enablement, and leadership presentations, slides should be visual allies. They should never become the main act while the speaker becomes the narrator of a document. Do now: Prefer simple visuals, strong photographs, and story-led explanations over text-heavy slide dumps. Conclusion: How should presenters solve the presenter's dilemma? The presenter's dilemma is solved by changing the order of preparation. First, know the audience. Second, define the one message. Third, choose stories and examples. Fourth, decide whether slides are needed at all. Finally, build only the visuals that help the audience understand and remember. When your personal and professional brand is on display, these choices matter. A recycled slide deck may feel efficient, but it can bury the message. A story-led presentation keeps the spotlight where it belongs: on the speaker, the audience, and the idea that needs to land. Meta description: Learn how to solve the presenter's dilemma by choosing message-first storytelling over slide-heavy business presentations. Keywords: presentation slides, business presentations, storytelling, executive communication, presentation structure FAQs Should I reuse old slides for a new presentation? You can reuse old slides only after you have defined the new audience, message, and story. Starting with old slides often creates a patchwork presentation. What is the biggest mistake presenters make with slides? The biggest mistake is treating slides as the presentation instead of support for the message. The speaker, not the deck, should carry the impact. Are stories better than data in presentations? Stories and data work best together, but stories give data context and meaning. Raw numbers often need a human example or familiar comparison to become memorable. Should I use slides in a video presentation? Use fewer slides in video presentations when your presence and eye contact matter. Screen sharing can reduce the speaker to a small box and weaken impact. What kind of slides work best? Simple visual slides, especially strong photographs with little or no text, often work best. They are easy to process and leave room for the speaker's story. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and recipient of the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across 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.

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

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

Three Northern MakersPierres Gone Wild and Steves Stuck in the Rabbit Hole!!!Big thank you to all our Patreons and a Huge thanks to all out Top tier PatreonsBig Thank you To Begnt a Neilson@MakerinProgress, Scot Walker @scotwalker, Jim @the.accidentalwoodworker, Alister Forbes @thelionthornmaker, Georgios Petrousis @menios_workshop, Chris @back.to.the.workshop. Mat Melleor @Makermellor, André Jørassen, Toni Kaic @oringe_finsnickeri, Thor Halvor @thwoodandleather, Neil Hislop @hbrdesigns, Mike Eddington @geo.ply, @jespermakes both on YouTube and instagram, Tor @lofotenwoodworks, Thomas Angel @verkstedsloggbok. Jason Grissom @jgrissom and also on Youtube . P-A Jakobson @pasfinsnickeri Tim @turgworks, John Mason @jm_woodcraft_scotland, Martin Berg @makermartinberg, Nick James @nickjamesdesign and and on YouTube at  Nick James Furniture Maker. Preston Blackie @urbanshopworks and also on YouTube at Urban Shop Works, Kåre Möller @kare_m, Arne @mangesysleren, Marius Bodvin @mariusbodvin & @arendalleather, Richard Salvesen @salvesendesign, Bjorn from @interiormaker.b.hagen. Roger Anderson @rvadesign182. And  Ola Skytteren @olaskytterenIf you want to support  the Show and listen to the aftershow we have a Patreon page please click the link https://www.patreon.com/user?u=81984524We also have a discord channel that you can join for free the link is in our instagram Bio. We would love to see you there.Our Obsessions this weekSteve @stevebellcreates obsession this week is Zines Zines and More Zines Everything Zine Related Pierre @theswedishmaker Pierres obsession is  Four Seasons on Netflix with Steve Carell its his new lunchtime show go take a lookIf you have any questions or comments please email the show at threenorthernmakers@gmail.com

Audio, spa_t_norav_2026-06-07_lesson_bs-matan-tora_n2_p1. Lesson_part :: Daily_lesson 2 :: Lessons_series. Baal HaSulam. Matán Torá – La entrega de la Torá

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

Merz reist mit einem Vorschlag im Gepäck nach Montenegro zum EU-Westbalkan-Gipfel. Putin spricht beim Wirtschaftsforum. Und: WM-Generalprobe für das DFB-Team – mit Manuel Neuer im Tor?

Merz reist mit einem Vorschlag im Gepäck nach Montenegro zum EU-Westbalkan-Gipfel. Putin spricht beim Wirtschaftsforum. Und: WM-Generalprobe für das DFB-Team – mit Manuel Neuer im Tor?

"My career, I like to say, is about saving the world one word at a time." "I love team building. I love creating something from nothing or growing it further." "Creating connection and engagement with people" is one of the hardest parts of leading remotely. "You need to show the vision, where you're going, and why that matters." "Leadership is really about unlocking the potential and power of those who report to you." Meghan Barstow is President of Edelman Japan, bringing a career defined by language, communications, adaptability and cross-cultural leadership. Her Japan story began thirty years earlier when she studied Japanese at Kansai Gaidai in Osaka after intensive language training in the United States. With an academic background in English literature and Japanese, she describes herself as "a woman who loves words," a phrase that neatly captures her professional journey. After university, Barstow returned to Japan through the JET Program, spending three years in rural Kagoshima as an ALT and CIR. That immersive experience deepened both her Japanese language capability and her understanding of regional Japan. She later worked for Hyogo Prefecture's business and cultural centre in Seattle, taught Japanese at a public high school, and returned to Tokyo to create business English textbooks before entering PR and communications through Adcom Group's Tri Media. Her career with Edelman began in Japan on the healthcare team when the office was still relatively small. She later moved to the United States, took time to hike the Pacific Crest Trail from Mexico to Canada, and rejoined Edelman in Washington, D.C., where she developed her leadership capabilities across client leadership, sector leadership and employee experience. Her long-held ambition was to return to Japan and lead an office. She eventually came back as President of Edelman Japan, taking on the challenge of leading more than seventy people during the COVID era, much of it remotely. Barstow's leadership context is shaped by global communications, Japanese cultural fluency, remote transformation, employee engagement, trust-building and organisational change. Her adaptability in Japan comes not from a single posting, but from repeated immersion, reinvention and a deep belief that words, trust and human connection sit at the centre of effective leadership. Meghan Barstow's leadership story is a study in language, mobility, resilience and change. As President of Edelman Japan, she leads an organisation at the intersection of communications, marketing, trust, earned attention and cultural transformation. Her path to Japan did not begin with the usual clichés of pop culture or food. Instead, it began with a love of travel, a willingness to take on difficult languages and a desire to build a career through communication. Her first deep experience of Japan came as a student at Kansai Gaidai in Osaka. Later, through the JET Program, she spent three years in rural Kagoshima, an experience that gave her more than language ability. It gave her the kind of cultural immersion that helps a foreign leader understand Japan beyond Tokyo boardrooms. She went on to work in cultural exchange, education, publishing and eventually PR, where she discovered that communications felt like her "calling." Barstow's return to Japan as Edelman's country leader came after significant leadership experience in the United States, particularly in Washington, D.C. Yet the move back was not simply a geographic transfer. She returned to a Japan office undergoing transformation, in an industry where the boundaries between PR, marketing, advertising, digital and corporate communications had become increasingly blurred. Edelman's value proposition, as she explains it, lies in being independent, family-owned, grounded in earned attention and differentiated by decades of research into trust through the Edelman Trust Barometer. Her biggest challenge was not only strategy. It was connection. She took on the role during COVID and had not met most of her employees face to face. Leading a team of more than seventy people remotely required deliberate communication, listening and repetition. She used all-staff business updates, weekly written roundups, one-on-one meetings, roundtables, strategy workshops and "strategy spotlight" sessions to make the direction tangible. In Japan, where uncertainty avoidance, consensus and nemawashi matter, remote transformation made alignment even harder. Barstow's approach to change management is grounded in clarity, role modelling and personal experience. She believes leaders must show the vision, explain why it matters, gain manager buy-in and give employees direct experiences of the new strategy. This is especially important in Japan, where change can feel risky because it moves people from competence into uncertainty. The challenge is not simply to announce direction, but to help people understand it emotionally and practically. Her leadership style is also shaped by trust. She recognises that trust in Japan is hard-won, takes time and becomes even more difficult in a remote environment. She sees consistency, integrity, care and communication as central to building it. Employee engagement surveys, business performance metrics and informal feedback help her understand whether the organisation is moving, but she also recognises that Japanese survey responses can be culturally restrained. For her, improvement over time matters more than absolute scores. Her view of leadership is ultimately humble and enabling. She sees the leader's role not as personal heroics, but as unlocking the potential of others. Sometimes the leader stands in front, showing the way. Sometimes beside people, supporting them step by step. Sometimes behind them, cheering them forward. For foreign executives in Japan, her lesson is clear: the fundamentals of leadership may be universal, but the path to alignment, buy-in and trust requires patience, listening, nemawashi and respect for how decisions are actually made. Q&A Summary What makes leadership in Japan unique? Leadership in Japan requires a careful balance between hierarchy and bottom-up consensus. Meghan Barstow observes that people may defer to the leader and expect direction, while also expecting decisions to emerge through wider involvement and alignment. This creates a leadership paradox for foreign executives. They must provide vision and direction without bypassing the consensus-building process that helps people feel ownership. Japan's business culture places high value on listening, patience, nemawashi and relationship-based trust. Leaders need to spend more time preparing the ground before pushing major initiatives forward. This is not simply politeness. It is a practical requirement for gaining commitment and avoiding resistance. In Barstow's experience, one-on-one listening, roundtables and repeated communication are essential to helping people understand both the logic and emotional meaning of change. Why do global executives struggle? Global executives often struggle in Japan because they underestimate how much time alignment takes. In faster-moving Western environments, a leader may announce a strategy and expect the organisation to move. In Japan, the message may need to be repeated, discussed, localised and validated through multiple channels before people fully commit. Barstow's own challenge was intensified by remote work. She was leading more than seventy people, yet had not met most of them face to face. That made trust-building, employee engagement and emotional connection much harder. Global executives may also misread employee engagement data, because Japanese respondents often score more conservatively than employees in other markets. Barstow therefore focuses less on comparing Japan with global averages and more on whether the organisation is improving over time. Is Japan truly risk-averse? Japan is often described as risk-averse, but Barstow's experience suggests the issue is more nuanced. The deeper challenge is uncertainty avoidance. People may hesitate when change pushes them out of a known area of competence into a new environment where they may make mistakes or lose face. This is particularly important in Japan's quality-conscious, defect-sensitive culture. For leaders, the answer is not to criticise caution. It is to reduce uncertainty through explanation, involvement, repetition and evidence of progress. Barstow emphasises the importance of showing the vision, explaining why it matters and giving people personal experiences of the change. When employees see that a new way of working succeeds with clients or improves outcomes, the change becomes real rather than abstract. What leadership style actually works? Barstow's leadership style combines strategic clarity, listening, humility and persistence. She began her tenure by preserving existing communication rhythms, then spent her first months listening through one-on-ones and roundtables. After understanding what employees wanted and needed, she built a communication and engagement plan around strategy, business updates and practical learning. She also recognises the importance of the "frozen middle" — the layer of managers who can either accelerate or block transformation. In Japan, leaders need managers to champion the change, role model new behaviours and translate strategy into daily practice. A leadership style that works is therefore not only top-down. It is distributed, repeated and reinforced through many small touchpoints. How can technology help? Technology can support leadership, but it cannot replace human trust. Barstow used remote platforms, written updates, engagement dashboards, survey tools and virtual roundtables to maintain communication during COVID. These tools created visibility when informal office interactions disappeared. Written communication also helped employees absorb messages at their own pace, especially in a multilingual environment. Technology can also improve decision intelligence by giving leaders more data about employee engagement, business performance and organisational change. In the future, tools such as digital twins of organisational workflows could help leaders model bottlenecks, workload pressures or collaboration patterns. However, Barstow's experience shows that technology only helps when paired with listening, empathy and human interpretation. Does language proficiency matter? Language proficiency matters, but cultural fluency matters even more. Barstow's Japanese study, rural JET Program experience and repeated periods living and working in Japan gave her a deeper foundation than a short-term expatriate assignment would have provided. Her language background helped her connect with Japan, but her leadership effectiveness also comes from understanding context, patience and communication style. She also recognises that English can be challenging in remote settings, even for capable bilingual professionals. Written updates, clear repetition and structured communication help ensure people can process complex information. For foreign leaders, language ability is valuable, but the bigger issue is whether employees feel understood, respected and included. What's the ultimate leadership lesson? The ultimate leadership lesson from Barstow's experience is that leadership is about unlocking the potential and power of others. She does not see leadership as being centred on the leader's ego. Rather, it is about helping people grow, strengthening organisational capability and creating conditions where others can succeed. Her definition of leadership is flexible. Sometimes leaders must lead from the front, showing the way. Sometimes they stand side by side, supporting people closely. Sometimes they lead from behind, encouraging and cheering others forward. In Japan, the most effective leaders combine vision with patience, courage with humility and strategy with the deep human work of trust-building. 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.

Wisst ihr, wer den Fußballsport erfunden hat? Ben und ich sind für die Fußballweltmeisterschaft nach Mexiko gereist. Dort wollten wir nicht nur die Stimmung einfangen, sondern auch die Frage klären, woher der Fußball denn nun stammt. Isabella hat uns dabei geholfen und uns eine spannende, sehr alte Ballsportart gezeigt, bei der das Tor hoch oben in der Luft hängt. Seid ihr neugierig, was das mit dem Fußball von heute zu tun hat? Dann hört rein und findet es heraus! Eure Anna Das gedruckte YUMMI Magazin mit vielen weiteren Infos rund um eine gesunde Ernährung bekommt ihr gratis in teilnehmenden EDEKA-Märkten. Besucht und folgt uns auf unseren Seiten: Website: www.edeka.de/yummi Instagram: www.instagram.com/yummi_podcast Facebook: www.facebook.com/yummi.podcast EDEKA ist offizieller Ernährungspartner der Männer-Nationalmannschaft des Deutschen Fußball-Bundes (DFB) mit dem Ziel, die Bedeutung von ausgewogener Ernährung sowohl im Breiten- als auch im Leistungssport zu stärken.

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

The Outer Realm - Speculative Talk About Soul Harvesting_ Traps_Planetary Control-Carolann Iadorola The Outer Realm welcomes the return of fellow UPRN Host of Ethereal Encounters Unveiled, Carolann Iadorola Date: June 3rd, 2026 EP: 727 TOPIC - We will be having a speculative discussion about Soul Traps,Soul Harvesting, the hypothesis of an Archonic Planetary Control System and more! For many, this is a topic that should be explored in a LITERAL while for others, it goes back to a millennial old battle for our Soul. Spiritual Warfare that continues today! Contact for the show - theouterrealmcontact@gmail.com https://linktr.ee/michelledesrochers_ Please support us by Liking, Subscribing, Sharing and Commenting. Thank you !!! About Carolann: After a lifetime of exploring high strangeness and living life as an empath, she embarked on a new journey with Ethereal Encounters Unveiled to share opinions, experiences, and powerful insights from authors, ufologists, psychics, and others who have stepped inside unknown universes. Carolann Iadarola owns and is also the author of Sassy Townhouse Living, a lifestyle website dedicated to sharing innovative ideas and resources in home decor, food, beauty, and overall living. She holds a master's degree in education (M.Ed.) in Instructional Technologies and Instructional Design from East Stroudsburg University of Pennsylvania. Her show features an eclectic mix of guests with unique perspectives and experiences from the paranormal world. Her goal is for you to embark on a journey that will leave you spellbound, enlightened, and even forever transformed. Every week, you will meet authors, ufologists, spiritualists, light workers, and people from varying walks of life. Ethereal Encounters Unveiled is your gateway to the unseen and the mystical. Dive into the world of the paranormal, supernatural, and inexplicable. Whether you're a skeptic, a believer, or simply curious, travel with us beyond the veil to discover the mysteries that lie beyond our grasp. If you enjoy the content on the channel, please support us by subscribing: Thank you All A formal disclosure: The opinions and information presented or expressed by guests on The Outer Realm Radio and Beyond The Outer Realm are not necessarily those of the TOR, BTOR Hosts, Sponsors, or the United Public Radio Network and its producers. Although the content may be interesting, it is deemed "For Entertainment Purposes

Ronald, Marco en Jelle zijn terug met DigiD, device-code-phishing, residential proxies en de vraag of AI cyberaanvallers echt onhoudbaar maakt. Eerst kort: Marco repareert tijdens een nachtwacht Home Assistant-data met Claude, Jelle bouwt met AI een lesdashboard, en Ronald rijdt in Kaapstad een fox hunt met antennes op de auto. Daarna DigiD. Staatssecretaris Willemijn Aerdts blokkeert de Amerikaanse overname van Solvinity door Kyndryl. Ronald legt uit waarom dit via de Wet ongewenste zeggenschap telecommunicatie loopt, waarom dat juridisch anders is dan VIFO, en waarom Nederland hiermee feitelijk zegt: Amerikaanse jurisdictie en CLOUD Act-risico's zijn voor DigiD te groot. Marco bespreekt RSI, recursive self-improvement, als nieuwe AI-hypeterm. Het idee: AI die zijn eigen training verbetert. De nuchtere conclusie blijft: losse stappen automatiseren lukt steeds beter, maar richting houden, controleren of iets klopt en echt autonoom onderzoek doen blijft lastig. Jelle pakt Kali365: phishing via Microsoft 365 device-code-flows. Het slachtoffer logt in op de echte Microsoft-site, maar autoriseert het apparaat van de aanvaller. Domeinchecken is dus niet genoeg als de context rond de login vergiftigd is. Het eerste hoofdverhaal: ASocks en residential proxies. Politie en NCSC verstoren een botnet met minstens 17 miljoen besmette apparaten, aangestuurd via ongeveer 200 servers in Nederland. Marco vat het scherp samen: het botnet is de infrastructuur, de residential proxy is het product. Aanvallers kopen verkeer vanaf normale thuisverbindingen in plaats van herkenbare datacenters of Tor-exitnodes. Daardoor lijken phishing, credential stuffing, DDoS en brute-force-pogingen op gewoon verkeer van echte gebruikers. Open vraag: zijn de apparaten echt opgeschoond, of vooral de aansturing geraakt? Jelle sluit af met Lennart Maschmeyers paper Deception and Detection. Maschmeyer stelt dat AI aanval en verdediging helpt, maar verdedigers structureel meer kunnen winnen: verdediging draait veel om detectie en patroonherkenning, aanval verderop in de kill chain om misleiding, context en gecontroleerde effecten. De drie zijn kritisch op zijn dwell-time-argument, maar herkennen de kern: je wilt geen autonome agent die in een vijandelijk netwerk creatief gaat improviseren. Tegelijk maakt AI aanvallers wel sneller als copiloot, codegenerator, parser van scanoutput en phishinghulp. Vooral lagere en middelmatige actoren kunnen daarmee sneller opschalen. *Bronnen* DigiD / Solvinity - NOS: https://nos.nl/artikel/2615885-staatssecretaris-verbiedt-amerikaanse-overname-solvinity-bedrijf-achter-digid - Wet OZT: https://wetten.overheid.nl/BWBR0045423 - Wet VIFO: https://wetten.overheid.nl/BWBR0046686 RSI - TechCrunch: https://techcrunch.com/2026/05/28/rsi-is-the-new-agi-and-its-just-as-hard-to-pin-down/ Kali365 - FBI IC3: https://www.ic3.gov/PSA/2026/PSA260521 - BleepingComputer: https://www.bleepingcomputer.com/news/security/fbi-warns-of-kali365-phishing-service-targeting-microsoft-365-accounts/ ASocks / residential proxies - Politie: https://www.politie.nl/nieuws/2026/mei/28/06-politie-en-ncsc-halen-groot-botnetwerk-offline.html - NCSC expertblog: https://www.ncsc.nl/expertblogs/residential-proxies-en-hun-grote-impact-op-de-digitale-veiligheid-in-nederland - NCSC nieuws: https://www.ncsc.nl/nieuws/gezamenlijke-actie-politie-en-ncsc-legt-groot-botnetwerk-plat - Security.nl: https://www.security.nl/posting/938396/Proxy-botnet+van+17+miljoen+apparaten+na+actie+politie+en+NCSC+offline?channel=rss Maschmeyer / AI - CV Maschmeyer: https://www.lennartmaschmeyer.com/CV_Lennart_Maschmeyer.pdf - Paper: https://doi.org/10.1162/isec.a.398 - M-Trends 2025: https://cloud.google.com/security/resources/m-trends

Episodio N° 703✨ DEDICACIÓN ESPECIAL:Este episodio está dedicado para Leilui Nishmat de Gabriel David ben Zion Ve Rajel. Que el inmenso mérito (Zjut) de difundir esta luz y Torá sea un recipiente para una elevacion de su neshama.(Si deseas dedicar un próximo episodio por la salud, éxito o en memoria de un ser querido, escribime a najumlifsitz@gmail.com).

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

Leadership communication is not just about giving instructions, sending emails, or making polished speeches. The real test is whether the message is received, understood, accepted, and acted upon correctly by the team. Many leaders assume that because they have said something, communication has happened. That is a dangerous assumption. In busy workplaces across Japan, Australia, the United States, Europe, and Asia-Pacific, employees are drowning in emails, Slack messages, Teams notifications, social media updates, policies, procedures, and constant information overload. When language differences are involved, especially English and Japanese, the risks multiply. Leaders must move from one-way broadcasting to interactive communication built on questioning, listening, and checking for understanding. Why does leadership communication often fail? Leadership communication fails when leaders confuse sending a message with creating shared understanding. A memo, email, meeting instruction, or executive monologue is only useful if the team actually receives, interprets, and applies it correctly. Many leaders fire content at their teams like a high-pressure hose, then move on to the next meeting. Later, they discover the task was not done, was done incorrectly, or veered off in a direction they never imagined. This is not always laziness or resistance. Often it is a communication failure. In Japanese workplaces, written English may be easier to process than rapid-fire spoken English, but written instructions can still be missed, skimmed, misunderstood, or buried under workload. Do now: After important communication, do not ask, "Did I send it?" Ask, "What did they understand, and what will they do next?" Why is one-way communication risky for leaders? One-way communication is risky because it gives the leader no reliable evidence that the message has landed.Broadcast communication may be efficient, but it is not always effective. Rules, regulations, standard operating procedures, policy memos, emails, chat posts, and presentation decks all have a place. They create records and help people review details later. However, they do not prove comprehension. The leader may believe the message is obvious because they wrote it clearly and sent it to everyone. The team may be distracted, overloaded, unsure, or reluctant to ask questions. In multinational Japan offices, this gap widens when instructions move between English and Japanese communication styles. Do now: Treat written communication as the start of the process, not the end. Build in questions, confirmation, and follow-up. How can leaders check whether people really understand? Leaders check understanding by asking clarifying questions and having team members explain the message back in their own words. A polite nod is not proof of comprehension. This is especially important in Japan, where people may avoid admitting confusion to protect face, preserve harmony, or avoid slowing down the meeting. Foreign executives working in English may also smile and nod through Japanese explanations they only partly understand. The solution is not to embarrass people with interrogation. It is to normalise clarification. Ask, "How do you interpret the priority?" "What is the first action?" or "Can we confirm the deadline and expected output?" These questions reduce expensive rework. Do now: Use feedback loops. Ask people to restate the decision, deadline, owner, and next step before everyone leaves the meeting. What are the five levels of listening in leadership? The five levels of listening are ignoring, pretending, selective listening, attentive listening, and empathetic listening.Leaders need to know which level they are really operating at, not which level they imagine they are using. At the lowest level, the leader ignores the speaker because their own thoughts take over. At the second level, they pretend to listen while preparing their clever response. At the third level, they listen selectively for agreement, resistance, or the answer they want. At the fourth level, they listen attentively, give full focus, and paraphrase what they heard. At the highest level, they listen empathetically, reading tone, emotion, hesitation, and what remains unsaid. Do now: In your next one-on-one, notice whether you are listening to understand or listening to reply. Why do leaders pretend to listen? Leaders pretend to listen when they look attentive but are mentally preparing their response, defence, story, or counterargument. The body may be in the conversation, but the mind has already left. This happens easily to busy managers and senior executives. A team member starts speaking, and one phrase triggers the leader's own experience, advice, warning, or disagreement. Suddenly the leader is no longer listening. They are preparing to lecture, correct, debate, or impress. In high-pressure workplaces, this habit is common because leaders feel responsible for having the answer. The problem is that employees notice when the boss is not truly present, and they often stop sharing useful information. Do now: Delay your response. Listen until the person finishes, pause, then paraphrase before giving your view. Why is selective listening dangerous for managers? Selective listening is dangerous because leaders hear only what confirms their opinion and miss critical information attached to the message. The team may be giving a warning, but the boss only hears agreement or resistance. Managers often listen for "yes," "no," "done," or "not done." They may miss nuance, risk, uncertainty, capacity issues, client concerns, or cultural hesitation. This is particularly risky in Japan, where indirect communication may carry important meaning between the lines. A team member may say, "That may be difficult," and the foreign leader may hear mild inconvenience rather than serious impossibility. Selective listening creates false confidence and poor decisions. Do now: Listen for context, constraints, and risk signals, not just agreement with your preferred plan. What does attentive listening look like in leadership? Attentive listening means giving the speaker full focus without interrupting, filtering, finishing their sentences, or redirecting the conversation too early. It is disciplined, patient, and practical. Attentive leaders listen to the entire point before responding. They paraphrase what they heard and check whether they understood correctly. They do not mentally draft their next speech while the employee is still talking. This improves execution because misunderstanding is caught early. It also builds trust because the team member feels respected. In performance reviews, project updates, client debriefs, and cross-cultural meetings, attentive listening can prevent avoidable confusion and rework. Do now: Use the phrase, "Let me check I understood you correctly," then summarise the person's point in plain language. Why is empathetic listening essential in Japan? Empathetic listening is essential in Japan because meaning is often carried through tone, hesitation, context, silence, and what is not directly said. Leaders must listen with their eyes as well as their ears. English can be direct and confronting, while Japanese communication is often more indirect, contextual, and circuitous. This does not make one style better than the other; it means leaders need cultural range. Empathetic listening means trying to enter "the conversation going on in the other person's mind." Is the person worried, unconvinced, embarrassed, overloaded, or quietly disagreeing? Are they saying yes to preserve harmony while thinking no privately? These signals matter. Do now: Watch facial expression, pace, silence, and tone. Then gently check what the person really means before assuming agreement. Final summary Leadership communication is not a monologue. It is not a memo, a speech, or a rapid-fire burst of executive brilliance. Communication only works when the message is understood and acted upon correctly. Leaders must move beyond one-way broadcasting and build habits of clarification, paraphrasing, attentive listening, empathetic listening, and feedback loops. This is especially important in bilingual or cross-cultural workplaces where English and Japanese communication styles can easily collide. The goal is simple: fewer misunderstandings, stronger trust, better execution, and a team that feels heard. FAQs Why do leaders think they are communicating when they are not? Leaders often mistake message delivery for understanding. Sending an email or giving instructions does not prove that people understood the meaning, priority, deadline, or expected action. What is the best way to check understanding? The best way is to ask people to explain the decision, deadline, owner, and next step in their own words. This should feel like a normal communication habit, not a test. Why is listening difficult for busy leaders? Listening is difficult because leaders are often already preparing their response while the other person is speaking.This creates the appearance of attention without real understanding. What is empathetic listening? Empathetic listening means listening for emotion, context, tone, hesitation, and what is not being said. It helps leaders understand the person behind the words. Why is communication harder between English and Japanese speakers? English is often direct, while Japanese can be more indirect and context-driven. This creates more room for misunderstanding, especially when people nod politely despite partial comprehension. Quick actions for leaders Replace one-way communication with feedback loops. Ask clarifying questions after important instructions. Have team members restate decisions and deadlines. Stop preparing your reply while others are speaking. Listen for tone, hesitation, silence, and hidden concerns. Use written follow-up for complex or bilingual instructions. Make checking understanding a normal team habit. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021, and recipient of the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers: Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery, along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

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

In a sales call, the person who controls the agenda usually controls the outcome. Buyers are busy, cautious and often defensive because they worry about wasted time, poor fit, cash flow pressure and being sold something they do not need. Professional salespeople do not bully the buyer, but they also do not drift along sweetly while the buyer runs the meeting. They build trust early, set a clear structure, ask intelligent questions and guide the conversation toward whether real value can be created. Why should salespeople control the sales meeting agenda? Salespeople should control the sales meeting agenda because buyers need structure, confidence and relevance before they will trust the conversation. Without a clear agenda, the meeting can wander into price, product features or objections before the salesperson understands the buyer's real business situation. In Japan, the United States, Europe and across Asia-Pacific, executives are under pressure to protect time, cash flow and decision quality. A buyer may be thinking, "Don't waste my time," "Don't erode my budget," or "Don't sell me something irrelevant." That is why the salesperson must professionally map the meeting from the start. This is not about domination. It is about leadership, clarity and respect. Do now: Open the meeting by explaining the value of the conversation, then propose a simple agenda before asking permission to proceed. How do salespeople build trust at the start of a sales call? Salespeople build trust by looking professional, sounding confident and explaining quickly who they are, what they do and who they have helped. Trust forms before the buyer has seen the proposal, the pricing or the solution. The stereotype of the salesperson is still damaging: pushy, smooth-talking, self-interested and focused on closing. Professionals must separate themselves from that image immediately. Appearance matters because buyers initially judge what they can see. Voice matters because hesitation, mumbling and unclear language signal uncertainty. A strong opening covers four points: who you are, what your company does, who else you have created success for and why the same may be possible for this buyer. Do now: Prepare a concise credibility opening that can be delivered clearly in under one minute. What should a salesperson say before asking discovery questions? Before asking discovery questions, the salesperson should explain the meeting flow and gain the buyer's agreement to that structure. This creates permission, reduces resistance and stops the buyer from hijacking the conversation. A useful sales call agenda starts with the benefit of the meeting for the buyer. Then the salesperson checks how familiar the buyer is with the company and asks about existing perceptions. After that, the conversation can move into the buyer's current situation, future goals, obstacles and the implications of not solving those challenges quickly enough. Only then should the salesperson ask detailed questions. Do now: Use a simple transition: "How does that agenda sound, and are there any items you would like to add?" Why should salespeople ask about buyer perceptions early? Salespeople should ask about buyer perceptions early because hidden resistance blocks trust and later slows or kills the sale. If a buyer has a negative view of the company, the salesperson needs to know before presenting solutions. Competitors may have spread rumours. A previous salesperson may have disappointed the client. The buyer may have experienced poor service, weak follow-up or unreliable communication. In Japanese B2B sales, where reputation, consistency and long-term trust carry heavy weight, unresolved perceptions can become silent deal-breakers. Asking early feels risky, but it is professional. If the issue is severe, it would block the sale anyway. Better to surface it, address it and show accountability. Do now: Ask calmly, "What perceptions do you currently have of our company?" Then listen without becoming defensive. How can salespeople respond to past negative experiences? Salespeople should respond to past negative experiences by acknowledging the issue, showing accountability and demonstrating that the company has changed. Defensive excuses weaken credibility; professional ownership strengthens it. If a buyer says a previous representative was unreliable, the salesperson can ask, "If a member of your sales team created complaints from customers, what would you do?" Most executives would say they would remove, retrain or replace that person. The salesperson can then say, "That is exactly what we did, and I am here now to make sure we provide real value." This approach reframes the issue from denial to responsibility. Do now: Prepare a calm, respectful response for common legacy objections before the meeting begins. Why should salespeople discuss speed to business goals? Salespeople should discuss speed because buyers may be able to reach their goals eventually, but the seller's value often lies in helping them get there faster. Time-to-result is a powerful business lever. A company may want higher revenue, stronger leadership, better sales performance or improved client retention over the next three to five years. Given unlimited time, many organisations could improve on their own. The sales opportunity appears when the salesperson explores what is slowing progress now: weak skills, unclear processes, poor execution, limited resources or market pressure. This is especially relevant for SMEs, multinationals and B2B firms competing in post-pandemic markets where speed, productivity and cash efficiency matter. Do now: Ask, "What is slowing your progress toward those goals, and what would faster achievement mean for the business?" Conclusion: Who should really run the sales call? The professional salesperson should guide the sales call, but the buyer's priorities must shape the conversation. That is the balance. The seller controls the structure; the buyer provides the truth. When salespeople open with credibility, map the agenda, surface perceptions, explore current and future states, identify obstacles and connect value to speed, they stop being pushed around and start acting like trusted advisers. The best salespeople are not aggressive closers. They are disciplined meeting leaders who create clarity for busy buyers and value for their own company. FAQs Should the salesperson or buyer set the sales agenda? The salesperson should propose the agenda, while giving the buyer room to add or adjust items. This keeps the meeting professional while respecting the buyer's priorities. Is asking about negative perceptions risky? Yes, but avoiding the question is riskier. Hidden objections often become silent deal-breakers, so strong salespeople surface them early. When should salespeople present their solution? Salespeople should present only after understanding the buyer's situation, goals, challenges and urgency.Presenting too early usually sounds generic and self-serving. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" and recipient of the Griffith University Business School Outstanding Alumnus Award. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews, which are followed by executives seeking success strategies in Japan.

Episodio 702!¿Alguna vez sentiste que estás viviendo la vida que tu familia o la sociedad planearon para ti? Cuando el "éxito" choca con tu verdadera vocación, el universo tiene formas inesperadas de frenarte.

Manifestation. Ein Wort, das Hoffnung weckt und bei so vielen Menschen trotzdem nicht funktioniert. Nicht weil sie falsch sind, sondern weil ihnen niemand die Wahrheit dahinter gesagt hat. In dieser Folge räume ich mit dem auf, was in der Persönlichkeitsentwicklungsbubble so oft falsch gelehrt wird und zeige Dir, was echte Manifestation wirklich bedeutet. In dieser Folge teile ich mit Dir: – Warum Du bereits die ganze Zeit manifestierst, nur nicht das, was Du Dir wirklich wünschst – Warum Visualisierung und positives Denken allein nicht reichen und was das eigentliche Tor zur Manifestation ist – Dass Manifestation keine Frage der Technik ist, sondern eine Frage, ob Du den Weg nach innen bereits gegangen bist – Was Manifestation als Resonanzraum bedeutet und warum Dein True Self der Ausgangspunkt von allem ist – Drei Reflexionsfragen, die Dich direkt an den Kern bringen: Wer bist Du wirklich? Was hältst Du Dir unbewusst auf Abstand? Lebst Du Deine Wahrheit? Und ich teile auch etwas sehr Persönliches: meine eigene Begegnung mit der Angst vor dem eigenen Licht ✨ Kostenloser Beziehungsbooster: [https://acade-me.de/beziehungsbooster](https://acade-me.de/beziehungsbooster) ✨ Mehr über Christian & die AcadeME: [https://acade-me.de](https://acade-me.de)

Pete Andrews from EchoBolt joins to discuss ultrasonic bolt inspection, the Bolt Wave device, and blade stud defect detection. Sign up now for Uptime Tech News, our weekly newsletter on all things wind technology. This episode is sponsored by Weather Guard Lightning Tech. Learn more about Weather Guard’s StrikeTape Wind Turbine LPS retrofit. Follow the show on YouTube, Linkedin and visit Weather Guard on the web. And subscribe to Rosemary’s “Engineering with Rosie” YouTube channel here. Have a question we can answer on the show? Email us! Welcome to Uptime Spotlight, shining light on wind. Energy’s brightest innovators. This is the Progress Powering tomorrow. Pete Andrews: Pete, welcome to the program. Good to be back. Yeah. See you face to face. Yeah. Yes. This is wonderful. It’s a really great event to catch it with loads of the. UK innovation that are happening in the supply chain. So it’s, yeah, really nice to be here.  Allen Hall: This is really good to meet in person because we have seen a lot of bolt issues in the us, Canada, Australia, yeah. Uh, all around the world and every time bolt problems come up, I say, have you called Pete Andrews and Echo Bolt and gotten the kit to detect bolt issues? And then who’s Pete? Give me Pete’s phone number. Okay, sure. Uh, but now that we’re here in person, a lot has changed since we first talked to you probably two years ago.[00:01:00] You’re a bootstrap company based in the UK that has global presence, and I, I think it’s a good start to explain what the technology is and why Echo Bolt matters so much in today’s world.  Pete Andrews: Yeah, absolutely. So, um, as you said, we’re a uk, um, SME, there’s a team of 13 of us based here in the uk. Yeah. But we do deliver our services internationally, but really focused on Northern Europe. Yeah. But increasingly we’ve done more in the US and North America, a little bit in Canada. Um, but our big offering really is to help wind turbine operators and owners reduce the need to routinely retire in bulks. So we have a quick and simple inspection technology that people can deploy, find out the status of their bolt connections, and then. Reti them if necessary, but the vast majority of the time we find that they’re static and absolutely fine and can be left [00:02:00] alone. So it’s a real big efficiency boost for wind operators.  Joel Saxum: Well, you’re doing things by prescription now, right? Instead of just blanket cover, we’re gonna do all of this. It’s like, let’s work on the ones that actually need to be worked on. Let’s do the, the work that we actually need to, and instead of lugging, like we’re looking at the kit right here, and I can, you can hold the case in one hand, let alone the tools in a couple of fingers. As opposed to torque tensioning tools that are this big, they weigh a hundred kilos, and those come with all of their own problems. So I know that you guys said you’re, you’re focused here. You do a lot of work, um, in the offshore wind world as well. Yeah. I mean, offshore wind is where you add a zero right? To zeros. Yeah. Everything else is that much more complicated. It costs that much more. It’s you’re transitioning people offshore to the transition pieces. Like there’s so much more HSE risk, dollar risk, all of these different spend things. So. The Echo Bolt systems, these different tools that you have being developed and utilized here first make absolute sense, but now you guys are starting to go to onshore as well.  Pete Andrews: Yeah, that’s right. So I mean, as as you said, that there’s really [00:03:00] three main benefit areas we focus on. The first one is the health and safety of technicians, right? As you said, some of the fasteners used offshore now are up to MA hundred. So a hundred millimeter diameter bolts,  Joel Saxum: four inches for our American friends. Yeah, absolutely.  Pete Andrews: And they probably weigh. 30 kilos plus per bolt. Yeah. Um, so just the physical manual handling of that sort of equipment and the tightening equipment for those bolts is a huge risk for people. If you think 150 bolts lifting or maneuvering, the tooling around on on its own can cause all the problems. So as well as the inherent risk of the hydraulic kit failing. So occasionally we see catastrophic tool failure. Is, which have really high potential severity, you know, sort of tensioner heads ejecting or crush injuries from Tor. So that is really a key focus for our customers, just to [00:04:00] keep their teams safe, but also you have to be the cost effective and the the major cost benefit we allow is that we don’t have to revisit every bolt and every turbine like you’d have to do if you were retyping. So we believe there’s something of the order of a million pounds per installed gigawatt saving. By moving from a routine REIT uh, maintenance strategy to a focused condition based inspection, you significantly reduce the amount of intervention you make and keep your turbines running more and reduce the boots on the ground on the turbine. So three real kind of, um, key. Benefits for people adopting our technology  Allen Hall: because we routinely see tower bolts being reworked or retention depending on who the manufacturer is. And I’m watching this go on. I’m like, why are [00:05:00] we doing this? It seems, or the 10% rule, we’re tighten 10% this year, and they’ll come back and see how it’s going. That’s a little insane, right, because you’re just kind of. Tensioning bolts up to see if one of them has a problem and then you just do more of them and we’re wasting so much time because echo bolts figured this out years ago. You don’t need to do that. You can tell what the tension is in a bolt ultrasonically, which was the original technology, the first gen I’ll call it, uh, that you could tell the length of the bolt. If the length of the bolt is correct within certain parameters, you know that it is tension properly. If it’s shrunk, that probably means it’s not tensioned properly. That’s a huge advantage because you can’t physically see it. And I know I’ve seen technicians go, oh, I could take a hammer and I can tell you which ones are not tensioned properly wrong. Wrong. And I think that’s where equitable comes in because you’re actually applying a a lot of science simply [00:06:00] to a complex problem because the numbers are so big. Pete Andrews: Yeah, I mean that, that, that’s been the real. Driving force between our offering is to simplify it. So ultimately we’re based on a non-destructive testing technique. It’s an ultrasonic thickness checking technique, but when from the non-destructive testing background, it’s crack detection, people have time, they can be, it’s a very precision measurement. People have to be trained in the wind industry. We’re trying to inspect. A thousand, 2000 bolts a day at scale. It’s a completely different, um, ask of the technology and the way the technology has been developed historically has required too much technician expertise, too much configuration and set up time, and hasn’t delivered on the, on the speed that’s needed to be efficient in wind. And that’s where our bolt wave [00:07:00] unit we’ve, that we’ve developed over the last. 18 months, let’s say, where all of our focus has gone to make it as slick and as easy for a client technician to pick up with minimal training. It’s through an iOS interface. Everyone understands it intuitively. Um, it’s a bit like using the camera app on your phone. You know, you’re just hitting measure, measure, measure, measure, measure 10 seconds a bolt as you move the, um, ultrasonic transducer across, and then the data gets moved. Automatically to the cloud, to our bolt platform. And customers can view it in near real time. The engineer in the office can see the inspections happened. They can see if there are any anomalous bolts, and then there can be communication there and then whether an intervention is necessary. So it’s sort of really changed the way our customers think about managing their, um. They’re bolted joints.  Joel Saxum: Well, I think these are, these are the kind of innovations that we love to see, right? Because [00:08:00] we regularly talk about a shortage of technicians, and this isn’t, I was just learning this this week too, like this is not a wind problem. This is a everywhere problem. No matter what industry you’re in. Use are short of technicians. But we’re seeing like a tool like this is developed to be able to scale that workforce as well. Right. You don’t need to be an NDT level three expert to go and do these things. ’cause there’s a very few of those people out there. Right? Right. We know the NDT people, a lot of NDT people, and that’s a hard skillset to come by. Yeah. This can be put in the hands of any technician. Yeah, a quick training course. Just, Hey, this is how you use your iPhone. You can check Instagram, right? Yeah. Okay. You can off figure. Yeah, have fun. See you at lunch. Um, but they can, they can make this happen, right? They can go do these inspections and you’re getting that, that, uh, data collected in the field. Centralized back to an SME that’s looking at it and you don’t have to put that SME in the field and try to scale their ability to go and travel and do all these things. They can be in the office making sure that the, the QA, QC is done correctly. I love it. I think that that’s the way we need to go with a lot of things. [00:09:00]Uh, and you’re making it happen.  Pete Andrews: Yeah. And it’s a real kind of. F change in mindset for us. So originally when we started Ebot, we were using third party hardware. Yeah. Which required a bit of that specialism. Yeah. A bit of care about the setup of the project, getting multiple parameters configured before you got going. And it wasn’t really something we could put in the hands of a customer.  Joel Saxum: Yeah.  Pete Andrews: Which meant Ebot scale was limited to what our own team could go and do, and regionally as well. You know, so we’re UK based. Probably 60% of our customers are uk, but now we have this Northern Europe offshore wind is obviously on our doorstep, but then increasingly we’ve done more and more in North America, so we’ve probably been to five or six sites now in North America and expect that to be a growth market because we can, we can now ship the devices over there, give some virtual training help. Uh, [00:10:00] people set themselves up and then that opens up that market, you know, so it’s been a real change in strategy for us, but has allowed us to have far more impact than we otherwise would just try to be a pure service.  Allen Hall: Well, let’s talk about the big problem in the states of a minute, which are the root bushing or inserts that are loose in some blades. When you lose that pushing, you also lose the tension on the bolt that can be measured. Is that something you’re getting involved with quite a bit now because of just trying to determine how many bolts are affected and, and where we are on the safety scale of can we run this turbine or not? Is that something that EE bolt’s been looking into? Pete Andrews: Yeah, absolutely. So I, I’d say there’s sort of two halves of what we do. There’s the, there’s the bulk wholesale monitoring of. Typically static connections to eliminate this routine retitling where it’s not needed typically, typically. But then we have these edge cases of certain [00:11:00] connections and certain platforms that have known bolt integrity problems, and we are working with clients to really, um, manage those integrity risks. Blade stud is an absolute classic, you know, sort of, I think almost every turbine OEM on some, if not all of their platforms has got. Embedded risk into their blades, pitch bearing connections. Um, so yeah, exactly as you said, our customers are using the technology for two things really. One is to ensure the bolts have been tightened to the preload that was specified or the target window. And quite often we find there is an opportunity to increase the preload and therefore increase the resistance to fatigue failure. So. You know, particularly on older sites where the bolts perhaps not in the condition they were on day one. Well, they definitely won’t be. Um, when people have gone and retti them, they haven’t got back to where they, they should be.[00:12:00] So we can prove that and increase a bit of that resilience, but then also start to look for the segments around the joint where, um, the bolt might start loosening or failures are occurring, and find areas where they can really hone in. And actively manage risk. And that sort of leads to what we’ve decided to do for the next year, particularly with Blade Stud in mind, is evolve this technology. So whilst it’s also measuring the elongation, we will do a defect scan at the same time. So you’ll monitor your blade stu, um, connection and we’re hoping that we can set the device to flag to you there and then. We believe this bulk has got a defect while you’re here, get it changed out before it fails and, and all the knock on problems, um, from there. Joel Saxum: So what you’re just pointing to there is a, is a workflow, right? So to me that is typical [00:13:00] of some of the amazing, innovative companies in the UK that I’ve run into throughout my career. And that is, you’re a group of SMEs, you know, bolted connections. That’s what you do, right? But then you’re like, hey. If there’s a tool, we could make a tool that would make our lives a bit easier, then it’s like, well, we could make the entire industry’s lives a little bit easier as well. So let’s iterate on that. And now you’re able to send these kits around the world to look at these things. Hey, you have a problem with this specific model. We can help you with this because we know the failure mode and we know how to look for it. Let’s do that for you. Also here, you’re doing bolt bulk measurements. We got that for you. But it all kind of flows back to the fact that Echo Bolt is a team. A bolted connection, SMEs that are making tools and being able to also provide consulting if need be. Yeah. Right. Um, to, to an entire industry. And I think that, um, this is my take on it, right? Wind is stop number one. I think you guys are gonna do a fantastic year, but there’s a lot of, uh, opportunity out there in bolted [00:14:00] connections as well. Allen Hall: A tremendous amount blade bolts being broken from defects in the crystalline structure. What appears to be a more. Rapidly developing issue across fleets that I’ve seen. I went to a farm this summer and the number of blade bolts that were there on the table that were broken on the conference room table was And the whiteboard office. Yeah. Yeah. This one,  Joel Saxum: this one.  Allen Hall: Your hard head is not gonna protect you from this one. It’s, it’s, it was this, um, I couldn’t imagine the amount of time they were spending hunting these things down. And of course, the only way they were finding ’em was they were broken. You like to catch ’em before they break because it becomes  Joel Saxum: a safety risk. Just not too long ago we saw an insurance case where there’s an RCA going on and it is pointing at an entire tower came down. Right. And it is pointing at a mid, mid tower section bolted connection. How often do you guys run into those problems? Or are you contacted by insurance companies or anything like that to, to take a peek at those? Pete Andrews: We haven’t done anything directly for insurance [00:15:00]companies, but we have been engaged by. Engineering consultancies that are doing RCA type activities. Okay. Um, things like at the end of defect liability periods mm-hmm. A customer has, has seen, they’ve had a lot of, uh, issues from an OEM, maybe an OE EM has offered a modification or an upgrade, assessing whether that upgrade is actually solved the problem or not. We’ve got involved in, um, but the tower. Issue specifically. It’s actually very rare we find, um, problems with tower connections, but where we do is often where they haven’t achieved good flange flatness, ah, during installation or the bolts have been, let’s say, left out in the elements for a period and lubrication has been, has deteriorated before the bolt’s been installed. So there are cases out there, but what I would say is. [00:16:00] To think about your whole life cycle, so ensure the bolt’s installed correctly and we can help with that with a QA to say, yes, this torque or tightening method has got you to the load that you want. Do some through life monitoring, but often if you install it correctly, it will it’s operational life. You will have very little concern. But then in the UK market, we’re increasingly getting involved again at the end of life, right? Life extension where life extension turbines are 20, 25 years old. How does an operator make a decision to carry on running without replacing all bots? Um, and that’s where increasingly we being asked to use the technologist just to say, actually the joint is fine. The bolts have run in a good, um, operational envelope. Run them on. Don’t replace a hundred percent of them like you might have been recommended to from your, um, yeah. Turbine supplier side. [00:17:00] Allen Hall: So Pete, if someone’s doing a repower where they’re basically putting a new one in the cell on an existing tower, they’re making a lot of assumptions about all the bolts from the ground up that they’re gonna be okay. And I know we’re talking about that. We’re in a lot of installations where. If the turbine has gone through a repowered or two. So now those bolts are 20 years old. Yeah. And trying to get ’em to  Joel Saxum: 30 35. 35  Allen Hall: 40. Yeah. I don’t know what they’re doing. By those bolted connections. Are they just like replacing the bolts? Are they hitting ’em with a hammer again? Is that the, yeah,  Pete Andrews: I mean, they might replace ’em, but you’ve got a problem with the foundation bolts. ’cause they’re obviously often anchor bolts set into concrete, so you have to reuse them and. With the projects, both in wind and in process power industry with the chimney stacks to try and ascertain whether foundation bolts that are set into concrete are still suitable for operations. So look for corrosion losses, look for [00:18:00] defects. Um, so yeah, they’re all things that need thinking about before you just make the snap decision to repower. But I think  Joel Saxum: a lot of that, uh, going back to a couple minutes ago, you were talking about at the commissioning phase, making sure that you have proper qa, QC of how these things were installed day one, and then making sure that before commissioning of a turbine, they’re checked. I think that’s really important. We’re starting to see that in the blade world now too, where we’ve been talking about it for a long time, and now when you talk to operators, they’re like, we’re getting inspections done on the blades before they’re hung. Or at the factory before they’re hung. After they’re hung. Like they want a good foundation baseline. Are you seeing that in the bolted connection world too?  Pete Andrews: Yes. Sort of. It’s just emerging for us. What we’ve found is, so most of our customers are in the operational phase ’cause they are the ones feeling the pain. Yeah. Of the routine retitling work. When they do major components, they sometimes engage us to come and say, can you check [00:19:00] before and after the blade was removed? What was it? Before we took it off from a a bolt load perspective, what is it afterwards? Can you then recheck after 500 hours When we retalk it? And what we’ve seen there often is the initial install hasn’t got them to where they needed to be and they’ve had to go and do the break in maintenance or the 500 hour REIT to get the bolts to the right load. So one of the questions that we have is whether. Some of the defects are actually being initiated very early on in that initial running in period and whether if, if actually you’d taken the time at, at the point of assembly to make sure you were correct, whether that avoids some of the knock on integrity concerns. So yeah, it’s interesting area.  Allen Hall: Well, bolts are what hold wind turbines together and you better know you have the right. Tension and [00:20:00] torque on your bolts to get to the lifetime of the wind turbine and to, and to check it once in a while. And I know there’s a lot of operators I can think of right now in the United States that are sort of doing that job somewhat. I I think they have missed out on opportunities to save a lot of money and to call it echo bolt. How do people get ahold of you? Because that’s one thing I run into all the time. Like, Hey, hey, you gotta talk to Ebol, call Ebol. How do they get ahold of you?  Pete Andrews: So the easiest ways are via our website. Which is echo bolt.com. Um, LinkedIn, you’ll find us at Echo Bolt on LinkedIn. Reach out. Our email would be info@cobolt.com. So any of those route and you’ll, uh, reach me and the team and more than happy to speak to you about any of your faulting concerns or problems. We are, uh, yeah, we’re passionate about your problems.  Allen Hall: Pete, thank you so much for being on this podcast. I, it is great to actually see you in person and see the bolt wave technology. It’s really [00:21:00] impressive. So anybody out there that needs bolt tensioning to checking tools, you need to get ahold of Pete at Echo Bolt and get started today. Thank you Pete. Thanks guys. It’s great to be here.