Podcasts about Valley Forge

History remembers him as the Father of the Country… but history also forgets to mention the glowing orb that gave him tactical advice in the woods, or the ghost stories that still linger in his bedroom like a powdered-wig hangover. This week on Creep Street, the Hosts travel to the frozen hellscape of Valley Forge, where General George Washington faced hunger, frostbite, and a floating orb that supposedly carried battle-savvy Green Men. Then it's off to Mount Vernon, where visitors report spectral punch bowl ladies, disgruntled phantom directors, and keys jingling from the beyond. Pack your muskets and your metaphysics! Citizens of the Milky Way, prepare yourselves for Weir Washington & The Haunting of Mount Vernon! Music and Editing by Gage HurleyCheck out VaporVerse: https://www.youtube.com/@vaporversemusic ++++ Check out our Patreon: https://www.patreon.com/creepstreetpodcast Instagram: https://www.instagram.com/creepstreetpodcast YouTube: https://youtube.com/@creepstreetpodcast5062?feature=shared TikTik: https://www.tiktok.com/@creepstreetpodcast #HauntedAmerica #GhostStories #SupernaturalEncounters #AmericanHauntings #RevolutionaryWarGhosts #GhostsOfMountVernon #WashingtonsGhost #HauntedPlaces #GeorgeWashington #ValleyForge #MountVernon #ColonialHistory #AmericanRevolution #FoundingFathers #HistoryNerd #HistoricMysteries #CreepStreetPodcast #ParanormalPodcast #HistoryPodcast #SpookyStories #GhostLore #TrueTalesOfTerror #CreepyHistory #HauntedHistory

In this episode of Truth Be Told Paranormal, we explore one of America's most enduring and mysterious legends: Did George Washington have a paranormal vision at Valley Forge predicting the future of the United States?Join us as we unravel the chilling story of Washington's alleged encounter with a radiant spirit who revealed three great perils threatening America—from the Revolutionary War itself to civil strife and even a future apocalyptic invasion. Was this prophetic vision genuine, a stress-induced hallucination, or an invention meant to inspire a divided nation?We'll dive into the origins of the tale, the historical skepticism around it, and the paranormal investigations that seek to uncover the truth—including psychic readings, remote viewing attempts, and EVP sessions at Valley Forge.Whether you're a skeptic or a true believer, this episode will challenge you to reconsider the blurry line between myth, history, and the paranormal. Listen now and decide for yourself: Was George Washington guided by destiny… or haunted by it? #TruthBeToldParanormal #GeorgeWashington #ValleyForge #ParanormalPodcast #AmericanHistory #Prophecy #HauntedHistory #SpiritVisions #HistoricalMysteries #ParanormalInvestigation #GhostStories #RevolutionaryWar #PodcastEpisode #ListenNow #ExploreTheUnknownBecome a supporter of this podcast: https://www.spreaker.com/podcast/truth-be-told-paranormal--3589860/support.

In this 4th of July special edition of Leadership Blueprints, BJ Kraemer sits down with Marine Corps veteran, educator, and operations leader Fred Conner for a conversation about legacy, leadership, and renewal. This episode explores the transformation of the historic 75-acre Valley Forge campus- home to Founding Forward, a national civic education nonprofit founded by the Union League of Philadelphia and Freedom's Foundation.Fred shares his journey from military service to international project management to teaching at Temple University. Along the way, he reveals how landscapes, memory, and mission-based leadership shape how we build -and remember- our most important places. Whether you're a veteran transitioning into the A/E/C world, a project leader tackling deferred maintenance, or a parent wondering what civic education looks like today, this episode offers a reminder: leadership starts with service, and the built environment can inspire generations.Key Points From This Episode:Why project management is a natural fit for transitioning veterans.Lessons from building military camps in Kosovo and Afghanistan.The power of servant leadership- sometimes that means doing dishes and landscaping.Why trust and execution are foundational to any successful project.Quotes: “Vision is a really good thing, but it's only aspiration if you can't execute.” - Fred Conner  “Operations occur at the speed of trust.” — Gen. Jim Mattis (quoted by Fred Conner)  “The things we remember most about a place are often how the built environment coexists with the landscape around it.” — Fred ConnerLinks Mentioned in Today's Episode:Founding ForwardUnion League of PhiladelphiaLeadership Blueprints PodcastMCFAMCFA CareersBJ Kraemer on LinkedIn

National Martini day.  Juneteenth.  National Garfield day.  Entertainment from 1971.  First official baseball game played, Pinball banned call pinhibition, George Washington and his army left Valley Forge.  Todays birthdays - Gena Rowlands, Phylicia Rashad, Ann Wilson, Kathleen Turner, Doug Stone, Paula Abdul, Robin Tunney, Zoe Saldana.  Thomas Watson died.Intro - God did good - Dianna Corcoran    https://www.diannacorcoran.com/Its martini time - The Reverend Horton Heat21 Questions - 50 Cent   Nate DoggBeer for my horses - Toby Keith   Willie NelsonBirthdays - In da club - 50 Cent     http://50cent.com/Magic man - HeartIn a different light - Doug StoneForever your girl - Paula AbdulExit - What I see - Cody Templeton    Cody Templeton musiccountryundergroundradio.comHistory & Factoids website

What is a "turning point"?  We talk with John Mass, whose new book From Trenton to Yorktown:  Turning Points in the Revolutionary War looks at five episodes that changed the course of the war and lead toward the American victory.  Which were the decisive moments?  Listen to find out! Tell us what you think! Send us a text message!

Such a cool episode chatting with Nick. Getting the low down on everything Park Family Farms is doing. Hope you enjoy.Badmotivatorbarrels.com/sjop/?aff=3https://www.instagram.com/zsmithwhiskeyandmixology?utm_source=ig_web_button_share_sheet&igsh=ZDNlZDc0MzIxNw==Patreon.com/the_whiskeyshamanParkfamilyfarmsdistillery.comYears ago, our local brethren told the government to shove the liquor tax up their asses. What erupted was a Western Pennsylvania revolt against Federal tax collectors, causing George Washington himself to lead the military in a march to suppress the rebellion. So, other than an interesting piece of history that is pivotal to shaping our region, what does this mean to us? Well, it means that, arguably, American Whiskey was born here. It also means that you should taste the history for yourself.In 1907, Elmer N. Miller conceived the idea for a yearly gathering of old friends and acquaintances. As an added attraction, the age-old process of scutching flax to make linen cloth was made the center of the celebration. This festival became a yearly event, except for the years 1942 to 1947, when World War 2 and economic conditions made it inconvenient.In Stahlstown, everyone has a story or two about homemade whiskey. We're proud to bring back that rich tradition.Our family story started with the American Revolution, when Zebulon Parke came to Western Pennsylvania after the bitter winter at Valley Forge. He owned a tavern, serving libations to brighten the trail for weary travelers.Years later, Great Grandpap Blackburn, the namesake of our production still, "Pappy Joe," purchased the farm where our distillery sits today. Grandpap was a self-sufficient, hard-working, blue-blooded American. Poppy told us that Grandpap said, "if you feel good when you've made it through the day, take a shot of Whisky. If you feel like shit, take two." Grandpap's drink of choice was Old Grand-dad, naturally.Grandmas are the best. That is our Grandma Shirley sitting next to Pappy Joe. "A man should never neglect his family for business"  -Walt DisneyThe farm is where we grew up. The farmhouse (still there, by the way) was built over 100 years ago next to a natural spring, giving us the fresh filtered mountain water required for good whisky.​We financed using our own savings. Using a hand-built still in our uncle's old sawmill building, in 2021 we distilled our first batch with locally sourced grain and water from the spring.While the barn got a face-lift and our production equipment has been upgraded, everything is still handmade and locally sourced. You can almost taste the Western Pennsylvania tradition... and it tastes pretty damn good.  ​​We are a veteran-owned, family-operated distillery and truly believe in everything local. If we can't build it or grow it, we buy it locally. Fresh Spring water, local grain, and longstanding family tradition are distilled into every handmade sip.                                           Welcome to the Farm.

During one of the darkest chapters of the American Revolutionary War, George Washington’s army settled into winter quarters at Valley Forge. What followed was a six-month ordeal that tested the endurance, resilience, and unity of a nation. On a recent episode of The Spark on WITF, host Asia Tabb welcomed Adam Gresek, Director of Community Engagement at Valley Forge National Historical Park, to take listeners deep into the story of that pivotal winter encampment.Support WITF: https://www.witf.org/support/give-now/See omnystudio.com/listener for privacy information.

If George Washington knew about Debie Frable's Killer Sangria, he probably would have wanted A LOT of it to help him get through the Revolutionary War because boy, is this good stuff! Make it TODAY. But at the time, Washington really just wanted socks--he never had enough socks, as we learned from reading Anne L. Macdonald's No Idle Hands: The Social History of American Knitting. As much as knitting and needlework have been dismissed as the stuff of “Pots and Pans,” as the “prankish students” at Yale referred to their social history class in the 1930s, Macdonald reminds us that local women bearing clothing and food to the naked, starving soldiers at Valley Forge literally saved the day:“[T]here was no mistaking the joy of soldiers on the verge of open revolt when sentinels pacing the camp's outer limits spotted an advancing cavalcade of ‘[t]en women in carts, each cart drawn by ten pairs of oxen, and bearing tons of meal and other supplies, [who] passed through the lines amid cheers that rent the air.' Those devoted women . . . ‘preserved the army, and Independence from that day was assured.'”Anne L. Macdonald, No Idle Hands: The Social History of American Knitting, pp. 36-7.The value of everyday things--adequate food and clothing--should never be underestimated. Macdonald reminds us that the war for American independence was fought on two fronts, the political and the economic. The burden of weaponizing the economy through the boycott of British goods fell mainly to women who were charged with making their own or doing without. As one Mrs. Troupe recounted Martha Washington explaining, “Whilst our husbands and brothers are examples of patriotism, we must be patterns of industry” (p. 39). Townships—which really meant local women—were charged with clothing their troops or risk being fined. Even children were expected to knit or spin a certain amount every day before going out to play. Can you imagine?! “Finish that row, buddy, because George Washington needs those socks!”As bad as we think it is now, we would not go back to those times, but reading about them reminds us of the sacrifices everyone—men, women and children—made in the fight for our nation's political and economic independence. We owe it to them to preserve that. Enough said.

Jalen Archer just completed his first year as the Coordinator of Video and Camp Operations for the Southern Miss men's basketball program. Archer spent the previous six seasons at Lancaster Bible College as an assistant coach. While at LBC, Archer helped the school to a NEAC Regular Season Championship (2017-18), NEAC Conference Tournament Championship (2017-18), two United East Conference Regular Season Championships (2021-22, 2022-23), one United East Conference Tournament Championship (2021-22), and two NCAA Tournament appearances. Archer played collegiate basketball at both Valley Forge and Lancaster Bible. His four-year career included 114 games with 85 starts over three seasons at Valley Forge and one at Lancaster Bible. He was named NCCAA Mid-East Region Honorable Mention as a junior at Valley Forge. At LBC, Archer led the team in assists, steals and three-point percentage as a senior. On this episode Mike & Jalen discuss the significance of player development and the paramount importance of fostering a cohesive team culture through effective communication and accountability. Jalen shares insightful perspectives on the challenges and rewards of navigating the contemporary landscape of college basketball, particularly in light of the evolving transfer portal and NIL opportunities. Throughout the discussion, Archer reflects on his personal journey from an aspiring player who faced setbacks to a dedicated coach who passionately mentors young athletes. This episode serves as a compelling testament to the transformative power of basketball as a vehicle for personal growth and character development.Follow us on Twitter and Instagram @hoopheadspod for the latest updates on episodes, guests, and events from the Hoop Heads Pod.Make sure you're subscribed to the Hoop Heads Pod on iTunes or wherever you get your podcasts and while you're there please leave us a 5 star rating and review. Your ratings help your friends and coaching colleagues find the show. If you really love what you're hearing recommend the Hoop Heads Pod to someone and get them to join you as a part of Hoop Heads Nation.Make sure you have pen and paper handy as you listen to this episode with Jalen Archer, Coordinator of Video and Camp Operations for the University of Southern Mississippi.Website - https://southernmiss.com/sports/mens-basketballEmail - JalenArc3@gmail.comTwitter/X - @CoachJArcherVisit our Sponsors!Dr. Dish BasketballOur friends at Dr. Dish Basketball are doing things a little differently this month with $3,000 Off the Dr. Dish Rebel+, $3,000 Off the Dr. Dish All-Stat+, AND $3,000 Off the Dr. Dish CT+ during their first ever Semi-Annual Sales Event. Shop now and have your team more ready for the upcoming season than ever before.GameChangerIntroducing GameChanger, a free app that provides you with data to make strategic coaching decisions and to deliver memorable moments to your team and its fans. Engage your players, empower your coaching decisions, and give parents the thrill of watching every play unfold in real time this season. Download GameChanger now on iOS or Android....

In this episode of the Anglotopia podcast, host Jonathan Thomas interviews military historian John Maass about his book "From Trenton to Yorktown: The Five Decisive Turning Points of the American Revolution." Maass, who works at the National Army Museum, discusses why he selected these specific turning points and how they altered the trajectory of the war. The conversation explores Washington's desperate gamble at Trenton when his army was at its lowest point, the truth behind the Valley Forge mythology, the critical importance of the Saratoga victory in securing French support, and how British strategic errors and logistical failures contributed to their ultimate defeat. Maass provides fresh insights into how these key moments secured American independence while highlighting the shared British-American history before the revolution. Links "From Trenton to Yorktown" book (Osprey Publishing) - Amazon "From Trenton to Yorktown" book (Osprey Publishing) - Bookshop.org National Museum of the US Army website and programs National Army Museum Events Join the Friends of Anglotopia Club to Get Early Podcast Access Key Takeaways Maass defines turning points as "battles, campaigns, seizures, and other military events that are decisive and result in significant change that alters the trajectory of the conflict toward the war's outcome." Washington's victories at Trenton and Princeton, though involving relatively small forces, were crucial when the Continental Army was at its lowest point and restored morale. Valley Forge wasn't just about Baron von Steuben's training—it was where Washington solidified his political position, improved relations with Congress, and created a more disciplined army. The Saratoga campaign's British failure resulted from divided command structures and severe logistical challenges in North American terrain. The French alliance after Saratoga was essential for American victory, particularly the French Navy's contribution which culminated in the Battle of the Capes before Yorktown. British strategic mistakes included dividing their forces, underestimating American resolve, and prioritizing the West Indies over the American colonies after French involvement. Sound Bites "I wanted to do something interpretive that kind of pulled together a lot of existing scholarship… and that was, I intended it to be provocative in that I wanted to literally provoke discussion." "When Washington decided a few days before Christmas that he was going to cross the Delaware River with his army… he was arguably at the lowest point in the war, professionally himself, but also militarily." "Washington knew that his army was the embodiment of the cause of independence. It wasn't Congress. It wasn't some mythical 'the people.' It wasn't the spirit of '76, but the revolution really was alive, not well, in his army." "Up until Valley Forge, he was definitely the general. And I think after that, he was also the commander in chief." "I don't think the outcome would have been favorable if there was no French intervention at all, period, end of story." "Really the most important moment in the entire Yorktown campaign… was the British and French naval battle off the coast of the mouth of the Chesapeake called the Battle of the Capes… the most important naval battle in early American history. And not a single American was involved in it." Chapters 00:00 Diverging Histories: The American and British Connection 01:42 The Role of the National Army Museum 03:57 Inspiration Behind the Book 08:06 Defining Turning Points in the Revolutionary War 10:37 The Significance of Trenton and Princeton 19:13 Myths of Valley Forge: Reality vs. Narrative 28:08 The Political Maneuvering at Valley Forge 32:04 British Strategic Mistakes in the War 35:42 Logistics and Supply Issues in Key Battles 40:22 The Crucial Role of the French Navy 46:00 British Strategic Errors and Missed Opportunities 53:00 anglotopia-podcast-outro.mp4 Video

On this week's episode: Atlantic City Dice Degen Younger Players East Coast Style We also touch on center action, the five count, Golden Touch, Valley Forge, Poarch Creek, King of Prussia and Ed's go-to get right game. Call The Casino Tears Vent Line 229-NO SEVEN (667-3836) Now! Leave a message, ask a question or simply get something off your mind -  We might even play it on air!! NEW EPISODES DROP WEEKLY ON TUESDAYS - Please visit our home page at casinotears.com for more info, merch, and host contacts Extended versions will also drop Tuesdays on Patreon - Don't miss out :) Email: noseven@casinotears.com Patreon: https://www.patreon.com/CasinoTears Instagram: https://www.instagram.com/casinotearspodcast YouTube: https://www.youtube.com/@CasinoTears X: https://x.com/CasinoTears Reddit: https://www.reddit.com/r/casinotears Pro Shop: https://www.casinotears.vegas/shop/ Color Comin' In: https://www.cci.vegas/

In this episode of the Anglotopia podcast, host Jonathan Thomas interviews military historian John Maass about his book "From Trenton to Yorktown: The Five Decisive Turning Points of the American Revolution." Maass, who works at the National Army Museum, discusses why he selected these specific turning points and how they altered the trajectory of the war. The conversation explores Washington's desperate gamble at Trenton when his army was at its lowest point, the truth behind the Valley Forge mythology, the critical importance of the Saratoga victory in securing French support, and how British strategic errors and logistical failures contributed to their ultimate defeat. Maass provides fresh insights into how these key moments secured American independence while highlighting the shared British-American history before the revolution. Links "From Trenton to Yorktown" book (Osprey Publishing) - Amazon "From Trenton to Yorktown" book (Osprey Publishing) - Bookshop.org National Museum of the US Army website and programs National Army Museum Events Join the Friends of Anglotopia Club to Get Early Podcast Access Key Takeaways Maass defines turning points as "battles, campaigns, seizures, and other military events that are decisive and result in significant change that alters the trajectory of the conflict toward the war's outcome." Washington's victories at Trenton and Princeton, though involving relatively small forces, were crucial when the Continental Army was at its lowest point and restored morale. Valley Forge wasn't just about Baron von Steuben's training—it was where Washington solidified his political position, improved relations with Congress, and created a more disciplined army. The Saratoga campaign's British failure resulted from divided command structures and severe logistical challenges in North American terrain. The French alliance after Saratoga was essential for American victory, particularly the French Navy's contribution which culminated in the Battle of the Capes before Yorktown. British strategic mistakes included dividing their forces, underestimating American resolve, and prioritizing the West Indies over the American colonies after French involvement. Sound Bites "I wanted to do something interpretive that kind of pulled together a lot of existing scholarship… and that was, I intended it to be provocative in that I wanted to literally provoke discussion." "When Washington decided a few days before Christmas that he was going to cross the Delaware River with his army… he was arguably at the lowest point in the war, professionally himself, but also militarily." "Washington knew that his army was the embodiment of the cause of independence. It wasn't Congress. It wasn't some mythical 'the people.' It wasn't the spirit of '76, but the revolution really was alive, not well, in his army." "Up until Valley Forge, he was definitely the general. And I think after that, he was also the commander in chief." "I don't think the outcome would have been favorable if there was no French intervention at all, period, end of story." "Really the most important moment in the entire Yorktown campaign… was the British and French naval battle off the coast of the mouth of the Chesapeake called the Battle of the Capes… the most important naval battle in early American history. And not a single American was involved in it." Chapters 00:00 Diverging Histories: The American and British Connection 01:42 The Role of the National Army Museum 03:57 Inspiration Behind the Book 08:06 Defining Turning Points in the Revolutionary War 10:37 The Significance of Trenton and Princeton 19:13 Myths of Valley Forge: Reality vs. Narrative 28:08 The Political Maneuvering at Valley Forge 32:04 British Strategic Mistakes in the War 35:42 Logistics and Supply Issues in Key Battles 40:22 The Crucial Role of the French Navy 46:00 British Strategic Errors and Missed Opportunities 53:00 anglotopia-podcast-outro.mp4

Douglas is an actor, and the creator of the play The American Soldier. The American Soldier portrays fourteen characters, based on real stories and actual letters written by veterans and their family members from the American Revolution, all the way through current day Afghanistan. The story is told with a through-line and a strong message, but not chronologically. It examines the internal struggles and problems that soldiers face when returning home from combat and the sacrifice made by our veterans and their families. We see one character who represents all the powerful and beautiful things of the military – discipline, teamwork, and brotherhood. He is the only character who comes out more than once to share these lessons with us. All other aspects are only seen once, and they represent our glimpse of what sacrifice is for our veterans and their families. The play starts with our narrator sharing his lesson in discipline. We see a Revolutionary soldier freezing at Valley Forge, a grieving mother remembering her son and his story of how he died in Vietnam, our narrator sharing his lesson in teamwork, our Bronx WWII veteran suffering with the effects of PTSD from his experience in Iwo Jima, our African American Vietnam Vet, our Iraq veteran addicted to the adrenalin of war, a wife and son dealing with the father's absence while he is away at war on 3rd deployment in Afghanistan, a father in the wake of his soldier son's suicide from Iraq, a chicano soldier dealing with the loss of his limb and his wife helps him to stand up again, a WWI soldier sharing his love for his brother in the trenches, an eloquent Civil War Soldier writing his final letter to his wife (the Dear Sarah letter), and finally our narrator sharing his lesson in brotherhood. Learn more about The American Soldier here - https://www.theamericansoldiersoloshow.com/ Never Surrender Podcast Shirt- https://shop.clearedhotpodcast.com/products/no-surrender  Today's Sponsors: Montana Knife Company: https://www.montanaknifecompany.com/ LMNT: Get your free LMNT Sample Pack with any purchase- https://drinklmnt.com/CLEAREDHOT  

Ken Gavin is back with the second installment of our Valley Forge episode as our nation prepares for its 250th birthday. Just how bad was that winter at Valley Forge? Were the soldiers really "naked and starving"? If so, how badly? Well, these questions and more are answered by our pal Ken in this fascinating look into one aspect of the birth of the United States of America.   Learn more Civil War and American history with us as we interview the best historians in the field. Become a Patron at www.patreon.com/addressinggettysburg

In this frigid Winter, it is fitting that our pal and fellow-Patron Ken Gavin comes back to talk about the Winter at Valley Forge during the American Revolution. Originally intended to be a one-parter, I found it difficult to hasten the process as I love learning about this period from Ken. He's a font of knowledge. So, we decided to make it a two-parter, the second party will be out next week.

Join us in this compelling episode featuring Dr. Skousen, the renowned author of "The Naked Communist" and "The Naked Capitalist," and the founder of the Freeman Institute. Dr. Skousen shares his profound insights on the origins of the United States, the founding fathers, and the enduring principles that have shaped the nation. Dr. Skousen takes us on a journey through the life of George Washington, illuminating his unwavering faith, leadership, and the divine interventions that marked the American Revolution. He delves into Washington's character, recounts the struggles at Valley Forge, and highlights the miraculous events that led to the nation's independence. As he reflects on the challenges faced by the early republic and the crafting of the U.S. Constitution, Dr. Skousen underscores the importance of returning to the foundational values that made America great. This episode is a tribute to the heroism and vision of the founding fathers and a call to preserve their legacy for future generations.

Join host Andrew Stotz for a lively conversation with Cliff Norman and Dave Williams, two of the authors of "Quality as an Organizational Strategy." They share stories of Dr. Deming, insights from working with businesses over the years, and the five activities the book is based on. TRANSCRIPT 0:00:02.2 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today, we have a fantastic opportunity to learn more about a recent book that's been published called "Quality as an Organizational Strategy". And I'd like to welcome Cliff Norman and Dave Williams on the show, two of the three authors. Welcome, guys.   0:00:27.1 Cliff Norman: Thank you. Glad to be here.   0:00:29.4 Dave Williams: Yeah, thanks for having us.   0:00:31.9 Andrew Stotz: Yeah, I've been looking forward to this for a while. I was on LinkedIn originally, and somebody posted it. I don't remember who, the book came out. And I immediately ordered it because I thought to myself, wait, wait, wait a minute. This plugs a gap. And I just wanna start off by going back to Dr. Deming's first Point, which was create constancy of purpose towards improvement of product and service with the aim to become competitive and stay in business and to provide jobs. And all along, as anybody that learned the 14 Points, they knew that this was the concept of the strategy is to continue to improve the product and service in the eyes of the client and in your business. But there was a lot missing. And I felt like your book has started really to fill that gap. So maybe I'll ask Cliff, if you could just explain kind of where does this book come from and why are you bringing it out now?   0:01:34.5 Cliff Norman: That's a really good question, Andrew. The book was originally for the use of both our clients only. So it came into being, the ideas came out of the Deming four day seminar where Dr. Tom Nolan, Ron Moen and Lloyd Provost, Jerry Langley would be working with Dr. Deming. And then at the end of four days, the people who some of who are our clients would come up to us and said, he gave us the theory, but we don't have any methods. And so they took it very seriously and took Dr. Deming's idea of production viewed as a system. And from that, they developed the methods that we're going to discuss called the five activities. And all of our work with this was completely behind the wall of our clients. We didn't advertise. So the only people who became clients were people who would seek us out. So this has been behind the stage since about 1990. And the reason to bring it out now is to make it available beyond our client base. And Dave, I want you to go ahead and add to that because you're the ones that insisted that this get done. So add to that if you would.   [laughter]   0:02:53.0 Dave Williams: Well, thanks, Cliff. Actually, I often joke at Cliff. So one thing to know, Cliff and Lloyd and I all had a home base of Austin, Texas. And I met them about 15 years ago when I was in my own journey of, I had been a chief quality officer of an ambulance system and was interested in much of the work that API, Associates of Process Improvement, had been doing with folks in the healthcare sector. And I reached out to Cliff and Lloyd because they were in Austin and they were kind enough, as they have been over many years, to welcome me to have coffee and talk about what I was trying to learn and where my interests were and to learn from their work. And over the last 15 years, I've had a great benefit of learning from the experience and methods that API has been using with organizations around the world, built on the shoulders of the theories from Dr. Deming. And one of those that was in the Improvement Guide, one of the foundational texts that we use a lot in improvement project work that API wrote was, if you go into the back, there is a chapter, and Cliff, correct me if I'm wrong, I think it's chapter 13 in this current edition on creating value.   0:04:34.3 Dave Williams: In there, there was some description of kind of a structure or a system of activities that would be used to pursue qualities and organizational strategy. I later learned that this was built on a guide that was used that had been sort of semi self-published to be able to use with clients. And the more that I dove into it, the more that I really valued the way in which it had been framed, but also how, as you mentioned at the start, it provided methods in a place where I felt like there was a gap in what I saw in organizations that I was working with or that I had been involved in. And so back in 2020, when things were shut down initially during the beginning of the pandemic, I approached Lloyd and Cliff and I said, I'd love to help in any way that I can to try to bring this work forward and modernize it. And I say modernize it, not necessarily in terms of changing it, but updating the material from its last update into today's context and examples and make it available for folks through traditional bookstores and other venues.   0:05:58.9 Andrew Stotz: And I have that The Improvement Guide, which is also a very impressive book that helps us to think about how are we improving. And as you said, the, that chapter that you were talking about, 13, I believe it was, yeah, making the improvement of value a business strategy and talking about that. So, Cliff, could you just go back in time for those people that don't know you in the Deming world, I'm sure most people do, but for those people that don't know, maybe you could just talk about your first interactions with Dr. Deming and the teachings of that and what sparked your interest and also what made you think, okay, I wanna keep expanding on this.   0:06:40.0 Cliff Norman: Yeah. So I was raised in Southern California and of course, like many others, I'm rather horrified by what's going on out there right now with fires. That's an area I was raised in. And so I moved to Texas in '79, went to work for Halliburton. And they had an NBC White Paper called, "If Japan Can, Why Can't We?", and our CEO, Mr. Purvis Thrash, he saw that. And I was working in the quality area at that time. And he asked me to go to one of Deming's seminars that was held in Crystal City, actually February of 1982. And I got down there early and got a place up front. And they sent along with me an RD manager to keep an eye on me, 'cause I was newly from California into Texas. And so anyway, we're both sitting there. And so I forgot something. So I ran up stairs in the Sheraton Crystal City Hotel there. And I was coming down and lo and behold, next floor down, Dr. Deming gets on and two ladies are holding him up. And they get in the elevator there and he sees this George Washington University badge and he kind of comes over, even while the elevator was going down and picks it up and looks it up real close to his face. And then he just backs up and leans, holds onto the railing and he says, Mr. Norman, what I'm getting ready to tell you today will haunt you for the rest of your life.   0:08:11.8 Cliff Norman: And that came true. And of course, I was 29 at the time and was a certified quality engineer and knew all things about the science of quality. And I couldn't imagine what he would tell me that would haunt me for the rest of my life, but it did. And then the next thing he told me, he said, as young as you are, if you're not learning from somebody that you're working for, you ought to think about getting a new boss. And that's some of the best advice I've ever gotten. I mean, the hanging around smart people is a great thing to do. And I've been gifted with that with API. And so that's how I met him. And then, of course, when I joined API, I ended up going to several seminars to support Lloyd Provost and Tom Nolan and Ron Moen and Jerry as the various seminars were given. And Ron Moen, who unfortunately passed away about three years ago, he did 88 of those four day seminars, and he was just like a walking encyclopedia for me. So anytime I had questions on Deming, I could just, he's a phone call away, and I truly miss that right now.   0:09:20.5 Cliff Norman: So when Dave has questions or where this reference come from or whatever, and I got to go do a lot of work, where Ron, he could just recall that for me. So I miss that desperately, but we were busy at that time, by the time I joined API was in '88. And right away, I was introduced to what they had drafted out in terms of the five activities, which is the foundation of the book, along with understanding the science of improvement and the chain reaction that Dr. Deming introduced us to. So the science of improvement is what Dr. Deming called the System of Profound Knowledge. So I was already introduced to all that and was applying that within Halliburton. But QBS, as we called it then, Qualities of Business Strategy was brand new. I mean, it was hot off the press. And right away, I took it and started working with my clients with it. And we were literally walking on the bridge as we were building it. And the lady I'm married to right now, Jane Norman, she was working at Conagra, which is like a $15 billion poultry company that's part of Conagra overall, which is most of the food in your grocery store, about 75% of it. And she did one of the first system linkages that we ever did.   0:10:44.5 Cliff Norman: And since then, she's worked at like four other companies as a VP or COO, and has always applied these ideas. And so a lot of this in the book examples and so forth, comes from her actual application work. And when we'd worked together, she had often introduced me, this is my husband, Cliff, he and his partners, they write books, but some of us actually have to go to work. And then eventually she wrote a book with me with Dr. Maccabee, who is also very closely associated with Dr. Deming. So now she's a co-author. So I was hoping that would stop that, but again, we depend on her for a lot of the examples and contributions and the rest of it that show up in the book. So I hope that answers your question.   0:11:28.2 Andrew Stotz: Yeah, and for people like myself and some of our listeners who have heard Dr. Deming speak and really gotten into his teachings, it makes sense, this is going to haunt you because I always say that, what I read originally... I was 24 when I went to my first Deming seminar. And I went to two two-day seminars and it... My brain was open, I was ready, I didn't have anything really in it about, any fixed methods or anything. So, for me, it just blew my mind, some of the things that he was talking about, like thinking about things in a system I didn't think about that I thought that the way we got to do is narrow things down and get this really tight focus and many other things that I heard. And also as a young, young guy, I was in this room with, I don't know, 500 older gentlemen and ladies, and I sat in the front row and so I would see him kind of call them on the carpet and I would be looking back like, oh, wow, I never saw anybody talk to senior management like that and I was kind of surprised. But for those people that really haven't had any of that experience they're new to Deming, what is it that haunts you? What is... Can you describe what he meant when he was saying that?   0:12:42.9 Cliff Norman: I gotta just add to what you just said because it's such a profound experience. And when you're 29, if most of us, we think we're pretty good shape by that time, the brain's fully developed by age 25, judgment being the last function that develops. And so you're pretty well on your way and then to walk in and have somebody who's 81 years old, start introducing you to things you've never even thought about. The idea of the Chain Reaction that what I was taught as a certified quality engineer through ASQ is I need to do enough inspection, but I didn't need to do too much 'cause I didn't want to raise costs too much. And Dr. Deming brought me up on stage and he said, well, show me that card again. So I had a 105D card, it's up to G now or something. And he said, "well, how does this work?" And I said, "well, it tells me how many samples I got to get." And he says, "you know who invented that." And I said, "no, sir, I thought God did." He said, "no, I know the people that did it. They did it to put people like you out of business. Sit down, young man, you've got a lot to learn." And I thought, wow, and here you are in front of 500 people and this is a public flogging by any stretch.   0:13:56.1 Cliff Norman: And it just went on from there. And so a few years later, I'm up in Valley Forge and I'm working at a class with Lloyd and Tom Nolan and a guy named, I never met before named Jim Imboden. And he's just knock-down brilliant, but they're all working at General Motors at that time. And a lot of the book "Planned Experimentation" came out of their work at Ford and GM and Pontiac and the rest of it. And I mean, it's just an amazing contribution, but I go to dinner with Jim that night. And Jim looks at me across the table and he says, Cliff, how did you feel the day you found out you didn't know anything about business economics or anything else? I said, "you mean the first day of the Deming seminar?" He said, "that's what I'm talking about." And that just... That's how profound that experience is. Because all of a sudden you find out you can improve quality and lower costs at the same time. I'm sorry, most people weren't taught that. They certainly weren't taught that in business school. And so it was a whole transformation in thinking and just the idea of a system. Most of what's going on in the system is related to the system and the way it's constructed. And unfortunately, for most organizations, it's hidden.   0:15:04.2 Cliff Norman: They don't even see it. So when things happen, the first thing that happens is the blame flame. I had a VP I worked for and he'd pulled out his org chart when something went bad and he'd circle. He said, this is old Earl's bailiwick right here. So Cliff, go over and see Earl and I want you to straighten him out. Well, that's how most of it runs. And so the blame flame just takes off. And if you pull the systems map out there and if he had to circle where it showed up, he'd see there were a lot of friends around that that were contributing. And we start to understand the complexity of the issue. But without that view, and Deming insisted on, then you're back to the blame flame.   0:15:45.1 Andrew Stotz: Yeah. And Dave, I see a lot of books on the back on your shelf there about quality and productivity and team and many different things. But maybe you could give us a little background on kind of how how you, besides how you got onto this project and all that. But just where did you come from originally and how did you stumble into the Deming world?   0:16:08.9 Dave Williams: Sure. Well, sadly, I didn't have the pleasure of getting to sit in on a four-day workshop. Deming died in 1993. And at that time, I was working on an ambulance as a street paramedic and going to college to study ambulance system design and how to manage ambulance systems, which was a part of public safety that had sort of grown, especially in the United States in the '60s. And by the time I was joining, it was about 30 years into becoming more of a formalized profession. And I found my way to Austin, Texas, trying to find one of the more professionalized systems to work in and was, worked here as a paramedic for a few years. And then decided I wanted to learn more and started a graduate program. And one of the courses that was taught in the graduate program, this is a graduate program on ambulance management, was on quality. And it was taught by a gentleman who had written a, a guide for ambulance leaders in the United States that was based on the principles and methods of quality that was happening at this time. And it pieced together a number of different common tools and methods like Pareto charts and cause-and-effect diagrams and things like that.   0:17:33.1 Dave Williams: And it mentioned the different leaders like Deming and Juran and Crosby and others. And so that was my first exposure to many of these ideas. And because I was studying a particular type of healthcare delivery system and I was a person who was practicing within it and I was learning about these ideas that the way that you improve a system or make improvement is by changing the system. I was really intrigued and it just worked out at the time. One of the first roles, leadership roles that emerged in my organization was to be the Chief Quality Officer for the organization. And at the time, there were 20 applicants within my organization, but I was the only one that knew anything about any of the foundations of quality improvements. Everybody else applied and showed their understanding of quality from a lived experience perspective or what their own personal definitions of quality were, which was mostly around inspection and quality assurance. I had, and this won't surprise Cliff, but I had a nerdy response that was loaded with references and came from all these different things that I had been exposed to. And they took a chance on me because I was the only one that seemed to have some sense of the background. And I started working and doing...   0:19:10.1 Dave Williams: Improvement within this ambulance system as the kind of the dedicated leader who was supposed to make these changes. And I think one of the things that I learned really quickly is that frequently how improvement efforts were brought to my attention was because there was a problem that I, had been identified, a failure or an error usually attributed to an individual as Cliff pointed out, somebody did something and they were the unfortunate person who happened to kind of raise this issue to others. And if I investigated it all, I often found that there were 20 other people that made the same error, but he was, he or she was the only one that got caught. And so therefore they were called to my office to confess. And when I started to study and look at these different issues, every time I looked at something even though I might be able to attribute the, first instance to a person, I found 20 or more instances where the system would've allowed or did allow somebody else to make a similar error.   0:20:12.6 Dave Williams: We just didn't find it. And it got... And it became somewhat fascinating to me because my colleagues were very much from a, if you work hard and just do your job and just follow the policy then good quality will occur. And nobody seemed to spend any time trying to figure out how to create systems that produce good results or figure out how to look at a system and change it and get better results. And so most of my experience was coming from these, when something bubbled up, I would then get it, and then I'd use some systems thinking and some methods and all of a sudden unpack that there was a lot of variation going on and a lot of errors that could happen, and that the system was built to get results worse than we even knew.   0:21:00.7 Dave Williams: And it was through that journey that I ended up actually becoming involved with the Institute for Healthcare Improvement and learning about what was being done in the healthcare sector, which API at the time were the key advisors to Dr. Don Berwick and the leadership at IHI. And so much of the methodology was there. And actually, that's how I found my way to Cliff. I happened to be at a conference for the Institute for Healthcare Improvement, and there was an advertisement for a program called the Improvement Advisor Professional Development Program, which was an improvement like practitioner project level program that had been developed by API that had been adapted to IHI, and I noticed that Cliff and Lloyd were the faculty, and that they were in my hometown. And that's how I reached out to them and said, hey can we have coffee? And Cliff said, yes. And so...   0:21:53.1 Andrew Stotz: And what was that, what year was that roughly?   0:22:00.3 Dave Williams: That would've been back in 2002 or 2003, somewhere in that vicinity.   0:22:02.0 Andrew Stotz: Hmm. Okay.   0:22:06.8 Dave Williams: Maybe a little bit later.   0:22:06.9 Andrew Stotz: I just for those people that are new to the topic and listening in I always give an example. When I worked at Pepsi... I graduated in 1989 from university with a degree in finance. And I went to work at Pepsi in manufacturing and warehouse in Los Angeles at the Torrance Factory originally, and then in Buena Park. But I remember that my boss told me, he saw that I could work computers at that time, and so I was making charts and graphs just for fun to look at stuff. And he said, yeah, you should go to a one of these Deming seminars. And so he sent me to the one in... At George Washington University back in 1990, I think it was. And but what was happening is we had about a hundred trucks we wanted to get out through a particular gate that we had every single morning. And the longer it took to get those trucks out the longer they're gonna be on LA traffic and on LA roads, so if we can get 'em out at 5:00 AM, fantastic. If we get 'em out at 7:00, we're in trouble. And so they asked me to look at this and I did a lot of studying of it and I was coming for like 4:00 in the morning I'd go up to the roof of the building and I'd look down and watch what was happening. And then finally I'd interview everybody. And then finally the truck drivers just said, look, the loaders mess it up so I gotta open my truck every morning and count everything on it. And I thought, oh, okay.   0:23:23.7 Andrew Stotz: So I'll go to the loaders. And I go, why are you guys messing this up? And then the loaders was like, I didn't mess it up. We didn't have the production run because the production people changed the schedule, and so we didn't have what the guy needed. And so, and oh, yeah, there was a mistake because the production people put the product in the wrong spot, and therefore, I got confused and I put the wrong stuff on by accident. And then I went to the production people and they said, well, no, it's not us. It's the salespeople. They keep putting all this pressure on us to put this through right now, and it's messing up our whole system. And that was the first time in my life where I realized, okay, it's a system. There's interconnected parts here that are interacting, and I had to go back into the system to fix, but the end result was I was able to get a hundred trucks through this gate in about 45 minutes instead of two hours, what we had done before.   0:24:18.8 Andrew Stotz: But it required a huge amount of work of going back and looking at the whole system. So the idea of looking at the science of improvement, as you mentioned, and the System of Profound Knowledge, it's... There's a whole process. Now, I wanna ask the question for the person who gets this book and they dig into it, it's not a small book. I've written some books, but all of 'em are small because I'm just, maybe I just can't get to this point. But this book is a big book, and it's got about 300... More than 300 pages. What's the promise? What are they gonna get from digging into this book? What are they gonna take away? What are they gonna be able to bring to their life and their business that they couldn't have done without really going deeper into this material?   0:24:57.7 Cliff Norman: Dave, go ahead.   0:25:01.4 Dave Williams: Well, I was gonna joke by saying they're gonna get hard work and only half because this is just the theory in the book and many of the... And sort of examples of the method. But we're in the process of preparing a field guide which is a much deeper companion guide loaded with exercises and examples of and more of the methods. So the original guide that that API had developed was actually about an eight... Well, I don't know how many pages it was, but it was a thick three inch binder. This, what you have there is us refining the content part that explains the theory and kind of gets you going. And then we moved all of the exercises and things to the field guide for people that really wanna get serious about it.   0:26:00.3 Dave Williams: And the reason I say hard work is that the one thing that you won't get, and you should probably pass it if this book if you're on Amazon, is you're not gonna get an easy answer. This is, as a matter of fact, one of the things that emerged in our early conversations about was this project worth it? Is to say that this is hard work. It's work that a very few number of leaders who or leadership teams that really want to learn and work hard and get results are gonna embark on. But for those, and many of our clients, I think are representative of that, of those people that say, gosh, I've been working really hard, and I feel like we could do better. I feel like I could make a bigger impact, or I could serve more customers or clients.   0:26:44.0 Dave Williams: And but I am... And I'm in intrigued or inspired or gotten to a certain point with improvement science on my own, but I want to figure out how to be more systematic and more global and holistic at that approach. Then that's what QOS is about. It builds on the shoulders of the other books that you mentioned, like The Improvement Guide which we talked about as being a great book about improvement, and improvement specifically in the context of a project. And other books like The Healthcare Data Guide and the Planned Experimentation, which are also about methods, healthcare Data Guide being about Shewhart charts, and Planned Experimentation being about factorial design. This book is about taking what Cliff described earlier as that... I always say it's that that diagram that people put on a slide and never talk about from Deming of production views as a system and saying, well, how would we do this if this is the model for adopting quality as strategy, what are the methods that help us to do this?   0:28:01.3 Dave Williams: And this book breaks that down into five activities that are built on the shoulders of profound knowledge, built on the shoulders of the science of improvement and provide a structure to be able to initially develop a system, a systems view of your organization, and then build on that by using that system to continually operate and improve that organization over time. So the book describes the activities. The book describes some of the things that go into getting started, including being becoming good at doing results-driven improvement, building a learning system, focusing in on the things that matter to your organization. And then working towards building the structure that you can improve upon. The book creates that foundation. It provides examples from clients and from people that we've worked with so that you can see what the theory looks like in practice get, kind of get a flavor for that. And we hope it builds on the shoulders of other work that I mentioned in the other books that compliment it and provides a starting point for teams that are interested in taking that journey.   0:29:26.5 Andrew Stotz: And Cliff, from your perspective, if somebody had no, I mean, I think, I think the Deming community's gonna really dive in and they're gonna know a lot of this stuff, but is gonna help them take it to the next level. But for someone who never had any real experience with Deming or anything like that, and they stumble upon this interview, this discussion, they hear about this book, can they get started right away with what's in this book? Or do they have to go back to foundations?   0:29:49.6 Cliff Norman: No, I think that can definitely get started. There's a lot of learning as you know, Andrew, from going through the four-day to understand things. And I think we've done a pretty good job of integrating what Dr. Deming taught us, as well as going with the methods. And one of the things people would tell him in his four-day seminars is, Dr. Deming, you've given us the theory, but we have no method here. And he said, well, if I have to give you the method, then you'll have to send me your check too. So he expected us to be smart enough to develop the methods. And the API folks did a really good job of translating that into what we call the five activities. So those five activities are to understand the purpose of the organization.   0:30:35.6 Cliff Norman: And a lot of people when they write a purpose, they'll put something up there but it's usually we love all our people. We love our customers even more. If only they didn't spend so much, and we'll come out with something like that and there'll be some pablum that they'll throw up on the wall. Well, this actually has some structure to it to get to Deming's ideas. And the first thing is let's try to understand what business we're in and what need we're serving in society that drives customers to us. So that word is used not need coming from customers, but what is it that drives them to us so we can understand that? And then the second part of that purpose needs to define the mainstay, the core processes, the delivery systems that relate directly to customers. And just those two ideas alone, just in the first activity of purpose, most people haven't thought about those ideas.   0:31:27.8 Cliff Norman: And can somebody pick up this book and do that? Yes. And that will answer a big challenge from Dr. Deming. Most people don't even know what business they're in, haven't even thought about it. And so that we... That question gets answered here, I think, very thoroughly. In this second activity, which is viewing the organization as a system contains two components that's viewing the organization as a system. And that's difficult to do, and a lot of people really don't see the need for it. Jane Norman reminded Dave and I on a call we did last week, that when you talk about a systems map with people, just ask 'em how do they know what's going on inside other organizations, other departments within their organization? How do they know that? And most of us are so siloed.   0:32:11.2 Cliff Norman: Somebody over here is doing the best job they can in department X, and meanwhile, department Y doesn't know anything about it. And then three months later the improvement shows up and all of a sudden there's problems now in department Y. Well, somebody who's focused on the organization as a system and sees how those processes are related when somebody comes to a management meeting said, well, we've just made a change here, and this is gonna show up over here in about three months, and you need to be prepared for that. Andrew, that conversation never takes place. So the idea of having the systems map and this book can help you get started on that. The second book that Dave was just talking about, there are more replete examples in there. I mean, we've got six case studies from clients in there than the practitioners and people who actually are gonna be doing this work.   0:33:01.7 Cliff Norman: That's gonna be absolutely... They're gonna need that field guide. And I think that's where Dave was coming from. The third activity is the information activity, how are we learning from outside the organization and how do we get feedback and research into the development of new products and services and the rest of it? And so we provided a system there. In fact, Dave took a lead on that chapter, and we've got several inputs there that have to be defined. And people just thinking through that and understanding that is huge. When Dr. Deming went to Japan in 1950, he was there to do the census to see how many Japanese were left after World War II. And then he got an invitation to come and talk to the top 50 industrialists. And he started asking questions and people from the Bank of Tokyo over there and all the rest of it.   0:33:52.4 Cliff Norman: And Dr. Deming says, well, do you have any problems? And they said, what do you mean? He says, well, do customers call up and complain? And he said, yes. And he says, well, do you have any data? And he said, no. He says, but if they complain, we give them a Geisha calendar. And then Dr. Deming says, well, how many Geisha calendars have you given out? So it's like, in 1991, I'm sitting here talking to a food company and I asked him, I said, well, you get customer complaints? Oh yeah. Do you have any data on it? No, but we give 'em a cookbook. I said, well, how many cookbooks are you giving out? So I was right back to where Deming was in 1950, so having the information activity, that third activity critical so that we're being proactive with it and not just reactive.   0:34:43.7 Cliff Norman: And so I think people can read through that and say, well, what are we doing right now? Well, I guess we're not doing this and move on. Then the fourth activity is absolutely critical. This is where you know that you've arrived, because now you're going to integrate not only the plan to operate, but a plan to improve. That becomes the business plan. For most people in business plan they do a strategy, and then they have a bunch of sub strategies, and they vote on what's important, and they do some other things, and then a year later they come back and revisit it. Well, what happens here is there's some strategic objectives that are laid out, and then immediately it comes down to, okay, what's gonna be designed and redesigned in this system? Which processes, products and services are gonna be designed? 'Cause we can all see it now, Andrew.   0:35:31.6 Andrew Stotz: Mm.   0:35:31.6 Cliff Norman: We can, it's right in front of us. So it's really easy to see at this point, and now we can start to prioritize and make that happen on purpose. As an example when Jane was a vice president at Conagra, they came up with five strategic objectives. Then they made a bunch of promises to corporate about what they were gonna do and when they were going to achieve it. When she laid out the systems map for them, they were horrified that over 30% of the processes that they needed to be having precooked meat didn't even exist. They were gonna have to be designed. And so Jane and I sat there and looking at 'em and said, well, if you'd had this map before you made the promises, would you have made those promises? No, no, we're in trouble right now. I gotta go back to the CEO of the holding company and tell 'em we're not gonna make it.   0:36:22.4 Cliff Norman: But there's a whole bunch of people that sit around in goal settings. We're gonna do this by when and have no idea about what they're talking about. So that's a little bit dangerous here. And then the fifth activity, it's probably the most important. And where I want people to start, I actually want 'em to start on the fifth activity, which is managing individual improvement activities, team activities. And what I mean by that is, nothing can hold you up from starting today on making an improvement and use the model for improvement. The three basic questions, you can write that on an envelope and apply it to a project and start right away. Because learning the habit of improvement, and when you identify, and this is typical in the planning process, again, a chapter that Dave took a lead on in the planning chapter.   0:37:03.8 Cliff Norman: When you lay that out, you're gonna come up with three to five strategic objectives, but that's gonna produce anywhere between 15 and 20 improvement efforts. And when people start three improvement efforts, and they see how difficult that is to traffic through an organization, particularly if you have a systems map, makes it a lot easier. If you don't have that, then there's all sorts of things that happen to you.   0:37:21.3 Andrew Stotz: Hmm.   0:37:22.8 Cliff Norman: But the, the idea of that all coming together is critical. And where you... Where that really shows up for the reader here is in chapter one. So Lloyd Provost took a lead on chapter one. If you read chapter one, you got a pretty good idea of what's gonna happen in the rest of the book. But more importantly, in that book, in chapter one, there's a survey at the end. And every time we give this out to people, they feel real bad.   0:37:48.1 Cliff Norman: And well, Cliff, any, on a scale of one to 10, we only came up with a four. Well, what I would tell 'em is, if you can come up with a four, you're pretty good. And those fundamentals have to be in place. In other words, the management needs to trust each other. There are certain things that have to be in place before you can even think about skating backwards here. And quality as an organizational strategy is all about skating backwards. The people who don't have the fundamentals can't even start to think about that.   0:38:15.0 Cliff Norman: So that survey and the gap between where they are at a four and where they're going to be at a 10, we've integrated throughout the whole book. So as you're reading through the whole book, you're seeing that gap, and then you have a good plan forward as to what do I need to do to get to be a six, an eight, and what do I need to do to finally arrive at a 10? Dave, why don't you add to what I just said there, and I gotta turn on a light here, I think.   0:38:39.2 Dave Williams: Well, I think one of the things that, and Cliff has probably been the one that has helped me appreciate this to the biggest degree is the role in which improvement plays in quality as an organizational strategy. So, I mean, I think in general, in our world, improvement is seen as kind of like a given, but in our case, what we've found is that many times people are not working on the things right in front of them or the problems in which they have, that they are on the hook... I like to say, are on the hook to get accomplished right now. And like Cliff mentioned, many of my clients when I engage with them, I say, well, what have you promised this year? And they'll give me a list and I'll say, well, okay, what are you working on to improve? And they'll be working on projects that are not related to that list of things that they've got to affect. And so usually that's a first pivot is to say, well, let's think about what are the things that you're working on or should be working on that are either designing or redesigning your system to achieve these strategic objectives.   0:39:48.8 Dave Williams: And the reason to put the attention on that fifth activity and get people working on improvement, there's a good chance that the improvement capability within the organization currently isn't to the level that you need it, where you can get results-driven projects happening at a clip that will enable you to chip away at 20 projects versus four in a year. And that it's not well integrated into the leadership, into the support structures that you have. In addition, if you're trying to use improvement on things that you're on the hook for, and Cliff noted, especially if you've got a system map while you're on that journey, you're gonna start to pick up on where the disconnects are. Similar to your example, Andrew, where you were describing your experience working backwards in the process, you're going to start to recognize, oh, I'm working on this, but it's linked to these other things. Or in order for me to do this, I need that. Or... And so that amplifies the project to be kind of just a vehicle to appreciate other things that are interconnected, that are important in improving our work together.   0:41:05.1 Dave Williams: And so I think that that's a critical piece. I mean, I sometimes describe it as the disappointment that people have when they open QOS because they want to have a new method or a new thing to work on. I said, well, there's a lot new in here. And at the same time, we want to build on the shoulders of the fundamentals. We want to build it because it's the fundamentals that are going to be able for you to activate the things that are necessary in order for you to skate backwards, like Cliff was describing earlier.   0:41:36.2 Cliff Norman: I got to add to what Dave was saying because this actually happened to me with a... I'm not going to mention the name of the company, but it's a high-tech companies worldwide. And we got up, a good friend of mine, Bruce Bowles, and we were introducing the idea of quality as an organizational strategy. And one of the guys in the front row, he says, Cliff, this just sounds like common sense, why aren't we all doing this? I said, that's a real good question. Let me put that in the parking lot here. So I put it up on a flip chart. And so we went through the idea of... We were working on Shewhart control charts. And so we showed him one of those. And at the end of all that, he raised his hand and I said, yeah, he says, Cliff, this is hard. I said, well, let me put that up here. This is hard. Then we went through the systems map and he says, look, this is hard. By the end of the two days, it was, this is hard, this is hard, this is hard, this is hard. This goes back to what Dave was saying earlier about once you open this page, there's some work that takes off, but more importantly, there's something new to learn here.   0:42:40.3 Cliff Norman: And that's frustrating to people, especially when they've got to quit doing what they've done in the past. It's what Deming says, you got to give up on the guilt and you got to move forward and transform your own thinking. So there's something here for the management to do. And if they're not willing to do that work, then this is probably not a good thing for them. Just go back to the blame flame and circling org charts and that kind of stuff and then wonder why we're losing money.   0:43:11.8 Andrew Stotz: Yeah, and I think that that's one of the things that we see in the Deming community is that, why are people doing it the way they are, dividing things up and doing KPIs and saying, you take care of that. And we're gonna optimize by focusing on each... We see how that all kind of falls apart.   0:43:27.9 Cliff Norman: It all falls through reductionism.   0:43:29.8 Andrew Stotz: [laughter] Yeah.   0:43:32.5 Cliff Norman: It doesn't understand the system, yeah.   0:43:32.5 Andrew Stotz: Yeah, so what I want to do now is I was just thinking about a book on my shelf called "Competitive Strategy" by Michael Porter. And there's a whole field of study in the area of strategy for businesses. Now you guys use, and you explain a little bit about the way you come up with... Why you come up with organization rather than let's say company as an example. But let's just talk about strategy for a moment. Generally we're taught in business school that there's two main strategies. One is a differentiation strategy. I like to teach my students like Starbucks. It's very differentiated from the old model. And you can have a low cost strategy, which is like McDonald's, where it's all about operational efficiency.   0:44:18.4 Andrew Stotz: And those are two different strategies that can get to the same goal, which is to build a strong and sustainable business that's making a good profit for the employees to get paid well and for shareholders. And so for somebody that understands some of the foundations of typical strategy, it's hard for them to think, wait, wait, wait, what? You're just talking about just better quality is the strategy? How should they frame this concept of quality as a strategy in relation to what we've been taught about low cost and differentiation and other types of strategy? How do we think about this book in relation to that?   0:45:03.2 Cliff Norman: When Deming wrote his book, his very first one of the four "Out of the Crisis", which was the whole idea about quality and competitive position. But he was kind of answering that. And at that time, what we had is we had three companies in the United States that were going at each other, Ford, GM, and Chrysler. And they'd call each other up, well, what are you doing this year? Oh, we're making cars that don't work. Sometimes they break down. That's why we have Mr. Goodwrench to repair them. That's an extra revenue source for us. As one of the executives that are challenged, a colleague of mine, he said, you don't realize how much money we're gonna lose here taking the repair business out because we make a lot of money out of repair. So making cars that don't work has been a good revenue stream for us. Well, all that works out great, until somebody shows up like Toyota that has a car that works and doesn't need to be repaired by Mr. Goodwrench all the time.   0:45:58.8 Cliff Norman: So the mind shift there, and what Dr. Deming was saying is that he was focused on the competition's already licked. And I don't think Porter's thought about that very much, not to be overly critical, because I'm an admirer of his, but the idea of focusing on the need and why is that customer coming to us so that we make a journey, and the Japanese call that being in the Gemba, being in the presence with the customers as they use the product or service and doing the research and the rest of it. And then coming back and then redesign that product or service so that it not only grabs the current customer, but we start thinking about customers that are not even our customers and innovate and actually come up with a design that actually brings new customers to us through products and services that we haven't thought about yet. So if I show you three products just to make a picture of it, we often show like an abacus, which was a hand calculating machine about BC. Then there's a slide rule that came out about the same year that Columbus discovered America. And that was good till about 1968.   0:47:06.0 Cliff Norman: And then the calculator, the handheld calculator came out. Well the need for all three of those products is to do handheld calculations. So we've had that need since BC. Now in 1967, K&E Calculator was making that slide rule, which I used in junior high school. If you'd have come up to me and said, Cliff, what do you need in the way of a better slide rule? I said, well can you get me a holster for it? 'Cause I don't like having to stick me in the face. I put it in my pocket and it sticks me in the face. And if you can give me a holster for that, that would be my view of that. I wasn't about to come up with the TI calculator. That wasn't gonna happen. Not from Cliff. It's gonna come from an engineer at TI. Now, K&E Calculator, if they'd been doing research in the marketplace and saying, is there something that can totally disrupt us going on here? Rather than just looking at figuring out a way to make the K&E slide rule better, they might've discovered that.   0:48:07.0 Cliff Norman: Most people don't do that. They just go back. They just lose their business. And it was interesting in '67, their annual report put out, what's the world gonna look like 100 years from now? So they had dome cities, they had cars flying, they had all sorts of things going on that were great innovations, but they didn't have the TI calculator in there, along with the HP calculator. And that wiped out their business. And so if people understand the need, and that's what Dr. Deming is getting at, he says, they really haven't thought about what business they're in. So why are the customers coming to us? He says, no customer ever asked for pneumatic tire. No customer ever asked for a microwave oven. That came from people with knowledge that were looking at how the customers are using the current products and services and say, now, is there technology innovation going on that we can actually do a better job of providing a better match in the future?   0:48:56.9 Andrew Stotz: And can you explain why you use the word need as opposed to want?   0:49:06.5 Cliff Norman: That's a good question. The idea is that there's a need that's constant in society. So that need of having to do handheld calculations or needing healthcare or to pay bills, that need is constant throughout civilization. And so if I want something that's interesting, that might be the match. That might be something to do with some features what I'm offering and so forth. I'd like to have this, I'd like to have that. But the need and the way we're using that is it doesn't come from customers. It's what drives customers to us. And it's always been there. It's always been there. Need for transportation, for example. Whether you're walking or driving a bicycle or a car or a plane.   0:49:53.6 Andrew Stotz: And Dave, how would you answer the same question when you think about a person running a business and they've had many strategy meetings in their business, they've set their corporate strategy of what we're doing, where we're going and that type of thing. And maybe they've picked, we're gonna be a low cost producer. Thailand's an interesting one because Thailand had a ability to be low cost producers in the past. And then China came along and became the ultimate low cost producer. And all of a sudden, Thai companies had a harder time getting the economies of scale and the like. And now the Chinese manufacturers are just really coming into Thailand, into the Thai market. And now it's like, for a Thai company to become a low cost leader is almost impossible given the scale that China and the skills that they have in that. And so therefore, they're looking at things like I've got to figure out how to get a better brand. I've got to figure out how to differentiate and that type of thing. How does this... How could this help a place like that and a management team that is struggling and stuck and is looking for answers?   0:51:07.0 Dave Williams: Well, I go back to what Cliff said about that many organizations don't pause to ask, why do they exist? What is the need of which they are trying to fulfill? Much of my background involved working in the service industry, initially with public safety and ambulance systems and fire systems, and then later in healthcare and in education. And in many of those environments, especially in places where in public systems where they've been built and they may have existed for a long time, when you ask them about what are they trying to accomplish as an organization or what is it that they... The need that they're trying to fulfill? Typically, they're gonna come back to you with requests or desires or wants or sort of characteristics or outcomes that people say they expect, but they don't pause to ask, like, well, what is the actual thing of which I'm trying to tackle? And Cliff mentioned like, and we actually, I should mention in the book, we have a list of different strategies, different types of strategies, all the different ones that you mentioned, like price and raw material or distribution style or platform or technology.   0:52:30.9 Dave Williams: There's different types of strategies, and the one that we are focusing in on is quality. But I think it's important for people to ask the question. Cliff mentioned transportation. There's a number of different great examples, actually, I think in transportation, where you could look at that as being an ongoing need as Cliff mentioned from the days when there was no technology and we were all on foot to our current day. Transportation has been a need that existed and many different things over time have been created from bicycles, probably one of the most efficient technologies to transport somebody, wheels and carts. And now, and you were referencing, we've made reference to the car industry. It's a fascinating experience going on of the car world and gas versus electric, high technology versus not, autonomous vehicles. There's, and all of them are trying to ask the question of, are there different ways in which I might be able to leverage technology to achieve this need of getting from point A to point B and be more useful and potentially disrupt in the marketplace? And so I think the critical thing initially is to go back and ask and learn and appreciate what is that need?   0:53:58.6 Dave Williams: And then think about your own products and services in relation to that. And I think we include four questions in the book to be able to kind of think about the need. And one of those questions is also, what are other ways in which you could fulfill that need? What are other ways that somebody could get transportation or do learning or to help sort of break you away from just thinking about your own product as well? And that's useful because it's super tied to the system question, right? Of, well, this is the need that we're trying to fulfill and these are the products and services that are matching that need. Then the system that we have is about, we need to build that and design that in order to produce, not only produce the products and services that match that need, but also continually improve that system to either improve those products and services or add or subtract products and services to keep matching the need and keep being competitive or keep being relevant. And maybe if it's not in a competitive environment where you're gonna go out of business, at least be relevant in terms of the city service or community service, government service that continues to be there to match the need of the constituents. So I think it's a really important piece.   0:55:17.0 Dave Williams: It's that North star of saying, providing a direction for everything else. And going back to your original comment or question about strategy, and many times people jump to a strategy or strategies or, and those might be more around particular objectives or outcomes that they're trying to get to. It may not actually be about the method or the approach like cost or technology that they may not even think that way. They may be more thinking about a plan. And I really encourage people to be clear about what they're trying to accomplish and then start to ask, well, how's the system built for that? And later we can bring a process that'll help us learn about our system and learn about closing that gap.   0:56:05.1 Cliff Norman: Yeah. Just what I'd add to that, Andrew, because you mentioned China, a few other countries, but I think the days are coming to an end fairly quickly where somebody can say, oh, we can go to this country. They have low wages, we'll put our plant there and all that. There's a lot of pushback on that, particularly in the United States. And if that's your strategy, that hadn't required a lot of thinking to say the least. But in 1966, over 50% of the countries in the world were, let me rephrase that, over 50% of the population of the world lived in extreme poverty. So there were a lot of targets to pick out where you want to put your manufacturing. And in 2017, and you and Dave were probably like myself, I didn't see this hit the news, but that figure had been reduced from over 50% down to 9%. And all you have to do is just, and I worked in China a lot, they're becoming very affluent. And as they become very affluent, that means wages are going up and all the things that we want to see throughout the world. And I think that's happening on a grand scale right now, but you're also getting a lot of pushback from people when they see the middle class in their own country, like here in the United States, destroyed, and say, I think we've had enough of this. And I think you're gonna see that after January. You're gonna see that take off on steroids.   0:57:31.7 Cliff Norman: And that's gonna happen, and I think throughout the world, people are demanding more, there's gonna have to be more energy, every time a baby is born, the footprints gets bigger for more energy and all the rest of it. So it's gonna be interesting, and I think we are going into an age for the planet where people as Dr. Deming promised that they'd be able to live materially better, and the whole essence of this book is to focus on the quality of the organization and the design and redesign of a system to a better job of matching the need and cause that chain reaction to go off. When Jane and I went over to work in Sweden, Sven Oloff who ran three hospitals and 62 dental clinics there and also managed the cultural activities and young shipping. He said, Cliff, I report to 81 politicians. I don't wanna have to go to them to put a bond on an election to get more money for my healthcare system, I wanna use Dr. Deming's chain reaction here to improve care to the patients in my county and also reduce our costs. A whole bunch of people that don't even believe that's possible in healthcare.   0:58:39.9 Cliff Norman: But that's what Sven Oloff said that's what you're here for. And that's what we proceeded to do, they launched about 350 projects to do just that, and one of their doctors, Dr. Motz [?], he's amazing. We taught him a systems map, I came back two months later, and he had them in his hospital on display. And I said, Motz, how did you do this? He said well Cliff, I'm an endocrinologist by education as a doctor, of course, that's a person who understands internal systems in the body. So he said the systems approach was a natural for me. But I'd like to say it was that easy for everybody else, that systems map idea and as you know, being in the Deming seminar, that's quite a challenge to move from viewing the organization as an org chart, which has been around since Moses father-in-law told him, you need to break up the work here a little bit, and the tens of tens reporting to each other, and then of course, the Romans took that to a grander scale, and so a centurion soldier had 100 other soldiers reporting to him. So we've had org charts long and our federal government took that to a whole new level.   0:59:46.1 Cliff Norman: But the idea is switching off the org chart from biblical times to actually getting it up to Burt [?] about 1935 and understanding a system that's kind of a nose bleed in terms of how much we're traveling there to get us into the 21st century here.   1:00:04.0 Andrew Stotz: And I left Ohio, I grew up outside of Cleveland, and I left Ohio in about 1985, roughly. And it was still a working class, Cleveland had a huge number of jobs and there was factories and all that, and then I went to California, and then I moved to Thailand in 1992. So when I go back to Ohio now, many years later, decades later, it's like a hollowed out place, and I think about what you're saying is... And what's going on in the world right now is that I think there's a desire in America to bring back manufacturing to bring back production and all of that, and that's a very, very hard challenge, particularly if it's gone for a while and the skill sets aren't there, maybe the education system isn't there, I talk a lot with John Dues here on the show about the what's happening in education and it's terrifying.   1:01:05.9 Andrew Stotz: So how could this be... Book be a guide for helping people that are saying, we've got to revitalize American production and manufacturing and some of these foundational businesses and not just services, which are great. How can this book be a guide?   1:01:25.8 Dave Williams: One thing I would say that I think is interesting about our times, many times when I reflect on some of the examples that you just provided, I think about how changes were made in systems without thinking about the whole system together. And there may have been changes at various times that we're pursuing particular strategies or particular approaches, so it may have been the low-cost strategy, it may have been to disrupt a marketplace. And oftentimes, they don't think about... When somebody's pursuing one particular view, they may miss other views that are important to have an holistic perspective. One of the things that I appreciate about QoS in the methods and overall as a holistic view of looking at organizations that it's asking us to really think initially about that North Star, what we're trying to do, our purpose, and what are the tenants. What are the things that are important us, the values...   1:02:38.7 Dave Williams: That are important to us in pursuing that particular purpose? And in doing that, really thinking about how does the system work as it is today, and if we make changes, how does it move in alignment with the values that we have and in the direction that we wanna go? And appreciating, I would say, part of the value of the scientific thinking that is in the Science of Improvement is that it encourages you to try to see what happens and appreciate not only what happens in relation to the direction you're trying to go, but also the... Have a balanced view of looking at the collateral effects of things that you do, and I think that systems do is really important there. So I think from that perspective, the quality as an organizational strategy brings a holistic picture into these organizations, or at least...   1:03:45.1 Dave Williams: To be paying attention to the system that you have, maybe the direction you wanna go, and what happens as you... What are your predictions and what do you see when you study the results of making changes in the direction of the vision that you have. And I think that's at a high level that is one of the ways that I think about it. Cliff, how would you add on there?   1:04:09.1 Cliff Norman: Your question made me think of something that happened about two years ago, Jane and I got a call from a lady that worked for her in one of the chicken plants, and she said, Jane, I had to call you because I need to order some of those Shewhart charts. But what happened today, you should have been here and Jane said, what... She said, Remember that 10 year thing we buried in the ground that we're gonna open up in 10 years, and she said, yeah, said, well, we opened it up today, and the new plant manager was here, and those Shewhart charts came out, and he looked at the costs on them. He said, you were operating at this level? She said, yeah, routinely. And he said what happened? He said, well, they had new management come in and they got rid of the charts, that's the first thing they did, and then gradually they try to manage things like they normally did, and then they forgot everything that we had learned. And that's kind of where we are right now.   1:05:11.0 Cliff Norman: So just think of that a decade goes by, and it just as Dr. Deming said, there's nothing worse than the mobility of management, it's like getting AIDS in the system. And they basically destroyed their ability to run a low-cost operation in an industry that runs on 1 or 2%. And when you watch that happen and understand that we still have food companies in this country, and we have to start there and start looking at the system anew and start thinking about how it can actually cause that chain reaction to take off, and that comes from focusing on quality of the system. And then as Dr. Deming says, anybody that's ever worked for a living knows why costs go down with two words less rework, but instead of people will put in extra departments to handle the rework. Next thing they start building departments to handle...   1:06:01.8 Cliff Norman: The stuff that's not working because the system they don't understand. So that was a... What do they call those things, Dave, where they put them in the ground and pull him out?   1:06:11.0 Dave Williams: Time capsule.   1:06:13.4 Andrew Stotz: Time capsule yeah.   1:06:13.5 Cliff Norman: Yeah. Time capsule. The a 10-year time capsule.   1:06:19.2 Andrew Stotz: It's a great, great story. And a great idea. We had a company in Thailand a very large company that the CEO of it came upon the idea of the teachings of Dr. Deming and over time, as he implemented it in his company, the Japanese Union of Scientists have their prize and his company won that prize and then he had about 10 subsidiary companies that also were doing it and they also won over time. And so Thailand is actually is the second largest recipient of the Japanese Deming Award outside of India. But he left and he retired and another guy took over, a very bright guy and all that, but he threw most of that out and focused on newer methods like KPIs and things like that. And just at the end of last year, maybe six months ago, they reported a pretty significant loss, and I was kind of made me think how we can spend all this time getting the Deming teachings into our business, and then one little change in management and it's done.   1:07:26.9 Andrew Stotz: And that made me think, oh, well, that's the value of the book, in the sense that it's about building the concept of quality as a core part of strategy as opposed to just a tool or a way of thinking that could go out of the company as soon as someone else comes in. Go ahead, Dave.   1:07:41.9 Dave Williams: I was gonna say, Andrew, you raise a point, I think it's really, really important and Cliff mentioned this in terms of the problem of mobility of management. One thing that I don't know that we outline probably in dark enough ink in the book is the critically important piece of leadership, building the structures and the capability. I know we talk a little bit about it, but doing it in a way that both builds up the people that you have... So Cliff emphasiz

Exactly four years have passed since January 6, which the Left described as "worse than Pearl Harbor." Now, January 6 marks Donald Trump's triumphant certification as the 47th president. Charlie talks about the "Valley Forge of MAGA" and how much the movement has grown in the last 4 years. Then, Ezra Levant joins the show to walk through Justin Trudeau's resignation and how the Canadian truckers of 2022 paved the way for the nation's liberation.Support the show: http://www.charliekirk.com/supportSee omnystudio.com/listener for privacy information.

Exactly four years have passed since January 6, which the Left described as "worse than Pearl Harbor." Now, January 6 marks Donald Trump's triumphant certification as the 47th president. Charlie talks about the "Valley Forge of MAGA" and how much the movement has grown in the last 4 years. Then, Ezra Levant joins the show to walk through Justin Trudeau's resignation and how the Canadian truckers of 2022 paved the way for the nation's liberation.Support the show: http://www.charliekirk.com/supportSee omnystudio.com/listener for privacy information.

Christmas for many of us means time at home with friends and family, church services, gift-giving, and festive celebrations. For heroic Americans 200 years ago during the Revolutionary War, Christmas was a time of extreme deprivation and sacrifice. Under the leadership of George Washington, the soldiers at Valley Forge faced hardship and were in critical need of supplies. Their courage in the face of unimaginable adversity ensured their victory over the British in upcoming battles. To these heroes, we owe our nation's freedom. Rick Green joins the podcast to share this incredible story, which is often forgotten in today's culture. Green's mission is to help Americans understand our country's Godly history and foundation. He travels the nation speaking and teaching on the U.S. Constitution. He's the founder of the Torch of Freedom Foundation and the Patriot Academy. A husband, father, and grandfather, Green leads his family in the mission to restore patriotism in our nation.

The amazing story of perseverance and courage as George Washington led his band of revolutionaries through bitter cold, on the way to defeating the 18th century super power. Looking at important milestones on this date, including Bill Clinton's impeachment, Charles Dickens ‘A Christmas Carol,' and the morning's top stories on Hour 3 of the Thursday Bob Rose Show for 12-19-24

National hard candy day. Entertainment from 2007. Aztec sacrafice 4,000 POW's to their gods, Washington sets up camp at Valley Forge, Theresa Vaugn married 62 men over 5 years. Todays birthdays - Cicely Tyson, Maurice White, Tim Reid, Robert Urich, Janie Fricke, Limahl, Mike Lookinland, Jennifer Beals, Kristy Swanson, Jake Gyllenhall. Emile Bronte died.Intro - Pour some sugar on me - Def Leppard     http://defleppard.com/Hard candy Christmas - Dolly PartonNo one - Alicia KeysOur song - Taylor SwiftBirthdays - In da club - 50 Cent     https://www.50cent.com/ September - Earth Wind & FireWKRP in Cincinnati TV themeVegas TV themeShe's single again - Janie FrickeToo shy - KajagoogooBrady Bunch TV themeExit - Dokken  https://www.dokken.net/  

Esto es HistoCast. No es Esparta pero casi. Empezamos hoy una nueva serie sobre el legado del imperio español en los Estados Unidos de la mano de @cerveranavas. En esta ocasión, nos detenemos en la ayuda de España a la independencia de los Estados Unidos, a menudo desconocida o infravalorada. Participan también en esta serie de dos capítulos @danigalpe, @HugoACanete y @goyix_salduero.Secciones Historia: - Resumen de la primera parte - 00:11:20 - Las negociaciones diplomáticas de Franklin con Vergennes y el conde de Aranda en París en diciembre de 1776 - 00:33:55 - El viaje de Lee a España y la reunión con Grimaldi y Gardoqui en Burgos a comienzos de 1777 - 00:33:50 - Gálvez recibe un envío de ayuda para los rebeldes en Nueva Orleans en abril de 1777 - 00:36:28 - El Congreso Estadounidense escribe a Bernardo de Gálvez como a un aliado - 00:42:00 - Entrevista a Manuel Olmedo Checa sobre Bernardo de Gálvez - 00:45:07 - España manda un embajador informal a George Washington, Juan de Miralles, y espías a las colonias rebeldes - 1:14:58 - Las operaciones militares del año 1777, la toma de Filadelfia por los ingleses y la batalla de Germantown - 1:19:33 - La campaña de Burgoyne y la victoria estadounidense en Saratoga gracias a la ayuda organizada por Beaumarchais - 1:22:51 - Las razones de la entrada de Francia en la guerra a comienzos de 1778 - 1:38:14 - El infierno del general Washington en Valley Forge - 1:43:34 - La Gran Bretaña se da cuenta de sus errores militares y se dispone a luchar contra los Borbones - 1:47:50 - Clinton evacua Filadelfia y la confusa batalla de Mount Mouth - 1:52:25 - El conde D'Estaign sale de Toulon, intenta sorprender a los ingleses en Nueva York y fracasa frente en Newport - 1:55:00 - España sondea la posibilidad de mantenerse neutral a cambio de Gibraltar, se propone como mediador y negocia con Francia la entrada en la guerra - 1:59:18 - Las victorias de Cornwallis en las colonias del sur, la guerra en el mar y la entrada de España en la guerra en junio de 1779 - 2:03:38 - La fracasada invasión franco-española de la Gran Bretaña - 2:11:25 - Entrevista a Miguel Ángel Gálvez, presidente de la Asociación Bernardo de Gálvez - 2:19:32 - Bernardo de Gálvez ayuda a Washington antes de la entrada de España en la Guerra - 2:33:07 - Oliver Pollock - 2:36:54 - Entrevista a Teresa Valcarce - 2:39:36 - Gálvez y los Saint-Maixent - 3:10:04 - La Marcha de Gálvez - 3:15:04 - El “toma y daca” naval de 1779 - 3:32:17 - La historia del Galveztown, el bergantín de Bernardo de Gálvez - 3:35:11 - La Habana se resiste a mandar refuerzos a Gálvez y conquista la Mobila sin ayuda - 3:39:37 - Don Luis de Córdova y la acción del 9 de agosto de 1780 - 3:45:07 - La expedición particular de Rochambeau y Lafayette, la derrota de Horatio Gates en Camden - 3:50:29 - El sitio y la toma de Panzacola - 3:58:44 - Las victorias de Nathaniel Greene en las Carolinas y - 4:15:56 - El conde de Grasse, Francisco Saavedra y la campaña de Yorktown - 4:24:07 - La guerra sigue fuera del teatro americano - 4:36:49 - Conclusiones - 4:42:00 - Bibliografía - 5:28:46

This County of Ours by H E Marshall - Chapter 59: Brandywine - Germantown - Valley Forge ★ Support this podcast on Patreon ★

Valley Forge National Historical Park encompasses much of the site of the 1777-78 winter encampment of General George Washington. It is often called the “most celebrated encampment.” Adam Gresek, Director of Visitor and Community Engagement at the historical camp explained why this camp was so impactful. “So, Valley Forge was the winter encampment of 1777 to 1778. Lasted for six months from December 19th of 77 to June 19th of 78. And actually, it was one of eight encampments throughout the winter. But it's probably the most memorable and the most legendary and which is the big reason for that is probably it was the most transformative encampment of the Revolutionary War. The Continental Army marches in as one army and marches out as almost as a completely different army in many ways.” The Valley Forge Historical Park is currently preparing for a huge event on December 14. “It commemorates the arrival of George Washington's army to Valley Forge. It's a nighttime event. You can see the soldiers, you know, wrapped up in four winters, starting to set up their shelters and everything. And you can learn about what it was like for the army when they arrived.” Listen to the podcast to hear more about the people of the encampment and their impact for generations to come.      Support WITF: https://www.witf.org/support/give-now/See omnystudio.com/listener for privacy information.

The American's endure a brutal winter at Valley Forge.Join us on social media! Threads: https://www.threads.net/@uspoliticalpodcastTwitter: https://twitter.com/ushistpodcastFacebook: https://www.facebook.com/USPoliticalpodcast/Instagram: https://www.instagram.com/uspoliticalpodcast/Website: https://www.uspoliticalpodcast.com/Bibliography: https://uspoliticalpodcast.com/?page_id=196

This portfolio of just 8 stocks is probably the most expensive in the world. Dev Kantesaria owns 8 stocks in his Valley Forge Capital Management Portfolio worth $3.5 Billion all of which are very pricey today. Want to support Global Value? https://www.interactivebrokers.com/mkt/?src=gvp1&url=%2Fen%2Fwhyib%2Foverview.php https://www.patreon.com/GlobalValue We'll try to figure out what is the real fair intrinsic value for each of these expensive stocks even as they are high quality companies. And answer are any of these the best stocks to buy at the current price? Find out in the video above! Timestamps: 00:00 Introduction 00:21 Stock #8 02:46 Stock #7 04:22 Stock #6 06:11 Stock #5 07:20 Stock #4 08:53 Stock #3 10:27 Stock #2 11:58 Stock #1 Thank you for watching. ❤️ Please support the channel by checking out our affiliates. All commissions are reinvested to improve the quality of videos! - TIKR is the website I use for financial data in my videos. Join me and 250,000+ investors worldwide by using TIKR in your investment analysis. Referral link - https://www.tikr.com/globalvalue - Check out Seeking Alpha Premium and score an exclusive 20% off plus a free 7 day trial! Affiliate link - https://www.sahg6dtr.com/H4BHRJ/R74QP/ - Try Sharesight https://www.sharesight.com/globalvalue (remember you get 4 months free if you sign up for an annual subscription!) - Discover investing resources by shopping at my Amazon storefront! Affiliate link - https://www.amazon.com/shop/globalvalue #mostexpensive #stocks #mostexpensivestocks #superinvestor #stocks2024 #growthstocks #growthstocks2024 #stockmarket2024 #stockmarket #investing #valueinvesting #investor #invest #finance #valueinvestor #stockanalysis #investing2024

Links:Andy GeorgeInstagram | FacebookCrossroads Fellowship | YouTube | Discipleship ResourcesThe University of Valley Forge

Dr. Rob Starner has a rich heritage of ministry that spans over a century! His grandfather, Leo S.Starner, was an ordained Assemblies of God pastor for over 50 years and his father-in-law, Józef Bałuczyński (a vibrant centenarian!) is now in his eighth decade of pastoral ministry! Dr. Starner's lengthy tenure in Christian higher education includes various terms of full-time service at Continental Theological Seminary, University of Valley Forge, Central Bible College, and most recently, Southwestern Assemblies of God University. In addition to his service in the college/university arena, Rob has served as associate pastor, Christian school administrator (Calvary Christian School in Irwin), hospital chaplain, and short-term missionary. He has authored numerous books, articles, blogs, and vlogs. He also has written and/or performed in a number of live theatrical productions and a few films. Ever energetic, Dr. Starner has a passion for local church ministry. He is always looking for opportunities to serve churches and parachurch organizations through teaching, preaching, training in Bible software, and drama ministry. You can get more info at RobStarner.com.

What a moment, utterly spontaneous, today, October 14, 2024, to see and hear Donald Trump interrupting his own overflowing and sweltering Valley Forge town hall, to let all his people

We are back with another impactful episode! Listen as Rev. Carrie Brooks sits down with Emily and Elizabeth from the University of Valley Forge to share how transformational friendships strengthen their call to ministry.

Lafayette accompanies Washington and the Continental Army at their winter encampment at Valley Forge. During this time, he finds himself entangled in a series of political intrigues and inconclusive military actions that threaten to shake his faith in the American cause.  Email me: perspectivesinhistorypod@gmail.com Podcast Website Follow me on Twitter Facebook Page Buy Some Used Books Bibliography Auricchio, Laura. The Marquis: Lafayette Reconsidered. Vintage Books, 2015. Babeau, Emile and Maurice de la Fuye. The Apostle of Liberty: A Life of Lafayette. Thames and Hudson, 1956.  Duncan, Mike. Hero of Two Worlds: The Marquis de Lafayette in the Age of Revolution. Hachette Book Group, 2021.  Israel, Jonathan. The Expanding Blaze: How the American Revolution Ignited the World, 1775-1848. Princeton University Press, 2011.  Schama, Simon. Citizens: A Chronicle of the French Revolution. Alfred A. Knopf, 1989.  Unger, Harlow Giles. Lafayette. John Wiley & Sons, Inc, 2002. Woodward, W.E. Lafayette. Farrar & Rinehart, 1938. Cover Image: Portrait of Gilbert Motier the Marquis De Lafayette as a Lieutenant General, 1791. Painting by Joseph-Désiré Court, 1834. Closing theme: "Ça Ira" (It will be fine)- popular song from the French Revolution.

Join us in this compelling episode featuring Dr. Skousen, the renowned author of "The Naked Communist" and "The Naked Capitalist," and the founder of the Freeman Institute. Dr. Skousen shares his profound insights on the origins of the United States, the founding fathers, and the enduring principles that have shaped the nation. Dr. Skousen takes us on a journey through the life of George Washington, illuminating his unwavering faith, leadership, and the divine interventions that marked the American Revolution. He delves into Washington's character, recounts the struggles at Valley Forge, and highlights the miraculous events that led to the nation's independence. As he reflects on the challenges faced by the early republic and the crafting of the U.S. Constitution, Dr. Skousen underscores the importance of returning to the foundational values that made America great. This episode is a tribute to the heroism and vision of the founding fathers and a call to preserve their legacy for future generations.

Scots-Irish Timothy Murphy, born 1751, died 1818, was an American frontiersman and top rifleman who served in the American Revolution, turning the tide of the battle at Saratoga , served at Valley Forge, and joined the fighting at Boston, Long island, West Chester, Monmouth, Princeton, Yorktown, and the Mohawk and Schoharie Valleys of Upstate New York, where his courage and fortitude saved the Middle Fort at Schoharie from destruction by refusing to surrender the fort while facing the combined forces of the British Army and Loyalist-led Indian warriors numbering at 1,000. His story and legend are told here. Visit our new 2024 website at www.bestof1001stories.com and enjoy over 2,000 unique episodes from 11 of our podcasts.

7/8: Heart of American Darkness: Bewilderment and Horror on the Early Frontier Hardcover – May 28, 2024 by  Robert G. Parkinson  (Author) https://www.amazon.com/Heart-American-Darkness-Bewilderment-Frontier/dp/1324091770 We are divided over the history of the United States, and one of the central dividing lines is the frontier. Was it a site of heroism? Or was it where the full force of an all-powerful empire was brought to bear on Native peoples? In this startingly original work, historian Robert Parkinson presents a new account of ever-shifting encounters between white colonists and Native Americans. Drawing skillfully on Joseph Conrad's famous novella, Heart of Darkness, he demonstrates that imperialism in North America was neither heroic nor a perfectly planned conquest. It was, rather, as bewildering, violent, and haphazard as the European colonization of Africa, which Conrad knew firsthand and fictionalized in his masterwork. At the center of Parkinson's story are two families whose entwined histories ended in tragedy. The family of Shickellamy, one of the most renowned Indigenous leaders of the eighteenth century, were Iroquois diplomats laboring to create a world where settlers and Native people could coexist. The Cresaps were frontiersmen who became famous throughout the colonies for their bravado, scheming, and land greed. Together, the families helped determine the fate of the British and French empires, which were battling for control of the Ohio River Valley. From the Seven Years' War to the protests over the Stamp Act to the start of the Revolutionary War, Parkinson recounts the major turning points of the era from a vantage that allows us to see them anew, and to perceive how bewildering they were to people at the time. For the Shickellamy family, it all came to an end on April 30, 1774, when most of the clan were brutally murdered by white settlers associated with the Cresaps at a place called Yellow Creek. That horrific event became news all over the continent, and it led to war in the interior, at the very moment the First Continental Congress convened in Philadelphia. Meanwhile, Michael Cresap, at first blamed for the massacre at Yellow Creek, would be transformed by the Revolution into a hero alongside George Washington. In death, he helped cement the pioneer myth at the heart of the new republic. Parkinson argues that American history is, in fact, tied to the frontier, just not in the ways we are often told. Altering our understanding of the past, he also shows what this new understanding should mean for us today. 42 illustrations 1933 Valley Forge

What if the spiritual destiny of America hinges on our collective humility and prayer? Join us as we explore the critical aftermath of the July 13th assassination attempt on Donald Trump and the national soul-searching that followed. We'll draw powerful parallels between God's blessings on Israel and the United States, emphasizing the urgency of heartfelt spiritual intervention to navigate our moral crossroads. Recent calls for fasting and prayer in Tennessee highlight the desperate need for divine guidance, especially as society grapples with a culture obsessed with self-gratification. Experience a riveting recount of an extraordinary interaction with President Trump that sheds light on California’s shifting political landscape since 2016. Discover the miraculous series of events that ensured his survival during the assassination attempt, unraveling insights from international news sources like BBC and Sky News. We dissect the alarming reduction in Trump's Secret Service protection and the implications of outsourcing his security, which raise pressing questions about the safeguarding of our nation's leaders. As we close, we delve into America's urgent need for spiritual revival, invoking historical precedents set by the nation's founders, such as George Washington at Valley Forge. Critiquing both political parties, we stress a return to biblical principles as the only hope for America's future. A heartfelt prayer addresses critical issues, from weakened borders to societal violence, and calls for a revival starting in California. Join our passionate call to action for believers to seek God's guidance and support for outreach efforts, igniting a national spiritual awakening for His glory. (00:00) Analyzing America's Spiritual State(08:33) Assassination Attempt on President Trump(24:51) America's Need for Spiritual Revival(40:46) Calling for National Spiritual Awakening CONNECT WITH PASTOR JACK: Get Updates via Text:  https://text.whisp.io/jack-hibbs-podcastWebsite: https://jackhibbs.com/Instagram: http://bit.ly/2FCyXpOFacebook: https://bit.ly/2WZBWV0YouTube: https://bit.ly/437xMHnTwitter/X: https://twitter.com/RealJackHibbs Did you know we have a Real Life Network? Sign up for free for more exclusive content: https://bit.ly/3CIP3M9

WHEN POTUS WAS A UNAIMOUS CHOICE: 6/8   Travels with George: In Search of Washi: ngton and His Legacy, by Nathaniel Philbrick. https://www.amazon.com/Travels-George-Search-Washington-Legacy/dp/0525562176/ref=tmm_hrd_swatch_0?_encoding=UTF8&qid=&sr= When George Washington became president in 1789, the United States of America was still a loose and quarrelsome confederation and a tentative political experiment. Washington undertook a tour of the ex-colonies to talk to ordinary citizens about his new government, and to imbue in them the idea of being one thing—Americans. In the fall of 2018, Nathaniel Philbrick embarked on his own journey into what Washington called “the infant woody country” to see for himself what America had become in the 229 years since. Writing in a thoughtful first person about his own adventures with his wife, Melissa, and their dog, Dora, Philbrick follows Washington's presidential excursions: from Mount Vernon to the new capital in New York; a monthlong tour of Connecticut, Massachusetts, New Hampshire, and Rhode Island; a venture onto Long Island and eventually across Georgia, South Carolina, and North Carolina. The narrative moves smoothly between the eighteenth and twenty-first centuries as we see the country through both Washington's and Philbrick's eyes. 1933 Valley Forge

Right now, there is a 50% vacancy in the chaplain positions in the Oregon Air National Guard. Sadly, it's indicative of the absence of chaplains nationwide.  According to Brigadier General David Unruh, a regular listener to Generations Radio and the commander of 2,400 Airmen in Oregon, he sees a great opportunity for ministry. He hopes Generations listeners who are pastors will prayerfully consider serving one weekend per month in the Oregon National Guard -- or the National Guard of their home state -- as a chaplain.  After listening to the July 4th podcast about The Black Robed Regiment of 18th century pastors who boldly challenged the men in their church to fight for American independence, he emailed me, Adam McManus, and shared that he has passed out dozens of copies of Pastor Jonas Clark's sermon  following the Battle of Lexington to Christian officers. On May 2, 1778, General George Washington issued a unique order for the Continental Army at Valley Forge. It read, “The Commander-in-Chief directs that divine services be performed every Sunday at 11 o'clock on each brigade which has chaplains. While we are duly performing the duty of good soldiers, we are not to be inattentive to the highest duties of religion.”   Brigadier General Unruh said, “The role of ministers serving as military chaplains is older than our nation and is as foundational as any other dearly-held principle of liberty upon which our nation was founded. I personally believe all the other principles of liberty rest on Gospel freedom.” He added, “I am surprised that conservative and reformed Christians do not understand that the Dominion Mandate in Genesis and the Great Commission in Matthew necessarily imply risk and sacrifice.” He cited great historical role models who were willing to take a stand in their day like chaplains should take a stand for Christ today. * Athinasius – who boldly spoke out against the heresy of Arianism, the view that Jesus was not divine as taught by Arius. Athinasius declared, “If the world is against the truth, then I will be against the world.”   * John Knox, the Scottish reformer, who stood for Biblical truth, famously said, “The man who stands with God is always in the majority.” Brigadier General Unruh said, “Knox understood the nature of pastoral mathematics.” * The Apostle Paul who boldly preached the Gospel to Agrippa (Acts 25:13-26:32) and to Caesar. Rear Admiral Gregory Todd, chief of Navy chaplains, urged the church to help find chaplain candidates. He said, “The bulk of our ‘flock' are 18- to 25-year-olds, often faced with adult challenges for the first time in their lives. It involves seeing people through some of their most joyful moments to their most personally challenging.” The soldiers most connected to their faith “are 50%-80% less likely to die by suicide, 60% less likely to suffer depression, 80% less likely to suffer addiction, and 70% less likely to participate in risky behaviors.” So, your work as a chaplain could literally save lives and ensure that Airmen stay on the straight and narrow. If you are younger than the age of 42, have your MDiv or at least 72 hours of graduate work toward a Master of Divinity, can spare one weekend a month which would compensate you $1,200/month, then visit the website www.airforce.com/chaplain, call 240-612-7753, or email ngb.hc.hc.chaplain.corps.org@us.af.mil  To reach Brigadier General David Unruh directly, email david.unruh.4@us.af.mil  This program includes: 1. The World View in 5 Minutes with Adam McManus (Tony Perkins not pleased with new GOP Platform, Military chaplains needed ASAP, Church of England endorses sexual perversion) 2. Generations with Kevin Swanson (Guest-hosted by Adam McManus)

THE REVOLUTION WAS GOING BADLY: 3/8 The Indispensables: The Diverse Soldier-Mariners Who Shaped the Country, Formed the Navy, and Rowed Washington Across the Delaware by  Patrick K. O'Donnell  (Author) https://www.amazon.com/Indispensables-Marbleheads-Soldier-Mariners-Washington-Delaware/dp/0802156894 On the stormy night of August 29, 1776, the Continental Army faced capture or annihilation after losing the Battle of Brooklyn. The British had trapped George Washington's forces against the East River, and the fate of the Revolution rested upon the shoulders of the soldier-mariners from Marblehead, Massachusetts. Serving side by side in one of the country's first diverse units, they pulled off an “American Dunkirk” and saved the army by transporting it across the treacherous waters of the river to Manhattan. In the annals of the American Revolution, no group played a more consequential role than the Marbleheaders. At the right time in the right place, they repeatedly altered the course of events, and their story shines new light on our understanding of the Revolution. As acclaimed historian Patrick K. O'Donnell dramatically recounts, beginning nearly a decade before the war started, and in the midst of a raging virus that divided the town politically, Marbleheaders such as Elbridge Gerry and Azor Orne spearheaded the break with Britain and shaped the nascent United States by playing a crucial role governing, building alliances, seizing British ships, forging critical supply lines, and establishing the origins of the US Navy. 1970 VALLEY FORGE

THE REVOLUTION WAS GOING BADLY:  4/8 The Indispensables: The Diverse Soldier-Mariners Who Shaped the Country, Formed the Navy, and Rowed Washington Across the Delaware by  Patrick K. O'Donnell  (Author) https://www.amazon.com/Indispensables-Marbleheads-Soldier-Mariners-Washington-Delaware/dp/0802156894 On the stormy night of August 29, 1776, the Continental Army faced capture or annihilation after losing the Battle of Brooklyn. The British had trapped George Washington's forces against the East River, and the fate of the Revolution rested upon the shoulders of the soldier-mariners from Marblehead, Massachusetts. Serving side by side in one of the country's first diverse units, they pulled off an “American Dunkirk” and saved the army by transporting it across the treacherous waters of the river to Manhattan. In the annals of the American Revolution, no group played a more consequential role than the Marbleheaders. At the right time in the right place, they repeatedly altered the course of events, and their story shines new light on our understanding of the Revolution. As acclaimed historian Patrick K. O'Donnell dramatically recounts, beginning nearly a decade before the war started, and in the midst of a raging virus that divided the town politically, Marbleheaders such as Elbridge Gerry and Azor Orne spearheaded the break with Britain and shaped the nascent United States by playing a crucial role governing, building alliances, seizing British ships, forging critical supply lines, and establishing the origins of the US Navy. 1950 VALLEY FORGE

062624 2nd HR Midwest Melissa On Before At And During Valley Forge George Washington Inspiriing by Kate Dalley

In this episode, I was lucky enough to interview Brian Pickell, the CEO and co-founder of KPInterface. Brian shares how his upbringing in the Valley Forge area and the influence of his ambitious older brother, along with his faith, shaped his entrepreneurial spirit. He reflects on his transition from working at other startup firms to co-founding KP Interface with his partner, Matt Kirby. The partnership combined Matt's sales expertise with Brian's operations and delivery skills, leading to the creation of their company. Tragically, Matt passed away due to leukemia, but his legacy continues to be honored at KPInterface.Brian details the early days of KP Interface, highlighting their first client, Princeton University Federal Credit Union, and how their client acquisition strategy has evolved. Initially, they adopted a broad approach but later focused on specific industries like manufacturing, non-profit, and financial services. Brian discusses the integration of AI in their operations to improve efficiency and productivity. He also emphasizes the importance of customer service and business acumen for new entrepreneurs, advising them to seek mentors and build a network of trusted advisors to guide their journey.Discover the secrets to building a lasting legacy and thriving business with Brian Pickell in this episode of The First Customer!Guest Info:KPInterface, Inc.http://www.kpinterface.comBrian Pickell's LinkedInhttps://www.linkedin.com/in/briantpickell/Connect with Jay on LinkedInhttps://www.linkedin.com/in/jayaigner/The First Customer Youtube Channelhttps://www.youtube.com/@thefirstcustomerpodcastThe First Customer podcast websitehttps://www.firstcustomerpodcast.comFollow The First Customer on LinkedInhttp://www.linkedin.com/company/the-first-customer-podcast/

The Dean's List with Host Dean Bowen – Discover the profound impact of the Marquis de Lafayette on the American Revolution and his enduring friendship with General Washington. From his arrival in South Carolina in 1777 to his heartfelt return to America in 1824, Lafayette's legacy is rich with acts of bravery and camaraderie. Through stories like the one at Valley Forge, we see his timeless dedication to liberty and comradeship.

“Stand fast, my boys, and receive your enemy!” This is the story of a miserable winter at Valley Forge (1777-78), a possible conspiracy, and George Washington's last major battle before Yorktown. Continental Commander George Washington is loved by many in Congress and the Army. But he has his enemies too. Some see a path to pushing George out of leadership–but will this so-called “Conway Cabal,” which happens while Continental soldiers are freezing and starving to death, actually work? Either way, it will inspire one of the two duels we'll hear about. Speaking of the Continentals, they have to learn to soldier properly if they're going to win this war. Can a recently arrived, husky Prussian with a penchant for swearing make the difference? Welcome to America, Baron von Steuben. They'll use these new skills in the sweltering summer-time Battle of Monmouth. ___ 3 Ways to dive deeper into History That Doesn't Suck Join our growing Facebook community Get our monthly newsletter, The HTDS Gazette Become part of the HTDS Patreon family Learn more about your ad choices. Visit megaphone.fm/adchoices

New Year, New Weekday! Republicans celebrate their holiest of holidays, January 6, while Biden goes to Valley Forge to launch the 2024 campaign. Jo Koy brought his A-game to the Golden Globes and A-listers gave him an F, while Boeing offers an exciting new perk for their frequent flyers: the howling void.

Savage reacts to the divisive speech President Biden delivered at Valley Forge this weekend. He discusses Defense Secretary Lloyd Austin who was secretly hospitalized, while his Deputy Secretary of Defense Kathleen Hicks was vacationing in Puerto Rico. How can a nation survive the corruption, the incompetence, and the division that plagues us under Biden? Despite feeling powerless, he implores individuals to take small actions and draws inspiration from a West African proverb. He condemns Washington, drawing a parallel between the infamous fable "The Emperor's New Clothes" and our current Administration, where critique of the leadership is met with backlash. Learn how our modern leadership parallels The Sopranos episode "The Scatino Bust Out." He laments the media's biased reporting, particularly towards The Democrats and the lawlessness besieging American cities. Additionally, Savage encourages listeners to remember God's presence and importance, acknowledging the prevalence of lies and the need for truth. He shares a morning prayer, which emphasizes appreciation for life and health. He shares his dismay at politicians who live in a "world of deceit, narcissism, lies, hatred, and thievery," warning of the danger posed by their callous disregard for reality. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Hey BillOReilly.com Premium and Concierge Members, welcome to the No Spin News for Monday, January 8, 2024. Stand Up for Your Country.Tonight's rundown: Talking Points Memo: Bill breaks down how some political commentators and politicians are fueling dangerouse political hate. The aftermath of President Biden's Valley Forge, PA speech. Bernie Goldberg joins the No Spin News. We take a look at the January 6 cases. Are Americans dissatisfied with Democracy? This Day in History: Biden visits the southern border. Final Thought: Kids with debit cards. In Case You Missed It: Read Bill's latest column, "Here Comes the Mud." Election season is here! Now's the time to get a Premium or Concierge Membership to BillOReilly.com, the only place for honest news analysis. Learn more about your ad choices. Visit megaphone.fm/adchoices

Results of Clay's Iowa Twitter poll. Can DeSantis and Haley do well enough in Iowa or NH to make it a race with Trump? Biden's Charleston speech even more despicable than Valley Forge. James Clyburn says Trump wants to start a race war, ties Trump to shooting at black church in Charleston. Trump team targets Nikki Haley. Could a DeSantis-Haley unity ticket beat Trump? Viral video of female D1 track star beating out-of-shape dude.Follow Clay & Buck on YouTube: https://www.youtube.com/c/clayandbuckSee omnystudio.com/listener for privacy information.

Clay returns from Australia. Biden plans January 6th speech at Valley Forge to paint Trump as a threat to democracy. Dire predictions for 2024: wars, aliens, catastrophes. What will happen in Iowa and New Hampshire? Haley could beat Trump in NH because of Democrat and independent votes, but can she beat him in South Carolina or other southern states? C&B take calls.Follow Clay & Buck on YouTube: https://www.youtube.com/c/clayandbuckSee omnystudio.com/listener for privacy information.

Author and investigative journalist Julie Kelly talks with Clay and Buck three years after January 6th, comments and predicts on the Trump trials and weighs in on Biden's Valley Forge speech. The View talks covid boosters. Elon Musk vs. Mark Cuban on DEI and sports. C&B discuss movies, jeans and scarves.Follow Clay & Buck on YouTube: https://www.youtube.com/c/clayandbuckSee omnystudio.com/listener for privacy information.