Podcasts about Winston Churchill

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Prime Minister of the United Kingdom (1940–1945; 1951–1955)

  • 2,650PODCASTS
  • 3,875EPISODES
  • 39mAVG DURATION
  • 2DAILY NEW EPISODES
  • Jul 5, 2022LATEST
Winston Churchill

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Best podcasts about Winston Churchill

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Latest podcast episodes about Winston Churchill

Wretched Radio
FEAR NOT

Wretched Radio

Play Episode Listen Later Jul 5, 2022 54:49


It’s so easy to be fearful these days, however “do not be afraid” is the most repeated command from the Bible. So, what do we do when we are frightened? Wretched Radio | Air Date: July 05, 2022 https://media-wretched.org/Radio/Podcast/WR2022-0705.mp3 Segment 1 Time to play “Name That Quote.” Winston Churchill or the Bible? What are we […] The post FEAR NOT appeared first on Wretched.

Más de uno
La veta cultureta: Sangre, sudor y Winnie the Pooh

Más de uno

Play Episode Listen Later Jul 5, 2022 2:26


Es imposible que Winston Churchill dijera todo lo que se le atribuye. Es posible que algunos de sus famosos discursos de radio... fueran leídos por un doble del primer ministro.

The Gilded Gentleman
Creating Drama with Edith Wharton, Henry James and Jennie Jerome

The Gilded Gentleman

Play Episode Listen Later Jul 5, 2022 42:52


XIX. Edith Wharton's novels were full of drama of course but so were moments from her own actual life. Jennie Jerome -- Lady Randolph Churchill,  the mother of Winston Churchill -- also had a life of high drama, public scrutiny and moments of happiness as well as tragedy.  Join Carl and his guest, playwright and actor, Anne Undeland as they discuss how she dramatized the characters of Edith Wharton and Jennie Jerome -- as well as Henry James -- in Undeland's plays "Mr. Fullerton Between the Sheets" and "Lady Randy". They'll discuss how Anne brought these complex characters to the stage as well as take a look at how some of Wharton's own work has been dramatized.  

C dans l'air
OTAN : LE « RIDEAU DE FER »… ET LA CHINE DANS LE VISEUR ? – 01/07/22

C dans l'air

Play Episode Listen Later Jul 1, 2022 66:25


OTAN : LE « RIDEAU DE FER »… ET LA CHINE DANS LE VISEUR ? – 01/07/22 Invités BRUNO TERTRAIS Politologue spécialiste de l'analyse géopolitique et stratégique Directeur adjoint de la FRS Alexandra DE HOOP SCHEFFER Politologue spécialiste des relations transatlantiques et de l'OTAN ELSA VIDAL Rédactrice en chef de la rédaction en langue russe - RFI CHRISTINE DUGOIN-CLÉMENT Chercheure en géopolitique - Université Paris 1-Sorbonne Auteure de « Influences et manipulations » Les difficultés rencontrées par l'armée ukrainienne face à celle de Russie la forcent à reculer et à réorganiser sa défense dans le Donbass, ces dernières semaines. Après avoir dû abandonner, vendredi dernier, la ville de Severodonetsk, les troupes ukrainiennes ont effectué un repli sur Siversk à proximité de la ville de Lyssytchansk où les bombardements « très puissants », rendent impossibles les évacuations de civils, a expliqué le gouverneur régional. « La situation dans le Donbass reste extrêmement difficile » « La supériorité de feu des occupants est encore extrêmement tangible », a affirmé le président ukrainien. Néanmoins, les forces ukrainiennes continuent également d'accumuler des opérations réussies. Dernière en date : Moscou a annoncé ce jeudi son retrait de l'île aux Serpents après avoir subi les tirs de missiles de l'armée ukrainienne - bien aidée par les livraisons d'armes occidentales. « L'île des Serpents est un point stratégique et cela change considérablement la situation en mer Noire. Cela ne garantit pas encore la sécurité, cela ne garantit pas encore que l'ennemi ne reviendra pas. Mais cela limite déjà considérablement les actions des occupants » a expliqué Volodymyr Zelensky. C'est d'ailleurs depuis le mer Noire qu'un « avion stratégique » russe a tiré cette nuit deux missiles, frappant des immeubles de la région d'Odessa, dans le sud de l'Ukraine. Au moins 20 personnes ont été tuées. Alors que signifie l'abandon de l'île aux Serpents par la Russie ? Quelle est la situation dans le Donbass ? Après plus de 120 jours de conflit, et alors que d'intenses combats se poursuivent dans l'Est, la guerre en Ukraine était ces deux derniers jours au cœur du sommet de l'Otan à Madrid, où plus de 40 chefs d'Etat et de gouvernement étaient réunis pour discuter de l'avenir de l'Alliance atlantique, que Suède et Finlande vont pouvoir rejoindre ces prochaines années. D'ici là, face à la « menace directe » que représente la Russie, les pays de l'Otan ont réaffirmé leur soutien à Kiev et ont décidé de renforcer leur présence militaire sur le continent européen, et en premier lieu les Etats-Unis avec la mise en place durable d'unités et de structures pérennes. Joe Biden a ainsi indiqué que les capacités américaines vont être dopées en Espagne, en Pologne, en Roumanie, au Royaume-Uni, en Allemagne, en Italie et dans les États baltes. Le président américain a également détaillé une nouvelle aide militaire en faveur de l'Ukraine, à hauteur de 800 millions de dollars, et promis le soutien des Etats-Unis « aussi longtemps qu'il faudra ». D'autre part, si les regards étaient largement tournés vers Kiev et Moscou, l'Alliance n'a pas épargné Pékin. « Les ambitions déclarées de la Chine et ses politiques coercitives défient nos intérêts, notre sécurité et nos valeurs », écrit ainsi l'Otan dans son nouveau « concept stratégique » qui n'avait pas été révisé depuis 2010. C'est la première fois que ce document évoque la Chine qui ne relevait traditionnellement pas de la mission de l'Alliance atlantique. L'Otan dénonce en particulier « le partenariat stratégique approfondi » entre Pékin et Moscou « et leurs tentatives mutuelles de miner l'ordre international basé sur les règles ». Un « rideau de fer, de fait, est déjà en train de s'abattre », a réagi jeudi Sergueï Lavrov, chef de la diplomatie, faisant écho à la célèbre phrase de Winston Churchill, lors d'une conférence de presse à Minsk avec son homologue bélarusse. « Que (les Occidentaux) fassent attention et qu'ils ne se coincent pas (les doigts) dedans. Le processus est en cours », a-t-il ironisé. DIFFUSION : du lundi au samedi à 17h45 FORMAT : 65 minutes PRÉSENTATION : Caroline Roux - Axel de Tarlé REDIFFUSION : du lundi au vendredi vers 23h40 RÉALISATION : Nicolas Ferraro, Bruno Piney, Franck Broqua, Alexandre Langeard, Corentin Son PRODUCTION : France Télévisions / Maximal Productions Retrouvez C DANS L'AIR sur internet & les réseaux : INTERNET : francetv.fr FACEBOOK : https://www.facebook.com/Cdanslairf5 TWITTER : https://twitter.com/cdanslair INSTAGRAM : https://www.instagram.com/cdanslair/

From John To Justin
Harold Alexander

From John To Justin

Play Episode Listen Later Jul 1, 2022 35:47


The last of the British men to serve as Governor General of Canada, Harold Alexander was a distinguished war hero, the favourite general of Sir Winston Churchill and a widely respected individual. He would love his time in Canada, calling it the best six years of his life. After his term ended, the time of the Canadian Governors General would begin.Support: patreon.com/canadaehxDonate: https://www.buymeacoffee.com/craigUDonate: canadaehx.comE-mail: craig@canadaehx.comTwitter: twitter.com/craigbairdInstagram: @Bairdo37YouTube: youtube.com/c/canadianhistoryehx

The Junior Kekuewa Jr. Show from Hawaii!
My Story Part 2 | I was drugged.

The Junior Kekuewa Jr. Show from Hawaii!

Play Episode Listen Later Jun 29, 2022 58:17


In this episode Junior shares his experience about when he was deliberately drugged on top of being born ADHD. For whatever reason, and it's really not important now, but hopefully this helps other people who are carrying a disability or some kind of challenge, so that they know it's not just them. In the beginning it was a struggle, but now as Junior puts it, “it's just something that happened and something that needs to be handled in a certain way.” Never feel bad about a disability, or feel inadequate because you weren't made like somebody else or that you're not like somebody else. We are all unique, and all have unique life experiences for a reason. Only our creator knows. Or maybe it's just all us depending on what you believe. Either way, like Winston Churchill once said “Never give up, never give in, never, never, never!” You can succeed at anything you put your mind to. Even if your mind or brain doesn't work like everyone else's. God is real. Manifest your world.

THE Sales Japan Series by Dale Carnegie Training Tokyo, Japan
296: When Is Too Much, Too Much In Sales

THE Sales Japan Series by Dale Carnegie Training Tokyo, Japan

Play Episode Listen Later Jun 28, 2022 13:35


The most common complaint we get from clients about their sales team is that they are too passive.  They are great at farming, but not great at hunting, growing the size of the existing business and finding new buyers.  “It is as if they were working for the buyer and not for our company, because they bend over backwards to keep the client happy. Maybe too happy”, is not an unusual comment.  On the other end of the scale is the American style hard sell effort which takes no prisoners, brooks no hesitation and keeps pushing until a deal gets done.  For Japan, that will never fly, so we need something in the middle.   Where is the line though?  When is too much, too much?  Some schools of thought are that you need to push until you get regular resistance, because that is the point where you realise you have taken it to the limit for Japan.  This whole equation is complex.  Ultimately, I believe we need to become the trusted partner of the buyer.  When they feel we are working to help them succeed, we are on the right track, without forgetting who we are working for and who pays our salary and commissions.    In my view, weak salespeople just fold in the face of every client demand, no matter the consequences for their own firm.  This is especially painful when it comes to revenues.  Many times, these salespeople are earning commissions on what they sell, so you would expect that their own self-interest would dictate that they do not discount too heavily to win the business. Unfortunately, because they don't have skills around explaining the value, they cave and drop the price every time, even though it hurts them financially.  Their view is that they would rather have a client gained at a big discount, because finding new clients is so much harder.   Generally speaking, in Japan starting low and then trying to elevate the buyer's appetite to pay more for the existing solution doesn't work all that well.   Once they get you down to a low price that then becomes the ceiling, not even the floor, for them no matter how hard you explain this is a once in a lifetime case, a rarity, an exception, an instance of the planets in the Milky Way aligning once every thousand years.  They just see that as the ceiling and then try to work you lower.  When I was selling solutions from Australia, I had to tell the Aussie suppliers not to go in with their “best price” in Japan, because they would then be on the back foot trying to defend it, as they came under assault for more discounts.   I used to do a lot of networking at events in the good old days before the pandemic.  We might finally be getting back to some of that in Japan, wearing masks and trying to avoid super spreader events.  You need a thick skin to use networking as a tool for gaining clients.  Foreigners can be brutal.  We have a 50/50 split between multi-national and domestic clients, so I attend a lot of foreign chamber sponsored events. I was walking into an event and this guy refused my business card when I offered it, because he said he was only there for the information and didn't want to meet anyone.  Ouch!  At another Chamber event, a businessman saw me heading his way and started complaining “You are always spamming me!!”. Ouch!  At another event when I caught the attention of a potential client, to engage him, the guy he had been talking to, snidely noted “Here you are Greg, always stealing people's attention”. Ouch!   What is too much?  Whenever people complain that I am doing too much networking, or networking too hard, internally, I have a little smile to myself.  Usually, the people making these comments are not in sales and have no idea how hard it is to land a new client.  I had one of my staff come back from a Chamber networking event very upset.  They were telling  me that someone there was badmouthing me.  What do you do about this type of thing?   My answer to these few critics is simple.  I try to explain that as a sales leader, I don't ask my team to do prospecting that I won't do myself. I try to lead from the front, as a role model and example.  I continue to explain to them, “that is why I am working hard to find new people we can help, because we know what we do can make a difference in improving their businesses”.  Then I lower the boom, I hit them with the big one, I smash them when I say, “Wouldn't you want your sales leaders and sales teams making the maximum effort to find new buyers, to expand the range of companies you can serve?”.   There is really nowhere to go in response to that argument.  If they still say “it is too much”, then you can respond with, “does that mean your competitors are inactive and you have the market to yourself and you don't have to constantly keep pushing for new business?”.  Very few people can withstand this line of reasoning. Secretly, they are flooded with shame, shortcomings and guilt because they know their sales teams are passive, maybe great farmers but timid hunters and they wish their people had more of our grit and determination.   What about the damage to the brand?  This is a concern. In business, getting a bad reputation is bad anywhere, but in Japan bad news travels at hyper speed.  Even worse, amongst the multi-national company leaders, we foreigners are living in a small village here in Tokyo and again you don't want mud being attached to your name. I recall one prominent person here posting a note on LinkedIn, asking about the whereabouts of another well known personality, because they owed them money.  That kind of stuff takes your breath away and sends a cold shiver up your spine.   The reality is the worst that critics, rivals and the jealous can say about you is that you were aggressive or pushy or unreasonable or annoying.  One person saying that is just that one voice.  If multiples of people are going around condemning you, then you have a major problem.  Frankly, if you operate with integrity and have a passion for helping other's businesses succeed, then these outrageous slings and arrows will bounce off you.   I would rather be pushing, striving, working hard than worrying about what nobodies have to say.  The people we serve well will know our value and values and they are the people to refer us and to keep using us.  This is the key audience for us and we shouldn't be shy about trying to grow their number.  For salespeople this Winston Churchill quote is apt, “You have enemies? Good.  That means you've stood up for something, sometime in your life”.  Also, remember Thomas J. Watson of IBM fame noted, “nothing happens until something gets sold”. That is our job – to keep the wheels of industry turning by selling solutions which transform people's careers and businesses.    

Travels Through Time
Michael Wood: Alfred the Great and the Vikings (878)

Travels Through Time

Play Episode Listen Later Jun 28, 2022 64:41


This week we are travelling back to the ninth century to witness one of the major turning points in English history. Winston Churchill regularly tops ‘the greatest Briton of all time' charts, but his own vote for this accolade apparently went to the man we are going to discuss today. Alfred 'the Great' is the only English monarch to enjoy such an admiring epithet, his brother Athelstan is remembered as ‘the Unready' (although this meant poorly advised rather than unprepared), William I is either ‘the conqueror' or ‘the bastard' depending on your point of view – no other monarch's reputation has survived with a rosy glow. Our time travel today in the company of the world-renowned historian Michael Wood reveals exactly why Alfred is so well thought of. He takes us back to 878, a pivotal year in our history when, against all the odds, the Viking invaders were defeated, pushed out of Alfred's kingdom of Wessex and the geopolitics were set for the following centuries. Michael Wood's In Search of the Dark Ages: a History of Anglo-Saxon England 40th anniversary edition, is newly published by BBC Books. As ever, for more about this episode, head over to our website: www.tttpodcast.com Show notes Scene One: March 23rd Easter at Athelney, after Alfred's desperate guerrilla war in the Somerset marshes. Scene Two: 9th May, the Battle of Edington, Alfred defeats the Viking forces against all odds. Scene Three: 26th June Treaty at Wedmore which changed the course of the Viking wars and resulted in their leader, Guthrum converting to Christianity with Alfred as his godfather. Memento: Alfred's little commonplace book that he carried around with him, and perhaps had with him in the marshes. People/Social Presenter: Violet Moller Guest: Michael Wood Production: Maria Nolan Podcast partner: Ace Cultural Tours Follow us on Twitter: @tttpodcast_ Or on Facebook See where 878 fits on our Timeline

The Autopsy of Dexter Morgan
Lost S1E15-16: Homecoming & Outlaws

The Autopsy of Dexter Morgan

Play Episode Listen Later Jun 28, 2022 30:54


We have another tale of two episodes where one deals with amnesia, trying to figure out what the deal with the others is, plotting, and MURDER? And then the other has boars. You'll never guess which one Eric and Daniel like more! Daniel can't remember who Winston Churchill is. Eric sure as hell won't tell him. They both love the CBS hit crime procedural NUMB3RS.If you enjoyed the show, please leave us a review wherever you listen to it! You can also follow us on Twitter @TheAutopsyOf or email us at TheAutopsyOfDexterMorgan@gmail.comTheme Song:Aquarium by Kevin MacLeodLink: https://incompetech.filmmusic.io/song/5738-aquariumLicense: http://creativecommons.org/licenses/by/4.0/

Storiavoce
Nouvel épisode du 28/06 11:58

Storiavoce

Play Episode Listen Later Jun 28, 2022 47:50


Qui est John Churchill, duc de Marlborough, héros anglais de la guerre de Succession d'Espagne, que Voltaire a pu qualifier d'« l'homme le plus fatal à la grandeur de la France qu'on ait vu depuis plusieurs siècles » ? On connaît la chanson « Marlborough s'en va en guerre…», on connaît moins John Churchill, duc de Marlborough. Pourtant, son rôle dans la perte d'influence de la France et l'émergence de l'Angleterre comme puissance dominante de l'Europe est essentiel. Même s'il doit sa carrière au roi d'Angleterre Jacques II, il a activement participé à son renversement au profit de Guillaume d'Orange en 1688. Il devient l'un des principaux chefs des armées de la Grande Alliance, qui regroupe notamment la Hollande et l'empire des Habsbourg durant la guerre de Succession d'Espagne , contre le roi Soleil. Comment cet homme, issu de la petite noblesse anglaise, que rien ne destinait à de grandes fonctions, devint-il un homme politique majeur de l'Europe de son temps ? Faut-il se fier à sa légende noire, qui le décrit avide de pouvoir et manipulateur, ou plutôt le voir comme un héros qui sauva la liberté de l'Angleterre et de toute l'Europe face à l'hégémonie française, comme le fit plus tard son lointain descendant, Winston Churchill ? L'invité :  Clément Oury (https://www.chartes.psl.eu/fr/clement-oury) est archiviste paléographe, docteur en histoire de l'université Paris-Sorbonne et directeur adjoint à la bibliothèque du Muséum national d'histoire naturelle. Spécialiste reconnu de l'histoire de la guerre sous l'Ancien Régime, il est l'auteur de La Guerre de Succession d'Espagne. La fin tragique du Grand Siècle (https://www.tallandier.com/livre/la-guerre-de-succession-despagne/) (Tallandier, 2020) et vient de publier Le Duc de Marlborough. John Churchill, le plus redoutable ennemi de Louis XIV (https://www.lisez.com/livre-grand-format/le-duc-de-marlborough/9782262086145) chez Perrin (504 pages, 24€). 

CLOCKEDiN With Corey
Ep. 114 - Ignite Your Passion

CLOCKEDiN With Corey

Play Episode Listen Later Jun 28, 2022 15:14


This episode is about igniting your passion in the face of adversity because, as Winston Churchill once said, we should "never let a good crisis go to waste". Hopefully this episode fires you up to create some transformation and consistency in your life. Choose Growth and stay CLOCKEDiN.

4ème de couverture
107. Paul Rafferty "Churchill peint la Côte d'Azur" avec Stéphanie des Horts

4ème de couverture

Play Episode Listen Later Jun 27, 2022 31:34


 "Churchill peint la Côte d'Azur" de Paul Rafferty, traduit par Antoine Capet  (Albin Michel 2021)  Stéphanie des Horts : "Doris, le secret de Churchill" (Albin Michel 2022) Winston Churchill écrit: « Quand j'arriverai au paradis, j'ai l'intention de passer le plus clair du temps de mon premier million d'années à peindre ».   Churchill a trouvé le temps de peindre plus de 600 toiles et la Côte d'Azur tient une place prépondérante. Des images d'archives aux tableaux, Rafferty présente aussi les vues de chaque payage peint. Plusieurs tableaux représentent Doris, vicomtesse de Castlerosse : « The rocks of the château de l'horizon » « Seascape near Cap Ferrat » dont Stéphanie des Horts raconte l'histoire.  Choix musical :   God save the Queen - hymne national britannique  Cole Porter : You're the top  

The Accountability Coach: Business Acceleration|Productivity
5 Limiting Beliefs That May Be Holding You Back

The Accountability Coach: Business Acceleration|Productivity

Play Episode Listen Later Jun 23, 2022 9:01


It's all about perspective. Whether you're facing a business challenge or a physical one, having the right mindset can determine how successful you are. In fact, studies by Stanford University psychologist Carol S. Dweck have shown that the power of mindset lies in whether you have a fixed or growth mindset. A fixed mindset is the belief that you are who you are, and nothing can change that. This encompasses a level of intelligence, talents, and creative abilities. When you have a fixed mindset, it may lead to feelings of failure if you don't think you are smart enough or capable enough to handle the obstacles that you will inevitably face as a business owner. A growth mindset, on the other hand, is the perspective that you can continue to learn and adapt to different situations that may arise. Even if you fail, you tend to learn from those failures and turn them into future successes. People with growth mindsets are curious and actively seek to keep learning, a characteristic that is necessary for success. While a growth mindset is more conducive to a successful business, it's not always easy to change your mindset. The first step in changing how you view yourself and the world around you is identifying what limiting beliefs you may have that are holding you back. What is a limiting belief? A limiting belief is a false belief that something is impossible based on one's own limitations and abilities. Limiting beliefs often keep you from pursuing or setting bigger goals for your business and is a mindset that can hold you back from reaching your potential. Here are five examples of limiting beliefs that you can identify and overcome. 1. “I can't compete with [INSERT a COMPETITOR for you].” Maybe your product or service isn't the first of its kind. There may be hundreds or thousands of competitors out there. But guess what—none of those are founded by YOU. When you focus on how to do something better than your competitors in the same way they're doing them, you lose out on the potential to be uniquely you and attract clients who connect with your voice and brand. There's nothing wrong with a little healthy competition. But take a step back and ask yourself, are you motivated by your competitors, or do you feel defeated by them before you've even started? If it's the latter, here are some strategies for fostering healthy competition and using it as fuel: • Delegate competitor research to someone on your team. Let a team member analyze the competition and deliver insights that are useful to your business. That way, you can benefit from the end results without feeling discouraged and without comparing yourself to others. • Ignore the competition. Maybe not the most common business advice, but by ignoring what others are doing, you're creating a space for yourself to truly focus on how you want to grow your business, your way. • Compete with yourself instead. The healthiest competition is one with yourself. Set incremental goals for your business, and once you reach them, celebrate, and then set higher goals! 2. “I'm not an expert in that field.” Imposter syndrome is something that everybody faces at some point in their lives, usually more than once. Who are you to speak about your industry when you don't know everything there is to know about it? And yet, you may know more than you think in any given scenario! The trick is to adapt to a growth mindset and never stop learning. If you learn something new that contradicts what you've said in the past, be transparent and share what you've learned. It doesn't make you any less respectable—in fact, many people have increased respect for people willing to admit they were wrong. 3. “I should be able to figure this out by myself.” Delegating tasks can be scary because that means relinquishing some control of your business. As you grow, however, it's necessary to learn how to delegate to others, and your business will be better off for it. Take stock of your strengths and weaknesses. Use your strengths to push your business forward, and delegate areas of weakness to someone else who sees it as a strength. Your time will be better spent on things you are good at, and you definitely don't need to be good at everything. Download my Free Delegation List Sample Exercise to help you identify more activities to delegate, by going to https://www.accountabilitycoach.com/delegation-list-sample/. 4. “My product/service needs to be perfect before launch.” As Winston Churchill said, “Perfection is the enemy of progress.” The more time you take to perfect your product or service before launching it, the less confident you may feel in launching it at all. Other negative effects may include lower team morale overall and more pressure felt to attain perfection because of the boss' example. Once you're aware of your perfectionist tendencies, you can reframe your mindset and approach it with a learning mindset. Learn from the imperfections and make some adjustments based on feedback. Your business will be more successful for it. 5. “I can't show weakness to my team members.” Being vulnerable is not considered a weakness—it's what makes us human. While you may feel the need to put on a front of overconfidence and knowing everything, it can actually create a company culture of dissatisfaction and toxic hierarchy between you and the rest of your team. Demonstrating vulnerability increases the approachability of a leader and can create more engagement across your business. A good leader knows that they can't succeed alone and knows when to ask for help. Limiting beliefs do just that—they limit your potential, your company's success, your ability to grow as an individual and as a leader. What are your limiting beliefs? How do they hold you back? Write down what your own limiting beliefs are, so you can be empowered to break them down and cultivate a growth mindset that will propel your company forward to your next level of success. For help with overcoming limiting beliefs, you can always reach out to me and schedule your complimentary consultation. Aim for what you want each and every day! Anne Bachrach The Accountability Coach™ The Results Accelerator™ Get your daily Accountability Minute shot of a single, simple, doable idea, so you can start your day off on the "right foot". You can find The Accountability Minute on https://www.accountabilitycoach.com/my-podcast/ as well as on most podcast platforms and in most English-speaking countries. Subscribe to my high-value business success tips and resources Blog https://www.accountabilitycoach.com/blog/) If you are getting value from any of Podcasts, please take a minute to leave me a short rating and review. I would really appreciate it, and love to hear from you. Take advantage of all the complimentary business tips and tools by joining the Free Silver Membership on https://www.accountabilitycoach.com/coaching-store/inner-circle-store/. - Subscribe to my YouTube channel with business success principles (https://www.youtube.com/annebachrach) - Connect with me on Facebook (https://www.facebook.com/TheAccountabilityCoach) - Connect with me on Linked-in (https://www.linkedin.com/in/annebachrach) - Connect with me on Pinterest (https://pinterest.com/resultsrule/) - Connect with me on Instagram (https://www.instagram.com/annebachrach/) As an experienced accountability coach and author of 5 books, I help business professionals make more money, work less, and enjoy even better work life balance. Check out my proven business accelerator resources by going to https://www.accountabilitycoach.com/coaching-store/. Author of Excuses Don't Count; Results Rule, Live Life with No Regrets, No Excuses, and the Work Life Balance Emergency Kit, The Roadmap To Success with Stephen Covey and Ken Blanchard, and more.

Goal Setting & Achievement Podcast: Business|Productivity
5 Limiting Beliefs That May Be Holding You Back

Goal Setting & Achievement Podcast: Business|Productivity

Play Episode Listen Later Jun 23, 2022 9:01


It's all about perspective. Whether you're facing a business challenge or a physical one, having the right mindset can determine how successful you are. In fact, studies by Stanford University psychologist Carol S. Dweck have shown that the power of mindset lies in whether you have a fixed or growth mindset. A fixed mindset is the belief that you are who you are, and nothing can change that. This encompasses a level of intelligence, talents, and creative abilities. When you have a fixed mindset, it may lead to feelings of failure if you don't think you are smart enough or capable enough to handle the obstacles that you will inevitably face as a business owner. A growth mindset, on the other hand, is the perspective that you can continue to learn and adapt to different situations that may arise. Even if you fail, you tend to learn from those failures and turn them into future successes. People with growth mindsets are curious and actively seek to keep learning, a characteristic that is necessary for success. While a growth mindset is more conducive to a successful business, it's not always easy to change your mindset. The first step in changing how you view yourself and the world around you is identifying what limiting beliefs you may have that are holding you back. What is a limiting belief? A limiting belief is a false belief that something is impossible based on one's own limitations and abilities. Limiting beliefs often keep you from pursuing or setting bigger goals for your business and is a mindset that can hold you back from reaching your potential. Here are five examples of limiting beliefs that you can identify and overcome. 1. “I can't compete with [INSERT a COMPETITOR for you].” Maybe your product or service isn't the first of its kind. There may be hundreds or thousands of competitors out there. But guess what—none of those are founded by YOU. When you focus on how to do something better than your competitors in the same way they're doing them, you lose out on the potential to be uniquely you and attract clients who connect with your voice and brand. There's nothing wrong with a little healthy competition. But take a step back and ask yourself, are you motivated by your competitors, or do you feel defeated by them before you've even started? If it's the latter, here are some strategies for fostering healthy competition and using it as fuel: • Delegate competitor research to someone on your team. Let a team member analyze the competition and deliver insights that are useful to your business. That way, you can benefit from the end results without feeling discouraged and without comparing yourself to others. • Ignore the competition. Maybe not the most common business advice, but by ignoring what others are doing, you're creating a space for yourself to truly focus on how you want to grow your business, your way. • Compete with yourself instead. The healthiest competition is one with yourself. Set incremental goals for your business, and once you reach them, celebrate, and then set higher goals! 2. “I'm not an expert in that field.” Imposter syndrome is something that everybody faces at some point in their lives, usually more than once. Who are you to speak about your industry when you don't know everything there is to know about it? And yet, you may know more than you think in any given scenario! The trick is to adapt to a growth mindset and never stop learning. If you learn something new that contradicts what you've said in the past, be transparent and share what you've learned. It doesn't make you any less respectable—in fact, many people have increased respect for people willing to admit they were wrong. 3. “I should be able to figure this out by myself.” Delegating tasks can be scary because that means relinquishing some control of your business. As you grow, however, it's necessary to learn how to delegate to others, and your business will be better off for it. Take stock of your strengths and weaknesses. Use your strengths to push your business forward, and delegate areas of weakness to someone else who sees it as a strength. Your time will be better spent on things you are good at, and you definitely don't need to be good at everything. Download my Free Delegation List Sample Exercise to help you identify more activities to delegate, by going to https://www.accountabilitycoach.com/delegation-list-sample/. 4. “My product/service needs to be perfect before launch.” As Winston Churchill said, “Perfection is the enemy of progress.” The more time you take to perfect your product or service before launching it, the less confident you may feel in launching it at all. Other negative effects may include lower team morale overall and more pressure felt to attain perfection because of the boss' example. Once you're aware of your perfectionist tendencies, you can reframe your mindset and approach it with a learning mindset. Learn from the imperfections and make some adjustments based on feedback. Your business will be more successful for it. 5. “I can't show weakness to my team members.” Being vulnerable is not considered a weakness—it's what makes us human. While you may feel the need to put on a front of overconfidence and knowing everything, it can actually create a company culture of dissatisfaction and toxic hierarchy between you and the rest of your team. Demonstrating vulnerability increases the approachability of a leader and can create more engagement across your business. A good leader knows that they can't succeed alone and knows when to ask for help. Limiting beliefs do just that—they limit your potential, your company's success, your ability to grow as an individual and as a leader. What are your limiting beliefs? How do they hold you back? Write down what your own limiting beliefs are, so you can be empowered to break them down and cultivate a growth mindset that will propel your company forward to your next level of success. For help with overcoming limiting beliefs, you can always reach out to me and schedule your complimentary consultation. Aim for what you want each and every day! Anne Bachrach The Accountability Coach™ The Results Accelerator™ Get your daily Accountability Minute shot of a single, simple, doable idea, so you can start your day off on the "right foot". You can find The Accountability Minute on https://www.accountabilitycoach.com/my-podcast/ as well as on most podcast platforms and in most English-speaking countries. Subscribe to my high-value business success tips and resources Blog https://www.accountabilitycoach.com/blog/) If you are getting value from any of Podcasts, please take a minute to leave me a short rating and review. I would really appreciate it, and love to hear from you. Take advantage of all the complimentary business tips and tools by joining the Free Silver Membership on https://www.accountabilitycoach.com/coaching-store/inner-circle-store/. - Subscribe to my YouTube channel with business success principles (https://www.youtube.com/annebachrach) - Connect with me on Facebook (https://www.facebook.com/TheAccountabilityCoach) - Connect with me on Linked-in (https://www.linkedin.com/in/annebachrach) - Connect with me on Pinterest (https://pinterest.com/resultsrule/) - Connect with me on Instagram (https://www.instagram.com/annebachrach/) As an experienced accountability coach and author of 5 books, I help business professionals make more money, work less, and enjoy even better work life balance. Check out my proven business accelerator resources by going to https://www.accountabilitycoach.com/coaching-store/. Author of Excuses Don't Count; Results Rule, Live Life with No Regrets, No Excuses, and the Work Life Balance Emergency Kit, The Roadmap To Success with Stephen Covey and Ken Blanchard, and more.

The Business Accelerator: Accountability | Productivity
5 Limiting Beliefs That May Be Holding You Back

The Business Accelerator: Accountability | Productivity

Play Episode Listen Later Jun 23, 2022 9:01


It's all about perspective. Whether you're facing a business challenge or a physical one, having the right mindset can determine how successful you are. In fact, studies by Stanford University psychologist Carol S. Dweck have shown that the power of mindset lies in whether you have a fixed or growth mindset. A fixed mindset is the belief that you are who you are, and nothing can change that. This encompasses a level of intelligence, talents, and creative abilities. When you have a fixed mindset, it may lead to feelings of failure if you don't think you are smart enough or capable enough to handle the obstacles that you will inevitably face as a business owner. A growth mindset, on the other hand, is the perspective that you can continue to learn and adapt to different situations that may arise. Even if you fail, you tend to learn from those failures and turn them into future successes. People with growth mindsets are curious and actively seek to keep learning, a characteristic that is necessary for success. While a growth mindset is more conducive to a successful business, it's not always easy to change your mindset. The first step in changing how you view yourself and the world around you is identifying what limiting beliefs you may have that are holding you back. What is a limiting belief? A limiting belief is a false belief that something is impossible based on one's own limitations and abilities. Limiting beliefs often keep you from pursuing or setting bigger goals for your business and is a mindset that can hold you back from reaching your potential. Here are five examples of limiting beliefs that you can identify and overcome. 1. “I can't compete with [INSERT a COMPETITOR for you].” Maybe your product or service isn't the first of its kind. There may be hundreds or thousands of competitors out there. But guess what—none of those are founded by YOU. When you focus on how to do something better than your competitors in the same way they're doing them, you lose out on the potential to be uniquely you and attract clients who connect with your voice and brand. There's nothing wrong with a little healthy competition. But take a step back and ask yourself, are you motivated by your competitors, or do you feel defeated by them before you've even started? If it's the latter, here are some strategies for fostering healthy competition and using it as fuel: • Delegate competitor research to someone on your team. Let a team member analyze the competition and deliver insights that are useful to your business. That way, you can benefit from the end results without feeling discouraged and without comparing yourself to others. • Ignore the competition. Maybe not the most common business advice, but by ignoring what others are doing, you're creating a space for yourself to truly focus on how you want to grow your business, your way. • Compete with yourself instead. The healthiest competition is one with yourself. Set incremental goals for your business, and once you reach them, celebrate, and then set higher goals! 2. “I'm not an expert in that field.” Imposter syndrome is something that everybody faces at some point in their lives, usually more than once. Who are you to speak about your industry when you don't know everything there is to know about it? And yet, you may know more than you think in any given scenario! The trick is to adapt to a growth mindset and never stop learning. If you learn something new that contradicts what you've said in the past, be transparent and share what you've learned. It doesn't make you any less respectable—in fact, many people have increased respect for people willing to admit they were wrong. 3. “I should be able to figure this out by myself.” Delegating tasks can be scary because that means relinquishing some control of your business. As you grow, however, it's necessary to learn how to delegate to others, and your business will be better off for it. Take stock of your strengths and weaknesses. Use your strengths to push your business forward, and delegate areas of weakness to someone else who sees it as a strength. Your time will be better spent on things you are good at, and you definitely don't need to be good at everything. Download my Free Delegation List Sample Exercise to help you identify more activities to delegate, by going to https://www.accountabilitycoach.com/delegation-list-sample/. 4. “My product/service needs to be perfect before launch.” As Winston Churchill said, “Perfection is the enemy of progress.” The more time you take to perfect your product or service before launching it, the less confident you may feel in launching it at all. Other negative effects may include lower team morale overall and more pressure felt to attain perfection because of the boss' example. Once you're aware of your perfectionist tendencies, you can reframe your mindset and approach it with a learning mindset. Learn from the imperfections and make some adjustments based on feedback. Your business will be more successful for it. 5. “I can't show weakness to my team members.” Being vulnerable is not considered a weakness—it's what makes us human. While you may feel the need to put on a front of overconfidence and knowing everything, it can actually create a company culture of dissatisfaction and toxic hierarchy between you and the rest of your team. Demonstrating vulnerability increases the approachability of a leader and can create more engagement across your business. A good leader knows that they can't succeed alone and knows when to ask for help. Limiting beliefs do just that—they limit your potential, your company's success, your ability to grow as an individual and as a leader. What are your limiting beliefs? How do they hold you back? Write down what your own limiting beliefs are, so you can be empowered to break them down and cultivate a growth mindset that will propel your company forward to your next level of success. For help with overcoming limiting beliefs, you can always reach out to me and schedule your complimentary consultation. Aim for what you want each and every day! Anne Bachrach The Accountability Coach™ The Results Accelerator™ Get your daily Accountability Minute shot of a single, simple, doable idea, so you can start your day off on the "right foot". You can find The Accountability Minute on https://www.accountabilitycoach.com/my-podcast/ as well as on most podcast platforms and in most English-speaking countries. Subscribe to my high-value business success tips and resources Blog https://www.accountabilitycoach.com/blog/) If you are getting value from any of Podcasts, please take a minute to leave me a short rating and review. I would really appreciate it, and love to hear from you. Take advantage of all the complimentary business tips and tools by joining the Free Silver Membership on https://www.accountabilitycoach.com/coaching-store/inner-circle-store/. - Subscribe to my YouTube channel with business success principles (https://www.youtube.com/annebachrach) - Connect with me on Facebook (https://www.facebook.com/TheAccountabilityCoach) - Connect with me on Linked-in (https://www.linkedin.com/in/annebachrach) - Connect with me on Pinterest (https://pinterest.com/resultsrule/) - Connect with me on Instagram (https://www.instagram.com/annebachrach/) As an experienced accountability coach and author of 5 books, I help business professionals make more money, work less, and enjoy even better work life balance. Check out my proven business accelerator resources by going to https://www.accountabilitycoach.com/coaching-store/. Author of Excuses Don't Count; Results Rule, Live Life with No Regrets, No Excuses, and the Work Life Balance Emergency Kit, The Roadmap To Success with Stephen Covey and Ken Blanchard, and more.

Alliance of Confessing Evangelicals on Oneplace.com

There are moments in every life which, if seized upon, provide an opportunity for greatness. Winston Churchill referred to one such time as England's finest hour, and used that slogan to rally his nation from the throes of wartime defeat. Join Dr. James Boice on The Bible Study Hour as he reveals Moses' finest moment when he offered up himself to save his people. To support this ministry financially, visit: https://www.oneplace.com/donate/581/29

Be Still and Know
Day 82 - Issue 41

Be Still and Know

Play Episode Listen Later Jun 21, 2022 3:25


2 Corinthians 9.6 NLT 'Remember this—a farmer who plants only a few seeds will get a small crop. But the one who plants generously will get a generous crop.' The law of the harvest is easy to understand. In short you reap what you sow. If you are miserly with your giving, you need to be prepared for a deeply disappointing harvest. However, if you give generously, you can be sure of an amazing crop – probably far larger than anything you had imagined. Money is particularly important because, as Jesus observed, it is a rival god. You have to make a choice between serving God or money. You can't do both. Money makes huge boasts. It pretends that it can offer security, popularity, contentment and satisfaction, but it demands worship in return. In every generation there have been people who have fallen for the god of money. None of this is to say that money is inherently bad. It is part of God's creation and so is, in fact, inherently good. The problem is when it becomes our master and begins to drive our thoughts and actions. The best way to prove that money is not our master is to learn how to give it away, and to do so generously. Winston Churchill said, “We make a living by what we get, but we make a life by what we give.” Everything else flows from our ability to give and so we all need to explore ways of giving generously. Paul spoke about the law of the harvest in this passage in the context of financial giving, but it is a principle which applies to every aspect of our giving. For example, take our caring, listening, supporting, teaching, leading or encouraging. If we do these things half-heartedly and reluctantly then we would be foolish to expect much of a result. But if we pour ourselves into these important activities with enthusiasm and joy, we can be sure of an amazing harvest. Question: In what ways could you become more generous in your own giving? Prayer: Lord God our Father, you have been incredibly generous to me and I thank you with all my heart. Teach me more of what it means to be increasingly generous in my own giving. Amen

Middle Class Film Class
Gab & Chatter: Mad God / Crazy Rich Asians / Barry / Cargo / Keep Sweet: Pray and Obey / Brian & Charles / Gatlopp

Middle Class Film Class

Play Episode Listen Later Jun 20, 2022 72:39


On this episode: Lord of the Rings anime, Sam Jackson's favorite role, and Ezra Watch 2022. PLUS… Taika Waititi's vision for Star Wars, and the sequel none of us knew we wanted. In news: COVID, Public restrooms, Lord of the Rings anime, War of The Rohirrim, Kenji Kamiyama, Rings of Power, LOTR Amazon series, Solo: A Star Wars Story, Game of Thrones, Peter Jackson, Meet the Feebles, Bad Taste, Samuel L. Jackson, Nick Fury, Denzel Washington, Gary Oldman, Amber Heard, Movie 43, Vince from Sham Wow, Flex Seal, Slap Chop, Bambi 3, Michael Elliott, Ezra Miller, Sioux tribe. Warner Brothers, The Darkest Hour, Winston Churchill, Taika Waititi, Thor: Ragnarok, Thor: Love and Thunder, What We Do in the Shadows, Boy, Eagle vs Shark, Hunt For The Wilderpeople, Jojo Rabbit, Star Wars, Rogue One, Joker sequel, Harley Quinn, Margot Robbie, Lady Gaga, Joker: Folie a Deux, Shared Psychosis, Shared Delusional Disorder, SDD, Glass Onion: A Knives Out Story, Poirot, Rian Johnson, Daniel Craig, Saint Maud, Tenethttp://www.MCFCpodcast.comEmail us at MCFCpodcast@gmail.com   Leave us a voicemail (209) 730-6010Get some merch:https://middle-class-film-class.creator-spring.comJoseph Navarro   Pete Abeytaand Tyler Noe   Streaming Picks:Keep Sweet: Pray and Obey - NetflixBarry - HBOMad God - ShudderCargo - NetflixCrazy Rich Asians - HBOAd spot this week. Piecing it Together with David Rosenhttps://www.piecingpod.com/https://podcasts.apple.com/us/podcast/piecing-it-together-podcast/id1355980034https://open.spotify.com/show/7p0feDfiVX8CBRouqXwEPG?si=f72d8b312c904c09

Shaping Opinion
Encore – Berlin’s Wall that Killed

Shaping Opinion

Play Episode Listen Later Jun 20, 2022 37:50


Historian, author and Heritage Foundation Distinguished Fellow Lee Edwards joins Tim to talk about the Berlin Wall, the world that created it, the Cold War that fostered it, and the free world that brought it down. This episode was originally released April 1, 2019. https://traffic.libsyn.com/secure/shapingopinion/Encore_-_Belin_Wall.mp3 The Berlin Wall was as much a symbol for communist oppression as it was a barrier created to contain citizens of communist East Germany. At the end of World War II, the allies held two peace conferences in Yalta and Potsdam to determine the postwar map of the world. The key figures at those conferences were Winston Churchill of the United Kingdom, Joseph Stalin of the Soviet Union and Franklin Delano Roosevelt of the United States. Tensions were already rising between the West and the Union of Soviet Socialist Republics or the USSR. In this context, the allies decided to split Germany into four “allied zones” to weaken the threat of that country re-emerging as a threat to world peace. The Eastern part of the country would be controlled by the Soviet Union, and the western part would fall under the control of the United States, Britain and later France would join. While Berlin is located in the eastern part of Germany, at Yalta and Potsdam, it was determined that as the capitol city, it had such significance that it, too, should be divided. Going forward, West Berlin became a thriving westernized city and enjoyed postwar prosperity, even though it was located deep inside communist East Germany.  East Berlin, on the other hand, remained in dire straits under the tight grip of communism. The Soviets decided to drive the West out of West Berlin. In 1948 they initiated a Soviet blockade of West Berlin to starve the Western Allies out of the city. The U.S. and its allies decided to conduct airlifts of humanitarian aid to West Berliners. Eventually the blockade ended, but tensions continued as the Soviets and the U.S. as super powers engaged in a nuclear arms race for global domination. The threat of World War III was ever-present. By 1958, the Soviets lost large numbers of skilled workers to the West as more and more of East Germans sought freedom in the West. By June 1961, roughly 19,000 people left East Germany through Berlin. On August 12, 1961, roughly 2,400 refugees defected to Berlin in a single day. This was the largest number of people to leave East Germany in one day. That night, Soviet Leader Nikita Khrushchev approved East Germany's plans to stop to flow of refugees by closing its border. In one night, part of the Berlin Wall was built.  This did not defuse tensions but had the opposite effect. While it slowed the flood of refugees going from communism to freedom, it only exacerbated Cold War tensions. This did not stop captive East Germans from trying to escape communist oppression. 171 people died trying to defect, while another 5,000 East Germans found a way to successfully reach freedom in the West. Ronald Reagan's Speech On Friday, June 12th 1987, President Ronald Reagan gave a historic speech of his own at the Berlin Wall. In it, he stepped up his pressure on the Soviet Union, reinforcing his strong positions against the oppression of communism, and then he delivered the now famous line when he called for Soviet leader Mikhail Gobachev to “Tear down this wall.” The Fall November 9, 1989 0 East Berlin's Communist Party announced a change in its travel ban with the West. They said East German citizens were now free to cross the city's borders. Both East and West Berliners descended on the wall and celebrated. Guards opened the checkpoints and 2 million people from both East and West joined together to celebrate. Then they physically started to tear it down. Links The Heritage Foundation A Brief History of the Cold War, by Lee Edwards and Elizabeth Edwards Spalding (Amazon)

The Bible Study Hour on Oneplace.com

There are moments in every life which, if seized upon, provide an opportunity for greatness. Winston Churchill referred to one such time as England's finest hour, and used that slogan to rally his nation from the throes of wartime defeat. Join Dr. James Boice as he reveals Moses' finest moment when he offered up himself to save his people. To support this ministry financially, visit: https://www.oneplace.com/donate/81/29

Asset Champion Podcast | Physical Asset Performance, Criticality, Reliability and Uptime
Ep. 84: Energy, Sustainability and the Future of Asset Management Technologies with Daniel Stonecipher of Schneider Electric

Asset Champion Podcast | Physical Asset Performance, Criticality, Reliability and Uptime

Play Episode Listen Later Jun 17, 2022 22:08


Daniel Stonecipher is Head of Revit Electrical and an Electrical and BIM Software Leader at Schneider Electric Energy & Sustainability Services. Mike Petrusky asks Daniel about his journey as a strategic executive technology leader and entrepreneur designing, integrating, developing and delivering BIM/GIS, IWMS, CAFM, AR/VR and IoT based technologies. They discuss the challenges and opportunities for facilities and asset management leaders in our changing built environment and explore some of the technology tools available today. Daniel is also the BIM/GIS Group Leader and Immediate Past President of the IFMA Technology Community where he and Mike first met many years ago. They reminisce about the evolution of the industry and share inspiration for being an Asset Champion in your organization with quotes from both Winston Churchill and Obi-Wan Kenobi! Connect with Daniel on LinkedIn: https://www.linkedin.com/in/dstonecipher/ Learn more about the IFMA Technology Community: https://it.ifma.org/ Connect with Mike on LinkedIn: https://www.linkedin.com/in/mikepetrusky/ Learn more about the iOffice + SpaceIQ Asset Division and explore more interviews at: https://www.assetchampion.com/ Share your thoughts with Mike via email: podcast@iOFFICECORP.com  

How to Scale Commercial Real Estate
Keeping Your Fingers On The Industry Pulse

How to Scale Commercial Real Estate

Play Episode Listen Later Jun 16, 2022 19:49


Real estate investing has long been one of the proven ways to become wealthy. But like any other business, it's not as easy as it sometimes appears. Wesley Yates is the Co-Founder of VFR Capital Investments, a real estate investment company focused on the acquisition, management, and disposition of opportunistic to core-plus multifamily assets that can be repositioned on behalf of and for its investors. With his years of experience in real estate space and management, he shares valuable lessons on how you could start investing in real estate with little capital, finding the best people for your team, and how to qualify deals.   In late 2018, he turned down an Operations Management opportunity with Amazon to begin actively networking within the real estate investing community. Quickly building relationships with other like-minded entrepreneurs, he has created an extensive network of accredited investors who believe in his vision for methodically acquiring commercial assets.    Wesley is an enthusiastic leader and brings with him skills crucial to building successful teams and driving performance.   [00:01 - 03:14] Walking Away From a Job Opportunity to Get Into Real Estate Get to know Wesley Yates How Wesley led his team in growing their portfolio from zero to 862 units in just a little over 15 months   [03:15 - 09:11] Learning from Failure Experiencing his first failed deal Putting up his own team together  Achieving self-confidence with his wife's support Being willing to admit defeat and reflect on what went wrong   [09:12 - 17:31] Tips on How to Stand Out and Succeed in Real Estate The bad advice he received while scaling When it is best to get greedy Learning to say No Take the time to build relationships with the gatekeepers How Wesley leaves a good first impression Know who you are working with   [17:32 - 19:49] Closing Segment The best piece of advice Wesley has ever received Reach out to Wesley!  Links Below Final Words   Tweetable Quotes   “It's not a matter of when you hit a problem. It's not a matter if you have a problem. It's a matter of when. So who you have with you fighting those is really going to determine on how successful you are.” - Wesley Yates “Sometimes you got to look yourself in the mirror and just really go, what do you want? What can you live with? At the end of the day, what can you live with? Can you live with saying, I failed to chase a dream? Or I was too scared to try?” - Wesley Yates “You can't make a bad deal good. But you can make a good deal better.”  - Wesley Yates -----------------------------------------------------------------------------   Connect with Wesley Yates for commercial real estate investment opportunities! Visit the VFR Capital Investments now and follow them on Facebook and LinkedIn. Email Wesley at wesley@vfrcapitalinvestments.com.  Connect with me:   I love helping others place money outside of traditional investments that both diversify a strategy and provide solid predictable returns.     Facebook LinkedIn   Like, subscribe, and leave us a review on Apple Podcasts, Spotify, Google Podcasts, or whatever platform you listen on.  Thank you for tuning in!   Email me → sam@brickeninvestmentgroup.com Want to read the full show notes of the episode? Check it out below: [00:00:00] Wesley Yates:  One thing I will say and whatever advice you're taking it from vet out who is giving it, right? So if someone's telling you it's okay to overpay, meaning you know what if it's a good deal and you believe in it, then it's okay to get more aggressive on your price.  [00:00:28] Sam Wilson:  Wesley co-founded VFR Capital Investments, a syndication company that is owned by a team of veterans and first responders. He served as the CEO and he's led his team and growing their portfolio from zero to 862 units in just a little over 15 months, estimated about $70 million in assets under management, Wesley, welcome to the show.    [00:00:47] Wesley Yates:  Thanks, Sam. I appreciate you having me on.   [00:00:49] Sam Wilson:  Hey, man pleasures mine three questions I ask every guest come to the show 90 seconds or less. Where did you start? Where are you now? How did you get there?   [00:00:56] Wesley Yates:  Where did I start? I started at the bottom. Where am I now? Closer to the top? How did I get there? A lot of hard work racking my brain and most importantly, having the right team by my side. Because it's not a matter of when you hit problem. It's not a matter if you have problem. It's a matter of when. So who you have with you fighting those is really going to determine on how successful you are.   [00:01:20] Sam Wilson:   Man, I love that. That's absolutely right. Tell me when did you decide to take the plunge from smaller deals into larger deals?   [00:01:29] Wesley Yates:  So yeah, like a lot of people I think, you know, they started with residential, really wholesale. And I was more like a plus one. My wife was the one that was really in real estate. I was on a contract to go to Amazon. So I'm like, Yeah, I'm just here, you know. So as I was networking, it was really that was the story. But I got a phone call on July 19 of 2019 said, Hey, do you want to do some syndication? I said, Do I need a license for that? They laughed. I was serious. But showed up the very next day and just started networking had about 250 cards in my pocket after the first event. First conversation went something like this, Hey, what do you guys do? They said, You know, we're investors, investors, investors, I'm LP and this many doors, all that what do you do? Oh, I'm gonna be raising capital for a group. That's, you know, syndicating multifamily. They asked me, you know, the typical questions, what's your cash on cash? What's your target IRR? What's your total returns holding times? I didn't know a single thing that they had said. So I reverted back to my old days of being a leader in the military. You never could say, I don't know, you could say I will get you the answers. So that's exactly what I said. You know, those are great questions, I'd really like to get you the right answers. So whenever we get closer to ironing out our numbers, I'd like to be able to get those to you. Do you have some way for I can reach out to you later on? Boom, boom, boom, five cards, went back to the group that invited me there. said, Yeah, I have no clue what cash on cash IRR. So back and forth, I went for a good hour and a half of that event. And still, by the end of it was having full-blown conversation. So cared more about the journey ahead and building momentum than how dumb I looked asking what people would call dumb questions. So that's where I started. And that was, you know, was that almost three years ago now? So   [00:03:15] Sam Wilson:  Oh, and so you started off raising capital for somebody else? Yes, sir. And is that what you do now?   [00:03:23] Wesley Yates:   No, I will like I am now in a more the CEO route, found out that I was better with my brain doing the operations overseeing the formulas, the processes, you know, I've got the whole six sigma training, the, you know, I was gonna go work at Amazon as one of their manufacturers was the operations managers. And so a lot of tracking performance, tracking efficiency, you know, driving that all forward. And so that's kind of what I did to our team and our processes is put a manufacturing engineer mindset to it. And we really started cranking out some deals. But it wasn't until I put, I guess, my own team together that I ever closed the deal our first year and a half of syndicating with other teams, I was not successful.   [00:04:11] Sam Wilson:  What do you mean by that? You were not successful? I mean, if you're putting deals together with other teams, did all the deals fall through today?   [00:04:18] Wesley Yates:  Just yeah. So in a nutshell, the, you know, as I was raising a capital A, you know, raising capital for that first role for that first team. You know, there were some things that I found out later on, once we really got into due diligence of our first deal, kind of notice that or some unethical things that have been done in the underwriting some unrealistic things that had been changed in the underwriting to just make numbers work. And, you know, I kind of rapidly dove into everything to where I could, you know, read the underwriting, or at least started catching on to those things. So yeah, I had to say, hey, look, I can't move forward with this deal in my better judgment, and told my investors in good faith I cannot advise you to invest in This deal, some of them kind of said, Okay, most of them respected that. And one of them is actually now one of my partners on my company today. So one of the co-founders of our company, Robert Newbern was actually originally going to be a passive investor. So, you know, less than I kind of learned a lot. I mean, still is, you know, you can have many different definitions to that. But did I close a deal? No, I did not close a deal, until I started my own team with the right people. So up to that point, it was more of an I was learning, and it was a trial, and fail and learn and move forward. So   [00:05:40] Sam Wilson:  what gave you the confidence to keep moving forward or being as the new guy to the space you're learning from some other people, then you get involved and you put time, effort and energy, you're going to conferences, you're shaking hands, you're talking about deals, you're, you know, have an investor conversation, then you get halfway through it, you're like, oh, wait, I don't like any of this. And I don't want to work with these guys anymore. I mean, that's, that's, that's a lot of setback for somebody new to the industry. What gave me the confidence to say, you know, that I'm on to something, I just haven't figured out the right way to do it yet.   [00:06:10] Wesley Yates:  Well, I don't know. To be honest, sometimes I made the joke that I was just too dumb to quit. I guess it's that inner marine and us we hate failure. I mean, you gotta practically kill us before we'll stop trying. Right. And I think that's what it was, is I still saw every step of the way, I did learn, I did grow. So I was scaling up. Even without, you know, closing something, I went from just investor relations to, you know, operations of a hospitality company, to a co-manager of $100 million fund. So I was still scaling up and building up experience and building up skill sets, learning more rapidly growing. So I still believed in myself at the end of the day, but I'll be honest, a lot of it has to do with my wife. My wife really supported me through all of that at the end of the day, she she kind of let me know, you know, you can do this. You've got what it takes. My family didn't feel the same sentiment of that, you know, a lot of my family flat out, tell me you're you're an idiot. What are you doing? You walked away from a guaranteed paycheck with Amazon and all the bells and whistles? To do this? What do you what do you do? So sometimes you have to look in the mirror and just really go what do you want? You know, can you can't What can you live with? At the end of the day? What can you live with? Can you live with saying I failed chasing a dream? Or I was too scared to try. You know, which regret Do you want to have? And I felt like I would rather chase this thing down to the bitter end until I could catch it, beat it and make it mine. Before I wanted to say nah, I gave up.   [00:07:48] Sam Wilson:   I think that's a valuable lesson. And I'm butchering this, this quote, but it's something like failure weighs ounces, regret weighs tons. Something to that idea,   [00:07:58] Wesley Yates:  one of the things that I think I've read, I've read, you know, the little motivational quotes that and it's funny because I hate rah, rah. But some of those quotes still get me okay, they still get me I think the one that really helped me when I needed it, it said, Winston Churchill says success is going into a new endeavor with the same enthusiasm. You started the last, huh? And I was like, well, there you go. So, you know, a lot of people say, as long as you learn, you didn't fail. And I think that's one thing that, you know, throughout my time in the military, throughout my time as an entrepreneur, I realized that if you don't look back and reflect on the lessons learned the Hey, what did I do wrong? What did I do right? Then? How are you going to grow? You have to be willing to admit defeat, you have to be willing to meet to address. Where did you mess up? versus what's that? And, you know, that's something that I've always been able to do is look back on whether it was a successful takeover, it was a complete fail. Where could I have made that process better? What can I have done? What could I have had differently in place to make overall something move better in the future?   [00:09:12] Sam Wilson:   That's a great stance, and one that is often sorely lacking in today's society is just that personal responsibility piece. What's what is though, perhaps, some bad advice that you received during the scaling process? Has there been anything that you dislike? And somebody told me this and that was completely bogus.   [00:09:31] Wesley Yates:  It's okay to overpay.   [00:09:35] Sam Wilson:   Elaborate, please.   [00:09:38] Wesley Yates:  One thing I will say and whatever advice you're taking it from, vet out who is giving it, right. So if someone's telling you it's okay to overpay meaning you know what if it's a good deal and you believe in it, then it's okay to get more aggressive on your price. Like okay, but then I stood back and I reflected on who was telling me that was the guy that required me to use his broker to buy his deal that gets paid on commission based on price. So of course, he's going to tell you it's okay to overpay. But yeah, I would say that right? There is probably one of them. That's still It's like no, you mean, in real estate. And really anything, you make your money on the bot, right? You make your money on the buy, because there is a ceiling to a market, there is a ceiling to, to an industry, and including into every asset. So you've got to know what that is, and believe in your numbers stick to a criteria. And don't fall for it. You know, was, since we're big on quotes right now was Abe Lincoln said, Whoa, it was like, find your stance and stand firm or something like that. Like I probably butchered that one worse than you did. But, you know, basically, you know, that's a lot of the advice that I look at from the, you know, true leaders and true successful people. You know, Warren Buffett is a good one. I think right now, in today's times, it's never, it's never been more true, then be cautious when others are greedy, and greedy when others are cautious, right. And as we are going through this syndication has never been more hot of a topic. And I was looking at some people that were studying justification, they say there's going to be a 60% increase of syndicators in the next two years. So it's like, wow. And everyone's just trying to, you know, get there do get a deal. Get a deal, right. So, you know, in some just being out flat, greedy, we've had the lowest interest rates, and you know, whatever, almost right. And now we're fixing to go from that switch to where, look, the feds have just announced they're gonna rise again, and be even more aggressive than the last race. So and they're not done. So now's the time to really be cautious, and let others be greedy. And then later when the shoes on the other foot and you know, maybe we could see, hey, it might be a buyers market here soon. That's when it's time to get greedy with the right plan.   [00:12:01] Sam Wilson:  Yeah, that's for sure. Give me that. In practical terms, though. I mean, you guys are still actively buying, you're still actively looking at deals? What are you guys doing differently now, maybe than what you weren't doing? Or what are you guys doing differently now that you weren't doing six months or a year ago?   [00:12:17] Wesley Yates:  saying no. What I mean by that to elaborate is, you're gonna have some opportunities that come your way. And you got to understand is it a valid opportunity? Or is it just a time suck? Is it a, you know, risk? How much risk is with saying, yes, how much risk comes with actually acquiring the assets? We've had a whole lot more deals that we had the opportunity to be a part of that we said no, than the few that we were, I will be under, you know, understanding, looking back to where I was looking for that first deal. And so hungry and so almost desperate for it, it's hard to say no, it's hard not to try to make something work. But one thing that I've realized very early on, and I've just instilled it into every one of my team members is, you can't make a bad deal good. But you can make a good deal better. And that's really what it is of that is we screened more finally, we stick to our criteria. And at the end of the day as a syndicator, you're not looking for deals for you. Whether you realize that or not, you're not looking for deals for you. You're looking for deals for your investors, right? So what are your investors ultimately looking for? Because if you don't have a seller, if you don't have an investor, you better have the money yourself. So, you know, that's a lot of what we had to get, you know, more fine-tuned of what we're looking at and branching out to say, you know, what, there are more markets than just my backyard.   [00:13:48] Sam Wilson:  What? Yeah, I like that. Maybe that's you maybe you're gonna answer this question already. But what are you guys doing to be competitive? Like when you do put in an offer on a property, especially in multifamily? It's unlikely you're the only offer? So what are you guys doing to be competitive?   [00:14:07] Wesley Yates:  So a lot of that goes back before you even make that offer. A lot of that goes back and when people realize that this is a game of relationships with other co sponsors, but more importantly, with the gatekeepers, that's what I call my brokers. Ultimately, the brokers are the gatekeepers to the good deals, if they don't have a good feeling about your you and your capabilities, and ultimately, obviously, it's not just me, but when I say you, I mean my team, your team, then they're never going to push your package forward in front of that seller. You know, example right now, I was a good 300 I think maybe 500,000 under some of the other offers going into best and final. But the broker liked our team to the point where he encouraged the seller to still take our offer even a lesser amount because of who we are and what we have done. So even if you are looking at your first deal, co sponsor with someone that has been there that has a sucessful track record, that's how you can still overcome that. But take the time to really build your relationship with your brokers. Because that'll go a long way when the time really counts and do more than just put in an offer. When I put in my offer, I have a nice brochure that says who is VFR Capital Investments? What do we stand for? Why us, the bios of every member, the team and our portfolio and a nice PDF brochure versus just a letter, just a, you know, a Word document bio, or even worse an email, Hey, this is who I am in the body of an email. So take the time you get one first impression to that seller. I've had sellers actually come to properties and come up and say, Hey, while we were doing our due diligence, and they recognize us from our from the logo on my shirt, it was like, Oh, you're the VFR Capital Investments team. Yes. Hey, you know what, guys, I really want to let you know, I really liked your story. And your brochure really impressed me I had higher offers. But because y'all look like y'all were more prestige and more sophisticated, I ended up going with y'all. I've been told that twice now on two different properties during the due diligence that the sellers had to come out just to meet us.   [00:16:23] Sam Wilson:  That's cool. And that's, that's a good gold nugget, you know, getting, you know, developing your relationships with as you call it, the gatekeepers and doing more than just putting in your offers and finding ways. And those are relatively almost cost-free ways. You know, to stand out, some people are taking much more aggressive stances, and putting down you know, hey, we're gonna throw in a half-million bucks of hard money, day one, whatever it is, you know, trying to stroke the bigger check, which is, you know, that may be necessary to that's another card in the, in the deck of cards you can play, but I like what you're talking about. They're just an easy way to stand out.   [00:17:05] Wesley Yates:  Yeah. And I didn't have the deep pocket to go. I mean, I started this, I was making $24,000 a year, I was broke. So you know, having the deep pockets to be like, You know what, I'll just do a little bit more. Let me slide this over there. So I worked what I had, and I had the ability to take the time to actually get to know who I was going to be working with. And that was to me, in some cases to others. More important than how much dollars were on an offer.   [00:17:32] Sam Wilson:  Yeah, absolutely. What's one great piece of advice, we asked this question earlier a bad piece of advice he received? What's probably the best piece of advice you feel you've been given?   [00:17:43] Wesley Yates:  Hmm, that's a good one. I think you would probably be you know that. It's okay to say no, I know, I kind of discussed that. That's really something that that I've struggled with, but it's okay to say no, it's not an admittance of failure if you're saying no to something that is ultimately a dead end. Right. And that's something that I know some people might not relate to, but, you know, everything that dangles in front of you is not, it's not something that you need to chase, they could just truly be a carrot on the stick.   [00:18:14] Sam Wilson:  Right? Right. You have the stick at the end of the carrot. You gotta watch out for that stick. Yeah, yeah. That's absolutely awesome. Wesley, thanks for taking the time to come on today, really break down your story, how you have found success, the things you're doing to remain competitive, protect your downside, giving us some kind of insight on what you do to establish relationships with brokers and really just kind of your investment thesis and mindset that you've taken and implemented to get you to where you are today. If our listeners want to get in touch with you or learn more about you, what is the best way to do that? Yeah,   [00:18:47] Wesley Yates:  So I've got my email, wesley@vfrcapitalinvestments.com. And you can look it up on Facebook or LinkedIn, we're there as well. And I'd be happy to connect and if there's anything I can do to help another co-sponsor, with their first deal or their hundreds of deals. We're always happy to sponsor beyond co-sponsor a deal and, and hopefully add value as well as hopefully maybe learn from another person's strategy. So that's, that's what we're about.   [00:19:19] Sam Wilson:  Awesome, Wesley, thank you so much. Appreciate it.   [00:19:22] Wesley Yates:  Thanks, Sam.

World Footprints
Winston Churchill's Connection to a Small Midwestern Town

World Footprints

Play Episode Listen Later Jun 16, 2022 31:42


In this World Footprints podcast, Tonya and Ian Fitzpatrick explore the life and times of Winston Churchill, his impact on the world and his relationship with the small town of Fulton, Missouri (MO).

Guidelines For Living Devotional
Stop Looking Back At The Past

Guidelines For Living Devotional

Play Episode Listen Later Jun 15, 2022 4:50


"As long as the present is at war with the past," said Winston Churchill at the conclusion of World War 2, "there is no hope for the future!"  The connection between the present and the past is something like the force of heredity.  It's there, but it can't always get you where you want to go.  Writing to the Philippians, Paul stressed the importance of forgetting the past and focusing on the future.  He wrote, "Brothers, I do not consider myself yet to have taken hold of it.  But one thing I do:  Forgetting what is behind and straining toward what is ahead, I press on toward the goal to win the prize for which God has called me heavenward in Christ Jesus" (Philippians 3:13-14).

The WW2 Podcast
168 - Operation Foxley

The WW2 Podcast

Play Episode Listen Later Jun 15, 2022 39:44


Operation Foxley was the name of the secret plan supported by Winston Churchill to assassinate Hitler in 1944-45. Different methods of assassination were considered, such as a sharp shooter or poisoning, through to a more elaborate plan that included hypnotism. I'm joined by Eric Lee. Eric has been with us before, in episode 130, to discuss the Georgian uprising against the Germans on the Dutch island of Texel at the end of the war. His new book is Britain's Plot to Kill Hitler: The True Story of Operation Foxley and SOE. Patreon:patreon.com/ww2podcast

Oooh, Spooky
Episode 185 - Patricus Hilarious, Prediction Poem, Witch Sabbaths, Distant Communication, Winston Churchill, Gingerbread Man

Oooh, Spooky

Play Episode Listen Later Jun 14, 2022 42:43


Or Patty Funny, Hypothesis Haikus, Sorceress Sundays, Far Chatting, Gary Oldman, Sweet Lad.

Debout les copains !
Mondaines (mais pas trop !)

Debout les copains !

Play Episode Listen Later Jun 13, 2022 77:57


Historiquement Vôtre réunit 3 mondaines (mais pas trop !) : celle qui l'était à moitié, la demi-mondaine Emilienne d'Alençon, l'une des 3 grâces de la Belle Epoque qui a partagé sa vie entre ses aventures de comédienne sur scène, et celles - plus horizontales - avec des hommes (et des femmes aussi) dans son lit. Puis, mondaine, elle, elle voulait l'être, et l'a été grâce à son mariage : Doris Delevingne ou la vicomtesse Castlerosse, partie de rien et devenue la reine de la haute société londonienne, jusqu'à se faire repérer, peindre - et voire plus - par un certain Winston Churchill. Et une fausse mondaine qui avait tout d'une vraie à quelques détails près, trompant son monde avant de se faire attraper : Anna Sorokin.

Rien ne s'oppose à midi - Matthieu Noël
Mondaines (mais pas trop !)

Rien ne s'oppose à midi - Matthieu Noël

Play Episode Listen Later Jun 13, 2022 77:57


Historiquement Vôtre réunit 3 mondaines (mais pas trop !) : celle qui l'était à moitié, la demi-mondaine Emilienne d'Alençon, l'une des 3 grâces de la Belle Epoque qui a partagé sa vie entre ses aventures de comédienne sur scène, et celles - plus horizontales - avec des hommes (et des femmes aussi) dans son lit. Puis, mondaine, elle, elle voulait l'être, et l'a été grâce à son mariage : Doris Delevingne ou la vicomtesse Castlerosse, partie de rien et devenue la reine de la haute société londonienne, jusqu'à se faire repérer, peindre - et voire plus - par un certain Winston Churchill. Et une fausse mondaine qui avait tout d'une vraie à quelques détails près, trompant son monde avant de se faire attraper : Anna Sorokin.

Find Joy...No Matter What
Episode 119: Deal With Disappointment

Find Joy...No Matter What

Play Episode Listen Later Jun 13, 2022 12:30


Thanks for joining Jill Baughan today on Finding Joy ...No Matter What. Make a Joy Box for Someone You Care About: https://jillbaughan.com/joy-box/ Wooll, Maggie. “5 Proven Ways to Deal with Disappointment and Beat the Blues.” BetterUp, December 13, 2021. https://www.betterup.com/blog/disappointment Winston Churchill: “Success is the ability to go from one failure to another with no loss of enthusiasm.” Connect with Jill: Facebook ~ Instagram ~ Twitter ~  Website

The Storm Skiing Journal and Podcast
Podcast #89: Mountain High & Dodge Ridge President and CEO Karl Kapuscinski

The Storm Skiing Journal and Podcast

Play Episode Listen Later Jun 10, 2022 87:45


To support independent ski journalism, please consider becoming a free or paid subscriber. Paid subscribers receive thousands of extra words of content each month, plus all podcasts three days before free subscribers.WhoKarl Kapuscinski, President and CEO of Mountain High and Dodge Ridge, CaliforniaRecorded onJune 6, 2022About Mountain HighClick here for a mountain stats overviewOwned by: Invision Capital and Karl KapuscinskiLocated in: Wrightwood, CaliforniaClosest neighboring ski areas: Mt. Waterman (45 minutes), Mt. Baldy (1 hour, 15 minutes – they’re only 8.4 miles apart as the crow flies, but 57.4 miles apart via road!), Snow Valley (1 hour, 25 minutes), Big Bear/Snow Summit (1 hour 40 minutes)Base elevation | summit elevation | vertical drop:West Resort: 7,000 feet | 8,000 feet | 1,000 feetEast Resort: 6,600 feet | 8,200 feet | 1,600 feetNorth Resort: 7,200 feet | 7,800 feet | 600 feetSkiable Acres: 290Average annual snowfall: 117 inchesNight skiing: North onlyTrail count: 60 (35% advanced, 40% intermediate, 25% beginner)West Resort: 34 (1 expert, 16 advanced, 12 intermediate, 5 beginner)East Resort: 16 trails (1 expert, 4 advanced, 7 intermediate, 4 beginner)North Resort: 10 trails (6 intermediate, 4 beginner)Lift count: 14 (2 high-speed quads, 2 fixed-grip quads, 3 triples, 4 doubles, 3 carpets - view Lift Blog’s inventory of Mountain High’s lift fleet)West Resort: 1 high-speed quad, 3 triples, 2 doubles, 2 carpetsEast Resort: 1 high-speed quad, 1 quad, 2 doubles, 1 carpetNorth Resort: 1 quadAbout Dodge RidgeClick here for a mountain stats overviewOwned by: Invision Capital and Karl KapuscinskiLocated in: Pinecrest, CaliforniaClosest neighboring ski areas: Bear Valley (2 hours, 6 minutes), June Mountain (2 hours, 24 minutes), Mammoth Mountain (2 hours, 37 minutes), Badger Pass (2 hours, 45 minutes), Kirkwood (2 hours 58 minutes)Base elevation: 6,600 feetSummit elevation: 8,200 feetVertical drop: 1,600 feetSkiable Acres: 862Average annual snowfall: 300 to 500 inchesNight skiing: NoTrail count: 67 (40% advanced, 40% intermediate, 20% beginner)Lift count: 12 (1 fixed-grip quad, 2 triples, 5 doubles [2 of these doubles - lifts 1 and 2 below, are making way for one triple chair for the 2022-23 ski season], 1 T-bar, 1 ropetow, 2 conveyors - view Lift Blog’s of inventory Dodge Ridge’s lift fleet)Why I interviewed himIn the Midwest of my youth, the calculus was simple: north, cold; south, warm. The only weather quirk was lake-effect snow, tumbling off Michigan and Superior in vast snowbelts west and north, and across that mysterious realm known as the UP. Altitude wasn’t a factor because there was no altitude. Iowa, Nebraska, the Dakotas get rounded up by the chortling masses reaching for a flatland target to ridicule, but they overlook Michigan by ignorance, or, if they’re Michiganders, denial and self-preservation. Midland County, where I grew up, is the flattest place I have ever seen, a forever plain that disguises itself in treed horizons.  It was California that alerted me to the notion that altitude could override latitude. It could snow in the south. You just had to get to the sky. The mountains went there. Humans have so overrun modern SoCal that it is easy to forget what an amazing natural monster it is: foreversummer – or at least foreverspring – on the coast. From the beach with bare feet in the sand you can see the mountains*, snow-capped and forbidding, impossible and amazing, thrusting Tolkien-ish over pulsing Los Angeles. Beyond that, deserts vast and inhospitable, stretching hundreds of miles toward the rest of America. Cross that wasteland to understand why California so often feels like a nation of its own – geologically, it may as well be.But what we care about here are those mountains. There is no reason that LA, America’s second-largest city, must have skiing. But it does. Big Bear and Snow Summit, Baldy and Waterman, Snow Valley and Mountain High. From the ocean, the land lurches skyward with astonishing speed. Mt. Waterman, 40 straightline miles from the coast, sits at 7,000 feet. Mt. Baldy, base elevation 6,500, is 52 miles. Snow Valley, 6,800 feet, 67 miles. Snow Summit, 6,965 feet, 74 miles. Big Bear, 73 miles, 7,104 feet. And Mountain High, seated between 6,600 and 7,200 feet, depending upon which parking lot you pull into on any given day, standing 52-ish miles from the ocean.And it snows. Not what-the-hell amounts. This isn’t Tahoe. But enough that, 98 years ago, someone said “well by gum we ought to be snowskiing on these here hills” (in my head, everyone in the past either talks like Yosemite Sam or Winston Churchill), and set up a snowskiing operation at Mountain High. The ski areas of Southern California are not, like the Poconos or the mountains of the Southeast, the products of technology, of machines providing snow where nature provided hills and cold. Mountain High is the fourth-oldest ski area in the country, opened in 1924. Snow Valley opened in 1937. Waterman in ‘42. Big Bear in ‘46. Baldy and Snow Summit in ‘52. From a technology point of view, 1924 may as well have been a different planet. Electricity was this newfangled thing. Forget about snowmaking, or even chairlifts. I’m almost positive dudes must have been up there in top hats and bowties. And indeed here’s a photo of a fellow rocking a kerchief while smoking his pipe:I’ve been processing this for decades, and it still amazes me: there is skiing in Southern California. Of the many geological and geographic wonders packed into our sprawling continent, the mountains-looming-over-the-seaside-city phenomenon remains one of the most stunning in its asymmetric, improbable glory.And here, in the clouds, dwells Mountain High. Once, this complex was three competing ski areas, fighting it out for families scaling the mountains in rear-wheel drive Buicks and skiing in peacoats. Everything is different now. Those three ski areas – Blue Ridge (West), Holiday Hill (East), and Table Mountain ne Sunlight (North) – are still three separate ski areas, but they operate as one. The cars are better, the gear is better. Vapers and backpack speakers rule the day (Though were I to spy a chap swiveling downslope with poles tucked underarm while puffing on a pipe, I daresay I would invite the old swell to a game of backgammon and a bottle of my finest mead [and there’s the Churchill]). Somewhere along the way, Mountain High installed chairlifts, and then, snowmaking. But despite all this change, a century on, there is still skiing in Southern California. And what a marvelous fact that is.*“on a clear day,” one must always addWhat we talked aboutThe 2021-22 ski season at Mountain High and Dodge Ridge; a record broken at Dodge Ridge; growing up at Ascutney, Vermont; ascending the ranks to the top of Mountain High; Ascutney’s disadvantages compared to the rest of Vermont; how three once-separate ski areas united to form the modern Mountain High; the novel big-business prospects of “snow play” zones at the base of high-altitude urban-adjacent ski areas; why snow play is “drought-resistant”; Mountain High’s snowmaking source, limitations, technology and potential; the incredible efficiency of modern snowmaking; undeveloped land within Mountain High’s permit area and whether we could see expansion anytime soon; the possibility of connecting Mountain High East and West, and whether that would be done through lifts or skiing; the mountain-to-mountain connection we’re most likely to see; humoring me on the could-we-connect-North-to-East-and-West-with-a-gondola question; the most likely next lift upgrade at Mountain High and what it would take to make it happen; whether we could ever see Mountain High North expand lifts back down into the bowl where trails ran at the old Sunrise ski area; the cultural importance of night skiing and why it’s unlikely to ever expand beyond its current footprint; why Kapuscinski purchased Dodge Ridge last year; how Dodge Ridge is “very culturally different” from Mountain High; the amazing percentage of Dodge Ridge skiers that also have an Epic or Ikon pass; a long-term vision for Dodge Ridge; replacing chair 1 and 2 with a single lift this summer, and how the new alignment will enhance the experience for beginners; how much money the ski area is saving by putting in a new lift rather than a used one; possible alignments for high-speed lifts at Dodge Ridge; what a high-speed lift will run you these days; thoughts on Lift 8; the big expansion opportunities at Dodge Ridge and what sort of terrain skiers would find there; the differences between running a ski area that relies heavily on snowmaking and one that doesn’t; Dodge Ridge’s nascent snowmaking system; whether the ski area could ever get night skiing; reciprocity between Dodge Ridge and Mountain High season passes; the Saturday problem; the number of season passes each mountain sells; an estimate of Ikon Pass sales in Southern California; forming the Powder Alliance; and whether the ski areas are considering joining the Indy Pass.   Why I thought that now was a good time for this interviewKapuscinski has been the king of Mountain High for decades, taking the CEO job in the mid-90s and eventually buying out his partners to take full control of the resort. He gradually grew the place, and in 2004 purchased nearby Sunrise, now Mountain High North, in what was essentially – as he tells me in the interview – an estate sale.That may have been practice for what came last summer, when Kapuscinski purchased big and snowy Dodge Ridge from Frank and Sally Helm, who had run the joint for 45 years.“I’d had my eye on Dodge Ridge for quite some time,” Kapuscinski tells me in the interview. “It was an area that I knew probably wouldn’t draw a ton of interest from the bigger ski companies. There’s not a lot of those areas that are well-positioned, where they still have a fair amount of upside, but aren’t going to get gobbled up by the bigger ski companies.”Dodge Ridge is one of a series of larger-than-you’d-think ski areas – Bear Valley and China Peak are the others – that hangs off the west side of the Sierras, in an awkward limbo that’s invisible to Epic- and Ikon-wielding skiers racing off to Mammoth and Tahoe. It’s a bit of a time machine, a fixed-grip redoubt that lacks material amounts of snowmaking and is seated, in a very un-California way, far from a large city or interstate. But it has terrain, room to expand, and 300-plus inches of snow per season. That’s plenty to work with.With a full season of operations behind him, I figured it was a good time to check in with Kapuscinski to see where Dodge Ridge was sitting and where he planned to take it, and how the ski area may work with Mountain High – six hours away – to form a little in-state ski network. He has plenty of ideas, particularly when it comes to blowing out the lift fleet. Dodge Ridge skiers tired of the 10-minute ride up Lift 7 are going to like where Kapuscinski’s head is at with an upgrade. Things are already starting to happen: this summer, Chairs 1 and 2 are making way for a used-but-rebuilt replacement, and the resort has, for the first time, the whispers of a snowmaking system.With skier visits up across the country and multi-mountain passes opening the state’s resorts to a new generation of skiers, this is an exciting time for California skiing. Kapuscinski is, and will continue for some time to be, an important part of the whole scene.Questions I wish I’d askedGiven that Kapuscinski ran Stevens Pass for many years, I ought to have asked him about Vail’s struggles up in Washington this past season. There was enough, however, to talk about with his two ski areas, and that seemed like the better place to focus. I also neglected to ask which runs, in particular, Kapuscinski had in mind for Dodge Ridge trail improvements when he mentioned that as a priority.What I got wrongThis isn’t really something I got wrong so much as something I didn’t explain properly – when I mentioned Loon’s base-to-base railroad connection, I commented that it “would never get environmental approval” in California. The reason why is that this is an old-fashioned steam train with an exhaust pipe that would embarrass the Onceler:I’m sure it’s grandfathered in in New Hampshire as some sort of tourist novelty, but any base-to-base transit between Mountain High East and West would have to, um, not run on wood. Not that they would propose it, but that explains my remark in the podcast.Why you should ski Mountain High and Dodge RidgeThere was a moment, before I turned against it, when I was in thrall to U.S. America’s car-first notion of civilization-building. Dropping out of the high desert after a cross-country roadtrip my buddy Ron and I found Los Angeles and its spectacular network of freeways. For days we explored, Midwest teenagers awestruck and eager, zippering through staggered herds of Hondas and BMWs in a beat-up GMC pickup with a topper and a brand-new transmission we’d acquired after a mid-night breakdown in Victorville*. What was this magical realm, sandwiched between sparkling ocean and spectacular mountains, with its Beach Brah vibe and its bristling subtext of hustle and ambition? City-strong, nature-adjacent, nearly rainless with moderate coastal temps, it struck me as a sort of American Utopia, everything great about the nation organized into a self-contained realm.It was the skiing, as mentioned above, that most fascinated me. Access to winter without the doldrums of winter, the ice and the wind, the endless months in jackets and boots, the extra 20 minutes in the morning to warm and de-ice the car and clear it of snow. While my infatuation with Southern California freeway culture would not last the week – shattered in a four-hour dead stop southbound on the 5 while the authorities tended to an overturned and fire-blackened vehicle – my belief in the awesomeness of its top-of-the-world skiing never abated. Most of America’s warm-weather cities – Miami, Houston, Dallas – are considerable journeys from easy turns. Not Los Angeles. There are a half dozen choices, right there. Vertical drops up to 2,000 feet. Glades aplenty and skiing into May when the snow comes. Parks, nights, whatever you want. I’m not saying it’s Mammoth. But I’m saying that it’s right goddamn there, and that’s pretty incredible.I never did move to Los Angeles, or anywhere in California. But if I had, I imagine I’d treat that halo of resilient little SoCal ski areas the same way I treat Mountain Creek now – as my local to notch turns between my runs farther north. The season passes are not expensive – Snow Valley’s is just $329 and grants you the option of a discounted Indy Pass add-on. Baldy and Mountain High run $499. Big Bear and Snow Summit are, of course, on the Ikon Pass, and I suppose that’s become the default for so many Southern California residents as a result. But Mountain High remains compelling – North is a beginner’s paradise, completely free of Radbrahs. West is a parks and night-skiing haven. East is the more traditional trails-and-glades option. I guess many people in Southern California simply choose none-of-the-above and wait out winter between trips to Tahoe and Salt Lake. Which, OK. But, I don’t know man, if there’s turns to be had, I’m taking them.Dodge Ridge is a whole different thing. How, exactly, does a mountain sandwiched between Tahoe and Mammoth stand out? Well, by not being Tahoe or Mammoth. The terrain gets plenty of snow. The mountain is big enough. It’s a good place to hide out, especially from high-speed lift snobs with the patience of a fruit fly, who act as though a 10-minute lift ride were the equivalent of waterboarding.Kapuscinski seems committed to changing that and upgrading the rusty lift fleet, but the mountain will always be a smaller alternative to California’s ski resort royalty. He told me in the interview that an amazing percentage of Dodge Ridge passholders also have an Epic or Ikon Pass. For them, Dodge Ridge is where they go when they can’t – or don’t want to – go to the chest-beaters. It is, as Kapuscinski says, “a multi-generational mountain.” Meaning, for a lot of people, it’s home.*To this day (this was 1996), my buddy is convinced that it was my insistence to reroute off I-70 and up US 6 in Colorado that strained the transmission to its breaking point later in the journey. He’s probably right, but I really, you know, NEEDED, to drive past Arapahoe Basin.More Mountain HighIn our interview, Kapuscinski mentioned mothballed plans for a gondola to connect the resort to lower-altitude terrain, which would have eliminated the need for “mountain driving.” I couldn’t find any of these old plans – if you have any materials on this, please send them over.I had a lot of fun poking around in the archives for trailmaps to Mountain High’s predecessor resorts. Here are a few:Table Mountain/Sunlight (now Mountain High North)Poma #1 in this 1970 trailmap of Table Mountain runs in the approximate line of the modern-day Sunlight quad at Mountain High North. Lift service is now restricted to the top portion of the mountain, and Poma #3 on this map stretches down into a bowl that is just a wide-open snowfield on the current trailmap. Holiday Hill (now Mountain High East)It’s hard to make out the modern hill in this map from 1976.In this version, it’s easier to recognize the basic footprint of modern-day Mountain High East. I’m not entirely confident on the date here, as skimap.org suggests this is from 1980, and some sources indicate that the resort merged with its neighbor in 1979.Mountain High WestI couldn’t find any trailmaps of Blue Ridge, as West was originally known. But this 1978 map of the ski area is pretty cool. You can see the outline of modern Mountain High West here: Chairlift #2 here runs along the approximate line of modern-day Lift 6, Exhibition. The resort long ago abandoned the Wild West-themed trailnames, but, for context, “Calamity Jane” is “Calamity” at the modern ski area.This podcast hit paid subscribers’ inboxes on June 10. Free subscribers got it on June 13. To receive future pods as soon as they’re live, consider an upgrade.The Storm publishes year-round, and guarantees 100 articles per year. This is article 63/100 in 2022, and number 309 since launching on Oct. 13, 2019. Want to send feedback? Reply to this email and I will answer (unless you sound insane). You can also email skiing@substack.com. Get full access to The Storm Skiing Journal and Podcast at www.stormskiing.com/subscribe

The World in Time / Lapham's Quarterly
Episode 91: Leo Damrosch

The World in Time / Lapham's Quarterly

Play Episode Listen Later Jun 10, 2022 37:33


“There have been a number of biographies of Casanova, but the time is overdue for a biography of a different kind,” writes Leo Damrosch at the start of “Adventurer: The Life and Times of Giacomo Casanova.” “He was the first to tell his own story, in a massive autobiography entitled “Histoire de Ma Vie”…The word histoire can mean ‘story' as well as ‘history,' and a story it certainly is. Previous biographers have tended to retell it as he told it, adopting his own point of view with only occasional queries. Some have betrayed a vicarious investment in his tales of seduction, just as many readers clearly have; it's interesting that men with great political power, such as Winston Churchill and François Mitterrand, have been especially warm admirers of Casanova. In fiction such a character might be a charming rogue, but in real life Casanova's behavior was often far from charming, and this is evident even when all we have to go on is his own narrative.” This week on the podcast, Lewis H. Lapham speaks with Leo Damrosch, author of “Adventurer: The Life and Times of Giacomo Casanova.” Thanks to our generous donors. Lead support for this podcast has been provided by Elizabeth “Lisette” Prince. Additional support was provided by James J. “Jimmy” Coleman Jr.

SELDI Podcast with Tony Williams
Episode 221: "Look, I am about to do something new; even now, it is coming."

SELDI Podcast with Tony Williams

Play Episode Listen Later Jun 9, 2022 4:08


Greetings, Leaders.  Rejoice, my friends. Again, I say, rejoice!  You are in an excellent time for your journey. Now you stand on the edge of a promising journey ahead. Someone once said, "Timing is everything in business and life." All of this is true for you!  Now, in 2022 we are ready to do and see more wondrous works than ever before. Make giving a priority on your journey. Giving of yourself, your time, talents, insights, etc., are great multipliers of impact. It has been said, "Give, and it will be given to you. It will be given back to you with the same measure you give." I recall listening to several IBM Leaders reflect on what they learned about themselves as leaders.  "It didn't click the first day, but I developed good friends, who became great partners over time, and we created a positive environment that allowed us to grow, even in a virtual circumstance." IBM Leader  "Attitude. 90% was how we reacted to our circumstances by creating an environment of caring for each other." IBM Leader  Great leaders are ordinary people who discover their pathway and purpose and walk by faith in their life and career journey. They believe that they can accomplish more excellent works. Through perseverance, patience, and practicing discipline, they build resilience and the ability to adapt.  Here are some observations of great leaders we can employ to set goals and live by faith  1. Be bold, be strong, and act. Set goals that will stretch you beyond your capacity. It will help you do your best and rely on providence to fulfill the plan.  2. Extend your reach. Plan to affect more impact through the goals you set. Ask; "What is the priority of my life, and how should I invest my talents, gifts and skills, and resources? Ask, and it will be given to you.  3. Expand your vision and exercise your faith. Seek new ways to accomplish the greater good for others first. Believe that all things are possible, and you can find a way to win.  Think about your victories on your journey so far, and reflect on the conviction, courage, and confidence you now have.  Commit to your plan and take the first step. Commitment precedes power. Walk by faith and not by sight.  Winston Churchill, Prime Minister of Great Britain in the 1940s, understood that each of us has a unique contribution to make.  From the beginning, his vision focused on one outcome against the enemy: Victory! This "Victory Mindset" is renewed thinking with power, love, and a sound mind to take action.  The "Victory mindset" is our attitude as leaders for the months and years ahead.  "What is our aim? I can answer in one word: Victory - victory at all costs, victory despite the terror, victory, however long and hard the road may be; without victory, there is no survival." Winston Churchill  And so, it is with us in the moments, days, months, years, and beyond.  Be strong and courageous! For those with us are greater than those who are with them!  Victory!

On the Brink with Andi Simon
316: Rose Fass—The Most Important Conversation Is The One You Have With Yourself

On the Brink with Andi Simon

Play Episode Listen Later Jun 6, 2022 46:04


Hear how to really think about the conversations you're having What if you could see the world through a fresh lens? In today's podcast, I interview Rose Fass, an author, a business executive, and an inspiration to me and to you. Rose has written one book and is on her way with her next one. Her first book, The Chocolate Conversation, focuses on how our conversations become who we are, what we hear, and how we build relationships. Great conversations help us craft clear messages, build a shared worldview, uncover concerns and uncertainties, and help you and others move forward together. As you listen to Rose and her own personal journey, you are going to rethink your own conversations, paying attention to both what you say and what others reflect on your thoughts. Listen in because there is so much to learn! Watch and listen to our conversation here Learning the lesson of resilience from a dandelion Rose tells the story of being a nine-year-old girl, walking home from school with her friends, a bit frustrated like adolescents often are. Her father was a WWII marine and a poet. That day, she saw him picking dandelions out of the lawn. Seeing her, he turned around and smiled and showed her one of the flowers, asking, “Rose, what do you see?” Not knowing what answer he was looking for, she responded, “I don't know Dad. I see a dandelion.” He said, “Yes, but I want you to look deeper and wider. Look beyond the obvious.” Rose asked him: “What do you see?” He paused, looked at her, and said, “I see the end of a long winter. I see the dawning of a new season. I see lovers walking hand in hand exchanging silent expressions of their love. I see children picking these out of the lawns and handing them to their moms.” He went on: “Rose, we, like many homeowners, will use things to take these dandelions out of our lawns, like other weeds. And in their place will come beautiful flowers like irises and tulips and even roses. But the beauty of the dandelion is not in its first expression of spring. It's in the root, because it's resilient. And all of us know that no matter how much we try to get rid of them, they come back double fold.” The message for each one of us is that resilience. As you listen to Rose talk about the work she does with and for her business clients, you will be inspired to respect and expand your own resilience. These are fast-changing times, and resilience, personally and in business, is more essential than ever. Powerful advice for women, those in the C-suite or any leadership role As Rose tells us: How often we think we're having the same conversation — about dark chocolate, for instance — only to be referring to three different things: milk, white or bittersweet varieties. She shows us how to first establish common ground that leads to an effective discourse for addressing relevance, growth and scaling — the three most important issues she sees in business today. Judith Glaser, the great organizational anthropologist and change agent, once told me that all our lives are just conversations — good ones and not so good ones. Rose has amazing insights on this too, and all women in business should pay close attention to her ideas. Searching for your passion and purpose? Start here: Blog: For Women In Business, Now Is The Time To Achieve Your Dreams Podcast: Lisa McLeod—If You Want To Succeed, You Must Find Your Noble Purpose Podcast: Tony Martignetti—Are You Ready To Live A Life Of Inspired Purpose? Additional resources for you My award-winning second book: Rethink: Smashing The Myths of Women in Business My award-winning first book: On the Brink: A Fresh Lens to Take Your Business to New Heights Simon Associates Management Consultants    Read the transcript of our podcast here Andi Simon: Welcome to On the Brink With Andi Simon. Hi, I'm Andi Simon. As you know, I'm a corporate anthropologist, and my job is to help you see, feel and think in new ways. And for our podcast, I go looking for people who can help you do that as well. Our job is to get you off the brink. But unless you can see things through a fresh lens, begin to understand them in a new way, you get stuck, or stalled, or you know what you know, and your brain doesn't really want to change anyhow, thank you very much, please go away. I'm happy where I am. But today, the times are changing. We are in a world that is full of turmoil, everywhere, of all kinds. From COVID, to the Ukraine, to what's going on in corporations, everybody is having a challenging time talking to each other. And so I brought you today a wonderful woman who's going to help you think about the conversations that we're having, and how to turn them into really growth experiences. The whole world is a conversation. We're having a global conversation right now. So today, we have Rose Fass here. Rose and I met fortunately, serendipitously at the Westchester Business Council, where she was presenting an absolutely brilliant presentation. And she's going to share some of those insights with you. It was really so touching. I said, Wow, can I share her with our audience as well? Now, the Westchester Business Council is a marvelous organization. You have no idea how many people I've met there, it's a really cool place. But each time I meet somebody and want to share them, they add some dimension to our day today. Let me tell you a little bit about Rose and then she'll tell you about her own journey. Rose knows, as she says, how to use her unique gift to take a mess and quickly put it in place with effective steps to teach desired outcomes. Interesting, isn't it. So she loves to change as I do, and like me, is a culture change expert. She's a natural facilitator who connects with all types of people at all levels of an organization, from the C-suite to the people closest to the work. She has over 45 years of experience in technology and consumer-based industries. During her career, Rose has opened businesses in the United States, has been a general manager with full P&L responsibility and led major corporate transformations. She was a chief transformation officer at Xerox and she's going to tell you a lot about some of her learnings and why at this point she's ready to help others do all kinds of transformation. These times, they are a-changing as Bob Dylan told us in the 60s. Rose, thank you for being with me today. Rose Fass: Thank you, thank you so much. And it's interesting that whenever I hear my bio, I have to smile a little because I go back to being this little kid in a very small neighborhood with a group of young Italian girls like myself just walking around and trying to figure out what it was that we were going to do when we grew up. So the interesting part about all of this is, I run a company right now called fassforward Consulting Group. And it's probably the culmination of everything I ever did at Xerox. Later I went to Gartner with the now CEO of ServiceNow, Bill McDermott, and then met my colleague and partner there, Gavin McMahon, and we started this about 21 years ago. And I still feel like I'm a student of the subject that I talked about. So I want to bring myself into the room as little Rose, so you know who I am. Then we can decide whether any of us are a big piece of stuff, or we all buy into this world with our brilliance and our muddy shoes. So I used to live in East Utica, New York. That's where I was born, on Ruptor Street, and we had a four-room cold water flat that my dad worked very hard on, kind of getting it to where we would have hot water or mom wouldn't have to boil it on top of the stove. Believe it or not, I'm 72 years old and I can actually think back to those days very fondly. But my claim to fame was I lived down the street from Annette Funicello. All of you young women, she was on the Mouseketeers and we were just all a bunch of Italian girls who could dance and sing and we were all cute. And we just could not understand why Annette got discovered by Walt Disney and ended up in Hollywood and we were left in East Utica. So for many, many days, I walked with a group of Italian girls home, complaining, whining, saying bad things and being green with jealousy. I remember this one day, it was unusual because it was early spring, and if you know anything about upstate New York winters, they're horrible. But the weather was nice and I saw my dad picking dandelions out on the front lawn. I went up to him very quietly, because I just wanted to scoot by. My father was a World War II Marine, a published poet and conversant in all the Romance languages, so he was a very interesting guy. I remember walking by and him saying, Rose, and I halted. I turned around, this little nine-year-old looking at him, and he said, What do you see? And he held up the dandelion. And I thought, Oh, God, I don't want to do this. This philosopher, I don't want to do this. And I said, I don't know Dad, I see a dandelion. And he said, Yes, darling, but I want you to look wider. I want you to look deeper. I want you to look beyond just the dandelion. And he looked at me, and I said, I don't know Dad, what do you see? I think at that point, I had learned how to be very good at rhetorical responses, especially when I didn't have an idea of what to say. I was so down in the dumps that I just didn't have the energy to get into it. I usually did, because I think for my dad I was the one that appreciated poetry and philosophy. So he looked at me and he said, Darling, I see the end of a long winter. I see the dawning of a new season. I see lovers walking hand in hand exchanging silence. I see children picking these out of the lawns and handing them to their moms to put them in juice glasses on the sills as a means of saying I love you. And I looked at him. And I said, you see a lot, Dad. And he said, Rose, soon this dandelion, this beautiful expression of spring is going to become a weed, and we like many homeowners are going to go to the nurseries and we're going to get the stuff that will take it out of the lawn because we want to rid ourselves of this one beautiful expression of spring that's now an ugly reminder of cleaning up the yard. And I looked at him. He said, Because soon honey, the beautiful flowers are going to come along, the irises, the tulips, and yes, even the roses. But the beauty of the dandelion is not in its first expression of spring, it's in the root, because it's resilient. And all of us know that no matter how much we hack at them next year, they come back double fold. We named you Rose, but roses are fragile. In your heart, you need to be a dandelion. That is my signature story. I remember that day of standing there on that little patch of lawn and crying in the arms of the Marine and in the arms of the poet. And for whatever reason, letting it all out and feeling like I may be enough. I didn't think I was but maybe I'm enough. And I think we women struggle with that. And so for the rest of my journey, I have reminded myself that we get kicked around, and we get hacked at. And we just have to be resilient. And so today, I think that's probably more true than ever. And it has held me together for many, many years. Andi, so I want you know who I really am, the little rose, the woman who became who she is today, and that I am a combination of all of those beautiful moments when you learn through pain. Andi Simon: Now, by saying that, I guess I visualized that scene with your father was exhilarating, maybe painful. But he was imparting to you wisdom that's really hard to come by otherwise. Who else would you trust to listen to that way? So you may have cried but I have a hunch he had a long term impact on the way you see the world. It's all of the implications and the meaning that it has. Am I right? Rose Fass: The Marine, unlike the philosopher, said, one rule for my two brothers and me was to be up by 0600, ready for company. Every day of my life, I am out of bed by six o'clock and I get dressed no matter where I'm going. My hair is combed. I've showered and am presentable and so are my brothers. And in his mind, it was the "ready for company" meant a lot of things. Were you ready to be gracious? Were you ready to be approachable? Were you ready to be aware, conscious, willing to help? All those things culminated in that one little statement: be up at 0600 and ready for company. And I've kind of never forgotten that. Today, with people working remotely, I noticed they get on the camera, and oftentimes, they'll take the camera off because they're not camera ready or they're even in sweat pants, and they're looking draggy. And when you don't feel good about yourself, it's hard to feel good about life. Yes, and we're living in a time when I think more than ever we have to bring our best selves to whatever we're doing. Because it's going to get harder before it gets easier. I really believe that. Andi Simon: You're making the important point about our best selves. And I want you to talk a little bit about the career that you had because we could stay on your lessons learned in your youth a lot. But the best self is a very interesting concept. We are working with a lot of women as coaches, and they are successful, but not happy. They have a position or are partner in a firm. They've got degrees, are financially successful and they're asking, Isn't there more? We talk a lot about who am I? What's my purpose? What's my best self? So a little bit more about as you got into your career, you began to carve out an area around transformation. Sounds like your father became living in these companies a little bit further.  Rose Fass: By the way, Andi, you talk about youth. I often relate to men in the work that I do. I tell them there's no more important person in a young woman's life than their father. Mom plays a role but Father gives them the sense of validation and approval of who they are as women. And I think that's critical, just as mothers help their sons become more approachable and more yin and yang. So for me, my early career after I got out of Boston University, I started at Saks Fifth Avenue in an executive training program, and I had two mentors. I had Jan Edelstein, God rest her soul. She was very gypsy-ish, wore all these crazy skirts and crazy glasses and lots of bangles. But knew Judith Leiber, Bottega, every possible fashion brand you can think of in accessories. I was her assistant and I was also assistant to the blouse buyer, who was Miss Janet. And I'm not kidding. Little bow, little glasses like a librarian, always in the black pencil skirt, white blouse, buttoned to the teeth. They could not have been more different. Jan told me to have to learn how to be creative and every bit of data and information you need to make good sound decisions. But let that be one data point that I want you to go with your gut when you feel you know how your experience is and how something speaks to you. Then I went up toJudith and she taught me the process. And it was so procedural. I remember taking an inventory where every single blouse had to be counted. And in those days, these departments were massive. And I walked around and I was spinning. And I was trying to take a few little shortcuts. And she said to me, Miss Maysa (my maiden name), and I said, Yes. She said, You are not to take shortcuts. You will one day take shortcuts but that will be after you learn the long way home, and I'm going to teach you a long way home. The unique part about this was that Jan and Judith were really good friends. They could not have been more different. But they understood each other in their own way. And neither of them really took shortcuts. Most of them understood what it meant to take a long way home. Years later, working with young people and trying to get them to understand that there are steps to getting to an outcome that doesn't just happen because you wish it so, I would say to them, you are taking shortcuts. You can't do that either. You learn the long way home. And here's the long way. It's like doing math in classes, you do the long version, and then you can get to the quick answer. So for me, my whole career has been pretty much about working in data areas that required both my gut and my ability to be disciplined. Andi Simon: Very interesting. I grew up in the retail business. I was supposed to take over our family firm. A very big store in Manhattan, a department store in the old family for a model. And I was being trained to take it over. As I'm listening to you, I vividly remember trips to the market with my grandmother and my mother to go buy. I remember saying to my grandmother, How do you know what to buy? She said, "Well, Andrea," (I remember her voice so well) and she said to me, "1/3 will sell full price, 1/3 will sell on sale, and 1/3 will walk out the door. Now if we're good, we'll have enough money coming out of that to pay bills and do it again." And that's my vivid memory. I'm being taught that. I remember putting blouses on the hangers. You were counting the blouses. I was putting them on the hangers with Leo in the basement. Rose Fass: Oh, yeah. Oh, yeah. We did it all. I remember Judy Garland coming in to buy a Rosanna sweater. Oh, no, I'm really dating myself here. But Rosanna sweaters were weaved in such a way that it was a staple in every woman's closet. And in those days, believe it or not, women wanted to be a size 12. They wanted to be curvy, and terrific. So she came in emaciated. And she insisted on the size 12 sweater and I thought, You need a size 6. We didn't have 2s and 4s and zeros. Six was the smallest size back then. So ladies, we actually did get to eat. She insisted. And then she called in my department manager and she said, I want to talk to her boss. And I'm like, Oh my God. And the whole thing was, you give her what she wants. She's a size 12 and in her mind she's that size. Well, later, I got a call from upstairs. They said, Wrap all of Ms. Garland's things up and we'll send them over to the hotel. And that was the end of the conversation. And I learned that being technically right wasn't necessarily socially effective. When I later put together the technical, social and political spheres, which are a big part of the book that I've written, called The Chocolate Conversation, and the book I'm writing now, The Leadership Conversation, making bold changes one conversation at a time. We live in this technically right space where we have the facts, we know what we're doing, we're going to say it the way we're going to say it, but sometimes we have to socially adjust to what a person is capable of experiencing in that moment. And getting somebody there by connecting with them, not through facts and through your technical expertise, but through that human connection, and then ultimately positioning it in a way that they feel like they came out of this a winner. Andi Simon: Being an anthropologist, my affection is with understanding women and people. We really intuitively watch what goes on and observe and listen. People can't really tell you what they're doing, to your point. And when you look at data that has no meaning out of context, I still hear my anthro 101 professor saying to me, There is no data that does not explain, does not exist out of context. Their meaning is set into the context. But the other thing that we've learned is that people decide with the heart, the gut, the eyes, and then the data in the brain begins to operate. And that means we have to experience each other. We've got to feel each other. We really don't know what it means. The reason I love my podcast to be video or audio is people see differently. But as you're thinking about it, the first book and the second book you're writing now are all about conversations. They are about your passion. Same thing. Rose Fass: I think for me, Andi, you put it perfectly. One of my dearest friends that I got to know when I first started at Xerox, then went to Palo Alto Research and then later came with her to Gartner and that my early days at fassforward, was an anthropologist, and I just loved Susan because she always said that to me. She said, Rose, there's their side, this side and somewhere in there there's the truth. And then there's the person who's observing the truth. We had a gig with Estée Lauder where they wanted to know what was important to women around mascara. And Susan just sat on trains and watched people put it on. And I was like, Oh my God. And she goes, Well, what's important to you? I said, Well, at night, when I want to give myself a refresh, you have to take it all off because it clumps when you put it all back on again. And later, they came out with a conditioner that you could literally put over a mascara and then put it on and we were part of that pattern. All in the conversations with women about what was important conversations. For me, the first and the most important one is the one you have with yourself. Yes. What's that conversation that's going on in your head? What's your head telling you? What have you done that maybe was right or wrong? So I'm going to take a little moment here. I have a colleague that works for me here, Liz works with me. And I adore her and she happens to live nearby. She put her car in park and realized she had forgotten two presents in the house. She left the dog in the car, her handbag, and just quickly, 30 seconds, ran to the apartment, grabbed this stuff, got back and the handbag was gone. And she beat herself up about that for three straight days in a row. "But I only left for 30 seconds." "But I only did"...is what we do to ourselves. We beat ourselves up over the mistakes that we made. And we don't celebrate the fact that we've learned something. You're parked by a bus stop, someone's riding a bus, so they're not doing as well as maybe you are in the car. They get out. They see an open door, they grab a handbag because it's something to get them by for whatever period of time. And whatever karma was involved in what you owed that individual from some other life, maybe it got taken care of at that moment. And no mistake, let's not worry about it. Let's not get ourselves all worked up. Yes, it's disturbing but at the end of the day, we are going to make mistakes. Our victories will keep us buoyant in life, but our mistakes are what are going to teach us in life. I really believe that. Andi Simon: Oh, I agree. I agree. Yeah, I'd like to add to that, that Liz had a damaged self. One of the things that we often say is, flip it around and begin to express. I think what you're saying is gratitude, what do we do, because it changes the whole, and we manage our minds, the mind does exactly what it thinks you want it to do. When you understand that you can be unhappy, or you can have a lesson learned, I'm grateful she showed me, I will never do that again. Right. I learned that the little time I took was really unnecessary to do it that way. I mean, all the things that turn negative lemons into lemonade, right out of that building that story. It's a little like your dad with his dandelion, and your answer, It's a dandelion, and he said, Push, go further. And so to your point, that self care that we need, and that self awareness comes from taking every experience and turning into something else. Rose Fass: Because nobody's perfect out there. I don't trust perfect people. I learned that in my first book. I think we're all a little messy. I kind of feel this way very strongly. I look at Golda Meir, and I think of what she went through when she became Prime Minister. And it was messy. But what an incredible character, right? Gandhi was messy. A lot of these incredible leaders that we knew about. Winston Churchill never got out of bed sober. Very messy guy. But leadership is messy. And if you are willing to take that on, you can obviously do something uniquely different in the world. I look at Steven Jobs as one of the great leaders of our time in innovation, not so much in leadership, but in innovation. And at the end of his life, he finally came to grips with the fact that I've lived this incredible life, but it's coming to a much shorter halt than I had anticipated. And yet he was very messy.  What I say to people in management is, it's something you can plan for. It's the management of work, it's the management of plans. It's all about the stuff that we get to look ahead and do but leadership happens in the moment. It happens when Rosa Parks gives up her seat on the bus. It happens when, at the worst moment in your life, you are going to have to have the courage to do something that you otherwise would be terrified to do. And yet you do it. That's leadership in the moment. We don't get to plan for that. And if we can accept the fact, as I said earlier, that we come into this world with our brilliance and our muddy shoes, and that life is messy, that we can't expect perfection, and we can't hold ourselves accountable to perfection, then we can do what we need to do as all individuals and just progress, one conversation at a time. And I do believe we're in a conversation right now. And we have had very different backgrounds, and yet some very common ground, both started our careers in retail. You went on to become an anthropologist. I got to work with one for a long time that I thoroughly enjoyed. I've taken my business career to heights I never dreamed I would be at. And I have the opportunity to work with C-level executives. And when they ask me how I think I know or why it is what I'm saying, I go, It's easy. I'm 72. I'm at least 20 years older than you and I made every damn mistake that I could possibly make up to this point. And I'm still making them. So I'm saving you the benefit of that. And in the book, it's a book of stories. It's a book of stories about different leaders, different experiences, my journey as a young woman to my business career, and all the different ways in which we sabotage what we are capable of. That phrase that came out very popular a few years back: Don't go there. I absolutely hated it, Andi. I'd be like, I'm packed and ready to go. I don't want someone to tell me, Don't go there. That means this conversation isn't safe, let's not have it. The conversation is as safe as you choose to make it if you can have a civil discourse. And so I have a chapter in the first book, Go there. Find a way to go there. So many times when you bring up the fact that women are unhappy in their current roles is because they have not expressed what they're distressed about. It's like Cassandra, Greek tragedy, the voice is trying to come out. And it's not. And we have to make ourselves known. And I don't mean in an alfa, overly feministic way, but to be real, to come out and say, look, this isn't working for me. I need other things. And today, these people in big positions within corporations, whether they're women or men, are willing to listen. They don't want the erosion of their diverse employees. They don't want that. They want you to stay. So if ever there's a time to express yourself, using the right way to speak. Andi Simon: So let's stay on that. This is a new book that Rose is working on for our listeners. She has a first book. Did you call it The Chocolate Conversation? Rose Fass: Yes, The Chocolate Conversation. Andi Simon: Yes, I do love chocolate. But The Chocolate Conversation has now led to a whole new book. What we're talking about is conversation. All of life is conversation. Yes, Lazer, the late organizational anthropologist, wrote great stuff about conversational intelligence and the power of we. And what we've learned from the neurosciences is that when you say in a conversation, the neurosciences, the brain goes, Ooh, run away. The amygdala hijacks it, it flees it, the cortisol said, This is going to be painful. Don't hang around, off you go. But when you say, We, the we brings out all kinds of good oxytocin or wonderful hormones that say, Oh, let's bond. This is the love that we feel. You, Rose, tell us about the book you're writing. Rose Fass: Well, it's a book of conversations. It's a book of conversations with myself with others. I think what you said earlier, I really care that somebody gets heard and gets acknowledged. I remember facilitating a very large group of different cultural people from Latin America, Portugal. People that were there from France. And we had these earphones on, because they were getting translated into English. And at the same time, we were facilitating all these different languages. There was this one little Portugese guy and he stood up and he was trying to explain something to his boss. And it was completely misinterpreted. One of the things that I call the chocolate conversation is just talking, right?, and the boss got very annoyed, and I said, Stop for a minute. And I kind of took off my earphones and I said, Can you just translate for me? Yes. And I said, this is what I think I heard you say, and he was, Si, si, si. And I said to him, And so I translated and took the whole thing, and I brought it back. And in that moment, there was such a relief. And I thought to myself, I teared up, because in my heart of hearts, the worst thing in the world is when you're standing there trying to express yourself in another language even, and someone is just not getting what you're saying. And completely misinterpreting, because we spend more time on our own point of view than trying to understand what it is that you're saying. So I think today, in business, we've got to start listening to people at the front of the business, the ones that are closest to the customers, it doesn't matter what age someone is, there's truth that is worth listening to. I feel that this is the last value added space right now because our institutions have failed us. People are looking at journalism, and they're saying, Where is it? Where is the unbiased truth? We're getting nothing but opinion and vitriol conversations. The public stage has become a boxing ring. Everybody is walking around that whole term of psychological safety. When I hear it, I think, Oh, my God, it sounds so clinical. What it really means is, Can I be comfortable here? Can I be in my own skin? Can I wake up in the morning and feel like it's going to be okay? And I think we owe that to each other. I think we need to become more human. We need to provide that peace of mind to our children, to our friends, to our family as much as we can. And we need to find a spiritual essence in all of us. And this has nothing to do with religion. It has everything to do with who are we, why are we here? It's not just about the momentary little things that we go through. It's really bigger than that. And so my books are about how do you have conversations that are inclusive, that shift people's points of view from a worldview they're stuck in, establish new standards, a lie, some concerns. The Chocolate Conversation is about worldviews, standards and concerns. The new book is about being bold with your conversation, saying what you mean, not what you think people want to hear but doing it in a way that you can get your point across in a loving and caring and compassionate way such that people feel touched. You saw me at the Westchester Business Council. I showed that wonderful little film of Mary Jackson, NASA engineer. And those of you who have seen Hidden Figures know what I'm talking about in the film. This was a woman who needed to go to a school to get an engineering degree so she could become a NASA engineer. She's brilliant. But she was a woman of color. Walking in at a time when the level of bias against people of color was so serious. And if she had gone up against that judge with hatred, resentment, vitriol, about something that was totally unfair, she would have been right. But she never would have been effective. But she went to that judge with a different heart, and she found common ground. You've been first in a lot of places. I need to be first going to that school, we can have this in common. And I shared that at the Business Council because that to me, was the combination of one of the better conversations I've been exposed to. Andi Simon: You have a passion and a purpose. You really do want to see change happen, and how we get along, how we listen to each other, how we learn from each other. And there's something more here in your life journey that really is transformational. You see that it's a time where we have to not simply accept the way we are but begin to change the way we go. I'm anxious to hear if you have any message in your little toolkit here to share or some ideas about how we can begin to multiply. A podcast is a podcast, but my whole purpose in life is to multiply it so that people take it and share it. And in the process, learn something they can actually do with it. Rose Fass: So I think one of the things that's helped me a lot, and I can't take credit for it, was given to me by a wonderful professor at MIT that I happen to be in touch with. When you want to have a conversation, particularly one that may have a little conflict associated with it, have the meta conversation, the conversation about the conversation, get permission to have it. That was very helpful to me, because I would be, Are you open to an alternative point of view? And yes, even if it's going to be very different from the one that you have. Yes. Do you mean it? Yes, I mean, okay, I'm going to take a risk here, and say something that really flies in the face of your experience, your lived experience, and what you've just shared with me, and I just want you to consider it. I don't want you to agree with me, I just want you to consider it. And that's helped me a lot to be able to have that kind of conversation. And I'll do it often with a CEO. And they're like, Okay, and they take a breath. I think also, when I'm getting feedback, I don't know about you, Andi, but I still lose, if it's not going to be good. You know, I still have that. And what I've learned from my years here is to stop feeling that I'm going to feel it initially no matter what I do, but to step back from it and say, this is just a data point. Not defining my entire persona. It's not defining my past, my future, my present. It's a data point. Let me take it in. Let me think about it. Let me try to get myself back centered. I think staying in the present, very important, stays in the conversation you're having, not the one you're tying yourself to. And you know, having a conversation is not waiting for your time to speak. Andi Simon: Well, these are important points. And as the listener is taking their notes, as I know you often do, there's some lessons here about navigating interpersonal relationships, having a permission conversation before you have the conversation levels the playing field. It's not adversarial, it's communication. It's sharing, it's a we, in a sense, it's that what Glaser spoke about, which opens your mind up to something I'm going to enjoy as opposed to flee in some fashion. The second thing is that as you're going through this, I learned a long time ago to say something like, It sounds like you are upset about something. And if I put it into their zone, it becomes a conversation of listening, as opposed to having a point of view about it. And I would say to my staff, I was an EVP of a bank, and I had lots of folks, and I would learn that and practice it because I didn't want to jump to any conclusions. It was easy to become a command and control leader, but I was very engaging. And I said, Sounds like you're having some difficulty with your manager? No, I see. Well, it sounds like you're unhappy with your job. I mean, you can really watch the responses come back as long as I kept it in their zone, as opposed to trying to take charge of it. And then my third point is that I often ask people, Yur feedback point is really important. I teach a Leadership Academy. And we teach feedback. Because every conversation is feedback. It's in the feedback loop. And I say to people, If you really want to get the right feedback, say to somebody, What's one thing you would like me to do differently? You'd be amazed at how interesting that goes. Rose Fass: Yes. Great question. Wonderful question. And most people are afraid to ask it. And afraid to hear, afraid to ask it and they're afraid to because they're afraid to hear it. Very often, and you may have found this too Andi, if you say to someone, I sense that you're upset about something, they might feel like, Oh, are you threatening me? But it's more along the line of just sort of stepping back from it and saying, you know, we all have concerns. Yeah, I know I have them. What might be one of your concerns? What are you feeling right now? What do you like about what you do? And what are the things that you could change if you had a magic wand? And you could just change this one thing? What might that be? Just giving people a chance to step outside of themselves and de-personalize a little. Sometimes if we can step out of ourselves. This is another anthropological method that Susan taught me: stand outside of yourself, just observe it. And it was a hard thing to learn to do. But it's an extraordinarily freeing. When you can sort of step outside, say what's really bothering me. Why am I so stressed about this? And we're going to be stressed, these are stressful times. I really felt bad about that poor tennis player, devoted to his healthy body, he's not anti-vax. He's come right out and said it, I'm not anti vaccinating, I just don't want to put any foreign things into my body. Now, whatever side of the argument you're on, the newscasters kept trying to pin him as an anti-vax. And he's the sweetest guy. And there's a sweetness about him. And I said, You know, he's probably a health nut. He believes in alternative medication. Have we tried to understand his point of view? Are we just throwing this out at him that he's now part of the anti-vaxx movement now? Andi Simon: But Rose, we have to wrap up, as much fun as we are having. It's really an honor and a privilege. We have a brilliant woman, Rose Fass. I want her to give you one or two things she doesn't want you to forget because we often remember the ending more than the beginning. Although her dandelion story is one that you're gonna hold on to. Some things Rose you want to leave with us. Rose Fass: Remember that everybody, everybody piles in with their brilliance and their muddy shoes. Take that away, nobody's perfect. That's something I want you to take away. The second thing is, remember the conversation you're having with yourself. That's the single most important conversation because that's the one that's going to shape the conversations you have with others. And when you do have a conversation with someone else, think about the context. You're in the social connection you need to make, how things need to be positioned. And think about having the conversation about the conversation before you jump right in. That would be the three things that I would say. And my dandelions story is just if you're another we'd be happy to have you in the field. Andi Simon: This has been such fun. So we have had Rose Fass here.  If they want to reach you, where can they do that? Rose Fass: They can do it at hello@fastforward.com. And I'm on LinkedIn, Rose Fass. Andi Simon: Yes, everybody's on LinkedIn. Thank you LinkedIn, it's a great place to find the world. Now, for my listeners. Thank you for coming. As always, our audience is wonderful. Rose has given you some great insights today about all kinds of things: not only growing up, but also really becoming who we are, listening to our conversations about who we are, and also finding a path to where we find purpose and passion. It comes down to conversations. All conversations are there. That's how we survive. Then the question is, who are we having conversations with and what are we listening to, and listening has become real important. Thank you for coming to our podcast. As you know, we're ranked in the top 5% of global podcasts, which is truly an honor and a privilege. It's wonderful. And I bring on guests who I think have ideas they want to share with you. My books are available on Amazon, Barnes and Noble and your local bookseller. My Rethink: Smashing The Myths of Women in Business, Rose could have been in there. And I have the stories of 11 women who have smashed the myths. They didn't listen to people who said, Oh, you shouldn't, and you can't and no, we don't, because they said, Of course we can. And they are really great role models for other women. AndOn the Brink: A Fresh Lens to Take Your Business to New Heights is about how a little anthropology can help your business grow. And as you know, we spend a lot of time consulting with clients and helping them see, feel and think in new ways like you.

Europe 1 - Hondelatte Raconte
Hondelatte raconte - L'année 1965 - 1/5

Europe 1 - Hondelatte Raconte

Play Episode Listen Later Jun 6, 2022 45:15


Christophe Hondelatte raconte l'année 1965 en puisant dans les archives d'Europe 1. Cette année-là… les Beatles à Paris pour un concert Europe n°1 et la Beatlesmania à Londres, la dernière bouffée de cigare de Winston Churchill, la France et l'Italie reliées par un tunnel à travers les Alpes, et pour finir, Enrico Macias.

Professor Buzzkill History Podcast
Winston Churchill "Blood, Sweat, and Tears" Quote or No Quote? Encore!

Professor Buzzkill History Podcast

Play Episode Listen Later Jun 6, 2022 5:08


After his first speech as prime minister, Winston Churchill's "blood, toil, tears, and sweat," got shortened and re-arranged. As "blood, sweat, and tears," it's become one of the most quoted Churchill-isms. But like so many of these "quotes," the idea of "blood, sweat, and tears," has been around for centuries, and used by many writers and military leaders. Listen as we explain it all on Quote or No Quote!

For the Ages: A History Podcast
Three Days at the Brink: FDR's Daring Gamble to Win World War II

For the Ages: A History Podcast

Play Episode Listen Later Jun 6, 2022 27:13


Bestselling author and Fox News Channel anchor Bret Baier, in conversation with David M. Rubenstein, illuminates the complex character of Franklin D. Roosevelt through three essential days in Tehran, Iran during November of 1943. Roosevelt, alongside Winston Churchill and Joseph Stalin, met in secret for the first time to chart a strategy for defeating Hitler, and made essential decisions that would direct the final years of the war and its aftermath. Recorded June 4, 2021

Rivermont Evangelical Presbyterian Church (REPC) - Sermons
Live Stream Worship Service for June 5, 2022

Rivermont Evangelical Presbyterian Church (REPC) - Sermons

Play Episode Listen Later Jun 5, 2022


Winston Churchill, British Prime Minister during World War II once remarked, “It was thanks to ULTRA that we won the war.” — ULTRA was a top-secret operation to decode German communications encrypted on the Enigma machine. While the war for ground, air, and the sea raged on, there was another war occurring, the war for information. And once the British had cracked the code of Enigma, they gained the upper hand in the war. They were able to respond to Rommel's moves in North Africa before he made them. They were able to see where the German U-boats were planning an attack before the attack occurred. And according to Churchill, it was this battle for knowledge that turned the tide of the war. The Allies had to surround the Nazis with their knowledge before they could surround them with their armies. In our passage for this Sunday, we return to the war between Syria and Israel. We find that Syria is continually foiled in their attempts to surprise Israel. In their frustration, the Syrian King attempts one more raid on Israel but again his army finds themselves completely surrounded. And what we will see is that the Lord surrounds all people with his knowledge, his presence, and his power. To prepare for the sermon take time this week to read and to meditate upon 2 Kings 6:8-23, Psalm 135:6; 139, Isaiah 41:10, Romans 8:37-39, and Westminster Confession of Faith 2.1.

Composers Datebook
Walton and the Royals

Composers Datebook

Play Episode Listen Later Jun 2, 2022 2:00


Synopsis On today's date in 1953, thousands crowded the route to and from London's Westminster Abbey for the coronation of Queen Elizabeth II and, at the Queen's own request, the event was televised live by the BBC. British composer William Walton was asked to write two new pieces. The first Walton's “Coronation Te Deum”, a work that he had begun almost a decade earlier for a quite different occasion, namely the opening night of the 1944 London Proms. The piece got shifted to a back-burner when Walton was asked to work on Lawrence Olivier's wartime film of Shakespeare's “Henry V.” For the new Queen's Coronation, Walton returned to his abandoned score, writing to friends, “I've got cracking on the Te Deum. Lots of counter-tenors and little boys Holy-holy-ing, not to mention all the Queen's Trumpeters and a side drum. You will like it, I think, and I hope He will too.” “He” was capitalized, so presumably Walton was referring to either the Deity -- or Winston Churchill, perhaps. Walton was also asked to compose a “Coronation March,” which he entitled “Orb and Scepter” after a line, coincidentally, from Shakespeare's “Henry V.” Walton's March may have seemed a bit jazzy to the more conservative audiences of the day, but one critic, slipping into Cockney slang, gushed, “It sounds like a right royal knees-up!” Music Played in Today's Program William Walton (1902 - 1983) – Coronation Te Deum (Andrew Lumsden, organ; Finzi Singers; Paul Spicer, cond.) Chandos 9222 William Walton (1902 - 1983) – Orb And Sceptre March (English Northern Philharmonia; Paul Daniel, cond.) Naxos 8.553981

Walk Among Heroes
Walk Among Heroes Podcast Episode 31 - Day 2: Reid Clanton's Return to Europe (Bletchley Park & Betty Webb)

Walk Among Heroes

Play Episode Listen Later Jun 1, 2022 68:33


Day 2 included a journey for Reid Clanton to Bletchley Park in Milton-Keynes, England.  We had the honor of spending the morning with Betty Webb, 98-year old British Veteran of Bletchley Park.  What an incredible meeting between two 98-year-old military heroes! We all know Mr. Clanton, United States war hero who landed on Omaha Beach during D-Day, fought in the Battle of the Bulge, and ultimately helped lead the Allies to victory. Meet Betty Webb, a British Veteran who served in British Military Intelligence and worked at the top secret decoding campus, Bletchley Park.Comprised of 75% women, more than 10,000 members of the intelligence community worked at Bletchley during the height of WWII. Bletchley was the braintrust of Winston Churchill, and the first computer was developed here. The team at Bletchley Park managed to crack the previously unbreakable German Enigma code, which experts believe shortened the duration of the war by 2-4 years.On D-Day specifically, intelligence gathered at Bletchley allowed the Allies to understand the locations of German fighting positions along the French coastline, along with other critical intelligence. Most Americans don't know anything about Bletchley Park. We visited with Betty as she explained what she did here at Bletchley. Simply an amazing women!Please enjoy this conversation between Betty and our group, regarding Bletchley Park, her daily life there, and the famous decoding operation that ultimately shortened the duration of World War II.

The Ricochet Audio Network Superfeed
Daily Signal Podcast: Douglas Murray Explains How We Can Win the War on the West

The Ricochet Audio Network Superfeed

Play Episode Listen Later Jun 1, 2022


A fight is raging for the soul of the West. Great civilizations basking in the legacy of the Enlightenment and heroic men such as George Washington and Winston Churchill find themselves faced with an internal enemy. Some citizens of America and Europe, furious about perceived failures of the past, have decided the best way forward […]

The Chris Voss Show
The Chris Voss Show Podcast – Hearts Touched with Fire: How Great Leaders are Made by David Gergen

The Chris Voss Show

Play Episode Listen Later Jun 1, 2022 35:06


Hearts Touched with Fire: How Great Leaders are Made by David Gergen A powerful guide to the art of leadership from David Gergen—former White House adviser to four US presidents, CNN analyst, and founder of the Harvard Center for Public Leadership. As nations careen from one crisis to the next, there is a growing cry for fresh leadership. Those in charge have repeatedly fallen short, and trust in institutions has plummeted. So, what does great leadership look like? And how are great leaders made? David Gergen, a leader in the public arena for more than half a century, draws from his experiences as a White House adviser to four presidents, his decades as a trusted voice on national issues, and years of teaching and mentoring young people to offer a stirring playbook for the next generation of change-makers. To uncover the fundamental elements of effective leadership, Gergen traces the journeys of iconic leaders past and present, from pathbreakers like Ruth Bader Ginsburg, John Lewis, John McCain, and Harvey Milk to historic icons like Lincoln, John F. Kennedy, Winston Churchill, and Eleanor and Franklin Roosevelt, to contemporary game changers like Greta Thunberg, the Parkland students, and the Black Lives Matter movement. Leadership is a journey that starts from within, Gergen writes. A leader must become self-aware and then achieve self-mastery. You cannot lead others until you can lead yourself. As you start to leap into the world, you begin your outer journey, overcoming setbacks, persuading others, empowering them, and navigating crises—armed with a sense of history, humor, passion, and purpose. By linking lessons of the past with the ever-changing practice of leadership today, Gergen reveals the time-tested secrets of dynamic leadership. An indispensable manual, Hearts Touched with Fire distills experience and wisdom of the past into an invaluable guide for leaders of our future.

Daily Signal News
Douglas Murray Explains How We Can Win the War on the West

Daily Signal News

Play Episode Listen Later Jun 1, 2022 34:28


A fight is raging for the soul of the West.Great civilizations basking in the legacy of the Enlightenment and heroic men such as George Washington and Winston Churchill find themselves faced with an internal enemy. Some citizens of America and Europe, furious about perceived failures of the past, have decided the best way forward is to tear it all down.But to British writer and commentator Douglas Murray, author of the new book "The War on the West: How to Prevail in an Age of Unreason," the "games" of self-loathing have only one outcome: utter destruction."If we play those games, then yes, of course, it's over, and others will take our place, as they inevitably would if a civilization turns self-loathing," Murray says.Thankfully, a solution is at hand."The deepest well we need to draw upon is to try to change around the culture of ingratitude," Murray says. "We in the West need to transform our societies from societies of resentment into societies of gratitude, to recognize that what we have is highly unusual, and to have some gratitude for that, to feel grateful to that. And if we feel grateful for that, then to add to that inheritance as well."Murray joins "The Daily Signal Podcast" to discuss his book and offer specifics on winning the war on the West.We also cover these stories:Michael Sussmann, a lawyer for Hillary Clinton's presidential campaign, is found not guilty on charges of lying to the FBI.President Biden says he has a plan to flight inflation.Supreme Court clerks soon may be required to turn over private phone records as well as sign affidavits, sources say, as part of a probe into the leaked opinion in a landmark abortion case.Transgender swimmer Lia Thomas, who has dominated in women's events, speaks with ABC's "Good Morning America." See acast.com/privacy for privacy and opt-out information.

Walk Among Heroes
Walk Among Heroes Podcast Episode 30 - Day 1: Reid Clanton's Return to Europe

Walk Among Heroes

Play Episode Listen Later May 31, 2022 18:36


Join us on Day 1 of Reid Clanton's return to Europe after nearly 78 years.  Mr. Clanton landed in London at 11:00 AM, and boy, did he hit the ground running!  He spent the afternoon visiting the Churchill War Rooms, and other sites around London (Big Ben, Westminster Abbey, etc).  This evening, we had a very special dinner with Celia Sandys, Winston Churchill's granddaughter.  This episode, the first of many we will publish during our trip, includes a conversation between Celia and our guests, as Celia discusses many aspects of Churchill's life not publicly known.Thank you, to the following for amazing people for contributing to this episode:Celia SandysRobert VelaMartha VelaTracy HuffMelissa StarrSarah StarrJulia TracyVan TracyMike DenmanJanet RiddleMike TarrAmber TarrReid Clanton'Carolynn ClantonBryan ChandlerKathy Oliver

Late Night Live - ABC RN
Bruce Shapiro's America, Indigenous foreign policy and Churchill's Shadow

Late Night Live - ABC RN

Play Episode Listen Later May 31, 2022 53:36


There's a renewed push for gun reform in the wake of the latest horrific school shooting in the US. Will this be the turning point? Plus, what an Indigenous-focused foreign policy could look like. And, a provocative book takes a fresh look at Winston Churchill, the man and the myth.

Navigating the Customer Experience
168: Understanding the Importance of the User Experience with Andrew Ou

Navigating the Customer Experience

Play Episode Listen Later May 31, 2022 19:27


Andrew Ou is an award-winning UX strategist, designer and author based in Vancouver, BC. He helps SaaS companies increase their revenue and profitability by reducing cost of support and while building a better customer experience. His past clients include HSBC, Rosetta Stone, and Asurion.   Questions   Can you share in your owns words, a little bit about your journey, how did you get to where you are today? Now, customer experience, SaaS products, support services, can you share with us maybe some trends that you see emerging or have emerged since 2022 as it relates to this part of service delivery or customer experience? From a UX strategy point of view if you're building a product, how does the client or the customer travel through the journey that you are taking them through in a digital way, while still holding all of the same principles and values that you would if it was a face to face interaction, or even over the phone? So, how can we translate that in a positive way? And if it's not done positively? Why would it impact our revenue and profitability? One of the other things that we do get asked a lot is, how can we reduce the cost of customer support? So, what's one way? Would the strategy, putting something in place that eradicates that complaint from coming forward again be one way to reduce customer support? And are there any other ways? Could you also share with our audience maybe I would say 1 to 3 tips that you believe will help organizations build a better customer experience? Could you also share with our audience what's the one online resource, tool, website or app that you absolutely can't live without in your business? Could you also share with us maybe one or two books that you have read, it could be a book that you read recently, or maybe one that you read a very long time ago, but it has had a big impact on you. Could you also share with us what's one thing that's going on in your life right now that you're really excited about? Either something you're working on to develop yourself or your people. Where can listeners find you online? Do you have a quote or saying that during times of adversity or challenge, you will tend to revert to this quote, it kind of helps to get you back on track if for any reason you got derailed or you got off track.   Highlights   Andrew's Journey   Me: So, we always like to give our guests the opportunity to share in their own words, a little bit about their journeys. So, how did you get to where you are today? I know we read like a brief bio, but it's always good to get in guests own words, a little bit about their own journey.   Andrew shared that he started off in UX design, he's been doing that for he thinks over around 8 to 10 years now. And like Yanique mentioned, he used to work for companies like HSBC, Asurion and fit brains Rosetta Stone. And now he's just sort of running his own consultancy where he helps SaaS founders build beautiful products that impact the world. And a lot of that has to do with creating an excellent customer journey and a good customer experience.   Customer Experience, SaaS Products, Support Service – Trends Emerging Since 2022 as it Relates to Service Delivery and Customer Experience   Me: Now, customer experience, SaaS products, support services, can you share with us maybe some trends that you see emerging or have emerged since 2022 as it relates to this part of service delivery or customer experience?   Andrew shared that he thinks there's a very interesting intersection between customer experience and user experience, mainly that, both of the words and with experience and so it's a very interesting intersection, because they sort of do affect each other. And a lot of the overarching trend is that we're always moving towards a better user experience and what he noticed is that when there's a customer experience issue, it typically always comes back to something related to sort of the design of the product and that's where users get stuck.   So, one of the things he noticed is that when there's a support issue, and you can actually fix it and make the product better from a user experience standpoint, and by getting to the root cause, it actually improves the product by a lot and there are a lot of benefits to it.   UX Strategy – How Does the Customer Travel Through the Journey and its Impact on Revenue and Profitability   Me: A lot of our listeners are also interested in the direct correlation between revenue profitability and customer experience. From a UX strategy point of view, how are you going to use an experience? Because whereas customer experience probably talks to the more tangible, user experience is probably more talking about the digital experience? Like, if you're building a product, how does the client or the customer travel through the journey that you are taking them through in a digital way, while still holding all of the same principles and values that you would if it was a face to face interaction, or even over the phone? So, how can we translate that in a positive way? And if it's not done positively? Why would it impact our revenue and profitability?   Andrew shared that the thing you have to realize is that, like, when a user is using your product, they sort of have an idea of how to use the product and that's sort of like a customer's intuition on how the product should work. So, when you're designing a product, you should always keep that in mind and also set the expectations so that the users know where they are in the journey.   Now, a big part of where customer experience comes into play is that, with a good product experience, for example, like Google, and most of the time he thinks like, if you never had like most of those users never probably have to contact Google because their product, they're just so easy to use.   Now, the opposite of that is you're contacting a product for support, because experience is bad, and that's what happens, right? That's because somewhere along the way, you were trying to do something, and you couldn't do what you needed to do so then you need to contact support to get it done. So that's primarily what happens and that means there's a cost to support associated with that, that means you got to spend the resource into fixing that issue.   So that's how like a bad customer experience makes a direct impact, or has a direct impact on the revenue and profitability. Because you shouldn't rely on customer support to help your users navigate the product. And if you're seeing a really high cost of support in that aspect, that means there's a really sort of like a gap in the user experience.   Me: So, dovetailing off of what you just said Andrew, what about those companies or products that don't have an avenue for you to get through to customer support. So, I've bought products already and as you mentioned, I've bucked up on a roadblock, and I need to get some assistance, and I go to their website, and the only avenue that they have for me to get through to someone is to send an email, they have no live chat with live agents, there is no telephone number there for me to actually call a number and get through. And sending an email, of course, is clearly not going to have my issue resolved in the next 5 or 10 minutes. What are your thoughts on companies that take that approach?   Andrew shared that well, that means they definitely have a gap in the product experience, because you're in a situation where you need to contact support, but it's not there. So that means you must feel kind of frustrated, or you wanted to get your problem solved, but it's not available, right? Is that how you're feeling at that moment?   And he would always like to say that it's really crucial that a company focuses on building a good customer experience, because that's how you get loyal users to come back to you and raving fans that love your product. So, if you sort of like have that cut off for customer support, and people are having trouble reaching the company where they actually needed, he doesn't think that's a really good strategy and users like you will get frustrated and that might negatively impact your relationship with that company.   Me: So, then your recommendation is they should have an avenue by which you can actually get through to someone, a live human being who can answer your question, correct?   Andrew stated that that's actually one of two strategies. So, yes, like talking to a human helps, but on the other hand, you can also look at when these problems occur, like why did they happen, and from a company strategy point of view, if you're having these issues come up pretty often, they should look into solving that so that it doesn't happen again and that will actually be a better strategy for improving the user experience.   Reducing the Cost of Customer Support and Eradicate Complaints From Coming Forward   Me: One of the other things that we do get asked a lot is, how can we reduce the cost of customer support? So, what's one way? Would the strategy, putting something in place that eradicates that complaint from coming forward again be one way to reduce customer support? And are there any other ways?   Andrew stated absolutely. And that's coming from like a UX strategy point of view. So, he'll sort of tell you like a lot of what companies do when they have these issues, because he's experienced it himself.   Andrew shares a story, he was using this product, it was like a LinkedIn outreach tool. And he was having trouble using it because he was expecting the software to function a certain way, but it didn't. So, then he had to contact support and then support was explaining to him like, “Oh, no, that's not how our product works. You got to use it this way, or do this and that. And then then you won't run into this issue.” And he's thinking like, if he's having this issue, there must be a lot of users who are also having it because the way that he had envisioned it to work was actually really, really different.   So then, what's happening is these companies are training their customer experience reps to explain the product should function a certain way. And they have to do that over and over again, and it's not solving the root of the problem.   So, what companies should actually do is, when they encounter these issues, and these issues, they're likely frequent, they should actually look at it from a design point of view and see how they can solve that because once they do, it leads to a lot of benefits downstream, like when you eliminate the root of the problem, you eliminate the cost of training and the cost of support and documentation for that problem, because they no longer exist.   So, he thinks companies, when they face a situation where they're seeing the same support issues over and over again, they should look into solving that and getting to the root of that problem and solving that directly. And that will actually ease up the support volume, and also reduce the cost of support.   Tips that Will Help Organizations Build a Better Customer Experience   Andrew shared that he thinks number one, is you got to be really customer centric and that means doing your best to make sure that you give the customers the best experience in whatever avenue. So, if they're having troubles, become human and try to help them solve that problem directly, instead of being so strict or so robotic, and your policies.   And he'll give you one example. He was using a software a while ago, and he had forgotten to turn off my billing, and they just billed him without even telling me and they didn't even send out emails or anything. So, he sort of felt like a complaint because he was not happy with the way they were doing things.   And they actually responded and there's two ways that they could have gone, one is they just say, “Well, sorry, according to our policy, we don't actually offer any refunds.” But the support rep was really, really human and sort of talked to him in a way that was human and really nice and she actually helped him solve that problem. And he actually appreciated that, that gave him so much more like hope and happiness, because he really appreciated the fact that they were customer centric. And being that, it makes him want to become more of their customer. So, he thinks that's definitely the most important tip.   Because if you focus on just giving value to your customers, he thinks your customers will really appreciate that. And he thinks the second thing is, again, sort of similar. But again, it's focusing on the user experience side of things because if you really focus on building a great customer experience, you'll have like an amazing product and the benchmark of a really amazing product is that it doesn't require so much support for the user to navigate the product and learn how to use it.   App, Website or Tool that Andrew Absolutely Can't Live Without in His Business   When asked about an online resource that he cannot live without in his business, Andrew stated that that's a sort of interesting one. He thinks from like a business owner's perspective, he thinks tools that helped him eliminate time, like, count Calendly, for example, definitely helps just clean things up. He definitely thinks he can't live without that, because organizing all his meetings and becoming aware of them. Getting like a good email is also good because, again, it helps him organize his time and everything. He guesses that's coming from more of like a business owner perspective. Getting all your tools done, the main idea is to cut out all the little things, all the little distractions, and any tools that will help you do that, it's something that you want to look into.   Books that Have Had the Biggest Impact on Andrew   When asked about books that have had an impact, Andrew shared stated that this is going to sound interesting, because this book isn't really like a design book, it's actually a martial arts book from Bruce Lee called the Toa of Jeet Kune Do. But what he really appreciated from this book was just the philosophies in there were just so eye opening, it talks a lot about like, simplicity and everything. So, it talks about like a lot of principles of simplicity, economy and efficiency when it comes to martial arts and it's totally different, he gets it. But he's adapted a lot of that principles in his design. So, that means, like a lot of his design principles actually come from that, simplifying things when it comes to designing interfaces, so on and so forth. And it's really just mind opening.   What Andrew is Really Excited About Now!   Andrew shared that right now he's helping tech founders build amazing products. And he thinks just the whole idea of, he's the kind of person where he really likes to improve things. So, when he's working on these projects, he thinks about how much they can impact users in the world. And so, he's also making it efficient for himself to help other tech founders do that. And that to him is really exciting to help a lot of tech founders build amazing products, and really seeing a lot of their ideas and then talking about ideas, working through them and then coming up with solutions that really help other people.   Where Can We Find Andrew Online   Website – www.andrewou.com   Andrew also shared that he has a gift for all the listeners here, it's an 8 page like super easy to read PDF that you can consume in 8 minutes or less. And it's about the 5 ways UX can help SaaS companies increase revenue and profitability. And that's on www.andrewou.com/guide   Quote or Saying that During Times of Adversity Andrew Uses   When asked about a quote or saying that he tends to revert to, Andrew shared that through his challenging times, there's one quote that keeps coming back to him and it's by Winston Churchill, and he thinks it goes something like this, it's like, “Out of immense complexities, immense simplicities emerge.” And for some reason, that just sticks with him, like if you're going through a really complicated process, or a part in your life, there's always going to be some light at the end of the tunnel and the answer to that is going to be fairly simple.   Please connect with us on Twitter @navigatingcx and also join our Private Facebook Community – Navigating the Customer Experience and listen to our FB Lives weekly with a new guest   Grab the Freebie on Our Website – TOP 10 Online Business Resources for Small Business Owners   Links Tao of Jeet Kune Do by Bruce Lee   The ABC's of a Fantastic Customer Experience   Do you want to pivot your online customer experience and build loyalty - get a copy of “The ABC's of a Fantastic Customer Experience.”   The ABC's of a Fantastic Customer Experience provides 26 easy to follow steps and techniques that helps your business to achieve success and build brand loyalty. This Guide to Limitless, Happy and Loyal Customers will help you to strengthen your service delivery, enhance your knowledge and appreciation of the customer experience and provide tips and practical strategies that you can start implementing immediately! This book will develop your customer service skills and sharpen your attention to detail when serving others. Master your customer experience and develop those knock your socks off techniques that will lead to lifetime customers. Your customers will only want to work with your business and it will be your brand differentiator. It will lead to recruiters to seek you out by providing practical examples on how to deliver a winning customer service experience!