The fight unit achieves miraculous results weekly, and the dedication of the actors to make the fights so amazing must require an unbelievable amount of training and dedication. Kudos to all involved!
Unfortunately, Imperial Moff Gideon (Giancarlo Esposito) sends his Dark Troopers to snatch the vulnerable Grogu before Mando and his new buddies can reach the little guy. We previously only got a glimpse of the Dark Troopers -- which were first seen in the non-canon 1995 video game Dark Forces -- but this is our first proper look at them in live action. They're scary looking, and I can't wait to see the good guys fight them.
Beom-Pal slips, leading Young-Shin to save him with a well-placed bullet to the head of the ravenous zombie closing in on him. Unfortunately one of the other soldiers is not so lucky, and the undead use him as a stepping stone to get up to the roof. Once there, Chang and the others fight off the zombies one by one while trying to get across the rooftop.
With the ice broken and the parasitic worms in their cuts gone, the survivors gasp for air and make it to the surface. In the aftermath of the fight, they make it to the palace where Chang is told he needs to put the child to death to avoid a revolt from the people.
Ah good point. Just went back and re-watched that a few times as I assumed with the idea that the parasitic worms left during large stints in the water, the Queen could have survived and scurried away without being seen, using the weeds to raise her own undead army.
Half a world away and in rather less danger of rape, Daenerys Stormborn stalks the courtyard of the Spice King of Qarth. He's the same guy who almost succeeded in turning her away at the gates two episodes ago, and things go about as well as they did then: Dany's Badass Boasts are easily deflected by the Spice King's Politeness Judo and Passive-Aggressive Kombat, with an added dose of "The Reason You Suck" Speech. Helping her is a poor gamble, as she has no army, no friends in Westeros, and absolutely no return-on-investment. While she claims to have dragons, for good or ill she's been extremely secretive of them; no one in Qarth has actually seen one yet. He's rather smug about it, but the Jerkass Has a Point.
You remember it ? Absolutely. And, but then once they enrolled with us, they would go other places and then they would come back and say, Lisa, I wanna pay for the right quality. I wanna pay for a good experience because we had music classes, foreign language classes, computer labs back in 2001. Yeah. And so they would stay and then it wasn't, they were like, we should have , have just enrolled the first time we shouldn't have even tried. We should have just came on. Yep .
I was, and I always like to do lots of different things, hence why I do so many things now. Um, and do , while I owned my center, that's how I became a trainer with CCR and R doing technical assistance. Um , and I wanted to have bigger impact. I wanted to have a bigger reach and I believe that the knowledge we're given is not meant for us to keep, is for us to share out the help for the greater good. And so I wanted to start that path and that's how I ended up the director, the first director of the pro Georgia provider shared resources hub. And then it was the Georgia Alliance and it really opened my eyes because I was able to see it was part of a national network. So I was a state program, part of a national network. So I was able to get a whole different perspective just on early childhood, across the country. And it just really empowered me to want to be boots on the ground and take all the knowledge that I had and put it into communities and just help them grow
And they both come back and coach teachers for me in the afternoon. So that is something that helps me because then I can be doing something different and our team can be doing something different. Um, and so I'm rebuilding new team members and still am in the process of adding a couple more. But you have to be willing to stack the deck, always looking for like at that great sports team that has strength on the bench. You always want strength on the bench. And we actually have teachers choose us over another program because of the way we lead. And I had questions yesterday of, well, Lisa, let's say that something traumatic didn't happen to us. Yes. I'm glad it hear that. Right . Um , how do we do this? How do we get started doing this? And it is number one, the first thing is letting go of control. If I wanted to control, then I would wanna bring back one other like, oh , just let me bring on one assistant director. But that would just cause that silo again. Instead of we have lots of good , um , processes. So, you know, we , um, have consistent meetings every Monday with our leadership team to talk about what were our challenges last week? You know, what do , what do we wanna do this week? What are we looking for? What's coming up. Um, we take that time to do, do training. Since I am a trainer for Georgia, we, we, if it's communication, we may do a communication quiz and then talk about what we're gonna do with this information, how we're gonna use it going forward. How are we gonna use it to benefit the team? How are we gonna use it to benefit the teachers? Um, we have a , a big dry race board in the office. And that is one communication tool that where we put, you know, all the staff that's requested off here, they are in their days, anything that's upcoming in the center, whether it's a fire inspection or, you know, they're even so good now they handle the fire marshal for me, when the fire marsh comes through on visits, it's like, yes, you take care of that. Exactly . Um , and we put any new enrollments on there, anybody that has medication, any of those little hot points for us. And then at the front desk, we have a binder, that's a communication log. So any instantaneous things I call this parent because this child had a fever. You know, I call this parent because this child had no change of clothes or, you know, this staff person's gonna be laid this person. So we have centralized to go and get all of the information and we all have the same information. Um, and just given consistent feedback, consistent communication, consistent meetings, and consistent feedback. So then we're all on the same page.
I love you all just the same. And so it , when you keep it professional, like we've talked a lot about professionalizing, our feel , you don't go to your doctor's house for dinner. You don't go to your doctor's house for birthday parties. You don't go to, you know, the nurses have the dentist, you don't go. That's a professional relationship. You go, they have great customer service. You have a great time. They take good care of you and it's fashion . So I groom my team in that way. This is not about how much I care about you as a person. This is about leapfrog academies. And this is about providing the best service for the families and what that takes to do that. And when that is our focus and our central goal, it doesn't become about people because we have favorites and it becomes personal and it's about people and it is about people in the sense that we're providing customer service. Mm-hmm , but we're not, it's not about going to their house and being their friend. And it's about taking care of the children.
David Bailin: So I think that the five year plan now has to be considered materially different. And of course, we'll see how it's done. In order for China to focus domestically, it can't invest in as much in belt and road that I think, from a competitive standpoint for the West, could be considered an advantage because it had it done. So I think China could have owned a very large swath of the international markets. Instead, what we're going to see is much more global competitiveness between the West and the East, and that actually will be good for everyone ultimately because China will not be able to buy its buyers, if you will. It will not be able to fund the countries that will then buy its goods to the degree that it was going to before.
And then secondly, a lot of the policies that will now focus domestically on continuing to have more stimulus associated with getting people to buy domestically, whether it's a luxury good or a simple consumer good, more manufacturing of those goods and more of a supply chain where China is focused on developing more capacity to serve its own economy. And this focus on its own economy, I think, is going to be a very different way of looking at its quote, five-year plan. And then lastly, when we think about the repositioning, the only risk that I see to all of that is that, in the event that global growth slows significantly, China is not going to be willing to see its share of exports move to the other Southeast Asian countries. They're going to want to defend their share of the export market very, very heavily.
Ian Bremmer: Well, it's interesting. In the last five, 10 years, Xi Jinping has talked a lot more about China effectively becoming a world quality power, almost as if China graduates from an emerging market to becoming an advanced industrial economy. He's not saying that anymore. He's talking more about quality of life for a larger middle-income society across China. And I think the reason he's doing that is in part because he understands not only how long it takes to create an advanced industrial society, but also the reality of the fight that is coming with wealthier countries, particularly on climate and availability and scarcity of resources. And as that happens, the fact that the Chinese will be on the same side as all of the other developing countries on an equity conversation, the wealthy countries have done all their carbon emissions, they live incredibly comfortable lives comparatively, and they're not necessarily willing to redistribute that wealth globally to help ensure that the developing countries will be able to continue to develop. 781b155fdc