You won't be the same after watching this speech

Simon Sinek is a name you need to know. He's a leadership expert, best-selling author, and speaker who teaches business leaders to inspire their customers and their employees. Over a year ago, Glenn read his book Start With Why, which radically influenced Glenn's vision for his company.

In the months ahead, you're going to probably hear Glenn talk a lot more about Simon as he works with him on different projects on and off television.

"I think we need to listen to this guy because he can help us define exactly what we're trying to do and help us define our language so we can come together. I was telling him in an email that I think this audience will be the one that can really change things for the better, that we can actually change things for the better if we all stand together and we all are like-minded and in one accord," Glenn said.

Be sure to set aside some time today to watch Simon's TED Talk "How great leaders inspire action" below:

Transcript of the TED Talk is below:

How do you explain when things don't go as we assume? Or better, how do you explain when others are able to achieve things that seem to defy all of the assumptions? For example: Why is Apple so innovative? Year after year, after year, after year, they're more innovative than all their competition. And yet, they're just a computer company. They're just like everyone else. They have the same access to the same talent, the same agencies, the same consultants, the same media. Then why is it that they seem to have something different? Why is it that Martin Luther King led the Civil Rights Movement? He wasn't the only man who suffered in a pre-civil rights America, and he certainly wasn't the only great orator of the day. Why him? And why is it that the Wright brothers were able to figure out controlled, powered man flight when there were certainly other teams who were better qualified, better funded ... and they didn't achieve powered man flight, and the Wright brothers beat them to it. There's something else at play here.

About three and a half years ago I made a discovery. And this discovery profoundly changed my view on how I thought the world worked, and it even profoundly changed the way in which I operate in it. As it turns out, there's a pattern. As it turns out, all the great and inspiring leaders and organizations in the world -- whether it's Apple or Martin Luther King or the Wright brothers -- they all think, act and communicate the exact same way. And it's the complete opposite to everyone else. All I did was codify it, and it's probably the world's simplest idea. I call it the golden circle.

Why? How? What? This little idea explains why some organizations and some leaders are able to inspire where others aren't. Let me define the terms really quickly. Every single person, every single organization on the planet knows what they do, 100 percent. Some know how they do it, whether you call it your differentiated value proposition or your proprietary process or your USP. But very, very few people or organizations know why they do what they do. And by "why" I don't mean "to make a profit." That's a result. It's always a result. By "why," I mean: What's your purpose? What's your cause? What's your belief? Why does your organization exist? Why do you get out of bed in the morning? And why should anyone care? Well, as a result, the way we think, the way we act, the way we communicate is from the outside in. It's obvious. We go from the clearest thing to the fuzziest thing. But the inspired leaders and the inspired organizations -- regardless of their size, regardless of their industry -- all think, act and communicate from the inside out.

Let me give you an example. I use Apple because they're easy to understand and everybody gets it. If Apple were like everyone else, a marketing message from them might sound like this: "We make great computers. They're beautifully designed, simple to use and user friendly. Want to buy one?" "Meh." And that's how most of us communicate. That's how most marketing is done, that's how most sales is done and that's how most of us communicate interpersonally. We say what we do, we say how we're different or how we're better and we expect some sort of a behavior, a purchase, a vote, something like that. Here's our new law firm: We have the best lawyers with the biggest clients, we always perform for our clients who do business with us. Here's our new car: It gets great gas mileage, it has leather seats, buy our car. But it's uninspiring.

Here's how Apple actually communicates. "Everything we do, we believe in challenging the status quo. We believe in thinking differently. The way we challenge the status quo is by making our products beautifully designed, simple to use and user friendly. We just happen to make great computers. Want to buy one?" Totally different right? You're ready to buy a computer from me. All I did was reverse the order of the information. What it proves to us is that people don't buy what you do; people buy why you do it. People don't buy what you do; they buy why you do it.

This explains why every single person in this room is perfectly comfortable buying a computer from Apple. But we're also perfectly comfortable buying an MP3 player from Apple, or a phone from Apple, or a DVR from Apple. But, as I said before, Apple's just a computer company. There's nothing that distinguishes them structurally from any of their competitors. Their competitors are all equally qualified to make all of these products. In fact, they tried. A few years ago, Gateway came out with flat screen TVs. They're eminently qualified to make flat screen TVs. They've been making flat screen monitors for years. Nobody bought one. Dell came out with MP3 players and PDAs, and they make great quality products, and they can make perfectly well-designed products -- and nobody bought one. In fact, talking about it now, we can't even imagine buying an MP3 player from Dell. Why would you buy an MP3 player from a computer company? But we do it every day. People don't buy what you do; they buy why you do it. The goal is not to do business with everybody who needs what you have. The goal is to do business with people who believe what you believe. Here's the best part:

None of what I'm telling you is my opinion. It's all grounded in the tenets of biology. Not psychology, biology. If you look at a cross-section of the human brain, looking from the top down, what you see is the human brain is actually broken into three major components that correlate perfectly with the golden circle. Our newest brain, our Homo sapien brain, our neocortex, corresponds with the "what" level. The neocortex is responsible for all of our rational and analytical thought and language. The middle two sections make up our limbic brains, and our limbic brains are responsible for all of our feelings, like trust and loyalty. It's also responsible for all human behavior, all decision-making, and it has no capacity for language.

In other words, when we communicate from the outside in, yes, people can understand vast amounts of complicated information like features and benefits and facts and figures. It just doesn't drive behavior. When we can communicate from the inside out, we're talking directly to the part of the brain that controls behavior, and then we allow people to rationalize it with the tangible things we say and do. This is where gut decisions come from. You know, sometimes you can give somebody all the facts and figures, and they say, "I know what all the facts and details say, but it just doesn't feel right." Why would we use that verb, it doesn't "feel" right? Because the part of the brain that controls decision-making doesn't control language. And the best we can muster up is, "I don't know. It just doesn't feel right." Or sometimes you say you're leading with your heart, or you're leading with your soul. Well, I hate to break it to you, those aren't other body parts controlling your behavior. It's all happening here in your limbic brain, the part of the brain that controls decision-making and not language.

But if you don't know why you do what you do, and people respond to why you do what you do, then how will you ever get people to vote for you, or buy something from you, or, more importantly, be loyal and want to be a part of what it is that you do. Again, the goal is not just to sell to people who need what you have; the goal is to sell to people who believe what you believe. The goal is not just to hire people who need a job; it's to hire people who believe what you believe. I always say that, you know, if you hire people just because they can do a job, they'll work for your money, but if you hire people who believe what you believe, they'll work for you with blood and sweat and tears. And nowhere else is there a better example of this than with the Wright brothers.

Most people don't know about Samuel Pierpont Langley. And back in the early 20th century, the pursuit of powered man flight was like the dot com of the day. Everybody was trying it. And Samuel Pierpont Langley had, what we assume, to be the recipe for success. I mean, even now, you ask people, "Why did your product or why did your company fail?" and people always give you the same permutation of the same three things: under-capitalized, the wrong people, bad market conditions. It's always the same three things, so let's explore that. Samuel Pierpont Langley was given 50,000 dollars by the War Department to figure out this flying machine. Money was no problem. He held a seat at Harvard and worked at the Smithsonian and was extremely well-connected; he knew all the big minds of the day. He hired the best minds money could find and the market conditions were fantastic. The New York Times followed him around everywhere, and everyone was rooting for Langley. Then how come we've never heard of Samuel Pierpont Langley?

A few hundred miles away in Dayton Ohio, Orville and Wilbur Wright, they had none of what we consider to be the recipe for success. They had no money; they paid for their dream with the proceeds from their bicycle shop; not a single person on the Wright brothers' team had a college education, not even Orville or Wilbur; and The New York Times followed them around nowhere. The difference was, Orville and Wilbur were driven by a cause, by a purpose, by a belief. They believed that if they could figure out this flying machine, it'll change the course of the world. Samuel Pierpont Langley was different. He wanted to be rich, and he wanted to be famous. He was in pursuit of the result. He was in pursuit of the riches. And lo and behold, look what happened. The people who believed in the Wright brothers' dream worked with them with blood and sweat and tears. The others just worked for the paycheck. And they tell stories of how every time the Wright brothers went out, they would have to take five sets of parts, because that's how many times they would crash before they came in for supper.

And, eventually, on December 17th, 1903, the Wright brothers took flight, and no one was there to even experience it. We found out about it a few days later. And further proof that Langley was motivated by the wrong thing: The day the Wright brothers took flight, he quit. He could have said, "That's an amazing discovery, guys, and I will improve upon your technology," but he didn't. He wasn't first, he didn't get rich, he didn't get famous so he quit.

People don't buy what you do; they buy why you do it. And if you talk about what you believe, you will attract those who believe what you believe. But why is it important to attract those who believe what you believe? Something called the law of diffusion of innovation, and if you don't know the law, you definitely know the terminology. The first two and a half percent of our population are our innovators. The next 13 and a half percent of our population are our early adopters. The next 34 percent are your early majority, your late majority and your laggards. The only reason these people buy touch tone phones is because you can't buy rotary phones anymore.

(Laughter)

We all sit at various places at various times on this scale, but what the law of diffusion of innovation tells us is that if you want mass-market success or mass-market acceptance of an idea, you cannot have it until you achieve this tipping point between 15 and 18 percent market penetration, and then the system tips. And I love asking businesses, "What's your conversion on new business?" And they love to tell you, "Oh, it's about 10 percent," proudly. Well, you can trip over 10 percent of the customers. We all have about 10 percent who just "get it." That's how we describe them, right? That's like that gut feeling, "Oh, they just get it." The problem is: How do you find the ones that get it before you're doing business with them versus the ones who don't get it? So it's this here, this little gap that you have to close, as Jeffrey Moore calls it, "Crossing the Chasm" -- because, you see, the early majority will not try something until someone else has tried it first. And these guys, the innovators and the early adopters, they're comfortable making those gut decisions. They're more comfortable making those intuitive decisions that are driven by what they believe about the world and not just what product is available.

These are the people who stood in line for six hours to buy an iPhone when they first came out, when you could have just walked into the store the next week and bought one off the shelf. These are the people who spent 40,000 dollars on flat screen TVs when they first came out, even though the technology was substandard. And, by the way, they didn't do it because the technology was so great; they did it for themselves. It's because they wanted to be first. People don't buy what you do; they buy why you do it and what you do simply proves what you believe. In fact, people will do the things that prove what they believe. The reason that person bought the iPhone in the first six hours, stood in line for six hours, was because of what they believed about the world, and how they wanted everybody to see them: They were first. People don't buy what you do; they buy why you do it.

So let me give you a famous example, a famous failure and a famous success of the law of diffusion of innovation. First, the famous failure. It's a commercial example. As we said before, a second ago, the recipe for success is money and the right people and the right market conditions, right? You should have success then. Look at TiVo. From the time TiVo came out about eight or nine years ago to this current day, they are the single highest-quality product on the market, hands down, there is no dispute. They were extremely well-funded. Market conditions were fantastic. I mean, we use TiVo as verb. I TiVo stuff on my piece of junk Time Warner DVR all the time.

But TiVo's a commercial failure. They've never made money. And when they went IPO, their stock was at about 30 or 40 dollars and then plummeted, and it's never traded above 10. In fact, I don't think it's even traded above six, except for a couple of little spikes. Because you see, when TiVo launched their product they told us all what they had. They said, "We have a product that pauses live TV, skips commercials, rewinds live TV and memorizes your viewing habits without you even asking." And the cynical majority said, "We don't believe you. We don't need it. We don't like it. You're scaring us." What if they had said, "If you're the kind of person who likes to have total control over every aspect of your life, boy, do we have a product for you. It pauses live TV, skips commercials, memorizes your viewing habits, etc., etc." People don't buy what you do; they buy why you do it, and what you do simply serves as the proof of what you believe.

Now let me give you a successful example of the law of diffusion of innovation. In the summer of 1963, 250,000 people showed up on the mall in Washington to hear Dr. King speak. They sent out no invitations, and there was no website to check the date. How do you do that? Well, Dr. King wasn't the only man in America who was a great orator. He wasn't the only man in America who suffered in a pre-civil rights America. In fact, some of his ideas were bad. But he had a gift. He didn't go around telling people what needed to change in America. He went around and told people what he believed. "I believe, I believe, I believe," he told people. And people who believed what he believed took his cause, and they made it their own, and they told people. And some of those people created structures to get the word out to even more people. And lo and behold, 250,000 people showed up on the right day at the right time to hear him speak.

How many of them showed up for him? Zero. They showed up for themselves. It's what they believed about America that got them to travel in a bus for eight hours to stand in the sun in Washington in the middle of August. It's what they believed, and it wasn't about black versus white: 25 percent of the audience was white. Dr. King believed that there are two types of laws in this world: those that are made by a higher authority and those that are made by man. And not until all the laws that are made by man are consistent with the laws that are made by the higher authority will we live in a just world. It just so happened that the Civil Rights Movement was the perfect thing to help him bring his cause to life. We followed, not for him, but for ourselves. And, by the way, he gave the "I have a dream" speech, not the "I have a plan" speech.

(Laughter)

Listen to politicians now, with their comprehensive 12-point plans. They're not inspiring anybody. Because there are leaders and there are those who lead. Leaders hold a position of power or authority, but those who lead inspire us. Whether they're individuals or organizations, we follow those who lead, not because we have to, but because we want to. We follow those who lead, not for them, but for ourselves. And it's those who start with "why" that have the ability to inspire those around them or find others who inspire them.

Thank you very much.

(Applause)

IN PLAIN SIGHT: COVID and mental health

NotesfromPoland.com

A lot of times, people drown in plain sight. Largely because most of us haven't been taught what to look for. We're accustomed to the movie version of a person struggling in the water — flailing their arms and shrieking and gymnastic — but in real life drowning is quieter, something you could see and not realize. It's never been harder than it is now, in 2020, as we're all locked indoors, alone, out of sight.

Every year, an estimated one million people worldwide kill themselves. A death every 40 seconds.

America is in the throes of a suicide epidemic, with the highest suicide rate since World War II. Suicide rates have risen 30 percent since 1999, and the number keeps climbing. There were 45,000 suicide deaths in 2016 alone. In 2017, there were 47,000. Roughly 129 people a day.

In 2018, 10.7 million American adults seriously thought about suicide, 3.3 million made a plan, and 1.4 million attempted suicide. There were 48,344 recorded suicides. That's roughly one person every 11 minutes. And that's 1,171 more people than the year before. The average American knows 600 people. Meaning, the increase of suicide deaths in one year was more than double the number of people you know. And that's just the difference.

Suicide is the 10th-leading cause of death in this country. It is the second leading cause of death among children, and since 2000, there has been a worrying jump in the suicide rate of 15-to-24-year-olds.

In January, USA Today ran an article about the rising suicide rates, "More and more Americans are dying by suicide. What are we missing?

That was January. Three months before the pandemic sent all of us indoors.

An article in The BMJ, a weekly peer-reviewed medical journal, points that "Widely reported studies modeling the effect of the COVID-19 pandemic on suicide rates predicted increases ranging from 1% to 145%." In other words, "We really don't know."

So we can't prove exactly how much damage the pandemic and the lockdowns have caused, or how many suicides there have been this year compared to last year because those numbers will take a while to assemble. But we can get an idea by measuring the scope and prevalence of the conditions that lead to suicide, and they are significantly higher in 2020. Because what's not in doubt is that the pandemic has gravely affected people's mental health.

Affect on Adults

For starters, while suicides tend to drop at the start of pandemics, they quickly increase in response to the conditions of quarantine. It's also true that suicide rates increase during recessions.

A study in Science Advances journal noted that "as the rates of COVID-19 positive cases and deaths increased substantially across the United States, COVID-19–related acute stress and depressive symptoms increased over time in the United States." A CDC report from August found that in 2020 compared to 2019, adults' symptoms of anxiety have tripled and symptoms of depression have quadrupled (24.3% versus 6.5%). Compared to 2018, two different studies concluded that symptoms of depression and "serious psychological distress" are triple the level they were. In fact, the rates of anxiety and depression have been higher throughout the pandemic than "after other large-scale traumas like September 11th, Hurricane Katrina and the Hong Kong unrest." Ten percent of Americans surveyed in June said they had seriously considered suicide in the past 30 days.

French philosopher Albert Camus once wrote that "In the depths of winter, I finally learned that within me there lay an invincible summer."

Well, we find ourselves — literally and figuratively — in the depths of winter.

Well, we find ourselves — literally and figuratively — in the depths of winter.

Lockdowns

A number of studies warn about the danger posed by lockdowns. One in particular, published in Lancet, summarizes it well: "Most reviewed studies reported negative psychological effects including post-traumatic stress symptoms, confusion, and anger. Stressors included longer quarantine duration, infection fears, frustration, boredom, inadequate supplies, inadequate information, financial loss, and stigma. Some researchers have suggested long-lasting effects."

The report is very clear about how to minimize the harm of quarantine: Give people as much information as possible, reduce boredom, improve communication, emphasize altruism, and keep lockdowns as short as possible.

Affect on Children

The pandemic and the lockdowns have been especially difficult, and even fatal, for one group in particular, but you might not have heard about it because the media is too obsessed with identity politics to stop for a moment and look at the bigger picture. I'm talking about the most important population: Children.

But they aren't dying of Covid. In fact, children are more likely to die of homicides, drowning, or even fires and burns, than they are to die of Covid. The Academy of Pediatrics reported that, as of December 3rd, children accounted for slightly more than 0% of all COVID-19 cases, and even fewer deaths, about 0.11%, about 160 in total. There are still 15 states with zero reported child deaths. They don't even catch it as often: They account for less than 2% of the total confirmed COVID-19 cases globally. Even here in America, the nation with the highest infection rates, that number is the same: 2%. And, when they do catch it, the overwhelming majority of them experience either no symptoms or mild symptoms. Another recent study found that, compared to the flu, children play a minimal role in spreading Covid-19, and most children who contract it actually get it from their parents.

So they rarely catch it, they almost never die because of it, and they don't spread it. Yet, according to data from the CDC, the rate of children visiting emergency rooms has skyrocketed. Compared with 2019, the number of 5-11-year-olds is 24% higher, while the rate for 12-17-year-olds is 31% higher. This surge is due to mental health reasons.

According to a ton of studies (Here, Here, Here, Here, Here, Here, Here, Here, Here, Here, and Here), during the pandemic, children of all ages have "had high rates of depression, anxiety, and pos-traumatic symptoms as expected in the aftermath of any disaster."

The reality is unequivocal: The lockdowns and quarantines are bad for children. Certainly much, much worse than the disease itself, a point Donald Trump was heckled by the media for making. We waded through a sea of studies, reports, and articles, and the consensus was so consistent that we shifted our focus to looking for studies that said otherwise.

The International Journal of Disaster Risk Reduction released a study this month that found that three in four children have reported having depression, and that "the effect of the COVID-19 pandemic on children's mental well-being is worrying 60% of parents, according to a survey by parents with primary-aged children and 87% reported that their children were missing school and less than half stated that their children were feeling lonely, which altogether affects their children's mental health and wellbeing."

One study found that children of all age groups "showed more clinging, inattention, and irritability. However, 3-6 year-olds were more likely to manifest clinginess and fear that family members might contract the infection, while 6-18 year-olds were more likely to show inattention and persistent inquiry." Another study found that "In many households, children who end up staying indoors become restless and, in some cases, violent."

Children need predictability... and they need to believe that their parents are in control of things.

Uncertainty, social isolation, and parental angst. Children need predictability, they need activities, and they need to believe that their parents are in control of things. But, as a result of draconian lockdowns, they have spent much more time in front of screens. They are also more susceptible to sleep disruptions, or "somatic symptoms." And they are at a much higher risk for sexual abuse and domestic abuse, and, without school, unable to escape it.

Like us, they'll be dealing with the long term effects of the pandemic and lockdown for the rest of their lives. The difference is, we're more equipped to handle it.

One report refers to the undue harm lockdowns cause children as "collateral damage," adding that "we all have a responsibility to promote the health and well-being of children at home, and to ask questions and fight for service provision in areas where clinicians are not needed to fight COVID-19 but are needed to protect children."

As a society, it is our duty to protect the defenseless, and there is no group of people more defenseless, yet more important, than children.

German philosopher Kant wrote a lot about suicide. His argument can basically be boiled down to two parts:

1) I ought to do my duty as long as I am alive; and

2) It is my duty to go on living as long as possible.

He used the anecdote of civilization as a human body. We must only harm our body if it's necessary for self-preservation. If a toe is necrotic for whatever reason, we amputate it, so that we can preserve our body, our person, as a whole. Suicide, on the other hand, is an act of destruction. It is harmful, not just to the person it removes from humanity, but to humanity as a whole. Each of us plays a role in making sure that body remains in motion. So, when a person resorts to suicide, they are harming the body, the whole, they are depriving society and humanity. They are severing limbs or slicing our arms. They are robbing us of every good that they would bring.

School

Most European countries have closed their schools. According to UNESCO, 91% of children worldwide have been affected by school closures. A study from Bangladesh found that Bangladeshi children were suffering from higher rates of depression, anxiety, and sleeping disorder. In Italy and Spain, one study determined that 85% of parents have noticed negative changes in their children's emotions and behaviors since the pandemic. In England, deaths by suicide among children increased shortly after the country's first lockdown. In Holland, a study "found that young people reported a significant increase in severe anxiety and sleeping problems during the country's lockdown period." Numerous studies from China found that roughly a quarter of children were suffering from the same symptoms. In India, like many other countries, children are spending so much time in front of screens that experts fear it will lead to "psycho-social problems, like lower self-esteem."

Meanwhile, in Sweden, where schools and childcare centers have remained open, the spread of Covid as a result of children attending school is practically nonexistent. Over the next few years, research will show us exactly how Sweden's no-lockdown approach affected their youth.

The research concludes that children should remain in school.

Overwhelmingly — and I mean overwhelmingly — the research concludes that children should remain in school. Academic articles are known for their boring, long-winded, incomprehensible titles, but not these. Like this one: "Mitigate the effects of home confinement on children during the COVID-19 outbreak."

Children need physical activity, which is crucial to minimizing depression and anxiety. Schools provide structure. Schools are a consistent source for children's nutrition, and a lapse in nutrition can have psychological effects. Schools also provide healthcare.

School closures have also put children at a higher risk of domestic violence or sexual abuse, because "school is a safe space where children can report problems and where signs of abuse can be detected."

Children need community. They need friends. While many adults are at home with their kids, most of us are working, and children left alone on workdays are more likely to have anxiety or depression.

Teenagers

According to the CDC, of every demographic, 18-24-year-olds have been most affected, with 75% of respondents in that age range reporting at least one negative mental health symptom. One-quarter said they were using more drugs and alcohol to cope with pandemic-related stress, and another one-quarter said they had "seriously considered suicide" in the previous 30 days.

No prom. No graduation. No church. No dates. No birthday parties — birthdays spent alone. No games. No homecoming. No extracurricular clubs. No sports. No Spring Break — no vacations at all. No funerals, although there are plenty of people being buried.

Teenagers in lockdown are more concerned about their more basic needs. They feel less connected to other people. They are learning less and spending less time on school work. In other words, they are hurting, and bad.

The number of studies that back this up is daunting.

Three papers (Here, Here, and Here) determined that older adolescents suffer more symptoms of depression than younger ones and children. Another study describes the "collective trauma" that the lockdowns have had on teenagers.

The National 4-H Council found that:

●81% of teens say mental health is a significant issue for young people in the U.S., and 64% of teens believe that the experience of COVID-19 will have a lasting impact on their generation's mental health.

●7 in 10 teens have experienced struggles with mental health.

●55% of teens say they've experienced anxiety, 45% excessive stress, and 43% depression.

●61% of teens said that the COVID-19 pandemic has increased their feeling of loneliness.

●82% of teens calling on America to talk more openly and honestly about mental health issues in this country.

Life has always been hard for teenagers, but even before the pandemic, it has been especially rough on American teenagers, who are twice as likely "today to have more anxiety symptoms and twice as likely to see a mental health professional as teens in the 1980s.

Here's how the conversation went on radio:

ENOUGH IS ENOUGH: The politics of COVID-19 is DESTROYING our children youtu.be


On "Glenn TV" this week, Megyn Kelly, host of the "Megyn Kelly Show," told Glenn Beck she believes the Democrats' talk of unity is "all nonsense" and forecasted the "death of journalism" under a Biden administration.

Megyn cited President Joe Biden's unwillingness to make concessions that would help unify Democrats and Republicans as an example of how much he actually cares about unity, and added that, while she's all for lowering the political temperature in America, she also believes there are some personal freedoms that are worth fighting for.

"What's happening substantively is worth fighting for and it's not going to go away just because [Biden] gave a nice speech," Megyn said.

"I will object. I will protect my family and what I think is right over Joe Biden's need for unity, which is false anyway. 'Unify behind my agenda' is not a real call for unity," she added.

Megyn said she believes the Left has reached too far and "awakened a sleeping giant" in reference to the silent majority who should speak up, speak out, and refuse to be silenced any longer.

Watch the video clip below to catch more of the conversation:

Because the content of this show is sure to set off the censors, the full episode is only be available on BlazeTV. Get $30 off a one-year subscription to BlazeTV with the code "GLENN." With BlazeTV, you get the unvarnished truth from the most pro-America network in the country, free from Big Tech and MSM censors.

As the Senate prepares for former President Trump's second impeachment trial, many are asking whether it's constitutional to try a president after leaving office. Alan Dershowitz, lawyer and host of the of "The Dershow," joined Glenn Beck on the radio program to talk about the legal battles Trump still faces.

Dershowitz said he believes the Senate doesn't have the authority to convict Trump, now that he's a private citizen again, and thus can't use impeachment to bar him from running for office again.

"The Constitution says the purpose of impeachment is to remove somebody. He [Trump] is out of office. There's nothing left to do.
It doesn't say you can impeach him to disqualify him for the future. It says, if you remove him you can then add disqualification, but you can't just impeach somebody to disqualify them," Dershowitz said.

"The Senate can't try ordinary citizens. So once you're an ordinary citizen, you get tried only in the courts, not in the Senate. So it's clearly unconstitutional," he added.

Dershowitz, who served on Trump's legal team during the first impeachment trial, also discussed whether he thinks Trump is legally (or even just ethically) responsible for the Capitol riot earlier this month, and whether those engaging in violence could be considered "domestic terrorists."

Watch the video below to catch more of the conversation:

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A new, shocking CBS News poll shows that the majority of Americans believe they're facing a new enemy: other Americans.

More than two-thirds of poll respondents said they believe democracy in the U.S. is "threatened," and 54% said "other people in America" are the "biggest threat to the American way of life," rather than economic factors, viruses, natural disasters, or foreign actors.

Will it be possible to unite our nation with statistics like that? On "The Glenn Beck Radio Program," Glenn and Stu discussed the poll numbers and what they mean for our future.

Watch the video clip below:

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To enjoy more of Glenn's masterful storytelling, thought-provoking analysis and uncanny ability to make sense of the chaos, subscribe to BlazeTV — the largest multi-platform network of voices who love America, defend the Constitution and live the American dream.