RADIOOctober 24, 2023

Former DEI head exposes TRUTH about 'inclusion' on woke college campuses

Back in 2021, Tabia Lee, EdD, was head of the Diversity, Equity, and Inclusion (DEI) department at Silicon Valley’s De Anza College. At the time, she thought DEI was actually about inclusion. But almost immediately, she discovered the truth: "It was like I was in the Twilight Zone." She tells Glenn that it only took two weeks for some of her fellow staff members to call her a "dirty zionist" who was "supporting white supremacy." On top of that, she was told by many people, including Jewish students, that there was a problem with anti-Semitism on campus, despite its alleged commitment to inclusion. Now, she is a senior fellow at Do No Harm Medicine and has decided to expose the dangerous way American colleges have started to view "social justice."

Transcript

Below is a rush transcript that may contain errors

GLENN: I am always encouraged by people that are willing, when they learn something to change. Too many are not. And that includes people like me. I have learned things. And if you are honestly seeking knowledge. You're honestly seeking truth, you're bound to change from time to time. It's essential, that you do. Otherwise, you get stuck in old thinking.

And you -- you lose the ability to help, really, quite honestly.

Dr. Tabia Lee, she was the head of a college DEI program. So you would immediately say, gee, Glenn, why are you having Dr. Tabia Lee on?

Because she's somebody who went in, and found that this is really harmful. This is not actually making sure all voices are heard. And she left, and has been in a lawsuit. With her former college. But I wanted to talk to her, because, A, I respect her. B, she's also talking about anti-Semitism on the campus. Dr. Tabia Lee, welcome to the program.

TABIA: Hi, Glenn. Thank you for having me today.

GLENN: You bet.

This must be weird because I bet you never thought, I would never find myself one morning hanging out with Glenn Beck.

TABIA: Absolutely.

GLENN: Yeah. Right. So -- so, Doctor, tell me what your experience was?

TABIA: Yes. You know, when I was hired at the college, as a faculty director, it was after many years of working in higher education as a part-timer, if you will. You know, after I got my doctorate, those job offers for the tenure track, just didn't come pouring in like I thought they would. But one silver lining of the pandemic for me was that all of these positions opened up. And, you know, colleges needed extra hands, if you will. And I was one of those folks that was hired on.

And it was a job responsibility and title that everyone always had said, Lee, you need to be a director somewhere. You don't just need to be in your classroom anymore. You need to share your knowledge with the wider group of colleagues and impacts in institutions. And this was a job that provided me with an opportunity to do that position as a faculty member.

And so the things that took place almost immediately, as I began to do my work. Let me know that I was in an environment, that I had never been in before. And it was like I was in a -- in a Twilight Zone almost. It was immediate. But within two weeks after starting. Starting my work.

GLENN: So when you took the lead role on DEI, what did you think it was?

TABIA: So this was a position to lead an institution-wide transformation around topics, which was my office role -- equity, social justice, and multi-cultural education.

And when I interviewed for it, it was a lengthy process. And, you know, I was very forthright with them about who I was. And they kind of revealed to me, some of their main points. One of the things they said, was the panel said, was, you know, the office you'll be working for. They're a little too woke.

And, you know, that's why we're looking for someone to come in and bring a balance. And I said, well, can you tell me what you mean by woke? Because people use words all the time. And they have different meanings for them.

So I'm always looking for what is someone actually talking about?

And they said, well, when faculty goes to your office. You know, if you're selected as a candidate, they feel uncomfortable.

They're accused of being racists. They're told that they're teaching wrong. And so a lot of faculty doesn't engage.

And I said, well, based on that, that you're telling me, I'm definitely not woke. What I seek to do, I seek to bring people together. From diversion perspectives. And, you know, to identify points of commonality. Even if we seem really different, I think we can always find a way to relate to our students. So that was my statement.

And from that, I advanced to the next stage.

And I did even a teaching demonstration for them on calling people in, instead of calling out.

And so everything was focused on that point that they raised, about the negativity coming from the office. And I was selected for that position. And I was delighted to be selected.

Because this was again, you know, things I focus on. An opportunity to bring people together in dialogue. And make a positive change in the community.

GLENN: How long did it take you before you were called the wrong kind of black person? Or, quoting, a dirty -- dirty Zionist?

TABIA: Oh, yes. So that was within two weeks. You know, as I started off, Glenn. I don't assume I know anything. Or that I have a solution going in. I want to see what people on the ground are saying. So I did over 60 hours of needs assessment conversations with faculties, administrators, staff.

And during this, one of the first ones was with one of my staff members. And they told me that, you know, this job, they were a final candidate. This job should have been theirs. And they said, you know, they don't know who I am or what my commitment to equity is. And, you know, why I come in and scooped this out from under them. But they assured me that I would have a rough road ahead of me.

And from that, that was the same person who a couple weeks after that initial meeting with them, while I was meeting with my team. We had already had some kind of informal meetings. You know, and it just seemed like they were a very casual group. And remember, I needed to do some strategic planning. To do an institutionalized transformation. So I wanted to bring some structure. So I said, it's been great meeting with everybody, you know, the past couple of weeks and so forth. Just tell me a little bit about how you all take notes. How do you, you know, track what you've done in the past, what you're doing in the future? And they said, we just kind of meet and we talk once a week.

And I said, well, I've made this Google Doc, and all of us can edit it.

And you can put in ideas for agendas, and some -- maybe you can tell me some of your projects that you're working on. And I can see where I can fit in. And the same person who told me, my job should have been theirs, they said, stop what you're doing right now.

And I was like, kind of taken aback. I said, okay. What? I said, okay. I'm listening.

And he said, what you're doing right now, is you're white speaking. You're white explaining. And you're supporting white supremacy, and we don't do that here.

And I said, excuse me?

GLENN: Wow. And you're African-American. Right? This, I just want --

TABIA: Yeah. Yeah. And I've worked in education my whole life, Glenn.

No teacher -- I've never been in a meeting where someone called another person a white-speaking, white-explaining. And said they're a white supremacist. And I'm from the Central Valley here in California.

I grew up there. Small town called Loney. And there, when I -- when you hear white supremacist, it's actually like KKK members. White nationalist socialists, is what that refers to. And so I was deeply offended. And everyone on the call, you know, had these smug looks on their faces.

And I said, you know, I haven't come in here, saying -- calling anyone names.

You know, I said, this is -- I feel very uncomfortable, what you said.

And I just explained to them, what I explained to you. Where I'm from. How I heard that used.

And everyone on the call had these looks of condemnation, as though I was offending the person who said those offensive words to me.

GLENN: I know this story.

TABIA: This is -- yes. And I -- and I took it back to my dean, you know, afterwards. And I said, hey. This happened. And affect was flat. She had no response.

And I said, you know, I'm real uncomfortable. Normally I'd be the person who would do some kind of team building. Or, you know, a communications exercise. I said, but I'm the target. I said, I need you to bring someone in, to talk to this team about, you know, in-group bias. And how do you let the new person in, and how do you talk to each other, you know, in a civil way?

And then -- and I need this to be repaired. I said, because this -- we can't communicate this way. This is not normal to me. It's very abnormal.

She never brought anyone in. And I said her, if she would come in. And then she ended up being one of the main instigators as well. So that was the environment that started off with my supervising dean. And my team. You know, being called a white supremacist. And, you know -- and I didn't know what they meant, until many weeks later.

You know, I saw they -- I started going to their workshops. And I kept seeing this live pop up. And it said, white supremacy culture characteristics. And one time it had a citation on it.

So I was able to find the white paper where it came from. But it had things, Glenn, like being on time, being objective, setting an agenda.

GLENN: Yeah. Yeah.

TABIA: Yeah. And these are like personality characteristics. And I said, what is that -- but at our California community colleges that's being held up as a framework for people to work from. And they call it that they're dismantling a white supremacy. And the way they're doing it is by not elevating those characteristics. And I guess, castigating anyone who demonstrate does them. And to me, all the characteristics were things I had always taught my students to do to be successful in life. They're not white supremacy. You know, these are just -- so I just -- that's how it started. That's how it started. And from there, it -- at every turn, it was becoming clear that I was working from a different understanding of social justice, you know, from them.

GLENN: Right.

TABIA: And I had to really figure that out while I was in it, which was an interesting thing. Because, again, all my institutions I worked at before, you know, they used the classical definition, you know, hindsight is 2020.

But here, they were using a critical definition. And it was this focus on claiming that America is a nation founded by white supremacy.

That's one of their core things that they -- was even the academic Senate made a resolution stating that. And I pushed back on that. That made me an enemy again. I said, no, America was founded to me, and to others here.

And they're too afraid to speak, because the environment you all have created.

I said, it's founded on fairness and equality.

You know, whether we lived up to it or not. It's something we can all debate.

But I disagree. I said, America needs to know. We're rejecting that.

It sounded like, that's final. And they put that in the resolution, that the faculty signed.

GLENN: Wow. You are an absolute unicorn.
GLENN: Dr. Tabia Lee is with us.

She is a senior fellow now at Do No Harm Medicine. And she was at some universities, or some -- what would you call it? Just a college, or is it a technical college? I'm sorry, Tabia.

TABIA: This was a community college. California community college. Uh-huh.

GLENN: Community college. And you were experiencing, as the DEI director, you're experiencing, wow. They don't define things the same. Then you started noticing, because you were talking to students, what's happening. And several Jewish students came and said, I feel unsafe here. And what happened?

TABIA: Actually -- actually, this was during -- this was during my assessment conversation. This was conversations with faculty staff and administrators. Multiple times, it was mentioned that there was a problem with anti-Semitism on the campus. And they gave -- gave me several examples, like the academic starting for decades on Jewish high holy holidays. Stories were shared with me about things that happened before I came. Our student government basically subverted a effort of the Jewish student union to bring forth definition of anti-Semitism, the IHRA definition.

Instead, the student government ended up making a counterproposal. And then they made no definition of anti-Semitism, but they condemned Israel. And so that was very disappointing to the students. I also heard about the students being uncomfortable, because of anti-Semitic firing. This is all because before I got there. And people were sharing these stories with me. And telling me the environment of fear and exclusion. That had been created for Jewish opportunities. And I was on as part of my director responsibilities, a group called the Equity Action Council.

And what I discovered there, Glenn. They weren't focused on equity. To me, equity means fairness, the textbook definition. They were talking about something completely different.

And then they weren't focused on actions either. So it was a big time waster on the taxpayer dollar, and this group gets funding too.

And our local Halal director came here to the Equity Action Council. And they shared information about the uncomfortable environment for students, and they asked us, urged us to please ask. And they offered to assist. And they gave us some recommendations in written form because they said they had come and talked to several people before, and nothing ever happens. And they were hoping to see some changes. When we took these recommendations back to our team meetings, I said, wow. First, I'm offended by the way that one of the staff members, as these guests were talking. They were dropping resources into the chat box. Like here's a link to students for justice for Palestine. This was a good resource to learn about anti-Semitism. Here's a link to Jewish voices for peace and so forth. They were giving things -- resources that were antithetical to what the people were speaking about.

And I said, I found that disrespectful. And they said, well, it was disrespectful. You and your guests, they called it, were sharing resources. So we shared ours. And I said, okay.

GLENN: Oh, my gosh.

Democrats in Congress CROSSED a Red Line that We Can NEVER Accept

America just crossed a constitutional red line — and Glenn Beck breaks down why this moment may be the one historians look back on as the final warning before national fracture. From Congress signaling military insubordination, to judges erasing separation-of-powers, to a cultural class obsessed with ideology instead of safeguarding the republic, the “Bubba Effect” is now in full force. Glenn explains why collapsing institutions, media silence, and public distrust are creating a perfect storm — and why citizenship, not rage, is the only path to restoring the republic. Are we witnessing the moment America snaps, or the moment Americans finally wake up?

Transcript

Below is a rush transcript that may contain errors

GLENN: Welcome to the Glenn Beck Program.

We're glad you're here. I want to talk to you today. Today's theme of the show is the Bubba Effect. Because it's here. And we are seeing it in full force. I will show it to you in Dearborn, Michigan. I will show it to you with Nick Fuentes. I will show it to you, with Epstein.

And I just showed it to you, a different kind of the Bubba Effect, institutional Bubba Effect. With that statement that came out, you know, telling the troops to, you know, disown, you know, the president. Or don't -- don't follow orders.

Question orders.

And you should do that. And that is something they're taught in the military. But they're taught within the system.

You know, it's not just that they made a message to the military.

They sent that message.

Imagine if the Duma would have sent that message to Putin. And we received it, and saw it. We would be like, their government is fall apart.

Their military is falling apart.

Look at this. What message is that sending to China and Russia and all their allies.

It's bad. It's very bad. There is a moment in every republic. Every empire. Every nation. The historians will look back and say, yep. That was it.

That was the biggest warning. That was the last warning.

And I think we are living in that moment right now.

When Congress told active duty military to ignore the orders of the commander-in-chief, you've got a problem.

When you can't get a federal judge impeached, because he approved something that has never been done in American history.

Granting one branch of the government, the right to secretly surveil the other without notice.

You have to -- constitutionally, you must notify you're under surveillance.

Okay?

If they're doing a mass thing. You have to notify.

Because that's a second branch!

Otherwise, you break up the branches, okay?

These are not political stories.

These are constitutional earthquakes.

And no one is talking about them! So now the question is: What now?

What has to happen, if the republic has to survive the stress of these fractures. That everybody seems to be creating or dancing on.

Let me outline it plainly here. Because all of us have a role. One, Congress. Congress, you have to discipline your own. If lawmakers can publicly encourage military resistance without consequence, then Congress has surrendered its moral authority.

You cannot police the executive branch. You can't oversee the intelligence agencies. You can't demand transparency, if you cannot police your own members.

Censure is not vengeance. It's maintenance. It's routine. It's necessary.
Constitutional maintenance. And if Congress refuses to do it, then the precedent remains. It gets worse.

And history shows us, no nation survives a politicized military. Ever!

Two, the military.

You to have restate the -- the chain of command.

Publicly and immediately. The Joint Chiefs don't need a press conference. They don't need hearings. They just need to say, the United States armed forces obey all lawful orders of the president.

That sentence, those exact words, that's the firewall between an American republic, and every failed nation in history.

The silence so far is not reassuring.

Three, the judiciary.

Especially the Supreme Court. Close the door on the book -- the Boasberg case! He opened a door that is so dangerous.

No judge, no matter how noble his intentions, has the authority to rewrite the separation of powers.

If one branch can secretly spy on another, then you have no checks and balances! You had a surveillance government. The Supreme Court must intervene. Not Trump! Not even Congress. But for the survival of coequal branches, if they don't, this is the new normal!

And you don't come back from that one, either! And now, the hardest part, the that one everybody talks about. Nobody does. The role of the cultural leaders and people like me in the media. In a functioning republic, this is supposed to be where the media steps in!

This is where the cultural leaders. The voices, left, right, center, stop obsessing over click bait. And start explaining to the people, what just happened. Why it's unprecedented, why it matters. How we as citizens need to respond. But look around. Do you see anyone in the press doing that?

Do you see anyone in Hollywood, doing that?

Do you see anyone in academia doing that? No. You don't. Because America's cultural class no longer sees its role as the guardian of the republic. Who is the guardian?

They're guardians of ideology. So what do we do?

Well, we do what Americans have always done, when institutionals fail. We step in our self. But if we don't care, that's it.

The Founders never trusted the press.

They trusted the people.

So that's where we are now.

And we all have to model what a responsible media. Or a responsible citizen should be doing.

So let me show you right now, how a responsible broadcaster responds to a constitutional breach.

My fellow Americans. This is not about Donald Trump.

This is not about Democrats. This is not about Republicans.

It's not how you vote.

This is about whether the military stays under civilian authority.

Whether our adversaries overseas are given the indication that we are ripe for the taking. This is about judges, that want to erase the separation of powers!

The separation of power is what has kept this constitutional republic going for all of these years!

Most importantly, this is about whether your children will inherit a functioning republic. And if the mainstream media won't tell you, then I will!

That right there, is the job. To preserve the republic!

So our children and grandchildren and that is what we all should be doing. That's what the press should be doing. That's what the cultural figures should be doing.

You call out the violations of Constitutional order, no matter who benefits. No matter who gets angry. No matter what tribe demands your silence. This is what leadership looks like!

This is wrong! This has never been done before. This breaks Constitutional boundaries.

And it has to be corrected immediately!

Americans, you understand the Bubba Effect is here. And it's everywhere!

You're going to see people that you're like, well, he's really wrong on that! And that's really outrageous. And I don't agree with that.

But at least he's right on this one!

And it will always be to question the system. To break it down.

So what do you do?

Well, you don't riot. You don't panic. You don't is it fair. We're headed into Thanksgiving. Give thanks for the crosses that we bear. Give thanks because our liberty, our freedom, should we decide to keep it, will be more valuable to us.

But you should call your representatives. I'm so sick of calling my representatives. But you should do it anyway.

You need to demand transparency. You need to insist on consequences! Don't normalize what is happening. Well, they're all like that! Stop it!
Stop it.

If that's what you expect, that is what you will get. But understand this: The cure for Constitutional drift is not rage. The answer is not anger. It's not division. It is citizenship!

It's also not apathy. If we sleep through this, the system will break, guaranteed.

But if you wake up, stand up, and insist on boundaries, eventually it will happen! I know you're tired.

I know you don't want to do it anymore. I know you're just desperate for an answer. Because the time is running short.

But now is not the time to act in -- in ways where we dishonor ourselves. In ways where we -- we throw in with a lot. We're like, that's really bad!

But at least they're pointing it out. You point it out! Once you start standing up, once we as a people, all you need is 20 percent! Twenty percent. Anywhere between 15 and 20 percent of the American people. If they understand the Constitution, if they understand the Bill of Rights. If they understand that God has put us in this place, at this time, and each of us have a reason to live!

We're here for a reason!

Everything snaps back into place!

It always has!

From 1800 to 1868 to 1974.

Institutions bend.

People break. But the Constitution can be restored.

But if -- and only if, you know it, you love it. You never betray it yourself, and you demand it of the people who represent us.

THIS could FINALLY land Epstein’s enablers IN JAIL

New evidence suggests that JPMorgan Chase overlooked 5,000 "yellow ticket" suspiciouos activity flags connected to Jeffrey Epstein, which resulted in #1.$ BILLION in sketchy transactions. Glenn Beck explains why this may be the scandal that finally brings some of Epstein's enablers to justice.

Transcript

Below is a rush transcript that may contain errors

GLENN: So where does the real story lie with the Epstein story? And I think it's the money, okay?

That's the real story. I'll tell you about the billions who have gone to terrorists from the US and Minnesota taxpayers here in a second.

And when I talk about that, what most people will do, is they'll fight over ICE.

They'll say it's Islamophobia. They'll fight over CAIR. Whatever. USAID, when that went down. Well, that's just about feeding hungry children. It's all misdirection, to get you away from the money. So let me bring this now to Epstein.

When a banker detects suspicious activity, when they see something that looks like money laundering. Human trafficking. Tax evasion. Sending money overseas to terrorists. They don't send a polite note to the supervisor, in hopes somebody reads it.

They are required by federal law, after 9/11, to file what is called a SAR. It's a Suspicious Activity Report.

A SAR.

They have to report that directly to the US Treasury Department. Through FinCEN. Financial center of crimes. Okay?

Once a SAR is filed. The bank isn't even allowed to tell you that they filed it. They just hit send. It's locked. The Treasury is notified. Now, this system like I said, was built after 9/11.

Built after decades of financial corruption.

A system design that no single banker. No single executive. No single billionaire can make illicit money and then have it just disappear offshore.

This is -- this is activated. If you draw $10,000 out, of your account. You are moving $10,000. You get a SAR report. And it goes directly to the Treasury. And when the bank flags something suspicious, it's called -- the SAR is called a yellow ticket. And it's not a suggestion. It's not a memo. It is a federal alert. That triggers monitoring by the Treasury, the FBI, Homeland Security. Depending on what the flags indicate. Now, that you understand that, let me talk to you about Jeffrey Epstein.

Between 2002 and 2016, JPMorgan Chase filed seven SARS. Seven yellow tickets on Epstein. Seven! Over 14 years. Those reports flagged a grand total of $4.3 million in sketchy activity.

Okay. It's all -- you know, it's a decade replace plus, $4 million.

You can make all kinds of excuses for that. Right? But after Epstein died, when the government finally unsealed the sex trafficking details, details that they had held on to for years. JP Morgan Chase suddenly panicked. Because the floodgates suddenly opened. In 2019, two SARS were flagged. Two SARS were sent to the Treasury.

They flagged over 5,000 suspicious wire transfers. We're not talking $4 million.

This is 1.3 billion dollars. Five thousand suspicious activity transfers, and transactions, of 1.3 billion dollars.

Now, let me just say this clearly, so nobody really misses the gravity of this. You do not accidentally forget to report 5,000 suspicious wires.

You don't like, where did we put that $1.3 billion.

Okay. You don't misplace a billion dollars in wires, to foreign banks and Shell companies, connected to then a convicted sex offender under federal investigation. It doesn't happen. It doesn't happen.

It doesn't happen, because a Jr banker made a mistake.

It doesn't happen because the compliance officer was sleepy. It doesn't happen because somebody's inbox was full.

To not report that level of suspicious activities directly to the Treasury, first of all, is against all federal law.

And at a minimum, multiple officers, multiple departments. Multiple signoffs, choosing not to look.

$1.3 billion. 5,000 suspicious activities. Hmm.

Why?

Why did nobody report that?

Well, now, according to internal emails, JP Morgan Chase held off the filing of the SARS. Now, let me ask you this: If you had one suspicious -- if you withdrew $10,000 from your bank, are you really clear that your bank would do what the federal government directs. And I have to report this.

And it's going to go to the Treasury. Are you clear that they would do that on you?

Because the answer is, yes, they would. Federal law requires it!

But the bank decided, well, we want to continue to work with Epstein. He's valuable. He's connected. He's a referral engine to some of the richest people in the world.

He had sensitivities according to the bank. Wire transfers to Russian banks. Wire transfers to Shell corporations. Wire transfers from a guy who is engaged in sex trafficking.

Links to top political figures. Relationships with two US presidents. Both of whom Epstein at various times claimed to be very, very close with.

Let me explain: Something that most people don't know. Banks file SARS, suspicious activity reports, to the Treasury, for far less than this.

$10,000. They flag it. A business wires to an unusual location. They flag it!

It's sent to the Treasury. A client sends repetitive round number transfers to an unknown entity. They flag it!

It goes to the Treasury. A wire connected to anything resembling terror or human trafficking or exploitation. They flag it right now.

Banks don't wait for a 5,000 -- for 5,000 suspicious transactions. They don't wait. They file over one!

So how did Epstein get through 5,000 suspicious activity reports without triggering any alarms.

Not because the alarms were broken. Because they weren't. It's because somebody turned them off.

I would like to know who turned those off.
I would like to know, why they were turned off? I would like to know, if it was just the leadership of the bank. I would like to know, that every single one of those bank officers. All the way to the top, go to prison!

Not some slap on the wrist. Not some, well, you're well-connected. So we're going to let this other guy pay for it.

I want all of them in prison. You broke federal law!

Something we all -- all of us have to abide by.

We -- we have had our Treasury. We've had our government snoop into our lives. Watch everything we do. And we're not connected to human trafficking. We're not selling children. We're not convicted felons.

We're not transferring 1.3 billion dollars after we've been convicted.

SARS are not -- these suspicious activity reports, they are not decided by a single teller. They have to pass -- they pass through compliance teams. Risk divisions. Bank lawyers. Federal liaison officers. This isn't one bad apple. It's an entire system. And Senator Wyden, no conservative firebrand, I might point out, is now openly saying what everybody knows privately. JP Morgan Chase should face criminal investigations, and it should go all the way to the top!

And it should not be civil. It should be criminal. Because if you or I did this, if we had sent just a handful suspicious wires, the bank would freeze your account, notify the Treasury, before you could blink!

But Jeffrey Epstein, a billion dollars worth of exceptions. Hmm. Hmm.

Wow. That seems much more important than a stupid birthday card!

Let me ask you this, the question the DOJ doesn't want to touch.

How many people does it take inside a bank to make 5,000 suspicious transactions just vanish for 17 years? Is it five people? Is it ten? Is it a department head, a board member?

Five thousand. 1.3 billion dollars. Was Epstein. Did it happen because Epstein was useful to the powerful?

So nobody wanted to know. Did this happen because others were involved?

Does it really matter what their excuse was?

Here's the terrifying question. If a bank can look the other way on $1.3 billion for a sex trafficker. What else have the banks learned to ignore?

Hmm.

I'm beginning to think the banks are a real problem. Hmm.

There's a new idea.

This story isn't just about Epstein.

This is about the machinery that allowed him to operate. All of the middleman. All of the financial networks. All of the institutions, that treated him like an asset, instead of a criminal.

And I do believe he was an asset. Intelligence asset.

I do believe he was probably an asset to our intelligence. Although, you I hear both sides.

No, no, no. That's not true. Oh, yes. It's definitely true.

I don't know what the truth is. I don't think it's unreasonable to say, he was an asset for a foreign government. Maybe Israel.

Maybe somebody else. I don't know.

But also an asset for us.

That helps all the. Apparently.

We do all kinds of horrible things. Why not?

Senator Wyden says, he wants to follow the money.

Well, good!

For the first time in a long time, maybe the money is finally pointing us somewhere. And it's not just here.

And, by the way, if anybody still believes this ends with one dead man in jail. I don't think you're paying attention!

Because this is where it really leads.

Are Antidepressants (SSRI's) Worsening America's Mental Health Crisis?

A former FDA psychiatrist reveals what Big Pharma never told the public: the “chemical imbalance” story behind antidepressants was never proven — and SSRIs don’t fix a biological defect, they numb the brain. Glenn Beck and Dr. Josef Witt-Doerring break down how America became the most drugged nation in the world and how millions are being overprescribed medications that can cause paradoxical agitation, emotional blunting, and even suicidal behavior. With 15% of Americans — including millions of children — on SSRIs, are we facing a public health crisis hiding in plain sight?

Cracker Barrel's internal crisis EXPOSED

Cracker Barrel’s massive public meltdown didn’t happen by accident. Behind the scenes, the company was bleeding institutional knowledge, taking disastrous advice from DEI strategists, and making decisions that alienated the very customers who built the brand. A major board shake-up, the quiet removal of DEI frameworks, and the sudden resignation of a key DEI-linked board member reveal how deep the problems ran — and how desperate the company was to course-correct. This breakdown uncovers what really went wrong, how Cracker Barrel was influenced internally, and why the Glenn Beck interview triggered major internal moves that the public was never supposed to see.

Transcript

Below is a rush transcript that may contain errors

GLENN: So, Stu, you can just questions about the special tonight.

STU: Yeah, for sure. I'm interested in this.

It's a big -- you know, a big special. You're back and forth with it. With them there. Was kind of fascinating. Right?

You have a situation where they -- they do seem to be sort of avoiding the question there on DEI. Is that how you read it? Oh, we lost connection with Glenn. Is that what's about to go?

Well, that's how I read it at least. You know, you listen to that clip of them going back and forth and it does appear to be them just sort of avoiding the question. We should get back to Glenn. Because I know he has this breaking news on this happen. Should we go to another clip on the Cracker Barrel thing, while we're waiting for Glenn to reconnect? Because it sort of sets the stage. You know, it was interesting to see their approach here, which is to try to explain themselves and try to work themselves through what is one of the biggest PR disasters probably in our lifetimes.

And let's go to this next clip.

VOICE: If we came out of COVID, A, trying to hire 50,000 people, we have a lot of our employees, original -- we did -- we lost a lot of very long tenured employees. A lot of them, a little bit older, and scared to come back into the -- into the environment.

And so --

GLENN: That's a lot of institutional knowledge.

VOICE: Oh, it hurt. I mean, it really hurt.

And in '22, as we started opening back up, we had the new menu that we had. So we lost a lot of people. We put a ton of training into that new menu.

Now we're coming back to open up, guests, any way we can get them. We had patio dining. We were testing a rock garden.

They were going to sit out in the landscape. And I always say that co-ed even made Cracker Barrel start drinking alcohol.

Because that's how -- it was out of COVID, that it was like, how are we figuring out how to drive top line sales and try to get a guest in.

GLENN: Okay. So that is a good example of you don't know any of the story. You think Cracker Barrel has never served alcohol before. Why are you shoving alcohol? That's a cultural. So it's easy to think, you're selling people alcohol now. What other values are you --

VOICE: And it's fair.

GLENN: That one, is at least understandable. Now that I understand the story.

VOICE: Yeah. Exactly. And so as we got into '23, I came out of my office administration role, and came into operations.

And I was leading field operations. And the best way for me to describe it, we were throwing Velcro balls at a wall to see what would stick.

STU: And it's understandable. You know, it's easy to kind of look at the Cracker Barrel situation and get lost at how badly it went.

A lot of these decisions come down to the information they had at the time. Right?

And they're looking at the time as a place that maybe people aren't coming into as much as they would like.

They are trying to -- maybe it's fading a little bit. Maybe some people find it's stale.

They think the situation at Cracker Barrel is not one that they're not necessarily trying to get involved with on a week to week basis, like they used to.

Maybe they had those warm feelings of the past. But they're not going in it anymore. Well, we'll freshen it up. We will do all these new things.

This will be great! And you realize, sometimes, when you're in that moment, you hit a -- you hate a vein. Right?

You're trying to do something positive for the company. And you hit a vein, and everything starts bleeding all over the place.

Let me give you another piece of this interview. Glenn Beck, up in the headquarters of -- of Cracker Barrel.

And somehow, I will give Glenn credit. Not eating throughout the interview.

I kind of thought, when they put food in front of him. He would just be shoveling it down his gullet the entire time.

You wouldn't be able to hear him. It would be like talking with his mouth full.

He got through it, without taking as many bites. Here is Glenn with the CEO of Cracker Barrel.

GLENN: Let's just get this out.

VOICE: Okay.

GLENN: What happened to the choices that were made?

I said on day one of this. I remember when they rolled out new Coke. And I thought, that was the dumbest marketing move, the dumbest thing I've ever seen.

We're taking the original formula and ditching it. And let's start over with a brand that people love.

The day this broke, I said on the air, new Coke!

That's what this is. And it was -- no offense. Stupid!

Just stupid from start to finish.

Can you walk me through how that happened?

VOICE: Yeah. Sure.

Look, our guests have every right to be upset.

GLENN: Yeah. You want to watch this. And I -- you know, what I really want to you watch for is a moment where I said to her, are you surprised you haven't been fired yet.

That spoke volumes. Her answer, and I hope it is captured on camera.

But that answer was the first non, you know, when you're a CEO. You know, I've -- Stu, do you remember when we used to have to do really important interviews.

And our PR people would be like, drill, drill, drill.

No, don't say that. Don't say that. And we would be like, yeah. Whatever.

And when you are in charge of a Fortune 500 company. And you're in the trouble that they're in, you do -- you know, you follow the people that you have hired to make sure crisis management. You don't make any more mistakes.

And so everybody was very, very careful.

They were very honest. But, you know, like that DEI thing.

She didn't really answer the question.

Of course, we want everybody to be welcomed. Yeah. I know. But that's not answering the question.

When I asked her, are you surprised you still have a job, and you haven't been fired yet. Her answer spoke volumes.

Now, the other thing that you need to know, that while she didn't answer me on the DEI thing. And I -- I -- you know, I can't tell you exactly how this happened.

I just know that they knew, that they didn't answer the question.

And somebody has been in touch with my people. And said, hey. You might want to watch the board meeting that is happening.

We can't tell you that anything is going to be happening. But the DEI thing may be solved. At the board meeting. That happened this morning. And they were going to release something at 11:15 today.

We didn't know exactly what it was.

We had -- we had an indication that it might be about DEI.

And what they've done, at first.

Remember, in August. You know, they just deleted the Pride pages. And the DEI pages.

And they just got rid of it all, at Cracker Barrel. That is just hiding who you are. The real problem was, they had a guy who was on the board of directors. Named Gilbert Davila.

And he's just resigned from the board, today!

Okay? They had a meeting with the board, and shareholders and everything else. And they voted on all of these people. And they did not renew him. And so he is -- he has resigned.

Now, his job -- he was a member of the standing board committee.

And his job was to assess the social and political risk to the company's business.

Well, who is he?

Well, he's also the CEO of a company called DMI Consulting.

That's a DEI strategy firm, that's been in business since 2010.

So he's one of the guys. He was the guy who, his job as the CEO -- as the CEO of DMI, is to promote, you know, DEI.

To make sure everybody is living up to the DEI standards. So Robby Starbuck, who is a friend of the program and, you know, great conservatives, who has been responsible for -- you know, getting a lot of these people out of these companies, or at least drawing attention on what these companies are really standing for.

He's been asking trial. What does he do to deserve this seat on the board?

Well, that's it. He owned a DEI consulting and strategy firm. That was pushing DEI and DEI advertising. So what's happened here is I think while she couldn't answer that question at the time, because the board hadn't acted, I think it's -- I think it's not not coincidental that the day the interview with her drops. With us.

Which they've known for a couple of weeks. This is when this interview would drop.

They -- they announced that morning, that seat has been eliminated. DEI is gone from Cracker Barrel. So I think that's really, really good news if you're a fan of Cracker Barrel.

And the things that I saw at Cracker Barrel, I'm -- I'm going to tell you some stuff tomorrow.

I just have to make sure that it's exactly accurate. Because I don't want to cause more problems.

For us!

And I want to make sure that I get it exactly right. But there were some things that I learned in the show prep.

And, you know, studying up for this interview.

That no one was prepared to talk to me on camera about. And always says to me, oh, well, there's something there.

And so we have done even more homework on it. And tomorrow, I will tell you about something that you might have heard about. This guy who owns, what is it?

Steak and Shake?

STU: Yeah. He's a big activist shareholder, isn't he?

Kind of against some of the leadership there at Cracker Barrel. I think I read about that.

GLENN: Correct. Yes. Yes.

And he has an interesting history.

And I want to -- I want to take you through some of that tomorrow.

I think by tomorrow, you're going to understand, what you saw with the DEI vote on the board today. Get that gone. That's gone.

The interview that you'll see tonight with Julie. The CEO. She's not who you think she is.

It doesn't mean she didn't make huge mistakes. She says she makes huge mistakes. But she's not who you think she is.

You may not agree with her or whatever. But it's important you know who she is. And what she said.

And the key tonight is that question: Are you surprised that you haven't been fired yet.

And really, what happened after she answers the question. And she's very uncomfortable. Answers the question.

And then she immediately switches topics. And I'm like, wait. Wait. Wait.

Stop. Stop. Go back. Why are you switching topics here?

Because it was an amazing moment. Is she immediately changes the subject. After she answers. And then she comes back, and she he says a few things. You'll see.

And then I bring it back to her again. And she switches topics again. And I'm like, why are you doing that?

Why are you doing that?

And she said a very interesting answer on all of that.

That is one of the most honest things I think I've ever seen a fortune five company or CEO ever say.

It was really uncomfortable. But really, really honest.

I think once you see this. And then I tell you tomorrow about the -- the board member, on the things that I can verify. I'm not sure what we can verify yet.

But the things that I've heard. And the things I think I can verify tomorrow. You will see that -- that I think they made stupid moves. They have really bad advice from DEI people.

And they were set up.

To some degree.

They were set up.

The company was. Not individuals. The company was set up.

I think it will -- I think you will have every question you needed to know about Cracker Barrel and what happened answered.