

Hold These Truths with Dan Crenshaw
Dan Crenshaw
Congressman Dan Crenshaw joins the world's leading experts for deep and insightful conversations about the most important issues facing us today.
Episodes
Mentioned books

Apr 18, 2022 • 26min
The Decline of American Influence: Biden's Approach to Iran | Dr. Victoria Coates
Dr. Victoria Coates joins us to examine the decline of American leverage against Iran and how it influences our relations with Saudi Arabia, Israel, and Russia. Dr. Victoria Coates is a Distinguished Fellow at the American Foreign Policy Council, an art historian, and a political consultant. She previously served on the National Security Council, first as Senior Director for the Middle East and North Africa and then as Deputy National Security Advisor before moving to the Department of Energy to serve as a Senior Advisor under President Trump. She is the author of "David’s Sling: A History of Democracy in Ten Works of Art". Follow her on Twitter at @VictoriaCoates.

Apr 15, 2022 • 45min
The City of David at the Intersection of Faith, History, and Geopolitics | Ze’ev Orenstein (Originally posted on May 2, 2020)
For Easter Weekend, we're revisiting a classic episode from May 2020. Ze'ev Orenstein took listeners into the historic site of Biblical Jerusalem, the City of David, to discover the cultural, political, and spiritual connections this once lost city has with our world today. How was the City of David lost and then rediscovered? What major discoveries have archaeologists recently made that link back to the times of Jesus and King David? What are the important geopolitical implications for this site which is at the heart of a city under constant threat from Palestinian terrorism? Ze’ev Orenstein is the Director of International Affairs at the City of David Foundation. Learn more at https://www.cityofdavid.org.il/en and follow Ze'ev on Twitter at @ZeevOrenstein.

Apr 12, 2022 • 1h 4min
How Radical Environmentalism Hurts the Environment | Toby Rice
One of the main goals of ESG (Environmental, Social, and Governance) standards, the latest trend in woke capitalism, is to reduce global carbon emissions. In practice, the standards have actually INCREASED emissions. Energy expert Toby Rice joins us to explain why - and lay out clear, concise arguments for why natural gas is the best solution to dramatically reduce global carbon emissions in a scalable, sustainable, and profitable way. Toby Rice is the President and CEO of EQT, the largest natural gas producer in the country. Follow Toby on Twitter at @Shalennial. Check out Toby's excellent report on LNG which is referenced throughout the episode here: https://www.eqt.com/wp-content/uploads/2022/03/LNG_Final.pdf

Apr 5, 2022 • 52min
It’s Time to Debunk the Pro-Russia Talking Points | Dr. Thomas Rid
Putin's de-nazification narrative, weaponized biolabs, and conspiracy theories about the atrocities in Bucha are just a few examples of the Russian disinformation campaign that a shocking number of Americans on the left and right are falling for. National security expert Thomas Rid joins us to explain the history of Russian propaganda and the current tactics used by the Putin regime to commit disinformation and political warfare. Dr. Thomas Rid is the author of "Active Measures: The Secret History of Disinformation and Political Warfare" and the Professor of Strategic Studies at Johns Hopkins University’s School of Advanced International Studies. Follow him on Twitter at @RidT.

Apr 3, 2022 • 51min
What Makes You a Conservative? | Matthew Continetti
Matthew Continetti joins us to talk about the history of modern conservatism, its perennial struggles with populists and progressives, and what it means to be a conservative in America today. Matthew Continetti is a senior fellow at the American Enterprise Institute and author of "The Right: The Hundred-Year War for American Conservatism." Follow him on Twitter at @continetti.

Mar 29, 2022 • 51min
Fact Checking the Democrats' Tax Agenda | Scott Hodge
Just in time for tax season, we're joined by Tax Foundation's Scott Hodge to cover the Democrats' falsehoods about our tax system, meaningful tax reform that Congress should consider, and what Texans have in common with the characters in "Yellowstone." Scott Hodge is president of the Tax Foundation and is recognized as was one of the driving forces of tax reform that culminated in the historic 2017 Tax Cuts and Jobs Act. Follow him on Twitter at @scottahodge.

Mar 25, 2022 • 1h 12min
Parasitic Minds, Honey Badgers, & Sneaky Breeders | Dr. Gad Saad (Originally posted Dec 2, 2020)
This episode was originally posted on December 2, 2020. Dr. Gad Saad joined us for a lively discussion on identity politics, woke progressivism, antifragility, and much more. Dr. Gad Saad is an Evolutionary Behavioral Scientist, Professor of Marketing at Concordia University, host of "The Saad Truth", and author of "The Parasitic Mind: How Infectious Ideas Are Killing Common Sense." Follow him on Twitter at @GadSaad.

6 snips
Mar 18, 2022 • 56min
Has America Forgotten Basic Economics? | David Bahnsen
David Bahnsen joins us to talk about the war in Ukraine, the rise of populism, America's bleak productivity outlook, and the basic economic truths that so many of today's politicians and influencers fail to understand. David is a wealth manager and author of "There's No Free Lunch: 250 Economic Truths". He's a regular contributor at National Review and frequent guest on Fox News, Bloomberg, and CNBC. Follow him on Twitter at @DavidBahnsen. Follow Dan Crenshaw on Instagram, Twitter and Facebook for daily updates on legislation and current events.

Mar 13, 2022 • 37min
Who's to Blame for America's Crime Surge? | Officer Ray Hunt and Rania Mankarious
Crime is rising across the country and it's no secret why. Bail reform and leftist judges releasing murder suspects back on the streets. Two experts on crime join us to talk about how we got to this point and what we can do to stop it. Officer Ray Hunt is the Executive Director of the Houston Police Officers' Union. Rania Mankarious is the CEO of Crime Stoppers of Houston, a non-profit dedicated to solving and preventing serious crimes. This episode was recorded in front of a live audience as part of the Coffee With Crenshaw series that Dan regularly hosts in Texas' 2nd Congressional District. If you live in the district and would like to attend, sign up for our newsletter here: https://crenshaw.house.gov/

Mar 8, 2022 • 45min
How Political Activists Hijacked the Public Education System | Luke Rosiak
Luke Rosiak is an investigative reporter at The Daily Wire who famously broke the story of how Loudon County, VA school officials covered up a bathroom rape. He joins us to expose how teachers' unions contributed to the breakdown in public education during the pandemic, the powerful incentives behind the CRT and anti-testing movements, and meaningful policy changes parents should be fighting for at the local and federal levels. Luke Rosiak is the author of "Race to the Bottom: Uncovering the Secret Forces Destroying American Public Education." Follow him on Twitter at @LukeRosiak.