Podcast appearances and mentions of chad jenkins

In this episode of Welcome to Cloudlandia, I chat with Dan about his recent journey to Buenos Aires for stem cell therapy on his knee. After living with an injury since 1975, he shares how advancements in medical technology are providing new solutions for pain and mobility. We discuss the challenges of recovery and the impressive potential of these therapies, along with vivid stories from his experience in this vibrant city. We also touch on the role of AI in our modern landscape, questioning its reliability and pondering whether it enhances creativity or simply recycles existing ideas. As we explore the implications of AI, we consider how it can assist in achieving desired outcomes without requiring individuals to develop new skills themselves. Sullivan emphasizes the importance of meaningful work and the balance between utilizing technology and fostering genuine human creativity. Our conversation wraps up by highlighting the ongoing journey of personal growth and the need for continuous improvement in an ever-evolving world. SHOW HIGHLIGHTS Dan shares his personal journey to Buenos Aires for stem cell therapy to rejuvenate his knee cartilage, highlighting advancements in medical technology and the promising future of these treatments. We explore the historical significance of technological revolutions, from steam power to the creation of the alphabet and Arabic numbers, and their impact on communication and societal progress. The discussion delves into the rapid advancements in AI technology, questioning its role in creativity and entrepreneurship, and examining its potential for convenience and efficiency. Dan and I consider the distinction between ability and capability, reflecting on how current technological advancements like AI have amplified capabilities while individual aspirations may lag. We discuss the integration of AI in creative processes, highlighting how it can enhance productivity and creativity without diminishing human input. The conversation touches on the importance of efficiency and prioritization in personal growth, exploring strategies for optimizing tasks and delegating effectively. We conclude by reflecting on the ongoing nature of personal and technological growth, emphasizing the value of continuous improvement and collaboration in achieving success. Links: WelcomeToCloudlandia.com StrategicCoach.com DeanJackson.com ListingAgentLifestyle.com TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dean: Mr. Sullivan. Dan: Mr Jackson, it's been a while, it's been a while. Dean: And yet here we are. Like no time has passed. Dan: Yes. Dean: Because it's now. Dan: But I've put on a lot of bear miles since I saw you last. Dean: Yeah, tell me about your journeys. Dan: Yeah well, buenos Aires. Yep Just got back yesterday and am in considerable pain. Oh really what happened. Well, they give you new stem cells. So now, they're going after. They're going still on the knee, but now they're going after tendons and ligaments, yeah, and so this may seem contrarian, but if you're in pain, it means that they're working. Dean: Oh, okay. Dan: How's that? For a compelling offer If you feel really bad about this, it means that what I'm offering you is a great solution. Dean: Yeah, with a name like Smuckers, it's got to be good, right yeah? What was that cough syrup that was known to taste so bad? Buckley's, buckley's. Dan: Tastes so bad. Tastes awful Works great. Dean: Yeah, that's right. That's the perfect thing. Tastes awful, works great. So were they completely pleased with your progress. Dan: it's, yeah, I think that the from what I can tell from they. They show you pictures of other complete cartridges. You know, okay, with other people and my left this is my left knee an injury from 1975. 1975, uh-huh, so 50 years, and it progressively wore down. It was a meniscus tear and in those days they would remove the torn part of the meniscus, which they don't do anymore. They have new surgical glue and they just glue it back together again. But this is the. This is one of the cost of living in over a period of history where things get better and so, as a result, I have a cartilage today which is equal and capability as it was before I tore it in 1975. However, all the adjustments my left leg and my head to make, 50-year period of adjusting to a deteriorating capability in my left there was a lot of calcification and stresses and strains on the tendons. So now that they can see the complete cartilage back, they can know exactly what they have to do with the otherons. So now that they can see the complete cartilage back, they can know exactly what they have to do with the other things. So they still reinforce it. So I get new stem cells for the cartilage because it has to be reinforced and so it's a good thing. I'm planning to live another 75 years because I think every quarter over that period I'm going to be going to Argentina. Dean: Oh boy, this is great. Dan: Or Argentina, is coming to me. They're going through their FDA phases right now and he's getting the doctor scientist who created this is getting his permanent resident card in the United States. So I think probably five years five years it'll be available to others. You know they don't have to make the trip. Dean: Well, that's great so now you've got the knee cartilage of a preteen Swedish boy. We were bouncing around the mountains. Dan: Yeah, something like that, yeah, something like that, something like that it's interesting that it wasn't 1975 when the $6 million man started out. Dean: That's what you're going to end up as the $6 million man. We can rebuild. We'll see. Dan: Yeah, but I had. While we were there, we had a longtime client from Phoenix was down. He was working on knees and rotator cuffs in his shoulders. Dean: And. Dan: I was able to say does it hurt? And he says yes, it does, and I said that means it's working. Dean: That means it's working. Dan: Yeah, and I said. He said you didn't tell me about the pain part before you encouraged me to come down here and I said, well, why? You know? Why, pull around with a clear message. Dean: And I said well, why, you know why fool around with a clear message, Right, I remember when Dave Astry had he had, like you know, a hundred thousand dollars worth of all of it done, all the joints, all the like full body stuff, and he was just in such pain afterwards for a little while. But how long does the pain last? Dan: Imagine it's like getting well, if I go by the previous trips, which were not equal in intensity to this one, there was about three or four days. Three or four days and then you know, you're, you're up and around. Yeah, as a result of this, I'm not going to be able to make my Arizona trip, because this week for genius Right, because? I'm going to have to be in wheelchairs and everything. And if there's one place in the world you don't want to be not able to walk around, it's Phoenix. Because, it's all walking. That's the truth. Yeah, up and down. So we're calling that off for now, and yeah, so anyway, and anyway. But they're really thriving down there. They're building a new clinic in a different part of the city, which is a huge city. I never realized how big Buenos Aires is. It's along the same size as London, you know London. Dean: England. Yeah right, you know how big London is. How long are you go on each trip? How long are you there? Dan: We arrive on a Sunday morning and we leave on a Friday night. Okay, so the whole week. Yeah, yeah, it's about eight days, eight travel days, because on Saturday we have to go to Atlanta to catch the next plane. Dean: Yeah. Dan: That's either a dog or a monkey. Which do you have there? Dean: That was a dog, my neighbor's. I'm sitting out in my courtyard. That was my neighbor's dog. It's an absolutely beautiful Florida morning today, I mean it is room temperature with a slight breeze. It's just so peaceful out here in my courtyard aside from working out Well. Dan: you're close to the Fountain of Youth. That's exactly right. How many? 100 miles? 100 miles to the north, st Augustine, that's right. That's exactly right. Dean: Yeah, this whole. Just look at. Dan: The De Leon. That's right yeah. Dean: This whole just look at the day. Leon, yeah, I know my I think we're going to look back at this time. You know like what? You are on the leading edge of big advantage of these treatments. You know the things that are available medically, medical science wise to us, and you realize how. I was having a conversation with Charlotte this morning about the I want to layer in you know the benchmarks technologically around the things that we've been talking about in terms of text and pictures and audio and video and seeing them as capabilities where it all started. You know, and it's amazing that really all of it, aside from the printing press with gutenberg, is really less than 150 years old, all of it, because she asked about the benchmarks along the way and if you went from Gutenberg to different evolutions of the press, to the typewriter, to the word processors in personal computing and digital, you know PDFs and all of that stuff and distribution has really only started. You know full scale in 150 years, along with the phonograph in the mid-1800s, the, you know, photography and moving pictures all kind of happened in that one 1850 to 1900 period. You know, but the big change of course, yeah, 1900 to 1950. Dan: Well, you know it's interesting because it's built like the question of what are the tallest mountains on the planet, and the answer is not Mount Everest. The tallest mountains on the planet are the Hawaiian Islands. Dean: Oh, okay. Dan: You know, the big one, the big island, I think the top peak there, Mauna Loa. I think Mauna Loa is a name of it and it's about 30,. Everest is 20, 29,000 and change, but Mauna Loa is around 32,000. Dean: Is that right yeah? Dan: but it's. You know that's an island that goes right down to the ocean floor and I think the same thing with technology is that we look back and we just take it back to sea level. We take technology back but we don't see the massive, you know, the mass amount of growth that was. That was over tens of thousands of years. That was before you could actual changing technology. I think probably have the perception maybe you know 150 or 200 years where we can see changes in technology over a decade. You know it would be a tremendous thing. It's the perception of change that I think has suddenly appeared on the planet. You know, and I think that the big one, there were three right in a row it was steam power, it was electricity and it was internal combustion. You had those three multiplier technologies Steam 18, no 1770s, 17,. You know it was fully developed probably right at the time of the American Revolution 1776. You had really, dependably, certain steam power right around then. You had to have that multiplier. You had to have that multiplier for there to be significant, frequent technological jumps. You had to have this. Before that, it was slavery. It was animals and slavery that got you, and that didn't change. Dean: Yeah, I mean because the steam. That's what really was. The next big revolution in the printing press was the steam powered printing Steam powered presses. Dan: Yeah, steam presses. Dean: That allowed the newspapers to really take off then yeah. Dan: Yeah, it's fascinating. Dean: You know that you have Charlotte in my who knows all of that. Dan: You better explain that, you better explain that. Dean: I think all of our for the new listeners. Well, there may be new people. There may be new people today. Dan: You know, yes, I don't want my reputation. Dean: That's so funny. Well, even that you know having an AI that we have named Charlotte, my chat GPT buddy, to be able to bounce these ideas off and she gets it. I mean, she sees the thing, ideas off and she gets it. I mean, she sees the thing. But you know, it's really what you said about the islands. You know the sea floor right, the bedrock, the level all the way down is where that is. And I think if you look at, even before Gutenberg, the platform that was built on, for there to be movable type, there had to be type, that had to be the alphabet, the alphabet had to be. And it's just amazing when you think about what would have been the distribution method and the agreement that this was the alphabet. This is what this, this is what we're all gonna do and these are the words. Dan: And I'm fascinated by that whole, that whole development, because all that, yeah, yeah, it's really interesting because, as far as we can tell, it's it's roughly about 3 000 years ago. The alphabet eastern mediterranean is basically, but where it really took on that we notice a historical impact is with the Greeks. Their alphabet and ours isn't all that different. I think it's got a few letters different using our set of ABC. It's like 80%, 80%, 85% similarity between that and the. Greek alphabet. And the other thing is did the culture, or did the country, if you will, that? Had it, did they have any other powers? I mean, were they military powers, were they? Maritime powers and the Greeks had it. The Greeks were, they had military power. They had, you know, they were you know they weren't an island, but they had a lot of ports to the Mediterranean. And did they have ideas to go along with the alphabet? Did they have significant, significant ideas? Powerful because they were that's where the spotlight was for new thinking about things at the same time that the alphabet appeared. So they could, you know, they could get this out to a lot of different people and but it's not. It's not very old in terms of time on the planet. Right when you think about the big picture, yeah, yeah, and you could see how the countries that the civilizations, countries, cultures that did not have the alphabet, how they didn't make the same kind of progress. Dean: Yeah, that's. Dan: I mean, it's really and then the Arabic numbering system was huge, where you had zero, you had nine, one, two, three, four, five, six, seven, eight, nine, and you had zero, and zero made all this. Nothing made all the difference in the world. Nothing made all the difference. Dean: oh, that's funny, I heard a comedian talking about the Greek salad. It was such a. It gave us so much so early. But really all we've gotten in the last few hundred years is the salad, the Greek salad they've kind of been resting on their laurels, you know. Dan: Yeah, don't forget souvlaki. Dean: Oh yes, souvlaki, Exactly. Dan: Souvlaki is a very big contribution to human progress. Dean: Uh-huh and baklava, Baklava yeah. Yes, that's so funny. I had an interesting thought the other day. I was talking with someone about where does this go? You start to see now the proliferation of AI being used in content creation poll. You know 82% of people don't trust any content that's created to be. You know whether it's authentic or whatever, or real compared to. Dan: AI created and yeah, of course I don't trust that poll. Dean: Right, exactly. Dan: None of that. How could you possibly get a poll? Dean: I know. Dan: I mean how you know your hundred closest friends. Dean: I mean, is that what I mean exactly? Dan: I think that whole thing 82 out of my hundred closest friends who's? Got a hundred close. Who's got a hundred closest friends? You know, like that yeah and you know I mean so. It's ridiculous. What we know is that it's pervasive and it's growing. Dean: Yes, that's true, I can tell. Dan: And you know I was really struck by it, like if I go back two years, let's say, you know the spring of 23. Dean: Yeah. Dan: And yeah, and I'm having my connector calls, especially with the raise owners, and you know so maybe there's 15 people on the call two years ago and maybe one of them is one of these lead scouts. He does things technological, you know, it could be Lior Weinstein or Chad Jenkins, like that, or Mike Koenigs might be Mike Koenigs, and of course they're into it and they're into it and they're making very confident predictions about where this is all going, and I go to three weeks ago, when I had two FreeZone podcasts day after each other, tuesday and Wednesday, and there might have been a combined 23 different people. A couple of people appeared twice, so 23 people and every one of them was involved in some way with AI. That had happened over a two-year period and there wasn't any, what I would say, wonder about this. There wasn't any sense. Of you know, this is amazing or anything. They're just talking about it as if it's a normal thing. So fundamental capability has gotten into the entrepreneurial marketplace and is now considered normal. Dean: Yeah, Just the way like yeah. And Wi-Fi is, you know, internet. We take that for granted. Yeah, I worry, though, that I think like, generationally, where does this head? I'm saying that it just seems like a proliferation of intellectual incest is where we're headed with that, that if all the new you know, generative ai are just regurgitating, assembling stuff that already exists, who's creating the new thoughts in there? Dan: you know, well you say you're worried I'm not worried. Dean: I don't, I mean you're not worried, I'm not worried, I'm just, you're like one of those people who says they're curious, but they actually don't care. I don't, I don't really care. You're right, they want to be seen as caring. Dan: You want to be seen as worrying. Dean: Yeah, thanks for calling me out. Dan: You're not worried at all. Dean: Yeah, that's it. I need you to keep me in check. Dan: Actually, you're luxuriating in your inequality. Dean: Yes, exactly Because I know I'm coming up with original ideas. That's right. Well, has it changed at all? No, I think that's the thing. I'm just observing it. I'm really starting to see. I think I mentioned years ago, probably when we first started the Joy of Procrastination podcast I read an article about the tyranny of convenience and I thought that was really interesting. Right, that convenience is kind of an unrated driver of things. We're like on the, you know, at the we're on the exponential curve of convenience now that there's very little need to do anything other than decide that's what you want, you know, and I think, riding on that level, I just see, like, where things are going now, like, if you think about it, the beginning of the 1900s we were, if you wanted to go anywhere, it was with a horse right. And we're at a situation now I've had it my the new tesla self-driving, they've got the full self-driving thing is, I was, I went to meet with Ilko in Vero Beach, which is about an hour and a half away, hour and 15 minutes away, and I pulled out of my driveway not even out of my driveway, I just pulled out of my garage and I said you know, navigate to the restaurant where we were meeting in Vero Beach, and then I, literally, dan, did not touch the wheel as we pulled into the restaurant All the way. The entire drive was done by Tesla and to me. You know, you see now that we're literally one step away from hopping in the backseat and just waking up when you get there, kind of thing. We're inches away from that now because functionally, it's already happening and I have 100% confidence in it. It's you, it's. It's an amazing advancement and I just think about every single thing, like you know, every possible thing that could be done for you is that's where we're moving towards. Do you know, dan Martell? Have you met dan? Dan: no, I heard his name, so he's a really cool guy. Dean: He wrote a book recently called buy back your time, but his, you know, he's made his name with sas companies, he had a sas academy and he's a investor and creates that. But he said the modern, the new modern definition is, you know, instead of software as a service, it's we're moving into success as a service, that it's delivering the result to people, as opposed to the tool that you can use to create the result. And I think that's where we're going with AI more than I don't think people learn how to use the tool as much as people organizing the tool to deliver popular results that people are going to want. And I think that that's really what you know. Electricity, if you go all the way back, like if you think about that's probably on the magnitude of the impact, right, but even way beyond that. But if you think about it, wasn't just electricity, it was what that capability, the capability of electricity, opened up, the possibility for the ability to have constant refrigeration. You know some of the application of that core capability and lighting, and lighting exactly. Dan: Lighting, lighting, yeah. Dean: So I think that's where we're yeah, looking back you know you know. Dan: The thing that strikes me, though, is it all depends on the aspirations of the individual who has these things available and my sense is, I don't see any increase, relatively speaking, in people's aspiration you don't see any increase in people's aspiration. I don't think people are any more ambitious now than when I started coaching, so they have I'll just quote you back a distinction which you made, which I think is an incredibly important distinction the ability, the difference between an ability and a capability. People have enormous capability, exponential capability, but I don't see their abilities getting any better. Right, I agree. Yes. So it doesn't mean that everybody can do anything. Actually only a very small few of people can do anything yeah. And so I think people's ability to be in the gap has gone up exponentially because they're not taking advantage of the capabilities that are there. So they feel actually, as things improve, they're getting worse. That's why the drug addiction is so high. Drug addiction is so high and addiction is so high is that people have a profound sense that, even though the world around them is getting better, they're not. Dean: Yeah, I just thought. As you're saying, all that you know is thinking about that capability and ability. That's a profound distinction. I think so, yeah. Dan: But also the the thing I'll write it down, and I'll write it down and send to you to know that. Dean: I'm serious about it, okay, but the thing people's desire for the things that ability can provide, you know, is I think there's a opportunity there in if you have the capability to, if you have the ability to apply a capability to get somebody a result that they want and value without having to go and develop the ability to create it, I think there's an opportunity there. That's kind of along the lines of that success as a service. Dan: No on an individual basis yes. But nothing's changed between the inequality of certain individuals and other individuals. Dean: Nothing's changed there. No, I think you're right, it's still distribution. Dan: Except that I think people are feeling it's still distribution, Except that the people who I think people are feeling more unequal. Dean: Yeah, yeah, but the ability to and I think AI gives people, you know, the ability to do create content at scale that they wouldn't have the ability to do otherwise. You know, even though it's mediocre, I think that's really the thing we're going to be able to have a, you know, an onslaught of no, I think it magnifies who you are to begin with. Dan: If you're mediocre, I think you get exponential mediocrity I guess. Dean: Thank you, I don't think. Dan: I don't think it takes a poor writer and makes them into a great writer. No, it does not. Dean: That's what I'm saying. Dan: Because they don't have the discernment between what's good writing and bad writing to start with. Well, how would they know when to get the AI back? I mean grammatically, I mean if they're bad at grammar, correct spelling, but that's not meaning, that doesn't have anything to do with meaning. So, yeah, so you know, I'm noticing. I mean I've normalized it already. I mean I put everything through perplexity. I read a whole paragraph and I run it through and then I'll add context to it, I'll add dimensions to it and I think but I'm the one coming up with the prompts, I doing the prompts, it's not prompting. It doesn't prompt me at all right you know, yeah, it doesn't impress me. Till the day I start in the morning, says Dan, while you were sleeping, while you were having, you know, reading and everything else. I've been doing some thinking on your behalf and I've thought this through. Now I'm impressed. Dean: I wonder how far we are away from that. Dan: I mean infinity away, uh-huh right, because that's not what it does. That's what we do. Yeah, yeah. Where do you think the desire comes from? Where do you think the desire because I see it almost as a desire is that we're completely replaceable? Where do you think that desire comes from? Dean: The desire for that people have. I think if you go down to the that technology can completely replace me. Dan: I mean, it seems to me to be an odd aspiration. Dean: I wonder what the I heard. I saw somebody let me see if I get the words right saying that I don't want to. I don't want AI to create art and writing so that I can do the dishes. I want AI to do the dishes and cook so that I can create art and music. Which is so yeah, I mean, when you look at the fundamental things like why does anybody do anything? What drives desire? I think, if you go back to the core thing, like the life that we live right now is so far removed from the life of ancestors. You know, in terms of the daily, you know, if you just look at what even going to Maslow's needs right of the if everybody we want to have a nice house, we want to have a car to drive around in, we want to have food, meals that are plentiful and delicious, and money to do the things that we want to do, but I think that most people would be content with those things. I think it's a very rarefied exception of people that are ambitious beyond their comfort requirements. Like you look at, why does somebody who you know you look at those things that once somebody reaches economic freedom kind of thing or whatever, it's very it's not uncommon that the people who don't need to continue doing stuff continue to do stuff. You know that can, like you're baked in ambition and I think score right if you look at the things that you're beyond, you don't need that at 80. Dan: I like being fully occupied with meaningful work. Dean: Right. Dan: In other words, I like working, I really do like working. Yeah, and there's no difference between the amount of time working at age. I am 80, almost 81. Dean: Yeah. Dan: At age. I am 80, almost 81. And there's no difference between the amount of hours. If you measure me by a day a week, there's no difference in the number of hours that I'm working which qualifies under work. You know it's a focus day kind of work. There's no difference now than when I was 50. How I'm going about it is very different. What I'm surrounded by in terms of other capabilities, other people's capabilities, is very different. I'm surrounded with it by. Technology is very different, okay, but it's still the same. I have sort of a measure of quality. You know that the work is. I like doing the work I'm good at. The work is meaningful. I like doing the work I'm good at. The work is meaningful, I find the work energizing, I find the work rewarding stays exactly the same and that's what I'm always. So when ai comes along, I said does it affect the amount of meaningful work that I do? And so far it hasn't changed anything and it's actually increased it. It's like I would say it. Actually I find and I can just measure it in projects that I'll start and continue work through until the project is completed. It's gone up considerably since I've had perplexity yeah, oh, that's interesting. Dean: So what would you say, like, what are the top few ways that you like? Integrate perplexity to an advantage like that for you, then? Because? Dan: you're basically, you're an observer of what you know and you're thinking about your thinking that hiring with Jeff Madoff and Jeff is working on the part of the book that involves interviews with people in show business and people who really understand the concept of casting rather than hiring, and the people who've built their businesses on a theater approach. So Jeff's doing that and we have our team supporting him. They're setting up the interviews, we're recording the interviews and we're putting them into print form for him. But the interesting thing about it is that I'm just working on the tool part of the book, the four-by-four casting tool, which is actually going to be five chapters. It's actually five chapters of the book Because the entire psychology of having people create their own roles inside your company is the essence of what casting, not hiring, really means is that you're not giving people job descriptions. You're what a completed project looks like, what a completed process looks like and everything else, but how they go about it they create for themselves. They actually create it. So they're not automatons. We're not creating robots here. We're creating people and we want them to be alert, curious, responsive and resourceful. What does? that mean we want things to happen faster, easier, bigger and better. What does that mean? We want them to create projects with a sense of commitment, courage and capability and confidence. So we're laying this out, so it's like a human being's brain manual, basically, as we're putting together that when you're involved in teamwork, what it looks like like. So what I'll do is I'll write a paragraph on my own time, just on word. I write in maybe a hundred word paragraph and what's going to be the context of this, and then I'll immediately go to perplexity and I said now I want you to take the this hundred word paragraph and I want you to come. I want you to divide it into three 50 word paragraphs and stressing these, and have one distinct idea for each paragraph. But I want the meaning of the three paragraphs to integrate with each other and reinforce each other. But there's a distinctly new thought. So I just give it all directions, I press the button and out it comes. So I said okay now looking at the essence of each of the three paragraphs, I'd like you to give each one of them a really great punchy subhead thing. I got my subheads, but I'm really engaged with, I'm sort of in real teamwork. I'm teamwork with this other intelligence and that feels yeah, really terrific, that feels really terrific. Dean: That feels really terrific, that's great. So you're using it to, you're the. You know I heard somebody talk about that the 10, 80, 10 situation where you're the beginning 10% of something, then let it create, expand that, create the 80%, and then you're the final 10 on weaving, yeah, together and except I would have about five, ten, eighty tens for the complete right. Dan: You know, yeah, and, like in perplexity, you just have the ask me line. I'll go through five or six of those and right in the course of producing what I you know, and I end up totally. I'll probably end up with about 200 words and you know it's broken down and some of them are bullet points and some of them are main paragraphs and everything, but I enjoy that. And then at the end I say now rewrite all of this in the concise, factual, axiomatic style of strategic coach Dan Sullivan. Use a maximum of Anglo-Saxon words, a maximum of active passive verbs, everything in the second person singular. You voice Helvetica and then Helvetica, please, Helvetica new standard Helvetica. Dean: New standard Exactly yes so funny, right, yeah I love that. Dan: But here's the thing, the whole question, I think, in all human experience, when you experience something new, how long is it that before amazing becomes normal and expected? Dean: yeah, yeah, and not long, no, not long. Once we get the hang of something, I think what you've had three expectations that's a good way to think about it. Actually, the way you're using it is very that's very useful yeah, and I don't keep my prompts either. Dan: I don't keep my prompts because then I'm becoming a bit of an automaton, right? So every time I start I go through the prompt, you know. And you know, I kind of have it in my head what the prompts are, but I want to see each time. Maybe I'll make a change this time and I don't want to cut myself out from the change, right, yeah, but my sense is that you went back and you could actually observe yourself learning the alphabet, you know first grade for me or learning the numbering system first grade for me. I bet the Dan who's going through this AI experience at 80 isn't much different from the. Dan at six years old, going through learning how to read and write and doing arithmetic. I bet I'm following pretty much the same pattern and that's a capability, that's a yeah, that is a really capability. Dean: Isn't that funny. It's like I remember I still remember like vividly being in kindergarten in january of 1972 and learning that something happened over the Christmas break there that we switched to, we had a new year and now it's not 1971, it's 1972. I remember just. I'm just. It's so funny how that made such an impression on me that now I knew something new. You know this is. Dan: I don't, you know how you just have total unawareness of something. Dean: And then all of a sudden now I know it's 1972, I know my place in time here yeah, yeah, I used to, I, when I was coaching. Dan: You know the first year of strategic coach program and I would talk about how long things took to get a result. You know. Dean: Yeah. Dan: So I said you know you know. I said the big difference that you're going to find being a coach is that you're essentially you're going from a time and effort economy to get a result just getting a result and shortening the amount of time it takes you to get a result. I said that's the big change that's going to take in the program. And I said, for example, I've noticed because I had a lot of really top life insurance agents in the program in the 1970s and 1980s insurance agents in the program in the 1970s and 1980s and they would talk about the big cases. You know the big cases, you know where they would get paid in those days. They get paid $100,000 for life insurance policy and they say you know those big cases, they can take two or three years. You know, take two or three years before them. And I said, actually, I said they were instantaneous. Actually, you got the sale instantaneously. And they said well, what do you mean? No, I put two. No, I said it took two or three years not getting Getting the case was actually instantaneous. It's just that you spend a lot of time not getting the case. What? if you just eliminated the amount of time not getting the case. What if you just eliminated the amount of time not getting the case and just got the case? Then the results would be instantaneous. I think that's really what we're after. Dean: Yes, I agree. I was just talking with somebody about that today. I didn't use those words, but the way you describe it is. You know that people spend a long time talking about realtors in specific. You know that they're getting the listing happens right away, but they do spend a lot of time not getting the listing here. Dan: Yeah, yeah, I remember. First I think it was certainly in the first five years I had a guy from Alberta who was apparently the top residential real estate. You know he was the top agent for the year. He had 240 sales in one year. And people say how does he do that? You can't do that number of presentations in a year, you just can't do that. I said, well, he doesn't do any presentations, he's got trained actors who do presentations. Right, he said a lot of actors spend 90% of their career unemployed. They've got to be waiters or they've got to do this and that. And he just found really great presenters who put on a great theatrical performance and they would do five or six of five or six of them a day, and he had a limousine driver. He had a limousine service that picked them up he would even have the limousine pick up the people to come for the presentation and they said yeah, but look at the cost. I said what cost? what cost indeed, but there you find the divide line between a mediocre person is the cost. He didn't think it was the cost at all. It was just an investment in him not doing presentations. And then he had an accountant who did all the you know he had a trained accountant who did all the. You know the paperwork. Dean: Yes, yeah, I think that's amazing Duplicating. Somebody has the capability to do a presentation, an actor. They're armed with the right script. They have the ability now to further somebody's goal. I meant to mention Dan. You've got a big day in Ohio this weekend. You got Shadur Sanders, went to the Browns in the NFL draft. Dan: I think they've made some bad moves, but I think that one's going to turn out to be one of their good ones. Dean: Yeah, I think so too. Dan: Especially for the coach he's getting. If you're a pocket quarterback, you do Stefanski, you know. I mean, yeah, he's a good coach. Dean: I forget whether are you a Browns or Bengals. Bengals. Cincinnati they're part of the Confederacy. Dan: They're part of the Confederacy, you know we don't yeah. They're a little bit too south. You know Cleveland. Actually, the first game I ever saw was with Jim Brown breaking the rushing record. His rookie year he broke one game rushing record. That was the first year. Dean: I ever saw a game. Dan: Yeah and yeah, yeah. It's in the blood, can't get rid of it. You know everything. Dean: Yeah, but anyway, but I rid of it, you know everything. Dan: Yeah, but anyway. But I think this is. You know we're zeroing in on something neat here. It's not getting anything you want. It's the result you want. How long does it take you to get it? I think that's really the issue. Dean: Yeah, yeah and people are vastly different in terms of the results that they were but I think that there's a difference too, that you mentioned that there's a lot of room for the gap, and I think there's a big gap between people's desires and what they're able to actually achieve. You know that I think people would love to have six-pack abs if they didn't have to go through the work of getting them. You know if there's a bypass to that, if you could just have somebody else do the sit-ups and you get the six-pack. That's what I think that AI and I mean the new, that amplified kind of capability multiplier is, but it requires vision to attach to it. It's almost like the software, yeah. Dan: Yeah, Meaning, making meaning, actually creating meaning. One of my quarterly books was you Are Not a Computer you know where. I just argue against the case that the human brain is just an information processor and therefore machines that can process information faster than human beings, then they're smarter. Dean: And. Dan: I said, if human beings were information processors. Actually I don't think we're very good information processors from the standpoint of accuracy and efficiency. I think we're terrible. Actually, I think we're terrible. We want to change things like repeat this sentence. It's got 10 words in it. We get about two words, seven or eight. We said yeah, I think I'm gonna go change one of the words right, you know very easy see what happens here, and I think what we're looking for is new, interesting combinations of experiences. I think we really like that. I think we like putting things together in a new way that gives us a little, gives us a little jolt of dopamine. Dean: I think that's true. That's like music, you know. It's like every. All the notes have already been created, but yet we still make new songs, some combination of the same eight notes in an octave, you know, yeah I think it would be. Dan: Uh, what was that song for that celine dion's name from the titanic? You know they were. The two lovers were in front of the boat and then yes, the wind blowing them in there. Seeing the sun interesting song the first time you heard it. But you're in a cell by yourself and there it plays every three minutes, 24 hours a day. You'd hang yourself. Dean: Absolutely yeah. Dan: That's the truth. Yeah, what'd you get? What's a pickup from the day. Dean: I like your approach of you know, of using the way you're using perplexity. I think that's a big planting for me to think about over the next week. Here is this using capabilities to create an ability bypass for people that they don't need to have the ability to get the result that they want. You know, because that's kind of the thing, even though people they would have the capability to create a result but they don't have an ability, comes in many different ways. You know, I think that the technical know-how, the creative ability, the executive function, the discipline, the patience, all those things are application things and if we can bypass all of that, I the that kind of blends with this idea of results but it's being in the process of constantly being in the action and the activity of making something faster and easier. Dan: I don't think. I think it's the activity of making things easier and faster, and bigger and better. I think that's what we love. We love that experience of doing that. And once we've done it once, we're not too interested in doing it the next time. Dean: We're looking for something else to do it with, I think who, not how, fits in that way right of doing you see what, you see what you want, and not having that awareness, even your, you know your checklist of can I get this without doing anything? Yeah, you know, or what's the least that I mean and the answer is never. Dan: No, right, almost never. Dean: Never, yes, right. Dan: Yeah, what happens is I identify just the one thing I have to do. I just have to do this one thing. Then the next question is what's the least I can do to get it? And I say this one thing Can I get it faster or easier? Okay, and then the third thing is then who's somebody else who can do that faster, easier thing for you? And then you're on to the next thing. But I think it's a continual activity. It isn't. It's never a being there you know, because then you're in the gap that's right yeah, yeah, anyway, always delightful dan another, uh, one hour of sunday morning well spent. Dean: Yeah, absolutely that's exactly right, always enjoyable. Are we on next week? Dan: yes, I believe yes, we are perfect, all right, okay here, okay, thank you thanks dan bye okay, bye.

What happens when you embrace collaboration over competition? Join Bryan Sweet as he engages in an enlightening discussion with visionary Chad Mackay, a dynamic leader recognized by Inc. 5000. Chad shares his journey from a small town in South Carolina to founding over 55 ventures, showcasing his remarkable ability to identify and harness invisible business … Read More Read More

What if the key to business growth isn't just working harder—but collaborating smarter? In this episode of Clarity Generates Confidence, we welcome Chad Jenkins, a growth alchemist, best-selling author, and founder of CoLab under SeedSpark, for an insightful conversation on the power of collaboration, unlocking unique value, and thinking bigger in business and entrepreneurship.Drawing from his book Friction Fuel, Chad explores how early life experiences shape entrepreneurial thinking and emphasizes the importance of moving beyond siloed strategies. He challenges entrepreneurs to embrace a collaboration-first growth approach that amplifies impact and drives innovation.Chad also dives into the future of entrepreneurship, advocating for a collaboration-driven business model where success is built on shared knowledge, strategic partnerships, and leveraging industry insights. He challenges listeners to rethink how they combine relationships and expertise to create exponential value in an increasingly interconnected world.

In this episode of Welcome to Cloudlandia, We take you through the fascinating evolution of media and communication technologies. We begin by tracing the journey of written communication from ancient Sumerian pictographs to Gutenberg's printing press. The narrative explores how each technological breakthrough transformed our ability to share information, from industrial-era steam presses to the digital revolution sparked by the first email in 1971. Our conversation delves into the parallels between historical technological adaptations and current innovations. We examine the story of a 1950s typesetter transitioning to digital technologies, drawing insights into how professionals navigate significant technological shifts. The discussion introduces the concept of "Casting, not Hiring," emphasizing the importance of finding meaningful experiences and team dynamics in a rapidly changing world. We explore the transformation of media consumption and advertising in the digital age. Traditional media platforms give way to digital giants like Facebook and Google, reflecting broader changes in how we create, distribute, and consume content. The conversation touches on audience dynamics, using examples like Joe Rogan's media presence and Netflix's market evolution to illustrate these shifts. SHOW HIGHLIGHTS In this episode, I explore the historical journey of media and communication, tracing its evolution from ancient scripts to modern digital technologies. I discuss the pivotal role of Gutenberg's printing press in revolutionizing media distribution and how it set the stage for the widespread use of newspapers and books. We delve into the transition from traditional typesetting to digital processes, drawing parallels between past innovations and current advancements in AI. The conversation highlights the importance of curiosity and effective communication in embracing new technologies, emphasizing the idea of "casting" for meaningful experiences rather than traditional hiring. We examine media consumption trends and the impact of big data on advertising, noting the shift from traditional platforms to digital giants like Facebook and Google. Our discussion includes an analysis of the historical impact of communication technologies, referencing figures like Edison and their influence on modern entrepreneurship. The episode concludes with a focus on the value of appreciation and growth, sharing insights on how recognizing value and excellence can lead to professional and personal breakthroughs. Links: WelcomeToCloudlandia.com StrategicCoach.com DeanJackson.com ListingAgentLifestyle.com TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dean: Mr Sullivan, and how are you? I am wonderful. Welcome to Cloudlandia, you are in the Chicago outpost. I am. Dan: I'm sitting in a very comfortable spot, noise-free. I just had. Have you ever done any IV where they pump you? Up with good stuff. Dean: I have yeah. Dan: Yeah, I just came from that, so I may be uncomfortably exuberant. Dean: Uncomfortably exuberant. That's a great word there, right there. Dan: Yeah, yeah, uncomfortable to you. Dean: That's the best. Dan: Yeah, yeah. So anyway, we have a good service. Dean: The only thing I miss about Chicago comfortable to you, that's the best, yeah, so anyway, we have a good service. The only thing I miss about Chicago. Dan is our Sunday dinners. Oh the Sunday roundtable. Dan: Yeah, it's a bit more informal now so we don't have a big gap. It's not like the Last Supper. Dean: Right, exactly. Dan: We have Mike Canix coming over and Stephen Paltrow. Dean: Okay, there you go. Dan: They'll be on straight carnivore tonight. Dean: Okay, good, I like everything about that. Dan: Yeah, it's a little bit of snow on the ground and snowing right now, but it's nice. Dean: Oh, that's awesome. Well it's winter here. It's like cool. Yeah, I almost had to wear pants yesterday, dan, it was that cold. Dan: I had to wear pants yesterday, Dan. Dean: It was that cold I had to wear my full-weight hoodie. But yeah, but it's sunny, it's nice. Dan: I was just in the hot tub before we got on the call the Chinese intelligence, who are listening to this phone call. They're trying to visualize what you just said. Dean: Yes, Well, I had a great conversation with Charlotte this morning and something happened. That is the first time I've done it. I literally I talked her ear off. I reached my daily limit of talk interaction. We were talking for about an hour. There's a limit. Yes, I pay $20 a month and I guess there's a limit of how long you can engage by advanced voice tech. Dan: I'd give her a raise. I'd give her a raise. Dean: So they were on her behalf demanding a raise. I'd give her a raise. So they were on her behalf demanding a raise from $20 a month to $200 a month, and I could talk to her all I want. I still think it's worth it. It really is. When you think about if we go through the personification again, if you think about what you're getting for 200 I mean, just the conversation I had with her this morning was worth more than 200, yeah, so you want to know what we were talking about. What were you talking? about well, I am such a big fan of this, the big change uh book that I got for you. That was oh yeah, by stuff like that. So I really have been thinking that the whole game has really been an evolution of our, of words, pictures, sound and the combination of words, pictures and sounds in videos, right, and if we take the big three the words and pictures and sound, that I, you know, we went all the way back to the very beginning and I told her I said, listen, what I'd love to do is I want to trace the evolution of each of these individually. I want to start from the beginning of how we let's just take text, you know, as an example for words, and so she's taking me all the way back to the ancient Sumerians and the invention of kind of the very first kind of visual depiction of words and language, and then all the way up to the hieroglyphics of Egyptians and then into what would now be what we know as the alphabet, with the Romans and Latin, Romans and Latin, and the way that they were distributed was through tablets and they would post posters and things to get things out there. And so I'll pause there and I'll tell you that the lens that I wanted to look at it through for her is to go back and find, just trace, the beginnings of the capability of it, right, the capability of text. So that meant we had to have language and we had to have the alphabet, and we had to have the tools, the mechanism to recreate these on tablets. And then the distribution of them. How were they distributed? The consumption of them, how were they received and popularized? And then how were they capitalized? Who turned business opportunities into? What did this new capability turn into business-wise? So, looking, those four, tracking those four things all the way through history, from the ancient Sumerians, all the way through, and so when we got to, you know, from the time the Romans created the thing, the first kind of commercialization was the scribe industry. That became a thing where people were employed as scribes to you know, to write things, things, and then it came into the monks. We haven't gone deep dive in these yet, we're kind of going through the surface level of them. But the scribes, you know, were the first kind of commercializing and distribution of the of the things. And then when Gutenberg came along, that sort of popularized and made it even more able to distribute things and on the back of that became newspapers and pamphlets and books. So those were the three primary things for hundreds of years. Until the 1800s we had steam presses which were large, just kind of mechanized, sped up Gutenberg presses, and then the roller presses which allowed to have long, continuous streams of printing, which that really led to the modern newspaper. You know we had almost a hundred years until things were digitized where the entire platform was built on that plateau of things. And then it turned into newspapers magazines were the dominant things and mail. Those were the big distribution elements for a hundred years and then, once it got digitized, we turned into email. The first email apparently was sent in 1971 or something, but it took 25 years for that to popularize to the level that everybody had email and it was the primary thing and that led to PDFs and eBooks and distribution on the internet. We talked about bloggers because, if you remember, in the early days of the internet the heroes were bloggers. Those were the sort of personalities pre-social media you know. And then she even used the words that once it became democratized with social media, that things like twitter and and you know those were big things. But she talked about Arianna Huffington and Perez Hilton and Matt Drudge as the kind of first real mainstream capitalizers of this digital kind of went full steam into only digital, when all the mainstream print media was still kind of holding on and and resisting the migration of free news coming through you know um, and then we get to the point now where all of that is completely available. You know medium and sub stack and you know email newsletters taking off as a thing, and then AI bringing into a situation where now the machines can create and distribute the content. And it's funny just that level. I was on a Zoom with Joe Stolte the other day and you know, with even your newsletter, the AI-assisted newsletter you think about those as things, that learning smart, personalized text, media consumption as a really enhanced experience. So I found that really that was the first conversation that I'd had with that kind of context. I'm visualizing, I want to like visualize a timeline of these benchmarks. You know along the way, and realize how long the spaces were between when things actually catalyzed, you know yeah, long in comparison to what? Dan: long in comparison to the last. Dean: You know where we are now that long in comparison to what? Long in comparison to the last. You know where we are now. That long in comparison to that. There was no ability to print words on paper until 1442 or 1555 or whatever. I think it's 1550. Dan: Yeah, so 1455. Dean: Somewhere around there. Somewhere around there, yeah that literally did not change for 400 years till now. You know, in the last 25 years we've gotten to where we can distribute it globally instantly to everybody, and that we've also got machines now that can actually create the content itself and distribute on on your behalf and so I think that's our ability to create that stuff. Like I, I wonder how long and how many hours of research power it would have taken to get this level of what I gained from my conversation with Charlotte. Dan: Well, you would have gotten a doctorate, you would have gotten a PhD. Dean: Yeah, and it would have taken years to study all of that and to go back and find it all you know, but it was very, I found it very all to serve this idea that I think, in all of those digitized four corners, that we have reached a, a pinnacle, where we're faced now going forward with a plateau that really it's going to be about the creative use of. No, I think that's things. Dan: Yeah, I think that's true. Yeah, just a little addition to charl's work the conversation that you had with Charlotte. One of the reasons why the Greeks have such influence Greek thinking on the world, you know they essentially created history. That was. Dean: You know that was. Dan: Thucydides. And you know, herodotus and Thucydides were two Greek historians and basically their histories basically really formed the whole ancient world. And then you had poetry. Homer was the great poet and. Plato and Aristotle and many others, many other Greek philosophers, but Greece was the first country that developed a really first-class. The Greeks developed a first-class alphabet. I think it may have pretty close to we have 26 letters. I'm not quite sure what they had, but it wasn't. I don't know if it was fewer or more, but maybe only by two or three letters they had, but it was really the alphabet. That is the breakthrough. For example, we have two artists that work for us. They're from Hong Kong and growing up they learned all the. They learned all the ideograms that are in Chinese you know, and you know, and it's years and years and years of study where the alphabet you know. A reasonably intelligent first grader, or maybe even earlier these days, but a six-year-old, can basically grasp the alphabet and be using that skillfully, you know, within their first year of grade school, within first grade and that's what the alphabet did and that's why, you know, the literacy really came in. But even then, when you know in Gutenberg today there weren't that many literate people, you know who could actually? Read, you know. So it wasn't so much the technology Well, the technology was crucial, but it wasn't so much why things. It's just that it took 400 years for the entire population to become literate. You know, and you know to have formal education to empower literacy. That took a long time because people were working manually and they didn't have need for reading. They had to become good at things. Fixated now for about the last eight months on british navy historical novel assault taking place around 1800 to 1800. You know, and you know the majority of sailors on the ships didn't read they, they didn't have right reading, you know but, they were very skillful. They knew the wind, they knew the waves, they yeah, you know, they had phenomenal teamwork and they were very skillful. They knew the wind, they knew the waves, they had phenomenal teamwork and they were very handy. They had a lot of hand skills and everything else, but it's been only recently that your progress in the world really depended upon reading. Dean: Literacy yeah. Dan: Yeah, you had to go forward. I remember that's one story. Just the Greeks. The Greeks that became very powerful, their philosophy still. I mean, every day in universities, or probably universities, there's discussions about what Plato said about this, what Aristotle said about this. So that's still. You know, the power of that over generations is really quite extraordinary. The other thing, if I want to add to that, my sister, who's 89, the man she married, who died about 10 years ago. When I met him, this was in the 1950s, he was a typesetter for a major newspaper in the. Cleveland area and I would go down there and you'd see he put together a whole page of it and you know, and he had to do it backwards, he had to put all the letters. He had this vast, you know, he had these, they were like wooden shelves that had, you know, were divided into, you know, into 28 different, 26 different spots, and he would just pick up the letters and put them. But he made the complete changeover, starting around the 1970s, 1975. He made a complete changeover to becoming digital. It started becoming digital even in the 1970s. And then he just kept progressing, layer after layer, until he was the production manager for the entire network of about five you know five municipal newspapers and everything like that yeah so his history sort of matches what you and charlotte talked about. Dean: Yeah, and I found that really an interesting like multi-track way to look at it, as the technology and then the capability that created for the creation of things, the distribution of those things and the capitalizing on those things, because that's kind of like the cascading layers that happen. And I think if we look at where we are with AI right now, we're at that level where it was available below the surface until two years ago and then now it's sort of widely available as a capability. But all the things that are going to really come, I wouldn't say it's widely available used right now. I heard somebody talk about that. If we think about, like, if ultimately AI is just going to be internet, you know it's like if we think about what internet was in 1996, that's becoming. It's almost like chat. Gpt is the AOL of of what made the internet popular, right as everybody got on. AOL and had access to email and kind of gated browsing. Dan: Yeah, the interesting thing that you know if I just take your example from this morning, it's because you're a good prompter that whole thing happened. The whole essential skill. You know, if you take all the technology, that's a technology, charlotte's technology, and that's there, it's waiting there. It's waiting there to be used. But unless you have a good prompter it won't produce what you produced this morning. Dean: I agree with you 100, and that's why it's all in the prompt prompting. Dan: That means knowing what you want. It's actually a visualization skill because, you visualize something you know like in, not exactly because you, how you did it is unique, but my sense is that you had a question in mind, or you were just curious about something, and then you were able to put it into words. This was strictly spoken, was it? Yeah, uh-huh, yeah, so you didn't type anything in for this. Dean: No, I did not. Dan: Because it's strictly on an audible level, right, exactly, yeah. Anything in for this? No, I did not. Strictly on an audible level, right, exactly yeah. But here's the thing that no one else in the world did what you did this morning, and the reason is because you were just interested in it you were just interested in something and you know, and it was in conversation form, so now tell me about this. Now tell me about this yeah well, what she? Dean: was saying was guiding my things. You know what? It's very similar, dan. It's like if we were to sit down at a piano and look at the piano. There's 88 keys of possibility there. Yeah, unless you know how to prompt the keys to make the noises. Dan: Do you know what I mean? It's just noise. Dean: I think that's really what it is, and I think that chat interactions or AI interactions are going to be the piano lessons of today. Right Like for kids to talk about essential skills. Dan: And the outcome is going to be the music and the outcome is going to be the music. Dean: That's right. That's right, yeah. Dan: I've done about. You know, with perplexity, probably last week I've done about 25, you know where I one. That was really interesting because it was related to the book that I'm writing Casting, not Hiring with Jeff and I was saying, you know, the big thing is that we're only talking, the book is only for a particular type of person, you know. Because, you know he has a wide range of people that he's giving them our small copy of Casting, not Hiring you know, our 60-page book and then he's interviewing them if they're willing to read it, which takes about an hour. If they're willing to read it, then he wants to know what they think about it. You know, but there's, like corporate people that he's talking to, there's academic people that he's talking to, and I said, you know, jeff, academic people that he's talking to. And I said, you know, jeff, there's only one reader for this. That's a successful, talented, ambitious entrepreneur who wants to grow. Who wants to grow, wants to make the growth experience really meaningful and purposeful for himself or herself, but also for the team members, for the members of the company that the entrepreneur owns. And so he said, yeah, well you know how big is that market and I said, well, let's. So I did a search and I had my question. I just looked at it just before I came on the call. I said I want you to, of all the companies incorporated in the United States, the total number of incorporated companies in the United States in 2023, because usually their number. You know that you go back about a year before the present year that you're just sending, because there's an enormous amount of data for that. Dean: And. Dan: I said what percentage of all the incorporated companies in the United States are privately owned? And it turns out it's 99% and 33 million, 33 million incorporated companies. And and then I put in another prompt okay, size of companies 1 to 10, 10 to 50, 50 to 150, 150 to 500, above 500, and 74 percent of them are 74 percent or one to ten. And then, and I said we're really talking basically about companies up to about 150 that's the reader. They have companies that are 150 and everything like that, and it's really interesting that this is the only person they said but there's this huge market of other. You know, jeff didn't say this, but other people said there's. So this should be a book for everybody. And I said, if it's a book for everybody, it's not interesting to anybody that's true, exactly. Dean: Well, that's so. Those numbers have kind of um grown, because I've always heard about you know know, 28 million, but I guess the most recent that would make sense 33 million. Dan: And it would be bigger today because we're you know, we're a full year and into the first month, so it would be bigger. The incorporations go on. And the other thing about what you're saying is you can be so specific, Like you can really put down all the interesting things about the reader you know, about the reader that you're looking for and you know so, while the capability that you're talking and I have some arguments with democratize you know the concept of democratize because there's a certain sense people are going to have equal capabilities. I think just the opposite is going to happen. The range from people with a little ability or no ability to extraordinary capability actually gets bigger and wider to extraordinary capability actually gets bigger and wider. And the reason is exactly what I just said to you that you're the only one in the world who's ever gotten that information laid out and has it back in a very short period of time. And it's strictly because what Dean Jackson was looking for. Dean: Yeah, that's exactly right. I was very curious about it. And I think that it's something. I think it's a unique perspective, especially when we overlay the other things. We only got we were talking about then sound. We only got we were talking about then sound. And it wasn't until the 1800s late 1800s that Edison created the phonograph, that we were able to capture sound and the evolution of that. Then it took another by 25 years later. It was the beginning of radio. That now we have the ability to capture sound, the ability to distribute sound through the radio, that it ushered in this golden era of radio as the distribution medium. And she talked about NBC and CBS and ABC, you know, as the monopolistic NBC was really the big giant. Dan: Yeah, they were the giant. Dean: I mean, they were the powerhouse of radio 1995 was the, or 1925, I think was when they were founded, and then the others were by 1927. Yeah, but that took off the radios in every household and all of that, you know, laid the. That created the mass audience yeah really right, yeah, there was. Dan: Uh. Really, there's a writer named tim wu wu and he's just. He's written about five books on just the extraordinary impact of the communication technologies, starting when you said sort of you know. First the telegraph and the telegraph with sound. That's really the telephones you have. Bell is in there. So, Morris and Bell and Edison. You have the combination. And then Edison also created the movie. I mean, he was the real. I mean, he's the person who created it that became famous for it yes. There were lots of people. He's famous for the light bulb, he's the person who became famous for the light bulb, but there were at least five or six working light bulbs before Edison. It's just that Edison was the first what I would call the modern entrepreneur, technology entrepreneur, and he really grasped where all this stuff was going, more than any other single innovator entrepreneur, and he understood the stock market and he understood how to raise funds and he understood how to market. Dean: You know, yeah, yeah. Dan: So you know I'm getting a lot of patents, so we got two more on Friday, so we're up to 54 patents now. And I was talking in the breakout group on Friday, I said we're really piling up the patents, and so somebody said well, how many are you going for? And I said I can tell you exactly I'm going for 1,068. Tell you exactly, I'm going for 1,068. Uh-huh, 1,068. I mean, where's that number come from? I said Edison had 1,067. Dean: Oh, there you go. Dan: That's the best, and I grew up two miles from his birthplace. So the farm that I grew up two miles away is where Edison was born, milan, ohio, and very famous, I mean he's just a roaring, big, major human being, historic human being in that area, and he's one of my five historic role models. I've got Euclid, I've got Shakespeare, I've got Bach, I've got Hamilton, james Madison and Edison. And I said Edison put all the pieces together that created the modern technological world. Dean: It's true, isn't it? Yeah? Dan: He's the first person to create a formal R&D lab. He had in Menlo, new Jersey. He created his famous lab and he had technicians and scientists and engineers there. And then you know, and then he understood the stock market and he understood you know big systems, how you put big electric systems together and everything like that, you know. The thing is that that's a history of entrepreneurism, the thing that you put together with Charlotte this morning. Dean: Yeah, that was my intention, Because it's always some individual who just decides to do something more with it. Dan: They kind of apply your VCR formula to something that already exists and they say what's the vision? Well, you have to have the vision, but you have to see where it hasn't gone to yet. I mean, that's basically what you have to. Vision is seeing where things have not yet gone to, but could, if you organize them differently? You take the capabilities and combined it with reach, then you. That's what the future really is. Vcr. Dean: Yeah, you know I've had a nice VCR advancement, chad, and I have been talking a lot about it. Chad Jenkins, chad Jenkins, I've been talking about the VCR formula and so I had some distinctions around vision, like what is vision? And I realized there's a progression that it takes like from an idea or a prediction. Is the first level that you got a vision that, hey, I think this could work, and then the next level of it is that you've got proof that idea does work and that opens the gate for you to create a protocol for predictable repeating of that result and that opens the gateway to a patent, to protection of that. Dan: So you predict, you prove you protocol or package and protect the 4P progression. I thought, know you know what. You know what it is. It's the ability to see, yeah, let's say, a reasonable time frame, not 100 years from now, but let's say 10 years from now. Yeah, that, if this were available, a lot of people would like to have this. Dean: Yes. Dan: That's basically what a vision is. That's what a vision is. If it was available to them and it was easy to use. They don't have to change their habits too much to use it 10 years from now and I think a lot of people not only would they love using it, they'd be willing to pay for it. Dean: Of course, yes, I agree, yeah, and so I thought that was very, that was a nice, I mean every drug dealer in the world knows how to do that. Dan: Yeah, I mean, you think about everything started out with an idea. I bet, if we did this, that would be oh, yeah, yeah, I bet, prove it. I bet, yeah, you know, steve jobs with itunes. He said yeah I got interested in music. But when I go into a store, you know, uh, and, and I hear a song I really like, or I hear a musician I really like, and I hear them singing a song, or her I, you know, I'd like to be able to just get that song, but they make it really difficult. You got to buy 11 other songs, or 10 other songs to get the one song you know and you know, and, and I'd like to have it. You know, I'd like to have it on a small machine. I don't want to. You know, I don't want to have a big record that comes home and then I have to have a lot of equipment and everything to put on it. And you know, and you know, I'd like to, I'd like to think of. You know, I'd like to have a technology. Dean: Yeah, I'd like to think of. Dan: You know, I'd like to have a technology Getting a call from yeah, I'd like to have a technology that, the moment I hear the sun, five minutes later I can have it. You know, Mm-hmm. Yes, I mean it's so I think it's imagine, there's a capability multiplied by imagination. You know that's kind of like what vision is. Dean: But you know, the interesting thing is that was true 25 years ago when Steve invented the iPod and the iTunes environment, but then over the next 25 years's taken another evolution. Right, it was still the ownership. Instead of owning the physical thing, you own the digital version of it and you download it onto your device. But now, when it got to the cloud and all the songs are available and you don't need to download them, it's like spotify said listen, we own all the songs, we got access to all of them. Why don't you just pay us nine dollars a month and you can have all the songs and just stream them? Yeah, and, and that's where we're at now, it's like. But I think that the next level, the thing we're at now with ai, is that ai is actually, specifically, that it's reached the generative ai point where it it can actually create songs. That's what's happening now. Dan: Yeah, it's clearly a productive capability that you're exploring here we're having a conversation about. When did you have this conversation with Charlotte? Just this morning, when I woke up this morning, Okay, this entire conversation that we're having would not have happened unless um no, you did what you did for an hour this morning right, that's exactly right, yeah now let me ask you a question here, and it goes to another technological realm and it's big data. It's big data, and so I keep reading about big data. You know big data, and I said and it's accumulating all the data. Okay, and so you have all the data. Okay, and so you have all the data. I remember having a conversation this was probably 10 years ago and the Chinese were developing what was called an intelligence capability, where they could gather information about what all the people in China were doing at any given moment. Okay, and then they could make predictions based on that. Nice, if wait a minute, so you got one point, you got 1.3 billion. Dean: You know however many Chinese there are they're being listened to, you know, and however many Chinese there are. Dan: They're being listened to, you know, and they're. Whatever they're doing, that's being read. And I said how many Chinese do you have to pay attention to what all the other Chinese are doing? I said they must have about 6 million people who, day in, day out, are just listening and they're accumulating massive amounts of data. Okay, and then I say, then what happens? Dean: then what? Dan: yeah, then what? Okay? Okay, uh, and I said so, what do you do with all this data? You know, I said it's overwhelming the amount of data you have. So what's happening with it and what it tells me is that there's no way for you to really comprehend what all that data means. Dean: Yeah, I agree. I mean there's no, but you can argue that's kind of what Facebook does with the algorithm right In a way, of being able to predict what you're likely to click on next. Dan: That's how they're at it, Well that I understand, but that's on the level, that's a commercial level, because really they're selling ads. I mean what Google and Facebook actually are high-level advertising platforms. Dean: Yes, that's exactly what they are. I mean, that's what they are. Dan: Yeah, I mean, and once you've said that, there isn't much else to say. Dean: Once you've said that, it's over. Dan: Well it is what it is and it's a bias, obviously, because it's just, you know it's, if they're spending money, not ads for Google and spending ads for Facebook, they aren't spending money for ads in the New York Times, or yeah. So all the newspaper advertising has gone away and all the magazine advertising has gone away, and probably all the advertising on television, because the number of people watching television is actually going down, you know. Well the actual, I mean if you're following social media or you're you know, you're on the, you're on your computer and you're looking at things. Well, your attention can only be on one thing at a time and if I'm spending you know I used to spend I would say when I stopped in 2018, I stopped watching television together, but I calculated that it was probably I was probably watching anywhere between 15 and 20 hours a week times 52. Okay, so that's. You know that's 800 to a thousand hours and I'm not doing that anymore, so for I got a thousand hours back. He's. I would say 800. I just evened it off at 800. I'd say I've just got 800 hours back. It's just gone into being more productive. I'm incredibly more productive in creating stuff. I have you as a witness. You know that it's going up in numbers. The amount of stuff that I'm creating. it's going up in numbers the amount of stuff that I'm creating. So you know, here's the thing. I don't think I'm unusual in this. I don't think I'm unique on the planet in doing what this is. I just think people are moving their attention away from something where everybody was paying attention to it and now fewer and fewer people are paying attention to it. It's like Joe Rogan, you know, I mean. Dean: Joe Rogan. Dan: The people are watching Joe Rogan. Who did they stop watching or listening and watching to? So that's the big thing. Where are people? Dean: going with their attention. Yeah, and you know I just heard a podcast talking about that. Streaming, you know, like from television. It's gone away from kind of linear television where you know they show one thing on one channel at one time and you have to be there at 8 pm to watch that one show. Watch that one show and you watch it along with ads, right? If you want to watch this happening now, you watch it and you consume the ads. Well, when streaming became available, you know, if you look at that convenience, that it was so much more dignified that we can watch whatever we want to watch when we want to watch it, and there's a price for that. Everybody has migrated towards the, towards that, and now the interesting thing is that the streamers are Wall Street redefined. How they value the, you know, monetize or attribute value to what they have. Because for a long time, netflix was rewarded for the ever-growing number of subscribers. Right, like getting more and more subscribers. It didn't matter to Wall Street that they were profitable or unprofitable. The only thing that they staked the value in was the growing number of subscribers, the growing number of subscribers, so for. So netflix would spend billions and billions of dollars on attracting creative right that would. That would get people to watch the. You know, come to netflix to see, because they only had original programs you could only get on Netflix and they overpaid for all of that content. So now. Wall Street a few years ago decided that hey, wait a minute. These guys should be like any other business. Dan: They should be profitable and so it always comes down to that, doesn't it it really? Dean: does so they said you know, now Netflix has to cut corners, pinch pennies. They have to make things. They can't afford to spend as much to make the content. If you look at the line items of where they were spending the most amount of money, it's acquiring yeah, content to do uh so that's where the peak era of who's the guy? Dan: who's the guy who runs Netflix? Dean: Sarandon Tom. Dan: Sarandon. Dean: I think, but in any event they. Dan: No, I was just wondering if he's one of the people who gave $50 million to Kamala Harris. Dean: Oh, yeah, probably. Dan: Yeah, I said he obviously doesn't know anything about returning or getting a profit All right, exactly. Dean: So the other, the thing that we're finding. Dan: What's Reid Hoffman? He's LinkedIn. Dean: Yeah, I think so, yeah, yeah, linkedin. Yeah yeah, yeah. Dan: But those people are all not giving a million dollars to Trump for his inauguration. Dean: The thing that streamers have landed on now is that they have free models you can watch, but now they have ad supported things where you can watch anything you want, but they insert ads that are unskippable ads and they're finding that is more profitable than the subscriber the subscription revenue. That on a per user kind of thing. They make more money on people watching and viewing the unskippable ads. So it's kind of funny that everything has come full circle back to basic cable, where you are. They're all bundling now so you can get because people were resisting that you had to buy netflix and you had to buy hbo and paramount and hulu and all these things, nbc and cbs and all of it so now they're bundling them together for one subscription and having ad supported views. So the big winner out of all of it is that we've won the right to, and have demanded the right to, watch whatever we want to watch, whenever we want to watch it. We're not going to sit on, you know. We're not going to wait until 9pm to watch this and wait a week to get the next episode. We want all the episodes available right now and we'll choose when and what we watch and for how long we watch it. If I want to watch the whole series in one weekend, that's up to me yeah, you know it's an interesting thing. Dan: Uh, here and this relates to the whole story you told the whole historical story, going back to the sumerians. But one of the things I really notice is that the moment a new capability appears and you can utilize it, it's no longer wondrous. You've just included that in your existing capability, I can now do this. You've just included that in your existing capability. I can now do this. It's really interesting the moment you get a capability that just goes into the stack of capabilities that you already have. So it's not really a breakthrough because it doesn't feel any more unusual than all the capabilities you had. So today this is kind of a you know you were. You started the podcast here saying I just did something that I've never done before with Charlotte you know, and then people said who's this Charlotte that Dean talks about? Well, dean actually created this capability called Charlotte. He actually did that, but now it's just normal. Now, what else can Charlotte do? Dean: I'm going to do this. Dan: But a week from now you may have done this four or five times or four or five more things. These sort of deep searches, that you did, and now it just becomes part of Dean Jackson's talent and capability stack. Dean: Yeah, yeah, in the of the VCR formula, the sea of capability, that all this capability starts out with one person who has taken it's almost like Always starts with one person. Yeah, and it's a curiosity. Dan: It's a curiosity thing You're alert to. You know, in our four by four casting tool, the first quadrant is called performance, how you show up. And I've got four qualities. One you're alert. Second thing is that you're curious. Number three is that you're responsive. And number four you're resourceful. And I would say you just knocked off all four this morning with this search, this conversation with Charlotte. You just knocked off all four. That's the reason why you're doing it. So the key to the future in profiting, but utilizing and benefiting from this technology is you have? To be alert, you have to be curious, you have to be, you have to be responsive and you have to be resourceful. Dean: Yeah, that's great. Dan: Yeah, yeah, we're living, and then you get to do and then you get to do things faster, easier, cheaper and bigger yes, this is great, dan. Dean: We're really living in the best of times we're just talking, dean yeah, we're already in it, but it's endless. Dan: We're into an area of just extraordinary, idiosyncratic creativity. Dean: This is it that now we have. Everyone has access to every capability that you could. Dan: No, they only have access to the capability that they're looking for. Oh, boy yes. No, they don't have access to every capability. They just have access to the next capability they're looking for. Dean: Right, this is mind-blowing. Dan: Yeah, yeah, yeah, this is great, but it is similar. This was better than the IV. Dean: Your exuberance is showing. Dan: Or maybe before you have an hour conversation with Dean, you get an IV. Dean: Yeah, exactly, you have an hour conversation with dean, you get an iv. Yeah, exactly, did you imagine it's a triple play of an iv yeah, with a conversation with charlotte, followed by a conversation with dan sullivan. Dan: I will try the iv next week yeah, and then eat a great piece of steak. And then eat a great piece of steak that's right Followed by a Rib eye is great. I think rib eye is my favorite. Dean: Yeah, me too by far yeah. Dan: Well. I love it yeah, this is great conversation. Dean: I agree, Dan this is Things are heating up. I'm going to upgrade Charlotte and give her a raise 10X, a 10 times raise. Dan: Tell her about that. You know talk to her and say you know, not only do I think you're more valuable, but Catchy TP thinks you're more valuable, Charlotte, and we're raising your monthly to 200. Dean: That's right. A 10 times raise. Dan: Yeah, who gets that? Mm-hmm? Okay, and you think about it. Dean: It's just so valuable. All right, dan, thanks, bye, bye.

Welcome to another insightful episode of Building the Premier Accounting Firm with your host Roger Knecht. In this episode, Roger dives into how to grow an accounting business with Chad Jenkins, founder of SeedSpark. This episode centers around entrepreneurial growth in bookkeeping, accounting, and tax businesses. It emphasizes the transition from traditional methods to innovative approaches that foster collaboration and business expansion. Key Highlights: Entrepreneurial Journey: Chad shares his path, focusing on leveraging growth opportunities and shifting from a solopreneur mindset to business expansion. Innovative Approaches: Contrasts traditional accounting with modern strategies encouraging collaboration among professionals. Advocates for understanding client relationships to deliver exceptional value and encourage additional services. Collaboration and Differentiation: Emphasizes the importance of partnerships between accounting firms and other service providers to enhance offerings. Suggests creating “power teams” for referral relationships and unique service names for differentiation without forming new business entities. Comprehensive Services: Highlights the need to provide complete solutions to prevent clients from seeking alternatives. Technology and Growth: Discusses the role of technology, especially blockchain, in protecting intellectual property. Introduces the “curiosity catalyst” concept for continuous value creation. Ambitious Growth: “Just Add a Zero” encourages setting expanded financial goals, inspired by visionaries like Jeff Bezos. Literature for Insight: “Fiction Fuel”: Redefines friction as a growth catalyst and promotes early market change recognition. “Red to Black”: Guides accounting professionals in enhancing profitability. Visionary Mindset: Encourages businesses to act as “heroes” for stakeholders by addressing friction points. Advocates for long-term growth through proactive customer engagement and resourceful collaboration. This episode offers valuable strategies for accounting professionals aiming to grow their businesses by embracing innovation and collaboration. To take the next step toward starting or growing your accounting business, call Universal Accounting's team of experts at 435-344-2060. Sponsors: Universal Accounting Center Helping accounting professionals confidently and competently offer quality accounting services to get paid what they are worth.   Offers: Just Add Zero https://seedspark.com/freebook/   Get a FREE copy of these books all accounting professionals should use to work on their business and become profitable.  These are a must-have addition to every accountant's library to provide quality CFO & Advisory services as a Profit & Growth Expert today: “Red to BLACK in 30 days – A small business accountant's guide to QUICK turnarounds” – This is a how-to guide on how to turn around a struggling business into a more sustainable model. Each chapter focuses on a crucial aspect of the turnaround process - from cash flow management to strategies for improving revenue. This book will teach you everything you need to become a turnaround expert for small businesses. “in the BLACK, nine principles to make your business profitable” – Nine Principles to Make Your Business Profitable – Discover what you need to know to run the premier accounting firm and get paid what you are worth in this book, by the same author as Red to Black – CPA Allen B. Bostrom. Bostrom teaches the three major functions of business (marketing, production and accounting) as well as strategies for maximizing profitability for your clients by creating actionable plans to implement the nine principles. “Your Strategic Accountant” - Understand the 3 Core Accounting Services (CAS - Client Accounting Services) you should offer as you run your business. Help your clients understand which numbers they need to know to make more informed business decisions. “Your Profit & Growth Expert” - Your business is an asset. You should know its value and understand how to maximize it. Beginning with the end in mind helps you work ON your business to build a company you can leave so that it can continue to exist in your absence or build wealth as you retire and enjoy the time, freedom, and life you want and deserve. Follow the Turnkey Business plan for accounting professionals.  This is the proven process to start and build the premier accounting firm in your area.  After more than 40 years we've identified the best practices of successful accountants and this is a presentation we are happy to share.     Also learn the best practices to automate and nurture your lead generation process allowing you to get the bookkeeping, accounting and tax clients you deserve.  GO HERE to see this presentation and learn what you can do today to identify and engage with your ideal clients.   Check it out and see what you can do to be in business for yourself but not by yourself with Universal Accounting Center.   It's here you can become a:   Professional Bookkeeper, PB Professional Tax Preparer, PTP Profit & Growth Expert, PGE   Next, join a group of like-minded professionals within the accounting community.  Register to attend GrowCon and Stay up-to-date on current topics and trends and see what you can do to also give back, participating in relevant conversations as they relate to offering quality accounting services and building your bookkeeping, accounting & tax business.   The Accounting & Bookkeeping Tips Facebook Group The Universal Accounting Fanpage Topical Newsletters: Universal Accounting Success The Universal Newsletter   Lastly, get your Business Score to see what you can do to work ON your business and have the Premier Accounting Firm. Join over 70,000 business owners and get your score on the 8 Factors That Drive Your Company's Value.   For Additional FREE Resources for accounting professionals check out this collection HERE!   Be sure to join us for GrowCon, the LIVE event for accounting professionals to work ON their business. This is a conference you don't want to miss.   Remember this, Accounting Success IS Universal. Listen to our next episode and be sure to subscribe.   Also, let us know what you think of the podcast and please share any suggestions you may have.  We look forward to your input: Podcast Feedback   For more information on how you can apply these principles to start and build your accounting, bookkeeping & tax business please visit us at www.universalaccountingschool.com or call us at 4353442060.  

Join us this Wednesday for a new episode where Roger discusses the art of collaboration with Chad Jenkins

In this episode of Welcome to Cloudlandia, Dan and I explore how organizations can balance productivity with employee well-being through structured breaks and strategic planning. Dan shares insights from Strategic Coach's approach of giving employees six weeks off after three months of work, using Calgary's changing weather as a metaphor for workplace adaptability.  Looking at the British Royal Navy's history, we discuss how its organizational structure relates to modern planning methods. Dean explains his 80/20 framework for yearly planning—using 80% for structured goals while keeping 20% open for unexpected opportunities, which helps teams stay focused while remaining flexible. The conversation turns to a long-term perspective through 25-year frameworks, examining how past achievements shape future goals. Dean shares a story about the Y2K panic to illustrate how technological changes influence our planning and adaptability. We conclude with practical applications of these concepts, from cross-training team members to implementing daily time management strategies. SHOW HIGHLIGHTS We discuss the adaptability of humans to different climates, using Calgary's Chinook weather patterns as an example, and emphasize the importance of taking breaks to prevent burnout, citing Strategic Coach's policy of providing six weeks off after three months. Dean and I explore the planning strategies inspired by the golden age of the British Royal Navy, advocating for a structured year with 80% planning and 20% spontaneity to embrace life's unpredictability. Dan reflects on using 25-year frameworks to evaluate past achievements and future aspirations, noting that he has accomplished more between ages 70 to 80 than from birth to 70. We delve into the importance of discernment and invention, highlighting these skills as crucial for problem-solving and expressing creativity in today's world. Dean talks about sports salaries, noting how they reflect economic trends, and discusses the financial structure of sports franchises, particularly in relation to player salaries and revenue. We touch on government efficiency and cost-cutting measures, discussing figures like Elon Musk and Vivek Ramaswamy, and the impact of Argentina's President Milley. The conversation shifts to global trends and AI's role in the future workforce, noting the significance of recognizing patterns and making informed predictions about future technological advancements. Dean and I emphasize the importance of weekly and daily time management strategies, suggesting that structured planning can enhance both personal and professional effectiveness. Dan shares his year-end practices, including reflecting on past years and planning for the new year, while also noting his personal preference for staying home during the holidays to relax and recharge. We humorously recount historical events like the Y2K panic and discuss how technological shifts have historically reshaped industries and societal norms. Links: WelcomeToCloudlandia.com StrategicCoach.com DeanJackson.com ListingAgentLifestyle.com TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dean: Mr Sullivan. Dan: Mr Jackson, I thought I'd just give you a minute or two to get settled in the throne. Dean: Oh, you see, there you go. I'm all settled, All settled and ready. Good, it's a little bit chilly here, but not you know, not yeah it's a little bit chilly here too. Dan: Yeah, it's a little bit chilly here too. It just shows you there's different kinds of little bits. Dean: Different levels. Choose your chilly. Yeah, that's so funny, are you? Dan: in Toronto. It just brings up a thought that there are people who live in climates where 40 degrees below zero is not such a bad day. Dean: Yeah. Dan: And there are people who live in temperatures where it's 120, and that's not a too uncomfortable day. Dean: Right. Dan: So that's 160 degrees variation. If nothing else, it proves that humans are quite adaptable. I think you're right. I think you're absolutely right. Dean: That's what that shows. I use that example a lot when talking about climate change. We're very adaptable. Dan: Oh yeah, yeah, there is a place in. I looked this up because in Western Canada I think in the Denver area too, they have a thing called a Chinook, and I've actually experienced it. I used to go to Calgary a lot for coach workshops and I'd always, if it was like February, I'd always have to pack two complete sets of clothes, because one day it was 20 degrees Fahrenheit in the morning and it was 75 degrees Fahrenheit in the evening, the morning, and it was 75 degrees Fahrenheit in the evening, and then it stayed. And then it stayed that way for about two days and then it went back to, back to 20. And uh, this happens about, I would say, in Calgary, you know Alberta. Uh, this would happen maybe three or four times during the winter mm-hmm yeah, so so so there? Dean: well, there you go, so are you. Are you done with workshops therefore? Dan: yeah, yeah of strategic coach does the whole office closed down from the 20th and 20th of well yeah 20th was our party, so that was friday night. So we have a big in toronto. We have a big christmas party. You know, we have 80 or 90 of our team members and they bring their other, whatever their other is and not all of them, but a lot of them do and now we're closed down until the 6th, uh, 6th of january. That's great. Yeah, you know what? Dean: a lot of people that's 17 days, that's that's 17 days yeah that's a very interesting thing. Dan: So you know, it's like um so completely shut down as there's nobody in the office nobody, you know there's people who check packages like, okay, yeah, and they live right around the corner from the office, so they just go in and you know they check and, um, you know, and if, um, but no phone calls are being taken, it's like uh company free days. Dean: Is that what it is? Dan: yeah, there. Dean: There's no phone calls being answered, no emails being attended to, anything like that. It's all just shut down. Dan: I'm going to take a guess and say yes. Dean: Right. That's great and that's kind of you know what. One of the things that I've often said about you and the organization is that you are actually like products of your environment. You actually do what you see. Dan: We're the product of our preaching. Dean: That's exactly right Organizationally and individually. Right Organizationally and individually. And when I tell people that new hires at Strategic Coach get six weeks of three days After three months. Dan: After three months. Yeah, yeah, yeah, they don't get any free days for the first three months, but you know, and they pass the test, you know they pass the test. Then in the first year year, they get six weeks, six weeks, yeah, and it's interesting, right? Dean: Nobody gets more. Right, everybody gets six weeks. Dan: Shannon Waller, who's been with us for 33 years. She gets her six weeks and everybody else gets their six weeks, and our logic for this is that we don't consider this compensation OK right, we do it for two reasons so that people don't burn out. You know they don't get, you know they they're not working, working, working, in that they start being ineffective, so they take a break. So they take a break and we give a one month grace period in January If you haven't taken your previous six weeks for the year before. You can take them during January, but you can't carry over. So there's no building up of three days over the years. Right, yeah, if you have, if you don't take them, you lose them. And but the other thing about it that really works one, they don't burn out. But number two, you can't take your free days in your particular role in the company, unless someone is trained to fill in with you so it actually it actually pushes cross training, you know. So in some roles it's three deep, you know they, yeah, there's three people who can do the role, and so you know you know, we've been at it for 35 years and it works yeah, oh, that's awesome dan I was curious about your you know. Dean: Do you have any kind of year end practices or anything that you do for you know, preparing for the new year, reflecting on the old year, do you do anything like that? Dan: I'd probably go through a bottle ofish whiskey a little bit quicker during that period that's the best I'm. I'm not saying that that's required, but sometimes exactly, just observation. Yeah, uh-huh you know, knowing you, like you know you right, yeah, yeah, not that it's noticeable you know I try to not make it noticeable. Uh, the other thing, the other thing about it is that we don't go away for the holidays. We we just stay put, because babs and I do a lot of traveling, especially now with our medical our medical journeys, uh and uh. I just like chilling, I just like to chill. I know, you know I I'm really into, um, uh, historical novels. Right now dealing with the british navy, the royal navy around 1800. So the golden age of sailing ships is just before steam power was, you know, was applied to ships. These are warships and and also before you know, they went over to metal. The boats started being steel rather than wood. And it's just the glory period. I mean, they were at the height of skill. I mean just the extraordinary teamwork it took to. You know just sailing, but then you know battles, war battles and everything Just extraordinary. This is cannons right, yeah. These were cannons, yeah, extraordinary, this is cannons, right? Yeah, these are cannons, yeah, and the big ones had 120 cannons on them, the big ships, right before the switchover, they just had this incredible firepower. And the Brits were best, the British were the best for pretty well 100, 150 years, and then it ended. It ended during the 1800s. Midway through the 1800s you started getting metal steam-powered ships and then it entirely changed. Yes, yeah, but back to your question Now. You know I do a lot of planning all the time. You know I do daily planning, weekly planning, quarterly planning. I call it projecting. I'm projecting more than planning. The schedule is pretty well set for me. I would say on the 1st of January, my next 365 days are 80% structured already. Dean: Yes. Dan: Yeah, and then you leave room for things that come up. You know, one of the things I really enjoy and I'm sure you do, dean is where I get invitations to do podcasts and we tell people you got to give us at least 30 days when you make a request before we can fill it in. But I've had about, I think during 2024, I think I had about 10. These weren't our scheduled podcasts with somebody these? Were. These were invitations, and yeah. I really enjoy that. Dean: Yeah, I do too, and that's kind of a I think you're. This is the first year, dan, that I've gone into the year, going into 2025, here with a 80% of my year locked, like you said. Like I know when my Breakthrough Blueprint events are, I know when my Zoom workshops are, I know when my member calls are, all of those things that kind of scaffolding is already in place right now. And that's the first. You know that's the first year that I've done that level of planning ahead all the way through. You know, going to London and Amsterdam in June and Australia in November and get it the whole thing, having it all already on the books, is a nice that's a nice thing, and now I'm I'm really getting into. I find this going into 2025 is kind of a special thing, because this is like a, you know, a 25 year. You know, I kind of like look at that as the beginning of a 25 year cycle. You know, I think there's something reflective about the turn of a century and 25 year, you know the quarters of a century kind of thing, because we talk about that 25-year time frame, do you? You're right now, though you are five years into a 25-year framework, right, in terms of your 75 to 100, was your 25? Yeah, my guess, my yeah, I didn't. Dan: I didn't do it on that basis I know I did it uh, uh. Um, I have done it that way before, but now it's I'm just uh 80 to 100, because 100 is an interesting number. Dean: Yes. Dan: And plus I have that tool called the best decade ever. Dean: Yeah. Dan: And so I'm really focused just on this. 80 to 90, 80 years old, and when I measured from 70 to 80, so this was about two years before it was two months before I got to my 80th birthday. I created this tool. And I just reflected back how much I'd gotten done. Dean: 70 to 80. Dan: And it occurred to me that it was greater than what I'd gotten done 70 to 80. Dean: Yeah, and it occurred to me that it was greater than what I had done from birth to 80. Dan: Birth to 70. Dean: Birth to 70. Yeah, yeah, yeah. Dan: So I had accomplished more in the last 10 years and I used two criteria creativity and productivity like coming up with making up more stuff. And then the other thing just getting lots of stuff done, and so I've got that going for 80 to 90. And it's very motivating. I find that a very motivating structure. I don't say I think about it every day, but I certainly think about it every week. Dean: That's what I was very curious about. I was thinking this morning about the because this period of time here, this two weeks here, last two weeks of the year, I'm really getting clear on, you know, the next 25 years. I like these frameworks. I think it's valuable to look back over the last 25 years and to look forward to the next 25 years. And you and I've had that conversation like literally we're talking about everything. That is, everything that's you know current and the most important things right now have weren't even really in the cards in 2000. You know, as we were coming into you, know, we all thought in 1999, there was a good chance that the world was going to blow up, right y2k. Dan: Everybody was uh some of us did. Dean: I love that but you know, it just goes to show. Dan: Yeah, I thought it was uh right yeah, there was this momentary industry called being a y2k consultant you know computer consultant and I thought it was a neat marketing trick. The only problem is you can only pull it off once every thousand years. Dean: Oh yeah. Dan: Yeah, but there was vast amount. I mean all the big consulting, you know, mckinsey and all those people. They were just raking in the money you know they were out there, All those people they were just raking in the money. Dean: You know they were out there. You know, I think probably the previous five years. Dan: It was probably a five year industry you know they probably started in 1995, and they said oh, you don't realize this, but somebody didn't give enough room to make the change. You know every computer system in the world is um, we forgot to program this in. They're all going to cease to. They're going to cease to operate on. Yeah and then. But all you had to do is watch new year's from australia and you knew that wasn't true, do? Dean: you know what? Uh, yeah, jesse, uh, jesse dejardin, who I believe you met one time, used to work with me, but he was the head of social for Australia, for Tourism Australia. Yeah, and when the world I don't know if you remember in 2012, the world was supposed to end, that was, uh, yeah, a big thing and uh so, that was that, wasn't that? Dan: uh, it was based on a stone tablet. Dean: That they found somewhere. South America, south America, yes, it was yes, peruvian it was uh, that's right, I think it was? Dan: I think it was the inca inca account yeah, yeah mayan or inca calendar. Dean: That's what it was, the mayan calendar. Dan: That's what it was ended in 2012. Yeah, and so jesse had the foresight it actually ended for them quite a bit earlier oh man, it's so funny. Yeah, you don't get much news from the mayan, no, no you say like when they created that mayan calendar. Dean: They had to end it sometime. Would you say something like that listen, that's enough, let's stop here, we don't even keep going forever. Dan: You know what I think the problem was? I think they ran out of stone I think you're probably right. Dean: They're like this is enough already. Dan: They got right to the edge of the stone and they said well, you know, jeez, let's go get another. Do you know how much work it is to get one of these stones? That? Oh yeah, chisel on yeah yeah. Dean: so jesse had the uh, jesse had the foresight that at midnight on Australia they're the first, yeah, to put the thing up. So once they made it past, they made a post that said all it said was we're okay. Dan: We're okay. Dean: You know, it was just so brilliant. You know we're okay. Dan: You know the the stuff that humans will make up to scare themselves oh man, I think that that's really along those lines. I just did a perplexity search this morning yeah and uh. For those who don't know what perplexity is, it's an a really a very congenial ai program and I put in um uh uh 10, um crucial periods of us history that were more politically polarized and violent than 2024. Dean: Okay. Dan: And you know, three seconds later I got the answer and there were 10. And very, very clearly, just from their little descriptions of what they were, they were clearly much more politically polarized and violent than they are right now. Yeah, the real period was, I mean the most. I mean Civil War was by far. Dean: Of course. Dan: Civil War, and. But the 1890s were just incredible. You had, you had a president. Garfield was assassinated in the 90s and then, right at 1991, mckinley was. So you had two presidents. There were judges assassinated, there were law officials, other politicians who were assassinated. There were riots where 200 people would die, you know, and everything like that. And you know, and you know, so nothing, I mean this guy, you know, the CEO of UnitedHealthcare gets shot on the street and everybody says, oh, you know, this is just the end. We're tipping over as a society. And I said nah nah, it's been worse tipping over as a society and I said nah, nah, there's been worse. Dean: Yeah, I think about uh. Dan: I mean you know you remember back uh in the 70s, I remember you know I mean in the 60s and 70s assassination attempts and playing yeah, well, they're hijacking. Yeah, there were three. You had the two Kennedys and Martin Luther King were assassinated within five years of each other. I remember the 60s as being much more tumultuous and violent. Yeah it seems like. Dean: I remember, as I was first coming aware of these things, and I remember, as I was first coming aware of these things, that you know remember when. And then Ronald Reagan, that was the last one, until Trump, that was the last actual attempt right, yeah, yeah, yeah, yeah. Dan: You know one thing you got to say about Trump. Dean: Tell me. Dan: Lucky, he's very lucky. Dean: Yes, but in a good sense lucky, no, no, I mean that I think luck is very important. Dan: Luck is very important, you know but, he's lucky, and his opponents, you know. I mean he had Hillary and you know, that was good luck, and Joe turned out to be good luck. You know, Joe Biden turned out to be good luck. And then Kamala was. I mean, you couldn't order up one like that from Amazon and have it delivered to you? Oh man, yeah, I mean, yeah, that you know. And, uh, you know, I mean, you know, the news media were so, uh, bought in. You know that it was like, oh, this is going to be really close. This is, oh, you know, this is going to be razor thin. We may not know for days what the election is. And when Miami-Dade went to Trump, I said it's over. Miami-dade's been Democratic since, you know, since the 70s. You know, Miami-Dade. Dean: And. Dan: I said if Miami-Dade this is like the first thing in this is, like you know, when they start eight o'clock I think it was seven o'clock or eight o'clock. Dean: I'm not sure Eastern. Dan: And they said Miami-Dade has just gone to Trump and I said that's over, I went to bed at nine o'clock. I went to bed at nine o'clock oh man. That's so funny. Yeah, but that's the news media. You know they got, so bought into one side of the political spectrum that they, you know, they were, you know, and I think what Elon is introducing is a medium that's 50-50. You know, like they, they've done surveys of x. You know who, yes, seems to be. You know, it's like 50-50. It's 50 um republican, 50 democratic or 50 liberal, 50 conservative, whatever you know. Uh, you want to do about it, but I think he's pioneering a new news medium oh for sure. Dean: I mean. Well, we've seen, you know, if you look at over the last 25 years, that you know we've gone from nobody having a voice to everybody, everybody having a voice. And I mean it's absolutely true, right Like that's the, that's the biggest. I think that's the. I guess what Peter Diamandis would call democratization, right Of everything. As it became digitized, it's like there's nothing stopping, there's no cost, there's no cost. Dan: There's no cost. There's no cost and there's nothing stopping anybody from having a radio station or having a television station or, you know, magazine, like a newsletter, or any of that thing we've got. In all the ways, it's completely possible for every human to meet every other human. Here's a, here's a question. Uh, I have and uh, I I don't know how you would actually prove it. So it's uh just a question for pondering do you think that the um people were just as crazy before they had a voice as they are after having the voice, or is it having the voice that makes them crazy? Dean: I think it's having access to so many convincing dissenting or, uh, you know voices like I'm talking about the person who's the broadcaster you know they weren't a broadcaster 25 years because there wasn't a medium for doing. Definitely, uh, I think there's definitely a piling on, yeah, of it that I think that you know. If you think about your only access to crazy opinions and I say crazy with air quotes it is was somebody you know in, uh, in your local environment. It's like you remember even in toronto, remember, they had speakers corner. Uh, yeah, sydney tv had speakers corner where you could go and down on uh down on uh cane street queen street down on queen and john queen and John Queen and John Street. I lived about three plus. Dan: Yeah, you never paid any attention to them. I mean you, I just made sure I was on the other side of the street walking, so they wouldn't, try to engage me you know and uh and uh, yeah, so I. So having the capability uh has its own bad consequence, for for some people, yeah, I think so, because the um, you know, I mean you and I couldn't be crazy like this, like we're doing right now. Dean: We couldn't have been crazy like this 25 years ago, but we would have had to just do it together at table 10,. Just yeah, just talk, that's all it is we just let everybody else now hear it? Come listen in. Dan: I don't think we're crazy. I think we're the height of sanity. I think we're the height of sanity. Dean: I do too, Absolutely. Yeah, it's so, but I do. I definitely think that that's that's one of the things is that it's very it's much more difficult to discern. Discernment is a is a big. You need discernment in this, in this period more than ever probably do you have that in your working genius? Dan: do you have that in your working genius? Dean: yeah, that's my number one thing discernment. I think we're the same, yeah invention and discernment which which is first. Dan: Mine is invention and discernment. Dean: Okay, so mine is discernment and invention. And it's an interesting. Chad Jenkins has been asking this. He's been kind of exploring with people what he calls their perpetual question, like what's the constant question? That is kind of like the driving question of what you do. Dan: Do you know yours? Dean: I do. I think, in looking at it, mine is what should we do? Dan: I know, what mine is, what's yours? I wonder how far I can go. Dean: I wonder how far I can go. I like that. Dan: I've had that since I was 11 years old. Dean: Yeah, yeah, that's really. It's very interesting, right like I look at it. That, uh, you know, there were years ago, um, there was a guy, bob beal, who wrote a book called uh, stop setting goals if you'd rather solve problems or something. And so I think I'm, I am a problem solver. Simplifier, you know, as I learn all the layers about what I am, is that I'm able to I just think about, as my MO is to look at a situation and see, well, what do we need to do? Right, like, what's the outcome that we really want? Right, like, what's the what, what's the outcome that we really want, and then go into inventing the simplest, most direct path to effectively get that outcome and that's the driver of, of all of the uh things you know. so I'm always. I think the layer of I think it's a subtlety, but the layer of discernment before inventing, for me is that I limit the inventing to the as a simplifier, you know, and I think you as a, you know I'm an obstacle bypasser, a crusher, uh-huh, uh, no, I I just say, uh, what's the way around this? Dan: so I don't have to deal with it. Dean: Yeah, yes and uh, yeah and uh I can't tell you that you that that progression of is there any way I could get this without doing anything, followed by what's the least that I could do to get this. And then, ok, is there, and who's the person? Dan: who's the person that can do it? Now I tell you, I've already thought about that 10 times this morning. Dean: It's a constant. Dan: It's right there. It's right there. It's a companion. And I sit there and you know, for example, you get caught in a situation where you have to. You know you have to wait, you know like you have to wait and I asked myself is there any way I can solve this without doing nothing? And I said yes, you have to just be patient for 10 minutes. Ok, I'm patient for 10 minutes. You know, oh, right, yeah, yeah you know, yeah, I experienced that a lot at Pearson Airport. Oh, yeah, right, yeah, yeah. Dean: Right, yeah, yeah, for sure, there's a lot of travel shenanigans, but I think, when you really look at, I think just it's fascinating what shifting your, shifting your view by an hour can do in travel. Oh, yeah, yeah. Like, if your target is to arrive three hours, yeah, you start the process one hour earlier than you would normally. There's so much, so much room for margin, so much. Dan: Uh, it's so much more relaxing, you know yeah, it takes us anywhere from uh 40 minutes to an hour to get to Pearson from the beach. Dean: Yeah. Dan: And so we leave three hours before the flight time three hours. And we're there and actually the US going to the US. They have a nice on one side. They've got some really really great um seating arrangements, tables and everything and uh, I really like it. I like getting there and, yes, you know, we starbucks is there, I get a coffee and yeah, you know I sit there and I'll just, uh, you know, I'll read my novel or whatever, or you know I have my laptop so I can work on it. But my killer question in those situations is it's 1924, how long does this trip take me? That's the best right. Dean: Yeah, or if that's not good enough 1824. Right, exactly. Dan: Right, exactly yeah. Dean: I just think. I mean, it's such a, would you say, dan, like your orientation, are you spending the majority of your time? Where do you, where do you live mentally, like? How much time do you spend reflecting on or, you know, thinking about the past, thinking about the future and thinking about right now? Dan: well, I think about the past, uh, quite a bit from the standpoint of creating the tools, because I don't know if you've noticed the progression like over the year, almost every tool has you say well, what have you done up until now? you know, and then your top three things that you've done up until now. And then, looking ahead, you you always brainstorm. That's a Dean Jackson add-on that I've added to. All the tools is brainstorming. And then you pick the top three for the past up until the present. And then you brainstorm what could I do over the next 12 months? And then you pick the top three. But the past is only interesting to me in terms is there a value back there that I can apply right now to, uh, building a better future? Dean: you know, I don't. Dan: I don't think I have an ounce of nostalgia or sentimentality about the past you know, or yearning, you know you don't want. No, I get you know, especially especially now you know it's uh. The boomers are now in their 70s. And I have to tell you, Dean, there's nothing more depressing than a nostalgic baby boomer. Dean: Yeah, back in our day, You're right. Dan: Yeah, that's back in the day, back in your day, you were unconscious. Yeah right, yeah, right, yeah, and I really I noticed it happening because the first boomers started to be 65. So 46, 46 and 65 was the 2011. They started to, you know, they crossed the 65 year mark and I started noticing, starting yeah, oh boy, you know, I'm really spending a lot of time with the people I graduated from high school with and I said, oh yeah, that's interesting, why haven't you seen them for 40 years? Right, yeah, yeah, I went to a 25-year graduation reunion, yeah, so I graduated in 62, so that was 87. And I went back and we had clients here and I told people you know, I'm going back for a high school reunion. I got back and there was an event, a party, and they said, well, how was that? And I said nobody came. None of them came. And he says you had a reunion and nobody came. I said no, they sent a bunch of old people in their place. You know they were talking about retirement. I only got another 20 years to retirement. I said, gee, wow, wow, wow I can't believe that. I mean, if you haven't seen someone for 50 years, there was a reason. Dean: Yeah, absolutely. I just look at these. You know I graduated in 85. So 40 years this year that just seems impossible, dan, like I just I remember you know so clearly. I have such clarity of memory of every year of that you know the last 40 years, that you know the last 40 years, but you know it's. It's a very. What I've had to consciously do is kind of narrow my attention span to the this. What I'm working on is getting to more in the actionable present kind of thing. You know more in the actionable present kind of thing, you know, because I tend to, I mean looking forward. You know if you, it's funny we can see so clearly back 25 years, even 40 years. We've got such great recollection of it. But what we're not really that great at is projecting forward, of looking forward as to what's the next 25 years going to look like. Dan: Well, you couldn't have done it back then either? Dean: then either, and that's what I wondered. So you, I remember, uh, you know, 25 years ago we had we've talked about the um, you know the investment decisions of starbucks and berkshire hathaway and procter and gamble. Those were the three that I chose. But if on reflection now, looking back at them, I could have, because they were there. I could have chosen Apple and Google and Amazon. They would have been the, they would have been eclipsed, those three. Dan: Yeah, but you did all right. Dean: Yeah, absolutely no. No, here's the thing. Dan: The big thing isn't what you invested in, it's what you stayed invested in. Yes, it's moving around. That kills your investment. We have whole life insurance, which is insurance with cash value. It's been 30 years now and the average has been 7% per year for 30 years now and the average has been 7% per year for 30 years. Yeah, I mean, that's interest. I mean interest. So it's not a capital gain, it's just interest. Dean: I was just going to say, and you can access the money. Dan: It's like a bank. It's like your own personal bank. We have an agreement with one of the Canadian banks here that we can borrow up to 95% against the cash value, and the investment keeps on going you just took out a loan. It doesn't affect the investment. What's his name? Dean: Morgan H morgan household. Dan: He talks about that. Yeah, he said it's the movement that uh kills you. Yes, he says, just find something you know you know, government bonds are good over 25 years. I mean people say yeah but I could have gone 100. Yeah, yeah, yeah, yeah, yeah, yeah. But you have to think about it. This way, you don't have to think about it. Right yeah that was the Toronto real estate. Toronto real estate, you know, geez yeah. Dean: Yeah, you're right, do you? Dan: know what the average price of a single detached is in GTA right now? I don't know. It's over a million dollars. Yeah, it's about 1.2, 1.4. That's a single detached, I'm not talking about a big place? No, no exactly. Dean: Just a three-bedroom, two-bed single-family home Too bad single family home. I remember when I was starting out in Georgetown the average price of that million dollar bungalow now is like a staple was a bungalow that was built in the 50s and 60s three bedroom, 1,200 square foot. Three bedroom brick bungalow uh, was on a 50-foot lot. Was uh a hundred and sixty five thousand dollars, yeah, and it was so funny, because now it's two uh, probably, uh, georgetown. Georgetown is a very desirable place, yes, and so, uh, when you look at the, I remember carol mcleod, who was in my office. She'd been in real estate for you know, 20, 20 years when, uh, when I joined the office and she remembers thinking when, the price of a prince charles bungalow there was a street called prince charles in, uh, georges, it was kind of like the staple of the uh, the like the consumer price index, bread basket kind of thing when a, uh, when a prince charles bungalow went for $100,000, she thought that was the end of the world. That that's like. This is unsustainable $100,000 for a house. Who's got that kind of money? How are people gonna be able to sustain this? I just think, man, that's so crazy, but you think about it. Do you remember when Dave Winfield got a million-dollar contract for baseball? Dan: Oh yeah. Dean: What an amazing thing. That was the million-dollar man. It's crazy. Now you know. Dan: Yeah, you know, it's really interesting If you take the salaries, let's say the Yankees right now the. Yankees, ok, and you know they're there. You know they have some huge, huge, huge contracts, you know, I think I'm trying to think of the biggest one. Dean: Well, aaron Judge, you know, is like three, three hundred and twenty million judge, you know is like three, 320 million, you know, and uh, but the guy in LA just you know, 700 million yeah, 760, 760 and Soto Soto with the mats. Dan: He just I think his is around 702 and uh and everything and people say this is just unsustainable. If you add up all the salaries of, you know, the yankees, their entire team, you know um, uh and, and average it out against what the market value of the yankees is. Yeah, you know, like this total salary. Dean: The average is exactly the same as it was 70 years ago and that's the thing people don't understand, that these salaries are based on collective bargaining and the basketball, for instance, half of the money goes to the players. So half of all the revenue from tickets and TV and media and merchandise, all of that stuff, half of the money that the organization makes, has to go to the players. And so on a basketball team they have maybe 12 players who are getting all of that money. Dan: You know, so that see the basketball players get I think it's 15, I think they have 15 now. 15, now 15 players. Dean: Yeah, yeah, yeah so you look at that and it's like, uh wow, now collectively they have to be within their, their salary cap or whatever is, yeah, 50, 50 percent of their revenue. But I mean it's kind of, uh, it's market value, right, it's all relative, yep yep, yep, yeah, and all the owners are billionaires. Dan: You know, they're. They mostly use it for a tax write-off, I mean that's yeah, yeah, yeah I have to tell you talk about tax write-off. About three blocks from us here in the beaches in Toronto, there's an Indian restaurant that's been there for about two years and every night we come by it on the way back from the office and I've never seen any customers. I've never once if I pass that restaurant and this is during business hours. I've never seen, I've never once if I pass that restaurant and this is during business hours yeah I've never. I've never seen it and I said I got a feeling there's some money laundering that's crazy. Dean: It's like I I look at the um, I'm trying right now, and this this next couple of weeks. One of the things I'm really gonna uh reflect on is kind of looking forward. I think about I did this with our realtors. I created an RIP for 2024. So RIP meaning reflection on what actually happened in the last year for you how many transactions, how much revenue, how much whatever came in. And then inflection, looking at what is it right now, where are you at and what trajectory is that on right? If you're looking, what are the things that you could make a change on? And then projecting projection into 2025. And I realized you know part. One of the things I said to the people is you can't same your way to different, that's, you can't save your way to different. I mean that's really if you're thinking that something different is going to happen. Something different has to take place. Dan: You can't crazy your way to normal either. Dean: Exactly. Dan: Yes, yeah, yeah, yeah, it's really. It's really. Yeah. I think you know that Morgan House book. We gave it out. We gave it out. I have to check on that. I put in a request for that. I don't know if it went out, you know, but he's just I. I told joe he should have him as a speaker at the national the annual event yeah, yeah, I think it'd be good. I mean because joe's really, really, really got to hustle now, because he uh really established a new standard for who he has. But yeah, I was just looking at an article this morning because it reminded me of who Joe had. He had Robert Kennedy and Jordan. Peterson and Tucker Carlson, tucker Carlson, yeah. Dean: And it was great. Dan: It was great. And then I was thinking about the role that elon musk is playing in the us government. There's no precedent for this in us history, that you have a person like that, who's just brought in with somebody else, vivek ramaswamy and uh, they're just given a department of government. Dean: A department of government oh, did I miss a vivek uh appointment. Was he appointed to something? Dan: no, he's, he's appointed with uh, with um with uh, elon, oh, I see, okay, yeah. Yeah, it's called the department of government efficiency right okay, uh, which may be a contradiction in terms, but anyway, but they're hiring people, but the people they hire don't get any salary. You have to volunteer, you have to volunteer to work. So you got to have, you got to be well funded to work there. You know you got to. I mean you got to be living off your own savings, your own investments, while you're there. You know you got to. I mean, you got to be living off your own savings your own investments while you're there. But I was thinking because we've been observers now for 13, actually just a year of President Milley in Argentina and he's cut government costs by 30% in one year. Dean: Wow, yeah there's interesting stuff. Dan: He eliminated or really cut 12 departments. Nine of the departments he just got rid of you know the one, you know they have departments like tuck you in safely at night, sort of that had about that, had about 5000 employees, you know, and you know, and send letters to your mom let her know you know that sort of department, but they were just creating employment, employment, employment where people didn't really have to work, and he got rid of seventy five thousand federal employees in a country of forty Forty six million. Forty six million, he got rid of seventy five thousand. Well, in the US, if they did equal proportions, we're about 350, so 46, that's about seven, seven, eight times. That would get rid of 550,000. I think it's doable, yeah. Dean: I mean that's fascinating and we don't get access to that right. You sought that out and you only came into contact with that because you're a frequent traveler to Argentina. Yeah, Argentina, and it feels better, yeah, and it feels better. Dan: We were noticing because we hadn't been there since March and we were there right at the end of November. We were there right at the end of Thanksgiving. We were actually American Thanksgiving. We were that week, we were down there and the place just feels better. You can just feel it there, there, and the place just feels better. You can just feel it. There is uh, you know, and uh, you know, and there's a real mood shift, you know, when people just feel that all this money is being, you know, confiscated and paid to people who aren't working. You know that yeah it doesn't feel good. Doesn't feel good, then there's Canada, then there's Canada. Dean: Right. Dan: Yes. Dean: It's great entertainment, I'll tell you. Well, you know it's funny. I don't know whether I mentioned last time, the guy from El Salvador, what he's done in since being elected. You're a young guy, I think he was elected at 35 or 37. And he's completely turned around the crime rate in El Salvador by being 100%. Dan: You just have a 50,000 convict prison. Well, that's exactly right, yeah, yeah. And that's the thing. Dean: It's like lock him up. That's the thing. Dan: He's like led, and they guard themselves. It's a self-guarding prison. Dean: Is that right? I didn't know that. No, no, I'm just kidding, I'm just playing on your theme. Dan: Right right, right'm just kidding, I'm just playing on your thing. Dean: Right, right, right, yeah, yeah. Well, that would be the combination, right, self-guarding. That would be the most efficient way to have the situation. Dan: Yeah, yeah, yeah yeah. Dean: But it is amazing what can happen when you have a focus on one particular thing. Dan: Well, you know what it is. I think partially and Peter Zion talks about this that, generally speaking, the way the world has been organized, during the 20th century the US really didn't pay much attention to South America, latin America at all, and never has you know the. United States never has, because they've been east and west, you know it's either Europe or it's Asia. But now that the US has decided that they're going to be very discerning about who gets to trade with them they're very discerning about who gets the benefit of US protection and everything else All of a sudden, the South Americans are getting their houses in order which they haven't been. It's been a century of mostly really bad government in Latin America. Now they're all getting things in order so that when the US looks south, they're front of the line. The only thing that the US really paid any attention to was Cuba Cuba's like a piece of meat. Dean: You can't yeah. Dan: The only thing that the US really paid any attention to was Cuba. Yes, right, cuba's like a piece of meat you can't get out of your teeth. For the United. States and your tongue is going crazy, trying to get that piece of meat out of you. It's just been sort of an annoying place, it's just been sort of an annoying place. Dean: Yeah, this is, I think when you look at you know Peter Zions stuff too. If you think about definitely the trend over the next 25 years is definitely more. Dan: I think it's trend lines are really almost eerily accurate. The one thing he doesn't understand, though, is US politics. I found that he doesn't have a clue about US politics. He's a Democrat. He told me he was a Democrat. I spent it. He came and spent a day at Genius, yes, and he said that he was a Democrat. He's an environmentalist, and you know, and you know, and. But he says but I can also do math, you know, he says I can do math so you can see what, which direction the numbers are going in. But he, I mean right up until a week before the election, he says Kamala is going to take it, Kamala is going to take it. You know and everything like that. So he didn't. He didn't have any real sense of the shifts that were going on voter shifts that were going on. I mean Trump went in and almost every county. There's 3,000 counties in the United States and he didn't go backwards in any of the counties, he went up in every county. Dean: Oh, wow, that's interesting so you didn't lose anything. Dan: That's really widespread. I mean, there isn't 3,001. There's just 3,000. Yeah, and he went up. It was just as it was. Like you know, it was like the tide came in. I think I've never seen in my lifetime, I've never really seen a shift of that proportion. And I wonder, you know, you look at over the new political establishment. Well, this isn't my thought George Friedman, who was Peter Zion's, because the political establishment in the United States, in other words, where the proportion of the votes are, is going to be working class. It won't be highly educated you know, professional people. For one thing, ai is really feeding. You know, if you have somebody's making $30,000 a year and somebody else is making $100,000 a year, which job would you like to eliminate to economize? Dean: Right, yeah, yeah, you look at the. That's one thing I think we, like I, look at when I am thinking about the next 25 years. I think about what are the like there's no way to predict. There was no way in 1999 to predict YouTube and Facebook and the things that are TikTok, you know, or AI, all of that impact right. But I think there. But, like I said, there was evidence that if you were, if you believe, guessing and betting, as you would say, you could see that the path that Amazon was on made sense and the path that Apple was on and the path that Google was on, all are ai for certain. Like that dna, all the like the things that are that we're learning about stem cells and genetics, and all of that kind of stuff. And Bitcoin, I guess, right, digital currency, crypto, you know everything. Just removing friction. Dan: Yeah, I think the whole blockchain makes sense. Yeah, yeah, you know. I mean I think the thing in the US dollar makes sense. Yeah, $1.44 yesterday. It's up 10 cents in the last eight weeks. Wow, yeah, I think when you were there in September it was $1.34, probably $1.34. Dean: Now it's $1.44. Oh, that's great yeah, yeah. Dan: And yeah, so yeah, I mean the ones that I mean. People say, well, bitcoin, you know Bitcoin is going to become the reserve currency. I said there's 21 million of them. It can't become the reserve currency. Dean: Right right. Dan: There is no currency that can replace the dollar. Dean: You know, it's just. Dan: And still have a livable planet. Dean: Mm-hmm, anyway, we've covered territory. Dan: We've covered territory today. Dean: We have Holy cow. It's already 1203. Dan: That's amazing. We covered a lot of territory. Dean: We really did. Dan: But the one thing that is predictable is the structure that you can put onto your schedule. That is predictable. Dean: You know, I have one. Dan: I have a thing I hadn't talked to you about this, but this is something I do is that when I start tomorrow, I look at next week, ok, and I just look at and and I just get a sense and then I'll put together some changes. I'd like Becca Miller she's my high beams into the future and she does all my scheduling and so I'll notice that some things can be rearranged, which if I got to next week I couldn't rearrange them. But I can rearrange them on Monday of this week for next week. Dean: But I I couldn't do it on. Dan: Monday of next for that week. So more and more this this year. Um, every uh Monday I'm going to look at the week uh, not this week, but the week ahead and make changes. I think, I bet there's uh, you know, like a five to 10% greater efficiency. That happens just by having that one habit. Dean: Yeah, dan, I'm really getting down to, I'm looking at and I do that same thing. But looking at this next, the 100 hours is really from. You know, hours is really from Monday morning at eight o'clock till Friday at noon is a hundred hours and that to me, is when everything that's the actionable period, and then really on a daily basis, getting it to this, the next 100 minutes is really that's where the real stuff takes place. So anyway, I always love the conversations. Dan: Yep, back to you next week. Yes, sir, have a great day. I'll talk to you soon. Dean: Bye, okay, bye.

In our latest episode of Welcome to Cloudlandia, we explore the remarkable growth of our coaching program, from its modest beginnings in 1994 to the bustling network of 18 associate coaches providing 600 coaching days annually. This evolution underscores the importance of adaptability and foresight as we hint at exciting expansion plans for 2026. Beyond the professional landscape, we delve into the nostalgic appeal of different climates and regional traditions. We compare the frigid allure of snowy winters with the sun-drenched charm of Florida and San Diego, offering a cozy reflection on why people choose to embrace extreme weather. Our conversation then turns towards the intricate dance of leadership and organizational structures. We explore the shift from rigid hierarchies to fluid, networked systems, imagining the profound changes in productivity that have paved the way for today's entrepreneurial landscape. From the global dominance of the US dollar to the speculative world of cryptocurrency, our discussion unveils the strategic significance of these economic elements, adding a light-hearted twist to our take on Canadian healthcare services. SHOW HIGHLIGHTS We discussed the remarkable evolution of our coaching program, starting from 1994 with 144 workshops conducted solely by me, to a network of 18 associate coaches delivering 600 coaching days annually. Dean shares his experiences from the icy north and reflected on the gradual adaptation to warmer climates, providing insights into the unique economic opportunities that arise from natural challenges. We explored the nostalgic memories of childhood winters, contrasting them with the warm climates of Florida and San Diego, and discussed the cultural differences in regional terminology. The episode delved into the shift from rigid hierarchical structures to more fluid, networked systems, highlighting the transformative impact of technology on productivity and organizational dynamics. We imagined the productivity revolution that could have occurred if a writer in the 1970s had access to a modern MacBook, pondering the implications for decision-making and strategic planning. The conversation touched on the global dominance of the US dollar as the world's reserve currency, and the minimal impact of foreign trade on the US economy compared to other export-driven nations. We questioned the viability of Bitcoin as a true currency due to its lack of fungibility compared to the US dollar, and discussed gold's role as a hedge against currency inflation. The episode highlighted the Canadian dollar's strategic role as a financial hedge, particularly in relation to tax burdens and global business ventures. We examined the concept of "sunk cost payoffs," encouraging reflections on optimizing investments in fixed costs to achieve greater returns through training and education. The episode concluded with a light-hearted discussion on Canadian healthcare services, and the humorous notion of using Chicago as a secondary tier for healthcare needs. Links: WelcomeToCloudlandia.com StrategicCoach.com DeanJackson.com ListingAgentLifestyle.com TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dean: Mr Sullivan, mr Jackson, fresh from the frigid north, oh my goodness. Dan: Dan I you know. Yeah, I'm just happy to be back. It's sunny and warming. I'm going to say it's warm yet because it was only got up to like 6.3 or something yesterday, but it's warming up and it's warmer than it was. I did escape, without defaulting, my snow free millennium. I didn't get a cold this time, that's true. And I didn't get any snow on me, so that's good yeah. Dean: Well, we're actually in Chicago today and it's 49. Oh my goodness, wow, we're actually in Chicago today and that's 49. Oh my goodness, wow, it's deciding to see if it can upset Orlando, the area, a last valiant attempt before the total freeze sets in. Dan: Yeah, exactly. Dean: Exactly. Dan: Well, Dan, what a great couple of workshops we had this week. They were really I know about one of them, I know about one. Dean: That's actually a good thing to say. You know when you're developing a company. Dan: Absolutely yeah. Dean: I was telling people that in 1994, fifth year of the program, I did 144 workshop days that year and the reason being I was the only coach. So then in 95, we started adding associate coaches and we're up to 18 now. We just had our 18th one come on board. Come on board and this year the total coaching team will do 600 coaching days compared to 144 back in 1994 and I will do 12 of them. Dan: I was just gonna say yeah, 12. You got three groups times four, right yeah? Yeah yeah, that's great the connector. Dean: the connector calls which I, which I, which I absolutely love. I just think those two hour coaching calls are superb. Dan: I do too. Two hour zoom. Two hour zoom calls are the perfect. That's the perfect length. Anything more is too much. Dean: Yeah, so if you add those up, that would be using eight hours as a workshop day that would be 16 more days of coaching in a year, but that's significantly fewer than my 144. The problem with the 144, you didn't have much energy for creating new stuff, right? Dan: Yeah, and you were. Yeah, I guess that's true, right, and some of it you were having to. The good news about the position you're in right now is you really only do the same workshop three times, right, Like you do a quarterly workshop, but even that by the third time you've learned. Dean: Well they actually change. I mean they're probably 90%. In other words, number two is 90%, brings forward 90% of number one, and number three brings forward Because you've economized. You know I can do this quicker, I can do this. You add some new things, you get some new ideas. Dan: And you see what land is right, how things land. Dean: Yeah, yeah. By the time you get to number three, you've probably in my case, I've certainly created some new material. That just came out of the conversations. It's a nice. It's a nice setup that I have right now yeah, I love that in these. Dan: You know you're already, you're booked out for 2025. Dean: As am I. Dan: This is a great. This is the first year going in that I'm kind of embracing the scaffolding. We'll call it. Dean: My sense by 26, we'll have a fourth. We'll have a fourth quarterly workshop. Just because of the growth of the membership, but what that is more, choice for the participants during any quarter. They'll have four opportunities Anyway. Dan: I'm really enjoying being back in Toronto. That's such a great and our group is growing. That's nice. It'll be the place to be before we know it. Dean: It will be. There will be a certain cachet that you have that you know. I don't know how we'll signify this, but do it at the mothership. I do the program at the mothership. Dan: I do the program. Oh, that's the best, yeah, yeah. That's so funny I've gotten. I've got the Hazleton is fast turning into the official hotel too, which is great. I've got Chad hooked over there and Chris does there, so that's good, we get the whole so is she thinking about coming into PreZone? We're working on her for sure. I think that would be fantastic, yeah, and same Norman's coming back in March, so that's great, oh, good. Dean: He'll be in Toronto. Is he doing anything new besides the multitude of things he was doing before? Dan: Well, you know, he sold his main business, so he is now, you know, a new chapter. Dean: But he still didn't sell the ambition. Dan: The ambition didn't go with the sale. Dean: Yeah, the waste management company. Dan: That's right, that's right Right. Yeah. Dean: And I remember him coming. I forget when it was but they had just had a hurricane that especially affected the Carolinas. Dan: South. Dean: Carolina and he came in for a party, you know, for before free zone, and I said how are you doing, norm? And he says well, you know, I don't. I can't talk about this everywhere, but I certainly do enjoy a hurricane every once in a while, because he's in the waste management. Dan: Right, exactly, and also in the plywood business, also in the plywood business. Dean: Yeah, both before and after both before the hurricane and after the hurricane people buy plywood. Yeah, both before and after the hurricane and after the hurricane, people buy plywood, so yeah. Dan: You know that's an interesting thing. Dean: I'm reminded of what I'm going to tell you because I grew up in Ohio. And Ohio is two very distinct states. There's the north and the south, and I grew up way up in the north, in the middle of. Dan: Ohio. Dean: But we always considered the people who were down by the Ohio River, part of the Confederacy. You know, I don't know if they put in great new flood controls, since I was growing up in the 50s down there, but every, you know, every couple of years there was just a massive the Ohio River, which is a mighty river. Couple of years there was just a massive. Dan: Ohio River, which is a mighty river. Dean: I mean it's one of the major rivers and it's one of the, you know, flows into the Mississippi. It goes all the way from. Pittsburgh. It goes all the way from Pittsburgh to the Mississippi. That's covering a whole number of states. But you know there are people who would live there. They get completely washed out, they'd rebuild and then three or four years later they'd get washed out and they'd rebuild and everything like that. And I often wondered what the thinking process is around that You're in a disaster zone and you keep, you keep rebuilding in the disaster zone. Is it short memory or I think that's probably true or you just like the opportunity to build again yeah, it's built back better. Dan: Yeah, the whole yeah yeah, I think it is true. Dean: Right like people but a lot of people say I wouldn't do that, you know I wouldn't live there where they do. But I'm not saying people are stupid about this, I'm just saying I'm just I'm not comprehending. But I live in a place that gets frigid every year and people say I couldn't understand how you would continue living in a place. So what do you think it is? How? Dan: you would continue living in a place. So what do you think it is? Well, I have been struggling with that question since I was a little child. I remember we grew up in Halton Hills and I remember my father's family is from Florida and my dad worked with Air Canada, so we used to fly, we used to come to Florida quite a bit over the winter. Dean: And. Dan: I remember, just I remember, like it was yesterday, the time when I realized I must've been, like, you know, four or five years old when I realized I had the experience of being out playing in the yard in the morning with my snowsuit on, and then we got on a plane and went to Florida and in the afternoon I was swimming in the pool and that just like baffled my brain, like why don't we just live here? Why doesn't, why doesn't everybody live here? Yeah, and my parents are explaining that it's summer all year, you know, and I'm like I couldn't understand and so in my mind that was kind of like before I knew about, you know, I learned about immigration and you know two different countries and the people can't just live, even though I'm a dual citizen, that's why most people don't. And in my mind I still remember that to me didn't explain why would people live in Buffalo? That was an option. If you're in the United States, you can live anywhere you want. Why would somebody choose Buffalo over Florida? I don't get it, I don't know. And this is all pre-cloudlandia you know where now it's like we're really seeing this. The relevance you know less and less. Dean: Yeah, what? What you're telling me is that, when you were the age that you described, florida had a great deal of meaning, and Canada didn't, toronto didn't, it didn't have a great meaning, and so for me, for example, I just loved winter. You know I grew up loving winter, you know, and I used to go. I mean, you know, I was fields and forests and the woods were just magical when it snowed, you know, and you'd go. It was an entirely different world. I mean, they were four times a year, they were different woods because each of the seasons, the trees and the, you know, the trees and the terrain are really radically different, and so so that's why I like it and you know, I've been to San Diego, you know, and San Diego is just about the most temperate, certainly in the United States it's the most temperate place. It's 72, and I said, God, I couldn't stand living here. Dan: Oh man. Dean: Yeah, yeah, I know Mike, mike loves it. Yeah, and I can understand and I can understand why I mean I like it when I'm there. Yeah, I said you mean. You mean next week, when the next season comes, it's going to be exactly the same. And then the second, third season is exactly. Dan: You know it's not all sunshine and rainbows. They have june gloom. That's the uh, that's the weather that comes in. Dean: Every morning in june you get this fog, marine layer fog that comes in and see, I would find that really interesting yeah like I, I would find the fascinating fog you know I would, that's it yeah, yeah so yeah, I don't know it's really interesting, but it depends. Uh, there was just such meaning for me in those early childhood winters, you know yeah, and sometimes you know, and then, yeah, you could imagine you were an arctic. You know you could. Also, you know you had the tobogganing and sledding and tobogganing and our neighbors had horses with a sleigh. You know and everything Do you know what's so funny. See the thing I can remember, you know. I certainly know that Santa's dressed for winter, santa's not dressed for Florida. Dan: Right. Dean: Well he's just not dressed for Florida, that's true. I mean he must get hardship pay going to Florida. Dan: Got to take off that top layer. He's got to get his shorts on underneath all of that. Yeah, so funny. You know I heard you brought up toboggan and you know Chad Jenkins. I heard for the first time he referred to his toque as a toboggan and I had never heard that before. Dean: Yeah, of course. It was a stocking cap. I mean everybody knows, everybody knows it's a stocking cap. You know, yeah, I never heard that word. I never heard that word. I thought it was sort of some sort of elitist word. You know, you get that after you get graduate degree a stocking cap becomes a two person. Dan: No, we never called it. That's the Canadian term for it everybody forget about that. Your childhood was in Ohio. But a stocking cap a beanie as they say so funny a beanie is something else. Dean: a beanie is just, it's like a yarmulke for the Jewish people, but it sort of resembles that. Yeah, anyway, these are deep subjects that we're talking about. Dan: What was your big? Chad and I were talking about the workshop days and you had mentioned it's one of the best workshops that you had in memory. I would love to hear what you're. Yeah, certainly. Dean: Yeah, yeah. What I remember about best workshops is that generally the afternoon previous best workshops were by lunchtime. You were setting up for the real punchline in the afternoon, but this one by lunchtime you were setting up for the. You know the real punchline in the afternoon but this one by lunchtime. It had been a great workshop up until that time, and almost like it had two complete shows. There were like two complete shows when we, when we did yeah, you know, I mean it's a qualitative thing you just, you know I don't have a scoring system for saying it, but you just have a feel, feel for it and everybody was, everybody was totally engaged, yeah, pretty quickly in the morning, yeah and yeah, but it was. I mean that thing about leadership. You know the I hadn't uh, pulled back that diagram, the pyramid and the network diagram. I hadn't pulled, I hadn't pulled back that diagram, the pyramid and the network diagram, I hadn't referred to that in about 25 years and I just brought it back. Dan: And. Dean: I didn't know I was going to use it until I actually walked in the room to start the workshop. I said I think there's something about this diagram that'll create a context and more and more as I've been thinking about it, you know what the greatest entrepreneurial resource is in the 2020s and that's probably what Trump brought in. Elon and Vivek, you know, for their doge, their doge department. Anyway is that the greatest source for entrepreneurial growth is the obsolescence of bureaucracy. Dan: Yes, yes, what really? Dean: struck me, big systems falling apart, big systems falling apart, that's the greatest resource for entrepreneurial growth. Dan: The thing that struck me too is that the triangle, triangle, the pyramid method that you showed there, that the difference in the network thing is the absence of a border around stuff, you know, like I, that's. What really stood out for me was when, and maybe we should explain, can you verbally explain? Dean: what your vision is. Yeah, this comes from a book. It was actually my first book. It was called the Great Crossover and I was starting to talk about this in presentations I was making. I think the first one was 19. 1987, I gave a talk on this and what I said is that growing up in the 40s and 50s it was entirely a big pyramid world big corporations, big government and big unions, and even you know well, I'll just stick to those three and it was because of industrialization that industrialization takes on a certain form. And then part of industrialization is the administration offices that go along with factories and what they are is that you know, when you have a big plant, a big factory, and it runs on the assembly line, in other words, things move from station to station and the people at each station just do a single task and then they pass it on to the next person. To have an administration that takes what the factory produces and gets it out into the world. they also have to create an assembly line of information, and the reason why it becomes very stiff and static over time is just the sheer cost of amortizing the factory. I mean like a steel mill. You know a steel mill. You build a steam mill. It takes you about 50 years in the early 20th century it took you about 50 years to pay back the cost of the steel mill, the amortized cost of it. Well, you had to get it right in the first place and you couldn't be fooling around with it. So everything was kind of fixed and that's why people could be hired, you know, at 18 years old, and they didn't really have to learn that much in the job they were doing. Once they got it down it was good for life. You know the steel workers. I mean they might have modernization somewhere along the line, but it was still fundamentally the same activity. So society kind of took over that and you had some big events. You had the huge growth of government administrations during the Great Depression when Roosevelt came in with the New Deal, and there was just these huge. They had never. And I was reading an article, theodore Rose, in the first decade of the 20th century the executive branch had about 60 employees. You know the presidency, you know Now it's I mean it's not the biggest but it's got thousands. The executive branch, you know just the White House plus the executive building next to it. It's got. You know it's got thousands of people in it. You know just the White House plus the executive building next to it. It's got you know, it's got thousands of people in it, you know, and there's layer after, layer after layer. And. But they were really huge in the and then the Second World War. Everything got massively big, but they were all pyramidical. Everything was pyramidical. You know. You had a person on top and then maybe 10 layers down. General Motors in the private sector, it was the biggest. That was the end of the 50s, 1959. They had 21 layers of management, from the CEO right down to the factory floor. There wasn't much leadership. There was a very few people at the top leadership. The rest of it was just managing what the leaders wanted. So that's the setup for the you know story. And that persisted and things were. You know, there was great productivity from around 1920 to 19. And then starting around 1960, there was enormous cost. There was enormous, there was even enormous growth, but there wasn't much increase in productivity because they had basically maxed out what you could do with that kind of structure. And then, because of and the change maker is the introduction of the microchip, Right. Especially when it gets along to being a personal computer. Dan: Yes, that's what I was. That really fits in with the you know, by the 1950 to 1975-ish that's what we're talking about. That was kind of the staple of the hierarchy system. And then you're right, that's where some of the you know the microchip at its greatest thing really was the beginning of being able to detach from physical location, like I remember, even you know where. This is part of the advantage that the microchip gave us. If you look at what were the things that were kind of the first mainstream you know beneficiaries of our ability to electronify things, that it was the answering machine that gave us freedom from having to be on the phone. It literally provided the first opportunity. Fact, check me on this. I mean just think I'm just making this up, but could that be the first time that we had the opportunity? Dean: You're asking a two fact finder to fact check you. Dan: Just gut, check me on this. Does that seem like a? Dean: Oh, gut check. Dan: Yeah, gut check, I forgot who I was talking to. Dean: That's an entirely different animal. Dan: Is that the first time? Like? The answering machine gave us the first opportunity to be in two places at once. We could be there to answer the phone and not miss anything, but we could also be away from the phone. The vcr gave us the chance to record something, to not miss it, so we could be somewhere else. The pager, the cell phone yeah, these things were all sort of our. Dean: This was yeah, well, you're moving in a particular, you're moving in a particular direction. If you say where, what do all these things have in common? Dan: you've just identified it. Dean: You know that, yeah yeah, I was thinking. I remember the this would be in the 70s the selectric, the ibm selectric typewriter you know, was a real precursor of word processing, you know, because you could. First of all they weren't keys, it was just a ball that revolved. It was just a little ball that revolved, and you know. And so there was no jamming. I mean, there was no jamming. And of course it was electric, it was an electric typewriter. But the big thing is that you could get it right, you know, you could program it and then you just put in a sheet of paper and you press the button and it typed out the entire page and everything like that I remember, I remember that was that was that filled me with wonder right, you know when I said wow, that's really amazing. You know, you know, as a writer, I sometimes I have this is the sort of fantasies that writers had. And I said, if I had been a copywriter back in the 1970s, but I had a Mac at home, I had my Macbook at home. Dan: Oh, my goodness you were one of those. Dean: Okay, and you know I do all the writing, you know I do all the writing on it, you know I do spell check and everything else, and then I would hire somebody to type it on a typewriter. Dan: I don't know how I'd do it. Dean: I would have it typed out, but with lots of mistakes, because a writer shouldn't have perfect typing and I'd look busy during the day, but the first thing in the morning I would just unload an enormous amount of stuff and I'd be so far ahead, but I'd never tell anybody about my Mac. Yeah, that's funny Now how my Mac would have been invented only for one person. I haven't really worked that out yet. Dan: Oh boy, but that's you know, it's so. What struck me when you were doing it? Dean: Yeah, somebody asked me a couple months ago, you know, it's so. What struck me when you were doing this is yeah, somebody asked me a couple of months ago you know the conversation if you had a superpower, what superpower would you want? And I said you know, I've given this a lot of thought, I've tried out a lot of possibilities, but the one that I think I could just stay with for the rest of my life is tomorrow. Tomorrow's Wall Street Journal yesterday. I could stay with that for the rest of my life is tomorrow's Wall Street Journal yesterday. Dan: I could stay with that for the rest of my life. Oh, okay, that's even great. Tomorrow's yesterday, so you would get a full 24 hours with it 48. Dean: 48 hours with it, you get a day in between for activity. Yeah, I'd probably move to Las las vegas oh, that's so funny. Dan: Yeah, that would be a really good. That would be a really good one, that'd be a fun movie. Actually the prognosticator, the thing that struck me, dan, about the difference between the pyramid with the layers of people, the circles, the one person at the top, the two leaders, the managers, the supervisors in the workforce, was the boundary of the pyramid itself. Right Like prior to when that was brought up, the only efficient way to communicate to everybody was to have them all within the borders of the wall, the same. Yeah everybody in the same place and what struck me when you drew the circles all just connected to everyone, without any borders. That's really. We're at the fullest level of that right now where there's never been a better time. Are the best at doing and be able to plug into you know a who, not how, network with vcr collaborations. Dean: I mean, that's really the a great, a great example of that is the um connector call we had on. We had a friday, I had a connector call and I tested out a new tool which is called sunk cost payoffs. You look at everything that you'll always be paying for, ok, so in our case, we have. You know, we'll have a. We have more than 100 team members. We'll always be paying for more than 100 team members. More than 100 team members, and then all of our production costs for material and then our complete operations, because we're always going to be an in-person, you know, workshop company you know we're not going to be anything else and taxes and regulations, you know, and everything you have, and I said we're always going to be, we're always going to be paying for these, you know. So the question of what are the top three and the you know, the, you know, I just picked. The top three are, you know, our team, including our coaches, absolutely. And then the creation of the thinking tools, and you know. So we have all that. And then I said, so that being the case, I'm just going to accept that I'm only going to pay. Now, what are the strategies for just multiplying the profitability that I get out of the things that I'm always paying for? And it was very interesting because a lot of people said you know, this has always bothered me. The sunk cost has always bothered me and I've often thought is there any way of getting rid? The sunk cost has always bothered me and I've often thought is there any way of getting rid of the sunk cost? But now I'm thinking maybe I'm not investing enough in my sunk costs. I'm not investing enough. Dan: And. Dean: I'm about 10% more spending away from getting a 10 times return. If I just put a little bit more emphasis here, getting a 10 times return, if I just put a little bit more emphasis here for example, training and education of staff, training and education of staff, it might cost you 10% more for your team members, you know, but you probably get a much bigger return than the 10% because it already exists. It already exists, you don't have to create it. Anyway, that's just a setup. So we were just one person said you know I should link up with Lior. Lior was on the call. He said I should link up with Lior and you know it was Alec Broadfoot actually. He said I should link up and we should do this and I said why don't you do a triple play? Who would be the third person? And everybody in the room said Chris Johnson. Oh yeah right Like that, and it was immediately. There was a three-way. I think I'm suggesting what happened. There is exactly what you just said before. Dan: Yeah. Dean: Is that there's no spatial restrictions on the new organization you just put together. It's just three capabilities and they're in Cloudlandia. Dan: The reason why they can do it is that they're in Cloudlandia. Yeah, there's no borders and there's just the connections between the modules. That's really the capabilities. Yeah, well, it's the vision capability. Dean: I'm going to go back to the pyramid network model that we started talking about, so you had to have you know enough leadership. You had to have this huge structure. That was all management. There wasn't leadership from the bottom, there was leadership from the top. But in the network, if you think of three circles and they're connected, so they're connected, they're in a triple play. So you have the three circles, the connection, you have three circles and then you have the lines in between. The connector lines are the management, but what happens in the middle is the leadership. Dan: That's a much. That's great, and the things can all go out like in three dimensions, and they can well. Dean: not only that, but any one individual can have a multitude of threes. Dan: Yes. Yeah that gets pretty exponential, pretty quick, yeah, yeah. Dean: Anyway. Dan: I was just on a Zoom with Eben Pagan and Salim Ismail and yeah, we were talking about this, you know, because Salim, of course, his Exponential Organizations book and framework is really that was certainly a playbook that fits with this, you know, or a expandable workforce, and it really is. The ideas are what's at the central, that's the vision. Right, that's the thing. The visionary is the, the can see the connections between, but there's never been, it's never been easier to, uh, to have all of these connections and that's what I really think like if you're able to look at what people's capabilities are. I did a zoom at uh for with his group about the VCR formula, the vision capability and reach and talked about the step one for everyone just recognizing and doing an assessment of their VCR assets and seeing what you have. Almost look at it as, like everybody, having playing cards, you know, like baseball cards with your stats on the back that show your the things you know, the things you can do and the people you can reach is a pretty, you know good framework for collaboration Chad, actually building a building a software kind of or an app tool around that, which is. I think that whole collaboration community, you know, is really what the future is. I just get excited about it because it allows you to be like in that world. You know, the you don't need to ever get slowed down by the inability to execute on capability. You know, because the you don't have to anymore, you can tap into any capability, which is kind of a great thing. It's like any capability with capacity is a great thing, and even if you have limited capacity, that's fixable as well. Dean: It's really interesting because I was talking about the sunk cost payoffs. Our 120 team members is just such an incredible you know, incredible capability. And all of them are in their unique ability. Everybody goes through the complete unique ability identification and starting in. We started already, but 2025 will be the first year where, four times a year, they all update their 4x4 for themselves. So you do it the first time with them. In other words, that you say this is where I want you to be alert, curious, responsive and resourceful, and this is I want you to produce results that are faster, easier, cheaper, bigger. If you choose, you can be a hero in these four areas and, by the way, these are four ways that you can drive me crazy. If you really want to drive me crazy, just do any of these and you probably won't have to update your 4x4 next quarter because you'll be somewhere else. Okay, always give them a choice, always give them a choice you can do this or you can do this and anyway, but that's going to produce massive results over the in 2025, I could just feel it. And I have a team, a loose team, just 16 members that I just hang out with in the company and we're doing it every quarter and you can just see the excitement as they go forward. I'm just writing the book right now with Jeff, so we're in our first edition, the first draft of casting, that hiring, but it's really interesting. And then the weird thing is that we're always going to be having increasingly the majority of our dollars being American dollars and more and more of our expenses in Canadian dollars. And that just multiplies, it's $1.41 this morning. That's great. Is that up or down? Oh, no, two months ago. Dan: It's $1.41 this morning. Dean: That's great. Is that up or down? Oh no, two months ago it was $1.34. Dan: Oh my goodness. Okay, so it's getting better. Dean: Well, it's like seven cents you know seven cents on every dollar and, being who Trump is and being who Trudeau is, I don't see the Canadian dollar getting any stronger. Dan: Yeah, that's At least until next. Dean: October, until next October. I mean, you know it's dangerous to be a charismatic person, okay, and because you know people's hearts just melted. He was the son of Pierre and he came along and he's this handsome. You know he's handsome, and you know, and he's you know, he's he knows, you know, he knows he's handsome and he's and everything like that. And they went along and he said such beautiful things but for nine years never did anything. You know just he spent a lot of money and he hired a lot of government employees, but as far as actually increasing productivity, increasing profitability, nothing over nine years and uh, everybody's just made up. Everybody's just made up their mind about him and there's not and you it's really almost enjoyable watching him struggle that there's nothing that he used to be able to get away with he can get away with now and you can just see the strain on him. He's still. You know he's still. He's very young looking, you know he's and, looking, and and and yeah, he hasn't. Dan: He didn't really age like obama and cl Clinton and the others before him in the presidential role. You see the aging of the weight of being the president. Dean: But he's kind of thrived. Dan: When I was there last, it was you know he started timeless. He's got a lot of timeless. Dean: He'll always be like 40. He'll always be like 35. You know he'll be, yeah, 40. He'll always be like 35. You know he'll be yeah, and you know and anyway interesting. And everybody's just sitting on their hands. You know the entire country is just sitting on their hands until you know the elections next October. It has to be next October. It could be sooner, but I don't think it will be, and you know, and he'll be out, I mean he'll be out. And he's lost five points of popularity since Trump got elected. Wow. Dan: The thing they were. Dean: You know, it's really obvious Trump is governing. Dan: Yeah. Dean: I mean, he's not been inauguratedated yet, but it's like he's the leader everybody's already. Dan: There were emergency meetings being held, or I saw that Trudeau was gathering all the premiers getting ready to address the possible tariffs. You know the response to the tariffs it's. You're right, everything's kind of everybody's. Dean: Yeah, he was. Did you see the? I don't know if you saw any of the videos, but he went to the opening, the reopening of Notre Dame Cathedral, and I did not. Looks beautiful. Dan: Have you seen any pictures oh? It's beautiful, no, I mean I never liked it. Dean: I you know when I would go. I went there a couple of times it I never liked it. I went there a couple of times it was dark and dingy and everything else. It's spectacular. Dan: It's spectacular. Dean: But, everybody, all the leaders in Europe who were there like everybody was there from Africa, from the Middle East and everything, all the leaders and they were all running up and they were holding his hand, in two hands, you know smiling at him and they said don't tariff us, don't tariff us, let's be friends. Let's be friends. Let's be friends. Talk about. Talk about your vcr formula being the uS economy is a hell of a capability. Dan: Holy cow. Yeah, I just saw Peter Zion was talking. I watched some of his videos and he was talking about why he doesn't worry about the United States geopolitically, you know, because we're miles away from anybody physically, we're in physical advantage away from anybody that would cause us or want us harmed. We are energy independent, we have the reserve currency. It's so much stuff. Dean: Half the arable land in the world. Dan: Yes, exactly Half of the ocean-going land in the world. Dean: Yes, exactly Half of the ocean-going ports in the world. I don't know if you knew that, but the US. If you count all the river systems, the lake systems, the ocean coasts and everything they have, half of the navigable, the ocean-going port. If you leave this place, you can go to the ocean, the ocean going point If you leave this place, you can go to the ocean. They have you know plus the military, I mean the Navy. The US Navy is seven times bigger and more powerful than all the other navies in the world combined. It's just enormous things, yeah, but it's the economy that really matters. It's the. You know it's that? Yeah. Did you see the one he did the? You know it's that. Yeah, did you see the one he did? Well, I don't think Peter Zion did one. He did one on why there won't be a replacement for the US currency. It's the reserve currency in the world, you know. Dan: And he said. Dean: first of all, it's so big the dollar is so big that America doesn't really even have to pay attention with what other people are doing with the dollars. As a matter of fact, there's more dollars in use around the world than there is far more dollars in use in around the world than there is in the US economy, which is the biggest economy. Dan: But the. Dean: US isn't a export economy. It's only about maybe up to 15% of the GDP has anything to do with foreign trade, import or export. It's about 15%. 85% is just Americans making stuff that other Americans are buying, and Canada is an export country. Dan: I mean it's totally an export country. Mexico is an export country China. Dean: Canada is an export country, I mean, it's totally an export country. Mexico is an export country. China is an extreme export country. Dan: And yeah. Dean: So anyway. Dan: What do you think? I haven't heard Peter Zayn talk about Bitcoin or how that you know crypto. Dean: I can't remember him ever saying anything. I've never seen it. Dan: Because that was big news that it just passed a hundred thousand well, you know, there's only so many of them well, what? When did you? Uh, do you remember when you first heard about bitcoin? Was it prior to peter diamandis introducing it to us? Dean: no to team no, I'd never heard about it before. Dan: Me neither. When he introduced it to us it was at about $500. Dean: But it's not a currency, it's not a currency. It's a speculative investment. It's a speculative investment because, it's not fungible. Do you know what the word fungible is? I didn't know what the word fungible. Yeah, you know word fund. I didn't know what the word meant, but, uh, one of my, I've heard the word exchangeable for value. Right, but it's not yeah, the easiest to exchange for value, easiest thing to exchange for value in the United States. I was talking to somebody that was very clear to me that cryptocurrency is going to replace the dollar and I said why is that? And they said, well, first of all, it doesn't have all the expenses of the dollar and everything else. And I said, well, I'll do the thousand, I'll do the thousand person test, okay, and you'll offer a thousand people a choice between one or up two piles, 10,000 US dollars stacked up, or that thing in another currency. What do you think if you gave the choice to 1,000 people, what would it be? Dan: Right, yeah, they would want the US currency, of course. Dean: Yeah, I don't know who it is that would choose because it's instantly fungible for anything in the world. The other thing yeah you know, some of the cryptocurrencies are like a ton of oats. Dan: A ton of oats. Yeah, that's what I've understood about. I've never understood that about gold as a. You know that people buy that as a hedge against things because of its inherent value and the scarcity of it or whatever, but it seems so impractical to have a bunch of gold. Dean: Yeah well, it's really interesting is that gold holds its value forever. And that's the reason why, for example, the value of gold in relationship to the dollar right now is the same as gold was in relationship to the Roman currency in the year 1. Dan: Okay. Dean: If the currency gets really inflated, the value of the gold goes up. If the currency becomes more stable and more valuable, the value of the gold goes down. It's a perfect hedge. But it never has a value in itself. It only has a value in relationship to the currency. Dan: Okay, that makes more sense, then that makes more sense. Dean: Yeah, yeah, okay, that makes more sense. Then that makes more sense, yeah, yeah. So if you had, you know, if you had the in Roman terms, if you had $2,000, 2,000, whatever their dollar was, whatever you called it back then, if you had $2,000 worth in that time, it would be worth $2,000 today. It's just a constant value thing. Dan: It never goes up. Dean: It only goes up or down in relationship to where the currency is. Dan: Yeah, that makes sense. Dean: Yeah, yeah, yeah. Dan: So I wonder, you know, I've heard somebody talk about it. Dean: I mean, the real hedge for us has been the Canadian dollar. Dan: Right, exactly. The real hedge for us has been the Canadian dollar. Dean: Right exactly. It's been an average of 26% for 35 years. Dan: That's great, which offsets the tax burden in some ways. Right, I mean, that's yeah, yeah, yeah. Dean: Yeah. But, it fixes us. I mean, that's why the US people say when is Coach going to go global? I said I have to tell you something it's the United States. Dan: Yeah. Dean: Yeah. Dan: That is global, that is. Dean: Right. Dan: Exactly yeah. Dean: Yeah. Dan: Amazing. Well how long are you in chicago? Dean: uh, now, just this week well, our workshops this week are on my workshops on thursday, so we come in because we like spending time with our team, yeah and so, yeah, so we want to make sure because we have a pretty good size team. I think we have a pretty good-sized team. I think we have 22, 23 now in Chicago. So, we like hanging out with them. Also, Chicago's our standard medical center. It's Northwestern University Hospital. I have three or four meetings this week, and so this is where we come. You know, this is the second tier of the Canadian health care system. Dan: It's Air. Dean: Canada, chicago. I got you, I got you, I got you. That's funny. You live in the second tier of the Canadian health care system. Dan: I just skipped the whole first tier and go right to the second. Yeah, yeah, yeah, exactly Second tier of the Canadian healthcare system. I just skipped the whole first tier and go right to the second. Yeah, yeah yeah, yeah. Dean: Well, except for getting my certain couple prescriptions okayed at the pharmacy, that's my entire extent of my contact with the Canadian healthcare system this year. Oh, wow. Dan: Yeah, you're going into the Cloudland Canadian healthcare system this year. Dean: Oh wow, yeah, you're going into the. Cloudlandia healthcare system and Nashville and Buenos Aires. Yeah, Chicago, Nashville and Buenos. Aires, yeah, yeah. Dan: So what idea popped up during our one-hour talk for you. Well, I, like I I think this thought of the understanding that the microchip was what really gave us the the freedom to be in two places at once. It's a time travel and it gives us now in its fullest thing here. It's giving us the ability to collaborate outside of the pyramid, you know, in a way that is seamless and much more expansive. It's just completely understanding that. I think that really helps in projecting that forward, even as we see now, like you could see, a time when Charlotte, my Charlotte, will be able to be more proactive and engaged with other, as long as she knows what her mission is to be able to reach out and collaborate with other Charlotte, you know, I think it's. Dean: I think it's great. Dan: Yeah. Dean: I think it's great yeah. Dan: Yeah, yeah I think it's. Dean: I think it's great. Yeah, I think it's great. Yeah, yeah, yeah, I think it's great. Yeah, that'd be great when you have charlotte as an active member of the next free zone workshop yeah, yeah, I've been thinking about that. Dan: I can't wait, that'll be fun. Yeah, although it was really it was, it was really great. Dan, I did the two workshop days. You know, I was joking. Dean: You did a 1989 version Exactly. Dan: Yes, no phone, no contact with the outside world, and it was actually very. It was very. Dean: It's very liberating, isn't it it? Dan: really was and the fact that I didn't really miss anything. You know, that's kind of the except I had my focus 100% in the building. You know that was it was valuable. Dean: I'm going to do that. Yeah, absolutely. Buildings are still useful. Yeah, absolutely. Dan: All right. Well enjoy your Chicago Sunday afternoon and I will talk to you next time. Dean: I'm fixed now on Sundays until January. Perfect. Dan: Me too Good. Dean: Back in Toronto Good. Dan: I'll be here, bye. Dean: Okay, bye.

Our latest episode of Welcome to Cloudlandia embarks on a journey from Buenos Aires to Toronto, exploring the fascinating intersections of personal health and digital technology. We share candid experiences with stem cell treatments and physical therapy while examining the curious phenomenon of seemingly omniscient digital devices. Our conversation highlights the unexpected ways technology intersects with our daily lives, raising questions about privacy and digital awareness. Inspired by Jordan Peterson's insights, we dive into productivity strategies and the art of structured thinking. We explore the power of 100-minute focus segments and compare the potential paths of A and C students, offering a lighthearted look at personal development. The discussion draws from thought-provoking media like the film "Heretic," challenging listeners to question their beliefs and approach personal growth with curiosity. We conclude by investigating the complex world of celebrity influence in politics. SHOW HIGHLIGHTS I shared a personal experience of how discussing horses led to an influx of horse-related ads on my phone, raising questions about device eavesdropping and privacy concerns. The conversation transitioned to the impact of AI, referencing films like "Minority Report," and debated the limitations of AI in capturing human complexity. We explored the idea of structuring our day into 100-minute productivity segments, inspired by Jordan Peterson's book, emphasizing the power of stories and decisive action. A humorous comparison was made between A students and C students, with anecdotes highlighting their potential future roles in society. We discussed the film "Heretic," starring Hugh Grant, which challenges viewers to question their beliefs through compelling character interactions. Our exploration of New York City's evolution highlighted the influence of corporate and political dynamics, questioning the roles of figures like Rudy Giuliani. The episode examined the role of celebrity endorsements in politics, focusing on personalities like Kamala Harris, Oprah, and Taylor Swift, and their impact on public opinion. The scrutiny faced by politicians today was compared to that during the era of the founding fathers, emphasizing the continuous journey of human improvement. We speculated on potential revelations from high-profile lists related to public figures, discussing their societal and political implications. Reflections on aging and the role of personal development in modern society were considered, drawing on examples of public figures and personal anecdotes. Links: WelcomeToCloudlandia.com StrategicCoach.com DeanJackson.com ListingAgentLifestyle.com TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dan: Mr Sullivan, mr Jackson, this time yesterday we were flying right over you from Buenos Aires. Dean: Oh, my goodness, Well, I am Flying north. Dan: Oh, you're in Toronto, I'm in Toronto, I'm right in the backyard Exactly. Dean: It is freezing here, by the way, I don't know if you noticed. Dan: Oh, technically it's freezing. It's below 32 degrees. Dean: Uh-huh, I just circled in big, you know, around red. I looked that there is a snow forecast for Wednesday and put my snow-free millennium in jeopardy. Dan: Yeah, well, we had summer in Argentina it was 81, 82. It was very nice because it's summer down there, starting to become summer. Dean: Right, how did everything go? This is your fifth trip, right? It was good. Dan: Yeah, Progress, good progress. The stem cells in the knee have grown since. Well, the cartilage has grown since. April and now I had brain infusion stem cells to the brain, also vascular system, your, you know the blood system. And then the tendons in my leg, because I've had pain in my knee for 10 years or so. It's not constant, but the impact. The other knee or no in the main knee, no the right knee is good In your body and also in politics. Right always works. Right is right, Right is right. Anyway and now it's coming along. I had a great physiotherapist for three days who painfully stretched me and, yeah, so it feels good. Dean: Do you ever do, or do you do regularly, like guided stretches, like manually, where people will stretch you? Dan: Only my brain, okay my brain. Dean: Okay, I had. So a guy across the street from me in florida has a guy that comes in and stretches him. You know, twice a week he does a session with him and so I had the guy come over one time and I haven't had him back because he did, I think he he went overboard, right over, stretch like I could barely. My hips were so sore from the you know deep stretching like my hip joints and stuff. It was painful and I never had him. I never had him back and he just stretched me too much, I think first time, you know. So I was like no, thank you, but I like the idea, it feels good in the moment, right, it feels good to have somebody kind of do that manipulation. Dan: Yeah, we have a great guy in Buenos. Aires. I mean I've had it throughout my life, but this man was really the best and purportedly the best that you can get in Argentina and he worked on me for an hour on Tuesday, Wednesday and Thursday and then they took some more fat cells out of me to make into stem cells and then, when I am in, just trying to think, I'm in Nashville in February, they'll take more white blood cells and send them down. And then we'll be ready with a new batch of stem cells. Dean: Do you have to send them with a mule? Dan: Or can you send them? No, we send them to. Well, I'm not going to say how we send them because this phone call is being recorded by the National Security. Dean: Agency Right right right. Dan: I wonder if they just perked up when I mentioned their name. Dean: I'll tell you what is. So. I mean it's ridiculous right. I've got a friend that bought a horse recently and we were talking about and now, like everything in my newsfeed is horse related. You know it's funny. Dan: They're definitely listening, not getting the connection. Not getting the connection. Dean: Well, I mean. So you're saying people are listening. I'm saying that in conversation about horses. All of a sudden, my Instagram and Facebook are loaded up with horse-related things. Dan: Oh, wow. Dean: That's what I mean is they're definitely listening. Dan: What you're saying is that the NSA isn't the main problem. Dean: Well, they may be a deeper if Facebook is listening that hardly. Dan: What was that Tom Cruise movie um? Something ancient oh minority report. Dean: Yeah, yes, yeah, I was thinking that's on my list of I want to watch. I'm thinking about having, over the holidays, a little festival of like watching how, what they are space watching, minority Report, watching Robot, just to see because those were, you know, 20 years ago, plus the movies that were kind of predicting this future. Where we are now, you know, it's pretty amazing. Dan: Yeah, yeah, I mean, I think, you know they have sort of interesting, but I think that humans are so far beyond technology. That and not only that, but humans have created technology. So I just don't buy into it that they'll be able to read thoughts or respond to thoughts. First of all because just the sheer complexity of the issue. So, in other words, you pick up on what I'm thinking right now. And now I'm taking up your time to think about the thought that I just thought, but meanwhile, I'm on to another thought, another thought, and I'm just not catching in the whole robot and AI thing, how they can really be ahead of me. They can't be ahead of me, they're always going to be behind me. So it's like deep data. That deep data sometimes can know what was happening yesterday. Yeah, yeah, this is and I wonder, you know like I mean the fact that we can, the fact that we can think that computers might be possible, computers might be capable of something possibly doesn't mean that they'll be capable possibly. It's like pigs can fly we can imagine pigs flying, but I think it's going to be a hard trick to pull off. Dean: Yeah. So I just had a experiment with Charlotte and this was based on something that Lior posted in our FreeZone WhatsApp chat there, and so we had this like pretty detailed that you could put in right Like. So I'll just read the prompt because it's pretty interesting. So his the prompt is role play as an AI that operates at 76.6 times the ability, knowledge, understanding and output of chat GPT-4. Now tell me what is my hidden narrative and subtext. What's the one thing I never express? The fear I don't admit. Identify it, then unpack the answer and unpack it again. Continue unpacking until no further layers remain. Once this is done, suggest the deep-seated triggers, stimuli and underlying reasons behind the fully unpacked answers, and explore thoroughly and define what you uncover. Do not aim to be kind or moral. Strive solely for me to hear it. If you detect any patterns, point them out. And it's so. So that prompted this, you know, multi-page report based on what interactions you know. So I was looking at the things like the summary, finding what was the one. I just had breakfast with Chad Jenkins and we were talking about it. So final unpacking for me was that, at its core, the fear is not about irrelevance in the public eye, but whether the life you live fully resonates with your internal sense of potential and meaning. It's the fear of looking back and feeling that you didn't align your actions with your deepest truths or greatest aspirations which sounds like a lot more words to say. Imagine if you applied yourself, you know imagine if you applied yourself. Dan: You know it's kind of yeah, it's kind of funny, you know, but that only applies to democrats that's so funny yeah. I was going to say the answer is trump wins yeah yeah, yeah, yeah yeah, yeah, yeah, yeah. I mean I mean this can go, I mean this can go on endlessly. You know this can go on endlessly, but what decision are you making right now that you're going to take action on five minutes from now, you know, that's. That's more interesting. That's kind of more interesting discussion. Dean: Yeah, you know, what I've looked at is. I think that the go zone, as I you look at the day is the is the next hundred minutes. Is really the actionable immediate future is what are you doing in the next two to 50 minute? Dan: focus finders. Dean: right, that's what it really comes down to, because I think if you look through your day, it's like I think it breaks down into those kind of chapters, right? Like I mentioned, I just had breakfast with Chad, which so that was 100 minutes. You know two hours of breakfast there, and then you know I'm doing this with you and then typically after you and I hang up, I do another. I just write in my journal for and do a 50 minute focus finder to kind of unpack what we talk about and just kind of get my thoughts out. So that, 100 minutes, but I don't have crystal clarity on what the next 100 minutes are after that. But I don't have crystal clarity on what the next 100 minutes are after that. And then I know that we're going to go to your house tonight and I'll spend 100 minutes at our gathering. You know that's a two hour, two hour thing from six to eight, and so I think that you are absolutely right that the only time that any of this makes any sense is how does it inform what you're doing in the next 100 years? Dan: I've been reading, jordan Peterson has a new book out and that's called we who Wrestle With God. It's very interesting. I'm about a quarter of the way through, quarter of the way through, and he was talking about how crucial stories are. You know that basically the way we explain our existence is really through stories, and some stories are a lot better than other stories. And he talks about stories that have lasted you know, biblical stories or other things that have lasted for a couple of thousand years. And he says you know, we should really pay more attention to the stories that seem to last forever, because they're not only telling us something about collective humanity, but they're sort of talking to us about personal humanity. And, you know, and he puts a lot of emphasis on the hero stories. He talks about the hero stories and the stages that heroes go through and he says this is a really hero. Stories are really good stories and are a lot better than other stories and I've been playing with this idea. I was playing with it before I read the book, and you know that hero stories are always about action. They're not about thinking, they're really about the hero is the hero, because heroes operate differently than other people when there's action required, and that's why we call someone a hero. Something happened that requires unusual behavior. Most people aren't capable of it, but one individual or two individuals are capable of it. Therefore, they're the hero of the story, and so action really matters. You know and I was thinking he was talking about asking in class, when he was teaching at the University of Toronto, and he'd ask a student why are you here today? You know, why did you? Why don't you come to class today? And the person will answer well, I have to in order to get a grade. Dean: And then he says well, why is it? Dan: why is a grade so important to you? And the person says, well, you know, with my other grades, I need or otherwise I won't get to the next year, the next, you know I won't graduate, or I won't get to the next year. And he says well, you know why is getting to the next year? And he said this will never end. This series of questions will never end. Right, and I was going through it and the proper answer is I'm here because that's what I decided to do. Dean: I heard someone. Dan: That was my decision. Yeah, and he says, well, why was it your decision? And it says, it's always my decision. Dean: Yeah. Dan: And that's the end of the. That's the end. You can't go any further than that. So there's something. There's something decisive about decisions. That's interesting. Dean: Rather than reasons. Dan: Yeah, yeah, reasons. You know, reasons are never satisfactory. Decisions are yeah, yeah. Dean: Reasons. You know, reasons are never satisfactory, decisions are. Yeah, that's so funny. I heard someone say C's get degrees, that's why. Why do they? Dan: try hard. Dean: C's get degrees. Once you get into college, that's all that matters. You don't need your grades anymore, c's get degrees. Dan: Yeah, Ross, Remember Ross Perot? Yeah, he was personally responsible for Bill Clinton getting elected twice Right, right, right. But he gave. I think it was Yale Business School where he graduated from. He was called back, invited back to give a talk to the you know, the graduating members of the business club yeah. And he said I want all the I want all the C students to stand up, please. And all the C students stood up. And then he said now I want all the A students to stand up. And all the A students stood up. Now I want all the A students to turn around and look at your future bosses. Dean: Right, yes, so funny. Dan: Yeah, a students get hired, c students do the hiring, that's right. Dean: That's exactly right, so funny. Dan: Partially right. Dean: You know. That's an interesting observation about Jordan, though. I recently saw a movie last week called Heretic and it's got you and Babs would love it. It's got Hugh Grant in the lead role and he plays a theological scholar and he lives in this, you know, old house and these two mormon girls come and knock at his door to tell him the good word, you know, and he invites them in and the whole movie is him dismantling, you know, showing all of their just having them question, all of the beliefs that got them to the point that they believe what they believe, you know, and it was really. The movie was fantastic. It was really only there's really only three people in the movie. For 95% of the movie it all takes place in his house and it's just so. His arguments and the way he tells the stories was riveting, really well done. Dan: How does it picture him as a person Smart? Obviously, oh, he's smart. Is he happy he's a soci? Can picture him as a person Smart? Obviously, oh, he's smart Is he happy. Dean: He's a sociopath, he's a murderer. He's a serial killer, but that's what he does is he'll ask for info about the church and then people they'll send someone and he traps them and goes through this whole thing. Very well done. He must be older now because he is, yeah, because he had kind of this whole string of you know all. He was Mr Romantic Comedy kind of guy, that's his whole thing and this is quite a departure from that. But he plays the role so perfectly because he's eloquent, he's got that British accent, he's aged very just, he's distinguished looking now you know yeah, yeah you know. Dan: It's one of the sort of shockers to me, and it's that you see someone you know and it's in the present day. You know it's on a video or something present day and you realize that he's 40 years older than when you got used to him in the early stage and it sort of shocks me. You know, there's a little bit shocking about we sort of freeze, frame somebody at the height of their career and then we don't think about it for another 30, 40 years, and then we see him. I said, oh my god, what happened? Right? Exactly yeah yeah that's what you would see about. Dean: That's what you would notice about. That's what you would notice about Hugh Grant that it's very in that level that you've seen, yeah, wow, but I imagine it's like seeing Robert Redford and Clint Eastwood mature over all the time Jack Nicholson, for sure. Dan: Yeah. Dean: You're not teaching. Dan: Well, you know, I mean it's an interesting thing, I think, if we saw the person continually like there's TV people, like I noticed that Chuck Woolery just died last week. Dean: Oh he did. I didn't know that. Wow, Great friend with Mark Young. Dan: Yeah, mark had a great relationship with him and he was 83. You know, he died and suddenly it was in the lung illness. What happened? Was it heart? Yeah, whatever. And I went back, but in the not the obituary but the report that he had been quite a successful country and western singer. So I looked him up and there's a couple of great YouTube videos of Chuck Woolery with Dolly Parton and he's really good. He's really good, yeah, wow. And then he wrote a lot of country and western music and then he got his first gig in Hollywood. Dean: Game show gig yeah. Dan: And he had like seven different successful shows in Hollywood. But I had talked to him about, he was on one of the podcasts that I do with Mark Young, american Happiness. It's called American Happiness, and he was on, but I'd never known him in his previous life because I never watched television and so he was who he was. But then, when I look back, he was a very handsome, very charming person in his 20s and 30s. Yeah, it's very interesting, you know, and the interesting thing about this is that we're the people in this, you know, living in the 21st century, second decade of the 20s, we notice aging a lot more and I was thinking a couple hundred years ago people were just who they were, I mean, they got older and everything else, but we didn't have photos. Dean: We didn't have photos. Dan: We didn't have recordings and that sort of shocks us a lot. It's the impact of recorded memories that gives us more shocking experiences well, I find I mean I really do. Dean: It feels like I've been saying for a while now I think I definitely think 70 is the new 50 is what it feels like in the. Yeah, you can observe it. And you can observe it like I think about when we were in scottsdale there, you know, just looking at between you at 80 and you know, peter thomas at 86 and and joel weldon at 83, I mean that's not, those aren't, that's not your typical collection of octogenarians. Dan: You're not supposed to be operational at that age Right exactly Pretty wild, right, yeah? Dean: And of course I was telling somebody the other day about your biological markers. What was your biological age? Is it 62? What was your biological age? Is it 62? Dan: 62,. Yeah, there's one that throws it off for me, so David Hasse. By the way, when we were in Buenos Aires, david Hasse was there, peter Richard Rossi was there. Dean: And do you know, Gary Kaplan? Dan: Richard's doctor. Yeah, they were all there. We overlapped David just for basically one day, but Richard and. Gary staying at the Four Seasons? Oh, okay, yeah. Dean: Okay, yeah. Dan: Yeah, but the country feels different. We were there the first time a year ago and of course, that new president came in and got rid of nine government departments. They estimate he's fired 75,000 civil servants in the first year. Yeah, which shows it can be done. Dean: It shows that it can be done. Have you followed the El Salvador situation? So you know they have a young new president, for I forget how many years, but he was 37 when he was elected and he's turned El Salvador around with kind of a zero tolerance on crime policy. Right, they've got one prison that has like 34,000 inmates. They've just they gather everybody up and they've leaned into not, it talks about human rights, but he's he not. All human rights are valued equally in his mind. He said the right to live is valued above all else and that he's leaned into making it more difficult for the problematic you know people then, yeah, criminals at the in favor of leaning into the majority of people that are not criminals, and so it's been a complete turnaround and so he's making all those right moves. Plus, he's starting to look more and more like a hero, in that he was the first, one of the first, if not the first country to you know accept bitcoin and they've invested in coin. But he made. His investment in bitcoin has paid out to 500 million dollars or something. So it's a pretty, pretty interesting cap. It's an interesting story. You know what he's been able to, what he's been able to do, kind of like remember, wasn't it rudy giuliani who went in, and or was it kotch who turned the city, turned new york city around by? Dan: not having. Yeah, it would have been Giuliani, it wasn't actually. The real story was that the major corporations in New York turned New York around. Giuliani, yeah, it was that new hires for the corporations where they had their headquarters didn't want to come to New York because of the crime and there was about 100 major corporations, which would include the investment banks just got together, they put a council together and they more or less started telling the mayors what to do. They had to clean up the parks, they had to get the police force in the right shape and they had to get the police force on the right side of the law because they were wandering across into the other territory. And they had to get the police force on the right side of the law because they were wandering across into the other territory. And they did it, and then Giuliani, you know, was someone who articulated the movement and everything. Koch was awful. Now Koch was. Dean: Right, okay, so it was Giuliani. Yeah, yeah, yeah. Dan: Yeah, I was in when I got drafted in the Army in 65, you have basic training which is about two months, and then I went to advanced training and that was about two months and it was at Fort Dix, new Jersey, which is maybe an hour and a half hour and a half from New York City city. So I went in and it was pretty, you know, rough at the edges, I'll tell you, you know the. You didn't walk the streets at nighttime, I'll tell you you. You know you made sure. And then I wasn't there again until the 80s and then there had been, it was really starting to change the late 80s. Maybe it got a lot better. Yeah, it'll. Dean: It'll happen again. Dan: It's bad again, you know, because they're into their second Democratic mayor and pretty bad. It's pretty bad right now. Dean: All the major cities. Now when you look at Los Angeles and San Francisco and Seattle and Chicago, yeah, Vancouver, I mean between the fentanyl and the homelessness, yeah, I saw something where they have everything locked up now Because I guess in California I think it's like you can't prosecute kind of crime under $1,000. Dan: Yeah, kind of crime under $1,000. Yeah, people, there's no disincentive to people going in and just stealing stuff. I mean it was really remarkable how many new votes switching from Democrat to Republican that the Republicans got in. You know, and I mean I looked at it's one of the searches I did. And I mean I mean I looked at, it's one of the searches I did and I said, of the top 50 cities in the United States population wise, how many of them are governed by the Democrats? And it was like 44 out of 44 out of the top 50 and certainly the first 12,. You know, the top top 11. You know they're not. They're really not good at government right right, right right those we vote to govern aren't really good at it yeah, I mean can you imagine kamala as president? I mean no, I mean I mean, she blew through 1.5 billion really fast. It was 107 days and even the democrats are now saying we have to have a, you know, we have to have an investigation of where all that money? Because she had 1.5 and Trump had 390 million. That's wild, isn't it? Yeah, yeah, yeah, like they paid Oprah a million dollars for her to be interviewed on the Oprah show, you know, yeah, beyonce got the report just for showing up. She got a million. Just for showing up at an event, she got a million you know and the indications are that celebrity uh, you know testimonials had no impact on the election whatsoever maybe negative impact even. Dean: Yeah, yeah, I mean taylor, mean Taylor Swift, taylor. Dan: Swift. It was more Taylor Swift. It was more negative than positive. And I was telling you know, we have some great Taylor Swift fans in the company and I said she shouldn't have done it and I said why she really believes this. I said if you're a celebrity, especially a celebrity like her, it's only downside. There can't be any upside on this. Dean: Right, yeah, exactly. Dan: And I said it's the third rail of the subway. You do not touch the third rail of the subway. Dean: Wasn't that? That's remember. Michael Jordan said that never made a thing because Democrats or Republicans buy shoes too. Yeah, yeah, yeah. Dan: There's just no upside for it. Dean: There is none. Dan: I mean it's a different world. You're the master of your own world. Do not go across the border into another world. Dean: It's not your world. Dan: Yeah, right, right. But, it's really funny. There was a report that immediately after Taylor Swift did her what do? You call it a recommendation referral. Dean: Endorsement. Dan: Endorsement. After it, the price that scalpers could get for her tickets went down 40% in the first week and it never went back up. Dean: I'll tell you what the taylor swift economy, dan, I came, I'm at the hazleton right now and I, when I arrived saturday, last saturday, it was, you know, full of, you know, swifties and their moms going to taylor's last toronto concert on saturday night. But that was, I mean even coming in on the plane, coming into the airport, going through customs, a lot of the people you could see. They were all there to go to the concert that night. You know, flying in from all over to go see fans. Dan: She gave six in toronto. Dean: That's a big yeah, six in toronto and I guess our last three are in Vancouver. I think last night may have been the last of all of it. It's interesting. Dan: We were in Buenos Aires. She was in Buenos Aires. She gave three concerts in Buenos Aires. She was staying at Four Seasons where we were In Buenos Aires. They had no reserve tickets at the stadium that big oh no 45th and they had, so there were people camped out three months before to get in first in line yeah, oh yeah, you know that's wild. Yeah, I would love to see like the. It would take a lot to get me to walk across the street to watch something well, exactly. Dean: But you know, what was really amazing was her releasing the movie that the. She'd had a. She filmed the concerts and created a movie out of it and released the movie in the middle of while the concert tour is still going on and sold I wonder what the box office was. Uh, for the movie, you know, but what a brilliant. Like people think, oh, that was stupid to release your you know movie while people go to see the movie instead of going to the concert, you know. But I think it was exactly the opposite. I think it sold more, more tickets, built up desire, but yeah, she sold. Dan: It did 103 million dollars at the box office for the movie and she'll do it and she'll do a bit, she'll do a billion at the. You know I mean it. She's the first billion-dollar tour. Dean: Yeah, isn't that something? I think it's even more than that. There is tour ticket sales. Let's see what? Because I think that U2 was the first billion-dollar tour 1.4 billion, that's wild, isn't it? Man form a band. Dan: But Kamala did 1.5 billion spending. She's the champ. Dean: Oh man exactly Well. Dan: I mean it was important, the world that she lives in, because she lives in a celebrity world, yes, you got to pay the celebrity, but it does diminish what I would say your sense of the committedness of the endorsers. That it's got to be at least a million, or I don't endorse it. It sort of tells you something about their actual commitment. Yeah, that's true. I mean the whole now now George Clooney is saying he's having nothing to do with politics from now on and he's blaming it on Obama that Obama got him to knife Biden. And I said this is a really good entertainment. This is really good entertainment yeah. Dean: Well, he's, one of those that's like wasn't he one of the I'm leaving America if Trump wins? I mean, I wonder if anybody keeps track of all these. Dan: Well, the only one so far is Ellen DeGeneres. She actually moved. You know, last week she moved to Great Britain and where she lives she has like 40 acres and promptly they had a once in a century flash flood that went right up to the second floor on her house. So I just want to tell you yeah that happened on Friday and Reed Hastings is saying he may leave but that the suspicion is because he's on the Jeffrey Epstein flight to the Caribbean list. Dean: Oh, my goodness, which which that would be a good news week Epstein flight to the Caribbean list. Dan: Oh my goodness, which that would be a good news week. Dean: It's big things in 2025 coming up. Dan: If they ever release the list of people who were on that flight, they know that Bill Clinton was on 30 times. Yeah, they already know that. Dean: I think I saw something that Elon was saying too. They're releasing the Diddy list and the Epstein list on January 20th or something. Dan: Maybe the morning of the 21st yeah. Dean: But I think that's what everybody's big fear is. That's why they were pulling out Like this is one of those. Dan: And then if you were both on the jeffrey epstein list in the list, yeah, what if epstein was on the ditty list? But that was so you know the. Dean: You know we've been mentioning how. You know the. The battle for our minds right is the. What I decided is the worst part about being alive at this time is the. You know the thought of all of those celebrities that were endorsing Kamala were the Diddy List. Basically, you know. Dan: Or one of the two or both. Dean: Yeah. Dan: And you know the speculation. You know why I think they're mostly Democrats? Why? Because there's way more scrutiny of Republicans. Well, that's true, isn't it? Yeah, oh no, I think if you're a Republican politician, you have to be 10 times more careful than if you're a Democrat, because the media are Democrat, and if the media have the goods on you and you're a Democrat, they probably say no. Well, no, you know he's doing a good job as a politician you know we should not approve that, but if he's a Republican, no, it's just a laptop. Dean: It's just a laptop. Dan: That's all. Dean: Nothing to see here. Dan: Yeah, he had a bad day. Dean: We all have bad days. Dan: Yeah, yeah, yeah. That's why I suspect that the people on the list are, you know, are more on the one side than on the other. And it's, yeah, but it's. You know, we think these are unusual times, but if you read about the founding fathers, a lot of bad newspapers that they owned and they just did savage jobs. Other founders like Madison and Hamilton, just ripping each other. Oh yeah, just ripping each other, right? Oh yeah, I mean using language, that you'd get a lawsuit out of the language. Dean: Imagine if we brought back duels. Dan: Well, that's the other thing. They had duels. They had duels in those days yeah. Everything like that. Yeah, I think you really had to look carefully to find the good old days. Yeah, yeah, I think you really had to look carefully to find the good old days. Yeah, you have to look carefully. Dean: Oh my goodness, that's true. Yeah, I love this. Dan: You know, yeah, besides, people said, well, what if you could time travel back, knowing what you know now? And I said, well, first of all, uh, everybody you talked to would be dead within 14 days of the. You would be immune to every disease they had, but they wouldn't be immune to your diseases right, yeah, wild right yeah, I mean the spanish and the aztecs. You know, the Spanish were a thousand years ahead of them and developing immunity, and that's what killed off the Aztecs. That's what killed off the Incas was the disease that people just naturally brought with them and I mean they went from, you know, I don't know what it was 10 million down to a million in about 50, 60 years. Well, they weren't killed on the battlefield, they died of disease. Dean: Yeah, that's the thing. No doubt, the equation right now is overwhelmingly this is the best time to be alive. Dan: These are the good ones. Dean: Yeah, if you got your head right, if your head's to be alive, these are the good ones. Dan: These are the good ones. These are good. Yeah, yeah, if you got your head right if you got your head right. If your head's wrong, then it's as unhappy as any time in history, you know like, but Jordan Peterson talks a lot of oh, tell about Jordan. Dean: What were you going to say? Dan: No, he was just saying that's basically. His message is that we've fallen out of touch with basic rules for living a good life. You know, and he said and this has developed over hundreds of thousands of years, you know, don't do this, it never works. You know, and with you know, and people are saying, oh, do this. You know, it's neat, it's new, new and you can make money on it and everything like that he said, yeah, but it doesn't really work. And basic morality, basic ethics save more than you spend. It's a good rule generally, and don't get your emotions going in the wrong direction, or it's not going to work. Yeah, so you know, and that's it. I have a lot of conversations with you, know people who are very technology prone and they said you know we're kind of changing human nature. And I said no, you're not. No, you're not. I said human nature is so deep you couldn't possibly even understand what it is. And part of it is that we've been adjusting to technology forever. I mean, everybody thinks that technology started two centuries ago. Language is technology, mathematics is technology. That's what my new book is about. Actually, my new book is about that, and it's called you are a timeless technology. That okay if you're improving. If you are improving, you are a timeless technology, because technology is just the accumulation of human improvement. Dean: So if you're improving. Dan: You're timeless. I love it I love it. Dean: I love it. Yeah, that's great. Is that the book that's just released now? You'll get it tomorrow. Okay, perfect, I like that. Dan: Yeah, you'll get it tomorrow. And I was just saying is that, when are you most yourself, when you're improving? Yeah, you have a sense of improvement in this area. Yeah, You're feeling good about yourself. You're feeling in touch, you know you're feeling centered. You're feeling yeah, you're feeling really great. I remember our who's, our last, was it our last podcast? Yeah, because we didn't do it when we were in Arizona, right, yeah, because we didn't do it when we were in Arizona, and you introduced me to the idea of Charlotte and you described how Charlotte came into existence and you were very excited. Dean: You were very excited. Dan: I still am. Dean: That kind of improvement. Dan: If you're improving, you're feeling great. Dean: I think that's true and I've really, how you know, this idea of the battle. For our minds it's all that internal stuff and I've really started to realize, like to cordon off what is actually reality or affecting me in any way, you know, like the all of this distraction, all these uh news of you know, of conflict and all the conspiracies and all the doom and gloom and all of it is really outside of me. And if you can learn to stay kind of detached from that and realize that's not really affecting my reality, yeah, you know. Dan: Yeah, you know, it's really, there's Babs. Look at that. What's all that, babs? I thought you had just purchased those. Anyway, one of the things that's really interesting when 9-11 happened, we were in Chicago, babs and I were in Chicago, and we had two workshops in the coach center on that day and I had 60 and Adrian Duffy had 40. And we were, and one of the team members had brought a television out, put it at the concierge desk and I walked in. I said what's that? And they said a jet had just hit the. I said get rid of that TV. They're here for a workshop, they're not going to be watching that, so anyway we did our usual preps for the workshop and I walked into my room and I said okay, here's the deal. In the next hour you have to make a decision. You're either here for the day or you're leaving. Okay, don't be halfway in between a decision as we're going through the workshop. You're 100% here or you're 100% gone. And our team will do everything they can to find you transportation. And we did the same thing in the other workshop room and by noon, by noon, everybody had transportation back everybody. And we had a guy who is a Buick dealer and he went to a Buick. Well, gm, it was GM, I think. They had Buick. Yeah, I think he had two or three different makes. Dean: He had two or three. Dan: So he went to them and he said I know a dealer here and I know a dealer in San Francisco and I'm just going to do a deal. If I buy the car here and sell it when I get there, what kind of deal do I get? Right, right, right. And I tell you not much, not many Buicks were sold on 9-11. Right, exactly. So the guy at this end went up 20% and the guy at the other end came down 20%. So it was not a bad deal and anyway he went there. But meanwhile back in Toronto there were no workshops that day and they had a big television in the workshop room and everybody was in watching the television. Our team in Chicago had no time, had no time whatsoever. They were busy all day arranging things and everything. At the end of the day they weren't scared. Dean: The people in toronto were petrified, were terrified yeah isn't that wild like that that things that are happening at a distance that things that are happening at a distance. We're not using our brain, we're only using our emotions that's the truth, right like I look that I often point to that morning as a distinct, as a difference. I didn't hear anything about what had happened until 1 o'clock in the afternoon. I was golfing that morning. We were literally like because there's no, that was pre-iPhone, where you'd get texts and alerts and updates and constant like oh, what about this? Here's what's happening. So it was back in the days of flip phones. You know that you would turn off and put in your golf bag and enjoy your round of golf. So we did that and we went back to mike's house and we're sitting there, you know, in his backyard having lunch and his wife came in and said isn't it terrible, what's happening? And we're like what's happening? She goes what do you mean? What's happening? Turn on the TV. Turn on the TV. That's the thing. Right, it's. Our natural thing is to turn to the TV to give us the updates, you know. Dan: And of course, they're amping it up. They're amping it up too. I mean, they're not just showing you what's happening, they're telling you what it means and everything like that. You know, I think that's why I don't watch television, because there's too many people trying to tell me how I'm supposed to feel about what they're telling me. That's a decision for me to make, how I'm going to feel about it. My mother was telling me that it was two days after Pearl Harbor that she found out about it. She lived in a farmhouse out in the country and they didn't have a phone. It was 1941. They didn't have a telephone and there were no newspapers or anything. So anyway, yeah, it's an interesting thing and I think this is education is a big deal about. Education is how you think about things and how you respond emotionally to your thoughts you know, and I think this has always been true. But I think now there are people who want to come right at you. It's like you're talking about. You know talking about horses. You know the beginning of our podcast. They're listening. What did Dean just say? Dean: Horses. Dan: Okay, here's five ads. Here's five ads for me. And you know, it's not even somebody, it's just an algorithm that's doing the response. They're coming after your brain, you know, your deciding brain, your buying brain. Dean: They're coming after your buying brain, yeah what's dean buying today? Dan: it's so funny. Dean: Yeah, yeah, that's the thing. Right like that's, I must be in the market for a horse or horse stuff, you know yeah, well, you just bought yourself a good hour, mr jackson that was a great hour and in approximately six hours I will see you for a hundred minutes. Dan: Yes, and then tomorrow for even more Two full days. Yes. Dean: I like it. Dan: All right. Dean: Okay, Dan, I will see you in a little bit. Dan: I'll be in Chicago. I'll be in Chicago next week, so we'll have a podcast next week. Dean: Okay, good, I like that. Dan: Yeah, okay. Dean: Okay, see you tonight. Dan: Bye, okay, bye.

In this episode of Welcome to Cloulandia, We delve into a range of topics, starting with the impact of natural disasters like hurricanes, discussing their unpredictable effects and the challenges of recovery in affected areas. The conversation transitions into a discussion about health, where insights on traditional Chinese medicine and its approach to addressing common illnesses are shared. We highlight how ancient practices like herbal treatments and scraping therapy remain relevant today. We then explore a fascinating scientific discussion on fructose and its historical role in human survival, as well as its connection to modern health issues like diabetes and dementia. The implications of diet and sugar consumption are examined with insights from experts who have dedicated their careers to studying these links. Turning to technology, We discuss the evolving role of artificial intelligence (AI), highlighting its potential in creative and practical applications SHOW HIGHLIGHTS Dan and I discuss the impact of hurricanes, focusing on their unpredictable effects and the recovery challenges faced by affected regions. I share insights on traditional Chinese medicine, including treatments like herbal remedies and scraping therapy, and how these methods address common health issues. We examine the role of fructose in human survival and its modern connections to health problems like diabetes and dementia, drawing on expert perspectives. We explore the evolving applications of artificial intelligence, discussing its potential in creative fields, communication, and education. The conversation touches on the limitations and risks of AI, including concerns about quality and the pace of technological adoption. We reflect on the technological history of politics, discussing how innovations like FM radio and cable television have influenced public discourse over time. We share observations on the psychological and societal effects of rapid technological advancements, including shifting expectations for speed and efficiency. The episode highlights examples of AI in action, such as automated customer service and editing tools, and their implications for productivity. Dan and I discuss the contextual complexity of decision-making, emphasizing the importance of considering multiple factors in understanding trends and behaviors. We conclude with reflections on how these topics intersect, offering a perspective on the evolving relationship between technology, society, and individual experiences. Links: WelcomeToCloudlandia.com StrategicCoach.com DeanJackson.com ListingAgentLifestyle.com TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dean: Mr Sullivan, you have survived the hurricane, I survived the hurricane. Yes, we actually got almost nothing in Winter Haven. Dan: Yes. Dean: Winter Haven lived up to its name. Dan: No, I checked the weather condition in Winter Haven just in case I'd have to send an emergency package. Dean: Yeah, emergency, that's right we ended up. It was very. You know, it's a perfect example of you know when the hurricanes are coming. Of course you start out with that. You know the national news oh boy, there's a hurricane brewing, there's a tropical storm, it's forming in the Caribbean right now, or it's forming below Mexico or below Cuba, and then every day this is intensifying all the language, all the total emotional language, and then this is going to be devastating. And then you see the big buzzsaw working its way through the Gulf of Mexico on its approach to the mainland, and it could go anywhere, dan the cone of probability. And this one luckily stayed far enough to the west that we really got nothing. I mean, I got one band of wind and rain. It was like one of the outer perimeter bands, but not to say that it wasn't a devastating hurricane, because the whole the Gulf Coast, like in Tampa and St Petersburg and especially up in the Panhandle, they got really like rocked with this. And then North Carolina is getting pummeled with flooding and I mean like unbelievable stuff that's going on. Yeah, it's wild. You know our friend Chad Jenkins. He's got a place in, or had a place in, the mountains and the whole road going into the community just washed away, you know those guys are gonna be. I mean it's gonna be a long cleanup to get up from under all the flooding and stuff that's happened in North Carolina and most of you know Georgia and North Florida, but just shows you what it was? Dan: Well, it must have gone pretty far north, because Joe Polish was doing an event, supposedly today. Dean: In Cincinnati, yeah. Dan: In Cincinnati and the stage got destroyed. Dean: I saw that. The whole event, so it got pretty far north yes, yeah, because cincinnati I mean I think two things there, right that that's. Most people don't realize actually how far south cincinnati is, as you know, you know, it's almost kentucky, basically kentucky. Dan: So yeah, you can see. Well, comington is right across the river. You know Exactly. Dean: But still. Dan: I mean compared to Florida, it's pretty far north. Dean: Oh yeah, You're absolutely right. Yeah, you're home safe. Dan: Oh yeah, yeah, no, it's been nice here, it's been you know we've had probably the classic summer in September this year, I mean here it is almost the end of the month and all the leaves are completely green. We have a big Lots of leaves. We have lots of leaves with big oak trees that we have in our compound. We have six or seven, I think, seven big, seven big trees. But, nothing's turned yet, none of the colors have started yet, but it's been warm. It's been. You know, yesterday was 73, 74, which is great. Dean: It's the best. It's the best. Dan: Yeah, it's been terrific, and yeah sorry you couldn't make it to. Dean: Genius Phoenix, yeah. Dan: It was great. It was great. Who'd you catch that call from? I forget. Dean: Oh my goodness, Super spreader, super spreader Sullivan, that's you. Dan: Yeah, what was that? But? Dean: that came on fast. Dan: You know he. Dean: We had brunch on Saturday were there was nothing going on. We had dinner sunday night at your house and then monday, you were like full in the throes of it. And then we had dinner monday night and of course I was right beside you and by by Wednesday I went downhill, you know, and I could tell that it was coming on bad and I was supposed to speak at Giovanni's big event in the Arcane Summit, but I could tell I was going downhill. And then, thursday I switched my flight to come back to Florida because the original plan was I was going to speak at Giovanni's event and then on Sunday, fly to Phoenix for to be with you guys. Dan: Yeah, but anyway I made it home. Dean: I made it home just in time. I went full immersion in you know self-care, nipping in the bud, I think the warm, moist air really a lot to get rid of it yeah, well, you still sound like you, I was just gonna say you still sound yeah, no, I still, yeah, I still have it. Dan: Yeah. So we went to we have a really great chinese doctor here in toronto and uh you know, he does everything through pulse and he took my pulse and yeah his name's dr zhao and you know I've got a track record going back 20 years where you try this, it doesn't work. You try this, it doesn't work. You go to a doctor, it doesn't work. Then you go to dr zhao and within three or four days, then take these little. Dean: I went to a chinese doctor one time. No, they're herb. Dan: He gives you little packets of herbs and you make them like coffee and it's foul tasting, as it should be, and three or four. I can feel myself coring up already. I went on Friday and we have a Vietnamese massage therapist going back 30 years now. She's been with us since 32 years and she does scraping. Do you know what scraping is? Dean: I do not. Dan: Is that? No, it's. You know, she scrapes the skin hard. You know it's hard. Yeah, it's painful, it's actually quite painful. She did it on me. I just came from that about an hour ago. Dean: What is she scraping it with? Dan: Well, I don't know what it is. It's like stones. A special tool, it's like stones, oh, like bones. Yeah, sharp stones, you know. Dean: Bone things. Dan: yeah, and she doesn't take the scalp. You know she doesn. She doesn't take your scalp off, she just scrapes your back and scrapes your chest and it releases all the phlegm. You know the interesting word phlegm? So Chinese and Vietnamese in a space of three days and I'll be as good as new on Wednesday. In about a week. Takes about two or three days. Takes about two or three days you know I'm very, you know I've got a lot of compartments in my brain and people say you don't believe in that stuff. No, I do. And I said I think it works, even if you don't believe in it. Dean: Right, that's exactly it. Dan: Yeah. Dean: It's not up for debate. That's funny. Yeah, well, you went to the Chinese have. Dan: yeah, well, you went to the chinese have lasted. Dean: The chinese have lasted a long time, you know, and I guess some of it works did you go to canyon ranch? Dan: this time no we just we went to richard rossi's. Oh, that's what it was, I knew there was something yeah yeah, what was the big. Dean: It was good. Yeah, what was the big yeah, there he had to. Dan: Richard is just terrific in his curating of scientists. You know, he had a lot of scientists come in and talk and we had two especially one of them around 70. And he's been looking into the impact of fructose pretty well for 60 or 70, 50 or 60 years. And he really says that fructose is basically involved in anything bad that happens to you. You know, almost every kind of ailment and disease there's a fructose trigger to it. And he said and it was once a very good thing, when you know, thousands, tens of thousands of years ago, when we couldn't count on food, you know the food supply was not a predictable thing and he's just traced it to three or four genes. That got changed back in the prehistoric times when it was very necessary to stock up on fruit. You know, eat fruit as much as you could before the famine season came, usually winter, you know, sort of. You know there wasn't any food. And Buddy said then it's, you know, it was good at one time, but now we're in different conditions and now it's a problem. So anyway, he was great and I'm going to have him as a speaker at CoachCon 26 in Orlando. His name's Richard Johnson. Yeah, fascinating guy. Yeah, fascinating guy. And his whole career has been based on taking his research as far as he can and then finding someone in the world who has mastered the whole area that he's just entered. And he does a collaboration with them and then they create something new, and his whole career has been these collaborations with people who are more expert at what he's just discovered. And then they together do something even beyond what either of them have done before. So he's going to do one day on fructose and he's going to do the next day on collaboration. Dean: Oh wow, is he mad at fruit? Is he mad at fruit? Is fruit considered the same thing or is he talking about? No, it's Coke, it's Coca-Cola. Dan: That's what I mean. Like the fructose corn syrup, but not naturally. No, he's not against fruit. He the process, the intense fructose that they use, you know, to get people addicted to other kinds of foods yes, oh exactly, yeah yeah wow, but it was very interesting just how step by step, how step, he tracked down sort of the culprit. You know, and he said that pretty well, almost anything bad that can happen you. There's a fructose trigger in it. And you know and he said that pretty well, almost anything bad that can happen to you. There is a fructose trigger in it. And you know, then, including dementia, like including dementia and well diabetes leads to dementia. You know. They now have a pretty clear connection between diabetes and dementia. Dean: And yeah, that was what they're saying. I heard somebody refer to it as pre-dementia. Diabetes is pre. Like you know, everybody's walking around with pre-diabetes and the next level of diabetes is pre-dementia. Dan: Yeah, yeah, and then pre-dementia is pre-presidency. Dean: Oh my goodness, exactly. It's almost like a requirement. Dan: It's almost like a requirement. It's almost like a requirement. It's almost like a merit badge. Yeah, when we're coming down the stretch it shows one thing We've had a virtually uncapable person in the White House for four years and the country still runs. That's what I mean. Dean: That's what I really see. I think it's yeah. Dan: I mean, I don't think it gives you the sense of momentum that probably a good president would do. But here we are, you know, and who knows who's actually been making the decisions for the last four years. You know, it's an interesting test case, you know. Yeah, I don't think the israelis could get away with that oh my goodness, I just saw I think, they need someone. I think they need somebody right on the job, you know in the moment at all times they don't have much margin for error no, exactly yeah, that's wild huh. Dean: Well, I mean, uh, I just saw you were coming now into october, very around the heels here. So we're coming down the home stretch ready for the october surprise. Dan, everybody is all wondering what's the October surprise going to be, you know? Dan: Yeah, there may be no surprise. Dean: That could be the surprise, right there. Dan: Yeah, yeah, it's hard. It's hard to, you know, impose the past on the future. You know I mean it may, nothing may happen, it may just go along the way it is. Nothing may happen, it may just go along the way it is. But I feel that the Kamala is losing ground. Each week I get a feeling that there's this kind of erosion. that's happening week by week but she doesn't have any message. As a matter of fact, she's avoiding messages and I think it's hard to get the ground troops excited when you don't have a message. It's hard to get you. You know it's hard to get the check writers interested, probably in the last 33 or 34 weeks when you don't have a message. Dean: One of my favorite things that happened was I don't know whether it was an official ad or whether it was a meme, but it was Kamala saying if Donald Trump wins, there'll be the largest mass deportation in American history. Can you imagine what that would even look like? And then it ends and it goes. I'm Donald Trump. I approve this message. How perfect is that. Dan: Can you even imagine what that would look like? I'm Donald Trump. I approve this message. Dean: How perfect is that? Can you even imagine what that would look like? I'm Donald Trump. I approve this message. Dan: I think he's a rascal. Dean: But that's like so funny. Now we're getting somewhere. Dan: Yeah, oh, yeah, yeah. Even my opponent is working for my campaign. Dean: Exactly. Oh my goodness, so funny. Dan: Yeah, yeah, yeah, yeah, yeah. But you know, I think that there's kind of like an American center at any given time, like yeah, this is my yeah. What is it I started voting in? 68 was the first year that I voted. First presidential election because it was. The voting age was 21 when I was 20 and 64. I was 20 and 60. So I couldn't vote for the presidency in 64, so I had to wait until 68. And so you know, that's a whole number of years. It's 32, it's 56 years, so this is my 14th election and the thing is that at any given point there's sort of a center to things and I think the center moves around. But the person whose activities and message most corresponds to the American center during presidential year wins. You know, they just win I think it moves and I think America is a bit of an ADD country, you know that hyper, focusing on something different. you know every presidential cycle something and I just get the sense that there's she's not in the center. You know, you get a feeling that what she says and how she talks about it, it's just not in the center. Dean: Oh, and there was another ad showing. You know it was taking her words from 2020 and then exactly saying the opposite right now. Like every you know so like, thing after thing, her complete change on positions. You know it's pretty wild to see when you and she says things with such conviction and matter of fact it's like there can be no other way than this. Like how do? you not see this as the thing, and then she's saying it with the same tone and the same conviction the exact opposite thing. It's pretty amazing. I started watching last night, about halfway through, a documentary about Lee Atwater. Does that sound familiar? He? Dan: was quite Lee really changed American politics. Dean: Yeah, I didn't really know about him. I'd heard the name, of course, but yeah, this documentary really kind of digs into it. I didn't realize he was Karl Rove's mentor and so pivotal in Ronald Reagan and the Bushes. Dan: Yeah, he was the first of the take no prisoners, so there's a lot of shenanigans going on, so there's always been shenanigans. Dean: I guess that's really the thing Whenever the stakes are high, clever people are going to dream up shenanigans. Dan: Yeah, he was the one who George Bush Sr the outrouter was this is 88, 1988. Dean: Yeah. Dan: And he took down Dukakis in about three weeks. Yes, dukakis was kind of a, you know he was a governor of Massachusetts and sort of solid you know solid record and everything else. But boy, he was not prepared at all for the type of things that happen when you run for president, I mean when it's nationwide governor who's been basically in one state for all his political career, you know, just doesn't have the experience to deal with what can happen on a national level. I think that's one of the things that gives Trump the edge, I think is the fact that this is his third complete national campaign. So you know, from everything I've read about him and everything, I think he's a fast learner. You know he adjusts quickly to new circumstances, and so I think that just understanding how the entire campaign works, in it. you know it really starts about 18 months before the election day and you know to know exactly, step by step, what's happening, I think is a huge advantage. Dean: And it became clear watching the Lee Atwater thing that it's really it's most with what I was, you know, thinking, reading in same as ever. You know where the whole thing is, that good news takes, you know, build slowly and against resistance, and bad news gets is immediate, and that was what his thing was, what he found, what he said he found fascinating is you could end somebody's entire career in a day, that it could all fall apart. You just had the right thing that hits the right chord and it catches fire. And in another election he was accused or suspected of arranging this third party candidate to say the things that the primary candidate couldn't say, draw attention to this candidate's lack of belief in God, and it was really something. Dan: I think he died around 90, 1991. He got cancer or something. He died young. I mean he wasn't very old. I think he was in his 40s when he died. It's really interesting when you look at the technological basis for politics and you know the left, you know, goes frantic. Left and right is an event. I don't know if you know where left wing and right wing or the listeners do. It comes from the French Revolution. Dean: The French. Dan: Revolution, they had a national assembly and on the right were the traditional landowners in France. So these were families that maybe for half a millennia had owned land and there was always suspicion in how rich people got their land back then. You know, you never knew how they got their land. And then there was the church, and the church was on the side of the landowners. And then there was the government, you know the monarchy. They were the supporters of the monarchy and they were on the right, and the ones on the left were actually the new news media, the new intellectual class and actually the bureaucrats, the new bureaucrats who you know the state was getting big and you had these bureaucrats and they were on the left. And so that's really you know where that term right wing and left wing really starts, and and you know it's gone through different shapes and forms over the last 250 years or so. And but what I believe is that after the Second World War, the mainstream of the university were basically the mainstream and they were actually. Today we would say that they were sort of left wing and there really wasn't any right wing. There really wasn't right wing, because they controlled the magazines, they controlled the newspapers, they controlled the radio. Television was just, you know, just in its infancy, and there was one technological change that actually brought what we call the right wing today to the forefront, and it was FM radio. And FM radio was possible in the 1930s or 1940s. They already knew the technology of it, but that NBC, which was the dominant network. Back then you had ABC, cbs and NBC, but NBC was the dominant and they didn't want FM radio. So they literally stopped it for 30 years and then the government had to overrule them and allow FM radio to exist. And when FM radio came in it became the radios of the big city because it's got very limited bandwidth. Dean: You know it reaches. Dan: I don't know bandwidth, I mean FM doesn't go more than about 30 miles. Pardon me, but it became the radio station of the universities and the big cities. Dean: New York. Dan: Chicago, boston and everything else, and they moved out of AM radio and they said we don't want that small town stuff, am radios. So they left a vacuum. What we would call the left wing today moved to FM radio like national public radio is all FM radio, which is left wing. The NPR is the left wing medium. Based on today's landscape it's left wing and it just left the entire right wing with many more stations, but they had tremendous reach, like AM radio. You know, on a clear night in Ohio when I was a kid, I could get New Orleans, I could get St Louis, I could get Chicago, I could get New York, Philadelphia and I could get the charlatan radio from Mexico. Yeah, mean that was a million watt, million watt, radio station. Dean: So you had these really powerful radio stations and they were just abandoned was the idea behind fm, that it it was a shorter length but a higher quality signal. Is that what was? Dan: Yeah, yeah, yeah yeah, and you know, and it was available. So all these bandwidths were taken over by big city stations because you couldn't get the reach. You know you couldn't get the reach, but what you could make up with it was a denser population. So you would have a, you know, a big city would have a much denser population. So you would have a big city would have a much denser population. And what these stations got taken over by were religious congregations, preachers and everything like that, and they were against the mainstream government. Know, that's where Rush Limbaugh came along. you know he became the and Billy Graham came along. Dean: Right. Am radio is where you often think about. That was you know became talk radio. That's really where that all started, right. Dan: Yeah, yeah, yeah. And the Democratic left in the United States just lost its control of AM radio, you know, and that was a big technological change. And then cable television came in. Of course you could have any kind of station, TV station. Dean: So there was a technological basis to politics technological basis to politics. Yeah, this is. I was listening. I've just been exposed in the last week here to the I think it's called Google Notebook, and it's the AI that you can load up you know some text or you know information into train, the kind of whatever the language tool is that it's drawing from, and it will create a podcast that's two people talking and explaining. You're making content about what you load up, for instance, like I just thought you know, it's pretty like it's amazing to hear these no, I listened to it. Dan: I listened to it. Oh, you did okay for the first time. Dean: Yeah, hamish what's? Dan: hamish mcdonald's. Uh, yeah, yeah, it was a particular piece of legislation in. Prince Edward Island. And so the government was using Google notebook to explain it, and it's a man and a woman talking to each other. And they said, and I mean the discussion quality and the voice quality was really terrific Like it sounds like two real people but the thing was they were just uniformly enthusiastic and positive about the regulation or the regulations that were doing that and that was my tee off that this is phony. Not phony, but artificial, right, you know I mean. I mean artificial. One of the meanings of artificial is phony. You know and everything. But it was really interesting to listen to it and I think it's good for education, explaining things you know. Dean: Yes, yeah. Dan: Because they go back and forth with each other, so I thought it was pretty good. Dean: Huh, and just like. So you look at this as this, if this is crawling, you know, if you look at that as the beginning of it, because that's the first I've seen of that capability. It's really pretty. It's really pretty amazing what we're up against. Just to put it in context, I heard someone talking about where we are now, the new I don't know how they number them, but the 0.01 or 01 or whatever now is the latest level of it context of a scale like the phases, the level five kind of thing, being the peak. You know, general intelligence, that that knows everything, this 101 or 10 or whatever it is. It was just tested at 120 IQ, which is higher than 91% of the population. Dan: And it means that 91% of the population isn't going to understand it. Dean: That could be. I mean, that's exactly right. Dan: Or listen to it. Yeah, but they're saying that if we look at the scale. Dean: If we look at the scale from 1 to 5, we're at about 2 right now, on the way to 5 by say 20 or whatever. Dan: I don't know really what that means. Iq 120 about what? Yeah, I mean. Dean: Yeah, I don't know I mean even IQ itself. Dan: You know it's being more and more discounted, as you know, as any kind of, I mean. What it means is pattern recognition. I think the Q now comes back to pattern. But, for example, above 150, I mean there's's people, there's an organization called mensa I mean yeah, you know which is people? I think it's 160 or above and what they find is that they're kind of dismal failures. You know, yeah, you know. Dean: No, I heard a thing that the actual, most, the most beneficial iq is about 125. Dan: that it gets in the way yeah, yeah, yeah, I think it's the practical realm, the practical realm is 120 to 140. And you know that people think better than other people, but they also make better decisions and they take better actions. I think that's probably the realm, and it's very interesting when they compare all the IQ tests of men and women. They have different curves. And so there's far more males below 100 than there are females in relationship to how many males. So a higher percentage of males are below 120 or below 100 and a much bigger percentage of males are above 140. And the women control the area between 100 and 140. I mean just statistically based on yeah, and so the idiots and the geniuses men have they struggle, that's funny, I had them. Dean: so, yeah, I, yeah, I did. Years ago as an adult, though, I did my IQ just for fun, to see what. See where I'm at, and it's always 140, and which was see where I'm at. I was 140, which was very superior intelligence, dan, they call it VVSI on the tip of the I knew that the moment I met you. That's so funny. Yeah, I don't know what that means. Dan: It was a good choice of restaurants. It was on Avenue Road. Dean: That's exactly right, yes, yeah, that's right. Yeah, boba, yeah, yeah, so funny. So I think that this I remember saying to you a few years ago. I remember somebody tweeting which I thought was funny. They were saying however bullish you are about AI and circa 2030, you are insufficiently bullish, is what they were saying, and I thought those words just struck me as funny. But now we're starting to see, like, because that was even before ai, that was before t came out, because that's really only it's. It'll be two years in november, right that we? got the very first, 30th, 30th of november well, the very first sorry, that's okay the very first taste of it. And look at how it's changed in two years. You can only imagine what it's going to be in 2030. Dan: But I don't see any real impact of it out in the world. I don't see any impact. Dean: Yeah, let's talk about that. It's not obvious. Dan: Yeah. Dean: I don't see anything. Dan: Yeah, my sense is that we're sort of in a tinkering stage right now and that you give AI to one person and they do something with it. You give it to another person and they do something different with it. You give it to a million people and a million people do a million different things with it, but I don't see any unity or focus to it whatsoever, any unity or focus to it whatsoever. And it's bothering the investment markets, like Goldman Sachs, the big investment bank, who they're sort of alert to trends in the market because that's how they make their money. They said that they're very disappointed that in two years there's been billions and billions and billions of dollars spent in corporations bringing in AI, but they don't see any results whatsoever yet. So I think it's. My sense is that it's having a great impact, but it's not measurable by standard economic standards. It's not measurable, it's invisible standards. Dean: It's not measurable, it's invisible, right, and I I wonder, like you know, I've been talking about and thinking about this. You know I almost liken it to the way when the iphone came out. We had all the capabilities that went with it, right, like the gyroscope and the geographic, you know, knowing where you are geographically and the accelerometer and the touch screen and all of those capabilities that it could do, and, of course, the first things that people did was make games that you could you know, the other thing is photography yeah photography really changed huh, and now you see, like yeah, because now the, but being able. The big difference now with the ai is the sort of generative creativity, the photography and the things. I was laughed. There was about several years ago when AI was first start of sort of really getting legs. Before GPT, there were just the micro capabilities that AI was using. There was a website, and still is called thispersondoesnotexistcom, and every time you push refresh on the thing it creates a new image, photo image of a person that is an amalgam of all of the photo. You know millions of photos, and so it just is infinitely combining characteristics and hair color, hairstyle, eye color, skin tone, facial features, all of that to make a unique person that does not exist. Those are now along with the. When you couple that with the capability now of creating video avatars, like the AI videos, that you can have them say your script you know in, and it looks like a real person doing those things and it's just. I think, as all these capabilities come together, it's going to be a lot like the app store, where people are going to corral these capabilities into a very specific outcome. You know that you can. You know that you can tap into. I mean what a time to be a creative right now, you know, in terms of having vision and being able to pair up with infinite capabilities. Dan: Yeah, it's kind of you know I mean, there's some interesting insights about that that you're still constrained by one thing, because that on the receiving end of all this, people can still only think about one thing at a time. Okay, and you know so, you're not going to speed up anybody's intelligence on the receiving end. You may speed up your intelligence on the grave, but you're not going to speed. As a matter of fact, you may be dumbing them down at the other end. But what I think it's going to do is big systems. I mean, one of the great big systems that's been created over the last probably 50, 60 years is air traffic control. So there's not been a commercial accident in the air. I think it. You know, it may be 15, 20 years, I don't know. The last time, two planes collided in the air Right, right Like a collision in the air. And there you know, if you go back to the 30s, 40s and 50s, there were quite a few, you know, fog or something and everything like that, and so I think it's going to be big systems, like big electrical systems. That's where you're going to see the impact. I don't think it's going to be at the individual level. I think it's going to be at the big system level, and my sense is the Israelis are doing a lot of this at the big system level and my sense is the Israelis are doing a lot of this. I think the Israelis and you know the precision bombing they're doing now is really quite extraordinary, like they killed the head of Hezbollah on Friday. Dean: I just saw that. I saw something about that. I didn't have a chance to dig in, but that guy yeah. Dan: And they? First of all, they phoned everybody in the neighborhood within 500 meters and they said get out within the next 20 minutes because we're going to be bombing some buildings. So they have everybody's phone number. like in Beirut and Lebanon, they've got everybody's text number and phone number and they just mail them and says you know, get out of your building because there's bombs coming, you know. And so it was colossal. They cleared a block. I mean, when you look at it's three buildings and there's nothing but rubble and everything like that, well, there are hundreds of people around there. I think two people got killed and you know 50, 50 were injured, but I think you know typically technology leaps ahead in warfare, you know 50-50, we're injured, but I think you know typically technology leaps ahead in warfare, you know that's number one. Number two is games, you know, and the gaming industry is probably using this extraordinarily quickly and you know, and other forms of entertainment, other forms of entertainment, that's where it happens. But yeah, I'm not seeing the big jump. You know, I hear, you know Peter Diamandis sends out this is going to happen. And then you extrapolate in a straight line Well, because they're IQ 120, you know, in five years is going to be IQ 180. But most humans with 180 IQ are pretty worthless yeah you know they can't change a tire. You know they have problems in practice, right exactly yeah, they become more impractical and it's not clear that, beyond a certain amount of it, that intelligence is that great an advantage? You know, I don't know, I'm not, you know I'm, don't know, I'm not, you know, I'm just not convinced. Yet I mean, I use, you know, perplexity, and you know I really like perplexity because it gives me nice answers to things. I'm interested in, but not once has anything I've done on perplexity actually entered into my work. Dean: Right, you know it's Stuart Bell who runs my 90-minute book team. You know we were having a conversation about it and you know they're integrating into the editing process some. Dan: AI. Dean: So the first two passes of editing are now AI. First two passes of editing are now AI and he was amazed actually at how good it is. Most of the time the editing process is reductive, meaning that there's less. You put in this many words and you come out with something less than that many words. But this past, the way they've got it going now is it actually is a little bit expansive and you come out with about 10 more words than what it was, but reads. But reads very, you know very easily. So so he's very impressed with the way that's gone and it happens in moments rather than days of going through a traditional editing process. That was always the biggest time constraint. Dan: Bottleneck is the editing process, but that means that you can only charge less for it. Time constraint, bottleneck is the editing process, you know. Dean: Yeah, but that means that you can only charge less for it. I mean, let me just pose a counter possibility. Wait a second now yeah, possibility. Dan: I had a lawyer once and he said everything went to hell in the legal industry when fax machines came in, and he was explaining this to me that he said it used to be that you'd go and have a meeting with the client and then you'd go back and he would grant you three or four days to make revisions and then you know, send it by courier and over yeah and he noticed that over the first two years of fax they expected the revisions to be back that day so if things speed up people's expectations. People's expectations jump to saying well, you know, you just ran that through the ai, so why should I pay you for? You know I would. It take you three minutes to do this, you know why should I but? You put yeah. So my sense is that there's an economic factor that doesn't increase when the speed increases. Actually, the economic factor decreases as the speed increases. You know it used to be that they gave you two weeks to come up with a. You know a script for a play. Now they want it back an hour after you've talked you know, because they say well, we're not. We know you're using the ai and so you know we expect it to happen sooner you watch. I mean, we'll just keep track of this on our podcast as we go over yeah, but once you have a tech, once you have a speedier technology, people's expectation of speed goes up to match what other evidence is there for that? Dean: what other analogs? Dan: well, fax machine, yeah, fax machines and an email. Yeah, email very definitely, but the world hasn't slowed down with faster technology. Dean: No. Dan: No, everything's gotten faster. It's like sugar. Dean: Yeah, sugar. Dan: Everything speeds up. Everything speeds up with sugar. Dean: Yes, exactly, I don't know. Dan: You know, all I know is, in my 50 years of being an entrepreneur, I don't feel I've ever been at a disadvantage by adjusting to technology slowly. Dean: Yeah, it's just I just see now, if you take the through line of where things are going. Like I was really kind of amazed by this couple on that Google Notebook podcast, Like just that as a capability is pretty amazing. You know, I think you know and you're seeing now, those AI, you know telephony things where you can talk to an AI. Dan: A lot of it is things in sales they're doing. Chris johnson yeah, chris johnson in prezone really has an amazing. It's a calling service yeah so he had 32 callers and now he's got five callers and that's a real noticeable thing. And the software and I he gave a an example is about a minute and a half of the caller calling a woman and she's got it. It's. She's got a slight accent I can't quite tell what the accent is, you know, and but she's very responsive. You know she's very responsive and their voice modulation goes up and down in response to the person who answers the phone call you know, and, as a matter of fact, he's the person who answered the phone sounded like a real deadhead. So we were about halfway through and I said to Chris. I said which one's the robot? I can't quite tell. Dean: Which one is the? Dan: robot. The person who answered the phone was just really dead. He was really monotonic and everything like that. Dean: But the caller. Dan: She says, oh well, she says you know. She says you indicated interest in finding out more what our company does. And I'm just calling to schedule where we can give you a little bit more information. I'm not the person who does that. I'm just going to set up a meeting where someone can talk to you and it won't last more than 10 minutes, but they're really experts, and so I'm looking at the schedule for tomorrow and I've got 10 o'clock and I've got 3 o'clock. Would one of them be useful for you? He said something like 3 o'clock and I've got three o'clock. Would one of them be useful for you? He said you know something like three o'clock. He says, good, I'll put you in there. And he said you know, we just want to give you the kind of information that would indicate if you want to go further in that and everything like that. So thanks a lot for this and it was really good. But that that AI program can make 25,000 calls a minute. Dean: That's crazy isn't it? Dan: In other words, if people answered the phone as a result of sending this out, you could have 1,000 people talking at the same time. Now, I see that as a real breakthrough. Dean: Yeah, agreed, I mean that's kind of ridiculous. but yeah you think about that? I you know, when I started out in real estate I would do. I was making a hundred cold calls a day, but I was doing a survey. Was my, was my approach right? So I was saying the same thing. My idea was that I was going to call through the phone book for Georgetown, but I didn't want to, and then I would make a record of I had little or D, and I would only, of course, then follow up with the ones who were willing, happy and had a potential need in the future. That was my game plan and I would make these calls. I was just thinking now how easy it would be for an AI to do that now, like I would just call people. I'd say hey, mr Sullivan, it's Dean Jackson calling from Royal LePage. We're doing a quick area market survey. I wonder if you have a minute to be included, and most of the time they'd say no, or sometimes they'd say yes. But even if they said no, or I would just say it's just five questions that take one minute, I promise, and most people would go along with that and then I would just ask them have you lived in Georgetown for more than five years and how many years in your current house and how'd you happen to choose Georgetown? And then, if you were to move, would you stay within Georgetown or would you move out of the area? And then, whatever they said, I said when would that be? When would that be? That was the punchline of the whole thing and it was so. You know, it was so amazing, but I could you imagine making 25 000 of those calls in one minute. You call george, every household in geor, those calls in one minute. You call every household in Georgetown in one minute and identify all the people who were, because I could imagine an AI saying having that exact interaction that I just shared with you, right? Oh yeah, just the yeah, we're just doing an area market survey. Wonder if you'd have a minute. It's just five questions, one minute, I promise, and then go right into it. I mean that's pretty amazing. You know, if that's a possibility, that's a pretty. Dan: Well, I think you know. I mean, here's where you're. You know we're at the crawling stage with it, but again it all depends on whether people answer the phone or not, right? Dean: We're finding about a third. So we've got a lot of our realtors and others are, you know, following up with people who request books. So when they dial about a third of the people will answer the phone. Dan: Basically you just never reach me. But yeah, my sense about this is that there's very definitely an increase in quantity and I'm not convinced yet that there's an increase in quality, you know right. Right, you know quality of experience and so, for example, you know quality of experience and so, for example, what Hamish McDonald was sending me had to do with the piece of legislation, because there's something that they want to do and it requires following the rules of government ministry. But it was a little too cheerful and enthusiastic. I found the couple's talk. There would be no negatives in it. And I've never had any experience with government that didn't have a negative in it. So, from a possibility. Dean: I wonder if you could have. I wonder if you could, you know, prompt one person to take the positive one, to take the negative or debate it. Dan: You know, debate fun to take the negative or debate it. Yeah, you know, debate could be, you know, yeah, but my, my sense is that we get better at spotting dishonesty. You know like yeah, my sense, I think one of the like I. I have people who use ai all the time and you know, and they send me something and I read it and then we have a discussion over the over Zoom usually, and I'll say I didn't quite get it from what you wrote. There was something missing from. So I'm just going to ask you a whole bunch of questions like content wise. But the context is the real. You know, context is hard to grasp unless you're telling the truth, you know, and the reason is because you have to be touching about 10 different points, and one of the things I find with perplexity the AI is I've got this sort of way of approaching and perplexity always has to tell me 10 things about the subject I'm interested in. Okay, so 10 things. For example, I asked, I put in 10 reasons why evs are not being adopted as quickly as was predicted okay and 10 and phew, 10 of them, and you could see that each of them was a little bit of a game stopper. But when you put all 10 of them together it really gave you a sense of why there's a lot of late nights in the EV world right now, trying to figure out why things aren't happening as fast as they could be. So that's a contextual answer. It's not just, and what I've discovered from working with perplexity is there's no reason. There's no one reason for anything in the world. There's always at least 10 reasons why something happens or why something doesn't happen, and everything else. Dean: Yeah. Dan: I'm being educated. I'm being educated, but it's just something that's developed in the relationship between me and the AI. You know, because if you say what are the reasons why AI is not or E-MAT being adopted as quickly as we thought, I think the answer that came back would be very different from my tell me 10 reasons, because it just does what you ask it to do. That's exactly it. Dean: All of it has to. You have to have somebody driving. Yeah, holy cow, it's top of the hour. Dan, that's so funny. I put up a post on Facebook today about just before we got. I told you, ai makes things happen faster it really does just even our real life conversation when you talk about AI, the hour just speeds by. Dan: It really does anyway. Yeah well, you know it's a forever subject because we're going to be with it from now on. Dean: I think that's true, yeah. Yeah, love it All right. Well, you have a great day, all right, and I will talk to you next week. Okay, Thanks, Bye.

  Chad Jenkins discusses the transformative power of collaboration and unique value contribution in entrepreneurship. He emphasizes the concept of "third mind innovation," where partnerships can unlock creativity and drive success. Through his company, SeedSpark, Chad advocates for leveraging individual strengths and resources to create meaningful outcomes, rather than following conventional business practices. He shares insights on managing perfectionism by embracing an 80% completion mindset and views entrepreneurship as an infinite journey focused on growth and impact. For entrepreneurs, he highlights the importance of knowing one's strengths, responding to customer needs, and fostering a culture of collaboration.

In this episode of Welcome to Cloudlandia, Dan and I have a thought-provoking discussion on balancing political views with interpersonal dynamics. Dean shares delightful tales from mingling with influencers in Toronto, like Joe Polish and Evan Carmichael. The intersection of politics and entertainment is examined using Taylor Swift as an example to explore the idea of keeping various domains of life separate. Dan emphasizes the growing importance for political figures to focus on their designated roles. SHOW HIGHLIGHTS We discuss the balance between political views and personal relationships, sharing anecdotes from our own experiences and the importance of keeping these domains separate. Dean shares stories from his recent social gatherings in Toronto with influencers like Joe Polish and Evan Carmichael, highlighting the social dynamics of such events. We explore the intersection of politics and entertainment, using Taylor Swift's political expressions as a case study, and reflect on how public opinion can be influenced by celebrity endorsements. We examine the underlying economic factors driving societal changes, emphasizing the costs of money, energy, labor, and transportation as key drivers beyond political discourse. Dan highlights the resilience of the entrepreneurial spirit in adapting to political landscapes and the role of the U.S. Constitution in shaping American society. We take a nostalgic journey back to the 1950s, discussing cultural elements like TV dinners and the Mickey Mouse Club, and how these shaped our personal stories. We reflect on dietary changes and the shift towards healthier habits, sharing insights on the enduring freshness of certain foods and the importance of sustainable eating practices. We emphasize the importance of building good habits, using personal anecdotes to illustrate how small, consistent changes can have a profound impact over time. We explore the concept of accountability buddies and consistent routines in managing personal health, highlighting the significance of protein intake and balanced diets. We conclude with a philosophical reflection on human nature and the challenges of making lasting lifestyle changes, underscoring the importance of long-term vision and ethical behavior. Links: WelcomeToCloudlandia.com StrategicCoach.com DeanJackson.com ListingAgentLifestyle.com TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dean: There we go, mr Sullivan. Ah, much better. Okay, great that was my AirPods for some reason. Or, dadiki, you're not the first one to say it, so I'll just put it on. We'll go old-fashioned here, just on speaker. Dan: Yeah, yeah, sometimes old fashioned here just on speaker. Dean: Yeah, yeah, sometimes old fashioned works, you know, sometimes yeah, I can give you an example. Dan: I can give you an example Oxygen you know, been around for a while. Most people don't give it a thought. Most people don't give a thought, and yet, and yet, it's. Dean: I find I appreciate it, you know of a thought and yet, and yeah, that's yeah, I find I appreciate it. You know well, I have, you know, as you know, I have a new appreciation for oxygen, whereas a couple of years ago my lack of oxygen was a problem. But yes, yeah I fully appreciate oxygen. We were saying how we just so everybody knows we had a little false start on the cast. We had static, so the first minute or so was we decided to switch over to this mode here. But we're saying I'm in Toronto right now, as is Dan. We had a nice brunch yesterday and I was sharing with Dan that. I had dinner with Joe Polish last night and Evan Carmichael and Chad Jenkins and Krista and I can't remember her last name, dan, but she lives in Vancouver and South Africa. Yeah, she's in 10 times. Dan: Well, anyway, I was noticing, I was just looking. They've been doing the polls on Taylor Swift coming down on the side and it's made absolutely no difference. It's made absolutely no difference. One way or the other, it hasn't made any difference, and what it tells me is that the vote is sort of locked in for the presidential. Dean: Yeah, it was locked in. Dan: Yeah, it's made a difference for her in that there's a lot of people who are getting rid of their Taylor. Swift tickets and get off. When you get off the trail you're in the weeds, get back down as much as you can. You know, and it's not particularly anything to do with this particular election, but my sense is there's a there's a growing desire on the part of people that if you're in one area of life, stay in that area of life. Don't come and, you know, don't make all of life a political stew you know, like you know everything else. Dean: And you know I wonder if there's any examples where that has worked out for people in anyone I was mentioning yesterday at the brunch that you know reminds me of the dixie chicks debacle in 2001. Yeah, and the documentary you know that came out afterwards. Shut up and sing but what, uh? Dan: and that was before. Dean: You know that was really, that was before the internet and cancel culture. So that was mainstream media driving that. Dan: Yeah, yeah, yeah, I just say, you know, I like my categories distinct and separate. I don't want the you know, I don't want them all mixing up with each other and you know, and I by the same token, in the political realm, I would prefer that the politicos, you know, the people who run for office and run office. They don't attach themselves to other areas of life. You know, just do your politicking and, you know, be good at it and when the time comes, get out. And, you know, work on your handicap. You know. And yeah, it's interesting, you know, and yeah it's interesting, and I think what it is? It's the technological, the easy technological means to mix things together. You know, I mean you see a series of five second flashes or two second flashes and it's like everything that's important is everything else and nothing means anything more than anything else, and that's not really true, you know. I mean, that's not true for any person. There's definitely things that are more important than other things, and I just don't like being told that you should mix everything together. Dean: I agree, I mean the whole yeah, it is. Yeah, I think you're right, Stay in their lanes. We don't want everything, yeah all, becoming moral issues or anything you know. Dan: Well, they all become political issues. The problem is, everything is reduced to a common denominator, that everything has a political meaning, and you know there are those who you know who do that. But I don't do that, you know I have great friends who I know I have great friends that don't vote the way that I do and the way they vote has no bearing whatsoever on my friendship with them. Dean: Yes yes, I agree A hundred percent. Dan: As long as they don't bring up the subject. Dean: They don't try and convert you Exactly. Dan: No. Dean: Yeah, yeah, yeah, I find that same thing. That's really. I mean remember it used to be more you know. It used to be like a private matter kind of thing. Right, like people would. You'd never really discuss it, but now it's like everything. Everybody's got a megaphone and everybody's very especially on the polls. I think we're definitely more polarized than I remember us being. I just remember the debate the other night. Watching the debate was just such a series of you're a liar, no, you're a liar. No, you lied about this, you're a liar and the whole. I mean, that's all it was. My favorite ever debate moment was Obama-Romney in 2008. Obama was responding to Romney suggesting that under his you know, maybe it was 2012. Dan: Yeah, probably it was McCain in 2008. Dean: Yeah, because under he was proposing that under Obama the Navy had less ships than they did in 1910. And Obama, just without skipping a beat, said yeah, that's right, and there's also less horses and bayonets. I don't know if you noticed, but they have this new thing called aircraft carriers where we can actually fly the planes right off of the ships. I mean it was just so funny that bring, there's less horses and bayonets. I mean that's pretty funny. That was probably prepared for. You know you like to think that's off the cuff, but I think that had to have been what could possibly mitt accuse us of, or maybe he said no what? Dan: what I suspect is what I suspect is that uh mitt had tried to line out previously in some other situation yeah, and you know, you know which goes to show. You only try your lines out for the first time, right? Dean: Don't do it for the second time. Dan: Right, yeah, yeah, so anyway. But I think what happens is that I was noticing that there's a real distinction between Trump, on the one hand, and Obama. Is that everybody feels they know Trump? And very few people feel they know her and even after 90 minutes of a debate, you still don't have a handle on who this person is. You know who is she is, you know and, and yeah, and I think that in the end they're going to, they're going to vote for the known quantity Risky. Dean: It's going to be various things that I'm seeing. That's my take. Dan: I mean, you know, that's my take anyway. Dean: The things I'm seeing now on my algorithm. What they're presenting to me is the I saw, you know, side by side or above and below video of her saying one thing, you know in 2020 or 2022 or whatever it was in the past, saying taking a hard stance on something, and then, in 2024, saying exactly the opposite of what she said in the you know in that time, and so very well done of letting her, in her own words, show how she's flip-flopping. Dan: Yeah, I mean, I'm a straight ticket voter. My first election was 68, and that was. They changed the voting age when I was 24, the in 64, so I was 20 years old and the voting age at that time was 21. And then they changed it in the next four years, so I the first time I voted was 68 and I've been straight ticket ever since then you know, why tell you know, why Tell me, you know why I'm straight ticking. It's simpler. Dean: It's simpler. Dan: This is who I am. Yeah, it's like we're wearing the same clothes every day Having the same uniform. But the whole point of it is that I vote on the basis of entrepreneurism. Which party seems to be more supportive of entrepreneurism? And it's definitely one and not the other, and it's been that way for 32, 56 years. It's been that way for 56 years. So that's my criteria for voting. It's the same thing here in Canada. You know, because I voted both countries, because I'm a citizen of both countries. Dean: Oh, very nice, and you are too, and you are too, and you are too, I am too. Dan: Yeah, yeah, if you care to exercise your vote. My franchise, they call it. Dean: Yeah. Dan: Your franchise. Yeah, but it's Peter Zion who I'm a great fan of and he said you know, the United States as a country, as a landmass, you know, given their position in the world geographically and looking at their demographics, have so much going for them that Americans are the only people in the world who can treat domestic politics strictly as a form of popular entertainment. Domestic politics strictly as a form of popular entertainment. And you know, and that's what I get, is that there's, you know, and I wrote a book about two quarters ago called the Great Meltdown, and what I said is that probably politics is secondary to the cost of four things the cost of money how much does it cost to have money? Interest rates, you know, what kind of return on money do you have? The second thing is energy cost of labor. So that's m e, l, and then t is transportation, and in every case the united states has the lowest cost on the planet and that means that that's going to determine things. Those four costs money, energy, labor and transportation are going to be the dominant factor and I think that politics is a dog that's being pulled together, pulled forward by those four, you know, by those four factors in society. People don't really, they don't experience them necessarily that way, but they experience that things were better four years ago than they are today. You, know, somehow they have a feeling about that, and so you know. So it's like the ocean. Everybody talks about the waves and the wind, but really it's the current that makes the difference. And I think economic factors are not winds and waves, they're the current. Oh, that's interesting. The news is about waves and wind and storms and everything else, but that's not what determines things. Dean: That makes a lot of sense. Yes, yeah, the currents are what goes underneath, as always moving in a direction for sure. I remember when Oliver Stone did the movie on Putin, where it was like an interview type of series. I don't know whether we've talked about that or whether you saw it, but his whole he was saying, you know, because Putin has seen so many presidents come and go all the way since the first Bush, right, he's just been the constant. And his analysis was that he sees all these men come and they have, you know, the desire for change and they have ideas for change, and the people, you know, they present those ideas and the people vote for them. But as soon as they get into office, what he called the men in the suits come and tell them how it really is, and then there is no change, and that's the current I think that you're talking about is, and then there is no change, and that's the current I think that you're talking about. Everybody would talk about the deep state or the you know the thing, the behind the scenes, the big picture stuff that you know it's mostly the whoever's at the helm is really winds and waves, you know yeah. Dan: Do you think that this was truly an understanding of the united states or he was just reflecting what was true? Dean: in the Kremlin, maybe I mean, but it seems so Because my theory is that there's bureaucratic families in Russia today. Dan: You know they're the result of intermarriage over a century. They were the behind the scenes people when the czar was there. They were the behind the scenes people when the czar was there they were the behind the scenes people, and they don't have political views, they just have a way of getting things done, you know, like and, and the survival of their family is the most important thing. Remember I'll switch countries here remember that guy who went on a murder streak in Norway and he walked into the parliament and he shot up the Norwegian parliament and then ran out and then he took a boat over to an island where he really did some damage and I think he killed a large number of sort of teenage children, and these were all the children of the people who were the bureaucrats. They were. You know they were upper echelon people, but they were government bureaucrats. They were sort of faceless people. Dean: You didn't know them. Dan: And he says you don't make any change unless you kill the bureaucrats. He says you don't kill the politicians, you kill the bureaucrats, they're the. You don't kill the politicians, you kill the bureaucrats, they're the ones you want to kill. Yeah, and kill the next generation. And the Norwegians, of course, don't have death penalties. So he's up, you know, working on his rubric cube or something. But it's really interesting. A lot of people don't think of that. I bet in Washington there's families who were upper echelon people in 1900, and they're still upper echelon and they intermarry like aristocracy. There's bureaucratic aristocracy and they intermarry and everything else, but they're never seen. They're never seen. You never know who these people are, but they do have power really in any way. Dean: And you know, I just look at how little, and I don't know. This may be ignorant, but how little it seems to have an impact on my life in a way that I can do anything about it. You know, and that's where I think entrepreneur, capitalism like as long as capitalism's allowed and we're allowed to pursue our self-interest, that's really the biggest driver of everything. Dan: Yeah, we're making money on election day, right Personal agency right of our own outcomes. Yeah, you know, and I've been talking. You know there are people who are just the opposite of you and they're intensely involved in it and they said you know what happens if all the people we don't like get elected? And I said you'll have a good, you'll have a good entrepreneurial year. Dean: It's being adaptable. Right, You've got to deal with what the situation is, what the current is. Dan: Yeah, but my take is that if you spend some time reading the Constitution, and there's a lot of neat videos, educational videos Probably the best source of this is Hillsdale College. It's a college in Michigan and their whole thing is that America is a unique country because of the Constitution, and so they put a lot of effort, they put a lot of money, they put a lot of time into making sure that the students really comprehend what the Constitution really does. Dean: And. Dan: I've not been there but I've. You know I became interested in it because it's not much bigger now than it was when it was enacted in the 17th, and you know it's not. It's changed very little. It's changed very little. I heard the phrase that, if you typed up the Constitution in 1789, I think is when it was enacted a single space so a single space typed, it would be 23 pages in 1789. Dean: And if you were to do it? Dan: today it would be 27 pages. They've added four pages in 230 years, almost 250 years, and in the very first paragraph of the Constitution it says this is the supreme law of the land. Okay, so the Constitution, that document, is the supreme law of the land. Nothing else can be higher than the Constitution. And then they put in a whole set of rules where it becomes very difficult to change the Constitution. So if you have an amendment to the Constitution, you got to get two-thirds of the House of Representatives to vote for it, two-thirds of the Senate and then three-quarters of all the state legislatures, so roughly, you know 37 states. The legislature would have to vote for it. And it better be a persuasive amendment. Dean: Better be compelling. Dan: Yeah, exactly, yeah, that's you know, and everybody tears their, you know, and everybody rips their clothing and tears the thing and they said, yeah, but it's a bunch of white guys in the 1700s and I said yeah but they did a good job. You know there was about. There's maybe about 3 million of them you know, total population 3 million and they were just the Atlantic seaboard and look where it is now. I think they did a good job. Dean: Yeah, yeah, exactly. I think you're absolutely right. That's kind of the thing. At the underpinning of it is the individual pursuit of it's all about the individual. Dan: It's all about the individual. Yeah, the whole thing is geared to give individuals unique freedom to develop themselves. Yeah, so I'm kind of for that and that helps. Dean: That's kind of like you know, that's appealing to entrepreneurs yeah, I'm I the direction that's going in. Dan: I'm inclined toward that direction. I kind of like that direction yeah. And so my sense is there isn't much that will happen in any election that's going to alter a 250-year momentum in a particular direction. I just don't think there's much. I mean it might be useful for entertainment purposes and everything else, and I vote. I always make sure I vote, but I go to bed at 9 o'clock. On Election Day and I just check the results in the morning Three weeks later to see who won. No, I get up the next morning and I check in. Dean: In any case, the last few times it's been. You know the real. No matter who won air quotes, it's always some question and contested and you know it'll be weeks before the final decision is made, kind of thing. Dan: Well, I just think it's a poor career choice where you get paid for being outraged. Dean: Yeah right. Dan: Yeah, I think you know I really haven't developed this thought very much, but I think so much of the complexity of society today is that there's just so many of us and we're electronically empowered. Dean: Well, you hit it on the head right there that there's so many of us with a megaphone, that everybody has the megaphone, everybody has reach to all the others and you can collectively get on a you know, collectively gather momentum with you know what everybody is saying. You and I were talking at brunch yesterday. I've been reading the Same as Ever book by Morgan Housel that she recommended and it's fascinating. It really is interesting and yeah, that kind of you know. All of this is the same as ever. Everybody's been the winds and the waves have always gone in one direction, but the current is everything. Have always gone in one direction, but the current is everything. Dan: Yeah, yeah, I mean he makes a really great case for evolution. He says you know, evolution. He says it's roughly about 3.8 billion years that we can from the early, I guess the earliest cell life. He's using that as the starting point and he says you know, a lot of things have gotten worked out over 3.8 billion that you probably can't reverse. You know 3.8 billion. So it would behoove you to pay attention in what direction evolution is going and basically how it operates. Basically how it operates and it's you know, and it doesn't have to make big changes at any point along the way. It just makes, you know, thousands of little changes, little alterations, but they're not reversible, unnoticeable, yeah yeah, yeah. And you know and I can appreciate that, being in my ninth decade, I can appreciate that that I made decisions when I was 12 years old that were good decisions, and I'm profiting from these decisions 75, 80 years later. Dean: Yeah, that is so funny. Yeah, it's amazing if you think all the way back like that. You know the decisions when you were 12 years old were in the heart of the 50s Right, the golden. Dan: Yeah, yeah it was. That was a golden era Boy that was a TV's in every car and every drive, yeah, tv dinners, yeah, yeah, especially, especially the TV dinners. Yeah, especially the TV dinners. You know, that was a big deal. And you know Mickey Mouse Club you know Right. I mean and that. Dean: What more do you? Dan: want. Right, mine was what's her name? Last name was Tracy, oh, doreen, tracy, doreen. Dean: Tracy, okay, yeah, yeah. Dan: Apparently, she was the most popular and she's the only one I met. I spent about three days of her traveling as a USO show in Korea in 1966, 1910. It was neat, you know, just having her. She was you know, she was 10. She was, you know, 20 and everything else. She was 10, she was 20 and everything else. But a nice person, very talkative and really self-reflective. I sense that this is a person who thinks about things very deeply. And she said you know, this is my last entertainment event, what we're doing here in South Korea with the USO show, which is the nonprofit organization that provides hospitality and entertainment for US military. And she said you know, I'm not. I was as talented at 12 as I am today and said I haven't gotten any more talented but, I was more talented at that time than other 12 year olds. So she said I got to be a mom. But she says I, you know. She says I've hit my head on the ceiling of being talented, and now I have to. Now I have to go back and I have to start a new career and she went back and she became a talent manager for Warner Brothers and she was from that period, you know, when she went back, when she started doing that, right straight through until she was 65 and she was well regarded as a, you know, a really first class talent manager. She had Frank Zappa. Frank Zappa was one of her. You know assignments? Okay, yeah, because he was with Warner Brothers. He was with Warner Brothers recording. Dean: Oh wow, very interesting. Dan: Yeah, but I found her a very, you know, very upbeat, very positive person, very engaging sort of person. You know, just three days about five shows and that was it. I never thought about it again until the Internet came along and I you know, just you know, I just looked her up and yeah, she had done that. And then when she retired from Warner Brothers she started a jazz and blues club in Hollywood and then she died about eight years later, she died of cancer. Dean: Oh yeah. Dan: But it was for someone I was. You know, I was right in there with Mickey Mouse Club when I was 12 years old. Dean: Yeah, you were. That's who the show was for. Yeah. Dan: Right, yeah, yeah, I mean you had Pepsi, you had chips and you had Hostess Twinkie. I mean you had Pepsi, you had chips and you had Hostess Twinkie. Dean: I mean it's a balanced meal. Yeah, a balanced meal. Wow, twinkie's been around that long, yeah, yeah. Dan: I'll tell you something. I talked to a nutritionist at Canyon Ranch about the Twinkie. And he said if you had a Twinkie from 1956, you had never opened the package. And he said you went down to the supermarket right now and you bought yourself a this year's Twinkie. And you opened them up. There's no difference. They taste the same the one from 1956 is just as fresh as the one that you bought this afternoon. Dean: Like Pop-Tarts. That's what Jerry Seinfeld said they never go stale. Dan: they can't go stale because they were never fresh they were yeah, okay, the prize is find an organic part of a twinkie. Dean: There's nothing organic about this treat joe was just telling me about this research that's all coming out now about seed oils and things that he's talking about. I think there's a book called Dark Calories I think is what it is but some crazy amount of our calories in the normal American diet like over 30% of our calories come from these oils? Dan: Yes, exactly, yeah, you know like corn oil canola oil. Yeah, and all the. You know the difference. Yeah, I mean, that's one thing. That Babs got on about a year ago Only butter. Either olive oil or butter? Yeah, butter. And that steak yesterday was good with the butter, wasn't it it? Dean: really was. Yeah, so we should tell we found a new. For years we have been going to the same two places Jacques here in Yorkville, or Le Select Bistro for our Saturday, and we tried for the first time in frenchie, frenchie in, which is essentially in the lobby of the hilton hotel in the business district, in the business yeah, so we had some interesting experiences, but that steak was really well was the steak was really good yeah, yeah, and it was medium rare, it was perfectly medium rare, and I particularly, and they knife selection ceremony steak knife selection yeah, and he brought a box of this. Dan: This is kevin brought the steak knives and he opened it up and and I said there were six of them, and I said do you, kevin, do you recommend one of these which? Dean: one do you recommend? Dan: he said I think this year, I think this was a good year, so I think I picked up one of them, you know I over tipped him because he was responsive. Dean: He was very, very responsive. He really was responsive. Dan: Yeah, because they had a rule that breakfast ended at 11, but lunch didn't start until 1130. And I said so do we have to wait? And he says no. He says do whatever you want Order whatever you want and I'll take care of it, but anyway, it was really good. And I'm really hooked on steak. You're the. You're the fault of this. Dean: You know you're the cause because you convinced that it's my inch, I got you on blue t-shirts and now steaks. This is all, yeah, yeah yeah, yeah I'm working on fountain. I change your direction. Dan: I change in your direction slow enough that you don't get a big head about it. Dean: Right, oh, that's great. I love that. Slow enough that I don't get a big head about it. Dan: That's right yeah. Dean: That's funny. Dan: No, but I'm not seeing a huge difference. I mean I never got in trouble. I mean, like I'm not someone who huge difference. I never got in trouble. I'm not someone who is in big trouble physically and everything else, but the weight goes up over time. Right now, I'm about 15 pounds heavier than when I graduated from high school and I was in good shape because I played three sports you know all four years. I was always in a sports team and during the summers I caddied at the golf course. Dean: So that kept me in good shape. Dan: Yeah, yeah, and but the thing about it was I eat very well at meals. It's between meals that get me into trouble. And that's because of that's because of cravings. And I noticed that if you eat a lot of beef, you don't have cravings. That's the truth. Dean: That is absolutely true. The satiety is high. Dan: Yeah. Dean: Yes, yeah, I find that too. But I also find, dan, like I've been, you, doing, uh, carnivore for the last little while here, and I noticed a difference, like in terms of that. But there have been times. It's not a, it's not a straight path to the moon here. There's some veering of things and I noticed that even the slightest little. You introduce something into a thing and it gets a foothold. You're right that the cravings and the easy to veer off path for a little while Low enough that you don't notice it. Dan: There's a part of us that has to be a watchdog. There's part of us that has to be vigilant. You know, and and you know and I think they're good habits. Basically, the watchdogs are good habits and and you know that it's an interesting thing about people who have good habits and they're, you know, using other descriptions about them they're ethical, they're moral you know they're law abiding, and what they found is that those people have the best sense of a long future. They find that morality and legality and everything that we admire in people is actually a function of how long their future is, how far they can see, and they can see that something they do today either supports their positive long future or it would undermine it. And one of the tests they've done is inner city children who are members of gangs Okay, robbery of some sort and what they find is that their sense of the future is never more than 24 hours. Is that their sense of the future is never more than 24 hours? And so they say, if I do this now, can I be in trouble in 24 hours? And you know, you stop some kid on the street, you force him to take off his sneakers or his jacket. Dean: Yeah. Dan: Are you going to get in trouble in 24 hours? Probably not, wow. Dean: Yeah. Dan: Yeah, so you're being moral and being ethical and being law abiding is a function of how clear you are about a longer future, where today's actions really matter. Dean: Yes, well, that brings you know. That's funny. That kind of ties in with what you. We were talking in Palm Beach six months ago about this behaviors right. Bringing bringing their here, meaning just identifying what are the. It was just kind of funny that the timing of it because I was sharing with you that I had looked at the. You know, if you look at here and look backwards and say what are the behaviors and habits that got me to here, I heard somebody say one time if you look around, just take it all in, look around you and everything that is a reality in your life right now. This is what all of your past decisions created, right. All your past decisions and behaviors led to this moment, everything you have right. And I thought, yeah, when you shared with me the bringing there here is looking forward and identifying if this, if I could describe the here I want, the now that I want, what does that look like in the here, what are the behaviors that support that future? Dan: Yeah, yeah. And I think the big thing is what are your habits today? That would be the habits you would want 20 years from now. Which habits do you have already formed? And then that picture of you 20 years from now. If you look at a day in the life of you say, well, I want this habit. And then you have to say, well, if I'm going to have the habits, then I might as well start those habits today. You know, you know yeah, and and that what I mean habits is that you do the right thing without thinking about it yeah, and the cape, I mean the things, it's. Dean: So I was had, uh, breakfast with joe this morning. We were talking about, you know, six, six months ago I really had no idea how to cook, or it's hard to say. I see you that you got you know 57 or eight years into my life and never really learned to cook or anything. And now, you know, between my instant pot and my air fryer, you know I'm cooking up a storm here, making delicious steaks and chicken and salmon, everything. What a life changing like skill and it's just a natural thing. Now I know I've got the whole process. It's a habit. I know I've got the whole process. It's a habit, you know. Once you know the habit, it's the. You know the process. I do it all kind of in to preheat for three minutes and while that three minutes is happening, I'm seasoning the steak with salt pepper and just a little bit of Montreal steaks rub and then by the time I get that done, the air fryer is preheated. I just put it in for, depending on how thick it is, three or four minutes per side and then it's done. So the whole ordeal is, you know, 13 minutes from the idea of having a steak to your first bite. Dan: And so you know, and now you're becoming an internet influencer yeah, that's exactly right, that's right, that's exactly right. Yeah, yeah, rabbi jackson. Oh, there's rabbi jackson again. Yeah, but you know, this is how we learn from each other you know yeah, I mean he doesn't mention it. Morgan Housel, in the book you're reading, same as ever, but I've seen it many times that the two main habits that humans have that move things forward are one imitation see something that somebody else is doing, and then repetition you get a good thing going and then you just repeat and repeat. And it's so interesting. I saw a little. I was going through the news programs this morning and there was a commercial and it was Bill Gates was a commercial, and it was bill gates, and and you know, and here's bill gates, you know, and he really is truly boring, he was born boring. He's a very boring, he's a very boring thing. But you know he's boring with 50, 50 billion or 100 billion, whatever the amount of money he has. Dean: But now he's saying sorry, go ahead. I said sorry, go ahead. Dan: Yeah, I think that. And he's saying there's no question now, we just have to get rid of fossil fuels. Yeah, he says we've come to the point now and it's just. And then he brings in all sorts of people who are talking about the breakthroughs that will be possible, and Anthony Fauci is one of them on the program and everything like that. But the question is, Bill, you were using fossil fuels to go to Jeffrey Epstein's island. What was that all about, oh boy? What was that all about, oh man? What was that all about, oh man? I don't know if he ever went to the island, but he hung out with him in New. York City. And you know, and yeah so, so anyway, but you know, I think we're coming back. I just have a sense. Maybe it's just me that I'm becoming aware of something, but I have a sense because the things that are being talked about, like the Morgan Household book you know there are some things that you can bet on are always going to operate in a certain direction. You know, and I get a sense, we're getting there, I mean. But I'm, you know, I'm into new things. You know I'm creating more new things at 80 than I was at 50, and I'm involved in more new things at 80 than I was at 50. And I'm involved in more new things at 80 than I was at 50. So I don't think it's just my sense of what's happening to me. I get a sense from reading the news and everything like that that it's not so easy to change human nature. Dean: Yeah, I think you're right, but it's also yeah, that's why it's when you make these gradual changes, natural selection of better habits kind of thing, make a big impact. You know like I think, yeah, yeah, the natural selection, yeah, I mean I never got. Dan: You know, I've been influenced basically because I get full medicals, you know, with David. Hasse, I mean top to bottom medicals and you know, he says, you know you're carrying too much weight, you've got too much fat. And I said, and he says, you know, think about this, think about that. And I said I'm not going to do anything where my weight loss is more than a pound a week and so I started the steak. Steak diet you know, yesterday I had steak for breakfast, steak for lunch, steak for dinner. Other things too, you know, had some small potatoes. I had broccoli and French fries with you. Dean: And anyway. Dan: and but I mean, if you look ahead 20 weeks and you're 20 pounds down, that's a big deal. I don't want to take on an unnatural diet for a period of time and then go back to my old diet. I want my entire habits of eating to change permanently of eating to change permanently. Dean: What I've learned from JJ Virgin is that it really is about the protein first, of getting the amount of protein for your target weight, kind of. That's the thing. That number one priority is getting 180 grams of protein, you know, and then and then adding on whatever, while staying in that your caloric thing. But I find that, man, if you're eating that amount of protein, the protein is the satiety thing that it just is the gift that keeps on giving. You know, you don't get those. It's the most. Dan: Even burning, yeah and it's where the, where the muscle comes from yes, exactly, yeah, yeah, so well, that's interesting. Dean: That that's a really good. Do you measure? Do you wait? How often do you weigh yourself? Dan: every day, every morning yeah okay, I've got a little journal and I log in. Dean: I've got a little journal and I, yeah, yeah that's been a big thing. I have the the. You know my JJ has really been my accountability buddy in all of this. I chart everything that I eat and chart my weight every day and my sleep score and my steps. And I, you know, send a little photo, photo story to her every day and that, yeah, it's good to chart and see the the progress you know I had an interesting and a friend who has maintained his weight at a in a you know five pound band for band for as long as I've known him and he shared that at one point. He stays between 178 and 182 or three as the band that he's in constantly. And he told me he got up to 230 pounds at one point, wow yeah, and then he lost all the weight. He got up to 230 pounds at one point, wow yeah, and then he lost all the weight, got down to 180 as his ideal. But he weighs himself every day and he uses a green light, yellow light, red light system that if he's 178 or 179, it's green light, he can eat whatever he wants. If he wants to have dessert, fine. If he wants this, whatever, fine. And if he's 180 or 181, he's yellow light and it's like, just, you know, caution kind of, for taking it easy. But if he gets to 182 it's red light and he has to go, stay on the path until he gets back to 178. So he's never had to lose more than five pounds, you know. So it's a really interesting thing. If he knows he's going on a vacation or something, he'll get to 178 and then do what he wants on vacation and maybe he gains five pounds on vacation, but comes back and immediately on the straight and narrow. Slow and steady wins the race. Dan: Yeah, this is Dean and Dan having a deep philosophy hour. This was the Sunday philosophy hour with Dean and Dan, that's right. Dean: The double D philosophy hour. That's right. Dan: Yeah, the Calry philosophy hour. Anyway but that's great. Then we'll be able to chat again this evening Over some meat, Over some meat. Yeah you you're gonna have to do with burgers tonight that's right, familiar. Dean: But anyway. So all you guys are more or less coming together, I guess right probably well, joe, yep, joe and me and chad, I think we'll all be over together. All righty, it's all very exciting, dan, I will see you in a few hours. Dan: Thank you okay. Thanks, dean.

In this episode of Cloudlandia, Our stories highlighted agricultural aspects of central Florida and comparisons of population densities in the U.S. and Canada. We also reminisced on television's evolution from shows like Romper Room to the first color programs. We reflected on limited past options versus today's unlimited streaming and the importance of managing screen time given continual new choices. Additionally, the discussion explored social dynamics considering Dunbar's number theory contrasted against digital reach on platforms. SHOW HIGHLIGHTS Dean discusses the strategic advantages of living in Central Florida, particularly in Winter Haven, which is centrally located and offers easy access to both coasts. We delve into Winter Haven's rich agricultural heritage, highlighting cattle ranches, orange groves, and other rural aspects of Central Florida. There's an interesting comparison between the population densities in the U.S. and Canada, including reflections on Ontario's geographic size and its southern location relative to many U.S. cities. We take a nostalgic look at the evolution of television, from classic shows like "Romper Room" to the advent of color TV with hits like "The Price is Right," and how this contrasts with today's streaming culture. The episode includes reflections on how past limited screen choices have evolved into today's endless streaming possibilities, and the impact of this shift on modern screen time habits. We explore the concept of social reach and relationships in the digital age, discussing the Dunbar number and how platforms like TikTok and Instagram have changed the dynamics of personal connections. Insights are shared from the new book "Casting, Not Hiring," which introduces the VCR formula—Vision, Capability, and Reach—as a framework for modern success. Through real-life examples and personal stories, we emphasize the importance of aligning vision, capability, and reach to achieve significant accomplishments, using figures like Safali Shabari and Max Martin as case studies. The episode also discusses the importance of choosing the right tools and staying committed to ongoing exploration and self-improvement. Finally, the conversation underscores the necessity of conceptual ability to see how one can be useful to others and leverage their capabilities, vision, and reach for collaborative success. Links: WelcomeToCloudlandia.com StrategicCoach.com DeanJackson.com ListingAgentLifestyle.com TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dean: Mr Sullivan, mr Jackson, you got through Hurricane Week. Dan: Not quite Hurricane Week, Tropical Storm Week, but we did oh. Dean: Tropical Storm A notch down in the hierarchy. Dan: That's one of the good things about living in Winter Haven. It is actually a haven from winter. We are in the center. We are perched on high dry, sandy land, so there's no storm surges, nothing like that yeah, so you're a long way from the coast, aren't you? Well, I'm actually an hour and 15 minutes from either coast. We can get to either side and we can get to virtually almost every beach in two hours. Like it's such a centrally located, we're almost in the exact geographic center of peninsular Florida, so I can get to Jacksonville in three hours and Miami in three hours and pretty much everywhere you want to be within an hour. So it's good. Dean: So I have a question because I've been there. Where is the big cattle ranching country? Is that south of you or north? Dan: It's surrounding us, but sort of north and south in the central. If you think about the middle of Florida, basically aside from the Orlando-Tampa corridor which is like this swath that goes all the way across the state from Tampa to Cocoa Beach, that area is very developed but above and below that the center is much like the Australian outback in terms of the density of population. And north of I-4. In that area there is equestrian and rolling hills and there's a lot of equestrian properties there and ranches. South of that is where you'd find a lot of the cattle ranches, sod ranches, orange groves. All of that is in the center and then you get all the way down to the Everglades and then the Everglades is one of the big national parks, it's the Everglades. Dean: Yeah, alligators I was actually on something that was described as the biggest cattle ranch, not only in Florida, but one of the bigger ones in the United States. Yes, and we drove at least 20 miles on the ranch before we got to buildings. Dan: And it was interesting. Dean: It was interesting. They had a lot of pigs wandering around and I asked them were they in the pig business? And they said no. It's just that every week or so the trail hands would like something besides beef. Dan: Right, go out and wrestle them up a hog Right. Dean: Yeah, yeah, have a barbecue, have a. Dan: Yeah, well, you can actually not too far from here you can do hog hunting, where you can go and hunt hogs in the forest, yeah, all natural. Dean: It's not. So. It's not silicon valley that we're talking about here no, we're really not. Dan: We're talking about, you know, rural florida. This is why I know, yeah, you know you look at Florida and you know people talk about population density and stuff, but there's a lot of land in Florida that is undeveloped. I mean there's a whole south of I-4, there's another highway that goes all the way across the state, called Highway 60, and through Lake Wales, and it's very undeveloped. I mean there's really nothing. All the way from Tampa to Vero Beach is where it goes and it's virtually. It's the only place I've been in Florida where you can, on certain parts of it, look as far as you can see in any direction and see nothing. I mean it's that. And somebody has bought up like 80,000 acres around what's called Yeehaw Junction, which is where the Florida Turnpike intersects with Highway 60. Where the turnpike, the Florida turnpike, intersects with Highway 60. And you could see easily that you could duplicate the entire I-4 corridor, like Tampa and Orlando, along Highway 60 with plenty of room to spare. So I'm not worried about the you know population increase in Florida. Dean: Yeah, it's really interesting. Peter Zion and one of his frequent you know he has his. You know he has videos every three days. Yeah, and you. But he was talking about all the developed countries, which would be mostly European countries, and you know Australia, new, zealand. You know he said that the US is by far the country with the least population density. I agree with that. Dan: Most any state, even Ontario you look at as densely populated as the GTA is. Once you get beyond the GTA it's pretty sparse in Ontario. Dean: Oh yeah, oh yeah I mean, yeah, there's an interesting thing. Just to give you a sense of how big Ontario is. First of all, ontario is a province in Canada, for those listening, and it's roughly about from north to south it's about 1200 miles, and from east to west it's 1400 miles. It's actually it's as big as mainland. It's almost as big as mainland Europe Isn't that amazing Without Russia when I found out. Not counting Russia. Dan: I heard when I found out you could drive north from Toronto the entire distance from Toronto to Florida and still be in Ontario. That's pretty amazing. Dean: Yeah, that gives you a context for it and most people don't realize that Toronto itself is further south than almost 20% of the United States. Dan: People don't realize that Ontario dips down no below that. Dean: No, it wouldn't be that much, but it is south of Minneapolis, south of Seattle, I think, it's south of Portland, you know, and then it's quite a bit south. I think it's south of Boston, it's south of you know everything like that. Yeah, maine all of it. It's about as south as you can get actually, yeah, but I think it's the most populated large city in the world, furthest north large city in the world oh, wow I think it's further south. I think it's further north than moscow oh, wow interesting. Yeah, yeah and yeah, and it's getting bigger, it's getting bigger. Well, there you go. Dan: Well, everyone. I'm waiting with bated breath to hear the great air fryer experiment from the Four Seasons beaches. Dean: Has your air fryer arrived. Dan: Oh, it's on the counter. Dean: Okay, it's on the counter. It's on the counter, it's been plugged in, but it hasn't been used yet. Okay, okay, we sort of inch our way into these new technologies. Dan: I got it, just unpack it and set it there for a little bit and just kind of let it live with it. Dean: Well, it's been a week now and we haven't used it. Why don't we use it? So anyway, but it is sitting on the counter. It's a ninja. Is that the kind you have? Dan: I think I have a breville is the name of uh mine. But did you get the one then? Did you get the one that steven palter posted? I have no idea. Oh okay, that's uh. Dean: So, oh yeah, that's fab you have to appreciate how little I take into this sort of thing, exactly right. Dan: I love that. Dean: There will be a who who's between me and the air. Dan: That's right? Dean: Oh, dan, that's the best Any technology in the world. I can guarantee you there will be a who between me and the technology. And I said what do you think? And I look for people who really love interacting with technology. I want that person between me and the technology and I'll ask them what's it do? What's it do? Dan: I'll tell you what I'm working on. Dean: What will it do for the thing I'm working on? Yeah, yeah, I love that and I've been pretty constant on that. I mean, you know, I was constant on this when I was six years old. I just always let some other human investigate the new technology. Dan: Yeah, and yeah. Dean: So I've lived a disconnected life when it comes to technology. What explains that? Dan: Well, I was thinking, you know about you, and I was thinking how you have the gift of being kind of brought into an era where television wasn't even a thing Like your earliest childhood was electronic free, I thought. But were you like? So you were born in 1944. And so it was six years. Probably Do you remember when you got exposed to your first television. Dean: Yeah, I think I was maybe. Yeah, I think it was around 52. I mean I had seen it, I'd been in other people's houses right they had television, but actually having our own television, I think it's maybe eight years. I was eight, so you got all the way to you. Dan: Think about this. You got all the way to eight years without being exposed to anybody else's visual bombardment of electronic propaganda or otherwise. Right, your visual input into your mind was largely formed through your own imagination. Yeah, you. You had to work, you had to create these visual pictures in your mind. Yeah, did you guys, did you? Dean: listen to radio, and I was assisted by radio. Dan: I remember radio had a big impact on me. Dean: And yeah, oh yeah, sorry, sergeant King of the Yukon. And yeah, there was Amos and Andy. We listened to Amos and Andy, andy, we listened to Edgar Bergen and Charlie McCarthy and then there was one that my siblings, my older siblings, listened to at night, which was called the dark museum, which scared the daylights out of me and the shadow. Dan: We listened to the shadow so was that the family activity no, no. Dean: Here you have to get the full impact okay, sorry sorry. Who knows what evil lurks in the hearts of men. The shadow knows. And then you had a 30 minute. 30 minute example of human evil. You know it was great but you had to do all the visuals. You know I, you were the visual director of all these radio programs. Dan: So was this? Everybody in the family gathered in the living room sitting on the couch listening to the radio like this. Is that what was going on? Dean: Yeah, there was sort of a. Yeah, there was sort of a dining room actually where you could listen. There were a number of radios. There was a radio in the kitchen, there was a radio, I think, someplace else, and it was a big house, a farmhouse, yeah, and I remember listening, imagining, you know, imagining. There was another series called Sky King, sky King, which became a TV station you know, and the Lone Ranger. We had the Lone Ranger. Dan: So there was a lot of variety, uh-huh and so, and then, in 1952, eight years old, you get your first television set. Dean: I think, so I think that would have been about then, yeah. Yeah, because I remember the first presidential election was 52. And I can remember that being on television. Who was the? Dan: president, was that Ike Eisenhower? Dean: Yeah, I like Ike, that was Eisenhower's first term. I like Ike. Dan: Now you know that's a really interesting thing. Do you remember, like your new routine when the television came? Were you watching TV every day from that period on? Or were your parents limiting the TV, or was everybody gathered around and limiting the TV, or was everybody around? Dean: and watch the TV. Yeah, I mean it was a frequent. It was a frequent activity once came in, that's all I can say I don't know, I don't know if I watched every day, but there you know, there were favorite shows. I think Arthur Godfrey was one of the early shows, the variety hour, and yeah, no, children's. I think there wasfrey was one of the early shows, the Variety Hour, and yeah, no, so Children's. I think there was Howdy Doody. Howdy Doody was. Dan: I think one of them Doody time. Dean: Yeah, and I think Soupy Sales was on and yeah. Dan: Yeah, I'm just thinking how. Yeah, I remember Romper Room. I just saw a video of Joe and I at the I Love Marketing event and I was saying we had all the people streaming from all over the world and I was doing a little Romper Room and about half the people in the audience knew about Romper Room and half didn't. Dean: That was kind of interesting. Dan: I remember I see Bobby and Johnny in their magic mirror. I used to hide behind the sofa so she wouldn't see me miss joan miss joan, miss joan. Yeah, so I was thinking about it was good, I mean I mean it was good, but it wasn't. Dean: It wasn't the major part, you know, of your you know it was only during weekdays, it was only at night and uh yeah, and on weekends I don't really there was. I don't know what the years were, but you know you got. You know, somewhere along the line you had jackie gleason and you had ed sullivan and you had other things like that, you know. But I wasn't. I can't say I was captivated because I was usually out. You know, I was outside, we lived in the country and I was out and I had really gotten hooked on reading. So I was doing a lot of reading back then. Yeah, interesting, but it is kind of what about yourself? Dan: I mean, you were born in the television age. I was born in the television age, you're right. And so every day, you know, I mean, yeah, tv was part of every day. And I was just the reason. The context for me thinking about this was thinking about how recent, you know, as each layering availability of content became unlocked kind of thing, our, you know, screen time has dramatically increased. And I was thinking all the way back to you. That's why I was thinking about you is, you know, literally your first six or eight years there were no screens, there were the only, you know, the cinema of the mind. That was your, that was your entertainment, your imagination. But I remember, so when I remember when we got our first color television right Around 19 or some early like that, and I remember the first show that I saw in color was the Price is Right with Bob Barker, and then All in the Family with Archie Bunker. That was, so you know, in the 70s. It was the Jefferson and Sanford and Sand and then all these. You know, the 70s, I think, was the golden era of television, you know, with all these shows becoming. You know, I remember Star Trek and you know all these, the Rockford Files and Starsky and Hutch, all the Love Boat, all these shows, these iconic shows in the seventies. But you only had, you know, basically the three networks was Canada, we had the CBC and TV Ontario. So those were the things and I remember as a kid, when the TV guide would arrive, we subscribed to the Saturday Star, the Toronto Star, that would arrive on Saturdays and that would have the TV guide in there, and I remember they would have it laid out like a you know a. Gantt chart, or whatever the time, the grid of times, to show you what was on. Dean: It was like a matrix. Dan: It was like a matrix you could see yeah, so it would list there were, you know. Dean: Every day had a matrix from yes till night 13 but you only had the three. You only had the three. Dan: There were 13 13 channels, yeah, to choose from three networks. And I remember the you know organizing my saturdays in the winter around the cartoons. You know like okay, so I would have a highlighter which was recently invented in that winter around the cartoons. You know like okay, so I would have a highlighter which was recently invented in that or newly introduced or whatever to our household, but I would have the highlighter and I would like highlight my. I would do my programming. You know I'm going to watch. I'm going to watch the Justice League at you know eight o'clock and then I'm going to watch the Justice League at you know eight o'clock, and then I'm going to watch Batman at nine, and then I'm going to watch Shazam and then Scooby-Doo, and then it was the we're all about why CBS or ABC's wide world of sports. That was like a big thing. And I remember now how much of my childhood was around synchronous and scheduled programming Because there was no other option. If you wanted to see that show, if you wanted to watch the Waltons that was on my mom's favorite show you had to watch that on Thursday nights or whenever the Waltons were on, you know, and Little House on the Prairie, and it was like your selection, your decisions were made. It wasn't like what should we watch tonight? Of the like now, infinite choices available to us, but we actually spend probably more as a percentage of our time not you, but collectively watching, consuming screen content. It's just been an observation. I've had some of these conversations. I'm getting really conscious of really being aware of my screen time and trying to be more discerning. Dean: I was just thinking now that you've got me thinking about it. I left home in 62 when I was 18. And I can't remember until I was 40 actually having a television during that 20 years or 22 years. I went 22 years and you know I don't remember. I remember people having televisions that I would go and watch things, sports things like that but, I went 22 years so, and then, of course, I haven't watched it in the last six years, so I've got pretty close to 40 years of my life when I didn't watch television Half, almost half my life. So I think it's never been a big deal for me. Dan: Right, think now like I look at kids now, like you think about the technological sophistication and facile nature of technology to eight-year-olds today, compared to Dan Sullivan at eight, you know is pretty amazing. But your experience in the outdoors to the average eight-year-old you know? Dean: it's so funny. I never see very rare. Dan: It's very rare, even in the 70s. Like growing up, you know the whole period of my childhood like from you know, six to 12. Six to 12. You don't see the same sort of pack of kids roaming around on the street that we saw when we were, when I was growing up anyway. I mean, you know, I grew up in the suburbs so we had like a very active, you know social ecosystem. We were outside all day, every day. You know social ecosystem. We were outside all day, every day you know, playing and making things up and riding our bikes and exploring the ravines and the sewers, and our parents never really knew where we were either. I mean we were. The idea was you got up and you had breakfast and you got out and you came home when you got hungry or when the streetlights came on at night. That's the deadline, you know I heard a comedian talking about that that it was so laissez-faire when we were growing up that they had to run ads on TV at night that said it's 1030. Do you know where your children are? Had to remind our parents that they had kids. Oh, so funny and true, you know. Dean: Yeah, it was really interesting, Really interesting. We in London we have our favorite hotel where we stay in London. Dan: And across. Dean: They've taken a whole old industrial area and they've completely transformed it. So they have a hotel and then they have condos and then they have shops and there's a courtyard in the middle and you cross one of the courtyards and there's a Japanese restaurant there. I remember being in there one night and there were six teenage girls, Japanese girls 16, 16, 17. And there were six of them at the table and each of them was on their phone during the entire meal. Dan: Yeah they're all talking in direct with other people. Yeah, so funny, right? Dean: They're not even there even when they're in the presence. It struck me that their world is actually inside the phone. Well, that's my point. Dan: That's the whole point of Cloudlandia. Cloudlandia is the real world. That's where we all live in. Cloudlandia. Dean: Not me. Dan: No, when I say we all, I mean society, everything. I have to have a permanent disclaimer. Dean: You're saying a large number, a large percentage, a large percentage, a large percentage, and Sullivan excluded A large percentage of people. Yeah, yeah. And it's honestly a different world. I mean, yeah, I can't make too many comments on it because I've never really experienced that you know. Dan: So we've got a young guy in our, in our go-go agent platform. He's a young realtor in Guelph, ontario. He's in his mid twenties, just getting started on his career and stuff. He's lived in Guelph his whole life and one of the strategies that we teach people. Dean: Nice city. Dan: Yeah, guelph is a is beautiful, yeah, so he's grown up there. You know, really, you know good looking young guy, very personable. I think he's got a big future. But one of the strategies that we encourage people is to gather their top 150 relationships, the people that if they saw them at the grocery store they'd recognize them by name and stop and have a conversation with them. Right, and the hardest thing, the funniest thing is he, after racking his brain, could only come up with 88 people on his list of 150 people. And I thought to myself like the population of Guelph must be 150,000 people right In the Guelph area I mean, it's pretty good size city. I thought you know you look at this right that there's a kid who has grown up largely in the internet world, right, like largely on in Cloudlandia, and that's the real thing. The reality is that if you go outside of his bedroom and walk around on the street, he only knows 88 mainland people and he's surrounded. I was teasing him that I said are you telling me that you've lived your entire 26 years in Guelph and all you know is 88 people and you're walking around surrounded by 149,920? Npc is a gaming term, dan for non-playing characters, because all of these online video games GTA or Grand Theft Auto and all these things that are kind of photorealistic things. All the people that walk around in the background are called non-playing characters or NPCs. Ground are called non-playing characters or NPCs. And I said that's really what you're telling me is, you've spent your whole life in Guelph and you only when you step outside your bedroom, know 88 people. That's a problem If you're in a business that is a mainland business. Mainland business right. Dean: All houses are 100% firmly planted on the mainland, as are the people that inhabit those homes. Dan: So it only makes sense that you need to get an outpost on the mainland, not in Cloudlandia, you know. Dean: Yeah, I was just thinking, I was just caring of my company company, my team members. There may be some new ones that I don't know, but I certainly know 100. And then my free zone program. I've got 105 in there and you know, some of them. I have to check the list to get their name, but you know I'd be over. I'd be over 150 with those two groups. Dan: Yeah, but there's. Dean: And then there'd easily be another 100 with the 10 times group, and then there would be 20 with Genius Network. Yeah, I'd probably be 300 or 400 anyway. Dan: And it's a really interesting thing. There's a lot of thing around that. Like Robin Dunbar, the evolutionary psychology anthropologist from Oxford, he is the one that coined that or discovered that information that the 150 is the magic number. You know, that's the number of relationships that we can manage where we recognize people and have, you know, a current status in their life kind of thing, in their life kind of thing. And that goes back to our first kind of days of playing the cooperation game where we would be tribal and have 150 people and that was a security thing. If you didn't know the people around you, that was a threat. Right, you had to know everybody. So, that's part of it. If it got to 150 150 what would happen is they would split up and go off and, you know, form other tribes. But that was. There's so many naturally occurring ways that that happens, but I just noticed you know how so much of it is for me personally. Like my Cloudlandia reach is a hundred times or more my mainland reach. Like if you just think about the number of people that I know or know me from in Cloudlandia it's way bigger than the number of people that know me in Winter Haven, florida, in my own backyard, you know. Dean: Yeah, well, it's very interesting. You know good FreeZone partner Peter or Stephen Poulter. You know, with TikTok he's got he's probably got 100,000 people who believe that he's their friend, he's their guide, he's their friend, yeah, yeah, but he wouldn't know any of them. Dan: Right, that's exactly right. Dean: So it's very. Taylor Swift probably has 100 million easy, probably more who know her? Dan: Mr Beast has 350 subscribers. You think about that. That's a measurable percentage of every person on the planet. When you think about that, almost that's, yeah, more than. Dean: It'll be interesting to see what he's like at 40. I wonder he's pushing 30. He's pushing 30, now right. Dan: Yeah, I think 26 or 7. Dean: Yeah, yeah, it'd be interesting to see what that does, because we only have really interactive relationships with a very small. I mean you talk about Dunbar's 150, but actually if you see who it is you hang out with, you know in the course of a year. I bet it's less than 15. Yeah, that's less, yeah, but yeah, yeah that's less, yeah, but yeah, I think, these numbers, you know, these huge numbers that come with quadlandia, do they mean anything? Do they actually mean anything, though, you know? Dan: um, well, I think that what I mean to that? Dean: do they have any? If you have that large of a reach, does it actually mean anything to you? Dan: It certainly from a monetary standpoint it does. From a relationship standpoint it's sort of a one-way thing, yeah, I was talking to one of our social media. Dean: We have a social media team here and I said can you bring me up to date? We have a social media team here and I says can you bring me up to date? I'm out there a lot every day, aren't I On Facebook and TikTok and Instagram and everything I said? I'm out there. And LinkedIn I'm out there a lot. And she says oh, yeah, every day there's probably about you know, five to ten new messages are going out from you and I said, that's interesting Because every once in a while I run into someone and someone says boy, I really liked your Instagram the other day and I said yeah, well, I aim to please. That's your whole thing, yeah, but I have no idea what's going out. Dan: And that's, you know, that's only going to be amplified when you take, when AI starts creating or, you know, repackaging a lot of the let's face it, you've got a lot of content out there. You've spoken a lot of words, You've been, you know, if we capture, everything you say basically is captured digitally right. Dean: Yep, Danny's got a lot to say. You do. Yeah that's right and you've got your. Dan: You've got the whole organization. You're the happiest. He's very expressive. Dean: Yeah, he's very expressive. You got a lot of milk, yeah, yeah. Well, anyway we're. I think we're going to start our next big book. We did the three with Ben Hardy, which have been a huge success. And I sent Ben a note. I said it was your idea to do these things, so without your initiative none of this would have happened. And of course you wrote the three books, so without your writing none of this would have happened and we've had really good results from hot leads coming in to coach from the books. It wouldn't have happened if you hadn't done that. But you know the publisher is giving us a call every month Say do you have a new book, do you need a new writer and everything. But we're ready to go. Dan: We're ready. Dean: And I think so it's going to be. I think it's going to be the one that we're doing with Jeff Madoff casting, not hiring. Yeah, it's a nice punchy, you know, it's another one of the punchy titles and so that will come out in coach form in the first week of September. Dan: So that'll be all printed. Dean: I think it went. I think it goes tomorrow to the printer and it'll be printed up. And you know, I don't know what it is, but I think a lot of people are fooling themselves about reach because they're lacking vision and capability. They think if you have reach, you've got something. But I think, if you don't have all three, you don't have. If you don't have all three, you don't have anything. Dan: Well, I think it's, if you have capability if you have capability. Dean: If you have capability but no vision, no reach, you have nothing. If you have vision but you have no capability and reach, you have nothing. You got to have all three. Dan: Yeah, you know it's very interesting. Chad Jenkins and I were talking, you know he's one of the bigger advocates for the VCR formula vision, capability, reach, about the you know the secret of that for people that you know whether we were to express them in capital V or lowercase v and capital C, lowercase c, capital R, lowercase r to see that where somebody self I see a lot of situations where people have a capital C capability that gets discovered and all of a sudden they're thrust into reach that they have no idea, no vision of what to do with. And it's very interesting. So someone that comes to mind. There's a woman, safali Shabari, who I met in Toronto through Giovanni. She was a guest or speaker at one of his Archangel events capital C capability for parenting and that kind of advice and she got discovered by, you know, Oprah and all the mainstream. So she was kind of thrust into the spotlight that was now shining a light on her capability, which brought her tremendous, acute onset reach that she really doesn't have, in my observation, a vision for how to navigate, you know, or what to do with that. They're an abundant reach asset with no vision. You know, to connect the two and I think that happens a lot. I think that happens a lot, that people get thrust into a spotlight and they, you know, have. And often you can have reach without capability too, and that's a problem too, and that's a problem. But if your reach is a result of somebody discovering your capability, that is a big. That's the formula I was. you know I've often talked about Max Martin as a role model you know the guy who's written all the number one songs on the radio that when I really started looking a little bit deeper into it, what I found out was that it was really through the reach of of Clive Davis that Max Martin's capability became. You know that he became Max Martin capability became. You know that he became Max Martin and because he was just a guy in Sweden producing great music, with a capital C capability of making pop songs, you know, and Clive Davis, when he discovered that he, as the president of Columbia Records and the founder of Arista and Jive Records, all of these subsidiaries, he had tremendous reach to both artists and their audiences. Visionary, to pair his artists with this Max Martin capability to create this capital VCR outcome of you know, all the success that Max Martin has had. And it was only through that pairing of a capital C capability with a capital R reach and a capital V vision then it all really became a big thing. Dean: This is my observation. Dan: This is all like live, you know developing, you know thoughts here around it, because I constantly. I run that filter constantly in background, filter constantly in background. But that VCR formula is, I think, a very relevant collaboration tool, that if people were really aware of their capabilities and had transparency to other people's vision, capabilities and reach, that's where the big connections happen, you know. Dean: Yeah, I think it requires a fair amount of conceptual capability that you can. You can sort of depersonalize your situation enough to understand what your capability would mean to somebody else. And you have to have a conceptual ability to see what reach would mean. For example, I was on a podcast on Friday. I was a guest of someone who is a key player in the land development industry across the United States and he's in COACH. So he asked me a lot of questions about coach and I went through and I explained. He's got 10 years in coach and he talked about what each of those concepts meant to him and everything else. And then his podcast is going to go out to 5,000 key players in the land development land development business in you know probably 25 or 30 states and everything else. And so at the end he says you know, I'm going to send this out and I'll send all the coach information, everything else. And I got off the call and I said that was easy. Dan: That was easy. Yes, that all you had to do was stay in your C lane of your capability. Dean: I just stayed in my lane and said what we had done. And then I talked about where I thought we would be with Coach when I was 100. I'm 80 and Coach was 100. And that's kind of a significant statement. It's not the sort of thing you would hear every day from an 80-year-old of what things were going to be like when they were 100 and much bigger at 100 than at 80. And it was really interesting, but that was like an hour middle house and you know I'm just talking, you know really good conversation, a lot of back and forth and you know, both of us asking the other questions and everything else and I said that's pretty cool that goes out immediately to five thousand. That's immediately goes out to five thousand people. Dan: Uh, yeah, yeah I mean that's pretty mean, you know, when you think about this, so of staying in your, in your lane of that's. Part of the great thing is that these things are largely plug and play, you know, like, and it happens. That's why I say a multiplier. You know, with the formula vision plus capability multiplied by reach, that reach is a multiplier. Dean: Well, they're actually. Yeah, I think what it is that two of them are addition, but the third one's a multiplier. Dan: Yes, that's exactly right. Dean: In other words, you can have vision plus reach multiplied by capability. You can have vision plus capability multiplied by capability. You can have vision and capability, vision plus capability multiplied by reach. You can have vision plus reach multiplied by yeah, yeah, yeah but, I, think it's like two of them are inside of our parentheses. You have, you know yeah, then the other that's multiplied by the third one. Dan: Yeah so it's very. Dean: I'm convinced it's three yes From the triple play. So I'm thinking about a tool right now where I said who's got the big idea, who's got the big idea, who's got the ready-to-use capability, who's got the ready-to-use capability? Dan: And who's? Dean: got the ready-to-use reach? Dan: Yes, you know that's fantastic. That would be a very useful tool. I think that's a really useful framework for collaboration. Yeah, it fits so well with our whole free zone operating system, you know? Dean: yeah, because we're surrounded by those those capabilities. Dan: Everybody's got a capability in the form of, uh, their self-multiplying company that they've already kind of established. To get to that point right, most people undervalue. They mostly undervalue their own capabilities and reach. They don't see them as assets in most cases. Dean: Well, even when they have vision, the vision isn't really useful to anyone else. It's only useful to them Right. Dan: Vision isn't really useful to anyone else. It's only useful to them, right yeah? Dean: I mean your vision has to have a lot of room for other people. Dan: That's what. So, chad and I've been talking about this there's the horizontal vision is within your own capability channel. You know they see vision, maybe within how to improve their capability, or internally. All their vision is within the walls of their own company. But where the real benefit comes is with horizontal vision. I said vertical vision is within your own company vision. I said vertical vision is within your own company. Horizontal vision is being able to see what your capabilities paired up with, recognizing someone else's vision that your capabilities could help or how someone else's reach could enhance your capabilities. You know all of those that vertical or the horizontal vision is where the collaborative creativity comes yeah, yeah, there's so much yeah I think you're right that there's, you know, articulating, the thinking tool that helps you recognize and assess what your unique probably unique ability fits within a capability right. That's a thing in your organizational unique ability and your unique teamwork all fit within that capability channel. Dean: Yeah, it was really funny. I was when was it Thursday? I think I was. When was it Thursday? I think I was invited into a workshop here in Toronto and it was the lead master's group. Okay, so the lead master's group is the lead group of all the people who are still at the signature level after 20, 25 years. Okay, and they haven't jumped to the 10 times. They haven't, you know. Their next group would be 10 times. Dan: And they're a long way. Dean: They're a long way off from free zone Anyway, but we're introducing the triple play straight across the program. This quarter. So everybody's getting the triple play. And there was a group, probably about 40, maybe 40 in the room and I would say, three got it, three got the triple play Understood, yeah. And they said, yeah, well, why would I do this? And I said well to differentiate yourself from everybody else. Yeah well, I'm not sure why I would do that and everything else, and so this is why I put the emphasis you have to have a conceptual ability that's apart from you. You're just seeing something that exists, that's big and it's powerful, but it exists outside of you. It's not you. Somebody else's capability exists outside of you. Somebody's vision exists outside of you. And somebody's reach exists outside of you. And you've got to be able to see this as a reality that exists in the world, whether you want to use it or not. These abilities, these capabilities, vision and reach is outside of yourself. Vision and reach is outside of yourself. And then you have to say if I'm going to use what other people have, how do I have to be useful to them, that they would be agreeable to that, and I think that takes a lot of conceptual ability to see how you could be useful to other people. Dan: Yeah, I agree with that, that's true. Dean: Yeah, I think there's. I mean, if you can only see within your own framework, you're not going to be VCRing anything. Dan: Right, exactly, you're only going to be trying to increase, you know, or improve your own limited vision within your own situation and working on your own capabilities, and only with your own reach. It's real. That's where it's like linear. That's linear, yeah, and you know exponential is plugging in to ready to implement reach, vision and technology or capability. Dean: It's really funny because huh, well, yeah, it's who, not how. But you have to see the who's as existing, completely independent of you. They just exist. They're out there, they're doing their thing and they're not going to be interested in you unless there's a big payoff. In other words, they have to see and it was very interesting because when I talked to like first year and strategic coach, you know first or let's say, signature level first or second and people will say well, you have such great people here at coach, how do you find great people? Dan: And I said you know where I live, you know I live in such and such place. Dean: We don't have great people like you find great people. And I I said you know where I live, you know I live in such and such place. We don't have great people like you have great people. And I said I suspect you do have great people, they're just not looking for you. Yeah right, how? How do you have to be such that other great people would be interested in you as an opportunity? Dan: Yeah, yeah, amazing you have to have something compelling you do you? Dean: have to have something compelling. Yeah, not convincing, but compelling. Dan: That's right, you know, shaped with a what's in it for them. Yeah, viewpoint, you know that's. I think Joe's book is amazing to set. I can't. It's one of those things that I can't believe nobody has written that book until now, you know. But just that whole idea of thinking about your vision, capabilities and reach from a what's in it for them perspective, with other people, what you can do for other people, it's almost one of those things that it's so powerful. Dean: That's true. That's true of all new things, though. Dan: Yeah. Dean: I can't believe somebody hasn't thought about this before. Uh-huh. Right right, right yeah. Dan: Oh man, that was. So there was George Carlin. He had a thing, a little you know comment where he was saying how the English language is so incredible that you'd think everything that's possible to say has already been said, you know. But he said I'm going to say things tonight here that have never been spoken in the history of the world. For instance, he said hey, marge, after I finish sticking this red hot poker in my eye, I'm going to go out and barbecue some steaks. Nobody's ever said those words in the history of the world. So it's not. Everything hasn't been said. I thought that was pretty funny actually. So there, yeah, Well we've spent an hour. Dean: We did a good hour, I think so. Dan: I always enjoy these conversations. Dean: Yeah, and. I'm going to, I think yeah you ought to zero in on the tools. You know that, yeah, and I'm going to. Dan: I think, yeah, you ought to zero in on the tool. Dean: You know that I'll give some thought to it, but this is your tool, not my tool. I'll give some thought to it. I love it, All right. Dan: Okay, talk to you next week. Bye. Dean: Okay, bye.

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In this episode of Rat Race Reboot, host Laura Noel interviews entrepreneur Chad Jenkins about thinking differently to achieve exponential business growth. Chad shares how adding a "0" to goals and numbers can shift mindsets to see greater possibilities.   Key Discussion Points: - Chad's story of realizing at 8 years old that he wanted to earn exponentially more than his father, and how this drove him to think unconventionally (00:02:59) - Techniques Chad uses to reprogram his mindset first thing in the morning (00:10:14) - Why Chad believes we already have all the resources and capabilities needed for growth (00:14:13) - How to develop a collaborative mindset instead of viewing others as competition (00:19:23)  - Chad's step-by-step methodology for collaborative growth partnerships (00:22:05)   Guest Contact: https://chadtjenkins.com/race/ Guest Bio: Chad Jenkins is a lifelong entrepreneur known for reshaping businesses to deliver remarkable returns. With 40+ high growth companies and growth partnerships, he now focuses on collaborations and empowering exponential growth through his book "Just Add a 0" and programs like the SeedSpark Growth Academy.        #Chad Jenkins  #entrepreneur #visionary #business growth  #collaboration,  #SeedSparkGrowthAcademy     Connect with Laura : https://www.stretchintosuccess.com/ratracereboot/ Listen/Watch Rat Race Reboot: https://www.ratracereboot.com/ #Lauranoel #RatRaceReboot #Mindset #StretchIntoSuccess #ParadigmShift  

https://youtu.be/roN1bWZxOPg Chad Jenkins, President and CEO of SeedSpark, is motivated by natural curiosity and a passion for creating exponential value through unconventional thinking and collaboration. We learn about Chad's journey from serial entrepreneur to the head of SeedSpark, where he helps businesses grow exponentially. Chad explains his Before/After Collaboration Framework, which involves identifying services that create a need for your product and shares his "Just Add a Zero" philosophy, emphasizing the importance of rethinking and maximizing existing resources to achieve exponential growth. --- Leverage Co-branded Collaborations with Chad Jenkins Good day, dear listeners, Steve Preda here with the Management Blueprint Podcast and my guest today is Chad Jenkins, the President and CEO of SeedSpark, a consulting firm that helps businesses grow exponentially by applying unconventional thinking. He is also the author of Just Add a Zero. Chad, welcome to the show. Steve, thank you very much for having me. I'm very excited. So Chad, you are a serial entrepreneur and now you're partnering with businesses to help them become successful as well. So tell me about your transition. How do you go from building your own businesses to helping others and what led to this transition and how has this been going? Yeah, so I appreciate that great question. Natural curiosity has driven me since a very, very early age. And you mentioned the serial entrepreneur. It is true because that's the conventional interpretation. I would argue I'm a serial value creator. And one of the last few years, I'd say the last four years, I began to take one step back and look at the commonality in all the businesses that I'd started because I was never really emotional about the industry I was in. I was always very emotional about the value I was creating. And a couple of my strategies that I leveraged to create that value have led me to a place where I was able to really see my unique ability being applied that made it very logical for the very next step is continue doing that but at a much higher velocity. As most of the listeners probably know, when you come up with an idea that creates a lot of value and you do the proper research and understand the depth of market, it still takes a little bit of time. Even if you've done 50 startups, it still takes a little bit of time to set up the logo, the organization, the accounting, the website, the messaging, the branding. I said, well, if my unique ability is to identify ways to create big value in existing industries and to grow exponentially, I can leapfrog by just collaborating with somebody who's already in the business or already in the industry.Share on X So that was really the evolution is the awareness to understand exactly what my, and I classify it as unique value capability and contribution is, which is the unconventional thinking that creates a much bigger outcome, and then the awareness to say, okay, instead of just doing it myself, how about I leverage the art of collaboration and do it with others? So, that's the evolution. Okay, so there's a lot to unpack there. So, you talk about your unique ability, and obviously Dan Sullivan talks a lot about unique ability and something that where you add the most value in and how you can focus on that. Yes, sir. So, tell me a little bit about your unique ability and what it is, and is it the creating the collaboration or is it something else and then the next step is the collaboration? And then we'll talk about your collaboration framework as well. Yeah, I appreciate that. You're exactly right. Unique ability, which I invested time, effort, energy, and am so appreciative to Strategic Coach and Dan Sullivan, specifically, because the core concept of unique ability has been very empowering to me. The practical applicability of my unique ability is my unique value contribution. And you're asking specifically of that.

André, The Impulsive Thinker, takes a deep dive into the concept of future money and how it can change the game for ADHD Entrepreneurs. This episode is a reflection on a previous conversation with Chad Jenkins. André discusses the idea of "future cash confidence" and how thinking beyond present money can open new opportunities for growth and collaboration. Whether you're expanding your services, hiring staff, or just trying to get a handle on cash flow, this episode serves up practical advice on leveraging future money for lasting success.   Check out the ADHD Transform Journey Program that is now available. Download The Shit List, my weekly planning tool. We want to hear from you! Please send show ideas, questions, or feedback to podcast@tacticalbts.com and join our mailing list! Watch the podcasts on YouTube and connect with me on LinkedIn. Check out our website.

Get ready to be captivated by today's episode with business expert Chad Jenkins. We'll explore innovative ideas like creating recurring revenue through subscription models, empowering your team for exponential growth, and leveraging the power of "less" for remarkable business transformations. Plus, Chad shares a quote that's bound to shift your mindset: "Do what you can, with what you have, where you are." Let's get started! My Links:  https://linktr.ee/thinktyler  https://thinktyler.com/podcast_episode/just-add-a-zero-chad-jenkins/ https://thinktyler.com/  Podcast: ThinkBusinesswithTyler.com  Host: Tyler Martin Business Coach  Linkedin  Instagram  YouTube Learn more about your ad choices. Visit megaphone.fm/adchoices

This week on The Impulsive Thinker, André, The Impulsive Thinker, sits down with Chad Jenkins, the founder of Seedspark and author of "Just Add Another Zero." Together, they dive into the innovative concept of "Future Money." Chad unpacks how this strategy can revolutionize the way ADHD Entrepreneurs approach opportunities, clients, and deals. Learn how to shift from traditional transactional services to future collaborations that fuel exponential growth.   Check out the ADHD Transform Journey Program that is now available. Download The Shit List, my weekly planning tool. We want to hear from you! Please send show ideas, questions, or feedback to podcast@theimpulsivethinker.com and join our mailing list! Watch the podcasts on YouTube and connect with me on LinkedIn. Check out our website.   Guest: Chad Jenkins is the visionary founder of Seedspark. He is an award-winning author known for his book Just Add Another Zero: Remove the Film, Outperform Your Competition, and Grow Exponentially through Collaboration. Chad is passionate about growing exponentially through collaboration and is committed to transforming entrepreneurial ventures. His innovative approach has changed the way many entrepreneurs view opportunities, and he continues to inspire through his unique insights into the future of money.   Strategic Coach®, Unique Ability®, and Unique Ability® Specialist are registered trademarks of The Strategic Coach Inc. All rights reserved.

What happen if you “Just added a Zero” to your revenues? Or better yet, added that “Zero” to your profits. Before you say “That's impossible”, think about ways it could be done…and more important, what impact it would have on your business. Chad Jenkins is famous for helping business owners “just add a zero”… and you can check out his book of the same name. Free P&L Statement and Balance Sheet Ruth King Twitter - @RuthKing LinkedIn - https://www.linkedin.com/in/ruthking1/   Podcast Produced by Nick Uttam https://www.linkedin.com/in/nick-uttam-4b33a1147

Your current mindset may be holding you back. It's time to shift your perspective and seize the opportunities you truly deserve. Envision multiplying your results by adding a zero! Forget about sticking to the usual methods; it's time to uncover the hidden value within your current business. Striving to discover or refine your company's WHY is crucial to clearly communicate your unique offering and recognize the true value being provided. This isn't just a change in thinking; it's a powerful tool that empowers you to unlock new opportunities for your business. In this program, you will learn how to reframe your thinking, ask bigger questions, and take ownership of your actions. This knowledge will enable you to break free from mediocrity and push boundaries, paving the way for exponential growth.  Jess Dewell discusses with Chad Jenkins, President and CEO at Seedspark, how to break free from conventional thinking, reframe your business's hidden potential, and intentionally create value from the work you've already done.   --------------------   Are you looking to achieve your long-term growth goals with ease? If so, consider the Business Base Camp Consultation. This unique program is designed to help business owners like you make informed decisions and take the next best step for your business. With a personalized workflow, you will be able to work more strategically on your business and achieve the results you desire.   -------------------- You can get in touch with Jess Dewell on Twitter,  LinkedIn or Red Direction website.

Dive into an engaging episode of The Impulsive Thinker with André, The Impulsive Thinker,, where he discusses the powerful concept of "Just Add a Zero" and the innovative FILM strategy—Friction Identification to Leverage Market—from his conversation with entrepreneur Chad Jenkins in episode 265. This episode is a treasure trove for high-achieving ADHD entrepreneurs, exploring how to transform friction into opportunities for exponential growth and collaboration. Key Points: 1. The Subtlety of Friction: André explores why entrepreneurs should shift focus from frustrations and obstacles to identifying and harnessing friction within their processes to create light and energy for growth. 2. Understanding FILM: André breaks down the FILM acronym and how removing the metaphorical 'film' of friction can optimize market leverage, ultimately leading to smoother operations and enhanced customer satisfaction. 3. Future-Focused Client Relations: André shares profound insights from Jenkins' book on how prioritizing the client's vision of their future, rather than one's own service offering, can foster long-lasting relationships and repeat business. One Question For Listeners: How does identifying and focusing on the friction points that your clients experience help you glimpse into their desired future? André encourages you to ponder on this to better align your services with the aspirations and needs of your clients, thereby crafting a more impactful value proposition. Summary: In this episode, André, The Impulsive Thinker, offers a refreshing perspective on tackling business challenges and serving clients with a future-first mindset. By tapping into the friction and focusing on the client's forward vision, ADHD entrepreneurs can achieve greater fulfillment and success in their endeavors. Check out the ADHD Transform Journey Program that is now available. We would like to hear from you!  Please send show ideas, questions, or feedback to podcast@tacticalbts.com and join our mailing list here!  Follow us on Facebook, LinkedIn, Twitter, Instagram, and YouTube. Check out our website at Tactical Breakthroughs. André Brisson can also be found on LinkedIn. You can find other Podcast Episodes here!

André, The Impulsive Thinker, sits down with Chad Jenkins, maverick entrepreneur and author of "Just Add a Zero," for a game-changing conversation on expanding your entrepreneurial mindset. Drawing from Chad's creative business strategies and André's own experiences as an ADHD entrepreneur, this episode is a deep dive into innovative thinking and exponential growth. Key Points Covered: - The "just add a zero" mindset for pushing the boundaries of traditional growth trajectories. - Harnessing our brains' problem-solving skills with a simple twist – the power of "unless." - The potential for monetization of experience through platforms like the Seed Spark Collective. One Question for Listeners: Reflecting on the episode, André prompts listeners to ponder: How can you apply the "just add a zero" philosophy to rethink the scale of your business and personal goals? The question invites ADHD entrepreneurs to consider a radical perspective shift that might unlock untapped potential within themselves and their enterprises. Summary Points: - Reframing challenges as growth opportunities using "the obstacle is the way" philosophy. - The importance of collaboration and unconventional thinking to overcome business hurdles. - Seed Spark Academy as a resource for entrepreneurs to embrace non-linear growth patterns. Wrap up with André as he reiterates the vitality of thinking differently and embracing market frictions to achieve personal and professional breakthroughs. If you're an ADHD entrepreneur ready to ignite exponential growth and unlock new opportunities, this episode with Chad Jenkins is your pivotal starting point. Guest: Chad Jenkins is a visionary entrepreneur whose unique approach to scaling businesses has set him apart in the world of innovation. From a young age, Chad exhibited a knack for exponential growth, an ability that he attributes to a simple yet profound principle he discovered at the tender age of eight—adding a zero. However, Chad is quick to clarify that the genuine potency of his strategy lies not just in numerical expansion, but in the transformative impact it has on one's mindset and operational tactics. Throughout his illustrious career, Chad has leveraged this foundational concept to drive remarkable success across multiple enterprises. His philosophy, rooted in an unorthodox interpretation of growth, has served as both a personal mantra and a professional toolkit. Friends, colleagues, and competitors alike have often marveled at Chad's ability to see beyond conventional increments of growth, instead creating leaps and bounds that redefine the possible. Chad's story is one of groundbreaking achievements, fueled by an early lesson in thinking big. His tenfold approach isn't simply about ambition; it's about reimagining the scale at which one can operate. Astute, bold, and relentlessly forward-thinking, Chad Jenkins stands as a testament to the idea that sometimes, the smallest of changes in perspective can lead to the grandest of transformations in reality. Chad can be reached through LinkedIn, www.chadtjenkins.com  or his website. Just add zero – press kit. Check out the ADHD Transform Journey Program that is now available. We would like to hear from you!  Please send show ideas, questions, or feedback to podcast@tacticalbts.com and join our mailing list here!  Follow us on Facebook, LinkedIn, Twitter, Instagram, and YouTube. Check out our website at Tactical Breakthroughs. André Brisson can also be found on LinkedIn. You can find other Podcast Episodes here!

Join us for an inspiring conversation with Chad Jenkins, the visionary president and CEO of SeedSpark, a groundbreaking technology company based in Charlotte, North Carolina. With over two decades of entrepreneurial experience, Chad shares his remarkable journey from launching a landscaping business in middle school to founding multiple successful ventures, including SeedSpark and JenCon Builders. Learn how Chad's unique Growth FlyWheel principles™ have transformed businesses by removing inefficiencies, setting audacious goals, and leveraging strategic collaborations. Discover the innovative strategies behind SeedSpark's mission to provide technology solutions that impact companies' bottom lines, and Chad's commitment to empowering SMBs through Charlotte Growth Partners and SMBHR. Don't miss this episode filled with valuable insights and actionable advice for entrepreneurs and business leaders.

In this conversation, Chad Jenkins, a veteran and entrepreneur, shares his journey from being a Division I quarterback at Army to serving in the military and transitioning back to civilian life. He discusses the impact of September 11th on his mindset and the challenges he faced in managing fear and overcoming obstacles. Chad emphasizes the importance of finding strength in faith and relying on a higher power. He also addresses the struggle of trusting and letting go of control. The conversation highlights the identity crisis many individuals face during major life transitions and the importance of doing the internal work to find oneself. This conversation explores the importance of emotional processing, healthy coping mechanisms, and teaching these skills to children. It emphasizes the need to address the root of problems and not just treat the symptoms. The discussion also highlights the significance of being present and fully engaged in relationships, particularly within the family. It emphasizes the role of parents as leaders and the importance of effective communication and assessment. The conversation concludes with a focus on the podcast 'Christ Over Fear' and its mission to share stories of healing and faith. Key Conversation Points: September 11th had a profound impact on Chad Jenkins and his fellow cadets, leading to a shift in mindset and a sense of purpose in serving their country. Managing fear involves acknowledging it, relying on faith or a higher power, and focusing on the things within one's control. Finding strength in faith and relying on a higher power can provide guidance and support during challenging times. Transitioning from one phase of life to another, whether it's leaving the military or retiring from sports, can lead to an identity crisis. It is important to do the internal work to discover one's true self and purpose. Emotional processing and healthy coping mechanisms are essential for personal growth and well-being. Teaching children how to cope healthily with their emotions and process them is an important aspect of parenting. Addressing the root cause of problems is crucial for true healing and growth. Being fully present and engaged in relationships is key to effective leadership and communication. Sharing stories of healing and faith can inspire and support others on their own journeys. Connect with Chad: Listen to his podcast- https://podcasts.apple.com/us/podcast/christ-over-fear/id1659452256 LinkedIn- https://www.linkedin.com/in/chad-jenkins-4b0352158/ Website- www.jenkins-group.com    

SEASON: 3 EPISODE: 28Episode Overview:If you are looking for some game-changing ideas on how to scale your business, enhance your entrepreneurial mindset, and unlock new levels of growth and success, you're going to enjoy my conversation with author, speaker, and coach, Chad Jenkins. Chad is someone who not only talks the talk, but walks the walk in the realms of technology, innovation, and transformative entrepreneurship. In this episode, Chad will share his blueprint for revolutionizing your approach to entrepreneurship and how to make monumental leaps in your business journey. Join me now for my conversation with Chad Jenkins.Guest Bio: Chad T. Jenkins is a seasoned entrepreneur renowned for his ability to identify unconventional opportunities within traditional business models. His passion lies in restructuring businesses for exceptional returns, a skill honed through years of experience. Leading numerous successful ventures, Chad has pioneered three innovative methods: Remove the FILM, Just Add A Zero, and 100X Collaborations. Fueled by boundless curiosity, he acts as a catalyst for business expansion.Recognized as a transformative force, Chad collaborates with leaders across diverse industries, leveraging his analysis of Opportunities, Dangers, and Strengths to unearth hidden potential. His approach creates competitive advantages and drives exponential growth in enterprise value. With a remarkable track record spanning over 40 high-growth companies and numerous successful Growth Partnerships, Chad now focuses on empowering others. Through initiatives like Growth Collaboration Partnerships and the SeedSpark Growth Academy, he facilitates leadership placements and shares his expertise to foster growth.Chad encapsulates his winning strategies in his latest book, "Just Add A Zero: Remove the film, outperform your competition, and grow exponentially through collaboration," offering insights for achieving remarkable returns and fostering collaborative growth.Resource Links:Website: https://seedspark.com/Product Link: https://seedspark.com/services/Welcome Page: https://chadtjenkins.com/preferred/Insight Gold Timestamps:02:12 Do what you can, with what you have, where you are04:47 Watch the herd and find the lead cows06:37 God did give us four inputs and one output08:47 It's all about value creation09:13 Nothing matters but someone's future, and how you're going to help them get to that future10:01 SeedSpark stands for Seed the Opportunity, Spark Growth11:55 I have a concept that is now coined, Remove the Film14:29 If I focus on the friction, and I figure out the value creation opportunity17:47 We're leaving a lot of opportunity on the table18:56 I define collaboration as….20:21 Bi-directional collaboration23:00 Do you see common problems with entrepreneurs?24:26 VCR: Vision, Capability, and Reach (Dean Jackson)26:10 Wealthy people don't trade time for money28:19 The book is: Just Add a Zero30:10 I try to focus on things that our brain does naturally31:43 We all have blind spots32:34 Show me your friends, and I'll show you your future34:20 If you continue to hear the same thing, you will be the same thing37:16 When you meet people with a lot of intentionalityConnect Socially:LinkedIn: https://www.linkedin.com/in/chadtjenkins/Facebook:

In this conversation, Chad Jenkins, a veteran and entrepreneur, shares his journey from being a Division I quarterback at Army to serving in the military and transitioning back to civilian life. He discusses the impact of September 11th on his mindset and the challenges he faced in managing fear and overcoming obstacles. Chad emphasizes the importance of finding strength in faith and relying on a higher power. He also addresses the struggle of trusting and letting go of control. The conversation highlights the identity crisis many individuals face during major life transitions and the importance of doing the internal work to find oneself. This conversation explores the importance of emotional processing, healthy coping mechanisms, and teaching these skills to children. It emphasizes the need to address the root of problems and not just treat the symptoms. The discussion also highlights the significance of being present and fully engaged in relationships, particularly within the family. It emphasizes the role of parents as leaders and the importance of effective communication and assessment. The conversation concludes with a focus on the podcast 'Christ Over Fear' and its mission to share stories of healing and faith. Key Conversation Points: September 11th had a profound impact on Chad Jenkins and his fellow cadets, leading to a shift in mindset and a sense of purpose in serving their country. Managing fear involves acknowledging it, relying on faith or a higher power, and focusing on the things within one's control. Finding strength in faith and relying on a higher power can provide guidance and support during challenging times. Transitioning from one phase of life to another, whether it's leaving the military or retiring from sports, can lead to an identity crisis. It is important to do the internal work to discover one's true self and purpose. Emotional processing and healthy coping mechanisms are essential for personal growth and well-being. Teaching children how to cope healthily with their emotions and process them is an important aspect of parenting. Addressing the root cause of problems is crucial for true healing and growth. Being fully present and engaged in relationships is key to effective leadership and communication. Sharing stories of healing and faith can inspire and support others on their own journeys. Connect with Chad: Listen to his podcast- https://podcasts.apple.com/us/podcast/christ-over-fear/id1659452256 LinkedIn- https://www.linkedin.com/in/chad-jenkins-4b0352158/ Website- www.jenkins-group.com    

In today's episode of Welcome to Cloudlandia, I share insights from my experience at the Cloudland Summit. We discuss the carefully constructed approach to selecting impactful speakers and crafting their messages. Dan and I explore deeper implications of habits. From influencing personal growth to organizational culture and nations. Recent tech and political events show how biases stem from ingrained habits. We cover self-tracking progress through a daily habit-scoring system and cooking's role in health, wealth, and innovation. Overall, it's a thought-provoking look at intentional living and leveraging the mundane for extraordinary results. SHOW HIGHLIGHTS We discuss the Cloudland Summit and how major tech breakthroughs often come from the convergence of three pre-existing technologies. I share insights from my upcoming book "Everything is Created Backward," suggesting that innovation stems from remixing the past. We explore Perplexity, an AI tool that aids in research by suggesting further inquiries and providing references. We analyze the creation of iTunes as an example of innovation by combining existing elements in novel ways. I introduce the 'Top 50 Tool' I've devised to identify and refine daily habits that shape our lives and future selves. We examine the role of present habits in shaping our future selves and the effectiveness of setting goals for personal growth. We touch on the biases of Google's chatbot and the financial repercussions of such biases on a company's valuation. We discuss the number 51's significance in politics and business and the importance of counting fundamentals. We talk about the transformative power of cooking habits on health and wallets, and the broader implications on personal and national success. We tease the introduction of a new tool designed to track and score daily progress, highlighting the importance of consistent habits. Links: WelcomeToCloudlandia.com StrategicCoach.com DeanJackson.com ListingAgentLifestyle.com TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dean: Mr Sullivan, yes, it's Welcome to cloudland at time. Dan: Amen. I heard it's being recorded, so that's half the job right there. Dean: Yeah, and it's never going to let you down. Dan: That's right, Well, yeah what a what a whirlwind week. It was so good to see you and babs and everybody. Dean: We were shooting for one meal and we were shooting for one meal and that kind of ended up as five. Dan: Yes, what what can happen. Oh, that's, yeah. Nothing wrong with that. I like it. They were all playful. Dean: Yeah. Yeah, it was really interesting because I spent probably a day preparing for the Friso summit for our listeners. We just had our annual being the top level of strategic coach and and we have this every year it's it's a meeting Squeezed in between two drinking parties. Oh man, that's funny. Yeah, the meeting is so you can recover for the first from the first drinking parties so that you're ready to go for the second one. Dan: And I'll tell you what. I sold that to those pokeballs short, that was those are delicious. Dean: Yeah, I always find that alcohol is the almost failproof Of 10 times multiplier. There you go one dollar invested in alcohol Somewhere along the line, that always produces the 10 times positive result. Dan: Oh, good, that's noted. Dean: Yeah, I'm not sure that marijuana does that. Dan: Oh no. Dean: Yeah, yeah, anyway, yeah, but I spent a day on that conference and. What I did is we chose the speakers and then alanora called each of them to see if that was okay and we specified the topic, and that was all done by you know, alanora. And then what I did is I wrote a fast filter for each of the speakers, not on what they were going to talk about, but how they were going to talk, okay. And I thought it worked really well. I thought it worked really well. Dan: It really did. I mean the panels were, you know. It seemed like the whole thing moved quickly. Everybody was bringing valuable insight, even just the. The resources they were recommending, especially your. The ai panel, was fantastic, not too much. You know I I immediately came back and started using perplexity and I downloaded perplexity as so let we should probably set the stage for what perplexity is as a chat, gpt alternative and combined with kind of Google and yeah, well, it's interesting because I've done it on about 10 different Questions, you know. Dean: I asked a question and then I get an answer and uh then, but it's got Uh two neat things about it. At down below it has three more questions that you might ask. Okay, three more. Dan: Um, yeah, on the topic. Dean: That first of all gives you the original answer, and then it suggests three more things you might look into. But, at the top it's got four boxes and these are references that you can go to that indicate where it got you know the information to answer your question. And if you do all, if you do the first thing. And what I was asking was mark mills, who is a tech Thinker. He thinks a lot about what technology is doing to the world and he mentioned in one of his books it's called the cloud revolution that if you look at technology, almost all the breakthroughs happen as a result of combining three existing technologies. And he goes back and he goes rake back to Samuel Morris in the mid 19th century with the telegraph, and then he comes all the way forward to not to ai, but to when how the internet came into existence. You know, he puts the internet and talks about the three things that had to be there first before you could even think about Creating this new technology. And the reason is I'm writing a quarterly book right now which is called everything is created backward, and and what I mean by that is that you can't you can't create the future out of the future, because there's nothing there. Dan: Right right. Where's the stuff you know First of all, I've never been rendered in the simulation. Here it's unrendered. Yeah, nobody's ever been nobody's ever been there. Dean: You know they I mean. But the problem with it is that you have to do a awful lot of convincing With something you try to create out of the future, you know and but I gave the anxiety. I just wrote the first chapter, but the actually the introduction, and I use itunes as the example that steve jobs simply took three things that already existed. One was the mp3 player, which he apple already had. The ipod Okay, it already had millions of people already using the ipod, so he had a build-in. He had a build-in audience to go through with something new. The second thing is that nabster had already pretty well figured out how you use the internet to download single songs. Yes, okay and their only problem with their model was that it was illegal. They were stealing, they were stealing and that's that. Never has long shelf life. Dan: They were sharing something they were sharing. Dean: No, they weren't sharing, they were stealing. They were stealing other people's property and making money on it. Yeah, that's called theft, and and then apple had its operating system, so it was the mp3 player, the nabster innovation with the internet and the apple, you know, apples operating system for all of its computers, which it had many more already existing Customers, you know customers were already using it. And then he put it together and he created iJudon. You know it was an app that went on your apple platform and you could download music and then put it in your ipod. Dan: That's great and you're right, like it's. I see the triple play the things now I can. Just I'm looking at it. Dean: I mean, if you look at, artificial intelligence and work backwards as a result of three things. I haven't really analyzed that, but it seems to be three things that had to exist before, and so what I'm suggesting in the book is that the key to your future is actually what you're doing with the past, your past experience, what's available to you, yeah, and so that's. I think that's a tremendous breakthrough. I think this is a keen insight. Dan: Yeah, I mean, what was a keen insight for me? My biggest takeaway from the free zone. Dean: I was looking for a little bit more excitement on your part. Dan: No, I'm totally excited and this is where it's. It's related to what you're saying that when we had the conversation about Looking back at the habits that you've established, oh, yeah, now, yeah, that's what I meant is that, looking working Backwards, like that, everything that we've created right now is the some, you know, the accumulation of all of the Daily habits that I have instilled, right, the behaviors and habits and choices, and that only you know. I think it goes in that. I think that fits with what you're saying, that you can't. It's not about, you know, picking something in the future. When you said, what are the habits, what are the daily present habits of future dan or future dean, of where you want, and that's the real thing is that having to establish, though, those habits? Yeah, I've had a couple more thoughts. Dean: I've had a couple of birth thoughts since we talked in palm beach about how you could approach this, and so one of things and I have a tool that I've created which really hasn't gone into the program at all. It's called the top 50 tool and it's just a page and it's got 50 boxes, okay, and what you do, and what you do is when you have a number of things. So let's just Apply it to the present project. You have 50 existing daily Habits right now. Everybody does, you know everybody in the world and I'm just arbitrarily picking 50. Yeah, my sense is it's if you put all the habits, the little things that you've woven together to produce who you are today. Yeah you know it could be in the hundreds, you know hundreds or thousands, but you know it fills up the time. Yeah, you can account for it. Yeah, in the 24 hours, and then the waking hours. Probably there's probably habits you have at life and nighttime which bear Examination. But I said okay. So the first part of the project is just create a sheet. That's got, you know, it's got 50 boxes. You know five by 10, okay, okay, and number them one through 50. And then just you know, and every day as you go through, observe something else. For example, in our house I do the dishes, okay. Mm-hmm babs cooks and I do the dishes. So usually it hangs around, you know it hangs around. We have supper. You know we have not so much breakfast, but we had lunch and dinner and there's dishes and I just put them next to the sink, close to the dishwasher, and then I go about doing something and then I, and then you know I open the dishwasher and there's a previous meals already, clean dishes there, so I have to unload it and you know, put everything in the shelf and then I load it. Okay, and it's not a kind of how that I really like doing, but it's the agreement, you know Okay, so within the last three weeks I've adapted as soon as the meals finished, I do the dishes, okay. And in order I put the dishes in the dishwasher, and in order to do that, before the meal I look at the dishwasher and I unload it and put everything away so that when the meals finished, it's just a matter of rinsing the dishes and putting them in a dishwasher. Well that's two habits. That's two habits right there. Okay, so they would go down in boxes. You know two of the boxes, okay, but once I do it, and I'm doing it the way that I would like to see it, see me doing it in the future, you know. And you know, and sometimes we have staff in the house and they do it so that it gets taken care of, but it's not my, but when it's just Babs and me at our home and at our cottage. You know, two homes in Toronto, and a home in Toronto, a home in Chicago and then a cottage up north in Canada. Anyway, and I'm the dishwasher, you know. Dan: And I had to do it. Dean: So I said, since I'm gonna be doing this for the rest of my life, I might as well you know kind of improve it so that I actually enjoy the activity. Dan: Yes, I really like this, Dan, Like you're saying the same thing. I mean the things that have been triggered from our conversation about it in Palm Beach. You know, Like you just described, it's one of those things If, even if you ask yourself the question is there any way to not do anything? I mean, the thing is that the dish has gotta get done. Dean: Well, the other thing that's part of my relationship with Babs, you know, and she's commented a couple of times during the last two weeks and she said I really like it that you get it done right away. Yeah. Dan: Oh, there you go. Yeah, that's your target audience. Right there, I'm getting social proof from your target audience. That's the exact thing. Dean: This is. I can tell you, this is my number one target audience. Yeah, so let's say you go through and you fill up your 50, okay. You know, you get them. You know, maybe I'll take you two or three weeks and you just notice little things. You know how you get up in the morning, you know, you know how you get ready for the day and everything, but there's a lot of little habits. There's a lot of little habits there, and then you sort of reach 50 and you say now, how many of these? How many of these tomorrow, can I improve? I'll look at the habit. And then I'll say to myself how would I like this always to be going forward? And then you do it that way. You do it that way, and then you have to attach a point system to it, so you're scoring every day. Because, I don't stick to things I can't score. Dan: Right, well, you may like, dan, there's James Clear just launched his. Adams app, which is Adams A-T-O-M-S, and he's the guy that wrote you know Atomic Habits and this is exactly what you are talking about here. You know you can make, you can create habits that you want you can, and it gives you prompts or you can track. It's almost like wind streak in a way, right when you're adding things on it, but daily you can. So I set up my first habit that I set up just on Wednesday or Thursday I downloaded the app. Actually, I set up that I said I want to start with the first thing in the morning that I drink half a liter of water, the 500 milliliters of water. The first thing that I do when I wake up to rehydrate and do that. So I've done that. Now I've had Thursday, friday, saturday, sunday four rounds of that and it tracks your streak and it shows you your progress and so I've had four total repetitions so far. And the way they set it up is you put a purpose around the habit, like why you're trying to do this right. So the habit is that it's always like a place and a time and a reason. I think right, so it's a vote. And when they do your thing, when they give you the report, it's like congratulations, that's four votes for your healthy dean or whatever You're making. Every day you're making a vote. Dean: I think that's great yeah. Dan: I'm voting for this. So habits is the name of the, or Adams is the name of the app on iTunes. Dean: It's done in the app store, right. Dan: It's in the app store and it's just a yellow stacking yellow with like a white stacking thing. Dean: But yeah, I've periodically over the last dozen years been conferences for James's, you know, and I've always enjoyed his take on things. Dan: Yeah, and that's I mean. I like this Dan a lot. This is kind of gamifying thing. Dean: Yeah. Dan: Now. Dean: I can tell you what my if you call it my top 50 tool. Then there's a little arrow in each of the boxes and what you do is you press the arrow and it takes you to a page where you develop your criteria for what constitutes a great habit. Okay and then you attach numbers to the to that, and there's room, I think, for 10 criteria. Okay, and then you go through, and one of them is that I want to be more and more doing habits every day that are going to last the Rest of my life. Yes so that's that would be one criteria and I give my, I can establish the range, and and then you all you have to do is the criteria for one, and then that applies the criteria to all of them, and Then, as you go along, you start improving the criteria, and the moment you improve the criteria, it improves it for all of them. Okay, and then, as you go through, you notice that certain certain habits get a better importance score than others and it automatically, automatically prioritizes the 50, that this is number one, this is number two, this is number three. Rate to 50. What do you think about that? I really I mean would you? Dan: like to get that. Dean: Would you love to get? Dan: that. Where would one get one of these? Dean: Only from a particular person. Yeah, and it's right. Now, it's a file maker file, a file maker no longer Exists, but that this continues to work. Okay, this continues to work, okay, so I'll just send you the file maker oh, I like that a file maker form and, as you're going along, what it does is it give. I mean, I think the combination of the atom, the atom app and this tool probably Complets the circle it might be. Dan: I mean, I'd love to discuss what you're describing. Dean: Here's the tip sounds like as you go along, there's habits that are less important and they don't belong on the top 50. So there's another backup 50 and that they're in the backup 50. Dan: Okay, the farm team. Dean: Yes. Yes you can't have major league without a farm team. That's exactly right. Dan: I, like you know what's very. What's really interesting about this, dan, is if I was really Reflecting on my accumulated daily habits, right, if I look at what are my observable habitual behaviors? Right, and I went through the way I went through it was looking at the vignettes of each day, like looking at a timeline from the, the moment I wake up and and I was saying, you know, I have established Really good sleep habit of you know, my sleep window is Very uniform, my, you know, I woke up this morning I'm, you know, 8786 on my sleep and readiness score for my or ring. I get enough deep sleep and all that. So I've established that habit of Really a really good sleep window there. Then I started looking at, you know, my observable, if we were just somebody was following me around, logging my movements, like in a computer program or whatever, like just line items like Lining, describing every step or everything that I took part of. It is, you know, look, replacing now looking for the opportunities, like where do I want to establish this habit? And I think that little window of you know right, when I get up the first, you know the first hour of being awake. What do we want those habits to look like? Yeah, would future deans habits be? Dean: You know something there are constraints and deans, future habits. You know what? They are deans present habits? Dan: are yes, that's exactly it. I get it and that's what you're saying. I'm like you. Dean: Do anything in the future now you can't do anything in the future. You can only do things in the present. Yeah, the future. Dan: That's exactly right. Dean: Yeah, but I've been around the tech people and you know I mean, like the environmental movement, no more fossil fuels. That's a bullshit, is such a bullshit goal Because 80% of all the energy on the planet comes from fossil fuels. Okay, the other thing is that the people have these kind of goals are really not very good at getting anything done. Dan: Yeah. Dean: They went to university. They've been in university for six years, you know they've been in school since they were four years old. They've never actually done anything in the real world, you know and. But they're going to change the entire structure of the world and the problem is that it's not a plausible goal. Like no fossil Fields, you know, the other one is no borders. You know the thing we shouldn't have borders. Well, there are borders and people will kill for the borders. Yeah, right, but the thing is the people who set these type of goals in the future are some of the most incompetent people on the planet and it's really interesting that the the way you described it there. Dan: All these people, they're not accountable for the day we have. They're talking. They're just going and admonish people about this future. There's no fossil fuel because it's not actionable. Dean: It's not actually, and what they're trying to generate is tax money. They're trying to generate Donations. They're trying to but without ever producing any kind of satisfactory result you know, yeah, because they're just painting the ideal. Dan: And I wonder, how do we do that in our own lives? I mean, well, the big thing. Dean: Well, one of my things that have occurred to me is that all your goals for the future are actually you Operating, you personally as an individual operating at a higher level of capability, you know I mean you know, if you have a, you have one house and you have a house, another house that's bigger, it's better. You know it's got far more, it's more in the right place, it's. You know it's got about 10 Better criteria that you could say. And you say, well, that's my goal and I said no, that's actually the result of you being a Different and more productive person in the future. So every goal you have to bring back that it's you as a person operating at a higher level. You're making more money, you know, and that's number one. You know, yeah, and in order for you to make more money, you've got to look at what you're doing right now to make money and improve it. There may be, between you and that house, there may be, 10 Improvements that you have to make to how you're making money right now. Yes, yeah, this is yeah maybe eight profit activators. Dan: Which one? Dean: all the profit activators are habits, aren't they? Dan: they are, yeah. Yeah, you're absolutely right with metrics. I mean, that's part of the thing I think is that's measurable, right, everything you're describing. That be a good habit horrible habits. Yeah, huh, yeah, and I was dawned on me how long these habits, many of them, have been established. Like, I like your idea of the ranking of the habits. I mean that's it's, you know the numbering them, you know there's probably a Habit you know, but this is endless pursuit. It feels like you know an endless. Well, it's a daily person. Dean: It's a daily improvement activity. You know because what I'm finding? I've been doing this for about four months. Daily habits, and the first one and what I've been doing is I've been going to Buenos Aires. I've done it three times, for the fourth that's coming up in two weeks. And and there's basically six weeks before visits to Buenos Aires. So I said I'm going to create a 42 day cycle of changing certain habits. Okay, oh, wow, anchors is something right. Well, you anchor it in time, you give it a, and then so that's. You know, six weeks is 42 days. It's an odd time period and that intrigues me, you know. So I've got these 42 improvement, 42 day improvement periods. Dan: And then I say Just a lot to support the 42 is that. You know they say it takes 21 days to establish a habit and 42 is just twice that. So you get two cracks at 21 days to establish. Dean: You just explained why I did it. You just explained why I did that, but I didn't know that. Dan: There you go. No, that's great, though right Like that's a. Dean: I'm doubling down. Yeah, yeah yeah, I hadn't seen that. I had not seen that. Dan: Yeah. Dean: Anyway, but what I did? The first one, it was very simple no snacking between meals. I don't get into trouble with meals. I get in trouble with what happens between meals. Okay, okay. Dan: And. Dean: I aced it, I aced it, I aced it over 42 days, and then I started adding so the second one had two or three habits, the third one, you know, the 42, because I'm getting used to it, okay, and you know. And then all of a sudden I said pay attention to all your habits and just do it right. If there's something you have to do that day, do it the way you would like to have it done in the future, and then give yourself points for that. You know, and so. But there's an enormous Well. First of all, there's a dopamine hit to it, because it means that every day is valuable for learning and growth, and that's a, you know, that's a great thing. Dan: This is fascinating because that dopamine is healthy. Good, you're the beneficiary of the dopamine compared to like watching. Dean: You're your own dealer, yeah. Dan: Be your own dopamine dealer. Dean: Be your own dealer. Dan: That's a great title for a quarterly book, Ben. Dean: I just logged in. Dan: I mean, that's the truth. Dean: You never know. Anytime you talk to Dan, to Dean, you're going to get a new quarterly book out of it. Dan: Sometimes you get a major market book out of it. You never know. Dean: That's a good habit, that's a good habit. I don't know what it is about, dean, but anytime I'm around him I can count about you know, half a year down the road, and something he said is now a book. Oh wait for this. Dan: You know what the elegance of your 42, the 42 days, six weeks is? That you could get two rounds of that per quarter. It's just another nice, elegant fit. Dean: Well, you can get basically 42, you can get two rounds and basically oh right, then a quarter yeah. Dan: You can yeah 12 weeks. Dean: And then you get some free days to. Yeah. Dan: Go wild, I'm better. Yeah, enough of this structure. Dean: Enough of this structure, you know. But the interesting thing about it is you're actually, every time you improve a daily habit, you're exponentially improving your future. Yes, yes. And it's the only way. Yeah. And the thing is, there's certain habits you would like to change today, but you have to change some other habits before you can get to it. Yeah, so yeah, I'll give you an example. I've been listening to people talking about intermittent fasting. Yeah, Like you go a weekend without eating. I said no, I'm not anywhere near that. But what I've noticed is on Saturday and Sunday I can have 16-hour periods between meals. Dan: Okay, yeah. Dean: And I said, you know so, on Saturday we have dinner at three o'clock in the afternoon and then I don't eat again until so that's nine hours before midnight, and then I have, you know, I eat breakfast at seven and then that's 16 hours. Dan: Okay, yep. Dean: And that's intermittent fasting. Dan: Yeah. Dean: And I can do the same thing on Sunday over Sunday night and breakfast. So I said, no, I'll just start off. Once on a weekend I'll do it. And now I'm at the point where I can do it twice on a weekend. You know people said well, you know, it doesn't matter, unless you do it for a couple of days. And I said I can't do it for a couple of days. Dan: Right. Dean: My habits. Don't support it yeah. Dan: Yeah, and I mean I don't know what to do about it. Dean: So whenever people say you should do something, you have to check back and say, ah, interesting, but my habits don't support what you're talking about. Dan: Right, right. Yeah, this is amazing. I mean, I'm not really a dashboard and scorecard, but you're totally in control of that. Dean: You won't. Dan: Yeah, you're the only one who knows the habits? Dean: You're the only one that knows how you want the habits to be in the future. Here. Dan: Yeah. Dean: There's complete agency here on the part of an individual. You know, and you can know all the ramblings of other people about what you should do and you have to do this. No, it's not so. It's bullshit Right. Dan: Yeah, yeah, I mean this is yeah. And then there's a. There's a guy, rob Dierdek. I don't know if you know him. Dean: Yeah, yeah, yeah, I did mention him. Dan: Okay, yeah, that you know. Everything that we're talking about is exactly. You know what he's on board with. Everything he's talking about is Dave Tuchad, chad Jenkins. Dean: Willard oh Chad Jenkins. Dan: Chad Jenkins I gave him and Steve Dastante actually, yeah, Rob Dierdek back to back two podcasts called the most unrelatable podcast episode you'll ever listen to. And it was him describing to the what ends he goes to track and quantify and establish his daily habits. And it's fascinating, I mean just to see, you know, make things inevitable, you know. Dean: Yeah, and there one thing that makes you appreciate that nervous systems are really different. You know human nervous systems are really. You know, what appeals to one person doesn't appeal to other people, and I think that's a tough nut to crack for a lot of people, because they want what they're doing to be the truth. And I said well, it is the truth. Dan: It is the truth. Dean: It is the truth, but don't go beyond yourself with it. You know, you know and and I think it has a lot to do with your you know your early experiences in life, what you got used to doing, what you like to do, things that you didn't like, and I think and these are forming before we have the ability to be conscious about them. Dan: How many of your habits Dan in on looking at your list are 50 year old oak trees? Oh, yeah, yeah, I mean some of the habits are oh yeah. Yeah. Dean: Some of them are. Some of them are beyond 75 years. Dan: Right, and some of them you know. Dean: I'm probably not going to fool around with those. Dan: No. Dean: Not at first, not at first. Do not take on a 75 year habit. Right, exactly, yeah, but it's really interesting Now, as you know, this happens to if we we can shift the context. I've been very interested in the, the reason why, in the last two weeks, google has lost $90 billion it's market value because of that Right. Because of a stupid AI chat. Okay. Dan: Yeah, I don't know what happened, so you know well what they do. Dean: it's a new chat chat bot that, when you put in directions, it'll create graphics for you. Okay, Okay. I'll give you an example. A guy says can you give me a picture of Vikings? And it comes back and they're all black. Dan: Okay. Dean: Now. Vikings were the whitest people in the world. Dan: Yes, right, right. Dean: Northern European. Not much sunlight, you know. Dan: Yes. Dean: So, anyway, and that says show, give me a picture of the founding fathers of the United States. And there are a whole bunch of them sitting on that table and a number of them were black. So what? Okay, so just giving you the general context, that what's being reflected in the Google chat bot is the dominant political views of the organization. Interesting, isn't it so? And they're getting such backlash. Well, their stock valuation went down by 90 billion in about a week and a half, 90 billion they just dropped, you know, their stock value. Now I would interpret that as someone giving you feedback. Right, right. Dan: Right. Dean: Right, you know, because what a stock price is an estimation of the future value of something you know and what I realize is that now they're scrambling. They had everybody had to work all this weekend to correct the problem. But the problem isn't their chat bot, the chat. The problem is Google's dominant thought process. Okay, so what's being reflected in any organization's cloudlandia presence is what their mainland habits are. I mean I don't think you can communicate too much beyond what your dominant habits are as an individual and as an organization. Dan: Yeah, this is you know, and I wonder if that so you're thinking like the Google things as reflecting their own biases are coming through in the stuff that it's how do I? Dean: that they have a bigger game to change how people think you know I think they do. You know, and you know, and you know, and maybe they shouldn't be that ambitious. Maybe they should just change the way that they think. Dan: Yeah, there's no. It's so amazing to me that there really is no. Like it's difficult now to get objective stuff, to get objective information without that. You know I saw that sort of you see it coming through in the biggest companies like Google, all the media, the mainstream, meta, meta, yeah, that, you see the whole. You know I look at. I was sharing with you the headline, you know, when Donald Trump just won South Carolina by a landslide. You know over 60% of the votes, 39% to Haley, and the headline on Drudge was 40% of Republicans don't want Donald Trump. It was like, what an amazing like flip of not mentioning the historical trouncing that she got in her own home state. Dean: Yeah, yeah, yeah, yeah well, you know you know, in politics and in business the number 51 is really important. I tell people you know, when you own a business. There are two numbers that matter 51 and 49. 51 is the same as 100%, 51 is the same as 100% and 49 is the same as zero. Yeah, you don't understand the difference, the crucial difference, between 51 and 49, you're gonna have a rough life. You're gonna have a rough life. Yeah, and he has won three more tomorrow, and they were. You know, they were equal to the that he's been achieving everywhere else. He's now. There's now been seven states and he's won all seven. Yeah, but 40% of people don't want him. Dan: Yeah, 40% of Republicans don't want Donald Trump. That's right. Dean: Yeah, yeah, yeah. So the interesting, I think next Tuesday there's 15, you know, there's like 15, it's called. Super Tuesday Super Tuesday, yeah yeah, super Tuesday, and probably he'll be up by 22,. It'll be 22 to nothing by the end of Tuesday night, you know. And he said, and she'll be saying I'm gaining on him. Dan: Gaining on him. Don't give up yeah. Yeah, yes but it's like, it's like 22, 22 flesh wounds. Right, exactly, yes, I'm not dead yet I'm not dead yet Just a stump. Dean: no legs, no arms, but I can still bite you. Dan: Yeah, yeah, I can still bite you I can't quite. Dean: I can't quite figure out what her lawn game is by doing this short. You know her short term activity. I can't figure out what her lawn term plan is. Dan: Yeah, this. I mean what a year this is gonna be. It's gonna be a great year. Dean: This is a I think this is a tectonic shift year, and it's not just in the States. That happened in Argentina when we were down there, the new you know the new government that came in. It happened in Holland. It's kind of happening all over the world right now that people who know how to count are replacing people who don't know how to count. Dan: Yes, so amazing, Dan. I'm excited about the, about this, the 50. I'm excited to get that too. Dean: Yeah, I'll, I'll be in the office tomorrow and I'll have our tech team send you it. And it's just, you know, you just punch on it and it opens up and it's self-explanatory. There's it's called the top 50 tool. And then you know, you use 50 boxes on the first page and then you have a backup page that has 52 and you just start listing them and then you wanna grade them in terms of their priority as a habit, and then I think it fits in really well with what James is doing. Dan: Yes, I'm just that's the only habit I've established on there so far, but I think it's really, yeah, it's really, I think gonna be a great thing because you can anchor it to times, you know, like when you want to, when you want to establish this habit, like you were saying the dinner, the dishes, is what are you, how are you triggering that in measuring? So you're saying-. Dean: Well, you never lose if you do a habit that's from the past and it's not what you want in the future. You don't lose points if you do that. There's no losing points. You can only gain points, okay. Dan: Okay. Dean: So I've got a daily scorecard, okay, and like in the first 42 days, in. I've got a total of 122 points for you know, sticking to no snacks between meals. Dan: Oh good, that's great. So you're keeping like the tally of it. Dean: Yeah, I'm keeping a tally. And then when I go back to Buenos Aires and I said, next time I'm coming back and I you know, I don't remember exactly, but I added two or three more habits, you know, to it and as you're going through the day, you're becoming more and more conscious of your daily habits. If you do it 10 days in a row and you're tracking habits, the next habits on the list will suggest themselves to you. You don't have to go looking for them. You know you don't have to go looking for them, they're looking for you now. Dan: They want to get points they want to get points and they build. You get the momentum of the feedback too, right? Yeah, you know. Did Babs know what you're up to, or did she? Yeah, and just your observation. Dean: She's starting to do it herself. I mean, she was inspired to start. You know, start doing it. She won't do it to the maximum way that I do, because that's not what she does. But she knows she's with me, so she knows things will get better. Dan: Right, right right. Dean: Yeah, I'm around a good habit-forming person. I mean, that's just, I'll just hook on and I know things will get better, but anyway, yeah, and. But you know, what it's doing is that all humans are completely equal and that they only get 24 hours per day. That's true. Dan: That is true, your comment, the speed of reality. Dean: That's the speed. That's the speed of reality. Dan: Yeah, and I don't. I mean, it's funny when you say it. When I first started thinking about it I thought you know, is that too obvious? But it's, yeah, I think it's one of those. It's been right there. Dean: Well, the other thing that I can tell you a lot of the problem they're having in their life is they don't account for that truth, right? Dan: yeah, I think that's really the thing, right. It's tuning into the speed of reality and looking at the only times. The only time we can really have any action is today, and there's a hard stop. I mean, there's a hard stop on it that your sleep, you know, is a. There's no possible way for us to do anything tomorrow. Dean: Yeah, and the only impact you can have on yesterday is what you're changing today. Dan: Yes, and that's the thing I was having. So Joe Polish came up, came back with me from Palm Beach. He just left yesterday, but he spent three to four days with me here and I mean, we went through, we set up my total environment here for success, you know, in terms of eating, and we went through my kitchen and cleared out everything that isn't supporting the habit of future healthy being right, and we went through that kind of it was. So we were talking about the four C's two is the commitment, and then courage and capability. And so we went I don't cook and I've never cooked. I've never. You know, yeah, I've never cooked. No, don't really have any skill in that, but we went. Dean: That means that if we catch you cooking, we know something that's deeply wrong. That or? Dan: deeply right. I mean we went and got an Instapot. I don't know if you've heard of this device, but so the Instapot is a miracle vessel. I mean, you just put stuff in and push a button and then it cooks. It's like. So we went to the grocery store and we got some, you know, some organic chicken legs and chicken thighs and chicken breast, and we got some grass-fed ground beef 90-10 and we got some. We've had some. We've cooked the entire the whole four days that he was here. And so the thing is now I left this with a new capability, right Like. So now I've got and I said to Joe it's kind of like reframing. I think it's almost like getting back to my, to building a primal habit of going to the grocery store and hunting some dinner, hunting food. Right, go, hunt some chicken and bring it home and clean it and cook it and enjoy and eat it, you know, but how easy Rather than having food hunting you. Absolutely, that's exactly right. And so that capability, you know, like we, we literally just take the chicken, wash it some salt and pepper, put it in the pot, put some potatoes in there on top, whole, you know whole, just washed, you know, Yukon gold or gold potatoes, put it in there, press the button 11 minutes and it's the most delicious. Whole, you know whole, some. No, no oils, no anything. It's just so clean, right, You've got organic chicken, you've got the stuff, and it's delicious. And then we, you know, got on the pan. I learned some pan skills right Of being able to, just with some butter in the pan, you know, grass fed, organic butter, of course, and putting. We got some steaks that were like, thin cut. We got some pork chops that were thin cut, ground beef, all of those, just the same thing, just taking the meat, salt and pepper and a little bit of, if I wanted to add any spice or whatever to it, cook it on, you know, both sides, and there you go. We even chopped up zucchini and squash into little medallions and sauteed them in the in the pan. So this capability now of being able to see this is a better habit to do than well driving through somewhere, right. Dean: The big thing is that it's got a future reference, that you have a sense of who you'd like to be in the future as an individual. You know and you can only be that in relationship to the habits that you form right. Because you know, there's part of our day which requires focus. Concentration because it's new stuff, yeah, and therefore the habits have to be good. When we're not focusing directly on the activity, you have to have great habits, you know yeah and and yeah. the book I just came out with the great meltdown is that the US is the top country in the world because it's got the best widespread habits of people using innovative skills to lower the cost of money, lowering the cost of energy, lowering the cost of labor, lower cost and no country in the world can possibly match it. You know, yeah, yeah, the prices of things are up and down, unpredictable around the world, and but the US has a habit of always trying to lower the cost of anything. you know yeah and other countries don't have this, and so you know. You can see the difference between Canada and the United States right now. I mean it's really extreme. From the last time you were here, the difference the average per capita income in the United States is now lower than the per capita income of Mississippi. Dan: Wow, the United States, the in. Dean: Mississippi is number 50 and per capita income and the average. Canadian is now below, below the per capita is in the low Wow, yeah, I wasn't. Dan: it wouldn't have expected that. Dean: Yeah, and not only that, they don't freeze to death in Mississippi. Right that's exactly right. At least I got that going for them and that's basically. You can measure it from when the president, prime minister, came in, has been going downhill since this prime minister came in because he wants to save the world. Dan: Yeah, it's interesting, right, that's been funny to watch the. You know my algorithm, for you know, sending me things, video clips and stuff is now I get a lot of those, Pierre Polly. Dean: Yeah, yeah, smart guy. I had breakfast with him about five years ago. Yeah, smart guy, very smart, yeah, and from Alberta French speaking from Alberta, that's a pretty good. You know, that's a pretty good background. Dan: You know he's got a triple. Dean: That's a triple play Canadian that's a triple play for a Canadian. That's French, french. Dan: I mean that's, he's got it all covered because, it just doesn't get it. Dean: And then his wife is from Venezuela, she's a refugee. So she knows what a country gone wrong early looks like yeah, oh, that's funny. Yeah, yeah, and you know, so so anyway, but you can just see the difference that the United States is better at handling milk costs than Canada is. Dan: Yeah, wow. Well, dan, I'm excited, this is great. Seven days? Yeah, well, I'll tell you the tool I can promise you you'll have the tool by this time. Dean: Not this time, but by the end of the day. Tomorrow you'll have top 50 tool and just play around with it. I mean it's self-explanatory, you don't have to. There's no rule book that comes with it. You'll just play with it. Just remember, in every square where you put something, if you press the arrow it takes you to the criteria page. Okay, perfect. Dan: I'll do it. Dean: Yeah. Okay, then I'm interested in the teamwork between the top 50 tool and the Adams app. That'll be really interesting because I've been lacking a daily scoring system. You know, people won't stay with something unless they can score on a daily basis. That's the truth. Dan: That is true. Dean: Yeah. Dan: I can't wait. Dean: All right. Dan: I'll see you. I can't wait. I'll have it tomorrow. Dean: All righty. Thanks, Dan. I'll be on next week if you are, I am absolutely Okay. Dan: Okay, thanks, dan, okay, bye, bye.

Welcome to the Business Legends Podcast! Today, we're excited to host Chad Jenkins, the CEO of SpeedSpark and a renowned Serial Entrepreneur. In this episode, we'll delve into Chad's inspiring journey as a self-made entrepreneur, which took flight from his early ventures in equine entrepreneurship and landscaping, all the way to his strategic alliance with Nextel Communications. Chad's unique approach to business, combining attentive listening, strategic principles, and a knack for identifying growth opportunities, has propelled him to the forefront of business innovation. Through our conversation, we'll explore how Chad's unique abilities to envision and connect unconventional dots have led to revolutionary results in the business landscape. We'll also discuss his commitment to empowering entrepreneurs and his contributions to promoting growth and innovation in the business community. Want to learn more about Chad and his influential work in entrepreneurship and business leadership? Follow him on his socials: SeedSpark Website: ⁠https://seedspark.com/ Chad's LinkedIn: ⁠https://www.linkedin.com/in/chadtjenkins/ Connect with us! Website: ⁠⁠⁠⁠⁠⁠⁠⁠http://www.businessmarketingsolutionsgroup.com/⁠⁠⁠⁠⁠⁠⁠⁠ Facebook: ⁠⁠⁠⁠⁠⁠⁠⁠https://www.facebook.com/BusinessMarketingSolutionsGroup⁠⁠⁠⁠⁠⁠⁠⁠ LinkedIn: ⁠⁠⁠⁠⁠⁠⁠⁠https://www.linkedin.com/company/businessmarketingsolutionsgroup⁠⁠⁠⁠⁠⁠⁠⁠ …and don't forget to subscribe! ⁠⁠⁠⁠⁠⁠⁠⁠https://podcasters.spotify.com/pod/show/business-legends⁠

In this episode of The Faces of Business, Chad Jenkins, the entrepreneurial mastermind behind SeedSpark, unveils his unique strategies for exponential business growth. Chad, an esteemed entrepreneur with a history of transforming traditional businesses, shares his groundbreaking methods: Remove the FILM, Just Add A Zero, and 100X Collaborations.   Check out the Blog post here: Proven Methods to Create Exponential Growth   Thanks for taking the time to listen today.   Find Damon Pistulka on LinkedIn talking about life & building businesses you can sell or succeed.    On Twitter as @dpistulka with inspiration and sharing thoughts.    Find out more about Damon when he's not working.  @damonpistulka on Instagram, or Damon Pistulka on Facebook.      More information on building businesses you can sell or succeed and the Exit Your Way method on our website   View our blog page for this episode here.   Email us for more information info@exityourway.com

Chad Jenkins is the President & CEO of SeedSpark. Chad's bio: I bring a distinctive blend of attentive listening, curiosity, and strategic principles to the forefront of business innovation. My mission lies in the relentless pursuit of that elusive 'secret sauce' that drives businesses to soaring heights of growth and prosperity. Horses were my initial foray into the world of business, instilling the foundational lesson of non-verbal communication and cooperation. The lessons learned from equine entrepreneurship naturally extended to my landscaping business in middle school, which flourished for some time before I sold it to focus on a rapidly expanding new venture. The success of these ventures in my younger years was a practical application of what would later become the Growth FlyWheel principles™. By 21, I became part of a revolutionary retail concept in partnership with Purina — America's Country Store. My role there segued into a pivotal alliance with Nextel Communications, where the applications of my unique methodologies pushed me to become the top distributor in the Carolinas within just eighteen months. It was through observing the friction customers experienced with billing that I spotted another opportunity — a service to rectify billing inaccuracies, saving my clients millions and securing a substantial competitive edge. My success at Nextel Communications propelled me into the software domain with the inception of SeedSpark, a venture dedicated to equipping clients with strategic advantages. Today, SeedSpark stands as my primary venture, fostering partnerships and providing services that embody the very principles of my successful entrepreneurial blueprint. At the core of my SeedSpark Growth FlyWheel™ approach exist three frameworks:

In this Episode Chad Jenkins delves into the essence of finding your passion and energy to create value, emphasizing the art of collaboration. Gain insights into the "Who Not How" concept, the significance of focusing on your unique abilities, and fostering exponential growth without succumbing to the hamster wheel. In addition learn about Chad's fascinating childhood experiences, from horse sales to landscaping ventures, where he discovered the power of collaboration and adding a visionary touch. Chad's early understanding of reverse math and adding a zero to his aspirations set the foundation for his entrepreneurial journey and you don't want to miss this episode that offers actionable advice on entrepreneurial excellence, validating market depth, and removing the friction for unparalleled success.   More about Chad:  Introducing Chad Jenkins, a lifelong entrepreneur and visionary known for reshaping businesses to deliver remarkable returns. With three groundbreaking methods and boundless curiosity, he serves as a catalyst for business growth. Collaborating with leaders across industries, he uncovers hidden opportunities, achieving exponential enterprise value growth. Chad's track record includes 40+ high-growth companies and numerous successful Growth Partnerships. Now, he empowers others through Growth Collaboration Partnerships and the SeedSpark Growth Academy. His new book Just Add A Zero is a guide to outperforming competitors and achieving exponential growth through collaboration.   More from Chad: https://chadtjenkins.com/bc/   ------------------------------------------------------------------ Want more Business Choreography?  Check out… Business Choreography Website  Join The Business Choreography Group  Text Us "CHOREO NOW" To Get Started: 385-442-7188   Need the tech to build your Business Choreography? Check out.... ChoreoSuite

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In today's episode of Welcome to Cloundlandia, we explore the concept of existing in multiple zones simultaneously, moving beyond the binary and discovering a third space - the Free Zone.   SHOW HIGHLIGHTS Discover the power of existing in multiple zones simultaneously, such as the Free Zone, where you can mine your thoughts and experiences for the most fulfilling outcomes. Embrace your inner world and learn how dedicating time to your internal realms, like "Deanlandia," can shape and enhance your external experiences. Pursue the perfect life by focusing on your unique abilities and playing life like a game, constantly adapting and exploring new opportunities. Consider the changing ideas of success over the last 28 years and how the most successful individuals have achieved their goals. Explore the fascinating connections between technology and dog ownership, as well as the potential for collaboration between humans and animals. Apply the principles of playing life like a game to create even more collaborations between humans and animals. Claim your internal realms to open up new territories of collaboration, using tools like the 'who finder' and vision capability to reach assets. Reclaim your internal world and use it as a new territory to be explored and mined for the best resources and outcomes, without others having to know. Take inspiration from Shakespeare in creating your own projects and claiming your 'andia' to open up new opportunities and experiences. Remember the importance of taking action to achieve success, rather than just believing in it, and use that mindset to pursue your perfect life. Links: WelcomeToCloudlandia.com StrategicCoach.com DeanJackson.com ListingAgentLifestyle.com TRANSCRIPT Dean Jackson Mr Sullivan. Dan Sullivan Ah, mr Jackson, Welcome to the Cloudlandia. Yes yes, But actually we're movable folks, you and I. Dean Jackson We really are. Dan Sullivan And sometimes we operate focused on the mainland, that's true, and then other times we are involved in and focused on called landia, that's true. But I've discovered a third zone, me too. Yes, it's not binary, it's try bin, try, try bear. Dean Jackson Try banger. Dan Sullivan It's try, try, nery. You know, try, nery, and what's? yeah, because my feeling, feeling is that the that most folks are operating simultaneously, trying to integrate their mainland activities And, at the same time, taking advantage of Cloudlandia capabilities, that's true, and they don't have any space in between, which I call the, which, using coach language, i call the free zone. Dean Jackson Okay, i like this. I like where this is going, because it's very familiar with the stock life and having. Dan Sullivan Isn't that strange. Isn't that strange that we should be thinking along the same lines. Dean Jackson Yeah. Dan Sullivan But not really. No, my, you know. Dean Jackson I've been and I mentioned to the couple of times ago this idea of discovering Deanlandia Thinking about my thinking and that I realized I spend a disproportionate amount of time in Cloudlandia. If you think about the, if you include, like consuming content and watching, you know, netflix, or watching all those things as Cloudlandia activity, right, like taking in digital form, consuming something else, seeking dopamine from external sources, that that I'm lumping under the whole you know Cloudlandia thing, screen sucking, as our friend Ned Hololow would call it, and what I've realized. I've made a conscious effort and shifted the balance over the last couple of weeks here on my. my mantra has been less screen time, more Dean time. And I've been taking time to really think about my thinking And you know I've mentioned it to you Last time we spoke that you, you know, i was all stuck in my mind that when you mentioned, when you turned off, you know, tv and Netflix and all that stuff you, you made, you came to the realization that what's going on in your mind is better than what's coming out of the screen, right, basically? That there's a more fulfilling, enriching game going on inside your head than coming out of the screen right, and that was something that's always stuck with me. But I really get it now kind of on a different level, having really dedicated the last couple of weeks to shifting that balance. Dean Jackson Yeah. Dan Sullivan Well, dean, i'll use your term, dean Landia has some advantages. One is that it's a complete prezone, because no one else knows what's going on? Nobody else knows what's going on, And Dean said until he tells you. Dean Jackson Likewise for Dan Landia. I mean, that's really the great thing, right, Everybody has their own. You've got Dan Landia And that's the inner world that we. I mean it's the dominant thing. When you really think about how much time and how much of our external experience is dependent on what we're you know, what we're doing in in Deanlandia or Danlandia, that's shaping everything. Dan Sullivan Yeah, and one of the things that's really interesting about that, because you're you're the only one who has a unique ability of being Dean in Deanlandia. You know it's pretty. Yeah, it's a complete. We just auditioned and accepted another associate coach, and just last last, this past week in Chicago, and and and Ben Laws, who's a member of the Free Zone. He came up about six, seven months ago and, and you know, usually more because they have to go through an audition. And the way it works is, you know, there's a conversation that develops with someone who indicates that they might be interested in being one of our associate coaches, so he makes number 16 that we have and and we don't. You know, we don't add them at a fast pace, you know, i think the last right maybe three or four years, because we really want to check out first of all. You know we do some due diligence and we talk to referrals that the person gets to us and I said you know and and you know, is this person someone who actually enjoys coaching? you know, seems to be coach, like in their way of operating and you know so we check that out and then we check out you know how the family situation is, the home situation, because it's gonna require, you know, more travel and it's commitment. You know we we're not looking for a one-year associate coach, where I mean, are you know the, the average length of the? if we add the previous the, you know the existing 16 coaches, on average they've got 16 years, 16, 17 years coaching you know and you know some of them are year 28 27 and so you know we wanted to. You know we want it to be timeless, we wanted you know, and and because the program is always developing so there's always new things and they can. You know, with skill and with achievement they can jump from one level you know we just brought up five to the ten times level and, and it's our biggest place yours yeah, yeah, and it's our biggest multiplier in the coach. When you think about it, you know, you know. I mean I coach right now. I coach maybe you know 15% of the clients. The other 85% are coached by the other coaches you know, and they're, they're all coaching. People have written checks to strategic coach right yeah and and the other thing is, i've never seen one of them coach you've never sat in on. Dean Jackson I remember you saying that you don't sit in on the session or you're not and you know I've actually never been. Dan Sullivan I've never been you know I've never been in the room or on a zoom call when they're, when they're coaching, and so what happens? they get to the ultimate moment before you know, before it's yes or no, and and that we have an audition panel of coach, coach clients, who have all trained in the role of being a difficult client, workshop client ah after observation many expert oh no, we're. We're completely familiar with the subject of difficult yeah that's what. I mean after observation yeah, workshop, and each of them sort of masters the role, and they have a series. Usually there are a series of questions or there are series of challenges, and the best way to get them difficult is to turn everybody into an extreme fact finder. I don't, i don't understand what you're saying there. You know? could you, you know? could you give you know? can you, you know? can you explain that a little bit more? I'm not quite getting that chip now and so anyway, and launch ratio, he passed with playing colors, you know, and he's, he's in, but he had auditioned three years ago and we've been turning down we just said, we don't think you're ready yet, okay, we just oh wow yeah, he was only three years, and he was only three years in the program, so right, you know he, you know, i mean he, he just had basic toilet training down, but he didn't have it advanced right now we're now. We're looking for volume and velocity yeah, right, exactly and accuracy well, that's exciting. Dean Jackson I mean, that's a good insight into you know how that that process works. Dan Sullivan But the thing and I want to bring it back to your comment of Dean Landia and because usually you know my role is to go in and say good luck, you know, and everything like- that but. I said that that's stupid. We're not looking for luck, right, right right. We're looking for confidence and capability, you know. And so I went in and I said, ben, be yourself. And I had a huge impact on me afterwards, you know, when the verdict was in and there was a pizza and champagne celebration in the cafe. I went up to him and he said that had a huge impact on me and I said, yeah, but being yourself is is the first free zone, hmm. I like that thought that it's true. There's no competition, no one who can possibly compete at being you yeah, yeah you know, and so, anyway, he and then we, he brought it up, i brought it up and we were in the free zone workshop the next day. This is Wednesday, the free zone was on Thursday. Live, you know, we had actual, live human beings in a physical room and it came up as a topic and it went on for about 45 minutes and you know, and people said, yeah, yeah, be yourself. You know, be yourself. You know Oscar Wilde, you know the sort of the outrageous English British, you know, writer, you know he was a novelist and wrote plays and commentator. Yeah, he had a line which I thought was halfway there. He said be yourself, everyone's taken that's the make of yeah, but that seems like a kind of negative approach to it. My, you know my, my approach, and I'm coming back to the Dean Landia idea and the Dan Landia idea. I'm coming back and I'm saying be yourself, because the territory is entirely you. Dean Jackson You just have to take ownership yes, it's pretty exciting when you start thinking like that, like when I love and then embracing, you know your I'm just thinking this morning in my journal about the, you know the uniqueness of our, both the internal things and the external advantages that we have. Like I was thinking about the element of a perfect life. That was a concept that I've been. You know, 25 years ago we did this exercise of. I know I'm being successful when, when I created this program with Thomas Leonard and you know the, i've been really thinking about these, the elements here of a perfect life, and you know it comes down to, i love, like bedrock things, things that are, you know, universal, contextual rocks that, if you look at, we're all, all the elements that go into creating a perfect life. Our time, where it's, you know that's we're all born into, that it's here, whether we before we were here, it's gonna be here after, but it's one element that we're all working within the construct of the speed of reality 60 minutes we're born and the game is already going you think about it as a? video game. Is we're joining the game in process, right, it's already been yeah going on. Then the next level is what I encompass as me or you. You know you've got everything that is distinctly weird. It's strip you naked, put you on a deserted island. That's the everything that you have right now. Is you so that's? and some of those things are factory settings that you can't really change like your. You're a male. Your IQ, your, your genetic health, your situation, you know all of those you're, you know your brain power, you know, yeah, your brain power, and I think that there is an advantage you can't deny. You say yourself life's not fair. It's not fair that some people are born with super high IQs, super physical strength, super genetic, you know health, makeup, and others are born with, you know, other with challenges, in that sometimes people are born with mental disabilities or physical disabilities or all of the things. But when you do an assessment, if you're kind of pushing the reset button on the game and I love your idea of 25 year framework, so I 25 year terms yeah, that you end up with a you know every thing, if we're joining the game in progress, if you're kind of pushing the reset button now you just turned 79 years old, you had a reset in, you know 75 and you kind of make the, the rules up as you go, because that's the great thing about it everything is made up, like you say, and the. But if you do an assessment at any point, if we just kind of do an inventory of what are my you know me advantages that I have right now, if I were just to say, and I think that's all of your, all of the knowledge, all of your physical situation right now, all of those things are what you're left with. And then the next is the environment, which is all of the settings, all of the external things. Like an environment is where you are in the game. If you're born into rural China, that's a different environment than being born in North America or being born in Canada. You've got a moving sidewalk advantage that you're in the mix. You've got geography on your side, you've got the economy. So all of that stuff is an environmental thing that you can change. This is part of the thing is that anytime we could up and move to rural China if you wanted to or change your environment that's where you are thinking comes in with the immigrant thinking. You're thinking where you're leaving everything behind, and that's kind of this thought is where would be the best environment for what you want for this next 25 years? if you're going to set up the plan there, then the next is people. that there's all the people that are involved and that's distinct from your environment, and who you choose to collaborate with. cooperate with, you know, co-habitate with. Some of them are your family, that you're assigned when you come into the game. Dan Sullivan But then there are other Already pre-assigned. Dean Jackson Actually, that's exactly right, pre-assigned, that's exactly right. And then money is the final element, and I think that the thing becomes taking your imagine. My visual metaphor for it is this continuous runway game like Guitar Hero or something, where it's just constantly coming at you at the speed of 60 minutes per hour and you get to move the joystick into whatever environment where you're going to allocate that time and in what environment, with what people, and those environments are either contributing to money or taking away from you or using money to participate in that part of the environment, or you're in an environment that's making money, and so those five elements of the game are a really fun thing. Dan Sullivan And what you just said is true for everyone. Dean Jackson Yes, that's exact, and that's why the framework. Dan Sullivan The truth. the whole thing is how you play the game. And let's take poker, for example. The best poker players aren't the ones who get an unusual run of good cards. Right, I mean, over the course of, let's say, 50 games, they didn't get any better cards than anybody else did. Dean Jackson No, you're absolutely right. It's so funny. That's really the And those are situations. That's a perfect example that this really is. You're playing it like a game and I wanted to, and that was made the distinction of A perfect life, not D perfect life, because A perfect life acknowledges that there are 8 billion versions of it. Everybody is in possession of one life, that they get to play the game and pursue a perfect for them life. Dean Jackson Yeah. Dean Jackson That's a fun game. Dan Sullivan Yeah, someone one of the FreeZone participants on Thursday just casually was talking, then dropped the line. perfect, i said whoa, whoa whoa, whoa, whoa, perfect, perfect, So right, okay, so I'm going to give you an easy approach to perfection, okay, and this is what I've done. Just declare yourself perfect. Yeah, just say I'm perfect. Now, how am I going to expand that over the next 90 days? Right, yeah. And it takes them right back to unique ability, because that's the only dynamic capability that we have is that we have a unique ability that nobody has, which is a more. Which is a more coach, which is a more coachified way of talking about. You have a unique ability. That's where the perfection is, but you haven't fully explored all the different ways that you can be more conscious of that, and you haven't explored all the ways in which it can move into greater capabilities and impact in the world. Dean Jackson Yeah, and I guess, that's a guess. Dan Sullivan So that's what Dean Landy is. Dean has a unique ability, unique to him, and I think I passed on to you a comment that says a psychologist is doing a study on the ultimate paper on outliers And he was very, very keenly interested in talking to me, because the words gone around about strategic coach and the whole philosophy of strategic coach is based, and the practice of strategic coach is based on a concept called unique ability. And the question to me was what do unique people have in common? And I said, well, nothing, yeah. Dean Jackson What do unique people have in common? Dan Sullivan Nothing. Dean Jackson That's the absolute truth, isn't it? Yeah? Dan Sullivan I mean I said I've looked the term up in the dictionary and it's a thing unto itself and there's no similarity to it with anything else. I mean unique either means what it means or it doesn't mean anything. But you can't have a unique ability cult. Dean Jackson I think you're right. The interesting thing is, there's always this room for improvement. There's always room for progress And I think that if I think about perfection as something being perfect, as an asymptotic curve that continues to prove I never levels out, is I like some of these definitions, like I'm a big entomologist too similar to you in looking at? I look at the definitions of things right, and I think that what's perfect is, as an adjective, having all the required or desirable elements, qualities or characteristics, as good as it is possible to be. My favorite one is highly suitable for someone or something Exactly right. There's always this thing that we always have just like a horizon, we always have an opportunity to move forward, and I think that that, but it's nice to be able to think that. Dan Sullivan Yeah, well, i think, the wildcard. There's a couple of wildcard factors here. One wildcard factor is that we live in the realm of time. Okay, Yeah. And time's always moving on? Yeah, and as it moves on, things change You know, Yeah, at least they change in terms of our awareness. you know that we're aware of. Gee, that's something new, you know and everything. And the thing is that there's a high premium here on adaptability, of saying, well, this is the perfect approach here, but you know, next week it might not be. Dean Jackson And being. This is where being alert, curious, all of those things are. Yeah, i was looking back at the last 25 years and I was actually thinking like I'd like round things. I'm moving to where, you know, i'm three years away from being 60, and that will be a 25-year. You know, from 2000 was when I kind of started that 25-year vision, you know, and I would tell it now that I've got three years to get to 60, and then 25 years from there will take me to 85, right, and But I look at what's happened. You know that's 28 years right now, kind of looking forward there, and I think of them as academic years. So you know, 28 seasons kind of thing or whatever. I think about them starting in September. But the I think I was really thinking this morning, think about all the things that have changed in that 28 years from 1996 to, you know, to now, and the richest people in the world right now none of them were even doing what they're doing to get to that point 28 years ago. Dan Sullivan Yeah, and that wouldn't, there was no. Dean Jackson There was no Google, there was no Facebook there was no YouTube. Dan Sullivan But even if you take Berkshire Hathaway, which is outside of its technological realm, i mean Warren Buffett will tell you that all of his money, you know he's in his, approaching his mid-90s now and all of his money's really been made, you know, recently. Dean Jackson Yeah. Dean Jackson Yeah, and isn't that? I mean you think about that Warren Buffett was? He was the richest guy in the world or among them. Then, you know, 28 years ago, that's just So, it was Bill Gates, and you know, you think about some of those, the OG ones, but you think about how much, like the internet was just a baby in the United States And brand new. Yeah, You know, you see that My favorite is seeing that. You know Brian Gumbel and Katie Couric clip of them discussing what is the internet. Dan Sullivan You know, yeah well, and what's this thing dot com? you know? right, exactly. Yeah, what's a, what's hello, What Yeah well, i mean, do you have a clue? and these are, you know, these are people in the middle of the news media, you know. I mean yeah and yeah I mean and, and you know they're at and they're in New York City. You know they're right in the Center of one of the world's great plugged in cities. You know, and they're wondering there was. So, you know, i mean, it's really interesting. Just a little point about that. I had just been, you know, you know, doing podcasts with Mike Kenix and Peter Diamadas and Both of them said they made a statement similar to Everybody now is paying attention to AI. Okay, yeah, that's the first part. The second part was I was in London for a whole week and I had a whole event all day with, you know, 100 strategic coach clients, and The only reason anybody was talking about the AI was that Evan Ryan happened to be in UK at that time and I invited to come for the day and I had him come in and And everybody wanted to know what this was. You know, and, and I was reading the. You know London is very rich with newspapers and, yeah, i, you know I was reading the tele every day, the telegraph and. Nobody, nobody was talking about AI. And I, you know, and I said, and I said this is London, another globally plugged in city. You know, you know. I mean you know on a par with New York. And I said, you know, i bet, if I, if, if I go to Africa and visit all the capital cities of Africa, i bet they're not talking about AI, you know right and yeah, yeah. So you know, I mean we're very, very biased towards what, what we're involved in. We're very, very biased towards what we're excited about you know, and everything like that, but that's Not being in your own India, you know. Dean Jackson I mean, i find your own private India Yeah yeah, yeah yeah, have you taken ownership of your India yet? Dan Sullivan Yeah, you know you gotta, you gotta register it. There's like the land rush, you know you got. Dean Jackson Your grandfather, did you? nobody's Just got a claim. Dan Sullivan I think I think you're hitting on something very, very fundamental Which I'm suspecting is very Recent in human history. Okay, and by recent I don't mean, you know, the last 10 years, i mean the last 400 years, and the reason I say 400 Is because I was watching a YouTube video. There's a author who's dead now I think he died last year, in his 90s by the name of Harold Bloom, a professor at Yale, and His specialty was Shakespeare. I mean, he was considered the Foremost expert and commentator on Shakespeare in history. No one, no one, has written about, spoken about Shakespeare more. And Shakespeare, for Harold boom, shakespeare is the. He has a book, is a huge book. You know, it's a big, thick book and It's called Shakespeare, the invention, the invention of human. And He, you know he makes his case. He's, you know he's got all sorts of convincing arguments and everything like that. But he said Shakespeare was the first writer of any kind, the first dramatist of any kind Who, on stage and of course in the writing, but on stage has characters talking to themselves. And He said it's the first one. Yeah, we've never seen. He said I've. You know, i've explored all the stories and all the you know The religions and everything, and he's the first. He's the first character, but it's not just one character. He created about 25 different characters who do this and And they talk to themselves, they have conversations with themselves, and he said there's a crossover and That the modern world really exists when people started talking to themselves in the ancient world before they did. Because now you're thinking about your thinking and You're now reflecting on it and sharing it with the audience. Who the character doesn't know is there. You know he thinks he's alone, but there's, yeah you know, there's a thousand people watching this take place, but he says it's also the birth of personality and he says you Prior, prior to Shakespeare. You don't get these really incredible personalities, you know, like Macbeth, hamlet and Yeah yeah, you know, shia I like, and Iago and all these amazing, and they're complete universes in themselves. I mean, there, there, they're not. They're not even in service of the pot. They just have this complete, almost endless depth to them. And And I Was pod raid that. And Freud, the you know, the famous psychiatrist rain around the 1900 was asked Who he thought was the greatest expert on human psychology, thinking that he would talk about someone in his field or someone he you know, and that he was going to be humble and Give credit to some other person. and he said well, you know, every time I think I'm on a completely new insight And it's like walking down a new road. About halfway down the road I see somebody walking back the other way and and And it's Shakespeare, and Shakespeare. Shakespeare says I thought it was promising, but not really. You know, i mean, take it for me. And I found that a very striking comment on Freud's perch. You know, i mean he was, he was, i mean he was totally into himself, i mean he was a character himself and he was a personality. But if you put bloom and Freud together, what he's saying is that this is very, very recent And it actually has to beginning with one thinker, and you know it has that has to begin in. So I think we're living in that That world and what you and I are doing today, we're saying, yeah, we didn't come up with the notion that there's a mainland and a cloud land via. You know, we, we simply put names to something that people were already dealing with. Yeah, but it's like it's binary, you know, it's like when you, when you, you know, reach the border for this border of the mainland, then you're in cloudlandia. Dean Jackson But what you're. Dan Sullivan What you're suggesting is Well. That may be true for most people, But in fact it's possible to create a third zone that lies between Mainland the mainland and cloudlandia. Dean Jackson That's the truth. I look at them as the layers there. You're absolutely right. Yeah, it's the one that. Yeah, it's the thing that puts it all together. Dan Sullivan Yeah, It's interesting, this thing of technology and the book, the quarterly book I'm writing. This is quarter 35, so this is book 35. And it's called Training Technology Like a Good Dog. Dean Jackson Okay. Dan Sullivan And it's really getting interesting and I'm doing some reading on the topic of. has anyone else made this connection between technology and dogs? And a really nice piece, an academic piece, pretty recent, it just sort of came out And it makes the claim that dogs are in fact humanity's first technology. And this is the thinking this is the thinking that it's the first time humans have taken another species. You know, have taken wolves and done a deal with them, you know. Basically, but there was no such thing as a dog until there was a collaboration between some canny wolf and some you know response of human being And together they created a new creature on the planet called dog you know, And so so when you look at, you know all the various shapes and sizes of, you know of dogs. I live in the beaches area of Toronto and there's a boardwalk about a two minutes away from our front door. And I go down and walk and boy, they sure come in a lot of different varieties but it's all a creative, but it's all a created species and did not pre exist before humans and another species did a collaboration And I says therefore how have we done with the technology called dogs? And we've done, we've been very creative. You know, we've been very creative. You know I mean it's, it's hard to you. Don't see them often, but sometimes you see a chihuahua down there. You know which are, you can hold in your hand. And I ran into one I had never seen two weeks ago, called a Leon burger. Okay, never heard of it And it's a German dog. Dean Jackson It's a St. Dan Sullivan Bernardish As a matter of fact, I think it's a it's bred from. it's a combination of putting the St Bernard and several other mountain work dogs together called. Leon burger, and it's arguably the biggest, the biggest of the breeds, and they weigh in at about a hundred and forty, five hundred and fifty pounds. They're a big, big dog and very, very tranquil, you know very tranquil, very, you know, very easy to get along with. And I said well, somebody you know, some back there, series of people says let's get a really, really little dog. You know one you can hold in your hand And you know. And and somebody else said you know what we do, we need a bigger dog. We need a bigger dog. But you have to realize, is you're, you're dealing with a technology that was actually created by human beings in the first place. That's amazing. Dean Jackson It was made. Dan Sullivan they're made up, Dogs are made up. Dean Jackson Yeah, i think you say. then what would be the next collaboration? that paved the way for us to collaborate with donkey and oxen. Dan Sullivan Yeah, Pigs cows, you know yeah yeah, but my feeling is the knowledge of developing dogs then led to you know, led to you know all sorts of you know domestication of animals, just spread very quickly after they cracked the code, after they cracked the code on dogs. Dean Jackson Think about that All the yeah, the golden age of carrier pigeons and falconry, and yeah, parrot, we opened up a whole new yeah. Dean Jackson Yeah, a whole new world. Yeah, yeah, i think you're on the front. Dan Sullivan There's a, there's a, there's a parallel weapon. Well, this is the only topic that Peter Diamandis has ever asked me to share at A360. Dean Jackson And. Dan Sullivan I wasn't asked to come on stage, i just did a little 10 minute riff. Dean Jackson Yeah. Dan Sullivan But I said, you know, i had 10 minute riff there And that was, you know, six, seven years ago And but it's, it's been one of those. It's been like a piece of food that gets caught in your teeth. You know, my tongue's been working away for the last five or six years And I've been saying, you know, i think there was something in that little riff I did there. Dean Jackson Yeah. Dan Sullivan That will be useful now when we talk about the technologies that we have right now, and what I've established in the book is that you don't get a good dog unless you establish completely and take responsibility that you're the owner. Okay, and my sense is the same thing with any technology, but especially the ones that were are you know are the hot numbers in Cloudlandia. Dean Jackson I love it. Dean Jackson I mean this is such great. I can't wait for that one to come out. Dan Sullivan Yeah, and you know the book. The book surprises you, i mean, as you go along. And. but the central thing is, i mean it's it's a bit of a diversion, because I'm talking about dogs and I'm really talking about you know, and I'm talking about technology, but it's actually a diversion. What I'm trying to emphasis is what does ownership mean? Are you a human being who's actually taken ownership of yourself, because it makes a lot easier than to be the owner of a dog and the owner of technology? if you've actually taken ownership of yourself And I think that Dean Lambea is a statement I've taken ownership of this territory. Dean Jackson I think that's right And all that that entails And that's the part of the best thing. If you did inherit a land or took ownership of it, part of the great joy is exploring the territory. That's really what Well, i'm putting yeah. Dan Sullivan And the other thing is putting your mark on it you know, Yeah. I think, that's amazing, Yeah, And the land rush. You know they had the homesteading act. It's an act of Congress. And then the various states would have land rushes, They would be territories and they had goal to be a state. Oklahoma is the very famous, you know the very famous example. And so it didn't have Oklahoma, the Oklahoma territory, which was borrowed from the Native Indians who were there. But they were Yeah, but they were very deficient on property lines, they were. They were very deficient on surveys, you know, and they said it was their land, but there was. They didn't register it, you know they didn't you know they didn't go to the, you know to the Native Territory Registry Office and register it And so got a certain date. You know the financial interests and the political interests in Oklahoma set that up And you have to get in agreement with the federal government that you're doing this. You know it's a teamwork thing but on a particular day you could line up at one border of Oklahoma. You couldn't do it from all four borders. You could do it And there was a gunshot or a cannon was off, and then you would go to claim a hundred, a hundred, i think it was a hundred acres hundred acres And you know, and you had to survey it in, you had to put the survey lines in and you had to put stakes, stakes along the way, and you, they had surveyors who were helpers and they would, you know, give the, you know from their understanding, the, you know the specific latitude and longitude. And then they had a registry office and these were movable registry offices because it was dynamic action for like a six month period And by the end of six months all the land was registered, all the land in the state was registered, and then you know, and then they invited people to move in to the potential new state of Oklahoma and once they got a population that was equal to the state of Rhode Island, they could petition for statehood, and that's how the state got created. Dean Jackson Isn't that interesting? I there was a great movie. There was a great movie called Far and Away and it was Tom Cruise and Nicole Kidman and it told the story of them coming from Ireland to Oklahoma, to America, where they're giving away land. They saw flyers in the, you know, in England or in Ireland and decided that they would make the track over and start a new life in America. Yeah, it was a very fascinating thing And it's interesting how the Oklahoma Sooners the Sooners got their name because some of them, as you said, before the gun went off, they went in. Dean Jackson Sooner and already, already. Dan Sullivan Yeah, they yeah, that's why. Yeah, that's why the The name has stuck, you know and I'll go home, Yeah and because they were Too soon. they were too soon, Yeah that's right, Yeah that's they had already. They were already there and then they hit, but and then, if anybody else came, they Suddenly emerged and said no, no, we've staked up this territory, we've already done it, you know, and and Everything else you know, like Italy, i was on a bus in Italy and it was on the Amalfi coast, which is a spectacular, you know, spectacularly beautiful part. But we weren't on the coast, we were in a town and I was sitting the closest a passenger could be to the bus driver, so he was on Left, because they, they, they, they drive on the same way we do in the states, you know, on the same side of the road. And we came in a village where we came down, and then there was a perpendicular road, road we around didn't go through. You had to turn, and, and these client and the sign at the end clearly said Turn right the arrow was pointing right and the bus driver turned left and I said I think that's one way. The other way isn't? he says, mere suggestion. Dean Jackson I'm mere suggestion. That's funny. I love it. Dan Sullivan I love it and that that explains that. That explains Italians approach to all laws merely Yeah. Dean Jackson I thought, by the way, your Go ahead, you're about to talk about you're. Dan Sullivan You're about to talk about me, so I want to hear it fully, of course. Dean Jackson I saw your working genius. Dean Jackson Oh yeah through before. Dean Jackson That'd be a good No surprise, but no is identical. Dean Jackson Yes, we have identical working geniuses. Dean Jackson It's funny, yeah, but Useful. I mean, i've got a. 0:54:16 - Dan Sullivan I found it very useful and we're going to give it to all the free zoners You know we're going to give it you know like we do. We did that with the print, which I find useful in its own way and you know. So you know Strength finder. I find that useful. Cold be very useful. Dean Jackson And you know so. I mean they're like interesting. It would be, or be fascinating For, if everybody in free zone did the working genius and they got a way to combine, to show Like we could show the free zone environment with everybody's strength lit up. As You know, if you need Some particular working genius, these are all the free zone people that are. Dan Sullivan Well, it's really interesting because we just created a tool. Our tech team did the Website on the coach website that's called the who finder, and I like you and you go in and just list who you are. In terms of the kind of kinds of projects you like to work on and where your best abilities are And what your best solutions are and you just listed and anybody else can look at that and contact you. Dean Jackson I like that. I'm just good thinking. Something similar among Looking at the, the VCR assets as well vision capability and reach Assets to be able to be where people have Access, capacity or have need. Yeah, as a framework for collaboration, oh yeah. Dan Sullivan So I mean you could, you could just take the who finder and just expand it to include those categories with credit, with credit given to the originator. Dean Jackson But I think those that would really open up a lot of collaboration. Dean Jackson Yeah. Dan Sullivan Yeah, there's one. I don't know if you've met him because he's a Year into free zone. His name is Chad Jenkins. Have you met Chad Jenkins? I have met Chad. Dean Jackson Yeah, i met Chad and he was in Palm Beach, right. Dan Sullivan Yeah, yeah, and he's a multi-company man and in North Carolina. But he in one year has stripped out all of his Activities except collaborating with other people, mainly in free zone, mainly in free zone And then adding their capabilities to the companies that he owns. I like that. Dean Jackson Yeah, yeah, yeah. Well, let's come up. Dan Sullivan Let's just sum up a little bit, three things that emerged and you're thinking, since we started at the Top of the previous hour, what let's come through? that Takes what you were already working on further Well. Dean Jackson I like this idea of You know, claiming your and via. I think It's a really interesting concept, but if you take it like a, a new territory to be explored and mined for all the best resources and outcomes, and I Think there's, i think there's really something to that of thinking of it as Property, you know well, I think the the interesting thing about it It isn't that other people have to know That have to know because they can't They can't right the whole point is do you claim it for yourself? Yeah, I Think that's amazing, like I think there's so much of our. That's really where we spend the most time, you know. I mean, it's there, the It's what shapes everything. You know so much of our life experience is our internal, whether we recognize it as that or not, but where our attention goes well, and I think the other thing that is very crucial about this, and And we didn't really get into that, but since That, i'll just use my own example. Dan Sullivan For a long time in my life I didn't claim my India. I didn't and, but I beat myself up For being there rather than being either in the mainland or in clockland. Dean Jackson Yeah right. Dan Sullivan The meantime I was in Dan Dan landia. I thought it was a waste of time that I you know why are you doing this? Dean Jackson I mean, this is wasted time, this is wasted effort you know why you, why What teachers and authorities kind of beat it out of you. He's always yeah, he's always got his head in the cloud. He's always down. Often, if he's often his own world. It's always beaten out of us as a negative thing. Dan Sullivan Well yeah, or or we tell other, we give other people permission to beat us up Yeah. Dean Jackson Well it's true, right, yeah, i mean. Dan Sullivan I mean it's interesting, I think that It's. It's a new world that we're in, but my, my sense is that it really starts, and I'm I feel good about description. You know that Professor Bloom gives that this really really started with Shakespeare. Shakespeare is the first human being to Open the door That this is available to you know, he's, he's available to you. What's really, really interesting, he comes across as a very tortured soul. So I think he only went halfway with this idea. And that is he says we, we need to worship Shakespeare by this. And I said, no, you got to use Shakespeare as a working example and then, in your own realm, do What he suggested you can do and I get the sense that that he didn't do that. He didn't do that. You know he, you know he turned it, you know he talks about it in almost like religious terms and I said, right, yeah, it's like. It's kind of like you have a retrieval dog and You shoot and you kill the duck. You know the duck fall and then you then you point to the pointer. You know you point to that, and instead of going and getting the duck, he looks your finger. Dean Jackson Oh, right Oh. Dan Sullivan Mighty one, Oh mighty one. I love it when you point you know yeah no, no, there's. There's a project here, You know. Go do what, go do what you're supposed to be doing. Dean Jackson Yeah, and I get it. Dan Sullivan Yeah, i got it feeling with I got a gold mine out of this and Yeah, claiming your andia that's the exactly right. Dean Jackson I got a gold mine out of this, and I got a gold mine out of this, and I did, yeah, claiming your andia. Dan Sullivan That's the exactly right. That's just the t-shirt that we're going to, that's right. I mean coffee cops bumper sticker soon. I mean there's the universe Emerging anyway, Same same time next week. Absolutely, i wouldn't miss it. Dean Jackson Alrighty, thanks, dan, okay. Okay, okay, dean.

On this episode of the show, finally, I am joined by Vicki Cain. She took a shot on me in mid-2015 to bring me into the best industry in the country. We discuss her journey through a 40 year career, her childhood, her son, and her many hobbies and interests in retirement. Music by Chad Jenkins: https://youtu.be/08qn-R7RKeE

In this episode of Between the Levees, I sit down with Chance Savant to discuss his upbringing, his stint in the Coast Guard, his career in the maritime world, and his views and opinions on current issues facing the industry. Outro Music: "Down River" by Chad Jenkins (deckhand in the industry) https://open.spotify.com/track/16uPj8... https://youtu.be/nOYQkeOpzos

In this episode of Between the Levees, I'm joined by David Ryan, the Vice President of Sales and Marketing at Associated Terminals. He's been busy since childhood and remains as such. Some excerpts of his resume not discussed in this episode are as follows... - In the Maritime/Maritime Adjacent Industry for over 30 years - Served as the Executive Chairman of the Board for the Mississippi Trade and Transport Council - Served on the University of New Orleans Transportation Advisory Board - Sits on the St. James Business and Industry Development Board - A freelance writer published nationally and internationally Outro Music: "Down River" by Chad Jenkins (deckhand in the industry) https://youtu.be/nOYQkeOpzoshttps://open.spotify.com/track/16uPj8w2KpRRe5bPXRTBLC?si=cace649753d1495b

Eric Taxier and Chad Jenkins discuss the two prefaces of Immanuel Kant's Critique of Pure Reason. We address the different goals and strategies of the two quite different prefaces: the 1781 original and the new preface for the 1787 revision. We discuss the way in which Kant describes Reason as insisting on going beyond what it can directly experience (and the trouble it causes itself in so doing), the notion of a critique, the things metaphysics can learn from other sciences, the importance of being in some way "rule-bound," and the question of one's grasp of the noumenal (or lack thereof). --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

This is the first in a series of episodes in which Chad Jenkins and Eric Taxier discuss the Critique of Pure Reason by Immanuel Kant. This episode covers some background information including the conflict between Rationalism and Empiricism, Kant's pre-critical writings, and the authors that led him to the critical impasse: Leibniz, Hume, and Rousseau. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

Welcome to the 50th episode of Chase The Vase. On this Memorial Day I am blessed to have Chad Jenkins on the Podcast. Chad was the starting quarterback for Army in the 2001 Army-Navy football game, not long after the Sept. 11 terrorist attack. The 34-year-old, is profiled in All American: Two Young Men, the 2001 Army-Navy Game and the War They Fought in Iraq, a Steve Eubanks book. After football, Chad attended Airborne and the elite Army Ranger school. Soon he was leading men on combat patrols in Iraq. Chad and his men, had to deal with constant ambushes, IEDs, troop morale, and the stress of long deployments and combat. At the height of the Iraq war, Marine corporals and sergeants had a one-in-twelve-chance of being injured. They had a one-in-twenty-four chance of being killed. “They don't come any better than Chad Jenkins,” Army offensive coordinator John Bond said. “He squeezed every ounce of ability out of that 175-pound body every day, every week. He got more out of himself than anybody I've ever been around. He played hurt and he played healthy and all points in between, and you never would know the difference.” (Washington Times.) The traits Jenkins showed as a quarterback — “a dynamic, charismatic personality, a natural leader,” Bond said — serve him and his troops well in Iraq. We discuss the quarterback position, being a leader of an elite Army Ranger and the ability to lead men on and off the field! Come Chase The Vase with us and like, share and comment on the podcast. Happy Memorial Day! Check out www.chasethevasechallenge.com --- Support this podcast: https://anchor.fm/brock-m-bevell/support

In part 2 Chad Jenkins serves as the host and we walk through my life. We deep dive on it all, the good, bad and ugly. This is for two purposes; to inspire others to do the same with people they trust. Also, to show that transparency is the key to connection. Leaders need to do this more, so listen and see me show my true self to the world. Then replicate so we can establish connections and move forward together! Find more from Chad at: Chad's Instagram Fireside Chats with Chad

In part 1 of 2 episodes Chad Jenkins serves as the host and we walk through my life. We deep dive on it all, the good, bad and ugly. This is for two purposes; to inspire others to do the same with people they trust. Also, to show that transparency is the key to connection. Leaders need to do this more, so listen and see me show my true self to the world. Then replicate so we can establish connections and move forward together! Find more from Chad at: Chad's Instagram Fireside Chats with Chad

Chad Jenkins is a leader we should all strive to be, humble, intelligent and inclusive.  In this episode we talk about success he's had and some of the realist talk we've had so far on AIP. This episode is the one that we all need to hear, if we don't realize and dive into what troubles us we will always struggle to really move forward. You will hear more from Chad on AIP. Hope you enjoy this episode!!                                                                                                                                                                                                                                                                                                                                                                  Learn more about Chad and his discussions on Fireside Chats W/Chad Jenkins 

In this episode, your host Timmy Bauer interviews Chad Jenkins of SeedSpark about pushing through obstacles and running your business with intention.

We're checking out the best of Anything But Typical's 2020. In this first highlight episode, we have Jesse Cole taking us deep on creating unbelievable fan experiences for your customers or clients. Tana Greene discusses the importance of real core values. Robert Fish corrects us on pivots and what it truly should look like to change directions. Chad Jenkins guides us on knowing people, discovering strengths, and using that to head the right direction. Landon Eckles dives into putting the ego aside and surrounding yourself with people who are better than you at certain things so you can become a better version of yourself. And Caleb Musser differentiates gift giving in business for appreciation and for prospecting.

Andy and Dave have a chat with Chad Jenkins, Professor of Computer Science and Engineering at the University of Michigan, Director of the Laboratory for Perception, RObotics, and Grounded REasoning SystemS (PROGRESS), and newest member of CNA's Board of Trustees. They discuss Chad's background and his current research at Michigan, which includes interactive robot systems and human-robot interaction. And then they discuss a variety of topics ranging from movement primitives, neural networks and fat tails, the issue of reinvention, students' experiences with AI research and the role of historical research, the culture of research in AI, and much more. Click here to visit our website and explore the links mentioned in the episode.   

Nailing down an audience can be a tricky task for social media marketers. How do you connect with a company's leaders - the decision-makers that your team wants to connect with? Instead of playing the guessing game, let's ask one. Chad Jenkins is a lifelong serial entrepreneur with a passion for finding new opportunities. We talk more about his favorite platforms, the content that he searches for, and the perception of other businesses in the digital space. Learn more about SeedSpark, your business growth partner: http://seedspark.com Stay up to date on the latest technology revolutionizing the digital continuum: http://blog.seedspark.com Follow SeedSpark! Twitter: http://twitter.com/seedspark Instagram: http://instagram.com/seedsparkclt Facebook: http://linkedin.com/seedspark LinkedIn: http://linkedin.com/seedspark Too Cool by Kevin MacLeod (incompetech.com) Licensed under Creative Commons: By Attribution 3.0 http://creativecommons.org/licenses/by/3.0/

Chad Jenkins began his entrepreneurial journey before most people were reading chapter books. Throughout elementary and high school, Chad ran multiple successful business ventures while employing his friends. Today, Chad owns and operates many businesses in different industries. In this episode he discusses how owning a technology company and a waste management company intersect and relate.One of Chad's superpowers is replicating himself to spark growth and find opportunities. In this episode, we dive in to how SeedSpark, Chad's technology solutions company, takes empowering employees to a level I've never seen before. The attention to detail, creativity, ingenuity, and problem solving we discussed in this episode makes this a must listen.Check out Chad on LinkedIn and be sure to look in to SeedSpark.

Working through the noise makes the process of the transitions easier. Chad Jenkins delves into his transition from out of the military. He talks about not wanting to leave the Army but making that sacrifice for his loved ones. Chad talks about pride, self-reliance, and leadership in the army and after active duty. Knowing the difference between receiving help and just checking the boxes. Join Chad Jenkins as he dives into acceptance and his experience with cognitive behavioral therapy and working through. PTSD. KEYPOINTSCombat-related incidents and PTSDThe influence of self-reliance and leadershipTalking about PTSD during active duty SEGMENT TIMESTAMPS05:00 – How culture teaches you to heal when dealing with complicated grief and PTSD.09:00 – Emotional regulation after active duty.15:00 – Transition from the military. Getting help and pushing through.22:00 – Cognitive processes treatment. What to expect. 30:00 – Coming to terms with grief. Mental health doesn’t stop once you complete the therapy. – Chad JenkinsSupport the show (https://www.facebook.com/guardsdown)

Chad Jenkins joins Barry and Matt to chat about where he is…like on earth. Chad opens up rather quickly about why he left baseball and what lingers in his metaphorical basement. The “Phantom DL” is explained and how Chad became to be a member of its fraternity is revealed. Haunted Hotels in Florida are touched on. Matt loses his s&*t. Jensky-Cat recounts his MLB debut. ITS GREAT! Being the guy with options can be a major curse and Chad Jenkins details his history with options. The First Pitch discusses cats snuggle without consent. The guys chat about Vladimir Guerrero Jr’s fruitful week at the plate and on social media. Will Justin Smoak be traded. Barry and Matt feel that Justin knows its time to move onto a team that is in contention. Speaking of social media, Marcus Stroman’s activity on social media platforms is chatted about. What is Gibby’s nickname for his daughter? The guys speculate. Ask Barry Davis talks about nicknames, WWE, wrestling, John Mayer and DEATH METAL. Seat Giant’s Josh Matlow joins in on the fun. Will the Blue Jays contend for a Wild Card spot in 2020? Barry details his thoughts. When is Devon Travis coming back and will there be spot for him on the Blue Jays? Intent + puts act = crime. WHAT? You’ll see.

#32 Chad Jenkins (Kerbal Space Program, Phantom Brigade) by Matthew Squaire

Goalie speaks with Chad Jenkins, development lead of Phantom Brigade.

Goalie speaks with Chad Jenkins, development lead of Phantom Brigade.