Podcasts about Dale Carnegie

Building a Home: Navigating Our Deepest Relationships | Shaykh Belal AssadMost fights in life aren't actually about what we disagree on.In this insightful discussion, Sheikh Belal Assaad breaks down the true anatomy of conflict within our homes, marriages, and communities. Disagreement is a natural part of how Allah created us—it's how we learn and grow. The real issue isn't the disagreement itself; it's the tone, the words, and the treatment we choose.Drawing from his book Home Sweet Home and over 20 years of counseling experience, Sheikh Belal shares practical wisdom on how to bridge the communication gap between parents and children, build deep trust, and implement the "5 Ts" of harmonious relationships.What you'll learn in this video:-Why some disagreement is actually healthy and necessary.-How communication barriers form between generations (and how to bridge them).-The power of listening with empathy and sharing vulnerable moments.-The "5 Ts" of a successful relationship: Trust, Transparency, Tolerance, Talking, and Time.-Understanding your partner's unique "love language."0:00 Intro: Disagreement is where we grow1:06 Welcome & the book "Home Sweet Home"1:47 Rights, boundaries & the family as society's cell3:24 Why he wrote it: two decades of counseling5:33 Beyond the "just me and mine" mindset6:58 The migration crossroad & the generational gap8:28 Two broken homes — reconnecting in small moments10:20 The core skill: listening with empathy12:51 Conflict is about tone, not disagreement14:28 The Five Ts of a harmonious relationship16:59 The straw that broke the camel's back18:02 The power of words & love languages20:44 Making time & keeping relationships real21:52 Why we build emotional walls23:22 Breaking the ice (& Dale Carnegie)25:00 Loving for the sake of Allah26:01 Parting advice: taking the first step28:59 Closing

Coaching Over Managing: Empowering Leaders to Inspire Growth through Coaching by Terry Ostrowiak https://www.amazon.com/dp/B0GWPZML42 Quantumleapcatalyst.com Synopsis: Coaching Over Managing: Empowering Leaders to Inspire Growth through Coaching is designed to help managers coach rather than simply manage.Autobiography: Terry Ostrowiak is a Business Catalyst who helps open-minded executives in small businesses achieve Quantum Leap Results-hitting targets and goals faster and more easily than they could on their own. His coaching career spans over 40 years across 26 countries. He has organized and conducted coaching and training programs, workshops, and seminars for a range of small and large companies.For 12 years, Terry ran one of the most successful independent Dale Carnegie operations in Johannesburg, South Africa, and was awarded the International President’s Cup three times for generating and conducting quality business.He was appointed Special Adviser to the International Federation of Professional Coaches and Mentors, has hosted his own radio programs in the United States, and is the founder of Dynamus International, a global coaching consultancy based in San Diego, California.With over 40 years of experience coaching, teaching, and training small businesses worldwide, Terry (aka The Quantum Leap Catalyst) shares his approach to what makes a successful coach and what makes a client’s coaching session truly exceptional. Terry has also published a book titled The Greatest Book on Coaching for Small Business, which addresses the challenges faced when running and growing a business to higher levels.

Rob Heller is a successful entrepreneur, youth development innovator, and founder of the Boost Program, a comprehensive personal development curriculum designed to equip teens and young adults with the essential life, social, and mental health skills that traditional education overlooks. Drawing from a century of personal development wisdom—distilling the teachings of Dale Carnegie, Napoleon Hill, and other thought leaders into accessible, actionable lessons—Rob developed Boost as the "missing course" for today's youth.In this episode, Lily and Rob dive into the creation of the Boost Program and why he thought children needed it. We also get into what makes Boost work and his plans for expansion.For all links and resources mentioned in this episode, head to the show notes: https://www.educatorforever.com/episode192.

7/6/2026 THE 3 MINUTE BLUEPRINT - HOOKING YOUR AUDIENCE FASTEPISODE 1817“We live in a modern world full of TikTok attention spans trying to respond to leadership challenges with Harry Potter answers.” J Loren Norris The 3-Minute Blueprint: Hooking Your Audience FastFive years of working with the Dale Carnegie team Introduced me to a concise communication framework which Dale affectionately called “the Magic Formula”. It has served me well for two decades and is one of the foundational principles of StoryPower Academy. Leaders who are willing to do the work, can distill complex visions into high-impact, 2-3 minute messages that drive rapid action. Any leader can communicate any topic to any audience IF THEY ARE INTENTIONAL ENOUGH. The big challenge is this: most leaders communicate in data, facts, information and commands. When they want to convey something more “personal” they default to safe stories, quote books, anecdotes which are tired and over used. The StoryPower Method encourages and equips leaders to identify, qualify and apply lessons they have personally learned. By crafting the aha moment into stories and those stories into an applicable narrative, metaphor or illustration; team members, board members and customers will better understand the context and the content of information delivered. RESOURCES MENTIONED IN THIS VIDEO:

7/6/2026 THE 3 MINUTE BLUEPRINT - HOOKING YOUR AUDIENCE FASTEPISODE 1817“We live in a modern world full of TikTok attention spans trying to respond to leadership challenges with Harry Potter answers.” J Loren Norris The 3-Minute Blueprint: Hooking Your Audience FastFive years of working with the Dale Carnegie team Introduced me to a concise communication framework which Dale affectionately called “the Magic Formula”. It has served me well for two decades and is one of the foundational principles of StoryPower Academy. Leaders who are willing to do the work, can distill complex visions into high-impact, 2-3 minute messages that drive rapid action. Any leader can communicate any topic to any audience IF THEY ARE INTENTIONAL ENOUGH. The big challenge is this: most leaders communicate in data, facts, information and commands. When they want to convey something more “personal” they default to safe stories, quote books, anecdotes which are tired and over used. The StoryPower Method encourages and equips leaders to identify, qualify and apply lessons they have personally learned. By crafting the aha moment into stories and those stories into an applicable narrative, metaphor or illustration; team members, board members and customers will better understand the context and the content of information delivered. RESOURCES MENTIONED IN THIS VIDEO:

Nghe trọn nội dung sách nói Quẳng Gánh Lo Đi & Vui Sống trên ứng dụng Voiz FM: https://voiz.vn/play/297/Bất kỳ ai đang sống đều sẽ có những lo lắng thường trực về học hành, công việc, những hoá đơn, chuyện nhà cửa,... Cuộc sống không dễ dàng giải thoát bạn khỏi căng thẳng, ngược lại, nếu quá lo lắng, bạn có thể mắc bệnh trầm cảm. Quẳng Gánh Lo Đi Và Vui Sống khuyên bạn hãy khóa chặt dĩ vãng và tương lai lại để sống trong cái phòng kín mít của ngày hôm nay. Mọi vấn đề đều có thể được giải quyết, chỉ cần bạn bình tĩnh và xác định đúng hành động cần làm vào đúng thời điểm.Tại ứng dụng sách nói Voiz FM, sách nói Quẳng Gánh Lo Đi & Vui Sống được đầu tư chất lượng âm thanh và thu âm chuyên nghiệp, tốt nhất để mang lại trải nghiệm nghe tuyệt vời cho bạn.---Về Voiz FM:Voiz FM là ứng dụng sách nói podcast ra mắt thị trường công nghệ từ năm 2019. Với gần 2000 tựa sách độc quyền, Voiz FM hiện đang là nền tảng sách nói podcast bản quyền hàng đầu Việt Nam. Bạn có thể trải nghiệm miễn phí đa dạng nội dung tại Voiz FM từ sách nói, podcast đến truyện nói, sách tóm tắt và nội dung dành cho thiếu nhi.---Voiz FM website: https://voiz.vn/Theo dõi Facebook Voiz FM: https://www.facebook.com/VoizFMTham khảo thêm các bài viết review, tổng hợp, gợi ý sách để lựa chọn sách nói dễ dàng hơn tại trang Blog Voiz FM: http://blog.voiz.vn/---Cảm ơn bạn đã ủng hộ Voiz FM. Nếu bạn yêu thích sách nói Quẳng Gánh Lo Đi & Vui Sống và các nội dung sách nói podcast khác, hãy đăng ký kênh để nhận thông báo về những nội dung mới nhất của Voiz FM channel nhé. Ngoài ra, bạn có thể nghe BẢN FULL ĐỘC QUYỀN hàng chục ngàn nội dung Chất lượng cao khác tại ứng dụng Voiz FM.Tải ứng dụng Voiz FM: voiz.vn/download#voizfm #podcast #quangganhlodivuisong #dalecarnegie

Develop success from failures. Discouragement and failure are two of the surest stepping stones to success. ~Dale Carnegie Check out John Lee Dumas' award winning Podcast Entrepreneurs on Fire on your favorite podcast directory. For world class free courses and resources to help you on your Entrepreneurial journey visit EOFire.com

If you want to know how to apply Dale Carnegie's How to Win Friends and Influence People to your dating life, Paul Bauer breaks down the ultimate red pill game on this episode of the Come On, Man podcast. Discover 10 powerful communication shifts and NLP relationship psychology techniques that will improve your social skills with women, whether you are on day one or year five of a relationship. Today we break down how to kill the validation-seeking mindset, use specific appreciation instead of empty flattery, steer her toward agreement naturally using pacing and leading, let her feel ownership over ideas, and own your missteps in a way that builds respect instead of killing it. If you've been looking for low-effort, high-return relationship psychology grounded in proven principles, this episode is it.VIDEOS TO WATCH NEXT:Watch this playlist to figure out how to fix your failing marriage: Watch this playlist to help you get over your ex for good: Watch this playlist to develop an unshakable frame and take control of your life: --------------------------------------------FREE EBOOKS➡️ She's Made You Weak: ➡️ Fine... Here's How You Get Her Back: ➡️ The 4 Magic $3X Positions: --------------------------------------------BOOKS AND WORKBOOKS➡️ Find all of my books here: ➡️ Find all of my workbooks here: --------------------------------------------FOLLOW MEFollow on TikTok - Follow on Instagram - Follow on Facebook - Follow on X - Follow on Gettr - Follow on Truth - Follow on Substack - --------------------------------------------COMMUNITIES➡️ Join The W.O.L.F. Pack: ➡️ Become a Spotify Channel Subscriber: --------------------------------------------

Becoming a new leader is one of the most dangerous promotions in business. The person who was promoted for hard work, strong KPIs, early starts, late finishes and personal accountability suddenly becomes responsible for other people's performance. That sounds like career progress, but it can become a trap. Many new managers in Japan, Asia-Pacific, Europe and the US receive little or no formal leadership training. They are expected to work it out alone. The problem is that the skills that earned the promotion are not the same skills needed to succeed as a leader. The new game is leverage, coaching, persuasion and building capability through the team. Why do new leaders struggle after promotion? New leaders struggle because they keep doing the work that got them promoted instead of learning how to lead others. They remain top performers, but they fail to multiply performance through the team. This is common in sales, finance, operations, technology and professional services. A strong individual contributor becomes a team leader and still tries to personally save the numbers. That works for a while, until the organisation raises the target and individual output hits its limit. A leader with ten people has access to eighty hours of team effort in a single day, while one heroic manager has only sixteen hours at most. The leverage is obvious, but many new leaders miss it. Do now: Stop measuring your value only by your personal output. Measure how much better the team performs because of your leadership. How can new leaders stop doing and start leading? New leaders must deliberately shift time from personal production to team development, coaching and performance management. The goal is not to be the busiest player; it is to become the conductor of the orchestra. The orchestra conductor does not play the violin, trumpet or drums. The conductor studies the musicians, aligns timing, manages egos, draws out potential and lifts the whole performance. New managers must do the same. Yes, some may still carry clients or operational responsibilities, especially in SMEs and lean organisations. But over time, they should move those tasks to capable team members and invest more time in developing people. Do now: Audit your week. Reduce low-leverage personal tasks and increase time spent coaching, delegating and improving team capability. How should new leaders balance people and process? New leaders need enough process to protect the organisation and enough freedom to allow creativity, ownership and experimentation. Too many rules kill initiative; too few controls create risk. Compliance matters. Rules protect companies from legal, financial and reputational disaster. We have all seen finance-world examples where weak controls and adrenaline-fuelled risk-taking damaged or destroyed firms. But if every action requires permission, the team stops thinking. In Japanese companies, where stability and process discipline are often strong, leaders must create safe space for ideas while respecting governance. In startups, the danger may be the opposite: too much freedom and not enough control. Do now: Clarify non-negotiable rules, then invite the team to find better paths within those boundaries. Why should leaders encourage ideas from the team? Leaders should encourage team ideas because creativity, ownership and engagement grow when people help shape the solution. If every answer comes from the boss, the team becomes passive. New leaders often let ego get in the way. They think, "I am the boss, so the best ideas should come from me." Or worse, they fear that a talented team member might replace them. That is small thinking. Organisations everywhere are crying out for leaders who create more leaders. A manager known as a "leader creating machine" becomes more valuable, not less. If nobody can replace you, you may be trapped in the same role forever. Do now: Ask the team for options before giving your answer. Build people who can eventually replace you. Why is coaching essential for first-time managers? Coaching is essential because the leader's job is to help people become better than they already are. If everyone keeps working the same way, the team will keep getting the same results. Many new leaders were self-sufficient high achievers. They did not need much help, so they underestimate how much coaching others require. But people do not automatically change because the boss wants better numbers. They may want the company, market, customers or boss to change while they stay exactly as they are. That is where coaching, listening and persuasion become core leadership skills. Dale Carnegie-style leadership is not command and control; it is influence, trust and development. Do now: Schedule regular coaching conversations and focus on behaviour change, not just task updates. What should new leaders study to keep succeeding? New leaders should study leadership deliberately because management skill does not arrive through osmosis.Promotion gives authority, but study builds capability. First-time managers should study delegation, coaching, listening, persuasion, conflict management, motivation and performance accountability. In Japan's consensus-oriented business culture, persuasion and listening are especially important because blunt orders often create surface agreement without real commitment. In Western organisations, speed and directness may be valued, but influence still matters. The Darwinian "up or out" business world does not forgive leaders who refuse to grow. Do now: Treat leadership as a discipline. Study it, practise it and get feedback before small mistakes become career-limiting habits. Final Summary New leaders succeed when they understand that promotion changes the job. What worked before will not be enough now. The leader must stop being only the best player and start building the whole team's performance. Three priorities matter most. First, stop doing everything yourself and start gaining leverage through others. Second, balance process with people so the organisation stays safe while creativity survives. Third, become a genius coach who listens, persuades and develops capability. Study the new role seriously. In leadership, survival and success belong to the people who learn fastest. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

Send us Fan MailWhat does it really look like to go from a $2,500 bet to a 9‑figure beverage brand?In this episode of Spartan Leadership, Josh Kosnick sits down with Adam Kroener, co‑founder and president of Carbliss, to break down how he went from putting a drink “in a can” and “selling the shit out of it” to building a massive ready‑to‑drink cocktail company.  Adam shares how a backyard idea turned into a real business, why his wife's 25 “better questions” became their first business plan, and how they ended up doing the exact opposite of what was on that plan once they got into the real world.Adam pulls back the curtain on formulation, distribution, culture, and the realities of scaling, including flying to California to dial in flavor because he didn't know how to describe what he was tasting, honoring his late best friend through the parent company name, and learning to ask experts better questions instead of pretending to know it all.You'll hear the unpolished story behind Carbliss, from early fears and $2,500 on the line to navigating explosive growth, hiring, and building a team that can sell “the shit out of it” without losing who they are.In this episode:• The $2,500 down-payment story and the “put it in a can” moment with his wife• How a non-beverage guy learned to talk to beverage experts and dial in flavor• Turning 25 questions into a business plan they eventually did the opposite of• Honoring a best friend through the parent company behind Carbliss• What it really takes to scale from an idea to a 9-figure brandConnect with Adam Kroener | adamkroener.comDrink Carbliss | https://drinkcarbliss.comFollow Josh Kosnick | joshkosnick.comTimestamps: 00:00 Cold open – “Put it in a can and sell the shit out of it”  00:57 Welcome back + who Adam is and why his story matters  02:23 Army deployment to Iraq and how it shaped his leadership  04:11 From factory floor to leading 1,000+ people in manufacturing  07:41 Early failed business, delusional confidence, and what he learned  10:22 The $2,500 bet and the origin story of Carbliss  12:32 Visionary vs. integrator – building the business with his wife  13:54 Why Carbliss tastes like the name on the can (product and flavor philosophy)39:57 Family, staying grounded, and building a life around the business  01:08:01 Legacy, the real American Dream, and Adam's final leadership lesson#SpartanLeadership #AdamKroener #Carbliss #Entrepreneurship #StartupStory #BusinessPodcast #Founders #Leadership #BeverageIndustry #CPG #DrinkBusiness #SmallBusiness #BusinessGrowth #VeteranOwned #HusbandAndWifeTeamSupport the showCONNECT WITH ME HERE:FacebookInstagramLinkedInTwitterTikTokYouTubeSUBSCRIBE TO THE PODCAST HERE:Apple PodcastsSpotifyYouTube

Small presentation changes can create big gains in persuasion, authority and audience engagement. Most presenters do not fail because they lack intelligence, experience or good content. They fail because their delivery habits are invisible to them. When presenting in Japan, Asia-Pacific, the US or Europe, the audience judges far more than the slide deck. They read eye contact, gestures, facial expression, voice variety, body direction and energy. In corporate boardrooms, sales meetings, leadership town halls and training rooms, these signals either strengthen the message or quietly sabotage it. How should presenters use eye contact to engage an audience? Presenters should use sustained one-on-one eye contact for about six seconds to make each audience member feel personally addressed. Scanning the room is not the same as connecting with people. Many speakers, including politicians in Japan, sweep their eyes across the audience to look engaged, but two seconds per person feels fake. Around six seconds creates the impression, "This speaker is talking to me." Staring longer becomes intrusive and uncomfortable. In a Tokyo sales presentation, a Singapore leadership briefing or a New York investor pitch, eye contact gives the spoken message human weight. Do now: Stop scanning. Speak one complete thought to one person, then move naturally to another person. What should presenters do with their hands? Presenters should use their hands only to strengthen the verbal point they are making. Hands behind the back, crossed in front or buried in pockets reduce openness and persuasive impact. Hands are not decoration; they are emphasis tools. Holding them behind the back may feel safe, but it locks the upper body. Crossing them near the soft organs creates a defensive barrier. Pockets remove a powerful communication channel altogether. Dale Carnegie-style presentation coaching often starts with simple body mechanics because gestures help audiences understand importance, contrast and direction. Do now: Let your arms drop naturally from shoulder height. Keep your hands there until they are needed to reinforce a key point. Why does facial expression matter in presentations? Facial expression matters because the face is the most powerful visual aid a presenter owns. If the face does not match the message, the audience receives mixed signals. Dr. Albert Mehrabian's UCLA research is often cited in communication training because it highlights the importance of congruence between words, voice and facial expression. Presenters spend hours polishing PowerPoint, Keynote or Canva slides, then forget the audience is looking at their face. Good news needs a smile. Bad news needs seriousness. Exciting news needs visible energy. This is true in Japanese executive briefings, global town halls and B2B sales demonstrations. Do now: Match your face to the emotional meaning of the message, not just the words on the slide. How can presenters improve vocal variety? Presenters improve vocal variety by changing tone, speed and strength so the audience does not fall into the boredom zone. A monotone voice kills attention, even when the content is useful. Not everyone has a deep radio announcer or DJ voice, and that is perfectly fine. Speakers work with the voice they have. The goal is range. Japanese can sound flatter than English because of its natural rhythm, but Japanese presenters can still create impact through speed changes, pauses and stronger emphasis. In multinational companies, voice variety helps bridge language, culture and attention span. Do now: Mark the important parts of your talk and deliberately change pace, volume or tone at those moments. Why do toes matter when presenting? Toes matter because the direction of the feet controls how easily the body can address the whole audience. If the toes point away from centre, the speaker unconsciously neglects part of the room. This sounds odd until you see it. A presenter whose feet are angled left will find it harder to turn right. The result is half the audience receives less attention, less eye contact and less energy. In conference rooms, seminar spaces and client briefings, stance affects inclusion. A ninety-degree forward stance keeps the body balanced and ready to rotate naturally. Do now: Before speaking, check your toes. Point them forward so your whole body can speak to the whole room. How much energy should a presenter use? Presenters should match their energy to the content and release it in bursts rather than running at maximum power throughout. Too little energy loses the audience; too much energy exhausts them. Passion, commitment, belief and enthusiasm all travel through energy. The key is control. A leadership message, sales pitch or conference keynote needs emphasis at the right moments. Many speakers make the mistake of fading out at the end, just when the final impression matters most. Audiences remember the finish, so the close must carry conviction, not exhaustion. Do now: Choose the key points where energy must rise, and finish with a bang rather than drifting away. Final Summary Better presenting often comes down to six simple delivery levers: eyes, hands, face, voice, toes and energy. None of these require fancy technology, expensive slide design or theatrical tricks. They require self-awareness, coaching, practice and deliberate correction. Presenters who want greater persuasion power should stop presenting into the void. Engage one person at a time, use hands purposefully, let the face match the message, vary the voice, point the toes forward and control energy for maximum impact. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

卡耐基的人际关系心法，竟是告别哑巴英语的破冰术你害怕开口说英语吗？不妨先做卡耐基教的这一步：问问自己，最坏的结果是什么。最坏不过是你说的英语别人听不懂，对方皱一下眉，或者礼貌地让你重复一遍。然后呢？然后世界不会崩塌，你也不会被警察抓走。那个尴尬的瞬间，最多持续几秒钟。你完全可以接受它——因为即使发生了，你依然活着，甚至比之前多了一次“试错”的经验。当你真的接受了“最坏也不过如此”，你的恐惧就会像泄了气的皮球。这时候，你再试着去改善：提前把要说的话写下来，练两遍；或者先用简单句，慢一点说。你会发现，原本压得你喘不过气的“开口恐惧”，变成了一件你可以掌控的小事。Anything worth doing is worth doing badly the first time.任何值得做的事,第一次都值得把它搞砸。斯多葛哲学把这种做法叫作“预想最坏”。爱比克泰德说，困扰我们的不是事情本身，而是我们对事情的看法。你害怕的不是开口本身，而是你脑海里那个“被嘲笑后无地自容”的画面。当你主动去想象它、接受它，它就失去了吓唬你的能力。中国智慧里，这叫“置之死地而后生”——敢接受最坏的，反而容易迎来最好的。回到你的英语练习：下一次，当你因为害怕而不敢张嘴时，请轻声问自己：“最坏能怎样？”然后，深呼吸，接受那个答案。最后，大胆开口。你会发现，最坏的情况很少发生，而你却因为这一问，获得了前所未有的勇气。New Wordsworst [wɜːrst] adj. 最坏的；最差的 n. 最坏的情况The worst thing you can do is to never try speaking at all.你能做的最坏的事，就是永远不尝试开口说。prepare [prɪˈper] v. 准备；预备Before the meeting, prepare a few key sentences in English.开会前，先用英语准备几个关键句子。accept [əkˈsept] v. 接受；承认You need to accept that making mistakes is part of learning English.你需要接受一个事实：犯错是学英语的一部分。proceed [proʊˈsiːd] v. 继续；接着做After you accept your fear, proceed to take a small step forward.在接受你的恐惧之后，继续向前迈出一小步。improve [ɪmˈpruːv] v. 改善；提高She practices speaking every day to improve her pronunciation.她每天练习口语来提高发音。Quote to learn for todayFirst ask yourself: What is the worst that can happen? Then prepare to accept it. Then proceed to improve on the worst.——Dale Carnegie翻译先问问自己：最坏的结果会是什么？然后做好接受它的准备，再着手去改变这糟糕的局面。——戴尔·卡耐基29期爱趣英文开启限额招募，跟着卡卡老师彻底摆脱懒癌，全面系统提升！公众号：卡卡课堂 卡卡老师微信：kakayingyu002

Most business presentations are too dry because they report events instead of recreating them. Speakers marshal facts, explain what happened and maybe add a story, but they often deliver the story in a flat, one-dimensional way. Dialogue changes that. Television dramas, movies, novels, biographies, documentaries and podcasts all use dialogue because people want to hear voices, not just summaries. In business presentations, leadership talks, sales pitches and conference speeches, dialogue makes the message easier to picture, remember and believe. It turns a report into a scene. It helps the audience stop passively listening and start mentally watching. Why should presenters add dialogue to their stories? Presenters should add dialogue because it brings a story to life and makes the key message more memorable.Instead of merely telling the audience what happened, dialogue lets them hear the moment. A flat business story says, "He told me the organisation was genuine." A stronger presentation lets the audience hear the person say, "I really like your organisation." That small shift creates character, tension and credibility. In Japan, the US, Europe and Asia-Pacific, business audiences are surrounded by high-quality storytelling on Netflix, Disney+, YouTube, podcasts and audiobooks. They expect more than bullet points. Dialogue gives them the human element that PowerPoint slides cannot provide. Do now: Look at your next presentation story and add one short line of dialogue where the key insight appears. How does dialogue improve audience engagement? Dialogue improves engagement because it creates a scene the audience can see, hear and emotionally enter. It turns listeners from observers into participants. When a presenter describes a person in a Hawaiian shirt with a long ponytail whispering a comment backstage, the audience can picture the character. When the speaker says the line in that person's voice, the scene becomes even stronger. Add a gesture, such as cupping the ear as if listening, and the story moves from narration to performance. This works in boardrooms, training rooms, sales meetings and leadership offsites because people remember scenes better than abstract explanations. Do now: Include the speaker, the setting and the exact words so the audience can mentally stand inside the moment. What kind of dialogue should business presenters use? Business presenters should use short, natural dialogue that reveals character, conflict or the central message.Dialogue should sharpen the story, not turn the presentation into amateur theatre. The best lines sound like real people speaking. They might come from a customer, CEO, colleague, supplier, mentor or sceptical audience member. In a sales presentation, a client might say, "We thought the old way was good enough." In a leadership talk, a team member might say, "I didn't realise that was the real problem." These lines help the audience understand the emotional truth behind the facts. Keep it brief. One or two lines can do the work. Do now: Choose dialogue that proves the point. Cut any line that does not move the message forward. Why is dialogue more persuasive than summary? Dialogue is more persuasive because it sounds like evidence from the moment rather than the speaker's later interpretation. It gives the audience something concrete to judge. When a presenter summarises, the audience hears the speaker's opinion. When the presenter recreates dialogue, the audience hears the original voice and can draw its own conclusion. That makes the message more credible. For example, hearing a contractor say backstage that Dale Carnegie people act the same offstage as onstage is stronger than merely saying, "He thought we were genuine." The dialogue carries the proof. It also has a little theatre in it, and audiences enjoy that. Do now: Replace one abstract claim with a quoted line from the person who experienced it. How can presenters perform dialogue without overacting? Presenters should perform dialogue lightly, using voice, pause and gesture to suggest the character without turning the talk into a stage play. The goal is believability, not imitation. A small change in tone, a slight lean forward, a pause before the key phrase or a hand gesture can be enough. If the person whispered, lower the voice. If they were excited, add energy. If they were serious, slow down. This technique works well for executives and salespeople because it creates variety without becoming theatrical nonsense. The speaker remains professional while giving the audience a richer experience. Do now: Rehearse the line out loud. Make it vivid, but keep it authentic and business-appropriate. How should leaders use dialogue in professional presentations? Leaders should use dialogue to make values, culture and lessons tangible. A principle becomes more powerful when the audience hears someone express it in real words. If the message is integrity, customer focus, innovation or leadership courage, do not just define it. Show it through dialogue. A backstage comment, a client reaction or a team conversation can demonstrate the value more convincingly than a slogan. This is especially useful in Japan-based organisations, multinational teams and B2B settings where trust and credibility matter. Dialogue lets the audience hear the culture in action, not just admire it on a slide. Do now: Identify the value you want to communicate, then find the real conversation that proves it. Final Summary Dialogue makes presentations more alive, credible and memorable. It transforms a dry report into a scene. It lets the audience hear the people involved, picture the moment and understand the point without being force-fed the conclusion. Business presenters should not overuse dialogue, but they should stop avoiding it. One well-chosen line can lift an entire story. Use dialogue to reveal character, show values, create emotion and strengthen the message. Facts inform, but dialogue helps the audience remember. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

Ce înseamnă să reușești în viață cînd ești rom și îți asumi identitatea? Cu ce greutăți și prejudecăți te confrunți? Cum e să crești într-o lume din care nu lipsește violența și în care modelele sînt interlopii și alte personaje certate cu legea? Cum te construiești, în ciuda piedicilor? Sînt întrebări la care răspunde, cu sinceritate și vulnerabilitate dar și cu forță și umor, Gilbert Costache în memoir-ul său „Oprește ploaia, aruncă cu sare!”, apărut la Nemira, în imprintul n'autor, colecția non-fiction. Gilbert Costache a lucrat ca model în industria modei, în cele mai importante capitale ale acestui domeniu, a făcut studii de actorie la New York și Los Angeles și a scris această carte pentru a-și spune povestea dar și pentru a-i inspira pe alții. L-am invitat la „Timpul prezent” să ne vorbească despre parcursul său şi despre mizele cărţii sale în care se dezvăluie cu multă vulnerabilitate dar şi cu mult curaj.Spui așa în carte: „dacă observi pe unde umblam, poți anticipa că șansele să alunec în partea întunecată erau mari. Poți să crezi că asta e doar o alegere, dar crede-mă că e vorba și despre cîtă durere, respingere și furie există în tine și, mai ales, despre ce ai avut în jur și ți s-a părut normal.” Cum ai reușit să nu aluneci în partea întunecată, în ciuda contextului, a mediului în care ai crescut?Gilbert Costache: „Nu știu, sincer să fiu. Cred că aș putea să spun că am avut și noroc. Îmi dau voie să nu știu toate răspunsurile. În același timp, au fost bunica, mama, dăruirea lor, dedicarea lor pentru a avea o viață mai bună eu și fratele meu. A fost acel respect, să nu le supăr, să le fac mîndre de mine, a fost conduita morală, Dumnezeu. Ne vorbeau mult de Dumnezeu, cum să-L facem mîndru chiar, prin acțiunile noastre. Am ieșit bine pînă la urmă, da.”Dar ce anume din cariera ta, din parcursul tău, se datorează alergerilor personale și ce crezi că se datorează destinului sau norocului sau întîmplării sau hazardului?Gilbert Costache: „La 14-15 ani, am fost cu mama de mînă la Vali Pungă, la Attitude (agenţia de modele), iar în Spania, odată ce am ajuns să pot trăi din modă, nu m-am gîndit niciodată că o să dureze atît de mult. Nu știu cum s-a întîmplat. Ajungînd în România la emisiunea Supremodels, cu Cătălin Botezatu, la cîteva personaje importante – Ovidiu Buta, Cătălin Botezatu, Alex Ceaușu, pe partea de clipuri –, am deschis ochii către o lume educată pe care, în Rahova, eu nu o aveam. Şi să înțeleg că a spune mulțumesc, o lume în care vorbeam de cărți, de piese de teatru, de filme mi-a dat mai mult sens și atunci șansa au fost oamenii, cred.”Și cărțile? Pentru că tot ai vorbit de cărți, de filme, de spectacole de teatru.Cum ai ajuns dintr-o lume în care se citește foarte puțin, în care nu sînt prezente cărțile, totuși să te cultivi și să citești și chiar să scrii?Gilbert Costache: „Păi, fiind în Spania. Pînă atunci, îmi amintesc că am citit Micul Prinț, Biblia şi ceva mai ușor, Huckleberry Finn. Bunicul, tataie Dânca, mi-a tot citit din cîteva povești supertari, Ocolul Pămîntului în 80 de zile de Jules Verne, și Contele de Monte-Cristo, după aceea am văzut și filmul. Dar în Spania a venit pe mîna mea Gîndește și vei fi bogat de Napoleon Hill, Dale Carnegie, apoi Zorba Grecul, o literatură care mi-a deschis universul imaginar, pur și simplu. Iar după aceea nu m-am mai oprit. Și cînd mă duceam la castinguri, la audiții, la joburi și așteptam pînă îmi venea rîndul – fiind sute –, îmi luam o carte și o citeam, pur și simplu. Asta îmi aranja și gîndurile. Chiar pot să spun că mi-a salvat viaţa cititul!”Apasă PLAY pentru a asculta interviul integral! O emisiune de Adela Greceanu și Matei Martin Un produs Radio România Cultural 

عن الصداقة و عن الناس0:00 Brief on previous programs0:12 Introduction to this program0:49 the Book in general1:54 The Best Communication2:16 How to Listen3:18 Empathy Meaning4:32 Emotional Intelligence

Salespeople in Japan do not fail because the market is difficult, the boss is demanding, the price is too high, or the brochure is weak. Those factors may be real, but they are not the whole story. The bigger issue is whether the salesperson is taking responsibility for improving their own sales ability. Sales is a metrics-based profession. Results show up quickly. If the numbers are poor, excuses will not save the salesperson for long. The better path is simple, but not easy: study the craft, ask better questions, listen properly, match the solution to the buyer's real needs, justify the value, deliver, and follow up. Why do salespeople in Japan make excuses? Salespeople make excuses because blaming external factors is easier than confronting weak sales skills. The market, pricing, exchange rates, industry shifts, sales materials, and management decisions may all matter, but they cannot replace personal responsibility. In Japan's B2B market, salespeople often face long buying cycles, consensus decision-making, conservative procurement processes, and high expectations around trust. In the US or Australia, the sales conversation may move faster. In Europe, compliance and procurement rules may slow things down. Different markets create different challenges, but poor technique travels badly everywhere. If the salesperson cannot ask good questions, listen carefully, diagnose the buyer's need, and explain value clearly, then the excuses start piling up. The problem is rarely one external factor. It is usually a lack of professional sales discipline. Do now: Before blaming the market, identify the one sales skill you personally need to improve this week. Why is sales such a tough profession? Sales is tough because it is a numbers game and poor performance becomes visible quickly. Unlike many roles, sales exposes weak habits through missed targets, low conversion rates, thin pipelines, and lost opportunities. Many people fall into sales by accident. They may begin as technical specialists, customer service staff, entrepreneurs, recruiters, account managers, or young employees assigned to revenue work. Then the metrics arrive: calls, meetings, proposals, close rates, revenue, retention, referrals, and account growth. In Japan, where long-term client relationships matter, weak sales behaviour can damage trust for years. Companies sometimes rely on the "law of the jungle," letting turnover decide who stays instead of investing seriously in training. That is wasteful, but the individual salesperson still has to take charge. Do now: Track your own numbers honestly: prospecting activity, discovery quality, proposal conversion, follow-up speed, and repeat business. What should salespeople study to become true professionals? Salespeople should study questioning, listening, diagnosis, value explanation, objection handling, follow-up, and client relationship building. These are not mysterious talents; they are learnable professional skills. There has never been a better time to self-educate in sales. Books, podcasts, online courses, coaching programmes, CRM data, AI roleplay tools, and sales training organisations such as Dale Carnegie, Sandler, Miller Heiman, Challenger, and SPIN Selling have made high-quality learning widely available. As of 2025, even small business salespeople and entrepreneurs can access material that was once reserved for large multinationals. The issue is not scarcity of information. The issue is motivation. If salespeople do not connect study with results, they stay amateur. Do now: Choose one sales resource, study it daily for 20 minutes, and apply one technique in your next client conversation. What is the simple professional sales process? The professional sales process is simple: ask what the client needs, listen carefully, confirm fit, explain value, deliver the solution, and follow up. The difficulty is not the theory; it is the discipline to do it every time. In Japan, this process is especially important because buyers value trust, preparation, relevance, and sincerity. The salesperson should not rush into a product pitch. First, understand the buyer's current situation, desired outcome, barriers, priorities, timing, budget, and decision process. Then decide honestly whether your solution fits. If it does, explain the trade-off between price and value. If it does not, say so. That honesty protects the relationship and the brand. Professional selling is not pushing. It is matching value to need. Do now: In your next meeting, spend more time asking and listening than explaining your product. What do weak salespeople do instead? Weak salespeople pitch product details before they know whether the buyer actually needs them. They talk first, diagnose later, and then wonder why the client does not buy. This creates the classic square-peg-in-a-round-hole problem. The salesperson has a product or service, so they try to force it into the buyer's situation whether it fits or not. In B2B sales, this damages credibility. In Japan, it can be even more harmful because trust, reputation, and long-term relationships are central to business development. Once a buyer feels burned, they may not complain loudly, but they will disappear quietly. The salesperson then moves on to the next prospect and repeats the same failure. That is not selling. That is professional self-sabotage. Do now: Stop presenting until you can clearly state the buyer's problem, desired outcome, decision criteria, and reason to act now. How can salespeople stop making excuses and improve? Salespeople stop making excuses by studying, applying the knowledge, reviewing the result, and repeating that cycle without pause. Improvement comes from disciplined practice, not from waiting for better market conditions. A salesperson cannot control currency movements, competitor pricing, government policy, procurement rules, or the global economy. They can control preparation, questioning skill, listening quality, follow-up speed, product knowledge, confidence, and personal learning. That shift in focus is liberating. It takes the salesperson out of victim mode and puts them back in charge of their own progress. In Japan, where clients often reward reliability and persistence, professional consistency becomes a competitive advantage. Do now: Build a weekly improvement loop: study one skill, practise it in live calls, review what happened, and adjust. Conclusion There are always external factors in sales. The boss may be difficult, the market may be shifting, the yen may be moving, pricing may be under pressure, and competitors may be aggressive. None of that removes the salesperson's responsibility to become better. The modern salesperson has access to more learning resources than ever before. The real question is whether they will use them. No more excuses. Study the craft, apply the knowledge, keep improving, and become the professional your clients deserve. Meta description: Learn why salespeople in Japan must stop making excuses, study the craft, ask better questions, listen deeply, and sell professionally. Keywords: sales in Japan, no excuses in sales, professional selling, sales training Japan, consultative sales FAQs Why do salespeople blame external factors? Salespeople blame external factors because it protects them from admitting their own skills need work. Market conditions matter, but weak questioning, poor listening, and bad follow-up are within the salesperson's control. What is the most important sales skill to improve first? The most important skill to improve first is questioning. Better questions reveal the buyer's real needs, priorities, barriers, and decision process. Why is product pitching a problem in sales? Product pitching is a problem when it happens before the salesperson understands the buyer's situation. Without diagnosis, the pitch may be irrelevant or feel pushy. How can salespeople improve consistently? Salespeople improve by studying, applying, reviewing, and repeating. Daily learning and deliberate practice turn sales from guesswork into a professional discipline. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and recipient of the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

I'm begging you PLEASE, I'll be your very best friend.In this episode I review Dale Carnegie's classic 'How to Win Friends & Influence People' nearly a century on from its publication. I walk through the book's structure: principles on handling people, making people like you, winning others to your way of thinking and leading without resentment. Timeless advice still shines (smile, remember names, be genuinely interested, listen well) but some parts feels dated (the slow course‑shilling intro and lack of psychological depth on becoming “genuinely” interested). I also dig into the tension at the heart of the book: wanting friends and influence while being told to act without obvious self‑interest.If you got value from the podcast please provide support back in any way you best see fit!Timeline:(00:00:00) Intro(00:01:52) Book structure overview: parts and principles(00:06:31) Key principles sampled: smile, names, listen, importance(00:11:17) Childhood lens on making friends and sorting people(00:13:41) Author background: Dale Carnegie's path and motives(00:17:19) The hard part: becoming genuinely interested(00:20:34) Does it hold up? A dated yet durable self‑help classic(00:22:29) Wrap‑up, support links and what's next Connect with Mere Mortals:Website: https://www.meremortalspodcasts.com/Discord: https://discord.gg/Xs9DjsurFqTwitter/X: https://twitter.com/meremortalspodsInstagram: https://www.instagram.com/meremortalspodcasts/TikTok: https://www.tiktok.com/@meremortalspodcastsValue 4 Value Support:Website: https://www.meremortalspodcasts.com/supportPaypal: https://www.paypal.com/paypalme/meremortalspodcast

John Gravelyn spent most of his career in engineering, managing technical launches at Ford and then Rivian. He grew up wanting to work on cars, but after buying his first house he realized he loved ownership more than the cars themselves. After succeeding at Rivian and later being laid off, he launched his own company, First Principles Partners, where he helps engineers and other analytical professionals approach real estate the way they approach engineering problems. Based in central Michigan, John builds deal-analysis tools and calculators that help investors evaluate properties, and he coaches clients to stay in their analytical strengths while partnering out negotiation and management.     Make sure to download our free guide, 7 Questions Every Passive Investor Should Ask, here.     Key Takeaways Treat real estate like an engineering problem, then partner out the rest Stay in your strongest lane and let others negotiate and manage Learn to delegate early, because leverage beats doing everything yourself Hire fast, fire fast, and keep working the relationship after the hire Get comfortable operating in the gray areas of deals     Topics From Automotive Engineering to Real Estate John spent his career in engineering, working at Ford and then Rivian Buying his first house showed him he loved ownership more than the cars Why an Engineering Mind Is Drawn to Real Estate Every property is variable, unlike automotive work built to cut variability That uncertainty makes real estate a bigger, more interesting problem to solve Building First Principles Partners After Rivian, John got his real estate license to help analytical people invest He helps engineers buy a first home, then scale into owning more property Growth turned out to be more of a marketing challenge than he expected Shifting from Engineering Rules to Investing Reality In engineering a number is fixed, but in deals terms are negotiable Showing clients the numbers and probabilities helps them act in the gray areas Analysis, Acquisition, and Management Analytical investors should own the analysis and avoid negotiating emotionally Partnering with an agent and operators keeps their time on their strengths Learning to Delegate and Leverage Moving into engineering management forced John to delegate and influence Being the central point of a vision creates more leverage than doing it all He frames this as the who not how principle Vetting and Working with Partners John runs an initial vetting, then relies on hiring fast and firing fast He treats partnerships as dynamic and keeps improving the relationship He has been burned, but believes most people want to work with good people    

The data proving empathy is smart business has always been there, it's all we talk about here - but now it's bigger, broader, and more impossible to ignore than ever. Dr. Robert Coleman is Director of Research and Thought Leadership at Dale Carnegie and Associates, where he leads ongoing research into the issues facing leaders, employees, and organizations worldwide. He comes bearing serious receipts in the form of Dale Carnegie's white paper, The Power of Empathy: A Key Soft Skill for the Future of Work. Now in its third consecutive year of global research with roughly 4,000 respondents. This isn't a one-off survey. This is an ongoing comparative study that is building an airtight case for empathy as a core business strategy.Robert walks us through what the data actually shows - and it is compelling. Employees in high-empathy workplaces dramatically outperform those in low-empathy ones on retention, satisfaction, and goal achievement. Teams in high-empathy organizations are significantly more likely to meet and exceed their targets. And here's the stat that stopped me cold: only 14% of employees say they've received training specifically focused on empathy, despite its proven link to performance and retention. Not because employees don't want it, they are craving it. It's the interpersonal skills they know matter most. And yet companies continue to underinvest. We dive deep into the data together and then pull back out to make sense of what it means for your organization and why you need to pay attention right now.To access the episode transcript, go to www.TheEmpathyEdge.com, search by episode title.Listen in for…How one interaction can shape someone's view of your organization.Why roll fit should be addressed from the front end, and not assumed to be fixed later.Statistics around empathy as a retention and job satisfaction driver.Why accountability is important for engagement at all levels. "Without empathy, emotional intelligence loses its effectiveness, because empathy makes it actionable. It's how people experience it, and it is that action piece that transforms emotional awareness into those meaningful leadership outcomes that people are looking for." — Robert Coleman, Ph.DAbout Robert Coleman, Ph.D., Director of Research and Thought Leadership, Dale CarnegieRobert A. Coleman, Ph.D., is the director of research and thought leadership for Dale Carnegie and Associates, where he is responsible for ongoing research into current issues facing leaders, employees, and organizations worldwide.Connect with Robert:Dale Carnegie & Associates: dalecarnegie.com LinkedIn: linkedin.com/in/robertcoleman5 Dale Carnegie White Paper: The Power of Empathy: A Key Soft Skill for the Future of Work: https://www.dalecarnegie.com/en/state-of-organizational-health Connect with Maria:Get Maria's books: Red-Slice.com/booksHire Maria to speak: Red-Slice.com/Speaker-Maria-RossTake the LinkedIn Learning Courses! Leading with Empathy and Balancing Empathy, Accountability, and Results as a Leader LinkedIn: Maria RossInstagram: @redslicemariaFacebook: Red SliceGet your copy of The Empathy Dilemma here- www.theempathydilemma.com

About the Guest: Eric Ries has been a force in entrepreneurship and innovation for over twenty years. He is the creator of the Lean Startup method and the author of The Lean Startup, The Leader's Guide, and The Startup Way. His ideas have shaped how startups and large companies approach growth, decision-making, and innovation. As a founder, Eric has applied his principles with ventures like The Long-Term Stock Exchange (LTSE); Answer.AI, an AI research lab; the Lean Startup Co.; Virgil, a legal services startup; and IMVU, where many of the concepts that became the Lean Startup method were forged. He has served as an entrepreneur-in-residence at Harvard Business School and IDEO. Eric lives in the San Francisco Bay Area with his wife and three children. What You Will Learn: How to create systems and cultures that encourage experimentation and learning Lessons in influencing and leading without formal authority Why long-term thinking matters for both founders and teams The importance of compounding small, deliberate actions over time Insights on how Lean Startup principles can transform established organizations Join us for a deep dive into leadership, innovation, and the mindset that allows founders and executives to build companies that last. Eric's approach is practical, disciplined, and forward-thinking. Tune in to gain strategies that go beyond theory and into the real-world application of building lasting organizations. Please rate and review this Episode!We'd love to hear from you! Leaving a review helps us ensure we deliver content that resonates with you. Your feedback can inspire others to join our Take Command: A Dale Carnegie Podcast community & benefit from the leadership insights we share.

¿Cómo sacar el máximo partido de las formaciones? Juanda, que se ha leído todos los libros, te cuenta cómo hacerlo en su proyecto de Learning legendario. Los empleados pierden valiosas horas en cursos que no están bien diseñados. Todo cambio empieza por las lecciones de Dale Carnegie. Juanda lo llama «un manual para aprender a tratar con la gente». Lo mejor de sus libros es que puedes llevarlos inmediatamente a la práctica, sales a la calle y compruebas en tus interacciones que sus trucos funcionan.Kapital es posible gracias a sus colaboradores:⁠⁠Página Internacional⁠⁠. Lo mejor de la prensa de todo el mundo.⁠⁠Página Internacional es un nuevo medio digital y papel que publica en español los mejores artículos de las principales revistas y periódicos del mundo. Con una sola suscripción, en Página leerás las piezas esenciales de The Economist, The New York Times, Foreign Affairs, Der Spiegel, Le Monde o The Atlantic. Página nace con el propósito de aportar filtro, acceso y selección, y reunir en un mismo lugar el mejor periodismo global. Como dice Toni Segarra, que estuvo en el podcast y que es socio fundador del proyecto: «Lo sorprendente es que Página Internacional no existiera hace ya tiempo. Lo importante es que exista ahora, en este momento». Puedes formar parte de Página suscribiéndote anualmente, ahora con un descuento de 30 euros si aprovechas el código KAPITAL30. También tienes la opción vitalicia, en la que te prometen una vida entera de buena lectura y sabiduría. ¡Feliz lectura!TaxDown⁠. Tus impuestos bien hechos.¿Declaras bien tus inversiones? Este año, si tienes inversiones, hay nuevos cambios y regulaciones que tienes que saber (DAC8, modelo 721, normativa europea), así que es clave hacerlo bien. Si inviertes, yo te recomiendo TaxDown por ser la forma más fácil de presentar la Renta. TaxDown se integra con la mayoría de brókers, te lo calculan todo, y además cuentan con expertos fiscales en inversiones que revisan tu caso. Así evitas líos y cálculos raros. Si quieres probarlo, puedes usar mi código KAPITAL para obtener descuento. O puedes entrar directamente desde este enlace.Patrocina Kapital. Toda la información en este link.Índice:0:32 Tres leyes de la robótica.9:14 El sesgo ideológico de la IA.15:28 Bauman y la interdenpendencia.27:02 Formaciones online.42:09 Anti-PowerPoint Party.50:13 Acaparadores del micrófono.56:17 Los consejos de Dale Carnegie.1:09:34 Entrenar la improvisación.1:20:33 Hacer las preguntas correctas.Apuntes:Trilogía fundación. Isaac Asimov.Yo, robot. Isaac Asimov.Her. Spike Jonze.La teoría sueca del amor. Erik Gandini.Modernidad líquida. Zygmunt Bauman.Cómo ganar amigos e influir sobre las personas. Dale Carnegie.Cómo disfrutar de la vida y del trabajo. Dale Carnegie.What they don't teach you at Harvard Business School. Mark McCormack.Pre-suasión. Robert Cialdini.Reshuffle. Sangeet Paul Choudary.

Have you ever noticed how hard it is to step away from your phone… even when your  mind and body is asking for a break?The texts, notifications, social media scrolling, and constant pressure to respond to that email can leave you  feeling wired, distracted, and disconnected from yourself. Your mind may say, “Just one more thing,” while your body is quietly tightening, bracing, or whispering that it needs space.And if you've been pushing through for years — caring for everyone else, managing work, family, caregiving, and the invisible weight of modern life — you are not broken. Your body may simply be responding to a world that rarely rewards you how to pause.In this episode, I sit down with Dr. Mary Donohue, founder and CEO of the Digital Wellness Center, whose work blends neuroscience, behavior, and technology. After living with chronic leukemia, caregiving stress, and surviving a heart attack, Mary began looking more closely at digital wellness and how constant connection affects the brain, body, and our ability to pause.Together, we talk about digital overload, micro breaks, nervous system regulation, social media anxiety, and stress-related illness. Mary shares why even a small pause can help your body settle and give you more space before you respond.In this episode, you'll learn:Why midlife women may be especially vulnerable to chronic stress How women over 50 can begin noticing the subtle body cues they've learned to overrideWhat micro breaks can offer when your mind and body feel overstimulatedHow social media anxiety can quietly shape your mood, focus, and sense of calmHow a simple 3 minute micro break can help you regulate you emotional well-being.The connection between technology and mental health in our everyday choicesHow your nervous system staying in a low-grade activation (fight or flight response) can show up without you even knowing it. IWhy giving back, connecting with others, and creating more joy can help you feel more groundedHow technology can become part of the solution when it is designed with human well-being in mindThis conversation is a gentle reminder that the pace of your life may be asking more of your body than it was ever meant to hold.You don't have to wait until you're exhausted, anxious, or completely overwhelmed to give yourself a pause. Sometimes one small moment of space is enough to help you start hearing what your body and brain have been trying to tell you all along.With love and freedom, LaurieClick here to purchase my “Nervous System Regulation Starter Kit” it's $29.99Click here to purchase my book: Sandwiched: A Memoir of Holding On and Letting GoClick here to watch the Barbie clip referenced in this podcastFree ResourcesClick here to schedule a FREE inquiry call with me.Click here for my FREE “Beginner's Guide to Somatic Healing”Click here for my FREE Core Values ExerciseWebsiteConnect with Dr. Mary Donohue: Victoria on LinkedIn: Dr. Mary DonohueVictoria's email: drmaryedonahue@gmail.com RESOURCES MENTIONED:Digital Wellness Center: Founded by Dr. Mary Donohue, this science-backed platform helps people manage digital stress, take healthier microbreaks, and build more balanced technology habits. Message Received: A book written by Dr. Mary E. Donohue, offering a practical seven-step framework for breaking down communication barriers at work, especially across email, digital tools, video calls, remote teams, and generational communication styles. The Happiness Lab: A podcast hosted by Yale professor Dr. Laurie Santos that shares science-backed insights for improving well-being. How to Win Friends and Influence People:  A classic book by Dale Carnegie that shares practical principles for building stronger relationships, improving communication, and positively influencing others. How to Stop Worrying and Start Living: A book by Dale Carnegie that shares practical lessons and real-life stories for managing worry, finding purpose, and living with more peace. Please leave me feedback. I cannot respond so if you'd like me to respond, please leave your email***********************DISCLAIMER: THE COMMENTARY AND OPINIONS AVAILABLE ON THIS PODCAST ARE FOR INFORMATIONAL AND ENTERTAINMENT PURPOSES ONLY AND NOT FOR THE PURPOSE OF PROVIDING LEGAL, MEDICAL OR PROFESSIONAL ADVICE. YOU SHOULD CONTACT A LICENSED THERAPIST IF YOU ARE EXPERIENCING SUICIDAL THOUGHTS. YOU SHOULD CONTACT AN ATTORNEY IN YOUR STATE TO OBTAIN LEGAL ADVICE. YOU SHOULD CONTACT A LICENSED MEDICAL PROFESSIONAL WITH RESPECT TO ANY MEDICAL ISSUE OR PROBLEM.

In today's episode, I sit down with Joe Hart, President and CEO of Dale Carnegie, to talk about leadership, fear, conflict, and the challenges facing younger generations. Joe shares why personal growth is still the best investment we can make, how preparation builds confidence, and why fear loses power when we confront it directly. We also talk about constructive conflict, the danger of unresolved tension, and why young people need stronger communication, identity, and interpersonal skills in a world full of distraction. Joe's insight brings Dale Carnegie's timeless principles into today's conversations around parenting, leadership, and showing up with courage.

Worry in life seems to come to all of us. For some, it can be overwhelming. Join Norb & Al as we discuss this timeless book that outlines proven methods to reduce anxiety in our lives. Resources:

Handling mistakes is one of the hardest leadership tests because everyone is watching. A missed deadline, poor-quality work, lost sale, compliance issue, or public error does not just affect the person involved; it reveals the leader's judgement, emotional control, fairness, and communication skill. Great leaders do not explode, humiliate, or destroy trust when mistakes happen. They investigate, listen, separate the person from the problem, and choose the right response based on whether the individual accepts accountability. In Japan, Australia, the United States, Europe, and across Asia-Pacific, where talent retention and psychological safety matter more than ever, mistake handling is no longer a soft skill. It is a leadership survival skill. Why is mistake handling such a major leadership test? Mistake handling matters because the whole team judges the leader by how they respond under pressure. If the leader reacts with rage, humiliation, or blame, trust and loyalty can collapse very quickly. Mistakes are often public. People see who missed the deadline, lost the client, damaged the quality, or created the operational mess. They also see whether the boss becomes a coach or a corporate executioner. In post-pandemic workplaces, where employees have more career options and lower tolerance for toxic management, public anger is expensive. Leaders who cannot control themselves may win the moment but lose the team. The best leaders protect standards without destroying dignity. Do now: Before responding to a mistake, ask, "What will the rest of the team learn from how I handle this?" What should leaders avoid when employees make mistakes? Leaders must avoid emotional explosions, public humiliation, personal attacks, and instant judgement. These reactions may feel powerful in the moment, but they damage trust, psychological safety, and long-term performance. The classic "rage-athon" boss may have a brilliant résumé, elite education, and impressive title, but none of that matters if they cannot manage their temper. In Japanese boardrooms, US sales teams, European professional firms, or Asia-Pacific regional offices, fear-based leadership produces silence, avoidance, and quiet departures. People stop admitting problems early because they fear the punishment. That means mistakes become hidden until they are much larger and harder to repair. Do now: Never discipline in anger. Pause, gather facts, and protect the person's dignity while still protecting the business. How should leaders investigate a mistake before responding? Leaders should begin with research, not rumours. They must gather facts, understand context, and avoid being manipulated by people who may have their own agenda. When someone says, "You won't believe what Tanaka has done now," the leader should be cautious. Sometimes the messenger is accurate. Sometimes they are positioning, blaming, exaggerating, or trying to damage a rival. Good leaders investigate before forming a view. What happened? Who was involved? What process failed? Was this a one-off error, a capability issue, a workload problem, a systems issue, or misconduct? For serious mistakes, leaders should quietly ask, "Is this person worth saving?" Do now: Separate evidence from opinion. Do not let the first emotional report become the official truth. Why should leaders begin mistake conversations with rapport? Leaders should begin with rapport because people listen better when they do not feel personally attacked. Honest appreciation lowers anxiety and keeps the conversation productive. This does not mean pretending the mistake is minor or avoiding the issue. It means starting with evidence-based appreciation for what the person has done well before moving into the problem. Dale Carnegie's Principle #22, "Begin with praise and honest appreciation," is practical here. The appreciation must be specific, not fluffy. For example, refer to a project they delivered, a client they helped, or a behaviour you have personally observed. This creates a fairer emotional climate for accountability. Do now: Start with credible appreciation, then move clearly and calmly to the issue that must be addressed. How do leaders discuss the mistake without attacking the person? Leaders should focus on the problem, not the human being. The goal is to depersonalise the issue while still making accountability clear. A good mistake conversation allows the employee to explain what happened first. Then the leader fills in gaps, corrects misunderstandings, and listens carefully for ownership. Are they accepting responsibility, or are they blaming everyone else? Dale Carnegie's Principle #24, "Talk about your own mistakes before criticising the other person," can reduce defensiveness and create psychological safety. The leader might say, "I have made mistakes under pressure too, so let's work through exactly what happened and what we need to fix." Do now: Use calm questions, active listening, and shared problem-solving. Do not label the person as careless, useless, or unreliable. What should leaders do when someone accepts accountability? When someone accepts accountability, the leader should restore, reassure, and retain them. The aim is to fix the problem, rebuild confidence, and keep a valuable person moving forward. If the person owns the mistake, the leader should appreciate that honesty and focus on recovery. What needs to be repaired? What support is required? What process must change so the mistake does not repeat? The individual may already feel embarrassed, anxious, or demotivated. Dale Carnegie's Principle #26, "Let the other person save face," and Principle #29, "Use encouragement. Make the fault seem easy to correct," are powerful in this moment. Accountability should become a bridge to improvement, not a trapdoor to humiliation. Do now: Thank them for taking responsibility, agree on corrective action, and make it clear they can recover. What should leaders do when someone refuses accountability? When someone refuses accountability, the leader must restate the facts, reinforce standards, and make consequences clear. Avoiding responsibility cannot be allowed to become normal behaviour. Some employees blame colleagues, deny evidence, or resist every attempt to help them recover. In that case, the leader should calmly restate the seriousness of the issue and reference company policy, compliance requirements, or performance standards. Dale Carnegie's Principle #28, "Give the other person a fine reputation to live up to," can help. For example: "I know you are professional enough to take accountability for your work, so let's recover from this properly." If resistance continues, formal next steps may be required. Do now: Be fair, factual, and firm. Give the person a chance to step up, but do not excuse persistent denial. When should leaders retain, move, or replace someone after a mistake? Leaders should retain people who accept accountability and can recover, but they may need to move or replace people who repeatedly deny responsibility or do not fit the role. The decision should be based on behaviour, capability, and future contribution. Sometimes the person is on the wrong bus. Sometimes they are on the right bus but in the wrong seat. If they have strengths that fit another area, a transfer may be the humane and commercially sensible option. If coaching, feedback, and support do not change the behaviour, release from the organisation may be necessary. This should not be framed as revenge. It may be better for the person to find work where they can succeed and contribute. Do now: Ask whether the person can realistically succeed in the current role. If not, consider reassignment before termination where appropriate. Final summary Mistake handling is not just about correcting one employee. It is about showing the whole team what kind of leader you are. Rage destroys trust. Rumours distort judgement. Personal attacks damage loyalty. Calm research, rapport, accountability, reassurance, and clear consequences protect both people and performance. The best leaders handle mistakes through a simple but demanding sequence: research, begin with rapport, identify the issue, restore those who accept accountability, reinforce standards with those who do not, and then decide whether to retain, move, or replace the person. FAQs Should leaders punish employees for mistakes? Leaders should not rush to punish mistakes; they should first understand the facts and the employee's accountability. Deliberate misconduct, repeated negligence, and honest errors require different responses. Why is public anger dangerous for leaders? Public anger teaches the team that mistakes are unsafe to discuss. That drives problems underground and damages trust, loyalty, and retention. What if the employee accepts responsibility? If the employee accepts responsibility, help them fix the problem and rebuild confidence. This is the moment to restore, reassure, and retain whenever possible. What if the employee blames everyone else? If the employee refuses accountability, restate the facts and make standards and consequences clear. Give them a chance to recover, but do not normalise avoidance. How do leaders protect psychological safety while maintaining standards? Leaders protect psychological safety by attacking the problem, not the person. They can be calm, respectful, and supportive while still insisting on accountability and improvement. Quick actions for leaders Pause before reacting to a mistake. Gather facts before forming a judgement. Begin the conversation with specific, honest appreciation. Focus on the issue, not the person's character. Listen for accountability. Reassure those who take responsibility. Reinforce standards with those who deny responsibility. Decide whether to retain, move, or replace based on behaviour and fit. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021, and recipient of the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers: Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery, along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

Few conversations leave you inspired to think differently about your career, leadership, and personal purpose. My discussion with Paul Comfort did exactly that. Through his own experiences and insights, Paul shared valuable lessons about discovering purpose, building meaningful relationships, and intentionally shaping a fulfilling career path.Paul Comfort is a nationally recognized transportation executive, bestselling author, keynote speaker, educator, and thought leader in public mobility and leadership development.  He is also the creator and host of the widely followed Transit Unplugged podcast and video series.  His upcoming book, Find Your X Factor: Follow Your Personal Treasure Map to Purpose, reflects many of the themes we discussed — discovering the intersection between your passions, abilities, and purpose.Throughout our discussion, several powerful ideas emerged:• How much does your very first job shape the trajectory of your career — even if you ultimately end up somewhere completely different? Paul emphasized that while your starting point may not define your destination, it often establishes the habits, skills, and mindset that influence every opportunity that follows.• What happens when your interests, passions, and natural abilities finally intersect? According to Paul, this intersection is the “sweet spot” of your best self — the place where purpose, fulfillment, and impact align. Finding that intersection is not just a career strategy; it is often the clearest path toward discovering your purpose in life.• What if your current role does not fully align with both your passions and strengths? Paul encouraged the idea that even if you cannot immediately find the perfect combination, having at least one — either meaningful interests or strong abilities — present in your work can provide fulfillment and motivation while you continue building toward something greater.• How do you actually discover who you are and what you want? Paul spoke about the importance of reflection: taking time to evaluate your experiences, recognize what you have consistently been good at, and identify the moments that energized you most. Once that intersection becomes clear, intentional action becomes the bridge between where you are and where you want to go.• Why is follow-up one of the most overlooked keys to successful networking? As Paul explained, meaningful relationships are rarely built in a single meeting. The real value of “I met a man” moments comes from intentional follow-up, continued engagement, and the creation of authentic connections over time.• And what if communication does not come naturally to you? Paul offered practical encouragement: communication is a skill that can be developed. Whether through programs like Dale Carnegie speaking courses or by intentionally studying effective communicators as role models, growth in communication and public speaking can dramatically improve leadership presence and confidence.Our conversation was a reminder that successful careers are rarely accidental. They are built through reflection, intentionality, relationships, continuous learning, and the courage to align your work with who you truly are. Paul Comfort's insights challenge us not simply to pursue careers, but to pursue purpose.  For more information about Paul and his resources, go to https://findyourxfactor.ai/.Send us Fan Mail

Send us Fan MailWhat does it take to walk into a room full of strangers and walk out with real connections? In this episode of Navigating the Customer Experience, host Yanique Grant sits down with Alexandra Silva Labarr, internationally recognized speaker, author, and founder of Xandra Marketing and PR. Known as the Networking Queen, Alexandra brings over 25 years of experience in marketing, business development, and sales to a conversation that is practical, personal, and deeply inspiring.Alexandra's journey is one of remarkable resilience. After decades in corporate America, she bet on herself and launched her own marketing firm just before COVID hit, shutting down the in person networking she had built her reputation on. Instead of retreating, she pivoted, went digital, gave back to her community, and emerged stronger. Today, Xandra Marketing and PR helps businesses take full ownership of their marketing, from social media and branding to digital presence and messaging strategy.Her story starts at 13 years old, when she lost her mother. That experience taught her that finding the right people and leaning on them is not weakness, it is strategy. That understanding became the foundation for everything she has built since, including her Power of Networking Community, now with 15 chapters across South Florida. She is also the author of three books: The Power of Networking, Show Up Scared, and Show Up Scared: Teen Edition, which became an Amazon bestseller and has taken her into schools and universities across the country.In this episode Alexandra walks us through her Seven Essential C's of Networking and highlights the two people struggle with most: Courage and Common Ground. She explains why most people have courage and confidence backwards, and why showing up scared is the only real path to confidence. She also gets practical, giving you a step by step approach for exactly what to say at a networking event, how to approach a group already in conversation, how to introduce yourself without leading with a pitch, and how to craft a 30 second commercial built around the pain you solve.Alexandra also shares her thoughts on follow up, encouraging listeners to pick up the phone and let people hear their voice, because authenticity lives in your voice and people do business with people they can feel.Topics covered include the Seven C's of Networking, courage vs confidence, building common ground, crafting your 30 second commercial, follow up strategy, AI tools for entrepreneurs, and details on the Show Up Scared teen event at the Mayfair Hotel in Coconut Grove on June 23rd.Featured Resources:The Power of Networking by Alexandra Silva Labarr available on AmazonShow Up Scared by Alexandra Silva Labarr available on AmazonShow Up Scared: Teen Edition by Alexandra Silva Labarr available on AmazonHow to Win Friends and Influence People by Dale Carnegie available on AmazonIt's Not Who You Know, It's Who Knows You available on AmazonBooks by John C. Maxwell available on AmazonBooks by Brené Brown available on AmazonClaude AI: claude.aiShow Up Scared Teen Event: June 23rd at the Mayfair Hotel, Coconut Grove, FL. Visit alexandrasilvabar.com for full event details and tickets.Connect with Alexandra Silva Labarr:Google her name and everything will appear including her website, social media profiles, upcoming events, and speaking opportunities. She is especially active on LinkedIn and responds to every message personally.Website: alexandrasilvalabarr.comConnect with Navigating the Customer Experience:Follow us on X @NavigatingCX and join our private Facebook group, Navigating the Customer Experience Community. You can also find us on LinkedIn and at yaniquegrant.com.If this episode added value to you, please share it with a fellow business owner, leave us a review, and subscribe so you never miss a new episode. Thank you for listening and until next time, keep navigating forward.

In business presentations, having a point of view is not the problem. The problem is failing to decide where the line is before you open your mouth. Executives, entrepreneurs, salespeople, and company leaders need opinions that build credibility, not opinions that accidentally blow up trust. Should business presenters share their point of view? Yes, business presenters should share a clear point of view when it helps the audience think more deeply about a relevant issue. A presentation without a viewpoint quickly becomes wallpaper. The traditional rule is to avoid religion and politics because those topics split audiences fast. That still makes sense in Japan, Australia, the US, Europe, and most Asia-Pacific business contexts. The trickier territory is business opinion: government regulation, industry predictions, marketing strategy, quality control, sales methodology, product claims, customer service, or leadership practices. These topics are often contentious, but they are also where expertise lives. A bland presenter disappears. A thoughtful presenter becomes memorable. Do now: Define the business topics where your opinion genuinely helps clients, prospects, and industry peers make better decisions. Is controversy a smart way to build business profile? Controversy can create visibility, but visibility without trust is a dangerous bargain. Being talked about is useful only when it strengthens your positioning. Most small to medium-sized companies are invisible to potential clients because they lack the advertising muscle of major corporations such as Toyota, Sony, Microsoft, Apple, or Unilever. Presentations, media quotes, podcasts, LinkedIn posts, YouTube videos, webinars, and content marketing can help SMEs punch above their weight. Some entrepreneurs deliberately challenge accepted wisdom to get noticed. That can work, because media outlets love conflict and contrast. The danger is that clients may see the controversy, but miss the competence. Profile is not the same as preference. Do now: Use strong opinions to clarify your expertise, not to perform outrage for clicks, media attention, or short-term noise. How can thought leadership help smaller companies compete? Thought leadership helps smaller companies become top of mind and tip of tongue when buyers need their solutions. It gives the market a reason to remember you before the sales meeting begins. In 2026, business visibility comes from many channels: podcasts, keynote speeches, newsletters, books, articles, executive interviews, short-form video, and AI-search-friendly content. A leader who publishes consistently on leadership, sales, communication, presenting, customer experience, or industry change can build authority without buying massive media spend. This is especially valuable in B2B markets, where trust, expertise, and timing matter more than flashy advertising. The content must still be disciplined. Five opinion pieces a week can build a brand, but only if the views stay relevant and useful. Do now: Choose a content lane and stay in it. Consistency builds authority; random commentary dilutes it. Where should leaders draw the line on controversial views? Leaders should draw the line where the topic stops supporting their expertise, audience value, or company positioning. A sharp viewpoint is useful; a reckless viewpoint is just noise with a microphone. A presenter can discuss Boris Johnson or Donald Trump as public speakers without endorsing or attacking their politics. That is a smart distinction. The subject is presentation technique, not ideology. The same principle applies to CEOs, trainers, consultants, country managers, and sales leaders. Talk about what your expertise allows you to illuminate. Stay careful with religion, party politics, and issues where the audience split is predictable and emotional. In Japan, where reputation, hierarchy, and business relationships carry heavy weight, this judgment matters even more. Do now: Separate professional analysis from personal ideology. Make the audience smarter without forcing them to take sides. Should executives comment on government policy or public issues? Executives should comment on public issues only when the topic clearly fits their business role, expertise, and risk tolerance. Sometimes silence is not cowardice; it is intelligent positioning. Government regulation, border policy, labour law, tax reform, sustainability rules, data privacy, and pandemic-era restrictions can all affect companies. Yet operational impact alone does not mean the leader must take a public position. A training company may be directly affected by restrictions on face-to-face workshops, but that does not automatically make government policy commentary a brand-building move. Foreign executives in Japan must also consider visas, regulators, clients, and long-term reputation. The upside of speaking must outweigh the downside of poking the beast. Do now: Before commenting publicly, ask: Is this our lane, do we have authority, and are we ready for the consequences? How can leaders communicate strong views without alienating the audience? Leaders can communicate strong views safely by making the viewpoint useful, relevant, and clearly connected to their professional domain. The audience should feel challenged, not attacked. A strong point of view helps listeners test their own thinking. It gives them a framework, a contrast, or a practical decision lens. For example, a Dale Carnegie-style business built around communication, human relations, leadership, and being good with people has a natural reason to avoid needless controversy. That restraint is not weakness; it is authentic brand alignment. Startups may choose a sharper challenger tone. Multinationals may need more careful stakeholder language. Professional services firms may require evidence-heavy commentary. The right level of opinion depends on the company, sector, market, and audience. Do now: Build a viewpoint map: safe zones, careful zones, no-go zones, and the reason each boundary exists. Conclusion: What is the best way to communicate your point of view in business? A clear point of view is a business asset when it builds trust, sharpens your positioning, and gives the audience something useful to think about. It helps small and medium-sized companies become visible without relying on massive advertising budgets. It also helps executives, salespeople, consultants, and entrepreneurs sound like leaders rather than brochure readers. The key is intention. Decide how controversial you want to be, why that level of controversy supports your brand, and what the positive and negative consequences may be. Draw the line before the presentation, podcast, article, interview, or social media post. Once the words are out in the ether, they belong to the audience. FAQs Should business leaders avoid all controversial opinions? No, business leaders do not need to avoid every controversial opinion, but they should avoid opinions that sit outside their expertise or damage trust. A relevant viewpoint can build authority; a random hot take can weaken positioning. Why is having a point of view important in presentations? A point of view makes a presentation memorable, useful, and easier to connect with a business problem. Without one, the audience may hear information but feel no reason to remember the speaker. How can small companies use thought leadership? Small companies can use thought leadership to become visible when they lack large advertising budgets. Speaking, podcasting, publishing, and media commentary can put them top of mind before buyers are ready to act. When should a company stay silent on public issues? A company should stay silent when the issue is outside its expertise, misaligned with its brand, or likely to create more damage than value. Silence can be a deliberate reputation strategy. How do I decide whether my viewpoint is too risky? A viewpoint is too risky when the downside to client trust, stakeholder relationships, or brand credibility outweighs the benefit of attention. Test every strong opinion against audience value, business relevance, and likely consequences. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and recipient of the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

Espero que os guste el video!! De vuelta.. mil gracias por los 1.000 subscriptores. :) Por cierto recuerda que si quieres miel no tienes que patear la colmena.DALE CARNEGIE. Cómo ganar amigos e influir sobre las personashttps://amzn.to/4c4lPK6Podéis ver mas contenido en instagram: https://linktr.ee/untecitoconluOs mando un abrazo!

“At the end of your life, all you really have are the relationships you've built – and the stories you can tell.”That idea stayed with me after this conversation.In business, we often talk about strategies, funnels and growth. But behind every opportunity – every client, every collaboration, every breakthrough – there's a relationship.In this episode, I sit down with Riley McGhee to explore how those relationships actually begin.Not with a pitch.Not with a script.But with a simple, human conversation.Riley shares his Authentic Outreach framework – a practical way to reach out, build trust and create opportunities without sounding transactional or forced. We talk about why most outreach feels fake, how to start conversations that people want to respond to, and how to turn those conversations into meaningful business outcomes.But what made this conversation stand out for me is something deeper.Instead of just talking about tactics, Riley talks about the principles behind them.Why being genuinely interested in others makes you more interesting.Why many experts struggle to explain what they do.Why we often build offers based on what we think – instead of what the market actually needs.And he shares a powerful story of how one message to  @markleruste  led to a relationship that shaped his entire career.Because in the end, business is about people.What You'll Learn:- Why most outreach fails (and what to do instead)- How to start conversations that feel natural- The 3-step framework to build real relationships- How to turn conversations into opportunities- Why clarity is the key to better offers and presentationsIn This Episode: 00:46 – What “Authentic Outreach” Really Means04:51 – Why Outreach Feels Inauthentic (“Pitch Slap”)08:09 – How to Start Conversations That Get Replies11:39 – The 3 I's Framework (Intro, Interest, Invite)11:48 – Be Interested to Be Interesting14:44 – Why “Being Normal” Wins in Business28:08 – Turning Conversations into Opportunities (The Invite)33:26 – Calls vs Webinars: What's the Right Next Step?37:51 – Why Most Offers Don't Work38:33 – Simplify to Clarify (Trim the Fat)43:39 – The Curse of Knowledge in Sales49:39 – The Message That Changed His Career01:02:15 – Why Relationships Hold True ValueIf you want to build stronger relationships, communicate more clearly, and create more opportunities – this episode will change how you think about outreach.We hope you enjoy it.———————Riley McGhee:  - LinkedIn: https://www.linkedin.com/in/rileymcghee - Website - & Newsletter: https://leverageaccelerator.co Podcast & YouTube: https://leverageaccelerator.co/podcast Recommended books: - How to Win Friends and Influence People by Dale Carnegie ———————IDEAS ON STAGE RESOURCES - Timeless Presenter (book) – early access: https://bit.ly/timeless-presenter-early-list - Confident Presenter (book) – free copy: https://bit.ly/confident-presenter-free- Business Presentation Revolution (book): https://www.ideasonstage.com/resources/books/business-presentation-revolution-book/ - The Confident Presenter Scorecard: https://ideasonstage.com/score - Free Web Class: https://www.ideasonstage.com/uk/events/   #IdeasOnStagePodcast #CommunicationSkills #BusinessDevelopment #ClientCommunication #RelationshipBuilding

About the Guest Janice Bryant Howroyd is the Founder and CEO of The ActOne Group, a global workforce solutions company operating in more than 30 countries. She is recognized as the first African American woman to build a multi-billion-dollar enterprise. A best-selling author and global speaker, she has been honored for entrepreneurship, leadership, and innovation, and has advised leaders across business, government, and education. Her work focuses on connecting people to opportunity through a deeply human-centered approach to business. What You Will Learn: Why “no shortcuts, no excuses” is a leadership mindset for long-term success How asking better questions and listening drives stronger outcomes Why resilience is essential when facing adversity How AI is changing work but increasing the need for human skills Why people must remain at the center of leadership and growth Please rate and review this Episode!We'd love to hear from you! Leaving a review helps us ensure we deliver content that resonates with you. Your feedback can inspire others to join our Take Command: A Dale Carnegie Podcast community & benefit from the leadership insights we share.

Some clients do not attack your deal in one dramatic bite. They take tiny pieces—one discount request, one scope change, one extra demand, one more profile review—until your margins, time, and energy are stripped away. In sales, consulting, professional services, and corporate training, leaders need to recognise the "piranha client" early. The danger is not always a bad person or a bad company. Often, it is a pattern of incremental pressure that looks harmless in isolation but becomes commercially toxic over time. What is a piranha client in sales and professional services? A piranha client is a customer who erodes your deal through repeated small demands rather than one obvious negotiation attack. They ask for "just one more" discount, "just one more" concession, or "just one more" change until the original agreement barely resembles the final delivery. Unlike a shark-style negotiator who takes one huge bite, the piranha client works through accumulation. In B2B sales, consulting, training, recruitment, technology implementation, and agency work, this often appears as volume discounts, extra stakeholders, expanded scope, and constant approval loops. Post-pandemic, when many service firms were hungry for revenue, these patterns became even harder to resist. Do now: Track every concession in writing. Small bites become big losses when nobody totals them. Why do clients keep asking for more discounts? Clients keep asking for discounts because each successful concession teaches them that more pressure may produce a better price. If the seller has not created a clear commercial boundary, the buyer naturally tests the limits. In large companies, especially new divisions or procurement-heavy organisations, buyers may not reveal the full deal size upfront. A supplier agrees to the first discount, then a second tranche appears, then a third. By the time the total opportunity is visible, the seller is already trapped inside a "big discount" corner. This happens across Japan, the US, Europe, and Asia-Pacific, but it is especially painful in high-touch service businesses where labour, expertise, and delivery capacity cannot be infinitely scaled. Do now: Price each stage as though more scope may follow. Set a hard stop before negotiations begin. How can scope creep damage a service business? Scope creep damages a service business by quietly increasing delivery obligations without increasing revenue. The client may see each request as reasonable, but the supplier absorbs the extra time, coordination, risk, and opportunity cost. In training, consulting, and advisory work, scope creep often appears as new requirements, additional audiences, more reporting, special customisation, extra meetings, or new approval layers. For SMEs and boutique firms, the impact is sharper than for large multinationals because fewer people carry the operational load. During COVID-19 and the post-pandemic recovery, external trainer availability, client uncertainty, and shifting schedules made this even more complex. A deal that looked profitable on paper can become unattractive once hidden delivery costs are included. Do now: Define scope, exclusions, decision rights, and change fees before delivery starts. Why is trainer or consultant selection a hidden negotiation risk? Trainer and consultant selection becomes risky when the client treats expert availability as unlimited. In reality, quality delivery depends on certified people, scheduling constraints, and proven fit. In the training industry, certification is not a light administrative step. Dale Carnegie trainer development, for example, involves long preparation, specialist training, and accreditation standards. That means a client asking to review more and more profiles is not simply requesting choice; they may be consuming scarce operational capacity. This issue appears in other fields too: legal partners, executive coaches, cybersecurity consultants, enterprise software architects, and medical specialists all face similar constraints. Quality depends on expertise, not infinite substitutions. Do now: Explain the certification, experience, and availability logic early. Choice should support quality, not undermine delivery. When should a business push back on a demanding client? A business should push back when discount pressure, scope creep, and difficult behaviour combine into a pattern.One tough request is negotiation; repeated erosion is a warning signal. Many service firms operate with an informal "no idiots" policy, although the actual wording is often stronger. The principle is simple: some revenue is not worth the operational damage, staff stress, or reputational risk. Leaders at startups, SMEs, and established firms need to ask whether the client is building a partnership or simply extracting value. In Japan, where long-term relationships and trust matter, the pushback should be polite, structured, and commercially clear. In more aggressive procurement cultures, the same principle applies, but the language may be firmer. Do now: Decide your walk-away point before emotion, sunk cost, or fear of lost revenue takes over. How can salespeople protect margins without damaging relationships? Salespeople protect margins by making trade-offs explicit: more value requires more budget, and lower price requires reduced scope. The goal is not to be difficult; it is to be professionally clear. A useful approach is to offer options. For example: "At this price, we can deliver this scope. If you want the additional requirement, here is the revised fee." This frames the conversation around value rather than resistance. Sales leaders should train teams to avoid automatic concessions, especially with large companies that reveal requirements gradually. Procurement may respect a supplier more when the boundaries are clear. The key is to stay calm, factual, and consistent. Do now: Never give a concession without receiving something in return—volume, timing, commitment, payment terms, or reduced complexity. Final summary The piranha client is dangerous because each bite looks small. A discount here, a profile request there, a slight requirement change, a new tranche of work, another internal stakeholder—none of it seems fatal until the supplier reviews the final margin and delivery burden. For executives, salespeople, consultants, trainers, and professional service leaders, the lesson is clear: protect the deal before the feeding frenzy begins. Set commercial boundaries, define scope, track concessions, communicate scarcity, and be prepared to walk away when the partnership becomes toxic. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and recipient of the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers: Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery, along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan. Would you like me to now prepare the WordPress-ready version with spacing and the bio?

Neste episódio especial do Agro Resenha Podcast com a Dale Carnegie Brasil, conversamos com Edil Morissugui sobre gestão, pecuária, liderança e um tema muitas vezes subestimado no campo: a água como fator estratégico de produtividade. A partir de uma trajetória marcada por trabalho duro, crises, empreendedorismo e estudo contínuo, o episódio mostra como planejamento, análise de contexto e execução técnica podem transformar resultados no agro. Um papo direto para quem atua na pecuária e quer tomar decisões melhores, produzir com mais eficiência e enxergar oportunidades onde a maioria só vê problema. PARCEIRO DESTE EPISÓDIO Este episódio foi trazido até você pela Dale Carnegie Brasil! Transforme sua carreira e seus resultados com a Dale Carnegie! Há mais de 100 anos, desenvolvemos líderes confiantes, comunicadores poderosos e profissionais de sucesso. Nossos treinamentos comprovados impulsionam seu desempenho e o de sua equipe. Descubra o poder do seu potencial! Dale Carnegie: construindo o sucesso de vidas e negócios há mais de 100 anos. Site: https://dalecarnegiebrasil.com/Instagram: https://www.instagram.com/dalecarnegiebrasil/LinkedIn: https://www.linkedin.com/company/dalecarnegiebrasilYouTube: https://www.youtube.com/@dalecarnegiebrasil INTERAJA COM O AGRO RESENHAInstagram: instagram.com/agroresenhaTwitter: x.com/agroresenhaFacebook: facebook.com/agroresenhaYouTube: youtube.com/agroresenhaCanal do Telegram: https://t.me/agroresenhaCanal do WhatsApp: https://bit.ly/zap-arp-01 E-MAILSe você tem alguma sugestão de pauta, reclamação ou dúvida, envie um e-mail para contato@agroresenha.com.br FICHA TÉCNICAApresentação: Paulo OzakiProdução: Agro ResenhaConvidado: Edil Morissugui e Albeneir MeloEdição: Will OliveiraSee omnystudio.com/listener for privacy information.

In this episode I sat down with Jamie Corbett, Head of Operations at Advantis Credit, for a conversation that's as honest as it is inspiring. Jamie's story starts on the building sites, a plumber by trade who accidentally stumbled into a contact centre when he needed holiday money and ends (for now) at the top of operations. But it's the messy, human middle that makes this episode unmissable.Jamie opens up about bombing on the phones, the hippie colleague who changed his entire outlook with a Dale Carnegie quote, and the Excel V-lookup that quietly launched his career. He talks about what it really means to build psychological safety for a team, why he created a secret project called "Project Artemis” to solve a wrap time problem, and the brutal setback that turned out to be the making of him.If you've ever questioned whether you're ready for the next step, taken a leap that didn't land, or wondered what separates good leaders from great ones, this one's for you.Topics covered: contact centre culture, emotional intelligence, early leadership lessons, dealing with failure, self-development, and why the best leadership lesson is learning it's never about you.From Plumber to Contact CentreLearning the Hard Way on the PhonesThe Vinny Effect: Lessons That LastStepping Into LeadershipBuilding the Bad Apple TeamCreating Psychological SafetyThe Setback That Changed Everything• Jamie 2.0: From Me to We

Kokorogamae is one of those Japanese ideas that sounds ancient, but lands right in the middle of modern business. It means clarifying your true intention before you act. In leadership, sales, supplier relationships, and corporate culture, that intention leaks out in everything we do. People notice. Clients notice. Staff notice. And in the age of LinkedIn, Google reviews, Glassdoor, and instant reputation damage, the market notices very quickly. What does kokorogamae mean in Japanese business? Kokorogamae means your inner stance, your true intention, and the attitude sitting behind your actions. It combines kokoro, often translated as heart, spirit, or mind, with kamae, the stance taken in martial arts before action begins. In traditional Japanese disciplines such as shodo calligraphy, ikebana flower arrangement, tea ceremony, and martial arts like kendo or aikido, the master prepares the mind before moving the hand. The ink is ground carefully. The flower stems are stripped with attention. The body settles before training begins. Business should be no different. Before leaders, salespeople, executives, and entrepreneurs act, they need to ask: what is my real intention here? Do now: Before your next major decision, ask: "Is my kokorogamae self-serving, client-serving, team-serving, or enterprise-serving?" Why does true intention matter in leadership? Leadership trust begins before the leader speaks, because people read intention faster than they read strategy documents. A boss may talk about coaching, empowerment, and people development, but the team quickly senses whether the real goal is their growth or the boss's promotion. In Japan, where long-term relationships, hierarchy, reputation, and group harmony still influence business behaviour, kokorogamae matters deeply. The same is true in the US, Europe, and Australia, but the cultural signals differ. A multinational may call it leadership authenticity. A startup may call it founder values. An SME may simply call it "doing the right thing". Whatever the label, employees know when leaders are using them as stepping stones rather than investing in their capability. Do now: Leaders should ask their team, directly or anonymously: "What do you believe my true intention is when I manage you?" How does kokorogamae affect company culture? A company's culture is the accumulated evidence of its real intentions, not the slogans written on the wall. Values like integrity, teamwork, ESG, compliance, and inclusion mean little if daily behaviour says, "We win by squeezing whoever has less power." This becomes obvious in supplier relationships. Some global corporations talk loudly about ethics and governance while imposing 60-day, 90-day, or even 120-day payment terms on small suppliers. For a large company, that may be cash-flow management. For a small business, cash is oxygen. SMEs often pay each other on 30-day terms because they understand survival pressure. That is kokorogamae in action: partnership versus domination. Do now: Review your payment terms, procurement rules, and supplier conversations. They reveal your company's real ethical stance. What is the right kokorogamae in sales? The right kokorogamae in sales is not to get the sale; it is to earn the reorder. A single transaction is easy to chase, but lifetime buyer value is built through trust, suitability, and long-term partnership. Salespeople under pressure can drift into bad intention. A low base salary, high commission structure, or aggressive manager can push them to recommend whatever has the best margin rather than what best serves the client. That may work once. It rarely works twice. In B2B sales, especially in relationship-driven markets like Japan, the reorder, referral, and reputation are far more valuable than the quick win. The buyer remembers whether you solved their problem or just solved your quota problem. Do now: Sales leaders should measure repeat business, referrals, retention, and customer trust, not just monthly revenue. What happens when a business has bad kokorogamae? Bad kokorogamae eventually becomes visible, and today it becomes visible at internet speed. In the past, a poor operator could move from client to client, town to town, or deal to deal, leaving unhappy buyers behind. That game is much harder now. LinkedIn posts, online reviews, business forums, search engines, and AI-driven summaries can surface reputational patterns very quickly. A person who fails to pay suppliers, mistreats partners, or sells poor-quality products may think each incident is isolated. It is not. Digital reputation compounds. One public complaint can trigger others, and suddenly the market sees the pattern. In 2025 and beyond, your kokorogamae is no longer private. It becomes searchable. Do now: Audit what clients, suppliers, staff, and partners would say about your intention when you are not in the room. How can executives build better kokorogamae? Executives build better kokorogamae by aligning intention, action, incentives, and accountability. It is not enough to privately believe you are ethical; your systems must reward ethical behaviour. Start with leadership questions. Are managers promoted for developing people or merely hitting numbers? Are salespeople rewarded for client success or only revenue? Are suppliers treated as partners or pressured because they lack bargaining power? Are internal teams encouraged to beat competitors or fight each other for political advantage? Toyota-style continuous improvement, Dale Carnegie-style human relations, and modern leadership development all point to the same lesson: intention becomes behaviour when it is reinforced every day. Do now: Align KPIs with the behaviour you claim to value: trust, repeat business, talent growth, collaboration, and client outcomes. Final summary Kokorogamae is the quiet force behind business success. It is your real intention before the meeting, before the sale, before the negotiation, before the leadership decision. When it is right, people feel it. When it is wrong, people expose it. In modern business, especially in reputation-sensitive markets like Japan, trust is not a branding exercise. It is the outward proof of your inner stance. The secret ingredient is not mysterious. Clarify your true intention, align it with ethical action, and build relationships that can survive scrutiny. Quick actions for leaders and salespeople Ask what your team, clients, and suppliers believe your real intention is. Reward repeat business, referrals, and long-term trust. Stop using power imbalances as a business model. Treat suppliers as partners, not pressure points. Make your kokorogamae visible through consistent behaviour. FAQs What is kokorogamae? Kokorogamae is a Japanese concept meaning your true intention or inner stance before action. In business, it describes the attitude behind leadership, sales, negotiation, and trust. Why is kokorogamae important in sales? Kokorogamae matters in sales because buyers sense whether you want to help them or merely close them. The best sales intention is to earn the reorder, not just win the first transaction. How does kokorogamae relate to leadership? Leadership kokorogamae is the real intention behind how a leader treats their team. Staff quickly know whether the boss wants to develop them or use them. Can bad kokorogamae damage reputation? Yes, bad kokorogamae can damage reputation quickly because poor behaviour is now searchable and shareable.LinkedIn, reviews, forums, and AI search make business behaviour more visible than ever. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and recipient of the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

Neste episódio especial em parceria com a Dale Carnegie Brasil, conversamos com Alan Borges Leite e Felipe Leite. Exploramos como habilidades de comunicação e relacionamento influenciam diretamente a liderança e a tomada de decisão no negócio. A conversa mostra por que conhecimento técnico, sozinho, não garante resultados, e como escuta ativa, empatia e influência são determinantes no dia a dia profissional. A partir de exemplos práticos, o episódio traz reflexões aplicáveis para quem lidera equipes, negocia ou precisa gerar alinhamento em ambientes complexos do agro. PARCEIRO DESTE EPISÓDIO Este episódio foi trazido até você pela Dale Carnegie Brasil! Transforme sua carreira e seus resultados com a Dale Carnegie! Há mais de 100 anos, desenvolvemos líderes confiantes, comunicadores poderosos e profissionais de sucesso. Nossos treinamentos comprovados impulsionam seu desempenho e o de sua equipe. Descubra o poder do seu potencial! Dale Carnegie: construindo o sucesso de vidas e negócios há mais de 100 anos. Site: Dale CarnegieInstagram: Dale Carnegie Brasil (@dalecarnegiebrasil) • Instagram profileLinkedIn: https://www.linkedin.com/company/dalecarnegiebrasilYouTube: Dale Carnegie Brasil INTERAJA COM O AGRO RESENHAInstagram: instagram.com/agroresenhaTwitter: x.com/agroresenhaFacebook: facebook.com/agroresenhaYouTube: youtube.com/agroresenhaCanal do Telegram: Agro Resenha Podcast #01Canal do WhatsApp: AGRO RESENHA E-MAILSe você tem alguma sugestão de pauta, reclamação ou dúvida, envie um e-mail para contato@agroresenha.com.br FICHA TÉCNICAApresentação: Paulo OzakiProdução: Agro ResenhaConvidado: Alan Borges Leite, Felipe Leite e Albeneir MeloEdição: PH de OliveiraSee omnystudio.com/listener for privacy information.

About the Guest Jake Rawson leads Craft Sportswear North America with a focus on innovation, resilience, and performance. Inspired by the principles of Dale Carnegie, he has built a culture that values collaboration, encouragement, and incremental improvement. Beyond business, Jake applies the same endurance mindset to family and coaching, proving that small, consistent actions can lead to extraordinary outcomes. Whether guiding his team, developing athletes, or mentoring his children, he turns lessons into action and emphasizes the power of patience, persistence, and positivity. What You Will Learn: How treating business like an endurance sport drives long-term success The power of small, incremental gains in leadership and personal growth Practical applications of Dale Carnegie's principles in work and life Why saying “yes” to opportunities can unlock hidden potential Building confidence, resilience, and positive habits in yourself and others Join us for a candid conversation about perseverance, mindset, and growth. Jake isn't just running a business—he's running the long game, stacking wins, and showing how small steps lead to big results. Tune in today and discover the incremental edge in life and leadership. Please rate and review this Episode!We'd love to hear from you! Leaving a review helps us ensure we deliver content that resonates with you. Your feedback can inspire others to join our Take Command: A Dale Carnegie Podcast community & benefit from the leadership insights we share.

Summary In this insightful interview, Josh Bledsoe shares practical principles from Dale Carnegie's teachings that enhance leadership, communication, and stress management across military and civilian life. Discover how living in compartments, asking open-ended questions, and embracing vulnerability can transform your personal and professional relationships. Guest Links Instagram: Josh Bledsoe 85 Dale Carnegie Training Linkedin Chapters 00:00 Introduction and Guest Background 02:22 Josh Bledsoe's Military and Civilian Roles 03:40 Challenges of Guard and Reserve Leadership 05:22 Stress Management and Living in Compartments 07:19 The Power of Resetting and Showing Up Positively 08:52 Human Nature and Timeless Principles 10:51 Modern Communication and Dale Carnegie's Relevance 12:58 Conciseness and Digital Communication Pitfalls 14:55 The Value of Face-to-Face Communication 17:26 Involving Others and Distributing Responsibility 20:28 Delegation, Trust, and Leadership 23:33 Creating Ownership and Buy-In 26:03 Post-Traumatic Growth and Resilience 32:13 Turning Pain into Growth 38:11 Listening Skills and Human Connection 44:32 Problem Solving and Framing the Right Questions 51:46 Overcoming Ego and Asking for Help 57:00 The Power of Asking for Help and Self-Improvement 01:01:34 Embracing Valleys and Peaks in Life 01:04:24 Authentic Connection in a Digital World 01:04:30 Where to Find Josh Bledsoe and Dale Carnegie Resources   To contribute to the the Post-Traumatic Growth of Veterans click here. To learn more about Mission 22's impact and programs, visit www.mission22.org or find us on social media. IG: @mission_22. Tiktok: @_mission22

What if the real secret to business growth is not creativity but competition? I sat down with Chris Dreyer, founder of Rankings.io, who built one of the fastest-growing legal marketing companies by mastering SEO, niche focus, and relentless execution. Chris shares how his early work ethic shaped his path, why he chose the highly competitive personal injury space, and how treating business like a math-based game helped him scale. You will hear how content, reviews, and authority drive Google rankings, why most lawyers misunderstand marketing, and how narrowing your focus can actually expand your results. I believe you will find this useful as Chris shows how discipline, data, and consistency can turn any business into an unstoppable force. Highlights: 00:56 – How early work and family habits built a strong work ethic05:00 – Why taking the hardest job created resilience and grit12:12 – How serving people helped develop communication and confidence24:22 – Why choosing a competitive niche leads to greater success37:08 – What it takes to rank at the top of Google consistently51:16 – How doing free work early builds skill and long-term growth Bottom of Form About the Guest: Chris Dreyer is the CEO and Founder of Rankings.io, the category-defining SEO agency built exclusively to help elite law firms and personal injury lawyers dominate Google's organic search results. Under his leadership, Rankings.io has become synonymous with measurable results, helping attorneys secure life-changing cases through visibility at the exact moment potential clients are searching for help. The company has achieved what few in the legal marketing space ever have, earning a spot on the Inc. 5000 list of fastest-growing private companies for eight consecutive years, proof of both sustained growth and relentless execution. Beyond Rankings, Chris is a builder of platforms and a voice of authority in legal marketing and entrepreneurship. He is the Wall Street Journal and USA Today best-selling author of Niching Up: The Narrower the Market, the Bigger the Prize, where he details how focus creates outsized impact. He is also a seasoned real estate investor and the host of the Personal Injury Mastermind podcast, where he interviews top attorneys and business leaders shaping the future of law. His influence extends across respected councils and networks, including the Forbes Agency Council, Rolling Stone Culture Council, Business Journals Leadership Trust, Fast Company Executive Board, and Newsweek Expert Forum, cementing his reputation as both a practitioner and thought leader. Chris's path to entrepreneurship has been unconventional yet relentlessly instructive. Once a world-ranked collectible card game competitor, he carried that same strategic mindset into business. After earning a History Education degree, his first professional role was as a detention room supervisor, hardly glamorous, but it provided the unstructured time that sparked his obsession with digital marketing. He began experimenting with affiliate sites and, at his peak, managed more than 100 properties simultaneously. This side hustle soon eclipsed his day job, propelling him into full-time entrepreneurship. When affiliate marketing's golden age waned, Chris pivoted into legal SEO and quickly carved out a niche. Along the way, he also became a top-ranked online poker player, honing skills in risk management and probability that would serve him well in scaling his companies. Today, Chris runs Rankings.io with the same competitive fire he once brought to cards and poker, driven to outthink, outwork, and outlast the competition. His mission is simple: help the best personal injury law firms win more cases, build enduring legacies, and dominate their markets. Ways to connect with Chris**:** website: rankings.io https://x.com/chrisdreyerco https://www.linkedin.com/in/chrisdreyerco/ https://www.facebook.com/chrisdreyerco https://www.instagram.com/chrisdreyerco/ About the Host: Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog. Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards. https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/ accessiBe Links https://accessibe.com/ https://www.youtube.com/c/accessiBe https://www.linkedin.com/company/accessibe/mycompany/ https://www.facebook.com/accessibe/ Thanks for listening! Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below! Subscribe to the podcast If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can subscribe in your favorite podcast app. You can also support our podcast through our tip jar https://tips.pinecast.com/jar/unstoppable-mindset . Leave us an Apple Podcasts review Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts. Transcription Notes: Michael Hingson  00:04 What if the biggest thing holding you back isn't what's in front of you, but rather what you believe Welcome to unstoppable mindset where inclusion, diversity and the unexpected meet. I'm your host. Michael Hingson, speaker, author and advocate for inclusion and possibilities. This podcast explores how the beliefs we carry shape the way we live, lead and connect with others. Each week, I talk with people who challenge assumptions, face adversity head on and show what's possible when we choose curiosity over fear, together, we focus on mindset resilience and the small shifts that lead to meaningful change. Let's get started. Hi everyone, and welcome to another edition of unstoppable mindset. Today, our guest is Chris Dreyer. Chris, Chris has formed a company called rankings.ai. And I'm going to let him describe what all that is about. And he's done some pretty interesting things with it. It has been on inks top 5000 companies, growing companies for the past eight years. Eight years is a long time, which is pretty cool. So I'm sure he's got lots of adventures and lots of stories to talk about. So Chris, welcome to unstoppable mindset. We're glad you're Chris Dreyer  01:35 here. Yeah, thanks for having me, Michael. I'm excited to chat. Michael Hingson  01:39 Well, let's start with kind of the early Chris growing up and all that, and see where we go from there. It sounds Chris Dreyer  01:45 good to me. So yeah, Michael Hingson  01:46 let's go. Why don't you tell us a little bit about Yeah, school and all that stuff. Chris Dreyer  01:51 Okay, yeah, let me, let me, and then you just cut me off at any point, because I can be a long Michael Hingson  01:55 talker the so can I? I Chris Dreyer  01:56 know what you mean. I, I grew up in a very small city, elkville, Illinois, my high school had 100 people in it. I was a graduating class of 28 I grew up, I would say it's kind of weird. My mom and dad, if they heard me say poor, would not love me saying poor, but I we weren't. We were certainly at the bottom of middle class or the upper or poor. I had a lot of chores. I every single weekend, I cleaned a law office with my mom or did something at the farmers market. So and at the time, it wasn't work. It was just what we did as a family, right? I didn't even understand it. We had, we didn't have city water. We had to get a truck and bring in our water, and we had well water, right? And in my family, and that was, that was early on, right? My dad was a milk carrier. My mom was a cook and and ultimately, they did better over the years and made more money. But it started off, it was a lot, a lot of grit, perseverance, working hard. And I like to share that, because my parents work ethic is very strong, very dependable, very consistent. And that's kind of where I got my drive. But that's, that's kind of how I grew up, small, small town, you know, a lot of side hustles with the parents. And once I went to college, I got that, that shock of, oh, here's a whole bunch of go from 100 to, you know, 20,000 Yeah, it's a bit of a shock there. 03:35 Where'd you go to college? Chris Dreyer  03:36 Yeah, I went to SIU, Southern Illinois University. There in Carbondale, Illinois. I actually live in Carbondale today. And, you know, I went to college. I was always had that entrepreneurial bug, and, but I went to college, it was kind of to make mom and dad happy to get that degree and, but I just knew that I was going to own my own business. And I kind of had that conversation with them out of the gate, but so I was a terrible student. Partied a lot, you know, chase the women, so to speak, and but somehow, ended up with a degree, got a job at a high school as their JV basketball coach, and I started doing internet marketing on the side to make a little extra money because I had some downtime. And by the end of my second year teaching, I was making about four times the amount doing that that I was teaching. So that was kind of my sign, and to go pursue that full time, and that's what I did. That's when I left to do affiliate marketing and digital marketing full time was after Michael Hingson  04:41 that second year, of course. Now the real question is, you were chasing the women? Did any of them 04:44 chase you? Oh yeah, oh yeah. Just Michael Hingson  04:49 want to make sure it's reciprocal here. Yeah, that's that's pretty cool, though. And I was going to ask you, and you sort of answered it, about your workout. Ethic and so on. I find that if people do grow up in an environment where they're working and they appreciate what they do get and the amount of work that they do, and they develop a strong work ethic, or their parents have it, they generally do as well, although sometimes there's some rebellions, but still, ultimately, the right stuff shows through. Chris Dreyer  05:24 Can I tell just a brief story about that? My mom, when I turned 16, it was like, you're getting a job, son, right? And it was not, we had, we were fine without, but it was like, so she took me to this place. It was called Ken's antiques, and they used to do the semi truck deliveries of aluminum, and I used to go to auctions and unload furniture. And I asked her, I was like, Why did you take me there? Well, you know, why didn't you take me to the mall? Why didn't you know to go work at a the buckle or the gap or something, you know, why did you take me? There she goes. Well, I knew if you could, if you could succeed here, you'd be fine anywhere, because it was the hardest job that I could think of. And I was like, Oh, really, thanks, Mom. Like, send me to the to the hardest job that you could think of and see if I could thrive. And I did well there. But that just kind of goes to show you the mindset that my mom had racing me, which also kind of, you know, attached to me as well. Michael Hingson  06:26 Yeah, well, and I can appreciate course, now looking back on it, of course, but I can appreciate what she said, because if you can survive in one place, and you can if it's if it is a tough job and you approach it the right way, then you'll probably be good anywhere, and there you go. Chris Dreyer  06:47 Yep, yep, to her credit, it was a very tough job. It is as still to this day, the hardest job from a physically demanding perspective that I had, but, but yeah, and it was good. It built resilience, you know, kind of helped me get that that put that true grit on and yeah, so that's kind of my background. Michael Hingson  07:08 I never did really work at a job growing up, my brother did. He worked at a restaurant and so on and bus tables and did other things. But I remember, when he got his first job, he went and applied at a at a restaurant, and the owner or manager, I guess probably both said, so, you know, we'll, we'll consider you. Would you do us a favor? There's some weeds out in the in the front, would you go pull those? And he said, within about a half hour, he got the whole place completely cleaned up of weeds. And the boss came out and said, You did all of that. And my brother said, Yeah. And guy said, You're hired. You know, amazing, you know, because my brother didn't even realize, I think at first, that that was really a test, but it was, and of course, he passed, which was cool. That's a great story, but I never got really to do much work. I kind of was more the intellectual guy in the family, and finding jobs would have been a little bit more of a challenge for me. I did do some babysitting, but that was about all I could do. I've been blind my whole life, and a lot of the jobs that were available in Palmdale, where I grew up in Southern California, were not jobs I was going to realistically be able to do anyway, but I could babysit, and that worked out pretty well. Yeah, yeah. So I mainly studied, Chris Dreyer  08:41 love it. So So studied. Can I? Can I do the reverse interview? What's some of your your top motivational books, business books? Because I'm sure you've got some that just pop top of the dome. Well, sort of, kind Michael Hingson  08:55 of, I really have a slightly different idea about that, but I'll tell you, I've read a number of the main books in the whole motivational and and management world. One Minute Manager is a book I appreciate a great deal. And I also like Dale Carnegie books like How to Win Friends and Influence People. But for me, I point out, and even to this day point out that I've learned more about teamwork and trust and leadership from working with eight Guide Dogs for the last 61 years than I ever learned from all the management and leadership books and everything else that's out there, mainly because working with dogs, you have several things that are An issue, first of all, respecting them and the job that they do, knowing that you're really forming a team with a guide dog, where each member of the team has a job to do. So in my case, the dog, and the case of people who use guide dogs, the purpose of the dog is to make sure that we walk safely as. We're walking somewhere, but my job is to know where to go and how to get there, and then I have to learn how to communicate that to the dog, and also be the leader of the pack in the truest sense of the word, which also means that if the dog is upset, or there is any kind of an issue with the dog, I have to figure out what that is, and I have to read what is going on so that I understand that and can then figure out what is occurring and make sure that the dog stays happy so it's you. There's so much to learn about trust, and one of the main things I've learned over the years is while dogs do, I think love unconditionally, unless they're just so badly traumatized by somebody for some reason they don't trust unconditionally. But the difference between dogs and people is that dogs are open to trust a whole lot more than we are. We have just had so many things go on. We read we bought them in the newspapers, we see it on the news and so on. Nobody trusts anyone. The feeling is basically everyone has their own hidden agenda, and so you can't trust anyone. And so there's very little communications today. There's very little real interaction. And people, by definition, don't trust. Dogs are open to trust, and you can earn their trust, and likewise, they get to and can earn your trust, and it is a it is a combination and kind of thing. So what I really learn when I go to get a new guide dog every time is I'm learning how to form a team with this other dog who doesn't speak the same language I do, who doesn't think the way I do. But I have to figure out what this dog does, what this dog is all about, and I'm the one that has to become the leader of the of the team and make things work. So I think that working with a dog is a lot more of a practical experience kind of thing than just reading about whatever there is to read about in books and so on. So that's why I say that. I think I've learned a lot more by working with dogs than I ever got from all the management books in the world, any of the Tony Robbins books, or any Chris Dreyer  12:07 of those. I love, every bit of that I just I was on x the other day, and it was talking about the the new CEO for Starbucks, right? Because the former CEO was McKinsey trained, right, but didn't have any actual experience at the helm. And then they brought back the former CEO of Taco Bell over to Starbucks, and the stock immediately shot up because of the application aspect of it. He had, he had done the job and been in the grind. So it's kind of interesting, kind of corollary there. But yeah, thank you for sharing. I was really intrigued, and I had to jump in and and ask, Michael Hingson  12:45 Oh, fair question, and then this is a conversation, so nothing wrong with asking questions on either side. So it's perfectly fine to to be able to do that well, so what did you do right out of college? Chris Dreyer  12:59 Right out of college, the one thing I'll tell you that I still to this day, I call myself an introvert. I don't think that, you know, introvert, extrovert. I think we have the tendencies at all times to be either one, right? But I think for me, I was more shy, but I built a lot of friends because I played sports and I knew them in college, and then they met, they introduced me to their friends. Because you got to imagine, when I had a class of 28 kids, it's like super small community versus, you know, everybody I'm interacting through their connections and their extended connections. So through college, I'd say the main education thing I got was, I did get a job waiting tables for three years, and so I got a lot of client service training, dealing with people having a ton of conversations through that, through my through my job, and also through my personal relationships with my friends and and other, you know, Students at the University, but so I think that kind of helped, helped me succeed afterwards, but afterwards, really, when I student taught at Heron, they saw my work ethic. They saw a shoe up, that I showed up, that I listened and I took action. So they, they hired me immediately, and I did the same when I was a JV basketball coach. I never missed a practice. Was always on time. Really tried to develop the kids and bring the most out of them, treated the parents well, and so I think that's what I did well, and it kind of put me in the position to have time to learn internet marketing. So I think that's kind of how it all started, Michael Hingson  14:47 when I was getting my teaching credential at UC Irvine, and I also got my master's degree in physics from there. But I student taught at the local high school, at University High School, and I student. Taught two classes. One was a physics class, and it was kind of for they called it dumbbell physics, but you know, it was kids who were sort of interested in science, but really didn't know where they wanted to go. But the other class was algebra one, and I remember one day I was teaching, and one of the students asked a question, and I didn't know the answer to it, and I probably should have, but I didn't. But what I said was, I don't know the answer right off, tell you, what do you mind if I look at it tonight, get you the answer and bring it back tomorrow. And the kid who was an eighth grader, actually accelerated, so it was high school algebra one, but he was from the eighth grade. He said, Sure, so I went home and found the answer in the book, when I should have known that, but anyway, came back in the next day, and even before I could say anything, he said, Mr. Hingson, I went home and got the answer, and I said, Well, come up and write it on the board. And one of the things that I did with with all of my classes when, of course, we had blackboards and all that, back in those days, I would want a student to come up and be the board writer, because they write a lot better than I do. And so we, we had pretty good competitions of people who wanted to write on the board. They all thought it was kind of fun, and I did spread that wealth around, but Marty came up and I said, now you got to explain what you're writing. And he had actually found the answer, which was cool, but my master teacher was also the football coach, and when I first told Marty and the rest of the class, I don't know the answer, but I will get it after class was over, Mr. Redmond said you did something that's absolutely amazing and was absolutely the right thing to do, and most people wouldn't do it. And that was you admitted you didn't know the answer, but you would go get it rather than trying to blow smoke, because these kids can see through that in a second. And he said, So you did the right thing, and I've always felt that's the way to do it. If I don't know the answer, I'll go figure it out, but I will also tell you that I don't know the answer, and you can decide whether that's a good thing or a bad thing, but I think it's a good thing, to be honest, Chris Dreyer  17:22 I couldn't agree more. Michael Hingson  17:25 And so it was fun. And and what the the other part of the story, and I think I've told it a couple times on the podcast, is 10 years later, I was at the Orange County Fairgrounds, and this kid comes up to me, Well, he was, he didn't sound like a kid anymore. And he said, Mr. Hingson, do you know who this is? Deep voice. And I went, No, not right off. And he said, I'm Marty. I'm the guy that was in your algebra class 10 years ago. Nice to be remembered, but, but he he also just remembered what happened. And I think he even said it was so cool that I was honest with him about it, which was, you know, a life lesson anybody should learn. Chris Dreyer  18:09 That's incredible. That's incredible. So Michael Hingson  18:10 it was a lot of fun. Well, so you student taught and so on, but eventually you ended up deciding to go into the entrepreneur world. But you also were a card collector, right? A game collector, yeah. Chris Dreyer  18:25 And in high school, I played this collectible card game. I played a combination of two. I mean, most people are familiar with Magic, The Gathering, but I also played this other game called Legend of five rings. And both, you know, the collectible card games, but they're really math based games based upon advantage and and, you know, you so now it's applicable to today. I can look at any whether it's Pokemon or whatever card game there is. It's, it was very, you know, it's force based, you know, benefits to attack and things like that. It attributes everything. But anyways, I played it competitively, and I was a top I was a world ranked player at one time. I won four state championships or CO days. No one had done that at the time in a two consecutive years, and it was just a top player, and when you get to the top, you become friends with the other top players, and then you talk strategy and and that even takes you to an even higher level. And so I did that, you know, for many years, competed all over the country. It was a great experience. And so, yeah, that in my house. My dad very so he had, he was a civil engineer. He has an engineer degree, but he was traveling. He was on the railroad at all times, and he wanted to stop traveling, so he accepted this job as a mail carrier so he could stay put. And. Yeah, and that's what he did. He retired as a mail carrier, but, you know, a top math expert to the to the point where there would be conversations where you could, like, I couldn't understand him, right? He couldn't understand himself, right? And, and, and there's many conversations in different aspects of this. But when we played games, whether it was Yahtzee or monopoly or whatever, every game, there was a math based lesson to it, like, which dice you rolled for advantage at Yahtzee, which ones to hold after the first roll. Poker games, pitch games, Rummy, every single game it was, it was game theory. It was math on what was the precise the best role, like Monopoly, the best properties and the probability to get an orange property over other properties and and how much you should spend at certain points of the game. And I realized saying that outline that's that that's not normal. Some people just play yatse and roll the dice and they roll what they want, and some people play Monopoly and just buy the properties they want. That was not how games were played in my household, and it was very applicable to poker and to the collectible card games. Michael Hingson  21:22 Yeah. So how often did you want to buy Boardwalk and Park Place? Chris Dreyer  21:28 Not often. But I mean, so there. That was just how I was brought up. And yeah, and it turned into a lot of what I do today. Michael Hingson  21:42 Actually, I always like free parking. We had a thing where any money and and any kind of thing that you had to pay on all went into the free parking pot. So getting free parking was always fun. Oh yeah, but yeah, I hear what you're saying. I love monopoly and love to even play it against the computer, which was always a kind of a neat thing to do, but played Monopoly against other members of my family. Some we actually made a Well, we took a regular Monopoly board, and I think my father outlined the entire board and all the squares using elmer's glue so that we had raised lines for me to look at. Then we also did things to mark the paper money so I could tell what bills I had and and so on, and even Braille the cards. And I still have that game to this day, very neat, which is kind of cool, but monopoly spun. Chris Dreyer  22:36 Yeah, there's a lot of games that you know, there's no winner. You take my wife wants to play Scrabble all the time, and I'm like, there's just not a winner in Scrabble. Because if I challenge you on a word, and I'm right, you're wrong. You're mad if I beat you, you know, and then if I lose, it's not fulfilling for me. That's one of those games. There's no winner. Michael Hingson  23:02 I have a friend who plays Scrabble with his mother all the time, and and he, I think he loses more than he wins, but he's always proud when he beats her. And he's almost 60, so you know, she's, she's older than he is, but they, they play and have a lot of fun with Scrabble. Chris Dreyer  23:21 That's incredible. That's Michael Hingson  23:22 great. Yeah, it is kind of cool. But anyway, so you eventually decided to go off and go into the entrepreneurial world, and you started your company, or went well, when did you actually start the company? Chris Dreyer  23:37 Started the company officially in 2013 it was attorney rankings.org, that was the original name. Now it's rankings.io, I worked at a few agencies previously, while I was also doing the affiliate marketing, and kind of got to see the agency world of providing, you know, the professional services space. And after working at a few agencies. Thought that I could do it right. I got the confidence from the competence, and that's when I launched it. 2013 we've always been focused on legal. The difference today is primarily, we're focused on a sub niche of legal for personal injury law. And, you know, we work with other practice areas, criminal defense, family law, etc. But really personal injury is the is 85% of our business. Michael Hingson  24:27 So what is it that rankings.io? Does, Chris Dreyer  24:31 yeah, we do digital marketing. We do search engine optimization now, AI search, we do pay per click paid social web design. A lot of performance marketing, I would say more performance, less creative and branding. And that's what we do. We work with the top, the biggest pi firms, personal injury law firms in the country. We're in chiefs, I think every state we work with about. 250 law firms across the country. Michael Hingson  25:03 What made you decide to focus on law in the beginning? Chris Dreyer  25:09 Yeah, I'll say a few reasons. One, I had an experience working with attorneys, and I liked working with them. So there was the like component when I worked at an agency, I had a few firms that would I spoke with, and I enjoyed it. The second thing was, if I'm being honest, the status like I wanted to tell my parents that I did marketing for lawyers, and not just, you know, any industry. And then the other thing is, is I'm very, very, very competitive, and I kept seeing and hearing these reports about more and more attorneys going to law school and and just all this competition for legal and the thing that I differ you hear a lot of coaches and mentors. They'll say, hey, go to the blue ocean. You know, everyone's read the blue ocean book, or, you know, Peter thiel's zero to one, and everyone thinks so, go where there's no competition. And I'm like, That's fine if you're Elon or Peter Thiel or Zuckerberg creating something new, but if you're going into an existing category, you want to go where there is competition, because it demands expertise, and that's the way that I've looked at it. Like, you take the agency perspective, I don't want to go to, you know, lawn care, SEO like, do they really want to do search engine optimization? Do they really have a ton of competition? Maybe that's not a great example. But you get my point where, if you go into the city, there's a ton of personal injury law firms, but there's only a few that can rank at the top. And there's, they're all trying to gather cases from one another, so they want an expert to help them, you know, get that visibility. And that's, that's the mindset that Michael Hingson  26:58 went into it. What strikes me is interesting, though, is that with all of that, you bring a very competitive level to what you do. And I'm not sure that I find that a lot of people necessarily even do that, so you consider even search engine optimization to be a very competitive thing, I don't want to say sport, but you consider it all about competition, and you want to really bring the best and the most significant aspects of it to what you do. And that clearly has to show up when you're talking about Inc ranking you in the top companies for eight years in a row. Chris Dreyer  27:47 Yeah, it's very status orientation. You know, that's why I like working with trial attorneys. There's a winner and loser in court, and there's only one top position in Google or on these llms, and it's, who's gonna win, who's the best? Yeah, and it's right there for everyone. Here's here's the tally. Everyone can see who's the best. And I've always loved that. I think I heard a podcast recently by John Morgan. He's the founder of Morgan, Morgan, right? Of course. And you know, he's always a character and funny to listen to, but, yeah, he talks about being insatiable. Like, how did you grow this? He's like, Well, I'm insatiable. I I want to continue to grow. And for me, it's, it's the exact same thing. It's like, I'm insatiable. We hit a milestone. I want the next milestone. It is the game that I'm playing. I am playing like my hobby is my business. I enjoy it. I look forward to a Monday. It rewards me mentally. I enjoy the people I work with. And that's that's how we're at you know, Inc, 5008 years in a row, we'll definitely be on the ninth year next year, due to our growth this year. And it's that's just, that's just how I treat it. It's just a big game. And, you know, like any game, you play Sim City, whatever, you get a little bit more money, you get a little bit more buildings, right? You do a little bit better, you hire more talent, you expand your capabilities, and you just, if you don't stop, you're going to Michael Hingson  29:22 continue to grow. But it's a game in the mathematical sense, and it's it's a game in the the productive sense of what you're trying to do is, isn't the game just, although you obviously have to have fun in what you do, otherwise you wouldn't enjoy doing it. But it's a game in the mathematical sense of the word, oh, 100% Chris Dreyer  29:44 and so many people don't understand what I'm about to say. But like, every move that you make is a move based upon leverage in some capacity, yeah, and you take, because our time is all limited. You take. I'll give you some examples, like from a from a distribution perspective, hosting my podcast or being on your podcast is going to have more listeners than if I go speak on stage, if I go speak on stage now that that has its own benefits of authority and and different you know, belly to belly relationships from a trust perspective, but from a distribution perspective, I would be better off doing more podcasts than I would speaking on stage, sure. So there's an advantage there, right? And then there's also advantages through pricing arbitrage, and it's if, if I hire labor and talent in in the Midwest, and I pay them above average fees and salaries, and I pay my employees well, but compare that to New York or California. And I think some people, you know, these are things that they don't talk about, but when you start to look at leverage closely, it's everywhere. Capital, economies of scale, if I you know, there's leverage based upon my my buying power in certain areas, and that's what I look for. It's an interesting way to make decisions. Is based upon that leverage component. Michael Hingson  31:20 Do you think that that works in other kinds of arenas, other than just what you do? Chris Dreyer  31:27 Oh, I won 1,000% yes, yeah. It works in you could see it. You know, the closest would be, closest arena would be sports. There's so many, whether it's the salary caps or the talent of one person's labor based, you know, what they can do from a utilization or capacity versus another one's people talk about it on the business side of like, you know, You have one software programmer is worth, potentially 1,000x another one just because of that individual's capabilities. So it's literally everywhere, and it's also dissecting different scenarios into fractional leverage. So I'll take give you a different way of thinking about this. Is like, you take a an SEO specialist, a top tier SEO specialist might be 100 200 grand, right, technician, right? But you you break down their capabilities into the smaller parts. You know someone that just writes, someone that just does the title tags and the website, and someone that just does the links and that, like you can assemble, that individuals that that superstars talent through the FRAC breaking it down from a fractional perspective. It's just a big game of puzzles and how you get there and you look at like what your competitors are doing and how you can, I wouldn't say, exploit in a negative way, but, but what I mean is how you can take advantage in a positive way to to help your business succeed, right? Michael Hingson  33:15 Well, do you so if, if you're playing a game like football, of course, everybody, every team, wants to crush the other team, and it's all about winning and beating the heck out of the other guy. Is that really the way you view it, in terms of the game, as you play it, and do you enjoy being able to just crush the competition? Or is it a different mindset than that? Chris Dreyer  33:42 That's a really good question, because I am an abundance mindset. I don't think everything is a zero sum game. It's, I'll tell you something super nerdy. I was talking to my chief of staff the other day that he's we're big gamers, big nerds. And he, we were talking about Warhammer 40k and the dwarves in that game have a book of grudges. So anybody that that goes against the dwarves, they they're listed in the book of grudges, right? Yeah. And it's like all the dwarves are trying to, you know, right? This wrong. And I kind of look like that. I'm like, treat people respect like, you know, abundance zero, you know, like, abundance mentality. Do the referral thing until it's like, okay, you've done X, Y and Z, and I could give you examples of x, y, z, and it's like, okay, well, you're not my friend. You're not my ally, so now you are a true competitor by all since you know, by all definitions, right? That's how I've treated it. Michael Hingson  34:48 And so it isn't the joy of just beating everybody in sight. No, which is different, which is cool, because certainly. I would, I would also bet, though, that you have people who are competitors, but they're not unfriendly, so you can absolutely, yeah, you can develop Chris Dreyer  35:10 working relationships. Rattle off, and we have great conversations. We're friends, and people are surprised when they see us, and we're friendly, and it's like, no, it's like, we have families, we have life. We want to do good work. We want to and it's so you can absolutely have that too. Yeah. Michael Hingson  35:27 Why did you decide to specifically choose personal injury Chris Dreyer  35:33 for me? And it's this is turning into the math conversation. But really, I looked at our revenue, and it was like over 70% of our revenue. Was from less than 50% of our clientele. And it was a clear directional signal to pursue this area. And that's it was the math like, these are our best clients. They pay the most, they stay the longest we could do the best work. Also the PI space is the Super Bowl. Is the major leagues. In the legal arena, it's, it's very difficult to rank. There's a lot of competition versus, you know, I get a family law attorney. I don't care what market you're in, Los Angeles, it's like a sneeze to get them the number one or two? Yeah, it's and I like that. I like the competition. I like having to work at it and be creative and think about different things to try to obtain that top position. Michael Hingson  36:33 Yeah, well, so I would, I would presume that John Morgan's happy with you. Chris Dreyer  36:40 I, you know, I had Dan Morgan as a keynote for my 2024 conference, his son. And I haven't personally talked to John. I think he's well, he says he's retired, but he's not really retired, yeah, right. The I couldn't work with Morgan and Morgan, I can have a great relationship with them, but I can't work with them because they're in every market, and my I would, they would be my only client, so that's why, but certainly have a great relationship. I've got a text relationship with Dan, but yeah, they, I think they do everything in house. Michael Hingson  37:20 Anyways, you don't want to be the consularity for Morgan and Morgan, in other words, Chris Dreyer  37:25 your only client, right, right? That would put a lot of risk on the old client concentration problem, Michael Hingson  37:33 and it would, but still. So what does it mean for a law firm to dominate Google's organic search. And I guess the other question is, why is that the legal battleground that personal injury lawyers can't really ignore? Chris Dreyer  37:53 There's, there's so much here. Okay, where do I go? That's a lot of take. You take any channel, broadcast television has been the main vehicle for channel for distribution. It's the lowest CPMs cost per 1000. The distribution is very wide, because an individual doesn't know typically, when they're going to be in an accident, right? So you got to have a lot of reach and touch a lot of individuals. There's also radio and billboards. But typically, even if they watch you on television or hear you on the radio or what have you, they still convert. They go to Google to make that conversion that go to the website. Typically, it's not always and and things are changing due to these llms and the native experiences on platform. But even today, it's still the final destination before they contact a firm. So it's really important that you show up at the top of Google to capture all of those opportunities that you've advertised for in other mediums. Michael Hingson  39:09 How do you do that? Chris Dreyer  39:12 Well, so you know, I'll say, I'll try to simplify for the audience. Let's just keep it really, think of like a Venn diagram of, you know, the three circles overlaying and you've got the middle. You have to do all three. The first one is you have to have excellent content. You have to have, you know, if you're an auto accident attorney, you have to have content about auto accidents. You have to have, you know, you have to have content that targets phrases and words that consumers will search for, right? It starts with the content. It has to be thematically and topically relevant. Has to be excellent content. The second component would be related to. Views. You got to get Google reviews to show up on in the LSA, the local services ads location, you have to get reviews to show up in Google Map Pack. You need reviews now on Yelp to show up on and be discovered on these different llms, particularly a chat GPT. And just due to how okay for the SEO nerds listening, let me explain, because typically when you get reviews on Yelp and when you get reviews or recommendations on Facebook, they aggregate that information to other sites, which is then the listicles that form the basis of discovery for these llms. So you got to have a review background. So content reviews and then links. Google, the way that they differentiated, again, way against lo AOL was they use links as a categorization method. So if you're trying to win an election, you want to get as many votes as possible. If you're trying to win the first page of Google, you want to get as many high quality links as possible. High quality being authoritative, relevant, trustworthy, you know, sites that get a lot of traffic, so you need great content, lot of reviews and links. That is the very 8020, high end summer summary of of how to rank in Google search and on the llms, yeah. Michael Hingson  41:24 Well, and how does LinkedIn fit into what you do? Chris Dreyer  41:29 LinkedIn is a bit different. I you know LinkedIn more B to B platform. I think if you're a business attorney or a B to B firm, it's an excellent channel. I use it from a distribution perspective. I get a lot of reach. I get a lot of followers on there. A lot of attorneys congregate on there. And it's a great, you know, channel for recruiting talent, and it's cited frequently if you have some type of reputation perspective that you want to control around your name. LinkedIn typically ranks in one of the top three positions for your name if you have your profile set up properly. So yeah, it's, it's, it's got great distribution from a leverage perspective, and, you know, has other applications as well. Michael Hingson  42:15 If you were starting a law firm today, or you were advising someone who's starting a law firm, how would you deal with and start their marketing efforts? How would you organize marketing for them? Chris Dreyer  42:28 Yeah, in the beginning I would, I would do almost all performance marketing. I would not do. I would do very little with brands, because you need to get on your your cash acceleration cycle is very poor. From a PI perspective. I'm always thinking from an injury law firm perspective, because, you know, if you get an auto accident case by the time they get treatment and go through the whole process, you know, it could be 12 to 18 months before you get paid. So you know, I would think about performance marketing, Facebook ads, Google ads, LSA, SEO, a lot of the ads platforms that are, you know, very performance driven. That would be the majority of my investment. Facebook ads. So in a vacuum, you know, different markets are, there's different channels that are more effective. But in a vacuum, I would say today, right now, Facebook ads would be the best platform, the best channel for that, Michael Hingson  43:29 because so many, because it has such a high volume of viewers, or what Chris Dreyer  43:34 they're well, it's just the cost per lead. The amount that you pay on that platform to reach your target prospect is going to be cheaper than say, you go to Google ads and you're paying $600 a click for a phrase, or, you know, it's just now, there's, again, this is in a vacuum. There's very effective Google Ad strategies you can get, you know, creative with performance, Max campaigns and and different strategies. But I would say just in general, Facebook ads out of the gate would be one that I would start with, and I would start the SEO early, just because it takes time to develop. Michael Hingson  44:14 Yeah, well, that makes sense, and it does take a long time, and I think a lot of people don't necessarily understand how all of that works, but it's still something that they should, should deal with Chris Dreyer  44:28 1,000% and, you know, it's, it's a game of, it's a long game, but it, you know, even SEO can be on a shorter time horizon, if, if You're, like, if you target Car Accident Lawyer in that phrase and that segment, then sure, yeah, 12 to 18 months is, you know, you know, even two years before you start to get some visibility. But you target dog bites, you target, you know, some other case types that aren't as competitive like you can get traction sooner. Michael Hingson  45:00 Hmm, well, and that kind of brings up the question you You talk a lot about, and you wrote a book about niche. Why is it that going into like a smaller niche can yield sort of a greater opportunity, or by narrowing focus, you're creating bigger opportunities? Why is that? So? Chris Dreyer  45:22 What comes top of mind? Some of the biggest, the most important reason is it all centers around this word focus. When you focus in a single area, you become better. Well, because you were better, you can you can at your you can charge more because you're worth it. The other thing is, is when you focus on a single area, you you can create, create repeatable processes, and everything is not bespoke when it comes in. So you can set up your internal productization of a certain area. You it makes training easier by immersion. So there's a lot of benefits, even even the perception aspect of it, right? So when you think of like, who's better, a generalist versus a brain surgeon, you think a brain surgeon is a specialist. And you think, Well, who do you think, just offhand, whose fees would be higher? Well, you think the brain surgeon would would charge higher fees. And so from a perception perspective, and when you're thinking about trust, the that's the other one, right? You would think from a trust perspective, they would be more qualified because they're in this certain area. So, and when we're trying to convert someone in sales, it's always a conversation based upon trust. So those are some of the main advantages, the one heavy, heavy disadvantage. Disadvantage is Tam, total addressable market. It's you focus on personal injury. You're at 50, 60,000 firms. You focus on all law firms. United States, you're at 400,000 law firms. So there's trade offs for you know, there's pros and cons on both sides well Michael Hingson  47:03 and and that makes sense, but there is a lot of merit to the to the whole concept of specializing, and you've proven it with what you do, and you continue to be pretty successful about it. And then that makes a lot of sense, but you also do something else that I think is interesting. You've written a book, niching up, you've got a podcast, you have other things that you do, and, of course, just the company itself, but you put all of that together, and all of that not only has to help your brand, but it makes you more visible in the marketplace overall. Don't you think? Chris Dreyer  47:42 Yeah, it certainly does, and it is our flywheel, right? It's somebody that's on my podcast could be a potential quote in my book, and I have a personal injury lawyer marketing book, right? And there's quotes from the pod. I have now a quarterly magazine that goes out. We could cherry pick a couple episodes, you know, to include in the magazine. We have retreats that are quarterly. They're, they're in person that, because we have a community, they're easier to to fill. We have a yearly event for personal injury law firms called, you know, Pim con. So it's all this, this flywheel that kind of compounds over time due to the community aspect, Michael Hingson  48:25 but people obviously react well to it, because you continue to be successful. Chris Dreyer  48:32 Yeah, and I think the biggest thing for me is I am I am not the the expert. I am bringing on the experts in their field, the people that are eating their own dog food, so to speak, right? They're practicing what they preach. It is, I can orchestrate a great conversation because I know the space and can ask very specific questions based upon my knowledge. But I'm bringing on, you know, Dan Morgan's on the pod. I've had, let's see Morris Bart. You know, I've had frank Azar in Colorado. I've had the biggest of the big pi attorneys on sharing what works for them, which, which is very valuable, because it's not, you know, some, you know, a consultant or me or whoever, speaking about like, Oh, this is how you can grow a law firm. It's no this is the owner of a law firm explaining how he or she is growing their law firm right, Michael Hingson  49:31 and providing that advice for other people, which also helps you gain trust, which is pretty cool. What's the best way for an attorney who wants to stand out to truly build authority in the market? Chris Dreyer  49:50 Well, if you're if you're b Look, okay, so there's a couple types of firms. If you're a trial attorney and you want to get peer referrals, I would say. See, I would say start a podcast would be one of the best ways, you know, interview your peer, interview other attorneys around the country, talk shop, you know, speak at C les. You know, do the those types of aspects it, you know, a podcast. I'm not saying it's not good for B to C, but it's, it has to be a different type of podcast. So I think, I think B to B, if you're a litigation attorney, a podcast would be great if it's B to C. That's, that's tricky. I think I think probably social media in some capacity, but really it's just sharing your knowledge on a platform and being consistent. Michael Hingson  50:51 Yeah, consistency counts for a lot, and it is something you can you can show is being relevant in almost any kind of business. I mean, look at McDonald's. One thing you can generally tell about McDonald's is that their quarter pounder is going to taste the same everywhere, and it's going to be the same and, and, and companies and people can learn a lot by seeing a company that truly develops that level of trust, 51:24 yeah, couldn't agree more. Michael Hingson  51:26 And that's pretty important to do, to be able to get someone who is going to earn that trust by vigorously working to earn that trust. And so there's something to be said for that, needless to say, so you've built a very large company. What would you say are some of the pivotal moments that sort of helped shape your trajectory? I know you've talked about some things, but what, what kind of really, are the things that stand out that really helped you create all of that? Chris Dreyer  52:00 I think in the beginning, I did a lot of free work, and had to prove my work, prove my abilities. I think so many people just want to charge a lot out of the gate. And I think there's when you do things for people, they're more willing to reciprocate. And it from an application perspective, it makes you better. So I did a lot of free work early, a ton of free work. I took a lot of jobs or contracts that maybe not, maybe for certain, that I wouldn't take today, that were just not perfect, but like they were my opportunities that I didn't, you know, let them pass by. I think hiring the right people, having super high standards is incredibly important, people that share your values. In the beginning, I used to, every time I heard a speech or taught speech speaker talk about culture values, I used to kind of roll my eyes and say I just didn't get to get to work, right? But now I know it's more important than ever that they share my values, right? Because they're important to me, and that's how you move forward. And I think the other one, if I had to say, the bigger I get, the more important good data, is to make decisions like, if I just don't have good data, it's very difficult. I'm just guessing and and the better the data, the better decisions well. Michael Hingson  53:32 So the the other thing that comes to mind when you talked about doing a lot of free work and jobs that you wouldn't necessarily take today, I don't know how much it really entered into your mindset, but think of all the knowledge you gathered by doing that that you might not have ever gotten. Yeah. Chris Dreyer  53:49 I mean, that's true, and a lot of other people wouldn't have done those jobs, so that's kind of some unique perspectives. Michael Hingson  53:56 Yeah, I when I hired sales people, one of the first things I always told them was, you're coming into this be a student for at least the first year. Don't hesitate to ask questions of your customers, because they're not if you gain their trust at all. They're not in it to see you fail. They want you to succeed, but they want to be able to trust you. And so there's a lot to be said for being a student, asking questions and learning from that. I agree. I agree, which makes a lot of sense. What's the biggest misconception that lawyers typically have about marketing? Chris Dreyer  54:33 They underestimate how many dollars and what it takes for someone to actually be memorable or build a brand. I talked to, I heard Alex hermosi talking recently about, you know, no one really knew who Jennifer Lawrence was before the mockingbird movie, and they spent $50 million on advertising for that movie. And then, oh, suddenly, everyone knows who she is. But it took $50 million To do so. I think a lot of times people think they oversaturate a channel when they haven't even scratched the possibilities or the capabilities of a particular channel. Michael Hingson  55:10 How do you help lawyers break through that misconception? I agree with what you're saying. I hear it a lot, in so many ways, but how do you break through that and get them to understand the value. Chris Dreyer  55:22 It's a dance, yeah, you know, I try to get them to look at the blended cost to acquire a case, as opposed to, you know, the CAC to LTV ratio, versus trying to pinpoint each individual channel and but it is try to try to solve with data and proof over, you know, guesses, but or promises, but it is always a song and dance. Michael Hingson  55:52 The data and proof is out there. If people can learn to look for it, it's, it's, the reality is, mostly it's not a guess, but you have to know where to look or learn how to find the data to be able to get the answers that you need to demonstrate that marketing is just as valuable as anything else. I mean, there's so many strong lessons about marketing. We talked about Morgan and Morgan, but think about it, he's out there doing TV commercials all the time, and I'm sure that that's helping his company. He and Ultima continuing to to grow, and now they got the boys all in it. And the reality is they've demonstrated that they understand something about what marketing is all about. I remember back a long time ago when it was taboo for lawyers to even advertise. And then a couple of companies out here started to do it. And finally, people realized there's a lot of value in marketing. Chris Dreyer  56:50 Absolutely. And Michael, I should have said this in advance. I've got a I got a hard stop, I got a I got a hat, I got a client call here in two minutes. Michael Hingson  56:59 Well, then let me just ask, is there anything else that you want to add? Or how can people reach out to you if they'd like to do that? Chris Dreyer  57:06 Well, first of all, I really enjoyed our conversation, so thank you for having me. Yeah, you know, for anybody that has a question or wants to connect with me, the best way to get in touch with me is by email. I'm an inbox zero guy. It's Chris, C, H, R, i s@rankings.io I'm most active on LinkedIn. You'll just do a search for Chris Dreyer, and you'll find me cool. Michael Hingson  57:29 Well, I want to thank you for being here, and I want to thank all of you for tuning in today, wherever you are, I'd love to hear from you. Love your thoughts on the podcast. Give us an email at Michael h i at accessibe, A, C, C, E, S, S, i, b, e.com, also, you can listen to any of our podcasts. They're all available. And you can find us at Michael hingson.com/podcast and you can see and hear all the episodes that you want from there. Please give us a five star review and great rating wherever you're listening and watching us, we value it a lot. And if you know anyone who you think might be able to be a good guest, love to hear from you. Chris, you as well. If you know anybody else who you think ought to be a guest, I'd love to definitely get your help to bring them on, because we're looking for all the people who want to come on and show that we're all more unstoppable than we think. But again, I want to just thank you for being here today. Chris Dreyer  58:20 Thank you, Michael. I really enjoyed it. Michael Hingson  58:26 Thank you for being here with me on unstoppable mindset. I hope today's conversation left you with a fresh perspective, a new insight, or at least something worth thinking about if you're ready to go deeper into the ideas that shape how we see ourselves and others. I have a free gift for you. Head over to Michael hingson.com and download my free ebook, blinded by fear. It explores the invisible beliefs that hold us back and shows you how to reframe them so you can move forward with clarity and confidence. Be sure to subscribe to our podcast, leave a review and share this show with someone who can use a reminder that growth starts with mindset. When people think differently, we all move forward together. Thanks again for listening, keep learning, keep questioning and keep choosing to live with an unstoppable mindset you.

Episode DescriptionThis archival conversation with Jim Kwik moves beyond memory tricks and into something more fundamental: how we think, learn, and make decisions.Jim breaks down why most people forget nearly everything they read, why repeating the same mistakes isn't always about logic, and how modern life is quietly degrading attention and memory. He explains how the brain filters information, how habits form, and why focus—not intelligence—is often the real differentiator.James pushes the conversation into practical territory: decision-making, fear, performance, and building a life around what actually matters. Together, they explore frameworks for improving memory, reducing distraction, and making better choices—along with the deeper idea that learning is the core skill behind everything else.This episode isn't just about remembering more. It's about thinking better.What You'll LearnWhy most people remember only 1–2% of what they read—and how to improve retentionThe difference between reading speed, comprehension, and retention (and why all three matter)How the brain acts as a filtering and deletion system, not a storage deviceA practical framework for decision-making using multiple mental perspectives (Six Thinking Hats)How digital overload, distraction, and “digital dementia” are weakening focus and memoryWhy habits—not knowledge—drive performance, and how to build them using motivation, ability, and triggersThe four traits behind high performance: growth, grit, giving, and gratitudeTimestamped Chapters[02:00] Introduction to Jim Kwik and memory training[02:29] Why people forget what they read[03:09] Reading vs comprehension vs retention[03:50] The importance of remembering love, life, and lessons[04:25] Why people repeat the same mistakes[05:05] Emotional memory vs logical memory[06:29] Blame vs responsibility in reducing stress[07:11] The brain as a filtering and deletion device[08:17] Why we remember only 1–2% of books[08:24] The Zeigarnik Effect explained[10:15] Note-taking: handwriting vs typing[11:17] Learning through rewriting and modeling[12:18] Decision-making and simplifying life[13:40] Maker time vs manager time[17:33] Why you shouldn't check your phone in the morning[18:06] Brainwave states: alpha, beta, and focus[19:00] Jim Kwik's high-performance clients[20:25] Childhood brain injury and learning challenges[21:08] Knowledge as power in the modern economy[22:09] Decision-making and outside perspectives[23:22] The Six Thinking Hats framework[26:46] Decision-making through perspective shifts[28:40] Facing fear and building confidence[30:33] Digital overload and information fatigue[31:17] Social media and comparison psychology[33:11] Fear, rejection, and self-worth[34:20] Overcoming learning and public speaking fears[35:02] “Your mess becomes your message”[36:24] Jim Kwik's turning point and learning journey[38:15] Discovering how to learn[40:03] Deep immersion vs spaced learning[41:34] Speed reading breakthrough moment[42:33] Digital overload, distraction, and dementia[44:02] Why checking your phone rewires your brain[45:17] Outsourcing memory vs training your brain[47:00] Busyness vs productivity[48:18] Biological decision-making and intuition[49:03] Sleep deprivation and performance[52:00] Post-traumatic growth vs stress[53:00] Learning to say no and focus[54:27] Essentialism: “Hell yes or hell no”[55:14] Applying the Six Thinking Hats to real decisions[58:15] What school fails to teach[59:09] Building a career from learning challenges[01:01:00] First teaching experience and entrepreneurship[01:03:00] Overcoming fear of public speaking[01:08:39] Turning knowledge into income[01:10:00] The power of learning as a superpower[01:11:30] Finding what to learn and why[01:12:52] Growth mindset and learning from failure[01:13:34] The four Gs: growth, grit, giving, gratitude[01:15:12] Building grit through discomfort[01:17:19] Why fundamentals matter more than new ideas[01:18:22] Habit formation: motivation, ability, trigger[01:20:00] Time, priorities, and skill-building[01:23:40] Focus vs intelligence[01:24:27] Learning through teaching[01:25:25] High-performance mindset examples[01:27:25] Jim Carrey and freeing people from concern[01:29:58] “I don't get ready, I stay ready”[01:32:00] Building daily habits for performance[01:33:00] Giving mindset and learning faster[01:34:01] Teaching as a tool for mastery[01:36:00] Gratitude as a performance tool[01:38:00] Health, energy, and peak performance[01:41:00] Bringing it all together: love, life, and lessonsAdditional ResourcesJim Kwik — https://www.kwikbrain.comKwik Brain Podcast — https://www.kwikbrain.com/pages/podcastLimitless by Jim Kwik — https://www.amazon.com/dp/1401958230podcastThe Power of Now by Eckhart Tolle — https://www.amazon.com/dp/1577314808Thinking, Fast and Slow (decision-making reference context) — https://www.amazon.com/dp/0374533555How to Win Friends and Influence People by Dale Carnegie — https://www.amazon.com/dp/0671027034Think and Grow Rich by Napoleon Hill — https://www.amazon.com/dp/1585424331Psycho-Cybernetics by Maxwell Maltz — https://www.amazon.com/dp/0399176136Six Thinking Hats by Edward de Bono — https://www.amazon.com/dp/0316178314See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

We were excited to welcome back Dr. Ben Bratcher, owner of Legacy Dental Group in Canton, TX, to the studio to join Jonathan Tyroch and Joe Fox for a conversation about burnout in dentistry and how dentists can better manage the physical, mental, and emotional demands of the profession. Dr. Bratcher shares lessons from decades in practice, including the importance of building routines, surrounding yourself with the right people, and focusing on what you can control. The conversation also touches on the physical toll dentistry can take, why comparison and negativity can be harmful, and how dentists can stay grounded by investing in their teams, their communities, and their own personal growth. This episode is filled with tips on how to build a career in dentistry you can enjoy for the long run.  Dr. Bratcher also shares several books that have influenced his approach to leadership, mindset, and personal growth, which we've listed below for any listener who wants to check them out. How to Win Friends and Influence People by Dale Carnegie 7 Habits of Highly Successful People by Steven Covey Start with Why by Simon Sinek Influence by Robert Cialdini Let Them Theory by Mel Robbins Extreme Ownership by Jocko Willink & Leif Babin ------------------------------------------------------------------------  Subscribe & Listen: Spotify: https://open.spotify.com/show/69Dz26hgC9D6YqwN8JMDBV Apple Podcast: https://podcasts.apple.com/us/podcast/mb2-underground/id1747349567 ---------------------------------------------------------------------- Follow MB2 Dental on Social: MB2 Dental: mb2dental.com Instagram: instagram.com/mb2dental Facebook: facebook.com/mb2dental YouTube: youtube.com/@mb2dental LinkedIn: linkedin.com/mb2-dental

About the Guest: Wemimo Abbey grew up in Lagos, Nigeria, where he witnessed his mother borrow at 400% interest to fund his education. That early experience inspired him to co-found Esusu, helping millions of Americans get credit for paying rent and access fair financial services. Abbey has been recognized on the TIME100 NEXT List and named EY Entrepreneur of the Year in 2023. He serves on the SEC Small Business Capital Formation Advisory Committee, the Smithsonian National Portrait Gallery, the University of Minnesota Crookston Board of Trustees, LEDA, and co-chairs the LACMA Director Circle. He graduated magna cum laude from the University of Minnesota and earned an M.P.A. from NYU's Robert F. Wagner Graduate School of Public Service. What You Will Learn: How to turn early adversity and rejection into entrepreneurial success The power of resilience, faith, and purpose in leadership Why failure is a stepping stone and “falling forward” accelerates growth Strategies for building mission-driven companies that create tangible impact Lessons on teamwork and collaboration: going far together, not just fast alone Discover how to lead with impact, embrace failure as a tool for growth, and create opportunities for others while building a sustainable business. Join Joe and Wemimo for a conversation full of inspiration, practical wisdom, and the mindset needed to make a difference. Please rate and review this Episode!We'd love to hear from you! Leaving a review helps us ensure we deliver content that resonates with you. Your feedback can inspire others to join our Take Command: A Dale Carnegie Podcast community & benefit from the leadership insights we share.

One habit that has created some of the most meaningful conversations in our home is something surprisingly simple: family book club. It's not formal or complicated. Sometimes it's just reading a book over a few weeks and sitting down on a Sunday to talk about it for twenty minutes. But those conversations have opened the door to ideas and discussions that might never have happened otherwise. Recently, our family read the classic How to Win Friends and Influence People by Dale Carnegie, and it sparked one of the most practical conversations we've had in a long time. At first glance, the title sounds like it's about influencing people out in the world—at work, at school, or in business. But as we talked about it together, we realized the principle that stood out most actually applies right inside our homes. One of the central ideas from the book is simple: don't criticize, condemn, or complain. Criticism might feel productive in the moment, but it usually puts people on the defensive. When someone feels attacked, their instinct is to justify themselves rather than grow. Encouragement, on the other hand, creates openness. When people feel valued first, they're far more willing to listen and improve. Chris shared a couple recent experiences with our kids' sports that brought this lesson into focus. After a game, his instinct was to point out what they could have done better. The intention was good—he wanted to help them improve—but the criticism didn't land the way he hoped. Instead of helping, it left them discouraged and defensive. The next time, he tried something different and simply told them how much he loved watching them play. What surprised us was that later they came back and asked for feedback themselves. When people feel encouraged first, they become much more open to influence. That conversation led us to a realization we've been thinking about a lot lately: a person to be loved is always more important than a problem to be solved. As parents, it's easy to focus on fixing things—behavior, performance, mistakes. But when the relationship comes first, growth tends to follow naturally. And when we get it wrong (which happens often), modeling repair—apologizing, resetting, and trying again—can be just as powerful as getting it right the first time. For us, the real value of family book club isn't just reading the book—it's the shared experience of learning together. Whether it's through books, videos, or conversations around the dinner table, creating moments where a family learns together can shape the culture of a home in ways that last far beyond the conversation itself. LINKS: All Links Family Brand!  stan.store/familybrand familybrand.com/quiz familybrand.com/retreats.   Links For This Episode: How to Win Friends and Influence People' by Dale Carnegie: https://amzn.to/4bdF0k7 Smith Family Book Club Book List: https://www.amazon.com/shop/ourfamilybrand/list/1C9YQEQMOSQJS?ref_=cm_sw_r_cp_ud_aip_sf_list_spv_ofs_mixed_d_SF4M1KEH4THWG32NS5XV  Episode Minute By Minute: 00:00 – The Smith family book club tradition 02:45 – Why families should read books together 04:30 – The impact of How to Win Friends and Influence People 06:30 – Why social skills feel harder for kids today 07:30 – The principle: Don't criticize, condemn, or complain 09:00 – Why criticism backfires 10:30 – A parenting example from youth sports 12:30 – Encouragement vs criticism 14:00 – A person to be loved vs a problem to solve 15:30 – Modeling repair as parents 18:30 – Ideas for starting your own family book club 21:30 – Creating shared learning experiences as a family 25:00 – Letting kids choose the books

In this episode of Pillars of Wealth Creation, Todd sits down with Clare Baukham of Clear Art Reserve to explore what art investing looks like and how it can fit into a diversified wealth-building strategy. Clare shares her journey from financial advisor to art syndicator, creating opportunities for investors to participate in high-value artwork through a structured, shared-ownership model. She explains how studying what billionaires do to build and preserve wealth shaped her investment philosophy, leading her to focus on alternative assets and long-term strategy. A key framework she discusses is her “3 P's” approach — Predict, Plan, and Persevere — anticipating trends, creating a clear roadmap, and staying disciplined through market cycles. Clare also shares how the value of the arts appreciates and how investors can share in profits when a piece is sold. At the same time, she emphasizes that art investing requires proper research and understanding before jumping in. This episode offers a clear look at art as an alternative asset and practical insight into building wealth through strategic, informed investing. Favorite Book/s: The Artist's Deduction by Robert Irwin, How to Win Friends and Influence People by Dale Carnegie & The Science of Getting Rich by Wallace D. Wattles Pillars of Wealth Creation 1. Vision 2. Standards 3. Belief System Clare Baukham is the founder of Clear Wealth Group and a financial professional with over a decade of experience in wealth planning and alternative investments. After building her career as a financial advisor, she expanded into art investment syndication, helping investors access curated fine art opportunities as part of a diversified strategy. Clare is passionate about teaching the principles she has learned from studying high-net-worth individuals and focuses on helping clients build lasting wealth through strategic planning and disciplined execution. If you would like to connect with Clare, connect with her on Instagram @clarebaukham or visit either of her websites: clearwealthgroup.com or clear-art-reserve.com YouTube: www.youtube.com/c/PillarsOfWealthCreation Interested in coaching? Schedule a call with Todd at www.coachwithdex.com Listen to the audio version on your favorite podcast host: SoundCloud: https://soundcloud.com/user-650270376 Apple Podcasts: https://podcasts.apple.com/.../pillars-of.../id1296372835... Google Podcasts: https://podcasts.google.com/.../aHR0cHM6Ly9mZWVkcy5zb3VuZ... iHeart Radio: https://www.iheart.com/.../pillars-of-wealth-creation.../ CastBox: https://castbox.fm/.../Pillars-Of-Wealth-Creation... Spotify: https://open.spotify.com/show/0FmGSJe9fzSOhQiFROc2O0 Pandora: https://pandora.app.link/YUP21NxF3kb Amazon/Audible: https://music.amazon.com/.../f6cf3e11-3ffa-450b-ac8c...

⬥EPISODE NOTES⬥ What happens when a cybersecurity professional knows exactly what's wrong but can't get anyone to act on it? It's a problem that affects security teams across every industry, and it's the central question driving Josh Mason's new book, Speaks Security with a Business Accent. In this conversation, Josh Mason joins Sean Martin to unpack why technical accuracy alone doesn't move the needle and what it takes to communicate security in terms the business actually understands. Josh Mason brings a perspective shaped by years as an Air Force pilot and cyber warfare officer, where mission-first thinking wasn't optional, it was survival. As a safety officer, he studied aircraft mishaps, analyzed black box recordings, and learned that risk awareness doesn't mean risk paralysis. The same philosophy, he argues, applies to cybersecurity: teams can acknowledge risk without letting fear of failure prevent them from supporting the mission. Drawing from books like Dale Carnegie's How to Win Friends and Influence People, The Phoenix Project, and The Goal, Josh Mason structured his own book as a narrative, telling the story of a CIO who transforms a disconnected security team into one that communicates effectively with colleagues, leadership, the board, and eventually beyond the organization. A recurring theme in this conversation is the danger of perfection as the enemy of progress. Josh Mason uses the Iron Man analogy of building an imperfect prototype, flying it, learning from the failure, and iterating, to argue that security teams need to embrace a similar mindset. DevOps teams have already adopted this approach, and security can learn from it. Inaction for perfection's sake, he warns, isn't going to get anyone anywhere. The conversation also examines whether the cybersecurity industry does enough to learn from its own incidents. Unlike aviation, where the FAA and NTSB mandate rigorous post-incident analysis, cybersecurity lacks a centralized authority enforcing that same discipline. Organizations like MITRE, Verizon, and Mandiant publish valuable trend reports, and the data is there for those willing to use it, but it ultimately comes down to individual responsibility and leadership within each organization. For anyone who has ever felt technically right but strategically sidelined, this conversation offers a practical lens on bridging the gap between what security teams know and what the business needs to hear. ⬥GUEST⬥ Josh Mason, Author of Speaks Security with a Business Accent | Air Force Veteran, Cybersecurity Professional, and Founder of Noob Village | Website: https://www.mason-sc.com | On LinkedIn: https://www.linkedin.com/in/joshuacmason/ ⬥HOST⬥ Sean Martin, Co-Founder at ITSPmagazine, Studio C60, and Host of Redefining CyberSecurity Podcast & Music Evolves Podcast | Website: https://www.seanmartin.com/ ⬥RESOURCES⬥ Speaks Security with a Business Accent by Josh Mason | https://www.mason-sc.com The Future of Cybersecurity Newsletter | https://www.linkedin.com/newsletters/7108625890296614912/ More Redefining CyberSecurity Podcast episodes | https://www.seanmartin.com/redefining-cybersecurity-podcast Redefining CyberSecurity Podcast on YouTube | https://www.youtube.com/playlist?list=PLnYu0psdcllS9aVGdiakVss9u7xgYDKYq ⬥ADDITIONAL INFORMATION⬥ ✨ More Redefining CyberSecurity Podcast:

Ever feel like you have to choose between being nice and being right? In this episode, we break down the Dale Carnegie inspired framework for high stakes conversations. Learn the 3 step process - Think, Cushion, Speak - to protect your relationships while standing your ground!We are so grateful for your support! Please share this podcast with someone who needs it and leave us review: https://podcasts.apple.com/us/podcast/positive-on-purpose/id1531548022

About the Guest: Ivan Tornos grew up in Madrid, Spain, facing profound loss—his father, uncle, and brother all passed at 45 from cancer—which fueled his mission to "alleviate pain and extend life" in healthcare. Now CEO of Zimmer Biomet, a century-old medtech giant, he's expanding from orthopedics into robotics, AI, and infection prevention, aiming to become "the boldest medtech company on Earth." Early in his career, Ivan struggled with leadership until embracing purpose alongside execution. "Once you get the purpose right and you're authentic about it, that's not enough—you gotta inspire performance and manage performance," he explains, outlining his 4P algorithm honed over 31 years at companies like J&J and Baxter. Listen to hear how he "fired himself from email," blocks personal KPIs in his calendar (like gym time and calling his 90-year-old mom), and prioritizes patients over short-term shareholders—creating low turnover and high engagement at a $20B+ market cap firm. What You Will Learn: The 4P leadership model (Purpose, Plan, People, Processes) for turning vision into results How to define winning holistically across spiritual, personal, physical, mental, and professional dimensions with personal KPIs Why saying no and ruthless calendar audits (every Sunday) beat busyness every time Balancing hugs and "kicks" as a leader, plus allowing failure for bold innovation Ivan delivers transformative advice for leaders at any level, rooted in Dale Carnegie authenticity. "Purpose equals a sense of urgency when you're dealing with other people's lives," he says. Discover how to lead with intention, build unbreakable teams, and live carpe diem when you listen to this inspiring episode of the Take Command Podcast. Join Joe and Ivan for stories, frameworks, and the discipline to win big. Please rate and review this Episode!We'd love to hear from you! Leaving a review helps us ensure we deliver content that resonates with you. Your feedback can inspire others to join our Take Command: A Dale Carnegie Podcast community & benefit from the leadership insights we share.

The origins of self-help writing are often traced back to ancient times. This episode talks through some early versions of it, the goal-setting advice of a founding father, and the beginnings of the modern self-help genre. Research: Brady, Diane. “Charles Manson’s Turning Point: Dale Carnegie Classes.” Bloomberg Businessweek. July 22, 2013. https://web.archive.org/web/20130925204803/http://www.businessweek.com/articles/2013-07-22/charles-mansons-turning-point-dale-carnegie-classes Britannica Editors. "Lunyu". Encyclopedia Britannica, 29 Jan. 2019, https://www.britannica.com/topic/Lunyu Britannica Editors. "Norman Vincent Peale". Encyclopedia Britannica, 27 May. 2025, https://www.britannica.com/biography/Norman-Vincent-Peale Carnegie, Dale. “How to Win Friends and Influence People.” London. Vermillion. Digital: https://dn720004.ca.archive.org/0/items/english-collections-1/How%20To%20Win%20Friends%20And%20Influence%20People%20-%20Carnegie%2C%20Dale.pdf Fairbanks, Douglas. “Laugh and Live.” New York. Britton Publishing Company. 1917. https://www.gutenberg.org/cache/epub/12887/pg12887.txt Fontaine, Carole R. “A Modern Look at Ancient Wisdom: The Instruction of Ptahhotep Revisited.” The Biblical Archaeologist, vol. 44, no. 3, 1981, pp. 155–60. JSTOR, https://doi.org/10.2307/3209606 Franklin, Benjamin. “The Autobiography of Benjamin Franklin.” HENRY HOLT AND COMPANY. 1916. https://www.gutenberg.org/files/20203/20203-h/20203-h.htm#X Battiscombe G. “THE INSTRUCTION OF PTAH-HOTEP AND THE INSTRUCTION OFKE'GEMNI: THE OLDEST BOOKS IN THE WORLD.” London. John Murray. 1906. https://www.gutenberg.org/files/30508/30508-h/30508-h.htm Lilienfeld, Scott O. and Hal Arkowitz. “Can positive thinking be negative?” Scientific American. May 1, 2011. https://www.scientificamerican.com/article/can-positive-thinking-be-negative/ Ray, J. D. “Egyptian Wisdom Literature.” Wisdom in Ancient Israel. Ed. John Day, Robert P. Gordon, and Hugh Godfrey Maturin Williamson. Cambridge: Cambridge University Press, 1995. 17–29. Stableford, Brian. “Samuel Smiles.” Ebsco. 2023. https://www.ebsco.com/research-starters/history/samuel-smiles Seneca, Lucius Annaius, and Garth D. Williams (tr.). “On the Shortness of Life.” https://ia601705.us.archive.org/25/items/SenecaOnTheShortnessOfLife/Seneca%20on%20the%20Shortness%20of%20Life.pdf Tabor, Nick. "Dale Carnegie". Encyclopedia Britannica, 20 Nov. 2025, https://www.britannica.com/biography/Dale-Carnegie See omnystudio.com/listener for privacy information.