Podcasts about Dale Carnegie

Tim Furey went from surviving the high-intensity floor trading pits of the Chicago Board of Trade to surviving a near-fatal medical emergency, ultimately building TradeView Markets into a global financial brokerage.After getting his start as Merrill Lynch's youngest commodity broker hire in nearly four decades, Tim risked everything to move to Chicago and learn the craft of floor trading. Through grueling pit battles, he learned the ultimate lesson in market survival: mastering defense and managing risk above all else. Years later, while running his firm and raising a family, Tim survived a sudden medical crisis where doctors gave him a 5% chance of living, an experience that further cemented his relentless drive, resilience, and vision as a leader.In this conversation, Tim breaks down his "hungry dogs run faster" mindset, the lost art of pit trading, why defense creates offense in the markets, and how he turned adversity into fuel to build a global financial services brand. In this episode, we explore:• Lessons learned from legendary mentor Jeff Stoutland ("Hungry dogs run faster")• Becoming Merrill Lynch's youngest commodity broker hire in nearly 40 years• Survival in the Chicago Board of Trade pits and the concept of the "power of the lean"• Why risk management and learning how to lose are the keys to long-term trading survival• Transitioning from prop trading to launching TradeView Markets• How a near-fatal medical emergency and a 5% chance of survival reshaped his life and mindset About Tim Furey:Tim Furey is the Founder and CEO of TradeView Markets, a global multi-asset brokerage serving traders worldwide. Beginning his career in Merrill Lynch's Futures Division, Tim went on to trade on the floors of the Chicago Board of Trade before transitioning to proprietary trading and entrepreneurship. Known for his resilient leadership and commitment to continuous improvement, Tim leads TradeView Markets while actively supporting amateur sports initiatives, including women's rugby in the Cayman Islands. Links + Resources:LinkedIn: https://www.linkedin.com/in/timfurey/Instagram: https://www.instagram.com/timfurey.ceo/Facebook: https://www.facebook.com/timfureyofficial/Website: https://www.tradeviewmarkets.com/en/

 Tim's Book Recommendations:How to Win Friends and Influence People by Dale Carnegie: https://www.amazon.com/dp/0671027034Reminiscences of a Stock Operator by Edwin Lefèvre: https://www.amazon.com/dp/0471059706The Magic of Thinking Big by David J. Schwartz: https://www.amazon.com/dp/0671646788Think and Grow Rich by Napoleon Hill: https://www.amazon.com/dp/1585424331The Education of a Bodybuilder by Arnold Schwarzenegger: https://www.amazon.com/dp/0671797484 Sponsor of Chat With Traders Podcast:Trade The Pool: http://www.tradethepool.com
 Time Stamps:Please note: Exact times will vary depending on current ads. 00:00 Why Defense, Not Offense, Makes You a Profitable Trader 04:10 The Mindset You Need To Have 08:06 Talking About My Mentors “Hungry Dogs Run Faster” 12:38 How Do You Stay Hungry When Your In Success16:58 Being A Trader In Chicago Board Of Trade21:11 The Power Of The Lean26:06 Defense Turn Into Offense31:23 The Trader's Gut33:48 Starting Tradeview Markets35:46 My First Ever Trade In High School41:10 What Do You See In Traders That Make Them Last?45:31 Which Markets Has The Highest Success?50:44 How Do You Identify Top Performers?55:23 Going Into A Coma01:04:03 Giving Back To People01:06:51 What's One Of Your Best Trade?01:08:45 Your Worst Trade?01:10:05 What Advice Do You Give To Traders?01:13:49 Book You Recommend To Traders01:16:26 What Lesson I've Learned In Trading01:17:29 Where Can Traders Find You? Trading Disclaimer:Trading in the financial markets involves a risk of loss. Podcast episodes and other content produced by Chat With Traders are for informational or educational purposes only and do not constitute trading or investment recommendations or advice. Learn more about your ad choices. Visit megaphone.fm/adchoices

About the Guest Marc Cooper is Chairman and Chief Executive Officer of Solomon Partners, an independent investment bank specializing in mergers and acquisitions, restructuring, and capital advisory services. Since becoming CEO in 2016, he has led the firm's transformation from approximately 35 bankers to more than 200 while expanding its industry coverage from two sectors to more than twelve. Before becoming CEO, Marc led Solomon Partners' Consumer Retail Group and advised companies around the world on major strategic transactions. He is a member of The Conference Board's CEO Center, the CNBC CEO Council, and the Economic Club of New York. A proud Dale Carnegie graduate, Marc credits the experience with helping him build confidence, strengthen his communication skills, and develop tools that continue to guide his leadership today. What You Will Learn Why growth requires getting outside your comfort zone How Marc overcame learning disabilities and built confidence Why leadership must be authentic and personal How transparency and shared ownership create stronger cultures What Marc learned from stepping into the CEO role unexpectedly Join us for this episode of the Take Command Podcast as Marc Cooper shares how resilience, adaptability, and personal growth shaped his journey from a young professional struggling with confidence to the leader of a growing independent investment bank. Whether you're navigating change, developing your leadership style, or preparing for an AI-driven future, this conversation offers practical lessons on building trust, investing in yourself, and continuing to grow throughout your career. 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 Art of Public Speaking" by Dale Carnegie remains a timeless guide for anyone looking to enhance their communication skills and connect with an audience. Its insights into the principles of effective speaking resonate deeply in today's world, where clear and persuasive communication is more crucial than ever. Carnegie emphasizes the importance of understanding your audience, organizing your thoughts, and delivering your message with confidence and authenticity. The themes of overcoming fear and mastering the art of persuasion are enduring, reminding us that the ability to speak well is not just a skill but an essential tool for personal and professional success. This classic work continues to inspire individuals to harness their voice and make a lasting impact through the power of public speaking.

"The Art of Public Speaking" by Dale Carnegie remains a timeless guide for anyone looking to master the essential skill of effective communication. This influential work emphasizes the importance of engaging an audience, conveying ideas with clarity, and building confidence in public speaking scenarios. Carnegie's insights into the psychological aspects of communication and the techniques for overcoming anxiety continue to resonate in a world where effective speech can influence personal and professional success. By focusing on the art of persuasion and the nuances of audience connection, this book equips listeners with the tools to articulate their thoughts and ideas compellingly. Whether addressing a small group or a large audience, the principles outlined in this classic remain relevant, making it a must-hear for aspiring speakers and seasoned communicators alike.

Note: APOLOGIES FOR THE LATE POST! Mary welcomes the president of Spiritual Counterfeits Project, Mark Harris, to talk about the Success Motivation movement, and how it has lasted so long, and continues to influence the church. Some listeners will remember the likes of Dale Carnegie, Norman Vincent Peale and Robert Schuller – all proponents of this positive thinking type of approach to life. But is it just thinking the right thoughts? Rick Warren has said many times that Schuller was his inspiration for The Purpose Driven Life – a self help book for the ages, selling 50 million copies. We cannot overstate the influence these men had on our collective psyche for the last 100 years. What are the core principles of the SM movement? What are the dangers of being influenced by it? Today’s pervasive mantra, “You’ve got this!” is a similar self-help approach to any difficulty as if that alone is going to solve any problems, self-made or inflicted by life. There is something about this style of positive, name and claim mental gymnastics that has captivated so many  – and we will take a bite out of it today, helping the listener be discerning and careful in what we think about – and trust in.     Stand Up For The Truth Videos: https://rumble.com/user/CTRNOnline & https://www.youtube.com/channel/UCgQQSvKiMcglId7oGc5c46A

On this episode, we sit down with Steve Bobowski and Renee Martin from Dale Carnegie Training to explore leadership, culture, and human connection. They share their career journeys and unpack how their partnership with Drexel first began. We clear up common misconceptions about what Dale Carnegie actually is (and isn't!)! Steve and Renee also discuss living these timeless human relations principles at work and home, break down upcoming courses, and explain how you can get involved.Resources & Links:Dale Carnegie Eastern Wisconsin - https://www.dalecarnegie.com/en/locations/eastern-wisconsin/meet-team How to Win Friends and Influence People by Dale Carnegie Tools of Titans by Tim Ferriss

Six documentaries, two therapists, and one question running under all of them: what does the camera do to a case? Shannon takes Betrayal: Dirty Secrets, EDP445: The Sick Mind, and Joe Berlinger's Conversations with a Killer: The Charles Manson Tapes. Cathy takes The Hillside Strangler, Maternal Instinct, and The Crash.⚠️ Trigger warning: This episode includes discussions of child predation, violence against a pregnant woman, sexual assault and murder. Listener discretion is advised.SHANNON'S THREEBetrayal: Dirty Secrets (Hulu). Colorado Springs police officer Joel Kern held a decorated career and a family man image while running a secret sexual double life with roughly fifty people, using his badge and his schedule as cover. His wife Karoline found out while their daughter was hospitalized. He retired before he could be fired, kept his pension, and was never charged.EDP445: The Sick Mind. Bryant Moreland, a YouTube sports commentator with millions of subscribers, caught in a sting run by the vigilante group Predator Poachers. The clinical ground here is parasocial attachment, predatory persona construction, and the uncomfortable question of what vigilante predator catching actually accomplishes.Conversations with a Killer: The Charles Manson Tapes (Netflix). Berlinger's fifth and final entry, built from 137 previously unheard prison phone calls Manson made to a retired detective across the last nine years of his life. Survivors are centered: Dianne Lake, Catherine Share, Stephanie Schram. One detail stays with you. Manson learned his mind control technique from Dale Carnegie.CATHY'S THREEThe Hillside Strangler (MGM+). Kenneth Bianchi and Angelo Buono killed ten women and girls across Los Angeles in 1977 and 1978. The first on camera interview with Bianchi, and the first-time lead detective Frank Salerno has spoken publicly in over forty years. Bianchi claimed amnesia, submitted to hypnosis, argued his confessions were fabricated, then turned on Buono. Watch how a man relates to his own story across four decades.Maternal Instinct (Netflix). Taylor Parker faked a pregnancy for months, with a silicone belly, false ultrasounds and a gender reveal party, then murdered Reagan Simmons-Hancock, who was thirty-five weeks pregnant. She is the youngest woman on Texas death row. This one is genuinely difficult.The Crash (Netflix). Seventeen-year-old Mackenzie Shirilla drove into a brick building at over a hundred miles an hour, killing her boyfriend and his friend. No skid marks, no braking. Convicted of murder as an adult. All six are streaming now, and the discussion is better if you have already formed an opinion.Two licensed therapists, one forensic psychologist, one clinical LMFT, take apart the minds behind the crimes.

Artificial intelligence may be changing the world, but Stan Hustad believes the most important question is far more personal: What will it change in you, and what will you choose to do with it? In this timely edition from the What It Takes Radio Company, Stan the Radio Man steps into the controversy surrounding artificial intelligence with curiosity, humor, faith, and a broadcaster's instinct for asking the question beneath the headlines. Will AI improve human performance or diminish human purpose? Will it expand creativity or encourage intellectual laziness? Will it help people serve their audiences more effectively, or merely fill the world with more noise? For Stan, the answer will not be determined by the technology alone. It will be determined by the wisdom, character, imagination, and intentions of the people using it. Between Fear and Fascination The program was recorded during the Jewish tradition's Days of Awe, the reflective season between Rosh Hashanah and Yom Kippur. It is a time associated with examination, repentance, forgiveness, and the determination to live differently in the coming year. That spiritual setting provides an appropriate background for a conversation about AI. Artificial intelligence is already provoking its own kind of awe: sometimes wonder, sometimes fear, and frequently confusion. Some predict that AI will solve extraordinary human problems. Others warn that it will threaten employment, distort truth, consume enormous resources, and possibly become dangerously difficult to control. Stan does not dismiss legitimate concerns, but he resists the temptation to surrender to panic. History reminds us that almost every significant technological change has produced both exaggerated promises and exaggerated fears. The automobile, radio, television, the internet, and social media were all expected either to save society or ruin it. None fulfilled every promise. None produced every predicted disaster. Each became a tool whose consequences depended substantially upon the people, purposes, and systems directing it. AI may become extraordinarily powerful, but power is not the same thing as wisdom. From Artificial Intelligence to Human Performance Stan proposes a constructive shift in the conversation: move from merely discussing artificial intelligence to considering human performance. The best question may not be, "What can AI do?" It may be: What can AI help human beings do better? Used wisely, AI can help people research, organize, compare, question, revise, illustrate, and communicate. It can assist entrepreneurs in developing ideas, teachers in preparing lessons, broadcasters in extending programs, and authors in transforming spoken insights into published work. But AI cannot decide what a human life should be about. It cannot determine whom a person is called to serve. It cannot substitute information for integrity, automation for imagination, or production for purpose. Stan's challenge is to use artificial intelligence in the service of human flourishing. Technology should help people become more thoughtful, creative, capable, generous, and fully alive, not merely faster. Everyone Has an Audience One of the program's central ideas is Stan's enduring conviction that everyone has an audience, or at least a potential audience. That audience should not be treated simply as prospects, customers, clients, or statistical targets. An audience is a community of people who might be informed, encouraged, helped, challenged, or transformed by what someone has learned and is willing to share. Finding that audience begins with two questions: Who are you called to serve? How can you help them become better, happier, wiser, braver, more capable, or more fully alive? AI can assist in reaching those people, but it cannot answer the calling question on a person's behalf. That requires reflection, self-knowledge, spiritual discernment, and a willingness to listen. Success begins not with attracting the largest possible audience, but with becoming genuinely useful to the right one. Become Someone People Trust Remember and Follow Technology may create visibility, but visibility does not automatically produce credibility. Stan draws upon ideas he has studied throughout his career, including the enduring principles associated with Dale Carnegie, to describe the kind of communicator worth becoming: a person whom others can trust, remember, and follow. Trust is earned through truthfulness and consistency. People remember those who communicate with clarity, personality, and genuine concern. They follow those who have demonstrated that their ideas can lead somewhere worthwhile. AI may polish a sentence or improve a presentation, but it cannot manufacture a trustworthy life. The communicator must still do the inner work. Anyone hoping to transform a business, organization, audience, or community must first be willing to experience some transformation personally. That may involve the discomfort, even the trauma, of questioning familiar assumptions, abandoning ineffective habits, confronting personal limitations, and beginning again. The Seen the Unseen and the Limits of Knowledge The program also moves beyond technological questions into something deeper: the mystery of how little human beings truly know about themselves and their world. Stan reflects on the difference between what is seen and what remains unseen. People naturally place great confidence in what can be measured, displayed, calculated, or explained. Yet some of life's most powerful realities, including faith, love, courage, memory, imagination, motive, and spiritual influence, cannot always be placed neatly on a screen. Human beings also understand only a portion of what is taking place within themselves. Talents may remain undiscovered. Fears can operate below conscious awareness. Unexamined desires can influence decisions. Shadows, selfishness, and destructive tendencies can coexist with remarkable generosity and courage. Artificial intelligence can reveal patterns in enormous collections of information. It may even help people notice patterns within their own work. But it does not eliminate the need for humility. The beginning of wisdom may be the admission that neither the machine nor its maker knows everything. A Touch of Immortality Stan then introduces one of the program's most provocative and engaging ideas: the possibility of achieving a touch of immortality. He is not suggesting that human beings can avoid death. His meaning is both simpler and more demanding. A person gains a touch of immortality when something they create continues serving others after they are gone. During a long life in broadcasting, teaching, coaching, and entrepreneurship, Stan has produced thousands of radio programs, videos, articles, interviews, and presentations. Many remain online. Some may be discovered years from now by people he has never met. The same opportunity is increasingly available to others. A book, recording, course, podcast, letter, lesson, or story can preserve hard-earned wisdom and carry it beyond the limits of one lifetime. The goal is not simply to leave behind more digital material. The internet already contains more material than anyone could consume. The challenge is to create something true and useful, something capable of helping another person live, work, believe, or serve more faithfully. As Stan reminds his audience, it may not be what a person completes or achieves that finally matters most. It may be what that person starts. From Books to Broadcasting and Back Again Stan sees a powerful relationship between publishing and broadcasting. Someone who wants to write a book may begin by speaking it. Teaching, recording, interviewing, and telling stories can uncover the natural voice and central ideas that eventually become chapters. A microphone can also help an author introduce and distribute a completed book. The book supplies depth and permanence; broadcasting creates presence, personality, and connection. The process works in both directions. A book can become a broadcast, podcast, course, or video series. A collection of broadcasts can become a book. A spoken story can become an article. A lifetime of experience can become a body of teaching that continues serving others. AI can assist with transcription, organization, editing, summarization, and adaptation. But the lived experience, conviction, wisdom, and human voice must come from the person. The machine can help shape the material. It should not replace the soul of it. Entering the Transformation Zone Stan places this conversation within his larger understanding of the stages, or zones, of a meaningful life. People begin in the Curiosity Zone, where they explore, question, discover, and learn. They move into the Impact Zone, where they must create value, earn a living, serve others, and produce meaningful results. Experience can then lead into the Wisdom Zone, where lessons are examined, tested, and better understood. From wisdom comes the possibility of entering the Transformation Zone: the place where a person becomes capable of creating changes that are profound, lasting, and genuinely important. Transformation is more than improvement. It is not merely doing the same thing a little faster or decorating an old idea with new technology. Transformation changes what a person, organization, or community is capable of becoming. AI may participate in that process, but it cannot lead it alone. Transformation still requires people who possess moral imagination, spiritual depth, practical wisdom, and a genuine desire to be the cause of good things. Things to Remember Artificial intelligence is a powerful tool, but it is not a source of ultimate wisdom, purpose, or calling. The essential question is not only what AI can do, but what it can help human beings do better. Everyone has a potential audience: people they may be called and equipped to serve. Lasting influence grows from becoming someone others can trust, remember, and follow. We understand only a portion of ourselves and our world; humility remains essential. A book, broadcast, lesson, or story can continue serving people long after its creator is gone. Technology should strengthen human performance and flourishing, not diminish human responsibility. Things to Share Share this program with: Someone who is fearful or confused about artificial intelligence. An entrepreneur wondering how AI might strengthen a business without compromising its humanity. A teacher, pastor, coach, or broadcaster with wisdom that deserves a larger audience. A friend who has always wanted to write a book but does not know how to begin. A person entering a new season of life who may be ready to turn experience into service. And share this question: What good thing could you begin today that might continue helping people long after you are gone? Things to Take Action On Identify your audience. Write down the people you feel called to help and the transformation you hope they will experience. Choose one piece of enduring wisdom. Record a five-minute explanation of something life has taught you. Use AI as an assistant. Ask it to help transcribe, organize, or refine your words, but carefully review the result so the final work remains truthful and recognizably yours. Turn one form of communication into another. Convert a talk into an article, a podcast into a chapter, or a book chapter into a short video. Examine your own transformation. Ask what must change in you before you can credibly help transform someone else. Be the cause of good stuff. Do one practical thing today that makes another person's life better, wiser, richer, braver, or more hopeful. The Final Challenge Artificial intelligence will undoubtedly transform many occupations, industries, institutions, and methods of communication. But Stan Hustad leaves his audience with a more personal and consequential challenge. Do not merely ask whether AI will transform the world. Ask whether you will use it to become more fully alive, to serve your audience more faithfully, and to create something that matters. Speak well. Seek truth. Create good. Help others. Begin something worth continuing. That may be how artificial intelligence contributes to human transformation, and how an ordinary human life acquires a genuine touch of immortality. Connect with Stan Hustad For coaching, mentoring, broadcasting guidance, and help turning ideas into enduring books, programs, and transformational messages, contact Stan Hustad at stan@witradio.net or visit www.witradio.net. Best and blessings, and be a blessing to someone else today.

  A pitch contest is not really about squeezing as much company information as possible into a short speaking slot. It is about creating a stronger, more useful and more memorable impression than everyone else in the room. When I was unexpectedly added to a Chamber of Commerce pitch contest in Japan, I approached the ten-minute presentation as a genuine competition: control attention, give the audience value, demonstrate expertise and leave them with something worth keeping. What is the best speaking position in a pitch contest? If you can influence the speaking order, go first or last rather than getting buried in the middle. Going first lets you establish the benchmark everyone else must follow; going last gives you the final impression immediately before judging or voting. In my Chamber of Commerce pitch contest in Japan, I landed in the middle of the batting order, which was not my preference. The first speaker has the opportunity to blitz the room and own the opening impression. The last speaker has recency working in their favour because their message is freshest when the audience makes a decision. Of course, you may not control the order, but if organisers give you a choice, treat that choice strategically rather than casually. Mini-summary: If you have a choice, take first or last. If you do not, make your opening strong enough that the audience forgets where you appeared in the order. How should you use slides in a ten-minute business pitch? In a short pitch, slides should create immediate visual impact rather than force the audience to read. Ten minutes disappears quickly, so every second spent decoding dense text is time taken away from you and your message. Several contestants used conventional slide decks filled with lines of text. One represented a people business, yet there were no people in the slides. I would have shown customers enjoying the service, happy families and behind-the-scenes images of how the service is delivered. Those visuals would help the audience identify with the business immediately. If your slides are merely your speaking notes projected on a screen, they are competing with you for attention. In my own pitch, I used no PowerPoint at all, so the audience had nowhere else to look. Mini-summary: Use powerful, relevant visuals or consider using no slides. Never make the audience choose between reading your screen and listening to you. How can content marketing make a business pitch more persuasive? Give the audience a useful sample of your expertise instead of spending the pitch telling them how wonderful your company is. Content marketing builds credibility because people experience some of your value before they are ever asked to buy. Before my presentation, I gave everyone a wallet-sized card called "6 Impact Points For Persuasive Power". The principle is the same whether your proof of expertise is a white paper, testimonial, video, podcast, book or practical tool. The item demonstrates that you have something useful to contribute. More importantly, it changes the nature of the pitch. Rather than making the audience endure ten minutes of corporate propaganda, you give them something they can apply themselves. That makes the presentation relevant to them, not merely important to you. Mini-summary: Demonstrate expertise with useful content. Give people evidence of your value rather than asking them to accept your claims about it. How do you make a pitch relevant to everyone in the room? Choose a subject with broad applicability and make the audience the beneficiary of the presentation. People are naturally more interested in what helps them than in the history, structure or virtues of somebody else's company. I spoke about persuasive power because leaders, salespeople, colleagues and anyone seeking cooperation from others can use it. That cast a wide net across the room. I said very little about Dale Carnegie beyond enough information to establish credibility and indicate the scope of the business. The rest of the time went into explaining the six persuasion points and how the audience could use them in their own presentations. This is a much stronger approach than reciting company facts that matter mainly to the presenter. A pitch can still promote the business, but it does so indirectly by demonstrating relevance and expertise. Mini-summary: Start with the audience's interests. Make your expertise useful to them and let that usefulness sell the credibility of your company. Why must a presenter 'walk the talk' in a pitch contest? Your delivery has to prove the claims you are making, especially when your business sells expertise. If you teach presenting, leadership, sales or communication, the pitch itself becomes a live demonstration of whether you can actually do what you recommend. I was explaining persuasive presentation techniques, so I had no room for a weak performance. I had to model the six points rather than simply describe them. That creates a powerful credibility effect: the audience can see the expertise operating in front of them. The contrast with other speakers also becomes more obvious without you needing to criticise anyone. In my contest, the speaker after me publicly remarked that I would be hard to follow. That was exactly the competitive advantage I wanted to create through preparation and delivery. Mini-summary: Make the presentation itself your proof. Whatever expertise you claim, demonstrate it visibly while you are on stage. What should the audience take away from a winning pitch? Give people something memorable, useful and easy to keep after the presentation ends. A strong takeaway extends the life of the pitch and keeps your expertise physically or mentally present after everyone leaves the room. One contestant offered spare copies of an A4 PowerPoint handout, but there was little enthusiasm. My business-card-sized summary of the six persuasion points was compact, robust and immediately useful. It fitted into a wallet and reinforced the exact ideas I had demonstrated on stage. That was deliberate. The physical format, the usefulness of the content and the presentation all supported the same message. A takeaway should not be an information dump or a souvenir of your slide deck. It should be something the audience has a reason to keep. Mini-summary: Design the takeaway as carefully as the pitch. Make it compact, practical and directly connected to the value you demonstrated. Conclusion A winning pitch is planned as a competitive performance, not treated as a miniature corporate brochure. Think about speaking order, remove unnecessary slide clutter, choose a subject the whole audience can use, demonstrate your expertise in real time and create a takeaway people genuinely want to keep. Whenever you are presenting alongside other speakers, assume you are competing for attention and memory. Your job is to make sure your presentation is the one that lingers. 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 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 followed by executives seeking success strategies in Japan.    

SEP. 2, 2026Stand up to your giant."As the Philistine moved closer to attack him, David ran...to meet him." 1Sa 17:48 NIVAre you ready to grab your sword of faith and behead the giant in your life? Your best strategy will always be to attack a giant before it has a chance to get the best of you.Eleanor Roosevelt said, "You gain strength, courage, and confidence by every experience in which you really stop to look fear in the face." And you can do it! "For God has not given us a spirit of fear, but of power and of love and of a sound mind" (2Ti 1:7 NKJV). Whether real or imagined, all threats are perceived as having the potential for loss. It may be the loss of your income, your health, your position, a desired relationship, etc. Freedom begins when you stop and make an honest confession of the loss you really fear. Identifying and acknowledging your real fears will be a giant step toward breaking free from them. To do this, you must go through the process of peeling the "fear onion" to get to the core of your anxiety. And you may have to peel back a lot more layers than expected. David didn't wait for the giant to come to him. "David ran quickly...to meet him." Get your problem out into the open, confront it, develop a plan for overcoming it, and remember that God is with you and will enable you to conquer it. Dale Carnegie said, "Do the thing you fear to do, and keep doing it...That is the quickest and surest way ever yet discovered to conquer fear." And with God on your side, your victory is guaranteed.Stand up to your giant Look fear in the face.Share This DevotionalSend us Fan MailSupport the showChanging Lives | Building Strong Family | Impacting Our Community For Jesus Christ!

Every leader eventually discovers the gap between being obeyed and being trusted. In Japan's corporate culture — as much as in Sydney, Singapore or Silicon Valley — a title on a business card buys compliance, but it doesn't buy commitment. As of 2025, with talent mobility rising across Japan's white-collar workforce and post-pandemic hybrid teams making face time scarcer, the question of how leaders earn genuine trust has become a boardroom priority from Tokyo to Osaka. Research from organisations like Dale Carnegie consistently shows that earned trust, not positional authority, is what unlocks discretionary effort, creativity and retention. Why doesn't positional authority earn real trust from a team? Positional authority buys obedience, not commitment — only earned trust unlocks discretionary effort. "Automatic trust" comes from a leader's title, seniority or hierarchy, and in Japan's traditionally hierarchical corporate structures, it can look like real influence because staff comply readily. But compliance is not commitment. Executives at firms like Toyota and Rakuten increasingly recognise that genuine, "earned trust" is built through consistent, authentic interactions where leaders "talk the talk" and "walk the walk" over time. Without it, delegation becomes risky: leaders doubt their team will reliably handle tasks, which chokes time management and stalls team growth. When earned trust is present, by contrast, team members offer initiative and creativity no policy can mandate. Do now: Audit whether your team's compliance is habit-driven or trust-driven — the difference shows up the moment you're not watching. How do leaders in Japan build earned trust through everyday communication? Earned trust is built through consistent, authentic interactions, not grand gestures. It compounds slowly, through explaining the purpose behind tasks, listening to concerns, and following through on commitments. This differs from the transactional, order-issuing style still common in some traditional Japanese SMEs, and contrasts with the coaching-led management style favoured by many multinationals and Western-influenced startups operating in Japan. Comparative research across markets — Japan versus the US, Europe and Asia-Pacific — consistently finds that leaders who explain the "why" behind delegated work see higher engagement than those who simply issue instructions. Mutual understanding, not authority, is the currency that compounds into loyalty. Do now: Replace one instruction this week with an explanation — tell your team the "why," not just the "what." What communication mistakes destroy leader-team trust fastest? Losing your temper, dismissing ideas outright, and breaking promises erode trust faster than almost anything else a leader can do. These lapses are magnified in Japan's business culture, where public criticism or visible frustration can cause lasting loss of face for both parties. Insufficient communication — leaders defaulting to issuing orders instead of explaining, listening or seeking input — compounds the damage over time. Across sectors, from consumer-facing retail to B2B manufacturing, the pattern repeats: teams led by low-trust managers show measurably lower initiative and higher turnover. Japan's 2023 labour reforms, which pushed harder on workplace wellbeing and reduced overtime culture, have only sharpened employee expectations around respectful, transparent leadership. Do now: Before reacting to a mistake or a pushback, pause — a leader's next ten seconds either build or break trust. Why is delegation the missing link between trust and time management? Leaders who don't delegate effectively trap themselves in a vicious cycle of mistrust and time poverty. Without delegation, leaders have less time for the one-on-one interactions that build trust in the first place — so trust stays low, and delegation stays risky, and the loop repeats. This is a particularly acute challenge for time-poor executives across Japan's multinationals and fast-scaling startups alike, where headcount pressure leaves little slack for mentoring. Breaking the loop requires leaders to prioritise one-on-one time deliberately, rather than waiting for a quiet week that never arrives. Firms that treat delegation as a growth tool, not a workload dump, consistently report stronger succession pipelines. Do now: Block a recurring weekly slot for one-on-ones — treat it as non-negotiable as a client meeting. How should leaders invest one-on-one time to build lasting trust? Understanding a team member's motivations, interests, fears and goals is what turns delegation into development.These personal insights let leaders align delegated tasks with each person's career path, giving the work a sense of purpose rather than obligation. For successful delegation, leaders should involve team members in planning and monitoring progress, not just handing over a task and disappearing. This approach requires dedicated time that's easily deprioritised amid competing obligations — a common failure point for conglomerates managing large teams versus the more agile, relationship-dense structures typical of SMEs. Committing to these conversations consistently pays off in stronger trust and accountability. Do now: Ask one team member this week what career outcome they actually want from the next twelve months. What does an ongoing trust-building system look like for busy executives? Building trust is a continuous discipline, not a once-a-year initiative. It requires leaders to change mindset, habits and time allocation rather than repeating the same annual review cycle and hoping relationships hold. Earned trust elevates team cohesion, individual motivation and collective success — and consistent attention to trust-building efforts creates a lasting foundation that survives leadership transitions, restructures and market pressure. Leaders who treat trust as infrastructure, not sentiment, are better positioned for the retention challenges facing Japan's workforce as competition for skilled talent intensifies. Do now: Schedule a quarterly review of your own trust-building habits, not just your team's KPIs. Conclusion Trust in leadership isn't inherited with a title — it's built through the accumulation of small, consistent actions: explaining rather than ordering, listening rather than dismissing, and delegating with a team member's growth in mind. The leaders who get this right in Japan's evolving business environment, and everywhere else, aren't necessarily the most senior in the room. They're the ones who've made trust-building an ongoing habit rather than a one-off exercise. FAQs Trust built through hierarchy and trust earned through behaviour are fundamentally different, and only one drives discretionary effort. Positional or "automatic" trust secures compliance because of a leader's rank; earned trust secures commitment because of a leader's consistent, demonstrated integrity. Delegation and trust reinforce each other in a loop — low trust limits delegation, and limited delegation leaves no time to build trust. Breaking the cycle usually requires a leader to delegate deliberately before they feel fully ready, then use the freed-up time for one-on-one relationship building. Yes — trust-building norms vary by market, but the underlying behaviours (explaining, listening, following through) are consistent everywhere. In hierarchical business cultures like Japan's, visible respect and face-saving communication matter more; in flatter Western structures, transparency and direct feedback tend to carry more weight. Quick Actions For Leaders •          Distinguish, this week, between team compliance and team commitment on your own projects. •          Replace one directive with an explanation of purpose before Friday. •          Lock in a recurring one-on-one slot with each direct report. •          Ask each team member what career outcome they want from the next year. •          Review your own trust-building habits quarterly, not just team KPIs. 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.

In this episode, I was lucky enough to interview Dusty Gulleson, CEO and founder of Tectonic. Dusty shares how growing up in Indonesia as the son of missionary parents shaped his resourcefulness, entrepreneurial instincts, and perspective on business. He delves through Tectonic's evolution from a one-person web infrastructure company into a vertically integrated technology business spanning managed services, software, workflow solutions, accessibility, and offshore teams. Along the way, Dusty explains why he believes generalists can thrive, how acquisitions helped accelerate Tectonic's growth, and why the people inside an acquisition can matter more than the contracts that come with it.Dusty gets personal as he opens up about discipline, ADHD, consistency, difficult leadership lessons, and the importance of learning to listen beyond the bullet points. He explains why he stopped trying to be a “thought leader” and instead encourages business owners to tell their stories by becoming part of their customers' stories and making their lives better. Dusty explores why relationships cannot be automated, how embracing difficult experiences can build empathy, and the formative lessons he learned from his father and Dale Carnegie's How to Win Friends and Influence People. Step inside Dusty Gulleson's unconventional path from Indonesia to scaling Tectonic through people, patience, and purpose in this episode of The First Customer!Guest Info:Tectonichttps://www.teamtectonic.com/Dusty Gulleson's LinkedInhttps://www.linkedin.com/in/dustygulleson/Connect with Jay on LinkedInhttps://www.linkedin.com/in/jayaigner/The First Customer Youtube Channelhttps://www.youtube.com/@thefirstcustomerpodcastThe First Customer podcast websitehttps://www.firstcustomerpodcast.comFollow The First Customer on LinkedInhttp://www.linkedin.com/company/the-first-customer-podcast/

Jonathan Berryhill is a former US Army infantry sergeant and law enforcement officer turned real estate entrepreneur, broker, and multifamily investor. He has built multiple seven and eight figure businesses, three real estate brokerages, and a team of over 50 agents. Today he specializes in multifamily investing, real estate growth, leadership, wealth building, discipline, and entrepreneurship. Jonathan grew up dirt poor in a broken home, served in the Army, worked narcotics in law enforcement, and walked on to play linebacker at the University of North Alabama at 25. He moved into medical sales, became a chief operations officer, then launched and sold his own medical device company. He and his wife now live on their farm in North Alabama with six children and four grandsons, and he leads America's Outdoor Realty and Elite Properties of the South across Alabama and Tennessee. His first book, Warrior to Wealth, is releasing this fall. In this episode, Jonathan Berryhill breaks down how he rebuilt his marriage, his identity, and his finances after filing for divorce at 25 with no money and no plan. He explains why alignment at home comes before growth in business, how he wrote down the man he wanted to become and started acting like him, and what separates people who commit from people who try. Jonathan also shares the failure that redirected his real estate career and previews his upcoming book, Warrior to Wealth.     Make sure to download our free guide, 7 Questions Every Passive Investor Should Ask, here.     Key Takeaways Define your why clearly enough that it survives setbacks Fix your home life before trying to scale a business Act like the person you want to become, starting now Pay for mentorship through books, podcasts, and lunches Surround yourself with people operating a level above you Know what you are bad at and move toward what you do well     Topics From a Mobile Home Floor to a Vision Jonathan grew up dirt poor with plywood covering holes in the floor of his father's mobile home He could visualize a businessman version of himself and refused to repeat what he grew up in The Turning Point at 25 His marriage was in shambles and he and his wife had filed for divorce He called her in Hawaii and promised a life she could only dream of, with no idea how He left law enforcement and walked on to play linebacker at the University of North Alabama Building the Entrepreneurial Track Record Jonathan moved into medical sales and became a chief operations officer He launched his own medical device company and sold it a few years later He and his wife started buying land 14 years ago, which led him into land sales Pick Your Hard Fear of returning to poverty drove him for the first decade of his career He let it go after realizing that being poor is hard and building wealth is hard, so you choose which Alignment Comes First Jonathan frames every area of life as either in line or out of line, starting with home His wife has been his biggest supporter since they reconciled Comfort kills progress in relationships, business, and fitness Motivation vs. Discipline He runs a self-audit: do my daily actions match the goal I say I want Discipline means doing the work on the days you do not feel like it Mentorship and Finding Your Tribe Most people will not spend on a book, a podcast, or a lunch that could change their trajectory Jonathan still seeks mentors at 49 and joins a weekly entrepreneur networking call Weak relationship building is what stalls most people at the next level Forge the Identity, Then Do the Work He wrote down who he wanted to become and started doing what that man would do His advice to an aspiring CEO: study who that CEO knows and what he does daily, then copy it You become the athlete before the recruitment, not after Warrior to Wealth The book is built on three statements: find your mission, forge your identity, build your legacy Jonathan writes openly about his biggest failure, being unfaithful in his marriage He aims to give readers belief that his path is repeatable It Happens Because of You Trying something for 30 to 90 days is not a commitment Jonathan rejects "I have done all I could do" as an escape route Success, a strong marriage, and results all happen because of you Serving Veterans on the Farm Jonathan hosts fishing, hunting, and rodeo events for veterans on his family farm Ruck and Rawhide, supported by the Alabama Department of Veterans Affairs, raises awareness for veteran suicide      

About the Guest Jayney Howson is the Chief Learning Officer at ServiceNow and the architect behind ServiceNow University, a free AI-powered learning platform designed to prepare people for the future of work. Under her leadership, the platform has grown to approximately two million learners and is on a path toward three million. She oversees learning programs that help customers, partners, employees, and aspiring professionals develop the skills needed to succeed in an AI-powered economy. Before moving into learning and talent development, Jayney built a career spanning hospitality, marketing, communications, sales, and leadership. Her diverse experiences have shaped a leadership philosophy centered on curiosity, courage, trust, and human connection. What You Will Learn Why being interested is more important than being interesting How early hospitality jobs can teach lifelong leadership lessons Why asking for help strengthens relationships and teams How great leaders create the conditions for others to thrive The role trust plays in high-performing organizations Join us for this episode of the Take Command Podcast as Jayney Howson shares lessons on leadership, learning, courage, and human connection in an age of artificial intelligence. From restaurant tables to the forefront of AI-powered learning, her journey offers a powerful reminder that our greatest advantage isn't technology alone. It's our ability to think, connect, adapt, and grow together. 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.

Dr. Steve Van De Graaff hosts an episode on the single most common struggle he hears from dentists: leading and managing a team. His answer isn't a culture overhaul or an offsite — it's a training you can run in fifteen minutes and start using the same afternoon. The handoff has two rules. First, tell the patient what's coming next, so nobody sits in a chair wondering why they're waiting. Second, build up the team member taking over. "Erica's going to take care of you — she does the best cleanings." "Sarah's really good with insurance; she'll find a way to make this work." "Kate's in here with you today, and she's great with kids." Why it works — three effects Patient confidence. Patients stop guessing what happens next. Instead, they see a polished, organized office running a system, and they trust the practice more. Team performance. When you praise a team member in front of the patient, you're really talking to your team member. It's a Dale Carnegie principle: give someone a reputation to live up to, then praise them when they get there. Culture. When people build the habit of saying something good about a co-worker out loud every day, respect and teamwork rise with it. Connect with us: Take our FREE lifestyle and practice assessment: https://thelifestylepractice.com/practice-assesment/ Learn more about 1-on-1 coaching: https://thelifestylepractice.com/coaching-services/ Get access to TLP Academy: https://thelifestylepractice.com/coaching-services/ Get the TLP Student Academy for $20 (lifetime access): https://the-lifestyle-practice.teachable.com/p/studentacademy Subscribe to The Lifestyle Practice Podcast: https://podcasts.apple.com/us/podcast/tlp-podcast-for-dentists/id1476544801 Free ebook — "How to Achieve Financial Freedom in Seven Years or Less": https://the-lifestyle-practice.com/home-page-page Email Raheel at raheel@thelifestylepractice.com Email Derek at derek@thelifestylepractice.com Email Matt at matt@thelifestylepractice.com Email Steve at steve@thelifestylepractice.com

Polytechnicien, diplômé d'un master d'architecture de l'université de Tokyo, ancien collaborateur de Google, Xavier a construit un parcours aussi singulier qu'international, entre la France, le Japon et les États-Unis. Pendant près de dix ans, il vit et travaille au Japon, un pays qui marquera profondément sa trajectoire personnelle et professionnelle à travers la création d'iRASSHAi, un lieu unique à Paris, à la fois épicerie, restaurant, café et importateur de produits japonais. Bonne écoute !Mathilda MotteLe petit questionnaire Tsukimi :Son plat japonais salé préféré : les yakitori Ton Ton sous les arcades de la gare de Yurakucho : https://maps.app.goo.gl/DPGmBK5K7Kr8Kdeu5La douceur japonaise qu'il aime par-dessus tout : l'ichigo daifuku, le mochi fourré à la fraise.Son goût ou parfum japonais préféré : le sésame noir.S'il était un goût ou un parfum japonais, elle serait : le sésame noir.Son passage saisonnier préféré : l'hiver au Japon, où il fait beau et froid.Sa bonne adresse autour du Japon en France : Abri Soba, 10 Rue Saulnier, 75009 Paris.Sa bonne adresse au Japon : Torichige : https://maps.app.goo.gl/hXgYDiS8Fvnuq8ov7Son mot japonais préféré : « Kizuna 絆 », mot japonais qui n'a pas d'équivalent dans d'autres langues, signifiant « lien entre les personnes ». On peut le traduire par un lien faisant société, la force d'attraction qui relie les gens et les choses entre eux.Son conseil lecture : « Comment se faire des amis et influencer les autres » de Dale Carnegie.La personnalité ayant une relation privilégiée avec le Japon qu'il souhaiterait entendre dans ce podcast : Marina Menini co-fondatrice de l'atelier DOMA, affûteuse et conseillère en coutellerie japonaise.Références :iRASSHAi : https://irasshai.coHébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

"The Art of Public Speaking" by Dale Carnegie remains a timeless guide for anyone looking to master the essential skill of effective communication. This influential work emphasizes the importance of engaging an audience, conveying ideas with clarity, and building confidence in public speaking scenarios. Carnegie's insights into the psychological aspects of communication and the techniques for overcoming anxiety continue to resonate in a world where effective speech can influence personal and professional success. By focusing on the art of persuasion and the nuances of audience connection, this book equips listeners with the tools to articulate their thoughts and ideas compellingly. Whether addressing a small group or a large audience, the principles outlined in this classic remain relevant, making it a must-hear for aspiring speakers and seasoned communicators alike.

"The Art of Public Speaking" by Dale Carnegie remains a timeless guide for anyone looking to enhance their communication skills and connect with an audience. Its insights into the principles of effective speaking resonate deeply in today's world, where clear and persuasive communication is more crucial than ever. Carnegie emphasizes the importance of understanding your audience, organizing your thoughts, and delivering your message with confidence and authenticity. The themes of overcoming fear and mastering the art of persuasion are enduring, reminding us that the ability to speak well is not just a skill but an essential tool for personal and professional success. This classic work continues to inspire individuals to harness their voice and make a lasting impact through the power of public speaking.

ABC:LHS 090-3    Frank Bettger... (by guest host Rich Wilhelm) ...was a mediocre infielder for the Cardinals who blew out his shoulder and took to selling insurance, at which he was initially less than mediocre. He rebuilt his personality and his life to become one of the best motivational speakers of his day, often compared to Dale Carnegie. 

Surviving September 11 took more than courage. It took preparation, trust, and the ability to manage fear. I share my experience escaping from the 78th floor of the World Trade Center with my guide dog, Roselle, and the lessons that shaped how I responded that morning. You'll hear how years of learning my surroundings, trusting my training, and understanding my role as a leader helped me stay focused during the evacuation. I also explore blindness, the limits society places on blind people, and the power of teamwork between a guide dog and handler. Most of all, this story is about focusing on what you can control, trusting the relationships you've built, and preparing yourself to act when fear shows up. Highlights: 00:10 – Why Michael is revisiting September 11, 25 years later. 11:45 – How Michael learned that blindness itself isn't the limitation. 32:50 – Why preparation inside the World Trade Center mattered when crisis hit. 36:40 – How staying calm helped Michael lead others toward safety. 44:46 – The lesson Michael heard while running from the collapsing tower. 51:59 – What Roselle taught Michael about fear, trust, and moving forward. 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/ 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 . Transcript: Michael Hingson  00:04 Hi everyone, and welcome to another episode of Unstoppable Mindset. I am your host, Mike Hingson, and today we're doing something a little bit different. This is Friday, september 4, 20/26, and this is the first of four episodes commemorating all of the events that happened in and around September 11, 2001. As many of you know, I was in the World Trade Center working for a company. I had opened an office for them on the 78th floor of Tower One of the World Trade Center, and on September 11th, I was in my office because we were going to be doing some special sales training for people, and I was there getting prepared to do all of that when the terrorists attacked the towers, and then later the Pentagon. And as you may know, a fourth aircraft was crashed in Shanksville, Pennsylvania, because people on the aircraft took it over from the terrorists or tried to anyway, so one of the things that we thought would be helpful would be for me to give you again a taste of what I actually went through and what occurred on September 11, 2001, when we started this podcast back in August of 2021, I played a speech that talked about some of what happened to me in the World Trade Center. But today we're going to do a different speech. In April of 2024, I was invited to be a speaker at the Marshfield, Missouri Cherry Blossom Festival. Now that festival is a yearly event celebrating and commemorating different events in American history. In 2024, I was invited to come and speak and talk about my experience at the World Trade Center and to help put some of that into context. I thought it would be very relevant for all of you if we played that speech for you, so that you would again get a taste of what occurred with me, why I was able to survive and escape, and a little bit about the lessons that we should learn about not only September 11th, but frankly, from my perspective, being the fact that I have been blind since I was born in 1950, I want you to learn a little bit more about blindness. So we're going to present to you now my speech delivered in April on April 27, 2024, at the Marshfield, Missouri Cherry Blossom Festival. I hope that you'll enjoy it. I hope that it will teach you some things, and don't forget that we have other episodes coming up. We have another episode occurring on the eighth of September where I'm going to be interviewed by Michelle Abraham from Amplify You. Amplify You is the company that I work with to get these podcasts out twice a week, and Michelle has her own podcast, and she's going to interview me to talk about lessons we've learned, to talk a little bit about what happened on September 11th. But we won't give anything away for what's going to happen later in this series of episodes. On September 11th, I will be talking with Bob Ellis. Bob was at the Pentagon on September 11th and literally just walked out the door just before the aircraft hit the Pentagon. We're going to talk about that and again, hopefully, put some of things in perspective for you. Then on the 15th of September, I'm going to come back on episode 475 of our podcast, and talk a little bit more in detail about the lessons that I've learned, and talk about things that I hope people will take away and remember from september 11. I know many of you weren't even born when the World Trade Center terrorist attacks occurred, and so this episode 472, especially, I hope will give you a little bit better sense of what occurred, and from my perspective, why things occurred the way they did, and and how we proceed. So I hope you'll enjoy this episode. Hope that you'll enjoy what it brings, and we will definitely be moving forward to talk about some other things later on. Speaker 1  04:24 There are moments in American history that changed the national conscience. Yesterday, we heard about the assassination of President Kennedy. Some of you might be old enough to remember the attack of Pearl Harbor, and for most recently in American history, of course, the terrorist attacks September 11th. Today, you're going to hear a riveting account, a a heroic story of a man whose story I believe will really pull at your heartstrings. And to moderate that panel today, or that interview, to do is conduct our interview. Today is Mary Acher, who's no stranger to this stage, good friend, presidential historian, and a great interviewer. If you'll put your hands together for Miss Mary, Speaker 2  05:11 I just am so honored to met Michael Hinkson and Alamo. You know by what you see that he came down on the 78th floor of the North Tower with his guide dog Brosel, but I have a friend named Doug Weed who always told me, "You don't brag on yourself; you get somebody else to brag on you. And I want to brag on Michael before we start this. Before I ask him to tell this story, Michael was a premature baby, and at the time when he was born, they put the babies in pre in a the premature babies in a incubator sealed with 100% oxygen, and the doctors didn't know that then, but it blinded the children, and Michael was blinded at birth. So Michael was very fortunate that he had parents that refused to allow him to even think about being disabled. They mainstreamed him before mainstreaming was even known, and they taught him to ride a bicycle. They let him drive a car, and later in his life, he actually piloted an airplane. Is that amazing? He loved mathematics. He loved physics. He was taught geometry. He solved math problems in his head. He's got a master's degree in physics and another-not a master's, but a regular in in teaching. So that is why he is such an amazing man. He's never ever let this what enough people call a disability stop him at all? As a matter of fact, he has been such an amazing gift to the unsighted community in in the Braille and things that technology that blind people can utilize to be online and be all kinds of of things that they wouldn't ever have been allowed to do even 50 years ago. So anyway, I'm just so honored to have met you, Michael. It's just been amazing. I'm going to take him to Lambert's tomorrow. He says I have to catch the rolls, or somebody else will catch them and they'll eat them and he won't get it. I promised him I'd catch the rolls. All right, my dear Michael, would you start telling us about that horrendous day? I am Michael Hingson  08:00 going to not do what I said I was gonna do. I'm gonna stand up, and I'm gonna be very interested to go to Lambert's to see what they do with me, since normally they would throw the rolls, as I understand it. And I'm gonna point out that doesn't really work. So now, what are you gonna do? Because if they all fall on the floor and the dog gets them, and the dog gets sick, you guys are in trouble. So I'll be interested to see exactly what happens. No, I'm sure it will work out. Mary, thank you for those those kind words. I'd like to start by defining a couple things to help us in all of this. Mary is absolutely right about what my parents did in their position, the doctors told my parents when it was discovered I was blind at about four months of age that I should be sent to a home because no blind child could ever grow up to amount to anything or contribute to society. If you think that's bad, it was worse in other parts of the world where, when children were born who were blind, were just drowned in a bucket of water. So, in a sense, it wasn't as bad. Not every child who was born premature and put in an incubator did go blind, and it's unfortunate, in a sense, that at the time that I was born. Dr. Arnold Papps at the Wilmer Eye Institute at Johns Hopkins University had discovered that, in fact, oxygen could cause blindness, and even a few minutes a day of a non-oxygen environment would drop the incidence of blindness down to zero. But medical science didn't believe him because they said, "Well, too much oxygen can't be a problem. And what Dr. Arnold Pats essentially really proved is that too much of anything can be a problem. So it is it is an issue. I finally actually some time ago got to meet Dr. Pats. Before he passed, it was it was fascinating to talk with him about that. The condition at the time when I was born was called retroenterial fibroplasia. If you want to know how to spell that, I wrote a book called Thunderdog: The Story of a Blind Man, His Guide Dog, and the Triumph of Trust at Ground Zero, which we plan to have here, but the publisher messed up, so it wasn't. But you can go buy Thunderdog anywhere, and you can learn how to spell retrolateral fibroplegia. It is now called retinopathyoprematurity. I guess that's a little easier to spell. I don't know still why they changed the name, but they did. So fine, I don't care. I am blind. I don't care. Blindness isn't the problem. I've learned from my parents and growing up and being alive now for yep 74 years, blindness isn't the problem. The problem is our perception of blindness, what we believe blind people can and can't do, as opposed to what they truly can and can't do. If you want to really see a story or something about a blind person driving a car, there is a website www.blinddriverchallenge.org. Blinddriverchallenge.org. The president of the National Federation of the Blind in October of 2001 challenged private industry and universities to create a vehicle that a blind person could drive, not an autonomous vehicle, but truly a vehicle that would transmit to the blind person the information necessary for them to drive the vehicle. What you will see at blinddriverchallenge.org is a video of a gentleman named Mark Riccobono. Too many marks. Mark Riccobono driving a vehicle independently without any assistance around the Daytona Speedway, right before the 2011 Rolex 24 race, he will go through an obstacle course. He will pass boxes that are being thrown out of a van to try to block his way. He will pass the van and a number of things like that. The reality is, what is driving? It's all about you having the information necessary for you to control your vehicle, and as far as I'm concerned, given what Mark Riccobono did, and given the reality that the information is available to us, given the way most sighted drivers drive, I'll take me any day, especially where I live in Victorville. My gosh! But the the reality is, blindness isn't the problem. I grew up believing that I went to public school. I went to college. Michael Hingson  12:26 I did get a master's degree in physics. As I love to tell people, I'm as good as Doc Brown from Back to the Future in building reactors and nuclear bombs. The only difference between me and Doc Brown is I won't go steal fissionable material from some source that might come after me later. So you know, I think I was a little smarter than Doc Brown, but the fact is, again, it's not the problem. I was also the program director of the campus radio station for a while, and I worked at the campus radio station KUCI 89.9 on your FM dial for seven years. I did a show playing old radio shows every Sunday night from six to nine. Didn't even know what 60 minutes was. I heard about it, and one day finally somebody from the show or from the the Orange County Jail called and said, "We really got a situation. We want you to know about it here at the jail. People who heard about you, they've heard about 60 minutes, and on Sunday nights we have to divide the jail in half. Half of the people go up to a television room to watch 60 Minutes, and the other half, which is the bigger half, want to hear your show playing old radio shows on Sunday nights. So you know we must be doing something right. That even at the jail, they liked us. I went to work in 1976 for the National Federation of the Blind. It's the largest organization of blind consumers in the country. I was offered a position because I was in in the science world, one of the few at the time in that world. And the president of the federation, Dr. Jernigan, told me in late 74, early 75, we got a situation. There's a guy named Ray Kurzweil. You may have heard of Ray. He's a futurist. He's an inventor. He's invented the singularity. I'm not totally sure I agree with everything that Ray says. You know, Ray once said the only problem with God is we haven't invented it yet. I don't agree with that. And the other part about it is Ray says that we're really going to all become part of the world when chips are created that will allow us to directly interact with computers. Well, we'll see. I don't want to chip in my brain yet. But Ray at that time had developed a piece of technology that would actually look at a printed page. It actually had to build it up line by line, so it wasn't like snapping a picture. But it would learn to recognize all the characters on that page, no matter what their type styles or print styles were, and it would read it out loud, called the Kurzweil Reading Machine for the Blind. Just like with blindness and retro-entral fibroblasia, the government didn't believe he could do it because nobody else had been able to do it, and so they wouldn't help fund it. He came to the federation, and the federation said, "Tell you what we're going to do." Ray, I'm not sure they said it quite that way, but tell you what we're going to do, Ray. We're going to send somebody up there with a bunch of material, and if your machine reads what we bring up, not what you want to read, if it reads what we bring up, then we're going to help you get funding. And Ray, I'm sure again it wasn't quite the way he said it, but he said, "Bring it on. They did. It did, and a relationship began that exists to this day-a machine that literally would read print out loud. And Ray wanted the first application of omnivore optical character recognition to be a machine that would read print out loud for blind people. We created a project where we purchased several machines, and then for 18 months, from 1976, in October through June of 1978, I lived in suitcases or out of suitcases in hotels, traveling around the country where we put machines at places like the New York Public Library, the Iowa Commission for the Blind, the San Francisco Public Library, and some other agencies for the blind around the country. Michael Hingson  15:59 The idea being that we wanted blind people to come and use the machine, read whatever they wanted to read, and then give us information about what needed to go into a final production model of the machine. I wrote training curriculum. I wrote the the technical manuals for teaching people how to use the machine. I taught people to use it. I observed people using it. Sometimes grabbed my old soldering gun and fix things that broke on the machines. These were $50,000, 400 pound machines. They weren't little things like an app on an iPhone today, right? So anyway, we finally wrote the final recommendations, and then Ray said, "I want to hire you to come and do the same sort of thing within the company. So I went to work for Ray, moved to Cambridge, Massachusetts. Actually, I learned I moved to Winthrop, Massachusetts, learned how to go from Winthrop to Cambridge every day, and we began a relationship. And I worked at Kurzweil Computer Products, in and that started in again October of 1978. In May of 1978, I was called into the office of the VP of Marketing, and Andrew Parson said, "We're laying you off. What? We're laying you off. Why? Oh, it's not that you're doing a bad job or anything, but unfortunately, like a lot of engineering startup companies, we've hired too many people who aren't revenue producers, and we have to have more revenue producers. And so, as important as your job is, it's not as important as making money for the company. So we have to lay you off. Then he paused and he said, "Unless you'll go into sales. Now, I'm a science guy. However, I thought about it for a micro nanosecond, and I said, "Sure, I'll go into sales. As I love to tell people, I decided I would lower my standards and go from science to sales, and did. I said I don't know anything about sales. He said we'll send you to a Dale Carnegie sales course and all that. Well, I started selling, but not the reading machine for the blind. Instead, I sold a new product they had called the Kurzweil Data Entry Machine, and unlike the reading machine for the blind that sold for $50,000, if you want one, we might be able to find one of the old machines for you for 49 995. Instead, I sold a new product called the Kurzweil Data Entry Machine, which was only $125,000. I guess they had confidence in my ability, and I was very grateful for it. The real reason that I didn't want to refuse the sales position is I knew that at that time, and it's still somewhat today, the unemployment rate among employable blind people is close to 70. That is seven 0% It's not because we can't do the work; it's because people think we won't be able to do the work and don't give us the opportunity. So the bottom line is, I lowered my standards and went from science to sales, and did that for a while. And then in 1981, while Xerox was considering and actually working toward buying the product, I was asked by Ray and the VP of Sales to move back to California, where I was from, to help integrate Kurzweil into the Xerox West Coast environment, including their research center called Palo Alto Area Research Center Park, and I did. And my thanks for that was that after the the whole sale was consummated and Xerox completely took over. I was the last salesperson in June of 1984 to receive a FedEx letter saying thank you for your service, but we don't want you anymore. Goodbye, because all Xerox wanted was the technology. They didn't want the people. Now I was confronted with the situation. How am I going to find a job? What am I going to do? 70% unemployment. and I went out and I wrote lots of cover letters, sent out lots of resumes, and I even got a headhunter who called me and said, "Love your resume. We're going to have you interview with this company up in San Jose, California. We'll send you a ticket. They sent me the ticket the night before the flight. The guy called. Back and he says, "You know, I was just looking at your resume again. I see you do a lot of things with blind people. Michael Hingson  20:04 Is there somebody in your family who's blind? You notice that? And I said, "Yeah, I'm blind. You're blind? Well, I'm going to have to call them. They're not going to want to talk to you. I said, "Nothing has changed. My resume is still the same, but you're blind. It's all changed. No, it hasn't. There were no laws to stand on. The reservation was canceled, and I didn't do the interview. Their loss. If Speaker 3  20:30 you enjoy Unstoppable Mindset and would like to help us continue bringing these conversations to you each week, we've created a way for you to support the show. Your contribution helps us cover production costs and continue sharing stories, insights, and ideas that inspire people to live with purpose and possibility. If supporting the podcast feels right for you, you'll find the link in the show notes. Thank you for being part of the Unstoppable Mindset Community. Michael Hingson  21:02 Eventually, not finding a job, I started my own company selling computer-aided design systems to architects. A blind guy selling CAD systems? Why the heck not? I didn't need to work the machine. What I needed to know was how to work the machine, so I could describe it to architects, and I could sit them down in front of a machine and talk with them and talk them through it. We also hired people to demo CAD systems, and I did that for four years. And then I went back into the workforce. And when I went back into the workforce, my wife and I were talking one day, and she said, "You know, I got this great job I just discovered in the newspaper. It's selling high-end, new, revolutionary, hot, pluggable disc technology. It's perfect for you. You should apply. And I said to my wife Karen, who I had married in 1982. By the way, Karen also had a disability. She was in a wheelchair her whole life. She reads. I push. Worked out well. I said, so do I say in my cover letter I'm blind or not? Because typically, if you say you're blind, same thing will happen with the headhunter. You won't even get a call back if you don't say you're blind. You might get a callback, but then they're going to have all their defenses go up when you show up for the interview. And she said, "You're an idiot. Wives can do that, gentlemen, and it's fine. You're an idiot. Why? What's the most important thing you always said to every salesperson you ever hired, well, I wasn't quite sure which things she was thinking of. I had several things that I always said to salespeople I hired. She said, "You always told every salesperson you ever hired turn here's the operative word perceived liabilities into assets. You ever watch those little cartoons in the newspapers and all that, where the light bulb goes on over your head. Well, that's what happened, and I went and I wrote a cover letter to send with this resume to this company. And here are the last two paragraphs of the letter. The most important thing you need to know about me is that I am blind. As a blind person, I have had to sell all my life just to be able to function and survive. I've had to sell to take my guide dog on airplanes. I didn't tell them that we had to sue one airline because they violated their own policy because they wouldn't let me go on an airplane with my guide dog. I've had to sell to convince people to let me buy a house, move into apartments, sometimes take my guide dog into grocery stores, and do anything else because I was blind, I've always had to sell. So, second paragraph: When you're hiring someone for this job, do you want to hire somebody who comes in and works for eight or 10 hours a day, and then just goes home because the job is over, or do you want to truly hire somebody who understands sales for the science and art that it is, and who sells 24 hours a day as a way of life. Sent off the letter. Waited for two weeks, wondering if I'd get a call or an email. Well, no, not an email, not back then. But in late June 19 or May 1989, I got a call. This is Doug Cooper, head of marketing for Articon. We love your letter. Would you come for an interview? And I said sure. Next day we were down there. I was hired and started on july 2, 1989. Love to start on the second of July, or actually the third of July, because then I got the next day off. It was great. So I went to work for them, and we moved from where we were living in Mission Viejo down to Vista, California. The company was in Carlsbad. I began selling to the East Coast, selling our technologies and other technologies, Sun Microsystems products, and so on. And then in 1996, the owner of the company asked me to move to New York for them because we were selling to Wall Street. Michael Hingson  24:37 Wall Street was always good at getting and demanding and getting what they demanded, and they always said, "If you are a manufacturer and you're selling products to us, we want a representative, not an agent, but we want the company in Wall Street Arena to be able to to hold responsible and deal with. So we moved to New York. And I went to work on the 23rd floor of Tower Two of the World Trade Center, and was there for about a year, and then was recruited away by another company, and it wasn't hard because Articon did not figure out how to support a branch operation. So I was recruited away, and then in 1999 I was recruited away by Quantum Corporation, and now we're getting to what Mary asked about. But I needed to give you the background. Hope it was okay. So in 1999, I was hired to open an office for Quantum Corporation on well in New York City. Quantum was a company that made products called tape libraries. They were big boxes that consisted of tape drives and lots of tape cartridges, and you would attach them to computer networks, and then you would use software like one called Veritas, which is still used today. And what you would do is you would back up all of your data over the network into these tape libraries, onto tape cartridges, and then you would take the tape cartridges out and store them off-site. Now I gotta stop and be spiteful because in New Jersey they love to say that they stored them in a town called Mountainside Under a Mountain. You ever see a mountain in northern New Jersey? I came from California where we had mountains that were eight, 910, 1000 feet tall. They didn't even have decent hills, but they still called it a mountain. That was fine, whatever. They still were able to store the tapes in safe places. But the point is that all the data was backed up off-site, which is what they needed to do. We opened the actual office on august 1, 2000. I hired a staff, and we had a staff that came in and and sold, and we also worked with resellers. And in August of 2001, our main distributor Ingram Micro said, "You know, we got a lot of resellers who are selling your products, but they don't really know how to do it. Can we hold some seminars to teach our your reseller partners, our customers, the resellers, how to sell your product? I said, "You bet. We worked it out with the folks at Quantum. David Frank, who was in charge of pricing and distribution, said he wanted to come back to be a part of the seminars, and we set up doing the seminars. The idea was that we would teach them. I would be their main point of contact since I worked and lived there. David would be the person that I or they would contact without with any pricing issues, but I would be the technical point of contact contact. Master's degree in physics helps, and so we set up the seminars. And wouldn't you know it, we set them up to be held on september 11, 2001. The evening before, or the morning of September 11th, about 12:30, Roselle, my guide dog at the time, woke me up. She was very nervous and fidgety. I knew what it was like when she was fidgety. It was usually because it was a thunderstorm. She didn't like thunder, and we went down to my office. And of course, a thunderstorm did happen, and the storm literally came right over our house. I've never been in an environment where bombs went off around me, but I got to say that in this case, the thunder claps were, as I said, literally right over us, and it had to be like what a bomb sounds like going off. Anyway, it went on till about two, and then we went back up and got a couple more hours of sleep, three more hours of sleep. I got up. We went in and got to the office at about 7:40 in the morning on September 11th. As I came to the door, somebody came up with a cart. It turns out it was a guy from the Port Authority cafeteria. Michael Hingson  28:33 We were going to be providing breakfast and snacks for the first and second seminarians. We had seminars going all day, so we went in. I showed him where I wanted to set up everything in the conference room. I went in, got my laptop computer out of my backpack briefcase. I got my PowerPoint projector, and I went into the conference room and set everything up because I was going to be doing a PowerPoint show that day to give people all the information they needed about the ATLP 3000, the ATLP 1000, and so on. Yes, blind people can do PowerPoint, folks. It's not magic. You sighted bigots. So I had a script, and my wife and I had created the script, and I'd used it many times. The script was in Braille. I knew what was on every slide. We put a couple of things in addition on the script. We put all the wording from the slides on the script, and we also put on the script descriptions of the pictures, as well as where the picture would show up on the screen. So I would, for example, when we showed this to other customers around the city, I'd blow their minds because I would be doing the presentation. My sales guys loved it when I went out and did PowerPoint presentations because I could just point over my shoulder. On the left side of your screen, you'll see the ATLP 3000 with 16 cartridge, 16 drives, 326. Cartridges, and you see the label that says Prism Technology. We could hook five of them together. On the right side of your screen, you'll see the ATLP 1000, which was a single unit with 30 cartridges and one tape drive. And people would come up to me afterwards, and they say, "You know, we're ticked at you. I go, "Why? Well, first of all, your presentation was not boring, which usually they are. But second of all, you never turned and looked at the screen. You kept looking at us, even though you were pointing right to where everything was with your laser pointer. We didn't dare fall asleep. We forgot you were blind. And my response was, "You don't get it. My dog was down here taking notes. If you'd fallen asleep, we would have got you anyway. But that was what it was about. My responsibility was to be the leader of that office, and I had to do what anyone else would do. One of the main things that I did was spend hours, days walking around the World Trade Center, learning what the kiosks were in the shopping mall on the first floor, learning where different offices were, consulting with the Port Authority police and the fire prevention people learning what to do in case of an emergency because sometimes I might be in the office all by my little self. There would be nobody else around. I didn't want my staff in the office. I wanted them out selling and working and supporting customers. Not being in the office, of course, they did usually come in at least once a week. And and so I learned never watched The Sopranos, but I got to tell you, I learned more about the Sopranos from all the Italian Americans on my staff who talked about the Sopranos constantly. Bada bing, bada boom, and I learned a whole lot about Tony Soprano without ever watching the show. But the point is that I needed to know all that stuff. I needed to know where the restaurants were. Customers come into the office. Oh, you want to go out to lunch? What kind of food do you want? There's a great deli downstairs called Fine and Shapiro. Let me take you there. How would it have looked if I didn't know how to do that, and I had to say to someone, "You're going to have to let me take your arm and lead me there because I don't know how to get there, and two hours later we're supposed to be negotiating multi-million dollar contracts? No, I needed to know it. I didn't have the luxury, and I don't regard it as a luxury. I regard it as a disability of reading signs. I needed to know all of that stuff. What I didn't realize is that was creating a mindset in me, which I'll talk about in a moment. Michael Hingson  32:15 Anyway, got all the laptop projectors and everything set up. The only thing I knew I didn't know how to do extremely well is to get it exactly aimed right, but about 8o'clock, David Frank came in and I said, "Say, David, this is all set up, but let's aim the projector just exactly where you want it on the screen. And we did have to turn it just a little bit, but not too much. But anyway, at 845, I was in my office and David was with me. We were creating a final list of all the people who were going to be attending the seminars, because the Port Authority police, the security people, needed to know who was coming. There were two ways you could get into the building: either we faxed on letterhead a list of people who were coming on any given day, and then the people coming in would show their photo IDs, and it would be verified against the list. And if they were allowed in, then they would be given a badge that they would put over their neck, and they would carry that, and they could scan barcode and go into the appropriate elevator to come onto our floor, or they'd have to call us every time somebody came in. And I didn't want a lot of phone calls coming in, so we were faxing the list. I was reaching for Letterhead to fax to to print the list on Letterhead when suddenly I heard and felt kind of a muffled thump and a vibration. And then literally, if you any blind people in the room, well, I'll do it anyway. I'm holding up my hand, and what happened was that literally, as I'm now tipping my hand toward you, the building began to tip. We probably moved about 20 feet. The building kept tipping and tipping. David and I said together, "What's going on? I don't know. What's going on? What do you think? Was it an explosion? I said. David said, "Didn't sound like it. Is it an earthquake? David was from New York, and now he's living in California. He didn't know about earthquakes. I said, "No, the building wasn't shaking around. It was going in one direction. And finally, and I went over and I stood in the doorway between my office and the the outside lobby of our our offices, and I stood there. Roselle was asleep under my desk. David was just on the other side of my desk, holding it near our windows, looking out over Manhattan, the south side of Manhattan. And finally, David and I both said goodbye to each other because we thought we had moved so far that the building was going to take a 78 floor plunge to the street. And then the building slowed down, and it stopped, and it moved back. As soon as it got vertical, I started walking back into the office. I met Roselle coming around from under my desk. I took her leash. I said "heel, which meant to come around behind me to sit and lie down, which is what I would normally have Alamo do, but he's comfortable, so we'll just leave him there. Roselle sat down, and about that time. The building dropped straight down about six feet. Why did it drop down? Because tall buildings like that literally are springs. They're made to flex in windstorms and other things like that. An Empire, an airplane hit the Empire State Building in the 1940s because it got lost in a fog bank. Tall buildings are flexible. They have expansion joints, and when the building was hit, the expansion joints took up all of the the things that were going on. And then when the building got straight again, the expansion joints dropped back down to their normal configuration. I knew that because I had talked to people about stuff like that. I'd forgotten it until later, but I knew it. What I hadn't realized is that what was happening when I was learning so much stuff was that a mindset was being developed in me that said, "You know what to do in an emergency. And as soon as the building dropped, David turned and looked out the window and started shouting, "Oh my God, Mike! There's fire and smoke over us! There were millions of pieces of burning paper falling outside the windows. Michael Hingson  35:59 We got to get out of here right now! Slow down, David. No, we got to get out of here. The building's on fire. I could hear things rushing and brushing outside our windows, and now I knew what they were. David told me millions of pieces of burning paper, right? And I didn't smell any smoke. Roselle wasn't doing anything to indicate any concern, and David kept saying, "We got to get out of here. The building's on fire. And I kept saying, "Slow down. Our guests began to scream. We had like five or six who were in our conference room. Early arrivals. They started coming out, but then they heard me say, "Slow down, stop, David. Just wait. And they waited to see what was going to happen. And finally, David used the big line: "You don't understand. You can't see Speaker 4  36:37 it. The Michael Hingson  36:38 problem wasn't what I wasn't seeing, the problem was what David wasn't seeing-a dog sitting next to me, wagging her tail, yawning, going, "Who the heck woke me up? I was comfy, not giving any indication of fear. And I eventually got David to focus, and I said, "David, get our guests to the stairs. Don't let them take the elevators, because I knew if there's fire, especially because if there's fire, the elevators could become fire traps. The fire could get into the elevator shafts, which it did, and anybody in the cars would be burned. David left with our guests, got them to the stairs. Meanwhile, I called Karen and told her that there had been an explosion or something. We had no clue. There was no way to know. I love it. Reporters, even today, and other people say, "Well, of course you didn't know you couldn't see it. Excuse me, you numbskulls. The last time I checked, Superman and X-ray vision were fiction, and the airplane hit 18 floors above us on the other side of the building. No one knew. All the way down the stairs, we didn't know because no one saw it. No one knew. Anyway, I called and told Karen she wanted to know more. I said, "I don't know anything else. I've got to go because we're not staying here. We knew instantly that we had to leave, but we got our guests out. Then David came back. We swept the offices one last time. Went to the stairs and we started down. If I knew it was the last time I was going to be in the building, I would have taken a couple of things that I didn't take. Like I had a really neat talking scientific calculator that I couldn't replace. And if I had known that I wasn't coming back, I would have taken it. It would have been a little heavier, but I would have taken it anyway. We started down the stairs. There were other people, of course, on the stairs. We got down about four floors, and I was smelling an odor. I couldn't quite figure it out, and suddenly I realized I'm smelling the fumes from burning jet fuel. I traveled 100,000 miles a year for my company. I knew what the odor of jet fuel was like. I knew the kerosene smell, but it took a while to associate it with the World Trade Center because no one would have ever thought you would have smelled it there. When I realized what it was, I observed to the other people around me on the stairs, "I'm smelling the fumes from burning jet fuel. And they said, "Yeah, you're right. That's what it is. We must have been hit by an airplane. You understand? Nobody knew. We must have been hit because of what we're smelling, so we all accepted that that was what was going on, but we had no clue. We continued down the stairs, about 10 floors down. At one point, a woman stopped right behind me, and she said, "I can't go on. I can't breathe. We're not going to make it out. And I stopped and turned around and said, "Sure, we are. Come on, this is my guide dog Roselle. He's guiding me, and and she'll encourage you. Roselle gave her kisses, and this lady gave Roselle a few pets, and so on. And other people surrounded her, and we had a group hug, and the lady was able to keep going. A few burn victims passed us on the stairs as we went down. At about the 50th floor, David, who had gotten a little quiet. Suddenly said, "Mike, we're going to die. We're not going to make it out of here. Now you heard that I have a teaching credential. What you don't know, and teachers won't generally acknowledge it, but I'm going to tell you anyway. There's a secret class we take called Voice 101: How to Yell at Students. Didn't know that, did you? And anyway, as soon as David. Said Mike, "We're going to die. We're not going to make it out of here. I just said as sharply and with a snap into my voice that I could, "Stop it, David! If Rosella and I can go down these stairs, so can you. And David told me later that that brought him out of his funk. Michael Hingson  40:12 What he then said is, "I got to keep my mind off this. I want to walk a floor below you and shout up to you what I see on the stairs. Is that okay? And I said, sure. Did I really need him to do that? No. Did it matter? No, but it did to David. However, what I came to realize over time was, David doing that was one of the most important things that I experienced on that day. So I'm going down the stairs. I get to floor 49. David, I'm on the 48th floor. All's clear here, Mike. Going on down. I get to 48 floor, 47. We keep going down. Finally, I get to the 45th floor, David. I'm on the 44th floor. This is where the Port Authority cafeteria is. Not stopping. So David was obviously doing better, and he kept going down. Why do I say what I did about David and doing that? Because David became a focal point for anyone within the sound of his voice who could hear him say, "43rd floor, all's clear, everything is good. He had to have helped 1000s of people stay focused and not panic going down the stairs, and I think that was so cool that he did that all the way down 42nd floor, all good. We kept going down the stairs. We met firefighters on the 30th floor. They wanted to escort me down, and I finally convinced them that I was capable of going down without them. And I did it by playing the sight card. I said, "Look, my friend David is here. He can see we're good, and the firefighters let us go. I didn't want them to escort me. First of all, they don't know how to work with a blind guy and do sighted guide. But second of all, I didn't want to break up their team because I knew that each of those people were carrying the equipment that they had to use to fight the fire. You couldn't store it somewhere. Where would you store it? Oh, the 34th floor. And what happens if a fire broke out on the 33rd floor, you couldn't get to it. You had to carry the equipment, so we kept going down the stairs. Finally, got to the first floor. David got there, and I was at floor two. And he said, "Hey, there are water sprinklers running. You're going to have to run through a waterfall or a down torrent of water to get out of the stairwell. Why was there all that water? Because it wanted to keep fire either in or out of the stairs, if fire was around. David ran through. Then I got to the bottom. Roselle stood there, and I picked up her harness and said, "Rosel, forward, hop up, which is a command to speed up. We went through this torrential downpour. It was a waterfall, and we came out the other side, soaking. David was there, and there were voices. Hey, don't go outside! No, no, don't go that way. Go this way. A PA system, a guy on a bullhorn. No, no, no! Don't go outside. Don't go to the outside. Go this way. What we didn't know is, if they had let people go out, they might have been right below where people were jumping. And so that was one of the reasons they didn't want anyone out. They wanted people to go through the complex and get out at the far side, as far away from where everything was occurring that they could. This guy comes up to us and he goes, "I'm with the FBI. I'll get you where you need to go. And of course, I'm sitting there with my warped sense of humor, going, "I'm sorry, I only talked to McGarrett, and I didn't do it. I'm innocent. I just thought that I didn't say any of it out loud. Anyway, he got us through out to the outside of Tower One. We passed now the empty Ben and Jerry's ice cream kiosk that was there. Darn didn't get a chance for a scoop. Kept going. Finally, went up an escalator and got outside into the sunshine outside of Tower. Well, of the whole complex, as far away from the towers as we could be, we got outside. Michael Hingson  43:44 We were told to leave the area, but David looked around and he said, "Mike, I see fire in Tower Two. And I said, "What are you talking about? There's fire in Tower Two, really? What's that all about? We didn't feel a thing going down. We were in our own little cocoon, our own little cave. We had no clue. Anyway, we were told to leave, so we went to Broadway. We walked across the plaza to Broadway, turn left, going now north on Broadway. There was a building on my left. Broadway was on my right. We crossed several streets, crossed Fulton Street, finally got to Vetsy Street. David said, "I want to stop because I can see the fire in Tower Two really clearly from here, I want to take some pictures, and I said, "Great, I'll try to call my wife. I got out my phone. David was taking pictures, which I have today. I tried to call Karen. I couldn't get through. Later, of course, we learned that people were saying goodbye to loved ones, and that was why the circuits were busy. I had just put my phone away, and a police officer, and while David was putting his camera away, and a police officer yelled out of here! It's coming down now. We heard this rumble that became this deafening roar. I describe it as kind of a combination of a freight train and a waterfall. You could hear glass breaking and tinkling, and metal crashing down, and then this white noise sound as Tower Two, 100 yards away from. Pancake down. Everyone turned and ran. David ran. He was gone. I literally lifted Roselle by the harness, turned her 180 degrees, and started running back the way we came. And the first thing I remember saying in my mind was, "God, I cannot believe that you got us out of a building just to have it fall on us. And as soon as I thought that, I heard in my head as clearly as you hear me now, a voice that said, "Don't worry about what you can't control. Focus on running with Roselle, and the rest will take care of itself. Who is God? Absolutely no question. Don't worry about what you can't control. Focus on running with Roselle, and the rest will take care of itself. And so I also had this incredible sense of peace and calm that came over me. That said, you're okay if you work together. We kept running. We got back to Fulton Street, turned right on Fulton Street, and ran about 25 yards. And suddenly we caught up to David, who had apparently gone the same way. And David suddenly realized that he had left us behind and he was going to come back, but we caught up to him first, and he apologized. I said, "David, don't worry about it. Let's just keep going. The building's coming down, you know. And we both just started to run with Roselle, and suddenly we were engulfed in all the dirt and debris and the dust cloud from Tower Two. It was so thick that David said he couldn't see his hand six inches in front of his face, and all I can tell you is that every breath I took, I felt dirt and debris and junk going down my throat into my stomach, and we knew we had to get out of that. So I started telling Roselle, "Go right, right. There was a building on our right side, and I wanted her to find the nearest opening if she could even hear me, see my hand signals, or whatever. And I was also listening for openings. Yes, I can hear when I pass an opening, and I and I can tell it's there and deal with it accordingly. Like during a time when you're running away from a collapsing building, run into it. Suddenly, I heard an opening on the right, and Roselle must have known what I wanted. She must have been able to see my hand signals or something because she turned right, she took one step, she stopped, and she would not move. Come on, Roselle, keep going. She wouldn't move. Come on, Roselle. Nope, wouldn't do it. And I realized, focus on running with Roselle, and the rest will take care of itself. So I stuck out a foot. Michael Hingson  47:13 I trailed a hand along a wall, and realized that we were at the top of a flight of stairs. Roselle had done exactly what she was supposed to do, and I knew what I was supposed to do if I wanted to get her to move. But before I did that, I gave her a big hug, good girl, and then I said, "Roselle, forward! That's the command. And we went down the stairs into an arcade area that was the entrance to the Fulton Street subway station. There were a few other people down there. Then a guy came up from the subway system and saw about eight or nine of us there. He introduced himself as Lou, an employee of the subway system, and he took us down to an employee locker room where we could sit down and and kind of hack and cough and get the dust out of our lungs. There was a water fountain and there were fans. We were there about 10 minutes. Then a police officer came, and he said, "You got to get out of here right now. The air's clear up above. You can't stay here. And so we followed him. Of course, he probably had already been told that Tower One was going to collapse. the The officials knew that each building was going to collapse probably about a half hour before it actually did. At least that was their presumption, and that's what I've been told. Anyway, we followed him back up the stairs, through the arcade, up the last two flights of stairs. We got outside. David looked around and he goes, "Oh my God, Mike, there's no Tower Two anymore. And I said, "What do you see? And he said, "All I see are pillars of smoke, hundreds of feet tall. We stood there for a moment, and then we just turned, and we kept walking. Now west on Fulton Street, we walked about 10 minutes, and we were in this little plaza area when we heard that freight train waterfall sound again, and we knew it must be our tower collapsing. We saw a little retaining wall David did, and we got behind it and ducked down, and we waited until everything stopped, and then we stood back up. And David looked around and he said, "Oh my God, Mike, there's no World Trade Center anymore. And I said, "What do you see? And he said, "I just see fingers of fire and flame, hundreds of feet tall. We see, I see pillars of smoke. It's gone. Are you sure? Yeah, it's gone. It's not there. We stood there a moment, then I tried to call my wife Karen again. That was kind of my first thought. I need to tell her we're okay. This time I did get through because clearly the circuits were were free. And after some tears on both sides of the phone, she is the one who told us how two aircraft had deliberately been hijacked and crashed into the towers, one into the Pentagon, and a fourth at that time was still missing over Pennsylvania. Who would have thought? We spent the rest of that day getting up toward Midtown Manhattan, and eventually I got to Penn Station, learned that the trains were running, and went back. Out to New Jersey, David wanted to go back up to be with his sister, who he who he was staying with. She lived on the Upper East Side, so I got on trains and I went back over toward New Jersey. I called Karen and told her what was going on, and a friend of ours, a friend that Karen had known since high school out in California, Tom Painter, was also living in New Jersey, he had come down to be with her, not even knowing at the time whether I was in the World Trade Center or working from home that day or whatever. But he drove her to the station in our accessible van, and as I came off the train, I heard the van show up. I went downstairs, climbed and went up the ramp into the van, and got to hug Karen about 7o'clock that night, for the first time since leaving home, we got home. Tom drove us home. We all went inside. I was going to take Roselle outside because she hadn't been out since like five that morning. Michael Hingson  50:53 Well, I take that back about six that morning, and I took her harness off. But before I could do anything else, she was off like a shot. She went to her toy box, found her favorite tug bone, and started playing tug of war with my retired guide dog Linny. Why? Because it was over for her. And I talked to the guide dog people later, and I said, "Will any of this affect her? And they said, "Was she threatened? Did anything hit her or injure her in any way, and I said no. They said then no. It was over for her because dogs don't do what if. It was over. It was done. She was fine. Lesson to be learned. Lesson you will learn more about if you buy our new book, Live Like a Guide Dog: True Stories from a Blind Man and His Guide his dogs about being brave, overcoming adversity, and walking in faith. That that book is available for pre-order, and I've been signing bookmarks all day. I still even have a few with me. But the point is, you can pre-order it, and and it's about something that I learned later. I thought about during the pandemic. I've talked a lot about escaping and not being afraid because I developed a mindset that said you know what to do, but what I've not done is to teach others how they can learn to recognize that fear is not something that needs to blind or overwhelm you. You can use fear as a very powerful tool to guide you and steer you in the right direction if you know how to control it, and live like a guide dog is all about that. So I hope that you'll all get that when it comes out in August. But again, you can pre-order it now if you go to michaelhinkston.com. There's a link there where you can go to a web page to get information and to go to a link where you can pre-order it. And like I said, I have some bookmarked with a QR code on it, and and I'm and I yes I am plugging the book, but I'm also saying, look, folks, the bottom line is we operate in so many ways with misconceptions about things. I've talked about blindness. Anybody could have been in the World Trade Center, and and a lot of people were. The reality is, though, if you learn what to do and how to prepare for situations in general, when it becomes something specific, you'll know what to do. People have asked a number of times, "Well, wasn't your guide dog trained to operate in an emergency like the World Trade Center? How are we going to do that? No, the dog isn't trained to do that. The guide dog's job is not to lead. Guide dogs do not lead blind people. Guide dogs' jobs are to make sure that we walk safe. It's my job to know where to go and how to get there to give the dog direction. The dog depends and relies on me to give it direction. The dog's job, as I said, is to make sure we walk safely. It's a team effort. We each have a job to do, and we develop a trusting relationship when we learn to trust each other and respect the job the other member of the team is doing, which is what it's all about. Which is what happens on any team, trust is all around us. Trust is under attack in so many ways from our politicians, and in so many ways. But the reality is, trust is all around us. I think we all trust that the roof isn't going to fall in on the church. I think that we trust that the PA system is going to continue to work, and so on. Trust is all around us. The difference between dogs and people is that dogs, while they do love unconditionally, do not trust unconditionally. But dogs are open to trust unless some incredibly traumatic thing has happened to them where they lose that ability. But dogs are open to trust, dogs want humans to give them direction to establish rules, and all too often with our pets and so on, we don't do that. We don't really develop the relationship that we should and can with them. Michael Hingson  54:54 If we would, we would have so much stronger bond and relationships with them. It would be. Amazing for for all of us, but the bottom line is that's the relationship that I get with each guide dog. That's the relationship I have with Alamo. He trusts that I am going to feed him before too awfully long. He trusts that you guys are going to buy books, so he'll have kibbles for me to feed him. Just saying, but but seriously, the the trust has to be earned with a dog or with people or whatever, and if you find that you you discover you can't trust someone, don't wish them ill will, forgive them and move on. So you don't trust them, but you know what you have, and you go off and make new friends and learn other trusting relationships that you can develop. Focus on running with Roselle; the rest will take care of itself. The reality is, we worry so much about so many things. We are always doing what if we create most of the fears that we face in our lives, and we Don't need to do that. If we would focus on just the things that we have some control over and leave the rest alone, well, we might want to be aware of them, but we don't have to worry about them. We don't have control over them. Trust and deal with the things that you have to deal with, and let the rest take care of itself. And that was what I learned on September 11th, listening to the voice of God, absolutely, and that is something that I pass on to all of you, and I think that's the most important thing that I can leave you with. Hi again, everyone. This is Mike Hingson. I hope that you found that speech to be helpful and relevant and interesting. I hope that you learn some things from it. From a personal standpoint, I hope that you learn that blindness isn't really the big problem that I face. The challenge that I face really comes from the fact that people who have eyesight tend to believe that blind people are not capable of doing much because they can't see. Wrong thing to believe. I'm not going to spend a lot of time on that because we did it during the speech, but I just wanted to thank you for being here today, for listening and watching this episode. I hope that you will also tune in for our episode on Tuesday, where I'm in conversation with Michelle Abraham on next Friday, the 11th of September, that you will tune in to hear the conversation with Bob Ellis, and then episode 475, which will occur on the 15th of September, where we will talk about lessons to be learned and and give you some things to hopefully take away that maybe you haven't thought about. Thanks very much for being here with us. I really very much appreciate all of your support. If any of you have any questions or want to reach out to me, you are welcome to do so. Please feel free to email me at speaker@michaelhinkson.com. That's s p e a k e r at m i c h a e l h i n g s o n.com speaker@michaelhingson.com hope to hear from you and as you gather I do speak I continue to speak publicly I've been a keynote speaker since September 11 if anybody knows of anyone that needs a keynote speaker or you can use us in events that you have please reach out to me at speaker@michaelhingson.com let's talk about it. Let's see how we can help. I'm always looking for ways to inspire, but also to teach and help. And I'd like to be part of your world in that regard. Thanks again for being here. Thanks for listening, and come back next time for another episode of Unstoppable Mindset.

Dale Carnegie would not approve.

In today's episode, I sit down with Joe Hart, President and CEO of Dale Carnegie and coauthor of Take Command, to discuss intentionality, relationships, resilience, and transformational leadership. Joe explains why taking command begins with creating space to consider what we want, what is working, and what needs to change. We talk about strengthening relationships by accepting responsibility for our role, listening with genuine interest, and seeing situations from another person's perspective. Joe also shares how controlling our thoughts helped Dale Carnegie navigate the pandemic, why confidence unlocks new capabilities, and how effective leaders help others recognize and achieve possibilities they could not yet see.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

What do you do on the morning when there are no good moves left?In March 2001, Ben Horowitz took Loudcloud public in the middle of the dot-com collapse. The bankers cut the price from ten dollars a share to six in the week of the offering. The day before the deal, Yahoo announced its chief executive was stepping down. Neither of the two banks that took the company public offered the traditional closing dinner. On the plane home, Horowitz turned to his director of finance and said they had done it. The reply was that the company was still in very serious trouble.He was right. What followed was a share price of thirty-five cents, three rounds of layoffs, four hundred people gone, and business magazines running cover stories on the collapse.Six years later the same company sold to Hewlett-Packard for 1.6 billion dollars.The distance between those two moments is The Hard Thing About Hard Things, and it is the rare book about building companies written from inside repeated near-death rather than reconstructed afterwards from the winner's chair.[AFFILIATE LINK TO THE BOOK]Horowitz opens by attacking the genre he is writing in. Most management books offer a recipe. He argues that the situations which decide a company have no recipe, and that hunting for one is itself the failure. He then organises the book around that claim, putting the endgame material first, and explains the choice by quoting the first principle of the Bushido: keep death in mind at all times.Part one of this review covers the three lessons that belong together.The Struggle. Horowitz names the psychological state every founder recognises and almost nobody describes out loud, and then refuses to sell a way out of it. What he offers instead is a set of survival habits and one instruction: find the move.CEOs should tell it like it is. Shielding a team from bad news feels like leadership and works like sabotage. Trust is communication bandwidth. A brain cannot solve a problem it does not know about. And a healthy culture is one where bad news travels faster than good news.Lay people off yourself. The hardest act in the book, executed as a written procedure rather than improvised on the day. Why the manager has to do it rather than HR, why a layoff and a performance firing are two different acts that companies constantly blur, and why the message is always for the people who stay.Along the way: what Jensen Huang at Nvidia and Roland Busch at Siemens have in common, why Dale Carnegie's most famous principle has aged into something he never intended, and where Reed Hastings and Ben Horowitz disagree about what you owe the person you are letting go.This is a practical review for founders, CEOs, board members, investors and senior executives who build or finance hard companies, particularly in deep tech and life sciences, where the conditions Horowitz calls wartime are the default rather than the exception.Part two covers the remaining four lessons: wartime and peacetime leadership, the two halves of the chief executive's job and the half where founders reliably come apart, why the impressive executive you hire out of a large company so often produces nothing, and the rule about raising money that changes what a rejection means.Chapters(00:00) Introduction: The Least Celebratory IPO in History (02:26) The Big Idea: Keep Death in Mind at All Times (04:16) Who Is Ben Horowitz, and Why Trust Him (08:55) Lesson 1: The Struggle, and Why No Formula Exists (20:37) Lesson 2: CEOs Should Tell It Like It Is, and Why Trust Is Bandwidth (32:26) Lesson 3: Lay People Off Yourself, Because the Message Is for the People Who Stay (45:21) What Comes in Part TwoSend us Fan Mail Join Christian Soschner for expert coaching. 50% Off - With 35+ years in deep tech, startups/scaleups, and public companies, Christian offers power video sessions. Elevate strategy, execution, and leadership. Book Now.Support the showJoin the Podcast Newsletter: Link

Are you ready to meet the male version of me? In this episode of the Direct Selling Accelerator Podcast, I sit down with social media coach, keynote speaker, and author Brian Fryer - whose journey took him from professional baseball with the San Diego Padres to becoming a mentor and educator in social media and personal branding.After a back injury, Brian found himself in Direct Selling, where a mentor helped him rebuild his confidence and discover his passion for helping people build their personal brands and communicate with purpose online.We also discuss:Creating content with intentionWhy you don't need to be an expert to share what you knowReels, social media strategy, and getting unstuckBecoming a better communicator, not just a better posterBrian shares some seriously good advice throughout this conversation, but there's one mindset shift in particular that might make you rethink the way you approach content altogether.So grab a cuppa and join us on the podcast! WE'LL BE TALKING ABOUT:➡ [06:30 From Baseball to Network Marketing➡ [11:30 Building a Business on Social Media➡ [13:00 Build YOU, Not the Company➡ [17:30 How to Become Magnetic Online➡ [20:15 The Post That Generated 200 Customers➡ [35:00 Stop Trying to Be an Influencer➡ [37:30 The GNC Method➡ [42:30 Simple Reels That Work➡ [47:00 Reset & Remember Your WhyABOUT OUR GUEST: From professional baseball player to online business mentor, Coach Fryer has helped impact tens of thousands of network marketers businesses around the world.Through his membership, masterminds and personal mentorship, Coach Fryer is passionate about meeting people where they're at and helping them to start dreaming BIGGER. He's known for taking the most challenging obstacles his clients are facing of building an online business and making them SIMPLE. With his degree in psychology, and being a former professional athlete, he knows how to mentally get the most out of his clients so they can make the biggest impact possible. Coach Fryer is the founder of the Social Impacter movement, an International speaker, 2X best-selling author, and was featured as one of the Top-16 Social Media influencers in all of network marketing!RESOURCES: Brian's Book Recommendation: How to Win Friends and Influence People by Dale Carnegie: https://tinyurl.com/3hya5aa9 Brian's Favourite Quote: “Become the person you want to attract.” — UnknownLooking for more? Head to our earlier episode or check out:Show Up Anyway by Sam Hind: https://a.co/d/8rk0QthFree Facebook community: https://www.facebook.com/groups/socialmediafordirectsellerswithgregandsam/CONNECT WITH BRIAN:➡ Facebook https://www.facebook.com/brian.fryer.5/➡ Website https://www.coachfryer.com/➡ Instagram: https://www.instagram.com/coach_fryer/CONNECT WITH US:➡ Visit our website: https://www.auxano.global/➡ Subscribe to YouTube: https://www.youtube.com/c/DirectSellingAccelerator➡ Follow us on Instagram: https://www.instagram.com/auxanomarketing/➡ Sam Hind's Instagram: https://instagram.com/samhinddigitalcoach➡ Follow us on Facebook: https://facebook.com/auxanomarketing ➡ Email us: community_manager@auxano.globalIf you have any podcast suggestions or things you'd like to learn about specifically, please send us an email at the address above. And if you liked this episode, please don't forget to subscribe, tune in, and share this podcast.Are you ready to join the Auxano Family to get live weekly training, support and the latest proven posting strategies to get leads and sales right now - find out more here: https://go.auxano.global/welcome

About the Guest Cybele Negris is the CEO and Co-Founder of Webnames.ca, Canada's original dot-CA registrar and a provider of hundreds of domain extensions, web hosting, email, security products, and other online solutions. A serial entrepreneur, seasoned board member, speaker, mentor, and columnist, she has grown Webnames into a multi-million-dollar company serving some of the country's largest corporations, governments, law firms, and global Fortune 500 brands. A Hall of Fame inductee of Canada's Top 100 Most Powerful Women and a nine-time winner of the PROFIT W100, Cybele serves as Vice-Chair of the Board of the Royal Canadian Mint and sits on the boards of BCAA and AGF Management, among many others. She is a columnist for Business in Vancouver, a sought-after speaker at events including TEDx, and a passionate mentor. She is also a second-generation Dale Carnegie graduate, part of a family legacy that now spans three generations of graduates. What You Will Learn Why “feeling the fear and doing it anyway” is the key to growth How to recognize and move past imposter syndrome Why authentic, vulnerable leadership builds deeper connection How empowering smart people, rather than commanding them, creates stronger teams The power of mentorship, for both the mentor and the mentee How to turn adversity into a competitive advantage Join us for this episode of the Take Command Podcast as Cybele Negris shares how courage, authenticity, and humility can transform the way we lead and live. Whether you are building a business, wrestling with your own self-doubt, or learning to step outside your comfort zone, this conversation offers honest, practical lessons for leading with resilience in an ever-changing world. 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.

There was a time when a very young Stan Hustad climbed onto the kitchen counter and peered behind the family radio. His mother asked what he was doing. He was looking for the people in the radio. He could hear their voices. Surely they had to be in there somewhere. Decades later, Hustad became one of them. That childhood story opens this edition of Inconvenient Ideas, but the program is not really about nostalgia. It is about the future - and an inconvenient proposition: In an AI world, perhaps more people need to learn how to be "radio people." Not necessarily professional broadcasters, but people who can tell a story, communicate an idea, speak into a microphone, look into a camera, create an audience and make themselves heard. RADIO'S SECRET WEAPON Hustad's fascination with radio began in childhood, grew through shortwave and amateur radio, and eventually helped change his career. After more than a decade as a teacher, he went to broadcasting school at night and began a journey through international radio, television, the BBC and podcasting. That experience produced a useful career lesson: when considering a major change, investigate your early loves. Childhood curiosity sometimes leaves clues. Radio also has a secret weapon: the human voice. Hearing a story brings tone, timing, emotion, humor and personality into the message. Technology changes. The human hunger for stories does not. RADIO DIDN'T DISAPPEAR - IT MULTIPLIED Radio became television. Television became digital. Digital became mobile. Today the device in your pocket streams audio and video, records programs and can broadcast to a global audience. Now AI is beginning another transformation. For generations, ambitious people were told to learn public speaking. Dale Carnegie and Toastmasters understood that communication mattered. Hustad believes the assignment has expanded. Today we need to communicate through media - in front of the camera and behind the microphone. CREATE YOUR OWN PERSONAL ECONOMY AI is changing careers, businesses and the value of many traditional skills. Education still matters, but perhaps it should prepare people not only to ask, "How do I get a job?" but also: How do I create value? How do I build something? How do I communicate what I know? How do I build an audience? How do I create my own opportunities? And perhaps most importantly: How do I create my own personal economy? That is why Hustad argues that entrepreneurship and modern communication should become basic educational skills. DON'T JUST LEARN TO SCROLL A physician communicates. A teacher communicates. An entrepreneur communicates. So do salespeople, pastors, consultants, coaches and business owners. Increasingly they do it through microphones, cameras, podcasts, videos and digital presentations. The question is no longer simply, "Should I start a podcast?" The better question is: "Am I capable of communicating effectively in a media-driven world?" Hustad's challenge is direct: Don't merely watch. Produce. Don't merely scroll. Speak. Don't merely follow audiences. Learn how audiences are built. Don't merely consume ideas. Develop ideas worth communicating. Good broadcasting is a craft. So are interviewing, storytelling and listening. THINGS TO KNOW, LEARN AND DO Know that radio is now much bigger than traditional radio. Communication is increasingly an economic skill, story remains powerful, and AI may make distinctly human communication more valuable rather than less. Learn to tell a good story, speak clearly, interview and listen, understand microphones and cameras, use AI as an assistant rather than a substitute, and make your message memorable. Then practice. Record a three-minute story. Turn on your phone camera and explain one idea you know well. Interview someone. Listen back. Notice your voice, pace and clarity. Then do it again. The objective is not becoming famous. The objective is becoming communicatively capable. ONE FINAL INCONVENIENT IDEA Perhaps the little boy looking behind the kitchen radio was asking a better question than anyone realized: Where are the people in the radio? Today they're everywhere - on podcasts, YouTube, Zoom and whatever comes next. They're teaching, building companies, telling stories, creating audiences, using AI and building their own personal economies. So perhaps National Radio Day should not merely remember radio's past. Perhaps it should be a day to think about your future. The next important voice coming through the radio, podcast, smartphone, computer or television might need to be yours. The people are still in the radio. Perhaps it's time to join them. INCONVENIENT IDEAS & UNCOMFORTABLE CONVERSATIONS Ideas that may rattle us, shake us up and make us think - and perhaps help us make our mark in life and business.

Dale Carnegie - author of How to Win Friends and Influence People - taught us that the sound of a person's name is, to that person, the most important and most beautiful sound they will ever hear. Our names are our identities, and when we recognize a person through their name, we honor a major piece of who they truly are. 

Many organisations say they need better leadership, but what they often have is a collection of very busy managers. Managers are expected to control costs, meet deadlines, maintain quality, solve problems and keep increasingly complex processes moving. Then, without providing much leadership training, companies complain that these same people are not developing their staff, communicating the strategy or inspiring stronger performance. Management and leadership overlap, but they are not the same job. Organisations need people who can manage the processes, interpret the strategy and develop the people. What is the difference between a manager and a leader? Managers make sure the work gets done correctly, while leaders make sure people understand where the organisation is going and want to contribute to getting it there. Managers naturally concentrate on processes, budgets, deadlines and quality. Modern work involves multiple interconnected tasks, so one late or poorly completed piece can disrupt an entire project. Someone must watch the details and make sure everything stays in tandem. Leadership adds two major responsibilities: setting or interpreting the strategy and developing the people. Senior executives may determine the broad corporate strategy, but leaders further down the organisation must translate that strategy into meaningful action for their own division, department or team. The problem is that companies often promote good technical performers into management and assume leadership will somehow appear automatically. Do now: Clearly define which parts of a role involve managing processes and which parts require leading people. Why do good managers sometimes struggle to become leaders? Good managers often struggle with leadership because the abilities that earned them promotion are not necessarily the abilities they need after promotion. A technically strong employee may be promoted because of expertise, reliability and attention to detail. These are valuable qualities, particularly in Japan's no-defect work culture, where managers are expected to prevent errors and avoid surprises. However, leadership requires a different set of behaviours. Leaders must communicate direction, coach individuals, handle difficult conversations, build confidence and persuade people to support objectives beyond their own immediate responsibilities. Too many companies provide little formal training, limited onboarding and almost no meaningful on-the-job coaching before expecting newly promoted managers to lead effectively. This became even more obvious during the pandemic, when remote work reduced opportunities to observe experienced leaders and learn informally. Promotion changes the title immediately. It does not automatically change the person's capabilities. Do now: Provide leadership training before or immediately after promotion rather than waiting for the new leader to struggle. How should leaders connect corporate strategy with daily work? Leaders must translate broad corporate strategy into practical priorities that employees can understand, remember and act upon. Vision, Mission and Values statements are often beautifully framed and placed behind glass. Unfortunately, many become corporate dust catchers. Nobody remembers them, nobody discusses them and certainly nobody lives them. The leader's job is to make those ideas real. Employees need to understand how the organisation's strategy connects with their daily responsibilities, customer interactions and decisions. They also need to know what the strategy means for their particular team. This requires repetition. It is not enough to mention the strategy at an annual meeting and assume everyone is now aligned. At Dale Carnegie Tokyo Training, we begin each morning with what we call the "Daily Dale". We review our Vision, Mission and Values, together with one Dale Carnegie human relations or stress management principle. Repetition helps the team remember the ideas so they can actually live them. Do now: Turn strategic language into short, repeated conversations about what employees should do differently today. How did Ritz-Carlton make its service principles part of the culture? Ritz-Carlton made its service principles operational by discussing them constantly rather than leaving them in a manual. I once attended a presentation in Osaka by Ricco De Blanc, who helped open the Ritz-Carlton hotels in Osaka and Tokyo. He explained the organisation's customer service principles and how they were embedded into daily operations. I was so impressed that I later invited him to speak to my colleagues at Shinsei Retail Bank. I also convinced my boss to send me to the Ritz-Carlton training centre in Washington, D.C. When I returned, I adapted what I had learned and created customer service principles for our retail banking business. The secret sauce was consistency. At Ritz-Carlton locations around the world, each shift began by reviewing the same service principle for that day. The principles were not treated as decorative statements. They became a shared language for behaviour and decision-making. Do now: Choose one cultural principle each day and ask the team how it applies to their customers and current work. Why is employee coaching disappearing from the workplace? Employee coaching is disappearing because managers are overloaded with operational work and mistake giving instructions for developing people. Technology was supposed to make work easier, but in many cases it has simply increased the quantity and speed of work. Managers now spend their days moving between email, online meetings, reporting systems, deadlines and urgent requests. One of the casualties is coaching. Look closely at the calendars of many people in leadership positions and remove the meetings where they are simply giving commands, checking progress or correcting errors. The remaining time devoted to genuine coaching may be measured in nanoseconds. Remote and hybrid work add another complication. Managers have fewer informal opportunities to notice changes in performance, attitude or confidence. Coaching must therefore become intentional rather than accidental. Real coaching means asking questions, listening, helping people think and encouraging them to take greater ownership. It cannot be reduced to telling employees what to do more loudly or more frequently. Do now: Schedule regular coaching conversations that are separate from progress checks and performance instructions. Can leaders really motivate their employees? Leaders cannot directly motivate other people, but they can create an environment in which people are more likely to motivate themselves. The phrase "motivating others" is slightly misleading. We cannot reach inside another person and install motivation. People are motivated by different combinations of achievement, recognition, responsibility, security, growth, purpose and belonging. The leader's responsibility is to discover what matters to each person and communicate accordingly. That takes time, curiosity and excellent interpersonal skills. Leaders must also help employees see the connection between organisational objectives and their own goals. When employees understand why the work matters, how they contribute and how they can grow, they are more likely to take ownership. This is particularly important in Japan's increasingly competitive talent market. Employees may tolerate a weak manager for a while, but talented people have more reason than ever to seek an environment where they feel respected, developed and valued. Do now: Ask employees what kind of work, responsibility and recognition brings out their best performance. What should companies expect from their middle leaders? Middle leaders must manage the processes, interpret the strategy and build the people at the same time. Process management remains essential. Deadlines, costs and quality do not disappear simply because someone has adopted a leadership mindset. However, operational control alone is not enough. The middle leader must connect senior management's direction with frontline execution. This means explaining the strategy, gaining commitment, adjusting priorities and helping employees build the capabilities required to deliver. Companies also need to give middle leaders enough time, authority and training to perform these responsibilities. It is unreasonable to overload managers with administrative work and then criticise them for failing to coach their teams. The organisations that develop capable middle leaders will be better positioned to retain talent, implement strategy and adapt to change. Their competitors may have equally good products and systems, but stronger leadership will eventually create a major performance difference. Do now: Assess middle leaders on people development and strategic alignment, not only on budgets, deadlines and error rates. Conclusion Companies do not need to choose between management and leadership. They need both. Managers keep the machinery operating. Leaders make sure the machinery is heading in the right direction and that the people operating it are growing, contributing and committed. The problem begins when organisations assume that management experience automatically produces leadership ability. It does not. Leadership requires deliberate development, repeated practice, coaching and organisational support. Your managers may already be extremely busy controlling processes, budgets and quality. The question is whether you are also helping them become the leaders your people and your strategy require. In the long term, talented employees will not simply leave companies. They will leave middle managers and stay with middle leaders. There is a world of difference between the two. 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 received 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 the bestsellers Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery, together with Japan Leadership Mastery and How to Stop Wasting Money on Training. His Japanese-language books include 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 regular business insights on LinkedIn, Facebook and X and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews for executives and professionals seeking practical strategies for succeeding in Japan.

Being able to present well is no longer a nice-to-have business skill. If you cannot persuade people, sell an idea and get others to support your recommendations, you will always be working for people who can. That sounds harsh, but business leadership depends heavily on persuasion. Technical expertise might get you noticed, but the ability to communicate ideas convincingly is what helps people progress into senior leadership. The good news is that presentation skill is trainable. I know because my first public speech in Japan was eight minutes of hell. Why Are Presentation Skills So Important For Business Leaders? Business leaders need presentation skills because expertise has little value if they cannot persuade other people to support their ideas and take action. You might be an outstanding lawyer, accountant, engineer, salesperson or executive. However, as you move higher in an organisation, success increasingly depends on getting other people to understand and support what you are proposing. A Dale Carnegie survey of senior executives found that large numbers of business presentations were considered boring or sleep-inducing, while only a tiny percentage were considered stimulating. That creates opportunity. Becoming one of the world's best accountants is extremely difficult. Becoming dramatically better than the average business presenter is much more achievable because the general standard is surprisingly low. Today's environment makes the challenge greater. Audiences are living in an age of distraction. Mobile phones, social media and short-form video compete constantly for their attention. They are also more sceptical. Assertions without evidence are increasingly questioned. Do now: Treat presentation capability as a leadership competency rather than a speaking skill. Your job is not merely to transmit information. Your job is to influence decisions. How Can You Overcome Nervousness When Giving A Presentation? Presentation nerves are normal, but preparation, breathing, positive self-talk and rehearsal can stop nervousness controlling your performance. In 1981, I gave my first public speech in Tokyo in Japanese. I had carefully written everything out with my Japanese tutor. The speech was supposed to last 25 minutes. I completed it in eight. I stared at the paper, barely looked at anyone and read at tremendous speed because my heart was pounding. The bigger mistake was what happened afterwards. I didn't get presentation training. Many professionals do exactly the same thing. They struggle with presentations for years instead of fixing the problem. Physical nerves are partly an adrenaline response. Slow, deep breathing from the diaphragm helps. Walking around energetically before speaking can also burn off some nervous energy. Psychology matters too. Tell yourself, "I can do this." Most importantly, rehearse. Do now: Don't wait until presentation skill becomes critical to your career. Get trained and rehearse before the audience arrives. How Should You Start A Business Presentation? Start with an opening hook that immediately earns the audience's attention rather than beginning with thanks, apologies or administrative information. You probably have only a few seconds before today's distracted audience decides whether you are worth listening to. Yet speakers routinely begin: "Thank you very much for inviting me here today." That may be polite, but it isn't interesting. Use a hook first. Then thank the organisers. And never begin by apologising. "My English isn't very good." "I've been incredibly busy." "I didn't have enough time to prepare." "I'm not feeling very well today." Nobody cares. The audience expects you to turn up and do a professional job. Before presenting, ask several basic questions. Who is in the audience? What are they interested in? What is the purpose of this presentation? Am I informing them, persuading them or trying to get them to take action? Also decide how many ideas you can realistically cover. I learned this preparing a TED Talk. I initially had seven sections but, once I rehearsed the 13-minute talk, realised one entire section had to disappear. Do now: Design your opening before designing the rest of the presentation. Capture attention first and then navigate the audience towards your message. How Do You Persuade An Audience To Take Action? A powerful way to persuade people is to give them the evidence and context first, then recommend one clear action and finish with one major benefit. At Dale Carnegie we call this the Magic Formula. The structure is simple: Explain the incident, experience or evidence that led you to your conclusion. Recommend one specific action. Explain the single most important benefit of taking that action. This is almost the opposite of how many executives communicate. Businesspeople are taught to begin written reports with an executive summary. That works well on paper. But speaking is different. If you immediately say, "I think we should do X," people start attacking the idea mentally. "That won't work." "That's too expensive." "I have a better idea." While you are explaining your reasoning, they aren't listening. They are developing their counterargument. Instead, give them the context first. Take them back to the situation where you formed the idea. What happened? Who was there? What did you observe? What evidence changed your thinking? Then give them one action. Then one benefit. Do now: When persuading verbally, don't leave your conclusion standing naked and unsupported. Build the evidence first, then deliver the recommendation. What Makes A Business Presenter Look And Sound Credible? Credibility comes from congruence: your eyes, facial expression, voice, gestures, posture and words should all support the same message. One widely misquoted communications statistic claims that communication is 55% visual, 38% vocal and only 7% verbal. Those numbers are often badly misunderstood. The underlying point is about incongruence. If your words say one thing while your facial expression, voice or body language communicate something completely different, people become distracted by the inconsistency. Presentation mechanics therefore matter. Maintain individual eye contact for roughly six seconds before moving to another person. Work the whole room rather than concentrating only on people sitting directly in front of you. Use vocal variety. Move between stronger and softer delivery and between faster and slower pacing. Pause. If you continuously pour information over an audience, each new idea washes away the previous one. Use gestures deliberately rather than holding the same gesture indefinitely. Stand upright with stable posture and minimise unnecessary movement. Your face matters enormously too. Let your expression match your content. Do now: Check whether your visual, vocal and verbal messages are aligned. Congruence creates credibility; inconsistency creates distraction. How Can Rehearsal Make A Presentation More Persuasive? Rehearsal allows presenters to stop concentrating on themselves and start concentrating on the audience. Most business presentations are rehearsed exactly once. Unfortunately, that rehearsal takes place in front of the client, the board, the management team or the conference audience. Don't rehearse on your audience. The first time people practise, their internal dialogue is often overwhelming. What am I going to say? Where should I stand? Am I speaking too quickly? What should I do with my hands? Am I making eye contact? After the second attempt, something changes. The presenter already knows the content. Now they can polish the delivery. With further repetition, the focus gradually moves away from the speaker and towards the audience. Eye contact improves. Facial expression becomes more natural. Vocal variety increases. Pauses become deliberate. This applies online too. When presenting on Zoom, Teams or recorded video, prioritise the camera. Looking directly into the camera gives viewers the feeling that you are looking directly at them. Sit upright, control your pace and use facial expression and vocal energy. Do now: Rehearse until you are no longer thinking primarily about yourself. That is when genuine audience engagement begins. Conclusion Presentation mastery isn't about becoming Steve Jobs, Barack Obama or some famous keynote speaker. Be yourself. But be the best version of yourself. Know your audience. Decide what you want them to do. Capture their attention quickly. Support your argument with evidence. Use the Magic Formula of incident, action and benefit. Match your facial expression, voice and body language to your message. And rehearse. A surprisingly small improvement in presentation skill can separate you dramatically from the average business presenter. I learned that lesson much later than I should have. Don't be like me. Get the training early. 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 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, followed by executives seeking practical strategies for succeeding in Japan.  

Where did the personal-development movement begin—and why have ideas about thought, character, purpose and achievement remained influential for centuries?In this episode, Case traces the movement from ancient philosophy and Benjamin Franklin's system of self-improvement through Samuel Smiles, New Thought, James Allen, Napoleon Hill, Dale Carnegie, Norman Vincent Peale, Stephen Covey and the modern personal-growth industry.Discover how industrialization, social mobility and entrepreneurship helped transform self-improvement into a worldwide movement; which messages have survived; and where personal-development teaching can go too far.As the economy transforms to AI driven processes, entrepreneurship is going to become more prominent and important. And those who are driven to be entrepreneurs will need to understand more about success, habits and how to transform yourself, before you can transform your life. This episode also previews Secret Knowledge Revealed, a new Ready Entrepreneur series examining the original ideas behind some of history's most influential success teachings—and translating them into practical principles for aspiring entrepreneurs today.To have an enjoyable life  in our global, advanced tech society, create value.  To have the business, career, finances and lifestyle you desire, follow a proven path that has delivered in good times and bad.  The path of entrepreneurship. And online entrepreneurship is the fast track for aspiring entrepreneurs.Learn the skills, access the resources and be inspired to live the life of your dreams right here on the Ready Entrepreneur podcastTo find more resources, strategies and ideas for aspiring entrepreneurs visit the Ready Entrepreneur website: https://www.readyentrepreneur.com/To download a free guide for Preparing to Become an Online Entrepreneur, click here:  https://www.readyentrepreneur.com/start/You can get an exclusive discount on the ebook and audiobook version of Recast: The Aspiring Entrepreneur's Practical Guide to Getting Started with an Online Business click here: https://www.caselane.net/recastConnect with CaseFacebook: @readyentrepreneurHQ Instagram: @readyentrepreneur Twitter X: @caselaneworld Pinterest @caselane 

About the Guest: Howard Hochhauser is the CEO of Ancestry, the global leader in family history and consumer genomics. After serving as the company's CFO and COO for more than a decade, he became CEO and quickly led a cultural and business transformation centered on customer focus, employee engagement, and innovation. Under his leadership, Ancestry has renewed growth while leveraging artificial intelligence to make historical records more accessible, searchable, and meaningful for millions of people around the world. Howard is passionate about building organizations rooted in curiosity, transparency, and humility. He believes leadership is about surrounding yourself with talented people, listening carefully, and creating an environment where honest feedback drives continuous improvement. What You Will Learn: Why humility is one of a leader's greatest strengths How curiosity fuels innovation and better decision-making Why feedback should be treated as a gift, not a threat How AI is transforming historical data into meaningful human stories The importance of staying approachable as a leader Why focusing on today's work creates tomorrow's opportunities Join us for this episode of the Take Command Podcast as Howard Hochhauser shares how purpose-driven leadership, curiosity, and humility can transform both organizations and the people within them. Whether you're leading a team, navigating change, or embracing new technology, this conversation offers practical lessons for leading with authenticity in an AI-powered world. 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.

Today, we're joined by Alex Yakubovich, co-founder and CEO of Levelpath, the AI-native procurement platform transforming how global enterprises manage indirect spend. We talk about:If software apps must become autonomous to be successful in the futureUsing AI to help build softwareDoes SaaS have a future, or strictly AI as a service?Why the question, “Is SaaS dead” is mootHow some SaaS pricing models can feel icky

In this episode of the Grow A Small Business Podcast host Troy Trewin interviews Thais Saenz, founder of Saenz Global, shares how she built a multiple seven-figure business by specializing in operations for roofing companies. She explains how her company helped a long-term client grow from $3 million to more than $80 million in annual sales. Thais discusses the importance of niching down, building lean teams, embracing technology, and creating systems that support sustainable growth. She also shares lessons on leadership, culture, hiring the right people, and recognizing when team members are no longer the right fit. Most importantly, Thais reveals how personal growth, continuous learning, and taking ownership of problems have been the biggest drivers of her business success. Why would you wait any longer to start living the lifestyle you signed up for? Balance your health, wealth, relationships and business growth. And focus your time and energy and make the most of this year. Let's get into it by clicking here. Troy delves into our guest's startup journey, their perception of success, industry reconsideration, and the pivotal stress point during business expansion. They discuss the joys of small business growth, vital entrepreneurial habits, and strategies for team building, encompassing wins, blunders, and invaluable advice. And a snapshot of the final five Grow A Small Business Questions: What do you think is the hardest thing in growing a small business? Thais Saenz shares that the hardest thing in growing a small business is yourself, explaining that entrepreneurs must move beyond a victim mentality, take ownership of problems, improve their communication, and ensure the right people are in the right roles. What's your favorite business book that has helped you the most? Thais Saenz says her favorite business book is *How to Win Friends and Influence People* by Dale Carnegie. She describes it as her "original gangster" business book, sharing that she has listened to it repeatedly from her early twenties through her late thirties because its lessons on relationships, communication, and influence remain highly relevant and practical today. Are there any great podcasts or online learning resources you'd recommend to help grow a small business? Thais Saenz recommends podcasts as a valuable resource for small business growth, particularly *How I Built This* from NPR, which helped her while building her business by showing her that even successful entrepreneurs face challenges and problems. What tool or resource would you recommend to grow a small business? Thais Saenz recommends having strong systems in place to grow a small business, particularly using ClickUp to create transparency and keep the team organized. She also advises hiring an expert to properly set up the system if needed, sharing that she wishes she had implemented it much earlier in her business. What advice would you give yourself on day one of starting out in business? Thais Saenz advises her day-one self to focus more on profit rather than trying to make everyone feel blessed and taken care of. She says she would have built a leaner business, been more disciplined with raises and expenses, and prioritized taking home profit instead of working extremely hard without paying herself. Book a 20-minute Growth Chat with Troy Trewin to see if you qualify for our upcoming course. Don't miss out on this opportunity to take your small business to new heights! Enjoyed the podcast? Please leave a review on iTunes or your preferred platform. Your feedback helps more small business owners discover our podcast and embark on their business growth journey.     Quotable quotes from our special Grow A Small Business podcast guest: Your company can only grow as much as you do – Thais Saenz Success is being able to build a life where you can choose how you spend your time – Thais Saenz If you are not going to help the team win you have to be willing to make the tough decision – Thais Saenz      

You send me the questions, I give you the answers, no filter, no spin, straight from the gut. This month: would I actually run for office, how I manage to read a book a week, why Independence Hall is the one thing I'd save in a disaster, my brutally honest advice on stress, and so much more.

Competitors can damage your margins, poach your best people, outspend you, undercut your prices and introduce technology that makes your current offer irrelevant. Worrying about them, however, is not a strategy. The better response is to build a competitive moat before you desperately need one. That means creating distinctive value, stronger client relationships, better delivery systems and advantages that rivals cannot easily or cheaply reproduce. How Much Attention Should We Pay to Our Competitors? Leaders should understand their competitors clearly, but they should not allow competitors to dictate every business decision. The objective is informed awareness rather than corporate paranoia. The intensity of competition depends on the market. In a commodity sector, price and supply capacity may determine almost everything. In a narrow market with only a few suppliers, gaining market share may be extremely difficult. Currency movements, technological disruption, regulatory changes, capital availability and the loss of key employees can also alter the competitive balance overnight. A rival with hundreds of salespeople may reach far more potential buyers than your team of twenty. A heavily funded newcomer may willingly destroy industry pricing to purchase market share. These threats are real, but constantly reacting to them can pull your organisation away from its own strategy. Do now: Identify the three competitor actions that could most seriously affect your revenue, margins or client retention. Why Is Competing on Price So Dangerous? Price competition is dangerous because a rival with deeper pockets can sustain losses for longer than you can. Once buyers become accustomed to discounted pricing, restoring the previous market rate can be painfully difficult. Many companies spend years building their prices to a sustainable level. Then a new entrant arrives and offers a similar product for substantially less. The newcomer may not need to make an immediate profit. It may be funded by a parent company, private equity, venture capital or profits from another division. This creates a zero-sum battle of winners and losers. Smaller firms often cannot match the discount without destroying their own margins. The answer is not always to become cheaper. It is to make direct price comparison harder by changing the value equation. Instead of allowing an apple-to-apple comparison, create a musk-melon-to-apple comparison. In Japan, premium musk melons command extraordinary prices because buyers perceive them as a completely different category of value. Do now: List the services, expertise, guarantees or outcomes that could move your offer beyond a direct price comparison. What Is a Competitive Moat in Business? A competitive moat is an advantage that protects your clients, revenue and market position from attack by rivals.Strong moats are valuable to buyers and difficult, expensive or time-consuming for competitors to copy. A moat might consist of proprietary technology, trusted relationships, specialist expertise, exclusive distribution, superior service, faster delivery, a powerful brand or a deeply embedded client ecosystem. In business-to-business markets, the moat may be the accumulated trust created through years of reliable execution. The irony is that companies usually need to build these defences while business is going well. Unfortunately, good times create complacency. Leaders are busy serving current demand, employees are fully occupied and there appears to be no urgent reason to invest in protection. That is precisely when the work should begin. Once the crisis arrives, the organisation may lack the time, cash or management attention required to respond properly. Do now: Ask what clients would genuinely miss if your company disappeared tomorrow. Their answers reveal the foundations of your moat. Why Do Companies Wait Until a Crisis to Innovate? Companies delay innovation because the cost and inconvenience are immediate, while the danger of doing nothing appears distant. A crisis suddenly reverses that calculation. Our experience at Dale Carnegie Tokyo Training illustrates the problem. Business was surging during 2018 and 2019. Revenue was strong, demand was high and the organisation was occupied with delivering training. Everything looked pretty peachy. Then Japan confirmed its first COVID-19 case in January 2020. Clients began cancelling scheduled programmes, and the outlook changed dramatically. We had no sufficiently developed moat against the disappearance of face-to-face delivery. Dale Carnegie had conducted virtual training internationally since 2010, but introducing it properly in Japan required curriculum translation, instructor development, producer training and financial investment. Before the pandemic, those barriers encouraged us to dawdle. Once survival was at stake, we found the money, time and determination remarkably quickly. In retrospect, the capability should have been built before the crisis. Do now: Identify one strategic capability your organisation keeps postponing because there is no immediate urgency. How Can a Business Create Value Competitors Cannot Copy? Distinctive value comes from solving client problems more completely, conveniently or reliably than the alternatives. The strongest advantages often combine several modest benefits into one difficult-to-replicate system. Leaders frequently believe they already provide sufficient value. The more useful question is: what additional impact could we create for the buyer? A manufacturer might attach consulting, installation, training or maintenance services to a physical product. A professional services company might add diagnostics, benchmarking, follow-up coaching, digital resources or implementation support. A software provider might reduce risk through stronger onboarding, integration assistance and user education. Some additions will cost money without producing an immediate, separate fee. That does not automatically make them a bad investment. Real moats are expensive. If an advantage is cheap and simple to introduce, competitors will reproduce it quickly. The goal is to provide musk-melon value at an apple price—or at a price only slightly above the apple. Do now: Brainstorm ten ways to save clients time, reduce their costs, lower their risk or improve the quality of their results. Should We Build a Competitive Moat When Business Is Strong? The best time to build a competitive moat is when revenue is healthy, clients are buying and the company still has strategic choices. Waiting until sales collapse removes many of those choices. Good times always feel as though they will continue. They do not. Economic downturns, geopolitical shocks, technological change, new regulations, shifts in buyer behaviour and unexpected competitors can all expose weaknesses that were invisible during periods of growth. This does not mean leaders should become pessimistic or divert unlimited resources into defensive projects. It means allocating regular time and budget to resilience, differentiation and innovation. Executives should examine which revenue streams depend on one client, one delivery method, one salesperson, one supplier or one technology platform. They should also test whether their supposed advantages are truly valuable to clients or merely internal beliefs. Moat building should become part of normal strategy, not an emergency activity launched after the castle is already under attack. Do now: Review your strategic plan and assign an owner, budget and deadline to one moat-building initiative. What Should Leaders Do About Competitors Now? Competitors deserve attention, but obsessing over them will not protect your business. The strongest defence is to become more valuable, more distinctive and more difficult to replace. Study the market, understand emerging threats and watch for changes in price, technology, regulation, talent and client expectations. Then turn the attention back to your own organisation. Ask what you can provide that buyers value and competitors struggle to reproduce. Look for ways to combine products with services, expertise with technology and quality with greater speed or convenience. Most importantly, do not wait for the next crisis. Build the moat while the business is healthy, because the moment when you urgently need protection is usually the worst possible moment to begin constructing it. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and an Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and received the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver leadership, communication, sales and presentation programmes globally, including Leadership Training for Results. He has written several books, including the 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 Japanese-language works include 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 X and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews for executives and professionals seeking practical strategies for succeeding in Japan.

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.

About the Guest: Ania Smith is the CEO of TaskRabbit, the global marketplace connecting people who need everyday tasks done with skilled local "Taskers." Born in Poland, she immigrated to Sioux Falls, South Dakota at 12, learned English, and went on to study business — including an exchange back in Poland — before earning her MBA at Wharton. She began her career in international development, moved through investment banking and consulting at L.E.K., and held leadership roles at Expedia, Walmart, and Airbnb before taking the top job at TaskRabbit at the end of August 2020. Ania is known for her candor about ambition, her belief in running toward growth and discomfort, and her conviction that great leadership is fundamentally human. She leads TaskRabbit (now part of the IKEA family) with a focus on helping Taskers build meaningful income while keeping human connection at the center — even as AI reshapes the way we work. Hear more about her journey from a paper route in South Dakota to the CEO seat in this episode of the Take Command Podcast. What You Will Learn: Why resilience is "getting up after the fall" — and how to stop catastrophizing setbacks Why careers are non-linear, and how lateral moves and new skills set you up to lead How humility ("hire people smarter than you") becomes a leadership superpower Why listening is the single most important skill of a good leader How to build relationships that last by keeping in touch when you need nothing Why human creativity and connection still beat AI's "generating to the mean" Join us for this episode of the Take Command Podcast to explore what it takes to lead with grit, humility, and heart. Ania Smith doesn't claim to have all the answers — she'd rather hire people who do — but her journey offers clear, practical lessons for any leader navigating uncertainty 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.

Main ideas: - Likability is the residue of an interaction: did someone make you feel good, and would you look forward to seeing them again? - It is subjective but not completely arbitrary. Smiling, warmth, tone, body language, humour, listening and word choice are recurring ingredients. - Likability is learnable and effectively free. The speakers reject the idea that people are simply born likable or unlikable. - Messaging can matter as much as the message. A strong idea presented by a disliked person may fail; a weak idea presented by a likable person may spread. - It is a multiplier for competence. Workplaces may reject brilliant performers whom colleagues actively avoid. - Conversation is “social tennis.” Likable people return the conversational ball rather than trying to ace the other person. - Life is a multiplayer game. A useful shift is from “What do I want to do?” to “How can I make this game or interaction better for everyone?” - Being good energy matters. The speakers suggest intentionally creating periods—perhaps once a week—when friends or partners set their problems aside and have fun. - Context changes the recipe. Humour may dominate in public or parasocial settings, while empathy and feeling understood matter more one-to-one. - There is a golden mean. Too little likability becomes abrasive; too much becomes approval-seeking. If it is merely a tool for getting what you want, it becomes manipulation. - Authenticity and mission can compensate for abrasiveness. Musk, Jobs and Trump are presented as examples of people liked by some precisely because they appear uncompromising. - Political likability can be dangerous. Charisma can acquire power, override policy evaluation and attach people to ideas or leaders. - Disagreement need not be disagreeable. Likability includes hearing opposing views, separating people from their ideas, and allowing disagreement without personal rejection. - Ideas themselves can be likable. An emotionally appealing idea can propagate even if its practical outcomes are poor—the speakers use socialism and Marxism as their contentious example. - Growth encourages positive-sum thinking. One speaker argues that low economic growth intensifies tribal and zero-sum conflict, while renewed growth—potentially driven by AI—could encourage openness and cooperation. - Dale Carnegie's practical recipe receives the clearest endorsement: show genuine interest, smile and be warm, remember names, listen more than you speak, discuss the other person's interests, and make people feel sincerely valued.

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.

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

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.

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.