Podcasts about genius network

Dan Sullivan and Joe Polish dive deep into the Entrepreneurial mindset of “guesses and bets” — the essential approach to navigating an unpredictable future. They explore how risk, resilience, and values-driven decision-making shape lasting success in business and life. Here's a glance at what you'll discover in this episode: Why Every Big Move Is Just a Guess and a Bet: Think you can predict the future? Dan reveals why even the most advanced AI and data-driven forecasts can't eliminate the uncertainty of business. Here's how the most successful Entrepreneurs embrace risk.. The Hidden Reason Entrepreneurs Burn Out (And How to Avoid It): Most Entrepreneurs don't retire because they've “made it”—they retire because they're tired of the relentless cycle of uncertainty. Joe and Dan break down why staying in the game requires mastering the emotional rollercoaster of making decisions with no guarantees. The One Mindset Shift That Turns Your Biggest Failures Into Wins: What separates those who bounce back stronger from failure versus those who never recover? Discover Dan's approach to making breakthroughs through negative events—and how his own bankruptcy and divorce led to some of his greatest insights. Why Some Entrepreneurs Keep Winning While Others Quit (Hint: It's Not About Intelligence or Talent): Every entrepreneur faces fear, but what makes some keep going while others fold? Joe and Dan dissect how the ability to respond to negative events—not avoid them—is the real key to long-term success. Why ‘Follow Your Passion' Is Terrible Advice for Entrepreneurs: Many people believe that passion leads to success. But the TRUTH is that following your TALENTS, not your passions, opens up the biggest opportunities. Here's how to utilize this to create more profitability and success for you and your business… The Art of Ethical Betting (How to Make Money Without Leaving a Trail of Wreckage): Every Entrepreneur makes bets. But how do you ensure yours aren't at the expense of others? Joe and Dan unpack the ethical framework behind making bold moves in business without sacrificing integrity... If you'd like to join world-renowned Entrepreneurs at the next Genius Network Event or want to learn more about Genius Network, go to www.GeniusNetwork.com.

Joe Polish is the Founder of Genius Network, an exclusive group of renowned and successful entrepreneurs. He is an established marketer and has helped thousands of businesses, from large corporations to small family-owned companies, generate hundreds of millions of dollars in revenue. Additionally, Joe is the Founder and President of Piranha Marketing and the host of three top-rated business and marketing podcasts, including I Love Marketing. He is also a passionate philanthropist and the Founder of Genius Recovery, which works to change the global conversation around addiction and recovery. In this episode… Many entrepreneurs struggle to stand out in a crowded market, build authentic relationships, and create a lasting impact without burning out. Despite working harder, they often miss out on strategic opportunities that come from real connection and clarity in communication. So, how can business leaders market smarter, not harder, while also growing meaningful networks and purpose-driven success? Marketing expert and entrepreneur Joe Polish shares many insights for solving these issues through relationship-first strategies, direct response marketing, and storytelling. He emphasizes the danger of chasing profits over purpose and encourages listeners to shift their focus toward giving and creating value. He outlines practical tips such as mastering the fundamentals of storytelling, avoiding transactional relationships, and investing in personal development through books, mentors, and masterminds. Joe also shares lessons from his journey, including how addiction recovery and resilience shaped his approach to entrepreneurship. In this episode of the Inspired Insider Podcast, Dr. Jeremy Weisz interviews Joe Polish, Founder of Genius Network, about building relationships that drive business success. Joe explores how giving without expectation builds trust, the role of direct response marketing, and how storytelling can transform your business. He also discusses overcoming adversity, top book recommendations, and the importance of meaningful follow-up.

Dan Sullivan and Joe Polish dive into the Entrepreneurial framework “Make it up, make it real, make it recur” and explore how true innovation is built and scaled. They also unpack the ethics of creation vs. imitation, the power of collaboration, and how to know when it's time to walk away. Here's a glance at what you'll discover in this episode: The 3-Part Formula That Separates Real Entrepreneurs From Wannabes: Most Entrepreneurs get stuck in the idea stage or fall into a cycle of “starting and stopping.” Dan reveals his powerful framework that helps Entrepreneurs turn ideas into reality and create repeatable success. The Hidden Business Killer That Could Be Right Under Your Nose: Dan talks about the surprising factor that secretly derails more businesses than bad products, poor marketing, or lack of funding... The Collaboration Formula That Turns Pure Creativity Into a Money-Making Machine: Some people are brilliant at making things up, but they fail at making it real. Others can build great systems, but they lack vision. Dan and Joe discuss a case study of a creative genius and his business-savvy partner—one who was lost in artistic chaos, the other who turned the vision into a thriving company. If you've ever struggled to turn ideas into income, this might be the missing link... Why "Swipe & Deploy" Might Be Costing You More Than You Think: In an era where “funnel hacking” and copying competitors is glorified, Dan and Joe pull back the curtain on what's really happening behind the scenes. They expose the fine line between smart modeling and outright theft—and why Entrepreneurs who rely on copying are unknowingly building a house of cards that's bound to collapse. How to Avoid the #1 Mistake That Ruins Great Business Collaborations: Ever entered into a business partnership that started off exciting… only to turn into a nightmare? Dan and Joe unpack why most partnerships fail, the critical elements of a successful collaboration, and why the worst ship you can board is a partnership—unless you follow this ONE KEY RULE... The Uncomfortable Truth About Knowing When to Walk Away: Most Entrepreneurs know when to fire an employee. But what happens when YOU are the bottleneck? Dan shares a rare behind-the-scenes story of walking away from a million-dollar project—and why knowing when to “fire yourself” can be the ultimate power move. If you'd like to join world-renowned Entrepreneurs at the next Genius Network Event or want to learn more about Genius Network, go to www.GeniusNetwork.com.

In this episode of Welcome to Cloudlandia, we start with Dan's recent experience with stem cell injections, a journey filled with both challenges and relief. This discussion transitions into the inspiring story of a Vietnamese massage therapist who built her career in Canada, highlighting the diverse paths in the healing professions. Our conversation then shifts to the political landscape of Canada. We analyze the unique dynamics of minority governments and consider the influence of international figures like Trump on Canadian politics. We also discuss the role of central banking figures in political negotiations and reflect on the contrasts between Canadian and American electoral perspectives. Next, we explore the parallels between political and economic systems, examining the shift from traditional hierarchies to modern digital frameworks. The conversation covers the challenges faced by third-party candidates in the U.S., with a focus on Robert F. Kennedy's independent run, and delves into the economic tensions between China and the U.S., considering their impact on global trade relations. Finally, we reflect on the importance of creative consistency and the power of legacy. Whether it's maintaining a long-term streak of publishing or creating innovative tools, we emphasize the value of continuously producing impactful content. SHOW HIGHLIGHTS We explore the intricacies of stem cell treatments and discuss my personal experience with multiple injections, sharing insights on the healing journey alongside Mr. Jackson. The conversation transitions to Canadian politics, where we delve into the complexities of a minority government and the influence of international figures like Trump on Canadian political dynamics. We examine the parallels between political and economic systems, focusing on the evolution from hierarchical structures to digital frameworks, and discuss the challenges faced by third-party candidates in the U.S. electoral system. The geopolitical dynamics between China and the United States are analyzed, highlighting the differing geographical and demographic challenges and the economic tensions resulting from tariffs and trade negotiations. We reflect on the value of maintaining a long-term creative streak, discussing the importance of consistent output and deadlines in driving productivity and ensuring a legacy of impactful content. The discussion touches on the strategic importance of filling the future with new and exciting projects to ensure personal growth and innovation, contrasting past achievements with future aspirations. We explore the significance of creativity in producing meaningful content across various platforms, from books and workshops to podcasts, emphasizing the role of personal reputation and motivation in maintaining a steady output. Links: WelcomeToCloudlandia.com StrategicCoach.com DeanJackson.com ListingAgentLifestyle.com TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dean: Mr Sullivan, Dan:Mr Jackson, Dean: there he is. How are things in your outpost of the? Dan: mainland. Well good, I had a convalescence week. They really packed me full of new stem cells. And the procedure is things aren't good if I'm not feeling bad. Dean: That's what I'm saying. It's along the lines of we're not happy until you're not happy. Dan: How's that for a closing argument? Dean: That's good, that's good. Dan: Yeah. Dean: Things aren't good if you're not feeling bad. Dan: I got the procedure on the Thursday of last week, not the week we're just finishing, but the week. So Thursday, friday, saturday and it was almost one week later, exactly on Thursday, almost the same time of day, and all of a sudden the pain went away. Dean: Okay, how long was it Acute onset? Did you have to travel in pain? Dan: Yeah, well, I did, but they drugged me out. Yeah, they had sedatives Right when they were doing the procedure and then you had takeaways. Dean: Yeah, A goody bag. Dan: Nothing like a good drug. Yeah, exactly, especially a pa pain killing drug and and they're real big on this but went full force this time I had eight different injections, both ankles, both knees, even the knee. That's good they do it to reinforce what's already there. Reinforce what's already there. And then tendons the tendons in the calf, tendons in the hamstring, tendons in the quadriceps and then on both hips, both hips, so the left leg is the. You know in the spotlight here and when you're it's like you're experiencing inflammation in the ankle, in the calf, in the knee, in the upper leg and then the hip at the same time the leg doesn't want to, the leg doesn't want to work, right exactly yeah yeah, so that's the big problem, but actually I'm feeling pretty chipper today that's great, so that. Dean: So it took a week to get that. Is that usual or was this an unusual? Because I don't think I've ever heard you mention the pain. Dan: Usually it was a couple of days, but they got me while they had me. Dean: Well, that's good, and today you feel noticeably better. Dan: Now, yeah, I was noticing that we have a long-term massage therapist who comes to our house. Dean: Oh, my goodness. Dan: She's been coming for 33 years. Vietnamese Wow A boat person, actually, someone who escaped on a boat when she was a teenager, actually someone who escaped on boat when she was a teenager. And you know, really, she grew up, her grandmother was. They didn't have things like registered massage therapists, everybody just did massage, you know grandmothers especially, and so she learned from her grandmother. You know, even before she was 10 years old and so she's you, she's 60 now, 60 now. So she's been at this for about 50 years and she's availed herself of almost every kind of therapy training that there is. I mean, it was she was working till she was 45, from teenagers to 45 you know, paid for it before she ever got registered, she ever got. oh, oh my goodness, yeah, and I asked her about that. And the licensing is only really needed if the patient is claiming insurance money yeah. So they won't give me a patient any? Well, I never asked for it, I mean. I find I'm trying to get through my entire lifetime by having as little direct contact with government as possible. Dean: That's the best. I love that. Yes, that's great. Dan: I know they exist and as far as garbage being picked up, streets being repaired, police stopping crime. I have no complaints about paying for that, but I know I have to have some involvement but I don't try to expand it. Dean: That's so funny. What's the tone in Canada? Now here we are, you know, a week after the big debacle. Dan: Well, I don't know the debacle. They basically first of all didn't really decide anything because they had a minority government before for Americans. Americans only have winners and losers, but in Canada you can have someone who's half and half. Dean: They're half winners and half loser. Dan: Yeah, they're like. You know. It's that less than half the country voted for the winner. That's right. But the winner got more votes than the second place because there's more than one party. You know, americans don't believe in anything. That's not a winner or a loss. You know. That's one thing. I've learned since I've been in Canada. Americans, there's only two possibilities You're a winner or you're a loser. There's no halfway. There's no participation prize for showing up and being engaged, I think, the prime minister. He's an economist and we have a thing that it would be like the head of the Federal Reserve. In the United States you have a central bank which is called the Federal Reserve, and in Canada it's called the Bank of Canada, and then in the UK they have the Bank of England, and this man was both governor of the Bank of Canada and the governor of the Bank of England. He's a lifetime bureaucrat. He's never been anything except a bureaucrat and his first job is to negotiate with Trump. Right exactly, and nothing in his background has prepared him for this experience. Dean: Yeah, that's so. It is true, isn't it? I mean the whole, I think it feels like from this view. Dan: They kicked a can both the US and Canada. Dean: And the you know. The very interesting thing is that this vote definitely feels like a not Trump type of sentiment. You know more than it did yes. Dan: There's no question in my I mean there's no question in anyone's mind that Trump was the issue. Dean: Yeah, yeah, Pierre Polyev's probably going. I was so close. If that election had happened any time between November and January, it would have been a whole different story, you know. Dan: Yeah, yeah, yeah, that was. I think. Yeah, I don't know. Yeah, I think it was that the you know. Yeah, yeah, yeah, that was. I think. Yeah, I don't know. Yeah, I think it was that the you know Trump actually putting his gaze on Canada, really, didn't happen until after, you know, after he was inaugurated after he became president, I think you're totally correct. It was from November 5th to January 20th, yeah that would have been Kaliev's window. Yeah, but yeah well, you know there's a little history to this. A lot of people don't know it, but Canada was a major country you know in world affairs pretty well for most of the 20th century, pretty well for most of the 20th century, and part of the reason is that they were the big backup to the British Empire, like in the First World War and the Second World War. The major supplier of manpower and armaments and everything else came from Canada that backed up the British. I mean, the British were really in the eye of the storm for both of the wars, but their number one ally right from the start of the two wars was Canada. Canada was the big player. As a matter of fact, in 1945, the end of the Second World War, Canada had the third largest navy in the world and they had the fourth largest air force in the world. Think of little canada little canada yeah, and they played a huge part in the cold war. You know the rcmp, the, you know the mounties most people think of them as people in red coats riding on horses, but actually they were the. They were actually the dual they were were the combination of the CIA and the FBI. They were all packed in one. And they were a major player, because the United States, canada, was the country that was in between the United States and the Soviet Union. So I'm going to sneeze. Oh, there I go, yeah, that's completed, anyway, anyway, and their intelligence services were first class and everything. And then when the cold war suddenly ended in 1991, the end of 1991, all of a sudden their importance in the world just disappeared. So we've been and they've had to fake it yeah, it's interesting. I mean canada, I guess, and that's basically that and the you know you had some good prime minister you had. You know the liberal crechin wasn't too bad because he was a long time tough guy in the liberal party and harper I thought was, and my experience of being in Canada, which is 54 years, I think, Harper was. Dean: Well, he's always widely regarded as that right. Dan: He's by far the best prime minister and he wasn't confused about what Canada should be for, what it should support and everything like that. And then you came. You know, obviously they got the next character from central casting. You know, they just said send us, send us and he's by hands down. I mean, if you really talk to the liberals quietly and in private, they said you know, he's kind of a disaster, he's been a disaster for 10 years and you know. I mean they just don't have much gas in the gas tank anymore at that party and there's a general pushback against left-wing parties going on in the world right now. You can see it in Britain. They had the elections for local councils. You know local councils, which is it's an odd, you know it's an odd sort of election, but they have it sort of like midterm elections in the United. Dean: States, you know and Nigel Farage. Dan: Who's the you? Know, he was the Brexit, he was the brains behind Brexit. I mean, very clearly, if that had been the general election, he'd be the prime minister right now and he wants to just detach Great Britain completely from Europe and have the attachment with the United States, and I think that's going to happen. What's disappearing is this sort of wishy-washy, left-wing mushy-ness in the world right now. The world's going very binary in my sense. That and a $9 latte you got yourself a deal. Dean: Oh, my goodness. Dan: Is that what it's come to? Dean: Is that what it's come to? Is that what it's come to? The $9 latte? You know, it's so funny. I'm going to be back up in June, of course, and I'll be setting up residency in Yorkville there for several weeks, and last time I was there I was surprised by the. You know I usually get Americanos which are now have been replaced by Canadianos, but it's a whole new whole new, whole new logo. Dan: Yeah, I mean, how can I be against patriotism? Dean: I think so, and it's so amazing, though, to see like just the lengths that they're going. You know, I mean pulling all the. That was the big news when I was there. Dan: And I'm wondering if it's. What I noticed is that Canadians are demonstrating every aspect of courageousness that doesn't cost you anything. Dean: Well, I think that it's going to cost. I mean, you know, there I saw, is it Doug Ford or Mark Ford? Doug Ford was up, you know, in the liquor store in the LCBOs saying how they've pulled all American brands out of the LCBO and that you know they're like taking a stand about. But that total buy of the LCBO is $3.2 billion is what they're saying. The liquor market is $340 billion. So less than 1% of the whole. It's not even too little to measure, even you know. Yeah. Dan: Well, they can do it because the LCBO is Liquor Control Board of Ontario. Dean: The largest. Dan: The largest on the planet, Not just the largest in North America. Dean: the largest on the planet. Dan: There's one bureaucratic office that you know that's, that's a lot of liquor. Yeah well, you know it's, it's a bit. You know you're dealing in symbols here, it's sort of symbol. I mean, it's not yeah, it's not actually. It's not actually real courage. You know it's not real courage. It's symbolic courage you know, it's a symbolic. Symbolic, and you know, but that's part of life too, you know. And you know, I'm really noticing. Do you ever, in any of your video viewing, do you ever watch the Bill Maher show? Yes, I do, yeah, and I watched him in the old days and I watch him. You know, I don't actually watch television, but I get YouTubes. I get YouTubes of it, you know. And Trump invited him to come to the White House or the White House or Mar-a-Lago. I don't know if there is Mar-a-Lago, and you know Barr, who has been. I think actually. Dean: Focally anti-Trump yeah, yeah. Dan: well, trump had printed up a document which said 60 insults that Bill Maher had insulted Trump or Bill Maher had done it. And he wanted to give it as a present to the president and he said you know, these are my 60 insults of you. And Trump said oh, can I sign that Trump autograph? That's the best, and Maher came away and he says you know, can I sign that? And Trump autographed it. That's the best, I autographed it. And Maher came away and he says you know, I want to tell you it's not a crazy man in the White House. He said I was treated, you know, it surprised me how gracious he was and you know how just open to having a chat and everything like that. Well, he's just been slammed by the left wing that he would even show up and that's all this fake symbolism, you know, but attack the only guy on the Democratic side in the United States who is actually positioning himself differently is this guy Fetterman from Pennsylvania. He's the senator and he's someone who really hasn't done anything in his life, but through just the way politics were working, I think he had a state job and then he ran and he's got mental issues. I mean, he's had mental issues, but he's been a voice, a lone voice. You know a singular lone voice of somebody. He said you know politics, you try to find common ground and wherever you can find common ground with the opposition, you sit down with him, you talk about it and the public benefits if you can get an agreement there. Well, he's just been. He's just been cast out, but he doesn't really care. He doesn't really care, so you know yeah anyway, but it's an interesting time and you know what? I've got a thesis that politics takes on gradually. It takes on the form of economics. Okay, so that, however, the economics of society, the structure, you know, how do things get created, produced and where's profit being made Ultimately politics takes on the same kind of structure. So if you think of the industrial revolution, when everything was defined by big pyramids organizations, you know you had people at the top and then you had either big factories or you had big administrative companies that did the work out in the world. For the factories, you know the research, the marketing and distribution out into the world of manufactured products. After a while, government took on the same form, the big pyramids. Government always is the last institution to figure out what's going on. Dean: That's interesting, it's true, right, because everything has to trickle up. Dan: Yeah. So starting in the 70s, you started to get a change in the structure and you went from the big pyramidal structures to basically the microchip networks. Everything started more and more to be on the framework of computers, individual computers communicating with other individual computers, you know communicating with other individual computers, first hundreds and thousands and then millions, you know, and gradually. But the central principle of the microchip is binary, that in the digital code things are either a one or they're a zero. Okay, and so what I noticed over the last, probably starting in the early nineties, you start getting you're either on one side or the other side. But my sense is that politics is just imitating how the economic system it's a digital economic system. That's what we're talking about on. Welcome to Cloudlandia. What allows this amazing communication that we can make digitally depends on ones and zeros. And what I noticed is that the entire political structure, you know all the players in the political structure. You're either on one side or you're on the other side. If you're in the middle, you don't count. Dean: Yeah, and that's you know. It's interesting. You were talking about the third party system. I think that the interesting thing is, the United States is really a three party system. There's three parties, but really, you know, in a two party system, I think that's really what it is, but there's a large majority of people who are more moderate. Right now, it's binary in terms of you're Democrat or Republican. That's really it, and there's never been, there's never been, you know, a real outsider opportunity. I mean, you look at, you know, ross Perot. Maybe he was the got the farthest. Well, they're a spoiler. They're a spoiler. Dan: They're not, they could never be the lead party. Dean: You know, they're just a spoiler party. Dan: Yeah, and the reason is because of the Electoral College. You know that. I remember being at Genius Network in the year before the election, so the election was last November, so it was the previous November and Robert Kennedy was running. Robert F Kennedy was running. And then the Democrats made it impossible for him to be a contender, a Democratic contender. So he went independent and I remember him. He came twice, he came twice to Genius Network. Dean: And. Dan: I remember the first time he came, everybody was excited. You know he's going to be the next president and I said, yeah, yeah, I said well, you know if you want to know how the game's played, you got to take the game box and flip it on the back and read the rules. And I could tell you he could take 30% of the total vote. You know that would be. You know that'd be something like 45, 50 million. Unheard of yeah 45, 50 million and he wouldn't get one electoral vote. Dean: Right. Dan: And I said, and they said well, that's just absurd, that's just absurd. And I said nope, that's how the rules, that's what the rules are. I said, learn what the rules are. And that's why I think it was so easy for them to jump. I mean, if he had run right through to the end of the election and you know, like he was showing up on election night, you know and he got 3% of the three. He could have gotten tens of millions of votes and gotten, maybe, but wouldn't have won a single electoral vote. Dean: Right. Dan: Yeah. Dean: Yeah yeah, I like your approach and mine just being in it but not of it. It's like I appreciate the things Well it's entertainment yeah, it's, you know. Dan: It's entertainment that costs you a lot more than cable, that's exactly right. Dean: And you know what the good news is, dan? There's no tariff. There's no tariffs on good ideas, no tariffs in Cloudlandia Tariff free. I think that's the big thing. Dan: If it doesn't weigh anything, there's no tariff. Dean: That's right. That's right. If it doesn't come in a box, there's no tariff. That's exactly right. That's right. If it doesn't, comeia is so. Fascinating to me is just seeing how unstable the mainland things are becoming. Dan: You start to see the Cloudlandia future. We're in a period where we're going to see the greatest amount of chaos and turmoil in the tangible I'll talk about the tangible economy, yeah, but I think it'll be about probably a decade and then things will be remarkably stable. Dean: How do you see this playing out? Because I've been curious about that too. You see this playing out like so, because I've been curious about that too like what is the end game of all of these? You know the I guess you kind of take this intersection of what you know, the populations and the, you know the movement to cloudlandia, and then these, the political to Cloudlandia, and then the geopolitical climate. You see all these things like what is the unintended? We wonder now I've heard different things about China, all these countries or whatever, that Trump is imposing the tariffs on, the reaction, the rebound reaction of that. Is that something that Peter Zion has talked about? Or is that what's your take? I know you've read a lot and observed a lot. Dan: It's very interesting. I think he's very conflicted. I think Peter Zion is very conflicted right now, and the reason is that he made predictions 10 years ago. I'd say it was 10 years ago, about how he saw the world changing. It produces all sorts of interesting insights. And the first one is that, basically, as a country, the future of your country past, present and future of your country is really determined basically your geography, where you are on the planet and what kind of geography you have, so your placement on the planet. I'll use an example of let's use China as one and use the United States as the other. The China is basically a land country rather than a maritime country. If you look at the map of China, where it shows the cities, most of the cities are inland in China. Even Beijing is not close to the ocean. You have two big ports. One of them is Shanghai, which is actually up the river, but it's got a very wide mouth to the river, and then Shanghai and the other one was Hong Kong, and so they're basically Hong Kong, hong Kong and so they're basically a land-based country, but they border on 13 other countries who have a passionate hatred for China. These are enemies, they're surrounded by enemies. There's nobody who likes them, and one major country that's offshore is Japan, and there's nothing but pure hatred between Japan, and everybody else has an adversarial attitude towards China. So that's China. Then you take the United States. The United States sits with 3,000 miles of water on its eastern shore, 5,000 miles of water on its western shore shore, 5,000 miles of water on its western shore, and then it's got just. The only connector is the Mexican, and it's 200 miles of desert and mountains. And then on the north you have 3,000 miles of pot-smoking Canadians. Dean: Terrorists hiding pot-smoking Canadians. Dan: Yeah, terrorists who had a plan for tomorrow but forgot what it was. So the US really doesn't have to. China has to totally defend itself. You know they have to spend an enormous amount of their budget defending their borders where the US really doesn't. I mean there's they talk about, you know, the Canadian-American border they talk about. You know that, you about that actually there's just nothing there. It's just fields and there's farms, farms certainly in the West, in Manitoba, saskatchewan and Alberta where. I'm sure the farms are partially in the United States, partially in. Dean: Canada, you could just walk right across. Dan: Yeah, oh, yeah, it's you know, and everything like that. So one thing is the US really doesn't have to. By the standards of the world, the US doesn't have to spend much money defending itself territorially. The other thing is demographics, and it's what your population looks like. Do you have mostly, is it mostly young people? Is it mostly middle-aged people? Is it mostly old people? And the US is China probably by 10 years from now will have more people over 60 than people under 20, which means that they become more and more of a top-heavy population. And these people are past working age, they're past investment age, but they're not past being in an expense age. So more and more, the cost of your society is older people, and you have fewer and fewer workers who are producing, fewer and fewer workers who are paying taxes, fewer and fewer workers who are, you know, who are investing, and you have older, older population. That's just consuming and it's just consuming. Yeah, so these are the two big things that you have to think about. It's China and the US and tariff. A tariff that the United States places on China is five times a heavier penalty than one that China places on the US. Dean: And the. Dan: US, like Trump, everybody else in the world. He put it 10 percent, 25 percent, some of 50 percent. On China, he put 145 percent and apparently there's riots going on in China right now because the factories are closing down really fast. You'll see within the next three months, you'll see next month. So it'll be formal new negotiations between the United. States and China. Now that's the central issue as we go forward what's the relationship between these two countries? It's like after the Second World War? What's the relationship between the United States and the Soviet? Union the basic attitude is that we'll just keep applying more and more pressure and wait them out and they'll collapse. So that's what I see the big game for the China. Dean: And do you think that the net of this is that will bring back? Like what is everything? Is that setting up you know what kind of the playbook that Peter Zayn was talking about, the absent superpower of the US, sort of moving away from dependence or interaction with outside? Dan: No, no, I just think it's a one-on-one that the United States is going to have with every other country in the world. So there's 200 countries according to the United Nations. There's 200 countries and every one of them is under some sort of broad trading agreement with the United States. And the US did that basically for security reasons, because they said we'll make it easy for you to trade, but your military strategies and your security strategies have to have to be in alignment with us. And when the Soviet Union collapsed there was no need for that, but it just went on by inertia. Basically, it was just something that carried on. It was a good deal for everybody else, but not such a great deal for the US. And Trump comes in, you know, and Trump is nothing if not a dealmaker, you know. So what he says is every country now you make sure you send somebody to Washington because we're going to do a dealmaker. So what he says is every country, now you make sure you send somebody to Washington because we're going to do a different deal. So I think probably within a year you'll have probably the US will have deals with, if not China, they'll have deals they already do with China, south Korea, india, vietnam in that part of the world, the Philippines, australia, and so everybody will be in the new American deal except China. And probably within a year you'll have more than 100, maybe 130 countries who now have new deals, including Canada. We'll see what Canada does, because Maybe a year from now we'll be back to drinking Americanos at Starbucks. Dean: I wonder. That's what I wonder. Dan: It's just amazing to me, why stop with Canadiennes? Why don't we go to Ontariannes? Uh-huh, exactly, toronto. I mean, if you're going that route, why not go all the way? Dean: Toronto, yeah, York. Dan: Villano. Dean: Uh-huh right, that's the thing I stay on the island there. That's right. That's so funny, yeah, so that's I mean, you know? Dan: I mean I'm just an amateur observer here and I'm just picking up what I see happening. But the big thing is to have every deal that the United States has as separate with each individual country, no broad multilateral agreements. And so the big thing is that the word tariff is a bit of a distractor. It's not actually a tariff. That's the penalty if you don't do the new deal. So that's how they do it. He says let's do a deal because right now you guys can sell stuff into the United States with hardly any expense, hardly any. But you make it very difficult for us to sell our stuff into your country. And so let's do a new deal. Let's do a new deal and so let's do a new deal. Dean: Let's do a new deal. How's this affecting the dollar, by the way? Dan: It's down. As far as I can tell, it's down about five cents. It's from 144 to 139. I think it's 138. I think it's 138.5, something like that, but a year ago it was at 132 or 133. So it's still five, six cents above, yeah, yeah. It's a good deal. Dean: Yeah, Still a good deal. Still a good deal. Yeah, it's so funny. Well, Dan, I've been looking. I've been continuing on the dip into history, continuing on the dip into history phase, looking. It's been a fun thing. Every week I've just kind of been randomly selecting a core sample of my journals from the last 30 years now and it's very interesting to look through and see those things. I've been thinking about streaks too. Like you know, this last your 70s of 40 books in 10 years is a pretty good streak. I was thinking back that Dan Kenney has been publishing his newsletter monthly since 1992. And I think about that. You know 33, 34 years, this year of a you know, around 400 newsletters 16 page, just single space, nothing, no special, no design, nothing like that around it, but just that. You know, essentially just along the lines of what your global thinker. Global thinker was just like a series of essays kind of thing. I guess is what you would call it right, but that's kind of what Dan's done for 34 years. Yeah, pretty amazing. And I was thinking, you know I've done, I've had 30 years now of very consistent output to an audience of one, and I sure realize what a you know what an amazing body of work this is. Dan: I hope that audience of one is appreciative. Dean: Yes, exactly, very appreciative, you know, and it's so funny, right? Dan: You're playing a high stakes game here. Yes, exactly. Dean: I've had one satisfied subscriber for 30 years, you could lose your target market in a bad week, you know. Uh-huh. Dan: Exactly. Dean: Yeah, I mean, it's kind of funny, right, but I could see, you know, all these things they start. This is where they start and they in Manly specifically, and I was talking, this was the very beginnings of the who, not how. So this was August of 2015. And I think it was November of 2015 at the annual event that I sort of talked about that idea of the thing. But it's funny, this was scientific profit making came out of this, that journal, so that looked at the breakthrough DNA process as so very yeah, it's just the, you know, I think, the decision that you've, you know that consistent output gallery, I guess we'll call it or distribution model. It's a very it's really. Do you still journal internally? Or how do you what gathers, the notes and the thoughts that make the quarterly? Dan: books. Well, I have the. You know I have that series, the one new book every quarter. I have the new tools. Dean: Now my goal. Dan: I'm not up to speed yet on the complete capability of doing it yet. But, my goal is to create one new thinking tool every week okay, yes and and that I don't have, you know, a public need for that in other words that the tools are for new workshops. It's to keep the system supplied. You know, and I have. You know, I and I have free zone workshops every quarter, just three of them, but I have four Zoom two-hour workshops every month. So if you line them up and then I have podcast series I have podcast series. So there's really hundreds of activities that are in the schedule really on January 1st, you know on January 1st, you'd look out and say by December 31st how many scheduled public if you call them public impact activities do I have? Dean: You know it'd be over 200,? Dan: certainly yeah. You know one thing or another, and they all require the creation of something new. You know right you know, and one of the things that I've. You're on a really interesting subject here, because each of these has public impact, you know a book does. There are people who read the book, there's workshops, people who attend the workshops, people who listen to the podcast. And then the new tools themselves, which have the necessary. They're necessary to keep the program new. You know the workshops, and I have teams that take what I'm doing and they apply it to the workshops that I don't coach. We have the other coaches. And then the other thing is that, you know, within the last two or three years we realized that the tools can be patents, and so we're up to 61. Now we have 61. And so these are all one thing that they really keep me busy. Okay, and I'm very deadline responsive. I really like deadlines. I really like it, you know, because I mean, for you and me, we've got one problem what's important enough in our life that we would actually focus and concentrate on it, that we would actually focus and concentrate on it. And I find deadlines where other people, my reputation as at stake, really is very important for me because I get real serious. You know, I'm pretty lenient with me failing myself. I'm not lenient with failing other people. Dean: Right, yeah, me too, that's right. Dan: Yeah, my reputation is very important to me, so you know I don't want the word going around. Dean: Dan's starting to lose it you know no way, yeah, no way. Dan: Yeah, he's fading, he's fading, you know, and anyway. So that's really it. But I came up with a concept, just to put a name on something, that what makes people older not physically but physically, ultimately, but what makes you older intellectually, emotionally, psychologically is that your past has more living another day, that your past is going to fill up with stuff. So you have to work at filling your future up so that the stuff in your future is much, it's much more valuable than what you had in your past. So what I try to do is always favor the future in terms of stuff. I'm going to create stuff. I'm going to do that. It keeps getting to be a bigger game in the future than I ever played in the past. So that's sort of the you know that's. You know the essence of the game that I'm playing with my own life, with my own life, right. Dean: Yeah, this is really, I mean, and that's kind of, do you ever see? I mean, there's no real. Dan: I imagine you'll keep this cadence up continuously that there's still to do the to do 40 more 40 more quarterly books in your 80s 57, I'm on 43, I'm on 43 right now, so it's 57. Dean: 57 more. Dan: Yeah, which is oh, no, no no, is that no? Dean: how many are you For the 10 years? Dan: you're still going to go quarterly? Yeah well, I'm on quarter 43 right now so I see, right, right, right, yeah so. And the quarter. Actually, we're starting it this week. We just put one to bed and the next one starts this week. So that's 57 more and that takes me till about 95. I'm about 95 years old. 57 divided by 4 is 16 and a quarter 16 years and one quarter. And then I have my podcast and the workshops and everything else? Dean: yeah, how many of your podcasts are weekly podcasts like this? Dan: no, I don't have any weeklies we have. We have a certain number for each of them and sometimes, you know, I don't think there's any podcast exception. You and jeff would be the most podcast, jeff madoff, that I yeah, and that wouldn't be 52 weeks. That would be, you know, maybe 30, 35, because we have times when we're not able to do it right, exactly off weeks, not many, but we do yeah. Dean: Yeah's very so that's, you know, looking forward. For me, that's kind of a good thing here. You know this. I'm going to join you in this quarterly cadence here, you know, as I look forward for the next 30, the next 30 years, I mean I already write enough volume to do it. It's just a matter of having the stuff in place. If only I owned a company that makes books. You know they don't have to. Dan: They could be you know, books you can write in an hour, 90 minutes say. Well, the big thing with Dan Kennedy, I mean, if you look at his monthly newsletter if he would take three of them and put them into a different format. He could have oh, yeah, oh for sure, Absolutely. Dean: That's my thought, right. My outlet is really these emails that I write. I think they're really episodic thought kind of thing. I think they're really episodic thought kind of thing. So I'm just really going to get into that cadence of having that output. I think that's going to be a nice valuable thing, Because I look back over the, I look at this 30-year inflection point here, you know, and look at what's changed and what's not going to change you know, and it's very interesting when I start getting to the bedrock things, like if I look at lifestyle design, you know, purpose, freedom of purpose, freedom of relationship, freedom of money, all of those things that I'm very like, consistent in my desires and I think everybody is like, for me it's really, I look at it, that you know what's not gonna change in 30 years. I'm, I want to get eight hours of great sleep, everything. I want to wake up, I want to eat great food, I want to have, you know, two or three hours a day of creative work and have fun. And that's really the, that's really the big game, you know, row your boat gently down the stream, that's the, that's the plan, you know. But I think that having these, I think having these outlets, you know, I think that's really been the great thing. When you have all these workshops and the tools, you've got a gallery for everything. Dan: Yeah, Well, and you know, I mean they get better. I mean, I mean the teams that are involved in this. I mean, there, there isn't anything that I do that doesn't involve a team. You know the workshop team, the book team, the podcast team, you know the my artists, my writers, you know? The sound engineers and everything like that. And and it gives structure to their lives too. You know like they basically and they get better things I notice every quarter things happen faster, easier there's. You know we're getting them done. The overall quality keeps improving from quarter to quarter. I can take a book. You know, like if I took book 30 and compare it to book 42, which we just finished on Friday. I mean the quality of it is just much, much higher than it was. Dean: And. Dan: I don't really angst about this you know, I just know when people. They're really good at what they do and the teamwork keeps improving and they keep getting better quarter by quarter. It's going to improve the product and I'm a great belief that quality is a combination of successful consistency and duration times. Duration that you have a consistency where you can get better at something. You do it once. Second time you do it better. Tenth time you're ten times better at it. Compound interest yeah, that's really Like compound interest, yeah. Dean: Yeah, and that consistency over that time, that trajectory is only going up and better. Dan: Yeah and then it pays for it. You know it pays for itself. You can't be in a net deficit money-wise with these things. They have to pay for themselves. Like right now. I would say that the quarterly books in the podcast the podcasts are, you know one person's, you know one or two people, right, exactly the tools totally pay for themselves because that's the basis for getting paid for the workshops. Dean: Right. Dan: And of course they have IP value now. Dean: Do you have your? Are the books available on Amazon? Yeah, quarterly Amazon, yeah, quarterly books yeah, yeah, yeah. And do they sell organically? Do you sell those? 0:48:43 - Dan: Oh, yeah, oh yeah, yeah, I mean, yeah, I mean it's not a big, you know, it's not a big budget item, you know and everything like that my whole thing is just that the entire production costs get paid for in a year yeah, I get it yeah, yeah that's awesome, yeah yeah, and, and you know, and you know it's part of our marketing, you know it's part of our market but they yeah, and every once in a while one of the little books becomes a big book, and then they write for them. Dean: So then, they really pay for themselves. Yeah, yeah, yeah, yeah, I love it. Well, it's exciting, it's got a whole lot. It's like a farm. Dan: I have sort of an agricultural approach. These are different crops that I have. You keep the soil healthy and pray for good weather. Dean: Yeah Well, it's quite an impressive like. When I look at my Dan Sullivan bookshelf, you know it's like quite a collection of them and consistently I mean the same look and feel of every book Every quarter. Yeah, amazing. Dan: Thank you. Thank you Appreciate it. Dean: Yeah. Dan: You're being impressed with. This was my intention that's exciting. Dean: Right from book number one, propose a contest. Dan: Let's do it. Dean: I think I could do that too. I'll race you back. We went from roaming the streets of Soho in London to being in Strategic Coach in Toronto with a book in hand. Dan: Speaking of which, I'll have Becca get in touch, but our next call will be in London, so we're in London, we leave next Sunday We'll be in London. So it won't be on the Sunday, though, because I'll be jet lagged and Becca will arrange in London. So it won't be on the Sunday, though, because I'll be jet lagged and Bab Becca will arrange for you With Lillian. Dean: Yeah, that's fine, yeah, so that's awesome. Dan: And then I'll be up. We'll be seeing you in June. We'll be seeing you. Dean: That's exactly right. Dan: Yeah. Dean:* Yeah, awesome. Okay, have a great day. Take care. Thanks, dan, bye.

Send us a textPS. Whenever you're ready, here are some ways we can help with reducing your taxes... Ready to slash your tax bill? Schedule your free consultation and let's strategize your tax savings together! Book now at: https://www.prosperlcpa.com/apply Or, if you still need more time, here are some other ways to begin winning the tax game...  Take our free Tax Planning Checklist & learn about what tax savings may be available for you in our minicourse at https://taxplanningchecklist.com  At the very least, get on our newsletter to gain access to free live events and exclusive insight you won't find anywhere else: https://www.prosperlcpa.com/newsletter-subscription Get your FREE Personalized Tax Planning Video at: https://www.prosperlcpa.com/5minutetaxplan  Make the most of the available tax strategies for real estate investors and gain access to reliable guidance, expense templates and workpapers with our Essential Tax Planning for Real Estate Investors CourseWe reveal the most influential mentors who transformed our business into a 7-figure company with 15 team members and share the key wisdom gained from each relationship that created our success.• Boxing trainer Wilfredo Ortiz taught us to push beyond where competitors stop and apply physical grit concepts to intellectual challenges• Dominique Molina showed us how to discover the immense value in tax planning and implement value pricing instead of hourly billing• Business coach Chuck Bauer introduced the concept of treating every hour as worth $1,000 and eliminating low-value activities• Joe Polish's Genius Network revealed that any problem can be solved with the right connections and that businesses should be easy, lucrative, and fun• Tax expert Tom Grzynski provides guidance through complex tax issues and gray areas where clear answers don't exist• Each mentor connection led naturally to the next, creating a chain of growth opportunities• Mary Forleo's concept that "everything is figureoutable" gives freedom to explore solutions beyond what seems immediately availableTo learn more about how we implement these mentorship lessons and how we might help you with tax planning, visit prosperalcpa.com/apply for a free personalized video assessment.

Joe Polish and Dan Sullivan dive deep into the historic economic shift unfolding in the U.S., from reciprocal tariffs to the resurgence of American manufacturing. They explore how these changes could transform the global economy, reduce national debt, and spark a new era of entrepreneurship and growth.  Here's a glance at what you'll discover in this episode:  The U.S. Was the World's Salesman—Now It's the Buyer: Dan and Joe discuss the historic economic shift that's turning America into the world's most powerful customer, forcing global manufacturers to play by new rules or get left behind. The 80-Year Illusion of Free Trade—and the Hidden Cost Americans Have Been Paying: Dan exposes why free trade never truly existed, how the U.S. was economically handcuffed for decades, and why that era is coming to an end. Inside Elon Musk's Role in U.S. Economic Policy: From tracking every government check to auditing inefficiencies, learn how Musk's AI-powered financial oversight could slash national debt and rewrite the future of government spending. Trump's Biggest Move Yet: The Trillion-Dollar Tariff Strategy That Could Reshape the Global Economy: Here's why Trump's economic playbook is sending shockwaves through international markets—and why foreign corporations are scrambling to relocate to the U.S. The “Nice Idea” Fallacy—And the $36 Trillion Question No One Wants to Answer: Dan shares the single most powerful question that exposes bad economic policies and explains why most politicians refuse to ask it. The Historic Moment No One is Talking About, But Will Shape the Next 50 Years: Why the U.S. is poised to enter an economic warp drive, and how tax cuts, manufacturing shifts, and a fundamental power shift could transform the financial landscape for entrepreneurs. If you'd like to join world-renowned Entrepreneurs at the next Genius Network Event or want to learn more about Genius Network, go to www.GeniusNetwork.com.

In this episode of Welcome to Cloudlandia, we start by discussing the unpredictable nature of Toronto's weather and its amusing impact on the city's spring arrival. We explore the evolution of Formula One pit stops, highlighting the remarkable advancements in efficiency over the decades. This sets the stage for a conversation with our guest, Chris Collins, who shares his insights on balancing fame and wealth below the need for personal security. Next, we delve into the intricacies of the VCR formula—proposition, proof, protocol, and property. I share my experiences from recent workshops, emphasizing the importance of transforming ideas into intellectual property. We explore cultural differences between Canada and the U.S. in securing property rights, highlighting the entrepreneurial spirit needed to protect one's innovations. We then examine the role of AI in government efficiency, with Elon Musk's technologies revealing inefficiencies in civil services. The discussion covers the political and economic implications of misallocated funds and how the market's growing intolerance for waste pushes productivity and accountability to the forefront. Finally, we reflect on the transformative power of technological advancements, drawing parallels to historical innovations like the printing press. SHOW HIGHLIGHTS We discussed the VCR formula—proposition, proof, protocol, and property—designed to enhance communication skills and protect innovations. This formula is aimed at helping entrepreneurs turn their unique abilities into valuable assets. We touch on the unpredictable weather of Toronto and the humor associated with the arrival of spring were topics of discussion, offering a light-hearted start to the episode. Dan and I share insights on the evolution of Formula One pit stops, showcasing human innovation and efficiency over time. We examined the challenges faced by entrepreneurs in protecting their intellectual property and explored cultural contrasts between Canada and the U.S. regarding intellectual property rights. The episode delved into the implications of AI in improving government efficiency, highlighting how technologies reveal civil service inefficiencies and drive accountability. We reflected on the transformative power of historical innovations such as the printing press and electricity, drawing parallels to modern technological advancements. The conversation concluded with reflections on personal growth, including insights from notable figures like Thomas Edison and Peter Drucker, and a preview of future discussions on aging and life experiences. Links: WelcomeToCloudlandia.com StrategicCoach.com DeanJackson.com ListingAgentLifestyle.com TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dean: Mr Sullivan. Dan: That feels better. Dean: Welcome to Cloudlandia, yes. Dan: Yes indeed. Dean: Well, where in the world? Dan: are you? Dean: today, toronto. Oh, you're in Toronto. Okay, yeah, where are you? Yeah? Dan: where are you? Dean: I am in the courtyard at the Four Seasons Valhalla in my comfy white couch. In perfect, I would give it 73 degree weather right now. Dan: Yes, well, we're right at that crossover between middle winter and late winter. Dean: You never know what you're going to get. It could snow or it could be. You may need your bikini, your Speedo or something. Dan: I think spring in Toronto happens, I think somewhere around May 23rd, I think somewhere around. May 23rd, and it's the night when the city workers put all the leaves on the trees. Dean: You never know what you're going to get. Until then, right, it just might snow, and they're stealthy. Dan: They're stealthy and you know, I think they rehearse. You know, starting in February, march, april, they start rehearsing. You know how fast can we get all the leaves on the trees and they do it all in one night they do it and all. I mean they're faster than Santa Claus. I mean they're. Dean: Have you seen, Dan? There's a wonderful video on YouTube that is a comparison of a Formula One pit stop from the 1950s versus the 2013 Formula One in Melbourne, and it was so funny to show. Dan: It would be even faster today. Dean: It would be even faster today. Oh yeah, 57 seconds it took for the pit stop in the 50s and it was 2.7 seconds at Melbourne it was just amazing to see. Dan: Yeah, mark young talks about that because he's he's not formula one, but he's at the yeah, he's at the level below formula one right, every, uh, every minute counts, every second counts oh, yeah, yeah, and uh, yeah, he said they practice and practice and practice. You know it's, it's, if it can be measured. You know that there's always somebody who's going to do it faster. And yeah, yeah, it's really, really interesting what humans do. Dean: Really interesting what humans do. I read something interesting or saw a video and I've been looking into it. Basically, someone was saying you know, our brains are not equipped for omniscience, that we're not supposed to have omniscient knowledge of everything going on in the world all at once. where our brains are made to be in a local environment with 150 people around us, and that's what our brain is equipped for managing. But all this has been foisted on us, that we have this impending. No wonder our mental health is suffering in that we have this impending when you say our, who are you referring to? Society. I think you know that's what they're. Dan: Yeah, that's what they're saying like across the board. Dean: Who are they? Yes, that's a great question. Dan: You know I hear this, but I don't experience any of it. I don't feel foisted upon. I don't feel overwhelmed. Dean: You know what I? Dan: think it is. I think it is that people who feel foisted upon have a tendency to talk about it to a lot of other people. Dean: But people who don't feel foisted upon. Dan: Don't mention it to anybody. Dean: It's very interesting. Do you know Chris Collins? Do you know Chris Collins? Dan: He wrote the really great book collection called I Am Leader. Dean: It's really something. He's a new genius. He's a new Genius Network member. Dan: Oh, Chris, oh yeah, oh yeah, chris, yeah, does he have repair shops? His main business is auto Auto. Dean: Yeah, oh yeah, chris, yeah, he does. He have repair shops His main business is auto, auto, auto dealership. Dan: He does auto dealerships. Dean: Yeah, that's right. Dan: Yeah, chris was in. Chris was in the program way back with 10 times around the same time when you came 10 times. He was in for about two years oh okay, interesting. Yeah and yeah, he was at the last Genius you know, and he's got a big, monstrous book that costs about $300. Dean: Yes, I was just going to talk about that. Yeah. Dan: We got one, but I didn't have room in my bags, you know. Dean: I budget. Dan: You know how much. Dean: I'm going to take and how much I'm going to bring back, and that was just too, much so, yeah, so yeah, yeah. He's very bothered. Oh, is he? Okay, yeah, I don't know him, I just I saw him. Dan: I got that what he talked about was this massive conspiracy. You know that they are doing it to them or they're doing it to us interesting interesting I don't experience that. What I experience is mostly nobody knows who I am. Dean: That's the best place to be right. Dan: They only know of you. Somebody was saying a very famous person showed up at a clinic in Costa Rica and he had eight bodyguards, eight bodyguards and I said yes, why is that expensive? That must be really expensive, having all those bodyguards. I mean, probably the least thing that was costly for one is having is having himself transformed by medical miracles. But having the bodyguards was the real expense. So I had a thought and I talked to somebody about this yesterday. Actually, I said my goal is to be as wealthy and famous just to the point where I would need a bodyguard. But not need the bodyguard just below where I would need a bodyguard, but not need the bodyguard Just below, where I would need a bodyguard, and I think that would be an excellent level of fame and wealth. Not only do you not have a bodyguard, but you don't think you would ever need one. That's the big thing, yeah. Dean: I love that. Dan: That that's good yeah that's a good aspiration yeah, yeah, so far I've succeeded yes, so far you are on the uh. Dean: Yeah, on the cusp of 81 six weeks seven weeks to go yeah, getting close. That's so good. Yeah, yeah, this. How is the new book coming? Dan: Yeah, good, well, I've got several because I have a quarterly book. Dean: Yeah, I'm at the big casting, not hiring. Dan: Yeah, really good. Each of us is delivering now a chapter per week, so it's really coming along. Great, yeah, and so we'll. Our date is may 26th for the everything in um before their editing can start, so they will have our, our draft will be in on may 26th and then it's over to the publisher and you know there'll be back and forth. But Jeff and I are pretty, jeff Madoff and I are pretty complete writers, you know. So you know it doesn't need normal. You know kind of looking at spelling and grammar. Dean: Right, right, right. Is that how you? Are you writing as one voice or you're writing One voice? One voice, one voice. Dan: Yeah, but we're writing actually in the second person, singular voice, so we're writing to the reader. So we're talking about you this and you this, and you this and you this, and that's the best way to do it, because if you can maintain the same voice all the way through, that's really good. I mean, jeff, we have a different style, but since we're talking to the reader all the way through, it actually works really well so far, and then we'll have you know, there'll be some shuffling and rearranging at the end. Dean: That's what I wondered. Are you essentially writing your separate, are you writing alternate chapters or you're writing your thoughts about one chapter? Dan: We have four parts and the first three parts are the whole concept of businesses that have gone theatrical, that have gone theatrical and we use examples like Ralph Lauren, Four Seasons. Hotel Apple. You know who have done Starbucks, who have done a really great job, and Jeff is writing all that because he's done a lot of work on that. He's, you know, he's been a professor at one of the New York universities and he has whole classes on how small companies started them by using a theatrical approach. They differentiated themselves extraordinarily in the marketplace, and he goes through all these examples. Plus he talks about what it's like to be actually in theater, which he knows a great deal about because he's a playwright and a producer. The fourth part is on the four by four casting tool and that's got five sections to it and where I'm taking people, the reader, who is an entrepreneur, a successful, talented, ambitious entrepreneur who wants to transform their company into a theatrical-like enterprise with everybody playing unique roles. So, that's how I've done it, so he's got the bigger writing job than I do but, mine is more directive. This is what you can do with the knowledge in this book. So we're writing it separately, and we're going to let the editor at the publishing house sort out any what goes where. Dean: Put it all together. Dan: Yeah, and we're doing the design on it, so we're pretty steadily into design projects you know, producing a new book. So we've got my entire team my team's doing all the backstage arrangements. Jeff is interviewing a lot of really great people in the theater world and you know anything having to do with casting. So he's got about. You know probably to do with casting. So he's got about probably about 12 major, 12 major interviews that he'll pull quotes from and my team is doing all the setup and the recording for him so so. Jeff. Jeff showed up as Jeff and I showed up as a team. That's great. Oh, that's great, that's awesome yeah, yeah, in comes, but not without six others, right, right with your. Dean: You know, I had a friend who used to refer to that as your utility belt. Right that you show up and you've got strapped on behind you. Dan: You've got your design, got it writing got it video, got it your whole. Yeah, strapped on behind you, you've got your design Got it Right. Dean: Yeah, yeah, yeah. Dan: And capability crew. Yeah, and to a certain extent I'm role modeling the, the point of the book, you know, and the way we're going about this and and you know, and more and more so, I find probably every quarter my actual doing um of production and that gets less and less and I'm actually finding um, I'm actually finding my work with perplexity very useful because it's getting me better at prompting my team members yes yeah, with perplexity, if you don't give it the right prompt, you don't get the right outcome. You know, yeah, and more and more I'm noticing I'm getting better at giving really, really, really great prompts to my artists, to the writers who are working with me, the interviewers, everything so, um, yeah, so it's been very, very helpful. I I find uh, just in a year of perplexity, I've gotten much more uh precise about exactly what I want. Dean: Yeah. Dan: Yeah. Dean: Yeah, defining right. I mean that's pretty. Yeah, yeah, that's really great. And knowing that, a lot of it, so much of that prompting, that's the language that's been adopted for interfacing with AI, chat, gpt and perplexity. Dan: The prompts that you give are the things. Dean: But there's so much of that. That's true about team as well, right? Oh yeah, being a better AI prompter is a better team prompter. Yeah yeah, being a better AI prompter is a better team prompter. Dan: Yeah, yeah, and you know I have a book coming out Now that I'm talking to you about it it may be the next book that would start in June and it's called Technology Coaching Teamwork and it has like three upward arrows that are, uh, you know, in unison with each other. There are three and I said that I think in the 21st century all businesses really have three tracks to them. They have a technology track, they have a teamwork track and they have a coaching track in the middle and that um in the 20th century, we considered management to be the basis. You know, management is the basis for business but. I think management has actually been um superseded, um by um superseded by electronics, you know actually it's the electronics are now the management, the algorithms are now the management and then you have the people who are constantly, you know, creating new technology, and you have human teamwork that's creating new things, because it's ultimately humans that are knocking off everything you know right. And then in the middle is coaching, and coaching goes back and forth between the teamwork and the technology. Technology will always do a really shitty job of coaching yes, I bet that's true, and teams will always do a sort of shitty job of uh knowing how to use technology and there has to be an interface in the middle, that's a human interface and it's a coaching, because coaching takes in a lot of factors, not just action factors or planning factors, but it takes in aspirational factors. It takes in learning factors. It takes in, you know, all sorts of transformational factors and that's a, that's a mid role. Yeah. Dean: Yes, yeah. Dan: And if you look at what you do best, it's probably coaching. Dean: Yeah, I wonder. I mean that's kind of. Dan: Joe Polish. It was Joe Polish, where he probably does best. He's probably a great coach. Dean: Yeah, I think that's true. Yeah, I think that's true. I've really been getting a lot of insight around going through and defining the VCR formula. You know proposition, proof, protocol and property. That's a. I see the clarity that. You know. There's a different level of communication and intention between. Where my I really shine is between is propositions and proof, like getting something knowing, guessing. You know we were. I was going to talk today too about guessing and betting. I've been really thinking about that. That was a great exercise that we did in our workshop. But this idea that's really what this is is guessing. I seem to have this superpower for propositions, like knowing what would be the thing to do and then proving that. That's true. But then taking that proof and creating a protocol that can be packaged and become property is a. That's a different skill set altogether and it's not as much. It's not as much. My unique ability, my superpower zone, is taking, you know, making propositions and proving them. I'm a really good guesser. Dan: That's my strength yeah. Yeah, I think the what I'm doing because it's, um, I'm really thinking a lot about it based on the last, um, uh, free zone workshop, which I did on monday and, uh, you know, monday of the week before last in toronto, where you were yeah, and and then I did it on Thursday again and I reversed the whole day oh really I reversed the whole day. I started off with guessing and betting and then indecision versus bad decision. And then the afternoon I did the second company secret and it worked a lot better. The flow was a lot better. Company secret and it worked a lot better. The flow was a lot better. But the big thing is that people say well, how do I? Um, I I just don't know how I you know that. Um, I'm telling them and they're asking me. So I'm telling them every time you take your unique ability and help someone transform their DOS issues, you're actually creating perspective. Intellectual property. And they said, well, I don't see quite how that works. I don't see how that works, so I've been, you know, and I'm taking them seriously. They don't see how that works. So I said, well, the impact filter is actually the solution. Okay, because you do the DOS question with them. You know, if we were having this discussion a year from now and you were looking back over the year, what has to have happened for you to feel happy with your progress? Okay, and specifically, what dangers do you have that need to be eliminated, what opportunities do you have that need to be captured, and what strengths do you have that need to be maximized? And there's a lot of very interesting answers that are going to come out of that, and the answers actually their answers to your question actually are the raw material for creating intellectual property the reason being is that what they're saying is unique and how you're listening to it is unique because of your unique ability so the best thing is do it, do an impact filter on what your solution is. So the best solution is best result solution is this. Worst result solution is this. And then here are the five success criteria, the eight success criteria that we have to go through to achieve the best result and that is the basis for intellectual property. Dean: What you write in that thing. Dan: So that's where I'm going next, because I think if we can get a lot of people over that hump, you're going to see a lot more confidence about what they're creating as solutions and understanding that these solutions are property. Dean: Yes. Dan: That's what I'm saying, that's what I'm thinking. Dean: Yeah, that's your guessing and betting yeah yes I agree and I think that that uh you know, I mean, I've had that to me going through this exercise of thinking, through that vision, column you know that the ultimate outcome is property, and once you have that property, it becomes it's a capability. Dan: It's a capability. Now right, that's something that you have. If it's not property, it's an opportunity for somebody to steal something ah right exactly. Yeah, I just think there's an inhibition on the part of entrepreneurs that if they have a really neat solution but it's not named and packaged and protected, um, it isn't going to really do them any good because they're going to be afraid. Look, if I say this, I'm in a conference somewhere and I say this, somebody's going to steal it. Then they're going to use it, then I I can't stop them from doing that. So the way I'm going to stop people from stealing my creativity is not to tell people what I'm creating. Right, it's just, it's just going to be me in my basement. Dean: Yeah, I bet no. Dan: I bet the vast majority of creative entrepreneurs they're the only ones who know they're creative because they're afraid of sharing their creativity, because it's not distinct enough that they can name it and package it and project it, getting the government to give you a hand in doing that Right yeah. Yeah, and I don't know maybe it's just not a goal of theirs to have intellectual property. Maybe it's you know it's a goal of mine to have everything be intellectual property, but maybe it's just not the goal of a lot of other people. Dean: What do? Dan: you think. Dean: I think that once you start to understand what the practical you know value, the asset value of having intellectual property, I think that makes a big difference. I think that's where you're, I mean you're. It's interesting that you are certainly leading the way, you know. I found it fascinating when you mentioned that if you were, you know, were measured as a Canadian company, that it would be the ninth or something like that. Dan: Yeah, during a 12-month period 23 to 24,. Based on the research that the Globe and Mail Toronto paper did, that the biggest was one of the big banks. They had the most intellectual property and if our US patents counted in Canada because I think they were just, they were just counting Canadian government patents that we would have been number nine and we're. you know, we're a tiny little speck on the windshield, I mean we're not a big company, but what I notice when I look at Canada very little originality is coming out of Canada and, for example, the biggest Canadian company with patents during that 12-month period was TD Bank. Yeah, and they had 240. 240, I mean that might be how many Google send in in a week. You know that might be the number of patents. That wouldn't be necessarily a big week at Google or Amazon or any of the other big American, because Americans are really into Americans are really, really into property. That's why they want Greenland. Dean: And Panama. Dan: And Alberta. Dean: Panama, alberta and Greenland. Dan: And the Gulf of America, yeah, the Gulf of America and property. Dean: Even if it's not actual. They want titular property. Dan: Yes. Dean: Yeah, yeah. Dan: And I haven't seen any complaints from Mexico. I mean, I haven't seen any complaints. Maybe there have been complaints, but we just haven't seen them. No, no, from now on it's the Gulf of America, which I think is rather important, and when Google just switches, I mean, google hasn't been a very big Trump fan and yet they took it seriously. Yeah, now all the tech's official. It's interesting talking to people and they say what's happening? What's happening? We don't know what's happening. I say, well, it's like the end of a Monopoly game. One of the things you have to do when you end one Monopoly game is all the pieces have to go back in the box, like Scrabble. You play Scrabble, all the pieces go back in the box at the end of a game. And I said, this is the first time since the end of the Second World War that a game is ending and all the pieces are going back into the box, except when you get to the next step. It's a bigger box, it's a different game board, there's more pieces and different rules. So this is what's happening right now. It's a new game the old game is over, new game is starting and, um, if you just watch what donald trump's doing, you're getting an idea what the new game is. Yeah, I think you're right, and one of the new game is intellectual property. Intellectual property I think this is one of the new parts of the new game. And the other thing is it's all going to be one-to-one deals. I don't think there's going to be any more multi-party deals. You know, like the North American Free Trade Act, supposedly is the United States, canada and Mexico In Europe. If you look at it, it's Canada and Mexico, it's Mexico and the United States and it's the United States and Canada. These are separate deals. They're all separate deals. That's what I think is happening. States, Canada and these are separate deals. They're all separate deals. Oh, interesting, yeah, and that's what I think is happening. It's just one-to-one. No more multilateral stuff it's all one-to-one. For example, the US ambassador is in London this week and they're working out a deal between the UK and the United States, so no tariffs apply to British, british products oh interesting yeah and you'll see it like the European Union. I was saying the European Union wants to have a deal and I said European Union, where is the European Union? You know where is? That anyway, yeah yeah, I mean, if you look at the United Nations, there's no European Union. If you look at NATO, there's no European Union. If you look at the G20 of countries, there's no European Union. There's France, there's Germany. You know, there's countries we recognize. And I think the US is just saying if you don't have a national border and you don't have a capital, and you don't have a government, we don't think it exists. We just don't think it exists. And Trump often talks about that 28 acres on the east side of Manhattan. He says boy, boy. What we could do with that right, oh, what we could do with that. You know they should. Just, you know who can do that. Who can do? United Nations, switzerland, send it to Switzerland. You know that'd be a nice place for the send it to there, you know like that and it just shows you that that was all. All those institutions were really a result of the Second World War and the Cold War, which was just a continuation of the Second World War. So I think that's one of the really big things that's happening in the world right now. And the other thing I want to talk to you about is Doge. I think Doge is one of the most phenomenally big breakthroughs in world history. What's happening with Elon Musk and his team. Dean: Yeah, I know you've been really following that with great interest. Tell me what's the latest. Dan: It's the first time in human history that you can audit government, bureauc, audit government, bureaucratic government, the part of government. You don't see Millions and millions of people who are doing things but you don't know what they're doing. There's no way of checking what they're doing. There's no way for them. And it was proven because Musk, about four weeks ago, sent out a letter to every federal employee, said last week, tell me five things that you did. And the results were not good. Dean: Well, I think the same thing is happening when people are questioned about their at-home working accomplishments too. Yeah, but that's the Well, lamar Lark, you know. Dan: Lamar. I don't think you've ever met Lamar. He's in the number one Chicago Free Zone workshops, so we have two and a quarter and he's in the first one. And he has all sorts of interesting things. He's got Chick-fil-A franchises and other things like that, okay, and he created his own church, which is a very I have met Lamar yeah, which is a very American activity. Dean: It creates your own church, you know yes yes, yeah. Dan: That's why Americans are so religious is because America is the first country that turned religion into an entrepreneurial activity. Got yourself a hall. You could do it right there in the courtyard of the Valhalla. How many chairs could you? If you really pushed it, how many chairs could you get into the courtyard? Let's see One, two three, four, five, not like the chair you're sitting on. No, I'm kidding. Dean: I'm just envisioning it. I could probably get 50 chairs in here. Dan: You got yourself, you know and set it up right, Get a good tax description yeah, you got yourself a religion there. That's great. And you're kind of tending in that direction with the word Valhalla, that's exactly right. Dean: Yes, would you. Dan: I'd pay to spend an hour or two on Sunday with you. Dean: But here's the big question, Dan Would you be committed enough to tithe? Dan: Oh yes, oh yes. Dean: Then we'd really be on to something you know. We could just count on you for your tithe to the church. That would be. Dan: That would really get us on our feet, but anyway, I was telling this story about Lamar. So he and his wife have a friend, a woman, who works for the federal government in Chicago, and so they were just talking over dinner to the person and they said, well, what's your day work, what's your day you know when do you go into the? office. When do you go into the office? When do you go into the office? And she says, oh, I haven't been to the office since before COVID. No, I know we are the office. And so they said, well, how does your home day work? And she says, well, at 830, you got to. You got to check in at 830. You check in at 830, you go online and then you put your j in at 8.30. Dean: You check in at 8.30, you go online and then you put your jiggler on Jiggler, exactly I've heard about this and they said what's the jiggler? Dan: Well, the jiggler moves. Your mouse keeps checking into different. It keeps switching to different files, positions, yeah, yeah, files. And that's the only thing that they can record from the actual office is that you're busy moving from one file to the other. And he says, well, what are you doing while that's happening? She said, well, I do a lot of shopping, you know I go out shopping and we have you know, and they come back and it goes from. You know it'll stop because there's coffee time, so we'll stop for 10 minutes for coffee and then it'll stop for lunch and stop for afternoon coffee. And then I checked out and I always check in five minutes early and I always check five minutes late, that's amazing, isn't it? that's what that's what elon Elon Musk is discovering, because Elon Musk's AI can actually discover what they did, and then it's hard for the person to answer what were the five things you did last week? You know, and the truth is that I think I'm not saying that all civil servants are worthless. I'm not saying that at all. You have it right now. It's recorded here. Your mechanism is recording that. I'm not saying that all civil servants are worthless but I do think it's harder and harder for civil servants to prove their value, because you may have gone to five important meetings, but I bet those meetings didn't produce any result. It's hard for any civil servant and you can say what you did last week. I can say what I did last week, but you were basically just meeting with yourself. Yeah, that's I saw somebody and you produce something and you made a decision and something got created and that's easy to prove. But I don't think it's easy in the civil service to prove the value of what you did the greatest raw resource in America for taking money that's being spent one way taking that money away and spending on something else. I think this is the greatest source of financial transformation going forward, because about 15 states all of them Republican states have gotten in touch with Elon Musk and say whatever you're doing in Washington, we want to do here, and I just he believes, according to his comments, that every year there's $3 trillion that's being badly spent $3 trillion you know, I got my little finger up to my mouth. $3 trillion, you know, this is that's a lot of you know, I'm at the point where I think a million is still a big deal. You know, trillion is uh, yeah, uh. Dean: I saw that somebody had invented a uh algorithm reader. They detected an algorithm in the like a fingerprint in the jiggler software. Oh that, yeah, so that you can overlay this thing and it would be able to identify that that's a jiggler that's a jiggler. Dan: That's a jiggler yeah, you got to because behind the jiggler is the prompter. Dean: The jiggler busters. Dan: Yes, exactly, he was on. He was interviewed, he and six members of his Doge team, you know, and how they're talking about them being 19 and 20 year olds, about them being 19 and 20 year olds. These were part. These were powerful people who had stepped away from their companies and their jobs just for the chance to work with the Elon. One guy had five companies. He's from Houston, he had five companies and he's taken leave from his company for a year. Just to work on the doge project. Yeah, and so that guy was talking and he said you know what we discovered? The small business administration, he said, last year gave 300 million dollars in loans to children under 11 years old wow to their to that a person who had their social security number, their social insurance number. Right, and during that same year, we gave $300 million in loans to people who were over 120 years old. Dean: Wow. Dan: That's $600 million. That's $600 million, that's almost a billion. Anyway, that's happening over and over. They're just discovering these and those checks are arriving somewhere and somebody's cashing those checks, but it's not appropriate. So I think this is the biggest deal. I think this changes everything, and I've noticed that the Democratic Party is in a tailspin, and has been especially since they started the Doge project, because the people doing the jiggling and the people who where the checks are going to the run I bet 90% of them are Democrats the money's going to democratic organizations, since going to democratic individuals and they're going to be cash strapped. You know that they've been. This isn't last year, this goes back 80 years. This has been going on since the New Deal, when the Democrats really took over Washington. And I bet this I bet they can track all the checks that went back 80 years. Dean: I mean, this is that's really something, isn't it? I was just thinking about yeah, this kind of transparency is really like. I think, when you really get down to it, we're getting to a point where there's the market does not support inefficiency anymore. It's not baked in. If you have workers for instance, most of the time you have salaried workers your real expectation is that they're going to be productive. I don't know what the actual stats are, do you know? But let's say that they're going to be actually productive for 50% of the time. But you look at now just the ability to, especially on task-related things or AI type of things um, collins, chris no, chris johnson's um, um, oh yeah um uh, you know the the ai dialers there, of being able, there's zero. Dan: They were doing, um, you know they were doing. Maybe you know the dialers were doing. You know, because some of the sometimes the other, the person at the other end they answered and they'd have a you know five minute call or something like that. So in a day in a day, like they have an eight hour thing they might do you know. 50, 50 call outs 50 or 60 calls yeah, his. Ai does 25,000 calls a minute. Dean: Exactly that's. What I mean is that those things are just that everything is compressed. Now there's no, because it's taken out all the air, all the fluff around it. What humans come with. You're right what you said earlier about all the pieces going back in the box and we're totally reset. Yeah, I think we're definitely that you know yeah and the thing thing about this. Dan: What I found interesting is that the request coming in from the states that they moved the doge you know the process department of government efficiency that I. I think he's putting together a vast system that can be applied to any government you know, it could be, and, uh, and, but the all the requests came in from republican states, not from Democratic states, waste and abuse and waste and fraud. probably for the over last 80 years, has been the party in the United States which was most invested in the bureaucracy of the government you know. And yeah, I mean, do you know anybody who works for the government? I mean actually, I mean you may have met the person, but I mean, do you know anybody who works for the government? I mean actually, I mean you may have met the person but I mean, I don't know. Do you do, do you know anybody who works for the government? I don't believe, I do, really, and I do, and I don't either right, I don't I don't, I don't, neither you know I mean, I mean everybody I know is an entrepreneur everybody I know is entrepreneurial. And yeah, the people who aren't entrepreneurial are the families. You know they would be family connections of the entrepreneurs. I just don't know anybody who works for the government. You know, I've been 50 years and I can't say I know anybody who works for the government but, there's lots of them. Yeah, yeah so they don't they. They're not involved in entrepreneurial circles, that's for sure. Dean: It's Ontario Hydro or Ontario Power Generation. Is that the government? No, that's the government, then I do. I know one person. I know one person that works for the government. Dan: All right, Send him an email and say what are five things you did last week? Yeah, what? Dean: did you do last week? Dan: Oh my goodness, that's so funny, impress me. Dean: Yes. Dan: Yeah. Dean: Yeah. Dan: I think it's a stage in technological development, I think it's a state, just where it has to do with the ability to measure, and this has been a vast dark space government that you can't really, yeah, and in fairness to them, they couldn't measure themselves. In other words, that they didn't have the ability, even if they were honest and forthright and they were committed and they were productive, they themselves did not have the ability to measure their own activities until now. And I think, and I think now they will, and I think now they will, and, but but anyway, I just think this is a major, major event. This is this is equal to the printing press. You know this is equal to to electricity. You can measure what government does electricity. You can measure what government does In the history of human beings. This is a major breakthrough. That's amazing. Dean: So great Look around. You don't want a time to be alive. Dan: Yeah, I mean depending on where you work I guess that's absolutely true. Dean: I've been listening to, uh I was just listening, uh just started actually a podcast about uh, thomas edison, uh this is a really great podcast, one of my great, one of my great heroes. Yes, exactly, the podcast is called Founders. Dan: Founders yeah. Dean: Founders. Yeah, david Sunra, I think, is the guy's name and all he does is he reads biographies and then he gives his insights on the biographies. It's just a single voice podcast. It's not like guests or anything, it's just him breaking down his lessons and notes from reading certain reading these biographies and it's really well done. But he had what turned me on he did. I first heard a podcast he did about Albert Lasker, who was the guy, the great advertising guy, the man who sold America and yeah, so I've been listening through and very interesting. But the Thomas Edison thing I'm at the point where he was talking about his first things. He sold some telegraph patent that he had an idea that he had created for $40,000, which was like you know a huge amount of money back then and that allowed him to set up Menlo Park. And then at the time Menlo Park was kind of out in the middle of nowhere and you know they asked why would you set up out there? And no distractions. And he created a whole you know a whole environment of where people were undistracted and able to invent and what you know. If they get bored, what are they going to do? They're going to invent something, just creating this whole environment. Dan: Well, he wasn't distractible because he was largely deaf. He had childhood injury, yeah, so he wasn't distracted by other people talking because he couldn't really make out. So you know, he had to focus where he could focus. And yeah, there is actually in my hometown, which his hometown is called Milan, ohio. I grew up two miles. I grew up I wasn't born there, but when I was two years old, we moved to a farm there. It was two miles from Edison. His home is there. It's a museum. Dean: Milan. Dan: Ohio and that was 1830s, somewhere 1838, something like that. I'm not quite sure. But there's a business in Norwalk, Ohio, where we moved from the farm when I was 11 years old Ohio, where we moved from the farm when I was 11 years old, and there's a business in there that started off as a dynamo company. Dynamo was sort of like an electric generator. Dean: Yeah, and we had dynamo in Georgetown. Dan: on the river, yeah, and that business continues since the mid-1800s, that business continues, and everything like that. My sense is that Edison put everything together that constitutes the modern scientific technological laboratory. In other words that Menlo Park is the first time you've really put everything together. That includes, you know, the science, the technology, the experimentation the creation of patents, the packaging of the new ideas, getting investment from Wall Street and everything. He created the entire gateway for the modern technological corporation, I think. Dean: I think that's amazing, very nice. I like to look at the. I like to trace the timelines of something right, like when you realize it's very interesting when you think and you hear about the lore and you look at the accomplishments of someone like Thomas Edison or Leonardo da Vinci or anybody, you look at the total of what you know about what they were able to accomplish, but when you granularly get down to the timeline of it, you don't, like you realize how. I think I remember reading about da vinci. I think he spent like seven years doing just this one uh, one period of projects. That was uh, um. So he puts it in perspective right of a of the, the whole of a career, that it really breaks down to the, the individual, uh chapters, that that make it up, you know, yeah, and it's funny, I've written about somebody, Jim Collins the good to great author. I heard him. His kind of hero was Peter Drucker and he remembers going to Peter Drucker and he had a bookshelf with all of his books. I think he had like 90 books or something that he had written, Peter Drucker, and he had them. Jim Collins set them up on his bookshelf and he would move a piece of tape that shows his current age against the age that Peter Drucker was when he had written those things and he realized that at you know, 50 years old, something like you know, 75% of Peter Drucker's work was after that age and even into his 80s or whatever. Dan: Yeah, most of my work is after 70. I was just going to say yeah, exactly, I look at that. You look at all of the things and then at 70, yeah, yeah, the actual stuff I've created is really yeah, that's when I really started to produce a lot after 70. Dean: Mm-hmm. Dan: Yeah, a lot of R&D. I did a lot of R&D. Dean: Right. Dan: Exactly, yeah, yeah, yeah. And you know, my goal is that 80 to 90 will be much more productive than 70 to 80. Yeah, I was talking to someone today interesting, very interesting physical fitness guy here in Toronto and he's a really great chiropractor so he's working. So I have I'm making great progress with the structural repair of my left knee. But there's all sorts of functional stuff that has to come along with it and he's my main man for doing this. But he was talking, he's 50, and he said you know, my goal is that 60 to 70 is going to be my most active part of my life, you know, from mountain climbing to all these different really high endurance athletics and sports, and so we got talking and I just shared with him the idea that the real goal you should have or which covers a lot of other areas is that, if you're like my goal for 90, I'm just going on 81, my goal for 90 is that I'm more ambitious at 90 than I am at the present. Dean: And. Dan: I said that's what that almost seems impossible, impossible well, well it is if you're just looking at yourself as a single individual yeah but if you're looking at yourself as someone who has an expand team, it's actually very possible. Dean: Yeah, yeah yeah, you're mine are those potato chips no, it's a piece of cellophane wrapped around something. That was the word right Retired. And they've been retired for about five years or so and I hadn't seen them in a couple of years. But it's really interesting to, at 72, the uh, you know the, just the level you can tell just physically and everything mentally, everything about them. They're on the, the decline phase of the thing they're not ramping up. You know, like just physically they are, um, you know they're, they're big, um cruisers. You know they've been going on cruises now every every six weeks or so, but, um, but yeah, no, no, uh, no more golf, no more. Like you see, they're intentionally kind of winding things down, resigning to the yeah. Dan: Yeah, it's very interesting. I don't know if you caught it in the news. It was, I think, right at the end of January. But you know the name Daniel Kahneman. Dean: I know the name. Yeah, thinking fast and slow. Dan: Fast thinking slow yeah, he committed suicide in Switzerland. Dean: I did not know that. When was that he? Dan: was 90 years old, I think it was January 28th. Dean: And it was all planned out. Dan: It was all planned out and he went to Switzerland to do it, because they have the legal framework where you can do that and everything else. And I found it so interesting that I did a whole bunch of perplexity searches and I said, because he was very influential, I never read his book, because I read the first five or 10 pages and it just didn't seem that interesting to me and it seemed like he had. You know that he's famous for that book and he's famous for it, and it seemed to be that he's kind of like a one trick pony. You know, he's got a great book that really changed things. And then I started looking. I said, well, what else did he do besides that one book? And it's not too much. And he did that, you know, 40 years ago. It was sort of something he did 40 years ago. Dean: Wow. Dan: And I just said gee, I wonder if he, you know, he just hasn't been real productive. Wonder if he, you know, he just hasn't been real productive, not not starting in january, but he hadn't been real productive over the last 20 or 30 years and he did that. Dean: Uh, and anyway, you know, I don't know. I don't know that I've been living under a rock or whatever. I didn't even realize that this was a real thing. I have a good friend in Canada whose grandfather is tomorrow scheduled for assisted. It's a big thing in Canada. Dan: Canada is the most leading country in incidents of people being assisted in committing suicide. Dean: Yeah, and. Dan: I have my suspicions. It's a way for the government to cut checks to old people. You know like assist them to leave. You know I mean it's just. What a confusing set of emotions that must bring up for someone you love. Confusing and disturbing about his committing suicide and it's really a big topic, you know, because he was saying you can always get on top of whatever you're experiencing and get useful lessons from it, right? Dean: and I said. Dan: I said, well, you must have reached an empty week or something. You know I I don't know what, what happened I, you know I mean right and uh, cause I I'm finding um the experience of being 80, the experience of being 70 and 80, very, very fruitful for coming up with new thoughts and coming up with new ideas right, you know and what, what is still important when you're uh, you know, still important when you're. you know what is even more important and what is even more clear when you're 80. That wasn't clear when you were 50 or 60. I think that's a useful thought. You know that's a useful thought, yeah, but it's really interesting. I never find suicide is understandable. Dean: I know, yeah, I get it. I see that you think about that too. I've had that. I've had some other people, my cousin, years and years ago was the first person kind of close to me that had committed suicide, and you know. But you always think it's just like you, I can't imagine that like I. I can imagine, uh, just completely like disappearing or whatever you know starting off somewhere else, like complete, you know, reset, but not something that that final, you know. Dan: You know, I can understand just extreme, intolerable pain you know, I mean. I can, I can, I can totally get that. Dean: Yeah, yeah. Dan: Yeah, I mean, it's just you. You just can't go through another day of it. I I just totally understand that but, where it's more of a psychological emotional you get a, got yourself in a corner and that, uh then, um, you know, I don't really, um, I don't really comprehend what's going on there. You know, I I obviously something's going on, but I you know, I, I obviously something's going on, but I, just from, I've never had a suicidal thought. I mean, you know, I've had some low points, I've had some, but even on my low points I had something that was fun that day you know Right Right, right Right. Or I had an interesting thought. Yeah, right. Dean: Yeah, yeah, yeah, yeah. Well, I'm yeah, yeah, yeah yeah, yeah. Dan: Well, I'm glad we hit on that topic because I said, you may think I know that the person doing it has a completely logical reason for doing it. It's just not a logic that can be explained easily to other people yeah, when you're not in that spot. I get it, yeah, yeah, yeah, yeah anyway this was a good one. This was a good one. Yeah, now okay, wait actually yeah, I'll be calling from chicago next week. Dean: Okay, perfect I'll be here, yeah, um, yeah, I want to. I'd love to, um, if we remember, and if we don't, that's fine too, but if we remember, you brought up something the I would love to see and maybe talk about the difference between uh, you know, between 60, 70, 80, your thoughts of those things. Yeah, you're getting to that point I'm 22 years behind you, so I'm just turning 59 right before you turn 81. Dan: So that'd be something I'll put some thought to it. I love it. Dean: Okay. Dan: Perfect, thanks, dan. All right, okay, thanks, bye.

Discover all of the podcasts in our network, search for specific episodes, get the Optimal Living Daily workbook, and learn more at: OLDPodcast.com. Episode 1635: Benjamin Hardy challenges the conventional wisdom of "following your passion," arguing that mastery, success, and happiness come from developing rare and valuable skills rather than chasing preexisting interests. Drawing from Cal Newport's So Good They Can't Ignore You, Hardy explains that confidence and passion are byproducts of excellence, not prerequisites. By continuously investing in yourself, building meaningful relationships, and generously applying your skills to help others, you not only achieve financial success but also cultivate a deeper sense of purpose and fulfillment. Read along with the original article(s) here: https://medium.com/thrive-global/how-to-develop-mastery-make-millions-and-be-happy-cd9743c40d12 Quotes to ponder: “If you want to love what you do, abandon the passion mindset (‘what can the world offer me?') and instead adopt the craftsman mindset (‘what can I offer the world?').” “Passion comes after you put in the hard work to become excellent at something valuable, not before.” “You're happiest when you're growing and giving.” Episode references: Strategic Coach by Dan Sullivan: https://www.strategiccoach.com/ Genius Network by Joe Polish: https://www.geniusnetwork.com/ Mindset by Carol Dweck: https://www.amazon.com/Mindset-Psychology-Success-Carol-Dweck/dp/0345472322 Learn more about your ad choices. Visit megaphone.fm/adchoices

Discover all of the podcasts in our network, search for specific episodes, get the Optimal Living Daily workbook, and learn more at: OLDPodcast.com. Episode 1635: Benjamin Hardy challenges the conventional wisdom of "following your passion," arguing that mastery, success, and happiness come from developing rare and valuable skills rather than chasing preexisting interests. Drawing from Cal Newport's So Good They Can't Ignore You, Hardy explains that confidence and passion are byproducts of excellence, not prerequisites. By continuously investing in yourself, building meaningful relationships, and generously applying your skills to help others, you not only achieve financial success but also cultivate a deeper sense of purpose and fulfillment. Read along with the original article(s) here: https://medium.com/thrive-global/how-to-develop-mastery-make-millions-and-be-happy-cd9743c40d12 Quotes to ponder: “If you want to love what you do, abandon the passion mindset (‘what can the world offer me?') and instead adopt the craftsman mindset (‘what can I offer the world?').” “Passion comes after you put in the hard work to become excellent at something valuable, not before.” “You're happiest when you're growing and giving.” Episode references: Strategic Coach by Dan Sullivan: https://www.strategiccoach.com/ Genius Network by Joe Polish: https://www.geniusnetwork.com/ Mindset by Carol Dweck: https://www.amazon.com/Mindset-Psychology-Success-Carol-Dweck/dp/0345472322 Learn more about your ad choices. Visit megaphone.fm/adchoices

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Joe Polish and Dan Sullivan discuss the concept of the second company—a powerful strategy for Entrepreneurs looking to expand their influence and impact beyond their primary business. Dan shares his observations from coaching over 7,000 Entrepreneurs and highlights the patterns he's seen in those who successfully develop multiplier businesses. Here's a glance at what you'll discover in this episode:  A Second Company: The Secret to Multiplying Your Success (Why every thriving Entrepreneur needs a "second company" to amplify their impact, reduce workload, and multiply their influence—all while staying focused on what they love most.) Value Creation Monopoly: The Ultimate Competitive Edge (Dan's revolutionary concept of a "value creation monopoly"—why true dominance in your field doesn't require cutthroat tactics but an unmatched ability to deliver transformative value.) Turn Ideas into Assets: The Genius of Strategic Byproducts (How Dan and Joe transform everyday Entrepreneurial efforts into high-value byproducts, creating businesses that thrive.) The Center of It All: Why Your First Company is Your Greatest R&D Tool (Find out how your first company can become the hub for innovation, fueling all future endeavors while keeping you in the driver's seat of your passions.) Avoid the Entrepreneurial Trap of ‘More is Better' (Why scaling too fast or chasing endless growth might sabotage your long-term vision—and how Dan and Joe keep their businesses profitable, focused, and fulfilling.) The Freedom Formula: Make It Up, Make It Real, Make It Recur (The powerful Entrepreneurial secret that allows you to innovate boldly, delegate effectively, and create the vision you want.) If you'd like to join world-renowned Entrepreneurs at the next Genius Network Event or want to learn more about Genius Network, go to www.GeniusNetwork.com.

In this episode of Welcome to Cloudlandia, Dan shares his journey from recovering in snowy Toronto to basking in the Arizona sunshine at Canyon Ranch. While battling a cold and back spasm in Canada, He found unexpected humor in a limousine driver discovering our heated driveway before making my way to the warmth of Tucson. At Canyon Ranch, I read historical British Navy novels and attended Richard Rossi's conference, where conversations sparked insights about technology's role in our world. The discussions centered on how companies like Google and Apple influence geographic naming conventions and how AI tools like ChatGPT and Claude work to match human capabilities rather than surpass them. We explored the relationship between technology and daily life, from electric vehicles to meal delivery services. These conversations highlighted how technological advances aim to streamline our routines while acknowledging the challenge of replicating genuine human experiences. The experience reinforced that technology offers convenience and efficiency but cannot replace authentic human connections and experiences. This balance became clear through examples like distinguishing between Bach's original compositions and AI-generated music, reminding us of technology's role as a tool rather than a replacement for human interaction. SHOW HIGHLIGHTS In the episode, Dan shares his journey from Toronto's cold to Arizona's warmth, highlighting his recovery from a cold and back spasm, and experiences attending a conference and relaxing at Canyon Ranch. We discuss the impact of technology on geographic naming conventions, mentioning how companies like Google and Apple influence changes such as the renaming of geographic locations. The conversation explores the idea that technology is striving to match human intelligence, with examples including AI tools like ChatGPT and Claude, and the future potential of seamless digital interactions. I reflect on the progression of vision and technology, discussing how initial ideas develop into intellectual property and the role of technology in enhancing human capabilities. We explore resistance to change with technological advancements, using examples like the shift from gasoline to electric vehicles and how people adapt technology to maintain comfort. The episode examines the distinction between authentic human experiences and artificial replication, emphasizing the irreplaceable value of genuine human connections and interactions. We share personal anecdotes about how technology has replaced routine tasks, discussing the convenience of services like grocery delivery and automated car washes, and pondering future technological advancements. Links: WelcomeToCloudlandia.com StrategicCoach.com DeanJackson.com ListingAgentLifestyle.com TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dean: Mr Sullivan. Mr Jackson, I hope you're well, I am. Dan: I'm much better than I was last weekend. I was, yeah, out of it. I mean, really I had like a cold and my back was in spasm. It was not good. So I'm a nice recovery week and I'm on the mend. How was your adventures in Arizona? Are you still in Arizona? Dean: now. No, I got back around 11 o'clock last night to Toronto. That has about a foot of snow. Dan: I saw that. Dean: Yeah, and it's still snowing, it's still coming down. So we really had nothing for November, december, january, but February seems to be the winter. It's really snowing, I mean it's continuous, it's not heavy snow, but it's just constant, and I kind of like it. And we got home last night and the limousine driver who driveway and he said, oh, I hope we can get up to your driveway and he, he hadn't uh, he didn't have previous he didn't have previous experience. He says oh my golly, you have heated driveways. And I said, yeah, uh, of course you know we've got to be good to our got to be, good to our limousine drivers. Dan: You know we have to you know, set a standard for driver friendliness and anyway, so Did he tell you, listen, if you wanted to really be good, you'd buy the house behind you so we could keep the driveway going all the way through. Dean: Yeah, somebody else did and they fixed it up, so I think that's out of the future. That's out of the. You know that's not going to happen. You can't add that to the compound, right? Yeah, so anyway, regarding Arizona, it was great. We were there for two and a half weeks so we had Richard Rossi's conference which was terrific, yeah, terrific. Richard does such a great job with this right. Dan: I mean, it's something that he's really doing it out of his own passionate curiosity himself. I think that's a good thing when you can make your own thing. I think that's a good thing when you can make your own. Dean: Then we did a week at Canyon Ranch in Tucson, which was really terrific and beautiful. I mean just gorgeous weather every day 75-ish. Got up to 80 a little bit, but absolutely clear. Not a cloud in the sky. For a week Didn't see a cloud in the night sky in Tucson. Dan: I was going to ask what's a day in the life at Canyon Ranch for you. Dean: I'll have a massage scheduled. You know you can go to 50 different things, but I don't. And you know, I read a lot while. I'm there I go for walks and know, did some gym work? and and then, yeah, just to take it really easy, you know I'm reading just a terrific set of British Navy stories from the novels. These are historic historically. They're all during the Napoleonic War, when Britain War, when Great Britain was fighting the French, and it follows. First of all, there's about 20 authors who write these terrific books, but the one I'm reading right now, andrew Wareham is his name and he follows a sea captain from when he becomes a midshipman. He becomes a midshipman. That's your first step in being an officer is a midshipman. But they start at nine and 10 years old. So they have nine and 10 year old boys on board ship, you know, and they lose a lot of them. You know because they're in. You know they're in action during the sea battles and you know they and they're foolish. You know 10, who who thinks? who thinks about danger when you're 10 years old, you know, but Trails him and he's about 25 now and he's a captain. He's a captain. So in 15 years he's become a captain and just terrific, just extraordinarily well-written books, but it's just about this one person. And then he goes up in terms of skill and responsibility and importance and he becomes rich doing it. Because if you captured a French ship, then you might be. Yeah, except for the gold. The gold had to go to the government. To the government. Dan: OK. Dean: You know the British government, but outside of that you could. You auctioned it off and the captain got a set share, and then everybody right down to the lowest seaman. So I went through about three of those in a week. Three, three now, wow yeah, and that was it. And then I came back and we had our free zone, and which worked out really worked out, really well. And you know you had arranged for a. Dan: I heard, you had arranged for a satellite launch while you were having the reception. Dean: Yeah, the rocket rocket, you know. I mean mean the rocket maker is very busy these days rearranging the government, you know. And uh so yeah, I thought it was kind of him to just take a little bit of time out and send a rocket up during our reception. I thought, you know, you know kind of a nice touch, you know, and yeah, it went really well and the, you know it's mostly parties. You know kind of a nice touch, you know, and yeah, it went really well and the you know it's mostly parties. You know our summit I mean if you, if you take this, if you take the two parties and put them together, they're equal to the amount of time we're doing in the conference and then the conference has lots of breaks, so yeah, I think it was more partying actually it's print seven, that's yeah, I mean that's the great uh seven print enjoy life and have a good time, you know right, right, right and then we uh took a day, and then we moved over to joe, which was joe yeah it's genius. Yeah, joe is such a great and the new offices look really good. Dan: I was just going to say I saw Richard Miller told me about the big 110-inch televisions or screens on the thing. That makes a big difference. Dean: Well, the big thing he can comfortably put 100 people in now. Yeah. Because, he's knocked out walls. Dan: Yeah, I zoomed in a little bit on Friday and, yeah, looks like a nice turnout too. It looks like that group's really growing. Dean: Yeah, it seems, I guess about 40, you know about 40 people. Yeah, and some not there, so it's probably total numbers is a bit higher. And yeah, and yeah, and yeah. We had one very impressive speaker. The senior editor for Epoch Times was there. Dan: Epoch Times. I saw that yeah. Dean: Yeah, in the afternoon and I didn't really know the background to this story. You know the background to the public. Yeah, and I had lunch sitting next to him, a very interesting person, you know, and he's very connected to a lot of people in the new administration Trump administration so he was talking about all the different things that he was doing. Dan: And I saw that Robert Kennedy was confirmed since last we spoke for the yeah and he's good friends with him. Dean: The editor is good friends with him. Dan: Yeah. Dean: And the next one is the FBI director, and he's good friends with him, so anyway, yeah, and Jeff Hayes was there and Jeff was just. I mean because Jeff had a major you know he had a major role in getting Robert Kennedy to the point where he could be and but I'm enjoying the. For the first time in US history, the government is being audited, mr Musk. Dan: I knew I saw it was very interesting. I saw something that there was somebody posted up a video from the 90s when Clinton and Gore launched a. There was something it was called rego, I think, but reinventing government operations or something, and it was mirroring all the things that they're saying about Doge, about the finding inefficiency and finding looking out all those things. So it was really interesting. They were showing the parallels of what was actually, you know, in 90, you know mid nineties, when Clinton and Gore were in yeah, yeah. Dean: Well, they didn't have the. I mean, it would have been an impossible task in the 1990s, but not so today, because of the guy, because they could just go in and they can identify every single check. That's written, the complete history, you know, and everything. They couldn't do that back in the 90s, you know Right. And probably they weren't the right party to be doing it either. Dan: So, anyway. Dean: no, I find it very intriguing and you can tell by the response of the Democrats that there's some stuff there. Dan: There's some there. Dean: There's some there there I think that I was just reading that. So far that you know they're they're, they're estimating that it's at least a trillion of found money. Dan: In other words, that when they go through, they'll find a trillion is a big, you know. Dean: I find that an impressive amount of money actually. Dan: Yeah, I find that an impressive amount of money. Yeah, that's exactly right, yeah yeah, yeah. Dean: So yeah, it's a big change. I think you know, I, I think that a lot of people who hate trump are probably wishing that he had actually won in 2020 you know, had to live with kovid for you know two and a half, three years, because nobody, almost no government, that was in charge. When COVID two years, I guess two and a half years of COVID. They've just been thrown out all around the world. Whoever the government was got thrown out, and so if Trump had won in 2020, he'd be out now and they'd probably be the Democrats and everything like that and they probably wouldn't have Elon Musk taking a look at government spending. Dan: What's the buzz in Canada now with their impending 51st? Yeah, it's nothing. Dean: We're in limbo. We're just in limbo because you know, the government isn't sitting and they're in the middle of a leadership race to replace Trudeau, and that won't happen until March 9th. Dan: Governor Trudeau Did you hear Donald Trump Government Trudeau. Dean: The state of Canada. Dan: Yeah, Trudeau keeps calling him Governor Trudeau. It's so disrespectful it's ridiculous. Dean: Yeah, the Gulf of America and the state of Canada. That's big news, since the last time we spoke right. Dan: We've had big changes. We had Governor. Trudeau and the Gulf of America. It's officially changed on the Google Maps now. Dean: Yeah, apple too. Apple changed over to the Gulf of America, and so did Chevron. In its annual report it talked about all of its deep water drilling in the Gulf of America. Yeah, it's interesting how things get named, anyway, I don't know. There wasn't any active government that called it the Gulf of Mexico. It was just the first map makers, whoever they were, yeah. They just said well, yeah, we call this the Gulf of Mexico and it's a done deal, deal. And so my sense is you know, if the you know if Google changes the name. That's an important support for the change. Dan: Yeah, yeah, absolutely, I mean, it's so funny. I wonder how long now it'll take for the street names to change to. Dean: Well, they're changing, you know and they're, yeah, and they're changing the military bases. You know they had all these military bases in the. Us that were named after people who you know were deemed racist or deemed, you know, not proper that this person's name should be. So one administration changes them, but the next administration comes back and changes them all back to the original and Mount McKinley I always liked Mount McKinley and then they changed to Mount Denali. Oh, is that right I didn't know that, and now it's changed back to Mount McKinley. Okay, so Mount McKinley is the tallest North American mountain tallest mountain in. North America. So anyway, it's really good. I've been toying with the book title. Dan: It's not the book. Dean: I'm writing right now, but the title of the book is Technology is Trying Very Hard to Keep Up with Us, okay, Technology is trying really hard to keep up. Yeah, because people, I think, have bought into it that we're the ones who are trying to keep up with technology. Dan: Right. Dean: And I think it creates a lot of stress. I think we're trying to keep up with something that we don't understand, and I think that's a very stressful, I think that's a very stressful attitude. And I just tested it out at Genius Network. And I just said what would you think about this? That technology is trying very hard to keep up with us. And they said, wow, wow. What do you mean? Well, you know, because I said first of all it's inferior. I said first of all it's inferior. Technology is inferior because the objective of so many of the researchers in technology is that we'll now have technology that's as smart as humans. So, right off the bat, the premise of that is that technology isn't as smart as humans. Okay, so why would we be trying to be keeping up with something that's not as smart as us? That's true, yeah, but just from a standpoint. I think, probably, that you wouldn't be able to measure what's happening one way or the other. One way or the other, you really wouldn't be able to measure them, you know. I mean, if you take an individual human being, just one person, and you look at that person's brain, that brain is the most complex in the world. The human brain has more connections than anything else in the world. So in the universe not in the world, but in the universe it's the most complex, that's just one individual and then humans can communicate with each other. So it's you know. Say you have 10 human brains, that's 10 times the most complex thing in the world and they're doing all sorts of things. So my sense is that's the superior thing that you know, the human brain and individual human is superior. So I think the makers of technology are trying to keep up with what the human brain is doing, but it's really hard. Dan: it's really hard yeah, this is I mean. Yeah, I wonder. I just upgraded my chat gT membership. Now I just upgraded to the $200, $200, $200 a month. Dean: Yeah, and apparently they're feeding you, dean, they're dating his. First it's $2. First it's free. Dan: That's how they get you. Dean: Dan, that's $20 a month. Now it's $200. Right, and you're deeper and deeper into it. Then they're going to say it's $500 a month, yeah, and then you're into the thousands. Dan: And that's how they get you. That's what they do, that's how they get you yeah. Dean: You can't back out of it. You can't back out of GPT. Yeah, once you're in, you're in. Dan: So I need gpt. Yeah, my cheer hand, you're in, so I need the. So now, from what I understand, I got it and then I've been, you know, recovering here the last uh, couple of weeks or I was on my, had my event and and recovery here, so I haven't really spent the time to go deep in it. But from what I understand now they can do projects for you Like it. Can you know, I just did some test things Like can you, you know, see what massage times are available at Hand and Stone for me for today, and it goes to the website and logs it can book for you if you wanted it, you know. So I really I see now like the way forward, it's really just a world of truly just being able to articulate what you want is a big thing and you know you had 25 years of just practicing. What do you want, you know, in your daily practice. Dean: Journaling You're journaling. Dan: Yeah, and now we're truly like I think this is one step closer to just being able to like articulate what you want and it can happen. I mean, I see it now on, you know, with the combination of the things that are doing, like Claude. A lot of people are using Claude for, like creating websites and apps and you know, functional things and then using. Now, I think, with ChatGPT, combined with those capabilities, that's really what the $200 a month, one kind of gets you is the ability for you to set it on a task and then come back. It'll still work on it while not. It felt like before, for $20 a month, charlotte would do whatever you wanted her to do right in real time while you're there, but you couldn't assign it a task that is going to be done while you're not there. So, man, it's pretty amazing times what we're coming into here being a visionary is a big thing. Dean: Yeah, my, I'm just. You know, I'm really. I just work with one, one tool and see, how much? I can get out of it and you know, perplexity is doing a good job of giving me alternative copy copy ideas, and the thing is that I've got so many thinking tools of my own that I've created over my last that the tools I think are really custom designed for how I go about things, okay, and and so see for me to kind of learn this new stuff in the time that I would be learning something new I'd be creating three or four new. I'd be creating three or four new tools yeah which are useful in the program. So there's an immediate payoff in the program and then they have IP value as we're discovering they have. IP value, so I'm not seeing the return on investment yet. I mean, I have team members who can do the programs and they're investigating them all the time and they're getting better. So I can just chat with, I can just send them a fast filter or something like that. That's a tool, fast filter, and then they go and they execute it and I haven't spent any time learning it and so I'm really interested in listening to you, because you're I would suspect that you're making advances every day, right, probably something new every day. Dan: I'm starting to see I don't know whether I've shared with you the we're kind of putting some legs on the VCR formula, kind of putting some. You're digging a little deeper into how to really define those what vision, what capabilities, what reach, how to think about them. And what I looked at with vision is thinking of it as a progression from the levels of vision that you can have. So you can start out with the ability to create a hypothesis or have an idea about something. I think that if you did this, that would be a good thing, right, this is what you, we should do, or this is where I think we should go with this. That's one level. Then, from that, then the next level up is that you have proven. That is right, that's a good idea, right. So you've set up an experiment, you've taken some action on that idea. You've gotten some feedback that, yeah, that's good. It's almost like applying the scientific method in a way. Right, you create a hypothesis, you set up an experiment, you do it Now. Once you've got proof, then the next level up is to create a protocol for that. You could repeat the result that you were able to get one time. And once you've got that protocol, now you've got something that can be packaged and protected. Ip is the crown jewel of the vision column. Everything should be progressing to that peak of having IP. And once you have a piece of IP, once you have a protocol, an algorithm, a recipe you know engineer, whatever the thing is. Now it moves into your capability column that you have it now as something that you can package as a result for someone Right. So it's been. It's a really interesting thing. You can package as a result for someone right, so it's a really interesting thing. I think that progression of kind of you know feels in line with the make it up, make it real, make it recur kind of progression as well. Dean: Yeah. Now here's a question and it's kind of related to this. Technology is trying really hard to keep up that I started the podcast with this morning. If you looked at yourself, are you using technology so that you can be different or are you using technology so that you can be the same? That's a good question. Dan: I think I'm using technology so that, well, I don't know how to think about that. I would say am I using technology so that I can be different? I can't think of an example to say either way. I mean I'm using technology in many cases to do what I would do if I could count on me to do it. You know, I think that's a thing that you know technology is able to do the things that I would do. And I take technology as you know, I have a broad definition of technology. Right, like a shovel would be a technology too. Right, any kind of tool to do what you would do in an enhanced kind of way, like if your thing is you're trying to dig a swimming pool, you know you do it by hand, scoop out all the dirt. But somebody realized, hey, if we make a shovel that is similar but bigger, it could scoop that out. And then if we make a, a backhoe, that can you know, do that's a thing so it's doing? I think the answer is probably all technology is to do the same faster and bigger yeah, I just just wonder that the most dominant force in people's life is really their habits, and what I feel is there's a set of habits that work. Dean: you know, you like them and they work. And secondly, you like doing them, you like doing them but you're being asked to change. You know, there's sort of this message, message, a narrative you're going to have to change and you're going to have to change. And I'm wondering if, at a certain stage, people reach a point where they say, okay, I'll use technology, but not to change the way you want me to change, but to stay the way I am. Dan: That's interesting but to stay the way I am. That's interesting. Yeah, I mean, there's probably good arguments for both sides, right? I think technology ultimately in its bestest to be able to replace your time and effort on doing something to make it easier to do what you need to do. I think about Excel, for instance, using Excel spreadsheets as a way of being able to sort and organize and compute data back like to the earliest technologies you know. Dean: Yeah, well, I just feel that you know. I mean, first of all, very few people are. I would start with myself by saying that I've probably got a massive habit system. You know, that's basically repeats who I am every day, like 90 and it's comfortable. You know it's comfortable you know, and I do it, and therefore, if I am asked to be more productive or I'm asked to be creative, I will only use those technologies that allow me to be productive in a way that my daily habits can stay the same. I don't really want to be disrupted. Right, yeah, I can see this, you know, with. One of the problems with EVs is that people are really used to going to the gas station. They've got a whole routine and it isn't just pumping gas, they go in, you know, they go in, they buy some things, you know, and everything like that, and it's really a short period of time. I mean, if you wanted to fill up your car, you know, and I was used to it because we had a, you know, in our trip we had a Beamer, we had the big Beamer. They have a X7 now. Dan: The X5 was always. Dean: Now they have an X7. And, the thing you know, we had it for two and a half weeks, so about three or four days before we left. We just topped it up, you know, we just I put enough gas in that would get us back to the airport you know, when we did it and you know it was like four minutes. You know it's like four minutes, yeah, where you know if you're I mean if you do your charging up overnight, there's no problem to it. You know, if you're I mean if you do your charging up overnight, there's no problem to it, you know there's no problem charging up, but if you're out on a trip and you're getting short on you know, on power, then it's a lot, you know where is it? Dean: Yeah, yeah. Dean: Yeah. Dan: I find that same thing Like so I, you know net. I have a charger at my house for my Tesla. And so I just plug it in and I never. I don't miss. Well, I never went to the. I never went to the gas station. Anyway, I would have Courtney. You know my assistant would always go. That was one of the things that she would do. But I think about, you know, the things that Courtney would do 10 years ago, like getting gas in my car, taking to the car wash all of that stuff, going to the grocery store, going to restaurants to pick up stuff or to take things to the mail, all of the things that were. You know. A lot of that is now replaced with technology, in that there's no need to, I don't need to go to the gas station. My car is always charged and always ready. We have there's a there's this big now push of these super convenient car wash things. So for $32 a month you join this. For $32 a month you have unlimited car washes and there's one right on the way to or the way home from, honeycomb, the breakfast place that I go to every day. So I can just literally swing in. You don't even, you don't get out of your car, you just drive through. It's got the. It recognizes your barcode thing. You drive right through and off you go, and so I always have a super clean car. I use Instacart for the grocery delivery and Uber Eats and Seamless and, like you think, 10 years ago one of the things that we had Courtney do was go to. It's funny you say this right, but technology keeping up with us, this would fit in that category that there was no delivery service for food aside from pizza and Chinese food. That's what you could get delivered at your house or office, right. So we had Courtney go to every restaurant, like all of our favorite restaurants. She went to every restaurant and got the takeout menu, two copies of it, one. So we had a binder, one at the house and one at the office that had the menus of every restaurant and now, all of a sudden, every restaurant was delivery, because we would place the order and then Courtney would go and get it and bring it. Dean: You know. Dan: And so that's what technology kind of replaced 90% of what Courtney was doing. You know, it's really interesting to to think. You know, pretty simple, have the, remember on Star Trek they had the replicators where they would you know? Just you tell the thing what you want and it would make the food. Dean: We're not that far off probably from that. Well, where do you see that? I don't see that at all. Dan: No, I'm saying on in you're seeing now I don't know if you've ever seen these robotic kitchens that are kitchen robots that you know can make anything that you want, and I think it's very interesting that you look at. Ai will be able to assess your inventory in your fridge and your robots will keep the ingredients stocked and your AI robot chef will be able to make whatever you want. I mean basically anything. Any packaged protocol, like for recipes or anything that you know how to do, is now eligible for someone else to do it, you know, and someone else being a technology, a robot, to be able to do it, you know, and someone else being a technology, a robot, to be able to do it. But there's no, you still have to be able to. There's still the human element of things. I had a really interesting experience just yesterday is I send out, you know, three emails a week to our subscribers, you know, to all my on my list of entrepreneurs, and you know the emails, for several years, have been derivative of my podcasts. Right, like so they. I would talk the podcast and then we would get those transcribed and then I had a writer who would take the transcript and identify you know two or three or four key points that we talked about in the podcast and create emails. You know three to 500 word emails based on those in my voice and I use air quotes in my voice because it really was my words Cause I spoke them on the podcast but she was, you know, compiling and putting them all together and they you know, I've had. I've got a lot of them and we've been, you know, since COVID, kind of in syndication with them, where they're on a three-year rotation, kind of thing, you know. So I haven't had to write new emails, but occasionally I will intersperse them in. And so the other day, yesterday, I sent out an email that I wrote 100% and it was describing the advantages of time travel and I was talking about how, in lead generation situations, you know, I mean, if I could say to people, let's say, you own a real estate company and we had the ability to time travel and we could go back two years from today and we're going to leave at midnight, but before we leave you can go to the MLS and you can print off a list of every house that sold in the last two years. So we can beam back two years armed with a list of every person that sold their house in the last two years and all you would need to do over that period of time is just concentrate on building a relationship with those people, because that's what you're looking for Right, on building a relationship with those people, because that's what you're looking for, right. And so I told that whole story and then said, you know, since and it reminds me, dan, of your it's certainty and uncertainty, right, like if you had certainty that these are the people that are going to sell their house, that you would be, you would have a different approach to your engagement with them, but it wouldn't change the fact that, as valuable as you think this list is, armed with this list of everybody that's going to sell their house, that sold their house in the last two years, you'd still have to go through the last two years in real time, and the people who sold their house, you know, teen months later, were you still had to wait 18 months for them to mature. And I thought, you know, I said that the thing that, since we can't time travel backwards, the best thing we could do is plant a time capsule and start generating leads of people who are going to sell their house in the next 100 weeks. And if you had that level of certainty around it, that would be a big thing, right? So I wrote that email and I talked about the thing. But I've gotten five or six replies to the emails saying I read a lot of your emails. In my opinion, this is the best one that you've written, or what an amazing insight, or this really resonated with me, but it was something that has like 100% of me in it, as opposed to written as a derivative of something I said. So it's not, I think, that human element. I don't know whether it's the energy or whatever. Dean: Yeah, it's kind of interesting there. I think what I'm going to say relates to what you're saying, right? Dan: now. Dean: There was just a YouTube. It was YouTube and it was. Can you tell if it's Bach or not? Dan: So what they did is they had an actual recording of Bach. Dean: Who wrote it, you know? And then they did an AI version of like Bach. And then they did an AI version of like Bach. And then they asked you to listen to both and say which one was Bach and which one was the AI. And there were six of the six. They gave six samples and I got it right six times in a row. Dan: Oh, wow. Dean: And what I was saying is that there's something that the human being has added which is not. It's actually is, and there's a big difference between is and kind of like, and it seems to me that's what you're saying here. Dan: Yeah. Dean: That there's something. It's kind of like Dean Jackson or is. Dean Jackson, and my sense is I think the gulf between those two is permanent. I agree 100%. Dan: That's the, you know. There's Jerry Spence, the attorney. He wrote a great book called how to Argue and Win Every Time. Dean: And one of the things that he said is when we're communicating. Dan: One of the things that he said is when we're communicating, one of the things that the receiver, what we're doing as the receiver of communication, is, we have all these invisible psychic tentacles that are out measuring and testing and looking for authenticity of it, and they can detect what he calls the thin clank of the counterfeit. Yes, and that's an interesting thing, right? What was it to you in Is it Bach that made you able to pick it out? Can you discern what the difference was. Dean: I think it was an emotional thing that basically I was moved by the back one, and I was just intrigued by the other one that's interesting right one of them was one of them was emotional, but the other one was. You know, I was me saying is it? You know, I, I don, I don't think so, I don't think it is when. With the first one, it didn't take long. There was just, you know, it was maybe five or six bars and I said, yeah, I think that's Bach, it's the twinkle in the eye, right. Dan: That's kind of the thing that is. Yeah, I get it. I think we're onto something with that. Dean: Yeah, and. I think it's uniqueness. In other words, here's my feeling is that humans develop new capabilities to deal with technology. I think that our brains are actually transforming as we're surrounded more and more with technology. And it has to do with what's valuable and what's not valuable and anything that's tech, we immediately say, oh, that doesn't really have any value because it's cheap, it's really cheap in other words, it was the technology was created to lower the cost of something. I mean that's really you know, I mean if it were, I mean mean, if it does what it's supposed to do, it lowers the cost, and there's various costs. There's cost of concentration, there's the cost of time, there's the cost of energy, there's the cost of money and everything else. And so technology will lower the cost in those areas and doing it in those areas and doing it. But what I find is that what we really treasure in life, the things that have a higher cost, that have a higher cost, it takes more of our effort takes more of our time. It takes you know more of our money, and in person you know. In person is always going to cost more than automatic or digital. So, my sense is, as time goes along, we adjust our you know the cost benefit analysis of the experience. Dan: Okay. Dean: And think about the six who wrote back to you on it. How much their cost was it really cost them to listen to the real thing? Okay because, first of all, they were listening and they were moved. They couldn't be doing something else when they were being moved by your message. Okay, and then they took time out. They took time out to actually construct a response to you. So the cost I mean we use cost as a bad word you know there's a high cost, or anything right yeah, but it's actually investment, the investment that the things where we're required to invest more are actually more valuable. Dan: I agree with you, yeah, yeah. So I think that's part of this, that's part of this balance, then, with the technologies, using the technology. I mean, you know, how do you get that? Dean: Yeah, that level about things that we're fully engaged with, that are more valuable than things that are just done for us in an instant. I don't have the answer to that, it's just an observation. Dan: No, I don't either. You're right, but the fact is that a lot of these things are, you know, no matter what the advancements happen in technology, in some of these ways, it's the fact is that life moves at the speed of reality, right, which is, you know, 60 seconds per minute. You know, I mean, that's really the, that's really the thing, and that those our attention is engaged for 100 of those minutes that we have, and when it's engaged in something, it's not engaged in something else, and when I think what that's what you're saying, is that you've gotten the authentic, like core, you know, full engagement. And it's an interesting thing that I think what AI is doing for bulk things, for people is it's allowing them to not have to pay attention to things they don't have to. It's really it allows everybody to get the cliff notes or something. They don't have to read Hamlet, they don't have to read Macbeth, they can scan the cliff notes of something. They don't have to read Hamlet, they don't have to read Macbeth, they can scan the cliff notes of Macbeth. But that's not the same experience of seeing. Dean: No, there's something about engagement, I think, the word we'll use as our segue word, namely to pick it up next time. Dan: I think it is. Dean: There's a real pleasure of being fully engaged. Dan: I think that's something that is cause this is an interesting thing. I'm gonna throw a couple of things out that we can marinate on for next time, because we're just having this conversation about Michelelin star restaurant experiences that I? Dean: I've always been fascinated by that the young chef who turned down uh three-star rating no he said I don't want to be rated, I don't want to have a michelin. Well, and people, people say well, of course you want a Michelin rating. He says no, he says it does weird things with what I'm supposed to be and what a restaurant is supposed to be. And he said I noticed the type of customers that came in were different type of customers. So he said I don't want to be listed anymore as Michelin. That's interesting. Dan: But it's fascinating. That is an only. It's a one-off original experience provided by a group of passionate people. You know doing something only in the moment. There's no leverage. Dean: Yeah. Dan: And I thought about the same thing like a, you know, like a performance of live theater in a live in an environment is a one-off, original experience and I think that's why people who love theater and love doing theater actors, I I mean, who love performing in theaters because of that authentic and immediate back that your engagement really brings, that's very live live and in person live exactly. Dean: Yeah, it's interesting, but my sense is that just to. Yeah, exactly, you're being pressured to to change the sameness. You'll look for a technology that frees up the time again so that you can enjoy your sameness. Dan: I don't know if I'm getting that across really. No, I understand, but it's a bit like it's a bit. Dean: It's a bit like a gyroscope. You want to stay on the true path when you're flying and therefore, you need more and more technology. I was noticing we came back in the 787, which is a marvelous airplane. For all of Boeing's troubles, the 787 is not one of them, and you know, it's just that. So we took off, you know, we flew from Phoenix to Toronto and just as we got near the, within about 30 minutes of landing in Toronto, there was just a little bump and the pilot immediately came out and says you know, we were in a little bit of a turbulence zone, but it won't last. In about a minute we'll be out of it and then, a minute later, there was no turbulence, it was just about a minute. And it wasn't real turbulence, it was just a little you know that. I noticed it and they have a really unique technology that they've introduced that can transform turbulence into smoothness. You know that's what I'm interpreting that they do, but for the whole flight, you know, I didn't even remember us taking off and when we landed I said, did we land? Yeah, and she said yeah, bev says we landed, and I said, wow, yeah, it's just really remarkable. But there's millions and millions of little tech bots that are adjusting it so that the sameness you like, which is namely not turbulence, is maintained. And I think that we do this on a personal level. I think we do this on an individual level. We have a smooth flight, we have an experience of what a smooth flight is for us and if there's any interruption of that, we want something that takes away the interruption so we can get back to the feeling that it's a smooth flight. Dan: Yeah agreed. Well, I think we're onto something here. Dean: I think we are yeah, okay. Dan:Changing to stay the same. Dean: Changing to stay the same yeah all righty. Dan: Constantly changing, to stay the same, that's a good book title right there? 0:48:32 - Dean: Oh yeah, all right there. Oh yeah, all righty, I like that Okay. Thanks, Dan. Dan: Okay now next week, I know you're gone next week we're on our way to Nashville for our upgrade, our lube job, whatever. Uh-huh, so two weeks, okay two weeks. Okay, bye. 0:48:52 - Dean: Thanks, Dan Bye.

Joe Polish and Dan Sullivan engage in a deep-dive conversation about the political landscape following the inauguration. They explore Donald Trump's impact as a political figure, his marketing genius, and his ability to mobilize a movement unlike any in modern history. Here's a glance at what you'll discover from Joe and Dan in this episode:  What Trump Learned From the Founding Fathers, Lincoln, and Roosevelt (Discover why Dan compares Trump to the four most consequential presidents in American history—and how their lessons shaped his approach to leadership and innovation.) Why Trump's Entrepreneurial Mindset Made Waves in Washington (Dive into Trump's decision-making process, his love for workers, and the Entrepreneurial edge that both baffled and infuriated the bureaucratic establishment.) The MAGA Movement: Bigger Than Trump? (Why Dan believes the MAGA movement will outlive Trump, its historical roots, and what makes it the first true working-class revolution in modern U.S. history.) Trump's Communication Superpower: The Laser Pointer Analogy (The strategic genius behind Trump's most controversial statements—and why they leave his opponents chasing distractions while he closes deals.) The Art of the Counterpunch: Trump's Rule for Endless Winning (Trump's philosophy of never attacking first—but never stopping once provoked—and how it forged his political and personal brand.) The “Big House” Rigged Against You: Why Everyday Americans Love Trump (Understand Dave Chappelle's analogy of Trump as the ultimate insider-turned-outsider and how this perception fuels his enduring popularity.) The Decision-Maker-in-Chief: How Trump's Lightning-Fast Judgment Shapes History (Behind closed doors, Trump is described as a gracious listener with an uncanny ability to make decisive calls at breakneck speed. Discover how this talent for processing complex input and acting swiftly has driven his success—from the boardroom to the White House—and why it's key to his vision for America's future.) From Apprentice to Commander-in-Chief: How Trump's Media Savvy Transformed U.S. Politics (How decades in media and entertainment prepared Trump for the world's most scrutinized role, and why his presidency is the ultimate performance of his career.) If you'd like to join world-renowned Entrepreneurs at the next Genius Network Event or want to learn more about Genius Network, go to www.GeniusNetwork.com.

Joe Polish and Dan Sullivan tackle the realities of Entrepreneurial overwhelm and share actionable strategies to turn chaos into clarity.  Here's a glance at what you'll discover from Joe and Dan in this episode:   Why Overwhelm Isn't the Problem—And the Surprising Way to Turn Competing Priorities into Powerful Collaborations (Discover the "Triple Play" method Dan Sullivan uses to align conflicting demands and free up mental energy for what matters most.) The Hidden Gold in Disarray: How Joe is Reinventing His Genius Network Headquarters for 10x Impact (How a $2 million remodel, including hormone-boosting lighting and a library of marketing treasures, is setting a new standard for entrepreneurial spaces...) Are Your Thoughts Competing or Collaborating? The Mindset Shift That Can Transform Your Productivity (Discover how Dan's framework helps entrepreneurs align their scattered ideas and find clarity in the chaos.)  The Secret Weapon for Entrepreneurs Battling Overwhelm—And Why Slowing Down Might Be the WRONG Advice (Why redirecting resources, not reducing ambition, is the key to thriving under pressure.)  What Entrepreneurs Can Learn from an Iron Cowboy's Relentless Pursuit of the Impossible (How the story of James Lawrence, who completed 101 consecutive Ironmans, inspired new perspectives on pushing boundaries.) From Indigestion to Innovation: How a Simple Tool Can Help Entrepreneurs Digest Complexity and Reclaim Control (Why Keith Cunningham's advice on business “indigestion” resonates with overwhelmed entrepreneurs everywhere—and how the "Triple Play" offers a solution.) If you'd like to join world-renowned Entrepreneurs at the next Genius Network Event or want to learn more about Genius Network, go to www.GeniusNetwork.com.

Have you ever considered stepping back to move forward? In this episode, Joe Polish – Founder of Genius Network and Piranha Marketing, and Co-founder of 10XTalk and I Love Marketing – shares how his one-year sabbatical during the pandemic helped him reconnect with himself and transform his business. Inspired by personal loss and mental health struggles, Joe's journey led to the creation of his book What's In It For Them. Discover the power of pausing to reflect on life's priorities and the art of giving and receiving. Joe's experiences in addiction recovery highlight the importance of focusing on others, building meaningful connections, and adopting a solution-driven mindset. Tune in for insights on finding strength in vulnerability and the power of shared experiences at events like the Genius Network.

On Today's Episode – Mark opens with introducing returning guest Joe Polish (bio below). We learn a little about who Joe is and what he does. Then we move to Joe talking a bit about the event that you all heard about on last week's show where Mark, Joe and others were in a Texas Prison talking to inmates. Tune in for the crazy stories, and all the topics with this extraordinary guest. https://joepolish.com/ Joe Polish is the Founder of Genius Network®, one of the highest level groups in the world for Entrepreneurs. He also curates the Annual Genius Network Event and the 100k Group ($100,000). Genius Network and 100K is home to some of the most successful Entrepreneurs alive. Joe has also helped build thousands of businesses and generated hundreds of millions of dollars for his clients. He has been featured in INC, Fortune, Forbes, Success, U.S News & World Report, among others, and has spoken at Stanford University. Joe also hosts three of the top ranked marketing and business podcasts, including iLoveMarketing.com, 10xTalk.com and GeniusNetwork.com. Recent projects include: Cleator, a 40-acre ghost town he purchased with partners (www.WhatsYourCleator.com). His documentary “CONNECTED: The Joe Polish Story,” premiered at the historic TCL Chinese Theater (formerly Mann's Chinese Theater), and his documentary “Black Star” won the Audience Choice Award at the Sedona Film Festival. Joe's mission with Entrepreneurs and Genius Network® is “to build a better Entrepreneur,” and his mission with Genius Recovery is “to change the global conversation of how people view and treat addicts with compassion, instead of judgment and to find the best forms of treatment that has efficacy and share those with the world. Read his book, “Life Gives To The Giver” at www.JoesFreeBook.com His newest book, What's In It For Them, published by Hay House, released Nov 1, 2022.

Have you ever wondered if you have an addiction? Maybe you have openly struggled with one or know someone with one? As an addiction medicine physician, there are more people than the studies estimate who live with an addiction, either because they don't know yet or because no one is asking them the questions to have it be documented. People pull me aside at social events and want to ask me if they have an addiction to their prescription pills for sleep, anxiety or pain or to things like work, exercise and adrenaline.  I wanted to share this specific episode on addiction and its antidote connection because the risk for addictions is higher than ever.  Our modern world - with increased isolation, social media dependency, and decreased authentic community - creates conditions that make addiction more likely. The increasing rates of anxiety, depression, and overwhelm in our society mean more people are vulnerable to using addictive behaviors as coping mechanisms. In fact, it is a hidden epidemic. Many people are "functional addicts" without recognizing it because society normalizes various addictive behaviors. This makes it critical for each of us to understand the underlying patterns that drive addiction. Whether it is to be mindful of our own vulnerability or to navigate recovery with better success than the traditional approaches, addiction is something we all need to understand now.  I'm honored to share a powerful conversation with Joe Polish, founder of Genius Network® and Genius Recovery. Joe's journey from nearly losing everything to addiction to becoming one of the world's most connected entrepreneurs offers hope and practical wisdom for anyone touched by addiction - whether personally or through loved ones. We will be answering the question, “How does creating genuine connection and safety accelerate healing from addiction?” In this episode, you'll discover: How addiction is a survival strategy to disconnect from the pain of stored trauma in the body The four essential pillars for sustainable recovery: community, biochemistry, environment, and trauma work Why unlearning harmful patterns is often more important than learning new ones Practical tools to move from shame into courage How to build genuine connections that will buffer us from an addiction and support long-term healing for those in recovery For more information and show notes, please visit our website: https://biologyoftrauma.com/biology-of-trauma-podcast/

Joe Polish and Dan Sullivan dive into the transformative concepts of "Front Stage/Backstage" and the power of binaries in decision-making. Discover how to deliver exceptional experiences, make confident choices, and navigate the inevitable challenges of Entrepreneurship with practical insights and real-world examples. Here's a glance at what you'll discover from Joe and Dan in this episode:  Front Stage vs. Backstage: Why the customer's experience depends on what happens behind the scenes—and how to design your business for seamless delivery Binary Thinking in Action: Dan's strategy circle reveals how identifying extremes and flipping obstacles into solutions can create breakthrough results. The 80% Approach to Excellence: Why getting it "good enough" can outperform perfection—and how your 80% might just be 100% to your clients. Improv vs. Script: Discover why confidence, not preparation, is key—and how Joe and Dan navigate high-stakes situations with ease. Casting, Not Hiring: How treating team members like cast members in a production can transform your business into a theatrical success. Bad Decisions Are Better Than No Decisions: Why Dan believes making the wrong call is always better than inaction—and how this mindset drives entrepreneurial growth. Lessons From An Airline: How visible backstage chaos can destroy the customer experience—and the parallels for entrepreneurs. The Treadmill of Chaos: Joe shares how to turn setbacks into opportunities—and why the grind never really stops. If you'd like to join world-renowned Entrepreneurs at the next Genius Network Event or want to learn more about Genius Network, go to www.GeniusNetwork.com.  

Joe Polish and Dan Sullivan dive into the core principles of selling and marketing, sharing transformative strategies that have reshaped industries. From the power of education-based marketing to creating value-driven Customer experiences, they reveal actionable insights for Entrepreneurs seeking growth and impact. Here's a glance at what you'll discover from Joe and Dan in this episode:  How to Sell Without Selling Out: Discover Joe and Dan's ethical approach to sales and marketing that creates value, builds trust, and eliminates the sleazy tactics that plague most industries. The Power of Good for Them: Learn why Dan's simple yet profound phrase—'Good for them'—is the secret to creating sales strategies that transform customers into lifelong advocates. Revolutionizing Carpet Cleaning: How Joe turned a low-trust industry on its head with education-based marketing, transforming skeptical customers into raving fans. The Science of Trust: How Joe and Dan leverage storytelling, positioning, and rapport-building to create marketing that sells itself. From Skeptic to Supporter: Joe's transformative approach to marketing that made even the most jaded carpet-cleaning customers believe in quality service—and how it applies to any business. What's Missing from Your Marketing? Joe and Dan share how identifying the right customer aspirations can transform your approach and skyrocket your results. The $1,800 Gamble That Changed Everything: How Joe's investment in a sales letter transformed his carpet-cleaning business—and became the foundation of a billion-dollar marketing method. Your Business Needs a Hero: Dan reveals the importance of being crystal clear about who you want to be a hero to—and how that clarity can transform your sales approach. From Experience to Excellence: The surprising way the Four Seasons' guest philosophy offers a blueprint for exceptional marketing and customer service. If you'd like to join world-renowned Entrepreneurs at the next Genius Network Event or want to learn more about Genius Network, go to www.GeniusNetwork.com.

Our latest episode of Welcome to Cloudlandia offers an intimate look at the Genius Network annual event in Scottsdale, featuring extraordinary conversations with prominent figures like Bobby Kennedy, Jordan Peterson, and Tucker Carlson. We explore the unexpected appointment of Robert Kennedy Jr. as Secretary of Health and Human Services and share insights from a key OpenAI representative, examining how technology subtly maintains existing societal structures. The episode delves into the evolving nature of professional gatherings, highlighting the power of meaningful connections over traditional networking. We discuss the intricate art of event planning, sharing personal strategies for managing commitments and overcoming challenges like ADD. Our conversation reveals the importance of structured scheduling and intentional approaches to daily productivity. SHOW HIGHLIGHTS I reflected on our experiences at the Genius Network annual event in Scottsdale, where notable figures like Bobby Kennedy, Jordan Peterson, and Tucker Carlson contributed to the discussions. The appointment of Robert Kennedy Jr. as Secretary of Health and Human Services was an unexpected but significant topic of conversation during the event. We discussed the role of technology in maintaining the status quo, drawing parallels to historical innovations like the "horseless carriage." The importance of networking and making meaningful connections was emphasized, highlighting how such interactions often hold more value than the content itself at events. Organizing large events requires meticulous logistical planning, often years in advance, to manage various commitments and schedules. I shared insights on managing ADD through structured schedules, which serve as an essential tool in overcoming daily challenges. The humorous dynamics of Robert Kennedy's collaboration with Donald Trump were explored, alongside lighter topics like meal planning and scheduling. We reflected on aging and the limitations it imposes, while discussing strategies to remain active and maintain cognitive health. The episode highlighted the challenges of maintaining personal ambitions and adapting to changes as we age. The podcast wrapped up with reflections on the role of technology and the evolving nature of political and personal dynamics in today's world. Links: WelcomeToCloudlandia.com StrategicCoach.com DeanJackson.com ListingAgentLifestyle.com TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dean: Mr Sullivan. Dan: Yes, mr Jackson, and I hope it will be copied. I hope it will be copied and sent virally around the world, this podcast. I hope, millions. Dean: To all the corners of Clublandia. Dan: Yes, yes. Dean: Yes, well, what a whirlwind tour for both of us here, I think. Where are you? Are you back in Toronto right now? Dan: Next to the fireplace. Dean: Okay, I like that. Dan: That's great, which is needed today. It's getting cool. I'm going to be. Dean: I like it, but I like it. I'm coming up on Friday, I think. Dan: This week Yep and then return to be yeah, I think this week, yep, and then return to be yeah, I'm coming, I'll be in Argentina. Yeah, yeah, next week I'll be in. Dean: Argentina Right, yeah, I'm doing, I'm coming up on Friday, I'm doing a breakthrough blueprint on Monday, tuesday, wednesday, and then we have coach the following Monday, tuesday, right. Dan: Yeah, and I'm flying back on friday night from argentina, so I won't be um back in my house, probably till about three o'clock on saturday. Dean: so oh my goodness, so we're gonna miss our table time yeah, I'll see you on sunday. Dan: I'm sorry. I'm sorry, but some things come in front of other things. Dean: Exactly right, I have three ideas this week. Dan: I have three ideas this week. I was just going to say where do we start? Dean: We should probably mention that we just got back from Scottsdale and Joe's annual event, the Genius Network annual event, which was really another level. I mean, he's really gone above and beyond and on Saturday he pulled off something I don't think anybody's been able to pull off. He had Bobby Kennedy and Jordan Peterson and Tucker Carlson and Cali Means all on the same stage and I'll tell you what he has really grown as a conversationalist I don't even want to call him an interviewer because it was really, you know, that level of he's just the right amount of curious and unpredictable in the conversation that it's fascinating. He's not asking them the stock questions that would come. You know that you would expect, but it was amazing. I think everybody was very, was very impressed with how the event went off yep, yeah, I. Dan: The takeaway for me one is that we saw robert kennedy on saturday and then on on Wednesday, was it? Or Thursday? Wednesday, I think it was Wednesday he was appointed the secretary of health. Yes, human service, human services, and I think that's a big deal. Dean: I do too. It's, yeah, very, very impressive. Yeah, you know what's funny about that event is that the you know impressive. You know what's funny about that event is that we also had the head of GoToMarket for OpenAI, which was kind of like a that's a pretty big role, but it was downplayed by Zach Cass. Zach Cass, the guy that spoke oh, were you there on Sunday? He spoke on Sunday morning. No, we came there on Sunday. He spoke on Sunday morning. No, we came home on Sunday. Oh, okay, that's why. So, yeah, so the head of go-to-market, one of the original guys for OpenAI, was there and it was so funny that became. You know, he was kind of like the undercard, if you want to call it that, right, oversadowed by the blockbuster Saturday, but he himself was that's a pretty, that's a pretty big get to have too. So, very, very interesting. Dan: He was like in the 10th race at Woodbine you know the sore horses race later. Dean: So well, I had three, three ideas. Dan: Well, first of all, I had a nice introduction by Joe to Jordan Peterson. It turns out that he lives about a four-minute drive from us in the beaches oh wow, that's amazing. We're going to get together and he and his wife invited us to their Christmas party. So Christmas party, yeah, very, you know, very lively, engaging, smart, good sense of humor and everything. I enjoyed meeting him, but I had three ideas that I've been pondering all week. Okay, and more and more, I think that the humans use technology to keep things the same I think you're right, and even referring to it as the thing it's replacing. Dean: I remember hearing that about when automobiles first came out. They were called them horseless carriages. Right that, that's really what the thing was. Our only, our only frame of reference for the new is in how it relates to the past. Dan: Or relates to the present. Yeah, the present, that's what I mean, yeah, and if our present is under threat, we will adapt a new technology to keep ourselves more or less where we were. Yeah, and I've just been pondering this this is not a major thought, but it's a side thought that thought that we use technology to keep things the same. And what was the side thought now? Well, that was a quick one, that was a quick one. That one just flew out of my head, but I had a second thought too, and I was watching a really interesting podcast yesterday with Peter Thiel, who you know, and you know one of the co-creators of PayPal. One of the co-creators of PayPal and he's the creator of Planteer, which is a deep, dark, secret R&D lab for the government. And Barry Weiss, who was a columnist for the New York Times, who was let go because she started exhibiting independent thoughts. Dean: I hate it when that happens. Dan: Well, you know, you just can't be doing that at the New York Times. You really have to go with the party thoughts. You know the thoughts. But he was saying that what the election sort of indicated for him, election sort of indicated for him the presidential election of last week, was that in the internet world it's almost impossible to be a successful hypocrite. And that is if you say something to this group and then go across the street and say a completely different thing to another group that you used to be able to get to the, maybe not across the street but, let's say, cities 300 miles apart or anything you could get away with. You could get away with it, but the internet now makes that more or less impossible. It's increasingly difficult to be a hypocrite. You know where you try to play both sides of an issue. Dean: Yeah, well, because the internet is very, they love to identify and call those out. I mean, I remember I mentioned to you that Kamala, you know, there was a video going around that was Kamala speaking out of both sides of her mouth about Hamas and Israel. And yeah, I mean, it was just, you know, because they were running the ads in different thinking they would get away with it, because they're running one in Pennsylvania and one in Michigan or wherever. Dan: Yeah, right, that would be great, that would be a good thing. Yeah, and I was thinking the fact that almost all the celebrities that came out in her favor were to do so. Mm-hmm. Dean: Oh, yeah, like. Dan: Oprah got a million to do an interview with her. Beyonce, I've heard, got 10 million just to show up at a rally 10 million. Didn't have to do anything. Dean: That's wild, isn't it? Dan: Yeah, and she had a billion dollars to spend and she ended up 20 million in debt Over. Oh man. Dean: Yeah, in debt. Dan: Yeah, but if that had been done 20 years ago, that might not have been discovered as quickly, maybe not at all. It might not have been discovered at all. So it's just getting very difficult to be a hypocrite. I mean, you used to be able to make a lifetime career out of being a hypocrite, and now it wouldn't last more than 24 hours. Dean: Yeah, I remember. Dan: It's a career with a short future. Dean: Yeah, there was a meme going around about listing the people who had endorsed Donald Trump, joe Rogan and Elon Musk and Bob Kennedy and all these people, and then it was the people who endorsed Kamala was the Diddy List, you know so funny. Dan: Yeah, so my first. So I've had three thoughts. First one was technology. We use technology to keep things the same. Number two it's getting more difficult to be a hypocrite. Number three is I've discovered what the greatest individual ambition can be. Tell me To be more ambitious. Dean: It's the gift that keeps on giving. Dan: Yeah. Dean: That's the number one. Dan: Just next year, just next year. Be more ambitious. Be more ambitious next year than you are this year, and that's all you have to handle. It'll take care, it's the one goal that takes care of everything. I don't want to own just the land that's next to mine yeah, yes, because that I've given a lot of thought to goals, but almost all of them they're one and done, you know yeah you've achieved the goal and then you know, then it's gone. But uh, if your, your ambition is simply to be always more ambitious, I think that handles a lot of endings. Dean: Yeah, absolutely. I think that's funny. It's almost like a cheat code you know, I think that's great. I see, there's a. I mean, what a never-ending like a perpetual improvement cycle improvement cycle. Dan: Yeah, well it's, it's always. It's a kind of interesting thing because I'm trying to figure myself out at ajd that I've got bigger things I'm working. I've got bigger things I'm working on. I'm I'm working, working with people who are doing bigger and bigger things and you know and everything else, and I said what accounts for, and I said your ambition is to be more ambitious. Dean: Well, that's your print, right, your print is. Dan: Well, it's seven. Three, I mean it's three is success and achievement Right? Seven, seven, you have seven. It's enjoying life and having a good time. Dean: Yeah, bigger parties, yeah, bigger parties. Dan: Yeah, revenues, bigger parties. Dean: Bigger revenues. Dan: bigger parties, that's fantastic. Dean: I love it. Dan: So anyway, I'm going to do a triple play on those three and see what I come up with. I think there's, but I just feel that things are really shifting. I think there's, but I just feel that things are really shifting. I got a sense that, yeah, peter, peter Thiel very bright, very bright very very thoughtful, very thoughtful person and but he had a comment that he thinks that Bud Light. You know, remember the Bud Light. He thinks that was the end of the 20th century. He said that at that moment, the 20th century ended and the 21st century began. And he said that he feels that the Democrats are now the Bud Light Party. Dean: Oh man, well, and so that, yeah, I mean. Dan: You wonder now Well, you think about it that the reason that got them thrown out of power is the reason why they won't learn anything from getting thrown out of party, because they feel superior, intellectually superior morally superior and that would prevent them from actually saying well, maybe you are not Right, but your sense of superior prevents you from realizing that maybe you're not. They've kind of twisted themselves into a knot. Yeah, because I'm. You know, I watch the replays on. You know that they have an article, but then they'll have a link to a video. And Real Clear Politics is my favorite video and on real clear politics is my favorite, and you go on and you could just tell that the Democratic Party right now is very disappointed with American citizens. Dean: They're very disappointed. Dan: They're very disappointed with the quality of citizens in the United States right now and they're saying how do we get a different kind of voter? What we need is a different kind of voter. It's very clear that the kinds of voters we have right now are not delivering. Dean: We need more. Dan: Yeah, let's get some more Vansuelen gang members in here. Dean: Oh man. So what was your insights or thoughts from the Genius Network annual event? You're not a notetaker. No, me neither. I'm exactly like that. I know that whatever insight I get, if it's strong enough to stay with me, that's the insight you know. Dan: Well, my big one and you already brought it up in the conversation. I told Joe at dinner that you know we had the dinner on Saturday night and I said I think you've just jumped 10 times I said I think what you did, today is a 10 times jump and I said tomorrow morning what you did today is going to feel normal to you. Dean: And to everyone else. I think that's really the great thing. You know, like his whole and he said it too each year his goal is to make it a better event than the last, and so that's very yeah, that's very interesting. Dan: Yeah, the other thing is that I kind of told him this was last year, so this was the annual meeting for last year, and when he invited Robert Kennedy Jr last year. I said to him I just want you to know whether you've just entered the political world when you make an invitation like this, whether you like it, you know whether you like it or not, or whether you agree or not, you're now in the political world. Dean: So you got to be aware of that, yeah, and even though and even though Jordan Peterson, not per se political, but certainly in a different, not business like you know, the events have evolved from you know almost all business, like you know marketing and you know entrepreneur type of things more to a different level of event. It's interesting, I was looking through, but it's magic what happens actually at the event. It's not about the content of the event. It's being in the room surrounded by the Genius Network and I think I really got on another level, the purpose of the annual event versus the meetings, the yearly or monthly meetings, and you know it was very. I had a gentleman from Toronto who actually sat beside me on the first day and you know he was there primarily for the business stuff. The marketing really needed that help and you know I had to kind of help reframe that because if that was the number one reason you were there, there wasn't a lot of that at the actual event, you know. But what there was and this is what we said is that but we got to meet and that's, you know there's, that's part of the thing is that's the, that's the way to get that, what you actually need you know, yeah, yeah, anyway, it's just interesting. Dan: I think the first one I ever went to was in new york yeah, right the annual meeting I think he had. Joe had a couple of those in new New. York, yeah, and then, and then he had one in California, two two in. California actually he had the one where Richard Branson came yeah by uh, hollywood it was, I think it was actually it was in. Yeah, yeah, I always remember he had that. And then the second one was at Pelican Hill down in Newport. Dean: Beach. Dan: Newport, right yeah, and then they moved them to Scottsdale. And that was the right place. Dean: Yeah, it really is. It's perfect, it fits. And this one how convenient was this? Right across the street from his house. Dan: Yeah, how convenient was this? Right across the street from his house? Yeah, and we're doing the summit, the Free Zone Summit, right across the street from where we were. Dean: Right next door. Dan: Desert shadows right across the street. Yeah yeah, scottsdale really works. I mean, you can get there on a single flight from almost anywhere. Dean: Yeah. Dan: And the weather is usually good and, yeah, it's nice. Dean: Next year you've already got everything mapped out. You're always a year a full year ahead. Dan: Generally, with events like that, I'm you're ahead With our personal schedule. We're usually three years ahead, oh my goodness Wow. Well, it's because of the workshops. Dean: Yes. Dan: You have to figure every year you're going to have a certain number of workshops and they're going to be at a certain period of each quarter. Dean: So we have that. Dan: That's already logged in and we pretty well know that. I mean, then there's all sorts of things. I mean you have free days, but the free days move around in terms of what you're going to do with the free days, and I've got a book to do every quarter and I've got podcasts to do every quarter. I've got workshops to do every quarter. So've got podcasts to do every quarter, I've got workshops to do every quarter. So that gives it a pretty much of a go forward structure a nice cadence, yeah. Dean: Structure scaffolding yeah yeah, or as uh ned holland would call it, the bobsled run yeah, I don't experience. Dan: A I don't experience, add the way that describes it how so? Dean: so how do you mean? Dan: Well, I'm not super, I'm not hyperactive. Dean: Me neither. Dan: Yeah, so not, and you know, so I don't experience. I know that that exists and that's you know, it's a great part of ADD. Mine is I would characterize it what I think. What I think is the most important thing, subject to change on a fairly frequent basis, gotcha. Dean: Yeah, and how you know, you seem to you know I've adopted, or was introduced to. You know, russell Barkley's interpretation of ADD, which totally seemed to fit for me. I saw it in the clearest light that I've ever seen it or had the most understanding of it as an executive function. disability- and it was a really elevated way of thinking about it, as a you know you talked about it as a true, like a neuro degenerative disability, that it's not anything that you can will your way out of or that you can. You know, it's not a character issue or a weakness or anything like that, it's just the true physical, neurological disconnection between the two parts of your brain and I. Really, when I embraced that or, as I'm, it's still a journey of embracing it and realizing that the things that, that the ways that manifests for me is it really is when I'm left on my own to self-direct what I'm going to do with a big block of time. And it's been very, you know, it's been fascinating because my whole paradigm for the way that I've lived and set up my life is to try at all times to keep my schedule free so that I would have time to do all the things that I want to do, all the creative things, you know. But the reality is that the only things that ever get actually done are things that have that external scaffolding, things like podcasts and workshops and Zoom appointments, and the things that are synchronous and scheduled and involve other people, and there's no way around it. It's like, as much as I want to be able to think that I could clear off three hours in the morning and just sit and write or, to you know, create or to do something, it's very uphill because I'm very slippery, without the structure of someone being on the other end of the phone at 11 am on saturday or sunday morning. You know, I know I never miss and it's like those things that it's and I'm never. I never find, I never struggle with add in the moment. I always, once I'm engaged and into something, I'm able to give that thing my focus, like I'm not distracted while we're doing. Dan: Yeah, my experience would be you're the. My experience is that you're fully there. Dean: Yeah. Dan: When you're there. Dean: When I'm there Exactly. Dan: It's so funny, but if I need to be there, who's the who's the person? Who's the person that described this? Dean: for you, barkley, yeah, russell barkley. He's a contemporary colleague of of ned hollow. Well, they know each other very well they. And Russell Barkley actually has a series of videos that describe the things that he and Ned disagree on, the different approaches to two things, but they're both like totally fully respect the other. You know that's a big thing but for me that that explanation and that you know set of the way he described it, is that every intervention or everything that works has to be external and it can't be. You know, it's nothing internal like willing yourself or character changing or anything like that. It's really we need to treat it and to the extent that we treat it like a true disability and then make accommodations for it, like if you, he would say, if we treated it like you would never say to a paraplegic it's right over there, just get up and walk over there, it's only a few paces yeah, because you know that it's a physical impossibility for them to do that, but in the morning walk, first thing in the morning walk a mile yeah, exactly, if that's the thing, then that's going to be a problem right but, that's going to be a problem, yeah, but but if you acknowledge it as a disability and you said, okay, how about we get you a chair with wheels and then we'll put a motor on it and you can just point where you want to go and you'll get to where you're going, that's an accommodation for the disability and that's kind of what he's saying, that this external scaffolding like the way you know what I admire about your calendar so much is that you have all the things that you do are really supported by that external scaffolding. There's not a lot, of excuse me, like you know, you have used to be 150. How many workshop days do you have? Dan: now? Well, there are 60 days when I'm doing workshop activities, but a lot of them are two hour sessions or not eight hour sessions, and those are all on the calendar and oh yeah, those are, yeah, those go way into the future. Dean: Yeah, and they're all. I find that too, that they're all very, they're procrastination proof, because you have to show up like you know there's no way, it's really is just accepting it and you know, leaning into that structure as much as I, as much as I can, yeah yeah, it's really, it's kind of interesting. Dan: I was just bouncing his words off of. You know my own experience of being add and you know, clinically, I've been diagnosed, so you know it's, uh, you know it's, it's a real thing, and but mine is more that I actually I don't, and this relates to you. It doesn't relate to you know. So, barkley, so much it relates to you that my goal is to have my schedule filled up the night when I go to bed the night before. I want my schedule filled up for the, so I don't have to think about it when I get up in the morning it's all right, it's all set, yeah and but then I get over time. I get very discriminating about the quality of the things that are filling up my time. There's little adjustments that have to be made because I've got a great scheduler. Becca Miller is my scheduler and she's just terrific, but she can't do my thinking for me. For example, last weekend we were at Genius Network and then we came home on a Sunday. I don't like coming home on a Sunday. That's the way it was scheduled, that's the way it was scheduled. So I came home on schedule and then Monday was just packed and I said OK, we got to put a new rule in. Dean: If I come back on Sunday. Dan: There can't be anything on Monday, yeah, and we could see that six months ahead, you know we could see that, and so I have little conversations. This is the rule. And then on Friday, both Babs and I had Zoom calls after four o'clock, you know, one at five o'clock, one at six o'clock and I was going through the experience. I said, okay, no, no commitments after four o'clock on Friday. Right, yeah, but these are just little adjustments, you know these are just little adjustments that you make. And then I, you know, I sit down with her and I said let's just put a couple of new rules in. You know, if I come back on a sunday, I can't have anything on a monday. And then you know nothing after four on friday and everything like that. You know. Dean: And you know, it's just I. Dan: you know I was sitting, I was going through it, I I will fulfill the commitment, but as I'm going through it and I said I don't really like that, I not that I don't like the thing that I'm doing. I don't like doing it at this particular time, right. Dean: And the other. Thing is. Dan: I like being in Toronto on Saturday and having Toronto Saturday Day and this last year we've had more things that took away our Toronto Saturdays and I said we've got to look ahead now and look at all the Saturdays going out for a year and a half and to the most part, let me have that in Toronto, be in Toronto. Dean: Yeah, that's such a great. So you really Saturday is like a free day. I like it. Yeah, I just like it. Yeah, I just like it. Dan: Yeah, I just like it. Why do you want that? I really like it. Dean: Because I want it. That's right. I want what I want, yeah. Dan: I want what I like. Yes, yeah. Dean: Yeah, that's good. Well, I'm just going through the process right now, like embracing that. My goal is to shape my calendar for next year ahead for the whole, for the whole year. And that's yeah, that's really the. That's really the thing I tend to run really like about a quarter ahead. You know some things. I know when they are like, I know when and it's funny because they become the big rocks in my calendar in terms of like I appreciate that you know when the strategic coach workshops are, so I know to work around those. And I know when the annual event is and I know when our free zone summit is and I put those in you know, and I always tend to kind of work, I've had a tendency to kind of keep the time, keep the options open for the other times and I but I don't take that same thing of locking in my own events with with the same priority or consistency, you know. Dan: Well, I think I share that with you, that if it's just internal, you know it's me having a meeting with myself, or an activity. I'm much more negotiable with that than if it's external. I really grasp that what you're talking about there. You know I like and I like it, and that's why, you know, I try to be 100% on my commitments. Yes, if I say I'm going to be there, I'll be there. If I say I'm going to do this. I'll do it yeah. Dean: Yeah Well, that's rule number one Show up on time. Dan: Yeah, do what you say you're going to do. Dean: That's right. I'm the same way With commitments to others. I'm exactly the same right. I'm the same way With commitments to others. I'm exactly the same way. I'm very reliable, yeah. So it's a good journey. Dan: I was just reflecting. I want to give you a little progress report. I've really switched over to eating steak, having steak Do you know how I'm? I've really switched over to eating steak, you know having steak. Do you know how much time it saves you? It's incredible how much time that you save if you just eat steak. Dean: Well, the great news is I'm it sure, simplifies shopping. Absolutely. That's exactly right. My favorite staple is the thin cut ribeyes, and I know that I can do them in the air fryer they're very juicy. Dan: Oh, that's exactly right. I would do it just to squeeze the juice out of them. Oh man, that's so funny that juice is to live for, I'll tell you, yes, yes. The Babs. She'll sometimes put the steak on the plate and there's a lot of juice that comes out. Dean: You want me to pour that? Dan: I said no, that's the point of the meal Pour that on there, that's right. Dean: That was so funny, that restaurant that we went to in scottsdale the end. Dan: Isn't that a great really great and I love babs. Dean: Two extra steaks to go. That was really yeah, that's great. Dan: Yeah, yeah, yeah. But boys that simplify your life, I mean I used to go to whole foods I get my haircut on in new york, new yorkville, it's right across from the court season. Dean: It's kenny connor from the. I used to go to Whole Foods. I get my haircut in. Dan: New Yorkville. It's right across from the Court Seasons. It's Kenny Connor from the Court Seasons where I get my haircut and I go down to the end of Scholar's, and that's where the Hilton. Lanes, are you? Know, and the Whole Foods is in there and I used to go in every Saturday and I'd walk around 15, 20 minutes buying this that I shouldn't eat, buying this that I shouldn't eat I shouldn't eat and take a bottle home and eat some of them and throw the rest out and everything else, and now we have a bruno's. Do you know bruno's in? Dean: toronto it goes back. Dan: It goes back 50 years yeah and uh, they have great meat department and we go in and the guy says same as usual, same as usual, yep, yep, except twice as much and hey gets it, you know. Dean: So yeah, it's really good yeah I was shocked about pusseteri's closing right there well, they didn't close. Dan: They're opening in one of those new buildings. Yeah, they had a. It was a shitty space where they were. Dean: Yeah, it was kind of awkward right. Dan: Yeah, very tiny space. So now they have it the way they wanted it. Dean: Okay, so they're still in, they're still on the island. They're closed for probably a year no but I mean they're going to be still in Yorkville. Yeah, Right on the island, yeah, yeah, yeah. Dan: So they'll have a huge space because their main store is up at Lawrence Avenue Road and that's like you know, it's a regular size supermarket. But they had this tiny little space and you know it didn't work in any way. It was just. I mean, first of all, you're paying 25, 10, 15% more if you shop at a suppository, but the whole quality of the experience was not up to what they were charging. Yeah, I went in there and they put in automatic checkouts and I said wait a minute. Now you're putting me charging. Yeah, I went in there and they put in automatic checkouts and I said wait a minute. Dean: Now you're putting me on. Dan: You're charging me 15% too much, and now you're putting me on staff. That's so funny. Dean: It's exactly right. Dan: Now I have to do checkout for you. I said no and I just stopped. I just stopped. I said I'm not going back here. That was during. And then some guy corrected me that my mask was too low on my face and I said I no, I can't. I, I can't put myself in this type of situation where I get the mask. Police are in pusitories, you know oh no, that's no good. And that was all for nothing. You know, I mean that. Quote that comment. Was it Callie Means? It was either Robert Kennedy or Callie Means. The average age of people who died during COVID. Did you catch that one? I did not. What was it? 81. At 81, you ask them for a refund. Dean: Right, oh, my goodness. Dan: I mean it's three years beyond expiry. Dean: Yeah right. Dan: I wonder how much of that you know. Dean: Though you look at, I think that 80 is the new 60, it feels like in a lot of ways. I feel that yeah, because you look at, you know, just even in that one little environment there, you know, Peter Thomas is 86 there. Dan: Yeah, and I was 80. Dean: Joel Weldon at 83. I mean, yeah, that's, those are not normal octogenarians. You know very, you know it's just and I think you see it now. You know it's just and I think you see it now. You know it's happening more. Dan: Well, and I think the other thing is that the retirement age, if I understand the logic of it, was to get the older people out of the factories, so that you wouldn't have a lot of unemployed young people. Bismarck in Germany that was, you know that was the first government that had a retirement program and a retirement policy. Now, with the low birth rates, you're going to want to keep the people in the workplace as long as you possibly can, so you're going to have a lot of 70 and 80-year-olds not retiring. First of all. I mean they've got a lot of 70 and 80 year olds not retiring. Yeah, first of all, I mean they've got a lot of experience and there's, um, you know it's, you know it's. Just, I thought immediately where I sat most was with pearson airport and air canada, the two experiences that go along together. And so, pearson airport, you have a lot of very skilled people who make sure that everything is, you know, good with the terminal, everything's working with the terminal, plus the you know, baggage is. You know the big thing, you know getting stuff off the planes really fast, getting it to the right, you know, to the right luggage rack and everything and everything. And then Air Canada, the ticketing, you know the ground crew and everything like that. And I noticed immediately that they had lost two levels of skill. Immediately during COVID, they bought off all their really high-priced pilots, they bought off all their cabin attendants, they bought off all the ticketing people, you know. You know they were like 60 they have mandatory retirement 65 and they just bought them off at 60 and it was very abrupt and it was total. And so you had people who were serving you and they were basically doing their job out of the job manual. You know they do this Well. That doesn't really give you high quality. Dean: Yeah, I mean the whole. Did you happen to see any highlights from the Mike Tyson fight the other night? Dan: No, I didn't. I didn't, I just knew he slapped him. Dean: Yeah, that was all leaving up to it. That was the way in when he stepped on his. Dan: That made sure that both of them got $30 million oh exactly. Dean: Well, that's, but I think what happened was that Jake stepped on his toe is what happened, and he slapped him, but the fight was uneventful. I mean, it was really. Dan: He won on points. Right he won on points. Jake Paul won on points. Dean: Yes, exactly, and but it was. It was sad to see Mike Tyson, you know, at 58, he really did look old like, even in his movements and the way it's like that was, it was something you could really tell the difference between 27 and 58, you know. And that's you wonder, like that's yeah, he's in peak physical condition for a 58 year old. Dan: Yeah, but it was just yeah, but your muscles are slow yeah, that's what I mean. Dean: He looked kind of no, your, no, your muscles just slowed down. Dan: Yeah, it was really interesting because I haven't run and I started running, just, you know, some attempt because of my knee. Yeah, and you know a 50-year-old injury to my knee to run again, so I was. We have quite a good size dock at the lake up north. Dean: Yeah. Dan: And so what I do is I have a rule that three seconds after I take off my sneakers, I'm in the water. I have to be in the water. Dean: You've got to do it. Take them off One, two, three go, otherwise it'll take forever. Dan: And so what? I do it at the back of the dock and I have maybe 15 feet, 15 feet, and so the moment, the thing off. I just run for the front and I jump, I jump into the water and Babs took a video of it and I looked at it and I said you don't show this to anybody, it's not. I said I am really slow, I'm really slow, I'm really slow. Yes, and part of it. You know I'm recovering from an injury. Dean: But part of it is just, I got 80-year-old muscles, you know, and they're not fast you have the memory of you know I mean you have 20-year-old tennis memories of how fast you were. Dan: Yeah, it's so funny you know so funny. That's a nice memory, but it's not a present experience, that's going to be absolutely true. Dean: It's so funny that you mentioned that is because when I was watching Mike Tyson, I was thinking to myself that's one of my aspirations. I'd love to, as I continue to lose weight and get more mobile, that I would like to you know for your running, that's my thing is to be able to get back to to play tennis well, you were in the top hundred. Dan: You were in the top hundred, weren't you amateur? Dean: no, not that high, but I was very, at a very high level. But but the you know. But to be able to get to that, knowing that my mind knows what it's like to be a 20-year-old tennis player, my mind and my muscle memory still knows exactly what to do in those situations, but it's going to be. As I watched Mike Tyson, I realized, and it's every now. And as I watched Mike Tyson, I realized, you know, and it's every now and then I'll watch these guys, I'll watch on YouTube, I'll watch some, like you know, 55 plus. You know, tennis matches are 60 plus, even them by age groups, you know. So I've been watching the 60 plus and it's amazing to see how brittle brittle is a good word, will appear to be yeah, well, the other thing you know, like the mile run you know the world record right now is three, three, four, I think 17,. Dan: You know 17 seconds under four minutes. But the oldest person in history to ever run a sub four is Amin Coughlin, irishman. I think he was at one of the East Coast United States universities and then he raced after that, but he was 43 and nobody over 43 has ever run a four minute mile. How's Daniel doing with his getting back to you know, he's in the five he's in the five minutes, five, five, five, 40, you know, and and one of the things, because he's, he's late, he's 58 or 59. And he just says you know, I just realized that it's just impossible for me ever to well he did it once, you know, he ran a 359. Dean: Yeah, but he was running. Dan: You know he was running 405, 406, 402,. You know every race and you just can't do that anymore. And you know so you have a collision between your actual performance and your memory of being fast. Dean: Yes, oh man Whoa performance and your memory of being fast. Yes, oh, man whoa. There's just kind of I'm just kind of preparing myself for the reality of that, you know, and that's yeah, but it's even apparent that you were very coordinated. Dan: I mean the way you walk and everything. Uh, you know the way my entire memory of you is mostly the last 10, 12, 12 years. And I noticed that you have very great athletic coordination, so you have that going for you. Dean: I got that going for me, that's true. Dan: Yeah, so yeah, hopefully that will. Dean: I wonder now, you know, like I wonder through do you do any mobility things like Pilates or stretching or yoga or any of those things? The only thing. Dan: I do. We have a, really we have an industrial strength. The vibration plate is about three feet by three feet and you do high intensity vibrations on it. And then I just have a pole, and then I do it in, let's say, 10 different positions. I do the pole. And that helps a lot the vibration point. I mean it makes the house, it almost makes the house rattle, almost makes the house rattle, yeah, yeah, yeah. Yeah, and that's really. I do a lot of band stuff. You know where you use. You put the band about around a pole and then you can really do, yeah, so that helps a lot. I like that. Yeah and yeah. But you know, my big thing is just being productive in terms of the work, you know you know, my big thing is just being productive in terms of the work. You know, I mean I was never a competitor in any kind of individual sport. I was all team sports when I was growing up because I really liked the team Football, basketball, football, basketball and everything else. So I never, I never really was attracted to individual competitions and you know, but my big thing is just to. I've got quarterly, I've got quarterly products to produce, I've got books to produce and everything. It's just that. I'm always in a good energy, you know, good energy state for all that work. Dean: And that's great. That's why the physical, having the physical, you know physically fit body is really just for your purposes and to the brain oxygenated and carry around where you need to be right, that's really the thing. Yeah, yeah, I just had a brain MRI. Dan: I just had a brain MRI. In October I was was in nashville with david hossie and I've grown new neurons this year and I think it's from the stem cells oh, wow from the stem cells and he says you got neurons there that aren't organized. Yet he says you know? He says you're going to have to organize your neurons and I said that's a nice report. That's a nice report. Yeah, he says you're going to have to organize your neurons and I said that's a nice report, that's a nice report. And he says you're not dementia, You're not becoming demented, You're re-menting. Dean: Re-mented. I love it Re-menture. Yeah, that's a good one. Yeah, it's good. Dan: My memory. I do a full bank cognitive test every quarter. It's, but 19 different tests takes you about, you know, 40 minutes or an hour and my memory was way up. My verbal memory was way up and my objects you know graphic memory was way up. Dean: So that's good. Dan: And he says then you got too much, and you got too much visceral fat and you got this and I said, now let's just stick with the subject of the brain here. Yeah, yeah, yeah. How many 80 year olds do you have that got more brain than they had? Dean: exactly that's the. Let's focus on the positive here. Dan: Yeah, let's take our wins where we can. Yeah, it's really interesting. Yeah, but yeah, I think that we started our conversation today off with last week's Genius Network setting anywhere in the world where the people that joe had on stage with him and the quality of the discussion they were having could happen anywhere else. Dean: Yeah, no, I get you. I bet you're right. Absolutely, that's what I mean about the way joe's really elevated his ability to stand in conversation with these people, you know it's a different. It's not like as a interviewer or a journalist. He's having a real, authentic conversation with them and it's fascinating. Yeah, it's good to see. Dan: Yeah Well, I bet there's sleepless nights going on in Washington DC these days, have you? Dean: seen the things, the memes of who Robert Kennedy is replacing, like they showed the minister of health or whoever the health and human services lead, is now compared to Robert Kennedy. It's funny. Dan: Oh yeah. Dean: Yeah Well, it's a nice thing that happened. Dan: You know, and you know Jeff Hayes, you know one of our colleagues in that time. I mean, he was really instrumental in, you know, getting him so far that he would become in a position where he could do a collaboration with Trump you know, yeah, Trump's the kind of guy you know. He doesn't care what shape or form the talent comes in. Dean: That's exactly right. Dan: It's kind of interesting because when I spoke to Robert Kennedy just briefly and I said in 1962, I was working at the FBI in Washington and I had to go over to the Department of Justice in Washington and I had to go over to the Department of Justice, we had a sort of a tour of part of the history of the FBI and it was in the Department of Justice building and Robert Kennedy happened to walk by in the hallway. His father walked by, so that was 1962. And I said really interesting, 62 years later and he'll have far more influence in his new position than his father ever had. Dean: Yeah, I bet you're absolutely right, for sure, yeah, awesome, yep, so we'll be so we'll have. Dan: No, I won't do it next week, right exactly. Well, I can do the. I can do the two weeks, two weeks from today. I can do it next week, right exactly well, I can do the. Dean: I can do the two weeks, two weeks from today. I can do it, okay, if you're available. Yeah, absolutely yeah that would be fantastic. Okay, all right, see you then okay, thanks dan, bye okay.

Joe Polish and Dan Sullivan take listeners behind the scenes of the 2024 Genius Network Annual Event. Joe shares the meticulous planning, surprising guest appearances, and the extraordinary impact of the event held just days after the historic 2024 U.S. Presidential election. They discuss themes of Entrepreneurship, marketing, leadership, and cultural influence while highlighting how bold decisions and the domino effect of connections can create game-changing outcomes Here's a glance at what you'll discover from Joe and Dan in this episode:  Discover how surprise guests like Bobby Kennedy Jr., Jordan Peterson, Tucker Carlson, and Calley Means created a historic and transformational experience. Hear the story of how RFK Jr.'s alignment with Trump on “Make America Healthy Again” began with a Genius Network connection. Learn Joe's strategy for delivering high-value, no-pitch events that focus on marketing through demonstration. Gain insights on leadership, selling, marketing, and creating unity in a polarized world. Key lessons for Entrepreneurs on crafting unforgettable experiences and leveraging connections to shape the future. If you'd like to join world-renowned Entrepreneurs at the next Genius Network Event or want to learn more about Genius Network, go to www.GeniusNetwork.com.

For professionals in any industry, focusing on delivering value for others is a powerful way to strengthen relationships and improve business success. However, determining how to best meet the needs of your potential clients requires tuning in to their pain points, striving to build genuine connection, and being willing to give more than you take.  Joe Polish is the founder of Genius Network, one of the highest-level groups in the world for entrepreneurs. He's been featured in Inc, Fortune, Forbes, and other leading publications, and he hosts three of the top-ranked marketing and business podcasts, including I Love Marketing, 10x Talk, and Genius Network. He is the author of several books, including “Life Gives to the Giver” and “What's in It for Them?” In Episode 217 of The Mindset Game® podcast, Joe discusses the following: How understanding the integral human need for connection can enhance both your quality of life and your business, as well as specific tips for fostering genuine connection Why it's important to recognize that not only is pain inevitable in life, but that seeking to alleviate the pain that you and others experience can be a source of opportunity  Three simple “pain detective” questions that can help guide your journey in life and in business To download a free copy of Joe's book, “Life Gives to the Giver,” visit https://joesfreebook.com. To learn more about Genius Network, visit https://geniusnetwork.com.  To learn more about The Mindset Game podcast, visit www.TheMindsetGame.com. To subscribe or leave a review, please visit https://apple.co/3oAnR8I.    

In this episode of Welcome to Cloudlandia, we explore our travels through Nashville and Chicago, highlighting the growth of these cities and our celebration at the Maxwell Clinic. Back in Toronto, we discuss new bike lane legislation and upcoming events like the Genius Network in Phoenix and our local FreeZone gathering. Dan updates us on the progress with his stem cell treatments. Our conversation shifts to artificial intelligence and its transformative potential. We examine how AI is changing productivity, eliminating routine tasks, and sparking creativity. Inspired by Elon Musk's simulation theory, we dive into philosophical questions about reality, pondering whether our existence might be a sophisticated technological construct. We explore the rapid evolution of technology, tracing the journey from basic video games to immersive virtual realities. The discussion covers autonomous driving and other technological innovations that are seamlessly integrating into our lives. We introduce three key questions designed to improve decision-making and productivity – insights that could have been groundbreaking in previous eras. The episode concludes by celebrating teamwork and collective problem-solving. We draw inspiration from historical figures, highlighting how combining diverse skills can lead to remarkable achievements. Our exploration invites listeners to reconsider the boundaries of technology, creativity, and human potential. SHOW HIGHLIGHTS We begin by discussing our travels to Nashville and Chicago, highlighting the growth and dynamic energy in these cities, as well as our experiences at the Maxwell Clinic and various social events. Back in Toronto, we note the political stir caused by new bike lane legislation and share our excitement for upcoming events, such as the Genius Network in Phoenix and the FreeZone gathering in Toronto. Dan shares updates on his year-long journey with stem cell treatments, revealing promising results for his knee and Achilles tendons. We explore the transformative impact of AI on personal productivity, emphasizing its role in eliminating mundane tasks and enhancing creativity. The conversation delves into philosophical implications of AI and simulation theory, inspired by Elon Musk's ideas, and we ponder the possibility of our existence being a grand simulation. We discuss the limitations of virtual reality compared to the rich sensory experiences of the real world and consider the acceptance of life as it is, even as new technologies emerge. Three crucial questions are proposed to streamline decision-making and productivity, offering insights that could have revolutionized lives even in past centuries. We highlight the importance of teamwork in creativity and problem-solving, drawing lessons from historical figures and emphasizing the power of leveraging collective skills for success. The episode includes a reflection on the evolution of technological advances since the 1940s, and how new technologies are now seen as normal parts of life. Throughout the discussion, we maintain a focus on practical applications of technology and the significance of being content with life's current state while remaining open to beneficial innovations. Links: WelcomeToCloudlandia.com StrategicCoach.com DeanJackson.com ListingAgentLifestyle.com TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dean: Mr. Sullivan, Dan: Mr Jackson. Dean: Welcome back to Cloudlandia. Dan: All the windows repaired, the shingles put back on the top of the house. Dean: Yeah, we didn't. Luckily, no damage to the house, but lots of trees. We had some hundred-year-old oak trees that toppled up from the roof, didn't? Dan: make it, didn't make it, didn't make it, didn't make it. Dean: Didn't make, it Didn't make it. Dan: Well, they had too many leaves, they caught the wind. That's exactly right there. Dean: So you have been on a whirlwind tour, You've been all over huh, well, just basically Nashville. Dan: Where were we before? I'm just trying to think yeah, well, we were in Chicago, but we just came back from six days in Nashville, beautiful, beautiful it was, you know, high 70s, low 80s, but just beautiful. And this was four days at the Maxwell Clinic and then we stayed an extra day because David Hasse and Lindsay, his new wife, got. They were celebrating their marriage and we were there last night and there were. You know, richard Rossi was there. Lior Lior Weinstein. Dean: Jack Jacobs was there. Dan: Yeah, yeah, yeah, jay Jacobs. Yeah, yeah, yeah, jay Jacobs. You know a whole number of people. Dean: Well, very nice. Dan: Yeah, right on the river. We were right on the Cumberland. You know it's very nice and they were doing a. When we left yesterday morning it was Marathon Day in Nashville, so we had to negotiate a different route to get to the airport and today they have a big regatta right down the river. All the boats were out yesterday practicing. Do they call them boats? I think they must call them boats. They are boats. Dean: Skulls, is that the racing thing that they do, you mean? Dan: Yeah, the racing. They're all skulls, Skulls yeah, yeah, small, medium and large. Dean: Oh, that's interesting. Dan: Yeah, but Nashville's growing. It seems like a boom town. Lots of cranes, lots of new projects going up. Nothing to compare with Toronto, but still a decent growth. Dean: Are you back in Toronto now? Dan: Yeah, got back yesterday and it's fall. Now it's fall. That's what my friend Glenn. Dean: I talked to him today. He said it was a little bit cool. Now it's like it's official yeah. Bright, orange tree, everything yeah. Dan: All the posing that the city was doing. No summer's not over, summer's, not over. All the posing has stopped, so it's you know, what you would expect close to November. And anyway it's good, yeah, yeah. And we're going through a big thing here because the premier of the province, rob Ford, has decided that bicycle lanes are not good for traffic and he's now passing legislation or he's going to put into place legislation that if a bike lane is causing traffic congestion, the bike lane has to go. And this, of course, is you know. This is the work of the devil as far as a lot of politically inclined people, but it's a disaster. They did a lot of it during COVID. Dean: There wasn't much traffic. Dan: They took advantage when they put in a ridiculous number of bike lanes, which you know in Toronto get to about six months a year because nobody rides their bicycle in January and February and anyway. But it's causing, you know, it's causing a wonderfully satisfying outrage on the part of people that I don't vote the same as they vote. Oh yeah. Dean: This is going to be a big month here. We've got coming into, so we've got the election coming up. We've got we'll be in Phoenix right after the election for Genius Network and then we'll see you there. We'll see you there and then I'll see you again. I'm going to be back in Toronto. We've got our FreeZone first week in December and then I'm actually going to do a Breakthrough Blueprint event in Toronto the week of US Thanksgiving in toronto monday, tuesday, wednesday prior to our prior to free zone. Dan: So, yeah, lots going on I might have made it, except I'll be in buenos aires that week yeah, what's your? Dean: this is that's my big uh goal here. You know, 12 years in and we've still. It's a dan sullless Breakthrough Blueprint event 12 years 12 years Dan we haven't sunk your battles. Dan: Well, a little bit, you know, a little bit of marketing in our direction would probably help. Dean: You're susceptible to marketing Right. Exactly I love it. Dan: Yeah, I'm a sucker for a compelling offer. Dean: Listen, I'm excited to hear your. I'm interested to hear because you're coming up on. It's been a year now. Dan: Right for your stem cell Started yeah, just the first week of November last year was the first stem cell injections. Dean: So one year you've gone four times. Dan: Yeah, it's pretty good. But what we've discovered is, you know, it's an old injury, it's a torn meniscus in 19, so you know, pushing 50 years and so the cartilage got worn down because of the torn meniscus and now the cartilage is back to what it was regrown. It looks to be like a quarter inch of great cartilage, but there was damage to the ligaments, because when you have an injury like that, your body rearranges itself to cut down on the pain. Your body rearranges itself to cut down on the pain. And now, so in last week of November, probably close to Thanksgiving Day, I'll get stem cell injections in my ligaments and we'll take it to the next level, you know, but I, yeah, I will get better. And you know I had two torn Achilles tendons within a couple of years of the knee injury, and so I got injections for those two injuries last March. And within five weeks I regained all my flexibility in my ankles. So that went really fast, yeah, and you can't, you don't really fix them. You know they're because they're a bit shorter because of the injury. When they put them back together again. But, what happened is. There's a lot of calcification that grows up over 40, 40 year period and all the calcification disappeared. It was kind of strange. They said it'll take about five weeks and week one nothing, week two nothing. Week three nothing, week four nothing. First day of the fifth week, all the calcification disappeared. Dean: Yeah, Wow, that's awesome. Dan: And I'm sitting here rotating my ankles very proudly, even though you can't see it. Dean: I can see it in my mind. Dan: Yeah, I'm doing it. Yeah, a lot of push off that I didn't have and everything, so I'm a great believer. Dean: Maybe you'll be able to talk to basketball now? Dan: No, well, it depends on how. I yeah, I mean, it's a function of where the rim is, it's not a function of where the ground is. Dean: Oh, that's so funny, that's easy. Dan: That's easy. You just have to know the person who controls the rim. Dean: Uh-huh. Dan: Yeah, yeah, but it's been great and you know I've been doing a lot of, you know, interesting articles. There's just so many articles these days on artificial intelligence and you know the hype period seems to have reached its dismal end and you know they're not seeing the returns. You know the big corporations who pile billions and billions of dollars, they're just not seeing the returns and their investors in the stock market are not very happy with big payouts investment but so little return. I mean you're talking people who put in $100, $200 billion and then they're getting that $3 billion return, which is okay if you own the company 100%, but it's not good if you're a public stock. So I'm watching that and, but meanwhile I'm convinced that it's doing a lot of good. You know, I'm convinced that individuals are well, individuals are just using that to eliminate five hours of work here, five hours of work there. Yeah, I think it's happening in a billion different places. But one of the things that I think is depriving us of good news here is that I think AI is not good news for the news media, because if there's any jobs that are going to get eliminated, it's going to be news media jobs. Dean: I wonder, like part of the thing is that there's got to be some interesting you know developments in terms of how people are going to integrate this, you know. Like I said, it's funny how people are doing the different prompts Lee Orson, our FreeZone. One somebody had said you know asking. I asked ChatGPT what do you know about me, based on our interactions, that I might not know about myself? And she said you know. Here are a few insights based on our conversation, she said. One you enjoy sharing knowledge and helping others. You've created content for various audiences, from real estate agents and home sellers to law firms. This suggests you find value in sharing insights and helping people achieve their goals, whether through practical tips or specialized guidance. Two you value practicality and efficiency. Many of your projects emphasize actionable, practical advice, like your guide on teeth whitening and your tips for home sellers. You seem to appreciate solutions that are both effective and efficient, providing value without unnecessary complexity. Three, you're strategic and forward thinking. No-transcript. Whether it's exploring new content, marketing strategies for cybersecurity or learning how to maximize our relationships Because I asked her how can I maximize our relationship? You're always seeking ways to improve. This suggests a growth mindset where you're interested in both personal and professional development, and it was really then she said you're health conscious and self-aware. You've taken significant steps in improving your health, from weight loss to setting fitness goals. This shows a commitment to your well-being and a good sense of self-awareness regarding the changes you'd like to make. Dan: I thought, man, this is really like that's good observations, you know yeah, but, dean, if you for a meal at a french restaurant, I could have told you all that it's true, right it's much more enjoyable, you know. Yes, for close for close ups from close observation. Yeah well, I've done the same with perplexity you know I put a little sizzle into it because you know I read all the great books at St John's College. That was my college education. And so I asked perplexity. 10 ways in which Dan Sullivan's philosophy is superior to Plato's philosophy in the 21st century. Dean: Came back. Dan: I mean he never had a chance. I mean what you can get from Dan Sullivan in the 20s. First of all, he's alive, which is an advantage yeah. But if you pick a historical character and say, how does Dean Jackson's thinking differ? Or expand on somebody else, you get more useful information. Dean: I mean yeah. Dan: So all they're doing is picking up, you know, introductions that people have made when you were giving a talk, or you were doing a podcast and they're just. All they're doing is collecting all that and putting it into a form. But did you let me ask you a question putting it into a form? But did you let me ask you a question Did you get any insights from this that were new, besides what a lot of people have told you over the last 25 years? Dean: Yeah, right, exactly. Yeah, I didn't get any because I asked none of that, like if you think it all makes sense, but it was, yeah, that I might not know about myself. So none of the I didn't think anything in here was something that I wouldn't know about myself. Right, but that's what I wonder. Dan: I mean if there had been sort of like a statement that, unbeknownst to you, a great uncle of yours, who you never met, actually set aside a savings account for you 50 years ago and right now there's roughly $1 billion in it for you. That would be really useful information. Dean: That would be delightful, that would be fantastic yeah. Dan: Yeah. Dean: Yeah, I love it. Dan: I love it. I love it, yeah, no, but what I think is that, first of all, I think the Greatest progress right now using AI and it's being done on an individual basis, it's not being done on an organizational basis, it's on an individual basis is getting rid of annoying activities, annoying use of time. I think it's eliminating friction. That's interfering with teamwork and everything like that. So I think you know we value the elimination of irritation. Dean: That's true. Dan: And so I think it's just being used. Dean: Yeah. Dan: I think it's just being used where you just you know, eliminate things Like I've been using just exploring with notebook google notebook lm and I. I don't find I would never use it in a public way. So just for the listeners. If you take, you say you're right. I took an introduction to a book and I fed it into this, you know, into this ai app and it came back as a conversation between two individuals man and woman. And they were talking about what they got out of. You know the introduction to the book and I came up about with about three or four things that they said in a different way, which we then built into the text as a result of listening to it. Dean: Yeah, isn't that amazing? Like that, that has really upped the level. Like that kind of blew my mind when I saw we've done two of those. We did Glenn put in episode one of the I Love Marketing podcast and it really did a summary, a 10-minute summary of what and they're talking about us in third person, like you know, joe and Dean talked about this and you know this was their insight that even before they were entrepreneurs, their childhood really set them up for being entrepreneurs and the whole thing thing right. It was really pretty fascinating. And then that we did, I did a zoom consultation with sheree, with joe's, joe's- girlfriend sheree ong. She's a for anybody listening. She's a little plastic surgeon in Scottsdale and very renowned in that field and so we did a whole marketing brainstorm around that and we set that into and to hear them talk about and reiterate the ideas. If you just listened to it without any context there would be no, you would have a very hard time believing that was not two humans talking. I think that was really my like. That was up a level from the interaction you know. Dan: Yeah, I found it got. It was great to start and it wasn't so good after about the halfway point. Dean: Right. Dan: Okay. What I found was it was a little too enthusiastic. Dean: Yeah. Dan: You know, and it became almost like jargon near the end. Dean: Right. Dan: And I think the thing was that they were just running out of things to say yeah, but it sounded like after a while it didn't sound entrepreneurial, it sounded sort of corporate. This is sort of a corporate PR, but that has nothing to do with my use for it, because I'm not going to use it in a public way. Right? Dean: I'm just using that. Dan: I'm just getting some reflection back on the ideas that we have in the introduction to the book coming back in a different spoke and I got some new ideas for refining what we did just out of listening. So for me that was the value a video and I didn't. Dean: I haven't watched the whole thing, but the general idea is that somebody put a video to these two, the male and the female character AI, and they're having a discussion as they realize that they're not real, apparently we're not even real. Apparently we're ai, they look genuinely like surprised by this news, a little bit incredulous that I, I apparently I'm not real well, it brings up the question that maybe Dean and Dan aren't either. You know Well what I was bringing to mind with that, Dan, is I remember hearing Elon Musk? I was just thinking. Dan: I was just thinking. I was just thinking no, that's exactly who I went to when I brought up that idea, who I went to when I brought up that idea. Dean: Right. I remember somebody at a big conference asked him about the simulation theory the theory that we're living in a simulation and you know he talked about it like that. He and his brother have had so many conversations about AI and the simulation theory, so many conversations about AI and the simulation theory, that they had to have a rule that they would have no such conversations while in a hot tub so that they could take a break from that conversation and his reasoning was that if you go back 50 years, we had the state of the art in gaming was Pong, which was the two you know twisty paddle things playing a ping pong game. That was the entry into the digital gaming in the 70s virtual, visually amazing games that are played by millions of people simultaneously in a universe that's fully photorealistic and and created, and his idea is that, if you factor in any amount of improvement at all, that we're going to reach a point where, in a couple of years, vr is going to be visually indistinguishable from reality. We'll have the capability to create virtual simulation, ancestral games that would be indistinguishable from real life. And if that's the case, if we look back in the billions of years of the universe kind of thing, the odds that we're the first ones to have gotten to that level is very unlikely. His whole thing is that the odds that we are in base reality he called it is one in billions and I thought man, that's very I don't know what that means. Dan: I don't know what that means. Dean: Meaning that this is the real thing, that this is the one he's saying, that the odds that we're in the actual physical world of the thing is very rare or unlike Wow. Dan: Are you saying that what we're experiencing is not real, that it's a simulation? I'm not quite getting this point. Dean: Yes, yeah, that's what he's saying. No, well, real that it's a simulation. I'm not quite getting this point. Yes, yeah, that's what he's saying. Dan: No well, yeah, but it's a theory. Dean: Right, exactly, you can do anything with a theory. Yes. Dan: First of all, there isn't enough electricity in our solar system to power that, I mean just to power it. Our solar system to power that I mean just to power it, and you know I mean. They're running into a problem right now, projecting technological growth to 2030. The United States does not have the electricity to do it. Okay, so there has to be, there has to be a bit of an improvement there. Dean: You know. Dan: The other thing is visual, visual perception and maybe audio to go along with. It is a small part of what we experience. I mean we have spatial awareness, we have touch, we have taste, we have smell, and then there's other ways of communicating that we don't quite understand, but we, energetically we. And one of the things that I really noticed with my few explorations of virtual reality is how flat and boring it is. It's just flat and boring, and the reason is because it's the creation of one person or the creation of a team where if you go to Yorkville or you go to Winter Haven, you know, and you walk around and you experience everything. It's the creation of hundreds of thousands of people who made the adjustment here, adjustment there and everything like that. But my sense is that there's a deep, what I would say depression setting into the entrepreneurial world right now, and the scientific world for that matter, that they're never going to understand human consciousness, and it's pretty well. There's been no advance in 40 years of understanding what human consciousness is, and it's not fast computing, you know just to say what the thesis is. It's something else. One of it it's not measurable, because what you're experiencing right now is truly unique. You've just created something. As you're engaging in this discussion with someone you find interesting, and you have all sorts of thoughts coming out. This is all. None of this is measurable and never will it be measurable, Right, Okay, and so I think that's the real issue. But what I'm saying I was thinking of a book title I was wandering around yesterday is that I'm 80 now, so I was born in 44 and there's just been a lot of technological. There's just been a lot of technological change since 1940, 1944. So I no longer consider it magical, I just consider it normal. When a new thing, like when the LM, you know the notebook, I no longer have the phrase this is fascinating, this is wonderful, I said, well, this is normal, this is just, I'm just seeing something. Yeah well, this is a new thing and it's really interesting and we'll see if it's useful, you know, in the normal way. In other words, does it make money for you, you know, does it save time? And so I'm getting more and more where I'm absolutely immune to other people's sense of magic about technology. Dean: Yeah yeah, I use you as an example. You basically have had functional use of all of these things without it even being technological advancements. I always talk about my Tesla. Now I've got the full self driving supervised, which is like it can make all the turns and do all the things. But you've got to really be aware I can't hop in the back seat and go wherever I want to go. But I always say to people listen, Dan Sullivan's had it right, because for 30 years you've had autonomous driving for 30 years. Dan: Well, autonomous from my standpoint. Yes, that's what I mean. Dean: You've had the functionality of it right. And that's been the thing. It's so funny yeah. Dan: Well, yeah, and the other thing is, I don't know it comes down to. I think you know what your stand is on technology has a lot to do with. Are you okay with life just the way it is? And I am, you know and I am. But the way life just is that every once in a while a new technology pops up that I find really useful and then it becomes part of my normal, then it becomes my normal life, and that's been happening for 80 years. And I suspect it's going to keep. I suspect it's going to keep going that way. But you know, but the it tells me. You know, know, one of the things I'm really interested in is just a little experiment I've been running now for about eight months and it has to do with three questions and I've been kind of captured by this. It's a tool. It's called three crucial questions, you know, and we've talked about it, and the first first one is there any way that I can help by doing nothing. Number two is if there is something, what's the least I have to do, that's that. And if it's the least I have to do, is there someone who can do the least that I have to do? And it really struck me that if I had learned this when I was like six years old, struck me that if I had learned this when I was like six years old, my life would have really gone in a different direction. It would have really turned out different because I would have been really super acute to what other people could do for me. You, know, right from the beginning. Dean: Well, none of that involves technology. Dan: None of that directly. I mean I'm saying that if I had done this 300 years ago and somebody had those three questions, they probably would have lived a really interesting, productive, creative life. Dean: Well, there's so much in it. There's like a I mean, there's certainly a who, not how element to it, for sure and the. There's a unique ability. Dan: There's a unique ability, yeah, but there's also a workaround. Dean: There's a can I pray while I'm smoking instead of? Dan: smoking while you're praying. Dean: You know it resonated with me with the. You know I've been working with the. Imagine if you applied yourself and self is the acronym for fear, meaning something that you know. But that would be essentially your question one is there any service or anybody that you know that could be able to do that? And then the second level is E for energy, which is that's the things that only I can do. L is leadership, where I could just tell somebody else, and F is finances. So can I apply myself to get this accomplished? I like this idea of what are you calling this? You called it the Dan Sullivan. Dan: No, it's just called three crucial questions because it's a little-. Dean: Three crucial questions Okay. Dan: Yeah, so you pick three things that are, you know, projects or problems right now. But, I just choose problem. That's something you haven't solved. Dean: Yeah. Dan: And then you ask you you know you describe each of the three. So you're coming downward on the left hand column. Then you go across and you got a matrix of three questions. And the first question is there any way you can solve this by doing nothing, and I've never had, I've never said yes to the question. But the question itself is very useful because it immediately simplifies your thinking. You know, it simplifies your thinking. And yeah, the second one what's the least you have to? do now you're getting really simple. And then the third question is there anyone else who can do this very simple thing? You know and, and then, and, if there is. You've just answered question number one. Dean: That's what I mean. That's the can I pray while I'm smoking? You've worked in the back door there. Dan: No, you can't without doing nothing, okay well what do I? Dean: need to do. Well, you got to do this and this. Well, can somebody else do that? Dan: Yeah, that's okay. Yeah, and then you also you're questioning well, is it even enough of a problem to even be, you know, spending? Dean: thinking about what if I don't solve this problem? Is it okay if I just forget about it? Dan: Yeah, and what it does is that it's a measurement tool in the sense of you know you're going to be doing something with your time today anyway, and the question is are these three things anything that's worth your time today? Dean: Yes. Dan: And it keeps you from getting you know, getting too taken up with busyness. Yes, I love that, but it's funny because I the reason I brought it up as a topic on our talk here. Since I came up with it, it's a, it's one of those thinking tools that won't let me alone. Let you go. Right you know I've had a few and so, for example, example, without going through and actually counting them up, I would say I probably did it 20 times during the day where I was thinking about something and uh, you know, and my mind had wandered. You know, I was thinking about something and I immediately the question came up is there anything you can do about that? Can you solve this without doing anything? And immediately I was redirected to an activity that was right in the present, that I could be taking and I could be conscious about it and everything like that. So it's really interesting because I come up with a lot of tools, but they're for a purpose, they're for a workshop. They're for everything, but this is the first one that keeps coming back and bothering me In your daily, for your daily life. Yeah, yeah, it seems to want to be part of my daily life and that's you know. And yeah, it's just an. It's just an interesting thing that I'm doing and it's very useful because the moment I ask the question, is there any way I can solve this? By doing nothing and immediately, my attention is a hundred percent just on what I can do right now, which feels real good, which feels real good you know to be fully engaged. Dean: Not doing anything is. Not doing anything at all is also an option, do I even? Need to do anything at all about this. What would happen if I didn't? Dan: I've had. Dean: Joe Polish and I were talking the other day. I did a Zoom session in the Genius Network event last week, thursday, friday, and you know one of the things that he was talking about was Keith Cunningham's idea that more businesses they suffer from indigestion than starvation for ideas. They're not starving for new ideas, they've got indigestion of ideas too many things. And I realized, as a 10 quick start with a future orientation, that is definitely my. I have so way more ideas than I could possibly implement. You know, and I look at I've always. One of my personal kind of orientations is definitely, you know, future oriented. I see things, how they can be solved. But I've also learned that the reality you know, you and I've talked about the fact that life moves at the speed of reality, which is 60 minutes per hour and when you're actually practically doing anything in the now. That's the constraint, that is the biggest thing for a future-oriented shapeshifter. You know, like you and I. So I've been revisited our the idea of procrastination, the joy of procrastination in. You know, my number one thing is always has been that I know I'm being successful when I can wake up every day and say what would I like to do today? And I've started thinking about how I can make that more practical, like to have more to show for it at the end of the day than just drifting with. You know, all my time freedom and the funny little exercise that I've been playing is do you remember in the original Wheel of Fortune when you won on Wheel of Fortune you would have you could spend all your money on the showcase kind of thing. They'd have all the prizes all lined up and you can. I'll take this for a thousand and I'll take this for 500 and I'll take the rest on a gift certificate or whatever. I started thinking about, maybe going through my days. Yesterday was the first day that I kind of, you know, I've been playing with that mindset of looking at today, as with my 100 minute units for the day, looking at the you know prize, the gallery of all the things that I could do and looking to fill them into my day. I'll take a massage for six units and I'll take this. I'll take a movie for 10 units and I'll do some 50 minute focus finders for 10 units. And you start like looking at my day and realizing that what kind of creates a little sense of urgency or a present mindedness for the day is really thinking about maximizing for the next 100 minutes, like what am I really going to do in the next 100 minutes? Because even a day is a long, that's a long time to really kind of. You know it's slow if you were to just sit here and count the time for the day that go by, but really having things. I'm really making a conscious effort to have more intention around what I do with those units during the day rather than just getting sucked into screen time. Dan: It's really interesting. You mentioned that you're a 10 quick start with future orientation and I was just thinking, as you said that and I was thinking about your that I think I'm I actually am past focused. I'm very past focused and what I'm doing is I'm looking at something that's from the past and sort of saying how could that be better in the future? Like I'm not really interested because I've experienced the past. I haven't experienced the future. So I've got one thing I've got a lot more experience with the past. Now we could just take two minutes out and just ponder the thought that I've just spoken here and I think it's probably why I am not taken at all by the futurologists that show up at the various conferences that I'm to and I said you're talking about something that you have zero experience about. And I said you're talking about something that you have zero experience about. I said why don't you talk about something that you have 100% experience? with which is your past and then say this thing that happened to me. How could that happen to me? Better when I get to it in the future, you know so. I'm not really intrigued by the future at all because, first of all, I've got zero experience In the past. I've got a lot of experience, and it's readily available. Not only that, but it's unique. Only I know what my experience is, Only you know, what your experience is. Dean: Who else knows? Dan: So, I wonder if we I wonder if I'm kind of quick start so I wonder if we actually really are spending time with the future. Though I don't know, I can only answer it for myself. Dean: I like, you know, creating blueprints or create you know, like that's the thing I see. I like solving problems, as this is what we need to do, but then actually implementing the things is. I find that being in the present is almost like being in the past. Funny, but I mean, sounds odd to say that, right, but it's like I think that I've already solved this. Okay, I know what this needs to be, and it just feels like such a drag that I have to now, like take the time to do the actual thing that I've already seen in my mind, you know, it's almost like you know, yeah, it's very funny. I heard somebody talked about who invented the vaccine, the polio vaccine Pasture, pasture, okay, so it was him. Somebody said that he imagined the reason, the way he solved it was he put himself in the position of if he was the, the virus or whatever, how would he attack the system? And that was his. So he put himself in that perspective of where would he go, what would he do? And it reminded me of hearing that Einstein, his, the way he came with the theory of relativity was to imagine himself on riding a beam of light. What would that look like? How would he experience that? And so I look at the things like when I create a solution for something, I know I already see how it's going to, I've addressed all the issues, I see, okay, this is what we need to do, and in my mind it's a fait accompli, as they say, a completed thing, it's done. I know that this is going to be the thing, but now you have to in reality, the speed of reality, actually build out all the components of it. You know, that's like writing a book, for instance, has to be done in real time, you know like I can see the outline of the well, well that you know that's really. Dan: you know that's really why you want to have a lot of who's in your life, because the actual taking action and getting it done is interesting to you. But, having that? Well, let me ask you the question Taking action and getting it done is not interesting to you, but having it done, does that interest you? Yes, very interesting. Yeah, well, there's only one solution it's got to be someone else who does. Dean: Yeah Well, there's only one solution it's got to be someone else who does it. No-transcript. That's been really in the last little while here. That self-awareness it's not a character thing. It's not that it's that I work best when I'm contributing discernment and invention on the if we're looking at widget things, you know. Dan: yeah, well, it's really interesting abs and I have gone to to Rome three or four times and one of the things I mean, if you are interested at all in you know the ancient structures. Well, not so much Rome, but I mean Renaissance and things like that realize is that these individuals who we you know, we know them, you know leonardo and michelangelo, and we know them and we developed this image. How could one person do all this? And the answer is they didn't. Right, right, right, they did. They had a lot of people. It's like you know, I mean, it's like we think of these. Just because we only know their name doesn't mean that they're the one who actually did it. Just yeah, it had to be named and we somebody attached their name to it and yeah, and we think it, but they didn't do uh you know they, they really didn't. I mean, they're sculptors. And you say, how could that? How could he get all that done? Well, he didn't. He got the basic picture of it done and then he had other people who were nose people and ear people and finger people. And he brought them all in and they put together the whole. They put together the whole statue and they put together the whole statue and that's one of the valuable things you learn about the past that things didn't get done any differently in the past than they get done today through teamwork, through large numbers of different skills coming together. The big thing is to apply it to yourself, because I think one of the things and it's a function of the school system and I don't know if you could have it any other way is that you have to study on your own, you have to take tests on your own. And I think it tells people that it's all an individual effort. But what if you took another group of first graders and you taught them teamwork from day one? You studied as a team, you took tests as a team and then you measured over 18 years the one who did everything on his own and the one who was just part of a team that did it. And they did it as a team. I bet the ones on the team. One is I think they'd be a lot happier, and number two is I just think they'd get a lot more done. Yeah isn't that something? Dean: I had a friend who you know is teaching his kids. His idea is teaching his kids like being entrepreneurs, teaching that's the way right, the self-guided way. But they would do, you know they were in a virtual school and they would set up, you know he would have vas to to do like homework for them, like show them how to, like hire someone to do this, this, write this paper yeah or whatever realizing that if there's anybody else who could do it. If you don't need to know how to do it, then you know, kind of like taking your approach right. Is there any way I could do this without doing anything? And that's kind of yeah, that's a big thing. There's no reason for him to know. I remember that was the, that was I think it was henry ford or somebody that they were saying. You know his lack of general knowledge, but it doesn't matter. He says I have buttons on my desk. I can push this button and somebody will get me the answer to whatever I need. And now we've all got a PhD in our pocket. Dan: Yeah, yeah, you know, I think the big thing is that I'm not certain that everybody has the ability of seeing the future and the future use, the future use of other people's capabilities. So I think that's an. I have it and I suspect you have it, but I can see what something looks like and I can see what someone does and I can see it applied to a future result. But I'm not sure everybody has that. Dean: Yeah. I agree, yeah, I agree. Yeah, I agree, and that's kind of like the thing we just think. It's so second nature, right, like you don't know that there's anything different. I remember thinking about unique ability. I remember thinking that, well, that can't't be like, because that doesn't seem like work at all, like that doesn't seem like any effort. Dan: That can't be a thing, but it is you know, yeah, well, it has to do with impact, not you know not the activity itself. Yes, what's the impact? Yeah and yeah, so it's really interesting. But I think, think you know, I'm just to you know, we're near the end of the hour here and my sense is that a lot of confusion in society right now is that science is running into a wall and technology is running into a wall, and it's human consciousness and a lot of claims are being made what technology could do, but I, I think with less and less confidence, and people are saying, well, you mean there's something else, there's something else that we can't get to, and I said, well, yeah, you experience mean, we experience that personally. We experience that on an individual basis, why wouldn't it be on a general sense? Dean: And. Dan: I think there's going to be a lot of depression. I'm noticing the increase in the numbers of teenagers who have mental illness, and I think the reason is that they've been promised something that if you got this education, if you had this technology, if you had access to this and this, you would be happy. And they aren't no exactly. And none of the people who told them that can explain to them why they're not happy, why they're not happy and I think it's a general sense. I just think we've reached a point where we've been so science centric and we've been so technological centric pretty much for a century or maybe a little bit more than a century. And it was going to produce the utopian society and it was going to produce and it isn't. Dean: And now. Dan: I think that the most cynical people were the most idealistic people. If you take someone who's really cynical, they're the ones who were very idealistic. They said you know, everything's going to be solved, everything's going to be great, and then it wasn't. And they don everything's going to be solved, everything's going to be great, and then it wasn't. And they don't have a fallback position. Dean: Yeah. Dan: I'm noticing that with the election this year. Dean: Yes, absolutely. Dan: You know, the people who are going to be happy on November 6th are the people who just lead ordinary lives. Dean: You know, they just go around. Dan: They got a job, they have a house, you a house and everything else. And the people who are going to be very unhappy are the people who believe we can fundamentally change everything. I've just noticed that one of the parties, which was the Party of Joy three months ago, is now the Party of Rage. Dean: Oh man. Dan: Yeah, they're the Party of rage. Oh man, yeah, yeah, they're the party of rage. I mean, they were all out on stage over the last two or three days of how you know, he's a fascist, he's hitler, you know. And I said look, I've watched some world war ii films, I've seen hitler. This isn't hitler, he doesn't even speak german. I mean, if you're going to speak German. Dean:I mean, if you're going to be Hitler. Dan: If you're going to be Hitler, you got to at least get the language down right. Dean: Speak German. That's crazy, but. Dan: I'm just noticing it's more than just the political season. I just think there's a thing happening right now where there's sort of a collision between what was promised and sort of what isn't happening, and that's why I think AI is really being used, but it's not being used in the way that people predicted it was going to be used. I think it's being used in many other ways. Dean: Yeah, well, when are you traveling to Phoenix, dan Wednesday? Dan: We're going to Phoenix, then we're going to Tucson. So we're going to be in Canyon Ranch and then we drive up the day before the genius starts. I think Okay. Dean: But we should go to the. Dan: Henry, we should go to the Henry I was thinking the same thing. Dean: That's what I was hoping. Dan: Okay, good so are we on for next? Dean: week then. Dan: Yeah. I'll be in Tucson. No, I can do it. No, that'd be great. Dean: Okay, perfect. Well then, I will talk to you next week. Thanks, Dan. Dan: Okay. Dean: Great.

Ann Atkinson, former Executive Director of the T.W. Lewis Center for Personal Development at Arizona State University's (ASU) Barrett Honors College, joins the show to re-read a speech she delivered at Genius Network and analyze the content with Seth. A list of DEI-focused classes and topics ASU is now offering students.See omnystudio.com/listener for privacy information.

Have you ever wondered why some sales strategies work effortlessly while others fall flat? The answer often lies in psychology. In this episode, I share 15 additional psychological and emotional triggers that can help you sell more design services by understanding how clients think and feel. Building on the triggers from the previous episode, these strategies are designed to empower you to make genuine connections, build trust, and lead clients to say "yes" confidently. In this episode, I discuss how to use triggers like exclusivity, belonging, and scarcity to elevate your design business. You'll learn how to position your services as exclusive, create a sense of belonging for your clients, and apply principles of familiarity and specificity to boost credibility. These triggers will help you guide clients toward making decisions that feel authentic, beneficial, and rewarding.   IN THIS EPISODE, YOU WILL HEAR: - (06:45) How exclusivity and belonging strengthen client connections - (13:56) Creating urgency and value with the desire to collect and scarcity - (20:33) Aligning with client values through guilt and specificity - (23:34) Building trust using familiarity and patterning - (28:56) Boosting engagement with harmonization and rewards - (33:20) Simplifying choices to enhance capability and reduce overwhelm - (36:35) Shaping client satisfaction with contentment and perception - (38:34) Driving commitment with self-liquidation strategies   MENTIONED IN THIS EPISODE: Triggers by Joe Sugarman Joe Polish website The Genius Network website   When you're ready to step into a bigger vision in your design business and create exceptional results and celebrations book-a-call to explore how coaching can take you there faster, with a solid plan, proven process, and smart strategies.

Does the word "sell" make you cringe? If so, you're not alone. Many designers feel uncomfortable with the idea of selling, but what if you could reframe it as inviting or educating your clients into working with you? In this episode, I break down 15 powerful psychological triggers that can help you sell more design services with ease and confidence. These triggers are all about building trust, creating involvement, and showcasing your expertise, so you can stop feeling awkward about sales and start seeing results.   In this episode, I walk you through each of these 15 triggers, explaining how to apply them to your design business. From involving clients in your process to using social proof, urgency, and storytelling, you'll learn how to tap into what makes clients say "yes" and move forward with their projects. And don't worry! Selling doesn't have to feel pushy or salesy. By applying these proven techniques, you'll be able to guide clients to the best solutions and create win-win situations.   IN THIS EPISODE, YOU WILL HEAR: (01:14) How to reframe "selling" as inviting and educating (05:40) Getting clients invested with involvement and honesty to build trust (10:39) Why honesty and transparency build trust and lead to more sales (13:34) Using social proof and authority to position yourself as the go-to expert (15:18) Justifying client investments with logical reasons and exclusive offers (21:02) How authority positions you as the go-to expert (23:51) Instilling confidence with conviction and highlighting the uniqueness of your services (34:03) Sparking client interest with curiosity and offering hope for a positive outcome (36:15) Creating urgency and addressing fear to motivate quicker decisions   MENTIONED IN THIS EPISODE: Triggers by Joe Sugarman Joe Polish website The Genius Network website Sally Hogshead website   When you're ready to step into a bigger vision in your design business and create exceptional results and celebrations book-a-call to explore how coaching can take you there faster, with a solid plan, proven process, and smart strategies.

Joe Polish and Dan Sullivan reveal key strategies for scaling a profitable business and leveraging marketing. They discuss the importance of starting small, building financial reserves, and avoiding common entrepreneurial pitfalls. Listen for powerful insights on creating long-term business success. Here's a glance at what you'll discover from Joe and Dan in this episode:  The Real Business You're In: Discover why Joe says that every entrepreneur is actually in the "arithmetic business" and how understanding your numbers can transform your profitability, regardless of your industry. From Productivity to Profitability: Learn Dan Sullivan's critical distinction between productivity and profitability, and why efficiency doesn't matter if your bottom line is in the red. The 90-Day Profit Rule: Uncover Dan's unique approach to ensuring profitability within 90 days for any project, and why he believes in building a system around this principle. Fast Filter Projects: Delve into the strategic tool Dan uses to maximize his daily impact with only three key tasks, ensuring every action taken is filtered for maximum profitability. Lessons from Failure: Hear the fascinating story of how Dan turned a million-dollar software project failure into a valuable lesson on when to cut losses and refocus on profitable ventures. Understand why both Joe and Dan emphasize creating powerful customer experiences over selling mere products or services, and how this shift can significantly boost your profitability. Gain insights from Dan's 50-year coaching experience on the importance of having a year's worth of reserves and how this financial safety net can keep your business afloat during economic downturns or unexpected events. If you'd like to join world-renowned Entrepreneurs at the next Genius Network Event or want to learn more about Genius Network, go to www.GeniusNetwork.com.

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

Joe Polish and Dan Sullivan explore the power of collaboration in Entrepreneurship. They discuss how working with diverse individuals can lead to innovative projects, sharing Joe's experience of restoring a ghost town in Cleator, Arizona, as a prime example. Here's a glance at what you'll discover from Joe and Dan in this episode:  Discover the Secret Behind a Modern Ghost Town Revival: How Joe Polish and his partners transformed Cleator, Arizona from a forgotten ghost town into a vibrant hub of creativity and community, attracting artists, Entrepreneurs, and adventurers alike. The Power of Collaboration in Unlikely Places: The fascinating story of how a chance text message led to a unique collaboration, bringing together a meditation music mogul, a martial arts expert, and seasoned real estate investors to create something truly extraordinary. Turning "Silly Ideas" into Significant Ventures: How Joe's knack for taking seemingly absurd concepts and turning them into successful, impactful projects is revolutionizing the way we think about Entrepreneurship and collaboration. The First Ghost Town in VR and NFTs: Uncover how Cleator, Arizona is breaking new ground by becoming the first ghost town to be fully integrated into virtual reality and the NFT marketplace, providing unparalleled value and experiences to its supporters. The inspiring account of how the Cleator project brought together a group of individuals during a crisis, resulting in life-saving support, deepened friendships, and an innovative business venture. From Real Estate Nightmares to Collaborative Dreams: Dive into the behind-the-scenes drama of real estate dealings, including deceptive agents and competing offers, and how strategic partnerships and clear communication turned potential disaster into collaborative success. Creating a Magnet for Artistic and Entrepreneurial Innovation: How Cleator, Arizona has become a magnet for artists, Entrepreneurs, and visionaries, hosting events like mini Burning Man festivals and drawing interest from major figures in the business and creative worlds. If you'd like to join world-renowned Entrepreneurs at the next Genius Network Event or want to learn more about Genius Network, go to www.GeniusNetwork.com.

How does one pull themselves up from struggling through addiction to become one of the top connectors in the World? Is it possible to break the link between pain and addiction? Joe Polish, Founder of Genius Network and considered one of the most influential connectors in the world, joins us on the Greatness Machine to talk about his new book, What's In It For Them? 9 Genius Networking Principles To Get What You Want By Helping Others Get What They Want. In this episode, Darius and Joe explore the complex relationship between trauma, pain, and addiction. They delve into the concept of givers and takers and the importance of being someone who always gives. They also discuss the world of entrepreneurship, emphasizing the crucial role that mastering fundamental business skills plays in the industry. Topics include: Reasons why people resort to addiction as a solution to pain Joe looks back on how he battled drug addiction at such a young age What got Joe into entrepreneurship  The importance of learning the fundamental business skills Joe shares how Genius Network started Why you need to pay attention to what people complain about Ethics in life and business H.A.L.F. (Hard, Annoying, Lame, and Frustrating) versus E.L.F. (Easy, Lucrative, Fun) Joe explains what his new book What's In It For Them is all about And other topics… Resources mentioned: The Five Love Languages: https://www.amazon.com/Love-Languages-Secret-that-Lasts/dp/080241270X Connect with Joe: Website: https://joepolish.com/  Book: https://whatsinitforthem.com/  Book: https://joesfreebook.com/ LinkedIn: https://www.linkedin.com/in/joepolish  Instagram: https://www.instagram.com/joepolish/  Connect with Darius: Website: https://therealdarius.com/ Linkedin: https://www.linkedin.com/in/dariusmirshahzadeh/ Instagram: https://www.instagram.com/imthedarius/ YouTube: https://therealdarius.com/youtube Book: The Core Value Equation https://www.amazon.com/Core-Value-Equation-Framework-Limitless/dp/1544506708 Learn more about your ad choices. Visit megaphone.fm/adchoices