Podcast appearances and mentions of steven jobs

Steven Jobs success revolved around the fact that he embraced personal growth.  Self improvement is a lifelong process. It involves a plan and the execution of that plan over a period of time.  Joe shares 5 simple steps for realizing and maximizing your potential.

The Daily Quiz - General Knowledge Today's Questions: Question 1: Which nation invented Paper? Question 2: What word is used in the NATO Phonetic Alphabet for the letter Q? Question 3: Which computer company was set up by Steven Jobs and Stephen Wozniak? Question 4: What is the type of lock that has no spring and typically uses a bar that either moves horizontally or vertically? Question 5: Which archaic imperial unit of measure is equivalent to 54 gallons? Question 6: What word is used in the NATO Phonetic Alphabet for the letter G? Question 7: What is the basic unit of currency for Turkey? Question 8: Which word is defined as 'coarsely abusive language'? Question 9: Which word is defined as 'sad or miserable in appearance'? This podcast is produced by Klassic Studios Learn more about your ad choices. Visit megaphone.fm/adchoices

What do you get when you mix the power of the DCOM original Twitches with the brains of Steven Jobs if he felt like writing comedy, the beauty of an airbrushed 80s romance novel, the fashions of a reimagined Limited Too in Bushwick and the talent of ten Celine Dions?! Sabina and Annabel Meschke, twin superstar comedians. THAT'S WHO! Sabina and Annabel are a dynamic duo like no other who perform stand up all around NYC in the ~hottest~ looks you've ever seen. They're well known for their twice-monthly show, Triplet Auditions, but also have some of the most original and hilarious sketches the interwebs have ever seen. In this gorgeous ep, we get right into their mental struggles, coping mechanisms, how their first couples therapist tried to tear their family apart, what's really yanking their chain through vent seshes, and ssssss'much more. Listen if you DARE. Actually, please listen, you'll really enjoy it. I'm telling you.

In this podcast, I talk about, the passing of Queen Elizabeth II, Kanye settling his feud with Addias, Steven Jobs daughter says that the iPhone 14 is the same as the iPhone 13, Drake getting the Nike logo braided on his head, Nav dropping his brand new album, the passing of PNB ROCK, Harry Styles & Chris Pine drama, the Emmy award show (nominees & winners), Canelo saying he won't fight a Mexican fighter, Metro Boomin saying he is putting finishing touches on his new album, Ray J sharing that there is a 2nd sex tape with him and Kim and exposes texts with Ye, Netflix considering to stop releasing full seasons at once, D23 announcements, and  Call of Duty will reportedly cover the Iraq war. 

 Not Stage 7 Businesses? Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. So what are some examples of businesses that you might think are stage seven businesses, but are not really there? They are very, very successful in some cases incredibly successful businesses yet are not stage seven businesses and frankly may never have the goal to be 7 Stage businesses. Here would be an example just as Microsoft is a stage seven business. Apple is not, Apple computer is not a stage seven business now, why? They rely on the creativity and vision of Steven Jobs. Whenever he has exited the business, so too has its value. It's still very reliant on him and again, they may never have the goal to be a stage seven business. Chrysler Motors has sought out strategic alliances for the last 30 years. And for the last 30 years, those strategic alliances have not worked out in the manner they had hoped. Chrysler motors still relies on the strategic alliances it has with others rather than creating its unique business identity. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.

Hear how to really think about the conversations you're having What if you could see the world through a fresh lens? In today's podcast, I interview Rose Fass, an author, a business executive, and an inspiration to me and to you. Rose has written one book and is on her way with her next one. Her first book, The Chocolate Conversation, focuses on how our conversations become who we are, what we hear, and how we build relationships. Great conversations help us craft clear messages, build a shared worldview, uncover concerns and uncertainties, and help you and others move forward together. As you listen to Rose and her own personal journey, you are going to rethink your own conversations, paying attention to both what you say and what others reflect on your thoughts. Listen in because there is so much to learn! Watch and listen to our conversation here Learning the lesson of resilience from a dandelion Rose tells the story of being a nine-year-old girl, walking home from school with her friends, a bit frustrated like adolescents often are. Her father was a WWII marine and a poet. That day, she saw him picking dandelions out of the lawn. Seeing her, he turned around and smiled and showed her one of the flowers, asking, “Rose, what do you see?” Not knowing what answer he was looking for, she responded, “I don't know Dad. I see a dandelion.” He said, “Yes, but I want you to look deeper and wider. Look beyond the obvious.” Rose asked him: “What do you see?” He paused, looked at her, and said, “I see the end of a long winter. I see the dawning of a new season. I see lovers walking hand in hand exchanging silent expressions of their love. I see children picking these out of the lawns and handing them to their moms.” He went on: “Rose, we, like many homeowners, will use things to take these dandelions out of our lawns, like other weeds. And in their place will come beautiful flowers like irises and tulips and even roses. But the beauty of the dandelion is not in its first expression of spring. It's in the root, because it's resilient. And all of us know that no matter how much we try to get rid of them, they come back double fold.” The message for each one of us is that resilience. As you listen to Rose talk about the work she does with and for her business clients, you will be inspired to respect and expand your own resilience. These are fast-changing times, and resilience, personally and in business, is more essential than ever. Powerful advice for women, those in the C-suite or any leadership role As Rose tells us: How often we think we're having the same conversation — about dark chocolate, for instance — only to be referring to three different things: milk, white or bittersweet varieties. She shows us how to first establish common ground that leads to an effective discourse for addressing relevance, growth and scaling — the three most important issues she sees in business today. Judith Glaser, the great organizational anthropologist and change agent, once told me that all our lives are just conversations — good ones and not so good ones. Rose has amazing insights on this too, and all women in business should pay close attention to her ideas. Searching for your passion and purpose? Start here: Blog: For Women In Business, Now Is The Time To Achieve Your Dreams Podcast: Lisa McLeod—If You Want To Succeed, You Must Find Your Noble Purpose Podcast: Tony Martignetti—Are You Ready To Live A Life Of Inspired Purpose? Additional resources for you My award-winning second book: Rethink: Smashing The Myths of Women in Business My award-winning first book: On the Brink: A Fresh Lens to Take Your Business to New Heights Simon Associates Management Consultants    Read the transcript of our podcast here Andi Simon: Welcome to On the Brink With Andi Simon. Hi, I'm Andi Simon. As you know, I'm a corporate anthropologist, and my job is to help you see, feel and think in new ways. And for our podcast, I go looking for people who can help you do that as well. Our job is to get you off the brink. But unless you can see things through a fresh lens, begin to understand them in a new way, you get stuck, or stalled, or you know what you know, and your brain doesn't really want to change anyhow, thank you very much, please go away. I'm happy where I am. But today, the times are changing. We are in a world that is full of turmoil, everywhere, of all kinds. From COVID, to the Ukraine, to what's going on in corporations, everybody is having a challenging time talking to each other. And so I brought you today a wonderful woman who's going to help you think about the conversations that we're having, and how to turn them into really growth experiences. The whole world is a conversation. We're having a global conversation right now. So today, we have Rose Fass here. Rose and I met fortunately, serendipitously at the Westchester Business Council, where she was presenting an absolutely brilliant presentation. And she's going to share some of those insights with you. It was really so touching. I said, Wow, can I share her with our audience as well? Now, the Westchester Business Council is a marvelous organization. You have no idea how many people I've met there, it's a really cool place. But each time I meet somebody and want to share them, they add some dimension to our day today. Let me tell you a little bit about Rose and then she'll tell you about her own journey. Rose knows, as she says, how to use her unique gift to take a mess and quickly put it in place with effective steps to teach desired outcomes. Interesting, isn't it. So she loves to change as I do, and like me, is a culture change expert. She's a natural facilitator who connects with all types of people at all levels of an organization, from the C-suite to the people closest to the work. She has over 45 years of experience in technology and consumer-based industries. During her career, Rose has opened businesses in the United States, has been a general manager with full P&L responsibility and led major corporate transformations. She was a chief transformation officer at Xerox and she's going to tell you a lot about some of her learnings and why at this point she's ready to help others do all kinds of transformation. These times, they are a-changing as Bob Dylan told us in the 60s. Rose, thank you for being with me today. Rose Fass: Thank you, thank you so much. And it's interesting that whenever I hear my bio, I have to smile a little because I go back to being this little kid in a very small neighborhood with a group of young Italian girls like myself just walking around and trying to figure out what it was that we were going to do when we grew up. So the interesting part about all of this is, I run a company right now called fassforward Consulting Group. And it's probably the culmination of everything I ever did at Xerox. Later I went to Gartner with the now CEO of ServiceNow, Bill McDermott, and then met my colleague and partner there, Gavin McMahon, and we started this about 21 years ago. And I still feel like I'm a student of the subject that I talked about. So I want to bring myself into the room as little Rose, so you know who I am. Then we can decide whether any of us are a big piece of stuff, or we all buy into this world with our brilliance and our muddy shoes. So I used to live in East Utica, New York. That's where I was born, on Ruptor Street, and we had a four-room cold water flat that my dad worked very hard on, kind of getting it to where we would have hot water or mom wouldn't have to boil it on top of the stove. Believe it or not, I'm 72 years old and I can actually think back to those days very fondly. But my claim to fame was I lived down the street from Annette Funicello. All of you young women, she was on the Mouseketeers and we were just all a bunch of Italian girls who could dance and sing and we were all cute. And we just could not understand why Annette got discovered by Walt Disney and ended up in Hollywood and we were left in East Utica. So for many, many days, I walked with a group of Italian girls home, complaining, whining, saying bad things and being green with jealousy. I remember this one day, it was unusual because it was early spring, and if you know anything about upstate New York winters, they're horrible. But the weather was nice and I saw my dad picking dandelions out on the front lawn. I went up to him very quietly, because I just wanted to scoot by. My father was a World War II Marine, a published poet and conversant in all the Romance languages, so he was a very interesting guy. I remember walking by and him saying, Rose, and I halted. I turned around, this little nine-year-old looking at him, and he said, What do you see? And he held up the dandelion. And I thought, Oh, God, I don't want to do this. This philosopher, I don't want to do this. And I said, I don't know Dad, I see a dandelion. And he said, Yes, darling, but I want you to look wider. I want you to look deeper. I want you to look beyond just the dandelion. And he looked at me, and I said, I don't know Dad, what do you see? I think at that point, I had learned how to be very good at rhetorical responses, especially when I didn't have an idea of what to say. I was so down in the dumps that I just didn't have the energy to get into it. I usually did, because I think for my dad I was the one that appreciated poetry and philosophy. So he looked at me and he said, Darling, I see the end of a long winter. I see the dawning of a new season. I see lovers walking hand in hand exchanging silence. I see children picking these out of the lawns and handing them to their moms to put them in juice glasses on the sills as a means of saying I love you. And I looked at him. And I said, you see a lot, Dad. And he said, Rose, soon this dandelion, this beautiful expression of spring is going to become a weed, and we like many homeowners are going to go to the nurseries and we're going to get the stuff that will take it out of the lawn because we want to rid ourselves of this one beautiful expression of spring that's now an ugly reminder of cleaning up the yard. And I looked at him. He said, Because soon honey, the beautiful flowers are going to come along, the irises, the tulips, and yes, even the roses. But the beauty of the dandelion is not in its first expression of spring, it's in the root, because it's resilient. And all of us know that no matter how much we hack at them next year, they come back double fold. We named you Rose, but roses are fragile. In your heart, you need to be a dandelion. That is my signature story. I remember that day of standing there on that little patch of lawn and crying in the arms of the Marine and in the arms of the poet. And for whatever reason, letting it all out and feeling like I may be enough. I didn't think I was but maybe I'm enough. And I think we women struggle with that. And so for the rest of my journey, I have reminded myself that we get kicked around, and we get hacked at. And we just have to be resilient. And so today, I think that's probably more true than ever. And it has held me together for many, many years. Andi, so I want you know who I really am, the little rose, the woman who became who she is today, and that I am a combination of all of those beautiful moments when you learn through pain. Andi Simon: Now, by saying that, I guess I visualized that scene with your father was exhilarating, maybe painful. But he was imparting to you wisdom that's really hard to come by otherwise. Who else would you trust to listen to that way? So you may have cried but I have a hunch he had a long term impact on the way you see the world. It's all of the implications and the meaning that it has. Am I right? Rose Fass: The Marine, unlike the philosopher, said, one rule for my two brothers and me was to be up by 0600, ready for company. Every day of my life, I am out of bed by six o'clock and I get dressed no matter where I'm going. My hair is combed. I've showered and am presentable and so are my brothers. And in his mind, it was the "ready for company" meant a lot of things. Were you ready to be gracious? Were you ready to be approachable? Were you ready to be aware, conscious, willing to help? All those things culminated in that one little statement: be up at 0600 and ready for company. And I've kind of never forgotten that. Today, with people working remotely, I noticed they get on the camera, and oftentimes, they'll take the camera off because they're not camera ready or they're even in sweat pants, and they're looking draggy. And when you don't feel good about yourself, it's hard to feel good about life. Yes, and we're living in a time when I think more than ever we have to bring our best selves to whatever we're doing. Because it's going to get harder before it gets easier. I really believe that. Andi Simon: You're making the important point about our best selves. And I want you to talk a little bit about the career that you had because we could stay on your lessons learned in your youth a lot. But the best self is a very interesting concept. We are working with a lot of women as coaches, and they are successful, but not happy. They have a position or are partner in a firm. They've got degrees, are financially successful and they're asking, Isn't there more? We talk a lot about who am I? What's my purpose? What's my best self? So a little bit more about as you got into your career, you began to carve out an area around transformation. Sounds like your father became living in these companies a little bit further.  Rose Fass: By the way, Andi, you talk about youth. I often relate to men in the work that I do. I tell them there's no more important person in a young woman's life than their father. Mom plays a role but Father gives them the sense of validation and approval of who they are as women. And I think that's critical, just as mothers help their sons become more approachable and more yin and yang. So for me, my early career after I got out of Boston University, I started at Saks Fifth Avenue in an executive training program, and I had two mentors. I had Jan Edelstein, God rest her soul. She was very gypsy-ish, wore all these crazy skirts and crazy glasses and lots of bangles. But knew Judith Leiber, Bottega, every possible fashion brand you can think of in accessories. I was her assistant and I was also assistant to the blouse buyer, who was Miss Janet. And I'm not kidding. Little bow, little glasses like a librarian, always in the black pencil skirt, white blouse, buttoned to the teeth. They could not have been more different. Jan told me to have to learn how to be creative and every bit of data and information you need to make good sound decisions. But let that be one data point that I want you to go with your gut when you feel you know how your experience is and how something speaks to you. Then I went up toJudith and she taught me the process. And it was so procedural. I remember taking an inventory where every single blouse had to be counted. And in those days, these departments were massive. And I walked around and I was spinning. And I was trying to take a few little shortcuts. And she said to me, Miss Maysa (my maiden name), and I said, Yes. She said, You are not to take shortcuts. You will one day take shortcuts but that will be after you learn the long way home, and I'm going to teach you a long way home. The unique part about this was that Jan and Judith were really good friends. They could not have been more different. But they understood each other in their own way. And neither of them really took shortcuts. Most of them understood what it meant to take a long way home. Years later, working with young people and trying to get them to understand that there are steps to getting to an outcome that doesn't just happen because you wish it so, I would say to them, you are taking shortcuts. You can't do that either. You learn the long way home. And here's the long way. It's like doing math in classes, you do the long version, and then you can get to the quick answer. So for me, my whole career has been pretty much about working in data areas that required both my gut and my ability to be disciplined. Andi Simon: Very interesting. I grew up in the retail business. I was supposed to take over our family firm. A very big store in Manhattan, a department store in the old family for a model. And I was being trained to take it over. As I'm listening to you, I vividly remember trips to the market with my grandmother and my mother to go buy. I remember saying to my grandmother, How do you know what to buy? She said, "Well, Andrea," (I remember her voice so well) and she said to me, "1/3 will sell full price, 1/3 will sell on sale, and 1/3 will walk out the door. Now if we're good, we'll have enough money coming out of that to pay bills and do it again." And that's my vivid memory. I'm being taught that. I remember putting blouses on the hangers. You were counting the blouses. I was putting them on the hangers with Leo in the basement. Rose Fass: Oh, yeah. Oh, yeah. We did it all. I remember Judy Garland coming in to buy a Rosanna sweater. Oh, no, I'm really dating myself here. But Rosanna sweaters were weaved in such a way that it was a staple in every woman's closet. And in those days, believe it or not, women wanted to be a size 12. They wanted to be curvy, and terrific. So she came in emaciated. And she insisted on the size 12 sweater and I thought, You need a size 6. We didn't have 2s and 4s and zeros. Six was the smallest size back then. So ladies, we actually did get to eat. She insisted. And then she called in my department manager and she said, I want to talk to her boss. And I'm like, Oh my God. And the whole thing was, you give her what she wants. She's a size 12 and in her mind she's that size. Well, later, I got a call from upstairs. They said, Wrap all of Ms. Garland's things up and we'll send them over to the hotel. And that was the end of the conversation. And I learned that being technically right wasn't necessarily socially effective. When I later put together the technical, social and political spheres, which are a big part of the book that I've written, called The Chocolate Conversation, and the book I'm writing now, The Leadership Conversation, making bold changes one conversation at a time. We live in this technically right space where we have the facts, we know what we're doing, we're going to say it the way we're going to say it, but sometimes we have to socially adjust to what a person is capable of experiencing in that moment. And getting somebody there by connecting with them, not through facts and through your technical expertise, but through that human connection, and then ultimately positioning it in a way that they feel like they came out of this a winner. Andi Simon: Being an anthropologist, my affection is with understanding women and people. We really intuitively watch what goes on and observe and listen. People can't really tell you what they're doing, to your point. And when you look at data that has no meaning out of context, I still hear my anthro 101 professor saying to me, There is no data that does not explain, does not exist out of context. Their meaning is set into the context. But the other thing that we've learned is that people decide with the heart, the gut, the eyes, and then the data in the brain begins to operate. And that means we have to experience each other. We've got to feel each other. We really don't know what it means. The reason I love my podcast to be video or audio is people see differently. But as you're thinking about it, the first book and the second book you're writing now are all about conversations. They are about your passion. Same thing. Rose Fass: I think for me, Andi, you put it perfectly. One of my dearest friends that I got to know when I first started at Xerox, then went to Palo Alto Research and then later came with her to Gartner and that my early days at fassforward, was an anthropologist, and I just loved Susan because she always said that to me. She said, Rose, there's their side, this side and somewhere in there there's the truth. And then there's the person who's observing the truth. We had a gig with Estée Lauder where they wanted to know what was important to women around mascara. And Susan just sat on trains and watched people put it on. And I was like, Oh my God. And she goes, Well, what's important to you? I said, Well, at night, when I want to give myself a refresh, you have to take it all off because it clumps when you put it all back on again. And later, they came out with a conditioner that you could literally put over a mascara and then put it on and we were part of that pattern. All in the conversations with women about what was important conversations. For me, the first and the most important one is the one you have with yourself. Yes. What's that conversation that's going on in your head? What's your head telling you? What have you done that maybe was right or wrong? So I'm going to take a little moment here. I have a colleague that works for me here, Liz works with me. And I adore her and she happens to live nearby. She put her car in park and realized she had forgotten two presents in the house. She left the dog in the car, her handbag, and just quickly, 30 seconds, ran to the apartment, grabbed this stuff, got back and the handbag was gone. And she beat herself up about that for three straight days in a row. "But I only left for 30 seconds." "But I only did"...is what we do to ourselves. We beat ourselves up over the mistakes that we made. And we don't celebrate the fact that we've learned something. You're parked by a bus stop, someone's riding a bus, so they're not doing as well as maybe you are in the car. They get out. They see an open door, they grab a handbag because it's something to get them by for whatever period of time. And whatever karma was involved in what you owed that individual from some other life, maybe it got taken care of at that moment. And no mistake, let's not worry about it. Let's not get ourselves all worked up. Yes, it's disturbing but at the end of the day, we are going to make mistakes. Our victories will keep us buoyant in life, but our mistakes are what are going to teach us in life. I really believe that. Andi Simon: Oh, I agree. I agree. Yeah, I'd like to add to that, that Liz had a damaged self. One of the things that we often say is, flip it around and begin to express. I think what you're saying is gratitude, what do we do, because it changes the whole, and we manage our minds, the mind does exactly what it thinks you want it to do. When you understand that you can be unhappy, or you can have a lesson learned, I'm grateful she showed me, I will never do that again. Right. I learned that the little time I took was really unnecessary to do it that way. I mean, all the things that turn negative lemons into lemonade, right out of that building that story. It's a little like your dad with his dandelion, and your answer, It's a dandelion, and he said, Push, go further. And so to your point, that self care that we need, and that self awareness comes from taking every experience and turning into something else. Rose Fass: Because nobody's perfect out there. I don't trust perfect people. I learned that in my first book. I think we're all a little messy. I kind of feel this way very strongly. I look at Golda Meir, and I think of what she went through when she became Prime Minister. And it was messy. But what an incredible character, right? Gandhi was messy. A lot of these incredible leaders that we knew about. Winston Churchill never got out of bed sober. Very messy guy. But leadership is messy. And if you are willing to take that on, you can obviously do something uniquely different in the world. I look at Steven Jobs as one of the great leaders of our time in innovation, not so much in leadership, but in innovation. And at the end of his life, he finally came to grips with the fact that I've lived this incredible life, but it's coming to a much shorter halt than I had anticipated. And yet he was very messy.  What I say to people in management is, it's something you can plan for. It's the management of work, it's the management of plans. It's all about the stuff that we get to look ahead and do but leadership happens in the moment. It happens when Rosa Parks gives up her seat on the bus. It happens when, at the worst moment in your life, you are going to have to have the courage to do something that you otherwise would be terrified to do. And yet you do it. That's leadership in the moment. We don't get to plan for that. And if we can accept the fact, as I said earlier, that we come into this world with our brilliance and our muddy shoes, and that life is messy, that we can't expect perfection, and we can't hold ourselves accountable to perfection, then we can do what we need to do as all individuals and just progress, one conversation at a time. And I do believe we're in a conversation right now. And we have had very different backgrounds, and yet some very common ground, both started our careers in retail. You went on to become an anthropologist. I got to work with one for a long time that I thoroughly enjoyed. I've taken my business career to heights I never dreamed I would be at. And I have the opportunity to work with C-level executives. And when they ask me how I think I know or why it is what I'm saying, I go, It's easy. I'm 72. I'm at least 20 years older than you and I made every damn mistake that I could possibly make up to this point. And I'm still making them. So I'm saving you the benefit of that. And in the book, it's a book of stories. It's a book of stories about different leaders, different experiences, my journey as a young woman to my business career, and all the different ways in which we sabotage what we are capable of. That phrase that came out very popular a few years back: Don't go there. I absolutely hated it, Andi. I'd be like, I'm packed and ready to go. I don't want someone to tell me, Don't go there. That means this conversation isn't safe, let's not have it. The conversation is as safe as you choose to make it if you can have a civil discourse. And so I have a chapter in the first book, Go there. Find a way to go there. So many times when you bring up the fact that women are unhappy in their current roles is because they have not expressed what they're distressed about. It's like Cassandra, Greek tragedy, the voice is trying to come out. And it's not. And we have to make ourselves known. And I don't mean in an alfa, overly feministic way, but to be real, to come out and say, look, this isn't working for me. I need other things. And today, these people in big positions within corporations, whether they're women or men, are willing to listen. They don't want the erosion of their diverse employees. They don't want that. They want you to stay. So if ever there's a time to express yourself, using the right way to speak. Andi Simon: So let's stay on that. This is a new book that Rose is working on for our listeners. She has a first book. Did you call it The Chocolate Conversation? Rose Fass: Yes, The Chocolate Conversation. Andi Simon: Yes, I do love chocolate. But The Chocolate Conversation has now led to a whole new book. What we're talking about is conversation. All of life is conversation. Yes, Lazer, the late organizational anthropologist, wrote great stuff about conversational intelligence and the power of we. And what we've learned from the neurosciences is that when you say in a conversation, the neurosciences, the brain goes, Ooh, run away. The amygdala hijacks it, it flees it, the cortisol said, This is going to be painful. Don't hang around, off you go. But when you say, We, the we brings out all kinds of good oxytocin or wonderful hormones that say, Oh, let's bond. This is the love that we feel. You, Rose, tell us about the book you're writing. Rose Fass: Well, it's a book of conversations. It's a book of conversations with myself with others. I think what you said earlier, I really care that somebody gets heard and gets acknowledged. I remember facilitating a very large group of different cultural people from Latin America, Portugal. People that were there from France. And we had these earphones on, because they were getting translated into English. And at the same time, we were facilitating all these different languages. There was this one little Portugese guy and he stood up and he was trying to explain something to his boss. And it was completely misinterpreted. One of the things that I call the chocolate conversation is just talking, right?, and the boss got very annoyed, and I said, Stop for a minute. And I kind of took off my earphones and I said, Can you just translate for me? Yes. And I said, this is what I think I heard you say, and he was, Si, si, si. And I said to him, And so I translated and took the whole thing, and I brought it back. And in that moment, there was such a relief. And I thought to myself, I teared up, because in my heart of hearts, the worst thing in the world is when you're standing there trying to express yourself in another language even, and someone is just not getting what you're saying. And completely misinterpreting, because we spend more time on our own point of view than trying to understand what it is that you're saying. So I think today, in business, we've got to start listening to people at the front of the business, the ones that are closest to the customers, it doesn't matter what age someone is, there's truth that is worth listening to. I feel that this is the last value added space right now because our institutions have failed us. People are looking at journalism, and they're saying, Where is it? Where is the unbiased truth? We're getting nothing but opinion and vitriol conversations. The public stage has become a boxing ring. Everybody is walking around that whole term of psychological safety. When I hear it, I think, Oh, my God, it sounds so clinical. What it really means is, Can I be comfortable here? Can I be in my own skin? Can I wake up in the morning and feel like it's going to be okay? And I think we owe that to each other. I think we need to become more human. We need to provide that peace of mind to our children, to our friends, to our family as much as we can. And we need to find a spiritual essence in all of us. And this has nothing to do with religion. It has everything to do with who are we, why are we here? It's not just about the momentary little things that we go through. It's really bigger than that. And so my books are about how do you have conversations that are inclusive, that shift people's points of view from a worldview they're stuck in, establish new standards, a lie, some concerns. The Chocolate Conversation is about worldviews, standards and concerns. The new book is about being bold with your conversation, saying what you mean, not what you think people want to hear but doing it in a way that you can get your point across in a loving and caring and compassionate way such that people feel touched. You saw me at the Westchester Business Council. I showed that wonderful little film of Mary Jackson, NASA engineer. And those of you who have seen Hidden Figures know what I'm talking about in the film. This was a woman who needed to go to a school to get an engineering degree so she could become a NASA engineer. She's brilliant. But she was a woman of color. Walking in at a time when the level of bias against people of color was so serious. And if she had gone up against that judge with hatred, resentment, vitriol, about something that was totally unfair, she would have been right. But she never would have been effective. But she went to that judge with a different heart, and she found common ground. You've been first in a lot of places. I need to be first going to that school, we can have this in common. And I shared that at the Business Council because that to me, was the combination of one of the better conversations I've been exposed to. Andi Simon: You have a passion and a purpose. You really do want to see change happen, and how we get along, how we listen to each other, how we learn from each other. And there's something more here in your life journey that really is transformational. You see that it's a time where we have to not simply accept the way we are but begin to change the way we go. I'm anxious to hear if you have any message in your little toolkit here to share or some ideas about how we can begin to multiply. A podcast is a podcast, but my whole purpose in life is to multiply it so that people take it and share it. And in the process, learn something they can actually do with it. Rose Fass: So I think one of the things that's helped me a lot, and I can't take credit for it, was given to me by a wonderful professor at MIT that I happen to be in touch with. When you want to have a conversation, particularly one that may have a little conflict associated with it, have the meta conversation, the conversation about the conversation, get permission to have it. That was very helpful to me, because I would be, Are you open to an alternative point of view? And yes, even if it's going to be very different from the one that you have. Yes. Do you mean it? Yes, I mean, okay, I'm going to take a risk here, and say something that really flies in the face of your experience, your lived experience, and what you've just shared with me, and I just want you to consider it. I don't want you to agree with me, I just want you to consider it. And that's helped me a lot to be able to have that kind of conversation. And I'll do it often with a CEO. And they're like, Okay, and they take a breath. I think also, when I'm getting feedback, I don't know about you, Andi, but I still lose, if it's not going to be good. You know, I still have that. And what I've learned from my years here is to stop feeling that I'm going to feel it initially no matter what I do, but to step back from it and say, this is just a data point. Not defining my entire persona. It's not defining my past, my future, my present. It's a data point. Let me take it in. Let me think about it. Let me try to get myself back centered. I think staying in the present, very important, stays in the conversation you're having, not the one you're tying yourself to. And you know, having a conversation is not waiting for your time to speak. Andi Simon: Well, these are important points. And as the listener is taking their notes, as I know you often do, there's some lessons here about navigating interpersonal relationships, having a permission conversation before you have the conversation levels the playing field. It's not adversarial, it's communication. It's sharing, it's a we, in a sense, it's that what Glaser spoke about, which opens your mind up to something I'm going to enjoy as opposed to flee in some fashion. The second thing is that as you're going through this, I learned a long time ago to say something like, It sounds like you are upset about something. And if I put it into their zone, it becomes a conversation of listening, as opposed to having a point of view about it. And I would say to my staff, I was an EVP of a bank, and I had lots of folks, and I would learn that and practice it because I didn't want to jump to any conclusions. It was easy to become a command and control leader, but I was very engaging. And I said, Sounds like you're having some difficulty with your manager? No, I see. Well, it sounds like you're unhappy with your job. I mean, you can really watch the responses come back as long as I kept it in their zone, as opposed to trying to take charge of it. And then my third point is that I often ask people, Yur feedback point is really important. I teach a Leadership Academy. And we teach feedback. Because every conversation is feedback. It's in the feedback loop. And I say to people, If you really want to get the right feedback, say to somebody, What's one thing you would like me to do differently? You'd be amazed at how interesting that goes. Rose Fass: Yes. Great question. Wonderful question. And most people are afraid to ask it. And afraid to hear, afraid to ask it and they're afraid to because they're afraid to hear it. Very often, and you may have found this too Andi, if you say to someone, I sense that you're upset about something, they might feel like, Oh, are you threatening me? But it's more along the line of just sort of stepping back from it and saying, you know, we all have concerns. Yeah, I know I have them. What might be one of your concerns? What are you feeling right now? What do you like about what you do? And what are the things that you could change if you had a magic wand? And you could just change this one thing? What might that be? Just giving people a chance to step outside of themselves and de-personalize a little. Sometimes if we can step out of ourselves. This is another anthropological method that Susan taught me: stand outside of yourself, just observe it. And it was a hard thing to learn to do. But it's an extraordinarily freeing. When you can sort of step outside, say what's really bothering me. Why am I so stressed about this? And we're going to be stressed, these are stressful times. I really felt bad about that poor tennis player, devoted to his healthy body, he's not anti-vax. He's come right out and said it, I'm not anti vaccinating, I just don't want to put any foreign things into my body. Now, whatever side of the argument you're on, the newscasters kept trying to pin him as an anti-vax. And he's the sweetest guy. And there's a sweetness about him. And I said, You know, he's probably a health nut. He believes in alternative medication. Have we tried to understand his point of view? Are we just throwing this out at him that he's now part of the anti-vaxx movement now? Andi Simon: But Rose, we have to wrap up, as much fun as we are having. It's really an honor and a privilege. We have a brilliant woman, Rose Fass. I want her to give you one or two things she doesn't want you to forget because we often remember the ending more than the beginning. Although her dandelion story is one that you're gonna hold on to. Some things Rose you want to leave with us. Rose Fass: Remember that everybody, everybody piles in with their brilliance and their muddy shoes. Take that away, nobody's perfect. That's something I want you to take away. The second thing is, remember the conversation you're having with yourself. That's the single most important conversation because that's the one that's going to shape the conversations you have with others. And when you do have a conversation with someone else, think about the context. You're in the social connection you need to make, how things need to be positioned. And think about having the conversation about the conversation before you jump right in. That would be the three things that I would say. And my dandelions story is just if you're another we'd be happy to have you in the field. Andi Simon: This has been such fun. So we have had Rose Fass here.  If they want to reach you, where can they do that? Rose Fass: They can do it at hello@fastforward.com. And I'm on LinkedIn, Rose Fass. Andi Simon: Yes, everybody's on LinkedIn. Thank you LinkedIn, it's a great place to find the world. Now, for my listeners. Thank you for coming. As always, our audience is wonderful. Rose has given you some great insights today about all kinds of things: not only growing up, but also really becoming who we are, listening to our conversations about who we are, and also finding a path to where we find purpose and passion. It comes down to conversations. All conversations are there. That's how we survive. Then the question is, who are we having conversations with and what are we listening to, and listening has become real important. Thank you for coming to our podcast. As you know, we're ranked in the top 5% of global podcasts, which is truly an honor and a privilege. It's wonderful. And I bring on guests who I think have ideas they want to share with you. My books are available on Amazon, Barnes and Noble and your local bookseller. My Rethink: Smashing The Myths of Women in Business, Rose could have been in there. And I have the stories of 11 women who have smashed the myths. They didn't listen to people who said, Oh, you shouldn't, and you can't and no, we don't, because they said, Of course we can. And they are really great role models for other women. AndOn the Brink: A Fresh Lens to Take Your Business to New Heights is about how a little anthropology can help your business grow. And as you know, we spend a lot of time consulting with clients and helping them see, feel and think in new ways like you.

LINKS IN THIS EPISODEEkene's LinkedIn profile - https://www.linkedin.com/in/ekene-ezulike-461285/Take my free workshop on Communication SuperSkills to change your career - https://www.greatspeech.co/workshop/Connect with me on LinkedIn - https://www.linkedin.com/in/kolarelesonaike/Ready to start working on your communication skills? Book in for a free Strategy Session with me to discuss what you are struggling with and how I can help - https://www.greatspeech.co/get-started/Meetfox.com ‘greatspeech' for a 40% discount of Pro PlanWorkshopWant to start working on your public speaking? Enrol in the ‘Nail My Speech' programme: 12 modules: 42 lessons on everything you need to be able to give a great speech or presentation - https://www.nailmyspeech.com/How do you communicate when there are billions riding on your words?In this episode with my guest and good friend Ekene Ezulike, we talk about what it is like to communicate in the boardroom. In this episode, we talk aboutthe mindset it takes to handle big decisionswhat to do when you make the wrong decisionthe difference between a leader and a managerwhat he learnt from his father's examplehow to communicate to work through conflictwhat he studies in boardroom to help him communicate effectivelywhy he cherishes diversityhow to deal with poor performerswhere he disagrees with Steven Jobs approach to team buildingIt's an episode full of understated wisdom and knowledge that is worth paying attention to from a humble man, who has risen to the highest levels in the corporate world.Enjoy!Do subscribe and do a review for a shout out in the next episode.

Vòng tròn 9 điều giúp bạn đánh bay sự trì hoãn, Tối giản để tối ưu năng lực làm việc. Tập trung là nguyên tắc quan trọng nhất của  người thành công. Muốn vậy bạn cần lựa chọn 3 việc ưu tiên quan trọng  nhất để thực hiện hàng ngày. Bạn cũng cần lựa chọn thứ tự ưu tiên của công việc hàng ngày. NGoài ra bạn cần phải "đơn giản hóa"và quy trình hóa mọi công việc hàng ngày. Giống như Steven Jobs hay Barack Obama luôn mặc 1 loại trang phục quần áo, để không mất thời gian suy nghĩ và lựa chọn hàng ngày.-------------SUBSCRIBE Đăng ký kênh Podcast Nhà báo Thanh Hải, để nghe Audio hằng ngày.1.      Nhabaothanhhai.buzzprout.com2.      https://anchor.fm/nhabaothanhhai 3.      Spotify Podcast4.      Apple podcast5.      Google podcast6.      Youtube Thanh Hải7.     Tiktok Thanh Hải8.      Many.Iink / NhaBaoThanhHai9.      Facebook Thanh10.  Cộng đồng Youtube-Podcast11.  Blog: NhaBaoThanhHai.com12. Hotline: 0888.088.978Support the show (https://www.facebook.com/groups/hocvienyoutubervietnam)

Vòng tròn 9 điều giúp bạn đánh bay sự trì hoãn, Tối giản để tối ưu năng lực làm việc. Tập trung là nguyên tắc quan trọng nhất của người thành công. Muốn vậy bạn cần lựa chọn 3 việc ưu tiên quan trọng nhất để thực hiện hàng ngày. Bạn cũng cần lựa chọn thứ tự ưu tiên của công việc hàng ngày. NGoài ra bạn cần phải "đơn giản hóa"và quy trình hóa mọi công việc hàng ngày. Giống như Steven Jobs hay Barack Obama luôn mặc 1 loại trang phục quần áo, để không mất thời gian suy nghĩ và lựa chọn hàng ngày. ------------- SUBSCRIBE Đăng ký kênh Podcast Nhà báo Thanh Hải, để nghe Audio hằng ngày. 1. Nhabaothanhhai.buzzprout.com 2. https://anchor.fm/nhabaothanhhai 3. Spotify Podcast 4. Apple podcast 5. Google podcast 6. Youtube Thanh Hải 7. Tiktok Thanh Hải 8. Many.Iink / NhaBaoThanhHai 9. Facebook Thanh 10. Cộng đồng Youtube-Podcast 11. Blog: NhaBaoThanhHai.com 12. Hotline: 0888.088.978 Support the show (https://www.facebook.com/groups/hocvienyoutubervietnam) --- Send in a voice message: https://anchor.fm/nhabaothanhhai/message

On this week's episode of Inside Outside Innovation, we sit down with Kaiser Yang, Co-founder of Platypus Labs and Author of the new book Crack the Code. Kaiser and I talk about the mindsets needed to foster creativity and innovation. And some of the pitfalls you can avoid when trying to spin up your innovation initiatives.Inside Outside Innovation as the podcast to help new innovators navigate what's next. Each week, we'll give you a front row seat to what it takes to learn, grow, and thrive in today's world of accelerating change and uncertainty. Join us as we explore, engage, and experiment with the best and the brightest innovators, entrepreneurs, and pioneering businesses. It's time to get started.Interview Transcript of Kaiser Yang, Co-founder of Platypus Labs and Author of Crack the CodeBrian Ardinger: Welcome to another episode of Inside Outside Innovation. I'm your host Brian Ardinger. And as always, we have another amazing guest. Today we have Kaiser Yang. He is co-founder of Platypus Labs and author of the book Crack the Code: Eight Surprising Keys to Unlock Innovation. Welcome. Kaiser Yang: Hey, thank you so much, Brian. I'm delighted to be here and be a part of your program. Brian Ardinger: I'm excited to have you on the show. We got connected through Josh Linkner. I was interviewing him about his new book, Big Little Breakthroughs. And he reached out recently to say, hey, Kaiser's got a new book out in and around this particular subject. You've worked with some great companies out there when it comes to Innovation, Heineken, and ESPN, and Coca-Cola. What are some of the most common problems that companies are trying to solve when it comes to Innovation?Kaiser Yang: There's a number of challenges that we help organizations focus on and prioritize. But it really starts at the leadership level of prioritizing Innovation, building the right set of rituals and rewards that motivates team members to drive inventive thinking in their day-to-day responsibilities. And so, we do spend a lot of time working from the leadership level first understanding what the desired state is. What some of the desired outcomes are.And crafting a strategy. And that strategy, it could involve a number of different things from bringing thought leadership to the organization, doing training workshops, running Innovation, bootcamps. Sometimes it even just comes down to creating inspiration and motivation in terms of ideas, like giving them the power to recognize patterns outside of their industry. So, they can innovate their own and challenge the status quo. So, for us, I think when we first work with organizations, it has to start at the top. Meaning there needs to be a commitment to driving innovation and making it a priority. And then it makes the rest of the initiatives so much smoother moving forward.Brian Ardinger: That is so important that context setting. Because I think a lot of times organizations get off the wrong track because they don't necessarily define Innovation the same way. A lot of people think of innovation as I've got to come up with the next electric car or new Uber. And as you know, Innovation can be something much simpler as far as, you know, how do you find it and identify a problem and create something of value to solve that problem. And a lot of the book talks about that creative problem-solving area that doesn't have to be transformational, but it can be little breakthroughs that make a difference. Kaiser Yang: Absolutely. It's a philosophy that I share with Josh. And his book, Big Little Breakthroughs is all about the fact that we should look for everyday acts of creativity or what he calls micro innovations.And for us too, when we work with organizations, we obviously want to look at transformational opportunities, high growth opportunities. But sometimes when you look at Innovation, just in that context, it can be paralyzing for most of the team members, right. Unless it's a billion-dollar Elon Musk type idea that it doesn't count.When in reality, some of the best innovations start with small acts of creativity applied to solving the customer experience or driving improvement in internal processes. And those little innovations can stack up and make a significant difference over time. Brian Ardinger: Well, you almost have to build up those muscles and, you know, to jump directly to starting a brand-new business or a brand-new idea is challenging, especially if you've been hired to optimize and execute in a particular business model that you know and have some certainty around. Versus a completely unknown kind of environment. Kaiser Yang: For sure. What we see in many organizations is that there's this tremendous creative readiness, this curiosity, this willingness to drive change. But where it falls short is the implementation side. And it's most often these teams and individuals don't have the right tools or the training or critical thinking skills to apply their creativity to innovative outcomes.And that really is kind of the point of Crack the Code, my new book. It's more of a field guide, a manual to help you unlock your creativity. And add a little bit more structure to the process. So rather than saying, hey, let's solve the sales challenge or this customer experience problem, or this operational inefficiency and just brainstorming in the traditional sense. These are proven tools and techniques that really guide you through that creative process, so you can realize better outcomes in the end. Brian Ardinger: Let's talk a little bit about the book. You kind of break it up into these four key mindsets that you believe individuals and organizations need to be building and growing on. Talk a little bit about the mindsets and how they came to be and the thought process around it. Kaiser Yang: Yeah. I mean, these mindsets are really based on almost like two decades worth of research and real-world experiences, having been a startup entrepreneur and starting my own businesses. Creativity is that one underlying skill set that was applied to drive growth and transformation and performance at pretty much every level.And so, when we think about some of these mindsets, they may come across to you as common sense, but common sense isn't always common practice. So, for example, the first core mindset that we start out with is this notion that every barrier can be penetrated. It's this inherent belief that no matter how difficult the challenge is, if you apply enough creative energy at it, that obstacle can be overcome.Right, the most powerful successful innovators out there, when they have a setback or they have a failure, what they don't do is throw up their arms and get discouraged. They're the ones that say not yet. So, while it seems obvious that every barrier can be penetrated, if you look at organizations and teams, once you have a couple of failures or a few setbacks, a lot of times it's like, eh, this idea is not going to work. Or maybe we should do something else. Instead, we believe that with the right focus of your creative energy, you can really overcome some of the most difficult challenges out there. Brian Ardinger: And ironically, sometimes those constraints are actually the things that open up the creativity. Having a constraint, forces you to think differently about how you might solve that problem or what problem you're actually solving. And I think that, you know, having that mindset of being able to overcome that challenge and think differently about it is very important. Kaiser Yang: The other mindset that we often teach organizations, larger organizations we work with is this whole notion of compasses over maps. The main underscoring point is you need to start before you're ready. Too often, organizations wait until they have a full-on three-year business plan. The ROI has been vetted. They've got every stakeholder approved. But the most successful innovators out there, I believe, trust their instinct to course correct along the way and get started. So, they use more of a compass to guide their innovation journey rather than waiting for a detailed map.And it's so powerful when you know, you can arm a team to really start taking action and iterative experimentation processes to test a new way to improve customer satisfaction, or get payables reduce by 20%. And just these small incremental wins, it requires organizations to empower their teams to start before they're ready. And that's what the whole compass over maps mindset is all about. So that's one of the mindsets that we talk about in the book. The Ewing Marion Kauffman FoundationSponsor Voice: The Ewing Marion Kauffman Foundation is a private, nonpartisan foundation based in Kansas City, Missouri, that seeks to build inclusive prosperity through a prepared workforce and entrepreneur-focused economic development. The Foundation uses its $3 billion in assets to change conditions, address root causes, and break down systemic barriers so that all people – regardless of race, gender, or geography – have the opportunity to achieve economic stability, mobility, and prosperity. For more  information, visit www.kauffman.org and connect with us at www.twitter.com/kauffmanfdn and www.facebook.com/kauffmanfdn.Brian Ardinger: Yeah, I like that concept. It's almost like you're in a cave. Innovation is like you're in a cave and it's dark and you don't have a map. So, you have to feel around the walls to figure your way out of it. And I think obviously a lot of people are not comfortable in that particular environment, but the more you get used to knowing that maps can be directionally important, but they're not necessarily the actual be all end all to get you to the end goal. Especially in uncertain environments. The more likely you are to build that mechanism and that muscle of being okay with that ambiguity, I suppose. Kaiser Yang: Yeah. I mean that ambiguity can be paralyzing for many organizations, where there's a lot of uncertainty unknown. There isn't a clear path forward. But we view it more as that artist's studio where it's all about discovery and exploration. And so, while it's easy to say that much of the work that we do with organizations is giving that toolkit to overcome some of those anxiety driven moments led by ambiguity. So, here's a systematic process that doesn't stifle your creativity, but rather provides more of a scaffolding around it and helps you guide you through the process. So even when we talk about understanding pain points and customer needs, really for us, that's where the innovation process starts. Just saying that is one thing but giving you some tools and systems and processes that help guide you through that journey. I think that's super powerful. And it adds structure to that artist studio that many people might feel uncomfortable in. Brian Ardinger: So maybe we can dig in a little bit about some of the tactics or some of the specific guidance that you have within the book, as far as action steps or things that people can do to both create these mindsets and then take action on it. Kaiser Yang: Yeah, for sure. There's eight different tactics that are built into the book. And they're all my favorite tactics. And I think Innovation in and of itself, there isn't a silver bullet in terms of ideation or process. Every situation is unique, and we encourage many of our clients to tackle the innovation challenge, using a number of different tactics and strategies, so you can see things from a various perspective.And then you open up for exploration and deeper discovery. But for example, one of the ones that we have a lot of success teaching organizations is one that we simply called the Borrowed Idea. Right? It's looking outside of your industry for key factors that drive competitive advantage. Drive sustainable success. And taking some of those insights and bringing it back to your own.One of our partners that we work with often says that expertise can be the greatest enemy of innovation. Meaning when you know too much about an industry, or you've been in your role for too long, it's really hard to embrace new ways or see things in a different way. So, this borrowed idea technique is a very systematic way of looking outside. Looking at business models, right?So, in what ways are they leveraging technology? What is their customer experience like? How are they driving sales? What's their pricing model? And for example, like higher education. What could they potentially learn from the hospitality industry or maybe higher education? What could they learn from consumers today engaging on Tik Tok? And borrowing those ideas and bringing it back. And one of my favorite quotes was from Steven Jobs who a long time ago said that he's sometimes embarrassed when people call him creative, because he thinks creativity is nothing more than the ability to connect dots. As we grow older in our careers and become more experienced, we're very good at that one dot that we're paid very well to do, but we forget about all the dots out there. So, what can we learn from the field of music or athletics or, you know, getting into specific categories? That's the whole concept of the borrowed idea. Systematically exploring as far away from your industry as possible and finding new ways that you can bring back to your organization. Brian Ardinger: It's surprising how focused a lot of organizations get with, they know a hundred percent what their competitors are doing and everything about that particular customer segment and that, but like you said, don't necessarily take one adjacent step to the left or right to see what's going on, that could significantly change the game. Because most of the people are playing the same game. And if you slightly change the game, you can outpace your competition. So, we are living in a world of accelerating change. Obviously, innovation is much more important than it has ever been before. And I think a lot of people are now getting that or understanding that. What are some of the trends that you're seeing when it comes to Innovation? Kaiser Yang: There's lots of trends. I mean, we can categorize it in terms of strategy and technology and, you know, market trends, things like that. But I think at the height of the organizations that we've worked with, one of the trends that we have started to see with larger enterprise organizations is building this culture of rapid experimentation.We've all read about Facebook and, you know, case studies like Bookings.com, where they have 30,000 concurrent experiments going on at any given time. But even large organizations like Allstate and Mass Mutual, they're building these cultures where they're constantly testing. And I think it's so cool to see because the old school was research and experimentation was a very linear process.It was measured and calculate. But we're seeing many organizations move to this very iterative model, not being afraid of failure. Taking responsible risks and applying this notion of rapid experimentation, constantly looking for new ways to better the customer experience or to serve their community.And that shift, you know, for me, is fascinating to see like large 30,000 employee organizations move to this model of rapid experimentation. And whether it's, you know, following the Lean Startup Movement or any of those other models out there, just seeing companies put aside the need for ROI and business plans and you know, every stakeholder buy-in. But instead, just getting out there and quickly testing new ways to serve their customers. It's one of those trends that hopefully we'll see many organizations continue to embrace, because I think that's the way you find the idea right. Like remove uncertainty through experimentation. Validate your concepts. And quickly move them forward through an iterative process rather than sitting on it for 12 or 18 months waiting for the R and D department to say, okay, let's go forward with it.Brian Ardinger: Great point. And I'd love to hear your thoughts on how to get over that fear. You know, that seems to be one of the biggest barriers is people fundamentally understand the theory around, well, I should be experimenting more, but like the incentives aren't there, the rewards aren't there, the culture is not there such that it enables that risk-taking. So, are there any hints or tips or things you've seen that might work to overcome that fear? Kaiser Yang: I mean, again, like we said, at the start of this discussion, it does start at the leadership level, setting up the right environment that fosters learning. I don't know if I would say fosters failure, but the ability to take risks on behalf of the company and try new things.So even like there's the case studies of issuing get out of jail free cards and building different rewards that recognize people that have taken action. So, I think it starts there at the leadership level, creating the right environment, that the team members feel safe in. But more so we focus on the individual level. Because a lot of times that fear manifests itself by the fear of being embarrassed in front of our peers. Or the fear of my idea not being good enough. Or even sometimes it's the fear of success that this idea might actually put me out of a job. So, we focus more on the individual level of removing that fear by teaching them proven frameworks, to really experiment and validate and overlaying that with some of the mindsets that we talked about.One of the mindsets that we often talk about, it's not in the book, but it's this notion of, if you fall seven, you stand eight. And the best innovators out there, always find a way of shaking it off, getting back up and no matter what the challenges they persist through adversity. And I think that's kind of that mindset that's critically important to pair with all of these tools and techniques that gives you the confidence, if you will, right. To come up with ideas and stretch your imagination. Oftentimes when we sit with organizations, it's your natural tendency to come up with the safest, easiest, most obvious ideas. Those are the safe ones, right? And it can be a little bit fearful to push your imagination to further limits, to come up with the wild or unusual, or even unorthodox wacky idea. But those are usually the ones that drive the most change and progress for any organization. And so, creating the right mix of tools and techniques and mindsets to help team members get there, that's where we see at least for us it's so satisfying to find those what we call aha moments, where that light bulb goes off and you come up with some great, innovative ideas. Brian Ardinger: Yeah. The other thing I've seen that seems to work is oftentimes just changing the mindset. I think a lot of people think they have to have the perfect plan before they can present it to their boss and move it forward. But almost changing that conversation to saying, I've got something I want to try over here. Or here's a little side project I'm working on. Don't have it all figured out, but here's the next thing I'm going to try to do to learn or build out, get evidence that I'm on the right path. That type of mindset or that type of philosophy around it sometimes change the game significantly versus I guess the old way of I've got to put together a 50-page business plan, figuring out all the obstacles and hope that I'm right. When I actually launch it. Kaiser Yang: Yeah, for sure. I mean, just building crude, prototypes and running some simple experiments to remove some uncertainty can make a huge difference in the organization's ability to move a little bit quicker. But even what you said about the strategic side, right. That oh my, I have to put a 50-page deck together to pitch our ideas.We have something that's called the Strategic Canvas and it's an iterative six- step process that really simplifies the strategy building. So you're not, hyper-focused on all the details and business models and assumptions and all of that stuff. But it builds a very strong foundation under your idea.And it's a very powerful way to be able to present your idea cohesively very succinctly and very efficient. wSo, we try to demystify that business plan process as well, to empower team members, to move a little bit faster and take their ideas and get some visibility and traction around it, in the process.Brian Ardinger: A lot of our folks that are listening aren't necessarily at the leadership level, they're charged with being innovative or launching new products and that. But sometimes they're at the process of trying to get that buy in from the top. Do you have any recommendations or thoughts around how, as an individual within an organization, to start building that culture of creativity and innovation within their group? Kaiser Yang: There's a couple of ways we can look at this, but at the first cut is just teams or individuals viewing the fact that creativity is really a muscle, that needs to be stretched out, warmed up and strengthened to do its best performance. A lot of times we just need to kind of shake off the cobwebs and dust it off a little bit. But, you know, we don't put as much effort into the preparation of creativity I think, then we should. And so, there's lots of energizers and activities to help achieve hemispheric synchronization or to warm up your creative muscles. Platypus labs, we practice a lot of applied improve. Right. That helps you drive expansive thinking, but more importantly, it teaches you active listening and it gives you this platform to really try to explore your creativity in a number of different ways. And there are so many tools and techniques out there that do that, that if you build a culture where you're practicing things and applying them to your day-to-day business, I mean, it's just amazing to see the transformation and the creative capacity of the teams that we've work with. So, I would start there as really, discover some of these energizers, and workouts, if you will, for your creative muscle, that you can do on a day to day or even week to week basis. For More InformationBrian Ardinger: Yeah. Start local and then go global. Well, Kaiser, I really appreciate you coming on Inside, Outside Innovation to talk about this book, I encourage people to pick up Crack the Code. If people want to find out more about yourself or Platypus Labs or the book, what's the best way to do that? Kaiser Yang: Our team's website is PlatypusLabs.com. Specific to the book, you can go to CracktheInnovationCode.com and learn more about the book there. There's actually an assessment on that site where you can see if the book is worth your time. So, I would encourage you to take that and see if it might be something of value to you. Brian Ardinger: Kaiser, thanks again for being on the show, looking forward to working together again in the future. And let's keep this conversation going in the future. Appreciate it. Kaiser Yang: All right. Thank you so much Brian.Brian Ardinger: That's it for another episode of Inside Outside Innovation. If you want to learn more about our team, our content, our services, check out InsideOutside.io or follow us on Twitter @theIOpodcast or @Ardinger. Until next time, go out and innovate.FREE INNOVATION NEWSLETTER & TOOLSGet the latest episodes of the Inside Outside Innovation podcast, in addition to thought leadership in the form of blogs, innovation resources, videos, and invitations to exclusive events. SUBSCRIBE HEREYou can also search every Inside Outside Innovation Podcast by Topic and Company.  For more innovations resources, check out IO's Innovation Article Database, Innovation Tools Database, Innovation Book Database, and Innovation Video Database.  As an Amazon Associate, we earn from qualifying purchases.

#139: The Texas Heartbeat Law; It's a child to be lovedMother Theresa said, "It's a poverty to decide that a child must die so that you can live as you wish."Steven Jobs told biographer Walter Isaacson that he regretted the choices he made in how to raise his children. He recalled Jobs saying, "I wanted my kids to know me. I wasn't always there for them, and I wanted them to know why and to understand what I did." But, like many parents, Jobs was happy that he had children. Isaacson's assessment was that "Steve made choices. I asked him if he was glad that he had kids, and he said, 'It's 10,000 times better than anything I've ever done."'Scripture Reference: Wisdom 2:12, 17-20; James 3:16-4:3; Mark 9:30-37Special thanks to Deacon Greg Farrell for sharing his homilyDon't forget to sign up for our Newsletter!!  JPll Renewal Center email listPlease consider being a Sponsor of the show! Email me with questions!Pray the Rosary Every Day! See Podcast #'s 118, 119, 120, and 121... Praying the Rosary together! Children and FamiliesContact Jack: BWYR Podcast is a production of the John Paul ll Renewal Center or email him at info@jp2renew.orgSupport the show (http://jp2renew.org/donate/)

Apple Bottom jeans for this mean tween make the queens go "aye my spleens!" Steven Jobs is rolling over in his grave for this episode, where we discuss the Best Apple product (not apple slicers). Guillermo also would like to know if anyone is interest in a buying a VINTAGE SIGNED U2 iPod. Starting the bidding at 2K. We also talk about some upcoming MCU movies, fitness, and Guillermo tries to get familiar with the new sound board.Tournament:MaciPhoneiPadApple WatchAir PodsAir TagApple TVHome Pod mini 

A discussion with international speaker, author, comedic entertainer, partner of Bliss Champions and co-author of "Unlocking Your Purpose" found on Purpose Code.com. Patrick has become one of my all-time favorite people because he lives in a state of bliss. He has found his purpose and he's filled with unlimited peace, joy and love. I hope you enjoy this episode as much as I did. This one is definitely a highlight for me and hits home as I continue my own journey to find my ultimate bliss. Enjoy! Joe Patrick Combs: Connection with Patrick: https://www.facebook.com/patrick.combs "Unlocking You Purpose": purposecode.com Bliss Champions: blisschampions.com Patrick's website: patrickcombs.com/ Podcast Music By: Andy Galore, Album: "Out and About", Song: "Chicken & Scotch" 2014 Andy's Links: http://andygalore.com/ https://www.facebook.com/andygalorebass If you enjoy the podcast, would you please consider leaving a short review on Apple Podcasts/iTunes? It takes less than 60 seconds, and it really makes a difference in helping to convince hard-to-get guests. For show notes and past guests, please visit: https://joecostelloglobal.libsyn.com Subscribe, Rate & Review: I would love if you could subscribe to the podcast and leave an honest rating & review. This will encourage other people to listen and allow us to grow as a community. The bigger we get as a community, the bigger the impact we can have on the world. Sign up for Joe's email newsletter at: https://joecostelloglobal.com/#signup For transcripts of episodes, go to: https://joecostelloglobal.lybsyn.com Follow Joe: https://linktr.ee/joecostello Transcript Joe: All right. Hey, Patrick Combs, welcome to the podcast. So glad to have you here. Man, I've been waiting for this, as you know, for quite a long time, a few few months now. I think. So I'm   Patrick: Yeah,   Joe: Really excited   Patrick: Thanks,   Joe: To do   Patrick: Joe.   Joe: This. Yeah.   Patrick: As as I have been too excited to be here with you.   Joe: Well, thank you, I appreciate it and I do appreciate your time. I know you're busy, guy. So so what I like to do is, you know, I was very intrigued by us meeting, even though it was all, you know, via the Web. But, you know, I had this opportunity to see you talk to the group that I was in and, you know, learn a little bit more about you. But what's amazing, and you already know this about yourself is your storytelling and all of that. But before we get into all that, I want to kind of give the audience the back story of who you are and where you know your progression, where you came from. And then we're going to talk about all the cool things that are happening today, because I know you have, like me, a lot of irons in the fire, but you have some really unique things. You're working on things that actually, you know, that resonate deeply with me. And that's the connection I have with you. And so I'd like for you to kind of explain, you know, who where you came from, who you are. And then we'll get into the nitty gritty of everything.   Patrick: Ok, that's nice, Joe. Well, I am, I am I was raised by a single mother. In Bend, Oregon, which a lot of people are familiar with these days, because I guess been super big and super nice, but when I was in Bend, it was super nice, but not super big was sixteen thousand people. And I was my mother, a licensed practical nurse, raised my brother and I on a very small salary in high school. We were living in a trailer house, which was no problem. But, you know, let me just sort of sketch and nobody from our family had ever gone to college. But my mom was a pioneer. She was the one from our family tree that was reaching for Moore, and her primary way of doing that was to encourage my brother and I with phrases like Do what you love. Learn to work with your mind. Don't worry about your mistakes, look it up for yourself in the encyclopedias. That's what I bought those damn things for. And so I was the first person from my family to go to college and. In college, it's first at Lewis and Clark College in Portland, Oregon, and then at San Francisco State, I began to really realize that my purpose had something to do with uplifting and performing.   Patrick: And today, I know I'm fifty four and I know my purpose very clearly, it is through performance and story to uplift. And so but but, you know, you're in your 20s, you're trying to figure out what to do with your life. I felt all the calls, all the tugs in the direction of my purpose. And I could not be more grateful that just by by God's grace, I feel so I don't feel very responsible. The older I get, the less responsible I feel for my choices. I just feel grateful for them. But the greatest choice I ever made in my life and I think the first greatest choice I ever made in my life was that I was going to be an inspirational speaker. Come hell or high water is starting at twenty six years old and an author. And so without any connections, without, quote, the appropriate background or credentials or accomplishments, I did that. I became a paid professional, inspirational speaker, and it's twenty five years later and I've spoken all over the place, but there's been a million people that have that have been in front of me and my audience is listening to me waxen. And then along the way, I expect, you know, I took that purpose and and I expanded into other joyful callings, this the the second that I'm the second sort of biggest imprint that I'm known for, I think, is that I created a comedic.   Patrick: Solo comedy show for and I performed it all around the world in theaters. So if you look in broad strokes at me, if you go Patrick Combs, who is this guy and you read my bio and stuff, you you read Hall of Fame, inspirational speaker. You read comedic performer with the smash hit show and an author of five or six time author. So that's what I look like on paper. And behind the scenes, you know, I have just I have I just live doing what I love. That's been the great game of my life to live doing what I love. To place my joy. Even above my my above money, because somehow I knew early on that if I placed money above Joy, I would not end up joyful and probably not even end up healthy. So so today I have a third company and it's called Bliss Champions, and I and my business partner and I help people really lock into that great truth, unlock their purpose and maximize their joy.   Joe: So I have so many questions. OK, first question this is going to speak to well, no, actually, I want to go back to the early part of this, which is you were lucky enough to have a mother that instilled what she did in you with, you know, that positive reinforcement. I think if when I listen to other people talk who had struggles creating the life that they would ultimately wanted, it seems that we trace a lot of that. Back to how you were brought up and what was said to you by your parents. That's the ultimate it seems to be the ultimate catalyst of what you end up becoming. And the people that had an incredible reinforcement and, you know, go ahead, make mistakes, whatever. Follow your dream, follow what you love. All of that stuff. They end up becoming these incredible people and the ones that didn't have that struggle through ridding that from their brains and flushing all of that garbage out and then having to kind of rebuild themselves at a at a, you know, somewhere in the middle, at an older age. And then eventually the hope is that that that   Patrick: Yes,   Joe: Leaves them so   Patrick: Yes and no,   Joe: Ok.   Patrick: Right? So for me, one hundred percent, yes. My mother my mother gave me the foundation. The schemata and the foundation, both the both the sort of the loving, the loving, positive self reinforcement of positive self-esteem. Combined with really great directives, I mean, she was my first Joseph Campbell, right? He   Joe: Hmm   Patrick: Said, follow your   Joe: Hmm,   Patrick: Bliss. And   Joe: Yeah.   Patrick: She said, do what you love. But when you when you counter correctly and you don't want to add something to it, when you say, well, and then what if you got negative messages from your parents? Well, you know, that's Howard Stern and that's Bono and that's Oprah. So what I know is the difference between, though, is that because I'm really fascinated with how Howard, this conversation Howard Stern and Bono had once both sharing that. So it seems like if you if you got no love speaking for men specifically, you got no love from your if you're trying to somehow live up to a father that beat you down, seems like tremendous successes often created. But then you have to reckon with why you created it, what foundation it was created upon emotional, psychological foundation. It was created on some point. I think there's a reckoning for all of us in our childhood, you know, to say, hey, no one gets out of their childhood unscathed by the by the inadvertent or accidental mistakes of their parenting or perceived mistakes. No one gets out of that. You know, I came out of my childhood heavily damaged by my mother's suicidal nature. You know, so. I just wanted to sort of add that footnote, Joe.   Joe: Yeah, no, I and I and I look at this sometimes through my own lens, that my mother struggled, you know, her family struggled financially. Her father was an alcoholic, left them her mother had to, you know, take care of them all. And so when she when she was raising us, it was always a very cautious sort of raising. It's like, you know, do something that that makes a living. You know, you get health insurance like a very sort of secure, protective sort of thing. And I think that in my own brain caused me to not necessarily do all that I thought I could do, because I just always felt this this limitation of, you know, you shouldn't do that, you know? And I was pursuing a music career. So I you know, that's very, very hard career path like acting and other things like that. Right. And so so when I when I think about this and we have this conversation, my father was very much would push me to say, go, do you know, do that. But it would be more quiet like my mother took care of us. Right. He was working. So she got the say. And it was like, you can't you just can't go do something like that. You have to take the safer route.   Patrick: Now,   Joe: Right.   Patrick: That's   Joe: So.   Patrick: That's impactful, right,   Joe: Right.   Patrick: That that's your first introduction to the rule book for how to proceed   Joe: Yep.   Patrick: In your life, and you were given the one that said proceed with caution.   Joe: Correct.   Patrick: Boy, that I mean, yeah, I was given the opposite rule book.   Joe: Yeah.   Patrick: I really was I was given a very different rulebook, and it that matters, doesn't it?   Joe: Yeah, totally,   Patrick: It matters   Joe: Yeah.   Patrick: Until it doesn't matter, as Secretary says, about suffering. Suffering matters and is helpful until it doesn't matter and it's no longer helpful,   Joe: Mm hmm.   Patrick: Right? So as soon as we wake up to oh shit, that's the rule book I had. Now we're free to grab a different one off the   Joe: Yeah,   Patrick: Shelf.   Joe: Yeah, and it's just whatever that triggers that, you know, and whether that's, you know, reading different things and being around people that, you know, like yourself, that create this this aura of like, no, this there's another way. You know, it's just it's this is one life. Go do it.   Patrick: Right.   Joe: You know, one's around anymore to tell you what to do, especially people that are older. Right. Is just   Patrick: Yeah,   Joe: Go.   Patrick: And there's no safety in playing it safe.   Joe: Right.   Patrick: It would be the rulebook, no safety in playing   Joe: That's   Patrick: It safe. That's   Joe: Hey,   Patrick: The greatest   Joe: That's   Patrick: Risk of all.   Joe: That could be the next title of your next book.   Patrick: Yeah.   Joe: All right, before we get to all that other stuff, so then the next thing that you talked about was the speaking part of it. And I know there's so many people out there and and, you know, they'll definitely be people in my audience that listen to this and and eventually watch the YouTube version of this that look there. They would love to do that sort of thing. And and it's hard to get someone that has had such great success at it like you to where I have you one on one at this moment, say, well, how did you do that? What was the first step? And then what was the part that finally went to something much bigger? And then where you are now, where, you know, the audiences are huge, you're speaking fees. You know, they could be I don't know   Patrick: They're   Joe: What they   Patrick: Big,   Joe: Are, but they're big,   Patrick: They're   Joe: So.   Patrick: Big,   Joe: Right. So   Patrick: Joyfully big.   Joe: Good. So what was the first how did you get into it?   Patrick: So let's I'm going to go fast and I'm going to speak to two different directions, because I heard you very specifically. First, I'm going to go fast on how I got into it. But   Joe: Mm hmm.   Patrick: Second, I'm going to couple that, if you don't mind, with what I would do today if I was starving,   Joe: Perfect.   Patrick: Because there are different worlds.   Joe: Mm hmm.   Patrick: But what they both have in common is the psychology that's necessary. OK, so let me address the psychology last year, OK? What I did is it twenty six years old, I naively said naively and powerfully, impotently said I want to be a speaker, so I want to be paid at it. So how do I get a paid speaking engagement? And it didn't take much looking to say I have to tell people I'm a paid speaker. So I made I bought a mailing list of every college in the United States, half of half of all colleges in the United States of America, those that were part of an association looking for all kinds of talent. And and then I made an ugly ass flyer and I licked and stamped one thousand two hundred and fifty envelopes and I put them all in the mailbox. And and then I and then I waited for the incoming interest, interested prospects, and I cold called and and failed 40 incoming prospective cold calls, a failed 40 out of 40 of them. And then the universe's magic that is always present will always show up, kicked in. And another lead came in and I followed it up. And after four months of failed, failed calls, I got a yes from black out Black Hawk. Technical college in Wausau, Wisconsin, for one thousand two hundred dollars, total airfare included,   Joe: Wow.   Patrick: And I was off and running.   Joe: Yeah.   Patrick: You know, so you can hear both, but you can hear them, you know, the challenge of it and the mechanics of how simple. I somehow intuited. The path to be and I see people overcomplicate marketing all the time, especially in today's world where marketing super sophisticated and you know your call, it looks like you have to be you have a billion followers and all this stuff and none of it's it's rarely ever true.   Joe: Mm hmm.   Patrick: So anyhow, if but but I was launching myself as a speaker in 1992 when if you wanted to have a voice in the world and you wanted to be paid for it, there was, you know, a keynote speaking. Was it? You know, I was looking up to the Tom Peters of the world   Joe: Yeah.   Patrick: Who are being paid 50000 dollars in and they were like, oh, Jesus, Tom Peters has a job where he gets up in front of people. They pay him to give his opinion and his advice. Jesus, I wanted that so badly. I wanted that so freaking bad. So I went after very directly who would pay me to speak to them and give them advice? Who could I command their attention of and be 100 percent confident? I can tell you something that's beneficial.   Joe: Mm hmm.   Patrick: In Wisconsin, as I said, oh, I know what to say to college students because I was there just three years ago and they're not getting the truth about what it takes to to to grab that job you're passionate about and go for it. So and therein lies the the deep psychology of what it takes. It's it's answering a tug on your sleeve from your soul that says you have something to say, you want this and you've and you've got something to say. But the hardest choice. The first three steps are the hardest one is to recognize you got a tug on your sleeve. Your soul is saying, that would be incredible and something is there for us. I believe in that more than I believe in anything in the world. Something in Steven Jobs said it's something inside you intuitively knows what you already want to be. Something inside me intuitively knew I wanted to be on stages, inspiring people, uplifting people to answer that call is difficult. It's hard as hell, only the most courageous. No, only those who find them. Their moment of courage will do it. So you don't there's no such thing as being courageous, there's just being courageous in the right moments. So once you answer that, then the second giant hurdle you got to get over, even in today's world, is what's my message? Because the number one thing, the Powers's speaking career is confidence.   Patrick: That you deserve to be on that stage. And it's hard it's hard to find if you don't know where to look. And so that confidence has to be built on who can I confidently be certain I could make a difference with because of what I know and I've experienced and I've overcome. Twenty six years old, I could not have built a successful speaking career speaking to corporate audiences. Why? I had fantasies about it because Tom Peters was the guy I was looking up to, but I could not find. A firm grant firm ground to stand on, say, I can walk into a corporate audience and tell them what's up. At twenty six now, I haven't worked at a corporation. So so the deepest the second deepest question, the answer for yourself is who come on, just tell me who in front of you. Who do I put in front of you that you go, Oh, yeah, oh, yeah, I can do this. And when you nail that boy, you're like nuclear powered. Now all you've got to do is say, great, how do I tell them I'm available for hire? How do I tell the right people I'm available for hire? But so far in today's world, though, so here's the nuance in today's world, though, Joe, I wouldn't start a keynote speaking career in today's world if I was if I was saying I want to be a speaker,   Joe: Mm hmm.   Patrick: Because now social media exists because a messenger, I'm a messenger and a messenger. And that just means you got the messages you want to share. So so the messenger and me saw. Oh, well, in 1992, that was stages. If you were the keynote speaker in 2000 and 2001, it's every day on social media.   Joe: Right.   Patrick: And that's where so anybody that, quote, wanted to be a speaker said, no, no, you don't want to be a speaker, you want to be a messenger, constantly sharing your messages and often getting invited to stages in stages. Now look like Zoom's. They look like webinars. They look like 20 minute Ted Ted talks.   Joe: Mm hmm.   Patrick: They look like anywhere where you are the authority getting to share your message.   Joe: So let me ask you this, I don't mean to interrupt, but I want to know why, when you first did that speaking when you started on this path, what made you think only three years out of college that you had something to then go back and teach the college kids? What light bulb went off and said, I can go back and explain to them that I'm doing what I love?   Patrick: None of none of my peers, I looked around and none of my peers, all of them that were smarter than me, all of them had better grades than me, even my peers that went to better schools than me, UC Berkeley and Stanford, they all seemed to lack a fundamental understanding that I was benefiting from, which is you should do what you love. Isn't that wild?   Joe: Yeah, it's it's I mean, you're lucky   Patrick: Yeah,   Joe: It's.   Patrick: They they they all seem to have bought into the giant myth or lie or distortion that says you should do what's hot. You should do what you can get. You should do what pays you good money,   Joe: Mm hmm.   Patrick: All of which to   Joe: Mm   Patrick: Me   Joe: Hmm.   Patrick: Look like I'm in a casino. Astonishing bullshit. Like, I think one of the greatest blessings God ever gave me was a radar that said, that's inferior bullshit.   Joe: Mm hmm.   Patrick: That's not what a great, meaningful life of purpose is built on, it's not built on what's hot on what makes money, you know, on what other people will think is cool. It's built on what your soul thirst to do.   Joe: Yeah, it's it's powerful, it's just, you know, and I just had this conversation with our our friend Chris hey, where I feel like there's I don't I don't know how to even say this, but it feels like we're fixing ourselves later in life. And I wish what you did on that first stage for that, those college kids, we could even go a little earlier in life and and, you know, talk to kids that are I don't know what the age, what the mentality is and what the age group and what they can absorb at a certain age. I don't know that scientific research that's been done, but it would be nice, you know, how sometimes a young kid will see something they'll see   Patrick: It's   Joe: On Michael   Patrick: Happening.   Joe: Jordan?   Patrick: It's   Joe: Yeah,   Patrick: Happening,   Joe: I   Patrick: You   Joe: Just   Patrick: Know.   Joe: Wish we could move it. I feel like we're all trying to fix it now   Patrick: Right,   Joe: In   Patrick: But.   Joe: Midlife where I wish we could move it earlier.   Patrick: What you know, I mean, the role models for today's kids that that are young, that are below 10, they're tremendous   Joe: Yeah.   Patrick: Because I have a 12 year old son. And if you've never seen Mr. Beast in, my son loves   Joe: Oh,   Patrick: Mr.   Joe: Yeah, I   Patrick: Beast   Joe: Have   Patrick: And I love Mr. Beast. That's an that's a messenger. That's   Joe: A.   Patrick: An inspirational messenger. Who is role modeling. Hey, you can not only do what's wildly joyful and fun, but you can give your that guy understands giving it a level   Joe: Yeah,   Patrick: That I dream of learning that   Joe: Yeah.   Patrick: I dream of embodying. So, you know, every jet I view this next generation as Savea as more enlightened and it's so awesome to see.   Joe: Yeah, I.   Patrick: But Mr. Resum role modeling for my son, you know, I thought I think I'm a role model for my son, that you can do what you love and have an abundant life. And Mr. Beest is better role model. You know, Mr. B gets it earlier and at a level that's in almost incomprehensible,   Joe: Yeah.   Patrick: You know.   Joe: Yeah, well, OK, so you've talked about the speaking part of it, and then how about a little bit about the one man show, because that was a really interesting story to me about   Patrick: Ask me   Joe: How   Patrick: A question,   Joe: That came about.   Patrick: Would you benefit me with a question?   Joe: Well, I want to know, like what I remember the story, how you saw it on TV and a trigger, you were like, I want to do that. Like when you said, I want to create this show. And just that one night in that hotel room that triggered it all for you, just like that, you're still on stage, but it's a step in a completely different direction.   Patrick: Yeah, thank you, Joe. OK, so then let me think about. Making the super relevant for anybody listening. OK, so what's really remarkable to me is that we can be successful. So maybe someone's listening to say, I love my life. I like my life. I'm Ahmad, I'm successful, and you're just clapping along and you're saying, oh, yeah, I got this. I couldn't be happier for you, but I want to I want to tell you a true story from my life about when I felt that way, but I wasn't. But I wasn't. But there was something much bigger that was tugging at my sleeve that was very hard to acknowledge. So I was this quote, by my standards, very successful speaker all over the country, whatever. And then but. There was this secret unrealized ambition, Joe, and you haven't you haven't heard this sort thing, and the secret unrealized ambition was to be a story teller in the theater, just the only guy on stage, enthralling and entertaining an audience and making them laugh with just a personal story from my life. This and this was a dream that came to me that was inspired. It's not a dream. It's this was a. A soul calling. That I felt when I was about, oh, twenty two or twenty three years old, because it even before I became a speaker, my girlfriend took me to a theater, not a movie theater. And we watched Spalding Gray, a legendary theater performer, just tell us a story for an hour and a half from behind his desk. And I walked out of that theater, Joe, and I turned to my girlfriend in her old 1964 Rambler. And I said, thank you for bringing to me that that was amazing. And she said, Oh, yeah, he's so great, isn't he? I said, I looked her in the eyes. I said. Now, that was unbelievable,   Joe: Ok.   Patrick: I said what I would give to do that. Because I thought I just seen the best thing a human being could ever do with their life and, you know, and this woman who loved me very much and meant nothing harmful by it responded. Yeah, but you'd have to be funny. Bakersfield was super funny, and what she didn't know is, is that was like shooting an arrow accidentally right through the chink in my armor because I heard it and said, oh, yeah, what was I thinking? I just sat in there with a master. And I'm not funny and I'm not even good storyteller, so I'm just sitting here in this 1964 Rambler having myself a pipe dream. I can't do that what he just did, he made it look effortless because he's a master and so I built a speaking career, which I very, very, very much love, but I still had this secret, unrealized ambition in it. 30, what you were referring to is at 33 years old. Well, another theatre performer had come on the scene, a named John Leguizamo. And John Leguizamo was in my book was Spalding Gray Times 10. And no disrespect to Spalding Gray, the creator of the medium. But but where Spalding Gray sat behind a desk, John Leguizamo tore up use the entire stage became 18 different characters, male, female, young or old, and was 10 times funnier in my book. So he came on.   Patrick: I was there in a hotel room and he has his HBO special came on. And I've never felt worse about my. In some way about my sort of career self and, well, this really I got this horrible, horrible ache pain in my solar plexus, and it was the pain of fear, of paralysis, of envy, of self-loathing. Because what? Because it was this swirling ball of hell in my stomach that said, I love what this man is doing and I want it so bad for myself, but it's impossible for me to get to because it's it's. I'm not good enough. I'm not good enough to ever do what I dream of doing. And and that was that was the that was my fear of not doing it. You know, built up for 10 years is, as we like to say in my business, Bliss Champions. Your purpose left on, attended to becomes a purpose, curse becomes a curse. And so on that hotel room bed, I felt the curse and the pain. And fortunately, I grabbed for a pad of paper and I wrote at the top, what are you so afraid of? And I started freeriding. And I wrote all these fears, you'd expect them looking bad, looking stupid, being awful, wasting my time, you know, wasting money, taking away from my really good speaking career. And then in the end, I wrote something that really surprised me. I'm afraid I won't be as great as John Leguizamo or Spalding Gray.   Patrick: And when I wrote that sentence. It like took the lid off of something super dark and evil in me, because when I saw that sentence in the light of day, I never realized that was one of my fears. It looked absurd. I laughed out loud at the absurdity of I have never told and I've never even attempted what they've done and yet. And yet the reason why I'm not going for it is because I not I might I'm comparing myself to the greatest human beings on planet Earth at this craft. And it just struck me as ridiculous, and then a voice came into my mind, a thought that I never had before, couldn't you just do it for fun? And the weight of the world was lifted off that secret, unrealized ambition, me, who's so success minded, had never thought of just doing it for the sake of fun, the pleasure of I should try that. Who cares if I fail? And that was my ginormous breakthrough on my greatest bliss ever. And so I so I started doing it for fun shortly after that. And to make a long story short, for 15 years, I toured with my one person solo show. I and this is a metric I care about, but is not why I did the show. I did the show for the love of doing the show, for   Joe: Hmm.   Patrick: The love of learning to do the show, for the love of hearing audiences laugh. But in the end, what blows my mind is a hundred thousand people bought tickets to see my show. Hundred thousand people sat in my audience for 15 years. I had a red carpet tour of the theater world and today it's being made into a Hollywood movie.   Joe: It's amazing.   Patrick: Right.   Joe: And it's incredible.   Patrick: So.   Joe: So what you said or you said, why not just do it for fun if someone's in the same spot that you are in that hotel room, when you were watching him perform on that HBO special, would you say that that's a good starting point for some people who just can't seem to to to do that thing that they so want to do as it just. Is that a good trigger? I don't know if that's the right thing,   Patrick: It   Joe: But   Patrick: Is.   Joe: Is that OK?   Patrick: In Bliss Champions, we've learned we've got a real extraordinary map for for these for these kind of we call them bliss journeys, going into speaking was a blitz journey for me. A journey to follow my bliss. Going into the theater was a journey to follow my bliss. Writing a book was a journey to follow my bliss. So we've got a really detailed map. And what's surprising is the biggest pitfall we know of on the map is the desire to monetize what's possible to use to Zoom to early. So   Joe: Interesting.   Patrick: You think of your bliss, right, and then immediately society is trained us to think, but how will you make money at that?   Joe: Mm hmm.   Patrick: And that kills more bliss journeys. The two biggest killers of all blessed journeys is not getting started and trying to monetize to even think about monetizing too soon. So they're the antidote to monetizing too soon is forget about monetizing. Do it for fun. Do it for fun. The benefit is Joy.   Joe: Mm hmm.   Patrick: The benefit is fun fund, the benefit is aliveness, then the benefit is ball in motion, and momentum has to be included in anybody's realistic formula of great success. Momentum is one of the major ingredients of great success. So as long as you're sitting around not doing something, trying to figure out how you how you can guarantee success on it, you got no momentum. You got nothing.   Joe: Yeah, yeah, that's   Patrick: So, yeah, just do it for fun.   Joe: I love it,   Patrick: That's my mantra now, Joe, is   Joe: I love it.   Patrick: Is I don't wake up my career and figure out how to do things for money, I wake up and I figure out how to do things for joy and the money. I mean, you know, I care about money. I make good money. But the money is and is a secondary thought. It is the longest money has that rightful positioning in my life, it's secondary,   Joe: Mm hmm.   Patrick: Like once I once I figured out what's joyful to me and I've got emotion in it, we can figure out how to monetize it. No problem. You know what we teach English champions. If you can't monetize your your most blissful activity, don't blame it on your bliss. Blame it on your on your business skills. And you don't have to blame it on your business skills, you just have to know it's not my bliss that I can't monetize. I don't have to change my bliss or forgo my bliss. I have to learn to monetize.   Joe: Yeah, it's you hit it on the head and it's a it's amazing how many people have such great talents, great ideas, great aspirations, and it's just that putting that one foot in front of the next one. And the one thing I think you hit it right on the head is just how I can make a living at that. How can I do that? And it's it's it would be so cool if people just did it for the fun of it and then the joy and what they bring to other people, all of that other stuff the universe delivers because it just realizes that's what you were meant to do. Right. It's just.   Patrick: Yeah.   Joe: Well, so you mentioned Bliss Champions, you know, throughout this conversation. And I think this is the appropriate time now to sort of clue in because, again, we're we're limited on time and I have a million things. So let's talk about this champions. So I would like to know I ran across it just because once we got off that call where you were teaching us how to tell the story, you know, tell our story and a very creative way, I then was doing all my own research and I said, who is this guy? Man, I love the way he talks. And I can tell that there's just something about him in his soul that's on fire. And I want to know more about it. And then it took me to Blessed Champion. So I'd like for you to explain to the audience what this champion is, what it does, what you know, how, and then we'll put in the show links all of the other stuff to get in touch with you. But I you know, to explain what it what its purpose is would be awesome.   Patrick: Ok, well, I'll give you I'll give you us a scoop, Joe Torre, I don't know when you're going to publish this. I actually should ask you, when are you going to publish this? Probably.   Joe: I can do it whenever.   Patrick: Ok, well, you   Joe: I do   Patrick: Know.   Joe: What a week, normally I can postpone this, I can I can   Patrick: Ok, well, look, in   Joe: Do   Patrick: About   Joe: It tomorrow.   Patrick: In about one in about one week, two weeks tops, we're going to announce our brand new book   Joe: Ok.   Patrick: And I'm so excited about it. It is the conversation we're having. So I'm going to tell you the first person I'm going to tell, it's called "Purpose Code", How to "Unlock Your Purpose", maximize your joy, astound yourself and if someone says, oh, jeez, I am interested in this free report we made about it, which is the 10 reasons why people don't unlock their purpose and go to purposecode.com. So no one knows that website exists yet. So.   Joe: Ok.   Patrick: So but they're going to find out first through going to purposecode.com.   Joe: I love   Patrick: So   Joe: It.   Patrick: Bliss Champions. Bliss Champions, so the surprising thing, Joe, is in, you tell me how much you've seen as I can't believe how much I've seen, it's shocking to me is how many successful business owners there are. Who are lacking joy. These are people I'm telling you, like Mega Millions dream home, not one dream car in the driveway, as many as they desire looked up to by all their peers and all their employees. Happy that they built the business, happy they overcame all this stuff and made it to the top, but their deepest secret. Is something's missing. And so my business partner was one of those guys, you know, he cashed out for 50 million bucks. And still, something was missing. So his story is quite remarkable. He's not here, so we won't tell it, but but. As you saw, so he both knew it through personal experience and sitting in on groups like on the IS. Know, as the entrepreneurs organization, you got to be a successful entrepreneur to qualify to get in. Well, one of the first things that my business partner saw up close and personal through that organizations, wow, so many people here have secret unrealized ambitions that they're not going for because somehow they're successful business.   Patrick: Has it been a little bit of a bind? And somehow along the way, while they were flexing their entrepreneurial muscles. They their their muscles for joy and bliss atrophied or were never developed, and so we both inherently understood how much impact if you can shift a person at the top of an organization to be joyful, they will spread. They will spread that message through the entire organization. Leaders that lead from Joy and that follow their bliss want everybody to follow their bliss and maximize their joy. That is the you can't be living joyfully and blissfully, truly without wanting to spread joy and bliss. It's impossible. Love, it's impossible for love to not desire to spread love. So. So. Bliss Champions is our remedy, it's we're four years into into seeking out and accepting individuals who who are successful but know something is missing. They don't know how to figure out what what is missing in what would be in their lexicon, a smart move, because they're used to everything being, quote, smart, right. What would be a good, smart, legitimate move that would bring them more joy? And we're experts at that. We help them unlock their purpose, because once you know exactly what your purpose is and you can put it in words, you have a true north and you not now you don't make missteps.   Patrick: And then but once you unlock your purpose, then then the great opportunity is to feel great, you know what your purpose is, what bliss journey should you take up? And there's a lot of choices. So you have to have good decision making structure. So we call ourselves Bliss Sherpa's because we've been up and down the on our own bliss journeys through our whole lives. That's that's been the blessing of our lives. We know the territory. We know the mistakes. We know the pitfalls. We know where where people quit and why they quit. So we Sherpa people up on blissful journeys and all of our secrets to doing that, that we've you know, I've been on I've been Sherpa and I've been a Sherpa for people following their passion and living their dreams and following their bliss for twenty five years. And Eric has been doing it for an equal amount of time as a CEO of large organizations. So this is why I'm so thrilled that we wrote a book together on it and the book's called "Purpose Code". And all of our secrets are in that book.   Joe: That's great, it is was there some momentous occasion that how are you and Eric connected?   Patrick: Yeah, Eric cashed out for millions of dollars, and he and the day after he cashed out and he went to lay in by his pool, just view overlooking his wine estate. He was rushed to the hospital and almost died from   Joe: Uh.   Patrick: Poor health while he was laying in that hospital bed contemplating his mortality. He realized I didn't finish the job of my purpose. And he knew that Eric's always known I've known Eric twenty five years, Eric has always known his purpose is to help other people, is to help is to inspire himself to live joyfully and to take that inspiration and spread it to other people. This is the thing about purpose. Here's a lesson and purpose. Your purpose is, first and foremost, what selfishly brings you joy. And you can't support your purpose if you're looking for if you're looking outside of yourself for where to save the world, you will you'll you won't see it when you say, look, it's just selfish. Something inside me always, you know, is always finds joy when I'm in this direction, when I'm doing this kind of activity, I'm my best self. Once you identify where your best self, what you'll see is then that when you give yourself that gift, you automatically give it to others and desire to give it to others. And that's where your purpose becomes a service to the world. So so, Eric, figure it out, man, you know, I I've always been living my purpose, but I slipped off track. While I was going on flexing his entrepreneurial muscles and going on this incredible monetary tear.   Joe: Mm hmm.   Patrick: And so he got out of the hospital, began working on his health and called me up and said, let's start list champions. There's a there's a he said there's you know, the one thing you and I have always been united on is wanting to help people follow their bliss.   Joe: Now, that's really crazy. That's.   Patrick: And the reason why I said yes is because I had hidden from my bliss for 10 years in in fear, right, my secret ambition seemed   Joe: Yeah.   Patrick: Impossible. And so I knew the cost of doing that. I knew the falsehood of doing that. And I and I knew that I knew the tremendous pressures that await anybody on the other side of finally finding the wherewithal to   Joe: But.   Patrick: Do it. And so, as I said, once you've experienced that kind of joy and bliss and truth, you want to share it with others. You want to say, like, I'll show you where your greatest life is and society just doesn't it just doesn't have enough messages. You know, it's societies has too many messages about smart, about practical, about money, about status. And all that stuff comes with following your bliss. But it can't be it can't be the deciding factors or you won't know where your bliss is calling you to.   Joe: Yeah, it's like we have it backwards, it's like the cart before the horse, right. And if we can just flip it, it's everything just sort of opens up and through Bliss Champions, you help people to work through this. And then ultimately the goal would be is is it a week long?   Patrick: It's a six it's a six month program.   Joe: Six month program, so.   Patrick: Yes, it's a month program, people apply to get in.   Joe: A.   Patrick: We we we work with seven people at a time, cohorts of super small seven. So it's super individual. And and then it culminates after six months of coaching and masterminding, it culminates in our super, super specialty. We take you to Bliss Island, which is in Hawaii where we own the property and we run an extraordinary five day retreat to try to really launch our our participants and into their bliss.   Joe: Yeah, it's incredible. I   Patrick: It's   Joe: Love   Patrick: Fun,   Joe: It.   Patrick: It's   Joe: You   Patrick: Super   Joe: Know you   Patrick: Fun.   Joe: Know that I love it. I just   Patrick: Yeah.   Joe: One of these days I'm going to be a blessed champion and I'll have to figure that out. But sooner than later,   Patrick: Now, we've   Joe: I'm   Patrick: Launched   Joe: Not.   Patrick: We launched Authors', we've launched we've taken people that that thought this isn't a this isn't worth a book. And now they're published on the best publishers on Earth and they've got a multi thing deal with one guy has only he said his bliss was motorcycle's writing Harlesden. He thought, what can I do with that, that you can't monetize that? And and now he has one of the only dealership licenses in the country to rent Harley's and take people on Harley tours, Harley Bike Tours.   Joe: Mm   Patrick: He   Joe: Hmm.   Patrick: Has his own Harley bike tour dealership. We've taken CEOs who had giant companies but weren't happy and now they're super joyful, super happy. Their marriages are better. And they're and in addition to running their company, they're joyfully doing this thing they always dreamed of doing. They're they're more amplified, express self. So our stories sound like that, you know.   Joe: Yeah, that's great. So how can someone find out about this champions and how do they go about doing what they need to to become a part of that program?   Patrick: Well, let's I'm going to answer that really quickly and then let's go to a different territory, if   Joe: Ok.   Patrick: You don't mind, OK, because I don't want someone listening to this. I'm looking at the clock here and I think that we have about 12 minutes. And I   Joe: I   Patrick: Like   Joe: Just   Patrick: To maximum   Joe: Want to I think   Patrick: My.   Joe: It's amazing. I wanted to   Patrick: Thanks.   Joe: Give it its time because I   Patrick: Well,   Joe: Think   Patrick: Everybody   Joe: It's, you know.   Patrick: Everybody should start "Purpose Code", because the biggest value that they can get right away is truly to read this report that I wrote. And it's called "The Ten Things That Stop People From Unlocking Their Purpose". You got to know, how come I don't know my purpose? What am I missing here? So go to purposecode.com and just grab that free report.   Joe: Perfect.   Patrick: And then and then it'll it'll lead you to learning about Bliss Champions. It's an application process. I would love people to apply. It's free to apply, you know, and then we individually interview you get to know you and and we have all kinds of ways to serve. And   Joe: Perfect.   Patrick: You can get the book in your hands.   Joe: Ok,   Patrick: But   Joe: Cool.   Patrick: But let's let's let's see how many more how much more insider. Something super helpful we can pack into the last ten minutes here.   Joe: Perfect. So I have something that I totally wanted to ask you that if you can put it in an understandable layman's terms where it doesn't come across as being overly spiritual and fufu. But you talk about being present in so many people these days are talking about that. But I love watching your talks. When you you know, you're out doors taking a walk and you have your phone and you talk about it. But how do you put it in and like everyday   Patrick: Layman's   Joe: Terms   Patrick: Terms,   Joe: For it? Yeah,   Patrick: Yeah,   Joe: Because, you   Patrick: Yeah.   Joe: Know, everybody looks at and go, wait a second, you want me to sit in silence for ten minutes, meditate, or you want me   Patrick: I   Joe: To   Patrick: Don't write.   Joe: All of those things to pull yourself back in, to be centered, to have, you know, hold space for yourself, all these things. And it's just so hard these days. We're getting bombarded from all sides. So because of you and how you can communicate these things, I want to know from you what being president means and how someone could practice it on a daily basis   Patrick: Ok.   Joe: Where it's not this.   Patrick: You're   Joe: This.   Patrick: Making me. You're making me super happy because now you're bringing up my next favorite subject.   Joe: Perfect.   Patrick: So   Joe: Awesome.   Patrick: So I. I am both deeply spiritual about this, but but there's no need to talk about it in that way because I didn't approach it that way. I just approached it from man, I need I need a different way to do my life. And I found that different way to do my life. And it was the most revolutionary, impactful, beneficial thing I've ever learned or done in my life. And so you'll see me spend the majority of the rest of my life has boiled down to two two things. Two things on one hand, follow your bliss. And we've been talking about why, why, because it's your bliss, it will bring you bliss and, you know, as we say in Bliss Champions sometimes. Is there something better than BLIS because BLIS means perfect happiness? So what are you looking for if you're not looking for perfect happiness? So but in follow your bliss, there's a doing this to it, right? It's it's OK. We don't similar, but there is another path to bliss. And so I have a right hand and a left hand strategy to life in my right hand because I love having a career. I love to have something to do every day. I love making, you know, while having a career. I follow my bliss and in my left hand, I, I. Nowhere Bliss's without doing anything, I know how to find BLIS every single day of my life, no matter.   Patrick: What happens, no matter the circumstances, no matter the hardships, no matter the challenges, I know where bliss is, even in storms. So my career could not be going well, but in my left hand, I still know where Joy is every single day and how to get there in a concrete fashion. So that to me, my this left hand strategy I'm talking about that you brought up that I call a presence practice. That's where it sits in my life. So. Let's see, it's a good window into this. I'm taking a little quiet space for it to find me. Why would someone want to practice presence? Because what I didn't know I was well into my 40s, Joe, and I had never once wielded the word ego. And and up until the point when I got a new definition and it became very meaningful to me, Igoe to me meant don't be egotistical. It meant, oh, or you have a healthy ego. It takes a healthy ego. That's all I thought of ego when I was in. And then, to be honest with you, I hit a rock bottom in my life sometime in my 40s, my ego, the my shadow self, my bad behavior, the worst of me. The worst of me put me in a position where I were where I was at my rock bottom, and I thought to myself, there's got to be a better way.   Patrick: And I reached for there had been a book sitting on my cell for a long time that I had no interest in. It was called.    "The Power of Now", Eckard Tolle. And I grabbed this book and it re educated me and it re informed me and it completely transformed my life. The book didn't transform my life as much as my adherence to what the book said for the next seven years on a daily basis transformed my life. It did it very quickly, but I was so in love with what I was discovering that that I just kept being a diligent student of what Eckhart Tolle calls presence. OK, so in a very short amount of time, here's what I would love somebody to experiment with on this call that is non-spiritual. The only thing that is ever causing you a bad feeling. Is your thoughts? Now, so I had to wrap my mind around that first experiment with that, because I used to believe, no, I'm having a bad feeling because this shitty thing happened. And I was positive that was true. Until I wasn't until I began to say, wait a minute, is there a buffer in me that's causing the pain, not the situation, this is easily answered, but you should but everybody should try it on. That's life changing, because what if situations and bad circumstances are not causing you bad feelings? What if it's what you think about those bad circumstances, how often you think about those bad circumstances that are causing you a bad feeling? OK, for instance.   Patrick: I want to talk about the pandemic and then I'll talk about the pandemic, for instance, the day that it's announced that we're going to be in quarantine for however long, an indeterminate amount and 20, 20 people in the world had multiple possibilities for a thought about it. Somebody sitting in their home could have taken that news and began thinking all kinds of really bad thoughts that, hey, are well justified. I'm not here to argue with the with the with whether that thought is justified. But somebody could have been sitting there thinking, this is awful. I might lose my job. I like going outside now. I can't going outside. What are the implications of not going outside? What if I'm in my house forever? What if I get covid-19? What if my friends get covered and I die? What if they never leave? The governor is terrible. The president is terrible. The vaccine is terrible. Was it made in the lab? Those thoughts are causing in a bad and negative emotions in the body. And what if and some people thought those every hour of every day. Not not by choice, but by by habituated pattern of their mind, getting to think without ever being safety, without ever any but any other force saying hold on.   Joe: Mm hmm.   Patrick: Do we want to think like this 24/7? Is it serving us? OK, but equally to lots of people did that. So lots of people had horrible emotions. And I'm not saying don't do that, I'm just saying be aware that's why you had horrible emotions. What didn't happen is the pandemic is the the announcement the pandemic did not reach into anybody's body invisibly and say you now feel bad. Outside circumstances cannot reach in your body and and flip switches and say you feel bad. They cannot be the cause. If only a fox can be the cause, equally so and wildly true, unbeknownst to me just six years ago, but now perfectly known to me and the most exciting thing I've ever learned is some people heard the news of the pandemic. And fought and fought like this. Oh. We're going to go into quarantine. Now with to wash the dishes. And didn't have further thoughts about it until there was more news or until those thoughts were necessary. And didn't feel negative emotions, or if they did feel the negative emotions, only felt them for as long as that emotion lasted, while it wasn't being sustained by unchecked, unreasonable, insane, incessant thinking. So a president's practice is simply, well, on one hand, a presence practices the deep recognition that circum negative circumstance circumstances don't cause you upset your thoughts about them do and your ego. Ego should be defined as when when you're not thinking your thoughts, they're thinking you. And you don't even know it. So I learned to not be the crazy guy, the insane guy who is washing dishes, who is physically washing dishes, but who mentally in my mind for 15, 20, 30 minutes is having an imaginary argument that I'm winning with somebody else.   Patrick: I learned to not be that guy, I learned that I that I was concerned that we're all constantly that guy. And that you don't have to be that you can wash dishes while you wash dishes. And that if you do so, here's what I promise you, because I know from experience, if you learn to quiet, to say presence means I'm not going to be in the future, I'm not going to be in hallucinatory future scenarios. I'm not going to let my mind run off to hallucinatory past scenarios. I'm not going to hallucinate about the future. I'm not going to hallucinate about the past because those can only be hallucinations or call them imaginations. You cannot make the future real. You cannot make the past real. The only real is ever. But you can find through your five senses. So presidents practice means live in the real more often. Want to think about something, think about what you're doing. Be what you're doing. Washing dishes, wash the dishes. If you're working on your book, work on your book, if you're talking to another person, talk to another person. If you're watching the birds in your yard, watch the birds in your yard. So here's the let me give this for me, the big wild finish, first of all, if that's all I ever knew and I figured out how to do that six years ago without any other further teachings, I would be right where I am today.   Patrick: I and these are not light sentences to me, these are the greatest revelations of my life piece. A profound sense of constant peace, a profound sense of joy for no reason and a loving feeling. You know, that filled what I used to have this black hole of, gee, I wish I could get more love. And now I have a fountain of love that just comes from inside me for no reason, peace, love and joy for no reason are what automatically and guaranteed come from being present doesn't require meditation. It requires noticing that your thoughts are running rampantly out of your control and you can distance yourself from them. And then once you distance yourself from them, you can I I like to call them the roommate, you can notice your thoughts are not you? They are a crazy roommate that's always stirring up shit in your head and never stops talking. And you are not that roommate. And you can move that roommate to the garage in the day you move. And it doesn't happen in a day the more you put that roommate in the garage. One hundred percent, peace, joy, love, for no reason other than you moved your roommate to the garage and. Miracles will begin manifesting in your life. For some reason, the entire universe is more capable then of coming to support your happiness.   Joe: It's incredible. I just I can sit and talk with you all day, and we've already gone over our man. I could just I literally could sit here and then do this. So before we leave this one subject, I think it's important. Is there is there any sort of when you talk about the practice, is there any little tidbit of how someone can do that in the simplest way? Because I think everyone gets bogged down with all of the things that are just, you know, for example, we talk about meditation. Is this hard? I mean, I used to get up every day that I made it a promise that I wouldn't do anything until I just put my headphones on, put the app on on my iPhone, turn. Everything else also wouldn't be interrupted and just did it. And I felt like that was my most productive. Let's say it was a year that I did it straight. I haven't done it in so long. I feel like I got to get back to it. I can do it like I don't mind meditating. But first there are people that will never do that. So what is of super   Patrick: I'm   Joe: Super   Patrick: One of those   Joe: Simple.   Patrick: People that doesn't matter to me.   Joe: Ok,   Patrick: I was one of those people that will never meditate,   Joe: Ok.   Patrick: And I'm really happy to say that that both are fantastic choices, whichever you feel called to clearly. And they both lead to the same way. But if someone if if in some crazy really hypothetical, I can tell when I'm saying something stupid, I'm saying something stupid. But in some crazy, stupid hypothetical situation, it's a pattern. You have to choose one for the world meditation or presence practice. I would say we got to go with presence practice. It's easier. OK, so, yes, I have two things that are really simple and super practical and bless you for asking Joe the number one thing and and wildly enough this what I'm about to say is the prescription and the advice of seemingly every great. Teacher, you know, on the planet, that's that is spiritual and it's it's to be conscious of of one single breath. So at any point in time you go, Oh, I want to do it. I want to try this president's practice. You would simply take a one breath and be aware of that of your breathing for one breath. And your awareness, you can shift around, you just say, look, my job is to be aware that I'm having this breath so that for you that might mean, oh, I'm going to focus on the feeling of the air. Coming into my body and exhaling from my body. Or you might say, I'm going to become aware of the feeling of my body expanding and contracting, or you might you're awareness might say I'm going to be aware of the sound of my breath. Doesn't matter one conscious breath because it is impossible to be conscious of your breathing and think a thought at the same time. But conscious breath is both a great it's a great present to practice because it will be difficult for most people at the beginning of their journey to complete one conscious breath without becoming aware. Fuck, I   Joe: No,   Patrick: Started   Joe: That's right.   Patrick: Thinking. I started thinking during I, my mind got off the leash and started thinking something halfway into that breath. And so that's the great teacher one because that's OK. That's a president's practice of presidents. Practice isn't isn't stopping all thoughts. It's becoming aware. Are of the thoughts of the roommate. It's becoming you're you're you're winning when you go to the roommate came in and started talking shit while I was trying to take a breath. So that's called a wake, that's a state of a weakness that in as long as you're awake to your thoughts, peace, love, joy and miracles will begin pouring into your life. Mark my words. So but as you will practice that, too, you can take a conscious breath without thinking on most given days. Wonderful. OK, the second practice, right, is that built my life on this. Is. Step number one, notice when you're feeling anything that's bad. The only thing this doesn't apply to is physical pain. OK, so I want disabled people to eliminate physical pain. It can be applied to physical plant pain, but let's just say that's an advanced course. OK, but the step number one, the most important step is to notice, oh, I'm feeling upset in any way. And there should only be one word. It would be helpful if if people change and said there's only one word now we're going to throw out all these different various words hate, depression, loneliness, sadness, grief, worry, overwhelm, stress, anxiety, who cares? Fear.   Patrick: They all deserve really one word. Suffering. They're all a form of suffering, so notice the next time that you're suffering a negative emotion. Boom. Now there's a great opportunity for step number two, OK? And usually when you notice this, what's fascinating is you'll have been feeling it for a long time. That's how long it takes for awareness to come in and say, well, I'm feeling something bad here, but I did this very for at least a year and I got to choose my life. So first, I know I have a bad feeling. Step number two is built on the awareness we already learned. Every bad feeling began with a thought that was against something happening. Every bad feeling is caused by a thought that always follows the same structure. This shouldn't be happening to me. This shouldn't be happening. OK, so when you have a bad feeling, like you're like a person trying to defuse a bomb before it really blows up, and so you trace the wires knowing at the other end of the wire there will be a fire. You had a thought at the other end of those wires that was something about you thought it shouldn't be happening. Let me give you some examples. He or she should have spoken to me like that. I should have gotten that job. I shouldn't have gotten that. There should be more money in my bank account. There should be a different president there. There. That guy shouldn't be president.   Patrick: That shouldn't have happened through my television screen. I shouldn't be in this condition. I shouldn't have that ailment. I shouldn't have this pressure. I shouldn't have been raised that way. I shouldn't. So all you're doing is tracing those wires to what did I think shouldn't be? As it is. That was the source of your pain. Now, once you have that, the third step is to take that shouldn't it shouldn't have. And. See if you can find any part of yourself and you always can. It's harder at first that says. I can allow that it. That it is that way and you're why your justification, why can you allow that it is that way can always be. Sanity because. It is. That way. And as soon as you accomplish any ability to allow that, what you are against, to just allow that, it is it's even if it's temporary allowance, it's not saying I'm OK with that person being president forever. It's not an allowance of forever. It's I'm OK. I can allow that. That person is president. Currently, because they are. So you just looking for this momentary allowance of what all spiritual teachers say of what is to be against and I love it when they point out to be against what is is insanity. Because. I'm against that this can exist really, because it exists. Could you allow that it exists? I can allow that exist, why? Because it does exist, right?   Joe: So, so far   Patrick: Right   Joe: Of.   Patrick: Now, it's not a total acceptance of and I and I can I'm and I'm allowing that these cans will exist for forever. It's not saying that. Can you allow that exist right now? At first, you'll hear your ego go, no, I hate that can. But can you allow that it exists right now is anything. Yeah, why does it exist right now? And   Joe: The.   Patrick: And all all the it shouldn't exist or they shouldn't exist. It shouldn't exist. You can do that for 12 years. Twenty four, seven years can will still exist.   Joe: It's just.   Patrick: So if you can allow that, it exists. You have accomplished. A presence practice, because presence will what will happen next will always happen, you will feel better and you'll notice how I feel. I'm returning to peace. And once you accomplish returning to peace, you'll notice or I just feel in general more love, and then after a while you'll notice, someday you'll take a measure of your life, you'll say, is my lecture. If I say my life's joyful all the time everywhere. Why? Because you moved your roommate, your ego to the ground.   Joe: Oh, it's awesome.   Patrick: Now, there's a fourth final step to that, and I think of it as advanced, but so sometimes it's hard and sometimes it's easy, but it's super fun. The fourth step, the third step was, can you allow that? Something is what it is. And the fourth possibility is can you embrace. That it is what it is. Is there anything in you that could embrace that could say not only can I allow the can is there, but I can embrace that the can is there and you can see why that's a harder step because something you were previously just totally against, could you embrace it? Now, it's a that's a different sort of class, it's not complicated, but it takes more words, my journey towards learning to embrace things I was previously against. But I'll tell you, like some of the greatest revelations of your life come when you learn to embrace everything. Everything's.   Joe: It's really powerful, man

蘋果電腦公司的創辦人史蒂芬．賈伯斯（Steven Jobs）於1955年出生，1972年高中畢業之後進入里德學院（Reed College），但是讀了一年就中輟退學了，1976年，賈伯斯和中學時期的朋友共同創立蘋果電腦公司，時至今日，蘋果公司員工近十三萬人，年收入超過二千五百億美元，市值高達一兆美元。 2005年賈伯斯在史丹佛大學畢業典禮上的演講中，說起自己的故事。他的建議是：過自己的生活，聽自己內心的聲音，勇敢地跟隨自己的內心向前走。他的結語是：求知若渴，虛心若愚。（做一個不斷追求的傻瓜） 精彩節目內容，歡迎收聽。

What’s something that any astronaut or space traveler can’t live without? Find out this week as the girls talk about an inventor who goes into a cabin and doesn’t come out until he has an amazing creation that was inspired by nature. Plus, updates on Steven Jobs, buttons, and asparagus peelers.

Topics include: Teachers salary, Amazon, Jeffrey Bezos, Steven Jobs, William Gates, Police Funds, Jerry Jones, Donald Sterling, Hurricane Katrina, Abraham's choice, Condoms and Plan B, Lauryn Hill, Drake, Beats by the Pound, R. Kelly, Unemployment and Moore If you would like to be a guest on the Moore Substance Podcast, have inquires, input, or constructive criticism, you can email us at MooreSubstance@gmail.com

As Apple was failing in the mid 1990’s, Steve Jobs came back to the company to try to turn things around. And he did in a major way. One of the first priorities for Jobs was to re-introduce Apple to the market. This rebrand was a critical part of the equation for success because it set Apple on the right track during a time when it desperately needed leadership. The “Think Different” campaign was launched as a result. In this internal speech given to the team by Jobs himself, he outlines the strategy and goals of this campaign, as well as the thought processes behind it. It’s a rare and interesting look at what went into creating such a massive and successful brand.

Kevin Harrington has served as chairman of the Company since its inception and as chief executive officer of TV Goods, Inc. since its inception. He is widely acknowledged as a pioneer and principal architect of the “infomercial” industry. In 1984 Mr. Harrington produced one of the industry's first 30 minute infomercials. Mr. Harrington has been involved with over 500 product launches resulting in sales of over $4 billion worldwide and 20 products reaching individual sales of over $100 million. Mr. Harrington founded Quantum International, Ltd. in 1988 which merged into National Media Corporation in 1991. Under Harrington's leadership as its President National Media reached $500 million in annual sales with distribution in over 100 countries in 20 languages. Additional entrepreneurial startups for which Harrington served as CEO included a joint venture with HSN, Inc. (HSN Direct) in 1994 and Reliant International Media in 1997. Reliant was sold to Response TV PLC, which was controlled by the Koo banking family of Taiwan in January, 2007. Harrington co-founded OmniReliant Holdings Inc. in 2006. Mr. Harrington has established two global networking associations; the Entrepreneur's Organization (E.O.) and the Electronic Retailing Association (ERA). Mr. Harrington currently stars as an investor “Shark” on the television series “Shark Tank”. He recently released a book entitled “Act Now”. This book chronicles Kevin‘s life and experiences in the DRTV industry. Kevin's co-author is William Simon who co-authored with Steven Jobs, the NY Times best-selling book “Icon.”

Oliver and his brother started Kemweb in 1998, providing coding for other agencies and then livestreaming the Sydney Olympic Games in 2000. Three years ago, frustrated with being a tech-supply company, they took their technical expertise and redefined their business as a full-service digital agency, . offering results-driven web design, online marketing, social media marketing, PR, consulting, podcasting, video production and hosting services. Today, Kemweb's 35 developers, art directors, social media experts, and performance team workshop with clients to discover their needs. Kemweb customers range from B2B small and medium sized companies to fast moving consumer goods suppliers. Oliver credits his agency's success to curiosity and agility, and a change in its approach to potential customers. A lot of companies will pitch what they can do for customers, without first finding out what the customers need, saying, “We can do this . . . and this . . . and this. What do you want?” Companies may think about “What are we offering? What kind of service?” – but fail to ask, “Why are we doing it? Why should our customers believe the things we're doing?”  Finding the answer to those last questions was pivotal in driving the Kemweb's approach to its own customers. Business consulting is rare in Germany . . . and it's one of the things that is an intrinsic part of today's Kemweb process. Oliver suggests that you have to drive a lot deeper than the “easy questions” to discover what actions will best serve a client's needs. Kemweb now begins a client business relationship with a workshop/consultation utilizing Strategyzer's Business Model Canvas and Value Proposition Canvas to map out a business's knowledge, unsnarl its inherent complexity, and structure a customer-centric solution, with a focus on communicate the messages their clients want to communicate.  Sean notes that there are cultural differences between businesses in Germany and those in the U.S. For instance: German business owners have greater fear of change and new ways of doing things. Legalities differ as well: Data protection laws are more stringent in the U.S. Sean explains that the linear career process in Germany also affects the way people think. After finishing a German citizens finish their education, they take an apprenticeship, then go to a company and move up the ladder within that company.  Oliver was supposed to serve as a mentor at South by Southwest 2020 in Austin, TX, but the COVID-19 pandemic changed all that. He believes that, “This is a special period in time (that) forces people to be more courageous and to try out new things.” He feels that it is important for businesses to work together – to help the customers with their businesses and to help them survive. “We have to take care of each other . . . worldwide,” he says Sean recommends looking at today's challenges as an opportunity to spend more time with family or to online to learn new skills – just use your time. He is using his time in quarantine to set up an English-language Kemweb landing page. Oliver and Sean can be reached on the social media channels or on the company's website at: www.kemweb.de. They have a German-American podcast, Robot Spaceship, at www.robotspaceship.com,. described as an industry-leading, European podcast network with a focus on technology, culture, innovation and living the digital lifestyle. (You may need to understand a little German.) Transcript Follows: ROB: Welcome to the Marketing Agency Leadership Podcast. I'm your host, Rob Kischuk, and I'm joined today by Oliver Kemmann, Owner and Founder at Kemweb in Mainz, Germany, and also Sean Earley, the New Business Development Manager for the firm. Why don't you gentlemen start off by telling us about Kemweb and where Kemweb excels? SEAN: You go. OLIVER: Maybe I start. [laughs] I founded Kemweb together with my brother about 20 years ago, so 1998, in a time without smartphones, in a time without Facebook and YouTube. We were pretty much doing some coding for other agencies. We started also with livestreaming in the year 2000 for the Olympic Games in Sydney, so we were quite tech-related. As time passed by, we started to ask questions. How can we get away from being this tech supply company and how can we find our own customers? So we started to talk about digital communication and how we could help people out there to succeed in their special business by using modern digital technology. This is what we're doing today. We have about 35 people in the agency and we have developers and we have art directors and we have a social media team and a performance team. We do workshops and stuff to find out what the business is all about and how we can help, and then we set up the channels where we can communicate to the target groups of our customers. We think in stories and experience, talking about the stories our customer wants to get communicated, and we develop the experience on different channels and different devices. This is what we're doing. ROB: A lot of firms I think start off in that mode where they are taking downstream work from other agencies, other firms, but now it sounds like you have a better idea of who your direct customer is. What sort of company and perhaps focus or stage of company is that now? OLIVER: There's not one special kind of customer we are serving. We have a lot of B2B business. In Germany, we have a lot of small and medium sized companies. They're doing a lot of engineering stuff, or small producing companies. Usually they are not very familiar with classic marketing topics and how they could use digital communication to sell their products and services. But we also have, for example, fast moving consumer good customers and help them, for example, with social media campaigns. So it is very widespread, actually, the customers we are serving. It's quite exciting. What do you say, Sean? [laughs] SEAN: Yeah, I think you hit the nail on the head there. I think from my point of view, I come from a background – it's a little bit different in Germany than it is in America. In Germany people have a linear process; they go to school, they do an apprenticeship, they go to a company, and they stay there in that skill range, and they just move up the ladder. In the States, as you all probably know, we work all kinds of jobs before we actually start our career. I've done all kinds of different things. I've worked in all kinds of different jobs. Lots of different agencies, consulted, tech, gaming. One of the things that I have seen is that there's always differences in everybody's needs as a business, but when it comes to marketing specifically, there's a lot of things that everybody needs. It really gets down to that value point, that use case that everybody needs, what is the problem that they have and how we can provide a solution. I think a lot of agencies particularly get a pitch and they go to a client and they say, “We can do all this stuff. What do you want?” When I started working with Kemweb, Ollie and I had a talk and it was like, that's exhausting. It's counterintuitive to what we want to do, and it's kind of counterintuitive to what the client needs because there are specific things that clients need. So we tried to refocus our strategy a little bit to work with clients to figure out exactly what they need first before we say “We'll take your 200,000 euro budget and we'll give you one or two or three things. What do you want?” We really try to focus in on the needs of the client and give them exactly what they need, and at the same time try to explore other areas to try to explore new places ourselves internally and externally so we can provide lots of services to clients. But at the same time, we really like to consult first and then give them what they need, and not just “here's your website, have fun with it.” Sometimes they say they want a website and they don't really need a website, so it's important to talk to people first. That's where the workshop and consulting come in. ROB: Got it. I think there's subtlety in the details there. You're not just talking about doing a bunch of discovery, if I'm hearing you correctly. You're actually talking about entering into a business relationship sooner with the client, where you have a process around a workshop, where you have a consulting arrangement rather than doing a bunch of unpaid discovery on an RFP. Is that what you're getting at? SEAN: Exactly. ROB: Very cool. What does a workshop look like for you? OLIVER: I'm a fan of a company called Strategyzer. It originated in Switzerland. These guys developed some canvas thing called the Business Model Canvas and the Value Proposition Canvas. I guess you're familiar with this. Our approach in the workshops is something Sean said. As a consultant, my job is to get the complexity out of the things. I'm taking all the knowledge the customer has and I'm structuring it in these canvases. This leads us to a very structured way, and at this point we start to look at our customer's customer, so it's very customer-centric. This leads us to exactly the customer pain we're addressing and what the customers are really looking for. Most of the time, it's the first time our customers have thought about their own purpose or why they're doing what they're doing. Most of them are coming from the “what?” – “What are we offering? What kind of service?” But not “Why are we doing it? Why should our customers believe the things we're doing?” This is what we do in the workshops. We try to get all the information from the customer and structure it down in canvases, and then we find the channels and we find the customer groups we should address first. ROB: That's probably been a part of your own journey as well. Business Model Canvas, anybody can google it. You'll find it, you'll pull it up. I feel like that tool flows from left to right, where it does flow into how everything leads in to the customer so you know what you're doing, but let's all tie that through to the customer. You probably had a little bit of your own journey on that as you transitioned from being a subcontractor coding shop to pursuing your own customers. What did that journey look like where you started to realize what the direct customers needed and you started to be able to pull away from taking parts of projects from other people? OLIVER: Good question, actually. Or the right question. When we started 2 or 3 years ago to find this way for ourselves, we always were communicating the “whats,” what we were doing. Websites, apps, firms. This is what every other agency is doing, too. They say what the output is. Then we started to dig deeper and find out, what are we good for? What has brought my brother and me to the point of founding a company or agency? Curiosity and agility are what's driving us. What we are doing now is we're very much curious about our customer's business. If we fully understand what the customer is doing and what the customer needs, then we can help. This was the turning point in our own company history, when we found out that. ROB: That seems like a neat intersection because you've not only found this curiosity for what they're doing, you're aligning this tool. You have a tool that actually facilitates your own curiosity that aligns the customer to where they're actually getting value out of the discovery process, unless they can pay you for it. You've aligned the customer and value for them with who you are in your own curiosity, it sounds like. OLIVER: Yeah. In Germany, at least, it's not very common that you do some kind of business consulting thing in a web project, for example. Most people, after the workshop, say, “This was a business consulting, what you're doing.” They start to look differently at their own business, at the company. In Germany, we're far behind you guys in the States where digital transformation is concerned. Most of the companies are very slow in changing things. The owner-driven companies really are shy to start changes, so they want someone who says, “Everything is okay. We have this web project, for example,” and you give them the money and it's ready by the 1st of June or so, and then you don't have to think about it. SEAN: I would just interject and say culturally, working in the States and in Germany, there's a lot of hyper-focusing on details here. There's also a lot of different rules when it comes to things like data protection, so there's a lot of hesitancy in a lot that goes on here as well. Especially with some sort of new and innovative tech project, a lot of people are like, “We can't even legally do that.” When it comes to things like sales funnels and where you store your customers' data, it's a whole other story over here, so it's not just – they're behind in their desire, but I think also they're behind because there's a hesitancy to want to try because sometimes it's difficult to make those steps. So I think it's a 50/50. There's innovation and there's also limitation. For us, we try to find a happy medium in there. Sometimes you have to talk a lot about that as well. ROB: In terms of adjustments, we were originally scheduled to have this conversation in person, in Austin, Texas at South by Southwest, and as we are in the midst of this global coronavirus pandemic, we're all doing this interview from home. I'm in a closet, to be candid. It's a different thing. But just for a moment, Oliver, you were invited to be there as a mentor. Is that something you've done before at South by Southwest? OLIVER: No, actually not. [laughs] I've been in Austin for the last 3 years, and last year I met some guy from Denmark and he was a mentor last year. He explained what he was doing there, and I thought it was interesting, so maybe I could help young people with my different perspective I bring as a German. Maybe I do look differently on things. On the other hand, I've been self-employed or an entrepreneur for more than 20 years. So maybe I can help some people. I just filled out the form and they picked me. [laughs] But I can't tell you what it's like because I didn't do this before. Maybe I will do it next year. SEAN: Ollie and I are both big music fans, and I actually played in a band at South by Southwest before. He was like, “Have you been to South by Southwest?” I was like, “Yeah, musically,” but the whole tech thing – and he was so excited. I was like, oh man. I felt so bad when they cancelled that. He was like, “What am I going to talk about now?” I was like, “You're a German guy there. You've got to talk about German topics.” I think that's stuff people want to know about. There's a whole different perspective there. It's not just tech in general. A lot of people talk general tech, but there's a lot of cultural differences in the tech industry here that I think he could really have provided. But I guess we have the internet now to communicate. ROB: Yes. People can reach out when they hear this and we can all talk in our closets. Or maybe we'll be out of our closets by the time we get this out there. Did they give you visibility into people signing up to talk to you and what they wanted to talk about? Or is it more so that you show up and people show up and go from there? How is that structured? OLIVER: I can't tell you. [laughs] We had a slot somewhere in a hotel for an hour I guess, or an hour and 50 minutes. I had 17 fans on the app, so 17 people were bookmarking me. Actually, I can tell. I guess you have to reserve a slot, but actually, I can't tell you if anybody already had the slot reserved. ROB: We're right here in the middle of March. At this juncture, as you are talking to your customers and potential customers and that sort of thing, how is the current state of things affecting both their mindset and maybe even how they do workshops? Are your workshops normally in person and you're planning for how to do them online? How is that changing your own business and your customer mindset? OLIVER: Wasn't it Macron, the French president, who said we are at war? [laughs] It's changing everything right now. We were well-prepared, actually. Sean, 2 weeks ago, said, “This is getting really bad, so we'd better be prepared.” We tried to get all our people home office ready 2 weeks ago when it just started to get really bad. But I have tons of customers who were not prepared for that. They're not even prepared to get their people in the home office, and they didn't think what they could do in this time. To be honest, I think this will not be a thing for 2 weeks or 3 weeks. I guess we're talking about months or years if this is getting better. We should for sure find very fast things we can change to have a workshop by Zoom or Teams and so on, but I can work with my customers even if they are not in the room. It's a little bit different, so I need my customers to be courageous enough to take such a step. I have a lot of customers who say, “Let's postpone the workshop and meet in 2 or 3 weeks. This can wait.” [laughs] I say, “Okay, go for it.” But on the other hand, there are a couple of people from the consulting business who were already setting up their remote setup. I can film the canvas and I can put the post-its there by myself. The important thing for me is to get all the information from my customers. They are driving this process, so I need all the information, and I can structure it at home in my closet. [laughs] My impression – maybe, Sean, you have your own opinion about this – I think people are getting aware. This is a special period in time, and not many people have experienced what we are experiencing right now. This forces people to be more courageous and to try out new things. This is my impression. SEAN: Yeah, I would just say that we were lucky to have enough time to try to be proactive and plan for it. Kemweb has a lot of experience in livestreaming and webinars as a core business, so it wasn't anything new to go remote. Since we do a lot of consulting for how to become more digital, it was not a scary concept for us. It was more about organization. We've noticed a lot of people who weren't ready, who are reaching out and trying to get an idea of what they can do to get ready, and I think it's also important for any business who does have any sort of strategic advantage – at this point, it's not about competition anymore. This is a global problem that nobody's ever dealt with, so I think we're just trying to take the opinion of let's try to be as helpful as we can. Let's be a resource for people. Let's do some consulting for people just so they can figure out what to do, much less take action on it. Everybody has different problems, but we have CEOs and managers, and everybody is quarantined in their house, worrying about their business. Some people are losing their business as we speak, and some people are like, “I need to figure out how to conduct business when we're here. How do we do this?” Luckily, we've just been in a position to be able to help people. For me, that's the most important thing. Just making sure businesses are running, people are being as successful as they can with the limitations, and hopefully when we get through this, everybody's going to be in a better place and not a much worse place. ROB: Right. That's an advantage I think you have in being strategic. I was talking to a client yesterday, an agency, and they have one client who's in travel, and they're very large, so that client is rightly putting a lot of initiatives on hold. But I think everybody has an inclination towards timidity in this moment. One of their clients was a beer company, and they said, “Should we cut back?” They said, “No, you can be bold right now.” SEAN: If you're not Corona. [laughter] ROB: Yes, for sure. I see it in my own feeds. People are talking about going out and buying beer right now. I think they look forward to it. So there are opportunities. OLIVER: That's what's different between Germans and Americans. Germans are buying toilet paper and noodles. [laughs] The French are hamstering red wine, and you guys go for beer. SEAN: The German term for prepping is hamstering, so there's a lot of hamster memes going on in Germany. [laughs] ROB: I had no idea. I've learned something there as well. Oliver, some people's agencies that we talk to are brand new, and some folks have been running them for a while. If you were in the U.S., we would probably talk about the 9/11 situation here. But you did navigate through the global financial crisis 13 years ago. What are some lessons that you may have encountered from that time that have helped you as you're looking at this new set of circumstances that is resetting global markets and making people worry a little bit? OLIVER: What we learned – our luck in this crisis 13 years ago was we had customers from all kinds of business areas. We were not only doing business with banks. So we survived it quite well, actually, but only because we had a widespread portfolio of customers. This is what we kept all the way from then to now. I guess this is also what maybe, or hopefully, will help us through this crisis too. We have also customers from the tourist business, so we're doing a lot of event stuff. Like Sean said, maybe now some livestreaming things. These companies are dying while we're talking. They're losing all the events, like South by, for example. All the catering people, our customers from catering. We have other customers from the public sector, for example, and we have customers from the hygienic field selling soaps. I think this is what we learned. Don't focus too much on one specific branch. 13 years ago, we were a much younger company. There were just a couple of people there. Actually, we were not flying high enough to be hit very strongly by the crisis 13 years ago, so it's hard for me to compare it this way. Sean, do you have a point here? SEAN: I wasn't with the company at the time, but I think just from experience and being in Germany at the time, it's similar in that there are companies that get financially hit and they're going to go down. There's nothing they can do. There's other companies that get hit hard, but they try to climb up. I think at this point, everybody is struggling and everybody is needing to be loud. Everybody is needing to communicate and reach out. Kemweb did video production, they did web production, so they had a rounded base of services that they could offer. If you have a diversified portfolio, then you can be agile with your approach to lots of clients. I think that's one of the reasons Kemweb has been able to be successful for so long through these ups and downs, at least in my opinion. Unless you know a secret I don't know. [laughs] That's just my outside opinion. OLIVER: Yeah, that's right. Maybe you know the new book by Simon Sinek, The Infinite Game. When I read this book, I didn't know up to the point I read the book we are in this infinite game. Since we are helping our customers, or trying to help our customers to succeed in a digital world – we did this for 20 years, actually, and every disruption or every crisis forces us to be inventive and to question our own work all the time. We did this for the last 20 years, and we came out stronger. So I guess he's right in his book. If you don't reach finite goals, to be the best in town or whatever, then you will find new approaches even for your customers, and you learn from every punch you get. You're learning. I think this is what we learned over the years. For example, when all the streaming was Flash – maybe your younger listeners remember, there was a software called Flash. Steven Jobs decided – all the streaming things we did were running on Flash from one day to the other. Nobody actually was using Flash, so our streaming business was down within a couple of months, for example. But you start finding workarounds and finding new solutions and stuff like this. If you get used to this, if you are not scared by disruptive changes – I guess such a crisis is a very, very disruptive change to everything. It's even a threat to your health, so this is a different problem. People are now really scared about their health, not only business-wise, but family and personal health-wise. So this is a different situation we have right now. ROB: That's a great point. With The Infinite Game, the objective, the point that Sinek makes is that this is not a chess game that you can win or lose. The goal is to keep playing the game. I think it could even be possible in this moment to take more encouragement. You mentioned Flash – Flash, for people who don't remember, was made by Adobe. It was Adobe's attempt to control the browser. SEAN: It was Macromedia and then it was Adobe, I think. ROB: Yeah. When Apple came out against Adobe, that was a specific headwind against Adobe, and a big part of their strategy and a big part of their business. They moved out of trying to control the browser into a bunch of other things. There's a lot of big companies that just take up space and are hard to admire, but Adobe, with having the primary paid enterprise for analytics up against Google Analytics, with the way they've managed to turn their creative suite into a subscription business, they really have figured out how to keep playing the game. I think anybody who's listening probably has even more of an advantage now because Adobe had a specific headwind; this is a headwind that we all have. Everyone's fighting this at the same time. So it's not just you. People are going to win here, and I think it can be Kemweb and it can be anyone else who's listening, if they figure out how to keep playing the game well. SEAN: Yeah. I'd look at this as an opportunity. You can look at it as negative as you want, you can get depressed about it and you can sit there and pout, or you can really try to think of the positive ends. For me, just being able to take time to spend more time with the kids when they're home, or to be able to teach them from home how I want to, or to be able to go online and spend my time with a course, learning something new – you've got to take this as positive as you can. You have to utilize your time. Everybody in the world is confined to their homes at this point, or almost, so do what you can do to benefit from that situation. I think that's really what you've got to do here. I think you will benefit in some way as long as you see it as a positive thing. OLIVER: I would like to bring up another point. It's actually about solidarity. We all have to take care of each other and the other companies. If our customers die, for example, we won't be able to do business after the crisis with them. So we also have to put up plans where we can help our customers not just on the business, but on the survival side of things. So maybe this will make people think about things they've done before or ways they saw things before. Right now we have to take care of each other worldwide, actually. ROB: Yeah, it has definitely taken that longer approach of, for people who are young, to say, “You may be young and you may not be likely to get sick, but what about someone else's parent, grandparent?” SEAN: We're getting up there. ROB: What about us on this call? Take care of us too. But really, how to think beyond yourself I hope is a lesson we can carry forward a little bit longer than just the memories of this unusual season. Oliver, Sean, when people want to track you guys down, when they want to find Kemweb, where should they go to find you? OLIVER: They should go to the internet, this new thing, you know? [laughs] ROB: That's all we got. That's all we got right now. OLIVER: You'll find us on the social media channels. We have our own podcast, actually, which is a German-American podcast form, and it's called Robot Spaceship. You need to understand a little German. I'm speaking German and Sean is speaking American English. But you'll find us on the web, www.kemweb.de. SEAN: Kemweb.de, and that's www.robotspaceship.com for the podcast. OLIVER: Sean is using his quarantine to set up an English landing page. [laughter] Isn't it, Sean? SEAN: It is. There's so much translation that happens. There's so much work. [laughs] I need to take a vacation from working because I've got so much work to do. [laughter] ROB: I think we'll all be looking to help the travel industry rebound in a little bit when we can all come out of our holes. Oliver, Sean, thank you for coming on. Thank you for sharing at this time. It's good to be able to connect over audio, at least, and share some of your learnings, lessons, and growth with the world. SEAN: Thank you. OLIVER: Thank you for the invitation. Great experience for us. ROB: Thank you so much. Maybe in Austin next year. SEAN: Definitely. OLIVER: For sure. ROB: Let's work that out. SEAN: Fingers crossed. OLIVER: On 6th Street. [laughs] ROB: All right, thanks, guys. Bye bye. Thank you for listening. The Marketing Agency Leadership Podcast is presented by Converge. Converge helps digital marketing agencies and brands automate their reporting so they can be more profitable, accurate, and responsive. To learn more about how Converge can automate your marketing reporting, email info@convergehq.com, or visit us on the web at convergehq.com.

Tsoukalos, Childress, Wilcock and the gang recap a recap of a rehashed episode for like the 5th time - talking about mathematicians like Ramanajan, Turing and other geniuses like "Steven Jobs" (as Childress says) who, of course, MUST have gotten ALL their inspiration from extraterrestrials as it's impossible to think of any sort of technological advancement without alien intervention. Let's prooooooooooooooobe into The Visionaries!

Steven Jobs success revolved around the fact that he embraced personal growth.  Self improvement is a lifelong process. It involves a plan and the execution of that plan over a period of time.  Joe shares 5 simple steps for realizing and maximizing your potential.

Este episodio nos recuerda al más importante emprendedor de la era moderna: Steve Jobs, quien definitivamente impactó la forma de vivir de millones de personas. Bueno, pues he traído la biografía de Steve porque su vida nos deja una serie de valiosas lecciones para nuestra vida personal y financiera, continuando con la serie de Biografías que empezamos en el episodio 83 con la vida del Mexicano Carlos Slim. ¿Empezamos? Si quieres ver completo el discurso de Steven Jobs en la Universidad de Stanford, da clic aquí: https://www.youtube.com/watch?v=lC6SRuGtIJ4 Audio introducción: Tomado del canal de Youtube de Chejo QuemeAndrino Y si quieres darte una pasada por la casa, ve a: www.consejofinanciero.com

Struggling with creativity for marketing your agency? Looking for ways to increase subscribers and opt-ins? In today's creative-driven landscape is now easier than ever to thrive. Don't let uncertainty or mental blocks get the best of you. Take some actionable steps that will cement your creativity and transform it into results. In this episode, we'll cover: It's time to try the one creative thing you've been ignoring. #1 most important creative tip. 2 rules for creative agency owners. Today, I talked to Jeff Goins, founder of GoinsWriter.com and author of several popular books — including Real Artists Don't Starve — who also teaches online classes and hosts events. He's not just a writer. Jeff is a writer that fell in love with marketing. After working at a non-profit for years, Jeff's writings skills and entrepreneurial spirit led him to a life as an amazing creative. Today, Jeff's going to share some juicy tips straight out of his new book. It's Time to Try the One Thing You've Been Ignoring Yes, that thing. You know the thing. It's that chatbot you're afraid to implement, or podcast you're afraid to start, or the video marketing you've put off.  Sure, you've got plenty of excuses to avoid that thing, but you it's time to stop ignoring it and get it going! We all have strategies and tools available to us. And yet we all have excuses for not trying them out. Whether it's because we're positive it won't work or we think that it's just a fad, all of that head trash (link here) can prevent you from doing the one thing that could be the catalyst for change and agency growth. Jeff tried blogging for 9 years with a very little following. In fact, it took 4 years to reach 250 subscribers. But, when he offered a free ebook as lead magnet to his new blog — he jumped from 70 subscribers to 1,000 in just one month. Why? Because he simply tried his thing. Jeff says he thought lead magnets were just marketing mumbo-jumbo. But when he got out of his own way and tried it out, he found major success. Here's my challenge for all of you this week -- identify one thing and go do it! #1 Most Important Creative Tip Why do you create content? Is your agency simply trying to convert leads to clients? A lot of people think content is for selling. If that's you, then you need to 180 the way you're thinking. Content must provide value. This is especially true for blogs and video creatives that are hitting top-of-the-funnel prospects. Jeff says to think of content as a mutual gift to your audience. You give them valuable, free content, and in return, they give you their attention. Don't just focus on conversion metrics. If you give them value, they will come. All of those prospects who don't buy anything now could end up being more valuable than you think. Give them fresh content, and they may just become brand evangelists on social media. Remember, marketing is more complex than lead metrics —and word-of-mouth is still powerful. 2 Rules for Creative Agency Owners Jeff gave us a little sneak peek into his newest book where he shares the 14 rules for creatives to thrive. Here's 2 of them: 1. Steal from everyone Here's the thing about originality, it usually produces terrible results. It's OK to steal from your influences. Are you creating a new blog? Go look at your competitors and your heroes. Guess what? They looked at their competitors and their heroes! Study what your peers are doing and use what's valuable to you. Don't just say "I have to do everything differently!" Or, as Steven Jobs (quoting Igor Stravinsky) said "Good artists copy, great artists steal." This doesn't mean you should plagiarize. It means you should pick a few of the all the great things other people are doing and morph them your own. 2. Live a portfolio life You have to be fluid to survive in the creative world. Sticking to one thing may be a great way to market your agency as a niche to clients, but when it comes to being creative, you have to adapt. Think of the creative world as a mutual fund, not a single stock option. Tech is moving too fast and times are changing too rapidly to get caught up in one style or content type — you have to move with the tides. To do more than just survive you have to be continually creating and innovating. Cashflow or Bookkeeping Issues? FreshBooks is the solution with their ridiculously easy­-to-­use cloud accounting software for agencies. Freshbooks helps you work smarter and become more organized. Most importantly, it gets you paid quicker. Check out FreshBooks.com/SmartAgency and enter SMARTAGENCY in the “How Did You Hear About Us?” section for a FREE 30-day, unrestricted trial.

Hi Systems for Success Family! Well we just finished the 2018 midterm elections and it seemed there was more focus and more debate generated by these elections than any I remember in many years.  And some of the conversations and debates around this have made me want to address something in this episode that I think is really important to the future of this country.   I had a conversation with one millennial recently who was really frustrated with some of their friends for thinking they could just not vote and still complain about the way things were going…or that other of their friends could vote for politicians and policies that focused on increased government control, taxes and redistribution of wealth and still expect to see the same abundance for their kids as they experienced.  Then there was a public opinion poll from Harvard's Institute of Politics, that came out right before the elections that said likely voters claimed to favor socialism over capitalism by something like five points, and the majority supported things like single-payer healthcare, federal job guarantees, and free college. According to Harvard's new poll, millennial Americans have grown to distrust capitalism and free enterprise.   There was also a Fox News poll earlier this year that showed an uptick to 36 percent of the people polled who had the view that moving away from capitalism and toward socialism would be a good idea.  The article I read said that Historical surveys from the late 1930s to the late 1940s show that only a tiny fraction of Americans embraced the socialist label.  And now 36 percent are in favor of heading that way?  What’s up with that? Let me be clear, this isn’t about the voting that happened last week.  I think everyone should get out and vote their conscience.  This is not a political commentary podcast and I’m not trying to turn it into that. What I’m talking about here goes way beyond political viewpoints.  I’m talking about a system for success that built this country and I think really built our world…a system for success is now at risk.  Political victories are temporary bandages over what I see as severe national threat posed by the revival of historically discredited systems like socialism as the system for success in societies. Somehow there have been all kinds of purveyors of global capitalism, from free-trade champions like Bill Clinton to way right-wing leaders like Paul Ryan, have failed to persuade young Americans that the free market has been significantly responsible for global income per person increasing tenfold--that the free enterprise system has been responsible for eradicating poverty for hundreds of millions of people around the world, and a massive increase in both the length and quality of life.  Many people, especially it seems in the younger generation, have begun to imagine that a fatally flawed system of having government control of who gets what will create long term success in societies. So in this episode, I want to share with you some thoughts about what I think is the antidote to that flawed system. Let me tell you what I love about the system for success of a free market economy.  I share some of these thoughts in my book, Beyond Business, that will be published the last week of November. So if you want more inspiration on how business shapes our world, you can get that on Amazon soon.   So here’s what I love about the free enterprise and why I think it is the best system to shape healthy societies.  I love that it is a system where money is earned by serving someone else well.  It’s a system where there is a built in incentive to serve someone well enough to make them happy with what you provided. If I paint your house, fix your car, make a certain tool that you need, you give me money. That money is in essence a certificate proving that I served you. With these certificates of service that you have given me, I can then go online and order some new tool I need from Amazon that some other business leader made well enough that others traded their certificates of service for it and were served well enough that they gave it a five star rating. Essentially, Amazon says, “When you place your order, you’re making a claim on something that some other business leader created. You’re asking this other business leader to provide value to you. But first can you prove that you provided value to someone else?” And I say, “Of course I can!” Amazon essentially says, “Prove it.” So I enter my PayPal account linked to my reservoir of certificates of service and prove that I have provided enough value to others to receive the value of this new tool I am buying for myself. Commerce is really an exchange of value. Money is just the symbol of value exchanged. Obviously, some people are more effective at creating value for society than others. Is it magic that they receive more certificates of service (make more money) than others who provide less value? Think about Bill Gates, for example. Why is his income so much more than mine? It’s because millions of people use the software his business created. I'm using the software he created right now as I type this manuscript, because it makes me more productive than just writing it all by hand. The mission of Microsoft is to empower every person on the planet to achieve more. Their mission is not to make money. Their mission is to serve people by helping them achieve more. I pay hundreds of dollars a year to the company Bill Gates started because it empowers me to be more productive. People pay me less than they pay Bill Gates because I haven't provided as much value to as many people as he has.             There are some who would say it is not fair that Bill Gates makes so much, especially compared to others. They would even cheer the government on in trying to take more money from him (and other wealthy people like him) and give it to others. In doing this they are basically announcing to the world that they don't agree with the deliberate decisions of millions of people to give Gates’s company their hard-earned certificates of service. They are negating the decisions of millions of people who felt they were getting more value than they were giving up when they bought the products and services of his company. Instead, they are suggesting that we should use the arbitrary control of government to nullify all of those deliberate, independent decisions and redistribute those certificates of service without regard for the value created. Just as an aside, when you think through this lens, it almost appears that income redistribution is just a government-authorized version of what a robber does. They take what rightfully belongs to one person for the benefit of someone who didn't actually earn it. Free Enterprise Is a Gift to Humanity   Think about the self-perpetuating system of positive regard for humanity that is built in to this free enterprise system of business. There is a built-in incentive to provide value to others before I receive value myself. There is a built-in system to reinforce the positive principle that the greatest servant will become the greatest success. There is a catalytic mechanism to encourage the Golden Rule of doing for others as we would want done for ourselves. Harvard Professor Steven Pinker says, “Commerce, trade and exchange . . . mean that people try to anticipate what the other guy needs and wants. It engages the mechanisms of reciprocal altruism.” That, in a nutshell, means that business makes people want to serve others’ needs. That sounds to me like a real gift to humanity! Now think of the alternative. For the sake of contrast, let’s talk about socialism. A socialist economy can essentially say, “Lonnie, you don’t have to provide value to other people in order to deserve the value that someone else produces. As long as you’re a member of our party, we will take what your fellow man produces and give it to you based on equality or need rather than based on what you produce.” This system has been well proven throughout history not to create sustainable success in relationships or true abundance in society. When it comes to relationships, Alexander Solzhenitsyn, a Soviet dissident who won the Nobel Prize, said that the Union of the Soviet Socialist Republic was a government at war with its own people. The very nature of the socialist system diminishes the dynamics that cause sustainable success in relationships. Peace and prosperity for societies have not resulted from such systems; quite the opposite. Socialism has demonstrated fairly well that if you take away the free enterprise business system of profit for productivity, it is likely that the real wants and needs of people won't be met as effectively. In our generation, some countries that have historically been most deeply entrenched in socialistic and communistic systems are now becoming more capitalistic in their approach to commerce. They simply realize that this creates healthier relationships and stronger societies. China is a great example of this transformation. When I started making regular trips to China a few years ago, I would have never even put “communism” and “capitalism” in the same sentence. Yet now that I have done a lot of business in China over the last three years, I can honestly say that China, while still clearly communistic in government, is one of the most effectively capitalistic in business. I vividly remember getting off a bullet train in Guangzhou, and my Chinese business partner mentioned that this was considered one of the wealthiest cities in all of China. I asked, “How does the Chinese government measure wealth in cities?” I was thinking he would respond with measures like we use in America: per capita income or average household income, but no. He said with great clarity, “In China we measure the wealth of a city based on the number of new businesses that are being started and the success of those businesses in providing value to people in the city based on how much profit they make.” Wow! The Chinese government measures the wealth of a city based on these leading indicators of success rather than lagging indicators like household income. They clearly understand capitalism, maybe even better than some governmental systems in America. The rapid social and economic transformation of China over the last three decades has once again demonstrated the power of capitalism to improve societies.             In general, in a free market society, people who are wealthy have become so by providing substantial value to other people. I’ll provide a few well-recognized and somewhat extreme examples to illustrate this point. Think about the extraordinary value these business leaders have provided to people that has enabled them to earn billions of dollars. Jeff Bezos, through Amazon's efficient shopping and data systems Steve Jobs, through Apple's revolutionary products Mark Zuckerberg, through making people more connected than ever before with Facebook Elon Musk, through developing Paypal to enable simple and secure online money transfers for people around the world and then creating Tesla’s most energy efficient yet powerful luxury cars on the market The Mayo Brothers through developing Mayo Clinic as the number one medical clinic in the world solving health challenges no one else can solve Richard Branson, through his four hundred plus companies that provide products and services that improve the lives of people around the world Branson says, “I've always seen business as a group of people trying to improve other people's lives.” Zuckerberg started simply with a clear passion to help people be more connected. The Mayo brothers didn’t intend to build the number one medical center in the world. They began with a simple radical vision to eliminate disease in humanity. Often, these titans of business begin with an altruistic vision to provide value to society, and society rewards them handsomely when they do.  Do we really mind that these iconic business leaders became very wealthy or that their companies made a lot of money? Do we really wish they had kept their ideas to themselves and not offered to sell them to us for an amount of money that would allow them to continue to make better products and services that we value? Do we begrudge them for making a lot of money? No, because they gave us so much “bang for our buck”! We’re grateful to them! When Steven Jobs died, a cartoonist showed him entering heaven as he was welcomed by Benjamin Franklin and Thomas Edison. Is there any doubt that these three people contributed more value to society than they received? Ben Franklin contributed too many inventions and discoveries to name. How could we ever repay Thomas Edison for lighting up the world? How could we ever repay Steven Jobs for putting the world of information in our hands in the form of smartphones? These people gave more value than they received by far. Isn't that a beautiful and virtuous cycle that we would want to see continue, whether on a large scale or happening at your favorite small local restaurant that continually makes better tasting, healthier food served in a great environment that fosters relationships? What these business leaders do with the free enterprise system is truly a blessing to humanity! Profit Perpetuates Customer Satisfaction               Whenever the profit incentive is missing, the probability that people’s wants can be safely ignored is the greatest. This is because the ability of a business to make a profit depends on two simple factors. The first is whether the business is producing a product or service that society values enough to pay what they are asking for it. The second is whether that business is well led enough to use limited resources in a way that is efficient and effective enough to consume less resources than the resources others are willing to give in exchange for it. That’s how profit is earned, and it makes profit dependent upon meeting people’s wants and needs. As I have mentioned, I have spent a lot of time in both the non-profit and the for-profit worlds. I have led boards in both worlds, and I can tell you that in general there is a higher degree of consistency in customer satisfaction in the for-profit world than in the non-profit world. Why is that? I believe it is because in a free market economic system, profit is a built-in catalytic mechanism to constantly encourage service and value creation as of primary importance. Capitalism is compelled by the profit motive to look for and respond to people’s needs and wants. I'm not saying that capitalism or the free market economic system always produces other-centered people or companies. Certainly, greed and corruption can and do enter in to this system just as they do in many other good systems. At the same time, this does seem to be the system that is most closely aligned with the principles of an ideal society where the one who serves others best becomes the greatest success. In a healthy free enterprise system, the pursuit of profit by serving people and the building of what some might call “God's kingdom on earth” are one and the same. No one argues that the free enterprise system is perfect or free from abuses, but I believe it is the system that most effectively promotes the principles of God's ideal society where the greatest servant becomes the greatest leader. So here’s the question.  Since free enterprise has proven to be a system for success that has build a better world wherever it is done well, what can you do to either spread the word or to actually get involved in free enterprise yourself.  Do something that will put some heat around this topic and continue to raise the value and appreciation for free enterprise as a powerful system for success to build a better world.

What if you could have the one ring that rules them all? What if you could leverage the one force that influences everything in this world? Those of us who are leaders in the business world, have an incredible opportunity to make the world a better place…much more so than we typically think about or believe.   Virtually everything we can see that is man-made was made by someone who had a vision to start a business, and that business provided income so that people would have jobs, and those jobs created incredible blessing. When you make money you serve everybody, you bless everybody. Everything that is not in its natural state is there because somebody had a vision they turned into something that would bless somebody, something that would give value to someone. There's nothing like the impact of a business that provides jobs. All the employees then contribute to society. Those jobs create incredible blessing to society. Even a plumber with two can change the world!  The process of making money is a way to make the world better.  It’s a powerful process to serve and bless people. As the late, great Steven Jobs said: “Everything around you that you call life was made up by people that were no smarter than you; and you can change it, you can influence it, you can build your own things that other people can use.”  What Transforms Societies? Some may argue that business isn't the only thing that influences the world. They're right! It's not. As I see it, there are seven primary forces that shape society in any city, nation, and country. They are: Family, Religion, Media, Arts and Entertainment, Education, Government, and Business. Of these seven forces, there is one that has the most pervasive effect on shaping or driving the other six. You guessed it. That one force that influences all the others is business. Business is the primary driver or influencer of all the other six.  Government Government certainly has a significant impact on society. But where does government get tax money so it can operate? From the income created by business. People who make money in a business pay taxes that support the government. Arts and Entertainment There is no question that arts and entertainment shape cultural norms. What drives the growth of arts and entertainment in society? Who have been the primary patrons of the arts? Who is on the board of directors of the arts councils, the cultural centers or museums? Is it a homeless, jobless guy? Generally, it is the wealthy, who have become so through business. It is mostly business leaders who are the influencers of the makers of art. Robust businesses drive the arts and entertainment, which are influencers of society. If there was never any money exchanged or given to the artist or the one who created, what would happen to art and entertainment? If art has changed society or culture over time, it's because somebody was offering it as a business. If someone sets up an art studio or a theater, they do marketing, sell tickets, provide customer service, and maybe have employees, etc. Of course, there's a lot of good art that never results in money or has anything to do with money. But generally, art that transforms culture has a business element attached to it. Sitting in your room and painting or making music just for your own pleasure is good, but it is not going to transform culture. That work has to be marketed, as a business. Family I firmly believe that healthy families are the foundation of any healthy society. Yet the family requires money to function, and that money is generated by some type of business. Even if your family has inherited wealth, someone at some point made that money through business. The Bible indicates that if you don't work and provide for your family you are “worse than an infidel.” Unless you are stealing to provide for your family, you will probably be providing for them as a result of some type of commerce. What has given me the opportunity to focus on raising our family and for my wife to homeschool our kids has been businesses that produced income that allowed my wife to be home to give the best efforts of some of the best years of her life training our children. Religion  Religion has certainly had a significant influence on shaping society throughout the ages. Every dollar that every church has ever used to do the good work it does, though, was created by a business. You can't give offerings if you don't have money to give. Where does that money come from? Business!  Who is on the boards of churches? Who is on the financial committee? Who are the volunteers? None of these important roles are employees of the church. They are all employed by some business. Every volunteer in the church, by definition, is not paid by the church. It is those volunteers who do most of the important work that is done for communities by any church. Media Media doesn't just report on what's happening in the world; it influences what people know and believe about the world. How does business influence media? Every media company is ultimately a business. Furthermore, many types of media are strongly influenced by the businesses that become their customers. When a company says, “Our business will not pay for this million dollar advertisement on your media because we don't agree with your agenda”, they have real influential power over that media. Business influences media by voting for or against any media outlet with their dollars. Education  Education shapes the future of society in many ways, and educational institutions are ultimately run as businesses if they are going to survive. Who is on the boards of universities? Where did money come from to build and run those educational institutions? Even educational systems that are completely free to the student ultimately receive some type of funding (with money created by business) and/or have leaders who volunteer their time on boards who make money to support their lives and their ability to give to causes through business. I'm not saying that business is the entirety of what shapes this world. All seven of these forces shape the world along with some less dominate factors that I have not mentioned. And certainly, there are other integrated or overlapping influences between these seven forces. For example, one could argue that government or religion could influence all the other forces. But you can see that business has an inordinate influence! Business and business leaders don't control the other forces that shape society. They simply have a significant impact, both through the influence of being an economic driver as well as through the systems and processes of business within each of those other six areas. If you took business out of a community, the other six forces would suffer greatly and eventually disappear. Of course, government could try to control all the other six forces. It might have the power to take control of resources and even to eliminate businesses. The Soviet Union tried that and demonstrated that this doesn't create sustainable success in society. Of these seven forces that shape society, business has proven over many generations and in many cultures to have the most profound and consistent impact on all the others. One has to at least ask the question: “Since all the primary forces that shape society are all influenced by and fueled by business, what is the best way to influence the world? What is the highest potential platform to transform society?” My bet is on business!  And if you are a business leader, my bet is that you have more power to change the world than you might think.  There is probably something each one of us can do to better leverage our business as a platform to improve society in some way. I’d like to challenge you to think of at least one way that you could more effectively use what you do in business to make your part of the world a better place.  EPISODE RESOURCES: Discover your love language by taking this free online assessment. Order The Five Languages Book on Amazon. THANK YOU! Thanks again for listening to the show! If it has helped you in any way, please share it using the social media buttons you see on the page.   We'd also really appreciate any feedback or questions that might guide what we talk about in future episodes. Additionally, reviews for the podcast on iTunes are extremely helpful and greatly appreciated! They do matter in the rankings of the show and we read each and every one of them. JOIN THE SYSTEMS FOR SUCCESS COMMUNITY! Subscribe to the Systems for Success Podcast on IOS or Apple Itunes. Subscribe to the Systems for Success Podcast on Android or Windows OS. Enter your email in one of the email opt-ins on this site for regular emails from Lonnie Gienger or the Gienger Family on additional Systems for Success. Follow Systems for Success on Instagram @systemsforsuccess Follow Lonnie Gienger on Instagram @lonniegienger

Welcome to The Heroes Tavern. Grab a beer, pull up a chair and settle in for some game banter and laughs. This week the boys struggle to talk about games. So the cover off the passing of the great Stephen Hawking and ramble about Steven Jobs. Plus Callum can't hold it in when Nick describes Josh playing a new VR game With @HitThatRowdyy, @SpazRus and @TheBSMuffin. We are @HeroesTavernPod on Twitter, Instagram, and Facebook. You can email us at HeroesTavernPod@gmail.com. Visit our new website www.HeroesTavernPod.com ( http://www.HeroesTavernPod.com ) Come join us at the Go Games Market on March 25th at the Kathleen Syme Library and Community Centre in Carlton, Melbourne. We'll be there being us, but don't let that stop you. You might find a hidden gaming gem. Click here ( https://www.facebook.com/events/373721549745092/ ) for details. Time Stamps 0:00:00 Intro 0:01:30 News, Drake the twitch king 0:05:50 Aussie eSports 0:10:30 Capcom direct 0:15:38 Tomb Raider movie and game 0:25:40 Sea of Thieves world record 0:28:48 EB PAX Expo and apple 0:39:07 Heroes Tavern Radio 0:40:00 More Rainbow 6 Seige 0:50:40 A little Rocket League 0:53:20 Sprint Vector 1:01:14 Fallout 4 1:08:35 Listener question: Special Editions 1:25:02 Wrap up and goodbye

"My best ideas come in moments of stillness" Today's guest on the Art of Adventure podcast has made a name for himself by thinking outside the box with unconventional and creative business ideas and marketing strategies. He is the man behind IWearYourShirt.com, a million dollar business where he got paid to wear t-shirts for a living. He has changed his name more than Prince: Jason Zook (rhymes with 'look'), was formerly known as Jason Sadler, Jason HeadsetsDotCom and Jason SurfrApp. In 2014, he self-published his book Creativity For Sale by crowd-sourcing over $75,000 worth of sponsorships before the book was even written. This episode is all about how to exercise your creative muscle, take action, and have fun making money. Quotes: "NO is another opportunity to hear yes" - Jason Zook "You don't get what you don't ask for" - Jason Zook "I want people to feel the empowering feeling of getting something into the world" - Jason Zook "Follow your effort, not your passion" - Jason Zook "Adventure is realizing a big dream" - Jason Zook "If could add anything to the world, I would bring Steven Jobs back and add another Elon Musk" - Jason Zook "Take a photo of you with your favorite author's book and send it to them" - Jason Zook "The first 'weakness' I outsource is to pay for a good designer" - Jason Zook "My best ideas come in moments of stillness" - Jason Zook What you will learn in this episode: -How to tone and build your creative muscle -"Hacktics" - hacks and tactics to help you take action -What Jason's greatest strength is -How Jason funded his podcast with a product bundle -Why you should make yourself accessible to help others -How to find your unifying theme -How to get over self doubt and get used to rejection -Jason's favorite pricing model and how it works -Plus much more... Continue the Adventure: Jason Does Stuff - for all Jason's past and current projects Author at The Next Web Creativity For Sale: How I Made $1,000,000 Wearing T-Shirts And How You Can Turn Your Passion Into Profit, Too Thanks Jason Zook! If you enjoyed this session of The Art of Adventure Podcast, let Jason know by clicking on the link below and sending him a quick shout out on Twitter: Click here to thank Jason on Twitter! Support the Art of Adventure! This podcast is supported by listeners like you! Become a patron of the Art of Adventure on Patreon This episode is also brought to you by Red Revive! We have an amazing new partner and are offering a special sale for Art of Adventure listeners – click here for 30% off! Subscribe to The Art of Adventure Podcast for free in iTunes or Stitcher. If you enjoyed the show, please help us by leaving a 5-star rating and review! You might also like these episodes: AOA 031 | Shane Snow | Smartcuts and Storytelling AOA 039 | Jesse Krieger | Focus On Your Area Of Genius AOA 025 | Steve Daar | Profit Hacking For Web Entrepreneurs AOA 020 | Scott Morrison | The World Of Sponsorship Did you enjoy the episode?: What was your biggest takeaway? How are you using creativity to make money right now? What is the craziest creative business idea you have heard of? Please share in the comments section below as I’d love to hear from you.

Fluginvasion råder i avsnitt 88 då vi också förundras över Johannes Brosts livsfienden. Det blir även en självpröjsande Agneta Sjödin och en skidlegendars ofrivilligt nya karriär. Dessutom vad man, med eller utan Brolins hjälp, kan använda en dammsugare till. Samt hästtips och Steven Jobs!

Join me as we discuss how our personal issues can have an adverse affect on people around us. Every day in America members of the African American entertainment community are afforded an opportunity to make decisions and choices, which affects the lives of their viewing or listening audience.  Over the course of the last week, the African American entertainment community has made choices, which at best, has raised serious concerns.  Porsha Stewart was arrested; Kerry Washington continues to disgrace the office of the Presidency and African American women in her adulterous role as the personal sex toy of the alleged President of the United States, and Mimi of a reality show issues a sex tape.  Aside, Shanesha Taylor cries in a mug shot as she is subject to arrest on allegations of child abuse.  Her excuse: "Single Parenting"! She gets financial support from people like Amanda Bishop and others who feel sorry for her stating she had no other choice because she had to attend a job interview. SHOWS SAY AMANDA BISHOP (IT IS SHANESHA TAYLOR) Should Sean "P Diddy" Combs speak at Howard University college graduation?  Is it the same as Bill Gates and the late Steven Jobs who are inventors and who employ thousands of people worldwide and who are great financial contributors to communities around the world?  Is it acceptable for a person to speak at a college who has not graduated?  Are they the best candidiate to teach people how to use a college degree in this market when they do not have a degree? Or is it best for them to speak at a high school graduation about alternatives to college?  

Today's buzz: Your health. When choosing a physician, hospital, insurance plan, or treatment, you must be a smart consumer. This means having the right information whenever, wherever, however you need it, so you can make informed decisions that yield the best possible outcome. Can mobility help? The experts speak. Devin Virta, SAP: “You've got to start with the customer experience and move back toward the technology – not the other way around.” (Steven Jobs, Apple) David Delaney, MD, SAP: “The only real chance we have to bend the healthcare cost curve is to shift our efforts from trying to make pounds of cure cheaper to applying ounces of prevention, and engaging the patient as an active and invested agent in the improvement of their health.” Dan Mahowald, SAP: “We believe, in healthcare, that the (medical) record will start living with the consumer...where I can take it anywhere I go in the world and always have access to it.” Join us for Power to the Patient: Medical Info Goes Mobile.

Today's buzz: Your health. When choosing a physician, hospital, insurance plan, or treatment, you must be a smart consumer. This means having the right information whenever, wherever, however you need it, so you can make informed decisions that yield the best possible outcome. Can mobility help? The experts speak. Devin Virta, SAP: “You've got to start with the customer experience and move back toward the technology – not the other way around.” (Steven Jobs, Apple) David Delaney, MD, SAP: “The only real chance we have to bend the healthcare cost curve is to shift our efforts from trying to make pounds of cure cheaper to applying ounces of prevention, and engaging the patient as an active and invested agent in the improvement of their health.” Dan Mahowald, SAP: “We believe, in healthcare, that the (medical) record will start living with the consumer...where I can take it anywhere I go in the world and always have access to it.” Join us for Power to the Patient: Medical Info Goes Mobile.

This week, a special remembrance of Steve Jobs with some old friends. Running Time: 45:49 Hosts: Jamie Diamond, Paulius Gedrikas, and Alex Dimitriyadi You can now visit our Facebook page... ...and our Twitter feed: @TechNightRadio Direct Download of Episode 128 Subscribe in iTunes Subscribe via RSS

My mother taught me the most important thing when you do something is passion. I learned from a couple of lessons she taught and I share those and show how the passion of two people, Hilary Knight, who I interviewed for my book, “Moms are the CEO’s of Life”, and Steven Jobs made them outstanding […] The post Things My Mom Taught Me – Passion appeared first on WebTalkRadio.net.

Without execution, visions will remain just that - visions or dreams. Establishing goals and writing them down in ink sets the wheels in motion to creating your ideal life. Another powerful component of goal setting relates to how you will feel once you have attained each of your goals. This adds the emotional element that helps inspire you even more. Picturing how you'll feel after achieving your goals is like an emotional magnet that pulls you to do what you need to do so you can experience goal achievement. In theory, working toward your goals is not complicated. Most days, most of the things you do should move you toward your goals. People absolutely must be motivated to work toward their goals. Motivation is the spark that lights the fire necessary for action. Without motivation, a goal is simply words on paper. Your goals can be anything you wish – there are no limits. In fact, it is better if you stretch your visions beyond what you believe is possible. The reason is because you are probably capable of so much more than you currently believe. The mind has the ability to be our best friend or our worst enemy. As our best friend, it serves our limitless visionary, but as our worst enemy it serves as our limited perception. The only limits that exist are the ones set by your perceptions. Think big and aim high! Steven Jobs said: “If you are working on something exciting that you really care about, you don't have to be pushed. The vision pulls you.”