Podcasts about yes ok

Arun and Patricia talk about: Sir David Attenborough gave one his starkest warnings yet to the UN Security Council. "Yes OK, you win." This is the moment a caller who opposes Covid vaccine passports admits James O'Brien is right. Animanics renewed for 3rd Season. ‘Rugrats' Revival With Original Voice Cast to Debut on Paramount Plus. DisneyWorld reopening for a few weeks in March. Daft Punk split up. Real Ghostbusters and Extreme Ghostbusters being released on YouTube. Monsters at Work Announces Disney+ Release Date. TRAILER: Luca. Nickelodeon to expand Avatar: The Last Airbender with creators — first up is an animated film. The Weekenders turn 21. Reunion on Zoom. Mr. Potatohead is now gender neutral. --- Support this podcast: https://anchor.fm/old-school-lane/support

Todd: Now, Sandra, hello!Sandra: Hello!Todd: Now, you are a wine connoisseur. Or wine teacher. No!Sandra: Not really!Todd: Not really?Sandra: A wine connoisseur. No, that's sort of a snobby.Todd: Oh, really?Sandra: Yes.Todd: Oh, OK. So, how would you describe what you do?Sandra: A wine professional.Todd: A wine professional. OK, so what does a wine professional do?Sandra: Try to make money from wine.Todd: OK.Sandra: So, I'm a wine writer, a wine columnist. I teach wine.Todd: OK, so let's say if I'm going to have friends over, and I'm making let's say steak. I'm having a grilling steak. Can I serve wine with steak?Sandra: Yes. Steak goes with almost any red wine.Todd: Oh, really. OK. So, red. How about if I want to mix wines. Is it OK to go red wine, white wine?Sandra: You always start out with white wines going towards red wines.Todd: OK, always go white wine first, then the red wine. (Yes) OK, and how about for dessert. Is there a special dessert wine?Sandra: There are many great dessert wines, so it depends on what you like, how sweet you like and what you're making for dessert.Todd: OK, so how about I'm making terimisu.Sandra: Terimisu, then I would probably have a tawny port, either from Portugal or from Australia, which makes great ports, or you might even go for a fruity and oaky zinfandel, which is dry wine from California.Todd: OK, nice. How much will that cost me?Sandra: Depends on how much you want to spend. For a port, a tawny port, anywhere in between 3,500 to 10,000 (OK) And for a California Zinfandel, a good one probably about 3,000 (yen).Todd: 3,000. I think I can maybe afford that. Not much. And, how about what would be a good wine to start off for like appetizers or with a salad or something like that.Sandra: I always start off with a sparkling wine.Todd: A sparkling wine.Sandra: Yes. I prefer champagne but if you can't afford it, even though champagne is the lowest price anywhere in the world is in JapanTodd: Oh, really.Sandra: And many of my students load up on cases of champagne and have it sent home by their companies container.Todd: Oh, wow.Sandra: Yes. But champagne is a good starter.

Sir David Attenborough gave one his starkest warnings yet to the UN Security Council. "Yes OK, you win." This is the moment a caller who opposes Covid vaccine passports admits James O'Brien is right. Animanics renewed for 3rd Season. ‘Rugrats' Revival With Original Voice Cast to Debut on Paramount Plus. DisneyWorld reopening for a few weeks in March. Daft Punk split up. Real Ghostbusters and Extreme Ghostbusters being released on YouTube. Monsters at Work Announces Disney+ Release Date. TRAILER: Luca. Nickelodeon to expand Avatar: The Last Airbender with creators — first up is an animated film. The Weekenders turn 21. Reunion on Zoom. Mr. Potatohead is now gender neutral.

We Keep it short and sweet for this episode! just a little reminder that we are still here and are going through shit like everybody elseCAN WE ALL AGREE 2020 AINT SHIT! YES?? OK! LOL!Bellodeseoo tells us about her Mexican Karen spirit who took over her body with a dispute against a well known car dealership...the betrayel is R E A L!CHECK OUT TIME SEGMENT please don't hesitate to donate to the victims who have been affected by HURRICAN ETAreceipts are being posted to show how legit this resource is and how it will benefit the people in HondurasDONT FORGET TO FOLLOW US ON INSTAGRAM https://www.instagram.com/geeandbee_podcast/AND TUNE IN AND LISTEN ON ALL PODCAST PLATFORMSSPOTIFYAPPLE PODCASTDEEZERTAKE NOTESPODCAST ADDICTSIHEARTTHANK YOU FOR THE SUPPORT AND FOR THE NEW LISTENERS WELCOME TO HELL!!! JK WELCOME TO A BLUNT AND HONEST CONVERSATION. -GABBYDASALVI AND BELLODESEOOO

Dr. Hayes interviews Dr. Lichter on his involvement with early breast preservation.   The purpose of this podcast is to educate and to inform. This is not a substitute for professional medical care and is not intended for use in the diagnosis or treatment of individual conditions. Guests on this podcast express their own opinions, experience, and conclusions. The mention of any product, service, organization, activity, or therapy should not be construed as an ASCO endorsement. Welcome to JCO's Cancer Stories-- the Art of Oncology, brought to you by the ASCO podcast network, a collection of nine programs covering a range of educational and scientific content and offering enriching insight into the role of cancer care. You can find all of the shows, including this one, at podcast.asco.org. Today, my guest on the podcast is Dr. Allen Lichter Dr. Lichter has a long and really storied history in the field of oncology over the last five decades. With his colleagues at the NCI, Drs. David Danforth and Mark Lippman, he was the radiation oncologist PI for one of the four studies that demonstrated that breast preserving therapy was as effective as mastectomy for newly diagnosed breast cancer. He more or less single-handedly started the Department of Radiation Oncology at the University of Michigan, now considered one of the top programs in the world. He is one of only three radiation oncologists to have been a dean at a major university in the United States, serving as such at the University of Michigan Medical School for eight years. And he is one of only three radiation oncologists who have been president of ASCO. The others are Sam Hellman, who I've interviewed previously, and our current president, Dr. Lori Pierce, who, by the way, is also from the University of Michigan. And his term was from 1997 to 1999. Dr. Lichter was born and raised in the Detroit area. He received his undergraduate and his medical degrees at the University of Michigan, after which he completed an internship at a community hospital-- St. Joseph's in Denver-- and then a residency in radiation oncology at the University of California, San Francisco. Following that, he joined the faculty at Johns Hopkins University, but after two short years there, he moved a few miles south to the National Cancer Institute in 1978, where he was head of the radiation therapy section of the radiation oncology branch. I believe you couldn't have been more than 32 or 33 years old, Allen, at the time. I counted up the years. He then moved back to Michigan to start the department here, which he chaired for eight years, and then became the dean for eight years. And then he went on to become the Chief Executive Officer of ASCO from 2006 to 2016. In spite of spending the last 20 years of his career as an administrator, Dr. Lichter has authored over 120 peer-reviewed papers. He was the co-editor of Clinical Oncology, one of the major textbooks on oncology, and has really been a leader, especially in radiation oncology, but in cancer in general in this country. I also want to add he was my boss for eight years when I first moved to University of Michigan, and during which time he was also my next door neighbor here in Ann Arbor. And I got to be his boss for one year-- if anybody could be Allen Lichter's boss-- from my term as ASCO president. Dr. Lichter, welcome to our program. It's great to be here, Dan. So a number of questions. I know, first of all, you grew up in Detroit and you went to Cass High School. And while this podcast is supposed to be about the history of oncology, having moved to Ann Arbor, I find the history of Cass High School awfully interesting. Has a number of famous alums, including Diana Ross, Lily Tomlin, Ellen Burstyn, Della Reese, David Alan Grier, Jack White, Alice Coltrane, and-- my guess is, Allen, you don't even know who Big Sean is, but he's a rapper. He's very famous right now for the younger generation. Any memories from your time there? Did you run into celebrities when you were there? It's quite a place to say you're from, I think. It's an interesting school, mostly a technical high school, located in downtown Detroit, but with a small college preparatory program that took students from all over the city with a competitive entrance exam. And I don't know what possessed me to get on the Second Avenue bus and ride downtown back and forth every day, but it was a fascinating experience. It takes you out of your normal peer group. I met young people-- friends-- from all walks of life, from all corners of the city. And it was a pretty rigorous education. I enjoyed it a great deal. And I played on the golf team. And it sounds to me like you knew you'd be a doctor then. Your father was a family practice doc in a small community just outside of Detroit. Was that true? Did you plan to go to medical school? Or did you have some epiphany when you were at high school? No, I never remember a single day not wanting to be a physician. My dad was a general practitioner and really instilled in my brother, and in me, a love of science and a love of medicine. My brother went on to be an ophthalmologist and was chair of the department at the University of Michigan for 34 years, President of the American Academy of Ophthalmology. So my dad and my brother set great examples for me, and into medicine I went. So I have to tell you, my father was a business man and was disappointed that I was in academics because he never understood why I wasn't generating income. My brother went to work for Eli Lilly. He was a doctor, too. And dad always thought he was doing something productive because he worked for Eli Lilly. So I don't know if your dad was disappointed you went to academics instead of family practice, but-- It was interesting. When I started my residency training, I was certainly confident that I would head into private practice and live a life much like my father did. And when I finished training, I decided I just needed a little more buffing up. I figured I'd go into academics for a couple of years, just to make sure I had a good grounding, and then go into private practice. I love the academic life and stayed there my whole career. I've been fond of asking previous interviewees-- why'd you choose oncology, and specifically radiation oncology, in your case? What led you to go into this path? Especially 40 years ago-- there wasn't a whole lot of oncology to go into. Well, you know, I was one of those medical students that loved virtually every rotation, and after that rotation I was going to become a fill in the blank. In my senior year of medical school, we were allowed to take an away elective, and I wanted to explore radiology as a potential field. My brother had a very good friend who was a radiation oncologist at the University of California, San Francisco, and the chance in the early 70s to go to San Francisco-- especially avoiding the Michigan winter-- was very compelling. So I signed up for the electives, and when I got there, I found that it was six weeks of diagnostic radiology and six weeks of radiation oncology. I hadn't expected that, but what the heck. So I did my six weeks of down in the basement looking at teaching sets, which was really quite inspirational. And I went into radiation oncology. And after my first day, I called my father and I said, I found what I'm going to do. I'm going into radiation oncology. It was instantly fascinating. I love the camaraderie in the department. I love the blend between the physical exams of patients, the treatment of cancer, the use of very high technology equipment and physics. It just struck me and I never wavered from that point on. So I've heard you talk about this-- and I'm 10 years behind you and even was true when I trained-- was that there wasn't a whole lot of science in radiation oncology back 40 years ago. And the field has evolved. And there are two things-- one you already hit on, which is it was combined with diagnostic radiology. And the second is it split away from diagnostic radiology to become its own field, and a lot of science. I've spoken with Saul Rosenberg and Sam Hellman and sort of asked them the same question. Give us just a background of the last 40 years of the evolution of radiation oncology because you had a lot to do with that. Well, of course, the field grew up, as you point out, inside the broad field of radiology. I always would tell my trainees that when Rankin discovered the X-ray, he forgot to discover the instruction manual. So there was a trial and error learning with this very useful technology, but very dangerous technology over a long period of time. For quite some period of time, you trained in general radiology. You had some time in diagnostic a little time in therapy, and you went out and could do both. But as I entered the field, it was becoming more and more difficult to learn radiation oncology in just the few weeks that they rotated in from their diagnostic duties. And I was one of the earliest group of trainees who trained in straight radiation oncology-- no diagnostic training, per se. And the field, as you say, split from diagnostic radiology. Had our own boards. I was amongst the earliest group to take the specialty board in radiation oncology. And the other thing that was true, certainly back in the late 60s and early 70s, is that so much of the field was experiential-- that is, people wrote papers like, you know, the last 100 patients with cancer of the lung that I treated. And this was valuable, but the need to do rigorous, well-controlled clinical trials was obvious to everyone inside the field. And so the field did become much more scientific. Never quite much as medical oncology, and part of that is because devices are treated differently at the FDA than drugs. Drugs you have to prove through scientific investigation that the agent is safe and effective. And then you can release it for patient use. For devices, you just have to prove that it basically doesn't kill anybody. And you can get an approval of a device and often get a billing code for the device. So the approval comes, and then you're supposed to do the science. Well, a lot of people, at that point, they're just too busy using the technology, then, to actually step back and do the science. And, of course, if you spent a lot of money for a piece of technology, to do the science to find out that wasn't a very wise investment is not in your self-interest. So our science lagged behind. I think it is certainly catching up, but it's still, in fact, in many cases, has a ways to go. I have enormous respect for our colleagues in the FDA on the devices side, and their hands are tied a bit. But I liken some of what they do to being like underwriter's laboratory. If you plug it in, it doesn't blow up, so they approve it. Yes. It's a little more than that, but you're right. And so much of the device approvals are based on a predicate of a similar device. And it goes from A to B to C and finally, you know, years down the road, the equipment and its use and its underlying structure is so different from the original device that was approved years ago that you rely on, at every step of the way, it really has-- there's been a lot of scrutiny about changing that, and I think over time it will change. You know, historically, it's interesting, by what you just said-- some of the first prospective randomized trials in all of medicine were radiation versus nil to the chest wall with breast cancer. To my knowledge, streptomycin versus nil for tuberculosis was the first, but then a whole series of radiation versus nil. But who would you give credit in the United States-- I would give part credit to you with the work you did with Drs. Lippman and Danforth. Probably one of the first randomized trials in radiation in this country. Well, you're correct that the first chest wall radiation trial started in Manchester, England in 1948. And at that point, doing randomized trials-- giving some patients the therapy and other patients observing or giving them a placebo-- that was not in widespread use in medicine. And over time, those types of trials began to become more common. I think in radiation oncology, our big advance was becoming part of the national co-operative group system, where many of the co-operative groups-- maybe all of them-- had a radiation oncology committee. And our studies were often integrated with surgical care or combined modality care with chemotherapy. And so we began a series of very important studies in breast cancer and lung cancer. The pediatric group did many, many trials that involved plus or minus radiation. I don't know that there's any specific person I'd give credit to, but it was the movement inside the field to join our other oncology colleagues in testing things rather than just doing observational work. You know, in that regard, let's circle back to your work at the NCI. That must've taken a fair amount of organizational and political skills to mount a breast preserving therapy, just at the NCI. The data that breast preserving therapy was safe was just beginning to be reported. The randomized trials in other places were ongoing. Give us some story there, how the three of you got that going and how you ran that. Well, of course, virtually everything at the NCI, from a clinical standpoint, is a clinical trial. Patients aren't treated there, just as going to their community hospital. You come to the NCI-- the travel is paid for, the care is paid for, et cetera, based on your agreement to enter into a study. At the time that I went to the NCI, the NSABP was doing their very large trial of lumpectomy versus mastectomy under Bernie Fisher's direction. My concerns were twofold. Number one-- this was being done at many, many centers around the country, and one could, I think, logically ask the question whether the quality of that care was going to be uniformly high enough to truly test breast preservation therapy. And secondly, I believed-- and many of us believed at the time-- that a boost to the tumor bed was quite important as part of having a low rate of local recurrence, and the NSABP study did not use the boost. They just treated the whole breast and stopped. And I said, you know, let's do a trial where it's done at a single institution, where the quality is going to be absolutely top notch, where we're going to use a boost and all of the technical tricks that we knew how to do this, just in case the NSABP study didn't come through. We'd have a backup. If both of them were negative, we could forget about lumpectomy and radiation, but if the NSABP was negative, we'd have this. As it turned out, the NSABP study, as you know, was positive, established for sure the equivalence of preservation therapy, and our study was sort of a little caboose at the end of the train. But that's OK. It confirmed what Ernie and colleagues confirmed very emphatically. Actually, there's an interesting article in the JCO written by Ian [INAUDIBLE] and his colleagues, about six months ago, that he preluded when he won the award your last year as CEO at ASCO. Was it your award? I can't remember. Yes. But anyway-- yeah. And in which, he designated the term I hadn't heard before of statistical fragility. And he made the point that many single prospective randomized trials are positive and the subsequent ones are not. And I give you and, of course, the Italians and the Brits also ran similar trials. It's nice to have four trials that all show the same thing. There's no statistical fragility in this observation. Yes, well, the NSABP trial was 1,800 patients. Our trial was about 240. We weren't going to change the world, but it was at least comforting to me that we had this trial coming along just in case. The other academic success that I give you credit for and would love to hear more about it is that you're interested in CT planning, which I think, really, was the forerunner, now, of stereotactic radiation and I would call precision radiation, as opposed to just blasting an organ and hoping you hit the cancer. And I think, really, a lot of that you brought when you started the department here. But how did you get interested in that? When I went to the NCI, my first day there, they took me on a tour of the department and we walked by a room with a locked door. I said, what's in there? And they said, oh that's our CT scanner, but we never use it. So I said, well, let me see it. And, you know, this was an EMI 5005. This was one of the early scanners. It was a body scanner, but it had a fairly small aperture. You could not get a lot of Americans into this machine. And I said, well, why don't we start scanning some patients. As long as-- does anybody know how to use this thing? Yes? OK, let's start scanning some patients. And it didn't take long to recognize that this was a machine that was almost tailor made to do radiation therapy planning. It gave you the contour of the patient's surface. It showed you the inside of the patient. It showed you the tumor in most settings. And remember, at that time we were facing radiotherapy treatment planning on plain x-rays taken on the simulator where, for example, when you treated the prostate, you never saw the prostate. You knew where the pubis was. You knew where the rectum was. You knew where the bladder was. And you knew the prostate had to be in there somewhere, but you never saw it. When we started to CT scan the pelvis in prostate cancer patients, there was the prostate in all its anatomic glory. And so we began to plan on this. And then it became pretty clear that if you took these slices and stacked them back up, like if you took a loaf of bread and it was laying out on the table as individual slices and stacked the slices back up, you could rebuild the three dimensional picture of the loaf. We decided that that might be a good thing to do with CT scans. And that's when I went to Michigan, and that's when we brought together some terrific physicists and brilliant programmers and spent a lot of money on a roomful of computers and began to do three dimensional reconstruction. And that led to a transformation in radiation therapy from a two dimensional specialty to a three dimensional specialty. And you could start firing at the tumor from cross sections from different directions. We didn't have to be in the actual plane, et cetera, et cetera, et cetera. And then we put a multi-leaf on the aperture, and so you could shape the field in real time. And it just went from there. So I have to tell you, when I was a first year fellow at Sidney Farber Cancer Institute, and I saw a patient who had received chest wall radiation-- not at our institution, by the way, not even in Massachusetts. She'd come from one of the other states. And basically, they had just stood her up in front of the machine and turned it on, as far as I could see. And the amount of normal tissue damage that she had suffered from this was incredible. And I called your friend, Jay Harris, and said, is this what we do here? He said, no way. Had me come down-- he showed me the beginnings of their CT planning and that sort of thing. I didn't know [INAUDIBLE] at the time, but then I learned later, mostly because of your doing. There were a number of outstanding institutions that were involved in this, and a lot of the inspiration for this came from some of the work that Sam Hellman was writing about, in terms of how we might better use imaging. So it was a team effort across the whole specialty. By the way, you bring up Dr. Hellman. We just lost Eli Glatstein in the last few months. I'll give you an opportunity to say some nice things about him. I know that you worked with him, and he was a giant in the field. The reason I was attracted down to the NCI is that this little short pudgy guy, Eli Glatstein, was recruited from Stanford by Vince Devita to come and run the radiation oncology branch. It was a pretty interesting time. There were five of us with Eli. All five of us became department chairs after our time at the NCI. He was just a phenomenal individual. He gave you a lot of rope. You could either hang yourself, or you could do the work you wanted to do. And we accomplished a lot. The other thing that I remember-- so I went to the NCI 1978. 1980, Eli said to me-- he handed me a piece of paper. I said, what's this? He says, it's an application form to join ASCO. You need to join ASCO. So I said, OK. That's not typically what radiation oncologists do, but I'll join. He sponsored me. And then he said, I'm going to see if I can't get you on a committee. And he did. I was on early Grants Award Committee. We handed out five or six young investigator grants. And I became chair of that committee. And then they said, well, you know, you did a nice job. We're going to put you on another committee, and way led to way. It was entirely because of Eli that I got introduced to ASCO and became such an important part of my life. He was a giant and will be sorely missed by all of us. And that's a perfect segue into my last question, which is changing gears completely, and that is your career at ASCO. Give us some ideas of what ASCO was like in the late 70s and how it has evolved-- principally, I mean, I know that's a whole hour long discussion, but I think you've had such a huge footprint in the society-- and what you saw changed, and the important changes. You know, ASCO was founded in 1964. There were no oncologists in 1964. There were doctors who were treating cancer-- some of them with surgery, some of them with radiation, some of them with these very early, highly toxic drugs. And so the society was formed. And it specifically says, when you read the early writings about this by the founders, that this was not a society of what they called chemotherapeutists. It was a society of physicians who wanted to treat cancer. They brought together all of the clinical specialties. I like to joke that the most interesting thing is that the medical oncologists forgot to found the American Society of Medical Oncology. They're the only specialty in medicine that doesn't have a specifically focused society just for them. They used ASCO, and to this day, it remains that way. And so I got involved. And the leaders of ASCO in the 70s and 80s and into the 90s, espousing how wonderful their multidisciplinary work was. And they used to have annual member meetings at the ASCO annual meeting. And the board would sit up on the dais, and the peanut gallery would ask questions. So I raised my hand, and I walked to the microphone, and I said, you know, it's great how you extol the multidisciplinary nature of the society. But I look at the dais, and I see the 12 members of the board of ASCO, and they're all medical oncologists. You are not practicing what you preach. And I sat down, and they mumbled a few things. And then the next thing I knew, darn it, they created board slots for a surgeon, a radiation oncologist, and a pediatric oncologist. And then they said, all right, big mouth, now that you held our feet to the fire, we're going to run you for the board. And I did get elected to the board, and then, eventually, got elected president. And then when they needed a CEO in 2006, they asked me if I was interested, and I interviewed for the job and then moved to Washington and then Alexandria and did that for 10 years. It was really-- you know, I say that I have been involved with two great organizations during my career-- the University of Michigan Medical School, and the American Society of Clinical Oncology. And to have the privilege of leading both of those organizations was just truly amazing. Well, there are many more things we could talk about, but for our listeners, you should know there's an Allen Lichter Visionary Leadership Award and Lectureship held at every annual meeting now. And for those of you who attend meetings at our headquarters in Alexandria, you'll notice you're sitting in the Allen S. Lichter conference center. Those weren't done by accident, by the way. They were done because of my guest today and all of the contributions he's made, not just oncology, frankly, but in my opinion, to medicine in general. As a dean, I know many of the things you've done, which we don't have time to get into. So on behalf of our listeners, and behalf of myself, and behalf of all the patients who have benefited through your work through the years, thanks so much, Allen. [INAUDIBLE] Dan, it was great being with you. Thanks for talking to me. Until next time, thank you for listening to this JCO's Cancer Stories-- The Art of Oncology podcast. If you enjoyed what you heard today, don't forget to give us a rating or review on Apple Podcasts, or wherever you listen. While you're there, be sure to subscribe so you never miss an episode. JCO's Cancer Stories-- The Art of Oncology podcast is just one of ASCO's many podcasts. You can find all the shows at podcast.asco.org.

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The 100th Episode. Need I say more? Yes? Ok. Two Episodes of Clone Wars are discussed as well as a full Spoiler Love Fest for ‘The Rise is Skywalker’ novelisation by Rae Carson. We also hear from Patreon Becky, Peter Viox and Rural Farm Boy aka Anthony for some Life Debt Banter. Check out the new YouTube Channel https://www.youtube.com/channel/UCm0sjjomtmwhC78fRUDVgtw
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"I'm really good for a while... then I fall off track." "I eat really well, then I find myself snacking on the brownies in the staff room." "I start each day with good intentions but end up eating the leftover pizza and kids' crusts when I get home from work." HOW DO I STOP FALLING OFF TRACK? If you're like most people I work with, you don't struggle with basic nutrition knowledge (is broccoli good for you? Yes? OK... you're know enough), and you know exercise is good for you. Your biggest struggle is CONSISTENCY. Join me in this week's podcast to learn a BIG MISTAKE most people make when trying to eat healthier and lose weight. Plus, you'll learn simple strategies to you can implement TODAY to stop falling off track. When you're ready to take the next step, here’s how I can help: Subscribe to the Podcast on iTunes or your favourite player app. Want more no-BS nutrition coaching so that you can ditch dieting, and ACTUALLY stick to it? Get started with my Free Course: The Diet Rules ACTUALLY Worth Following to end the fight against your body and to get to your happy, healthy weight naturally and permanently. If you’re in Chilliwack, book your trial and goal setting session at www.ascendfitnesslifestyle.com  

2 Days after Christmas. Are you happy? Ready to rock with us. Yes? Ok. We're going to keep the party going before the ball drops. Yeah we stay working. No days off here. Having a good time with us is always up in the air on Fridays. We love that Natti girl beats and her flow is stay tight. Daddy Yankee up in here. Check it out for yourself. Party time, ohhhhhhhhh it's party time. Reggaeton style.. 00:00 - Bazarro intro 01:30 - Con Calma - Daddy Yankee 04:29 - Sirena - Myke Towers 07:55 - Acapela - Bryant Myers ft. Jon Z, Almighty, El Alfa 12:19 - Me Gusta Remix - Natti Natasha ft. Farruko 15:35 - Money Maker - Tara Mcdonald ft. Zion Y Lennox 18:44 - Apaguemos El Celular - Andy Rivera & Darkiel 22:53 - Bazaro Mic Break 24:00 - Pa Jamaica - El Alfa, Big O, Farruko, Darell, Myke Towers 28:56 - Ven Y Hazio Tu - Nicky Jam, J. Balvin, Anuel AA & Arcangel 33:12 - 3 Generaciones - Wisin ft. Don Chezina & Jon Z 36:46 - De Bichote - Almighty, J.King & Maicke Casiano 41:18 - Bazarro Mic Break 42:25 - 100 ml - D.Ozi 45:32 - Muito Calor - Ozuna ft. Anitta 48:28 - Sumba Yandel - Yandel 51:53 - Selfie - De La Ghetto 54:58 - Gitanas - Mala Rodriguez 58:04 - El Palo - Cruz Rock, Albert Diamond & Guelo Star 61:09 - Bazarro MIc BReak 62:13 - Finish

2 Days after Christmas. Are you happy? Ready to rock with us. Yes? Ok. We're going to keep the party going before the ball drops. Yeah we stay working. No days off here. Having a good time with us is always up in the air on Fridays. We love that Natti girl beats and her flow is stay tight. Daddy Yankee up in here. Check it out for yourself. Party time, ohhhhhhhhh it's party time. Reggaeton style.. 00:00 - Bazarro intro 01:30 - Con Calma - Daddy Yankee 04:29 - Sirena - Myke Towers 07:55 - Acapela - Bryant Myers ft. Jon Z, Almighty, El Alfa 12:19 - Me Gusta Remix - Natti Natasha ft. Farruko 15:35 - Money Maker - Tara Mcdonald ft. Zion Y Lennox 18:44 - Apaguemos El Celular - Andy Rivera & Darkiel 22:53 - Bazaro Mic Break 24:00 - Pa Jamaica - El Alfa, Big O, Farruko, Darell, Myke Towers 28:56 - Ven Y Hazio Tu - Nicky Jam, J. Balvin, Anuel AA & Arcangel 33:12 - 3 Generaciones - Wisin ft. Don Chezina & Jon Z 36:46 - De Bichote - Almighty, J.King & Maicke Casiano 41:18 - Bazarro Mic Break 42:25 - 100 ml - D.Ozi 45:32 - Muito Calor - Ozuna ft. Anitta 48:28 - Sumba Yandel - Yandel 51:53 - Selfie - De La Ghetto 54:58 - Gitanas - Mala Rodriguez 58:04 - El Palo - Cruz Rock, Albert Diamond & Guelo Star 61:09 - Bazarro MIc BReak 62:13 - Finish

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Neuroscience experts, practitioners, research and methods for making brain-friendly organizations and healthy individuals. Subscribe to Mind Your Noodles!   This is the fifth episode of the Mind Your Noodles podcast. In this episode Charles Green, author of The Trusted Advisor discusses neuroscience utility and ways to build trust in your organization.    Show Notes [00:00:06] Mind Your Noodles Podcast - Episode 5 [00:01:58] Dale Carnegie. . . Deeper [00:05:07] The Philosophy of Trust [00:06:13] Neuroscience - Does It Applies to Organizations? [00:08:29] The Argument Against [00:11:49] A Descriptive Analogy [00:40:48] Forget Neuroscience -  What Should We Do? [00:44:49] Women are Trusted More Than Men [00:46:15] Nurses Most Trusted [00:52:00] The Power of Story   Transcript Tripp: [00:00:06] Take care of The brains that take care of you. with the Mind Your Noodles podcast will keep you up to date on the latest neuroscience research and practices to keep your brain healthy. And strategies to help your organization be brain friendly.   Tripp: [00:00:27] Hi I'm Tripp Babbitt with Mind Your Noodles and our guest today is Charles H. GREEN He is an author who has written many books one which is one of my personal favorites which is the trusted advisor which I believe was written in around 2000 or so. So maybe we should just kind of start there Charles a little bit about you and you've written that looks like three books. You had a field book and then you also had a more recently the trust based selling book. But like I said the Trust Advisors is I'm sure one that's held by a lot of people whether they're in sales or consulting or really any field where you're you're having to deal with people on a daily basis. I'll let you take it from here. Yeah   Charles: [00:01:16] Well that's that's basically right. The whole three books share the common theme of trust in business. A trusted advisor you right came out 2001 that was the first trust they signed in 0 5 and The Trusted Advisor field book. I think about 2013 and the trusted advisor is kind of the one that you know I made my mark with. That's that's the core branding. Not that I check it frequently but as of this morning it was rated about number 7000 on Amazon which was compared to all millions of books it's up against Harry Potter and it's continued to have that level of popularity. So I'm I'm quite happy to have a book that's performed that well that's excellent.   Tripp: [00:01:58] It's it's well written and you know it's interesting I was looking actually on Amazon about you know different reviews people had on it and I thought some of some of the folks out there kind of gave it a good explanation at least for me. Hopefully you like it as a compliment to which is it's it's kind of a deeper Carnegie's Win Friends and Influence People.   Tripp: [00:02:22] There's a lot more to it.   Tripp: [00:02:23] There's a lot more that you can apply into settings maybe that's not a good explanation but I don't know that I thought when I read that I thought Well that's thoughtful and a few other people kind of jumped on that comment.   Charles: [00:02:38] Yeah I think it's fair and I take it as a as a compliment. I think another thing that people find when I am my people in my organization give workshops or keynote is a common takeaway from people is sort of. It's not like I didn't really know that. I guess I kind of knew that but I never put it all together in a coherent thread like that. So I don't claim novelty but I do think it's knitted together a whole bunch of very common themes so I think it's a good company. Thank you.   Tripp: [00:03:09] Yeah. And I have to say also you practice what you preach to as we exchanged e-mails over a few series of days not only did you spend time with thoughtful responses to some of the e-mails that we shared but also the way that you used a a compliment being very specific which is one of the things out of the book I thought was was you know it's just interesting how some people will that they write something but then they don't really live it. But I could tell that you really live the the books that you wrote.   Charles: [00:03:44] Well I've had 19 years to practice it and you know there is no upper limit to to perfection in an area like trusting or being trustworthy. So it's a constant struggle. But yeah over time you can get better at it.   Tripp: [00:03:59] Absolutely. One of the things I want to kind of interject in this conversation as you know we when we were exchanging e-mails you were talking about W. Edwards Deming and you know he's had different influence on people you know Pixar Bama companies Paula Marshall that make the apple pies for McDonald's and and different folks. And I was you were familiar with Deming which not everybody has but I have a tendency to be people at least my age and up I have a tendency to know who at least who Deming was. What your knowledge of that. Dr. Deming and his work.   Charles: [00:04:37] Gosh it's it's not deep and it's it's old I haven't looked into this material in years but what I'm left with is a tremendous amount of respect. He was obviously somebody who had a great idea somebody who was devoted to it somebody who was very good at explaining and had a great deal of impact. So you know I do not claim any in-depth concrete knowledge about it but you know the core message is brilliant and very well said from what I recall.   Tripp: [00:05:07] Yeah his his his last book The New Economics basically addressed looking at an organization as a system theory vague theory of variation theory knowledge and psychology. We're kind of the cornerstones of of his particular work and you know I remember when I. First read the trusted advisor was kind of a combination of things that it kind of brought back come some epistemology type things in my head. And it also brought in some of the psychology piece even though you don't really overtly mention that it seems to be some of that underpinning the writings of that book. Is that a fair assessment.   Charles: [00:05:50] Absolutely. It's very much there. And I think what we what we intended. I was one of three authors on that book and what we intended was to let those kinds of conclusions reveal themselves to the reader so rather than preaching you know here's how you should relate to your kids or your spouse. We said let's let let's let that one emerge to the reader. And it is pretty obvious. It's definitely there.   Tripp: [00:06:13] Ok. So I'm just going to kind of jump into one of the reasons that I came across you and your work again was there was a post that you made or a comment that you made it was very strong. And it's because we're covering off in this particular podcast about neuroscience and it's an application to organizations. One of the things that that you kind of addressed very directly was you didn't you don't necessarily see it that way and some of the people that I've already talked to like Dr. Zak different folks you know are bringing this into organizations and it gave me pause when I read your comment and I thought you know if this is going to be a podcast this podcasts really needs to be about perspective and you offer a different perspective on the usefulness of neuroscience philosophically as you mentioned in your in our emails and our communications back and forth but what kind of give me would set the foundation here for what it is that you see and why you. You have have some such strong feelings about it maybe and this is a few years ago. So to be to be fair this is maybe you've changed your mind or maybe you've dug in deeper I don't know. So I just you whenever somebody gives me a strong reaction and not just the reaction of Oh that that's baloney or something like that but more a thoughtful response I say you know like I said it gives me pause and I want to understand what it is that you see and to be fair to the audience as we start to look at you know neuroscience. Does it have application to organizations right.   Charles: [00:07:59] Well I mean good for you for seeking out you know different perspectives to answer a little question there and probably Doug and a little bit deeper. I think my background I got a graduate degree MBA Harvard Business School many years ago my undergraduate degree was in philosophy. As a matter of fact in my class at HP as eight hundred people only two of us had a philosophy degree and I was one of them. And so that's kind of a schizophrenic background.   Charles: [00:08:29] You know those two. And and in my career I think the value of a degree in philosophy early on in my career was somewhere between none and zero. It's just not what it was that even a mistake. In fact the more more my career progressed the more I began to see the applicability of it. And this subject is really a good example. Feel free to interrupt me here as we go through the tour Tripp. I guess basically I approach the issues of neuroscience as applied to leadership and business from the perspective of philosophy of science and that deals with things like what is an explanation. What is causality et cetera et cetera. Let me just say upfront I'm not an expert in neuroscience as we've already seen I'm not an expert in Deming but I do know a few things about business and I do know a few things about how to talk about the intersection of business psychology management leadership and all those things. And what has struck me about the subject of neuroscience applied to business it's not unique to that field.   Charles: [00:09:41] It happens when you get people who are deep into the let me call it hard science and I know that at the microscopic level physics is always sort of the paradigm of air quote you know good science there is a temptation among people who are really skilled deep in the hard sciences to want to apply the same kind of principles techniques perspectives into the quote softer areas I'm going to be using a lot of air quotes here.   Tripp: [00:10:09] Oh that's OK.   Charles: [00:10:11] And I think it leads to a couple of problems and I'll call them philosophic but they're they're very real. One of them is the notion of explanation. So for example and again I'm not deeply familiar with either Zen. Or Iraq. But I'll I'll sort of key off.   Charles: [00:10:30] Zak wrote an article in Harvard Business Review about a couple of years ago and you can see very much he says I'm going to describe how neuroscience causes certain factors in management behavior. Right there. Anybody who had training in philosophy when you see the word cause you should know red flag. I go back to David Hume and anybody with philosophy signs you can't prove causation in the sense of the word that we normally mean by proving that I would fault the editor HBR are they shouldn't it like that. You could have said what he intended. In a much cleaner way. So there's that little issue you can't really prove causation. Much more importantly though in casual language hard scientists tend to say things like well we can explain management behavior by delving into the neuroscience of it and I'll speak very broadly. You know the neuroscientists people in this case are measuring levels of oxytocin or they're doing brainwave scans and what they're saying is this explains people's behavior or management behavior or leadership behavior. So my problem lies right there. I would argue it doesn't really explain hardly anything in any useful way. And let me give a humble example.   Charles: [00:11:49] If I were in the room with you Tripp I would put my right hand out in front of me six inches above the table top with my fingers lightly flexed and raised my hand by one foot. So it's a foot and a half off the table. Now let me suggest there is an infinite number of ways to describe what I just did. You could say I raised my hand you could say I was acting out the toast that I gave as best man at a recent wedding. You could say I was flexing the muscles. You could say that my brain was sending certain signals via complicated biochemistry that then triggered certain muscles and so forth and sort you could say I was giving a signal. There's an infinite number of ways to describe what I just did. And it's not that one of them is more accurate or more right or more truthful it depends on the situation. If I actually were at a wedding and what I did was you know raised my hand with a glass in it in a toast. That's what you'd want to say. You know Charlie toasted the group.   Charles: [00:12:53] It's useless to describe what I just did in biochemical terms and yet I think people well schooled in the hard sciences tend to believe well the more deep we can get into the physical explanations of the better the explanation. There is a name for that is called the reductionist problem in philosophy and it's the belief that always the deeper you can get the better the explanation is.   Charles: [00:13:17] Well that makes a lot of sense in chemistry. I makes a lot of sense in physics. You know it's when I when I grew up you know the ultimate source of reality where atoms which could be broken into neutrons protons and electrons didn't know anything more you know. Science has advanced since then. Science advanced past Newton and we would now say the ultimate reality is not explained by Newtonian physics you got to get into quantum mechanics and so forth and so the fact in the daily world that's useless. And you know if I swing a bat and hit a ball Newton is just fine to describe that. If I walk into the pathway of a street I'm likely hit by a car and Newtonian physics is perfectly adequate to describe that. So it's only in certain settings where we're very careful if we want to talk about the nature of ultimate reality in the universe it's very appropriate to bring in all these other perspectives and to bring it back home here. If you're going to talk about things in management leadership and business things like recognizing excellence giving people discretion sharing information building relationships these are all sub topics that Zak wrote about in his HP article I would argue that the choice of the neuro chemical language to describe that is pretty much useless. We don't need neuroscience to talk about the notion of leadership or motivation. In fact it's it's it's beside the point it's distracting.   Charles: [00:14:48] So to me defaulting to that micro level of explanation for all explanations is a fairly low level of explaining our sorry. Description is a fairly low level of explanation and description by reducing things to the lowest physical common denominator becomes really useless and useless.   Charles: [00:15:08] So that's the essence of my concern with it we're using one language to describe phenomena which are frankly practically speaking far better described in other languages. So it's akin to saying well should this concept be better expressed in German or in French. Well when you're talking about leadership it doesn't matter. There's certain area. That might be very important but most management and leadership subjects I suggest are very well dealt with with fairly much common language and not by default to some supposedly superior notion of biochemical language. So let me stop there and see if that makes sense.   Tripp: [00:15:46] Yeah. No i i i falling as best I can. I did it not I don't have a philosophy of real depth as far as that.   Tripp: [00:15:55] I've read some of the stuff that Dr. Deming read you know where as he was going along and getting associated with the pistol melody portion of it but there's a few things that you I wrote down as as you were talking in the first one was this this kid the concept of causation versus correlation you didn't mention correlation but just just to mention it you know just because more murders in the summer doesn't mean that summer causes murders you know type of thing.   Charles: [00:16:22] Yeah correct.   Tripp: [00:16:24] And so there's a difficulty which kind of leads me to the second thing I wrote down which is anytime we're doing dealing with science we're in essence and Dr. Deming used something called PDSA which is plan do study act. We know that we're kind of in a scientific setting and just because we have one instance of something happening doesn't prove anything forever. It just means in that circumstance and that's kind of when as you were talking about you know the hand above the table I'm sitting there thinking OK you know from a scientific standpoint we can't draw conclusions about things based off of even multiple experiment experiments of metaphor. One of Dr. Deming is famous saving sayings was no theory has ever proven.   Charles: [00:17:09] Right. So it's he's philosophically exactly correct.   Tripp: [00:17:13] Okay. Okay. And so you know from that standpoint I gather that you know and I and I as I hear you talk and I'm kind of putting the pieces together and there is a third thing that you mentioned in there and I kind of remind me of you know Frederick Taylor versus what Deming taught. So you've got kind of this Taylor mystic thinking during the Industrial Revolution about you know pound whatever you can out of people pay Papa those types of things and Dr. Deming came in and redid all that and now actually was that kind of same transformation from Newtonian you know thinking to quantum physics. I mean it was a whole new level of of thinking and I guess where I get kind of stuck you know as I hear you talk and you say I have some of that logic associated with it. And again probably not the depth you have  I know I don't.   Charles: [00:18:08] Believe me I've forgotten 90 OK.   Tripp: [00:18:10] I'm still working on the two percent you that you know. So the.   Tripp: [00:18:16] But logically there are certain things that I as a read them kind of makes sense and I don't know if it's a familiarity thing or what it might be. But for instance when Dr. Zak talks about the fact that you know you raise as you become an executive you know you raise up through all the levels and you get this power and the testosterone starts kicking in. And in essence you lose empathy. I find that useful from a scientific standpoint does it apply to everyone. Probably not. But. But is it something that would be useful for people to know. I think so and I've and I've heard others that are in kind of the neuroscience field kind of support kind of what Zak's saying. So you know I'm hearing that. So are you countering that type of thing or is it is it something else that that you're you're taking from an argument perspective from an art.   Charles: [00:19:15] It is something else. I don't disagree with that finding. OK. And sort of empirically obvious to me as a manage. Kids huh. But you know hey more more proof. What the heck. That's that's fine. What I'm here arguing about is an example I'm looking at Dr. Zak's article in front of me just to refresh my memory. And he in this article in Harvard Business Review he says quote I identified eight management behaviors that foster trust. These behaviors are measurable and can be managed to improve performance. Close quote. And those eight behaviors are. He calls them behaviors no one recognize excellence. Number two induce quote challenge threats unquote. Number three give people discretion in how they do their work. Number four enabled job crafting. Number five. Share information broadly. Number six intentionally build relationships. Number seven facilitate whole person growth. Number eight show vulnerability. Now those are all you know we understand in plain English we understand what those mean and what he's done what he says he's done in his research. Remind me to come back and comment on the research. OK. But what he what he suggested is that. They've been able to measure different levels of oxytocin in association with these kinds of phenomena. I have no problem with that whatsoever. I'm just saying. Who needs that to talk about. Give people discretion you know share information broadly intentionally build relationships and be vulnerable.   Charles: [00:20:44] Poets have said as much every management consultant I know would say as much people 30 40 50 years ago who were very well respected in business sent as much without any need for any benefit from oxytocin or or neuroscience.   Charles: [00:21:01] What I'm arguing about is the utility the value brought to this set of observations by the field of neuroscience it seems to me pretty minimal. It's like I knew this. This is second grade stuff. Not that it's not important. Believe me. I mean he's absolutely right and picking on these issues for example show vulnerability. That's huge. And in the work that I do and trust that's one of the leading things. My question is why did I need to know that proven through some biochemical study. I don't. And not only that it's it's worse if you actually bring it in demand. What do you do with that observation to say you know chemicals are associated with a certain vulnerability. It's akin to in my experience when some people say well can you make money with trust. You know how do I know it's going to be profitable. Never mind wonder. That's the wrong way to talk about trust. People who ask that question frankly are not going to be persuaded by however much data you could throw at it anyway. And I think the same is true here. If if somebody is questioning why should I be vulnerable citing the evidence of oxytocin levels is very unlikely to convince them. So what's the use of it. If you're a professional advisor a management consultant a financial advisor it's just not a very powerful argument. You know more powerful arguments are well so and so over here in out or think about the Oracle of Omaha you know. Here's what he did. Storytelling is more useful. Drawing on analogies is more useful surveys are more useful way down the list it is let me describe the chemical reaction that happens in people's heads when this issue comes up. So it's really an argument about utility and role and relevance.   Tripp: [00:22:46] When you say utility I think application is that.   Charles: [00:22:49] Yes.   Tripp: [00:22:49] OK. So. So in essence it's kind of like it's not showing us really anything new it may be showing us that the science says that it's something that that's there but it's not telling us anything that we didn't already know.   Charles: [00:23:06] Yes OK in a nutshell that's it. OK. Telling us anything we didn't already know. And furthermore it's not particularly useful in explaining things that even the people know. Okay. So yeah.   Tripp: [00:23:18] Okay. Yeah. I you know I sit there and as I reflect on you say I'm Deming's thinking and I'm trying to pull together some of the or you know theory of knowledge piece or philosophy piece with the only psychology piece which which you do definitely write to you don't see that neuroscience as an advancement on the psychology piece or giving us key insights about how people behave and why they behave that way.   Charles: [00:23:52] That's correct. And it is nothing to do with truth. I mean a description of a phenomenon like me raising my hand a biochemical description of that is 100 percent as accurate as a poetic description or a an argument from me understanding something in context. It's not a question of right or wrong. It is a question of relevance and impact and power.   Tripp: [00:24:13] Okay. All right. So I did so and I'm just going to kind of kind of go back through things because you're giving me a different way of looking at things this way. As your as your email did there.   Tripp: [00:24:25] There's also a gentleman by the name of Orin Clark. I don't know if you're familiar with him. He wrote a book called Pitch Anything.   Tripp: [00:24:33] So he's a guy who's a who is basically in the world of getting money for ventures basically. Right. So might be for movies some might be for business. It could be anything but he is basically that that's his common role and when it thinks he discovered and he was one of kind of first turned me on to all this is you know here are the reasons and there's a lot of it could be an interesting read for you. I'd be curious does that. Oh I don't get. Yeah. What what you're thinking is I. But he kind of pulled in you know the three parts of the brain. He talks about the crocodile brain the bad brain the neocortex and. And that when you're when you first meet somebody you know it's kind of like a fight or flight thing like that first e-mail I say to you you know do I want to write you know what I want to take this on or do I want to you know which. Which way do you want to go and how do I present. I think a lot of the strategies they had in the Trusted Advisor help mitigate some of those issues associated with that because the whole thing is about the things you've already talked about authenticity and those types of things. But he in essence took that process of pitching you know for money and different things and took parts of what I hope. I don't know that he would even say it was neuroscience but but things he learned from Malcolm Gladwell and folks like that.   Tripp: [00:25:57] And he started to say hey there's something here. When we pitch you know we need to be aware that for. For instance he talks about a lot about being the alpha versus the beta. That you get into what's called a beta trap meaning you have low status associated with it with where you are and you don't want to be there. You know how can you set up a situation where you're you don't have you know low status. So I see a lot of the strategies and maybe that's the wrong word to use that you talk about in the trusted advisor that kind of parallels some of things that that he's talking about in there but he's using the neuroscience or my words not his to kind of explain you know what's happening in the brain and why you need to be presented in a different way. And so I found that useful from my perspective because it's kind of like OK people are taking something and that's what made me start to dig deeper into this I'm reading every book I can find on neuroscience now just to you know what are people concluding. And you know interesting as I shared with you Dr. Zak and you know David Rock apparently at odds with each other. So I'm not sure of why but yeah.   Tripp: [00:27:12] So so there's I almost feel like we're in this world and where we got these kind of rough rocks if you will and they're all bouncing against each other and eventually all kind of smooth out into something and maybe it won't be. Maybe the path that you say you were not really learning thing we're new we're getting more reinforcement about kind of what we already knew anyway from interactions with people and in organizations.   Charles: [00:27:38] Yeah. Well again the I I was not aware of the conflict between Zak and David Rock. I'd be curious to find out what that is.   Charles: [00:27:48] But I'll bet you 9 to one. They both are in agreement or disagreement with what I'm talking about.   Tripp: [00:27:54] Yeah. But but again as I told you my my main thing is when people offer a perspective and you're obviously a just pick created and someone who's a een applying this for a long period time this person's got some something to say. And again that's why I wanted to have you on. You're very thoughtful in your in your approach to things and and you know I think people should hear. But you know what you have to say.   Charles: [00:28:18] I think you know just to stay on a little piece that you mentioned there you're really talking about persuasion and influence. Anybody who's interested in that. I find the most persuasive person in that area is Robert Cialdini who writes with I mean he's he's got legitimate scientific background but he writes more in the terms of pop psychology. Mm hmm. So he is first book called influence the science of persuasion lists. I think it's seven different factors that lead to human influence and some of them are pretty well-known. They're like act now supply limited or all your friends are doing it. It's telling to me and what I've taken from him and exploring the notion of trust. The first factor that he mentions and in his later life I see him mentioning more and more doesn't sound like that at all. It's the notion of reciprocity as in if I do X for you you will respond in like terms. It goes back to fight or flight. If I approach somebody in a friendly manner it improves the odds that they will react that way if I approach somebody in a an antagonistic fearful manner. You know you get back what you put out. And in fairness to Zak he actually mentioned his reciprocity yes at the front of his article as well he should. I think he's absolutely correct about that. The question I'm raising is having raised that which is the more powerful way to get that notion across to people in my own work. And again I spent 20 years in management consulting and another 20 doing this trust work. I have found it's far more important. For example are far more useful if I'm in front of a room and I'm trying to explain this notion of reciprocity a walk off the podium walk into the audience go up to some person smile at them lean over and extend my right hand in a gesture that we all know was a handshake.   Charles: [00:30:10] Well guess what. Every single time you do that that other person is going to reciprocate and they're going to shake my hand. Why. Because then it's just hard wired into the human psyche. I mean you can make a very good book on that ninety nine point nine times out of 100 that's going happen. You reciprocate now and so Zak and I agree on that. My question is who's more persuasive in standing in front of a room and explaining saying here's what's happened to the neurochemistry in your brain when I extend my hand. Or me saying let's look at a few examples. When you go into a sale and you do X or you do Y or when you're making a political speech do X or Y and when you look at this historical story that we all know from from literature what's going on here X or Y. Those are persuasive practical ways of getting a point across to human beings. And while there is nothing untruthful you can describe human beings one hundred percent in mechanical chemical ways. But depending on what you're trying to do that explanation is next to useless or it's terribly important. I mean let me be clear if we're trying to develop medicines pharmacological solutions understanding ways to improve brain surgery understanding certain psychological therapies I think the neuroscience stuff is critical. It's cutting edge. It's great. We should celebrate it and get more of it. But when you apply it to some of these other areas of inner human interactions you know and the utility is way down the list compared to things like storytelling examples engagement and so forth.   Tripp: [00:31:43] Okay. Yeah. And actually that's one of the things in pitch anything with a working class a part of the pitch is as a story to in order to ticket people's brains engage.   Tripp: [00:31:54] But I've got one thing I was gonna mention is I didn't actually read Robert's holding his Pre suasion book. I've not read the older and I have it the psychology influence of persuasion. There's a lot of great stuff in there.   Charles: [00:32:06] Oh definitely.   Tripp: [00:32:07] It's a very useful you know type type of book. There's another book I'd be curious on your thoughts about so called Decisive. And again it it it's written by Chip Heath. Oh yeah. And he talks about the fact that you know things like when you're going to make a decision.   Tripp: [00:32:30] People kind of narrow their focus in this kind of backs up some of the things Malcolm Gladwell talks about too as well especially if there's pressure on you. You have a tendency to narrow your focus and and by virtue of the fact that that your focus has narrowed narrowed that becomes kind of an either or type of condition when you're looking at making decisions as opposed to looking at multiple options. And he also then this into confirmation bias and you know he talks about you know things of that sort.   Tripp: [00:33:00] And and to me it starts to crossover and I think you know the fact I guess I guess this is what I kind of what I've concluded especially after going through some of Oren Klaff stuff. And even Danish stuff is you know the story has to be compelling. And one of the things his psychology seems to be old news and forget about philosophy philosophy is like all right.   Tripp: [00:33:28] Since the beginning a man right. You know associated with it and that's not to discount its importance in understanding although I have to say some of the philosophy books you know that are written are seem to be written for each other as far as philosophers go.   Tripp: [00:33:43] I mean I guess I can't get anything out of it.   Charles: [00:33:45] So right yes.   Tripp: [00:33:47] So it becomes very difficult and even Deming when he read Mind and the World Order you know he's he basically said started Chapter 7 and 8 it's that because there is the with. Yeah.   Tripp: [00:34:00] So because it's a little bit difficult to get something out of it I think people today and you know they're looking for that fresh thing and Oren Klaff really hits this hard.   Tripp: [00:34:12] I think even Sodini hits it hits it pretty hard is it has to be that that the newness of something gets people's attention.   Tripp: [00:34:20] And even if it's kind of the maybe not the right thing that they're looking for answers associated with Why is this happening and they're looking for fresh work even if it only supports what's actually already known right.   Tripp: [00:34:35] It hesitancy then to get people's attention.   Charles: [00:34:37] And I think that you know part of why the field of sales will never fall short. Everybody's looking for the newest band you know is like a breath short kind of reason going to be first in line. I mean what you just Yeah right is. I would call that kind of a universal attribute of people were looking for the newest shiny object.   Tripp: [00:34:55] Yeah. So it's in our nature you know like like say you like you like putting out your hand. Most people are gonna know that that's that's for a handshake.   Tripp: [00:35:03] It's kind of the same thing and so I'd say you know from one perspective because I've read you know and I've got many many more books so they want to read that you know associated with the subject neuroscience it's new. And people are saying what can I glean from this and maybe what they glean from it is the old lessons that we learned in philosophy that were then again really reinforced by psych. What did we learn anything really new there or was it just something that we conclude. I think and I don't I think it's too early to know whether neuroscience is going to have any any offering you know associated with that it's just there's too many I know for you kind of the podcast I don't know I think.   Charles: [00:35:45] I think that you know what we just said about newness and the attraction and the ability to let people discover new that's true. I don't think that's going to happen in this area. OK. I just by its nature I mean you know applying neuroscience to management and leadership is based on hope the thought the idea that if you can describe things in chemical terms it's going to lead to something you know terribly useful. I just don't see that happening much at all.   Tripp: [00:36:17] And I don't know how much of a play you know does it offer anything actually new I think is kind of where you go through its new science but does it offer anything new for the perspective that. But but if that's kind of a key that will help people.   Charles: [00:36:36] It's not it's not just new. It's also useful. Yeah I get a I'm I could I could given a new. Yeah this is you know neuroscience is new and fascinating just because of that. But is this going to be a useful again. I don't see it as any different than saying Oh maybe if we translate this into Latin IT'LL BE NO IT'S LIKE IT'S NOT GONNA BE USEFUL it's the same stuff.   Tripp: [00:36:59] Mm hmm.   Charles: [00:37:00] And I think it's it's a distraction. And by the way this is the neuroscience just through neuroscience. Let me not just pick on that. I do a lot with tech companies. You know Google LinkedIn etc..   Charles: [00:37:11] And as you can imagine the people who are adept in those areas they're super deep into analytical left brain explanatory deductive logical thinking and so forth. Those people tend to discount the more conventional wisdom soft skills stuff and so on. And in some ways that you know that the passion to describe for example I get a lot of requests.   Charles: [00:37:33] How do you measure trust. And my argument is Don't even go there. You know that then the compulsion to measure something is itself reflective of not really understanding the boundaries of usefulness. You know it's like if you had a conversation with your spouse and you said you know I want our marriage to get better why don't we set a baseline. Let's agree seventy nine point one on a scale of one hundred and then let's measure every week how I'm doing on improving our marriage if any spouse that I know of is likely to say get out of here. Don't treat this that way.   Charles: [00:38:12] And so the neuroscience is just one more in in an over inclination to reductionist thinking a little bit over belief that you know we'll discover the cures to all things if we can just get the the artificial intelligence stuff right and we can just scale. I mean look at what Zuckerberg is accused of continually thinking things are going to solve all these problems by just doing more connecting more people in more ways.   Charles: [00:38:38] Meanwhile there's issues and they come from exactly that kind of thinking well.   Tripp: [00:38:43] And you will find any argument from a Deming philosophy perspective. You know he would say the most important figures are unknown and unknowable. All right. So so so there's so yeah.   Tripp: [00:38:55] So from that from that perspective I would agree but maybe we are trained to measure something that that can't be measured can we gain new insights from neuroscience and how do we conduct or maybe a structure the way that the organizations I guess is kind of the question you're. But your response to that is you know kind of a definitive no no. That we're not going to get anything from it.   Charles: [00:39:22] Well again let's let's be clear. I would give ground I'd cede ground on whether we're gonna to learn something new and that's OK we'll say we're going to learn something new meaning in this case a different way of describing phenomena.   Charles: [00:39:33] The practical utility of that is really more of what I'm getting at. Yes. So if you can I would argue that about half of what we call trust. You can definitely measure about half a foot falls into the unmeasurable but even in the measurable. What do you do with the fact that you're going to measure it the default business response is let collect data on it. Let's break it down to the most discrete component that we can. Let's set goals and let's reward people for achieving those goals. Now if you're talking about something like reliability or credibility and you can you can somewhat do that. You can track people's performance against promises that's useful. But if you try to track people on are you achieving better vulnerability or even worse yet. are you benevolent beneficent towards your clients. Do you have your clients best interests at heart. Well if you start measuring how people have their client's best interests at heart and you start rewarding. For doing it you've just ruined everything. How do you reward people for being unselfish. It's self-contradictory. It causes people to mistake the measurement for the thing that it is supposed to be measuring and to behave in perverse ways. So I think that the ultimate question really is is it useful. And I guess that's my concern. It's not terribly useful.   Tripp: [00:40:48] So let me ask you this then Charles as far as what would be useful what's put us put neuroscience to the side here for a minute if we're to advance the thinking that's going on you know from a management perspective where would our time be best spent.   Charles: [00:41:07] Right. Well that's a great question. And let me answer it within the narrow purview of trust which is what I've focused on for 19 years now. It's a great example because trust also suffers from a lot of vagueness and lack of lack of definition.   Charles: [00:41:26] You've seen it all. All your listeners have seen hundreds of examples of headlines as saying new study shows trust in banking is down. Let's just take that kind of thing. Trust in banking is down and we all go out. I believe the study. I believe the statistical accuracy and relevance of whatever came up with. But what does that mean. It could mean one of at least two things it could mean that financial institutions like banks have become less trustworthy. You know just look at the news on Wells Fargo and. Or alternatively it could mean something very different which is that people over time and become less inclined to trust banks. That's a very different thing.   Charles: [00:42:03] The first one is a violation of trustworthiness and norms on the part of it would be trusted organization like a bank and they're in the right responses to that regulatory using the laws to prosecute hiring firing people and so forth. On the other hand if the problem is people become less inclined to trust banks that's a PR problem. That's a communications problem. Very different to go slightly analogous to that. The staff will tell you that in the United States in the last 20 years violent crime has gone down. That's a factual statement reduction in violent crime. At the same time fear of violent crime has gone up. So that's a case where it's the perception that the problem not not the crime itself. And if all you're doing is saying you know if you're a violent you know you're violent crime is up. Oh my gosh. That doesn't tell you.   Charles: [00:43:00] And I think it's like that in trust. So here's my answer you break it down it's practically humanly meaningful components and there are two there's a trustor and a trustee and the result of those two interacting is trust or lack of trust. The characteristics of a trust door to the person who initiates the trust interaction and they're taking a risk. That's the essence of of trusting the person who is trusted or wants to be trust dead is we call them trustworthy or not trustworthy. And the result of their interactions becomes a certain level of trust. So trust is a noun properly belongs to the result of the interactions. Trust is a verb properly refers to the person taking the risk and trustworthiness an adjective properly refers to those who would be trusted. Now you can actually do something. You know my little book The Trusted Advisor I think part of what made it popular was we had a simple for factor equation for describing trustworthiness. And most of our audience likes equations you know and that's their language. And we initially intended it just as a conceptual model for anybody interested it's credibility plus reliability plus intimacy all divided by self orientation. Two of those factors are kind of measurable and behavioral namely credibility reliability and the other to intimacy and low self orientation are much more interior psychological you know quote soft unquote kinds of things. It happens by the way that we have about eight years after we wrote the book it suddenly dawned on me Hey this a book a great many great self-assessment tool. So we pulled five questions together for each of those four factors. Five comes forward is 20.   Charles: [00:44:49] I don't know why I thought 20 was a good number and just seemed to forget and we put it up on the web and wait for the crowds to roll in. Well they trickled in but we've now had over a hundred thousand people take it and we can draw a couple of very clear and very interesting conclusions. I named two of them. Number one women score as more trustworthy than men. Not only that but almost all the outperformance of women on this score is due to their performance on one of those four variables. It's not credibility it's not reliability. It's not self orientation. It is intimacy. And by the way. If you sort of step back and say what would you guess. That's exactly what you guess. In fact I've given a talk about that Dana. Roughly 300 times and two hundred and ninety seven. Literally only three exceptions over the years I've been doing this. Which is about 1 percent only with only three exceptions. When I asked the group the crowd what do you think. They said women comments. And that's right up there with handshakes. Women I mean people say probably women and then asked the Guess Which factor. They're also pretty good at guessing intimacy. Now one more data point. There are lists surveys done by other you know by survey professionals Pew. Gallup Yankelovich who asked most and least trusted professions over the years and across different countries and very consistent results at the bottom of the list.   Charles: [00:46:15] You can guess politicians lawyers used car salesmen top of the list. People have a harder time guessing it's not lawyers it's not doctrines it's not teachers it is nurses nurses with with one exception in the past 20 years and then exception with the year 2002 where firemen were number one. That was the year after 9/11. Unsurprising but with every. And then the next year I went back to nurses. Nursing is an eighty nine percent female profession and if you had to pick one of those four attributes as defining the nature of successful nursing whether it's a male nurse or female nurse it's probably intimacy you know the job of a nurse is to make you feel completely comfortable sharing saying anything you know we are literally and figuratively naked in front of nurses. So it turns out when we ran a regression equation on the data that we had collected you know which of those four factors really is the most powerful describing trustworthiness it's intimacy and we you know we basically define intimacy as the ability to make other people feel secure and comfortable sharing things with you. Now is that is that scientific. Oh it's just the model that we came up with to heuristic we describe. you know what's going on.   Charles: [00:47:29] I don't argue that that has any more physical reality relevance than any other model. It just seemed to work pretty well and I still think it does. It's a common sensical definition and for what it's worth that's what the data show. And that also seems to get pretty general common sense affirmation. So what do you do with all that. That one's pretty clear. I can tell you what to do if you're an accounting firm if you're a law firm. If you're a tech support in a tech company you almost certainly need to get better at your intimacy skills. But what does that mean. That means having conversations in a certain way. It means having a certain amount of personal courage to bring up difficult subjects and to lead with it. It requires a little bit of internal development like you know get over your fight or flight take the risk of not all that bad. That's the kind of stuff you can do something with as opposed to 90 percent of what's out there on the subject of trust which is at the level of trust in banking is down or you know trust in Bolivia is slightly lower than Uruguay. Not that there's anything wrong with those descriptions but I don't think they give you a practical notion and that's kind of the same. The flip side of the argument I was having in neuroscience. What do you do with that right.   Tripp: [00:48:42] Well you know if it's history and probably so it can start to win this down a little bit. But you know in our emails back and forth you mentioned Alfie Kohn. Yeah. And you know so this gets into Debbie Deming philosophy with the four things you talked about earlier. Systems thinking theory variation theory knowledge and psychology and and one of the things that we find over and over again in organizations. No I can't say we did any at a depth of study but you know Dr. Deming worked with a number of and I've worked with many companies over the years is that reward systems drive wrong behavior.   Tripp: [00:49:20] Yes they do have an influence on an individual but right within the organization they will drive the wrong behaviors associated with it. So you know one of the things that that's coming from the neuroscience side is more what I would leverage to help support that thinking.   Tripp: [00:49:40] And that's that's kind of where I grasp on to it I think you know from a Deming perspective is you seen this stuff in there and then basically saying Yeah it does drive that. So in essence the wrong behavior. And here are the things and fundamentally you're right. I mean if I if I if I sat back and I looked at it it's not anything that people haven't written before but the fact that it is kind of new research that it gets people's attention to be able to say geez if if psychology is telling me that and philosophy is telling me that and systems thinking and telling me that in neuroscience maybe I shouldn't be doing that.   Tripp: [00:50:19] And yet even with Dan Pink's you know presentations Alfie come before him with you know can't. Contests and Punished by Rewards to books that really.   Charles: [00:50:29] Great books.   [00:50:30] Yeah. That that he wrote back in the Deming days right. Oh. When Deming was around. They still stand. And they science still stands but people just seem to ignore it. So.   [00:50:42] What does that tell you.   [00:50:43] It's in the culture. Like you said it's the handshake. You know everybody knows that it works. It does work. Nobody can refute the fact that rewards don't work. But it's how they're used and when they're used you know and associated with that. And you know Dr. Zak is a little bit familiar with Deming. So he I get a little concerned when I first started reading this book because he was with you like everybody else that I've written about neuroscience had kind of gotten into this. How do we make better a performance appraisals which is another thing. Deming railed against. Well. The answer is you don't do performance appraisals.   Charles: [00:51:17] Right.   Tripp: [00:51:17] I can give feedback without doing that. And you know so whether it's the reward systems or the performance appraisals some of the things that railed against all the science has pointed basically that we're we're doing this wrong and they talk about something that that compromises trust in an organization when bad behaviors are running. I've got to believe at least and maybe you have a different view on it is that were were designing systems or organizations in such a way that is self-defeating trust it just in the way that they're structured.   Charles: [00:51:58] Let me give you a quick story to that point.   Charles: [00:52:00] I was in first of all stories are very powerful because they help people come to conclusions without thinking they've been bamboozled into doing it. They want it allows them to put their own spin on it. I was standing I was giving a talk to the Top 40 or 50 so people at Accenture some years ago and before me was the CEO guy named Bill Green at the time.   Charles: [00:52:21] No no relation. And Bill Green had just finished outlining some huge reorganization for all of Accenture and somebody raised their hand and said Hey Bill have we lined up the incentives properly so that if I'm sitting in Australia get a call from our guy in Bulgaria I'm going to be incentive to do do the right thing and answer him. And Bill Green got visibly angry got up out of his chair on the stage. Any any leaned out any point and he said I never want to hear that question in this company again if there's ever any conflict between doing the right thing and the incentives. You do the right thing and we'll fix the incentives later.   Charles: [00:52:58] Now in that moment I mean it was a very impressive you know 40 people who were the leaders of Accenture got that message loud and clear in that moment. And that goes to how you actually do this stuff. You don't tweak the cheese for the rats in the maze. You do it by by leadership of living you know walking the talk all that stuff. You do it by repeatedly invoking a few principles and applying into very specific situations. So I think that the role of role modeling is particularly apt in and when it comes to trust. And my quick answer and then we're running out of time. My quick answer how you create this in an organization is don't do the incentives routine. This is higher level human stuff. What you do is you pick a few concepts a few principles and you relentlessly apply them. It doesn't have to be leaders who just have to be influential people who sign up by saying I think I know what we mean by transparency and right here this is an example.   Charles: [00:53:56] I think I know what you mean by collaboration and right here. This is what that means in this situation. So done right. There is room for tweaking and you know the various not nudges and all that kind of thing but the objective should be to create what I call a trust based organization which is an organization within which people individuals behave in trusting and trustworthy manners toward each other and towards all their stakeholders. It's not a characteristic of the organization. The key is not organization design. The key is certainly not metrics and rewards. It's creating an environment in which people behave in a trusting and trustworthy manner towards each other as individuals. And from that grows the culture and from that you can then say well this company is trusted.   Tripp: [00:54:42] Brilliant. Well said that's a that's not only a great example. But that's that's a probably a good way to conclude this although I do have one last question I ask everyone. It's when I people actually make fun of me for which is Is there anything that I fail to ask that you wish I would have. Or is there any clarification of anything that you've said to this point that that you'd like to take the opportunity to to shall offer.   Charles: [00:55:09] I'll offer one quick thing. The question you didn't ask is What's the one single thing people can do to increase trust and and actually as a simple answer we could spend another hour unpacking it. But it's basically listen and it's not listen to find the data it's not listen to verify your hypothesis. It is. As a sign of respect it functions just like the handshake. If you really listen to someone and something is very clear about this they will listen back. So if you want to be listened to if you want people to buy from me if you want people take your advice. The key is shut up and listen and allow the natural human response of reciprocating. And then they'll listen to you and everything gets better. So the key is listening.   Tripp: [00:55:49] Excellent. Very good. Well we certainly appreciate you sharing your time Charles. And like I said.   Charles: [00:55:56] My pleasure Tripp. Thank you.   Tripp: [00:55:57] Oh it's been I mean you've opened my mind quite a few things in this conversation. I'm sure you do that on a regular basis and people will appreciate that.   Tripp: [00:56:09] So thank you very much.   Charles: [00:56:11] Thank you.   Tripp: [00:56:18] Thank you for listening to the minor noodles podcast. We are currently offering a PDA titled Five surprising findings from neuroscience to help you understand your organization. Just go to Mind Your noodles. dot com forward slash five findings.   Tripp: [00:56:41] No spaces. Also if any listeners know of. companies or people applying neuroscience to their organization we are interested in talking to them. Just have them email me at Tripp to our IP. at minor noodles dot com.  

[fusion_builder_container hundred_percent="no" equal_height_columns="no" menu_anchor="" hide_on_mobile="small-visibility,medium-visibility,large-visibility" class="" id="" background_color="" background_image="" background_position="center center" background_repeat="no-repeat" fade="no" background_parallax="none" parallax_speed="0.3" video_mp4="" video_webm="" video_ogv="" video_url="" video_aspect_ratio="16:9" video_loop="yes" video_mute="yes" overlay_color="" video_preview_image="" border_size="" border_color="" border_style="solid" padding_top="" padding_bottom="" padding_left="" padding_right=""][fusion_builder_row][fusion_builder_column type="1_1" layout="1_1" background_position="left top" background_color="" border_size="" border_color="" border_style="solid" border_position="all" spacing="yes" background_image="" background_repeat="no-repeat" padding_top="" padding_right="" padding_bottom="" padding_left="" margin_top="0px" margin_bottom="0px" class="" id="" animation_type="" animation_speed="0.3" animation_direction="left" hide_on_mobile="small-visibility,medium-visibility,large-visibility" center_content="no" last="no" min_height="" hover_type="none" link=""][fusion_text] Watch the live interview below [/fusion_text][fusion_youtube id="https://youtu.be/ETQuFR4pf5M" alignment="center" width="" height="" autoplay="false" api_params="&rel=0" hide_on_mobile="small-visibility,medium-visibility,large-visibility" class="" /][fusion_text] P026 Transcription (was completed by automated process. Please ignore any speech-to-text errors) [00:00:00] Hi, I’m Beatty Carmichael and welcome to another session of get sellers calling you a real estate podcast and I'm excited today because I get to interview just an amazing friend of mine a friend who's been with friends since 2012. Actually one of our very first clients and that's Stuart Sutton out of Austin Texas area so student Harry Stuart. How are you doing. I'm doing great. Thanks for having me today. Well I'm excited to have you because I used to pick your brains many years ago if you recall we did mastermind conference calls and I learned more about marketing for real estate agents than I ever could have. And you just been a wealth of knowledge there. [00:00:49] Well that's very nice of you I learned a tremendous amount from me too. [00:00:52] But we have definitely enjoyed working together. I just kind of set the stage. I know you don't brag about yourself so let me brag about you so people understand who it is I'm interviewing. You've been in business for a few years. Is that correct. Just started. Just started. How many years ago. Already for about thirty four years ago. And you are a Diamond Club member and a is at masters. Why were those two levels. [00:01:24] Well with Remax I'm going to get RE MAX for I just hit seven years. OK. I do have the lifetime achievement award with the chairman's job is an annual award which means you have to make over 500 thousand in the Diamond Club is the club you have to make over million a year. So yes I mean in each of those. [00:01:46] Very good. And and when you and I met we the thing that impressed me so much. [00:01:52] One of many is at the time you were doing between 80 and 100 transactions a year all personal production. And you were asked you know how many hours a week do you work. And you said between 35 and 40 hours. Do you remember that day. Yes sir. And it blew me away that you could have that type of volume on those few hours. And is that part that I really want to talk about on this call and just to understand what you do now. I know things have changed a little bit. So kind of give me an idea of where things are now if you don't mind. [00:02:30] Well we're just plugging away. I've narrowed down the number of transactions I do in my goal when I when I came with Remax was very straightforward and that was I want to do fewer transactions but I don't want any less income. So I had had a big team and we've done hundreds of deals and and all that. And I just was changing the way that I approach the business. So I now manage each of my clients myself by each of my team members manages each of their clients themselves. We do have staff that helps us but I have narrowed down from doing as you said 80 to 100 at that time and actually the year before I met you I've done 111 sales. Just personally now when you add my team in the volume is pretty impressive. But as a team we don't nobody knows what we do in the way of volume because each of my agents keeps their own. I let them keep their production for themselves. And unless you know who all my team members are a contract that nobody really knows what our volume is except from our Remax broker when we do that it's just it's real simple. I've been there done that with the big team in big volume and I want my agents to really get all the accolades that they worked so hard to get. So it's not just the you know I'm selfless I'd love to have you know all that production under my name but it's time for them to to you know they're just so proud when they go over a certain landmark and have a certain level of production I've got six agents that work for me and for make very good incomes very good incomes. [00:04:03] We know that integrity I have to. [00:04:06] So for the folks listening when we first got started we do a unique thing with with our services over at Master grammar and in identifying people who respond to a postcard. And I remember one of your friends that you helped you with marketing and then a coach. I think for many years he came out with something that you thought he kind of was trying to knock us off and you got so upset with him. I mean you were telling me you weren't talking to him on that and I had to hold you back but your integrity of the fact that someone would possibly take something you had shared and then turn around and use it you know and try to duplicate something I don't know if you recall that but. But when you were talking about your agents and letting them keep their own production and so it shows off for their record and share years I just think that you know that's what makes you so special in my eyes. Is it just that level of integrity. Well thank you that's not for me to say. So let's hope this is real quick. So you've got a you've got a thriving business and you've got a well honed machine. In terms of how you do it. Tell me where you generate money because I know you're talking about different different income streams. So can you kind of give me a breakdown right. [00:05:31] In Europe we've really gotten it down to a general. We've got it down to a science. But the processes that we take are consistent. It's not exciting but consistency means a lot. And I'm really trying to get that through to each of my agents and we have I say we. Want when I say we I'm talking about me and my staff and in my mind it's really kind of try to model what I do. But I have four areas of income. It all comes from marketing. I've got a farm area. I have a niche which is an expanded farm area meaning a specialization in a type of property. And I've got my past clients and customers. And then I've got my online market. So those are my excuse me those are my four sources of income. My agents really try to model that in in in growing their businesses. They're doing a great job I said for the six had really high incomes well a fifth one just hit a milestone. He did more business in the last two months and most able to do in two years so. Wow. Got it for him. [00:06:38] So if you were to take those four income streams and kind of rank them how would you write them from top to best production down lowest production. [00:06:48] So the top two without question has clients and customers and that should be everybody's first source but my niche is extremely lucrative so there are years when I'll make more money from my niche than I do from my past clients and customers. In an area of specialization. One of my agents for example specializes in townhomes. Another one specializes in homes with views. [00:07:11] I specialize in homes on an acre or more and so the members of that particular population see me as someone who has an expertise that they need. We don't just want them to think well you know it'd be nice if we had that. We want to create a need. So because of my expertise in that arena sellers call me and quite often I'm the only one I talk to. [00:07:38] Very interesting so talk to me in terms of what you do in marketing. If you were to do do something different for your personal list and your your one acre plus. [00:07:47] And if so what would you do. [00:07:49] Yes well so I'm going to I don't know going to break down the niche in the farm because really they're very similar but the niche is just more lucrative unless you have a farm that has twenty five hundred five thousand houses and you can just keep growing it. But my niche you can just keep growing. So I've got an agent in another part of town that I'm not going to grab down there but he takes care of all the one acre plus clients in that part of town. So there are really three areas of marketing in a niche or a farm number one is the general population of that niche right. In other words the areas that you want to work the locations et cetera. The second is what I call a targeted and guess who needs to sell their home on acreage probably more than anybody else. When that time comes. Seniors. So I target people who have an exemption of 65 or more a tax exemption. And we market to them when they need to sell their home on it. Could you give us a call. The third is expires. Anyone whose home has expired in the last several years but they've never listed again. We market two very strongly and that's a very powerful database. So those are the three. Now if you're talking about a farm you have three different ones. You've got the general farm then you've got the expired. Same thing. And I'm going to tell you how powerful this is maybe in stopped me if you want me to quit rambling you want to ask a question but let me tell you a powerful. I've got a farm with eight hundred and ninety three people and I have 74 people who have expired in the last three years and never we listed out as more people from this group of 74 than the rest of the eight ninety three. Really. Yes because differently to them than we do the rest of the farm. [00:09:42] So like how do you market differently because most of the times when you're marketing to expire says you're on the phone and calling them as soon as they expire and you try to drop by and you're doing something different. [00:09:56] You don't need to do that with these because here's the thing. If I'm marketing to the farm all eight hundred and ninety three people almost people who expire are getting that mailing. Right. But then I'm marketing to the 74. In addition in sending marketing pieces that are poignant to somebody who's had their home inspired. That makes sense. [00:10:20] It does. But let's elaborate a little bit more because I think this goes into. [00:10:24] You were talking about when connect two very divergent dots years back you were doing a lot of postcard mailings and then you understood and learned marketing. And it turned your business around here you're talking about doing something different for those in. But I have an idea that the concept between both of these is a same concept. [00:10:47] Can you take it give an example to the general farm area. I may send a marketing piece that compels a response to go to a landing page to learn about something like my new level of service to an expired. They're going to receive a postcard specifically about a home that says this home was listed with another agent for six months and then Stuart listed it and sold it in eight days. So the very best marketing I can do for expired is to show them success with somebody that was in their exact situation. [00:11:22] That makes sense so you're making it very specific to them. [00:11:28] So you're marketing to the entire farm and then these that are experts you're sending additional marketing pieces. But I guess most of these are saying this home was on the market for all these days or months and then I sold it. And so they're constantly saying that you were successful. In the same environment that they were a failure that the previous right. [00:11:50] That's right. And then the third area of a farm is out of town owners in some farms have a lot more of them printed on the price range and all that. But so we sent unique marketing pieces to people who don't live in the house they own in the farm area. So you've got the general farm population expired in the farm and they had a town owners in the farm. And those are three specific marketing databases Wow. [00:12:21] So you're kind of the word that comes to mind is pass and you're really passing that market and then very specifically targeting them for their unique needs. [00:12:34] Right. For example if you if you owned a rent house in my farm you'd get a mailing that said hey if you decide to sell your rent house in this area you need to make sure you qualify. And so if you're in out of town owner you're going to receive a card that speaks to you. And I actually offer a guarantee to you because what is the problem that out of town owners have. Well they don't know their houses are vacant they don't know what's going on with it. Well we guarantee that we're going to check in every week and send you a check list showing hey all the lights are working. The doors are locking the windows are more thermostats. We have a whole checklist. So we're going to we have a guarantee that we're going to do that for you every single week that your home is on the market with us. And if we miss any single week or Market Commission at 100 bucks. [00:13:23] Wow. So now as I'm listening you go through this the thought that hits me that may be hitting some other folks is this is a lot of work. I mean it's not just you know go to this Web site a peer upload it just sell photo send it out and then go about your way over here you're actually spending time creating these pieces. [00:13:44] Yes sir. Yes sir. Now once we have a good marketing piece in place blog company we can just adapt and edit and make some changes. Yes OK. You know there's a lot of work in setting up any cash flow system any income stream. There's a lot of work and get this set up. Maintenance becomes a different story. And that's why I can work 35 to 40 hours a week because I'm maintaining several systems that I've had in place for years. [00:14:09] That makes sense I was going to ask you that kind of leading the follow up question to that leading question. Yes it takes a lot of work. My question was going to ask does it make a lot of money. [00:14:19] Well you know what I I'm very blessed to be one of those guys I decided. You remember the book that came out about how to. Be a Millionaire in your underwear. You remember that book. [00:14:29] I remember something like that. Yes. [00:14:31] And that might not be the exact power. I'm blessed to be one of those guys that can sit at home in work literally wearing shorts and flip flops until it's time for an appointment. Then I'll get up and put on a suit. Yes I can do that and I'm very blessed to be in the position where I can work on my schedule on my terms and make a very nice income. [00:14:53] All right so let's talk on because one dig a little bit deeper in if you don't mind the concept of marketing OK. [00:15:03] You learned something from at one point in time that when you applied it to your existing mailings it totally turned everything around. And and that's the same stuff that you're applying right now. Can you help those who are listening to kind of understand marketing at a really simple level so that those people who say this is a lot of work. I don't know even where to begin in kind of give them a starting point. Does that make sense why I'm asking. [00:15:28] Yeah it does and the overall most simple basic marketing world is find out what people want and need. Make it easy for them to get. And the biggest thing that anyone ever taught me. You may. You did meet Randy Smith was really a marketing mentor. Brilliant marketer took all the marketing rules outside of real estate and brought them into real estate. And that's what I try to teach my agents to do. But it's very straightforward. Quit selling and start solving. So what is the problem that the consumer has and how can you solve it. And the easiest example of that ever is Domino's Pizza they were the first ones to guarantee delivery and a certain amount of time because they solved the problem what were their consumers BIGGEST PROBLEM. WELL DIDN'T GET THROWN type atomic out there. It was cold and without it the worst thing is it got there late. It was cold and they still had to pay for it. So what was their marketing like. It was. It's fast it's hot or it's free. Remember that. [00:16:40] I do. I do a date. [00:16:42] Same thing in real estate. You're an out of town owner. Your biggest problem is hate. I don't know what's going on with my house I don't know. I mean we have some either myself or my assistant. We'll check on your vacant house every single week and we guarantee to do that. So we've solved a problem that every agent could solve but nobody else has put it into words. Does that make sense. [00:17:04] Yeah it does give me a couple other examples so that those listening can kind of grasp and start to apply in their own situation where they can where they can use it. [00:17:16] So what's a problem for a home seller who's just thinking about selling a home. They're not quite sure OK what can I get this call all the time and I'm sure a lot of other agents do as well. And that's what do we do to get our house ready. Where should we spend our time and money. Well we have a program where we actually provide a stager an inspector handyman a painter a window washer at our expense to get your home ready for the market. So now instead of well what do we do. [00:17:45] What do we do how do we do it. Who do we call. What what's it going to cost. We've solved that for you so instead of just selling selling selling we're solving solving solving so the more problems we solve for you the more chance you're going to. [00:18:00] Very interesting. [00:18:01] What are some other examples that you can give me. [00:18:07] Well I've just had one situation where if this hasn't been the market for this was the most recent. That's why I'm bringing it up for nearly a year with three other agents. They call this obvious now if one of our marketing pieces I went out and the house was vacant carpet in the master was wavy. I've just paid a carpet stretcher to come in and stretch it. I carpet cleaners to clean it. The patio was extended. Very nice big but it was all stained. I had a handyman coming in power watch it had a crew come in and clean the house because it was bacon. Kind of you know you start to see bugs and cock and other agents have had this home on the market in this condition. We sold in sixteen days. So basically what we're doing is stepping in that owner's out of town. You know how hard it is to coordinate that type of thing. You know it's done and make sure they're paid. We took care of all that. We paid all we coordinated them. We scheduled them to put the house in condition to show. I mean to sell destiny. [00:19:10] So if you and so if you take all the things you do in terms of marketing what you know some people running Facebook ads and some people running getting you know they're there doing email blast and all kinds of things. When you say marketing are you talking about all these things are you talking about something down this channel or that includes all those postcards and mailings. [00:19:37] I still believe very strongly in mailings and in a lot of my income comes from maintenance. I've just got a mailing. This is I don't know if you only take the time and all that but literally a couple months ago from a little company that made me feel like mailings work because Google sent me a postcard. Wow that's very hard trying to get me to use Google AdWords. [00:20:03] A lot of people send in postcards I think and they work they they must I know we send a lot of postcards and they do work so well let's shift gears a little bit and I want to talk about balance in your life because one of the things that when you and I had first started talking you were sharing and this is a first in 2012 2013. You spent a lot of time with your family as a realtor and and a lot of there's a lot of struggle especially you know everyone straight commission and fighting for the next deal. And so the idea of being available almost like 24/7. Yeah. We'll ask an agent know hey how is your weekend they look at me and go what's a weekend. Okay talk to me in terms about how you bring balance to your life as a real estate agent. [00:20:53] That's that's a great question. It truly is a challenge for most people in this business. It's a matter of fact a friend of my son was getting into real estate or is getting into real estate and he asked if I'd have lunch with them and they were interviewing. And just having lunch with a few top agents around our market and they asked me. OK so tell us about your schedule and you know weekends and evenings and I said well at work we can tell you said really. So what about your phone you always interested. Well if I'm with my family I do not answer my phone because I want my family and my kids to know you're more important than anything else that's going on here. Now my family understands I'm in the real estate business. So even when we're on vacation I'll set a time of the day when I return calls. But if we're out and they said you know what. We just talked to another agent she said she was in Paris France not Texas. Well I'll be with her family. She got a call. She took it. He goes I'm in real estate I take my call. I just feel differently about it. So I do not as quick work on Sundays. Many many many years ago when my first son was born I quit work in 30 days and let my wife have a whole day off and spend it with him and we took that through both sons and it it's just it's just too important. Guess what. I've never lost any business that I know of because I've put my family as a priority. [00:22:21] Wow. [00:22:22] So there are two things running through my mind on this one is what's the motivation to be that determined that deliberate. And number two the other thing running through my mind is the risk because you know you're potentially losing business. So help me understand those two things that makes sense. [00:22:45] It does. And I'm going to be kind of straightforward and blunt place. I believe that there are two words to start with that that are really really important and one is fear and one's faith. And I have faith that my father in heaven is going to provide. And I don't fear that I'm not going to get business because my faith overrides that fear and I'm not. Believe me I'm not always successful that because fear can certainly creep in. But this is a business where if you don't depend on faith it's going to be a much more difficult road to hoe. So I've always depended on the fact that my father's been blessed us our family and that if I go about doing my business in a way that I believe is is pleasing to him then we're not going to have to have that fear. [00:23:38] That makes a lot of sense. We we do a lot that sells on our own as you know. [00:23:44] Talk to me a little bit more than about your faith and really kind of how it drives your business or maybe how how your faith drives you in your business. Does that make you kind of talk a bit more on that. [00:23:57] No I would say it's the real estate business is it is a challenging one. And I really preach to my agents that you know faith is is really really important as far as pay if you do what you're supposed to do. You can't be afraid that you're going to fail at it. So that that step by step faith over fear is something that we're always working on. [00:24:23] But the way we handle our business is is not I know this going to sound trite but it's not money driven. Do I have financial goals. Absolutely. Do I have financial obligations. Absolutely. [00:24:38] But I've got a song on my wall over here that says the more you serve others the more successful you will be. [00:24:47] And I just believe that in my heart. So we treat each situation in a unique way that has to do with that client. And we don't ever. My team and I for example we collect money we contribute our own money to make house payments for people in need. You know a lot of people you know hit a time in their lives when they need a helping hand. And we don't. We've had many people want to help give publicity to us for that. And we've always refused. That's just a part of something we feel like we should do. So as a teen we call it our house payment program. Once a lot to have someone asked me to come do some training. What. What do you charge. And I'll say it was instead of me charging a fee you in your office contribute to our house payment program. [00:25:40] Now give a little pitch about what it is and tell me about some of the people that we've helped. We helped a fireman a year before last who had a devastating accident and couldn't work for some time. And yes he had some some income come in from you know disability and all that but it didn't really cover all their bills so we helped make their house. We had a family grandparents who lost their children in a car wreck and took in their five grandchildren. And you talk about financial struggles. We've stepped in and helped them make house payments. So those are the kind of things that we we feel like or part of what we need to be doing. As you know it's part of our business. [00:26:25] That's really neat. [00:26:26] You know the whole idea of trusting in giving is it resonates really with me a lot because you know our business over the years we've been in business for 20 to two years I think it is now and we've seen some highs and we've seen some lows and even in the lows I advised it out. I'll tell you this story because this is years back so I can't take really any credit but we at that time we gave a real high percentage of of every profit every dollar we made whatever I took out and whatever the company made is profit. And every month we would give it into ministry and we had this client that was 70 percent of our volume and about one hundred and some odd percent of our profits and they were scheduled to leave about three four months from now. It was a term contract. And so we kept giving and you know storing nothing up. Now it's talking to a friend of mine who's a another Christian businessman and his name is building said Betty I believe in trusting God but I've never put myself in a position where I had to. And but you know this whole this whole lifestyle of you taking the day off or doing these things you know helping other people out and just really trusting your fate to your faith in the Lord. [00:27:57] I just think it's it's it's it's freeing isn't it it makes all the difference it makes doing this business of pleasure it really does. And not being tied to that commission is is everything. And I may have shared this one with you I had a client you know I've had this happen several times over the years but one I think I shared with you I had a client that the Commission on their house was just shot fourteen thousand dollars like thirteen thousand nine hundred. And they were in having some difficult financial struggles. And when we got to the closing after their escrow because yes we should know the pay off and they told me what the payoff was and when it got to it they did not share with me that they were behind payments. [00:28:45] So after paying off their loan that was thirteen hundred and twenty seven dollars left. Now they have paid my commission they have had to come out of pocket twelve thousand plus I didn't have it so I said we're fine. No I'm not depending on this commission you know to make my house payment and I believe that you guys can go in close I believe that you should have this burden lifted from you and in the you know if I can ever help you again I'm I'm here to help and I can tell you a lot of people would think that you twelve grand you can I didn't give up twelve grand I didn't have twelve grand I helped somebody in a situation and I came out you know thirteen but to hit thirteen hundred dollars hit you know and they still for referred me business to this day so that's just the way I approach each of those commissions it's it's not money driven it's people and again am I. [00:29:52] Do I fall short of that. [00:29:53] Of course I do but it's nice to step back in and I pray every single day that God will put people in my path that I can serve on his behalf do you do anything else with your faith in how you engage with clients on an ongoing basis I know like when we bought our house you know our realtor really super lady loves the Lord and so you know we're at the kitchen table of the house that we now own and filling out the the offer and so she said hey let's just pray over this I'm thinking you know what a great way to do it how do you do you live it out in any way like that strategically it's not great with many clients over the years and I do have it I call it my pre listening package which has enough every single cell in it has a a page in it that basically espouses my faith and lets them know that we depend on God for all of our blessings and we put him first and that's in every marketing package that we send that I love that so you don't you obviously don't subscribe to the idea that he has your faith here and you have your work here and they need to be separated right. I'm not sure that's possible I don't think it is. One last question just saw as we're on this topic and there you may not have anything or you may not have anything that you care to share but you know a lot of times as a realtor or even just as a husband and a father you go through struggles and and there are times when you just have to. You fall on your knees and the Lord just really carries you through is there anything that stands out that you would like to share in terms of the impact of your relationship with Christ as you go through struggles absolutely no question that he has brought us through many difficult times. [00:32:01] I still remember many years ago when we were in danger of not being able to make our house payments. This was before we had kids. Not to say that it's been a cakewalk since and because it hadn't but I still remember Rebecca and I and I bless her. She is the most incredible prayer warrior. I still remember sitting at a table approaching midnight praying about whether we should get out and try to find no less smaller house and find a way to move bills aside and find a way to find a way to do all that. So as we as we prayed through that and continued to over time we just felt we knew what what what he wanted. And so we continued on the path that we were on in and we're just blessed with you know the relief of that art. I still remember back then going you know what. I don't know anybody that does this much business with real estate but I'm truly. Again it's not one of those. Oh well if you believe in God and Carville he'll bless you and give you a lot of money that's not what it was at all we were willing we went look at smaller houses and we went and looked at different ways to lower our last home. [00:33:23] We weren't leaving an exciting lifestyle by any means but we just hit. Been in some tough roll snake markets when interest rate 10 percent. I've been I've been in three crashes over my career but we just felt truly comfortable that we should you know stay on the path that we were on. So we did he blessed us. My business flourished in a time when you would never expect it in. A couple of years after that we had kids and just moved on down that line. But one of the best things that I remember is I asked my kids questions all Thompson. Come on. But I said if you were to say one thing about your mom and your dad that you remembered us for what would that be. And I shared what I remember my parents for in the thing that I I'm really just overwhelmingly touched by. [00:34:17] Is one of my sensitive you said you know you have an incredible work ethic but you do it for a reason and that reason is your family and God. [00:34:33] If that's the way he remembers me you know I'll be very happy. [00:34:38] What a legacy. What a legacy on that. [00:34:42] That's great. You know our children. They pick up more from what we do than what we say. Yeah. Let's talk on one more thing if you don't mind. [00:34:54] You've been married for how long thirty three years. [00:34:57] Thirty three years. And if I'm approaching an area let me know and we can edit this part out but I want to talk in terms of a marriage that's founded on Christ. And can you talk anything on that. You know how's your relationship and and what do you consider kind of the core reasons for the relationship being as it is wow you aren't getting big. [00:35:26] You know it's it's incredibly comforting to know that my wife's faith is is so strong in that she doesn't necessarily depend on me for her happiness and gratification. She depends on our Lord and in the same way with me. We we both know that our marriage is is. I mean it's wonderful. Now have we had some tough time yet. Absolutely I don't. Yes I really know of anybody money. But the bottom line is is we both know that supporting each other based on and our prayer is always that the decisions we make will be in our mortgage will and that's the decision we make for our kids. That's the decisions we make business decisions we make for each other and her faithfulness over the years it's just been an inspiration to me. [00:36:27] You know I I I stepped in here without really having much knowledge but I felt I was safe in that direction because I'm similar. [00:36:37] We're married a lot fewer years where I'm coming on our 26 anniversary on. But what's really interesting is our love for each other is so much stronger today than it was years back. There's never been a time we haven't been in love but it's gotten a lot stronger Yelp experience. [00:36:56] Absolutely. Absolutely no question about it. It does matter fact. We have been talking about that recently. You know we're empty nesters and you know wow I was afraid how it's going to come up with me. You know when the kids are gone. But we we've just grown closer and stronger as the years go by. [00:37:13] You know one of the things that someone taught me years back he said kind of a triangle put God at the top. [00:37:19] And then the two lines coming down is the husband and wife and as each husband and wife seeks and they get closer and closer together. So that's kind of what I attribute. And I have to tell you an interesting story. One of the members in our separate club that church is a he's a pastor. He came from pastoring his own church and now being an assistant pastor in our church and in his area of ministry as a pastor. A lot of challenges relating to divorce and moving into divorce. Now he's asking in this quiet house because I'm using this concept and I'm saying has there ever been a time that you recall anyone going through the process of divorce or considering divorce where one or both of those people had been consistently seeking the Lord and he said no he cannot recall and that I think has been the about bedrock for our relationship as I would imagine for years. [00:38:26] Very good. That's that's a good one thank you. [00:38:30] Well we kind of probably need to wrap up a little bit is there and we start on a real marketing side and excited now we're kind of mellow down and talking to about really the most important things in life. But is there anything that's been on your mind or anything you've thought about that you'd like to share before we wrap up anything that on any topic or anything. This is your chance to shine. [00:38:55] Well I can tell you that the more people like you that I'm able to work with who have a faith in a belief like mine the Better Business is. So being able to talk openly with you in I know I don't know how much people watching us know about you but if they've never heard you teach scripture you're an amazing teacher but they might have friends. My broker people on my team and people involved in my business be able to pray together vehicle to encourage each other to be able to you know share in challenges and in victories and give that glory to God rather than to ourselves. We understand that. I mean the guy that I've told you about just had a breakthrough with an incredible couple months and then couldn't himself or any of he feels and knows that it's it's a blessing. And he put in the work and God bless him with the results in total surround yourself with people that that really makes the real estate business very different and a more enjoyable career than if if you're not. [00:40:17] Yes it does. [00:40:18] And to work with people like you like mine makes my work all the more meaning that frequently I go you know what's the purpose of it. You know it's just money right now. Is there any eternal purpose and the Lord keeps reminding me. Yes but you need to be a full time minister secretly disguised as a business owner and you do a great job of that. Well I don't know. He's been spiking me a little bit saying you haven't done it the way I've asked you to. So we're working on that. Well Stuart I've really enjoyed visiting with you and thank you for sharing your time. And for those who are listening or watching if you like this please Subscribe or like us and they come back as we interview more people. So Stuart and have a great day and be blessed. [00:41:10] Thank you. You too. [/fusion_text][/fusion_builder_column][/fusion_builder_row][/fusion_builder_container]

Thursday 5th April 2018. Hi to Mark Fletcher in California who listens on TuneIn and sent a message: “Hi Martyn I listen to podcasts on my way to work, and yours is always the first. For the last couple of days there has been a lot about Tesla, and I like to hear about all the EVs out there. Keep up the hard work”. Well thank you Mark but let me correct you, this isn’t hard and it’s certainly not work! But I get what you’re saying, for one reason or another there was a big Tesla story most days recently. So let’s put that straight. In fact it’s been another crazy day for stories – even this time last year this would have been a week’s worth of EV news, all crammed into one daily update. Such an interesting time to be following electric cars.  I’ve got lots to get through, I think there are 12 stories I want to discuss with you, so let’s see how far we get. A bit like Street Street, let’s count 'em up together!   1 – NISSAN LEAF PRICES, CHARGING AND AWARDS First story and a lot happening in the last day with Nissan LEAF. According to Pedro in Portugal, for Push EVs: “to convince customers to maintain their orders, Nissan started increasing the prices for the Leaf in Europe”. The base model Acenta has gone up from 28.700 Euros to 30.150 Euros. An increase of 1.450 Euros. According to the SpeakEV forum here in the UK, user JHRC said “I was informed by the salesman that the prices for the LEAF would increase from 3rd April, and on their web site a Tekna is now £900 dearer. I ordered my Tekna 2 weeks ago and made a good saving on the price. Delivery est.July 11th.” Mike Proctor replied, tongue in cheek: “Makes sense that they put the price up really. Now Nissan have suddenly added the extra 'feature' of throttled rapid charging!”. Ouch! Back to Push EVs: “With this strategy Nissan seems more worried about keeping current orders than getting new ones. Considering that by now there are probably more than 20.000 orders for the Leaf in Europe, this might be a smart strategy. This way customers who already ordered the Nissan Leaf get the feeling that they got a great deal – and forget any possible rapid charging issue. I don’t think it’s got anything to do with the rapid charging. I think it’s more than likely something like currency rates, or a planned increase after early adopters bought one, or a plan to put it on sale and get headlines at the low price before hiking it. There’s no hard evidence it’s about dissuading people from cancelling orders due to the internet discussion about slow charge speeds. And by the way, a quick podcast thank you to Neal Archer who helpfully left a comment on Youtube to point out the charging speed discussion online has been recognised by Nissan now and they’re talking to owners. Neal asked me a couple of weeks ago why I hadn’t discussed it and, the short version is, I simply didn’t have any proof. All I’d seen at that point is a video on YouTube with JP from Eco Cars, who knows what he’s talking about, saying there was a problem with rapid charging. Then Fully Charged repeated it, along with Transport Evolved. Now a little background, for my day job I have quite a lot of legal training and didn’t fancy repeating a potentially libellous comment. Why is the original person allowed to accuse Nissan of making a faulty car then, you may ask? Well if Jonanthan from Eco Cars was telling the truth and it’s in the public interest, he’s making what’s called an honest comment. But although I trust his superior knowledge than me on EVs, I don’t trust him enough to land myself in court. If what he was saying was untrue, then Nissan could have sued me as well for damaging their reputation. You see in this country anyone who makes or repeats a false accusation, or defamatory comment, is as open to be sued. Simply saying “I was just repeating Joe Bloggs” is sadly not a legal defence. Now would me talking about it have caused serious harm? Well, more than talking to my mates about it in the pub, as this podcast has thousands of listeners, but not as much as those big YouTube channels like Fully Charged. So it’s a risk, but I erred on the side of the law. So that’s why I held back, purely selfish reasons as I don’t know anyone with a new LEAF and couldn’t test it myself. The same goes for social media as well, and it’s why there’s an explosion in people being sued for what they write on Twitter.  As it turns out, Nissan point to their documentation which says this about charging: “Time dependent on charging conditions, including Quick Charger type and condition, battery temperature and size as well as ambient temperature at point of use”. However, I do have sympathy with 24kWh battery owners who have rapid charged all day long and now have a 40, which slows itself down for safety. That’s a huge frustration. And I have sympathy for those new LEAF owners who perhaps read a car website or review, saw that it rapid charged at 50kW, and took that as gospel. Some positive news for the new LEAF, Autotrader have named it as one of their “Must Test Drive” cars, Judges praised it’s updated interior, driver-focused technology and advanced safety features. As for most recent sales, InsideEV’s and their excellent sales tracker point out: “Nissan has finally got the ball rolling with U.S.-based 2018 LEAF production and inventory. Deliveries soared in February, but only due to several months of almost non-existent sales. The numbers are up significantly for March, with 1,500 LEAFs sold, a 1.5% increase from last year’s 1,478. In comparison to last month’s 895 deliveries, this is a heroic eff”   2 – 55% EV MARKET SHARE FOR NORWAY If you want to see a country embracing EVs then Norway, with significant financial incentives, is leading the way per capita. 8,034 passenger plug-ins were registered in march 2018, up 72% year-over-year) at a record 55.8% market share. BEVs were at 5,362 and PHEVs at 2,672. The best selling car for the month is the new the Nissan LEAF with 2,172 – that’s 41% of all pure electrics being that one car, or 15% of all market share. Yes OK it’s a small market with only 14,400 total monthly sales BUT it’s a microcosm of what will happen where you live, sooner or later.   3 – CLEAN FERRIES FOR SWEDEN Third up, and I wouldn’t call myself a regular reader of the World Cargo News website, but I didn’t notice a lovely battery story on there: “Stena Line will be the first Swedish ferry operator to operate a ferry with zero emissions while berthing and in port. This initial stage of the retrofit employs plug-in hybrid technology that charges with shore power and draws on battery power for bow thrusters and manoeuvring when berthing in port. The ultimate goal is for STENA JUTLANDICA to operate fully on battery power, requiring an estimated 50 MWh of stored energy for the 3h 25m trip across the Kattegat. Shore power from clean energy sources is also an important focus area.”   4 – TRUMP WON’T APPLY TARIFFS TO EV BATTERIES. MAYBE. Fourth story, and I’ll just say, Dear Americans, the rest of the world is very confused by Donald Trump. The new trade tariffs to be imposed included electric batteries on the list, but EV buyers shouldn’t worry. “Any impact on EV battery supply would be minimal to nil,” said UBS analyst Lachlan Shaw . “It is lithium-ion rechargeable cells that are the ones that largely go into EVs.” I’m not sure I agree. After all, China is using electric cars and Lithium Ion batteries to become a leading force in the world. Whether they make an 18650 cell for a laptop, or an 18650 cell which is used in an EV, there’s no difference. No offence to Lachlan Shaw, that doesn’t make sense to my tiny brain.   5 – EVS ARE TOO REFINED FOR KIWI MEN We rarely go to New Zealand on this podcast, so let’s rectify that. A new survey has revealed blokes won’t buy an EV because it might dent their macho image. One EV owner reported promoting the climate-friendly cars each weekend at a farmer’s market, and typically found tech-savvy youngsters and mums who wanted a safe, practical and cash-saving car were on board with the idea. But they said that talking to the Dads they never got it. One quote was: ““No noise, no smell, no oil, no mess – how can this be good? Hey, new Zealand men, if you need big, brash, loud car to drive, what else are you compensating for?   6 – CAR MAGAZINE REVIEWS THE ELECTRIC BLACK CAB Car Magazine has driven the new London Electric Black Cab from LEVC, a company owned by China’s Geely. They of Volvo fame. Highlights from the article I read were: “it features both a CCS and CHAdeMO charging socket either side of its grille. The LEVC stores its 23kWh of batteries up front with the driver, leaving the passengers to have as much room as possible. it’s essentially a Volvo. Sure, the screen is in a different place, and you’re in a commanding driving position, but every display runs Sensus (the infotainment system used in current Volvo models), and is strikingly similar to what you’d