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Superteams The Science And Secrets Of High Performing Teams From Ron Friedman · Arroe Collins Like It's Live

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  Speaker 1: I don't know about you, but while listening to podcasts,
• 0:02
  Speaker 1: right in the middle of an interview, I'll get bored
• 0:04
  Speaker 1: and I gotta go. And it's like, oh my god,
• 0:06
  Speaker 1: I feel so sorry for this host, but I gotta go.
• 0:09
  Speaker 1: I need a choice. I don't want to stop listening
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  Speaker 1: to podcasts. I just gotta go. That's what Aro dot
• 0:14
  Speaker 1: net is all about. A r r oe dot Net.
• 0:17
  Speaker 1: When you lose interest in the conversation and you gotta
• 0:21
  Speaker 1: get something, it's right there waiting for you. And one
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  Speaker 1: of them is Beyond the Calling. We're talking to the
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  Speaker 1: men and women who have served this great nation beyond
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  Speaker 1: the calling, only on Arrow dot Net A r r
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  Speaker 1: oe dot Net. Enjoy your exploration.
• 0:37
  Speaker 2: Run.
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  Speaker 1: I love this book because it really does redefine where
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  Speaker 1: we need to be when it comes to placing teams together.
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  Speaker 1: Because I swear you know, I've always been a Michael
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  Speaker 1: Jordan fan because I'm here in Carolina, But I didn't
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  Speaker 1: believe that he believed in teamwork until he got into
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  Speaker 1: NASCAR racing with the twenty three X and he's seen
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  Speaker 1: what teamwork does. And so to hold your book and
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  Speaker 1: to go through your book, you are reopening my mind.
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  Speaker 1: My heart into believing that the strongest single players still
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  Speaker 1: need a team. That's exactly right.
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  Speaker 2: One of the things we find in the research is
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  Speaker 2: the best teams don't just do good work individually. They
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  Speaker 2: make each other better. And so figuring out how to
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  Speaker 2: do that is key if you're trying to create a
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  Speaker 2: super team. And one of the things I talk about in
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  Speaker 2: the book is how the best leaders create that team mentality.
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  Speaker 2: You know, a lot of people work on what they
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  Speaker 2: call teams, but they're not real teams. They're just happy
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  Speaker 2: to be working together in the same environment or the
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  Speaker 2: same the same department. In order to have a real team,
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  Speaker 2: you need three things. The first is you need a
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  Speaker 2: shared goal. Everyone needs to be pulling in the same direction.
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  Speaker 2: If I'm looking to get promoted, you're looking to get
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  Speaker 2: home at five o'clock. That's a different goal, right. We
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  Speaker 2: need to have a shared goal that we're all trying
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  Speaker 2: to achieve together. The second thing is we need is
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  Speaker 2: we need role clarity. I need to know what I'm
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  Speaker 2: responsible for and you and what you're responsible for, and
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  Speaker 2: how those two things interact. And the third thing is
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  Speaker 2: we need something called interdependence. This is something it's a
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  Speaker 2: psycho logical term. All it means is I need to
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  Speaker 2: know why why I need you to succeed in order
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  Speaker 2: for me to be successful, and you need to do
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  Speaker 2: the same. So we both need to believe that we
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  Speaker 2: need each other in order to succeed. Unless we have
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  Speaker 2: those three things, we don't have a team. We have
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  Speaker 2: a recipe for dysfunction. And most teams are real teams.
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  Speaker 2: This is why we have so many issues in the workplaces.
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  Speaker 2: You don't have that shared goal, role, clarity, and interdependence.
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  Speaker 1: I was just going to say, you're describing radio how
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  Speaker 1: it doesn't work. We had, I swear to God that
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  Speaker 1: over at iHeartRadio here in Charlotte. We had some of
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  Speaker 1: the greatest broadcasters in this history, and it didn't work.
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  Speaker 1: And you're sitting there and you're going, I don't understand.
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  Speaker 1: You've got all of this amazing talent. And then when
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  Speaker 1: you break it down like you just gave me, now
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  Speaker 1: I know why it didn't work because we didn't play
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  Speaker 1: by those rules. And that is such a valuable thing.
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  Speaker 1: And I hope you're on some sort of national tour
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  Speaker 1: really putting that out there right now, because we need
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  Speaker 1: that kind of leadership.
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  Speaker 2: I appreciate you saying, and it's exactly right. This is
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  Speaker 2: why we have so many organizations where people are either
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  Speaker 2: a turf war or you got to drop balls. Is
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  Speaker 2: particularly the role clarity. If I don't understand what I'm
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  Speaker 2: responsible for and you're responsible for, we're not going to
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  Speaker 2: be able to achieve our goals as a team. The
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  Speaker 2: other part of it is you have that competition in
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  Speaker 2: a lot of organizations. I would imagine you have that
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  Speaker 2: on the radio where different hosts are trying to make
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  Speaker 2: a name for themselves. They don't really care how the
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  Speaker 2: other hosts are doing. And so one of the things
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  Speaker 2: I talk about in the book is how the best leaders,
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  Speaker 2: when someone does a good job, don't just recognize that person.
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  Speaker 2: Recognize that person, but then reward the entire team because
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  Speaker 2: what it does is so for example, take people out
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  Speaker 2: to lunch together in honor of the person who did
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  Speaker 2: a great job, because it sends a signal that on
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  Speaker 2: this team, when one of us succeeds, we all succeed.
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  Speaker 2: You need to create that team mentality as a leader.
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  Speaker 2: It doesn't happen naturally on its.
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  Speaker 1: Own, and you call that a science. I was very,
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  Speaker 1: very shocked by that only because I never even thought
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  Speaker 1: about even taking that kind of a view in it.
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  Speaker 1: I always thought it was just human nature. But I
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  Speaker 1: love the fact that you're giving it even a different
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  Speaker 1: level of things to think about.
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  Speaker 2: Well, here's how we did this research. Let me take
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  Speaker 2: a step back and explain it. So we polled thousands
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  Speaker 2: of workers, We put them through surveys, and we asked
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  Speaker 2: them two simple questions about their teams. The first question
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  Speaker 2: is how effective is your team at reaching its goals?
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  Speaker 2: The second question is compared to other teams in your industry,
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  Speaker 2: how would you rate your team's performance? And then we
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  Speaker 2: took the teams that had a perfect score a ten
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  Speaker 2: out of ten on both items, a very small group,
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  Speaker 2: we call them super teams, and we looked at what
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  Speaker 2: are the super teams do differently? And we looked at
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  Speaker 2: everything from how they structure their day, to how they
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  Speaker 2: run their meetings, to how they recover on evenings and weekends.
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  Speaker 2: And what we found is some very key differences that
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  Speaker 2: any team can apply to build a high performing teams.
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  Speaker 2: I had to take you through them. If you like,
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  Speaker 2: we want going to dive in, let's go for it. Okay,
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  Speaker 2: So super teams share three key strengths. So I talked
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  Speaker 2: before how do you turn a group of strangers into
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  Speaker 2: a team. Now we're about how do you take a
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  Speaker 2: team and turn it into a super team. So there's
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  Speaker 2: three key things. One is the best teams are far
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  Speaker 2: better at the getting more done, and they do it
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  Speaker 2: by better managing their time and attention. The other thing
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  Speaker 2: is they don't just collaborate well, they make each other better.
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  Speaker 2: That's the second strength. And the third strength is even
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  Speaker 2: when things are going well, they're not satisfied. They're constantly
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  Speaker 2: building new skills and improve over time. And so each
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  Speaker 2: of one of those strengths, all the habits are learnable,
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  Speaker 2: which means by building those right habits, any team can
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  Speaker 2: dramatically improve its performance.
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  Speaker 1: Don't you think that also includes everybody that you don't see.
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  Speaker 1: And because I am the one that'll sit there and
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  Speaker 1: identify the guy who's making sure that the uniforms are
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  Speaker 1: out there, the person that's there to make sure that
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  Speaker 1: the tickets were sold on time, I want the entire
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  Speaker 1: team to be a part of this victory. I don't
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  Speaker 1: just want the superstars who made the break.
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  Speaker 2: Absolutely, In fact, the second that's part of the second strength.
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  Speaker 2: That second strength is they make each other better. And
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  Speaker 2: part of they make each other better is by sharing credit.
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  Speaker 2: You know a lot of people think, when things go right,
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  Speaker 2: if I share credit, I'm going to be less impressive.
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  Speaker 2: But the truth is you're going to be more impressive
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  Speaker 2: when you share credit. And it's because when you share credit,
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  Speaker 2: you signal confidence. Only someone confident will share credit, and
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  Speaker 2: you signal leadership. And those are the things people want
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  Speaker 2: when they look to see who's going to get promoted.
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  Speaker 2: And so the next time something goes right on your team,
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  Speaker 2: don't just suck up all the credit yourself. Point to
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  Speaker 2: someone who contributed to your success, even if they're not
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  Speaker 2: in the room. People will like you more and you'll
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  Speaker 2: raise the team's performance as a whole.
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  Speaker 1: Well, you use a gigantic word here, dude, and I
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  Speaker 1: know that a lot of people use it sometimes, but
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  Speaker 1: it needs to be a part of our everyday language.
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  Speaker 1: Counter Intuitive that counter intuitive insight. My god, that is
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  Speaker 1: such a great step in the right direction for discovery
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  Speaker 1: as well as strategy.
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  Speaker 2: Yeah, I mean, there are so many counterintuitive ideas in
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  Speaker 2: this book. I'll give you another one. We asked in
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  Speaker 2: our research, which amenities do you have at your office?
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  Speaker 2: And so we gave people a long list. We said,
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  Speaker 2: do you have a ping pong table, do you have
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  Speaker 2: an office gym? Do you have picnic tables outside where
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  Speaker 2: everyone can sit together? And then we look to see
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  Speaker 2: what are the amenities that actually predict having a high
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  Speaker 2: performing team. And you know what, it was only one.
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  Speaker 2: The only amenity that predicts having a high performing team
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  Speaker 2: is having a quiet space to do focus work.
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  Speaker 1: I was gonna say, obviously you've been backstage at a
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  Speaker 1: Ringo star concert because they've got that ping pong table
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  Speaker 1: and they do have those places of peace. Because when
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  Speaker 1: you walk back there and if you're not playing ping
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  Speaker 1: pong with Joe Walsh or Ringo himself, I don't think
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  Speaker 1: you're connected. But you're so right about that. The things
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  Speaker 1: that go on behind the scenes is what controls where
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  Speaker 1: you're going to be growing.
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  Speaker 2: Absolutely, and you know, most offices they're in attentional war zone.
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  Speaker 2: It's why so many people prefer to work from home.
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  Speaker 2: They can't get anything done during regular work hours. And
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  Speaker 2: so if you're looking to build a high performing team,
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  Speaker 2: you need to enable people to do their job during
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  Speaker 2: the day, otherwise they're going to be coming in early,
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  Speaker 2: staying late working weekends. And that's just the recipe for burnout.
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  Speaker 1: Oh my god, you just hit the word where I
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  Speaker 1: wanted to go. You're in my mind right now because
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  Speaker 1: I was going to say, this is the one thing
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  Speaker 1: that I can't stand right now. So people say I'm
• 8:03
  Speaker 1: so burned out, oh, and I'm going I don't feel you,
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  Speaker 1: because burnout is something you can put out.
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  Speaker 2: It can be. But I will say, in defense of
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  Speaker 2: all those people you dislike hearing from a lot of
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  Speaker 2: organizations are setting people up for burnout. They are, and
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  Speaker 2: it's and you know what they know. What they try
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  Speaker 2: to do is they try to cover it up by
• 8:24
  Speaker 2: giving them like a meditation workshop or you know, some
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  Speaker 2: kind of workplace wellness seminar. And that's like giving people
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  Speaker 2: a band aid for a gunshot wound. And it's because
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  Speaker 2: they're being forced to work all these hours where they're
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  Speaker 2: constantly distracted, when you're constantly responding to emails or phone
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  Speaker 2: calls or meetings, and if you're not able to do
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  Speaker 2: your job, if your work becomes uncontrollable, and if your
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  Speaker 2: work feels uncontrollable, you become burnt out or you become depressed.
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  Speaker 2: And the reality is these are fixable problems, and I'll
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  Speaker 2: give you one solution. This is something I talk about
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  Speaker 2: in the book Meeting Guidelines. So eighteen hours a week
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  Speaker 2: every week is gone to meetings. For the average worker,
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  Speaker 2: that's half the week gone before they've accomplished the still
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  Speaker 2: tak So how do you get rid of these meetings? Well,
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  Speaker 2: meeting Guidelines is a solution. Involves getting clear with your
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  Speaker 2: team about what deserves a meeting and what doesn't deserve
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  Speaker 2: a meeting. At most companies, anybody can call a meeting
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  Speaker 2: for any reason. There's no guidelines about what comes to meeting,
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  Speaker 2: and so that's why so many meetings feel like they
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  Speaker 2: could have been an emails because nobody's explained to people
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  Speaker 2: what deserves a meeting what doesn't. So a simple meeting
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  Speaker 2: guideline on my team, we can say no decision, no meeting.
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  Speaker 2: If you have an update, send an email, if you
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  Speaker 2: have a question, pick up the phone. Unless there's a
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  Speaker 2: decision to be made. We're not going to pull people
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  Speaker 2: away from their work. Another example of a meeting guideline
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  Speaker 2: is no spectators. If you are not contributing to the meeting,
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  Speaker 2: you don't need to be there. It's not a criticism.
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  Speaker 2: It's respect for your time. When you have meeting guidelines
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  Speaker 2: in place, you're able to shrink the number of meetings
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  Speaker 2: and increase the number of hours where people can do
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  Speaker 2: real work during the day.
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  Speaker 1: Trust me, we're just getting started with Ron Freedman. There's
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  Speaker 1: more right around the corner. The name of his book,
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  Speaker 1: super Teams, The Science and Secrets of High Performing Teams.
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  Speaker 1: We are back with Ron Friedman. All right, let's talk
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  Speaker 1: about those meetings. Because I'm the guy that will not
• 10:15
  Speaker 1: go into someone's office to have a meeting. I will
• 10:17
  Speaker 1: not go into a conference room because that's not every day.
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  Speaker 1: We're not there when we're talking about our favorite dinner
• 10:22
  Speaker 1: last night or our favorite movie. And I really do
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  Speaker 1: when I have meetings. Let's go for a walk. Let's
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  Speaker 1: go do this over here. Do you think that we
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  Speaker 1: really need to be in an office because I always
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  Speaker 1: think that gives the boss the upper hand or the
• 10:32
  Speaker 1: coach the upper hand.
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  Speaker 2: Well, there's two ways I go with this answer, because
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  Speaker 2: if you've picked up on a few different things, one
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  Speaker 2: is walking meetings. Walking meetings are more likely to happen
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  Speaker 2: among leaders in super teams, and it's because when you
• 10:45
  Speaker 2: take a walk together not only are you getting the
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  Speaker 2: meeting done, but you're getting some exercise. As it turns out,
• 10:50
  Speaker 2: exercise isn't just something that's good for your health. It's
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  Speaker 2: good for the way, for your intelligence. It makes you
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  Speaker 2: smarter at your job. It's for a few key reasons.
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  Speaker 2: When you exercise, you get more blood flowing to the brain,
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  Speaker 2: which enables you to sustain your attention more fully. You're
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  Speaker 2: less distractable. It also activates the memory reasons of the brain,
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  Speaker 2: so now you're soaking up information more quickly and retrieving
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  Speaker 2: it when you need it. And finally, when you exercise,
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  Speaker 2: it puts you in a good mood. And when you're
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  Speaker 2: in a good mood, you're a better teammate. And so
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  Speaker 2: walking meetings, take those, they're valuable. The other thing I
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  Speaker 2: would say is in terms of where are we most effective.
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  Speaker 2: So you said, you know a lot of bosses want
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  Speaker 2: everybody in the office. Does that work? The answer is no,
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  Speaker 2: it doesn't work. And the reason it doesn't work is
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  Speaker 2: because we're not necessarily more effective at work. You know
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  Speaker 2: a lot of organizations they call everybody into the office,
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  Speaker 2: and so what happens people commute for two hours just
• 11:39
  Speaker 2: so that they can get into the office, fire up
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  Speaker 2: their zoom, and attend the same meeting they could have
• 11:44
  Speaker 2: attended from home in their pajamas two hours ago. That's
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  Speaker 2: not a recipe for success. It's the recipe for burnout
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  Speaker 2: and resentment. So in our research, we looked at where
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  Speaker 2: are super teams most likely? Are they most likely to
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  Speaker 2: be in office, remote or hybrid. Well, it turns out
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  Speaker 2: the answer is none of the above, and it's because
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  Speaker 2: how a team works is more important than where a
• 12:02
  Speaker 2: team works. So just because you're in the office doesn't
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  Speaker 2: mean you're making good use of your time. The key
• 12:07
  Speaker 2: is to be intentional about what you're doing with the
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  Speaker 2: office hours. So, for example, you know, it's one thing
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  Speaker 2: to say everybody needs to be in the office every day.
• 12:14
  Speaker 2: It's another thing to say, we're gonna let you figure
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  Speaker 2: out where you work best, but on Thursdays we're gonna
• 12:21
  Speaker 2: have strategic discussions. So get your memories on Friday so
• 12:24
  Speaker 2: people can show up ready to contribute. That's taking advantage
• 12:28
  Speaker 2: of what together and This has to offer while still
• 12:30
  Speaker 2: empowering people to work in the way that they work best.
• 12:34
  Speaker 1: I'm going to bring up something that I know that
• 12:35
  Speaker 1: with radio listeners, they don't often understand this, but there's
• 12:40
  Speaker 1: a lot of breaking up that's going on inside the
• 12:42
  Speaker 1: radio industry right now, and I just want radio people
• 12:44
  Speaker 1: to understand we're still a team. We're always a team,
• 12:47
  Speaker 1: because I believe that the NFL does that. I believe
• 12:50
  Speaker 1: the NBA does that that just because they're not on
• 12:52
  Speaker 1: that court, they are still a team behind the scenes.
• 12:54
  Speaker 1: And I just think that your book is that book
• 12:57
  Speaker 1: that they need to put in their hands so that
• 12:58
  Speaker 1: people can collaborate beyond that that little check we're getting
• 13:02
  Speaker 1: every two weeks from Corporate America.
• 13:04
  Speaker 2: And I appreciate that. And you know what the reality
• 13:06
  Speaker 2: is when you feel like you're part of a team,
• 13:08
  Speaker 2: it's not just about productivity at work. It's about the
• 13:12
  Speaker 2: very tribal sorts of things that we have evolved to
• 13:15
  Speaker 2: want to seek in our lives. We want to feel
• 13:18
  Speaker 2: like we're part of something bigger than ourselves, and so
• 13:20
  Speaker 2: the feeling part of a team is actually, I think
• 13:23
  Speaker 2: the most effective way of doing that. We're just not
• 13:25
  Speaker 2: getting that in our in our houses of worship, we're
• 13:28
  Speaker 2: not getting that in our communities quite as much as
• 13:30
  Speaker 2: we used to. But we still have that opportunity at
• 13:33
  Speaker 2: the office. And so when you do this, it's not
• 13:35
  Speaker 2: just something that's going to set your team up for success.
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  Speaker 2: It's going to lead to far happier workers and workers
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  Speaker 2: who don't want to leave because they feel like there's
• 13:42
  Speaker 2: part of something bigger than themselves.
• 13:44
  Speaker 1: I absolutely love the way that you did your index
• 13:47
  Speaker 1: in this book, because you break it up in a
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  Speaker 1: way to where you put it. It's not just a
• 13:51
  Speaker 1: chapter about a subject. I mean, you really dive into
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  Speaker 1: you know, how a super team gets more done and
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  Speaker 1: and and all of a sudden, there's four chapters there
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  Speaker 1: on the subject. You give me that opportunity that I
• 14:02
  Speaker 1: can sit there and argue if I want to, and
• 14:04
  Speaker 1: then you say, all right, let's go a different chapter. Oh,
• 14:06
  Speaker 1: let's go a different chapter. I love what you did
• 14:08
  Speaker 1: with this.
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  Speaker 2: That's very kind. You know. I tried to make this
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  Speaker 2: as actual as possible. One of the things I did
• 14:14
  Speaker 2: in my career was I was in academia and then
• 14:16
  Speaker 2: I went off into the corporate world. And as in
• 14:18
  Speaker 2: the corporate world I was, I was a consultant. And
• 14:20
  Speaker 2: one of the things you realize when you're working as
• 14:22
  Speaker 2: a consultant is what executives really want is they want
• 14:25
  Speaker 2: the action items. At the end of the presentation, they're
• 14:28
  Speaker 2: happy that you did the research, but what they really
• 14:30
  Speaker 2: want is they want to know what to do about it.
• 14:31
  Speaker 2: And so that's how I approach my writing is I
• 14:34
  Speaker 2: don't talk about theory. I don't talk about you know,
• 14:36
  Speaker 2: the research. I talk about here's how you fix it.
• 14:38
  Speaker 2: And that's what I try to do with super teams. See.
• 14:40
  Speaker 1: And another thing that you cover is is is just
• 14:43
  Speaker 1: so openly brave of you. And that is is that
• 14:46
  Speaker 1: when when the top players are there and then and
• 14:48
  Speaker 1: then we realize that we're not disappointing our bosses, necessarily,
• 14:53
  Speaker 1: we have a fear of disappointing those our peers. And
• 14:56
  Speaker 1: you're so right about that, because I mean, I don't
• 14:58
  Speaker 1: care who my boss is. I don't remember them, but Manda,
• 15:01
  Speaker 1: people I created with I will never forget them, and
• 15:04
  Speaker 1: they're with me the rest of my life. And that's
• 15:06
  Speaker 1: what you cover in this is that that's who I
• 15:08
  Speaker 1: fear the most, disappointing them.
• 15:11
  Speaker 2: You know what, That likely suggests that you were probably
• 15:13
  Speaker 2: a pretty good teammate. So in our research we ask
• 15:15
  Speaker 2: people a simple question. We said, when things go wrong
• 15:19
  Speaker 2: on your team, who do you feel worse about letting
• 15:22
  Speaker 2: down feel worse about letting down your boss or your teammates.
• 15:25
  Speaker 2: And on super teams, it wasn't even close. Eighty two
• 15:29
  Speaker 2: percent said I feel worse about letting down my teammates.
• 15:32
  Speaker 2: And it's what that tells you is people feel like
• 15:35
  Speaker 2: their teammates are counting on them. And when you feel
• 15:37
  Speaker 2: like your teamates are counting on you, you work a lot harder,
• 15:40
  Speaker 2: you take ownership, and you look for ways to make
• 15:42
  Speaker 2: your teammates better. Here's a great quote in the book
• 15:45
  Speaker 2: I talk about this from PJ. Fleck. He's the coach
• 15:47
  Speaker 2: of the Minnesota Golden Gophers college football team, and he says,
• 15:51
  Speaker 2: on bad teams, no one leads. On average teams, the
• 15:55
  Speaker 2: coaches lead, but on the best teams, the players lead.
• 15:58
  Speaker 2: And that's what you're looking to create. You're creating that
• 16:00
  Speaker 2: environment where everyone takes ownership and there are simple ways
• 16:03
  Speaker 2: of doing that. You don't have to guess how to
• 16:05
  Speaker 2: do it.
• 16:05
  Speaker 1: My God, twenty minutes with you is just not enough.
• 16:07
  Speaker 1: That's why they need to get this book. Who did
• 16:09
  Speaker 1: the voice work on the book? Because I want them
• 16:12
  Speaker 1: if they're not going to read it, they got to
• 16:13
  Speaker 1: listen to it.
• 16:15
  Speaker 2: I did it.
• 16:16
  Speaker 1: Oh, I thought I recognized your dang voice. Okay, I
• 16:19
  Speaker 1: wasn't gonna because people.
• 16:20
  Speaker 2: Don't know there was a red there was joany there earlier.
• 16:22
  Speaker 1: But that is so cool, dude, I knew it was you.
• 16:26
  Speaker 2: I appreciate it. I appreciate you enjoying the book. Thank you. Wow.
• 16:29
  Speaker 1: Now, now I know I've only got two seconds here,
• 16:31
  Speaker 1: but I definitely got to ask it. I love your dedication.
• 16:33
  Speaker 1: Why it's not on a poster yet, I do not know,
• 16:35
  Speaker 1: because you handled dignity and hard work very well with
• 16:38
  Speaker 1: this dedication, and it's the best way to open up
• 16:40
  Speaker 1: any dang book. And people need to get it and
• 16:42
  Speaker 1: they need to live it. They need to activate what
• 16:45
  Speaker 1: you put in the dedication part of this book.
• 16:48
  Speaker 2: Yeah, the dedication, I don't have it in front of me.
• 16:50
  Speaker 2: I don't know if you do, but it's it's about
• 16:52
  Speaker 2: my dad. And my dad, yes, the big hard work,
• 16:55
  Speaker 2: and he recently passed away. But one of the things
• 16:58
  Speaker 2: I really appreciated about having him around was he was
• 17:02
  Speaker 2: he modeled taking risks less a certain point of your career.
• 17:06
  Speaker 2: Unless you're taking risks, you're not growing. You have to
• 17:09
  Speaker 2: really embrace the idea that you know, taking big risks
• 17:12
  Speaker 2: is how you make progress. And so when he well,
• 17:15
  Speaker 2: he moved this to America. I was born in Israel.
• 17:18
  Speaker 2: He didn't want us go into the army. He wanted
• 17:20
  Speaker 2: us to come to America. So he came here. He
• 17:22
  Speaker 2: didn't have a job, he was a physician, picked up
• 17:24
  Speaker 2: the phone book and just started dialing hospitals and so
• 17:27
  Speaker 2: if they were looking for someone. He was a neurologist,
• 17:30
  Speaker 2: wanted to get a job, and he just dialed every
• 17:32
  Speaker 2: single hospital in New York until he found one to
• 17:34
  Speaker 2: hire him. And he moved this up here once he
• 17:37
  Speaker 2: got hired by NYU, And I just thought that was
• 17:39
  Speaker 2: really that was brave. It's a brave thing to do.
• 17:42
  Speaker 2: And it's great to have people in your life who
• 17:44
  Speaker 2: take big risks, because the more risks you take, the
• 17:47
  Speaker 2: more likely you are to become successful.
• 17:48
  Speaker 1: Winning is a choice, and your father proved that.
• 17:53
  Speaker 2: I appreciate you saying that. That's very nice. Dude.
• 17:55
  Speaker 1: You got to come back anytime in the future. The
• 17:57
  Speaker 1: door is always going to be open for you. Thank you,
• 18:01
  Speaker 1: well you you'd be brilliant today. Okay, thank you, thank you.
• 18:09
  Speaker 2: M