Latest / King Dems Podcast | Growth Mindset, Leadership, AI and Business Insights / Breakthrough Strategies and Growth Mindset with Ted Santos

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Breakthrough Strategies and Growth Mindset with Ted Santos · King Dems Podcast | Growth Mindset, Leadership, AI and Business Insights

• 0:00
  So how does artificial intelligence fit into your
• 0:03
  philosophy of destruction now? Is it a tool?
• 0:07
  Is it a threat? Is it a mirror?
• 0:09
  Is it an amplifier? And what brilliant strategies
• 0:12
  can leaders for leadership in this age and time, you know,
• 0:17
  adopt using artificial intelligence to achieve progress
• 0:22
  for their teams, the organisations and of course, in
• 0:25
  their personal life? Before we dive back into today's
• 0:27
  conversation, I want to share something important this
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  partnership with Better Help, and I encourage you to take that
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  first step. If you've been thinking about
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  it, sometimes the best investment you can make ease in
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  yourself. Welcome to the King Dems
• 1:44
  podcast, where we share the stories of extraordinary people
• 1:47
  and dissect hot, relevant topics that shape our world.
• 1:51
  From visionary leaders to trailblazing creatives, we
• 1:54
  uncover the mindset, strategy, and grit behind greatness.
• 1:57
  Whether it's business, culture, or personal growth, we ask the
• 2:00
  real questions. This isn't just conversation,
• 2:03
  it's transformation. The Kingdom's podcast Your next
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  breakthrough starts here. Music licencing reimagined.
• 2:14
  Your live, ladies and gentlemen, you once again welcome to the
• 2:17
  Kingdom's podcast and diagram for CFO and today Champions.
• 2:22
  Welcome back. If you caught our first
• 2:25
  conversation with Ted Santos, you know he is not your typical
• 2:30
  strategist. He's a leadership disruptor who
• 2:34
  believes the key to growth lies in creating problems
• 2:38
  intentionally. Today, we dive even deeper into
• 2:42
  the disruptive leadership model, how it transforms CEOs,
• 2:47
  Rishabh's company culture and specs, exponential
• 2:51
  breakthroughs. Buckle up, this episode will
• 2:53
  challenge how you think about leadership forever.
• 2:57
  Let's get right in a rumble. Introduce them first.
• 3:03
  Fight out of the blue corner. A leadership coach with multiple
• 3:08
  years of experience. His name is the one, the only
• 3:13
  Ted, Teddy, no Pendergrass, Santos and each DZ out of the
• 3:22
  red corner. A cohost, the world's best sales
• 3:25
  and marketing expert in the world.
• 3:29
  Noel, let us go. I'll give it over to the cohost.
• 3:36
  Ted, thanks so much for joining us again on another episode.
• 3:41
  Your first episode was incredible, talking about
• 3:44
  paradigm shifting for entire businesses.
• 3:46
  Like I said before, and I'll say it again, it's just such a
• 3:49
  monumental skill and such an essential part of leadership
• 3:53
  through any type of corporate business.
• 3:55
  But even as individuals, it's something that we all need to
• 3:58
  take to heart and bring into our daily practise when it comes to
• 4:03
  the stories that we're telling ourselves.
• 4:06
  So you practise breaking apart the science of creating
• 4:11
  problems. You've said if a CEO isn't
• 4:15
  creating problems that they should be retrained, and you
• 4:19
  specifically talk about the ability of CEOs to create
• 4:25
  problems and create chaos in their businesses in order to
• 4:28
  move through these paradigms. That's a very, very bold take
• 4:32
  when we are so excited to dive in with you.
• 4:35
  What kind of problems should leaders be creating and how?
• 4:41
  I know you've mentioned in your last episode that they shouldn't
• 4:43
  be avoiding chaos and that it's actually about running straight
• 4:47
  through it. Does that involve that chaos
• 4:49
  turning destructive, or is it about alchemizing it into
• 4:53
  another way? Kind of two questions there for
• 4:55
  you. So you said the nice version
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  first, thanks for inviting me back.
• 4:59
  It's my pleasure to be here a second time.
• 5:01
  It's an honour. So thank you.
• 5:02
  And for two, yes, I said if your CEO is not creating problems
• 5:07
  they should be retrained. But I also said they should be
• 5:09
  fired or retrained since most break breakthrough initiatives
• 5:13
  fail in organisations. There's a good chance they fail
• 5:17
  because they become chaotic and people are not trained to be
• 5:21
  able to navigate or manage themselves in the face of chaos.
• 5:25
  So the punch line in the last video was chaos is not chaos,
• 5:29
  it's how you see yourself and how you see what's occurring.
• 5:33
  So something happens and your interpretation is this is chaos,
• 5:37
  I need to get away from it. And that's when it becomes
• 5:40
  destructive. It becomes something you want to
• 5:42
  get away from. So we've talked about Steve Jobs
• 5:46
  and how I'll give a different example.
• 5:48
  There's a story of Steve Jobs going to Xerox Park and he comes
• 5:53
  back to Apple and he goes to his head of product development and
• 5:57
  says, look, I want you to make me a device.
• 6:00
  And it should have this kind of functionality.
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  It should be about this size and I need this, you know, done
• 6:07
  soon. The guy see.
• 6:09
  So he walks into a guy's office and and makes this request.
• 6:13
  And I saw the interview, and the guy says the first thing he
• 6:16
  thought was, what was Steve smoking today?
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  He must be high. He's asking me to do something
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  that makes no sense. And he said after he had that
• 6:26
  whole conversation with himself, the next thing he said is, well,
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  I have a job. I guess I better get to work.
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  So he went to a drugstore, and he started looking for things
• 6:35
  that would help him create what fulfils Steve's request.
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  Do you guys have any idea what that innovation, what the item
• 6:43
  was that Steve Jobs asked him to make?
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  No, I. Need to maybe to put a phone or
• 6:53
  put a computer into a phone possibly.
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  No, it was this. The wireless mouse.
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  Not wireless. It was the first mouse.
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  It was made of wood. So the guy, he had no idea.
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  So the Xerox, they had a division called Xerox Parc,
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  which which was responsible for many innovations and they just
• 7:11
  didn't know how to market it. So Steve Jobs went there, took a
• 7:14
  tour, came back and he had, he couldn't show the guy the mouse.
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  He had to abstractly describe it and say, I wanted to have this
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  kind of functionality. And the guy had to take that
• 7:27
  abstraction and then turn it into something physical.
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  And so it was, it was that he basically created a problem.
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  And as, and as the guy in the interview is saying, his first
• 7:38
  thought was Steve Jobs must be high.
• 7:41
  Like he must have smoked some great stuff.
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  But so this can happen in your organisation when you create
• 7:47
  problems that people are like, oh, you're asking me to do
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  something that makes no sense. Maybe you're high.
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  This is a stupid idea. No one's ever done it.
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  And I've even seen it with employees saying, why are you
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  asking me to do this? This makes no sense.
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  And then after this guy finishes, he's got the first
• 8:05
  mouse for Apple and it was made of wood.
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  And Steve Jobs didn't want it to do exactly what Xerox did.
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  So it had no right and left click it.
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  I think it just had one like we still see today.
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  So this is one of the challenges that people have to deal with.
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  So in the case of Apple, the guy was able to, after he finished
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  criticising and doubting this being a good idea, he went and
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  did his job and it was a successful start.
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  He actually put them on the path of creating a mouse.
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  So this is what happened so often.
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  And if you as the leader, if you're having those
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  conversations with yourself and saying, wow, this is this is a
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  crazy idea. I don't think I'm ready.
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  My people are not ready. I don't think it's the right
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  time. How we're going to do it.
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  If if you're just stuck with all these questions, then it will
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  never launch, You know, just like sending a man to the moon.
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  If we just thought it was a stupid idea, we would have never
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  launched a rocket into space, nothing.
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  So that's one of the things. So sometimes these ideas seem
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  crazy initially, but when they're done and it's like, wow,
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  computer mouse is just a common, no one even thinks about it
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  being a big deal, but it was a big deal on that day until it
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  was done. And so if if you're stuck with
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  these limiting, limiting beliefs, then it can, it can be
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  chaos that crashes and burns and nothing comes out of it.
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  Yeah, I 100% agree with that. It's so funny how many
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  inventions that we don't think about because they're so common
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  now in our world right now that we don't understand how big of a
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  deal it was or what type of crack we think someone was
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  smoking when they came up with an idea.
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  And it's wild right now. And I think that's a really
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  amazing insight for a lot of leaders, entrepreneurs, and a
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  lot of people that tune into our audience.
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  Because right now, even moving through generative AI, we're
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  kind of at the beginning of it being public knowledge and
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  public information and us really building these systems that can
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  be world, world impacting and world changing.
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  A lot of them probably have similar ideas that seem so
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  insane with something so simple, so I think that's just such a
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  great insight. Are there any notes you happen
• 10:24
  to have on this type of structure that include anything
• 10:29
  like strategic tension or this kind of sounds like an oxymoron,
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  but controlled disruption or growth catalysts kind of through
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  this process? I know that we're speaking about
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  chaos, which sounds like something very uncontrolled, but
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  is there some part of your system when you're working with
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  these teams that you do it in a controlled manner?
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  So when you're looking to create breakthroughs, which can a lot
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  of times be a paradigm shift, using the old paradigm to
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  understand the new paradigm could create a lot of chaos.
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  And that's where it sounds crazy and doesn't make sense.
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  I say control is a myth. It doesn't even make sense to
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  talk about trying to control anything because people can't
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  even control what they think. Like if I were to say think
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  nothing right now, whether it's the two of you or someone
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  listening, to be able to just think nothing like turning off a
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  light switch without seeing pictures, without hearing words,
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  nothing. There are very few people who
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  will do that very well. Which there there you go that
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  shows you can't even control what you think.
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  So why are you trying to control anything else?
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  So how do you manage yourself in the face of when things are not
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  going the way you want them to go and not being stuck with, I
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  think we may have talked about identity.
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  So people have an identity and that identity really informs you
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  about what you can and cannot think.
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  Like. People like me don't think like
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  that We don't speak that way. We don't do things like that.
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  And that you end up pigeonholing yourself, which then creates all
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  these blind spots and limiting beliefs that seem like reality,
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  except that was an identity that even existed before you were
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  born. And you're living like it's the
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  fact of life and you have no way out of it.
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  So there becomes this automatic. It's, I hate to say this, it's
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  like human beings respond like robots.
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  There's a certain thing that occurs like a stimulus and you
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  have this automatic response. Like there are certain words
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  that you can say to people depending on what country you're
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  in, what culture, and they have an automatic response.
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  Like they don't even really know why they respond that way with
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  that's what was given to them. You're supposed to respond to
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  that this way. In my, in my book, even though
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  my book is, is technically not about business.
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  I talk about, I give a scenario in the book and I I ask, there
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  are women who are basically interviewing me.
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  And I asked if you've been in a relationship for two years and
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  everything is going well. And the guy comes home and he
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  has a dozen roses and he opens a little box that has A2 carat
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  emerald shaped diamond ring in it.
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  It's flawless. How are you going to feel?
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  You're going to be upset, you're going to be angry.
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  Like how would you feel Noella, if the guy you've been seeing
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  for two years comes home? Dozen roses, little box.
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  He opens in a nice shiny 2 carat emerald shaped diamond ring.
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  It's beautiful. And.
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  It's for you, right? But OK, so now here's the
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  question. If he comes home with a dozen
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  dandelions and he gets a rock in a yard about the size of A2
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  carat ring, and he wraps it in some metal and opens the box and
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  presents it to you, how you going to feel?
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  Offended. OK.
• 13:52
  Now, which is actually a really good example because that's.
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  In both cases, he presented flowers in a rock and one you're
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  happy and the other one you're offended.
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  Why? Like who told you you should be
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  offended or happy? Strictly due to the
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  association's based off of the labelling that we subscribe to
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  associated with proposals, engagement and romance.
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  And we build an entire identity around that, and we're locked in
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  and nothing can exist outside of that, right?
• 14:23
  A dozen dandelions, like I don't want that.
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  A rock in the yard. Go away.
• 14:28
  You don't love me. It's almost like it's really
• 14:32
  like a machine. It's a automatic response.
• 14:35
  Yeah, I think that's really powerful.
• 14:37
  We actually had a conversation in AI earlier.
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  We actually had an extensive conversation about kind of about
• 14:44
  identity and kind of about labelling.
• 14:47
  But one of the, it reminds me of just when you're speaking about
• 14:52
  identities and how we just assume automatic nature or
• 14:55
  automatic actions or maybe workflows or schedules or really
• 15:00
  anything based off the labels that we put on ourselves.
• 15:03
  I'm a mother. So it just reminded me
• 15:05
  immediately of even just a term of mother.
• 15:07
  And like what we assume that means, you know, which a lot of
• 15:10
  times is overworking exhaustion, you know, self neglect, things
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  like that. And those are natural.
• 15:17
  Like women naturally take on those types of trades just based
• 15:21
  off of the label and the assumption.
• 15:22
  So amazing, amazing insights for sure.
• 15:24
  And when it comes to relationships, like we've
• 15:28
  mentioned before, even though your book isn't necessarily just
• 15:31
  about business, we are the extent of our relationships and
• 15:35
  the identities we put on ourself, they go far beyond just
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  the relationships we hold with each other.
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  They flood into our work life as well.
• 15:43
  And we are essentially made-up of the people we spend the most
• 15:47
  time with. So I think it integrates quite
• 15:49
  perfectly. I think what we want to talk
• 15:51
  about next is the psychology of disruption.
• 15:58
  And I think AI is going to go go into that with us.
• 16:01
  So I'll address, but I want to address something you said you
• 16:04
  you said being a mother and burnout.
• 16:06
  It's because the prevailing conversation in society is how
• 16:11
  people get they're so burnt out. And that was the word after
• 16:14
  COVID, people are burnt out. If you listen to what you said,
• 16:18
  there is this conversation that people, both men and women,
• 16:23
  women especially, are listening to that says, as a mother, if I
• 16:27
  do all these things, I'm going to be burnt out.
• 16:29
  And what do you think happens if you keep telling yourself you're
• 16:32
  going to be burnt out? And so I'm saying that happens
• 16:35
  in the workforce, people, we give people licence and
• 16:39
  permission to be burnt out even though they're not.
• 16:42
  But we keep, it's almost like we're marketing burnout.
• 16:45
  We're marketing it to mothers, we're marketing it to people in
• 16:48
  in the business world. And now people can justify and
• 16:51
  say, well, I'm only human. But see, this is we're going
• 16:54
  back to an identity. People don't create their
• 16:56
  identity. They're given their identity and
• 16:59
  they accept it. So, you know, it's interesting
• 17:01
  how I, I've said to you, I lived in the Belize in the jungle with
• 17:05
  mine, Indians, no electricity or running water.
• 17:07
  And you can see how the conversations in it in the
• 17:11
  village with 329 people creates one kind of identity, but it's
• 17:17
  those people are not exposed to some of the conversations that
• 17:22
  exist in New York City. But if someone from New York
• 17:24
  goes there and introduces those conversations.
• 17:27
  And I, I saw that happen. One of the daughters with the in
• 17:31
  the family I stayed with, she said, oh, I want to live in New
• 17:33
  York because everyone in New York is rich.
• 17:36
  And she believed that. So she'll go to New York and
• 17:40
  expect to be rich. I, I don't know the basis.
• 17:44
  You know what, there's this automatic conversation.
• 17:46
  And she would have this identity based around New York.
• 17:49
  But living where she lived, she thought it was horrible and
• 17:52
  terrible. And there are probably lots of
• 17:54
  people in New York who would love to live in clean air,
• 17:57
  clean, clean water and, you know, all that stuff.
• 18:00
  You know they work hard to become really rich so they can
• 18:03
  buy a place where she lives, right?
• 18:05
  Right. She's trying to go to New York
• 18:07
  to become rich. So, so so I'm saying that
• 18:12
  burnout is really given to people.
• 18:15
  It becomes part of an identity. It's a part of a mother's
• 18:18
  identity. If I do all these things, I'm
• 18:19
  burnt out. And but then you see people
• 18:22
  working on something like look at a professional athlete, you
• 18:26
  rarely hear about athletes burning out.
• 18:29
  You know, in our last video I talked about you saying Bolt
• 18:31
  training so hard he vomited. The same with Arnold
• 18:34
  Schwarzenegger. He won Mr Universe 7 times and
• 18:38
  you didn't hear him saying, oh man, I don't think I'm going to
• 18:40
  be winning this year because I'm burnt out.
• 18:43
  I've been training so hard I vomit.
• 18:45
  The guy wins. So people, part of what I I want
• 18:49
  people to understand is how you manage yourself in chaos is
• 18:53
  correlated with these automatic conversations, these automatic
• 18:57
  limiting beliefs of already knowing if something is good or
• 19:01
  bad before. Like knowing that the diamond is
• 19:04
  better than the rock from the yard, you already know it before
• 19:10
  it even is presented. And so people, people know
• 19:13
  they're going to be burnt out before they're even burnt out.
• 19:16
  And then they can justify why they quit and say, well, I'm
• 19:19
  only human. And that's one of the best
• 19:21
  justifications. I'm only human.
• 19:24
  What do you want from me? And so that's what can happen in
• 19:26
  the face of of chaos. So now you're asking me about
• 19:30
  AI. That can be a big conversation.
• 19:33
  I am AI. I just want to mention one more
• 19:38
  thing I actually want to expand a little bit because the
• 19:41
  conversation me and Adam Mulla had earlier in private was
• 19:44
  primarily around the fact that most people cannot control their
• 19:47
  thoughts. And I, when you're speaking
• 19:50
  about how we take these assumptions automatically, it's
• 19:54
  really interesting just how all day, every day, whether it's in
• 19:57
  our culture, at work, at school. On the train, on the bus,
• 20:01
  wherever we're at or on social media.
• 20:03
  Especially on social media, we're constantly bombarded with
• 20:07
  thousands of pieces of stimuli that we automatically agree to.
• 20:12
  So it's almost like every piece of stimuli is an opportunity for
• 20:17
  us to agree with something and put it on our identity
• 20:21
  subconsciously, even if we don't realise it.
• 20:24
  So by the time we get to the point where we're pigeon holder,
• 20:28
  pigeon holed ourselves into something like, for example, the
• 20:32
  identity of the single mother or example, the identity of the
• 20:35
  burnt out CEO, it's almost like tunnel vision.
• 20:38
  You know, there's this tunnel vision we can't really see
• 20:41
  outside of those identities. So just kind of connecting
• 20:45
  something we talked about earlier because I just find it
• 20:47
  so relevant in this conversation.
• 20:50
  And it's incredibly important because like we're talking about
• 20:53
  in paradigms where paradigm shifting, we're basically
• 20:56
  talking about not knowing what we don't know.
• 20:58
  And when we're constantly making these thousands upon thousands
• 21:03
  of subconscious agreements throughout our life, within our
• 21:06
  culture, through our family, friends, teachers, anything
• 21:10
  about ourselves, about our identity, how are we supposed to
• 21:13
  align? Or you know, like you say, we
• 21:16
  can't even have a how for this because we've because we've
• 21:20
  already pigeonholed ourselves, pigeonholed ourselves into
• 21:24
  whatever labels that we want to put on ourselves.
• 21:26
  So I think psychology of disruption, I think at a MOLA is
• 21:30
  going to take that over and kind of go into the next segment, OK.
• 21:37
  Teddy nuts. Teddy Pendergrass.
• 21:40
  All right, I have a couple of things to tell you.
• 21:42
  I have a surprise for you anyways.
• 21:44
  But before I let the cat out of the bag, I need to tell you that
• 21:48
  I am actually burnt out. I am burnt out by the story you
• 21:52
  told about New York. I don't know.
• 21:55
  Who, who, who told that Lady about New York?
• 21:57
  Is it the same New York that I know?
• 21:59
  The New Yorker, The rats at the train station?
• 22:01
  You speak about controlling chaos.
• 22:03
  I was doing a very hard job controlling the chaos in my
• 22:06
  head. That's.
• 22:08
  That's a good way to put it right?
• 22:09
  I don't I. Don't know what New York you
• 22:11
  guys are talking about. I love America.
• 22:13
  Americans, please don't call for me.
• 22:15
  But New York is not. Well, there, there are quite a
• 22:20
  few wealthy people in New York. There are there are many.
• 22:24
  Black we talk about clean environment.
• 22:26
  I know, I don't think. I don't think so.
• 22:29
  I don't think so. For the common person, maybe,
• 22:32
  maybe I need to know about a new New York.
• 22:34
  Maybe there's a New York. But the New York that I know is
• 22:39
  not what that person was sold. They were sold a dream.
• 22:41
  And it's crazy how people have like certain narratives of
• 22:45
  certain places in their heads. And yes, same thing as well.
• 22:49
  Like I come from Africa and coming to the United Kingdom, I,
• 22:53
  I met a lot of people who have a very crazy false narrative about
• 22:57
  Africa. And I'm like, what are you
• 22:59
  talking about? Like a very big part of
• 23:02
  education is travelling. You need to see places for
• 23:05
  yourself to know what they really look like.
• 23:09
  And yeah, a lot of people just think about the popular places.
• 23:12
  For example, I, I travelled to Lithuania and I saw a different
• 23:16
  narrative from what is being painted like in, in the Western
• 23:20
  world, like really amazing people, even cases like Morocco
• 23:23
  as well. I went immediately after the,
• 23:25
  the earthquake, you know, that happened there and there was a
• 23:28
  bit of political unrest about the, the image that the press we
• 23:33
  have painted to the world was that, oh, it's a very dangerous
• 23:36
  place. You can get killed or I did not
• 23:38
  get killed. Anyways, moving on from that.
• 23:40
  So I was just going to, you know, open that like people
• 23:44
  think narratives until you get into that physical zone.
• 23:48
  And I think you are a person that can speak more about that.
• 23:51
  You've been in Costa Rica, you've been in a lot of these
• 23:54
  places, right? But there was something, and I
• 23:56
  think I did discuss this in private with Morena.
• 23:59
  It's crazy how the people with the least resources monetary
• 24:03
  wise tend to have the most what I say value in terms of
• 24:07
  happiness, pure happiness, and they tend to have a better
• 24:11
  quality of life, right? So I think you are the best
• 24:15
  person to speak to that. Why is that?
• 24:17
  Less money, more happiness, better quality of life.
• 24:20
  But with more money, you're buying less with more with more
• 24:24
  in the Western world. I would have to see.
• 24:27
  I would have to see statistics on that.
• 24:30
  I don't know if that's a fact. Not sure where you found that.
• 24:34
  That is for bio personal research, right?
• 24:37
  That's what I've been able to observe, right?
• 24:38
  And I think you should have been able to observe that, right?
• 24:41
  You see these communities, right?
• 24:43
  They're able to self, would I say, regulate on like advanced
• 24:48
  communities wherein you spend a lot on the police, you spend a
• 24:51
  lot on the emphasis, yet you still have cares.
• 24:54
  You still have. Yeah.
• 24:55
  So, So what? What's happening in the world?
• 24:58
  So boy, this may be disruptive what I'm going to say.
• 25:02
  I love disruption. Good.
• 25:05
  So when I, when I meet people who say they just want to be
• 25:08
  happy, I, I see them as people with no ambition.
• 25:13
  Why would you would happiness be something you're chasing in
• 25:17
  life? Why would you think that
• 25:19
  happiness is going to come from your environment, whether it's a
• 25:22
  clean environment or it's whether it's a real jungle or a
• 25:26
  concrete jungle, Like none of that has anything to do with
• 25:29
  happiness. So what I like is the the Greeks
• 25:33
  have this word called eudaimonia and it's spelled EUDOMONIA
• 25:40
  Eudaimonia. And it seemed the ancient Greeks
• 25:43
  had a better handle on life because they didn't see chasing
• 25:48
  happiness as being worth anything.
• 25:50
  What they thought was eudaimonia was the state to pursue.
• 25:55
  And eudaimonia is the result of taking on something that was
• 26:01
  difficult, had some obstacles, and it took something to
• 26:04
  accomplish it. And when you accomplish it, that
• 26:08
  sensation of accomplishment is what they call eudaimonia.
• 26:12
  A lot of people, if you Google eudaimonia, you'll think it's
• 26:15
  synonymous with happiness and it really isn't.
• 26:17
  Because this may be one reason why you have so many people that
• 26:21
  turn to alcohol or substance looking for happiness because
• 26:25
  you can, you can get a dopamine hit from alcohol or or heroin or
• 26:31
  something else to actually accomplish something and have
• 26:35
  the sense of accomplishment and all the things that come with
• 26:38
  it. It could be new skills.
• 26:39
  You maybe you met new people. There are all kinds of things
• 26:42
  that benefit you from accomplishing something that was
• 26:46
  beyond just tying your shoe. So yeah, eudaimonias is I would
• 26:52
  say would be much more valuable, except we do live in a society
• 26:56
  where people are measuring quality of life based on
• 26:59
  happiness. And you can literally tell your
• 27:03
  brain I'm happy by doing the following.
• 27:06
  I'm so happy, I'm so happy, I'm so happy, I'm so and you will be
• 27:10
  happy. Exactly, Yeah.
• 27:13
  You will be just by saying I'm so happy, but you didn't
• 27:17
  accomplish anything. You can do that that at any
• 27:20
  time. So why would someone be
• 27:22
  pursuing? I'm so happy, I'm so heavy, I'm
• 27:26
  so happy. I think I think I love your your
• 27:28
  what I say the way you explained it.
• 27:31
  And one very important thing is happiness is actually free.
• 27:35
  You can get it in any way you, you fit, right?
• 27:40
  You can be happy by just saying I am happy.
• 27:43
  So you see you, you walk into poor communities, for example,
• 27:48
  and you see the people celebrating.
• 27:50
  They're like really happy. The Turner party, right?
• 27:53
  I saw somewhere in Brazil, it was a muddied tool.
• 27:57
  And you know, this Brazilians were celebrating, taking alcohol
• 28:01
  and playing football in the swamp.
• 28:04
  And it clicked in my brain like these people are happy even
• 28:07
  though they are in like deteriorated conditions.
• 28:10
  So like it's just a function of the mindset, right?
• 28:13
  And that that's a great way to segue into what I was going to
• 28:17
  ask you. That is the psychology of
• 28:19
  disruption. You know, like how does the
• 28:21
  mindset condition and play into leaders ability to disrupt their
• 28:25
  own systems before external forces do that?
• 28:29
  Well, I would. I would actually look at it from
• 28:31
  an ontological approach, not a psychological.
• 28:35
  Let's have it. Well, ontology is the study of
• 28:38
  being, so you can do things and say I'm happy doing that, but
• 28:43
  who are you being? So there's a correlation with
• 28:46
  your language. If you, you can, you can really
• 28:49
  get to know people by listening to their language and people
• 28:53
  language happiness. And it's not always based on
• 28:57
  they're doing these things and they're so happy, even though
• 29:00
  they're they are poor. And if you listen to their
• 29:02
  language, you may find that they're not as happy as you, you
• 29:05
  think just because they're laughing and and joking with
• 29:08
  those things. And then you go and I've dined
• 29:11
  with billionaires and I'm not, that's not an exaggeration to
• 29:14
  assume that money is some path to unhappiness is is that's more
• 29:21
  pop culture. So pop culture promotes a lot
• 29:24
  and people buy it. So there's a correlation between
• 29:27
  the language, how you language and express yourself in the
• 29:31
  world and who you're being. So let's just throw happiness
• 29:36
  off the table for a second and look at high performance.
• 29:39
  And we spoke about this in the last video.
• 29:42
  You can you can distinguish a high performer in any profession
• 29:48
  through their language, especially when they are faced
• 29:52
  with a breakdown, when things don't go the way they want,
• 29:54
  watch them. Watch how they language.
• 29:56
  Now, a lot of high performers will not be able to necessarily
• 30:01
  tell you how they do that. That's why when someone writes a
• 30:05
  book on how to be a high performer and in a sport, the
• 30:09
  person reading it never becomes that person because there's a
• 30:13
  part of it that they don't really always know how to tell
• 30:17
  you and give you access to. So who they are being, they
• 30:20
  don't really know how to to give you that.
• 30:23
  You can emulate LeBron James and Michael Jordan, but their
• 30:27
  mindset in the language that they created to become who they
• 30:31
  are, that's the part most people don't have.
• 30:34
  They don't have access to that, and the the high performer
• 30:38
  doesn't always know how to give you access to that.
• 30:41
  I love that. I remember an ex colleague of
• 30:44
  mine called me a few months ago and asked me please you need to
• 30:49
  give me a master class on how to be consistent by your goals
• 30:53
  because they studied my body of work and said, oh, you've been
• 30:56
  doing podcasting for two years now and I admire how consistent
• 31:01
  you have been. You seem to be so passionate
• 31:03
  about this thing and I watched you every week without Phil
• 31:07
  release an episode except from two weeks in January when you
• 31:11
  went off and I want to reprint. I'm like, oh, wow, interesting.
• 31:15
  So the world takes notes. They see the time stamps.
• 31:17
  But back to your point. How do you teach being
• 31:20
  consistent? I I couldn't do that master
• 31:22
  class because how do I teach a person to be consistent at
• 31:26
  something they pick to to do It's.
• 31:29
  Just so offline, I don't know, the three of us spoke.
• 31:33
  Yeah, the three of us spoke about something.
• 31:35
  And I'll give, I'll, we'll give a real case study of of a person
• 31:40
  and how that happened. So I had a client, a guy was
• 31:43
  about 62 years old, EPA by profession.
• 31:46
  That's where he started. He worked for a Price
• 31:48
  Waterhouse. Y'all is attacking my.
• 31:50
  Profession decided to do a yes, yes, he was 62.
• 31:55
  So this this is 20 years ago and he decided to make a career
• 32:01
  change. He went into the mortgage
• 32:02
  industry and he was doing OK and then he hit a slump and he
• 32:05
  couldn't get out of it. Everyday he went to work
• 32:08
  expecting to be fired and when he came to me he worked with me
• 32:13
  and the the outcome was in the first three months of working
• 32:19
  with me he doubled his productivity and then in the
• 32:22
  subsequent 3 months he doubled that.
• 32:24
  So if he came to me doing 2 units of productivity, he was
• 32:28
  doing 4 in three months, and then he was doing 8 after six
• 32:32
  months. So what?
• 32:33
  Why was this guy in a rut and couldn't get out?
• 32:36
  What this guy was good at was he was great at breaking the ice so
• 32:41
  he could get meetings with people.
• 32:42
  He called heavy hitters. They were investors, and he
• 32:45
  would make a joke. Everyone would laugh.
• 32:48
  They're comfortable. He'd make a second joke and
• 32:51
  they'd laugh and they're comfortable.
• 32:52
  And then, you know, everyone's sort of ready to do business and
• 32:55
  he talks a little business and then he makes another joke and
• 32:58
  another joke and everyone really likes him and they're ready to
• 33:02
  go out and have a beer with him later on.
• 33:05
  They're not doing a deal with him.
• 33:07
  He joked his way out of a deal and he couldn't understand why
• 33:12
  he wasn't closing deals. So and in my mindset,
• 33:19
  technology, there are questions that I asked to uncover saboteur
• 33:24
  behaviour. And what we discovered was when
• 33:27
  he was 13, he was in a car with guys who were like 17 and 18.
• 33:32
  And one of the guys turned around, looked at him and said,
• 33:35
  what's this little kid doing with us?
• 33:37
  And he made a joke. And everyone laughed.
• 33:39
  They put their arm around him and said, yo, you're cool.
• 33:41
  You can be with us. So when he was, when he failed
• 33:46
  to be, you can say in his mind, he failed to be worthy of being
• 33:51
  in the company of those young guys.
• 33:53
  He overcompensated by making a joke.
• 33:56
  The way he survived that situation and not get kicked out
• 34:00
  of the car was to make a joke and everyone laughed.
• 34:04
  Noun from 13 and here he is, 62, still using the same strategy.
• 34:10
  Which you don't. It's not a bad thing, you don't
• 34:14
  want to throw it away, but it all at some point it would
• 34:17
  sabotage him because that was the only gear he had.
• 34:21
  So when he gets into this conversation with self as to
• 34:25
  whether he belongs or not, he still use the same system he
• 34:30
  used at 13 because it worked, yes proof it worked and he's now
• 34:36
  stuck with it once he's so. And he was already aware of that
• 34:41
  situation happened. So being aware doesn't help you.
• 34:45
  He had to be able to distinguish what he said to himself in that
• 34:50
  moment that someone asked why is he with us and his lack of
• 34:55
  belonging. That's the conversation.
• 34:58
  So now when you put him in front of heavy hitters, he noun is
• 35:01
  able to distinguish when that conversation comes back.
• 35:05
  So what we did is we worked on him distinguishing that.
• 35:09
  So now he's no longer stuck with it because he thought that's
• 35:13
  just the guy who I am. Now he can see it's not who he
• 35:17
  is. It's just how he dealt with a a
• 35:19
  moment in time. And then the other part is we
• 35:21
  worked on selling strategies so that he actually knows what
• 35:25
  questions to ask to uncover what his prospects need.
• 35:30
  So there then he can deliver on what they need.
• 35:33
  So he still was an icebreaker, but now he had the whole toolkit
• 35:38
  for being able to navigate the conversation.
• 35:41
  And whenever he starts thinking I don't belong, he now has a way
• 35:45
  of managing himself so that conversation of not belonging
• 35:50
  doesn't run the show for him. Before he met me, that was
• 35:54
  running the show for him. So that's the, you could say
• 35:57
  that he had an identity that was, you know, it was it was
• 36:03
  made at part of it is at 13, you know, that different things
• 36:07
  happen at different times in our lives that will shape and mould
• 36:12
  and identity. And it was based on an
• 36:14
  assumption that he didn't belong in a whole story that he made-up
• 36:18
  about how he doesn't belong around certain people and the
• 36:21
  way he survives, and that that conversation is to be the funny
• 36:25
  guy. So how do you unlock that beast
• 36:28
  inside of you? Yeah, you're aware.
• 36:31
  It's not just enough to be aware, but you also need that
• 36:35
  mental flexibility, you know, to condition your mind to embrace
• 36:40
  change, to embrace uncertainty. How do you unlock that beast
• 36:46
  inside of you to become El Matador?
• 36:50
  So in in that case, the gentleman had no distinctions
• 36:54
  for the conversations he was having with himself that
• 36:57
  derailed him. And people have those, look at
• 37:00
  the age of three, most children, they say around 3, they will
• 37:05
  have the ambition to want to help a parent.
• 37:08
  It could be a boy seeing his dad fixing a car and he comes out,
• 37:11
  picks up a screwdriver and comes up like I want to help.
• 37:15
  And another real story. There was a woman I know, she
• 37:18
  was adopted from South America. She was brought up to New York.
• 37:22
  She's four years old. And her parents, you know, they,
• 37:26
  they are, we have the means to take great care of her.
• 37:29
  So she's in this good household and they eat dinner and this
• 37:33
  little girl is 4 years old, pulls a chair up to the sink and
• 37:36
  starts washing dishes. And her adopted mom said, oh,
• 37:39
  honey, you're going to get hurt. Don't do that.
• 37:41
  So as a three or four year old, the interpretation, the
• 37:45
  conversation that that child could make is I cannot work.
• 37:50
  I have nothing to contribute. And they say OK, And then around
• 37:54
  8:00 when you ask them to start doing chores, they're now in
• 37:57
  conflict with themselves because at 4 she was told she couldn't
• 38:01
  help, she couldn't contribute, she cannot work.
• 38:03
  That's the four year old interpretation.
• 38:06
  Now when she goes off to college and has to get a job, she's in
• 38:09
  conflict because since she was 4, she believes she couldn't
• 38:12
  work and she just thought that's who she was.
• 38:15
  So if her mother would have said instead, oh honey, that's so
• 38:20
  good, you want to help, let me help you.
• 38:23
  And if they would have done it together, she would have had,
• 38:25
  she would have had a very healthy relationship towards
• 38:28
  work because she would have seen it.
• 38:30
  Or I have something to offer, I can contribute, I can work.
• 38:35
  But that's not what happened. So now and she's stuck and she
• 38:39
  tries to open businesses. It doesn't work because working
• 38:42
  is hard for her because she's in conflict with her self.
• 38:47
  So you, you want to release the beast.
• 38:50
  Before you can do that, the beast is chained by this entire
• 38:54
  network of conversations that tell you what you can and cannot
• 38:58
  do. And at a young age you worked
• 39:00
  out you you interpreted a situation that like the guy, the
• 39:05
  the CPA that told you when you belong and when you don't belong
• 39:09
  and how to deal with it because you did something that worked.
• 39:12
  And the woman who was 4 was told not to help because in her
• 39:16
  interpretation is I have nothing to offer.
• 39:19
  So until you address those, those are the blind spots.
• 39:23
  All you're going to do is end up putting icing on a mud pie and
• 39:27
  you're trying to force it. So the the woman who was told to
• 39:30
  not help at 4, she, you know, she worked for some great
• 39:35
  companies. She tried to start businesses.
• 39:37
  She was trying to force it. And she just couldn't do it
• 39:40
  until we were able. Like now she has a successful
• 39:44
  retail store doing things that she really likes doing.
• 39:47
  But before that she had no distinctions.
• 39:50
  That was just an event that happened in her life and she was
• 39:54
  aware of it. She had no distinction for how
• 39:57
  that event shaped her identity. It's a great way to move to the
• 40:02
  next thing we have on the agenda that is for active disruption.
• 40:05
  So how do you act effect change before the market forces of
• 40:12
  demand and supply force you to change, right?
• 40:15
  You talk about how she had to deal with her, what I say, how
• 40:21
  limitations, how limiting the limits, right?
• 40:23
  And of course, right, it's not just about changing.
• 40:26
  You need to sustain that evolution, right?
• 40:29
  That is building habits that can help you to be in that perpetual
• 40:33
  state of transformation. So how?
• 40:35
  How do you get into that high level?
• 40:38
  Well, in those two cases, those are examples of people
• 40:41
  discharging baggage. Most people are just trying to
• 40:44
  run and, and that's how you'll end up with someone saying
• 40:48
  burnout because they're in conflict with themselves.
• 40:51
  So the first is you want to discharge baggage and then you
• 40:55
  start talking about the future that you're committed to
• 40:58
  creating. In the last video, we I asked
• 41:01
  you about passion and, and commitment.
• 41:03
  And when the rubber meets the road, people really do you know
• 41:07
  that their power is in commitment, not in passion.
• 41:10
  So it's it's becoming, it's committing to something.
• 41:15
  But also, so when you are able, when you have distinctions for
• 41:19
  those blind spots, it makes it easier to go forward because in
• 41:24
  the past, those conversations, limiting beliefs will derail
• 41:28
  you. But now that you can distinguish
• 41:30
  them, you can own them. The, the way one client put it
• 41:33
  to me is that before when he wanted to go down a new street,
• 41:37
  he would just turn around and go back.
• 41:39
  But now he can hear the conversation that tells him to
• 41:43
  turn around and go back. And he can go one block and then
• 41:46
  he can explore that new block. And then as he goes further, he
• 41:51
  can go down to blocks, three blocks.
• 41:52
  And he now can see all these streets that he never knew
• 41:56
  existed because before he would start and turn around and go
• 41:58
  back immediately because he already knew what he was good at
• 42:02
  or or not good at, or he didn't belong or whatever.
• 42:06
  Their interpretation is what depends on what happened when
• 42:09
  you were young. It's crazy how these
• 42:11
  conversations are so and reaching and educating, right?
• 42:16
  OK, I'll give an open confession.
• 42:18
  So for a person like myself, I feel blessed having access to
• 42:23
  the great minds that exist in my time.
• 42:25
  Minds like yourself and a minds like my Co host Noela.
• 42:30
  We had our first episode. I have gone back to listen to it
• 42:33
  a number of times and each time it's not like the previous time
• 42:41
  they're like new levels of would I say what's the word now?
• 42:47
  Epiphanies a person and you're speaking with a person who's not
• 42:51
  right. It's it's always great to
• 42:53
  document it and you know I love what we used to say in the big
• 42:56
  four, even though you seem to have a thing against us.
• 42:59
  Of course, who are ex prize motor housekeepers right.
• 43:02
  We see if it was not documented, it was not done.
• 43:05
  So I'm really grateful that this will meet you.
• 43:08
  And of course, you know, speaking with new Allen's well,
• 43:11
  you know, like you speak with wise people like this.
• 43:16
  And you know, sometimes they don't even intend to even give
• 43:20
  you a nugget when you are a person who is I see myself like
• 43:25
  a sponge, right? I absorb data, absorb
• 43:28
  information. You know, I'm a lifelong
• 43:30
  student. I'm very, very proud to be a
• 43:32
  student. And I learned from the people
• 43:34
  around me. And it baffles me when people
• 43:37
  are given information freely and they don't like take it
• 43:41
  hungryly, But that's that's a conversation for another day.
• 43:43
  Your your words of wisdom, right?
• 43:47
  Even intentionally or unintentionally actually help
• 43:50
  unlock setting limiting beliefs, right?
• 43:53
  And I don't know if this happens with the two of you.
• 43:56
  Sometimes you're listening to something or you're having a
• 43:58
  conversation and you feel like you've unlocked another level.
• 44:01
  It feels like a game when you move from level E to level 9,
• 44:05
  you just you have that feeling like it's unlocked, right?
• 44:08
  So right now in this in this conversation, I've I've felt
• 44:12
  some unlocking. You've actually unlocked the
• 44:14
  level. Thank you very much.
• 44:16
  I'll give it back, Cinderella. You're welcome.
• 44:18
  Thank you. So I have a couple, I have a
• 44:21
  couple questions based off of the stories that you've been
• 44:25
  sharing in your experience. My first question is when you're
• 44:31
  working with somebody and they're trying to uncover their
• 44:35
  childhood memories or whatever, whatever age, you know, they
• 44:38
  could be a teenager, could be a toddler.
• 44:41
  Is there a specific method you use?
• 44:44
  Like I know a lot of people use things like hypnosis or
• 44:49
  meditation, or they'll have a certain type of practise to
• 44:52
  relax the person they're working with.
• 44:54
  Do you use any type of those methods for the teams or the
• 44:59
  leaders or the business owners that you're working with to get
• 45:02
  into a state where they're able to Remember, Remember?
• 45:07
  You have to know what questions to ask.
• 45:10
  There's a story of an old guy. He was an engineer in World War
• 45:14
  2 and they were running this ship from World War 2.
• 45:18
  And the guy, the old, now he's 90 years old.
• 45:20
  So back in the day when he was young, he worked on a ship and
• 45:24
  today this ship from World War 2 is having a problem.
• 45:29
  So there's only one guy in the world knows how to work on these
• 45:33
  ships. They call him. 90 year old guy
• 45:36
  comes in puts his ear on the engine.
• 45:39
  He listens and he said I'll be back and he comes back with his
• 45:42
  hammer with the mallet and he bangs on the engine and he says
• 45:47
  that will be and he hits the engine, you know and he says
• 45:51
  start it up and it starts and they're like wow that's amazing.
• 45:55
  He said that would be $10,000 like but took you like less than
• 45:58
  a minute to fix it. Why should we pay you 10,000?
• 46:01
  He said well, it's 999 for the hammer and the other $9090.00 is
• 46:09
  knowing where to hit and that's what you're paying.
• 46:12
  You're paying from my experience of knowing exactly where to hit
• 46:16
  and it worked. I know exactly what to ask.
• 46:18
  So. I've heard that theory before.
• 46:21
  You do it so it sounds like you do it more through questions and
• 46:26
  knowing the white, the white, the right questions to ask
• 46:30
  people, which is amazing. Do you ever come in contact with
• 46:37
  people who maybe have suppressed memories or memory loss or
• 46:42
  things like that to where they can't really pinpoint it?
• 46:46
  Or does your set of questions that you use and the method that
• 46:52
  you do, does that ever help uncover repressed memories or
• 46:56
  things like that to help them pinpoint those moments?
• 46:59
  I think only once someone couldn't answer the question.
• 47:02
  I've never seen people not answer it.
• 47:05
  I've may, I may, I may have said this to the two of you.
• 47:09
  I remember I met with these two CE OS, both in their 50s, both
• 47:13
  Ivy League educated. And before we started, I said,
• 47:16
  what you're going to find out today is the five year old and
• 47:19
  you was still running your life. And they laughed at me and said
• 47:23
  you're, you know, you know who I am, blah, blah.
• 47:27
  And about 90 minutes in they said, Oh my God, I don't want
• 47:31
  the five year old running my life anymore.
• 47:34
  So it, it's, it's not that difficult to uncover.
• 47:40
  I would say that you could have repressed memories, but it might
• 47:45
  be more of someone being more protective and not wanting to
• 47:48
  talk about it. But generally people will talk
• 47:52
  about it. There have been some sensitive
• 47:54
  situations that people have discussed when it's in a group.
• 48:01
  It it's interesting how that group dynamic, we'll actually
• 48:05
  pull it out and sometimes, well, not sometimes, often people will
• 48:10
  give me a situation and then I'll ask more questions only to
• 48:14
  discover that what that. So now we have to dig.
• 48:16
  Right, right. I think that's so important.
• 48:20
  It just made me want to ask because I know for our listeners
• 48:23
  for sure, you know, whether they're business owners,
• 48:26
  students, whatever walk of life they're at right now, or even
• 48:29
  CEO's who haven't been able to go through this process.
• 48:32
  Maybe we have CEO's listening who still have the five year old
• 48:36
  running their lives. It kind of gives a small insight
• 48:40
  on maybe how to help themselves start uncovering those patterns
• 48:45
  and maybe connecting those dots. I think we're going to talk a
• 48:49
  little bit about culture. Culture has a battlefield.
• 48:52
  What other practical steps can the CEO's, these business
• 48:57
  owners, even students or does anybody a mom listening, you
• 49:02
  never know, can leaders take to build teams or build situation
• 49:06
  structures that thrive through uncertainty, through change,
• 49:10
  through chaos? Train your people.
• 49:13
  Train your people. People, Our education system is
• 49:16
  not designed to train people for uncertainty.
• 49:19
  Education system is designed for you to get the right answer from
• 49:23
  a book and give the right answer on a test.
• 49:26
  That's how we are rewarded and we bring that into the
• 49:29
  workplace. So we are trained to deal with
• 49:32
  certainty, to be experts in something.
• 49:35
  Speaking about Steve Jobs, because he seemed to be more
• 49:38
  competent in dealing with uncertainty.
• 49:41
  Training people when it comes. To let let me just say this.
• 49:45
  So when I we talked about the 2 examples, the in the mortgage
• 49:49
  industry and a woman as a child washing dishes, they actually
• 49:53
  had to unlearn those conversations they were having
• 49:57
  with themselves. So you're dismantling them.
• 49:59
  That's why you're discharging baggage, not making it like it
• 50:02
  was wrong. It's something that happened and
• 50:05
  that's your interpretation as a 13 year old, as a four year old,
• 50:09
  that's, that's what you had at 4:00.
• 50:11
  So if just telling people to get over it and go through it, like
• 50:16
  some of the the worst advice you can tell someone is you're an
• 50:19
  adult now and get over it. I agree because a lot of the
• 50:23
  things that, well, when we're working with paradigms, the
• 50:26
  thing that's blocking the person, they don't know what
• 50:28
  they don't know. So to say, just get over it.
• 50:32
  They might not even have awareness of what they're
• 50:35
  getting over yet. Would they just see maybe a
• 50:38
  symptom or they see the aftermath?
• 50:40
  Right. They'll they'll be aware that
• 50:43
  things certain things happen, but they are, they have no
• 50:46
  distinctions for how it impacted them, right and how that has
• 50:51
  stuck with them all these years. So how do you train dealing with
• 50:56
  uncertainty when you're coming out of a system?
• 50:59
  Maybe you've been in a workforce for 10/15/20 years that mirrors
• 51:05
  the education system of knowing how to find a specific answer in
• 51:09
  order to be correct, to get a Gold Star, right?
• 51:14
  How do we retrain ourselves? Or what are practical steps that
• 51:18
  leaders can take to retrain themselves, retrain their teams
• 51:22
  to face chaos, love chaos, however you want to put it.
• 51:27
  Or be even just more familiar with facing uncertainty.
• 51:31
  Is it just creating problems or is it kind of a multi layered
• 51:37
  thing? Yeah, so, so you can as a leader
• 51:42
  help your people, but the, the real big answer is you're,
• 51:46
  you're asking how do you become a Navy SEAL?
• 51:48
  It's not going to be from reading books and being aware.
• 51:51
  You train to become a Navy SEAL and the military invests
• 51:55
  $2,000,000 in each person to become a Navy SEAL.
• 51:58
  That's a big investment. They don't, they don't.
• 52:01
  And these are, these are Navy Seals are smart people that
• 52:04
  just, you know, just to start, they are intelligent and they
• 52:08
  are physically fit. That's not enough to be a Navy
• 52:11
  SEAL. You train and most people who
• 52:14
  sign up to become a Navy SEAL do not become Navy Seals.
• 52:18
  Most don't make the cut. So that's why I say train your
• 52:21
  people to be able Navy SEAL, you're trained to get there.
• 52:25
  So one thing that I've seen be very effective, and you as a
• 52:30
  leader will need to know how to manage people with what I'm
• 52:35
  about to say. Ask your people to do things
• 52:37
  they don't know how to do. See, as a leader, you first have
• 52:41
  to have kind of an inventory of the person and what they are
• 52:45
  capable of, and then look at a world slightly outside of that
• 52:50
  and stretch them beyond where they are.
• 52:52
  So if you ask someone to do something they don't know how to
• 52:56
  do, I've seen it where they say, well, I don't know how to do
• 52:59
  that. You're you're overestimating me.
• 53:01
  I'm not confident and see, that's when you hear all these
• 53:05
  limiting beliefs, They're telling you that they don't know
• 53:08
  how to do it. I can't do it.
• 53:10
  I've never done this. They're giving you all the
• 53:12
  reasons and as a leader, if you stay with them instead of just,
• 53:17
  they're selling you, basically, they're selling you on why they
• 53:20
  can't do it. But if you provide the kind of
• 53:23
  support in the conversations that put them at ease.
• 53:25
  I remember asking someone to do something and I said hey take 90
• 53:30
  minutes work on this and if you have any questions just come see
• 53:33
  me. But you have 90 minutes to work
• 53:36
  on this and they spent had already spent 5 minutes.
• 53:39
  And 5 minutes is a long time trying to convince someone that
• 53:42
  you are incompetent. And the guy goes off and he
• 53:45
  comes back in 90 minutes and says, Oh my God, I did it.
• 53:49
  I didn't believe I knew how to do this.
• 53:51
  And it's like, great, now I just created a whole new
• 53:54
  accountability for you now, now that you you built it from
• 53:58
  nothing, from the ground up. So asking people to do things
• 54:02
  they don't know how to do. And as soon as they say, I can't
• 54:05
  do it, if you cop out like they do, then you'll have a team of
• 54:09
  people who are not good. So going back to the story of
• 54:13
  Steve Jobs and the first computer mouse in Apple, he
• 54:17
  asked the guy to do something he didn't know how to do.
• 54:20
  And so in in doing it, there are so many other things that you
• 54:24
  develop, but there's something called neuroplasticity where,
• 54:28
  you know, in our brains we have neural pathways that look almost
• 54:33
  like roadways in your brain. And that's where all the, all
• 54:36
  the information, all everything you know, you've seen, you've
• 54:39
  heard your knowledge, you call experience, all of that are
• 54:43
  they're stored in your neural pathways.
• 54:45
  And when you're asked to do something that your neural
• 54:48
  pathways has no knowledge on how to do, people go to default.
• 54:53
  And it's not, it's not as simple as saying it's uncomfortable.
• 54:57
  There's an incompetence. They have no competence in their
• 55:01
  brain to accomplish it. So it's quick to say, I can't do
• 55:04
  it. And once they do do it, they
• 55:07
  start growing completely new neural pathways that will now
• 55:11
  contain new knowledge in new perspectives.
• 55:14
  And if you do that with people enough times they start that's
• 55:18
  the brain is plastic, it can grow completely new neural
• 55:21
  pathways which then helps the person have a.
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• 56:04
  A much broader view on life and and ways to solve problems and
• 56:08
  they become much better. They're able to transfer now you
• 56:11
  put them in something completely unknown, but you've asked them
• 56:14
  to do things they didn't know how to do enough times that they
• 56:17
  become comfortable and in developing that neuroplasticity.
• 56:22
  So that's a great way to do it. And you don't need any kind of
• 56:25
  special training. You don't need my secret sauce
• 56:28
  and how I do it and help people uncover blind spots.
• 56:31
  It's just a. It's a fairly simple way to do.
• 56:34
  It so it sounds like. Doella, if we please allow me
• 56:39
  to, to tackle Ted head on on this one.
• 56:43
  I'm not talking about actually trying to, to corroborate with
• 56:47
  him because he he felt like Ted was actually describing myself,
• 56:51
  right? I think about my life because,
• 56:54
  you know, sometimes life puts you on that neuroplasticity
• 56:58
  journey, right? Maybe I'm a neuroplastic
• 57:01
  surgeon. I don't know, like in high
• 57:06
  school, I was a science student and you know, I'm also coming
• 57:10
  from what I say, a Christian home, a home of faith.
• 57:14
  And my mom used to like drum the scriptures in our heads.
• 57:18
  And one of the scriptures that was really drummed every day was
• 57:23
  Philippians chapter 4, verse 13. I can do all things through
• 57:26
  crisis strengthens me. I never tell my parents.
• 57:28
  You can't do something like, yeah, I don't know, maybe they
• 57:31
  could kill you for for saying that, like just attempted.
• 57:35
  I remember like growing up, my dad sort of forced myself or my
• 57:39
  younger brothers to work with the levers building our house.
• 57:42
  So we were like working with the brick layers, mixing cement and
• 57:46
  gravel and we learned all this stuff.
• 57:49
  Then he pushed us to work with the carpenters and like the
• 57:53
  different handy, you know, workmen.
• 57:55
  We had to like learn different crafts, right.
• 57:59
  And we're involved in like the family business doing fish
• 58:02
  farming, poultry farming. So by the time I was done with
• 58:06
  high school, like I could do like different, multiple things.
• 58:09
  The, the mentality was always like, if you tell me to do
• 58:12
  something new, it will probably relate to something I've done
• 58:16
  before. Or I'll just be like, OK, yeah,
• 58:19
  it's it's not new being there done that.
• 58:21
  So I was a science student being the whole physics, chemistry,
• 58:24
  biology, but ended up studying economics, then ended up
• 58:29
  becoming a tattered accountant, what you guys call ACPA.
• 58:32
  And you know, from there delving into tech, delving into
• 58:36
  communication media like my life has just been and who ex
• 58:41
  colleague of mine from university was on this podcast
• 58:43
  one time he said, I've watched you, I've watched you.
• 58:45
  You've always been morphed. And that's why he said you're
• 58:49
  always metamorphosis into something else.
• 58:52
  Like since when we're in our 20s and I don't know, is that like
• 58:58
  life forcing you to be neuroplastic?
• 59:00
  Because I don't even know what I became people of doing.
• 59:05
  I could maybe next year decide to learn some new skill, but The
• 59:09
  thing is, over time I've discovered that I'm never scared
• 59:11
  to learn something new because I just feel like my brain has been
• 59:15
  there multiple times. So, and I think now it's
• 59:19
  becoming the real human AI. You know, learning different AI
• 59:22
  tools like life forces you sometimes or I love for you to
• 59:26
  speak to that like some people do it deliberately.
• 59:29
  For some of us, life actually forced us on that pathway.
• 59:32
  No, neuroplasticity is just a normal part of life.
• 59:37
  The reason all of us healthy human beings were not able to
• 59:41
  walk as as infants because we didn't have neural pathways in
• 59:45
  our brain to walk. So we had we need
• 59:47
  neuroplasticity to talk, to feed yourself, to put clothes on.
• 59:51
  All of those things required neuroplasticity.
• 59:54
  And I can, I can help people better understand.
• 59:57
  So last year I met a guy and he has a 27 year old daughter.
• 1:00:02
  Who in high school, played sports, went off to college, did
• 1:00:06
  well, and then at 2627 gets into a car accident and her head hits
• 1:00:13
  so hard that her neural pathways that he tells her to walk
• 1:00:18
  disconnected. She's 27 years old and cannot
• 1:00:21
  walk collectually. She knows how to walk.
• 1:00:24
  She cannot because the part of the brain that was connected to
• 1:00:29
  telling the body what to do and walking is so complex.
• 1:00:34
  There's so many feed the back loops, there's this back and
• 1:00:37
  forth with the brain to the muscles to the feet to which
• 1:00:41
  nerve endings in it to so that you don't fall over and that
• 1:00:45
  connection is lost. So now she has to engage in
• 1:00:49
  neuroplasticity to grow new neural pathways to connect to
• 1:00:54
  that so that she can walk again. See, this is how important
• 1:00:57
  neuroplasticity is. So it's a normal part of human
• 1:01:00
  existence. So if if they did a brain scan
• 1:01:05
  when you're first born, you have X amount of neural pathways in
• 1:01:10
  your brain. By the time you're 2, that grows
• 1:01:13
  exponentially. By the time you're 10, it you
• 1:01:15
  have even more pathways. And they used to think you
• 1:01:19
  humans had a limited like by a certain age, that was it.
• 1:01:23
  You wouldn't have more. And then most recently they have
• 1:01:26
  found that you can grow more neural pathways.
• 1:01:29
  The challenge with with that is it's almost like if you've never
• 1:01:34
  gone to the gym and you're build working on a muscle, you you may
• 1:01:38
  feel sores, you may in that uncertainty of growing new
• 1:01:42
  neural pathways. You may even experience a
• 1:01:45
  headache because the brain has that new neural pathway growing
• 1:01:50
  it. So that would be what people
• 1:01:52
  would describe as uncomfortable. When you hear someone say, Oh my
• 1:01:56
  God, you're talking to me about things, that it's giving me a
• 1:01:59
  headache because they have nowhere in their brain to put
• 1:02:02
  that. So they have to grow a new
• 1:02:04
  neural pathway. And it's easier to say stop.
• 1:02:07
  I don't want to hear this anymore instead of working
• 1:02:10
  through it. I was going to touch on that,
• 1:02:12
  that exact thing, right? You, you speaking reminds me of
• 1:02:15
  my colleagues, you know, from the B4 accounting firms.
• 1:02:20
  It's interesting how a lot of smart people work with the BIG4
• 1:02:23
  counselling firms, but we are also like hiring specialist.
• 1:02:25
  I was an auditor, but I was kind of lucky to have moved from PwC
• 1:02:32
  to KPMG then to like a medium sized firm and working like
• 1:02:36
  across different industries. There are people that I've met
• 1:02:39
  that the whole of their career they worked with an industry
• 1:02:42
  specific unit. Now tell these people, OK, and
• 1:02:47
  you ordered another industry, they'll tell you clear cut, I
• 1:02:49
  don't know how to do it and they don't want to attempt it, right?
• 1:02:53
  And it's, it's, it's crazy. Like why can't you apply your
• 1:02:57
  mind to do something else, right?
• 1:02:59
  Some people tell and even recently like working with
• 1:03:03
  somebody who is XD for like they are so used to working with
• 1:03:07
  templates. If you don't give them a
• 1:03:08
  template they like, oh, they can't, you know, come up with
• 1:03:12
  something innovative outside of, you know, yeah.
• 1:03:16
  Would I say their templates or the ways in which they work?
• 1:03:20
  So a lot of them are stuck in their ways, and it's amazing.
• 1:03:24
  Like, why would you be stuck in a particular pathway, right?
• 1:03:27
  So is it that like doing certain jobs that require certain
• 1:03:31
  standards, certain templates, reduces your neuroplasticity?
• 1:03:35
  It's, it's going back to the woman washing dishes and a guy
• 1:03:40
  in the mortgage industry there. There are conversations that
• 1:03:43
  will tell you what you can and cannot do.
• 1:03:45
  People have presuppositions about themselves and what they
• 1:03:48
  can do. I, I think I spoke in the last
• 1:03:50
  video at one of the things people want to avoid is looking
• 1:03:54
  bad. So if I have never done this,
• 1:03:56
  even though I'm a CPAII, have a high IQ, and you're asking me to
• 1:04:00
  work in this completely new industry where I, I don't have
• 1:04:03
  the knowledge I may look incompetent.
• 1:04:06
  So I'd rather work where I'm very competent 'cause I'll look
• 1:04:09
  good here. And, and so it's, it's natural
• 1:04:13
  for human beings to do things they don't know how to do.
• 1:04:16
  And the proof is when every infant first learns to walk,
• 1:04:20
  they do not look good. They look terrible.
• 1:04:23
  They're wobbly, they're falling. And they, they don't have the
• 1:04:26
  language of looking bad and looking good.
• 1:04:29
  They don't have that language. They don't have the language of
• 1:04:32
  being smart and successful. They don't know any about any of
• 1:04:35
  that. I can't.
• 1:04:36
  It's almost like they, they only have a commitment to get from
• 1:04:39
  here to there and they will do what it takes to get and they
• 1:04:43
  don't know that they are engaged in neuroplasticity.
• 1:04:46
  They don't know any of that. They just know I want to get
• 1:04:49
  from here to there. There's this commitment.
• 1:04:51
  They don't have any conversations about how terrible
• 1:04:54
  I look and I'm clumsy and wobbly.
• 1:04:57
  But as as adults we are. That's part of the identity,
• 1:05:00
  which is, hey, you don't want to look bad over there.
• 1:05:04
  You want to always make sure you do your best and give the right
• 1:05:07
  answers. Work with certainty.
• 1:05:08
  We're we're given all kinds of conversation.
• 1:05:11
  You get in in the last video, you gave a great example of how
• 1:05:14
  they, your company experimented with working from home and then
• 1:05:18
  COVID hit and you all had already developed the capacity
• 1:05:22
  to work from home. It was just, it wasn't even a
• 1:05:25
  transition. It was like, OK, it was just
• 1:05:27
  going to another office. Vlogging, please.
• 1:05:30
  It was like just going to a new office.
• 1:05:31
  It was. It didn't matter because you all
• 1:05:33
  had already developed that kind of neuroplasticity of what it's
• 1:05:36
  like to grow up, work from home. Noella, over to you.
• 1:05:40
  See, people, People know what they know, and they know what
• 1:05:43
  they've been given to know. I'll turn this into somewhat
• 1:05:47
  abstract. So when people talk about free
• 1:05:50
  will, people have free will today to the extent they were
• 1:05:54
  given free will. In other words, people do not
• 1:05:57
  have free will, and it's a joke to think that you do because
• 1:06:00
  your free will comes from the choices that you were given,
• 1:06:05
  whether whether it's part of your identity or part of an
• 1:06:08
  identity you don't want it to be part of.
• 1:06:10
  In other words, there's this menu you're given, and this is
• 1:06:13
  what it means to be a human, and you choose from this, and if you
• 1:06:17
  choose outside of that, society will correct you.
• 1:06:21
  So it's better to avoid being corrected and just focus on what
• 1:06:25
  I know how to do. But this is not free will.
• 1:06:28
  But if I start talking to you about how I can walk across the
• 1:06:32
  top of the New York skyline, I will sound ridiculous.
• 1:06:36
  That's not part of free will. And I tell you, hey, look, let
• 1:06:40
  me tell you why that's possible. The human body has frequency in
• 1:06:44
  megahertz of about 76 megahertz. And if your megahertz frequency
• 1:06:50
  drops to like 40, you're susceptible to cancer.
• 1:06:52
  So there is something they've been able to measure.
• 1:06:55
  So if you look across the New York City skyline, there are
• 1:06:59
  lines and they're different colours.
• 1:07:01
  There's a green, there's a yellow and there's a blue and,
• 1:07:04
  and then there's a colour that for which we don't have a name.
• 1:07:07
  And each of those colours has a frequency.
• 1:07:11
  If I raise the my frequency, so the green one has a frequency of
• 1:07:15
  1000. If I raise the frequency of my
• 1:07:17
  body to 1000, I can walk right across on that green line and it
• 1:07:21
  looks like I'm walking on Earth. But it's just the, it's a
• 1:07:25
  frequency. And so maybe one day we will
• 1:07:27
  discover that that's what gravity is.
• 1:07:30
  We don't know what gravity is. Gravity is just a frequency.
• 1:07:34
  The way we look at it, we only have explanations, but we don't
• 1:07:37
  really understand what gravity. Is I have a quote for.
• 1:07:39
  You so I'm talking about I'm talking about something not on
• 1:07:43
  the menu. Ted, I have a quote for for you
• 1:07:45
  from Idi Amin Dada. That's the former president of
• 1:07:49
  Uganda from 1971 to 1979. And he reportedly said there is
• 1:07:55
  freedom of speech, but I cannot guarantee freedom after speech
• 1:07:59
  you. Freedom after speech, yeah,
• 1:08:03
  yeah, that's, that's even in the US they say you have freedom of
• 1:08:07
  speech, but you start talking about something, you know, we
• 1:08:10
  have all this political correctness and and wokeness and
• 1:08:13
  cancel culture. So you don't your freedom of
• 1:08:17
  speech is, is kind of been a lie always.
• 1:08:20
  And even even if it's not something that's offensive.
• 1:08:24
  If I go around talking about walking across the top of the
• 1:08:27
  New York City skyline, people, if I go into a job interview
• 1:08:31
  saying that they may not want to hire me unless it's the
• 1:08:35
  sciences, maybe, maybe you know, they'll, they will consider
• 1:08:39
  that. But if I want to work on Wall
• 1:08:41
  Street, they're like, man, get this guy out of here.
• 1:08:43
  He's been doing drugs with Steve Jobs.
• 1:08:46
  Freedom after speech they cannot guarantee.
• 1:08:48
  Well, since that, once again, Steve Jobs didn't care what
• 1:08:52
  people were saying about him. So it's almost like he had the
• 1:08:57
  capacity to let go of his identity and have no identity,
• 1:09:02
  like a nothing and from nothing. I'll ask the two of you, if you
• 1:09:06
  can get to nothing, what can you create from nothing?
• 1:09:09
  Anything right Because no thing. As opposed to creating on
• 1:09:15
  anything? Go ahead.
• 1:09:16
  Sorry. Go ahead.
• 1:09:17
  And then say no things or nothing if you are no thing.
• 1:09:21
  It's kind of a paradox. Having being no thing attached
• 1:09:25
  to you actually opens you up to everything.
• 1:09:30
  Right. Yeah, instead of trying to build
• 1:09:32
  you on top of what's already there and making it better or
• 1:09:35
  different, you have nothing. So then you can create.
• 1:09:38
  You have the freedom to actually create.
• 1:09:40
  You don't have that menu that they say, hey, you have free
• 1:09:44
  will as long as you choose from this menu right here, anything
• 1:09:47
  on the menu you can choose and that's your free will.
• 1:09:51
  Tabular. That's what the Asian Greek
• 1:09:53
  philosophers call the human mind, a clean slate.
• 1:09:55
  So if you have a clean slate, you can actually build anything
• 1:09:58
  on that clean slate. Noella, what were you going to
• 1:10:01
  say? So when you're transforming
• 1:10:03
  these companies and we're speaking about free will right
• 1:10:07
  now, would you say that when we're measuring breakthroughs
• 1:10:14
  that it's tied to the ability of whichever subject you're working
• 1:10:20
  with, whether it's one person or a team?
• 1:10:22
  Would you say that the breakthrough can be measured by
• 1:10:28
  a person or a team's ability to expand their free will?
• 1:10:34
  Or are we trying to get people to still operate from a certain
• 1:10:38
  list? Because we are talking about
• 1:10:39
  companies. These companies have values,
• 1:10:41
  they have rules, they have laws, they have yadda, yadda, yadda.
• 1:10:44
  Are they when you are pushing them past their paradigms, I
• 1:10:48
  guess it's kind of a stacked question, but how much are they
• 1:10:52
  staying on their menus and how much are they expanding their
• 1:10:56
  free will? And is there kind of a measure
• 1:10:58
  beyond KPI is to measure how expansive someone is moving
• 1:11:03
  through their particular breakthroughs?
• 1:11:06
  So I mentioned this in the last video.
• 1:11:09
  I said there's a distinction between thinking and having
• 1:11:12
  thoughts. So giving people access to
• 1:11:15
  thinking. So what we are taught to do is
• 1:11:18
  have thoughts and we believe it's thinking.
• 1:11:20
  And even psychologists say that for every waking hour, people
• 1:11:24
  only spend 5 minutes actually thinking.
• 1:11:27
  And the other 55 minutes is just having thoughts.
• 1:11:30
  And the thoughts are the things that you know, it's what's in
• 1:11:33
  your neural pathways. You've seen it, you've been
• 1:11:36
  exposed to it, you've done it, you've read it.
• 1:11:38
  These are all the things that you can have thoughts about and
• 1:11:41
  you can put them in different sequences and and make things
• 1:11:45
  better, but those are generally not not breakthroughs.
• 1:11:47
  Thinking is thinking that which is unthought.
• 1:11:50
  So imagine thinking something you've never thought.
• 1:11:53
  So training people to distinguish between thinking and
• 1:11:57
  having thoughts, so that people can freely think without
• 1:12:00
  depending on the thoughts they already have, That's the
• 1:12:04
  training. So depending on how much they
• 1:12:07
  believe, are aware of and exercise their ability to have
• 1:12:12
  their own thoughts is I guess, the measure.
• 1:12:14
  Of the break not to have their own thoughts.
• 1:12:16
  Nope. It's not to have their own
• 1:12:17
  thoughts. It's not to have their own
• 1:12:19
  thoughts. OK, because you already have
• 1:12:21
  those, right? So you're thinking that which is
• 1:12:23
  unthought. OK.
• 1:12:25
  So is that, well, that's different than thinking new
• 1:12:28
  thoughts. Distinctions.
• 1:12:29
  Distinctions are no, it's it has nothing.
• 1:12:33
  Thinking has nothing to do with thoughts.
• 1:12:35
  They're two different worlds. OK, you're trying to.
• 1:12:38
  You're see, you're taking the old paradigm and trying to
• 1:12:42
  improve it and adding something to it.
• 1:12:44
  I'm creating a whole new paradigm that has nothing to do
• 1:12:47
  with it. Well, I understand.
• 1:12:49
  I do understand separating. Using no, I'm not separating
• 1:12:54
  them. The front of the hand is having
• 1:12:56
  thoughts, the back is thinking. They are distinct.
• 1:12:59
  You don't confuse the front of your hand with the back of your
• 1:13:01
  hand. They're not separate, but they
• 1:13:04
  are very distinct. It's having those distinctions.
• 1:13:07
  Amazing. Distinctions are very important.
• 1:13:10
  We did an exercise. We kind of did.
• 1:13:13
  We talked about something the three of us in a pre call.
• 1:13:16
  And unfortunately, if we did it now and the audience wouldn't
• 1:13:20
  get the benefit of of you having to think through it, but it was
• 1:13:24
  the whole thing of walking on a beach and and seeing a sign that
• 1:13:27
  this is a minefield. Let's have another simulation
• 1:13:30
  but. We've already done it.
• 1:13:31
  So the the audience would miss it would miss out there, they
• 1:13:35
  would miss out on when the two of you thinking through how to
• 1:13:40
  navigate that situation. So you already have an answer
• 1:13:44
  now. Let's create another situation.
• 1:13:46
  Create another situation. Yeah, the other situation I
• 1:13:49
  could give to you, but I've already given you the answer to
• 1:13:52
  that. Well, it's interesting because
• 1:13:55
  the beach story becoming a minefield, it definitely
• 1:13:58
  involves these invisible barriers and again, trying to
• 1:14:03
  see something that we don't know that we don't see.
• 1:14:06
  Adamola what type of invisible barriers do we need to.
• 1:14:09
  There are actually ways in which you measure, would I say
• 1:14:13
  results. And again, they're coming from
• 1:14:16
  me that comes from a background that you have known.
• 1:14:22
  Would I say, I don't want to say for the lack of a better word,
• 1:14:27
  would I say issues, but they're not issues basically.
• 1:14:32
  That is from a jerking perspective, right?
• 1:14:36
  So coming from that PwC background, that big flow
• 1:14:39
  background, we'd love to measure things very numerical ways,
• 1:14:44
  right, right. So how do you tend to measure
• 1:14:49
  those breakthroughs or the impact of the breakthroughs on
• 1:14:53
  companies like how you measure the success, right, in terms of
• 1:14:58
  the traditional KPI's And even beyond the traditional metrics
• 1:15:02
  you know like revenue growth, profit margins, market share,
• 1:15:05
  how to issue would I say measure the impact of these
• 1:15:10
  transformations, the breakthroughs on the bottom line
• 1:15:14
  and like very feasible when I say metrics in terms of our
• 1:15:18
  companies growth and development.
• 1:15:20
  Sure. People create projects and that
• 1:15:22
  project will have revenue attached to it or significant
• 1:15:26
  cost savings and that's very measurable.
• 1:15:29
  So if you create a new division that did not exist, that's very
• 1:15:33
  measurable. If you reduce the amount of
• 1:15:36
  steps and getting certain things done, and maybe you can even
• 1:15:40
  reduce the amount of people involved in in certain
• 1:15:44
  activities, you you've saved a lot.
• 1:15:46
  Repurpose people. There was a guy who was in the
• 1:15:49
  military, he's ex military. He, he was on this podcast
• 1:15:52
  recently and he said one thing that the military really helped
• 1:15:56
  him with was reducing the amount of steps and time between idea
• 1:16:02
  and execution. And that actually makes you
• 1:16:05
  successful because when you reduce the time and the steps
• 1:16:09
  between ID and execution and you're able to master
• 1:16:11
  reputation, right? Acquisition, you're looking at
• 1:16:16
  the speed of innovation, right? The cultural resilience, the
• 1:16:19
  leadership depth, the problem solving capacity.
• 1:16:22
  Give me an example. Right cultural resilience, right
• 1:16:26
  speed of innovation, speed of adaptation growth.
• 1:16:31
  So you're asking how do you know if your people are developing?
• 1:16:35
  Yeah. Right.
• 1:16:36
  So when when you have each person create their own
• 1:16:39
  breakthrough initiative, so the CEO creates A breakthrough and
• 1:16:43
  then the people under them will create breakthrough initiatives
• 1:16:46
  in service to the CE OS. And those breakthrough
• 1:16:49
  initiatives, those are not, this is not about evolution.
• 1:16:52
  It's not about doing something that you're already doing and
• 1:16:56
  doing it better. It's some possibility that you
• 1:16:59
  don't know how to accomplish. And by by taking on that
• 1:17:03
  breakthrough project, you are going to encounter disruptions
• 1:17:07
  and breakdowns and problems that you haven't dealt with in the
• 1:17:10
  past and being able to navigate through that.
• 1:17:13
  So a big part of my work is, is ensuring that, as you were
• 1:17:18
  saying about the guy in the military, to be able to close
• 1:17:20
  the gap from idea to completion of the roject, right?
• 1:17:25
  O, while you're executing it. But it's it's the completion.
• 1:17:29
  It's not it's you can execute, not complete it.
• 1:17:33
  O fulfilling the project and and why and and while executing that
• 1:17:38
  project, you are going to encounter things, problems that
• 1:17:42
  perhaps are over your head. So how do you navigate that
• 1:17:46
  without derailing the entire project, right?
• 1:17:49
  So as people take on those projects, you see their capacity
• 1:17:54
  for being able to navigate the breakthroughs that come with the
• 1:17:56
  problem, developing a greater capacity for solving problems.
• 1:18:03
  So it's being able to take the mindset technology I have and be
• 1:18:07
  able to point it like a laser into a specific problem where
• 1:18:11
  you get to exercise. Basically you're exercising
• 1:18:14
  neuroplasticity so that you become more effective.
• 1:18:18
  And when that project's completed, you create a new
• 1:18:20
  project. And what you find is people
• 1:18:23
  become more self-sufficient and require less hand holding and
• 1:18:29
  less involvement from leadership to solve problems because they
• 1:18:33
  are developing the capacity to solve problems by having them
• 1:18:38
  create their own problem, which is a breakthrough project.
• 1:18:43
  So what are the heating blind spots that you know for even
• 1:18:48
  high achieving executives that they often don't believe?
• 1:18:52
  What are those heating blind spots?
• 1:18:54
  Well, part of it could be. I had a client once who went to
• 1:18:59
  an Ivy League ish school and high IQ and and even had
• 1:19:03
  athletic ability and he was so smart that his intelligence was
• 1:19:07
  shooting him in the foot. The curse of the genius, that's
• 1:19:10
  what I call it. The Curse of the Genius I.
• 1:19:13
  Relate to. That, well, like your genius, is
• 1:19:15
  irrelevant. Right.
• 1:19:18
  It's really irrelevant because I've seen people who are not
• 1:19:21
  geniuses be way more successful in terms of starting a company
• 1:19:25
  and being able to run it. But if you want to be a leader,
• 1:19:32
  having to be the smartest one in the room and prove it to
• 1:19:35
  everyone just will have you surrounded by a bunch of yes
• 1:19:39
  men. Yeah.
• 1:19:40
  So you, you end up with, you don't have the most capable
• 1:19:44
  people around you and you have to end up doing so many things
• 1:19:47
  on your own. And if you're not in the office,
• 1:19:50
  people don't do anything. So you you have a company that's
• 1:19:53
  not growing it, it's not as innovative.
• 1:19:55
  You don't have people coming up with these innovative projects
• 1:19:59
  because they're all depending on you.
• 1:20:01
  So you're stunting the growth of the organisation.
• 1:20:03
  In fact, you could even invalidate people by showing
• 1:20:08
  them how you are the smartest. And we spoke about Malcolm
• 1:20:11
  Gladwell's book David and Goliath, and he talked about how
• 1:20:16
  people who were dyslexic at a young age in elementary school
• 1:20:20
  figured out that they couldn't keep up with class.
• 1:20:22
  So what they did is they made best friends with the.
• 1:20:24
  Smartest in history and the smartest in math and the
• 1:20:27
  smartest in science and the smartest in English.
• 1:20:29
  And they would delegate homework to those people and they would
• 1:20:32
  have discussion groups with everyone.
• 1:20:34
  Basically they were training to be CE OS and didn't know it.
• 1:20:40
  So they they knew they were not the smartest in the group.
• 1:20:43
  So when they did become CEO, they now were able to hire
• 1:20:47
  people smarter than themselves and know how to delegate and
• 1:20:52
  lead people smarter than themselves.
• 1:20:54
  A lot of people believe that they have to be the smartest and
• 1:20:58
  they don't know how to lead people smarter than themselves
• 1:21:00
  because they may be in competition.
• 1:21:02
  So they are sabotaging. That becomes a blind spot and
• 1:21:06
  then their smartness is irrelevant.
• 1:21:08
  Confession time. Confession time.
• 1:21:10
  You're ready for something. I used I used to do when I was
• 1:21:14
  in high school, right? I was one of the smart kids,
• 1:21:16
  right? But I was a skinny kid and they
• 1:21:20
  used to think they could bully me and that sort of reasons why
• 1:21:23
  I'm going to Taekwondo, karate, you know, they to delve into
• 1:21:26
  mixed martial arts, right? But when I was in high school, I
• 1:21:30
  used to teach like the strong kids, like I, I had my personal
• 1:21:35
  bouncer in second school. So I used to teach these kids,
• 1:21:40
  right? And you know, run the
• 1:21:42
  assignments for them just in exchange for protection.
• 1:21:45
  So if you want, if you want to bully me, you have to go through
• 1:21:49
  those big boys the first, right? So it's all self preservation.
• 1:21:56
  You need to use what you have to get what you want.
• 1:21:59
  So like I think about it now like that skill of having to
• 1:22:04
  pull people together, right, that are strong in areas where
• 1:22:07
  you're weak, right, is actually a leadership skill.
• 1:22:10
  And it's it's always a great thing when you build that
• 1:22:13
  leadership skill from a very young age.
• 1:22:16
  It enables you to be able to communicate and have
• 1:22:18
  negotiations and have mean win situations with people.
• 1:22:22
  Because I realised we, we need the best, you know, formula in
• 1:22:24
  business. So thank you for for reminding
• 1:22:28
  us of the past and, you know, digging into the past.
• 1:22:32
  But when you talk about these, you know, high level individuals
• 1:22:35
  who are very successful and very smart, right?
• 1:22:39
  And I think it's something I call the curse of the genius.
• 1:22:42
  And for a person like myself, I'm like, I try to be very well
• 1:22:46
  aware of the fact that, OK, a high IQ is not necessarily a
• 1:22:50
  ticket to success. You always need to continuously
• 1:22:54
  be a student, you know, in life, and I have once been a teacher
• 1:22:59
  and I've realised that the best teachers are the best students.
• 1:23:04
  Of course, the more you learn, the more you're able to even,
• 1:23:08
  you know, communicate knowledge and information.
• 1:23:11
  But at some point, you know, some people become too
• 1:23:17
  successful for their own good in court.
• 1:23:20
  And I noticed that the more successful the person is, the
• 1:23:22
  more difficult it is for the people around them to tell them
• 1:23:26
  the truth, right? And it creates this success
• 1:23:29
  bias. You know, we have.
• 1:23:31
  Past wings can create like dangerous assumptions about
• 1:23:34
  future strategies. You feel invincible.
• 1:23:37
  You feel because you have been on a winning streak, right you
• 1:23:41
  will continue to be on that winning streak.
• 1:23:44
  In philosophy, I think they call it the fallacy of the slippery
• 1:23:47
  slope, right? So your your thinking becomes
• 1:23:50
  highly fallacious because you are stringing your arguments
• 1:23:55
  based off wrong premises and you will arrive at the wrong
• 1:23:58
  conclusion. So there's this constant need to
• 1:24:01
  keep re engineering your mind, keep getting comfortable being
• 1:24:04
  uncomfortable, keep learning and relearning.
• 1:24:07
  And on learning, you know, the themes of old.
• 1:24:10
  I think about how the things that made me successful five
• 1:24:13
  years ago are no longer relevant today, even two years ago, even
• 1:24:17
  one year ago. Like looking at the algorithms
• 1:24:20
  in podcasting, for example, like the algorithms we were using
• 1:24:24
  last year. You know the titles descriptions
• 1:24:27
  using on YouTube are not relevant right now, right?
• 1:24:30
  So right. I think the tech environment
• 1:24:33
  forces you to keep on learning and relearning, but how do you
• 1:24:36
  help people that have that success bias?
• 1:24:39
  Because you can't teach an old dog, an old dog new tricks,
• 1:24:42
  right? And a lot of people, it's easy
• 1:24:45
  for people to get stuck in their ways real fast, especially when
• 1:24:49
  they become in, quote, successful.
• 1:24:52
  So how do you help clients that fall into this bracket?
• 1:24:55
  I don't talk about bias, not my world.
• 1:24:57
  How do you, how do you help them?
• 1:24:58
  Because for me, I feel like it's like an opening of the mind,
• 1:25:01
  right? I might not have the right words
• 1:25:04
  to explain it, but the truth is you need to be open minded in
• 1:25:08
  order to be able to accept more information.
• 1:25:10
  More like keeping your hands open, because if your hands are
• 1:25:13
  not open, how can you receive the new information?
• 1:25:16
  Yeah, that you need. So, so I don't, I don't look at
• 1:25:19
  as information as being as valuable as most people think.
• 1:25:22
  Just think of it this way. If someone wants to go on a diet
• 1:25:25
  and they get all the information for how to lose weight, what
• 1:25:29
  happens to most people, at least in the US, what happens?
• 1:25:34
  Yeah, no, I like I'm talking about.
• 1:25:35
  I'm not lying. I feel like in the US wants you
• 1:25:39
  start researching one diet, you go down a rabbit hole of all
• 1:25:43
  these other different diets and then you're trying to compare
• 1:25:46
  them all and then you end up buying a tonne of different
• 1:25:49
  products that you probably. Need How much does the
• 1:25:53
  information help you lose weight?
• 1:25:54
  All right, this is by now, this is.
• 1:25:56
  Not. Not at all.
• 1:25:57
  Not at all, right? Yeah, information isn't what
• 1:26:02
  giving people information on how to lose weight.
• 1:26:05
  Most people take all the information from the best diet
• 1:26:08
  in the world and they end up gaining weight anyway.
• 1:26:11
  So clearly it's not the information that has you lose
• 1:26:14
  weight. What people had.
• 1:26:16
  What has people lose weight is having some clear distinctions
• 1:26:21
  about the conversations they have about themselves when they
• 1:26:24
  look in the mirror. And until you transform that, I
• 1:26:27
  mean, there, there are literally women out there who have gained
• 1:26:31
  weight because they were shapely at a young age, let's say 14
• 1:26:36
  years old and adult men, 20s, thirties would pursue them.
• 1:26:41
  And the way they, those young girls protected themselves was
• 1:26:45
  to gain weight. And that keeps away those men
• 1:26:48
  who they wanted nothing to do with.
• 1:26:51
  And then now that young girl who was shapely at 1416 or 25, the,
• 1:26:57
  the whole strategy to hide myself by gaining weight is now
• 1:27:03
  she can't stop it it. And it was successful.
• 1:27:07
  It wasn't in her best interest, but at let's say 14 years old,
• 1:27:11
  that's what she knew to do. So that's, if you, if she wants
• 1:27:15
  to lose weight, you're going to have to deal with that and the,
• 1:27:18
  the best diet won't, will not help her.
• 1:27:20
  So one of the conversations that's not just with leaders is
• 1:27:25
  change is hard and people actually believe change is hard.
• 1:27:28
  So you're a CEO of an organisation and you come in
• 1:27:32
  with a presupposition that change is hard.
• 1:27:34
  And now, and I'm going to transform corporate culture and
• 1:27:38
  it's hard because people don't want to change.
• 1:27:40
  It's, it's really similar to the whole burnout thing.
• 1:27:44
  So once you say I'm going to burnout, you're going to find a
• 1:27:47
  million reasons to be burnt out. And because you want to be able
• 1:27:51
  to say I'm burnt out, so you say change is hard, you're going to
• 1:27:55
  find a million reasons. So you as a leader, you will not
• 1:27:59
  properly educate yourself to make the kinds of
• 1:28:02
  transformations that are necessary because you've already
• 1:28:04
  presupposed it's hard. So you're going to go into it
• 1:28:07
  knowing it's hard and believing your people are going to resist
• 1:28:11
  you. And you're ready.
• 1:28:12
  You're almost going. You're really going into a
• 1:28:14
  battlefield and you just made it hard.
• 1:28:17
  And so when it's hard, you get to say, see, I knew it.
• 1:28:20
  And you get to be right about change being hard, but you were
• 1:28:23
  really unprepared. It's like the guy who never
• 1:28:26
  played US football who says I'm going to go be in a backfield
• 1:28:30
  and when he gets clobbered he says this is not for me.
• 1:28:33
  But he never trained for the game.
• 1:28:36
  When the rubber hits the road. Rubber hits the road or more
• 1:28:39
  when the helmet hits you. You, you get to have a new
• 1:28:43
  reality, but you know, for, for change when, when it comes to
• 1:28:47
  change, you know, you're talking about that weights change, for
• 1:28:50
  example. Change is hard.
• 1:28:51
  And I think it, it depends on, on the person.
• 1:28:54
  For for a person like me, I have fast body metabolism so it's
• 1:28:59
  easy. Change is not great change.
• 1:29:01
  Change is not. Change is not hard.
• 1:29:06
  Change is not hard. Yeah, for me, I don't think that
• 1:29:10
  kind of change is hard. Right.
• 1:29:11
  No, no, no, listen, listen. I don't know.
• 1:29:13
  No, change is not hard for anyone.
• 1:29:19
  When people say intimate relationships take hard work,
• 1:29:23
  that's another fallacy. So we have all these
• 1:29:26
  conversations and they completely shape our actions and
• 1:29:30
  they restrict us for what we can and cannot do.
• 1:29:34
  Change is not hard for anyone, period.
• 1:29:36
  It's a, it's a mindset thing. What I just like losing weight
• 1:29:39
  information to transform a culture does not do it, and
• 1:29:44
  information to lose weight that does not do it.
• 1:29:47
  But the weird thing I kind of feel is sort of unfair because
• 1:29:51
  some people have fast body metabolism.
• 1:29:53
  If I decide to fast today and tomorrow, I'm going to lose
• 1:29:56
  probably about four or five KG. Easy peasy.
• 1:29:59
  And if I eat pasta for the next three days, I'm going to get it
• 1:30:03
  back. So I feel like I'm a, I'm a
• 1:30:05
  weights cheat, right? Because of the way my body
• 1:30:07
  operates. For some people, it's difficult.
• 1:30:10
  If they eat that same pasta with me, they're going to probably
• 1:30:13
  balloon about 10 KG. And it's difficult for them to
• 1:30:16
  lose it downwards because they don't have that fast body
• 1:30:19
  metabolism that I have. So it's like a cheap code in my
• 1:30:24
  own DNA. So like the effort I have to put
• 1:30:27
  in right into weight gain or weight loss is different from
• 1:30:30
  another person so. As long as you believe that,
• 1:30:33
  you'll be as as long as you believe that, you'll be right.
• 1:30:36
  And there's nothing I can say. No, I'm not saying, I'm not
• 1:30:39
  saying I, I'm right. I'm just saying that I, I feel
• 1:30:41
  like the change is easier for some people due to maybe certain
• 1:30:45
  biological or would I say, yeah, biological advantages that they
• 1:30:51
  have over other people. But still, it's, it's a mindset
• 1:30:54
  thing, right? But for, for some people, it's
• 1:30:57
  easier than the others due to their, you know, DNA setup or
• 1:31:01
  their team. That's what I was just trying to
• 1:31:04
  say. I'm not trying to demean whether
• 1:31:07
  it's hard or not hard. I'm just saying I I feel like
• 1:31:11
  it's easier for some of us than others.
• 1:31:13
  And, and if people go into it with that conversation, they'll
• 1:31:16
  be right and they'll look for evidence to prove that they're
• 1:31:19
  right. So it reminds me of this rapid
• 1:31:23
  transformational therapist, her name is Marissa Pier.
• 1:31:26
  So her focus is on rapid transformational therapy.
• 1:31:30
  I did a, it was like a hypnosis meditation on accident.
• 1:31:34
  The way I found it, I didn't realise it was that she was
• 1:31:37
  going to be teaching meditation but ended up doing it.
• 1:31:40
  So it was really fun, but I love listening to her meditations and
• 1:31:45
  things like that. But she has mentioned one of the
• 1:31:48
  strategies she uses and the reason I'm bringing it up just
• 1:31:51
  because we are talking about bodies right now.
• 1:31:53
  Kind of a little bit of a tangent is Ted, you mentioned
• 1:31:57
  that you mentioned this in our last conversation that you've
• 1:32:00
  had experience and you've put into practise.
• 1:32:03
  I may be saying this the wrong way, but directing your own
• 1:32:07
  thoughts or using your own thoughts to influence or code,
• 1:32:11
  code direct your body to perform better just by directing your
• 1:32:18
  own thought patterns. And she actually has a very
• 1:32:21
  similar type of model to where she suggests that people can
• 1:32:26
  eradicate illness or increase their metabolic state or like
• 1:32:31
  you experienced, do more reps right or have run longer, run
• 1:32:36
  longer, breathe deeper, whatever it may be.
• 1:32:39
  So I think that's really important to take into
• 1:32:41
  consideration as as well when we're talking about the
• 1:32:44
  underlying beliefs that people have when it comes to whatever
• 1:32:48
  type of biological or whatever people think is wrong with their
• 1:32:53
  body. You know, there are hundreds,
• 1:32:55
  thousands of things. My nose doesn't look right, my
• 1:32:57
  hair doesn't look right. I'm too tall, too short, too
• 1:32:59
  skinny, too fat, whatever. That the underlying belief
• 1:33:02
  system can be so complex that what these practises and what
• 1:33:06
  we're seeing when we are recoding our body through our
• 1:33:10
  thoughts, it can actually affect things like blood pressure,
• 1:33:15
  metabolic state, and ultimately affect weight.
• 1:33:19
  So I think that's really important just to touch on in
• 1:33:22
  this situation too as well, because when it come, when we're
• 1:33:25
  thinking about the human mind, like you mentioned earlier, we
• 1:33:29
  also spoke about this in the last conversation.
• 1:33:31
  At one point when we were building cars, man didn't build
• 1:33:35
  them to go past a certain point because they believed that if a
• 1:33:38
  woman was in that car. Remind me or let me know if this
• 1:33:42
  is wrong, but you mentioned that her insides or her womb or
• 1:33:45
  something like that would explode.
• 1:33:47
  Right uterus. Realise uterus.
• 1:33:50
  Yeah, I realised. The uterus.
• 1:33:51
  Would explode that obviously that was not true.
• 1:33:56
  So I think if we operate within this frame with that being said,
• 1:34:01
  I would really love to hear kind of a case study of kind of an
• 1:34:05
  outline of a company that you've helped personally shift from
• 1:34:08
  survival to scaling. Ted, if you could take us, you
• 1:34:12
  know, through the journey from crisis point to I know you kind
• 1:34:16
  of hate the term mindset shift because it's so much different
• 1:34:19
  than that. But through the strategic
• 1:34:22
  problems, maybe it was a specific problem or maybe it was
• 1:34:25
  more broad and through their cultural transformation they
• 1:34:29
  then had to make in that company and the growth that they
• 1:34:32
  experienced. Could you please give us one of
• 1:34:35
  your favourite examples? Sure, sure.
• 1:34:37
  Well I probably gave one already.
• 1:34:40
  So this is 1 where the guy really smart guy, Wharton, MBA
• 1:34:45
  and athletic also and worked in the big brokerage houses.
• 1:34:51
  He worked in mergers and acquisitions.
• 1:34:53
  So he made a lot of money, very successful.
• 1:34:55
  And then he decided to go out on his own and start his own
• 1:34:59
  company and he wanted to do what's called a roll up.
• 1:35:02
  And for those who don't know what a roll up is like, take for
• 1:35:06
  an example, the laundromat business, it would be
• 1:35:09
  fragmented. There are lots of different
• 1:35:11
  owners, mom and pops that own laundromats around the country.
• 1:35:15
  And if, if the three of us decided we wanted to do a roll
• 1:35:19
  up, we'd go out and we'd buy a whole bunch of laundromats
• 1:35:22
  around around the US, roll it up into one big company and we'd
• 1:35:27
  have economies of scale and being able to buy all kinds of
• 1:35:30
  things cheaper, put in better management systems.
• 1:35:32
  But we'd be rolling up a lot of little small companies into a
• 1:35:35
  bigger company. And so this guy wanted to do a
• 1:35:38
  roll up in a specific industry. And before I met him, he had
• 1:35:42
  bought three companies and it took him three years.
• 1:35:45
  He bought one company each year and one of the challenges when
• 1:35:49
  you do a roll up and you're you're buying companies that
• 1:35:52
  already has employees, you're now integrating this this post
• 1:35:56
  they call post integration of human capital.
• 1:35:59
  And that's what kills the people, kill successful mergers
• 1:36:03
  and acquisitions because people have their own culture, they
• 1:36:06
  have their own systems, whether it's production, finance.
• 1:36:10
  So being able to integrate people is where you have
• 1:36:13
  problems. So he wanted to do a roll up,
• 1:36:16
  but he was moving slower than he he wanted and he had never been
• 1:36:20
  a CEO. So there were a few things that
• 1:36:24
  needed to happen. One is training and develop him,
• 1:36:26
  him to be a more effective CEO and being able to be more
• 1:36:30
  aggressive with his roll up. The other one was as he acquired
• 1:36:35
  companies, he's taking a guy, an entrepreneur who ran a $6
• 1:36:39
  million company and now that entrepreneur is going to be
• 1:36:41
  responsible for $40 million division and they're, you're
• 1:36:45
  going to have to upskill that person.
• 1:36:47
  Often when you do make those acquisitions, you're, you're
• 1:36:51
  buying talent. A lot of those people that you
• 1:36:54
  bring into your company are giving you lip service.
• 1:36:57
  They have their own agenda and it may be in conflict with
• 1:37:00
  yours. So I had to take this guy and
• 1:37:04
  upskill him and then get him aligned with the CEO of the,
• 1:37:08
  let's say the umbrella company. But then what also happened is
• 1:37:12
  instead of taking a year to do 1 acquisition, he was banging out
• 1:37:16
  6-7 acquisitions a year. And I ported him in, integrating
• 1:37:22
  the sales and operations into one culture, which then allowed
• 1:37:26
  that company to grow exponentially.
• 1:37:28
  Exponentially, not just from the what you call strategic growth
• 1:37:34
  from acquisitions, but also organic.
• 1:37:37
  The sales force was not, you had all these different companies
• 1:37:40
  and the salespeople didn't trust the people from the other
• 1:37:43
  companies, even though they were all selling to the same person.
• 1:37:46
  So they wouldn't share leads, which makes the company grow.
• 1:37:50
  It was a roll up, but it was three different units in the
• 1:37:54
  roll up and they, they provided 3 different services and in each
• 1:37:58
  division. So being able to support that
• 1:38:00
  CEO to be more aggressive in his acquisition strategy and
• 1:38:04
  successfully bring, bring them together, integrate the sales
• 1:38:08
  force, upskill him as a CEO to be able to run a larger company,
• 1:38:13
  and then also upskill the talent that he was buying, which
• 1:38:17
  allowed them to grow well, Well beyond what his project, his
• 1:38:22
  projections were for year 1-2 and three after I met him.
• 1:38:26
  So, and that was, it was transforming culture.
• 1:38:29
  And it was very interesting in that because when I'd go on
• 1:38:33
  their premises once a week, people knew I was coming and
• 1:38:37
  they would corner me like they would be like, hey man, I want
• 1:38:39
  to talk to you. I have this idea.
• 1:38:41
  I want, I want you have the CEO's ear.
• 1:38:44
  And So what it did is help me find other leaders within the
• 1:38:48
  organisation and help shape them and, and help them create
• 1:38:52
  projects. So they were actually excited
• 1:38:54
  about creating their own projects that would support the
• 1:38:57
  CEO. And then there were these
• 1:38:59
  untapped leaders in the organisation that I was able to,
• 1:39:02
  you know, pull from. It helped them do things.
• 1:39:05
  So organizationally they were better positioned to to handle
• 1:39:11
  exponential growth without falling apart by just using what
• 1:39:15
  he had in the organisation. Anything else you want to say
• 1:39:18
  about the case study at all that you think specifically our
• 1:39:22
  audience would really need to hear?
• 1:39:24
  Maybe we have somebody at home who is ACEO or is leading A-Team
• 1:39:29
  or building a team. Anything else about that case
• 1:39:32
  study that you would want to touch on?
• 1:39:33
  Well, his problem he was creating was was actually
• 1:39:38
  bringing all these organisations together as one, one company.
• 1:39:42
  And and when you look at just even large corporations, most
• 1:39:47
  mergers and acquisitions never realised the intended value of
• 1:39:52
  the merger or acquisition, right.
• 1:39:54
  When Price Waterhouse merged with Coopers and Library, they
• 1:39:58
  had problems for a long time with that so.
• 1:40:02
  It's, it's not just acquisitions, buying and, and
• 1:40:05
  merging with companies is not a very easy thing to do.
• 1:40:09
  And people always say, should we build it or buy it?
• 1:40:11
  So do we, do we buy a company or do we just build it organically
• 1:40:16
  and inside? And you know, there, there are
• 1:40:18
  pros and cons of, of both, but one of the biggest challenges is
• 1:40:23
  when you buy it, you now have to fold those people in and hope
• 1:40:27
  that they're not in conflict with what already exists.
• 1:40:30
  It's, it's, you know, and I, I like bringing it to how even in
• 1:40:34
  intimate relationships, when you get married, people tend to
• 1:40:37
  think the way we do things is better than the way you do
• 1:40:40
  things. And even when people are in, in
• 1:40:43
  an intimate relationship, you can, they may never say these
• 1:40:47
  words, but they may say the way your family did.
• 1:40:50
  That is ridiculous. How could you all do that?
• 1:40:54
  My family, the way we did it was much better.
• 1:40:57
  And you're now in conflict with the other person.
• 1:40:59
  So imagine that happens in your personal life, and it happens
• 1:41:03
  even in the professional world when you bring two companies
• 1:41:06
  together. Our way is a better way.
• 1:41:08
  Or even if our way isn't better, we're not going to change
• 1:41:11
  because change is hard and we're going to keep doing it our way.
• 1:41:15
  So being able to cut through that and sort of well to be able
• 1:41:20
  to transform mindset so that people are more more empowered
• 1:41:25
  to be able to look at things objectively and say, well, their
• 1:41:29
  way is actually better. So let's let's take that on.
• 1:41:31
  Or I was giving lip service and I had a guy, he said I was
• 1:41:35
  actually giving him lip service. I have my own ideas now and I
• 1:41:39
  really understand. And it's, it's interesting
• 1:41:42
  because when you're working with the CEO and other leaders, those
• 1:41:46
  other leaders need to be comfortable enough and trust me
• 1:41:49
  to say things that perhaps they don't want me to say back to
• 1:41:53
  that person. So it's very interesting the
• 1:41:55
  level of trust that you have with that.
• 1:41:58
  Ted, I'm going to say something to that effect.
• 1:42:01
  Like comic organisational culture is a very, very big
• 1:42:05
  deal. And I I was laughing because,
• 1:42:07
  you know, you again, you're attacking you attack my alumni.
• 1:42:11
  Yeah, right. You know where, right.
• 1:42:13
  Price Waterhouse. We're merging with Coopers and
• 1:42:15
  Lebrand. It wasn't such an easy emerging
• 1:42:19
  and also I've also had the privilege of working with
• 1:42:23
  another account since then who also experienced an acquisition.
• 1:42:27
  It's so crazy that and one thing that accountants tend to fight
• 1:42:32
  over a lot is methodology and the tool sets.
• 1:42:36
  There are ways to audit particular FSLI that's financial
• 1:42:41
  system line items, right? So they would accountants are
• 1:42:45
  very used to being talking in a particular way.
• 1:42:49
  So it's a very serious fight. Like it's not.
• 1:42:52
  I feel like Ted is, he's under understated that fight.
• 1:42:58
  He's been too polite about it. You're been too polite.
• 1:43:02
  I'm going to come by. You know me.
• 1:43:04
  I only see it as a team. It's it's usually dirty fight.
• 1:43:07
  And it's crazy that, you know, one of those places where I
• 1:43:10
  worked, they had to run the two companies in parallel.
• 1:43:14
  Right. Yeah.
• 1:43:15
  And in fact during IT systems. Yeah, yeah.
• 1:43:19
  Who has the better IT system? Yeah, the IT systems, the tool
• 1:43:23
  sets, the methodologies, the company culture, like even often
• 1:43:29
  leave days, you know, the hierarchy, you know, sometimes
• 1:43:33
  you, you know, you have some other firms structured as
• 1:43:36
  associate, you know, semi senior senior associate, assistant
• 1:43:41
  manager, manager. Some people have manager one
• 1:43:43
  manager 2 before senior manager. Some people have just one level
• 1:43:47
  of manager. It's crazy merging, you know,
• 1:43:49
  the hierarchy as well. It's, it's a lot of, it's a lot
• 1:43:52
  of dirty fight. Absolutely.
• 1:43:55
  And even the pay structure as well, right?
• 1:43:57
  I just feel like you ball what I remember it brings, it brings it
• 1:44:01
  brings trauma, you know, because it's it's a lot of dirty
• 1:44:05
  fighting when it comes. Who gets which resources?
• 1:44:09
  Who gets which resources? Our department is who gets which
• 1:44:12
  resources. Our department's more valuable
• 1:44:14
  than your department. Yeah, that's even another,
• 1:44:17
  another, another, you know, fight.
• 1:44:19
  It's not funny. So that's why for me, I I prefer
• 1:44:21
  that organic growth to acquisitions basically.
• 1:44:26
  And, you know, like, I'm not saying this is right, but this
• 1:44:30
  is my preference when I make an acquisition, I like them to run,
• 1:44:34
  you know, parallel instead of just absorbing them because
• 1:44:37
  absorbing them brings too much, you know, chaos that would
• 1:44:41
  disrupt the momentum. So I believe in keeping the
• 1:44:44
  momentum in a particular organisation.
• 1:44:47
  But sometimes, like the cost of expansion can hold your
• 1:44:51
  momentum. But some people don't think or
• 1:44:53
  some leaders don't think about that until, in your words, the
• 1:44:56
  rubber hits the road. So who better to ask the
• 1:44:59
  questions on AI than AI? So Ted, we love to talk about AI
• 1:45:06
  on this broadcast and disruption and AI are like twin sibling
• 1:45:12
  would I say. I don't know whether they're
• 1:45:15
  identical or they're fractional, but I know they're twin.
• 1:45:18
  AI has brought a lot of disruptive technological
• 1:45:23
  advancement in this age and time.
• 1:45:25
  And you are a master of the science of disruption and, you
• 1:45:31
  know, progress with chaos, right?
• 1:45:34
  So how does artificial intelligence fit into your
• 1:45:37
  philosophy of destruction? No.
• 1:45:40
  Is it a tool? Is it a threat?
• 1:45:42
  Is it a mirror? Is it an amplifier?
• 1:45:44
  And what brilliant strategies can leaders or leadership in
• 1:45:50
  this age and time, you know, adopt using artificial
• 1:45:54
  intelligence to achieve progress for their teams, the
• 1:45:59
  organisations and of course, in their personal life?
• 1:46:02
  So first tell me, in what ways has AI been disruptive?
• 1:46:18
  The question. It's disrupted a lot speaking,
• 1:46:23
  it's disrupted. Speaking of disruption.
• 1:46:25
  A lot of. Speaking of disruption, I think
• 1:46:28
  my Internet connection was disrupted.
• 1:46:32
  OK, so I I asked. That's what I thought I asked.
• 1:46:36
  I asked a question in in what way?
• 1:46:40
  In what way has AI been disruptive?
• 1:46:44
  OK, in what ways has AI been disruptive?
• 1:46:47
  Right. Multiple different ways.
• 1:46:49
  Because you know, when you look at the work first these days, a
• 1:46:52
  lot of, you know, large corporations are laying people
• 1:46:55
  are, you know, changing their systems, changing their
• 1:46:57
  processes. And you know, I believe that
• 1:47:00
  when you want to achieve change in organisations, to change
• 1:47:03
  involves 3 things, the people, the processes and the systems.
• 1:47:07
  And AI has been able to change the people, the processes and
• 1:47:11
  the systems, all three. So yeah.
• 1:47:14
  What specifically has AI disrupted?
• 1:47:17
  So argue for example, in consulting roles, for example,
• 1:47:21
  right, I can speak to my own industry consulting.
• 1:47:24
  We need less junior team members, right, to do a lot of
• 1:47:28
  the repetitive work, for example.
• 1:47:31
  And that means there are less junior roles, right Than.
• 1:47:35
  What work available? Specifically what works well.
• 1:47:44
  I'll say menial work and work that involves a lot of
• 1:47:49
  repetitive tasks. So to be more granular and more
• 1:47:51
  specific, for example, in audit, right, So you need attention to
• 1:47:57
  detail as a major soft skill, right?
• 1:48:00
  And there's something we should do called vouching.
• 1:48:04
  So sometimes you have to would I say, take his pool of
• 1:48:08
  transactions, right, and match those transactions to the
• 1:48:11
  support documents for those transactions.
• 1:48:14
  But now you have AI tools that can do the matching very easily,
• 1:48:17
  very fast, right? So it doesn't intend the need
• 1:48:20
  for, you know, the junior team members to be performing such
• 1:48:24
  roles, right? So it means in the case wherein
• 1:48:27
  you had the need for 10 junior team members, you probably need
• 1:48:30
  probably 3-2 now on that same team, Yeah.
• 1:48:34
  OK, so research could be 1 area because it can do it faster
• 1:48:39
  right? And the matching you still need
• 1:48:41
  someone to double check the work, correct?
• 1:48:43
  Yeah, review. Yeah.
• 1:48:44
  So prepare. Review.
• 1:48:46
  Process, but you need less preparers.
• 1:48:49
  Yeah, you need less preparers. So with more preparers, it is it
• 1:48:56
  fair to say that you would have more steps like each preparer
• 1:49:00
  played a role and AI has compressed that consolidated
• 1:49:04
  that, right? Exactly.
• 1:49:05
  Very, very correct. OK, OK.
• 1:49:07
  All right. Yep, I understand.
• 1:49:09
  So I have a concern with AI and it's more than one concern.
• 1:49:16
  One is we live in a society where we are working hard to
• 1:49:22
  make machines more human like and we want humans to be more
• 1:49:27
  machine like. And I know AI which is
• 1:49:31
  artificial intelligence is not intelligent.
• 1:49:34
  I know that artificial intelligence can only
• 1:49:38
  understand, basically artificial intelligence has thoughts.
• 1:49:42
  It doesn't think. It can only have thoughts about
• 1:49:45
  all the information that's available.
• 1:49:47
  And whatever's outside of that, it can't tell you about it.
• 1:49:52
  And so we're we're are creating this culture of machines being
• 1:49:57
  more human and humans being more machine.
• 1:50:00
  And we want innovation, which is AI doesn't do that.
• 1:50:04
  Now AI can make improvements, it can reconfigure and look at what
• 1:50:09
  exists from different perspectives.
• 1:50:12
  I understand it's it's looking at cancer cures and it sees
• 1:50:16
  patterns faster than what a human does.
• 1:50:20
  I got that. My other concern is that in the
• 1:50:24
  US, in the West part, in California, there was a gold
• 1:50:29
  rush. Bless you.
• 1:50:30
  So the California, the California gold rush, most
• 1:50:34
  people who ran out to California to make money from gold did not
• 1:50:38
  succeed. Do you know who was very
• 1:50:41
  successful because of the California Gold Rush?
• 1:50:44
  The transportation industry. People who made picks and
• 1:50:46
  shovels because thousands of people, right, thousands of
• 1:50:52
  people ran out there to find gold and they needed picks and
• 1:50:55
  shovels and they all bought picks and shovels.
• 1:50:58
  So people who started the pick and shovel company, they became
• 1:51:02
  wealthy. The people, most of the people
• 1:51:05
  looking for gold did not become wealthy.
• 1:51:07
  So my concern is that the people who make picks and shovels for
• 1:51:12
  AI will be very successful and most people will not become
• 1:51:17
  wealthy from AI. It's too much hype and the
• 1:51:20
  billions of dollars that are going into it, I don't know if
• 1:51:24
  they are going to get the returns that that are expected
• 1:51:27
  from that. And the true innovation will
• 1:51:30
  come from human beings. And if you want your humans to
• 1:51:34
  be more like computers or computers don't do things that
• 1:51:38
  human beings do. So you will actually end up
• 1:51:41
  diminishing your most valuable asset by wanting them to be more
• 1:51:45
  computer like. And you're expecting your
• 1:51:48
  computers to be more human like. And they don't have maybe one
• 1:51:51
  day we'll have the capacity. I mean, if you think about it,
• 1:51:55
  all the resources that were needed to make the iPhone
• 1:51:59
  existed on planet Earth 2000 years ago.
• 1:52:02
  So if we believe AI is that intelligent, hypothetically
• 1:52:07
  artificial intelligence could have made the iPhone 2000
• 1:52:10
  because all the resources were there.
• 1:52:12
  So whatever doesn't exist 2000 years from now, AI is not
• 1:52:17
  creating it. I think you are very much
• 1:52:20
  aligned with our narrative that we have in house here.
• 1:52:24
  There's been a past episode of this podcast.
• 1:52:26
  It's titled first AI next. And I like to think that myself
• 1:52:31
  on behalf of myself and my Co host, right?
• 1:52:33
  We see AI from certain lenses. We'll see it as an amplifier.
• 1:52:38
  That is, it magnifies both the brilliant strategies and flawed
• 1:52:42
  thinking of the users and most likely, you know, the leaders.
• 1:52:47
  And of course, AI as a mirror. It reflects back the quality of
• 1:52:51
  the questions that you ask as a leader.
• 1:52:54
  And of course, AI as a catalyst. It forces leaders to redefine
• 1:52:58
  what makes them irreplaceable. So we just see AI as a tool,
• 1:53:04
  right? And I love the analogy you gave
• 1:53:07
  that is people that make the pixels and shovels for AI, the
• 1:53:12
  ones who are gonna be reached. So we, for example, are adopting
• 1:53:16
  AI in the field of PR communication media, right?
• 1:53:21
  So we, I am, I call myself AI, but I love the fact that I'm
• 1:53:25
  able to use AI, you know, to serve as a catalyst to would I
• 1:53:31
  say, enhance the growth of my passion.
• 1:53:34
  I look at people who have been in broadcasting for five years
• 1:53:38
  before me. They are lower on the global
• 1:53:41
  rankings. Well, OK, I bust into the scene
• 1:53:43
  November 2023. That's wow.
• 1:53:46
  I'll be two years, November 19 this year, right.
• 1:53:50
  OK. And will top 2.5%.
• 1:53:54
  I look at the people who are on that same rankings, most of them
• 1:53:59
  started five years at least you know they had a five years head
• 1:54:02
  start before me. You know that's right.
• 1:54:05
  Looking at AI as a catalyst, right?
• 1:54:08
  Because we are able to know the right mix of AI tools to use and
• 1:54:12
  apply on our own mission, though, I think we sort of align
• 1:54:16
  with your narrative. That is, the people who apply AI
• 1:54:20
  to what they want to do or provide, say, complementary or
• 1:54:26
  support services to AI tools or AI services would be the ones
• 1:54:31
  that would enrich themselves in this AI gold rush.
• 1:54:35
  But what do you see it as being? An amplifier and mural and a
• 1:54:38
  catalyst are not your thoughts on that.
• 1:54:40
  I think it's a tool just like Google was a Yahoo.
• 1:54:45
  Search engines have been tools that so before the search engine
• 1:54:50
  was the library and that took time.
• 1:54:52
  You had to go to a different location.
• 1:54:54
  So now you can have it in the palm of your hand.
• 1:54:57
  So that's more efficient. AI is just more, it has more
• 1:55:02
  capacity than Google because you can ask AI to do a proposal for
• 1:55:08
  you. You can ask AI to do all kinds
• 1:55:11
  of things, right? You can write a book, you can
• 1:55:13
  make ATV show. There's so much more you can do
• 1:55:16
  with AI. In fact, AI will disrupt Google.
• 1:55:20
  Google, Google is being disrupted.
• 1:55:22
  I forget what the percentage is. What?
• 1:55:25
  Their volume has already dropped significantly, like 40%.
• 1:55:29
  Wow, now they have Google. Gemini they.
• 1:55:32
  Have adopted AI, They have adopted AI.
• 1:55:34
  They have Gemini, and they have the Google AI overview.
• 1:55:38
  You know what they're doing. Right.
• 1:55:39
  They waited a little late. Their traffic has already
• 1:55:43
  dropped. It's already a significant drop
• 1:55:45
  in their traffic. So they have been disrupted.
• 1:55:48
  It's not 10%. It's in sizable numbers,
• 1:55:52
  noticeable. That's very true.
• 1:55:55
  So they've been disrupted already, so now they have to
• 1:55:58
  pay, play catch up. So it's a great tool to help you
• 1:56:02
  clarify thoughts. It's a great tool and and doing
• 1:56:06
  proposals and cutting down the amount of steps, getting rid of
• 1:56:09
  menial work. You know, it has its benefits.
• 1:56:14
  I mean, it, you can look at AI and and the fast food industry
• 1:56:18
  we have. I think it's a McDonald's.
• 1:56:20
  It's the first McDonald's to have no human being in the
• 1:56:25
  operation at all. Flipping burgers, everything,
• 1:56:28
  it's doing everything. And that would all be from, you
• 1:56:31
  know, large language models. It's that's a some level of AI
• 1:56:35
  and I think that's. Why?
• 1:56:37
  AI is not right, but I think that's why AI is not intelligent
• 1:56:41
  because it's still a large language model, learning model,
• 1:56:44
  large language learning model. It's not technically
• 1:56:47
  intelligent. Now it's good at pattern
• 1:56:50
  recognition for what does exist, but connecting dots that do not
• 1:56:55
  exist. So when you get a highly
• 1:56:58
  intelligent person who can connect dots that the rest of
• 1:57:01
  the world doesn't see. And I prefer to talk about
• 1:57:04
  Nikola Tesla instead of Einstein because most people don't know
• 1:57:08
  Einstein. Didn't come up with a theory of
• 1:57:10
  relativity. Was a French guy back in the mid
• 1:57:13
  1800s who actually wrote a paper on that already?
• 1:57:17
  What before Einstein? But Tesla was connecting dots
• 1:57:20
  that didn't exist. He was talking cell phones in
• 1:57:24
  the late 1800s. One thing that.
• 1:57:27
  That's what. Go ahead.
• 1:57:28
  One thing I just wanted to kind of connect with what you're
• 1:57:32
  saying is bridging something that you spoke about earlier in
• 1:57:35
  regard to paradigm shifting and connecting to that story, you
• 1:57:41
  know, of the four year old washing dishes and things like
• 1:57:44
  that. It's crazy that we are in a time
• 1:57:47
  where anybody, anybody can pick up AI and sell it as a shovel or
• 1:57:53
  sell it as the pickaxe. And even though it is this tool,
• 1:57:57
  it really can only be used to the extent of our own belief
• 1:58:01
  systems. So it's just kind of crazy to
• 1:58:04
  think about just to me that the user, the extent of the user is
• 1:58:09
  really the most limited part for sure.
• 1:58:16
  So if we don't even understand our own belief systems or we
• 1:58:19
  can't run our own thoughts, we wouldn't be able to expand AI in
• 1:58:25
  any way. We're just using it as a
• 1:58:27
  feedback loop, which almost just sounds like an extent of the
• 1:58:33
  current problem that we were even speaking about earlier when
• 1:58:36
  it comes to people not being in control of their own thoughts.
• 1:58:40
  So like we just mentioned, people are one of the reasons
• 1:58:42
  people have switched over from Google to, for example, ChatGPT
• 1:58:47
  is because of the feedback loops that it gives an extent to the
• 1:58:52
  wide range of information that it has.
• 1:58:54
  Like they'll just the vast library, if you will.
• 1:58:57
  But again, if we're not able to understand our own minds or push
• 1:59:01
  past our own paradigms, we're only seeking answers to a
• 1:59:04
  certain extent to our current belief.
• 1:59:07
  We wouldn't be able to even reach past a point of paradigm
• 1:59:10
  shifting at all because again, we're just using it as a
• 1:59:13
  feedback loop based off of all the information that we
• 1:59:16
  currently have. But when we're speaking about
• 1:59:19
  visionaries move our shakers, the people that actually are
• 1:59:25
  bringing up ideas that were never being talked about before,
• 1:59:28
  they don't get those ideas or have those thoughts based off of
• 1:59:32
  operating against a feedback loop of information being fed to
• 1:59:36
  them back and forth, back and forth.
• 1:59:38
  When it if you as kind of leads into my next question.
• 1:59:42
  So Ted, you work with, you know, usually an older generation,
• 1:59:48
  maybe not always, but a lot of the CE OS businesses, C-Suite
• 1:59:53
  teams and corporations that you work with.
• 1:59:55
  And you kind of have your own strategy, maybe your own
• 1:59:57
  curriculum if you were designing A curriculum for the next
• 2:00:01
  generation. So if we're speaking just based
• 2:00:05
  off of disruptive leadership, maybe they use AI, maybe they
• 2:00:10
  don't. What would be your first three
• 2:00:13
  lessons? Or can you expand on them when
• 2:00:15
  it comes to, you know, questioning everything,
• 2:00:19
  especially when we're talking about AI?
• 2:00:21
  And the answer is AI is? Giving us in this feedback loop,
• 2:00:26
  along with embracing things like discomfort, AOS and leading with
• 2:00:32
  problems, starting problems, creating problems.
• 2:00:35
  Can you kind of explain those lessons in a way that would be
• 2:00:39
  beneficial to this generation coming up where AI is going to
• 2:00:43
  be so normalised? So being a human hasn't changed.
• 2:00:48
  If it has, tell me in what way? It has changed because humans
• 2:00:53
  now use AI. And yeah, that's just a joke,
• 2:00:57
  right? But one thing that really
• 2:00:58
  fascinates me is the fact that I, I grew up in that age where I
• 2:01:02
  had to use the library, the library coding system.
• 2:01:05
  You learn, you know, all of those manual techniques for
• 2:01:08
  searching the books, the resources, the publications in
• 2:01:11
  the library. But it's crazy that information
• 2:01:14
  was difficult to obtain back then.
• 2:01:16
  And information is very easily accessible and widely
• 2:01:21
  applicable. But now I get the most stupid
• 2:01:24
  questions right then back then. So I feel like it's like we are
• 2:01:28
  the age of the height of artificial intelligence for the
• 2:01:32
  age of the height of human foolishness as well.
• 2:01:34
  So I don't know, there's a mismatch somewhere.
• 2:01:37
  But it still doesn't help me understand whether human beings
• 2:01:40
  have changed over the past 2000 years.
• 2:01:43
  We have deteriorated. I feel like we we, we are
• 2:01:45
  deteriorating as the on the average, right, the quality of
• 2:01:49
  humans we have today is less than the quality of humans we
• 2:01:52
  have say in our grandparents generation, the parents before
• 2:01:57
  them. We have people who are weaker
• 2:02:01
  physically and I think mentally, but that's not a scientifically
• 2:02:05
  problem part. That's a conspiracy theory
• 2:02:07
  about. Take that from me.
• 2:02:08
  Well, so let let's think back 100 years ago people could have
• 2:02:13
  said, hey, we're different in in 1925 because just 30 years ago,
• 2:02:21
  most people didn't have electricity in their home.
• 2:02:24
  We didn't have flying machines, most people didn't have car.
• 2:02:27
  Like they can go down a list of the technology that we can't
• 2:02:31
  even imagine that was so life changing to go from kerosene
• 2:02:37
  lit, you know, jar. I used that in Africa.
• 2:02:40
  I used that in Africa. But to having to having an
• 2:02:45
  artificial son in your house that you can turn on and off
• 2:02:47
  anytime you want, right? So we we can't imagine not
• 2:02:51
  flying and now flying. And those people would have
• 2:02:54
  thought that this technology has changed humans.
• 2:02:59
  And here we are 100 years later saying the same thing they said.
• 2:03:03
  So what has changed about human being?
• 2:03:05
  That's what I'm I'm that's what I'm not hearing from either of
• 2:03:09
  you. What is different about human
• 2:03:11
  beings today that wouldn't have happened 100 or 500 years ago?
• 2:03:16
  What's different about the generation that didn't exist for
• 2:03:20
  anyone else? Because everyone's seen
• 2:03:22
  technology go back to the. I would say you've.
• 2:03:25
  Seen that in technology? I would say more so the
• 2:03:28
  differences may rely in cultural shifts and belief systems that
• 2:03:36
  have changed through, you know, any type of country.
• 2:03:40
  They're economically, socially and things like that.
• 2:03:43
  I would say that those make a decent impact on the way humans
• 2:03:49
  evolve. What's?
• 2:03:50
  Different. What specifically is different?
• 2:03:53
  From our perspective, is it from like a biological perspective,
• 2:03:57
  psychological like? Tell me what's different about
• 2:04:01
  human beings today that was that didn't exist 100 years ago or
• 2:04:06
  500 years ago, or 2000 years ago.
• 2:04:09
  I'll say, I'll say yeah, still pretty much similar fabric, but
• 2:04:16
  a difference is, you know, the social cultural fabric.
• 2:04:21
  So mine is a social animal when you look at it, you know, from a
• 2:04:24
  sociological perspective to cut the anthropology of man, right,
• 2:04:29
  the social cultural practises have absolutely changed over
• 2:04:34
  time, right? It's difficult to observe.
• 2:04:36
  But you know, when you look at spans of times like 500 years,
• 2:04:41
  100 years, right? It's the patterns are easier,
• 2:04:45
  but fundamentally nothing has been changed, you know, about
• 2:04:50
  man. But when you look at the social
• 2:04:52
  cultural practises, absolutely there has been, you know,
• 2:04:56
  culture shifts, you know, mindset shifts over time,
• 2:05:00
  especially with technological advancement, right?
• 2:05:03
  We are more reliant, you know, on technological tools on like,
• 2:05:08
  you know, the age of sea, the haunted gatherers wearing man
• 2:05:12
  was a more ferocious animal and more acclimatised to the natural
• 2:05:17
  environment or fundamentally man is still man.
• 2:05:21
  So we just looking at social cultural shifts over time.
• 2:05:25
  That's I don't know what what social cultural shifts are
• 2:05:31
  different now that didn't exist 500 years ago?
• 2:05:36
  500 years ago. See pop culture.
• 2:05:39
  For 100 I mean just. If 100 years ago, I don't think
• 2:05:43
  there, I don't think there's a year, I don't think there was
• 2:05:45
  pop culture, I don't think there was cancel culture, I don't
• 2:05:47
  think there was. The nuclear No.
• 2:05:49
  No, no, no. So 500 years.
• 2:05:53
  So let's let's say 500 years ago, 500 years ago, you lived in
• 2:05:57
  a village, right? And you were known for being
• 2:05:59
  dishonest. You got cancelled.
• 2:06:02
  Yeah. But not no one in the village
• 2:06:04
  would work with you. No one in the village would
• 2:06:07
  cooperate with you. Nobody but you would.
• 2:06:09
  Yes, yes, the media. Yes, the media was word of mouth
• 2:06:14
  globally. In that village you were
• 2:06:16
  cancelled, right? And then the next village would
• 2:06:19
  have heard about you. So when you arrived they would
• 2:06:21
  be ready to cancel you also. That is why we used to have
• 2:06:27
  exiles. Yeah.
• 2:06:28
  Back in the day, yeah. So some people used to go in
• 2:06:31
  exile. Right.
• 2:06:32
  So this is the same thing. We're doing the same things.
• 2:06:36
  It was back to what I said. I said fundamentally we've not
• 2:06:39
  changed as a species, right? We've only seen social, cultural
• 2:06:43
  shifts over time. But it's not those changes are
• 2:06:47
  not, so would I say significant to say that man has changed
• 2:06:52
  significantly as a species, right.
• 2:06:54
  We are seeing woven from the same fabric, but there are
• 2:06:57
  social cultural changes over time.
• 2:06:59
  But the fundamental, the primary, more like the primary
• 2:07:03
  colours remain the same. We're just mixing and matching
• 2:07:05
  the primary and session secondary colours to be from
• 2:07:08
  tertiary colours. So it's differentiated.
• 2:07:11
  You're still saying your people are still saying our generation
• 2:07:14
  is different from the last. That's what each generation
• 2:07:16
  says, so we're all saying the same thing.
• 2:07:19
  I'm not. Still the five years, still the
• 2:07:21
  five year, and still the five year old is running your life
• 2:07:24
  just like 500 years ago, or 50 years ago, or 50 years from now.
• 2:07:29
  The five year old is running your life and transformation
• 2:07:33
  becomes really valid. Like the human being.
• 2:07:36
  We believe that technology has changed us and we've been saying
• 2:07:39
  that for a very long time and we keep saying it and still we
• 2:07:43
  have, you know, murder and theft and abuse and all.
• 2:07:48
  We didn't take any of that out of society.
• 2:07:50
  Divorce is still there, infidelity, all these things.
• 2:07:54
  Like what has changed? You still have to learn to walk,
• 2:07:57
  talk, feed yourself or learn to speak a language count like all
• 2:08:01
  those, the human experience. I mean, living in the jungle, I
• 2:08:04
  saw that. I saw people who lived way back,
• 2:08:07
  no electricity or running water. They they had the kerosene jar.
• 2:08:12
  I saw that that lived that right.
• 2:08:14
  It's too. Bad you did that.
• 2:08:17
  You're a legend in Agricultural Society with no machines, just
• 2:08:22
  the machete. Yeah, the, the, the, the, the
• 2:08:24
  making hole, we call it the cutlass, then the hose, right,
• 2:08:26
  That bent 1. You use it to rake.
• 2:08:29
  And then there's the rake as well with steam iron prongs,
• 2:08:33
  right? You use that one to clear the,
• 2:08:35
  the, the leaves. If you've done that, I think the
• 2:08:38
  respect I have for you has gone higher.
• 2:08:42
  But you get what I I mean, everyone believes they're
• 2:08:45
  different and it's what it takes for human beings to come
• 2:08:48
  together and work together is still the same thing.
• 2:08:52
  And we're ignoring that. We're thinking that it's going
• 2:08:55
  to be some new IT thing. This is, this is it.
• 2:08:58
  And we're going to be different. But yet we're still dealing
• 2:09:01
  with, I work with people of all age groups and I, I still see
• 2:09:05
  the same thing. If anything, some of those
• 2:09:07
  cultures they call primitive are, are better at being a
• 2:09:11
  community. We've lost the community.
• 2:09:13
  So do people. And we're, we're attempting to
• 2:09:15
  use technology to create communities.
• 2:09:18
  One, one thing that's been interesting over the past 20
• 2:09:21
  years here in the US is that the younger people have been hungry
• 2:09:25
  for community. So they create groups of like
• 2:09:28
  crocheting, like they still want that human to human contact
• 2:09:32
  where we sit down and we're just in a room hanging out crocheting
• 2:09:36
  or doing we put puzzles together like they they want, they've
• 2:09:40
  gone back to wanting that. And when you live in villages,
• 2:09:43
  you have that. That's just a normal you take it
• 2:09:46
  for granted. Defaults that's.
• 2:09:47
  It you don't want that. It's like when I lived in the
• 2:09:50
  jungle, like the women, most of the young women took a bath in
• 2:09:54
  the river at the same time together.
• 2:09:56
  They wash their clothes in the river together.
• 2:09:58
  The men, we jump down the jungle with a machete.
• 2:10:01
  And we did it as a community. I saw that.
• 2:10:05
  It seems people still do want community, even the young
• 2:10:08
  people, they still want that. How do you create that if
• 2:10:11
  technology is dividing you? Not just for like political or
• 2:10:16
  or other reasons, It's dividing you because you don't have to
• 2:10:19
  leave your house. You can sit in the house all day
• 2:10:21
  and never have any contact with another human being, but they
• 2:10:24
  still crave that other human being.
• 2:10:27
  Noella, can you please send this man some flowers tomorrow?
• 2:10:30
  Because he just need to. He literally hits the nail on
• 2:10:34
  the head. He hits the nail on the head.
• 2:10:36
  And I think you were able to describe something that I think
• 2:10:40
  I was unable to describe earlier.
• 2:10:42
  You know, in this session, you know, that sense of community,
• 2:10:46
  right? Right.
• 2:10:47
  And I feel like maybe I sort of misconstrued it for happiness.
• 2:10:51
  But if you remember, I was trying to explain that, you
• 2:10:54
  know, there's a better sense of community in less developed, you
• 2:10:57
  know, areas of the world. And, right, for me, I was
• 2:11:02
  privileged growing up in Africa, privileged growing up in, you
• 2:11:05
  know, environments where in there's community.
• 2:11:08
  And I think I've had this conversation with Noela before,
• 2:11:11
  like when I came to the United Kingdom.
• 2:11:13
  And I look at certain people who try to act like, oh, they are
• 2:11:17
  gangsters. I tell them where I come from.
• 2:11:19
  We eat. We eat where I come from, we eat
• 2:11:21
  gangsters for breakfast. Like you don't even try me.
• 2:11:25
  Like, you don't want to know what I've seen in my lifetime,
• 2:11:27
  you know, killing animals, right?
• 2:11:29
  Barehanded, right, Machetes, right, with sticks and stuff
• 2:11:33
  like that, right? Like facing dangerous snakes,
• 2:11:36
  right? So there are certain things you
• 2:11:39
  go through in life, right? When you face dangerous animals,
• 2:11:42
  you've killed dangerous animals need two things that that that
• 2:11:46
  would actually less things in life that would scare you,
• 2:11:48
  right? And then you have to also deal
• 2:11:51
  with dangerous human beings as well.
• 2:11:54
  As much as you have dangerous lower animals, you have
• 2:11:56
  dangerous higher animals as well, right?
• 2:11:59
  And you dealt with all of that, right?
• 2:12:01
  And you left that environment to a more technologically driven
• 2:12:05
  environment. And the people, their thing,
• 2:12:07
  because they have more technology that they are more
• 2:12:10
  dangerous. And then you just look at them
• 2:12:12
  like, excuse me, excuse me, right?
• 2:12:14
  But in that less technologically driven environment, you have a
• 2:12:19
  better sense of community, right?
• 2:12:22
  And you have these people who are trying to use technology to
• 2:12:25
  create a false sense of community, and you just don't
• 2:12:30
  know how to explain it to them that you can never get it.
• 2:12:33
  This is not what community community is about, right?
• 2:12:36
  Exactly. Community is about authenticity,
• 2:12:39
  genuine connection, connecting the dots right by on.
• 2:12:44
  A daily basis, every day and. Not by intentional effort,
• 2:12:48
  right, But the cost, yeah. Like, would I say nature or the
• 2:12:52
  universe just put you together, right.
• 2:12:55
  And you, you are forced, sort of.
• 2:12:57
  To cooperate and you know everyone in your village, I
• 2:12:59
  mean, the cooperation is a big part of your own survival.
• 2:13:03
  Yeah. And not and not cooperating
• 2:13:06
  could have you cancelled? Absolutely, absolutely.
• 2:13:09
  You know, did you have the vigilantes right?
• 2:13:11
  The vigilante groups that guard in the night?
• 2:13:14
  OK, No, no, actually no, no. Let me tell you that.
• 2:13:18
  So I I went to two different villages.
• 2:13:20
  I think you are I told you guys about.
• 2:13:22
  The village now. Now I want to hear your
• 2:13:24
  experience in those villages. No, but I, I think I told you in
• 2:13:28
  the last one about the village that so I, I live most of my
• 2:13:31
  time in a village with 329 people.
• 2:13:33
  There was another village with 500 something and the 500
• 2:13:37
  something had gotten electricity 30 days before I arrived.
• 2:13:41
  So I told you guys this story already, right?
• 2:13:44
  No or yes. You did, you did, but you did
• 2:13:46
  not talk about like the social fabric in in detail.
• 2:13:49
  So for example, no police, no armed forces, you know, right,
• 2:13:52
  exactly this regulation. So how come, right?
• 2:13:55
  So, so because they had television, the young guys, like
• 2:13:59
  older teenagers, early 20s, they saw the Bloods and Crips on
• 2:14:04
  television and they decided they wanted to be tough guys and be
• 2:14:07
  Bloods and Crips. They were spray painting in
• 2:14:09
  different areas and they were bullying the women, some of the
• 2:14:13
  younger women in the village. So the elders called the town
• 2:14:17
  hall meeting and said, Hey, the parents of the young guys who
• 2:14:21
  are bullying people, you know who your sons are, We're not
• 2:14:23
  going to point fingers, but here's what's going to happen.
• 2:14:26
  And they and, and just like you said, they never called the
• 2:14:29
  police for this. I was self regulated.
• 2:14:32
  The elders called a town hall meeting and said, here's what's
• 2:14:37
  going to happen If you don't stop your sons from bullying
• 2:14:40
  people, you will find them in the jungle with no life.
• 2:14:43
  Exactly. So it's up to you.
• 2:14:45
  Either you stop them or we stop them and the parents stop their
• 2:14:49
  sons. And they never called the
• 2:14:51
  police. They never complained.
• 2:14:53
  It was it was how a self-contained village that
• 2:14:57
  keeps its IT had a way of managing chaos that was about to
• 2:15:02
  bring damage to people. And so the leadership of which
• 2:15:07
  are people look to the elders had a way of managing that chaos
• 2:15:12
  that was in the best interest of the whole.
• 2:15:14
  And those guys being bullies was not in the best interest of the
• 2:15:18
  whole. So that's a community have
• 2:15:21
  extremely low divorce rates. You have you have community
• 2:15:25
  where the community has a say in how things happen there not
• 2:15:30
  exactly people on the outside looking to save you.
• 2:15:33
  That's that's a very different world.
• 2:15:35
  And I've had people say, oh, we have community here.
• 2:15:37
  And it's, it's like Adam Mola, you understand what I'm talking
• 2:15:43
  about because you lived. That was normal life.
• 2:15:45
  You know, you literally know every single person in the
• 2:15:48
  village. And when a new person is born,
• 2:15:50
  you know who it is. And at the end of it, at the end
• 2:15:54
  of a day's work, you just kind of walk and you go to someone's
• 2:15:58
  house and you talk. You don't have a television.
• 2:16:01
  You have. Human.
• 2:16:02
  Beings, right? You have human beings and you
• 2:16:05
  know everyone and you, you know what's going on.
• 2:16:08
  So yeah, yeah, that's a self regulated community where the
• 2:16:15
  people in the community care so much that everything that
• 2:16:19
  happens there effects everyone. Yes, but I don't know.
• 2:16:23
  The Western world can never get it.
• 2:16:25
  They can never understand it. It's also OK.
• 2:16:28
  It becomes, it doesn't even matter what because it the same
• 2:16:31
  thing happens in corporations. It's so in the military, once
• 2:16:34
  you get beyond like 225 people, it come becomes more difficult
• 2:16:38
  to manage and they found the same thing in corporations.
• 2:16:41
  Once you get beyond 200 something people, it becomes a
• 2:16:44
  different animal for that. With 200 people, the CEO knows
• 2:16:48
  everyone in the company by first name.
• 2:16:50
  They may even know who your spouse is and your children.
• 2:16:53
  But when you get to 500 people, it's it's a lot of people and it
• 2:16:58
  becomes more difficult to manage.
• 2:17:00
  When you look at that in a society, maybe the benefit is to
• 2:17:03
  have villages that only have a certain amount of people.
• 2:17:07
  And once you get to a certain point, the village splits off
• 2:17:10
  and, and that maybe that's what happened and how we were able to
• 2:17:14
  have all these villages all over the place because it became more
• 2:17:18
  difficult. You start losing a sense of
• 2:17:20
  community if you get beyond a certain number and you break off
• 2:17:23
  and go start another new village in a different location, but
• 2:17:28
  it's not far away, but you're related to everyone in the last
• 2:17:32
  village. And so maybe there's with, we
• 2:17:35
  have mega cities with millions of people.
• 2:17:37
  And so it's difficult to have that.
• 2:17:39
  You know, even in New York, you have sections like Gramercy Park
• 2:17:43
  in the Village and, and Hell's Kitchen, you have these.
• 2:17:46
  And maybe those sections had more value like 70 years ago,
• 2:17:52
  Like everyone who lived in a section called Hell's Kitchen
• 2:17:56
  knew like everyone. But then as the city kept
• 2:17:59
  growing, you kind of don't know people because like my
• 2:18:02
  grandfather can say, we just didn't go into other
• 2:18:05
  neighbourhoods. We didn't know those people.
• 2:18:07
  They didn't know us and we didn't belong there.
• 2:18:09
  So it was almost like villages within within a city.
• 2:18:12
  But we've outgrown that and we have no way of bringing that.
• 2:18:17
  We have no way of creating structures.
• 2:18:19
  At least we haven't maybe we'll be depending on AI to do that.
• 2:18:23
  But so with the the point also to the original question, which
• 2:18:27
  shows that human beings are still the same.
• 2:18:30
  So the younger generation will still want community and they
• 2:18:33
  still have the five year olds running their life and they're
• 2:18:36
  still like the guy who was 62 in the mortgage industry, who had
• 2:18:40
  the 13 year old run in his life. And, and he's a great example of
• 2:18:44
  you were, you were saying at a MOLA that you can't teach an old
• 2:18:47
  dog new tricks. Well, how old is too old?
• 2:18:49
  This guy was 62 and he was able to have a breakthrough.
• 2:18:53
  And so it's, it doesn't matter what what your age is like.
• 2:18:57
  Transformation is transformation, transforming the
• 2:19:02
  whatever it means to be a human being and having possibilities
• 2:19:05
  beyond the limits of what you were given to be a human.
• 2:19:09
  And that's for any age because you're still going to have, as I
• 2:19:13
  said, the five year old making decisions in your life.
• 2:19:16
  And you, you don't even know that.
• 2:19:18
  You don't know that. I actually love what you're
• 2:19:20
  saying right now, because right now we're talking about what do
• 2:19:24
  we have to say to the next generation.
• 2:19:26
  And like you're saying, each new generation that comes up, the
• 2:19:30
  younger people, they're constantly told you're
• 2:19:32
  different, you're different, you're different.
• 2:19:34
  Well, this is whatever, right? Culturally, a lot of times,
• 2:19:38
  depending on where you're at, the leading generation or the
• 2:19:42
  generation that you know should be guiding them actually says,
• 2:19:45
  oh, these kids are doomed, all these kids are doomed, or
• 2:19:47
  whatever, whatever. And then the kids themselves,
• 2:19:51
  they actually accept that and they're like, yeah, we're
• 2:19:53
  absolutely screwed. You know what I mean?
• 2:19:55
  But The thing is specifically in AI right now, there's so much on
• 2:20:00
  social media and in business saying if you're a young kid,
• 2:20:04
  take advantage of AI and you're going to become a millionaire, a
• 2:20:07
  billionaire, yadda, yadda, yadda, XYZ.
• 2:20:11
  And I actually, I just love what we're talking about because it
• 2:20:15
  really shows. And bring so much light again to
• 2:20:20
  really the belief system. It doesn't matter what age you
• 2:20:23
  are. So if we have a 21 year old who
• 2:20:25
  is on Instagram and all they're hearing all day is take
• 2:20:29
  advantage of AI, pick up a shovel, sell a shovel, you know,
• 2:20:33
  whatever they're like could be petrified in saying if I don't
• 2:20:37
  do something or if I don't do something right now, I'm screwed
• 2:20:41
  for the rest of my life, right? You know, right?
• 2:20:44
  And who even knows the type of beliefs that the teenagers?
• 2:20:48
  Or. You know, the kids, the
• 2:20:50
  teenagers, the young adults, who knows what paradigms or inner
• 2:20:54
  belief systems they even have to discover, face and put aside to
• 2:20:58
  even get to a point where they could implement any type of
• 2:21:01
  business. So we just love to hear it on
• 2:21:03
  this podcast to encourage, obviously anyone of any age.
• 2:21:07
  It doesn't just encourage the older people as well, but it
• 2:21:10
  reminds the younger people that, you know, things like paradigm
• 2:21:14
  shifting and building these types of successes and going
• 2:21:18
  through chaos. It's not a race, you know, it's
• 2:21:21
  not a race. And I just again, it just
• 2:21:24
  reminds me of that story, the story of running with broken
• 2:21:28
  legs that you witnessed in your childhood, reminding me of that,
• 2:21:32
  that that story could really come about.
• 2:21:35
  Like a similar story could come about when someone's in there
• 2:21:38
  when they're 456, like you were when you're very young.
• 2:21:41
  Or it could come when you're 13 or when you're 35 or when you're
• 2:21:45
  70, right? We don't know when that's going
• 2:21:47
  to come in somebody's life. But no matter when it does, not
• 2:21:51
  being scared and, you know, moving forward, having a massive
• 2:21:56
  vision for your life. And also knowing that even as
• 2:22:00
  things change around us, we are all still connected.
• 2:22:02
  We all can still have community and that we have the ability to
• 2:22:08
  move through the paradigms and move forward with or without AI
• 2:22:14
  because we have that intrinsic ability given to us as humans is
• 2:22:19
  really the point of the matter, right?
• 2:22:21
  So just wanted to connect those points just from hearing your
• 2:22:24
  expertise. Again, I love hearing you guys
• 2:22:26
  talk. It's such a pleasure having you
• 2:22:29
  on this podcast right now. We just have one more small
• 2:22:33
  segment or one more question and then we're going to do a quick
• 2:22:35
  fire round. So I'm going to share the last
• 2:22:38
  question for us and then we're going to have Adamola going to
• 2:22:41
  the quick fire round. Adam Adamola, you know you know
• 2:22:46
  about the Tulip Tulip craze in Holland, right?
• 2:22:48
  Yeah, Chilli place in Holland, Netherlands, right?
• 2:22:51
  Right, right. It was, it was just a bubble.
• 2:22:53
  You know, we had the.com bubble, automobiles had a bubble, the
• 2:22:56
  telecommunications industry had a bubble.
• 2:22:59
  There have been so many bubbles and everyone thinks they're
• 2:23:01
  different, yet we still have these bubbles.
• 2:23:04
  AI is probably going to be another bubble.
• 2:23:06
  ET is another bubble. Actually it is another bubble.
• 2:23:09
  So that's why on our side, we just try to take advantage of
• 2:23:13
  the tools that we can, right, While the bubbles still last.
• 2:23:17
  But first, really, we are millennials.
• 2:23:19
  Myself and, you know, Wella were born in the same year.
• 2:23:21
  I was just joking with her saying that she's so passionate
• 2:23:24
  about the next generation that sometimes I forget we were born
• 2:23:26
  in the same year, right? So like, as a millennial, you've
• 2:23:31
  seen a lot of technological sheep, right?
• 2:23:34
  I feel like I have seen more technological sheep than Noella.
• 2:23:38
  Why? Because I was born in, you know,
• 2:23:40
  a third world country. So like the third world
• 2:23:43
  countries are sort of behind technologically, right?
• 2:23:45
  So we were using technology that Nuella was not privileged to
• 2:23:50
  have used because we were like, you know, playing we're would I
• 2:23:55
  say we are behind. If you're born in a third world
• 2:23:57
  country, you're not starting from .0, you're starting from
• 2:24:00
  maybe -10 right, right. So yeah.
• 2:24:03
  So we use technology that, you know, we now had to start up
• 2:24:07
  playing catch up and like I've had to play a lot of catch up in
• 2:24:10
  my in my life and now catching up with AI and you know, all
• 2:24:14
  this stuff. I feel like it's like a crash
• 2:24:16
  course. When you have seen that cycle
• 2:24:19
  over and over and over and over again, you just know this is a
• 2:24:23
  repetitive pattern, right? And you just have to take what
• 2:24:26
  you can take, you know, a while while it lasts because.
• 2:24:29
  Oh, sure. Absolutely not around.
• 2:24:31
  It's not around for too long. It's just another bubble.
• 2:24:35
  In the in the early 1920s, in the US alone, there were more
• 2:24:39
  than 100 automobile manufacturers.
• 2:24:43
  Most people can't imagine that over 100 companies making
• 2:24:47
  automobiles. A lot of them in Detroit.
• 2:24:50
  I know Detroit. Was most likely, Yeah, it was a
• 2:24:53
  lot. We're in Detroit.
• 2:24:54
  But when? But most of them disappeared.
• 2:24:57
  And when the dust settled, you had, you know, maybe 5.
• 2:25:00
  And so same with the.com bubble burst, same thing, you most
• 2:25:03
  disappeared and dust settles and you have just a handful.
• 2:25:07
  Sowehad.com we had crypto we had.
• 2:25:11
  Which ones have we had in in recent times?
• 2:25:13
  That's a really interesting comparison.
• 2:25:16
  It's a really interesting comparison to kind of compare,
• 2:25:20
  think about this AI bubble and compare it to the automobile
• 2:25:24
  industry. And I just say that just because
• 2:25:26
  of my personal experience. So I live in Michigan, and I am
• 2:25:32
  from the hub of General Motors. So for what was General Motors,
• 2:25:40
  what used to be General Motors, right?
• 2:25:43
  And so just experiencing, understanding how it has
• 2:25:47
  impacted so many different cities across the country.
• 2:25:51
  And then as soon as the bubble popped, watching those cities
• 2:25:55
  deal with that dust settling, you know, some struggling still
• 2:25:59
  to this day struggling to come. It's very interesting to kind of
• 2:26:04
  take that into consideration. AI being the same way, noticing
• 2:26:08
  possibly trends in certain cities, certain tech cities,
• 2:26:12
  tech centric cities, maybe even, you know, when we think about
• 2:26:15
  cities that run with tech right now, we think about, you know,
• 2:26:18
  Seattle, they think about San Francisco, you know, they think
• 2:26:22
  about cities like that. It's kind of really, really,
• 2:26:25
  that's very interesting to, I don't know, it just makes me
• 2:26:29
  wonder how they will be impacted if and it does get to a point
• 2:26:33
  where bubble burst dust settles and how the actual cities that
• 2:26:38
  are built on AI right now will be impacted later on.
• 2:26:41
  I don't know. That's just really, really
• 2:26:43
  interesting to me. Hello.
• 2:26:46
  Yes. Are you familiar with the Tulip
• 2:26:48
  craze in Holland? I am not, unfortunately.
• 2:26:51
  I'm on. OK, I don't know what's going
• 2:26:54
  on. It's talking about it, the Tulip
• 2:26:56
  craze. They call it Tulip mania in
• 2:26:59
  Netherlands. Yeah, I'm actually not familiar
• 2:27:01
  with that. I think she knows.
• 2:27:03
  Maybe not. No, you don't know.
• 2:27:05
  No. I.
• 2:27:06
  Am closer to Netherlands that she is.
• 2:27:08
  OK so it was a bubble and in Holland someone grew tulips and
• 2:27:14
  they sold them and people really love the tulips.
• 2:27:16
  So the price of tulips went up a lot and then when the price went
• 2:27:21
  up people were like oh wow you can get rich selling tulips.
• 2:27:25
  And then someone came up with a great idea of making tulips in
• 2:27:29
  different colours and the price went up even more because they
• 2:27:32
  were rare and you can get rich selling tulips.
• 2:27:35
  At some point the price of 1 Tulip was was equivalent to an
• 2:27:41
  average size house in the Netherlands.
• 2:27:44
  That's how expensive they became.
• 2:27:46
  And so you could become so rich selling tulips that so many
• 2:27:50
  people began selling tulips. There was no one to buy them.
• 2:27:53
  So the bubble burst. So it was a bubble.
• 2:27:55
  It was a Tulip. They call the Tulip craze, but
• 2:27:57
  it was a Tulip, It was a bubble. And so to my knowledge, that's
• 2:28:01
  one of the first documented bubbles.
• 2:28:03
  And so we watch bubbles happen in different industries over and
• 2:28:07
  over, stock market bubbles, we get all kinds of bubbles.
• 2:28:11
  So this has happened. So the future generation that
• 2:28:14
  says, well, we're different because we have a bubble.
• 2:28:16
  It's like, well, no, I can tell you about plenty of bubbles that
• 2:28:19
  have happened. In the late 1800s, there were
• 2:28:22
  thousands of telecommunication companies for cell phone
• 2:28:26
  services. So it was a bubble.
• 2:28:28
  It burst. And who came out, you know, the
• 2:28:30
  Bell companies, AT&T, which was part of the Bell companies
• 2:28:34
  originally. So they've been lots of bubbles.
• 2:28:37
  How about how about betting made off in your neck of the woods?
• 2:28:40
  Betting made-up made off with your money.
• 2:28:43
  Yeah, he did. That's the pyramid scheme.
• 2:28:45
  Yeah. Yeah, the Ponzi scheme.
• 2:28:49
  And actually Ponzi, I forget who it's really named after.
• 2:28:52
  A real person. An Italian guy.
• 2:28:54
  Ponzi, Yeah, yeah, so. So this generation is still
• 2:28:59
  dealing with Ponzi schemes and bubbles. 100.
• 2:29:02
  Percent and one in Community. 100%.
• 2:29:05
  Yeah, the Ponzi schemes are really, really interesting.
• 2:29:09
  It's just crazy. It is crazy like Ponzi schemes.
• 2:29:14
  It's interesting how people keep falling for them all the time.
• 2:29:17
  When there's a document, there's a.
• 2:29:20
  Document. History.
• 2:29:23
  Doesn't that prove that each generation is the same as the
• 2:29:25
  last? Exactly what I what what I said
• 2:29:28
  right all. Right.
• 2:29:29
  So we've got one last question then we're going to do a quick
• 2:29:33
  fire round, OK, to any rising leader and they're afraid to run
• 2:29:41
  head first into chaos in an organisation, or they are
• 2:29:45
  resistant to change, or they're scared of change, or they think
• 2:29:48
  change is too hard and they kind of put those blind spots on
• 2:29:53
  themselves. What would you say to that
• 2:29:54
  person? Call me and I'll offer you a
• 2:29:57
  free 30 minute session and we'll see if there's any way I can
• 2:30:01
  support you in getting there. Absolutely, absolutely asking.
• 2:30:06
  You might as well direct your problem to the best, to the best
• 2:30:09
  in the business on that. All right, so let's end it with
• 2:30:13
  a quick fire round again, Ted, just want to thank you for being
• 2:30:17
  here. Thank you for your time, your
• 2:30:19
  patience, your expertise, your wisdom, just everything you've
• 2:30:24
  given us and our audience and people who haven't met you yet,
• 2:30:29
  people that don't understand these concepts yet, people that
• 2:30:32
  are, you know, looking for wisdom in a feedback loop.
• 2:30:37
  I just thank you again for your time.
• 2:30:39
  So Adam, Ola, go ahead. OK, I have.
• 2:30:42
  I think I've tried so much to enable the chaos that has been
• 2:30:47
  in my head. Of course, I have been holding
• 2:30:50
  the surprise for you, Ted. I didn't say I had a surprise
• 2:30:54
  for I have been keeping the cat in the bag.
• 2:30:57
  It's time to let the cat out of the bag.
• 2:30:59
  So a couple of surprises, yeah, maybe just one.
• 2:31:03
  You are highly, highly appreciated by and I have made
• 2:31:07
  sure that this second episode with you is actually a milestone
• 2:31:13
  episode. So you have the honour of thank
• 2:31:15
  you Episode 100 and the King James broadcast.
• 2:31:19
  Ted Santos makes the noise of Ted Santos. 100.
• 2:31:27
  BC50150 thing that's a, that's a very, very big milestone.
• 2:31:33
  And you know, I'm grateful that this started, you know, two
• 2:31:37
  years ago as a passion project. And of course we're recording
• 2:31:41
  this a day before my mother's birthday because I remember I
• 2:31:44
  started seven days after my mother's birthday two years ago,
• 2:31:48
  November 19, 2023. And we're grateful with global
• 2:31:53
  top 2.5%. And yeah, the goal is to be in
• 2:31:56
  the global top 1%. So I have just one request from
• 2:32:00
  yourself, Anuela, please say a word of prayer and a birthday
• 2:32:05
  wish for my mother because I am going to publish this episode on
• 2:32:09
  my mother's birthday. So there you go.
• 2:32:15
  So. Who's going to go?
• 2:32:16
  Birthday Happy birthday to Adamola's mother because we he
• 2:32:20
  didn't tell us your name so we can only call you Adamola's
• 2:32:24
  mother. OK, her name is.
• 2:32:27
  Her name is Bridget AB. Yeah.
• 2:32:30
  AB the mother of AI. Happy birthday.
• 2:32:32
  Happy birthday Bridget. Happy and.
• 2:32:34
  Many, many more to Bridget on her birthday.
• 2:32:37
  Love and respect. I assume your mother's mother's
• 2:32:40
  not 115 years old. If she was, I'd say she's still
• 2:32:43
  a young woman. She's left at 70, so yeah.
• 2:32:47
  So she's still young, OK? She's still young enough to have
• 2:32:51
  a paradigm shift. No question.
• 2:32:55
  No question about that. Even if she was 115, she could
• 2:32:59
  still have a paradigm shift. Yeah, yeah, age.
• 2:33:01
  Age is just a number. Age is just a number.
• 2:33:03
  So yeah, once again, I'm I'm really grateful to you and yeah,
• 2:33:08
  I'll just make sure that every every episode, every milestone
• 2:33:12
  episode has been somebody that I deeply connect with and deeply
• 2:33:16
  appreciate their body of work and their personality.
• 2:33:19
  So I'm somebody who's very good at separating the arts from the
• 2:33:23
  artist or for a massive episode, I need to appreciate the arts
• 2:33:27
  and the artist and who better there?
• 2:33:30
  Ted Santos. I know, I know this is going as
• 2:33:36
  a as a surprise to Noella because like I deliberately had
• 2:33:39
  to publish another episode to make it 1 for tonight.
• 2:33:42
  So that Ted Santos is episode. It's going to be 150.
• 2:33:47
  Very cool. So now you know the reason why I
• 2:33:49
  published an older episode, I've been able to keep this surprise
• 2:33:54
  really, really, you know, confidential.
• 2:33:57
  So thank you very much once again, we appreciate you very,
• 2:33:59
  very much on this platform. And let's get ready to rumble
• 2:34:03
  the quick fire round questions. It's going to go fast.
• 2:34:09
  OK, big fire round. OK, What's 1 morning hobby that
• 2:34:14
  fuels your clarity? Well, I don't have any habits at
• 2:34:18
  least. Yeah, OK.
• 2:34:21
  Habits. Just no hobbits.
• 2:34:23
  I know this is a quick run, quick fire round, so just think
• 2:34:26
  of it this way, If you play a sport, the team comes together
• 2:34:30
  to do what they go to, every day they go to.
• 2:34:34
  Train. Right.
• 2:34:36
  What else? What's another word?
• 2:34:38
  Practise. Exactly.
• 2:34:40
  They don't. They don't come together to do
• 2:34:42
  habits. They come together to practise.
• 2:34:45
  They practise to be powerful and very effective at what they do.
• 2:34:49
  People don't understand the power of language.
• 2:34:51
  When you say I have this habit, do you smoke?
• 2:34:54
  Do you drink? Do you?
• 2:34:56
  Are you, What are you doing? That's a habit.
• 2:34:59
  Habits are generally things people want to get rid of.
• 2:35:02
  Practises are things that make you powerful and very effective
• 2:35:05
  at what you do. So what's your morning practise
• 2:35:09
  that fuels your clarity? I like that the best in the
• 2:35:17
  world are the best in the world for a reason.
• 2:35:20
  To be the best, you have to beat the best, and the best is
• 2:35:23
  blessed, and the best is no Ella.
• 2:35:25
  I have no practise. I, I eat breakfast every day.
• 2:35:29
  But to have clarity that that really has nothing to do with
• 2:35:32
  clarity. Clarity is, is a bigger
• 2:35:35
  commitment that has nothing to do with each day.
• 2:35:37
  It's it's being that person. And what's one word that defines
• 2:35:43
  leadership today? It.
• 2:35:44
  Would have to be a hyphenated short short term.
• 2:35:48
  Interesting. What's the most disruptive
• 2:35:51
  invention of the last decade? Perhaps.
• 2:35:54
  Well, you know what? I'll say the the web telescope,
• 2:35:58
  because it's time that scientists and astronomers are
• 2:36:02
  disrupted in their belief about how they see the universe.
• 2:36:06
  They've been saying, oh, it's about 13.8 billion years old.
• 2:36:09
  And it's, I don't know anyone who's lived that long to be able
• 2:36:12
  to tell me it's that old. So I don't know.
• 2:36:14
  And I've, I've heard all the scientific reasons and how they
• 2:36:18
  extrapolate. But what the web telescope has
• 2:36:21
  allowed them to do is see universes that are that they've
• 2:36:26
  never seen and they're seeing that they are much older.
• 2:36:29
  So it's going to alter the way they see the universe in the
• 2:36:33
  world. So we we give a number of 13.8
• 2:36:36
  billion based on the known universe.
• 2:36:39
  There's so much that we don't know, we don't know.
• 2:36:42
  So it's difficult for me to see how they can even see the Earth
• 2:36:46
  is 4 billion or 13 or 20 billion or a trillion years old.
• 2:36:51
  We don't even know what's in the Earth, but the Hubble telescope
• 2:36:55
  is helping us better understand the age and and some of the
• 2:37:00
  other dynamics happening in the universe about things that we
• 2:37:04
  just didn't know. So in the past decade, they put
• 2:37:07
  the web telescope up in the up into space.
• 2:37:10
  So who is 1 mentor that has changed your trajectory?
• 2:37:14
  Ted Santos just answered the question.
• 2:37:17
  If you're able to finish it in a different way than this previous
• 2:37:21
  question, ask about leadership. Finish this sentence.
• 2:37:26
  Leadership is. Blessed future, The future.
• 2:37:30
  The future wonderful awesome love that closes out our quick
• 2:37:34
  fire round. Again, just want to thank you
• 2:37:37
  endlessly for your expertise and your time.
• 2:37:39
  We really appreciate it. No, it's been my pleasure.
• 2:37:42
  Thanks for inviting me. It's been an honour to be
• 2:37:44
  invited back a second time, especially as it hasn't been a
• 2:37:47
  long time since the first one, so thank you.
• 2:37:50
  Love and of course, absolute respect to you.
• 2:37:54
  Words are in sufficient or inadequate to express how much
• 2:37:57
  we appreciate you. And maybe I need a paradigm
• 2:38:00
  shift to be able to acquire the knowledge of the language to
• 2:38:05
  express my appreciation for you. But in the meantime, while I'm
• 2:38:09
  still in this lower paradigm, I see a very, very big thank you
• 2:38:13
  and 1st for me to you. God bless you and to the
• 2:38:17
  audience guys, always go for something in your lives.
• 2:38:19
  You know, on seeing believe, strive to thrive in a first
• 2:38:24
  achieve very, very important. Always believe in yourself and
• 2:38:27
  of course, keep working towards your goals.
• 2:38:30
  Never say never, never let anybody pull you down or talk
• 2:38:33
  you down. Nobody has the right to tell you
• 2:38:36
  who you are. Yeah, always go for what you
• 2:38:39
  believe. And of course, if you, if you,
• 2:38:41
  if you're in doubt, if you need some coaching or training,
• 2:38:44
  please learn from the best those that we've not helped you, it's
• 2:38:49
  goodbye. So how does artificial
• 2:38:51
  intelligence fit into your philosophy of destruction?
• 2:38:55
  You know, is it a tool? Is it a threat?
• 2:38:57
  Is it a mirror? Is it an amplifier?
• 2:39:00
  And what's brilliant strategies can leaders for leadership in
• 2:39:05
  this age and time, you know, adopt using artificial
• 2:39:08
  intelligence to achieve progress for their teams, the
• 2:39:13
  organisations and of course in their personal lives?