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How not to be stupid and foolish · Inside Strategic Relations

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Speaker 1: It seems today more than ever, there is some kind
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Speaker 1: of deficiency in thinking that is causing confusion, frustration, and
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Speaker 1: even fear among the masses. We're going to talk today
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Speaker 1: how to address that, essentially, how to handle being surrounded
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Speaker 1: by stupid just to hit with inside strategic relations. There
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Speaker 1: seems to be some kind of mind virus that's dumbing
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Speaker 1: down decisions literally stupid people everywhere. Now, I was thinking
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Speaker 1: about some of the examples of this, But what I
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Speaker 1: try to do in these presentations is maintain politically neutral
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Speaker 1: as possible. And I do that because very often the
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Speaker 1: conditions in which identify a problem will be biased by
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Speaker 1: your belief system, and then if I trigger something in
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Speaker 1: your belief system, you may not see the underlying point
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Speaker 1: that both sides have the problem. All sides have the problem.
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Speaker 1: Whether you're a Republican or independent, or a libertarian or
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Speaker 1: a liberal or whatever the titles are. You're going to notice,
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Speaker 1: for example, a presidential candidate now and in the past
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Speaker 1: may say something that is verifiably incorrect and nobody calls
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Speaker 1: them out, or they get excessively called out for something,
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Speaker 1: or they get made fun of for something, and within
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Speaker 1: the campaign itself, and since I'm trying to be careful here.
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Speaker 1: I can't point it out, but within the campaign itself,
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Speaker 1: people will be complete enemies, and then after the campaign
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Speaker 1: is over, they'll be best of friends. This is theater
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Speaker 1: at the best, but complete ignorance at the worst. And
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Speaker 1: it happens in how we address issues like fentanol, individual's
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Speaker 1: decisions to do looting, economic policy that doesn't have the
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Speaker 1: intended effect, It actually creates an unintended effect. We have
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Speaker 1: the problem where we have blind obedience and not only
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Speaker 1: political parties, but general belief systems and individuals are not
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Speaker 1: open to new perspectives or even reason. In fact, the
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Speaker 1: social norms reinforce behaviors that are counterproductive to individual activities.
2:19
Speaker 1: And that's another point to hear that part of the
2:21
Speaker 1: problem is that if you telegraphed out the behavior that
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Speaker 1: some people are participating in, it would not improve their
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Speaker 1: situation and may even be detrimental to the long term
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Speaker 1: outcomes that many people desire. Now, what do we do
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Speaker 1: about this? Because it is a problem. We see people
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Speaker 1: do things like, for example, corporate scandal, millions and billions
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Speaker 1: of dollars of customer service customer activities, and then they
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Speaker 1: cheat the customers to make a little bit extra money. Now,
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Speaker 1: of course, they're not going to get much trouble because
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Speaker 1: when the regulatory agency finds out, there finds our fraction
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Speaker 1: of the gain. But again, companies still do this. Now,
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Speaker 1: what if these politicians, corporate executives, leaders in your community
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Speaker 1: are actually not stupid. What if they're just functioning in
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Speaker 1: their own self interest. They're not performing the duty in
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Speaker 1: which they were assigned, but they're performing the duty in
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Speaker 1: which serves their underlying needs and interests. It's part of
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Speaker 1: a deception. So now they don't look stupid on purpose,
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Speaker 1: they may try to look more like a common person
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Speaker 1: rather than a political elite. They might try to look
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Speaker 1: like they're part of the crowd. And that's because corporate
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Speaker 1: executives and politicians and those folks are the minority when
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Speaker 1: it comes to occupational positioning. They're the minority. They're at
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Speaker 1: the top of the pyramid. And so what if this
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Speaker 1: dumbness that we're seeing, this mind virus and confusion that
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Speaker 1: we see among people is by design and actually a
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Speaker 1: function of serving their own interest or maintaining the power
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Speaker 1: that they have. See, that's something you have to consider
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Speaker 1: and inside strategic relations we talk about how to look
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Speaker 1: at the world around you objectively in order to determine
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Speaker 1: what path you should take based on facts, not fantasy. Well,
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Speaker 1: what if you're the only one noticing, or maybe you're
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Speaker 1: just now noticing, Like George Carlin used to say, there's
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Speaker 1: a party and you weren't invited, and so what of
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Speaker 1: this stupidity that you're seeing is the result of insider
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Speaker 1: behavior that you simply don't understand the plan. Now, this
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Speaker 1: can go positive, this is going to go negative. But
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Speaker 1: if they were moving in a positive direction, you wouldn't
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Speaker 1: think they were stupid. See, our perception of someone else's
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Speaker 1: intelligence is reliant on our own perception of self. So,
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Speaker 1: if you're a highly intelligent person in a particular field
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Speaker 1: and you see somebody in the same field doing something
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Speaker 1: that is counterproductive, something that doesn't produce the outcomes that
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Speaker 1: they're looking for, something that is not well informed, it's
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Speaker 1: going to look stupid to you. But then again, someone
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Speaker 1: who is not well informed looking at your behavior, even
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Speaker 1: though you're performing correctly, could think that you're doing something
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Speaker 1: that is counterproductive. This is the thinking. This is a
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Speaker 1: critical thinking that we're talking about here, because when you
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Speaker 1: can unlock this, you can actually see opportunities. See if
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Speaker 1: you've looked at the facts and you've done the homework
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Speaker 1: and you realize that they're lying to you. They may
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Speaker 1: even despise who you are, they may despise what you believe.
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Speaker 1: They have a cognitive bias or a prejudice, then you
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Speaker 1: can realize that sometimes this is pure manipulation. Looks dumb
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Speaker 1: to you. Why are they making that dumb decision? Why
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Speaker 1: are they doing these stupid things? Well, again, they have
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Speaker 1: their reason for doing these things, and now finally they
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Speaker 1: could actually just really be stupid, very low IQ. They
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Speaker 1: don't have experience in the area which you're working, they're
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Speaker 1: not confident in themselves. They want to be in charge
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Speaker 1: of something that's far beyond their capabilities, far beyond their knowledge.
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Speaker 1: All of these things have to be considered now without
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Speaker 1: considering these underlying factors. Very often we have some default responses,
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Speaker 1: and we'll talk about those right now, because at the
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Speaker 1: end of this we're we're going to cover kind of
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Speaker 1: an action plan to make sure you're making good and
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Speaker 1: valid decisions for the information available to you and you're
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Speaker 1: not falling into mental traps or misinformation or distractions that
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Speaker 1: are designed to keep you from figuring this stuff out.
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Speaker 1: Because anytime there's conflict, anytime there's you know, money moving,
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Speaker 1: there's opportunity. And if you want to gain influence in
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Speaker 1: a marketplace, if you want to lead field in your
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Speaker 1: area of business, if you want to be a recognized expert,
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Speaker 1: you've got to understand what's going on in society and
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Speaker 1: you cannot make these mistakes of doing what regular people do.
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Speaker 1: So the first thing folks tend to do when they
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Speaker 1: see a stupid person is they if they see enough
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Speaker 1: of them, they'll just decide to drop out of society.
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Speaker 1: There are many times I would just love to live
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Speaker 1: in the woods and not have to deal with people.
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Speaker 1: Then again, where would my external resources come from if
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Speaker 1: there's no external world, If I'm foraging my own berries
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Speaker 1: and living in the woods in a loincloth and nashes.
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Speaker 1: You know, there have been times in nineteen seventies, nineteen
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Speaker 1: sixties where people dropped out of society. They're also beaten.
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Speaker 1: Next before that, in the nineteen forties nineteen fifties, there
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Speaker 1: was the whole hobo revolution where people just dropped out
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Speaker 1: of society. Now, if you've see the trend of people
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Speaker 1: dropping out of society. Maybe you can monetize that. A
7:53
Speaker 1: lot of airbnbs are monetizing the experience of being away
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Speaker 1: and being out of nature. But again, just dropping out
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Speaker 1: of society without thinking further, you're going to miss out
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Speaker 1: an opportunity. Next, you could silence the other party. I
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Speaker 1: saw today John Kerrey talked about something about how the
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Speaker 1: First Amendment gets in the way, and people wanted to
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Speaker 1: censor him for wanting to take away the First Amendment. Now,
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Speaker 1: I'm completely simplifying the conversation, But to silence one person
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Speaker 1: who's advocating silencing another, then everybody's going to be quiet,
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Speaker 1: and people are still going to take the actions and
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Speaker 1: behaviors they think are most appropriate for their belief system,
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Speaker 1: most appropriate for their personal benefit, most appropriate for the
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Speaker 1: world in which they grew up in, or they so
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Speaker 1: much desire. So again, we don't want to silence the
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Speaker 1: other voice. I'd rather hear you speak and know you're
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Speaker 1: stupid than have you hidden or feel pressured not to
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Speaker 1: say something. Next, what do they do? They put those
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Speaker 1: folks away for their own good. There is a push
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Speaker 1: in society lately to just want to put in jail
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Speaker 1: the people who, especially journalists, who can speak out, who
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Speaker 1: challenge power is to put the journalists in jail, or
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Speaker 1: to put the enemy in jail for their own good,
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Speaker 1: for their own good, not for any other particular reason
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Speaker 1: other than that they are a harm to themselves, not others.
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Speaker 1: Think about this, Think about this. These are like the
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Speaker 1: knee jerk reactions a lot of people have when they're
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Speaker 1: surrounded by stupid people. What's another one, the appeal for
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Speaker 1: an authority, so you hear something dumb, you see a
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Speaker 1: dumb behavior. Karen's and Kins do this a lot. They
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Speaker 1: see something that they don't understand, they see something they're
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Speaker 1: frustrate with, and they want to call the manager, they
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Speaker 1: want to call the police. And that's again, it's their
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Speaker 1: way of controlling the world around them. And you're looking
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Speaker 1: at it. I mean, you're saying, this is an idiot.
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Speaker 1: This person's wasting my time. This person is calling the
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Speaker 1: police for nothing. But in their mind, there's some law,
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Speaker 1: there's some rule, there's something you violated, and they actually
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Speaker 1: think they're a hero. Now, when you understand this, you
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Speaker 1: can turn the situation around. You can work with that
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Speaker 1: person in a way to get them to go away.
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Speaker 1: You can distract them with something else. We can talk
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Speaker 1: about those strategies at another time. What else can you do?
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Speaker 1: You see a stupid person, they want you to do
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Speaker 1: stupid things. You don't want to do stupid things. You
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Speaker 1: can fight them. You can fight them with every ounce
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Speaker 1: of your being. You can get worked up, frustrated and
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Speaker 1: push back against them, But do you really gain any ground?
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Speaker 1: Mark Twain says, don't argue with stupid people. They'll pull
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Speaker 1: you down to their level and beat you with experience.
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Speaker 1: Think about this. Folks are our default reactive behaviors, causing
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Speaker 1: more harm than good. And if someone is being stupid,
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Speaker 1: saying dumb things, pushing an agenda upon you, do they
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Speaker 1: want you to respond irrationally fighting them, you know, so
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Speaker 1: you can fight them with every ounce of your being.
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Speaker 1: Maybe that's what they want, so that they can now
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Speaker 1: point at you and say, look at this person. They're violent,
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Speaker 1: they're dangerous. We got to put them away for their
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Speaker 1: own good. They're the enemy that we should be fighting against,
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Speaker 1: obviously from their behavior. But again, the behavior could be provoked,
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Speaker 1: it could be pressured upon. There's a factor where a
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Speaker 1: lot of people want to send their children to fight them.
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Speaker 1: So this happens very often in war, we see a
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Speaker 1: conflict somewhere and there's some special interests that want I
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Speaker 1: forgot the guy, the general's name, but the book is
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Speaker 1: called War as a Racket. And they talked about how
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Speaker 1: the standard oil crisis and how the bananas in these
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Speaker 1: what we call banana republics today, were some special interests
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Speaker 1: that wanted the government to intervene. They had an appeal
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Speaker 1: to authority, and the authority thought, well, it's going to
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Speaker 1: help us, So we're going to intervene, and we're going
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Speaker 1: to send in troops. And in fact, it's violating people's rights,
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Speaker 1: it's misuse of tax dollars. It's an an unapproved but
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Speaker 1: very often justified after the fact activity that's pushed off
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Speaker 1: on somebody else. Now, again, there's a lot of people
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Speaker 1: that there's a lot of ways that you can react
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Speaker 1: to stupid people, especially in a political environment, especially when
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Speaker 1: it comes to civil unrest, especially when it comes to
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Speaker 1: economic or global policy. And I could go into many
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Speaker 1: of those, but let's talk about the actions. What can
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Speaker 1: you do, what can.
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Speaker 2: You ask, what can you do to inter perspective in
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Speaker 2: order to avoid being taken advantage of, even abused, or
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Speaker 2: even made fearful of what you're seeing when it comes
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Speaker 2: to stupid people, people that are difficulteole that are hard
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Speaker 2: to work with, whether it's a corporate environment, whether it's
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Speaker 2: a political environment, whether.
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Speaker 1: It's in your local town or even your family. What
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Speaker 1: can you do? And I'm going to go over a
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Speaker 1: few of these items, and then I'll give you a
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Speaker 1: resource that you can get more details for free. First off,
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Speaker 1: you can take action in the sense of asking, how
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Speaker 1: might you be manipulated? So you see something and they're
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Speaker 1: doing stupid how might that behavior on their part be
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Speaker 1: manipulating ideas and concepts, be manipulating your perception of the situation,
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Speaker 1: be manipulating other people's perception of you. Very important question
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Speaker 1: to ask. Number two, you can ask where is the
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Speaker 1: profit in this? They are very often I will fall
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Speaker 1: down a rabbit hole chasing something and I'll discover something
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Speaker 1: I didn't want to find. And this is okay. When
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Speaker 1: I'm in a risk management situation and I'm looking at
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Speaker 1: maybe human resources risks associated with COVID, maybe looking at
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Speaker 1: insider threats associated with an activity that happened at a
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Speaker 1: different company, or technology threats, it's okay when you do it.
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Speaker 1: Risk management to fall down the rabbit holes at times
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Speaker 1: which you still got to ask, where's the profit in this?
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Speaker 1: And now what types of profit are we talking about?
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Speaker 1: We're talking about profits that protect your personal interest of safety,
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Speaker 1: of sound mind, of financialcy, of growth. Where's the profit
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Speaker 1: in this? Next, we want to challenge the facts in
14:34
Speaker 1: the conspiracies, because unfortunately, there's been a pretty good track
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Speaker 1: record on things that have been called conspiracy that turned
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Speaker 1: out to be true. I did a commissioned report in
14:45
Speaker 1: twenty nineteen end of the year about COVID, and we
14:49
Speaker 1: were looking at human resources risks and the origination of
14:53
Speaker 1: the virus. And it was a private report that I
14:55
Speaker 1: put together later started publishing some of the materials in
14:59
Speaker 1: coordination with the people I wrote the report for, and
15:02
Speaker 1: just because some of the facts were coming out, and
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Speaker 1: many of those facts got me banned from social media.
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Speaker 1: Many of those facts got other people discredited and laid
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Speaker 1: out in the news as is heretics and as people
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Speaker 1: that didn't know what they're talking about. It turns out
15:18
Speaker 1: and a year or two later they were right. Now again,
15:22
Speaker 1: if I go into each of these individual points, your
15:24
Speaker 1: cognitive bias will will cause you to miss the underlying
15:28
Speaker 1: point is that there's more behavior you can take to
15:31
Speaker 1: resolve the situation than they can lie about or pressure.
15:36
Speaker 1: Like I said, I've got I got eight points written
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Speaker 1: down here. There's more points that we can talk about later.
15:41
Speaker 1: Here's one other items and covers. I'll let you know
15:45
Speaker 1: what the offer is here a free offer, and then
15:47
Speaker 1: we'll go on from there. You can set yourself up
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Speaker 1: for success without them. This is important. I see this
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Speaker 1: a lot where there's economic crisis. A lot of people
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Speaker 1: want to participate in the economic crisis. They want to
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Speaker 1: be part of the crowd. When my mindset is to
16:05
Speaker 1: just set up a parallel economy and opt out of
16:09
Speaker 1: their nonsense and opt out of their nonsense. And again,
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Speaker 1: this is what we have when we're dealing with stupid
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Speaker 1: people and stupid people. There's all kinds of stupid people,
16:17
Speaker 1: and we can go into different categories as stupid. But
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Speaker 1: if you cross as your mind, if you have the
16:23
Speaker 1: thought in your mind that someone you're dealing with is stupid,
16:27
Speaker 1: consider these factors. I'm gonna give you a few more
16:29
Speaker 1: before we end, But consider these factors. Are they doing
16:32
Speaker 1: it on purpose? Is there something that you don't know about?
16:37
Speaker 1: Is there something that they're trying to do to get
16:39
Speaker 1: something from you or to put impose upon you. And
16:43
Speaker 1: so I put a report together called Dealing with Stupid People.
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Speaker 1: And it's just a tip sheet. It's some bullet points
16:50
Speaker 1: things that you can consider when you get dragged into
16:52
Speaker 1: some kind of fu pah or some kind of of
16:57
Speaker 1: just dumb situation. And it's a checklist and you can
17:03
Speaker 1: kind of go through the bullet point items and you
17:05
Speaker 1: can ask yourself, you know, am I looking at this
17:09
Speaker 1: with clear perspective? Am I missing information that would be
17:14
Speaker 1: valuable to me? And of course this is a PDF file.
17:18
Speaker 1: You can download it from the website www dot inside
17:22
Speaker 1: Strategic relations dot com. Just simply go to the contact
17:26
Speaker 1: page and ask for Dealing with Stupid People. Make sure
17:30
Speaker 1: you include your email address and names so I can
17:32
Speaker 1: email it to you. But again, if you don't have
17:35
Speaker 1: these insights, you're going to be exposed to someone else's agenda,
17:40
Speaker 1: someone else's plan, someone else's ignorance, someone else's stupidity, someone
17:45
Speaker 1: else's Well, let's go onto the next tip number eight
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Speaker 1: is try to understand the other person. Again, can we
17:57
Speaker 1: derive something about the other person? Because see a lot
18:01
Speaker 1: of folks will just kneed jerk hate somebody for being different,
18:06
Speaker 1: and they'll just want to push that other person out
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Speaker 1: of society because their observation, their perception of that individual
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Speaker 1: is that that person is harmful, that that person is dumb,
18:17
Speaker 1: that that person has innate defects. But if you start
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Speaker 1: to understand the other person, you start looking at their context.
18:25
Speaker 1: And I know all this takes a lot of effort,
18:27
Speaker 1: so primarily going to use it in business environments because
18:30
Speaker 1: the upside is incredible. We'll talk about that shortly. But
18:33
Speaker 1: you want to try to understand the other person. So
18:37
Speaker 1: what's the upside in this, Well, when you can deal
18:39
Speaker 1: with stupid people, the upside is that you don't waste
18:43
Speaker 1: energy being frustrated by their deficiency. Now, again, if you
18:49
Speaker 1: objectively look at this and you realize there isn't a
18:52
Speaker 1: deficiency here, the person knows what they're talking about, then
18:55
Speaker 1: you've helped yourself alleviate the problem of being treated in
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Speaker 1: the sense of these jerk reactions. See, a lot of
19:03
Speaker 1: folks are afraid to speak up in a meeting because
19:06
Speaker 1: folks might might start beating down on you. They might
19:08
Speaker 1: dogpile you and say, oh, that's never going to work.
19:11
Speaker 1: We tried that in the in the eighteen hundreds and
19:13
Speaker 1: it didn't work, then it's not going to work now,
19:16
Speaker 1: you know, ignoring the fact that we've got new technology
19:18
Speaker 1: and tools. You know, maybe younger workers say, oh, those
19:21
Speaker 1: older people don't know what they're talking about because they're
19:24
Speaker 1: stuck in rigid old ideas. Yet rigid old ideas are
19:29
Speaker 1: fixed that way because they tend to have consistency. But
19:32
Speaker 1: the older person does need to listen to the new
19:34
Speaker 1: idea because the old wine can go into new bottles.
19:38
Speaker 1: That means that basically what has worked before might work
19:41
Speaker 1: again if we apply it with different tools. And again,
19:46
Speaker 1: this is the type of critical thinking that AI cannot do.
19:50
Speaker 1: Artificial intelligence cannot do this because artificial intelligence is pre
19:54
Speaker 1: programmed with its observations, with its biases, with its training.
20:00
Speaker 1: And as a human you can say, look, I don't
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Speaker 1: agree with you. I personally think you're kind of dumb,
20:05
Speaker 1: But tell me more about what you're thinking. Tell me
20:08
Speaker 1: more about what you're thinking. I'd like to understand your circumstances.
20:12
Speaker 1: I like to understand your situations. What are we trying
20:14
Speaker 1: to accomplish here? Artificial intelligence can't do that. Artificial intelligence
20:18
Speaker 1: is going to tell you, oh, we can't talk about
20:20
Speaker 1: that topic, and then you're going to spend a lot
20:23
Speaker 1: of time and effort manipulating it to get it to
20:25
Speaker 1: talk about the topic. Hypothetically, if such and such is true,
20:30
Speaker 1: then what would happen with this? Again, Folks, we don't
20:35
Speaker 1: want to We want to first be able to identify
20:37
Speaker 1: if somebody's actually stupid. We want to be able to
20:40
Speaker 1: understand our biases and why we think that way. We
20:43
Speaker 1: ultimately want to be able to leverage because this gives
20:46
Speaker 1: us the upper hand. This gives us the influence in
20:48
Speaker 1: a situation. We can change our language. Sometimes when I'll
20:51
Speaker 1: call technical support, they want to just tell me to
20:55
Speaker 1: turn it off and turn it back on again, reboot
20:57
Speaker 1: the router, and I can converse with them understanding they're
21:01
Speaker 1: probably reading a script and get to the next level
21:04
Speaker 1: of support, or to get somebody to look at to
21:07
Speaker 1: look at it in a different way. That's going to
21:09
Speaker 1: give me perspective to solve the underlying problem. Now, a
21:13
Speaker 1: lot of times in dealing with stupid people in corporate environments,
21:16
Speaker 1: we can use an issue management approach. We can use
21:20
Speaker 1: a communications approach. This tip sheet that we're offering you
21:25
Speaker 1: helps you kind of have a library of potential approaches,
21:29
Speaker 1: kind of have a library to approach this situation with
21:33
Speaker 1: new and fresh ideas so that you don't get trapped
21:37
Speaker 1: in the knee with jerk reactions or be punished or
21:40
Speaker 1: canceled or or excluded because of other people's poor and
21:46
Speaker 1: limited understanding of dealing with stupid people. Remember, you can
21:51
Speaker 1: be the stupid person too. I could be giving you
21:53
Speaker 1: a podcast today and you could use the information we're
21:57
Speaker 1: sharing here, and you look at this and in your
21:59
Speaker 1: own mind you say, just don't know what he's talking about. Yet,
22:01
Speaker 1: I know that I have more than three decades of
22:03
Speaker 1: experience dealing with difficult people, working in difficult environments. I've
22:07
Speaker 1: worked on two billion dollar projects. I've managed portfolios of
22:11
Speaker 1: thirty four million dollars in storage installations. I've helped clients
22:14
Speaker 1: go from four hundred thousand dollars a year to twenty
22:17
Speaker 1: two million dollars a year in funds received. I've created
22:22
Speaker 1: more than a billion dollars in new business cost savings
22:26
Speaker 1: and other regulatory avoidance in the last twenty something years.
22:34
Speaker 1: I've documented these experiences. I've done analysis on these experience
22:38
Speaker 1: and many times I've been the stupid person in the room.
22:41
Speaker 1: I didn't realize the other person had an agenda. I
22:44
Speaker 1: was too transparent because I wanted to converse with someone
22:47
Speaker 1: who I believe was thinking rationally. But no, they were
22:50
Speaker 1: thinking about their long term benefit, not the mutual value
22:54
Speaker 1: and benefit that we talk about here. Again, if you'd
22:58
Speaker 1: like to get a copy of this Dealing with Stupid people,
23:00
Speaker 1: it's a tip sheet and it has a bunch of
23:03
Speaker 1: different ideas and concepts to look at a situation differently
23:07
Speaker 1: so that you can develop that influence, develop that control,
23:12
Speaker 1: develop that authority to move a situation forward. In fact,
23:18
Speaker 1: you can turn these things on yourself to better understand
23:21
Speaker 1: situations so you can make better financial decisions, better investment decisions,
23:25
Speaker 1: better strategic decisions. Now, this is for entrepreneurs and executives,
23:31
Speaker 1: subject matter experts, professionals in your industry, and it's for
23:35
Speaker 1: high stakes because it does require a little bit of effort.
23:38
Speaker 1: But again, if you've got a million dollar idea, if
23:41
Speaker 1: you've got a twenty million dollar business opportunity, if you've
23:45
Speaker 1: got a fifty million dollar market, that you can turn
23:49
Speaker 1: around and take your slice of the pie, because again,
23:52
Speaker 1: you understand things more clearly than other people than visit
23:56
Speaker 1: www dot inside strategic relations dot com. Go to the
24:00
Speaker 1: contact page. Okay, I need you to follow simple instructions
24:04
Speaker 1: in order to ask for the report dealing with Stupid People.
24:09
Speaker 1: I'm gonna give you a tip sheet. It's gonna help
24:11
Speaker 1: you get started. It's gonna be quick and easy to understand.
24:13
Speaker 1: It's in a PDF. You can print it out on
24:15
Speaker 1: your computer if you want and go through it, and
24:17
Speaker 1: then again if you want to practice some of these strategies.
24:20
Speaker 1: I'm sure if you're in a corporate environment, if you're
24:22
Speaker 1: in a business environment, if you're just out dealing with
24:25
Speaker 1: the day to day local and federal administration, you'll get
24:29
Speaker 1: more than enough opportunity and you'll feel a different level
24:33
Speaker 1: of confidence dealing with stupid people and getting results. Thanks
24:38
Speaker 1: for listening. I'm just in hit with inside Strategic Relations,
24:41
Speaker 1: where we help you transform business relationships into profits guaranteed.
24:46
Speaker 1: And again that tip sheets available at www dot inside
24:50
Speaker 1: strategic relations dot com. Go to the contact page and
24:54
Speaker 1: ask for dealing with Stupid People and you conclude any
24:58
Speaker 1: questions you have, but yas for dealing with Stupid people,
25:01
Speaker 1: and we'll email you to tip sheet, thanks for listening,
25:03
Speaker 1: See you in the next one.