Latest / The Christian Reeve Podcast / The Future Of HR With David Adeoye Abodunrin | The Christian Reeve Podcast #248

Transcript

The Future Of HR With David Adeoye Abodunrin | The Christian Reeve Podcast #248 · The Christian Reeve Podcast

0:00
Welcome to another episode of the Christian Reeve Podcast.
0:05
If you like this Here show, make sure you leave us a review on
0:09
Pod Jaser or alternatively, if you're listening to the show on
0:14
Apple Podcasts, Google Podcasts, Spotify, or elsewhere.
0:19
Please consider leaving a review and a rating.
0:22
If you're checking out the Christian Reeve Podcast on
0:25
YouTube, make sure to like, share and subscribe.
0:29
Also, if you want to support the show, why not check us out on
0:33
patreon.com/christian Reeve and get yourself exclusive bonus
0:38
content and bonus podcast content?
0:41
How about that? OK, I've had my fun, but
0:44
seriously, if you want to support the show, it really,
0:47
really helps us out. So thank you so much and thanks
0:50
again for listening. Hello and welcome to another
0:52
episode of Christian Reef podcast.
0:54
Today's guest is AHR Professional, a management
0:57
consultant, an intuitive coach, pastor and public speaker.
1:02
His name is David Aberdunrin. Welcome to the show.
1:04
How you doing? I'm.
1:06
Here trying to send thanks for helping me.
1:08
I'm excited to be here today. Thank you for coming.
1:11
Yeah it's it's been we've been trying to get it in the works
1:14
for some time now and that's it's a pretty common problem
1:18
that I have with with with the show is always trying to find
1:22
when everyone's available and whatnot and it can can be tricky
1:25
but we're here now so that's the main thing let's let's go go
1:31
straight into HR because I don't think I've ever actually sat
1:35
down on the show and and spoken with someone about HR before and
1:38
I had my kind of thoughts as and I'll I'll throw them your way.
1:43
But I want to just kind of know your journey from the sort of
1:45
beginning to today in HR. OK, been been everywhere, done a
1:51
lot of things. Started my career in elect in
1:55
engineering, telecommunications and project management.
2:00
Then after about five years, in the beginning I went to
2:04
consulting project and program management and that's when I
2:08
also encountered the word of HR and I began to also consult and
2:12
then do project management work with with relations to ruling
2:17
out HR products and services organisations back home.
2:22
And before you knew it, it's been 2 decades of doing project
2:28
management, program management, HR, Agile technology, and
2:34
cybersecurity precisely. And here we are after almost 2
2:38
decades. Would you say the biggest
2:42
takeaways during that time, like the things that you kind of
2:46
Revere, is like the biggest lessons, shall we say?
2:50
Don't, don't stop. Don't stop developing yourself.
2:53
Don't stop learning. The sign that you're dying is
2:56
when you stop learning, when there's always something new
3:00
that you don't know and that's an opportunity to learn.
3:03
And that's my second point. You would meet things that will
3:07
make you look inferior. These are make you look smaller,
3:11
things that will challenge you. But if you see them as
3:15
challenges, it's better for you. If you see them as problems to
3:20
stop you, then they get the part to stop you.
3:22
Now those things are calling for deeper capacity development in
3:26
you. That's the second thing.
3:29
The third thing is run your own race, man.
3:32
It's a world full of about 7 to 8 billion people.
3:36
Run your own race. Otherwise you'd be nervous,
3:40
right? Getting confused, competing all
3:42
the time? Run your own race.
3:44
A great way to put it run your own race.
3:47
I love that. I suppose this is always
3:49
difficult to to be able to set the pace.
3:52
But like whenever I look at my life, I always try to focus in
3:56
on the things that I can control as opposed to the things I
3:59
can't. And it's yeah, I mean, that's
4:01
always a better way to look at it, isn't it?
4:03
It's that, well, what can I do what what are the things I can
4:06
change and and work towards and hopefully push myself as far as
4:11
possible. Let's get back into HR.
4:16
So, OK, in this day and age, HR has received a lot of
4:23
criticisms. Yeah, I'd be remiss if I didn't
4:26
bring this up. So what do you make of the many
4:29
criticisms of HR? Do you think they're fair or do
4:32
you think that maybe there's a misconceptions about what HR is?
4:38
That's a complex question to to, to tackle right there.
4:42
Some, you see, all conversations have context, so in the context
4:51
in which people ask the questions, they are justified.
4:55
But in the context of a practitioner who has sat with
4:59
many executive teams and and I'm still doing work in with
5:04
different streams of senior management on different
5:08
projects, I would say that the criticisms are unfair.
5:16
From someone who has experienced what a child should be doing and
5:22
what a child does in organizations and how inadequate
5:25
the gap of the delta between what we should be doing versus
5:29
versus what we're doing. I will say the criticisms are
5:32
founded and are needed. But as a practitioner, I'm aware
5:38
of other factors that drive the inability for what we're talking
5:45
about to come to fration in practical terms.
5:48
One thing that you mentioned there that I think is very
5:50
important is like what HR should be as opposed to what it
5:53
shouldn't. Be the human soul is the last
6:00
frontier of productivity next to machines that are creation of
6:06
human beings. Anyway, among the factors of
6:09
production, the unique applicant, the differentiating
6:14
factor is the human being. Without the human being, all
6:19
other factors of production don't make sense.
6:22
What about producing for, if not human beings who produce human
6:28
beings? For who human beings.
6:31
So at the end of the day, that function should be a function
6:39
that creates human experiences, that manages it, so that it can
6:51
be capitalized on for performance and excellence.
6:59
But that's what we should be seeing.
7:01
But today, despite having all the frameworks and everything,
7:06
there's huge land. There's huge evidence, a huge
7:10
amount of evidence of the failure of that function within
7:13
the enterprise structures. One problem I seem to see a lot
7:20
with HR and I've experienced this myself having worked in
7:24
corporate in the past, is this idea that like, OK, when you
7:30
really breakdown HR, what is HRHR literally stands for human
7:34
resources. And a lot of people tend to look
7:38
at HR and go, oh, HR is there for the employees, you know, the
7:42
the, the employee rates etcetera.
7:44
And in certain companies that's true.
7:47
I've seen that too. I've seen good HR in companies
7:50
before, but I have seen an overwhelming display of bad HR
7:54
over the years and more. What do we mean by bad?
7:56
Well, things like defending the interests of the company over
8:04
the employees for example. So some people will say HR is is
8:12
that that's what the primary function is, is to protect the
8:15
employer over against the employees, right?
8:20
And the other element to it is just like I said in the name,
8:24
this idea that you are seen as a resource.
8:27
What do you say to to those sort of criticisms?
8:38
You know, words are not meanings.
8:42
Words are not meanings. What do you mean by that?
8:49
In the English language, a chair is a chair, but the French
8:54
language chair can be masculine or feminine based on the
8:59
constructs and the meaning of the language.
9:04
OK. So a word boy doesn't mean
9:08
anything on the human beings took that word and attached the
9:14
male young personally to it. And then you have the boy.
9:20
So. What you're saying, like HR, is
9:23
whatever we give meaning to it to me, so it can be.
9:27
There's been a lot of naming and misnaming conventions.
9:32
OK. And that has led to a lot of
9:35
confusion. That's why resource and capital
9:39
for me is not a big deal. But for those who are starstruck
9:44
on the meaning of words and they don't allow the use of metaphors
9:50
at all, they will rather say human capital.
9:55
So we say human resource, OK, that's fine.
9:58
I know they're trying to achieve mental shift, but in the mid to
10:04
long term view it's neither here nor there.
10:09
The experience, the experience on the table.
10:13
If you were my executive person or my resource manager, would I
10:20
feel or do I get what kind of service as a talent?
10:25
I feel managed as a talent. Do I feel engaged as a talent?
10:31
Do I feel that coaching is being applied?
10:35
Do I feel that mass management is being done properly?
10:38
The the value delivery is far more important than naming
10:42
convention. The only reason I bring up the
10:44
name aspect is to kind of illustrate a point about how HR
10:50
is viewed. OK, so I get what you're saying
10:54
and to an extent a degree, I agree.
10:56
But at the same time, this is like the general kind of
10:59
conception that people have with HR.
11:01
People that look at HR and they go, what do they even do?
11:05
You know, I came, I came from marketing and there were certain
11:08
companies that I worked in where I mean for example, let's let's
11:11
talk about some of the things you mentioned there, things like
11:13
training, things like the resources are offered to
11:17
talents, right? Even just the fact that you used
11:19
the word talent as opposed to employee or something like that,
11:22
right, The way the employee is valued, a lot of that in many
11:28
companies you don't see and This is why everyone tends to kind of
11:31
point the finger at HR and go what do they actually do?
11:33
Do they represent the employee or the employer?
11:36
And then that's when people start picking at words like
11:39
well, are we resources or are we seen as actually valued members
11:45
of of a community. And especially in today, just
11:48
one final thing on top of that, this idea that's been pushed by
11:52
many companies of, well, we're, we're family, you know, this is
11:56
a corporate family. This is we're a community.
11:58
We're coming together. You see one going with us.
12:03
At the end, at the end of the day, I'm saying like you fix the
12:08
experience, fix the experience and the value that people get
12:14
from the person or the persons who are in in quotes.
12:21
HR get the value, deliver the value to the people, They will
12:27
name it and respond appropriately.
12:30
But when you're bogged down with the names so that you're even
12:34
struggling to understand what you're delivering, I mean I.
12:37
Think it's. I don't know.
12:39
I think it's pretty clear, like what people want, people want to
12:42
be treated as, as, as well, with respect.
12:46
That's it. Those those are the most
12:48
important things, right? Deal.
12:51
Deal with acts value. Let the value that you play.
12:59
Some people show in how you act, how you gauge, how you develop,
13:08
how you dream. The name capital of the source
13:13
will find its level which way or the other it.
13:17
Depends if the company's actually delivering that or not,
13:20
because like what you're saying, I agree.
13:23
That that's next. That's the next bit.
13:26
And that's why I said on my side, I agree.
13:29
I I'm slow to blame the HR practitioner because there are
13:35
organizational and something called TTT tone from the top.
13:45
OK. The.
13:47
Now we're getting somewhere. The, the, the because the the HR
13:52
professionals also an employee. Yeah.
13:56
So the body language, the disposition and the tone.
14:02
I didn't see management policy. The tone, the the practical tone
14:08
you meet from the top many times has its demand on you and for
14:15
many inter professionals they are caught in the middle.
14:18
They want to also make a living. So instead of going all out and
14:24
fighting a system that you know you would lose, people just sort
14:29
of blending, they try to mediate a little bit in the middle.
14:33
By the end of the day, the culture of the beware pattern of
14:37
the leaders, leader or leaders that seep through the system is
14:41
what you experience. That's that's your that's your
14:45
experience is is what the organization has.
14:49
Forget the chats and the fanciful communications.
14:54
It is what they want in the senior management of the
14:59
business that will eventually crystallize.
15:03
It's a solid point that it basically represents the, as you
15:09
put it, the tone of of what the management sentiment is.
15:12
And I have to say in a lot of companies, my kind of overall
15:16
impression of it was that there was there's what's presented to
15:20
you and then there's the reality and.
15:25
And This is why. So to cut it to you, This is
15:28
why. Who that thought there?
15:30
This is why I do not blame the HR the snail, OK?
15:37
Because you don't know what the organization disposition, the
15:41
policy battles and many conversations happening behind
15:45
the scenes. That's even putting HR in a
15:48
very, very difficult place already.
15:50
Is there any way you're kind of implying that like HR is just
15:53
like the messenger? In many, in many cases.
15:57
In many cases, yes. That's interesting.
16:00
They're like the bad guys who the CEOs use for all their bad
16:04
moves. Oh, this just gets me.
16:09
This just reminds me of, of the past right now.
16:12
I've seen it. I've seen it with my own eyes.
16:14
But here's the other side of things, right?
16:16
So OK, we talked about the intention, the sentiment there.
16:19
And and you know, I can't disagree with that, it really
16:22
does come down to what the, the management of the company want
16:25
to do. Do you want to run your
16:26
organization in a way where everyone is just kind of
16:29
subservient and just does what they're told and you know you
16:31
just you're just a number Or do you want to run it where
16:35
everyone kind of feels valued and and you know that and that's
16:39
a different company entirely. The way it's structured, the way
16:42
it will look. It won't necessarily be the most
16:44
efficient way to do it but you might get the best out of your
16:48
employees because you're treating them in the right
16:51
manner. That's the way I would always
16:53
have looked at that. But the other side of HR, the
16:56
one that often gets mocked, is, you know, your pizza parties and
17:01
you're like, oh, what do you, what does everybody want?
17:04
Everybody wants to get paid better.
17:05
They're getting these team events that no one wants to go
17:08
to or these mandatory events at the end of a working week when
17:13
everyone just wants to go home early.
17:14
You know, what do you make of of these kind of exploits by HR?
17:19
Like what? What is the purpose of that?
17:20
How does that help the employee? Employee experience.
17:24
Fests experience. First experience is how people
17:29
form opinions. It's how people build trust.
17:34
It's how people get engaged, the games and all of those.
17:40
You cannot bullish people for 12 months, then organize a a a
17:46
buffet one buffet in December, expecting them to forget
17:50
everything you did in the course of the year.
17:53
It's not possible. They might even get very angry
17:57
for trying to answer their intelligence.
18:00
So every day, every month, every year treat people with humane
18:08
understanding. Be humane.
18:11
You see, we're not saying, we're not even saying don't punish
18:17
wrong behaviour. No, because they were only
18:20
saying that you as a person be be very, very forthright in your
18:26
dealing, particularly along the line of words, words and
18:32
meanings. And let people experience not
18:36
lip service, let them experience the good service that you have
18:40
to offer as a professional. That is the fork organizations
18:47
and have a leadership and have a long way to go in ensuring that
18:53
this happens. What do you think the future of
18:56
HR is going to look like? Yeah, about 5 things are going
19:00
to happen. One, some rules will merge
19:03
within HR, some functions will merge.
19:06
I think Organizational Development and Learning and
19:10
Development will merge that the to merge in faces.
19:15
So some will merge quicker, some will merge in the middle.
19:18
Longer term, some will make in the longest term.
19:22
One of the futuristic things. I think far future is one man
19:26
each organizations supported by a lot of machines and animals.
19:33
That's what I think. One man very lean physical staff
19:38
supported by a lot of machines. That's a second one.
19:42
A third thing that will happen is that many people who went
19:49
into HR for the ambience for the lack of.
19:58
Work. Yes, yes they will.
20:02
They will be forced. They will be forced out in that
20:06
the mundane tasks, these are not get competitive.
20:10
The mundane tasks will be done by machines AI.
20:14
So if you're not passionate about what you're doing, and if
20:18
you don't really, really love what you're doing, you thrush
20:20
off the money, you run, run. It's a very serious problems.
20:24
This is what I wanted to ask you about.
20:25
On top of this as well as like I look at AI and and how it's
20:29
affecting each facet of business right now.
20:32
I feel like with HR it could largely replace a lot of the
20:37
functions. Yeah, but it's also going to
20:40
create jobs. How so?
20:43
Because new skills will be needed.
20:47
We need new skills we need like such skills like interpretation
20:52
and interface skills, like amplification skills, new skills
20:57
will be needed in each career area to boost what they're doing
21:02
there for it. So.
21:04
So it's going to be future is going to be a collaboration
21:07
between machines, man and at the end of the day what we have
21:18
chosen to take as what is important that's.
21:24
Interesting. Is process important?
21:27
Are customers important? Time to market is important.
21:33
Whatever we see is important and man and machine are the things
21:38
that will occupy the room. That new mix will present need
21:44
for new career paths. For example, HR will have to
21:50
begin to work on external perception, external brand
21:56
perception from an employee experience perspective, each
22:02
each other will have to stop being just an internal
22:04
organization. He also has to have an external
22:08
facing element, for example. Isn't that kind of what PR is
22:13
though? Like the PR wing of a company,
22:15
are you kind of saying that they'll just merge then,
22:17
essentially? No, no.
22:19
I'm saying that for example, for example, people analytics.
22:28
OK. Which is a core 40 of marketing
22:35
and PR. And all of those will for
22:39
example, merge with technology in a deeper way and eventually
22:47
HR as a coach of everything and everyone.
22:52
These are things are going to loop into technology and it's
22:56
going to loop into HR. So new new skills will be
23:01
needed. For example, we need people
23:05
analysts in HR. Now we will need people who
23:10
understand human emotions and how to channel that for
23:14
productivity. Emotional intelligence
23:17
engineers. This is interesting what you're
23:21
getting at here, analysing human behaviour within the context of
23:26
business, so in essence in an effort to better manipulate
23:33
people. Absolutely.
23:38
Jeez. More, more.
23:41
More knowledge, more capacity. New career paths will emerge,
23:46
sure. So some jobs are going, some
23:49
jobs will get, some jobs will be modified.
23:52
And new jobs are coming. This is what I've always I
23:56
thought in the various conversations I've had on my
23:59
show and on other people's shows about AI.
24:02
In some career paths it is just completely replacing things.
24:06
But in others it's creating jobs, it's it's shifting.
24:10
I think if human beings, you know, if nothing else, we have
24:14
to get used to this idea of adapting and change because
24:17
that's what's life of that is about and that's exactly what AI
24:21
is is presenting to us. It's presenting this idea of we
24:25
have to shift where we put our energy and focus and go with
24:30
what the market demands rather than you know, going against it
24:35
like trying to resist because it it will cause a certain degree
24:40
of what's the word I'm looking for when when things become
24:45
obsolete essentially, you know. But with that being said, I do
24:48
think that there's going to be a lot of companies that choose to
24:51
do it the old fashioned way that that's what it would be called
24:53
now, like the human way versus the AI way, which is a scary way
24:57
to look at it. But that's the reality we're
24:58
facing. Let's talk about your management
25:03
consultancy. So what would you say is the
25:07
most common problems you come across and that you help
25:11
businesses with? OK, the problem that people
25:15
don't understand their problem and they just they just throw
25:20
consultants and money at the other problem.
25:24
Don't hire a consultant, don't throw money at the problem.
25:28
Don't do anything until you have understood the problem.
25:32
What is the nature of the problem?
25:34
What is the construct of the problem?
25:36
When you solve that problem, what secondary problems will be
25:38
introduced? What is the cost of solving that
25:41
problem or leaving it unsolved? Does it have hidden benefit
25:45
because it's unsolved? How?
25:48
How do you dimension all of that?
25:54
What about in an instance where you understand what the problem
25:57
is, but you don't understand the causal factors?
26:01
Until. Until you understand all of
26:03
that, Don't move until you understand all of that, then
26:09
invest money in understanding the problem before you attempt
26:13
to solve it. OK, so by doing so, that just
26:17
makes your life easier when you come in, because then you know
26:20
exactly how to help. Yeah, because when you climb the
26:23
ladder of success, when it's leaning against the wrong wall,
26:27
you would have to come down again, take the ladder,
26:30
reposition, and then start climbing.
26:33
So there's no need to rush in trying to solve a problem.
26:38
What would you say has been your biggest success story when it
26:40
comes to management consultancy? There's been quite a number.
26:47
There's been business process transformation and engineering
26:49
project. There's been agile program and
26:53
project management and there's also been, there's a lot of
26:56
waterfall project and program management.
26:59
All of those things delivered, delivered very high value and
27:04
objectives met and then products rolled out.
27:07
Exciting times ahead. And what would you say have been
27:12
sort of the biggest challenges you faced in management
27:15
consultancy? Lack of clarity.
27:20
OK when? When people don't know what
27:22
success looks like for them, they give you a brief.
27:25
You answer the brief in detail, then they tell you at the end of
27:30
the brief that is not what they wanted.
27:32
Yeah, I know how that feels. Yeah, I've done, I've done
27:36
freelance working in marketing and whenever it comes to a
27:39
client changing the goal posts at the end, it's like you do,
27:43
You do. It's like what you were saying
27:44
before. You do have to have a degree of
27:46
knowledge of what the problem is or you just have to trust in the
27:51
person you've paid money to to help you with this problem.
27:55
If you start questioning, well why aren't we doing it like
27:58
this? Why are we not doing it like
27:59
this? It's like, well I'm the paid
28:00
professional that you brought on to help you with this thing.
28:03
So you either trust me or we don't do it.
28:06
But it's it's doing. I remember one time years ago I
28:10
was I was doing some marketing copy and SEO for a company.
28:15
So I was working for an agency and the agency had this client
28:19
and it was painful because every 5 minutes the client will come
28:23
back and say, Oh yeah, we don't know if if we should be doing
28:27
this, like what about this? And every time I would write to
28:30
the agency and be like, hey listen, should we explain why we
28:35
do this? I mean I I don't know what to
28:37
say here. Like it's it's pretty basic
28:40
stuff. You know what I mean?
28:42
Not not that harsh, but like it was, it was just the basic thing
28:45
that you would do in in SEO copywriting.
28:48
I think it was and the agency guy was just like, yeah, I know,
28:53
let's just try it their way. It was like, so I had to
28:57
basically just explain to a client like the basics of of why
29:01
we do certain things for SEO. Like this was like Seo's best
29:04
practices, basically. And it it.
29:07
It frustrates me because we live in a world now where you know,
29:11
Google is right there. You know, you can just look it
29:14
up and within 510 minutes you've got a broad understanding.
29:18
You won't be an expert, but you'll have a broad
29:20
understanding of of, of the said problem, You know what I mean?
29:23
It's not like the old days where you know, you had to, I don't
29:27
know, go to the library, find the encyclopaedia and just hope
29:30
that you can learn about it in there.
29:32
You know, it's it's the world has changed.
29:34
And this is what I never understand with this, you know?
29:38
We all don't. Now.
29:42
We all don't understand that. I think I'd well, I think it
29:47
comes down to a little bit of laziness to to be perfectly
29:51
honest. I mean, it's it's using your
29:52
initiative. You know, in any company I've
29:55
ever worked for over the years, whether that's been marketing,
29:59
whether it's been acting, whether it's been customer
30:02
service, If I didn't know how to do something, I'd either ask
30:06
someone or I'd find out myself, you know, But is you go on that
30:11
journey, don't you? You do it yourself.
30:13
And then when you don't know and you've tried everything, that's
30:16
when you tend to sort of reach out and go right.
30:17
Help me. I've tried.
30:23
This is interesting. So you have some knowledge of
30:25
cybersecurity strategies. Now, I recently had Wynn
30:29
Schwartel on my show, and he's quite well known in the
30:32
cybersecurity sphere. Many years ago, he testified in
30:36
front of Congress, 1991 U.S. Congress, about the dangers of
30:41
cybersecurity. We didn't really talk
30:43
strategies. We we talked a little bit about
30:45
like what people can do and and what people are ignorant of.
30:48
But you say that you have some sort of knowledge of
30:52
cybersecurity strategies. So what the key cybersecurity
30:55
strategies that you speak about and promote?
30:58
OK, Number one would focus specifically on people who are
31:02
most vulnerable in our midst. If you obey the basics, you have
31:10
the opportunity to be more safe. But look at my choice of choice
31:16
of words. It's an it's an opportunity or a
31:20
chance to be safe. It doesn't mean you're safe.
31:23
So my first deeper lesson is that what you calling cyber
31:31
security may be compliance just compliant to the audit
31:36
department, the government, regulator and following the
31:38
standard and the procedure. It doesn't keep you safe or
31:41
secure. It doesn't mean someone's going
31:43
to attack your network. So to be cyber secure is
31:46
different from doing compliance. A lot of people are doing
31:49
compliance thinking that they're doing cyber secure.
31:53
No, they're just compliance. So they're shocked when incident
31:59
still happens. Because being cybersecure
32:02
requires some more effort and think through rather than just
32:07
radic fighting or firefighting. You have to think through
32:13
everything at a depth. What?
32:18
Do you think the future of cybersecurity will look like?
32:21
Oh, it's going to be very expensive again.
32:24
Air is coming, machines are coming.
32:27
People will get more skilled and criminals will get more criminal
32:33
and deeper, deeper criminals and landscape already.
32:37
We just have to be careful. Please be careful with your
32:41
cards, your transactions, your business.
32:44
Be very careful. That's my counsel there.
32:47
There will be an explosion crime that we're going to experience
32:50
from 2025 upwards, but like this the crime because our lives are
32:55
getting more and more dependent on the Internet.
32:59
We live now on the Internet. Wi-Fi has joined the the
33:04
massless hierarchy of needs. Wi-Fi.
33:08
That's a huge statement. Right there.
33:11
Yes, we've been. Interconnected exposes us to all
33:14
forms and all sorts. I mean is there any way we can?
33:19
Try to mitigate, I suppose. Like just educating yourself
33:22
would be #1, but government? Government.
33:25
Must spend money on education. Interesting.
33:28
So will. We.
33:29
Might even have cybersecurity classes in school, potentially
33:32
one day. Many NGOs are funding it and
33:38
many governments are funding the education parcel that's getting
33:41
better, but in addition to that, since this sense that everybody
33:46
to be on the wall, watch out. Let's switch it out.
33:50
Let's. Switch out for a second you.
33:54
I mentioned this in in the intro, but you are an intuitive
33:57
coach. What exactly?
34:00
Is this and what does it entail? Well.
34:03
It entails me helping people find their through not, or
34:08
locking the jigsaw puzzle that's necessary to live their lives up
34:14
to the next level. There's.
34:17
A body of. Knowledge.
34:18
An insight, a question, Something that can help you
34:21
unlock yourself and move you to the next level of your life.
34:26
So I've done it repeatedly for different persons and I still do
34:33
so till now. But is it if I understood?
34:36
It correctly in that it's essentially just coaching people
34:39
on how to use their intuition sort of better help them in life
34:43
or is it? Is it just is it a mass or not?
34:47
No, that's part of it. That's BA IS3I using it to help
34:52
them in the immediate, that's a OK B is helping them to tune it
34:59
themselves so that they two can use it.
35:04
In your. Opinion.
35:05
Like how does mastering one's intuition help a person to sort
35:11
of lead a better life? Yeah.
35:13
There are many, many decisions that you would that would
35:17
require that would require more than your 5 senses and sure can
35:22
bail you out. Amendments you want.
35:26
To do something because and at the end of the day.
35:32
The world is looking for. Genius.
35:35
So those that can. Combine their logic.
35:39
And their intuition. And present it in the world will
35:44
go further. Than.
35:48
Those who just use their logic or their brains it do not taking
35:53
thinking because every genius has a construct and you can
36:00
discern and decipher the constructs with a view to
36:04
helping them to optimize that tubes and.
36:10
Deliver same in. A profitable way that's not
36:14
damaging to their health. Final couple of.
36:19
Questions for you as we sort of draw things to a close today.
36:22
What's the biggest mistake that you've made that you've learned
36:25
a valuable life lesson from? There is, there is the need.
36:42
I didn't get that question. Just a minute so.
36:46
The biggest mistake that you've made that you learned a valuable
36:49
life lesson from, OK. About about about about three
36:54
things have happened Trusting people too much and
37:05
underestimating. How people can?
37:10
Want to hide what the truth is? #2 Personally, assuming the best
37:28
would be the outcome of a situation because I'm very
37:32
positive person. What's wrong with doing that
37:37
well? Positivity is good, but it could
37:41
be liability in that you you won't see the negatives even if
37:46
they are there. You can be in a state of the
37:49
mind that ignores negatives and just ties on with the positives.
37:53
While the negatives should not be focused on too intensely so
37:57
that it refuses to mobilize. He begins to imbilize you.
38:02
You most also be pragmatic and realistic enough.
38:09
You need to waste. Stuff and determine what you
38:12
would live at that level and then what you would trade off,
38:14
what you would let go, that kind of stuff.
38:18
What's the best advice you've ever?
38:20
Received. Develop yourself.
38:27
Go develop yourself. Quickly work on yourself.
38:31
Don't assume. Work on yourself.
38:33
Don't assume. What's the biggest life lesson
38:37
you've? Learned so far.
38:42
Majority of the problems. In life can be solved by
38:44
personal development and growth. Yeah.
38:50
But a lot of people are not willing to grow.
38:53
There's so much arrogance and people rather will take a
38:58
shortcut or outsource the learning.
39:00
When you learn and you grow, you solve more problems.
39:04
That's all. Because you're more well.
39:07
Equipped to deal with things, I assume so.
39:11
Because you're more well equipped.
39:12
To deal with things exactly exactly.
39:16
As we draw, things were. Closed.
39:18
Do you the final question for you, do you have any upcoming
39:21
projects or final thoughts that you'd like to share with our
39:24
listeners? I don't know.
39:26
I. I I'm going to be helping a few
39:28
persons around their capabilities and genius over the
39:34
next coming few days and weeks. I'll announce that on all my
39:38
social media platforms so that people can actually subscribe
39:43
and the world is a big place. Make sure that you hit it hard.
39:50
Don't do all you can while you can the best way that you can.
39:56
And don't be conservative with life.
39:59
Those are my last words. Thank you very much for.
40:04
For appearing on the show. Really appreciate it.
40:06
And yeah, I wish you the best of luck.
40:09
Thank you, ma'am. Thank you.
40:11
Thanks for helping me and to all the listeners.
40:13
Of the Christian Read podcast. I hope you enjoyed this episode
40:16
and until next time, be safe, Be well and I'll see you in the
40:20
next one. Hello.
40:22
Now you might be wondering, why on earth is this podcast so
40:26
short? What happened?
40:28
Was the conversation just, did it suck?
40:31
Did you? Could you not get much out of
40:33
it? What happened, Christian?
40:34
Well, I will tell you what happened, but first I want to
40:37
kind of. Paint a picture.
40:40
Of what this podcast was and why it took so long to happen.
40:47
Now I'm going to be really, really honest with you.
40:50
At the end of this show, when it first happened, David was very
40:56
apologetic and you know, we went back and forth about what to do
41:02
and I kind of expressed my frustrations and he, he was very
41:08
apologetic. And I want to really stress that
41:13
Now I've decided to cut out all of the bad stuff and you might
41:17
be wondering what bad stuff, what are you talking about?
41:20
Well, because I am going to talk about it, but I didn't want to
41:25
show it because I didn't think that that was.
41:29
Particularly professional on. My part, But I think I like to
41:33
paint an honest picture of things and this show has been
41:38
sitting in the vault if you like, for about a month and I
41:42
really didn't know what to do with it.
41:44
I knew that I would probably use it at some point in the future,
41:48
but I was wondering like how exactly to put it out there
41:52
because I felt like if I would put out a show which.
42:00
Includes. All of the.
42:04
Sort of. Let's let's say like the.
42:07
Bad behaviour on David's part. It would obviously.
42:10
Make him look bad. But I felt like it would
42:13
probably make me look bad too, because it's now what?
42:17
What? What?
42:17
What's the objective here? What we're trying to achieve?
42:19
Am I just poking fun at David? I don't think that's
42:23
professional. Basically 2 wrongs don't make a
42:26
right. But I wanted to use this content
42:29
because despite the fact. That you know and I'll just.
42:32
Say quickly what happened. So we did this show and David
42:38
was in an open plan office and it was really noisy and right
42:42
off the bat I was like, well, we can reschedule.
42:44
We can do this show another time.
42:47
And you know, when it's not busy.
42:49
And he was like, no, no, no, no, it's fine, don't worry about it.
42:53
And look, I made a judgement call.
42:55
I figured we could maybe get through it.
42:57
As long as the background noise wasn't too bad, we'd probably be
43:01
OK You know, I've, I've had shows before where there's been
43:04
sort of stuff in the background. Sometimes it can't be helped,
43:07
you know, like if someone lives near a main road, that can be
43:11
really bad, you know, Sometimes you don't have the luxury of
43:15
having a quiet space, you know, I get it.
43:18
But this was an instance where, like David knew where he would
43:21
be at that time, and he knew it would probably be noisy and it.
43:26
Kind of frustrated. Me a little bit.
43:28
I remember at the end of the show saying to him like, and I
43:31
didn't mean it to come across rude, but I was, I was genuinely
43:34
just asking a question. I was like, have you ever done a
43:36
podcast before? And he was like, yeah, I've done
43:40
plenty. And I was like, right?
43:42
And that response, I'll be honest, kind of annoyed me.
43:44
I was like, OK, if you've done them before, why are you not
43:48
approaching my show with the same level?
43:52
And I think that's kind of the issue I wanted to raise here
43:54
because I spoke with David. I spoke with his, his PR person
44:00
as well about the fact that I felt disrespected.
44:03
I felt like my time was wasted. I didn't feel like I was treated
44:08
with the respect I deserve because I whenever I sit down
44:11
and I do a show and I do the research for a show, I take it
44:14
very seriously. You know, I know that my show is
44:16
not top ten podcasts in the world.
44:19
I know the chances of it getting somewhere are probably very,
44:24
very slim. I get that.
44:25
But that doesn't change the fact that I take it seriously and I
44:29
treat it like a show because, you know, I'm inspired by the
44:33
Ricky Gervais show when that first came out.
44:35
I remember listening to that in the 2000s and thinking, man, I.
44:39
Want to do a podcast? One.
44:40
Day. I would love to do that and
44:42
look, I started my podcast when most people started their
44:45
podcasts in 20/20/20 when everything was down.
44:48
I figured this is the best time to to start and I kept it going
44:52
because I always wanted to do a podcast.
44:55
Now and again I reiterate what I said before.
44:58
I know the numbers aren't there. I know that my show isn't like
45:02
this big show that everyone clamours for and looks forward
45:05
to. But you know what?
45:06
Maybe one day it will be. Who knows.
45:08
I don't know what the future holds.
45:10
I set myself a goal of trying to do this show for at least 10
45:13
years and I'm going to stick to that.
45:16
This is the 4th year of the show, year four, and I'm very
45:19
proud of where it's come and and how it's changed over the years.
45:24
And this show was kind of a bit of a disappointment, if I'm
45:28
honest, you know, And I've had a lot of disappointments with the
45:31
podcast. I've had no shows.
45:33
I've had people show up and you know, like just give me nothing,
45:37
that they're just not even wanting to be there.
45:39
I've had people who just endlessly promote and just
45:43
aren't really there to have a conversation.
45:44
I've seen it all and that's part of podcasting.
45:47
Anyone who's been a podcaster will know where I'm coming from
45:50
on this. It's it's one of those things
45:52
that you learn as you go on, and this definitely was a learning
45:56
curve for me. I'm not really sure what the
46:00
lesson was as far as like how I can move forward from this in
46:06
terms of like doing the show, because I think the show itself
46:09
was fine except for the fact that there was.
46:11
Noise in the background. And David was was yawning a lot
46:17
throughout the show which. I mean, he's just said he was.
46:22
Tired and he was working a lot, but anyone who's ever had.
46:28
Anyone who's ever had someone yawn at them before.
46:29
We've all had someone yawn at us before, especially when we're
46:32
having a conversation. And if someone yawns at you when
46:35
you're having a conversation one time, it's forgivable.
46:39
Multiple times throughout is very frustrating and annoying
46:44
and disrespectful. And again, David.
46:48
Did apologise. For that, so did his PR manager.
46:52
I want to make this very clear that they did apologize and this
46:55
is not a video to sit here and and just dunk on them.
47:00
As I said before, I I went back and forth on what to do with
47:03
this show. There's two reasons that I'm
47:07
putting out this show. One is that I've made a mistake
47:10
on my own part. For some reason I skipped
47:13
numbers. So I put out episode 249 and
47:17
didn't do 248 for some reason. I don't know.
47:21
I'm a muppet, so I needed a show and I could have just waited to
47:25
do the next one. But I figured, well, I have a
47:27
show here, why not use this content?
47:31
But of course I need to edit out all of the bad stuff, so that's
47:35
going to be some work I'm going to do later on when I put this.
47:39
All together. But I again, I will say this,
47:45
there's a lot in this show that I'm I'm happy with.
47:47
I'm particularly proud of. Our conversation about HRI was
47:51
really looking forward to that and David did deliver on that
47:53
front. Some of the other topics we just
47:57
didn't get as much out of. That's just how podcasting is
48:00
sometimes. But that particular conversation
48:04
I felt was worthy of being put out there.
48:07
And it demonstrates the good side of David.
48:11
I mean, you know, I gave him advice at the end.
48:14
I said, like, hey, if you do podcasts again, just keep this
48:17
stuff in mind. It it's not a great look.
48:19
It doesn't make you look good, doesn't make anyone that you're
48:22
doing a show with look good, you know, And look, there's been
48:27
plenty of mistakes I made in this.
48:28
Originally, I put the whole show out on Patreon unedited.
48:34
I don't know what I was thinking.
48:35
I guess I was, I was just annoyed, to be honest.
48:38
I was frustrated. And I was like, oh, you know,
48:42
and and people I've spoken to about this have said, like,
48:45
well, it's your content. And you know, it's it's not,
48:48
it's not your responsibility how your guests act and stuff.
48:51
And it's like, yeah, that's true.
48:52
But like, I feel like anyone listening listening to my show,
48:56
who listens to my show regularly.
48:58
Might feel a bit. Robbed by the fact that they
49:00
didn't get a full show. And that's also why I'm.
49:05
Doing this extra stuff where I reflect on on the show something
49:10
different. I don't normally reflect on
49:12
shows. Maybe it's something I'll do
49:13
again in the future. I don't know.
49:15
We'll see. Who knows?
49:18
But I I. I knew I had to include this.
49:20
I knew I had to speak about it. And also, I think it's better
49:23
that I'm doing this now rather than, you know, when I initially
49:27
did it because I was really annoyed, you know?
49:29
And quite rightly. And people around me told me
49:32
that I had every right to be annoyed, you know, my time was
49:36
wasted. It was unprofessional, blah blah
49:38
blah blah blah. But look at the.
49:42
End of the day. I am in control of my own
49:45
actions and I don't think it's a good look.
49:48
If I just put something out there, you know where, where?
49:53
It makes someone. Else look bad.
49:57
For what? What?
49:57
What am? I trying to achieve there, you
49:59
know, you could be like, oh, look at this, this is funny.
50:01
But then that's never really been what my show is about.
50:05
My show isn't about laughing at people's mistakes.
50:09
It's about life stories and inspiring, motivating stories
50:14
and content and stuff. And if I were to put out content
50:17
like that, it's kind of a mockery of all that.
50:19
It's kind of just shooting yourself in the foot, you know?
50:26
What are we trying to say there? It's the same reason that, like,
50:29
I don't give, like trolls a hard time on the Internet anymore.
50:32
I used to, I used to think like, Oh well, if they're going to
50:35
attack me, I'm going to attack them back.
50:37
And you know what? That's just stupid.
50:41
You know, often with trolls, you know that they're, they're in a
50:44
angry, unhappy place. And I think it's better to match
50:49
that with kindness and love and try to try to win them over
50:53
rather than than just throw hate back their way.
50:56
You know what's what's that going to achieve?
50:57
And the same is true of here. David, act on.
51:02
Acted unprofessionally and that's on him and he knows that
51:05
and he again, he was apologetic and and you move on and here I
51:10
have content sitting here that can be used and I wasn't really
51:14
sure what to do with it and now I know what to do with it and
51:17
I'm putting it out there and look I'm proud of it.
51:20
I think it's it's a good conversation.
51:22
It's worth putting out there. But just know that I had to put
51:26
a lot of effort into the editing process with this to edit out
51:30
the yawns and to edit out the distractions and everything
51:33
else. I think David learned his
51:36
lesson. So I will say this if you're
51:38
coming, if you're listening to the show, please don't send hate
51:43
his way. I'm.
51:43
I'm sure nobody will, but I will just say it now.
51:47
Please don't. We all make mistakes in life.
51:49
Lord knows I have. It's fine.
51:53
You know, I wanted to put this show out because I don't want to
51:56
waste content. I think it's perfectly good
51:58
content and I think it's a learning curve.
52:00
You know, it's a learning curve for us both because, you know,
52:03
he made his. Mistakes.
52:04
And I think I made mistakes by putting out initially and and
52:08
not editing it and and just kind of showcasing that.
52:12
And it's like, yeah, he might have made those mistakes,
52:14
mistakes, but it's on me sort of showcasing that and being like,
52:17
oh, look at this, look at this, this happened.
52:19
And you know, I could have done that, but I don't know, I didn't
52:22
feel it's quite, it was quite right.
52:27
So yeah, I don't know those. Those.
52:28
Are my thoughts on that. I'm sure people will disagree
52:32
with me, but you know ultimately it's my show, so I could I could
52:35
do what I want with it. And for David, if if you might
52:40
be listening to this again, Walter Under the Bridge, of
52:45
course, I'm sure you learned your lessons from it and I hope
52:50
that you understand my decision to put it out.
52:52
I'm, I'm quite happy with the conversation that we had about
52:55
HR and and everything else. You know, I was excited for the
52:58
show beforehand and ultimately that's why I was disappointed
53:02
when when we got together and it and it sort of played out the
53:05
way that it did. But I'm still proud of this.
53:08
I tend to look at these shows kind of from like a journalistic
53:12
perspective. And on that basis?
53:14
I'm proud of it and I want to put it out there and I think
53:17
it's worthwhile. So there you go.
53:21
Thank you so much everybody for watching or listening to the
53:24
show. I hope you enjoyed it.
53:26
I hope you got something out of it.
53:28
And as always, please, you know, if you're on YouTube, like share
53:32
and subscribe. Leave us a review on Pod Chaser.
53:36
Leave us a review on. Spotify, Apple Podcasts, Google
53:39
Podcasts. Wherever you listen to the show,
53:41
please leave us reviews, ratings, share it all that jazz.
53:46
It really, really helps the show and who knows, maybe we will
53:49
become a top ten podcast as a result.
53:52
Who knows? Thank you so much once again.
53:55
Happy New Year everybody, and thank you so much for listening
53:58
to the show and supporting it. Oh, and make sure to subscribe
54:03
to Patreon as well to get yourself bonus podcast content,
54:07
bonus content in general, and help support me make the show.
54:11
OK, enough plug in. Christian, thank you so much for
54:13
listening and watching. And I'll see you in the next
54:17
one.