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How Asking Can Transform Your life with Mark Victor Hansen and Crystal Dwyer Hansen

December 09, 2021 by Lace Gilger

Mark Victor Hansen is an American inspirational and motivational speaker, trainer and author. He is best known as the founder and co-creator of the Chicken Soup for the Soul book series. Mark has spoken to over 6,000 audiences world-wide and continues to receive high accolades from his audiences as one of the most dynamic and compelling speakers and leaders of our time.

Crystal Dwyer Hansen is an international speaker, researcher, corporate consultant, author, and entrepreneur. Her expertise is in the field of human potential. Crystal’s research in the fields of neuroscience, epigenetics, and quantum physics provides the scientific knowledge she uses to help people use their minds proactively and evolve their consciousness to move themselves out of misery and into a fulfilled and happy life. Mark and Crystal co-wrote their newest work, called ASK! The Bridge from Your Dreams to Your Destiny.

  • You don't get what you deserve, you get what you ask for.

  • When we're young we asked for everything we wanted.

  • We are all born with the natural ability to ask, and life crushes it out of us.

  • Bridging your dreams to your destiny

  • What does the science say about WHY we don't ask?

  • If you're wiling to put yourself out there and ask for what you want, people will HELP YOU because people LIKE To help other people.

  • We are not natural askers, it needs to be TAUGHT and RE-LEARNED

  • Asking creates greater bonds of trust and builds relationships more effectively

  • Seven Road Blocks to Asking

  • What happens when we're too proud to ask for help?

  • We don't ask when we feel unworthy.

  • You put these roadblocks in your place.

  • How do you handle a NO when you ask for something?

  • A no is not always about you, in fact its usually not about you.

  • There are THREE CHANNELS WITH WHICH TO ASK

    • ASK YOURSELF

    • ASK OTHERS

    • ASK GOD

  • How do you handle "NO" and bounce back when you're asking?

  • Building the life of your dream really starts with ASKING YOURSELF

  • You have to take a "reflective journey" to figure out where you are, what you want, where you want to go, and how to get there.

  • The three critical phases of ASKING YOURSELF

    • (1) Where am I now?

      • What's working in my life?

      • What's not working?

      • What am I enjoying

    • (2) Where do I want to be?

      • Creative

      • Imaginative

      • Design your dream life

      • Appreciate the power and beauty of your imagination

    • (3) What Specific Action Steps do I need to Take To Get there?

      • You must take action to get there.

      • Once you start asking the question you will think of things and people who can help you. You must pursue them.

  • Your imagination creates your reality and your materialization.

  • Ask yourself: what is your destiny?

  • How do you ASK more? How do you become a person who ASKS?

  • Your life experience is created from the INSIDE OUT. You create what you get in life.

  • 75% of the thoughts we think every day are negative.

  • Get a journal and start tracking your asking journey.

  • How do you prepare yourself to become a good asker?

    • You need to BELIEVE that you deserve the answers.

  • The question is the answer. ASK.

  • Homework: Get a buddy to join you on your asking journey.

Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that).

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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Mark’s Website and Wiki Page

  • Mark’s LinkedIn and Facebook

  • Mark’s Twitter/Crystal’s Twitter

Media

  • Mark’s article directory - Success Magazine

  • [Video/Text] Elizabeth Bachman Blog - “The Power Of The Ask With Mark Victor Hansen And Crystal Dwyer Hansen” by Elizabeth Bachman

  • [Podcast] Learning from Leaders - Why Asking Is The Key To Success With Mark Victor Hansen And Crystal Dwyer Hansen

  • [Podcast] Kingdom Driven Entrepreneur - KDE Podcast 293: The Power of Asking (Conversation with Mark Victor Hansen and Crystal Dwyer Hansen)

  • [Podcast] Superhuman Academy - MARK VICTOR HANSEN ON WRITING, ENTREPRENEURSHIP, AND THE POWER OF QUESTIONS

  • [Podcast] Welcome to Humanity - 017 — TURNING ADVERSITY INTO OPPORTUNITY WITH MARK VICTOR HANSEN

  • [Podcast] Leveraging Thought Leadership | Mark Victor Hansen | 271

Videos

  • Richard Greninger - Mark Victor Hansen Inspires You To Think Big!

  • Christopher Decker - Discover Your Destiny Through Asking with Mark Victor Hansen and Crystal Dwyer Hansen

  • Inspire Nation - How to Ask the Universe! Mark Victor Hansen (Chicken Soup for the Soul) and Crystal Dwyer Hansen

  • The Best Law of Attraction Video Ever! Mark Victor Hansen | Bob Proctor | Napoleon Hill | Neville

  • We Close Notes - Your Dreams Are Just an Ask Away with Mark Victor Hansen and Crystal Dwyer Hansen

  • Alain Wolf - The Achieved - Mark Victor Hansen & Crystal Dwyer Hansen - How To Discover Your Destiny (FULL INTERVIEW)

  • David Laroche World - How to become the person you most want to be by achieving your goals ? - Mark Victor Hansen

Books

  • Mark’s Amazon Author Page

  • Crystal’s Amazon Author Page

  • Ask!: The Bridge from Your Dreams to Your Destiny  by Mark Victor Hansen , Crystal Dwyer Hansen

Episode Transcript

[00:00:04] ANNOUNCER: Welcome to The Science of Success, the number one evidence-based growth podcast on the Internet. Bringing the world's top experts right to you. Introducing your hosts, Matt Bodnar and Austin Fable.

[00:00:18] MB: Welcome to The Science of Success, the number one evidence-based growth podcast on the Internet with more than 5 million downloads and listeners in over a hundred countries. In this episode, we bring on personal development titan, Mark Victor Hansen, to share why you don't get what you deserve in life. You get what you ask for.

Are you a fan of the show and have you been enjoying the content that we put together for you? If you have, I would love it if you signed up for our email list. We have some amazing content on there along with a really great free course that we put a ton of time into called How to Create Time For What Matters Most in Your Life. If that sounds exciting and interesting and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com. You can sign up right on the homepage. That’s successpodcast.com. Or if you’re on your phone right now, all you have to do is text the word SMARTER to the number 44222.

In our previous episode, we brought on notorious skeptic, Michael Shermer, to ask, "Are you skeptical enough?" and challenge our own beliefs. Be sure to check that episode out.

Now, for our interview with Mark.

[00:01:35] MB: Mark Victor Hansen is an American inspirational and motivational speaker, trainer and author. He's best known as the founder and co-creator of the Chicken Soup for the Soul book series. Mark has spoken to over 6 000 audiences worldwide. And joining us with mark is Crystal Dwyer Hansen, an international speaker, researcher, corporate consultant, author and entrepreneur with an expertise in the field of human potential. Mark and Crystal co-wrote their newest work Ask: The Bridge from Your Dreams to Your Destiny.

Crystal and Mark, welcome to The Science of Success.

[00:02:11] MVH: Delighted to be here, sir.

[00:02:12] CDH: We are so happy to be here with you today, Matt.

[00:02:14] MB: Well, I’m super excited to have you both on here. And the topic that we're going to dig into today is something that is both something I believe is truly, truly important and something that personally I’ve gotten better at over time, but I know that I could definitely get even better at. And so I’m excited to learn some really practical and tactical ways to implement in my own life and share it with everybody else. So, welcome to the show.

[00:02:39] MVH: We're honored to be on. And the reason we wrote Ask!: The Bridge from Your Dreams to Your Destiny is we've literally traveled around the world, 80 countries. Met thousands of people up close and personal that are great, educated, professional, good attitude. But what we discovered when we analyzed it is the difference between somebody who succeeds a little and somebody who's vastly successful is somebody who knows the art, and science, and technology of asking. And we're saying, "Hey, you don't get what you deserve. You get what you ask for."

[00:03:07] MB: I love that line. It's such a great one. And it's funny, too, because you're totally right, that in many ways, it's almost like if some case if you're too – If you're innocent enough you don't know that you shouldn't be asking, a lot of times you'll get more than if you know too much and you're like, "Well, I don't need to ask that," right? So it's amazing how having uh almost a beginner's mind approach to the art and science, and I love that word, technology of asking can be really impactful.

[00:03:33] CDH: Right. And that's why we talk about, as children, we were all born into this world as these beautiful uncorrupted askers, right? We were constantly asking – Well, first of all, we were wildly curious about the world. So we asked who, what, when, where, why, how all the time. And we weren't afraid to ask for more, like more, more, more, and pretty much ask for everything, everything you want. And then depending on how you were parented, what happened in your school years, jobs, just basic life rejection, we all start to get shut down. Quit asking so many questions. Only ask when you're called upon. Just take directions. People aren't interested in your feedback. All of that kind of thing with jobs, and work, and life.

And so over time, that beautiful natural ability that human beings have to ask, to be curious, to want more, and to ask for more, it literally gets crushed out of us. And we find ourselves suddenly standing there as these adults pretty much terrified to ask anyone for anything and almost ashamed that we don't have all the answers. And that's so tragic, because how can any of us have all the answers, right?

[00:04:45] MB: It's so true. And that concept resonated with me. I mean thinking, back to where was the inflection point. And it wasn't one thing. It was years of getting rejected, and yelled at, and beaten up across the board. But when did we start to give up on ourselves and our dreams and say, "Oh, I don't need to ask for that. I shouldn't ask for that. They don't want to hear me asking for that," right? And we really sell ourselves short when we're not willing to come back to just asking for what you need or asking for what you want. There shouldn't be anything wrong with either of those things. And yet even when I say it, I almost feel a little bit of guilt or a little bit of pushback when I think about, "Well, maybe I shouldn't be asking for what I want." It's so deeply programmed in us.

[00:05:27] MVH: Well, the deal is we all need to ask for everything. And that's the whole point of this book, is that we've all been in Covid confinement and cocoon lockdown. And what we're finding is that the people who – Our book has just become number one. Is that they're budding up with somebody else and asking all these life-changing questions and the dimensionality that we're talking about, and they're having enormous breakthroughs, transformations. It's like the metaphor we use is you can't look at a caterpillar and predict the butterfly. And there's so many enormously good butterflies that have been stuck in this crystallus this cocoon for a while. And when you start to ask your way forward do it, what do I want to be? What do I want to do? What do I want to have? Where do I want to go? And how do I want to get there? And the questions just – You cannot ask a question without getting an answer, an illumination, a solution, an advancement, a promotion, an opportunity. And so we're just so excited for all the people, because the subtitle of our book Ask is a Bridge from Your Dreams to Your Destiny. And we've determined now that our destiny is help everybody else get to their destiny.

[00:06:31] MB: I love that. And so let's start to unpack this a little bit more because, to me, the first thing I want to understand is more about why we don't ask. And what stops us from asking?

[00:06:42] CDH: Right. It's such an important question. I want to talk for a second, Matt, about the studies we looked at. Because we looked at a lot of studies about asking. And so it was pretty much universal that the people going into the studies had this common perception. And that perception was that if you wanted to ask someone for help, advice, information, or just assistance in getting something done or getting what you wanted, the perception was that they would be perceived as being pushy, obnoxious, annoying, uninformed, all of the above.

And the truth that was revealed in the study is just the opposite. That if you're just willing to put yourself out there and ask for what you want, there's an 80% more likely chance that you will get your request granted. Because people actually like helping other people. But the studies also revealed that people won't just normally step in and help you until you ask. So what we discovered is that people are not natural askers. That it needs to be taught. It needs to be understood and learned a little bit more because of this process of how we've been shut down throughout our lives. It needs to be, I would say, re-taught and rekindled, right?

And the other part of the studies that were so interesting is those people who were better askers in business relationships and personal relationships. In other words, when you were more curious about that person, when you weren't afraid to dive deep and ask about that person you were with. It created greater bonds of trust. And in the long run, those people were able to get more business. Have stronger, better relationship bonds and personal bonds. And in the dating study, it showed that better askers were more likely to get a second date, which was really interesting.

[00:08:28] MB: That's fascinating. And I really like this notion that we tell ourselves, and we really believe, and I know at least my experience I believe, that you do feel like you're imposing on someone. Like you're being obnoxious. Like you're being too demanding. That you shouldn't be kind of poking your head out when you ask. And yet from another person's experience, when someone asks me for help, I go over the top, and I’m more than generous, and I want to do everything I can to help them. And it's so funny how our subjective experience about that is so different from what a lot of the studies say about why you should be asking and what people's true reaction is to when you actually ask.

[00:09:04] MVH: That's right. And before we started we talked with you about our seven roadblocks that we discovered. The first one is a sense of unworthiness. The second one is naivete. The third is doubt. Then you got fear. Then you got excuses, which I call excuseology. And then you got pattern paralysis, where you keep doing the same thing and expecting a new result. Einstein said, "Then you're cuckoo," which means crazy. And then last but not least, you have a sense of disconnection. And we can talk to any one of those. And then the other thing that was amazing to us is we wrote everything we knew about asking, and we've had phenomenal success and breakthrough from every problem and every adversity. But then we interviewed 26 other superstars that have gotten phenomenal results asking. And every one of them has had some of those things. So I assume everybody's got one or more operative at any given time in their life.

[00:09:51] MB: Yeah, I totally agree. And I’d be curious to unpack one or two of those in a little more detail. Let's start with excuses. Tell me about being too proud or being too caught up in yourself to reach out and ask people for help.

[00:10:07] CDH: Right. Well, you want to talk about your brothers? He's the example of my Mark's brother. Yeah.

[00:10:11] MVH: Yeah. My older brother is 11 years older than I. Came to visit us. His wife had just pre-deceased him, and he's a wonderful guy. A brilliant guy. And one of my role models growing up. But he is so self-determining that I’d take him to the airport, I get up at 5:30 in the morning, get him to a 6:00 flight and I say, "You know your way through the airport." And he goes, "Yeah, yeah, I know." He didn't. His wife had always – I mean, here's a guy with a photographic memory. His wife always dragged him through the airport. And she's wonderful. We loved her.

But then later in the day his daughter calls me up and said – Or I call and say, "Did your dad get home?" And she said, "Oh, you didn't know." And I said, "Wat is it I’m supposed to know, Jody?" Said, "Didn't you know dad had to sit at the airport 13 hours?" I said, "What do you mean? I got him to the airport an hour early." And he's so proud, and dignified, and he's been very successful with running an energy business that he was too good to ask one – We have purple coats here in Arizona at Sky Harbor Phoenix Airport. We live in Scottsdale. And he wouldn't ask anyone for help. So he didn't know where the hell the counter was. And he didn't get out. And miss the plane. And the next plane was 13 hours later. And he ultimately got a cold and –

[00:11:21] CDH: He didn't ask you to come.

[00:11:23] MVH: He didn't ask me to help. I said, "Look, are you good at getting to your gate?" And remember, I’ve traveled a quarter million miles a year to talk around the world for 44 years. So I’m sort of – Like a protocol, you just walk in and we got TSA, we got everything down. The point is I assume my older brother was competent to do that. And what you got to do is most people are so afraid to ask, like you said a minute ago, that they don't understand, Matt, that they're not going to get where they got to go. And as a result, he got stuck in an airport, had a lousy day, was unhappy. He could have called me. We wrote seven things he could have done. He could have called me. I would have picked him up. We would spend another day together. Rather than him squander his day at an airport, which I’m sure you've been in enough airports, and Nashville airport is a great one. But they're still boring.

[00:12:06] MB: For sure, yeah. And it's amazing. I mean, that story really poignantly characterizes it. But we've all had a personal experience in some form or fashion of being too proud to ask for something. And whether it's something as simple as ruining your day at the airport or missing out on maybe an opportunity to form a personal relationship that could transform your life, or even taking a business opportunity that could be hugely impactful for you. The stakes of this are – They can be smaller, but they can also be massive.

[00:12:39] CDH: Massive, exactly. And every one of those roadblocks is super important to pay attention to. One of the ones that I think is – I mean, they're all so interesting. We could go depending on how much time we have. I mean, I think the unworthiness one is very universal. There's this feeling that we don't ask because there's this subtle feeling that is conditioning from our childhood, really, that just has us feeling well we're not quite good enough. We're just not enough. And so it's like, "Oh, they won't think I’m enough. I can't ask that person. They'll just think I’m not good enough." This underlying feeling.

And all of this is a self-judgment thing. That's what we're here to teach people. This is only inside of your mind. These are only your roadblocks. You put them there and you can get rid of them. And it starts with awareness. And once you go through – Honestly, when people go through these roadblocks, just like you were saying, Matt, they start to recognize themselves and then they're like, "Oh, that's me. That's me."

And quite honestly, I think, probably, we've all had each of those roadblocks at least once or twice in our lives, if not that we carry it constantly. The pattern paralysis is another one. It's that doing the same thing you did last week, the week before, the month before, the year before, that's not working, right? But you never stop to ask, "Is it working? Why is it not working? What is it about it that would make it work?" Instead you just keep doing it, next month, next week, the next year. And so nothing ever changes in your life until you disrupt that pattern paralysis. And the only way you can disrupt it is to drill down with the right questions. It's about formulating the right questions at the right time in the right way. And that's why we wrote the book. It's like it's a game changer and a life changer throughout every scenario in life, in personal relationships, in your career, in your money life, in your health and wellness, and then in just your spiritual and sort of life purpose zone of your life. It's super important. And it's just really the way you connect to your life and connect to all of your potentials.

[00:14:52] MB: Yeah, I couldn't agree more. And I want to get into some of the specifics of unpacking the how of how we build that awareness. How we start to break down some of those patterns that paralyzes and the limiting beliefs that can trap us in cycles of negative thinking. Before we do, I want to unpack a little bit more a couple of these other barriers. One in particular is the fear of losing something, right? And whether it's approval, whether it's your dignity. Tell me about the stories we tell ourselves around that and how that fear can really stop us from asking.

[00:15:25] CDH: Right. Some people are so terrified of losing approval, or I say it's about losing love. Because I think at a really intrinsic level, all human beings need to be loved. I mean, it's something that we rarely acknowledge about ourselves, which is sad. But we all are, really, these spiritual beings in a human body, and what connects us and connects us to everything good is love. And so a human being deprived of love is like you can't survive. And so I think you know some people just terrified to ask for something because they equate it to like if someone says no, you said you don't approve of me or you don't love me. And it's like a loss. It's like a big loss.

And so only when we start to address that fear of loss, fear of loss of approval, fear of loss of love, or being liked and accepted, can we start to move forward and realize that when people do say no to us – And sometimes they will. Sometimes you'll ask and someone will say, "No, I can't help you." But here's the truth, it's not about you. All of us tend to live in this really – I mean, human beings are intrinsically narcissistic too. We think kind of everything's about us because it's just our subjective state of being like, "Oh, this person was really grouchy to me. They don't like me." Well, the truth of it is it probably has nothing to do with you. Has nothing to do with you.

When someone rejects you, or just can't help you, or can't say yes to you, it has everything to do with what's going on in their life. Maybe they're having a terrible day. Maybe their dad just got diagnosed with cancer. Maybe they're kids struggling in school and they're so preoccupied with that, they just feel overwhelmed. It has nothing to do with you, really. So you just need to forgive them and honor them and realize that it's about them. And keep asking. Because you just haven't come to the right connection yet. Human beings are made to connect. And that's part of the asking experience.

Mark and I say there are three channels through which to ask. And each one of those channels is equally important. And those are ask yourself, ask others, and ask God. And so each one presents a unique opportunity. And so right now we're talking about the asking others part. But it is so important for human beings to be that resource to one another. That is what we're here for. That is honestly what makes everything work. It's what makes the world go round. And every good business, every good idea, it's manifested through a combination of human beings collaborating and bonding through give and take, asking and granting. And so it's just such an important thing to remember. Like let's not personalize this. Let's get rid of the fear. I have a couple stories that we love to tell about that, about the fear thing, that I think would be fun to share here. But sometimes you just have to step on that fear and crush it.

[00:18:23] MB: Yeah. No. That's great. And I love the framework of not just asking others, but also turning the mirror back and asking yourself. And I want to dig into a couple of those things. But before we do, you touched on something which I think is really important, which is if we're going to start building this muscle, the skill set, this technique of asking more frequently, how do you – And you touched on some of this already. But how do you handle the inevitable no's? And how do you bounce back? Because I can see, and maybe if I hadn't done this podcast and talked to so many smart people and kind of develop my own mental muscles, I could see myself saying, "Oh, I’m going to ask." And then you go ask the first person and the answer is no. And then you say, "Well, asking doesn't work," and then you give up on it and you're missing out on a huge opportunity. So I’m curious how you think about handling no's and bouncing back from no's as a cornerstone of asking.

[00:19:16] MVH: Man, I love the question, and I’m the right guy to ask, I think. When we started Chicken Soup for the Soul, which now sold a half billion plus books and 59 times number one in all the 312 books I’ve written. But at the front end, 144 publishers, meaning people at publishing houses, said no to Chicken Soup. And Jack says, "How do you do this?" I said, "Look, I’ve been selling since I was nine years old. And luckily my mommy taught me the four-letter clean word N-E-X-T." You got to say next. Because somebody out there is willing to buy it.

And then going deeper with that, once we were selling 20,000 copies a week, the lady at New York Times would not let us be in the New York Times. And I was selling more than enough to be the number one best-selling book at the time before I really exploded, and she wouldn't do it. And my partner, Dr. Canfield, Jack is a Harvard guy and she was a Harvard woman. So I thought, normally, Jack should call her because they're crimson, right? They're garbage. And I’m not. By the way, I went to a public school. I could visit Harvard, but I could never go there, right?

And so Jack says, 'Well, you're not afraid to call her?" I said, "No. It's already no. We're not making it. We're selling 20,000 a week. What do you mean? Am I afraid you call her?" So I called her and she said – She was very pompous. She was arrogant. And it's all what Crystal was just saying. It's her self-esteem. It's her low image of herself that has to put down somebody else to feel more powerful, right? So she says, "Sir, don't you know you're a multi-authored book?" I go, "Yeah, yeah, that did occur to me." She says, "Sir, at the New York Times, we don't do multi-author books." I didn't expect that question. But remember, everything has got to be done with a question inclusive of going over, or under, or through obstacle, which is what you asked us to talk to. So I said, "Well, you're sure, you don't do multiple-author books." She says, "I’m positive." I said, "Well, let me just give you one if you don't mind, the bible. It's got 66 words. And if we do maths, that's 720. "She said, "Boy, you're in beck putting me down? You're in next week." And we're number one.

The point is is that beauty, the elegance, the dignity, the responsiveness, the dimensionality of questions, there's nothing better because it'll get you through every obstacle. And everybody's going to have the – The big word is the vicissitudes of life. Meaning the crap's going to hit the fan. Not just for Matt, not just for Crystal or Mark, but everybody out there listening. And I’m not trying to pick on anyone. But when it does, you need to have inner resources of asking. And that's why we put this book, Ask!: A Bridge from Your Dreams to Your Destiny, because we want everyone to be resourceful. We want them to have biceps and triceps that are, metaphorically speaking of course, strong. Back to what you said about having the technology of asking. So you can listen to a lady like the pompous lady who's probably listening to this from New York Times and saying, "Well, buzz off, kid." Because she was used to telling everybody to buzz off. And most of them go, "Oh, yeah, yeah, you're the New York Times." What? There's times now we all need to stand up, speak out and win on behalf of ourselves, on behalf of our business, on behalf of our family, on behalf of our spouse, on behalf of our country and world.

[00:22:28] MB: That's awesome. And it really – I mean, you both touched on core theme. We don't need to dig too much into it. But just this notion that when someone rejects you, or says no, or is mean to you, in most cases, it's about them, their self-esteem, their emotional state, their reaction, their life, and has nothing to do with you. And the sooner you learn that, you can really transform your experience and interaction especially with negative people or with failure and rejection.

[00:22:51] CDH: One other thing I wanted to add to that, Matt, just because it's on the same line, and I think it's important for people to remember, because it is – It's easy to cave to the rejection and not go on. But consider this, okay? You're here in this life to be your best expression. Really, that's what we're all here for. If you cave and don't keep moving with your goals, your plan, keep asking till you find the answers you're seeking. Then think of what you're depriving your self of, your own life, your family's life and the world. What if Mark had just caved to all the rejection? 144 publishers turned him down? Who does that? Who keeps going after they've been turned down 144 times, right?

Well, guess what? What did it do? That kind of resiliency, that kind of determination to keep asking, they finally got to the person who said yes. And they still had to buy 20,000 of their own books just for the publisher to agree to take the book.

[00:23:48] MVH: And distribute.

[00:23:49] CDH: And distribute it. But because they kept going, 500 million people's lives have been changed. 500 million books were sold. They enriched their own lives, but they've enriched the entire world. And it's remarkable. So ask yourself. And this is back to the ask yourself part, because this is just as important as anything. Ask yourself, "Am I really willing to compromise my life expression because of a little bit of fear? Or am I going to keep asking and moving forward?"

[00:24:22] MVH: And, Matt, can I add one more thing to what you said? I agree with everything. And I’m thankful for my wife. But I did all those seminars for leadership around the world with Jim Roe. Now he's just passed away. So we're not going to be doing any more leadership together. I’m going to keep doing it because I’m living to 127 with options for renewal, because you've got to ask yourself how long do you want to live? But Jim had the greatest line. He said, "Look, there's probably only nine, really, negative people in the world, but they move around a lot."

[00:24:52] MB: That's great. Well, Mark, actually you touched on something else that I thought was really interesting that I’d love to briefly extrapolate on, which was this framework of using questions to overcome and go around, under, through, et cetera, obstacles. Tell me a little bit about that.

[00:25:07] MVH: You're going to get obstacles. It is a full-time business of getting obstacles. Like even our publisher, I’ve had the number one, two and three bestseller books in a row, I said, "Look, everyone says I can't out-sold the bible. So that's a great idea. Why don't we do a Chicken Soup of the Soul Bible?" And he said, "Get out of here, kid. Nobody's going to buy a Chicken Soup of the Soul Bible." I said, "Well, you put that in writing that I can go to another publisher?" So I went to a publisher in Nashville, who you know very well, your biggest Nashville publisher. And I said, "Hey, you guys I’d like to do a little story to get people in the big story. Put a purple cover on the outside, and do the cover inside. No gold leaf. No silver leaf." That print [inaudible 00:25:44] people and scare some people. So let me do it my way and see if you guys okay it. And I’ll find all the stories and make it happen." And I’m pretty scholarly in the bible. If I hadn't been a motivational inspirational speaker, I would have been a theologue with a mega church probably as I look back in my life. But I’m 73 years young. Never call yourself old. And it behooves you to program your mind right because you're here to condition your mind with good asking.

So went there. We sold 70,000 a week at Walmart. And the guy said, "Boy, I got to eat my words. I shouldn't have missed that." I said, "It wasn't my fault. I asked you to let me do it with your publishing house and you wouldn't, you gave it. So we took it to a national house that does great things."

[00:26:23] MB: Yep, that's great. Coming back to what you said a minute ago, Crystal, this notion of how do we start to turn that mirror inward and ask ourselves. We've talked mostly so far about asking others. Tell me a little bit more about asking ourselves and how we build that muscle and why we should turn the mirror and ask ourselves.

[00:26:44] CD: Right. And I think building the life of our dreams really starts with asking ourselves. And that has to be our constant tool. And I would say asking ourselves, and God, and others. I mean, it's all super important. But asking yourself is that reflective journey. Unless you take that time with yourself to ask the questions, you'll never really understand where you are, or where you want to go, or how to get there. And basically, people go, "Well, what kind of questions do I need to ask myself?" And there are thousands of questions you should be asking yourselves in a lifetime.

We have very specific questions in the book, like the self-intervention questions. When you're trying to get something to change in your life. We have the holding up the mirror question. So there're wonderful examples. But what I like to tell people in terms of specific questions is there are actually three critical phases of the ask yourself part. And the first critical phase is, number one, where am I now? Because you cannot figure out where you want to go or how it's going to work until you understand more about where you are now. And we don't do this type of self-examination enough. If we did it, when we do it, life becomes so much more productive, more easy, more clear. We get clarity. We get hope. We get focus. So where am I now and all the little sub-questions that come under that? What's working in my life? What's not working? Am I even enjoying it? Is there something I’m missing? What is that? What is around me? What should I be seeing that I’m not seeing? So where am I now is the first part. So you know where you are. And you can't get anywhere new unless you know where you are.

The second critical phase is where do I want to be? And this is the magical part. This is the imagination phase. This is the creative phase. And Mark and I always say, when you ask from this place, ask from your greatest imagination. Ask from your nth degree of your greatest life. Where do I want to be? So just imagine for yourself, I am living my best career life I could possibly imagine. And in that beautiful, perfect life of my career, what am I doing? What products and services am I providing? Who is buying my products or services and why? How am I connecting to people every day? What's important to me in this perfect career life? What's important to the people I’m serving in this perfect career life? Where do I see myself moving this?

And in that way, you can literally start to design your dream life. And you know, Matt, people don't really stop to appreciate often the power and the beauty of your imagination. Mark and I think it's like truly the portal to God. Scripture says we're created in the Creator's image. Well, what allows us to create it's this amazing thing called imagination. We're the only animal that has it. We literally can – With these amazing minds that we were created with, imagine anything that doesn't exist into existence. And honestly, look around you, in your room. Everything you see around you, this beautiful armoire with the custom carving, all this stuff, this fan, everything, everything you see started in someone's imagination. And everything that you will ever become and do will start in your imagination. And that's why it's important to ask the right questions. Because if you're asking negative questions, "Oh, what if this doesn't work? What if I –" We're usually asking ourselves the wrong question.

So starting from that perfect place of your nth degree of happiness and success. And it works in all of the areas we talk about in the book, in your career and relationship, career and money, house, in your relationships. Imagine you are already in your perfect relationship and then start asking the questions backwards. How do we treat each other? What do we enjoy every day together? What are our goals together? How are we serving the world? There all of these things. This is how you create. You engineer your perfect life backwards through asking yourself.

So we said the three critical phases are where am I now? Where do I want to be? And the final phase is specific action steps do I need to take to get there? Because we live in this physical reality called earth. And we need to take action. We're here to take action. So we can't just like get all these great ideas and not act upon them. Because I promise you, once you start asking the questions, you are going to get ideas. You are going to think of things, people, just new breakthroughs, and you need to write them down. You need to pursue what you're seeing. Pursue what you're thinking. Call that person. Write those thoughts down. Take action in every way you can to maximize your experience. And suddenly you'll see your life start to change in dramatic levels. It is quite magical.

[00:31:39] MB: I really like that. It's such a simple framework, but it's such a powerful one. And when I when I look across some of even the most important lessons that we've encountered on The Science of Success over the years, it really boils down to figuring out where are you now? What's working in your life? What's not working? Where do you want to be? What are your goals? What are your desires? What's the roadmap? And then what actions do you need to take? And it's amazing how easy it is to never ask – I mean, I know many people, and you probably do too, who've never asked any of those three questions. But even if you're missing one, that you could be missing out on a lot.

[00:32:14] MVH: Let me talk to that just a very, very brief second. That's why we said The Bridge from Your Dreams to Your Destiny is the subtitle of our book Ask because everyone needs to do this self-examination. But what happens is we go through university and you say, "Well, you're a lawyer, you're a doctor, you're a radio host, you're a garbage person, you're a teacher," whatever it is, and you get boxed in and you start saying, "Well, that's my identity." That's not your identity. What Crystal articulated is [inaudible 00:32:40] or imagination creates your reality and your materialization. So what is it that you want to materialize into your future? Because imagination is inside-out. You've got to have that self-acceptance, that self-awareness so you really unfold your destiny. Because, look, all of us are going to transition out of life sooner or later. When you look back, you don't want to have any regrets and say, "Boy, I missed who I was supposed to be."

Like I went bankrupt in 1973 and 4. And I went bankrupt. Like she said the wrong question. I said, "I went bankrupt so fast." I checked out a book because I didn't have any money. I went to the library, "How to go bankrupt by yourself?" That's a wrong question. So you get the wrong result. Long-term it was the right result because I am in my right livelihood. I am supposed to – I said I want to become the world's best-selling author. Now I [inaudible 00:33:28] that as a joke would say.

[00:33:31] CD: You should tell that story a little more because it's a good story.

[00:33:32] MVH: Okay. So what happened is that I had been in graduate school. This smartest guy in the planet, Buckminster Fuller. I don't know you know Dr. Fuller's name. So Fuller was Einstein's best student and 15 doctorates at Harvard. And I heard him the first time and he did – We're going to talk about cosmogony, cosmology, epistemology. Hell, I was a four-point student and I didn't know one of those words. And I thought, "I am adult, right?" Because the big word in in teaching is sophomoric. So I was sophomoric to the max.

Anyhow, I tried to be Bucky and I built the Wall Street Racquet Club, Botanical Gardens Aviaries in my 20s and I screwed up in geodesic domes, because that was what Bucky had invented. And I had the mastery of – And the trouble is I was building out a PVC, polyvinyl chloride plastic. At the time we had an oil embargo. So I couldn't get any more. 40,000 a month, I was buying it. I thought, "I am a hot shot man. I have arrived in New York." If you make it in New York, Frank Sinatra said you can make it anywhere. Well, I crashed. I’m sleeping in front of another guy's room for six months in a sleeping bag and I’m now doing the third question, asking God. I said, "Okay, God, what's your destiny for me? What's your destiny for me? What's your destiny for me?" And everybody needs to do that and do it like 400 times before you go to sleep and have pen and paper next to the bed, because the answer will come, and it comes at this spontaneous level, and it comes. And if you don't catch it, it's gone.

So luckily I caught it and it said, "Wow! You're supposed to talk to people that care." I’m swallowing and gulping about things that matter. I get goosebumps telling you what I remember. It'll make a life-changing difference for them. And I go, "Whoa!" I go to my roommates, and it's a miracle. It's a miracle, I’ll tell you. I said, "Guys, I want to go hear somebody speak that's not a Broadway star." Remember, we're in New York. Not a celebrity. Not a lawyer. Not a doctor. Not a cop. Somebody close to my age I can relate to. I said, "Look, here's my ticket. I was supposed to go see this guy. He's in Hauppauge Long Island, New York at nine o'clock. He is phenomenal. He used to be the top salesman to Kodak. And now he's a speaker. I go out, and this guy mesmerizes the audience for three hours, Chip Collins, and later became my good friend.

But I go up to him afterwards, after three hours, and I say, "Chip, I want to shake your hand and thank you. I want to ask you to teach me how to do what you're doing." He said, "Look, kid, chance you make it is one of the thousands. You ain't going to make it. Go do some real business." I said, "Let me decide that." We go to lunch and he tells me exactly what to do. He said, "You got to promise me, you stay out of the real estate market. I own this market [inaudible 00:35:55]. You do the bottomless pit life insurance." So I did. I did a thousand talks a year the first three years and then the people said, "Boy! Are you a good storyteller. Do you have that in the book?" So I quickly did a book called Stand Up, Speak Out, and Win! Tripled my income in one year, which has became my new close.

If you listen to me, you'll triple your income, double your time off. And I did a book called Stand Up, Speak Out, and Win! Little audiences of 10 people four a day. 10 people, 20 people, 30 people. 50 was the biggest I ever did. And I said, "This isn't a New York times bestseller. It's not even a national bestseller. But it's my best seller. And I want to sign it to you, your kids, and your dog. And they all did what you did, they laughed. And then I signed Matt and all the family members you got. And I sold twenty thousand like two hundred thousand dollars. Now I was back. And I was paying off my bills. So it was heaven.

And then there's a lot of people listening. The reason I like to share that story is they're hanging on by their fingernails. They're so low. They got to reach out to touch bottom because of Covid and bad business and all kinds of stuff. I’m saying every one of us is here to come back. We're here to redo it. But the only way, the only way Crystal and I believe that can have based on now hundreds of letters a day because the book's been out a year, is if they learn how to master the fine arts science and technology of asking.

[00:37:06] MB: I love it. That was a great story. And thank you for going deeper and sharing that. And so I’d love to start to dig in a little bit to how do we really start to implement that art in our lives. We've talked about the importance of asking, why we don't ask. What are some of the steps that we can really take to begin to become people who ask?

[00:37:24] CD: Right. And I would say the book – I mean, gosh, for whatever it is, 16 bucks , it is your guide. I mean, it's gold to you. But you know what you want to start doing is really paying attention. Get the book, but make this your your new life. I mean, you have to make a decision that this is a new life for you and you need to give it some attention. I’m always struck with my coaching clients at how little time people spend with themselves to work on themselves.

And what I will tell you, Matt, is most people have this perception that life is out there somewhere outside of them. It's just coming at you. And you're ducking, dodging, and just trying to keep all the balls up in the air. And that is not the truth. That's an illusion. Your life experience is created from the inside out. It's happening every day. You're creating what you're getting in life. And I know that seems crazy. It's like, "Why would I create all this crap? I don't like it," right? You are creating it. Because what you don't understand is all these subtle things you're saying to yourself all the time. And until you intervene with these self-intervention questions and you start to ask those questions, you're going to find tons of them in the book, what's going on with myself? What am I telling myself every day? Is it serving me or is it breaking me down every day? And most of the time, some studies have been done, like 75% of the thoughts we think every day are negative.

So you must commit to this new life. I’m telling you, this is a new life. Your new life of mastering the art and science of asking, because it's your tool. It's this little simple tool that you were born with as a kid, okay? Now you need to bring it back. You're going to rekindle it. Bring it up from the bottom again and bring it out into the world. But you have to commit to it. Get your journal. We tell you to get your journal in the book and start tracking your asking journey, because this time you spend with yourself asking these questions is going to reveal a brand new path for you. It's going to start to reveal a better way for you. So it's really just about committing to that and understanding, as you start to change your internal world through asking the right questions, through quietly listening for the answers, you're going to see everything change.

And we also say – There's a section in the book called preparing to be a good asker. So you need to do that preparation. I want you to pay attention to that when you read the book. First part of that preparation is belief. You need to believe that you deserve the answers. You will deserve the answers you're seeking, okay? You deserve – Believe that those answers are there for you. You're going to get to them. You're not going to stop until you get to them.

So belief is really a commitment into the what you don't know. It's just committing to the things that you haven't manifested yet. That you don't see in front of your eyes. But that belief is so important. And that's part of the preparation. And life is hard. It beats us up. It's not a straight narrow path. We got hills, and valleys, and storms. And so having a tool like this is crucial to getting through it, getting past it, getting over it, and rebounding to a better place than you were before. That's the goal.

And preparing to be a good asker, we talk about visualization, action, some of the things we've talked about before. But all of those things are really important to pay attention to when you get your book and start your journal and start making it your life, the art and science of asking, you become this master asker.

[00:41:10] MVH: And then one last thing is that once you got the book and answered Matt's great question, go to askthebookclub.com, askthebookclub.com, and it's free. We're going to help everyone become a master asker. We think this is the tool technology that'll take anyone from wherever they are to wherever they want to be if they're really clear about where they want to be. And the question is the answer, which is you say, "Well, that's profound." Well, it's profoundly simple and simply profound. And it's true at both sides.

[00:41:40] MB: I love that. The question is the answer. And so, obviously, the book is a tremendous resource for listeners who want to really dig into this in much more detail. As sort of one action step, what would be one thing you would recommend to somebody who's listened this episode to do if they wanted to start right away and whether it's a journal, or ask somebody a question, whatever it might be. What would be one thing you would say? Hey, here's one action step you can take right now to begin your journey.

[00:42:09] MVH: Get a copy of the book and buddy up two people together. Have the power of 11 as you can see that, and if you're looking at the screen. Some of you are listening by audio. But the point is if you get it and get a buddy, a spouse, a business partner, a church, a temple partner, or whatever it is, and go through all these questions, you're going to have exactly what we're promising, illumination, revelation, solution, answers. Because you cannot ask a question without getting an answer.

That's why what Crystal said is so articulately correct, is if you ask the wrong questions, like, "Oh my God. What if I go bankrupt?" Or what she said is our studies say, all these people think negative thoughts. Out of 50,000 thoughts a day, three-quarters are going to be negative. And that inundates you. So you got to start asking yourself positive questions to advance, to accelerate, to geometrically go forward, quantumly jump. And we want to help everybody get to where – You say, "Well, it's easier for you. You sold half a billion books." Well, no it wasn't easy for me to get there, and it wasn't easy for me to be the biggest guy in licensing in books ever either. But the point is I asked the questions how to keep going, growing and glowing. And that all of us are supposed to let our little light shine metaphorically.

[00:43:16] MB: And for listeners who want to find the book, pick it up, share it with a buddy, et cetera, what is the best place for them to do that online?

[00:43:24] CD: It's everywhere, barnesandnoble.com. Even the smaller bookstores have it. But Amazon obviously is very, very easy. So I think people usually just pick it up there. It's in every form. You can get an audio book, Kindle, the hardbound. When we hit number one last week, bestseller, we ran out of books. So they had to quickly like print up some paperbacks. So now there's a paperback version.

But I’ll tell you, I really love, for whatever it is, 16, 15 bucks, 18. I don't know. It fluctuates on Amazon. They change the price all the time. But it's a beautiful like card cover book. So I would say that's my favorite way. But some people, like, me, some people are buying the book and getting the audio because they like to listen to it as they're driving around, the audiobook. Just really loving that. And a lot of people, I have to say, we haven't talked about this part, but the fable of Michaela is just – I don't know if you had a chance to read that, Matt.

[00:44:14] MB: Yeah, share that really briefly with the listeners.

[00:44:16] CD: Okay. So we decided to start the book with the fable of Michaela. And I ended up just – As it turned out, I wrote the fable. I started on it and it just took off in my mind, and heart, and soul. And I’m really blessed to have these like dreams. I get these dreams in my life that kind of guide me. And so we were going to do a fable with an animal. We decided to do it about a girl, a young girl. And so Michaela also has these dreams that guide her. And in each of these dreams, there's just this great opportunity to transform and change.

Michaela starts off, she's lost absolutely everything in her life. She lost both her parents one after the other. Her mother was ill, and then her father suddenly died. The bill collectors took her home away from her. And she's living in a grove of trees. And she's basically an indentured servant out of stone quarry. And so her life every day is about lifting heavy rocks, moving heavy rocks from one place to another. And so it's very metaphorical about life. And the life that people experience a lot of times, a lot of times it feels like, for many of us, that we're lifting heavy rocks every day from one place to another. And a lot of people have lost hope.

And so Michaela falls into an exhausted sleep one night and the being comes to her and takes her on this journey, and shows her, reveals these things where he shows her this bridge, this beautiful bridge. And admonishes her, tells her some things. But the most important one was that you need to start asking and never stop asking. That is the key. And she wakes up and she knows from that moment on her life something inside of her has changed. And just every day, layer by layer, her life starts to expand outward as she starts to remember what the being says and she starts to become more curious, starts to ask, starts to wonder.

And by the end of this journey, everything has changed from Michaela. And it really is, honestly, every woman in every man's journey. I mean, people, we've had big, famous podcasters, grown men that say, I cried." One guy said this is the only time I’ve ever cried reading a book.

[00:46:30] MB: That's amazing.

[00:46:31] CD: Yeah. Yeah. And like people are like, "Oh, I woke my teenage daughter up, and we read it together. And my wife and I read it together." it's just really – Like I wrote it and I gave it to Mark, and he cried. And so I was like, "Wow!" Because I was just in such a flow. I was feeling it. But I didn't realize the impact that it was going to have on people. And we're both in love with the story, because I feel like it was just – It almost had a life of its own. Like it came out from a source beyond me. And I’m very thankful for it. But I think make sure when you get the book you pay attention to the fable of Michaela. Sometimes people – It's the longest prologue in the world, people say. But don't skip it. It's going to really set the tone for your reading experience, yeah.

[00:47:20] MVH: And we're dreaming and visualizing this. It's going to become a phenomenal movie. Because the results that people are getting and the effect it's having on them is perfect. It's sort of like the chicken soup effect where people call me and tell me the story that I just written [inaudible 00:47:32].

[00:47:35] MB: That's amazing. Well, Mark and Crystal, thank you both so much for coming on the show, for sharing all this wisdom and knowledge, and all of your insights with our listeners.

[00:47:47] CD: Well, we're so thankful to have been here with you and to have shared. And don't forget to go to askthebookclub.com to join us, because we want to – It's a free invitation to the event. So we'd love to see you all there if you can make it after you get the book.

[00:48:02] MB: Awesome.

[00:48:03] CD: Thanks, Matt.

[00:48:03] MB: I hope you enjoyed that interview with Mark and Crystal. That marks the final episode of this season of The Science of Success. Be sure to stay tuned when our next season drops. And in the meantime, check out some of our 300 plus episodes in the archive. There's a ton of gems in there you probably haven't listened to yet. See you on the next season. And thanks again for listening.

Thank you so much for listening to the Science of Success. We created this show to help you, our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener email.

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December 09, 2021 /Lace Gilger
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Are You Skeptical Enough? Challenging Your Beliefs with Michael Shermer

October 07, 2021 by Lace Gilger

If you don't find some of your beliefs challenged by this episode, you weren't listening hard enough. Michael defends holocaust deniers, debunks anti-vaxxers and much more in a sweeping conversation that hits at the heart of some of the most controversial issues of our time. How do we search for truth in a world full of noise? How do we uphold free speech and freedom of inquiry during that quest? How do we wrestle with some of the biggest and toughest issues we face as a society today?

Dr. Michael Shermer is an author, the Founding Publisher of Skeptic magazine, a monthly columnist for Scientific American, a regular contributor to Time.com, and Presidential Fellow at Chapman University. His new book is Giving the Devil his Due, a defense of Free Speech and Open Inquiry in Politics, Culture and Science. He is also the author of The Believing Brain: From Ghosts and Gods to Politics and Conspiracies, and many others. He appeared on such shows as The Colbert Report, 20/20, Dateline, Charlie Rose, and Larry King Live (but, proudly, never Jerry Springer!). He has been interviewed in countless documentaries aired on PBS, A&E, Discovery, and other science and learning channels. He regularly contributes opinion editorials, essays, and reviews to: the Wall Street Journal, the Los Angeles Times, Science, Nature, and other publications. His two TED talks, seen by millions, were voted in the top 100 of the more than 1000 TED talks.

  • We have to give the devil his due, for the sake of our own safety

  • Should we defend holocaust deniers and let them speak?

  • Censoring people often backfires and builds the credibility of that which is trying to be silenced

  • The "backfire effect" that happens when you try to "ban evil"

  • No one's omniscient - there is no 100% certainty on any issue. The only way to improve our thinking is by talking through issues.

  • We often THINK we understand things, but we actually don't.

  • Most people in the general public don't understand most issues.

  • How do we deal with the dangerous of "deniers" in a world where most people don't understand most issues?

  • It's a virtue - when the facts change, you change your mind.

  • Any polarizing claim is usually not rooted in empirical truth, but rather a more fundamentalist idea

  • What does it mean to be an enlightened humanist?

  • How do we build a moral system that maximizes human flourishing?

  • Often most political positions are simply expressions of deeper fundamental beliefs

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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Michael’s Website and Wiki Page

  • Michael’s LinkedIn, Facebook, and Twitter

  • Podcast THE MICHAEL SHERMER SHOW

Media

  • Wall Street Journal - “‘The Scout Mindset’ Review: How to ‘Update’ Beliefs” by Michael Shermer

    • “‘The Doctor Who Fooled the World’ Review: Vax Populi”

  • Patheos .com - “Jordan Peterson and Michael Shermer Muddle through the Resurrection” by Esther O’Reilly

  • Popular Mechanics - “How You've Been Conditioned to Love Conspiracy Theories” by Joshua Pease

  • Article Directory on Scientific American, Closer to Truth, and Big Think

  • Evolution News - ““This Is Not Your Father’s Creationism”: Atheist Michael Shermer Meets Stephen Meyer” by David Klinghoffer

  • Macmillian Publishers - Author Profile - MICHAEL SHERMER

  • General Surgery News - “The Complexity of Conspiracy Theories” By Bruce Ramshaw, MD

  • TED Radio Hour - Why Do We Believe In Unbelievable Things? (2014)

  • [Podcast] Into the Impossible - EPISODE 38: GIVING THE DEVIL HIS DUE: A CONVERSATION WITH MICHAEL SHERMER & BRIAN KEATING

Videos

  • Michael’s YouTube Channel

  • Mythvision Podcast - The Believing Brain: Why We Believe Anything At All? - Dr. Michael Shermer

  • Cambridge University Press - Michael Shermer on his new book, Giving the Devil his Due

  • StarTalk - StarTalk Podcast: Coronavirus & Conspiracy Theories, with Michael Shermer & Neil deGrasse Tyson

  • Powerful JRE - Joe Rogan Experience #961 - Graham Hancock, Randall Carlson & Michael Shermer

    • JRE Clips - Who Really Killed Kennedy? - Joe Rogan and Michael Shermer

  • TED - The pattern behind self-deception | Michael Shermer

    • Why people believe weird things | Michael Shermer

Books

  • Amazon Author Page - Michael Shermer

  • Audiobook Directory - Michael Shermer

  • The Believing Brain: From Ghosts and Gods to Politics and Conspiracies---How We Construct Beliefs and Reinforce Them as Truths  by Michael Shermer

  • Giving the Devil his Due: Reflections of a Scientific Humanist  by Michael Shermer

Episode Transcript

[00:00:04] ANNOUNCER: Welcome to The Science of Success, the number one evidence-based growth podcast on the internet, bringing the world's top experts right to you. Introducing your hosts, Matt Bodnar and Austin Fable.

[00:00:18] MB: Welcome to The Science of Success, the number one evidence-based growth podcast on the Internet with more than 5 million downloads and listeners in over 100 countries.

If you don't find some of your beliefs challenged by this episode, you weren't listening hard enough. Our guest, Dr. Michael Shermer, defends Holocaust deniers, debunks anti-vaxxers and much more in a sweeping conversation that hits at the heart of some of the most controversial and polarizing issues of our time. How do we search for truth in a world full of noise? How do we uphold free speech and freedom of inquiry during that quest? How do we wrestle with some of the biggest and toughest issues we face as a society today? We talk about all that and much more in this interview with Michael.

Are you a fan of the show and have you been enjoying the content that we put together for you? If you have, I would love it if you signed up for our email list. We have some amazing content on there along with a really great free course that we put a ton of time into called How to Create Time For What Matters Most in Your Life. If that sounds exciting and interesting and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com. You can sign up right on the homepage. That’s successpodcast.com. Or if you’re on your phone right now, all you have to do is text the word SMARTER to the number 44222.

In our previous episode, we brought back author Charles Duhigg to share the secrets and the science of building better habits. Be sure to check out that episode. Now, for our interview with Michael.

Dr. Michael Shermer is an author, the founding publisher of Skeptic Magazine, a monthly columnist for Scientific American, a regular contributor to time.com, and a presidential fellow at Chapman University. His new book is Giving the Devil his Due, a defense of free speech and open inquiry in politics, culture and science. He's also the author of The Believing Brain: From Ghosts and Gods to Politics and Conspiracies and many other works. His two TED Talks seen by millions were voted in the top 100 of more than a thousand TED talks. And he's been featured on media outlets around the globe.

[00:02:35] MB: Michael, welcome to The Science of Success.

[00:02:38] MS: Thanks for having me.

[00:02:40] MB: Well, we're very excited to have you on here today. And some of the themes and ideas you talk about in your new book, I think, are really important. And you open the book with a question, which I want to start with now, which is who is the devil and what is his due?

[00:02:59] MS: Right. Yeah. So giving the devil his due comes from that play and movie, the A Man for All Seasons, in which the argument is made that we have to censor speech and control people's lives and have to change the laws for that. And then the rebuttal is, yeah, but what happens when you're the person who's being challenged and the laws are all cut down that would normally protect you. Now you're in the minority position. You have no defense. So we have to give the devil as due for our own safety’s sake. So the devil is whoever you disagree with, whoever is you're in opposition to, whatever it is, politically, religiously, whatever your ideology your beliefs are. And it's kind of counterintuitive. Historically, the force of big agencies and governments and institutions to silence people has always been there. It's just natural to want to keep power, get into power, keep power and squelch anybody who challenges you. And in a modern society, that's largely done through rhetoric, through language, through speeches, through protests. And it's natural for governments to want to do that. So the founders of the country outlined exactly why you have to have a free press and the freedom to assemble and protest and free speech for individuals to say whatever they want. It's the only thing – The fact that they even had to write it down tells you that that's not natural.

And even today, the so-called cancel culture. It's just natural for people to want to silence those who are not going along with what you think is the right program to institute better race relations, or gender relations, or a more just and fair society and so on. And so we have to kind of remind ourselves of this all the time.

So the book, it’s a collection of essays over the years mainly focused on those and related themes. And then I gave some examples of why this is important. And like for example, I even defended David Irving, the famous Holocaust denier, who I’ve written a whole book about, the Holocaust denial called Denying History. And so I knew him and had interviewed him for the book. And I pretty much debunked all of his claims. So I think he has really nothing useful to say that has any semblance of reality when it comes to the Holocaust, right?

And yet when he showed up in Austria to give a speech, he was arrested at the airport. His passport was flagged. So when they scan the passport, they just pull you aside, and the police come and that was it. Next thing you know he's in jail, he has a trial. He's convicted and. So I wrote a letter to the judge saying, “Hey, I don't agree with this guy, but I put the principle of free speech. And above that even, it's even more foundational than anything else. And that essentially he was arrested for a thought crime. He hadn't even spoken yet. He was just thinking about giving a speech and he got arrested.” That's pretty draconian.

The fact is, for your listeners who are not familiar with this, Holocaust denial is illegal in quite a few countries in Europe, New Zealand, Australia, Canada. Even in Canada where hate speech laws are pretty strict. And so denying the Holocaust is under that rubric. That it could incite violence against Jewish people. Therefore it's hate speech. Therefore it should be censored. And we don't go along with that, at least legally in the United States, and for a good reason. Because who's to decide what's Holocaust denial?

I mean, Irving says, “Well, it was only like 1 million Jews who died, not 6 million.” Well, is that denial? A million still a lot. What if he said it was a hundred thousand? Where do you draw the line? What if one historian says it was 5.1 million and another one says it's 6.2 million? That's roughly the range that you see in the historical literature. Is the lower estimate, is that denial? What is that? Is it revisionism? Or if let's say there's a great debate in North American circles, North American historians, about how many Native Americans died after the European colonial movement began in the early 16th century? And it's a debate because no one kept track of how many there were here, say, in 1500. It could be 90 million, 70 million, 50 million, 10 million. The numbers kind of bounce all over the place. And how many died of disease versus guns and swords? It's not clear.

But let's say I think it was 10 million who died out of the 90 million, and therefore it doesn't count quite the same as if it was 80 million out of the 90 million who died, am I a denier for offering a different perspective? So you see where I’m going with this. That the problem is once you set up that system to censor people that are out of the mainstream, where do you draw the line? And who, who's going to decide this? You're going to have something like a thought police system, a language police? Somebody who monitors this stuff in the government or anything like that? So that's kind of the focus.

[00:08:17] MB: Well, we're jumping right into the meat of it. I figured we would probably talk a little bit about David Irving and Holocaust denial, and I have actually some questions around some other perspectives you have on that. But you bring up a really interesting point, which is this idea of if that kind of speech is banned, then you can't really have an intelligent discussion or exploration trying to get to the truth of the matter, right? How many Native Americans were killed, right? If we can't ask some of those questions, then we can't ever really find out the truth about what happened and how many actually died. And it becomes a very slippery slope.

[00:08:54] MS: Yeah, exactly. And once you start censoring people, then that becomes a cuss of love for them. So like, for example, when there was a movement to censor them in the late 90s and early 2000s, they kind of took that up as a cuss. Like, “Ooh! We must really be on to something, because look what they're doing to silence us. So send your donations right here at this PO box. We are getting the attention of the sensors,” right? So it even backfires against you, because it leads them to be even more motivated.

And then bystanders who know nothing about it might look from the outside in and go, “Huh! Yeah, why are they silencing these people? What are they saying that they don't want me to hear?” So you get the band and Boston effect. And what do you mean that book is banned? In that case, I really want to read that book if they're telling me I shouldn't read that book. So my approach is just the opposite. Just let them have their say. Say whatever they want. Publish all their newsletters. Write all the books that they want. Let everybody have their say. And that's how I approached it. That particular case I said, “Just send me a list of the things that you think are most problematic about the traditional story of how the Holocaust unfolded and why and so forth.” And they did. They sent me this list of like the 39 unanswered questions about the Holocaust. So Alex Grobman and I co-authored this book Denying History. We just went through the list. And we went to Holocaust historians. We went to all the death camps in Europe, all six of them. We went to Yad Vashem and the U.S. Holocaust Memorial Museum. We went through the archives. And we just kind of knocked them down one by one and we published all that first in Skeptic Magazine and the short version, then the much longer version in a book. And say, “Here's what they say and here's how we know they're wrong.” Boom! End of story. And then you decide.

No one's silencing anybody. And to me, that's the best approach, because then eventually they'll just go away, because it's clear they don't have a good argument. And we do this with everything. Creationists, what are their best what are their best arguments about the theory of evolution? And in both of these cases I noticed observing debates in which, say, a professional biologist would debate a creationist like Duane Gish, and they did terrible, because they thought if I just walk in there with knowing a lot about evolutionary biology, I’ll have no problem. Well, the debate isn't about evolution. It really isn't. It's about their particular talking points, and religion and science and kind of meta issues. And if you're not prepared for that or the particular strategies of like tiny little minutia, like how do you explain the evolutionary origins of this particular organ and this animal? And if you're not at the ready, if you don't know that particular one, then you just go, “Well, I don't know.” And then you look like an idiot and that other person looks like they got you.

And the Holocaust deniers, they do the same thing. Like why does the door on the gas chamber at Mauthausen and not locked? Come on. What's the story with that? If you're going to gas people in a gas chamber, you got to lock the door. So Alex and I, we went there. We went to Mauthausen. We went to the gas chamber. And sure enough, the door doesn't lock. And it's like, “Yeah, that's kind of weird. So what's the deal with that?”

And so we had a little guide with us and she didn't know. And then we got to her boss and he didn't know. And then we got the next guy up and he didn't know. And then all of a sudden I’m on the phone with the vice pre, whatever he was, the head of the department of all parks and recreation and memorials throughout all of Austria, like the top guide. He's like, “What's this about the door not locking?” I’m like, “Yeah, what's the story with that?” “Why do you want to know?” I’m like, “Well, we're historians. We're here to you know debunk the Holocaust deniers,” just so he understood we were not there to cause trouble. And he's like, “Oh, I see. All right.” And he didn't know. He's got to look it up.

And so finally it took me like two years to get the answer to that question, which was that that door that was put on there after the war, because the original door was – The gas chamber was dismantled and the parts were sent to different museums around Europe. And I forget where it is now, it's in Hungary or something in some museum. I was like, “Oh, all right.” So I mean nobody seemed to know that. It took me a long time to find that out.

Now, this is unimportant in the big picture really. It's kind of a tactic that deniers use. Like if you can't explain the door, then there was no Holocaust. They have a whole chain of reasoning about that. David Irving famously said during his trial in England, “No holes, no Holocaust.” It was like almost a t-shirt slogan. And people were baffled by this, “

What the heck is he talking about no holes, no holocaust?” Well, it was focused on Auschwitz II-Birkenau, had four big gas chambers and crematoria. And the design of these things was there was the – It was a subterranean gas chamber so that the SS guards got on top of the roof, which is only like three feet above the ground, and then they pour these Zyklon-B pellets through these holes in the roof.

And so Irving had this whole thing, “Well if you go there, you'll see there's no holes in the roof.” And like, “Huh! Yeah, that's weird.” So we went there and sure enough there're no holes in the roof because there's no roof. If the Nazis dynamited at the whole place, it's just rubble.” So it's like, “Oh! Okay.” So that was an easy one to debunk. But it's like that's the kind of strategy that if you don't rebut it, then either people that know something about it or baffled, or at worst, outsiders is looking in going, “Huh! Yeah. What's the deal with that? Why are there no holes? Hey, I wonder if there is something about this Holocaust thing we've been bamboozled about. Maybe this Irving guy has something interesting to say. I should look into this more.” Then you have a rebuttal, “Oh, okay. So the Nazis dynamited the gas chamber. I see. Okay. Never mind. There's nothing to this Holocaust denial thing.” Again, just people have their say and rebut their speech with better speech.

[00:14:35] MB: I think it's really important to highlight the fact that you quite literally wrote a book refuting holocaust deniers, and yet you still staunchly advocate for the David Irvings of the world to be able to share their opinions. And correct me if I’m misunderstanding this, but the reasoning is basically that by letting those opinions out, you can freely debunk them and let people realize, “Hey, this is completely ridiculous, and it's totally disproven.” And by bottling them up or trying to, as you later called in the book, ban evil, you actually start to let some of those things ferment and you rob people of the ability to have the discourse around what those issues are and why those things are or aren't the case.

[00:15:22] MS: Yes, and this this backfire effect as I call it, it's particularly prominent in college campuses now with the whole censorship, and safe spaces, microaggressions, things you can and cannot say. It's political correctness from the 80s and 90s just run amok. And this is mainly related to race and gender issues. People that are not in the academy, they’re kind of watching this clips on Fox News pretty much every night about campus craziness. And they think, “Huh! Yeah, what's the story with that? What's the deal? Why can't we talk about gender? Why can't we talk about these race issues.”

And on campuses, everybody knows there's certain things you just cannot talk about. There's a lot of self-censorship. This is a big concern that a lot of us have. But that aside, the backfire effect is that people of all places, the academy, universities and colleges, people are thinking, “Well, what's going on over there? Why should I send my kid to some college that cost fifty thousand bucks a year and they're not even allowed to talk about important issues? I mean, come on there's not one right answer.”

And just to kind of give one more fundamental principle here underlying all this is that no one's omniscient. No one has the answers for sure. There's no 100% certainty on any issue. So the only way to find out, kind of approach the truth or get closer to truth, is to talk about it. We only have our thoughts that are locked in our heads. And the only way to get those thoughts out is by pan or speech. And so we have to protect people to put that out there even if it means defending the David Irvings, or let's say, Jared Taylor, or any of the you know kind of modern neo-Nazi or white supremacists. Let them have their say and just show, “Well, why is it that they're wrong?”

I mean, if somebody says, “Well, blacks are score lower on IQ tests than whites. And white score lower than Asians. Okay. Well, why is that? Well, it's obvious it's just pure culture, 100% culture the tests are biased.” Well, yes. That's one hypothesis. And there's some evidence for that. But there's other arguments that are made of which you're not even really allowed to talk about on college campuses. And that only makes people think, “Huh! Yeah, I bet there is something else, and that's why they don't want to let us talk about it.”

So instead I said, yeah, go ahead. Charles Murray wrote that famous book, The Bell Curve, in which he talks about these genetic inherited differences along with cultural differences. And he was roundly criticized for that. And, well, to me let the Charles Murrays of the world have their say. And then just explain exactly why that argument is wrong. I want to know. What's the counter argument to that? Or the climate deniers, how do we know global warming is real and human caused? How do you know that? This guy says it isn't. What’s the story? I want to know. Where can I read about this? Well, this issue particularly, we're all over that. We have a couple of really classic articles at skeptic.com if you just Google, go there and just search under global warming, you'll see these, “How we know global warming is real and why it's human caused. Here are the 25 arguments, or the 15 arguments.” And here's what the skeptics say and here's why they're wrong. Boom! Boom! It's because people really do want to know that. Again, no one knows for sure. I mean, climate science is a technical science. How do I know? What do I know? I’m not a climate scientist. I just see stuff on CNN. I see stuff on Fox News. I read the Wall Street Journal. I read The New York Times. I don't know what to think. That one person says this. The other person says that. They don't agree with each other. How am I supposed to adjudicate this as an outsider? So you got to let people have their say. And that's giving the devil his due.

[00:18:56] MB: And this really dovetails into the broader importance of freedom of inquiry, right? And this idea that, to me, and you touched on it a moment ago, there's a really important humility in admitting that I don't know all the answers. And oftentimes if we can't explore and truly have an open dialogue about why certain social or political issues are the way that they are, then we can't really get to the root cause and actually solve it. And when you start to criticize people for the questions they're asking, even if those questions are coming from a place of curiosity, humility and desire to ultimately solve an issue, to me, that's when things start to get very dangerous.

[00:19:44] MS: Yeah, exactly. Yeah, there's a lot of research in cognitive psychology about people's – The sort of mismatch between people's ideas about what they know and what they actually know. And the latter is usually far less than the former. So if you ask somebody something simple, like do you know how an internal combustion engine works? Or do you know how a zipper works? Or do you know how a toilet works? People, “Oh, yeah, of course.” “Explain it.” “Well, the thing goes there, and the thingy does that.” They're dumbfounded, right?

So most of us think we understand something. You kind of visualize it in your head. And that's something simple. But if you say, “I’m against NAFTA.” Or, “I’m against our current immigration policies.” Well, what is NAFTA? Well, it's that North America Free Trade. Yeah, I don't even know what countries are in that. They're dumbfounded. What is our current immigration policy? What percentage of U.S. GDP is allocated or the federal government budget is allocated for foreign aid and support? Oh, it's like ten percent. No. It's like less than one percent. Now people have an idea of what they think is right and wrong about things or that they understand things, but they don't.

So really when they opine about issues like global warming, or evolution, or whatever, really what they're doing is just kind of socially signaling I trust the institutions of science. Therefore I think global warming is real and human cause because that's what scientists are telling us. And I trust them. Or I don't trust big scientists. I don't like government agencies and big corporations and things like that. And therefore I don't trust them. And therefore I doubt it, vaccines, or climate change or whatever.

But if you ask people, “Well, what is the science behind climate center? What do you know about vaccines?” Again, people are largely dumbfounded on both the left and the right. So liberals who say, “Yeah, I fully accept global warming is real and human cause.” Studies show that, in general, they have very little knowledge more than conservatives who doubt it. In other words, no one really understands climate science in the general public. I mean, we just have this kind of general understanding like, “Yeah, I know how an internal combustion engine works.” Or, “I think I know how zipper works, but I really don't.” In a way, I’m just saying, “Yeah, I trust the government to give this sound advice on vaccines. So I’m going to go get vaccinated.” Or I don't trust the government. Or I don't trust big pharma. And so it's really kind of a proxy for something else that's a deeper foundational principle in their world view of trusting or not trusting government or corporations.

[00:22:21] MB: That's a really fascinating insight. And something that I wrestle with, which you just touched on, is this idea that the reality is most people in the general public don't understand most of the fundamentals, the data, the science, the things that underpin anti-vaccine, climate change, all of these different ideas. How do you think about – And the Covid response over the last 18 months has been a really interesting catalyst to explode a lot of these issues. But how do you think about the flip side of the coin in terms of the holocaust deniers, or the anti-vaxxers, or whoever, the anti-maskers, all these kinds of people? How do you think about the idea that the denial in and of itself can be dangerous in a world where people don't understand most of the issues?

[00:23:12] MS: Yes, and the Covid one is certainly interesting. Well, in the early days, of course, no one knew much of anything. So we were kind of groping for what the right thing to do was. The masks, no masks, then masks, and social isolation, close down the economy, businesses and so on. And now we're kind of approaching that again with the Delta variant. What’s the right thing to do? Pretty sure we're not going to shut down the economy again. Businesses will stay open. And we'll just have to be careful about being masked and so on. And that would be far less concerning if everybody was vaccinated that can get vaccinated. Again, there're a small percentage of people that can't get vaccinated for medical reasons, their age, or immune-compromised, or they’re very young children. And therefore the argument that people surrounding them cannot be vaccinated should be vaccinated so that the disease doesn't spread. That's the argument.

But we're not near that. I mean, we're like 70% now. It really needs to be like 80% to 90% for herd immunity. And even that may change because of the Covid variant. And so at the moment, as we're speaking here on August 4th, 99.99 of the people being hospitalized or dying from Covid from the Delta variant are unvaccinated. And it's not that the vaccinated can't get Covid, the Delta variant, they can. But the viral load will be so low it won't cause them to have to be hospitalized or to die, and they're less likely to spread it. Well, this is now changing by the day. But slightly less likely to spread it because they have a lower viral load to give, sneeze, or cough, or whatever to get it out there. Anyway, so that's the argument. And what you usually hear with the vaccine hesitancy people is, “Well, what about the side effects of the vaccine?” And I have to say, I went through this recently with one of my own employees who I found out was not vaccinated. Well, why? Well, because I heard about this guy that got a seizure. Probably, I think she was talking about anaphylactic shock and/or another person that died, or somebody who had a blood clot or whatever.

Well, if you look at the CDC, they say, “Well, yes, no vaccine, and more generally, no medical procedure of any kind ever is 100% effective and has zero side effects.” So it's a risk benefit analysis you have to make. And this vaccine happens to be the best vaccine ever invented ever. It's incredible the form of technology. That's not injecting your body with a portion of the SARS-Covid-2 virus. You're not getting any of the virus. It's a genetically modified system. And yet nevertheless, there're some slight side effects. So with the anaphylactic shock, for example, when you get your vaccine, they have you sit there for 15 minutes. You would know within 10 minutes if you're having a reaction or not.

And when I got mine they asked me if I’ve ever had that. I said, “Yes, I had a bee sting like five years ago when I was out on a bike ride and I swelled up. And I practically blacked-out. It was a concern. My wife had to take me to the ER and so on.” They're like, “Okay. Well, you just sit here for half an hour just to make sure.” I said, “Okay.” And I had no reaction. Okay.

In other words, even the side effects, we know about them and we can deal with them. But even with that, compare that to the 600,000 dead. What about the person that was on the news last night, two nights ago, 31-year-old guy, has a wife and a six-year-old son. He's in the hospital dying from Covid. I think he may pull out. But he could barely breathe, barely talk. And while he was talking he said, “I didn't get vaccinated because we're a strong conservative family.” It's like, “Oh my god!” This is the kind of thing that's what I’m talking about with proxy truths. It's a stand-in for something else. I’m not getting vaccinated because why? Well, because conservatives don't do that. What? I mean, where are you getting this first of all? Every one of the Fox News hosts are all vaccinated. They're all socially isolated. They live in gated communities. The kids go to private schools. I mean, come on. That's not a conservative value. But that's the impression people are getting.

Anyway, it's just how to combat, it's really hard in this particular case. I had no effect at all. Just going through all the analogies, you have a greater chance of being struck by lightning than having an anaphylactic shock. The numbers are roughly the same probability. And last year, 38,650 people died in automobile accidents in America. 38,680. And no one has any driving hesitancy. People just get in the car and just drive around. They text, they check emails, they read the paper and they put their makeup on and eat sandwiches, all this without a second thought, right? But it's like, “Ooh! The vaccine. Oh dear! It's like I’m concerned about that .00001% side effects. Compared to the 600,000 dead.” So the thinking is not clear on that. And there's not been quite a bit of research on this, “Well, why is a vaccine, say, different from car risks?” And it has to do with to what extent you have control over what you're doing. And the vaccine as well as the virus is invisible. You can't see it. They stick in your body and you just hope for the best. It feels like voodoo, or witchcraft, or feel something paranormal, supernatural, spooky evil.

And that goes back to the 19th century original anti-vaxxers. When the vaccines really were until recently just a piece of the actual virus that causes you sick and it makes you slightly ill. And then your body builds up immunity so that when you get the real disease it can fight it off. That was kind of overly simplified argument for vaccines. But this fact, you understand why people might go, “Ooh! You're going to inject me with some of that bad stuff?” It'd be almost like saying, “Well, here's a little nuclear radiation now such that when the nuclear plant nearby melts down you'll be protected from that.” No one's going to go for that. It's like I don't want to get a little bit of nuclear radiation. It probably has something to do with that and lack of control and shaming people. Like don't you feel a sense of moral obligation to protect your family, kind of a common response to that 31 year old man? Isn't the conservative family values thing to do is to protect your family and yourself from dying? But studies show that shaming people like that makes it even worse. They're even less likely to get vaccinated. So I really don't know what to do other than here's the facts. Just please think about it. Just sit on it for a day and just think about it. And yet still, I think the – Let's see, 30% of people who have not gotten vaccinated yet in America, I think it was 80% of those said they will never get vaccinated under any conditions no matter what the evidence is. And short of a legal just mandate where you have to do it. I don't know what's going to convince them.

[00:30:13] MB: I mean, I’m a huge believer in in freedom of inquiry. And to me, that's one piece that I just think about the damaging side effects of the other side of the coin, which is the people who are spreading the message of anti-vaxxing, for example, or Holocaust denial, or any of these things. In the Covid case, I mean, they're causing real social harm potentially. How do you think about reconciling that with the fundamental importance of ensuring that we have freedom of inquiry and debate and free speech?

[00:30:49] MS: Yeah. Well, in that particular issue, again, I just say let everybody have their say. You think that hydroxychloroquine is going to be a curative for Covid-19? By all means, write a blog about it. Post about it on Twitter and have a podcast about it. Or either – What's the new one? Ivermectin I think it is? I keep stumbling on that word. But now that Brett Weinstein was talking about on his podcast. And then YouTube's, “Oh! We're going to demonetize you because you talked about that drug that doesn't have any evidence for it or has only partial evidence that it could work against Covid-19.” Well, come on. Who is YouTube to decide? Who's making that decision about who can talk about what on their own podcasts that of course are platformed on YouTube? So that's the problem. Just let everybody have their say. What's the story with these drugs and I’ll decide. That's what I’m thinking about that.

Now, the related issue on this to what you'd said has to do with freedom. A lot of countries like America that are very freedom-oriented like this – We’ll just say the United States. People have a misunderstanding of what freedom means. They think well it means I could do whatever I want. No. That is not what it means. It doesn't mean that at all. To live in a civil society and a rule of law with the constitution, and norms, and customs, and regulations and so on, these things are there in place so that you are actually freer by preventing you from doing certain things. So my simple analogy is you're not free to drive on any lane of the highway that you like, left side of the road, or the right side of the road. Hey, I should be free to drive on any side of the road I want. No. No, you're not. And if you think that, then you're not going to get a driver's license. We will outlaw you, ban you from driving. And if you do it anyway, we'll lock you up. And that's to make everybody freer. So the standard libertarian line on this is freedom to swing my arm ends at your nose. And all libertarians understand that. They go, “Yeah, yeah. That's right. That's right. We got to have rules. We believe in the rule of law.” “Yeah. Okay. Well, how about vaccines?” “Oh, except that.” “Well, why? Shouldn't I be free from your germs?” Like the smoking issue. The reason we ban smoking in restaurants and airplanes and so forth is because it there's some evidence for secondhand smoke, but it stinks. It makes my life lower quality and less pleasant when you smoke. So don't do it. Smoke in your own house. Stink up your own house or whatever. You're free to do that. Or I should be free to ride my motorcycle without my helmet. Yeah, but when you crash and bust your head open and you don't die, then I got to pay for it through healthcare through higher premiums and through taxes and so on. So it affects me. So these unintended consequences of your allegedly free behavior any more than we don't allow the fossil fuel burning coal plant to just dump the waste down the river that I get my water out of. Nobody thinks that's all right. No economist would say there should be no cost for that. even the most libertarian economist.

So people get confused about this, I should be free not to get vaccinated. Well, sort of, yeah. But then your kid can't go to school. You can't work in a public job where you encounter people, because these are what are called collective action problems. How do we solve problems that we all have to do our share? It sounds like a collectivist, socialist, communist kind of thing. But it's not. It's what all civil societies, all of them. Even the most democratic libertarian-free, they all have restrictions for good reasons. And so I think the vaccine argument should be construed in that context too. I should be free from your germs and is to whatever extent we can through laws and regulations.

[00:34:45] MB: How do you think about the other side of the coin, which is the second piece of this? And you touched on it earlier as well, this idea that most people don't understand a lot of the fundamentals that underpin a lot of these big decisions, right? If I’m a member of the general public and I don't have the time, energy, inclination to research about whether or not I should get a vaccine or whether or not this race or gender issue is really important and kind of where it comes from, how do you think about how we can help provide those people with the tools, the abilities, the resources, et cetera, to form thoughtful opinions about things and sift through the deniers out there?

[00:35:29] MS: Yeah, this is a hard one. And so we have fact checking sites and the idea that media sources have fact checkers. All the fact checking sites, like Politifact and Snopes. These are good sources. Any major media institution usually has a deep base of editors that fact check things. You hope some most of the bad stuff gets filtered out as opposed to nobody's blog or podcast where there's no fact checking at all, there's no editing. So you should trust the former more than the latter. Not that the latter. Some lone person on a podcast can't come up with the right idea. You can. But most of us are ignorant of most things. And so if you're not engaged with other people that check you and fact check your own statements, then you're more likely to make errors. So that's the reason in science we have peer review. But that would be true for journalism as well.

Which sources? And we all know that The New York times has a left-wing bias and wall street journal has a right-wing bias. We know CNN, Fox News quite different even on the same issues. You can toggle back and forth. You can't believe they're even talking about the same thing that they're so different. So there you just have to you kind of do a little bit of heavy lifting yourself and just read and decide.

And another principle to remember is it's okay to change your mind. In fact, it's a virtue. When the facts change, you should change your mind if that's the right thing to do. There's no virtue in just saying, “Well, I’m going to believe X no matter what the evidence is because that's what I said I believe. That's what politicians tend to do.” They tend to say, “Well, I’m a liberal, or I’m a conservative. So these are my half dozen core beliefs. I will never change them because it's how I define myself.”

Well, then what do you do when a new evidence that comes in that shows that one of those, say, six core beliefs is wrong? Do you change your mind or not? A lot of people do, but a lot of people don't. They just say, “Well, I don't care what the evidence is.” Okay. That's a problem. So to deal with that you have to kind of do an end run around it and say, “No. No. Keep your political beliefs, your religious beliefs, whatever. And just on this one particular issue here, it's okay to change your mind. You have to give anything up.”

So like I was at this conference, Freedom Fest, last weekend and one of the speakers was talking about – He started telling this story about when he was a journalist covering the AIDS crisis when it began in the late 80s and into the early 90s. And he was talking about the Journal of the American Medical Association published this article, research articles, showing that the AIDS virus can be transmitted through just like swimming pool, showers. It's in the air. It's respiratory. You can get it from just being on the same bus with an AIDS victim and so on. And of course we found out that was absolutely not true. It's a blood transmission and bodily fluid transmission through sex and so on, and blood transfusions. But this guy, the reason for telling the story is the guy then pauses and says, “And guess who the author of that article was? None other than Anthony Fauci.” And the whole room erupted in just laughter, like, “Ah! Not Anthony Fauci. What an idiot. He once believed that and now he doesn't.” Yeah, that's right. New evidence came in that showed that study was wrong. And Anthony Fauci said, “Well that was wrong. Okay, here's the new evidence.”

And so fast forward to 2020. Anthony Fauci says this, Fauci says that. And you watch Fox News, like you see the guy's an idiot. He doesn't know anything. He's an ideologue. He just keeps flip-flopping. He's a flip-flopper. Because in politics, that's a bad thing. But in science, and when it counts for reliable knowledge, flip-flopping is a good thing. You change your mind when the facts change. And we've seen that happen over and over and over in the last year and a half. Should we have mark or no mark? How far apart should we be or not? When should businesses open? What's the rate of spread at which a governor, or a mayor, or the president has to say, “Okay, we've reached a critical barrier here.” That usually has to do with to what extent local hospitals can handle the number of patients that are coming in. And here we are first week of August. And we're starting to approach that here in L.A County, for example.” So yeah, that's normal. That's good. So you kind of have to pay attention to what's going on, which you would do anyway for other parts of your life. The people that are vaccinated, for example, they hold down jobs, they have families. They're able to maintain a bank account and pay their bills. They're rational people. Why are they irrational on this one particular issue? It's baffling. And so a lot of us are trying to figure out how to deal with that.

[00:40:08] MB: It's so interesting to me that this thread of free speech, freedom of inquiry, the quest for knowledge, the humbleness and humility to change your mind and try to rationally evaluate just what's true really has – In many senses, even just in the course of this conversation already exposed some of the ideological and dogmatic thinking on polar opposite ends of the political spectrum. I find that to be really interesting.

[00:40:37] MS: Yeah, totally. Well, the fact that it is polarized politically tells us that these knowledge claims are not just empirical truths that we can get to through better data and analysis and reason that they stand in for something else. That something else being political truths, or maybe religious truths, or ideological truths, or whatever. And if you don't understand it, then you're not going to understand why people are denying it or hesitant.

Just think analogously about conspiracy theories. Just take Qanon. So my next big book is on conspiracies, conspiracy theories. So I opened it talking about the insurrection on January 6th. And here's these videos of these people walking around the Capitol Dome with their selfie photos and what it’s like – And the guy with the confederate flag and the other guy with the Viking outfit, the so-called QAnon Shaman. So I just asked, “What are these people thinking? What did they think they're going to do when they get in there?” And I think most of them hadn't given any thought at all. They're walking around taking selfies like they're on vacation. It was just stunning. And so what if they had gotten into the chamber where Nancy Pelosi was say before they whisked her out, and Mike Pence for that matter? And what were they going to do? Would they have killed them? Maybe? And then what? They take over the government? How's that going to happen? I mean, they cannot possibly have thought this through.

And what is this all based on? It's QAnon conspiracy theory about the rigged election in particular and then the larger issue of the democrats are running this secret satanic pedophile ring by Hillary Clinton and Tom Hanks and other – George Soros and other liberals that are conducting this nefarious evil plot. And we have to put a stop to this. And now do people really believe that? Well, one guy did. His name was Welch. And he went to the Comet Ping Pong pizzeria in Washington, D.C. where this cult was allegedly conducting its pedophile blood drinking ring in the basement. And he went there and barged in with his gun. He had an AR-15 assault rifle. And where's the basement? There's no basement here. What are you talking about? And then he shot up the roof. And I’ve come here to rescue the children. They're like, “What? What are you talking about?” And so he got arrested. He went to jail. And now he's like super sorry he did this idiotic thing.

He sat down Ted Cruz, somebody like this. Do you really believe this or any just kind of rational thinking republican who takes the box on a survey? Do you think there's something to QAnon? Yeah, yeah, I think there's something to it. And you walk them through the scenario I just presented. Do you actually believe there's a secret satanic cult of pedophiles led by Hillary Clinton in a pizzeria? They would have to say, “Well, no. Of course not.” So what are they saying when they say I believe this? My theory is that it's a proxy for something else that I don't trust democrats, I don't trust you know government agencies especially run by democrats. That Hillary, she lied about other things and that just Benghazi. Remember the Clintons back in the 90s with the white water scandal and Vince Foster. Wasn't he murdered by the Clintons? Or Jeffrey Epstein. This is where the pedophile thing comes. Jeffrey Epstein famously like teenage girls, underage teenage girls. Well, these weren't children. These weren't like six-year-olds. These were like 15 year olds, right? But from there you can just go, “Well, yeah, Clinton was on Jeffrey Epstein's jet and that island. Therefore the Clintons – And they were underage girls. So that's pedophilia. Therefore the Clintons are involved in a pedophile ring. That's kind of the logic of where they get to that.”

Well, Clinton was never convicted of murdering Vince Foster. He wasn't murdered. And yeah, yeah, but I don't really trust those Clintons anyway. Or I don't like those democrats. Everything they touch turns to rot. It's just socialism. And we're not going to have that in America. They want to they want to destroy America.

So the QAnon specific conspiracy theory, even if you debunk it, those people aren't going to go, “Oh, in that case I think I’ll vote for a democrat next election round.” No. They're never going to vote for a democrat. They don't like democrats for these other deeper reasons that you have to kind of explore to find out.

[00:44:48] MB: So fascinating. And I want to pivot the conversation or zoom out a little bit and talk about the broader concept of scientific humanism or enlightened humanism and how you think about really what that is and how we can approach the world in a more humble, curious, open-minded and thoughtful way.

[00:45:12] MS: Yeah. So this enlightenment humanism or scientific humanism, the subtitle of my book is Reflections of a Scientific Humanist. Whatever you call it, I’ve kind of steered away from secular humanism as a phrase. That's been around since the 1930s. Largely emerged out of kind of far left liberal thinking from the Roosevelt era in the 1930s and into the 1960s, and they've always kind of towed a far left political agenda. And that's not my perspective. I’m kind of a classical liberal or libertarian, whatever phrase you want to use. I’m not a conservative either.

So I always was bothered by that. If you're not pro-choice and you're not this and that on these 10 different political issues, you're not a humanist. I thought, “Oh, that's a big mistake.” When I got involved in there in the 1990s with humanists, and then I just end up starting my own magazine, Skeptic Magazine, it's more science-oriented. But I always was bothered by the kind of limiting the umbrella of who's you're going to embrace and allow to be a humanist. So I like scientific humanists or enlightenment humanism because it's broader. Anybody should be interested in being part of that movement, because it harkens back to the enlightenment and the scientific revolution and the idea that we can achieve reliable knowledge. We can have something like – Or at least approach objective knowledge. We can find truth. There are truths about the world. It's not all relative. It's not just pure cultural relativism, post-modern deconstructionism or any of that. Those guys are wrong. You don't have to know anything about it to know that they're wrong, because if you just glance at any of their writings, they're just loaded with arguments. But they're arguing to say that evidence and arguing doesn't count for anything. Well, they just contradicted themselves. Why should I believe you and your argument that reason isn't sound? You just use reason to try to convince me that reason isn't sound. You've just contradicted yourself.

And so the enlightenment idea is that there is an empirical world. There is a reality. We can know it. Not a hundred percent, but we can approach it. We can get closer to the truth. And that some systems are better than others. And then from there you can expand out to not just empirical truths about science, but politics, economics. Some systems really are better than others. Would you rather live in North Korea or South Korea? East Germany versus West Germany during the Cold War? It's obvious. Pretty much everybody will say, “Oh yeah, of course, South Korea versus North Korea.” If you ask North Koreans, they’re going to say North Korea because they know they'll be locked up and sent off to prison if they don't say otherwise. Not that pollsters can even get in there to ask, but we know that people want to be free. Would you rather be healthy or ill? Would you rather be alive or dead? Would you rather be enslaved or free? Would you rather be educated or ignorant? Everybody knows the answer to those questions. So from there, you have a foundation of a moral system that human flourishing, individual human flourishing is our starting point. And democracies are better than autocracies. And market economies, even regulated ones, are better than command control economies that put too many restrictions on free trade and so on. And international free trade is better than economic nationalism.

So Trump, just to let you know, Trump is not a conservative. This is a foundational principle of all conservatism is free trade, international trade. Starting with Adam Smith and Trump saying, “No. No. No. Economic nationalism, that's just mercantilism that Adam Smith debunked centuries ago.” And these are tried and true principles we've discovered through science, through reason, through experiments, through just history. I think history is a science. These are experiments. These countries tried communism for almost a century and it failed. So let's not do that again. Or nationalism, that led to First World War and the Second World War, nationalism. Let's not do that again. That was a bad idea. Let's jettison that idea and do something else. And these are experiments, 50 different United States had 50 different state constitutions. They all have different laws and customs and norms about, let's say, gun control. Well, you can look at the outcomes and control for different variables. And so this is what social scientists do. You can say, “Well, look, this one leads to more gun violence. This one leads to less gun violence. Let's do the latter, because we agree, gun violence is not good.”

Now, that particular issue again is fraught because of these moral foundational principles that underlie it. I’ve met many conservatives and libertarians that say I don't care how many people die of gun violence. It's roughly the same as automobiles, about 35, 000 a year, suicide, accidental, and homicide. And they said, “I don't care if it was 350,000. I want my guns.” Their freedom, second amendment, freedom to own guns. Trump’s – Well, the kind of public health crisis of too many people dying from guns. Therefore you have to do something else. You have to try to get on the same page with them. Don't you agree it would be better if fewer people died of guns? Well, yes. Of course I agree with that. Or like with pro-lifers, I argue that abortion, the issue's not really about abortion, because if you make it about abortion, they're not going to budge. But if you say do you think it would be good if fewer women got pregnant that didn't want to have babies? Well, yes, because that would lead to fewer abortions, right? Because that's what an abortion is, the ending of an unwanted pregnancy. Okay, how can we do that? Look, here's some studies that show that women that are educated, women that have economic empowerment, women that have access to free or inexpensive birth control don't get pregnant as much. And therefore they have fewer abortions.

So instead of saying let's ban abortion or let's legalize abortion. Just let's see what we can do working together, all of us, to reduce the number of unwanted pregnancies. So there my strategy is to do an end run around the moral issue, because people aren't going to budge on that. They're too stuck, particularly if they've ever spoken out publicly about it. They're just not going to change their mind. Cognitive dissonance is too powerful.

[00:51:19] MB: Very insightful and the idea you've touched on a couple times that I think is really important is this notion that a lot of times a stance on a particular public policy issue really is just a reflection of a much deeper moral underpinning that really in some cases may have very little to actually do with the having logically rationally thought through the position and more to do with a core component of someone's identity. And the corollary of that is this notion that we have to think about intellectually creative approaches that can, as you said, do an end run around that. In some cases to try and get people to agree to social goods that may be in the benefit of everyone without getting tangled in a lot of the moral knots that we can so easily get tangled in.

[00:52:10] MS: Yeah, that's right. For like creationists, for example, who are they? Well, they tend to be mostly religious Christian fundamentalists or evangelicals. All right, what is it that bothers them about the theory of evolution? Because most of them don't know anything about it. Most people don't know about evolutionary theory. The average Harvard undergraduate cannot explain how natural selection works, right? So it's a separate issue. And, by the way, they tend to think it more Lmarckian. Like, well, if the giraffe stretches its neck, then it passes on the longer neck to its offspring. No. That's not how it works. So the average person can't even get it right. So that's not what's really going on. What's going on is they think, “Well, if I agree that evolution happened, that means I’ve got to agree that there's an older earth.” The Bible say seven days. Yeah. Well, maybe they are ages. No. No. It says days. And it said God created the sun and the moon, and then animals, and then the plants, and then the animals and so on in that particular sequence. I feel like if I give that up, then I have to give up the next thing in the next book in the Bible. And then pretty soon I’m not agreeing with anything that the bible says. And therefore there's no moral foundation to my life. Or there's no moral foundation to America if we go down this road, because don't those evolutionists, aren't they atheists? And atheism is a bad thing because they don't believe in any right and wrong and they don't believe in morals and anybody should be able to do anything they want. They have all these crazy ideas about atheism and humanism and so on. And so therefore they draw the line. They, “Okay, then I can't accept the theory of evolution.”

So I just do an end run around that. I say, “Hey, look. Most religious people actually accept the theory of evolution, a lot of Protestants. Most Catholics now believe it since the pope issued that encyclical in 1996 saying it's okay to accept the theory of evolution. It's true. It really did happen. And has nothing to do with the soul. And this is what religion deals with. And this is what we believe as Catholics. And you can accept the theory of evolution. Oh, boom! Okay. Good. That was a good move. Even though I don't believe in souls and in the afterlife and all that, who cares? At least the head of the Catholic Church said it's okay to accept evolution.

Well, now I would not give any evangelical fundamentalist a copy of Richard Dawkins book, like the Selfish Gene or The God Delusion or any of his books because he's an atheist. He's the most prominent atheist in the world. So they're going to read that thinking, “Oh, this guy's an atheist. So what is he? I can't trust his judgment about evolution.” So I’ll give him Francis Collins book, The Language of God. Francis Collins was the head of the Human Genome Project. He's now head of the National Institute of Health. He's one of the greatest scientists of our age, and he's an evangelical Christian whose book talks about why he accepts Jesus as his savior. And the rest of the book is about how we know that evolution happened and how we know that theory is true?

So there, I’m kind of doing a red team blue team sort of thing. Well, this guy on your team, your religious team, who's one of the smartest people in the world, one of the most accomplished scientists ever, he says the theory is true and it's okay to believe it. And you get to keep your belief in Jesus as your savior and so. Oh, okay. Now they're far more open to the idea through that strategy.

[00:55:30] MB: It's so fascinating. And lest we leave one part of the political spectrum or another unoffended by this conversation or their beliefs unchallenged, which I think is really important that we're challenging – You should be challenging yourself constantly and updating your beliefs and being humble and intellectually curious, which is the whole point of this idea of free inquiry and free speech. I’m curious coming all the way back to what we talked about at the beginning of the conversation, how do you think that a lot of the challenges to free inquiry and free speech have emerged out of our existant campus culture? And how do you think we should approach resolving that?

[00:56:10] MS: Well, to steel man their side, it goes back to the early Civil Rights movement and then the Women's Rights movements that language matters. What you call an African-American and what you call a woman matters. It could be demeaning. Of course, the N-word is the obvious example. But just calling – Just something simple like changing the mrs modifier for a married woman, miss or mrs. There's nothing like that for men. Why is that? Well, because historically men had all the power, the ownership and so on. It wasn't necessary to have that designation. So it was famously changed to ms. And there was a little bit of pushback like all these crazy feminists.

But then in time we all got used to changing our language that way. No one today hopefully would use the N word certainly. No white should use the N word. I wouldn't. And I think that's okay. That's understandable. And language does matter. And those kinds of things over time can be tracked. You can you can kind of see in the history of literature, say, the last century. Approximately what decade a novel was written in, let’s say 1910s, or 20s, or 50s, or 60s of the kind of language used to describe blacks and women and Jews and other minorities. It's like, “Wow!” I mean, they're almost embarrassing to read now. It's kind of painful to read. Then you get these pushbacks, “Well, we shouldn't then have students read Mark Twain and Tom Sawyer and all that because it uses the N word.” Well, okay. It's okay to read literature for what it was, because that's the whole point. And in that case, Twain was pushing back against the racism of his own time and using the word purposely to kind of jar his readers and seeing how wrong this treatment of blacks was in the south, the Mississippi and so on.

Anyway, so I understand why political correctness took off in the first place. Then once you go down that path, then you start policing speech. It's like, “Well, if this word is bad. What about that word? And how about this phrase and all these descriptions?” And you end up with this laundry list of microaggressions that the University of California published a couple years ago. Distributed to all faculty and staff and students, these are the things that are triggering and racially or genderly sensitive. And you shouldn't use them. Like what? Well, like asking, “Where are you from?” if somebody has an accent.

Well, according to this list, this is a way of saying, “So you're not really normal here. You don't belong here. Where are you from?” As if everybody's going to take that as an insult or a cultural appropriation. Taco Tuesday, there was a big roll over that at Cal State Fullerton a few years, ago 2015, about white non-Hispanic students enjoying Mexican food. Well, if you've ever been to Southern California, you're not going to drive 10 feet without encountering Mexican food. It's one of the great cuisines of our time here. It's great. I love Mexican food. How is that culturally appropriating? That's culture. All culture is appropriating.

But you can kind of see how you say something like dressing up in blackface is offensive to blacks. Yeah, I get that, absolutely. Well, so dressing up in a Mexican sombrero or dressing up in a native American costume with feathers, is that the same as blackface? I think it's not the same as blackface, but you can kind of see the reasoning, the chain of causal reasoning from one to the next. But the problem is then then you go too far down the path. And then no one wants to say or do anything. They're afraid, “Well, if, gosh, this is going to open somebody somewhere, I better just keep my mouth shut.” That's not good, well, for culture, for a civil society, for a free society. The whole point of free society should be free to speak your mind. And even if you're offensive – Well, okay, then – But that's a slightly different distinguishing between government censorship and then just the kind of customs or norms of silencing people. We're not really free to say anything you want. You're not going to tell your spouse or your best friend something horrible that you just thought about them. That would just be being a jerk, just be offensive. Just keep your mouth shut.

From there, we all silence ourselves for good reason. It's better to live in a polite society where you don't say nasty things. So we all do that anyway. But what we're really talking about here is the silencing of people's opinions on ideas that matter, immigration, abortion, foreign wars, and racial issues, gender issues. Should trans women, that is men, male to female trans, should they be allowed to compete in Olympic Sports? Well, there was a big story in paper this morning about the weightlifter, the trans woman was a man weightlifter. Well, she ended up failing in her three attempts at getting this huge weight over her head. So no big deal. She didn't take anybody's medal away from them. That was a woman that was not originally a man and so on. So it wasn't an issue. But someday it's going to be an issue. This has already happened in some track and field events where a trans woman who was a man just out sprints these women. They're just competing for second and third place. And the fourth place person isn't going to be on the podium because of that.

Well, here you have conflicting rights, the rights of trans to be free to do what they want in society and the rights of women to not have to compete against men because of the physical difference. So how do you resolve that conflicting rights issue? You talk about it. You have a national conversation. You present all the arguments on both sides. But unfortunately that's another one of those sensitive ones. Wherever I comment on this on Twitter I get just hammered. I just get a heap of hate on my shoulders for being a transphobe. I’m not a transphobe. And I won't put up with you calling me that. I’m not. And if you're not mature enough to recognize that conflicting rights happen all the time, the rights of the fetus to live, the right of the woman to choose her own reproductive strategies and choices and so on. Those are conflicting rights. We have to make a decision. What's your best argument? You can't just say, “Well, that's just anti-woman to say you believe in the rights of the fetus.” No it's not. It's pro-life. The pro-lifers have good arguments. I’m pro-choice. But I think my arguments are better than theirs. But they do have arguments. And if you can't talk about them, then you don't know what you're talking about.

[01:02:33] MB: And so we've covered a sweeping swath of themes and topics here, which has been fascinating. For somebody who's listened to this episode who wants to approach the world more thoughtfully, curiously, humbly, in a more open-minded way, what would be one action item or action step that you would give them to put into practice some of the thinking tools and ideas that we've talked about today?

[01:03:02] MS: Well, the best thing is try to understand where somebody's coming from. Just ask a lot of thoughtful questions. Don't ask questions in a leading way like you're trying to catch them on something and then go, “Oh! I got you.” No, just curious. Like, “Well, why is it you believe that? Why are you vaccine hesitant? What's your concern?” in a genuinely curious way. Look at people in the eyes. Listen, nod, like you're paying attention. A lot of conversations people are just nodding, but they're not even listening. They're just waiting for their moment to jump in and make their argument. That's not conducive to good conversation. You got to listen to what the other person says. And then steel man their position instead of straw manning it where you convey what you think they're saying in a way that's obviously wrong and you can easily debunk it. Usually that's not what they believe. So if you say, “Let me see if I understand you correctly. Are you arguing?” And then you state it in your own words.

Usually they'll go, “Well, no not quite. Here's actually what I’m arguing.” And you go, “Okay, let me see if I can say it again.” And then you say it and they go, “Well, yeah, that's close.” And then you refine it. You'll often find if you don't do that, you're talking across purposes. A person says actually. You say, “Well, you're not even talking about the same thing,” and there's no point in having a conversation. Yeah, so that's a super important thing. And leave emotions out of it. Don't get all heated up, though it's hard to do on some of these issues. And don't call somebody Hitler. Instead of ad hominem, ad Hitlerum. The moment you say, “Well, that's what Hitler would do. Or that's a Nazi position.” The conversation's over. No one's going to listen to you. You just can't do that. Or don't tell somebody their ideas are crazy or delusional. I mean, I’ve done this. You've lost your mind. Okay. Well, the moment when I say that, I’ve lost the conversation. So you have to watch out for that.

[01:04:50] MB: Some really good insights. And there's so much more we could have dug into as well. I really like the idea you touched on briefly around this idea of human flourishing, being one of the underpinnings of a moral framework that we can use to build a culture and this concept of being an enlightened humanist. But there're so many avenues we could continue to explore here. But Michael, I really appreciate you coming on the show, digging into some very thorny issues and sharing your insights.

[01:05:19] MS: Oh, you're welcome. And thanks for having me on, Matt. I appreciate that. Good conversation.

[OUTRO]

[01:05:23] MB: Thank you so much for listening to the Science of Success. We created this show to help you, our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener email.

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October 07, 2021 /Lace Gilger
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How To Build Habits That Stick with Charles Duhigg

September 30, 2021 by Lace Gilger

In this episode we bring on author Charles Duhigg to share the secrets and the science of building better habits.

Charles is a Pulitzer Prize-winning columnist and senior editor at The New York Times. Charles is the author of “The Power of Habit,” which spent over two years on the New York Times best-seller list, and more recently “Smarter Faster Better,” also a New York Times best seller. Charles graduated from Yale University, Harvard Business School and has been featured in This American Life, N.P.R, Frontline, and much more.

- A lot of people have been profoundly influencered in terms of habit formation by living through the pandemic

- Every habit has 3 components

- Cue

- Routine

- Reward

- Covid and the pandemic is an opportunity to make big changes in your life

- IT doesn't actually take a pandemic to substantially re-think your major habits, life choices, decisions, etc

- What's most important is training yourself to think more deeply when thinking is hardest. That's one of the BIGGEST characteristics of high performers and the most productive people.

- Contemplative routines are are a fundamental pillar of high performance. It's one of the big pillars behind innovation, focus.

- Anyone can be busy, it's wasteful to be busy all the time.

- The proof is there, contemplative routines, exercise etc. are fundamental productivity hacks.

- Look at big lifestyle changes as experiments

- If you don't understand how your own habits work, it's really hard to change them.

- If you want to start a new habit, begin with choosing a CUE that will trigger your new habit.

- Then when you get done with the habit, immediately let yourself get a deliberate reward.

- Once you understand how habits work , once you learn to identify cues and rewards, you can change your behavior.

- The Science of Small Wins

- The KEY is to CHOOSE THE REWARD and then let your neurology make it automatic with the basic ganglyia

- "Reward salience" - recognize the reward. If you decide something is more rewarding, it becomes more rewarding

- "Automaticity" - you can make

- How to have "X-Ray Glasses" for your habits and transform your life

- The foundational studies on habit formation come from the military

- "Understanding yourself is the starting point for self improvement."

- Homework: Choose ONE thing to fix first. Identify the CUE, ROUTINE, REWARD.

- Fill out the little flowcharts

- 5 Cue Categories

- Time of day

- Place

- Emotion

- Presence of People

- Preceding Behavior

- Start to identify what urges are triggered the CUE

- Really dig into the reward.. what does a cookie represent?

- Is it hunger?

- Is it energy?

- Is it a treat?

- Is it a break from work?

- Is it social engagement?

- Experiment different things each week and see which thing is satisfying the urge.

- You don't BREAK A bad habit. That's the wrong way of thinking about. You don't break habits. You CHANGE habits.

- Keep the Cue

- Keep the Reward

- Change the ROUTINE that gets you that reward.

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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Charles’s Website and Wiki Page

  • Charles’s LinkedIn, Facebook, and Twitter

Media

  • Article directory on New York Times, Big Think, and Slate

  • PR Newswire - “Journalist and Bestselling Author Charles Duhigg Honored as a Business News Visionary”

  • [Interview] Lifehacker - “I'm Productivity Expert Charles Duhigg, and This Is How I Work” by Jordan Calhoun

  • Healthline - “Breaking Down the Habit Loop” by Marney A White

  • The New York Times - “The Pandemic Helped Me Realize How Essential My Routines Are” Jason Diamond

  • [Podcast] Brené Brown - Brene with Charles Duhigg on Habits and Productivity

  • [SoS Episode] Break Your Phone Addiction (& Your Other Bad Habits) With Charles Duhigg (Sept 14th 2017)

Videos

  • TEDxTalks - The Power of Habit: Charles Duhigg at TEDxTeachersCollege

  • Thomas Frank - 5 Lessons from "The Power of Habit" by Charles Duhigg

  • Random House - How to break habits (from The Power of Habit by Charles Duhigg)

  • Big Think - Build Mental Models to Enhance Your Focus | Charles Duhigg | Big Think

  • Illacertus - THE POWER OF HABIT BY CHARLES DUHIGG | ANIMATED BOOK SUMMARY

  • Tech insider - How Google builds the perfect team

  • Microsoft Research - The Power of Habit: Why We Do What We Do in Life and Business

  • Practical Psychology - How to Grow your Motivation- SMARTER FASTER BETTER by Charles Duhigg

  • Productivity Game - The power of choice: SMARTER FASTER BETTER by Charles Duhigg

  • Windmill Books - How Can You Be More Productive? Top 5 Tips | Smarter Faster Better | Charles Duhigg

Books

  • Amazon Author Page

  • Smarter Faster Better: The Transformative Power of Real Productivity  by Charles Duhigg

  • The Power of Habit: Why We Do What We Do in Life and Business by Charles Duhigg

September 30, 2021 /Lace Gilger
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Desire: Why You Want The Things You Want with Luke Burgis

September 23, 2021 by Lace Gilger

In this episode we bring on polymath Luke Burgis to discuss the fundamental question of DESIRE - why do you want the things you want in life?

Luke Arthur Burgis is an author, professor of business, founder, and CEO of multiple startups responsible for millions of dollars in value creation. His unique perspective on business stems from diverse experiences: working on Wall Street; creating numerous technology, lifestyle, and consumer brands; living in multiple countries; and combining his business education at NYU Stern with studies in philosophy and the humanities in Rome. Burgis is currently the Director of Programs at the Ciocca Center for Principled Entrepreneurship at The Catholic University of America. His recent book Wanting provides a toolkit to untethering ourselves from unfulfilling desires

  • Desire is one of the most mysterious forces in the world, and we don't understand exactly how it works.

  • Desire is intertwined with ACTION. We act because we desire something in teh future that we don't have.

  • All human desire is "memetic" - what does that mean?

    • It's different than the typical understanding

  • All desire is memetic - it's imitative - it's based on what OTHER's want.

  • "Man is the creature who doesn't know what he wants, so he looks to others to find what he wants."

  • Desire is different than your needs. It's the thing we want once our basic survival instincts have been met.

  • Imitation is the basis for education.

  • Memesis is a hidden, subconscious, form of imitation.

  • Most adults are embarrassed by imitation, most people want to be "authentic" and "innovators" and not copy others.

  • The formula for many people's success has started with imitation.

  • Innovation comes out of imitation.

  • It makes you really uncomfortable as an adult when people imitate you too closely.

  • You can openly imitate people who are in very distant social circles.

  • "External mediator" vs "Internal mediator" of desires

  • The "Laws of Desire" that we can understand.

  • We are greatly helped by understand WHY we want the things we want.

  • Desire is a lot like the force of gravity. That's a great mental model to understand or explain desire really effectively.

  • We want imitate those who have a quality of being that WE LACK. "Metaphysical desire" - all desire is a desire to BE a certain way - for a certain state of "being."

    • We can swap out the THINGS all day long, underneath those desires is a deep desire for being.

    • Models come in and out of our lives that we aspire to be like ins ome way.

  • Take an inventory of your life and who your role models are.

    • Ask yourself WHY they are your role models.

    • Who are your role models that you're imitating and why?

  • Who are the the POSITIVE role models in your life? Who are the NEGATIVE role models in your life?

  • We have to take more time for silence.

  • We often get caught in "systems of desire" where people compete for silly accolades and totems that they really don't care about.

    • Does giving up these "systems of desire" and "status games" make you lose your edge?

  • Sour Grapes: How do you drop out of "status games" without being considered a quitter or loser?

  • Talk to someone who has played the status game until they are 70 years old, who has a billion dollars, and see what their mindset is.

  • Create boundaries, space, and distance between yourself and unhealthy models.

  • It's hard to get a different perspective when you're immersed in the fishbowl with everyone else.

  • What does the ideal day look like for you, once you've removed all constraints?

    • What do you want to be worried about?

    • What do you not want to be worried about?

  • Rivalry: We don't fight over our differences, we fight over wanting the same thing.

  • We are all in many ways acting like Freshmen in highschool

  • The concept of "negative imitation" - it's still taking the other person as a model of desire.

  • Most people who are negative imitating never realize how much they are imitating the other person.

  • "We become like our enemies."

  • When we have a mimetic rival, we actually become MORE like them over time, even if we are doing the opposite of them.

  • First comes awareness, then we move towards renunciation.

  • Future authoring.. if you take that desire to its logical end.. is it good or bad?

  • When it comes to fitness and nutrition, we already know these principles - and yet it applies to mental work as well.

  • You want to develop an "anti memetic" machinery in your psyche - it requires training the mind and training the will - and it's training that is HARD to do.

  • We move from awareness to renunciation - what does that journey look like?

  • The flywheel of desire.. how you can create self sustaining momentum that turns itself.

    • Break businesses down to "flywheels" for each major bucket (customer acquisition, profitability, etc) and understand the component parts or steps that go into that.

    • Draw it out like a circle with arrows.

  • Create positive feedback loops for your habits and desires.

  • You can't just wake up tomorrow morning and want anything.

  • When we've detoxed from the noise, our minds really open up.

  • Homework:

    • Ask yourself: What's the single most important thing that I can do right now to set myself up to want to do the things that I want to do tomorrow morning?

    • Consider taking a retreat alone with yourself.

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The Food System Is Broken. Uprising Foods Is Fixing That.

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Uprising is offering our listeners ten dollars off the starter bundle. That includes two superfood cubes and a four-pack of freedom chips to try! Click here and the discount will be automatically applied at checkout.

Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Luke’s Website

  • Luke’s LinkedIn, Facebook, and Twitter

  • Podcast Inscapes w/ Luke Burgis and Joshua Miller

  • Read Anti-Mimetic

Media

  • Crunchbase Profile - Luke Burgis

  • Author Directory - Medium

  • Venture Stories - The Power of Mimetic Desire in Everyday Life with Luke Burgis

  • [Podcast] THE MORAL IMAGINATION - Ep. 21: The Economy of Desire: Rene Girard on Commerce and our Everyday Life, with Luke Burgis

  • [Podcast] Catholic Creatives - THE VOCATION OF BUSINESS: ANDREAS WIDMER AND LUKE BURGIS

Videos

  • Real Relationships Real Revenue - Luke Burgis on Wanting & Mimetic Desire – What You Need To Succeed

  • The Lavin Agency Speakers Bureau - Desire Is the Foundation of Business | Luke Burgis

  • Action Institute - Luke Burgis tackles myths about entrepreneurship; Upstream on ‘Art from the Swamp’

  • Al Pacino's Halftime Speech

Books

  • Luke’s Amazon Author Page

  • Wanting: The Power of Mimetic Desire in Everyday Life Jun 1, 2021 by Luke Burgis

  • Unrepeatable: Cultivating the Unique Calling of Every Person  by Luke Burgis , Joshua Miller PhD

  • Unrepeatable Book Site

Misc

  • [Wiki Article] Rene Girard

Episode Transcript

[00:00:04] ANNOUNCER: Welcome to the Science of Success, the number one evidence-based growth podcast on the Internet, bringing the world’s top experts right to you. Introducing your hosts, Matt Bodnar and Austin Fabel.

[00:00:17] MB: Welcome to the Science of Success, the number one evidence-based growth podcast on the Internet, with more than 5 million downloads and listeners in over 100 countries. In this episode, we bring on polymath Luke Burgis to discuss the fundamental question of desire. Why do you want the things you want?

Are you a fan of the show, and have you been enjoying the content that we put together for you? If you have, I would love it if you signed up for our email list. We have some amazing content on there, along with a really great free course that we put a ton of time into called How to Create Time For What Matters Most in Your Life. If that sounds exciting and interesting, and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com. You can sign up right on the homepage. That’s successpodcast.com. Or if you're on your phone right now, all you have to do is text the word smarter. That's S-M-A-R-T-E-R to the number 44222.

In our previous episode, we brought on innovation expert Sunil Gupta to discuss how you can make yourself and your ideas more backable. Now, for our interview with Luke. Luke Burgis is an author, professor of business, founder and CEO of multiple startups responsible for millions of dollars in value creation. His unique perspective on business stems from diverse experiences, working on Wall Street, creating technology, lifestyle, and consumer brands, living in multiple countries, and combining his business education at NYU Stern with his studies in philosophy and humanities in Rome. He's currently the Director of Programs at the Ciocca Center for Principled Entrepreneurship at the Catholic University of America. His recent book, Wanting, provides a toolkit to untethering ourselves from unfulfilled desire.

Luke, welcome to the Science of Success.

[00:02:13] LB: Hey, Matt. Thanks for having me on the show.

[00:02:14] MB: Well, I'm super excited to have you on today and dig into this topic, which is so interesting to me. Let's start with the macro picture, and we'll drill in from there. Tell me a little bit about desire. What is it, and how does it shape our lives?

[00:02:30] LB: Desire is probably one of the most mysterious forces in the world, and we don't understand entirely how it works. Desire is really the driving force behind everything that we do. When desire dies, we don't have any hope to do anything. There's no action. So desire is very much tied with action. We act because we desire something in the future that we don't currently have. But how desire really works, the mechanisms, the operating system behind desire is something that very few people understand. But very few people have even asked the question, have even wondered to themselves, why do I want the things that we want?

The topic of my book, and something that's fascinated me for many, many years, is that very question. A thinker named Rene Girard inspired me seven or eight years ago to really dive into understanding my own desires and what was driving me and my path. He proposed a model of desire that was different than any that I'd ever heard before and he called it mimetic desire. He said that all human desire is mimetic. Now, what does that mean? To say that desire is mimetic is to say that it's different than the way that most of us maybe implicitly think of desire. Meaning that it's autonomous and independent and authentically our own. Authentic, the root of that word is just author, authorship, that we're the author of her own desire.

Girard said, “No. In fact, human desire, which is different than needs, desire is kind of apart from needs. It's the things that we want, when there's no instinctual or biological basis for wanting that thing. That all desire is mimetic, meaning imitative. That we look to other people to know what is worth wanting and what to pursue.” Girard said, “Man is the creature who doesn't know what to want, so he looks to other people to pursue things.” Animals are not like this. Animals operate on instinct. But humans are very different, and we have a lot more things to desire. Our universe of desire is practically infinite when it comes to partners and careers and paths and even brands that we choose. So Girard just opened up a whole new world for me and helped me understand myself a lot better.

[00:04:47] MB: That's such a fascinating takeaway, and the term mimetic desire can seem sort of esoteric or confusing. But I think really bring it back to that conception that it's ultimately imitative. It's something “that man is a creature who doesn't know what he wants.” It’s so fascinating, and I can totally see why you were so interested in digging into that topic.

[00:05:09] LB: Yeah, absolutely. So desire, again, it is very mysterious, and there's a lot of nuance here when it comes to mimetic desire. I should just say the word is a word that many people have never heard before, including me, until I read Rene Girard. It’s fancy but it's really just a way of saying imitation and it comes from the Greek. There's a reason that Girard didn't use the word imitation. He didn't call it imitative desire. I think it's important to call that out and understand why. So imitation is a good thing. It's the way that human beings learn language. We learn culture. We learn all kinds of things through imitation. It’s the basis of education.

Mimesis is a little bit different. It's sort of a hidden secret, usually that subconscious form of imitation. Girard said that this is typically the way that desire works. So when we're kids, many of us had role models. Mine was, I guess, George Clooney [inaudible 00:06:07]. I thought for sure I was going to go to medical school, until I actually got to college and realized that I hated being a doctor. But I had role models that I would openly acknowledge and imitate. But as we get older, something funny happens, and most adults are kind of embarrassed by imitation. At least in the world that I come from, which is the world of entrepreneurship and startups, imitation is kind of a dirty word. Everybody wants to be an innovator.

Girard, he said it's called mimetic desire. It’s the term that he gave for this kind of desire because it's typically invisible and hidden, and we don't know that we’re doing it.

[00:06:41] MB: That’s a really key distinction, and this notion that it's lurking just below the conscious and the subconscious, and the understanding that a lot of times we certainly at a conscious level are, I love the word, embarrassed by the thought of imitation or copying others or whatever. Yet this extremely powerful force lurking beneath our conscious awareness is really having a tremendous impact on our behavior.

[00:07:07] LB: Absolutely. We have this idea of innovation and imitation being two totally separate things. But in fact, the lines are very blurred with those. So part of, I think, the formula for many, many people's success, in my experience, has been getting their start as really good imitators. I mean, the masters learned to paint like this in the Renaissance. Innovation often comes out of imitation. Kind of we imitate somebody that we aspire to be, we put that through our own personal filter, and it comes out of that as innovation or as something a little bit unique. So I like to think of imitation in a positive sense, and mimetic desire should not just be thought of as a negative thing at all. There's a process of becoming more aware of it and being more intentional about the kind of models that we choose to imitate so that we can actually understand who we've chosen as a model and see them as kind of a pathway to becoming ourselves or becoming who we are or actually innovating great things.

[00:08:09] MB: One of my favorite books on this whole broader topic is Mastery by Robert Greene, and it touches on that same notion of the masters and the great Renaissance painters and so forth, having some sort of relationship where they copied, they studied, and then they reached this phase that he calls the creative active, where they become more bold and start to become true innovators. I thought you made a really important distinction there, which is this notion that imitation and innovation are not opposites. They're really two sides of the same coin.

[00:08:38] LB: Exactly. But imitation is a funny thing with people. I studied Elizabeth Holmes, who's the former CEO of Theranos, which is a biotech company that got itself into a lot of trouble through fraud. But the reason I was interested in her is that she famously imitated Steve Jobs very openly. She wore black turtlenecks, and adopted a lot of his rituals and customs as a CEO, and was very open about that. But if you were an employee at Theranos, imagine. I think everybody can relate to this. Imagine if somebody started walking around their offices wearing black turtlenecks and speaking the way that she spoke. That would have made her extremely uncomfortable. It makes all of us really uncomfortable. As adults, when people are imitating us a little bit too closely, like when they give the same gifts that we give, we don't like that. We don't like that at all.

Part of the way to understand this distinction between the kind of imitation that is uncomfortable for us or ticks us off or the kind that we're more open to is the distinction between people that are far away from us that we have no possibility into coming into contact with. So this would be Michael Jordan or Elon Musk for me. I really live in a different social sphere than I do, and I can imitate them openly, and they'll probably never even know it. That’s very different than if I have somebody in my office or somebody who's a peer. Imitation, in Girard’s view, this mimetic desire or mimesis, often leads people into these really, really uncomfortable rivalries. So that he calls this the difference between an external mediator of desire or an internal mediator of desire.

For Elizabeth Holmes, Steve Jobs was basically an external mediator of desire, so that was safe. But if somebody within Theranos, we've heard stories of this, would begin to come a little too close to her, that would cause serious problems.

[00:10:38] MB: So fascinating. Bad Blood’s obviously a fantastic read that goes into some of the nuances of that. But before we dig too much into rivalry, which definitely I want to touch on, I want to come back and unpack a little bit more the operating system of desire. Tell me more about how we can really understand that.

[00:10:57] LB: Yeah, the operating system of desire. When I say that, I simply – I don't mean to imply that it's mechanistic in any way. But to say that there are laws of desire that we can understand, and we're greatly helped by understanding the way that we come to want the things that we want. I like to think of mimetic desire less like an operating system and more like a force. The equivalent force in physics would be gravity. So gravity is this force that attracts us to certain things, and it's a function of the size or the mass and the proximity.

Now, mimetic desire is basically the equivalent force to gravity. It's the psychological force by which a person is attracted to certain people or certain things. In a way, it's also kind of a function of mass and proximity, just the way that gravity is. So that is kind of the operating system. But, for me, it's a little bit easier to think about it as a force. There are certain people that come into our lives, and we even have a word for that. We call that gravitas, right? There are certain people that come into our lives that we can begin to almost orbit around them for some mysterious reason. I think that mimetic desire is one mental model to understand why that can happen. It’s because, for whatever reason, I have taken that person as a model to help me understand what to want. It’s usually because I secretly view that person as having some quality of being that I lack. I usually never admit that. But whether I think that they're happier than I am, it's like if I just – If they want this thing, then I want it too because they seem to have something that I lack.

Girard calls this metaphysical desire, and he says that all desire, at the end of the day, is a desire for being. It's a desire to sort of be a certain way so that the things that we actually pursue, that we can swap out the things all day long, and swap out the things for the rest of our life. But he says, usually, underneath this desire to want, to live in a certain place because somebody else does, or to have a certain kind of car because somebody else does is usually some deep desire for being. Models come in and out of our lives that we aspire to be like in some way. If we didn't, we never would have adopted them as a model in the first place.

[00:13:35] MB: Such an interesting concept the notion that we imitate others because they have a quality of being that we lack. That really resonated with me. I think it's so interesting to see and understand those people that you think about. I'll use your example. Why do I want to be like Elon Musk, right? Or why would I want to model him? What is the quality of being that he has that I'm trying to get? It's a really thought-provoking question.

[00:14:00] LB: Yeah. I also often think that I want to be more like Elon Musk. Elon Musk has said publicly. I was in a clubhouse with him a month or two ago, and he was on the stage, and he actually addressed the question. He said, “You know, a lot of people say that they would love to have my lifestyle. But I promise you, you probably don't.” We ascribe qualities to other people that they do not have. This is why the Egyptians basically worship cats. They ascribe some quality of being to them. I think it has to do with the fact that they don't seem needy. They don't seem to have the pains of desire that we have.

We ascribe qualities to even animals, but oftentimes people that don't actually – We don't know that person's life but we project onto them all kinds of things that we think we want, that we think that they have, and they very quickly become models for us.

[00:14:52] MB: So how do we start to really peer into ourselves and understand and become more aware of these undercurrents of desire that are moving underneath the surface?

[00:15:04] LB: The first step is really taking some time to think seriously about who our models have been throughout our life. One way to do that is really kind of taking an inventory of your life and your history, which many people, frankly, have never done. I always ask people, especially as part of my hiring process. I ask people to often dig back into their past, to tell me stories of times in their life when they were engaged in various activities, especially times when they were doing something that was deeply fulfilling to them. I ask them that question because I think that's really indicative of a person's essence and how they're wired, and I want to know those things.

People are always very confused about like why I care about something that they didn't fit their sixth or seventh grade. But it's really important to me because that's a clue to some kind of pattern of desire or design. There’s a process through which we can go back through our lives and begin to think about who your models were from as early as you can remember, how they've changed, how they've evolved, and get up to the present, and think very seriously about who they are today. Most people have simply never named them. They've never even thought about this before, and I think it's a really powerful exercise to name both the positive ones that we would traditionally have called role models and the negative ones. These are like the people that you sort of can't help but follow on social media because you just need to see what they say or what they're doing. They might be people in some way that they could be a rival to you. It's like somebody who can't stop unfollowing, somebody that they broke up with or who broke up with them. Those are examples of negative models, so understanding both the positive and the negative.

I really do believe that we have to take more time for silence in our culture, in our society. I mean, one of the reasons most people don't understand their own mimetic desires or don't understand the mimetic systems that they're caught up in. I interviewed a French chef in the book who had been caught up in the Michelin star system, which I would call a system of desire, sort of wanting certain things, meaning Michelin stars for his restaurant. He'd forgotten why in the hell he became a chef in the first place. Part of the reason that I think many of us are caught in these systems of desire, whether it's in a family or the education system or some system within our industry, where people are competing for these silly accolades and totems that they don't really care about. If you give them a couple of whiskies and you have a real conversation with them, they're like, “Yeah, I don't care about this.”

Taking silence like from this a hustle culture that we're in is really the only way to be able to understand desire at a deeper level. If you're able to do that, if you're able to take that intentional time, really think about why you came to want the things that you did in the first place. My hope and certainly one of my goals in writing this book is to give people a mental model for understanding desire in terms of mimesis.

[00:17:58] MB: One thing that I'm curious about that really touches on this idea of getting trapped in a system of desire, realizing maybe it's not what you want or what you should be competing for, do you think that – Or I'd be curious what your perspective would be for somebody whose response to that as well, “I don't want to give up my edge. I don't want to lose my edge by getting out of that system.”

[00:18:23] LB: My response to that would be where does that ever end because there is no end, really. There's no end to that. I thought the same thing when I was an entrepreneur. So in Silicon Valley, I'd started a couple of companies and was very much caught up in a system of desire that caused me to pursue accolades and certain venture capitalist and entrepreneur status games, which are rampant in that world. I'd become miserable with my own company and even like going into my office every day, and this is the company that I had found. It’s a super strange sensation to feel that. This is around the time when I was introduced to Girard and began to dig a little bit deeper into these questions.

It really took something happening to me to really kind of shake me out of that funk, that constant striving of like I don't want to lose my edge. What will happen to me if I am not up at 5:00 AM every day and staying up until midnight? What will happen to me? Will I fall behind? Will I get behind? I would have continued down that path and probably just run myself straight into the ground. I had really just something that I would have never asked for brought on myself, which is really a blown up business deal, which put my company under extreme stress. I talk about that story specifically in the book. It had to do with a business deal with Tony Hsieh that didn't quite work out the way that I wanted it to.

It forced me to take some time away, and I realized that all of those fears that I had about getting behind or losing my edge were unfounded. I mean, in fact, the time that I was away allowed me to understand who the hell I was for the first time and to be able to do the introspection necessary to understand what it was that I wanted to do next, rather than just constantly just trying to come up for breaths whenever I could. It gave me the time to sink down and be more intentional about the next steps in my life. So I would just caution everybody to believe in the reality of that feeling that you have when you think that you would get behind by taking that time.

[00:20:38] MB: A corollary of that that I'm very curious about is I think I can understand how to do the work of figuring out why a certain person is your role model or why you want that quality of being that they have, but dropping out of these bigger sort of status games that we get ourselves into. I'd be curious to hear your perspective more around how to psychologically, subconsciously, etc. pull yourself out of some of those things that it's so easy to get wrapped into.

[00:21:10] LB: Yeah. Dropping out of the status games is a really interesting question. There's the idea of sour grapes, which I think is powerful in a lot of people's minds, that Aesop's fable of sour grapes that if you drop out in some way, you're calling the good grapes sour. I don't think that that's necessarily always true. I mean, sometimes grapes are sour and sometimes they're not. The key is knowing the difference. One of the ways to do that, I don't think it's possible to do it unless you, first of all, begin to see some of the fantasy involved in that, right? You talk to somebody who has been playing the game until they're 70 or 75 years old, and I have, and who has a billion dollars. I know a couple people like this who are still experiencing that same sense of kind of never satisfied striving and, frankly, aren't happy.

It kind of takes that I think to pierce the veil a little bit from that underlying belief that we all have, that we need X amount of money, or we need a certain number of clients or accolades, or to be in the front page of the New York Times or whatever. So that's part of it because I think the journey is hard to take if you have bought fully into this belief of that metaphysical desire of like getting this thing that this person has will make you happy or successful or whatever. You'll probably never think of yourself as successful, and that's one of the paradoxes of entrepreneurship is that I know a lot of successful entrepreneurs. I know probably a dozen entrepreneurs that have founded billion dollar companies and I know them pretty well. None of them really think of themselves as having achieved anywhere near what they want to achieve. Some of them are pretty unhappy.

We know we saw the case of Tony Hsieh, who was a good, good friend of mine, who was clearly just in a lot of pain. Part of it, the next step, is, really, I think creating some space for yourself, creating boundaries with unhealthy models. So if you are – I'm using the example of Silicon Valley here because that's the world that I came from. I think a lot of people are doing what I'm about to describe, and that's creating some space and some distance. I think it's very hard to even begin to have a different mindset when you're completely immersed in the fishbowl with everybody else. Really hard to do that. I think it’s part of the reason. There are complex or many reasons why people are like moving to different places but creating some physical space. I mean, literally going into the desert, going to the mountains, whatever you need to do to create that space.

Obviously, today, there's physical space but there's also technological space. There's existential space, so we're all kind of thrust into the same fishbowl on social media. It’s hard to get away. You could move to the middle of Montana and still feel like you're every bit as immersed in that culture. So taking some steps to create some boundaries there to give yourself some time. Maybe for you, you start with a few days or a week. For me, I started with a few months. So it's going to be different for everybody. I don't think that there's a formula but I do think that it's important to create space. When I say space, I really mean social and existential space to do that work and then maybe finding some new models, like some healthier models that transcend that framework that you used to have that exists outside of that.

A lot of people are not willing to sort of look outside of their own industry, their own sort of peer group for models. But some of the coolest stuff that's happened has been from people taking somebody outside of their kind of domain or world as some model. I mean, Rene Girard himself did that. He was a history professor who ended up becoming a mentor and professor to Peter Thiel and that kind of a relationship and Peter Thiel to Rene Girard, right? That kind of like interdisciplinary relationship, which transcended the little world that either of them have. One as an academic and the other as an entrepreneur resulted in some really cool kind of mashups and generative thought happening.

[00:25:12] MB: So interesting. This is a theme that I feel like there's a lot of insights you can really pull out of, even just that question, coming back to what you said earlier, of trying to figure out when you change the lens from just asking why do I want XYZ life goal to what is the quality of being that I want from having achieved XYZ life goal. It really shifts the focus dramatically in terms of trying to figure out what you're really seeking, what you're really looking for.

[00:25:43] LB: Yeah. I think it's a great way to put it. What is the quality of being that I want is a very different question than what do I want to achieve. What do I actually want my life to look like? One of the exercises I actually encourage my friends, and I try to do this for myself, is what does the ideal sort of day look like for you, assuming that you've removed all constraints. Like what do you want to be worried about? What don't you want to be worried about? That's a question that's more on the level of being than on things and on accomplishments. We sort of remove that, so we don't even have to work, right? Like what would you just want to be doing?

Not a lot of people really take the time to do that. As we get older, we have this beautiful ability to be intentional and to ask those kinds of questions. I mean, babies are the most imitative creatures in the world. They imitate all the time and they can't really help it. It's just the way that they learn and develop, and there's been fascinating research that's been done on that. But then we get to a certain point in our development, whether it's probably around the time that we are adolescents, and we're in high school. We are imitating probably every bit as much as those infants are imitating who, by the way, are such powerful imitators. That the way that they cry the moment they leave the womb is a reflection of the tonality of their mother's voice in the final trimester of pregnancy. They're already imitating when they're in the womb.

I mean, it just shows you how pervasive and how deep seated this behavior is in human beings, and it doesn't just go away when we reach a certain age. I mean, sure, we have agency and intentionality but we're often imitating ferociously. When we're in high school, we're trying to differentiate ourselves from other people. For a lot of people, this can continue into middle age and even into old age. If they don't sort of take a step back and ask in an intentional way what it is they want, why they pursued the things that they pursued, this kind of take it for granted. Sadly, some people find themselves, when they're in their 40s or 50s, for the very first time taking that step back. Then maybe they've spent 15 or 20 years of their life going down a road that may have been a little more dominated by mimetic desire than they would have liked.

[00:27:59] MB: I want to come back to the – We've touched on this a little bit but some of the concept of some of the negative models, rivalry and how that all fits together and ties into this as well.

[00:28:13] LB: Sure. So the rivalry part of all of this is really – It’s a fundamental part of mimetic theory. Rene Girard formed a theory of mimetic desire, which starts with the idea that humans imitate other humans, and then he plays out the consequences of that. The consequences of that are complex and fascinating. He goes from mimetic desire, all the way to the formation of culture and the route of violence. So it's a complex theory. The heart of it is mimetic desire, so it's the most important concept in mimetic theory to understand. Girard views the root of human violence. It's a highly contrarian sort of view that the root of human violence is, in fact, mimetic desire. That people don't fight over their differences, as we commonly assumed. But they fight because through mimetic desire, they come to want the same things.

I mean, think about it. If desire is mimetic, it's very logical. We come to desire the same thing that another person wants. Now, that could be a superficial thing like a boyfriend or a girlfriend or a job. Or it could be something a little more abstract like power, political parties fighting for power. They're in a mimetic rivalry for power. They both want the same thing. In fact, the more that the other side wants it, the more that they want it. That’s kind of what a mimetic rivalry is all about. Girard said that mimetic desire, when it is not noticed, when it's unrecognized sort of very naturally, this natural progression, leads people into rivalry.

Now, this can really only happen in that circumstance of an internal mediator of desire. So an external mediator of desire like me and Elon Musk, we can't really become rivals. There's no way that Elon Musk cares about competing with me. Much as I compete with him, I'm probably not going to get his attention, unless I happen to build $100 billion company over the next 10 years or something like that. Then maybe we've went from being external mediators to being internal ones because now we're kind of in the same world. But Girard says that this phenomenon of rivalry happens in that circumstance of internal mediation. It's what I call in the book the world of Freshmanistan. It's kind of the world that a freshman in high school or college lives in, where everybody's in close proximity to everybody else.

When two people take each other as models of desire, they sort of enter into this – Girard calls it a double bind. They're constantly looking into each other for objects to want, and the more that their rival wants something, the more that they want it too. Or there's this funny phenomenon of rejecting whatever the rival wants in order to sort of differentiate yourself. We can probably crack some hipster jokes about that. There's a funny thing Gucci Mane had in his biography. It tells the story about how there were sort of like a rival rap group in his town that said – They had a song called – I think it was called White Tee, right? In their white tees. He put out a song named Black Tees, just to be different. He was like, “I'm going to make a better song, and it's going to say that I'm robbing in my black tee, rather than my white tee.” So there's this – That’s called drag calls, that negative imitation. But it stems from the fact it's still imitation. It’s just negative imitation. It’s still taking the other person as a model of desire but imitating them negatively, instead of positively.

[00:31:55] MB: We're jumping all the way from high level philosophy to the subconscious inner workings of desire to Gucci Mane. I love that.

[00:32:03] LB: Hey, that's what you'll find in the book.

[00:32:06] MB: But seriously, that concept of negative imitation is so interesting, which it's almost a very – It reminds me of the Zen sort of concept of duality that it's essentially the same thing. It's just the other side, right? You're still modeling yourself after someone. You're just a negative reflection of them, instead of a mirror.

[00:32:25] LB: Totally. Most people that are negatively imitating, they never think of it as imitation. They only think of it in terms of the difference and how different they are than the other side or the other person when, in fact, they're more alike than different. They perhaps are imitating the other person or the other side fiercely. They're just choosing different objects. But they wouldn't even be involved in the pursuit in the first place if they didn't care so much what their rival wanted. That is a really, really important thing to understand. We become like our enemies.

I think I don't really know who's the first person to say this. But somebody said, “Choose your enemies wisely because you become like them.” When we have a mimetic rival and when we're kind of caught up in this game with somebody that we've taken as a model of desire, we become more like them, not more different. Even if on a superficial level, we can say, “He's wearing a white tee. I'm wearing a black tee,” or, “This party does this and our party does that,” we are, in fact, imitating each other at some deep level. It just happens to manifest itself with superficial differences that we can point to.

[00:33:48] MB: I'm sure it harkens back to some of the ideas we've talked about, but how do we start to disengage from that double bind?

[00:33:56] LB: The disengagement starts with recognition because at the end of the day, there is an element, and this is an old-fashioned word that some people associate with the Middle Ages, the Dark Ages. Not actually dark. That's another story. The word is renunciation at some level. There are certain desires that we have to renounce, and we can't renounce that which we're not aware of. So there's a connection between awareness and renunciation, just having the ability to recognize that some desires are bad and some desires are good. Not everybody believes that. I do believe that. I know that there are some desires that I have, which have taken to the end will lead me to misery.

You can do a simple future authoring exercise with your desires, which is a powerful exercise to do. I want a few glasses of wine tonight to relax. Well, what will happen if I do that every single night? I have this desire. But if I take that to the end, what does that desire become? Well, it could become that I decimate my internal organs, and I'm miserable, and I can't work well. So I have a fundamental belief that there are good desires and that there are bad desires. Some desires that I have I've not really intentionally chosen, but they might lead me to a place that I don't want to go. When I recognize that I desire something that is ultimately not good for me or good for other people, there's just no other way to deal with that, other than transforming it through some form of renunciation, through denying myself and doing that hard work.

People know this when it comes to fitness. They know this when it comes to nutrition. But most people are not aware of that same principle applies to other things like rivalry. I'm caught up in this rivalry with this other person. I'm going to deny myself kind of the little short term pleasure that I get from looking at their Instagram or their Twitter. Or I hate watching this show or whatever it is. You know what? As funny as it is to say it, that's actually a little painful to do that because we want to do it. We desire it. That recognition is not an easy one. But once we have it, we simply – Desire has to do with the will, and the will does what it wants. When we recognize that the will wants something that might not be good for us, we've got to kind of do that work of going into the desert for a little while.

[00:36:30] MB: I love the analogy of fitness and nutrition. It's so concrete and much easier to understand. Yet when we move into the realm of our mental game, it's often a lot more nebulous and harder to really think about are you putting in the reps, are you doing the work because if you're not, then you're not going to get the same results.

[00:36:49] LB: Yeah. I kind of talk about this in terms of developing muscles, that developing some kind of machinery in our guts. It’s kind of an emotional machinery. It's an anti-mimetic machinery, which doesn't come natural for a lot of us. I do believe we have to train our will, just like we have to train our bodies. We have to resist this urge to be reactionary, and that requires training that is no different and equally, if not more difficult, than getting into really good shape or running a marathon.

Part of what I've tried to do in the book is give people some tactics and some tips to be able to begin training themselves. It’s not a quick fix. It's a long-term process. But eventually, it's meant to lead to a certain level of freedom from some of the more destructive manifestations of mimetic desire and rivalry. But I think you're right. We see it very easily when it comes to fitness and nutrition because we – Those effects are very immediate. We wake up the next morning after we've had too much to drink or we smoked a cigarette or whatever, and we feel it. These more subtle effects from mimetic desire and these hyper mimetic tracks that we can find ourselves on are not – We don't have quite as loud of signals, so it's a little bit harder work to do.

[00:38:09] MB: So the path from we start with awareness, we move ultimately towards renunciation, you've touched on a couple of these different tools. Tell me about some of the strategies and methodologies as we walk that journey.

[00:38:25] LB: Sure. One of them, after you've gotten past these kind of initial stages, there's awareness. There's a certain level of renunciation. There's just no way around it. There's creating the space that we talked about. One of the simple tactics, I'll just share one with you. I mean, there are many of them but a simple tactic. A lot of this, by the way, I'm not making this stuff up, right? This comes from ancient wisdom, everything from monastic wisdom, Eastern philosophy. Some of this stuff is spiritual and probably sounds that way because it is.

Think of having a flywheel of desire, like flywheel. So Jim Collins talks about flywheels with businesses in his book. Amazon has a flywheel, and that's basically like what's one thing that happens in this business that almost inevitably leads to the next thing. Like this thing happens. Amazon expands their inventory to carry a million products. You're inevitably going to have a lot more customers, which then leads to X, Y, and Z. So trace that, and then when you get to the end of the flywheel, the last step should really lead back to the first step, and what you get is the creation of momentum. You get to a certain point where that flywheel just starts to turn itself. It's really important to do that for a business, to think of the operational flywheel of a business, your flywheel, the profitability, your flywheel to customer acquisition, and to be able to know what the steps in that flywheel are. But it's also important to do the same thing for flywheels of desire, both in a business and in our personal lives. The two kind of go hand in hand, but just understanding that desire also works like this.

So there are certain decisions that I can make right now that will make it – For instance, eating a massive bowl of pasta for lunch right now. That will make it harder for me to go for a run later this afternoon. It's a beautiful day in Washington, DC as we're talking right now, and I really want to go for a run. So I'm not going to eat that huge bowl of pasta, which is leftover from last night, because I will know that it will make it less likely for me to want to go for a run. It's not that I physically can’t. It's that I just won't want to. I think just becoming aware of the flywheels of desire that operate in our lives are really, really important. Map them out and be intentional, like what's important for you to do in the first 30 minutes of the day to make it more likely for you to want to be able to do something else later in the day.

Fitness is an easier example. I have a desire to be fit. I stick to a workout schedule. Because I'm sticking with that workout schedule, it makes me want to eat healthier to fuel my workouts because I know that if I'm not eating healthy, I'm not going to want to work out. Because I want to eat healthier so that I feel better while I'm working out, I don't want to drink. I don't want to go to the beer garden every Saturday. I have less desire to do that unhealthy thing, and it all kind of fuels back into this desire that I have to feel good, to go for great runs, and to work out, to feel better. I've set myself up. So like, one, it's like a virtuous cycle. That desire that I have and that little foretaste I get of how good it feels to kind of be in that cycle makes me desire the negative things even less.

You can take this and really kind of transpose this to your own life for whatever it is that you want to do. Whether it's your business, your career, your fitness, your relationship, really think intentionally about what that flywheel looks like and understand that you can't just wake up tomorrow morning and want whatever you want or want anything. What you're going to want tomorrow is going to be a reflection of what you do today, between the time you stop listening to this podcast and the time that you go to bed. So the more intentionality we have about what those flywheels look like, the more we understand how doing one thing leads us to want or not want to do the next thing is really important.

[00:42:17] MB: Such a great insight. The notion of creating these flywheels or positive feedback loops, where good habits build on good habits, and you start to really transform yourself and your perception of yourself and really your identity over time can be really transformational.

[00:42:33] LB: Yeah. I would encourage everybody to actually – So it's not so nebulous to actually just take a piece of paper and to draw it out, like a circle with arrows. Here's the way that this thing works in my life. Maybe you start out with a negative one. You know what those are, if you have the negative cycles, the negative loops that you're caught in. Then you just do the same thing for the positive stuff.

[00:42:55] MB: So that may dovetail well into my next question, which was if – I mean, we've talked about some really fascinating things today. If there was one action item or one step for somebody who's listening to this conversation to take as soon as they're done listening to start to put this into practice, what would that action step be?

[00:43:12] LB: There's a few. I think think about – To make it really concrete and really real, ask yourself, what's the single most important thing that I can do right now to set myself up to want to do the things that I want to do tomorrow morning? You miss something that you can do in 15 minutes after you finish listening to us talk right here. Thinking intentionally about what do you want tomorrow and already beginning to construct a flywheel in your life that is going to help you want to do those things when you wake up in the morning. So it could mean just simple things. It could mean going to bed at a decent time so that you're not tired, and you don't want to fall back asleep tomorrow morning or whatever. That's kind of on a superficial level.

You take that a step further and think seriously about, well, what's going to give you the inspiration that you need with positive models of desire. Maybe you need to engage with somebody that you really admire between now and the end of the day. Maybe you've lost heart or you need some encouragement or whatever it is. Maybe you need to be inspired. There’s no shortage of YouTube videos out there. Watch Al Pacino’s halftime speech from any given Sunday, if you need some motivation. Just putting yourself in a position in thinking of desire as somewhat path-dependent. Your day tomorrow is going to be affected by the decisions that you make for the rest of the day and thinking about what that flywheel looks like.

[00:44:44] MB: Great piece of advice. Broadly, I think the recommendation of getting some stillness, sometime away some, as you put time in the desert, to really step back from your life, whether that's 10 minutes, 15 minutes, an hour. That perspective is tremendously valuable in helping to really understand what's going on, why do you want the things you want, and are they healthy or useful things to be wanting.

[00:45:09] LB: Yeah. I do that in my daily life. I carve out time in the morning and I carve out time in the evening, before I go to bed to do something that I call an examination of conscience, where I go through a list of questions and I ask myself a checklist. I mean, things that are important to me in my life, from my personal development to my relationships. But on a – That’s kind of at the micro level. That's at the daily level. I would encourage everybody, it’s something that I've been doing now for almost 10 years, to think about actually taking retreats every year, with the exception of last year because of the pandemic. It was the first year in a long time that I haven't taken one, but I typically take a minimum of three days of silence. Whether sometimes I'll just go to a cabin somewhere in the mountains, I'll go to the beach, and I'll be totally alone.

When I lived in Italy for a few years, I used to – A lot of the monasteries there will just let you stay there, and they'll host you. I used to do them there. Actually, if you have the luxury of being able to do that, and I think I wish that everybody did, I wish this was part of a corporate wellness package that employers would actually give you paid time off at a beautiful retreat center. I know a few of them. There's one just outside of Austin that I really liked a lot called Laity Lodge. Take that time. So like on a micro daily level, I do it. But I do it at least once a year, usually, and it's like a reset. It gives me time to – I take some books with me. It doesn't mean that you can't read but it does mean no phone. Silence doesn't just mean no talking. It means like totally unplugged.

The first couple of nights after the silence sets in, it's so powerful that you start having crazy dreams. I mean, this just shows you that the science backs this up, right? When we detox from the noise, like our minds just start doing things it didn't do before. I have that experience every time I go on these silent retreats, by the way, because I try to make them five days if I can. Usually around the third day, like the crazy dreams just start. It’s just a symptom of being inundated with noise, being totally bombarded. To a certain extent, I feel like we almost need a couple of days before we even like get into the real detox and the really good stuff.

So I would encourage everybody. If this sounds like something that would be a respite and an oasis for you, think about carving aside a minimum of three days. If anybody after this podcast is looking for recommendations on how to do that or where to do that, you can reach out to me. Maybe we can put something in the podcast notes because it's one of my strongest recommendations, and the people that I've encouraged to do this have always thanked me for it.

[00:47:40] MB: Luke, where can people contact you, find out more about you and the book and all of your work online?

[00:47:47] LB: So you can visit my website at lukeburgis.com. I have a sub stack called Anti-Mimetic that I started a few months ago, where you can get a bit more that's not in the book. There were a good 55,000 words that didn't make it into Wanting, but I'm also using that Anti-Mimetic sub stack to engage with current events, to give people the mimetic perspective on all of those, and most importantly to continue to share very practical tactics that one can take to begin developing some of that anti-mimetic machinery and muscles that will help you just have more freedom from some of the mimetic contagion that’s around us on a daily basis.

[00:48:28] MB: Well, Luke, this has been really insightful, fascinating conversation, and some really, really thought-provoking concepts around why we want what we want.

[00:48:38] LB: Well, thanks so much for having me, Matt. I hope it was helpful.

[00:48:40] MB: Yeah. Thank you so much for coming on the show and sharing all this wisdom.

[00:48:44] LB: You're very welcome. Love the show. Thank you.

[00:48:47] MB: Thank you so much for listening to the Science of Success. We created the show to help you, our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an email. My email is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I'd love to hear from you, and I read and respond to every single listener email. I'm going to give you three reasons why you should sign up for our email list today by going to successpodcast.com and signing up right on the homepage. There are some incredible stuff that’s only available to those on the email list, so be sure to sign up, including an exclusive curated weekly email from us called Mindset Monday, which is short, simple, filled with articles, stories, things that we found interesting and fascinating in the world of evidence-based growth in the last week.

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Remember, the greatest compliment you can give us is a referral to a friend, either live or online. If you enjoyed this episode, please leave us an awesome review and subscribe on iTunes, because that helps boost the algorithm that helps us move up the iTunes rankings and helps more people discover the Science of Success. Don't forget, if you want to get all the incredible information we talk about on the show, links, transcripts, everything we discussed and much more, be sure to check out our show notes. You can get those at successpodcast.com just at the show notes button right at the top. Thanks again and we'll see you on the next episode of the Science of Success.

September 23, 2021 /Lace Gilger
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How To Make You & Your Ideas Backable with Suneel Gupta

September 16, 2021 by Lace Gilger

In this episode we bring on innovation expert Suneel Gupta to discuss how you can make yourself and your ideas backable.

Suneel Gupta is a teacher of innovation at Harvard University and is the author of the upcoming book, BACKABLE, where he explores how to get people to believe in your ideas. Suneel’s ideas have been backed by firms like Greylock and Google Ventures, and he served as an Entrepreneur in Residence inside Kleiner Perkins Caufield & Byers. The New York Stock Exchange has named Suneel “The New Face of Innovation”. He has personally backed startups including Impossible Foods, Airbnb, 23&Me, Calm, and SpaceX. In 2019, Suneel established the Gross National Happiness Center of America in partnership with the Kingdom of Bhutan.

  • Find yourself in all kinds of situations where you're trying to convince people of an idea

  • Most people were not born backable, there were a set of skills and techniques they developed

  • Obviously backable things

    • Trust & Perceived Trust

  • Seven surprising factors of being backable

  • One of the most surprising findings was the idea of "conviction"

  • Backable people don't necessarily have incredible charisma, they often tend to have really strong conviction about their idea.

  • "ITs not charisma that makes someone convincing, it's conviction."

  • If you don't fully believe what you're saying, you won't be as backable as you could be.

  • Most great ideas where already inside companies, but they are often neglected or lose steam in casual and informal settings.

  • Take "incubation time" to more fully flush out your ideas.

    • Draw things out.

    • Talk things out.

    • Write ideas out, journal them out.

  • A few key principles for building conviction when you're incubating an ideas.

  • Backable people are much more likely to fall in love with a PROBLEM than with a SOLUTION.

  • Spend 20 minutes coming up with 8 alternatives to your idea.

  • Allow yourself to WANDER and don't get too locked into something.

  • Street into why the idea might be objectionable, figure out the biggest reason why people may object.

  • It's OK not to have perfect answers. Ambiguity creates conversations.

  • Backable moments are very rarely a monologue.

  • "I don't think you can be 100% convinced of anything"

  • Create an earned secret - "give me something that I can't find on google."

  • Great pitches, great interviews, great presentations are often built on a hidden insight.

  • How do we find that hidden insight? Part of it is putting yourself into the story. The founder of AirBnB rented their own apartment. The founder of Lyft drove their own cars.

  • Generate hidden insights by going the extra mile, putting yourself into the situation, and getting creative

  • What would most people do in this situation?

    • Go AT LEAST one step beyond that.

    • Talk to customers, interview

  • The "IKEA Effect" - we place 5x as much value on something that we help build vs something that we just buy.

  • Come up with great idea -->> hidden step -->> execute on it

  • Hidden step: Give the early team members a piece of the vision, let them "Crack their own egg," and get them bought into the idea.

  • We all want to know that we made a difference, we all want to know that we made a mark on something.

  • The way we approach most audiences is to tell the story of ME - backable tend to the story of US, how my idea and your idea come together to create something BIGGER.

  • I have this great idea, but the one thing I'm missing is what you're an expert in, if we were to combine efforts we could bake a cake together.

  • Share "just enough" to get people excited - share the high level perspective and let the creative energy of the room fill this in and create buy in.

  • It takes MORE preparation to have a dialogue than a monologue.

  • Don't treat the first conversation as the sales conversation, get to know the person, ask them questions, etc.

  • A lot of times we think that backable people are "naturals" - but in most cases they were the product of lots and lots of practice.

  • Ask: "what stood out to you the most?"

  • Ask: How would would you describe what you heard to someone else?

  • The average backable person does an average of 21 exhibition matches before their big pitch.

  • True mastery, innovation, and improvisation comes AFTER you've mastered the basics. Learn the rules to forget the rules.

  • "Be willing to be embarrassed."

  • "Long term success comes from short term embarrassment."

  • But that embarrassment does not have to come from high stakes situations.

    • Embarrass yourself in front of people you trust.

  • Backable people surround themselves with four types of personalities

    • Collaborators

      • "Yes... and.."

      • Build on top of your ideas with you.

      • Is your idea good for the market?

    • Coach

      • Is your idea good for YOU?

      • Does it fit who YOU are?

    • Cheerleader

      • Someone who you can turn to who will build up when you're feeling down.

    • Critic "Cheddar"

      • Cheddar gets Eminem ready for the final stage.

      • Skeptic who is willing to poke holes, has your best interest at heart, but is not afraid to point out your blind spots.

      • They can be kind of annoying, but are super valuable.

  • What is often holding us back? The idea that "I'm not ready."

  • Studying hundreds of successful people the biggest commonality was that almost universally they were NOT READY.

  • Homework: Play the game of now. The opposite of success is not failure, it's boredem.

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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Suneel’s Website

  • Suneel’s LinkedIn, Facebook, and Twitter

Media

  • The Bookseller - “Endeavour bags Gupta's guide to becoming 'backable'” by Ruth Comerford

  • Pulse 2.0 - “Suneel Gupta Joins Techstars Detroit As Founder-In-Residence” By Amit Chowdhry

  • Crain’s 40 under 40 - “Suneel Gupta, 39: Tech Entrepreneur and Co-founder, Rise Labs” by Chad Livengood

  • Crunchbase Profile - Suneel Gupta

  • India Abroad - “Michigan congressional candidate Suneel Gupta gets boost from brother Dr. Sanjay Gupta” By Aziz Haniffa

  • Fortune - “3 Ways Amazon CEO Jeff Bezos Makes Tough Decisions Without Being 100% Sure” by Suneel Gupta

  • [Podcast] Intelligence For Your Life The Podcast - Backable with Suneel Gupt‪a

  • [Podcast] The Entrepreneur Way - 1824: Becoming Backable so People Want to Take a Chance on You with Suneel Gupta

  • [Podcast] Sibling Revelry w/ Kate Hudson and Oliver Hudson - Dr. Sanjay Gupta and Suneel Gupta

Videos

  • Andy Cohen - SUNEEL GUPTA | Rise keynote - Collaborative Agency Group

  • Worldwide Speakers Group - Reimagining 2020 and Beyond with Suneel Gupta and Josh Linkner

  • TEDxTalks - The Kahani Movement: Suneel Gupta at TEDxSanDiego 2011

  • Center for Entrepreneurship - #EHour​: Suneel Gupta | Rise

  • Suneel Gupta’s YouTube Channel

  • Established - A Conversation with Suneel Gupta, RISE & Author, Backable

Books

  • Backable: The Surprising Truth Behind What Makes People Take a Chance on You February 23, 2021 by Suneel Gupta and Carlye Adle

  • Amazon Author Page

  • Audible link for BACKABLE

Episode Transcript

[00:00:04] ANNOUNCER: Welcome to the Science of Success; the number one evidence-based growth podcast on the Internet, bringing the world’s top experts right to you. Introducing your hosts, Matt Bodnar and Austin Fabel.

[00:00:16] MB: Welcome to the Science of Success, the number one evidence-based growth podcast on the Internet, with more than 5 million downloads and listeners in over a 100 countries.

In this episode, we bring on innovation expert, Suneel Gupta, to discuss how you can make you and your ideas backable.

Are you a fan of the show and have you been enjoying the content that we put together for you? If you have, I would love it if you signed up for our e-mail list. We have some amazing content on there, along with a really great free course that we put a ton of time into called How To Create Time for What Matters Most In Your Life. If that sounds exciting and interesting and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com. You can sign up right on the homepage. That’s successpodcast.com. Or if you’re on your phone right now, all you have to do is text the word smarter, that’s S-M-A-R-T-E-R to the number 44-222.

In our previous episode, we brought on one of the fathers of decision-making psychology to discuss several fascinating takeaways about how to make better decisions with our previous guest, Robin Hogarth.

Now, for our interview with Suneel.

[00:01:32] MB: Suneel Gupta is a teacher of innovation at Harvard University and is the author of the book, Backable, where he explores how to get people to believe in your ideas. Suneel’s ideas have been backed by firms like, Greylock and Google Ventures. He served as an entrepreneur in residence inside Kleiner Perkins Caufield & Byers. the New York Stock Exchange named Suneel, the new face of innovation, and he's personally backed startups, including Impossible Foods, Airbnb, 23andme, Calm and SpaceX. In 2019, Suneel established The Gross National Happiness Center of America, in partnership with the Kingdom of Bhutan.

Suneel, welcome to the Science of Success.

[00:02:09] SG: It's great to be here, Matt. Thanks for having me.

[00:02:11] MB: Well, we're super excited to have you on the show today. You have such an incredible background, and have done so many interesting things. I'm really excited to explore that and dig into some of the lessons from Backable.

[00:02:22] SG: Fantastic. Well, now, hey, I'm a big fan of the show, and looking forward to digging in with you.

[00:02:28] MB: I'd like to start with just given all of the fascinating things that you've worked on and been involved with, tell me a little bit about the genesis of Backable and how you really started to piece this idea together?

[00:02:43] SG: Yeah. Well, I've found now that authors tend to start from one of two points. Either you have a solution, or you have a problem. I certainly had a problem, which was that I found myself in all sorts of different situations, where I was trying to convince people of an idea, or to take a chance on me personally with the job opportunity and just not having any luck. At the same time, I was finding that there are people who I now call backable people, who tend to be able to walk into a room, and they convince us to take a leap of faith on them. Even when they're not the obvious choice, even when they don't have the obvious idea, we tend to want to rally around them.

The reason that I became very interested in this topic at all came together in a moment, where I was asked to be a speaker at a conference called Fail Con, which stands for Failure Conference. Let me just tell you, Matt, it's a humbling experience when someone calls you and says, “Hey, we're doing this conference on failure, and we would love for you to be the keynote speaker.”

I accepted the role, and I'm on stage, and I'm giving this talk on all these things that I had messed up in my career. I didn't know this at the time, but there was a reporter from the New York Times, who was in the audience. Fast forward to a little while later, I'm in my apartment, and I open that day's New York Times to a full-length story on failure with my face is the cover of this story.

[00:04:09] MB: That's amazing.

[00:04:10] SG: Yeah, and this is 2013 timeframe. That story goes viral, because failure was a topic that hadn't really been talked about as much up until that moment, but it was really starting to enter the zeitgeist. That article became one of the ways that it did. It became so popular that literally, there was a time when you could have searched for failure on the Internet, and my face would have been one of your top search results.

I think, when something like that happens, you have two choices. You can either hide from it, or you can embrace it. A friend of mine convinced me to embrace it. The suggestion that he had was, why don't you start emailing this article out to people who you're trying to get meetings with, who have been up until now, unresponsive? Use this as an icebreaker and see what happens. I did. I started emailing people. I would say in the email something like, “Hey, as you can see, I have no idea what I'm doing. Would you be willing to grab 15 minutes with me over the phone, or grab coffee?”

The response rate, Matt, to that email was insanely high. I found that people not only were they willing to chat with me, but they were willing to open up to me. These were honest conversations. That really laid the foundation for this book, which was spending now, the past five years studying backable people from all different walks of life, from Oscar-winning filmmakers, to celebrity chefs, to military leaders, to founders of iconic companies, and really starting to realize that in the vast majority of cases, none of them were born backable.

There was a set of techniques, a set of adjustments that they made to their style. That's good news, because that means that any of us can make specific, tactical adjustments to our style to make ourselves more backable.

[00:06:02] MB: You touched on something just now and earlier as well, that is such an important piece of this, which is that being backable, when you see maybe your background, or even just the title, you think initially about raising money for startups. At least, personally for me, that's the immediate thing that came to mind. Really, this is a universally applicable skill set. I mean, in any field, anything you're doing with your life, you can exponentially increase your ability to be successful, by getting people invested in you and what you want to achieve.

[00:06:34] SG: Yeah. Such a good point. I really think it comes down to change. Whatever type of change you're trying to create, that could be with your own career, that could be with your community, that could be with your company, whatever type of change it is that you're trying to create, we never do it alone. We need teams, we need colleagues, we need hiring managers, we need bosses, we need investors, we even need friends and family. How do you get people to see in your idea and to see in you what you see in yourself?

[00:07:06] MB: This likely dovetails with this, but I'm curious, what were the people you started to study and uncover and see across a wide spectrum of activities and industries, what were some of those commonalities that you witnessed around what made them backable?

[00:07:23] SG: Yeah. What I tried to do was run everything that I was seeing through the obviousness filter. There were certain things, like you need to be somebody that people trust, for example; something that somebody has perceived trust, at least. That's an obvious quality, and I tried to really focus on the things that surprised me. Ultimately, it came down to seven surprising qualities. What I did in the book was I really tried to break those into specific steps then, specific techniques.

For example, one of the qualities that surprised me early on, was this idea around conviction. What I expected to find when I started researching this book is that backable people in large, were going to be charismatic folks. They're going to have a high degree of charisma. The more that I dug in, the more people I spent time with, who were extraordinary, the more I realized that that's really not the case.

Sure, there are people out there who are highly charismatic, that are backable, but I was finding that actually, the majority of them were not. Many of them were shy. They were introverted. By the way, if you want a quick example of that, just very quick, go look up the number one most popular TED Talk of all time. What you might be surprised to find is a very unTED-like presentation. It's a guy named Sir Ken Robinson. The talk has over 65 million views. It's an incredible talk on education.

He has one hand in his pocket. He meanders on and off script. He naturally walked with a bit of a slouch, but it's an incredibly powerful talk. What I found is that it's not charisma that makes a person convincing. It's conviction. Backable people take the time to convince themselves first. Then, they let that conviction shine through with whatever style it is that feels most natural to them.

The fundamental idea of being here, Matt, like if you don't believe, they can't believe. If you don't fully believe what it is that you're saying, then no PowerPoint slide, no hand gesture, no level of eye contact is going to make up for that.

[00:09:30] MB: Such a powerful insight. I'm curious, how do we start to either uncover conviction within ourselves, or get convicted about something that we're not sure about?

[00:09:45] SG: Yeah. Well, I think, it really begins in a moment that I think a lot of us are very familiar with, which is that you're with friends, or you're with colleagues, and all of a sudden, an idea strikes. You get inspired by something. Typically, what ends up happening in that moment is that we end up blurting that idea out. Then we look around, and we realize that no one is quite as excited about that, what we just said as we are. When that happens, it can be very deflating. Can be a very deflating moment. Most of us what we find, we’ll then take that idea, we'll put it in a mental drawer, and we'll walk away.

One of the things we found when we were looking inside big companies back to your point, this isn't just for entrepreneurs, but we were really interested in how do ideas really flourish within larger organizations? One of the things we found is that most great ideas, I mean, the ideas that companies and organizations regret having not done, were already there. They're already floating around the companies. They weren't killed inside the room, they weren't killed inside formal meetings. Those ideas tend to be killed inside the hallways. They get killed inside parking lots. In casual conversations, where you share it with somebody who's friendly and they don't give you the reaction. You get deflated, and you walk away from the idea.

Getting back to that moment, when you start to think about this moment of inspiration, what backable people tend to do is they almost form this very, very simplistic decision tree in their heads, which is, “Okay, I'm inspired by this. Is this an idea that I have high conviction for, or a low conviction for?” One way to think about it, is this a peanut M&M, or is this a chocolate M&M?”

A peanut M&M is not a piece of steel, but you can squeeze it, and it won't crack immediately. Or as a chocolate M&M, you squeeze it just a little bit, and it cracks. You don't want to share a chocolate M&M with people, because it's going to crack immediately, and it's going to be a deflating experience. What backable people tend to do is they say, if it's a chocolate M&M, I'm going to resist the impulse to share this idea right now. I'm going to take what we call in the book, incubation time.

Now, incubation time is where you put the peanut inside the idea. There are lots of different styles for how people like to spend their incubation time. Some people like to draw things out that are more artistic. Some people like to talk it out with literally themselves through a recorder, or they film themselves in their laptop. I'm a writer. I like to write my ideas out. I literally start out with just blank pieces of paper. I know, you're a journaler as well, Matt. I am, too. I literally just tried to just start writing my idea.

There's a couple of key principles, I think, when you're spending this incubation time for building conviction. One is that you want to allow yourself to wander a little bit. Oftentimes, when we're at the early stages of an idea, we tend to fall in love with a solution. What we found is that backable people tend to fall in love with a problem, not necessarily falling in love with the solution. If you fall in love with the problem, what that allows you to do is it allows you to wander in different directions.

As you start to journal your idea out, you may end up finding that it morphs into something else. If you're rigid about your solution, you're going to shut those patterns off. You're going to shut those possibilities off. If you're in love with your problem, you're going to follow those through. What we find over and over again, is that most great ideas were a morph of something that started out. It started out a little bit different. Usually, not a lot different, but a little bit different.

IDEO, the company will go into their consulting arrangements with companies. One of the first things they'll have people do sometimes is they'll say, “You know what? You guys have an idea right now. Why don't we come up with eight alternatives to your idea?” Typically, their client is like, “No, no, no. We have the idea. We know what it is.” They'll say, “Yeah, yeah. Let's just spend 20 minutes coming up with eight alternatives to that idea, and just see what happens.” Finally, they do. What they say is that, almost always, one of the eight ideas ends up being the thing that the room gets most excited about, even though they came in with a very different concept. Again, allowing yourself to wander.

The second thing is that you want to not just during this incubation time, you don't just want to steer into why this idea is exciting to you. You want to also steer into why this idea might be objectionable. In the book, I call the steering into objections. Taking off your excited hat, putting on your critic hat, and thinking to yourself, “When I ultimately share this with my colleagues, or my friends, or whomever I'm going to share this with, what are going to be the top two or three things they're going to bring up?” You want to write those down, and you want to start to answer those.

Now, most people are afraid to do this. The reason for that is because we know that we won't have perfect answers. The reality is that when you're trying to create something new, you're very rarely going to have perfect answers to those questions. There's always going to be open questions. If there weren't, it probably wouldn't be a new idea. Just the ability to have a back and forth, just the preparedness of like, I have thought through what they're going to bring up, then I'm able to have a conversation about it, gives you that level of conviction that you need to walk into a room. On the other hand, if you walk in crossing your fingers, hoping they don't bring something up, you can never have the conviction that you need to create a backable moment.

[00:15:13] MB: Those are great insights, and especially, this notion that we should have, be okay, that our answers aren’t perfect. To me, that's so important to really understand, even in the early genesis of an idea that you have to have some level of comfort with ambiguity, to be able to bring something into the world.

[00:15:35] SG: Yeah, absolutely. In some ways, I have found that that ambiguity is what creates conversation. Because these backable moments, whether it be a pitch, or a presentation, or an interview, they're very rarely a monologue. You don't walk in, recite your resume, and walk out of the room. It's a series of interactions. It's the ambiguity that ends up creating interesting conversation, where again, it's not just you reciting your idea, or your resume, it's you engaging the other side of the table. When there's some ambiguity, you actually have something to talk about.

[00:16:09] MB: Yeah. I really like that insight a lot. In some senses, doing that a little bit of that work in advance almost reminds me of the concept of a pre-mortem, or even the military conception of red teams that essentially, beat ideas up and try to figure out why things are going to fail. Just those concepts, I find to be really fascinating ways to improve your own thinking. As you said, if you're falling in love with a problem, instead of falling in love with the solution, you create more space for yourself to not have your ego be tied up in, whatever the definitive outcome may be, if that makes sense.

[00:16:44] SG: Yeah. No, totally does. I love the way you phrase that too, because it is about you go. Oftentimes, we come up with an idea, and then we get married to it, and then our identity gets wrapped up in it. Then anything that starts to even bend it a little bit, we resist that. It's amazing how quickly that can happen. All of a sudden, we almost feel married to something.

I do think it takes deliberate practice. It's so important, which is to say, is almost in some ways, to catch yourself in these moments of excitement and say, “All right, but let me just unwind this a little bit. What was the problem that I was trying to solve? What exactly am I trying to get at here?” Just allowing yourself to have the space and flexibility of knowing that your answer, that thing you're excited about is probably one of many different ways to tackle that. Maybe it's the best, but maybe it's not.

[00:17:40] MB: This is a corollary of that. How do you think about the balance between being really convicted on an idea, versus having the intellectual humility to change your mind, or abandon it and move in a different direction?

[00:17:56] SG: Yeah. It's such a powerful question. I don't think that you can be a 100% convinced about anything. I think, well, I don't find that backable people usually are. I think, what they're convinced about is that there's a real problem to solve here. They're convinced that the insight that they have found is solid. One of the chapters that we talk about in the book is this idea of finding an earned secret, finding an earned secret.

I'll tell you a quick story. I was in the waiting room of a guy named Brian Grazer, who's a Hollywood producer. He's won a 130 Emmys, dozens of Oscars, but he also invests in companies, and he runs large teams. As I was sitting in his waiting room, this is a couple of years ago, I was surrounded by people who were there to pitch him on all sorts of things. You could just tell that the anxiety in the room was really, really high. People were nervous.

When I went back to see Brian, I said to him, “Hey, you have a roomful of nervous people out there. If I could have given them one piece of advice before they pitched you, on how to pitch a guy like Brian Grazer, what would it be? What would that one piece of advice be?” He thought about it for a moment. He said, “Give me something that I can't find easily on Google. Give me something that's not easily Googleable.” I thought that was so interesting, because as I talk to more and more backers, more and more decision makers, what I realized is that great presentations, great pitches, great interviews tend to be based on in a hidden insight. They tend to be based on an earned secret. It's something that you have gone out into the field, and you have found, and you realized like, “Hey, this is something that is somewhat surprising. Most people in my shoes don't really know this. I'm going to bring that into the room. I'm going to build my idea on top of that.”

Getting back to your question about conviction and humility, I think, what we're talking about is really conviction on the problem, but leaving the solution somewhat flexible, so that the people on the other side of the table can really get involved. One of the concepts, Matt, you and I were talking about before the show was this idea of flipping outsiders into insiders. That's where that comes in.

[00:20:06] MB: I definitely want to dig into how to flip outsiders into insiders. Before we dig into that, I want to unpack a little bit more this idea of earned secrets and hidden insights. How do you think about – when I think about just for myself, if I wanted to create an amazing pitch, or presentation, I would love to always have a hidden insight. How do you think about sourcing those, or finding them, or earning those secrets in some sense?

[00:20:35] SG: Well, when we unpack what an earn insight is, it is an insight, but I think half of it is the charm of your story, and how you put yourself out there. When I talked to people who invested in Airbnb early, Brian Chesky, the co-founder, and his co-founders didn't necessarily come up with anything that, I think, was mind blowing. I think, part of what it is that really charmed investors was that they were renting out their own apartment, and they were actually having real people stay at their place. They were understanding what that experience was like, and how it could be better.

If you look at TaskRabbit, Leah Busque the founder was cleaning homes and collecting insights. If you look at Lyft, the founder of Lyft was driving passengers around. Logan Green was carting the first passengers around himself, then he was taking notes, and he was bringing those notes into the meeting. I don't think it necessarily always has to be earth-shattering, but I think half of it is you putting yourself into the story. You didn't sit behind a desk. You didn't do research the way that most people would. You went above and beyond.

I'll tell you, I'll give you an example that's non-founder, non-tech-founder-ish, which is that a few weeks ago, someone had approached me, because she was applying for a job at a social media company. She was a mother, and she was returning to the workforce. She was trying to figure out what this company was all about, because she didn't actually use the product. She did something really interesting that most people in her shoes would not do, which is that she interviewed every single one of her daughter's friends.

All her daughter's friends use this product, and so she interviewed all of them. She asked them what they liked and what they didn't like, what were these moments in their experience that they found most compelling. Then she did something. She had them sent her screenshots of these moments in their experience. Then she goes to this interview, which is over Zoom, and she pulls out her phone in the middle of the interview, and she starts showing this hiring manager some of these insights that she collected, this gallery of screenshots.

Well, this hiring manager is so impressed that not only does she get the job, but he actually in the middle of the interview, patches in one of their UX designers to look at some of these insights that she's collected, these moments that may not actually be on their radar, these little opportunities. I don't think it takes a lot. When I asked her like, “How much time did all that take you?” She's like, “Less than two hours. Less than two hours of research.” I don't think it takes a tremendous amount, but I think, it begins with being willing to go do things, again –

The way that I would approach it is really, two steps. Step one is thinking, what is most people do in this situation? What would most people do? Then the second is going and doing at least one step beyond that, that could be talking to customers, that could be test driving a competitor's product, that could be attending an obscure meetup online, but doing something that most people in your shoes would not do.

[00:23:28] MB: What a great story. It really showcases that it's all about just putting in a little bit of extra effort, going one step further, and you've shared some great examples of that already. I think, that that really crystallizes how you can start to generate these personalized and unique insights that can help take something that may have been one-dimensional and make it three-dimensional. Let's come back to the concept of flipping insiders to outsiders.

[00:23:57] SG: Yeah. It's really interesting, and I think, people, book came out a few weeks ago, and this has been one of the concepts that people have gravitated to the most. One of my favorite stories from the book is about Betty Crocker. Betty Crocker in the 1940s, introduced instant cake mix to the market. They believed that instant cake mix was going to be a smash selling product. They were stunned. The executives at Betty Crocker were stunned when they found out that instant cake mix just was not selling, and they could not figure out why.

They hire a psychologist named Ernest Dichter to go out into the field and start doing interviews with customers. Dichter comes back with a recommendation, or an insight that was really, really surprising. He says, “I think, you have made the process of making a cake too easy, too simple. Because all the customer has to do is pour water into a mix, pop it in the oven and voila, there's a cake. When the cake comes out of the oven, they actually don't feel a sense of ownership over it. It actually don't feel they really made that cake.”

Dichter had a recommendation. “Why don’t you remove one ingredient, one key ingredient and see what happens?” They do. They removed the egg. Now as a customer, you have to buy and crack and mix in your own fresh egg, and sales completely take off. Because now, when the cake comes out of the oven, people felt they had an ownership over it. Look, researchers and scientists have unpacked this theory over and over again and proven it in different ways.

A group of economists at Harvard called this the IKEA effect, which basically tells us that we place up to five times the amount of value on something that we help build, than something that we simply buy. There are a lot of people out there with poorly made futons and furniture that they're probably not going to get rid of, because they built it themselves. What does this have anything to do with creativity, or innovation? Well, we've been told that it's a two-step formula. You come up with a great idea, and then you execute on it really well.

There's a hidden step in between. That hidden step is where we take early employees, early colleagues, early partners, just early friends, and we make them feel like it's their idea as well. We give them an egg, and we allow them to crack that egg into the mix, so that by the time the cake comes out of the oven, by the time we reach execution phase, they actually feel it's their cake as well.

Believing in trace, any successful organization, any successful political movement, any successful product initiative, back to that hidden step, where it was never just one person. Oftentimes, we will give the credit to one leader, but the reality is when we unwind the clock, and we go back in time, when we look at how it was really formed, it was a group of people who felt the same founder level passion over that idea, as the person who came up with it in the first place.

[00:27:02] MB: How do we practically start to think about getting those early team members bought into the vision, and telling a story that's collective, as opposed to about you and them, if that makes sense?

[00:27:15] SG: Yeah. By the way, I love the way you frame that, like the collective story, because that's exactly what it is that we're doing. One of the people I talked to for the book was the head of the MacArthur Foundation, which gives the Genius Grant. The Genius Grant is a $650,000 grant to some really amazing people, like Lin Manuel Miranda, the creator of Hamilton is a Genius Award recipient.

I asked him like, “How do you go about selecting people for a grant like this?” One of the things he said that was really surprising to me is that if you are somebody they're considering, and you are already on a very, very clear path to success, to achieving what it is that you want to achieve out of life, that will actually make you a less likely candidate for the grant. Less likely, not more likely. I was like, “Why?” He’s like, “Well, as a foundation, we want to have some influence on your success. We want to actually know that as a result of what we did for you, as a result of what we were able to provide for you, you are more likely to achieve what it is you were trying to achieve.”

He was offering me this perspective from the foundation. He was saying, “Look, I mean, this is really how we operate as human beings. Don't we all want to know that we made a difference? Don't we all want to know that we made some mark on the things that we're getting involved in. It's true. Yet, if you look at the way that we approach most presentations, or pitches, the way we approach most audiences, we very much, the most of us, very much like to tell the story of me, the story of my idea, the story of my resume, the story of my vision.

Whereas, what backable people tend to do is they tend to tell the story of us, how my idea and your idea, or who I am and who you are come together to create something bigger. One way to think about that practically, is look, if I have an idea that I'm selling, I have most of the ingredients this idea. As it turns out, the one thing that I'm missing, or that a couple things that are missing happened to be the areas that you are an expert in. If we were to combine together, if you were to crack your eggs into this mix, we would make this really, really beautiful cake together.

Again, most of the time, we don't approach it that way, because we feel we need to walk into these meetings with bulletproof answers, or a bulletproof plan. When we do that, we often shut people out of the creative process. One of the very specific things that we talked about in the book is how to share just enough. Don't overshare, at least not in the beginning. Oftentimes, I'll see teams walk into meetings and they'll share 90% upfront, and then they'll save 10% for Q&A.

My advice is now to reverse that. Share the 20% to 30% upfront. Share just enough, where you can get the, again, the problem that you're trying to solve a high-level of the vision, and then open it up to the room for this conversation and let the creative possibilities that come up get folded in. Now, that doesn't mean by the way, Matt, that you come in unprepared. It doesn't mean that you've only prepared 20% to 30% of your presentation. You're going to wing it for the rest.

As it turns out, it takes a lot more preparation to have a discussion, than it does to have a monologue, or to have a presentation. You need to be able to react to what's coming up. You need to have studied all corners. You need to be able to engage in questions, which as we know, it's much more difficult to ask the right questions sometimes than it is to give the right answers. It's an engagement, a back and forth. It all begins with sharing just enough and not too much.

[00:30:59] MB: What a great perspective on that, that it takes more preparation to have a dialogue than a monologue. That's a really good and slightly counterintuitive frame that really shines light on this idea. I think, broadly, this whole perspective is a really cool way to think about applying the IKEA effect in a methodology that I'd certainly never thought of, prior to you unearthing in some sense, this notion of giving the people that you're pitching, or engaging with some method to get buy-in into the conversation. Give them some space to contribute and feel they're a part of it, as opposed to just having a one-directional conversation.

[00:31:42] SG: Yeah, absolutely. Yeah. No, I mean, I'm sure – I mean, look, when you were in the process of acquiring companies that you acquired, and in doing all the work that you've done, I mean, I'm sure you have a ton of perspective on this. I mean, you were engaging with lots of different teams. Did you ever find that that was the case, that certain teams that would come in and engage you and say, “Hey, Matt. Based on the experiences you've had, what would your advice be? What would you do in this situation?”

[00:32:07] MB: Yeah. Even just thinking about that, I mean, it almost makes me more bought into the conversation, just thinking about it right now. You're totally right. This in some sense, is almost a corollary of another idea that I find to be extremely powerful, which has various names, but I typically refer to it as Socratic influencing, which is basically, the idea of, instead of trying to convince someone of something, you just ask them questions to get them to come up with the idea themselves. You see massively more buy-in from somebody if you approach it that way, versus just trying to tell them outright that XYZ.

[00:32:43] SG: Yeah, it's really interesting. I mean, I love that. One of the most common things that I saw backable people do very practical, but it's interesting how seldom I see it done by others, is that not treating the first conversation as the sell conversation. Instead, having that intro conversation with people, where you're just simply asking them questions. What is it that they're interested in? What are the biggest problems on their mind right now? What's keeping them up at night? Then saving the sell for the second conversation, right?

I mean, I see founders do this with investors all the time, where it's like, “Hey, we have this perspective on healthcare, but I'm interested to hear what are you finding right now? What's fascinating to you?” Then, then taking some of the insights, taking some of those things, and folding them into the follow-up conversation. “We heard you say this during the last conversation. We did some research on that. We agree, and here's what we found.” Instead of jumping straight to the sale, almost treating it like a one-two punch.

[00:33:45] MB: I think, you can even apply that in a single conversation, in some sense, which I'm a huge fan of. Whenever I meet somebody new, I almost never want to introduce myself first. I'd much rather hear them introduce themselves and ask all kinds of questions. Then once I have all that context, I can really way more effectively tailor my, whatever my introduction, or parts of my background that are the most relevant, or personal experiences that tie in with that. Without that context, you're just blindly stumbling into the introduction. You have no idea what's going to be the most helpful pieces of yourself to bring to that conversation.

[00:34:23] SG: I love that. The other day, I spent time with a sales leader, who was talking about this product that he's been out there trying to sell. He's like, it's this product that has lots of different features to it. The way that he would approach his presentations to potential buyers is he would talk about every single one of these features. It was basically, a 40-minute presentation, talking through each and every feature. He would just realize that by the end of those 40 minutes, I mean, people's eyes were glazed over.

Instead, he took a page, I think, out of your playbook, which is in the beginning, he'd have them start talking. Then he would ask them, “Hey, we have five different things that we're hearing, five different types of problems that we're hearing in the market right now. I just want to go through those five very quickly. He’ll list them off and they'll say, “Which of those five resonate the most with you, if any?” They'll be like, “Well, number three, for sure. We hear that all the time over here.”

Instead of going to every feature, he'll jump right into number three. He'll talk about how the one specific feature addresses the problem for number three. Now, it's a 15-minute presentation, as opposed to a 40-minute presentation, saving a bunch of room for dialogue. He's gone straight into responding to what it is that they're telling him is their biggest pain point. He's like, it became a night and day result. The number of people who ended up saying yes, was just way, way different than it was before.

[00:35:51] MB: Great example. it's such a simple shift in perspective, but it can really transform the way you interact with people. I want to explore some other themes from the book, because there's so many great lessons here. one of the sections that I found to be really, really insightful was the notion of playing exhibition matches. Tell me a little bit about that.

[00:36:13] SG: Yeah. I love exhibition matches as well. it's one of my favorite chapters. basically, exhibition matches are low-stakes practice sessions, before you get into a high stakes situation. What I found, after studying hundreds of backable people is that oftentimes, we look at them, and we feel they're naturals. They're just naturally gifted speakers, and some of them are. In the vast majority of the cases, they were the product of lots and lots and lots of practice.

The reason that that's so deceiving to us, the reason we don't think that it's a lot of practice, is because they almost come off as extemporaneous. They almost have an improvisational style to them. We assume that they're coming up with it on the spot, when again, it's typically, because they've practiced so much, that they are able to have that natural style. I'll tell you a little bit more about that. These exhibition matches are again, they can be played – There's a few rules, a few ground rules. Let me walk through just a couple of them for you, how to play good exhibition matches.

The first is that no venue is too small. When you're practicing something, you can practice with anybody. It could be a friend, it could be a colleague, it could be a family member, it can really be anybody. When you're doing a practice session, you don't want to give the director's commentary version. What I find that a lot of people will do is they'll be like, in these practice sessions, they'll say, “Hey, so when I go in the room, this is what I'm planning on doing.” Then I'm going to go through this, and then I'm going to go through this section. They're given this almost editorial director's commentary. You don't want to do that.

The reason you don't want to do that is because you want to build the muscle memory, the exact muscle memory of what it's going to be when it's in the room. You can only do that if you're giving them the real version. That's one really important thing. The second thing is that it's critical when you're doing these exhibition matches, to get good feedback. The only way you can get good feedback is if you ask good questions. The question that I think is useless, that a lot of us tend to ask is, we'll get through a presentation, or a practice round, I will ask the person, what did you think? What did you think of that?

Most of the time, especially if we're dealing with friends and family, they're going to be nice, and they're going to say, “Yeah, it was pretty good. I like that.” That's not very helpful. A much more precise question to ask, is what stood out to you the most? What of what you just heard stood out to you the most? That's going to give you a much more precise sense of what's landing and what's not landing.

Another way to frame that is asking, how would you describe what you just heard to someone else? I love that one, because what ends up happening is if I'm talking to somebody like you, Matt, who's much more articulate than me, you're going to end up coming up with a way to explain what you just heard in a way that's more compelling than I ever could. I'm going to use it. When I was starting to write Backable, I would go to other authors and I'd say, “Here's my idea,” and I would explain it in this really sloppy way. Then brilliant authors, like Dan Pink, for example, would be like, “Well, here's how I describe it.” I'm like, “My gosh. That's so much better than mine, and I would use it.” Asking people, how would you describe what you just heard to a friend is a really important thing.

Now, getting back to the number of exhibition matches, because this is really important. What I found really surprising, which is that the average person that I studied, played about 21 exhibition matches before they got into the room. 21. Which I thought was crazy. I thought, sounded way too high. The thing that I worried about was if you're practicing that much, isn't that going to make you sound really robotic when you get into a room? Aren't you going to feel very scripted? What I found by putting this into practice myself was that it does the opposite. Because when you have such a high-level of mastery, when you've gone through something 21 times, like a new pitch, a new idea, a new presentation 21 times, you can drop your script. You have it committed to memory.

You don't have this background process running, where you're like, “Well, I'm going to say this, and I'm going to say that, I’m going to say that.” You can drop all of that and you can be fully tuned in to exactly what's happening in the room. That's when backable moments happen; when you are completely adaptive to how other people are reacting. You're picking up on signals of what's landing and what's not landing.

Charlie Parker, the great jazz musician had this quote, which basically sums up my entire book. It's super annoying, because he was getting off the stage and someone asked him this question. In 30 seconds, he gave a summary, which basically, encapsulates what I tried to do in 200 pages. What he said was, somebody asked him like, “Charlie, how do you have such incredible stage presence?” Charlie Parker said, “Well, you got to learn your instrument. Then you got to practice, practice, practice. Then before you get up on stage, you forget all of that, and you just wail.” I love that, because in order to forget yourself in that way, in order to fully put yourself in the room, be completely absorbed into what's happening, and completely with the people that you're sharing this idea with, you have to have practiced enough to put yourself in that state.

[00:41:36] MB: It's such an important concept. I really love that you brought in jazz, both because I’m a fan of Charlie Parker and jazz more broadly. Also, just this notion of learning the rules before you can break the rules. This idea that once you have mastery, then you become an incredible improviser. Until you do, it feels rigid and stiff, or scary if you're breaking out of your formula, or framework to start to improvise. Once you have that level of mastery, it's almost beautiful, your ability to on the fly, adjust and change and pivot little parts of the conversation to tailor to exactly what the situation requires.

[00:42:17] SG: Yeah. It’s so well put. I mean, because it's this idea of practicing in order to become a natural, doesn't feel right. It feels a little counterintuitive. You don't practice to become natural. The reality is that you do. It's when you master things, then it opens up to this adaptability and this improvisational quality that like you say, jazz musicians have.

[00:42:40] MB: You see it across any field, where someone has true mastery. I think, you see the same manifestation of that broader principle. One other element that I found really interesting around the idea of exhibition matches, which we've touched on briefly, but was also this notion of being willing to be embarrassed. Tell me a little bit about that.

[00:43:01] SG: Yeah. We tend to want to save, I think, our stuff until we feel we're good at presenting it, we're good at explaining it. That doesn't give us the practice that we end up needing. It's amazing how many times I talked to founders, I camped out at a venture capital firm for a while, a firm called Kleiner Perkins. I would talk to founders after they left the pitch. Oftentimes, after they gave a pitch that was a little bit lackluster, then I ask them about their preparation. What do they do to prepare? Oftentimes, I found that they were giving that presentation for the very first time to us.

Part of the reason for that is because, we want to not be embarrassed. What I found is that backable people tend to have this mantra, which I really try to bring into my life now, which is that long-term success comes from short-term embarrassment. Long-term success comes from short-term embarrassment. That embarrassment doesn't necessarily need to be in high-stakes situations. You don't need to save that embarrassment for that person, who you absolutely need to say yes. It can be in front of friendly people. It can be in front of colleagues. It can be in front of friends. You might as well use that.

I found that backable people tend to embarrass themselves in front of people who they trust. In particular, when I say in these backable people, they seem to surround themselves with a circle of people and four distinct types of personalities. I call these the four C's of your backable circle. Four different types of people that backable people tend to have. Those four C's are, number one is your collaborator, your collaborators. This is the person who's, like we brought up jazz. This is the person who's almost riffing with you. They're using language like, yes, and. We all have a collaborator in our life, right? Somebody who when we bring an idea to them, they're building on top of it with us.

The second is your coach. Your coach is different than your collaborator, because while your collaborator’s really thinking about whether your idea is good for the market, or good for the company, or a community, your coach is really thinking about whether your idea is good for you. Does this really fit who you are? Because the reality is that there are plenty of great ideas out there that are great for somebody else. Are you going to want to spend the next several years really sticking with it, and going through all the doubt and rejection and setbacks that come with trying to create anything new? That your coach who's going to be able to give you that truth serum of like, “This is a fit for you.”

The third is your cheerleader. It may sound a little bit sappy, but we all need someone who we can turn to, and they're going to build us up. They're going to give us that last bit of juice that we need before we walk into a room. One of the people I studied for the book was this woman named Ellen Levy, who Fast Company Magazine named the most connected woman in Silicon Valley. I asked her, you have members of congress in your Rolodex, you have Fortune 500 CEOs, who do you call before you walk into a big moment? She said, “That one's easy. I call my mom. I call my mom before I walk into a room.” Your cheerleader.

The fourth is my favorite. It's the, I think, the least appreciated of the circle. It's your critic. I like to call this person your cheddar, your cheddar. The reason I call this person your cheddar is because, if you've ever seen the movie, 8 Mile, Eminem is surrounded by a circle of friends. They're all building him up through the movie. There's one friend named Cheddar, who is always poking little holes in his ideas. What we find through the movie is that it's really Cheddar that gets Eminem ready for the final stage.

I think, the same thing is true in our lives, which is that we all have someone who is more of the person who is willing to poke holes. They have our best interest at heart, but they're not afraid to point out our blind spots. The truth is that that person can be annoying. A lot of us will push that person out. We know now that backable people really, really embrace their cheddar. They know that it's cheddar that's going to get them ready for that final moment. Those are the four C's.

[00:47:18] MB: Great. Yeah, all four of those are fantastic. I can even just see in my own life, both people who fit some of those buckets and maybe gaps, where I could shore up one or more of those personalities and surround myself with. I'm curious, zooming out a little bit, for somebody who wants to start to put some of these ideas into practice, what would be one action step from anything we've talked about today, that a listener could take today and start to apply it to make themselves and their ideas more backable?

[00:47:47] SG: Yeah. Well, I think, it's important for us all to just look at where we are right now. I think, so many people are coming out of the pandemic with ideas. The thing that I'm hearing more often than not now is a realization that what we were doing before may not necessarily be what we want to be doing going forward. I think, for those of us who have been lucky, the pandemic has given us a little bit of a pause. I mean, for many people, it just made their lives so much busier.

For some of us, I think it's actually given us a bit of a enough of a pause. We can actually have that moment of self-reflection. I think, it's really important then to really think about, what is it that's holding us back? I think that it tends to be three words, more often than not. Those three words are, I'm not ready. I'm not ready to run with that idea. I'm not ready to speak my mind. I'm not ready to step into that leadership role.

The thing that I would leave you with, Matt, is that I have now studied hundreds of extraordinary people. I did it, because I had a problem that I was trying to solve. I really went deep. I understood what made them tick. The thing that I found that was common amongst all of them is that none of them are really ready. Three friends from design school were not ready to start Airbnb. A mid-level talent manager wasn't ready to create SoulCycle. A 15-year-old from Stockholm, Sweden, wasn't ready to build an environmental movement. Today, Greta Thunberg is Time magazine's youngest person of the year.

Yeah, there were setbacks, and there were failures, and there were mistakes along the way, but they all tend to play what I call in the book, the game of now. In the game of now, the opposite of success is not failure. It's boredom. I think, it begins with understanding what it is that really makes us tick. Using, I think, maybe a little bit of this pause that we've had to find ideas that really make us come alive, and then really, recruit good people to join us along the ride. Because I mean, if nobody's ever told you this and you're listening, let me tell you, you are ready.

[00:50:02] MB: What a powerful and in some sense, freeing perspective, that we're both simultaneously never ready and always ready. We just have to take the leap and start.

[00:50:17] SG: Yeah.

[00:50:19] MB: Well, Suneel, this has been a fantastic conversation. I really appreciate you coming on the show and sharing all this wisdom. Where can listeners find you and Backable online?

[00:50:30] SG: Yeah. Just go to backable.com. There's some free content out there. It will be a way for us to connect together and come check it out.

[00:50:41] MB: Well, thank you again, so much for coming on the show. It's been a great conversation. I've really enjoyed it.

[00:50:46] SG: Matt, I really enjoyed that. Thanks so much for having me. I'm a big fan of the show.

[00:50:50] MB: Thank you so much for listening to the Science of Success. We created this show to help you our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

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September 16, 2021 /Lace Gilger
Dr. Robin.png

Did You Realize You Were Playing Tennis on Mars? with Dr. Robin Hogarth

September 09, 2021 by Lace Gilger

In this episode we bring on one of the father's of decision psychology to discuss several fascinating takeaways about how to make better decisions with our guest Robin Hogarth.

Robin Miles Hogarth is a British-American psychologist, author, and emeritus professor in the Department of Economics and Business at Universitat Pompeu Fabra in Barcelona, Spain. He has served as president of both the Society for Judgment and Decision Making and the European Association for Decision Making. He’s written several books around learning, judgement, and decision-making. His most recent work is a New York Times bestseller, The Myth of Experience: Why We Learn the Wrong Lessons, and Ways to Correct Them.

  • Wicked vs Kind Domains

  • Why are people confident in their judgements when their judgements are really bad?

    • Feedback is one of the BIGGEST Causes

  • The way feedback arrived depended on the structure of the environment

  • Under what conditions is an intuition GOOD? What conditions is an intuition BAD?

    • Intuition is learned experienced.

    • Experiences are learned in your environment

  • Kind environments

    • Learning to play tennis

    • Chess

    • Quick, regular feedback

  • Wicked environment

    • Long, delayed, or wrong feedback

  • Why do we fall prey to the illusion that our feedback is good when it's not?

    • A lot of our physical activities have very good, quick feedback.

  • How do you start to realize that you're in a wicked environment?

  • You have to become an intuitive scientist to understand the world around you.

  • The way that we're typically trained to think is to come up with a conclusion and immediately jump to it, we believe and then we don't look for discomfiting evidence quickly enough.

  • We're all a little bit lazy in the sense that we want to go with the first idea that we come up with.

  • If you don't take control over the situation you're in, your situations become essentially random and the outcome is random.

  • Are you in control of your decisions?

  • Do you like cricket or baseball? Your environment massively shapes your

  • How do we apply deliberate practice to fields like business, investing, etc with huge gaps between the decision and outcome?

    • Find substitute feedback or other sources of imitative feedback.

    • Keep your emotions under control

    • Break the decision down into parts and understand each component

    • Use tools like decision journals and decision audits

    • "The Future Perfect Method" - Ask:

      • What would have to happen for you to succeed? (in 3-5years)

        • Explain why the outcome was good, looking back from 5 years in the future.

      • What would have to happen for you to fail? (in 3-5years)

        • Explain why the outcome was good, looking back from 5 years in the future.

        • Similar to Gary Kliens PreMortem

  • One of the things you learn from poker is to appreciate better the effects chance has on outcomes

  • Intuition is a sense or prediction where you come up with something quickly that seems very quick to you.

  • What is the "Myth of Experience?"

    • We are built to learn from experience.

      • Observe, experience, learn.

  • "Experience can't handle changes." Things can get very dangerous when things are similar, but different, and we don't see the differences.

  • The "prevention/cure" problem and how we attempt to solve it.

    • Provide more recognition of the power of prevention.

    • Study things like the travel industry or airline industry that have done a really good job on having a culture oriented towards prevention

  • Homework: Recognize the situations you're in. Learn basic mental models. Develop 4 or 5 key mental models that can help you better understand the world.

  • Ask yourself: Why are meteorologists good why o many people aren't so good?

    • Quality feedback

    • Good causal models of the situation

    • Meteorologist makes a prediction, but the prediction does NOT affect the weather.

      • We often make predictions that DO impact the outcome, and that is a very important concept to understand.

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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Robin’s Website

  • Robin’s Wiki Page

Media

  • HBR - “Don’t Let a Good Story Sell You on a Bad Idea” by Emre Soyer and Robin M. Hogarth

  • Barcelona GSE - Robin Hogarth Working Papers

  • Google Scholar - Academic Citations ROBIN MILES HOGARTH

  • ResearchGate - Robin Hogarth

  • HBR - “Fooled by Experience: What you think you’ve learned may be wrong. A guide to figuring out the real lessons”. by Emre Soyer and Robin M. Hogarth

  • Quartz - “Fear is often used to control us—but we can also use it to make better decisions” by Robin Hogarth

Videos

  • Emre Soyer - Kind vs. Wicked - The Myth of Experience

    • What's missing? - The Myth of Experience

  • Max Planck Institute for Human Development - Robin Hogarth on Why Simple Solutions aren’t

  • Diaphora Etn - Robin M Hogarth (UPF, Barcelona): Commentary/The challenge of intractability

Books

  • Robin’s Amazon Author Page

  • The Myth of Experience: Why We Learn the Wrong Lessons, and Ways to Correct Them  by Emre Soyer and Robin M Hogarth

  • Dance With Chance: Making Luck Work for You  by Spyros Makridakis, Robin Hogarth, and Anil Gaba

  • Educating Intuition by Robin M. Hogarth (2001-06-15)

  • Judgement and Choice, Second Edition  by Robin M. Hogarth

  • Insights in Decision Making: A Tribute to Hillel J. Einhorn  by Robin M. Hogarth

  • Research on Judgment and Decision Making: Currents, Connections, and Controversies (Cambridge Series on Judgment and Decision Making)  by William M. Goldstein and Robin M. Hogarth

  • Evaluating Management Education  by Robin Hogarth

Episode Transcript

[00:00:04] ANNOUNCER: Welcome to the Science of Success; the number one evidence-based growth podcast on the Internet, bringing the world’s top experts right to you. Introducing your hosts, Matt Bodnar and Austin Fable.

[00:00:17] MB: Welcome to the Science of Success, the number one evidence-based growth podcast on the Internet with more than 5 million downloads and listeners in over a 100 countries.

In this episode, we bring on one of the fathers of decision-making psychology, Robin Hogarth, to discuss several fascinating takeaways about how to make better decisions. I'm not going to lie to you, Robin is an OG of decision-making science. Seriously. He's an old guy. He doesn't have a professional recording setup. He doesn't have a podcast studio in his house, and so the audio quality may not be the top-tier standard, but the content was so good that I really felt you should listen to this episode.

Are you a fan of the show and have you been enjoying the content that we put together for you? If you have, I would love it if you signed up for our e-mail list. We have some amazing content on there, along with a really great free course that we put a ton of time into called How to Create Time for What Matters Most In Your Life. If that sounds exciting and interesting and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com. You can sign up right on the homepage. That’s successpodcast.com. Or if you’re on your phone right now, all you have to do is text the word smarter, that’s S-M-A-R-T-E-R to the number 44-222.

In our previous episode, we brought on private equity expert, Perry Anderson and shared some incredible insights around the inside baseball of buying companies with no capital.

Now, for our interview with Robin.

[00:01:54] MB: Robin Miles Hogarth is a British-American psychologist, author and emeritus professor in the Department of Economics and Business, at the, I'm going to mispronounce this, Universitat Pompeu Fabra in Barcelona, Spain. He serves as the president of both the Society of Judgment and Decision-Making and the European Association for Decision-Making. He's written several books around learning, judgment and decision-making.

His most recent work is the New York Times bestseller The Myth of Experience: Why We Learn the Wrong Lessons and Ways to Correct Them.

Robin, welcome to the Science of Success.

[00:02:26] RH: Hi. Thank you.

[00:02:28] MB: Well, it's an honor to have you on the show. I've been a fan of your work for a long, long time. Decision-making is a topic that's very near and dear to my heart. All the work that you've done around decision-making has been really transformational to the field. Thank you for that and thank you for coming on.

[00:02:46] RH: Well, thank you for having me on here. You have a wonderful podcast already, so I hope I can keep it up.

[00:02:52] MB: Excellent. Well, I'd love to jump right into to the meat of things and talk about one of the themes that from your work, I found to be tremendously both impactful, and also, really not only misunderstood, just not understood at all by most people, which is the concept of wicked versus kind domains and how that impacts our behavior. I love to start with maybe a high-level perspective on that and then dig into the weeds a little bit.

[00:03:19] RH: The idea came from work done over 40 years ago, like Hillel Einhorn and myself. We wrote a paper, which we try to understand why are people confidence and the judgments are very bad. We used mathematical models, but we try to look and see, what caused this? One of the things we can’t do was it was feedback. The way feedback arrived, depended on the structure of the environment. Therefore, we had to understand the role of feedback. That model just basically said, “Look, there are situations in which people will make bad decisions, because the feedback again, is inadequate.”

I started thinking about this for a long time, because I didn't really write out about it, until 2001, about 25 years later on. There, the idea was that I was trying to ask that intuition. Under what conditions is an intuition good, or is an intuition bad? Well, first thing I'm interested and realized is that intuitions are mainly learned experiences. They are reactions that you've learned from experience. Therefore, if you want to figure out when it used to be bad, then through that, which environment which was quiet, what was the factors designed when it was quiet? Is it a good one in time, in which it was acquired?

This gives us the notion that you can characterize the environment in which you learn things, on a range from which it is very difficult, very, very, very hard to learning, to kind. That was the origin of all that.

[00:04:46] MB: It's such a profound insight, this idea that the environment and the structure of the environment that you're in, has a very important relationship to the feedback you receive, which then impacts your own decision calculus. Give me a couple examples of what you would consider the kinder domains and what you would consider the more wicked domains.

[00:05:08] RH: Well, example of the kind environment would be learning to play tennis. Learning to play tennis, basically, everything you do, you need a feedback from. Hitting the ball goes, it goes into the net. Hit the ball, it doesn't go into the net. It goes out. It goes out, it goes in, comes back, and so on and so forth. You got complete immediate feedback on what's going on. That's what I'm calling kind environment, where basically, you're getting quick and very good feedback.

A wicked environment is an environment where the feedback is long, delayed, missing, or perhaps, even wrong. A classic example of that is emergency rooms in hospitals. The emergency room physician usually has a very short time in making a decision. A patient comes in and has to be sent somewhere else. What happens in most hospitals is that the physicians don't actually get to see what happened to the patients. The feedback is long, delayed and could even be inaccurate.

[00:06:02] MB: Yeah, that makes total sense. I'm sure, you would characterize something like chess as another skill set that is very tight feedback loops. Very defined and clear parameters, where it's essentially a very kind learning environment.

[00:06:17] RH: Yes. Chess can be a kind learning environment. Kind doesn't mean that you're going to be the best chess player. It means that it characterizes environment. Tennis is also a good example, because you can also imagine a tennis player on the planet Mars, were the rules are different, where the biology and geography works differently. In which case, you use the same rules in Mars, you have problems.

[00:06:38] MB: Yeah. That makes total sense. Dig into that a little more, the analogy that you previously used in a lot of your work around this concept of in many wicked domains, it's as if we're playing Martian tennis.

[00:06:49] RH: Yes, exactly, exactly. It’s an interesting example of why that's so important. It's a wonderful, [inaudible 00:06:56] had a fantastic bicycle he wants to make. He called it backwards brain bicycle. It is a bicycle. He inverted the way the wheels worked. He said, when you turn left, you went right, and when you went right, you turn left. It was inverted. He gave his bicycle to people and asked them to learn to ride. People had a great, great difficulty in learning to ride it. They couldn't. It’s basically, they couldn't overcome this. He made it working for them, and they couldn't do it. Then, he also tried it himself. He worked and he worked and he worked and he worked and he worked and he worked. Eventually, he learned to ride the bicycle backwards, but he couldn't ride a bicycle normally anymore.

[00:07:35] MB: It's very fascinating. Such an important thing to really think about, this notion that a lot of field and really, most fields, in my opinion, that we really work in whether it's things like business, things like investing, as you said, emergency rooms, health care, most of the things we interact with in our daily lives, if we're not professional tennis players, or people that are focused on maybe even something poker, which is probably more on the kind side, though, has a few elements of wickedness. Most of the world, the feedback loops are long, they're murky, they could be wrong. I guess, the first question would be why do we fall prey to thinking that our feedback is good when it's often not?

[00:08:15] RH: Well, I think a lot of the things you do every day, you get good feedback from. For example, walking through a room, you get feedback from objects. You don’t hit them. Think of driving a car, you're getting feedback constantly when we get driving a car. You make immediate adjustments. A lot of our physical activities get very good, quick feedback. Just to get things to translate to our minds. It was frequently in our minds, we were actually making exact judgments. We're just living again, trough the moment. With that rough feedback, it doesn't teach us what's going wrong.

[00:08:53] MB: That makes total sense. One of the most dangerous parts about being in a wicked environment is that we often don't know that we're in one.

[00:09:02] RH: Exactly.

[00:09:03] MB: How do we start to recognize when we are in wicked environments? What happens when we don't?

[00:09:10] RH: Well, I think there's no substitute for hard work. People have to think about the environment they're in, ask themselves, what feedback they’re getting. Are there any other things that are in the way? Is the feedback accurate? Are they able to adjust to it, and so on and so forth? I think, in some sense, what one has to do is essentially, become an intuitive scientist. In the book, and we here, we talk about intuitive scientists. Intuitive, skeptical scientists. People who basically, when they see an outcome, don't even accept what is the question and actually, come up with other ideas about it. A lot of the time, well, this is the biggest problem of all is to get a self-awareness of when the environment might be bad. I'm not saying that to use you.

[00:09:53] MB: No, that makes sense. I want to come back to the self-awareness piece and how we can cultivate that better, but A little bit more before we do that about this concept of the intuitive scientists, or the intuitive skeptic. How do you start to train those muscles? What does that look like to you?

[00:10:11] RH: Well, the notion that pre-camp was the following. The way we are trained to think, or learn to think is immediately to come up with a conclusion, and run with a conclusion. It's very quick. We don't have an initiative to stop, look for a certain evidence, or certain other hypothesis. Basically, we're a bit too believing. We're not skeptical enough. The point we're making in the book is that you have to adopt a skeptical attitude towards your inferential life. If you're good at that, and then you can meet a scientist who actually generates alternative hypothesis and is able to find ways of testing them.

[00:10:50] MB: In essence, it's very important to instead of jumping to conclusions quickly, or just immediately leaning in on the first thing we think about, really spend some time stepping back, looking for both sides, looking for disconfirming evidence and things that may overturn a conclusion before you really lock in on it, and start to believe that it's true.

[00:11:12] RH: I think, we're all a little bit lazy, in the sense that we want to go with the first idea we come up with. Very often, the first idea you come up with is going to start, and you need to go to a few more ideas before you come up with something that’s better.

[00:11:26] MB: What happens when we don't have the right feedback mechanisms, and whether it's emergency rooms, or other examples? Give me a sense of some of the consequences if we don't take this idea really seriously, and start to understand when we are treading in a more wicked domain?

[00:11:45] RH: Basically, if you don't take control over the situation you're in, your decisions become essentially, random. Basically, you're no longer in control of what's going on. The outcome is random. You want to live in a world like that, where basically, the world is on the control thing else outside of your control. I think, the issue of control is very important.

[00:12:05] MB: Tell me a little bit more about that.

[00:12:08] RH: Well, are you in control of your decisions? Or are your decision just a function of the environment you happen to be? I’ll give you an example. Think of somebody who has grown up in the United States. Compare that with somebody who's grown up in UK, and ask them which sports they like. American is going to say baseball, say, and the English one is going to say, cricket. Now, there's no right answer. Why do I say that? It’s because of the environment they’ve been exposed to. They didn’t have a choice right at the beginning of their lives, because they aren’t getting, prefer a cricket or baseball. Basically, they grew up in environments where basically, they have to in their sport start turning. I mean, control is, are you in fact, in control of the decision you've taken? Or is it your decision actually made for you by the environment?

[00:12:56] MB: Yeah. That makes total sense. That's a great analogy. You could say the same thing about American football, or European football, or as we would call it, soccer. That framework really applies much more broadly to in most cases, if we really take a hard look at ourselves, our ideological principles, our political beliefs, our religious affiliations. I mean, all of those things are essentially programmed into us by our environment with very little conscious decision-making, or control on our part.

[00:13:25] RH: By our experiences. Yeah. Our tastes are formed by our experiences. We have to be aware of that. In baseball and in cricket, it may not be very important. For others, I think, it could be quite important.

[00:13:38] MB: Absolutely. The more we tread into some wicked domains, the more important it gets to really understand where our footing is. One of the things that I've always really struggled with, or thought about, or a fundamental question that I've played with in my mind for a long time is this notion of how do we apply the principles, the concept of deliberate practice, which I'm sure you're familiar with, in really wicked fields, where there aren't great feedback loops? Things like business, or management, or investing, how do we start to think about applying some of the tools or principles of deliberate practice? How do we level-up our own decision-making in those areas where we don't have access to quality feedback?

[00:14:26] RH: Well, we have access to quality feedback. One is see what you can do to get to substitute feedback. Can you get a better causal idea what's going on? Can you be more accurate in thinking about how much randomness is affecting your decisions? I think, humans have a great difficulty in estimating how much decisions, actually – outcomes, and then just some chance. I think, able to ask yourself the question, am I in a situation where there comes into the job by chance, or do I have more control over them?

[00:14:58] MB: Dance with Chance, which was one of your work that you had many years ago was one of the early books I read when I was in, I think, college, around this idea of probabilistic thinking, and how to understand that. The notion that you just touched on, which is another principle that is often misunderstood, is really, how much randomness truly governs huge swaths of our lives, despite the fact that we often think things are under our control.

[00:15:27] RH: Yeah. Taking the famous regression towards the mean. There’s a story of Sports Illustrated. The Sports Illustrated story is that people who get on the cover of Sports Illustrated are doing somewhat – don’t do some more of this. In fact, what's happened is, the people who go on the cameras have been selected when they're at the peak of their lifetime performances.

Therefore, it's not surprising [inaudible 00:15:50] the same time around. People want to attribute causal reasons all the time, where in fact, there may not be causal reasons that don't drive the situation, but just random events. We have great difficulty in accepting random events. Earlier, we talked a little bit about poker, poker players, things we may learn from poker is to appreciate better the effects, chance on outcomes. The problem is, though, in most of the real-world decisions, the world is not as neatly defined as in program.

[00:16:24] MB: Sadly.

[00:16:26] RH: Therefore, it's harder to understand exactly how much randomness have played a role.

[00:16:35] MB: Yeah. One of the most helpful mental models that has helped me conceptualize that more effectively is looking at any outcome essentially, as two dice rolls. One on the chance dice and one on the skill dice, right? Different activities, maybe one of those dice is more weighted, or has more numbers or whatever. In chess, the chance dice is almost nothing and the skill dice is the only dice that matters. In poker, maybe the chance dice is 70% of the outcome, or whatever. That idea that really, in most things in life, there's a component of randomness, and there's a component of skill, or ability, or causation. Trying to blend those two things into your understanding can be a really impactful way to conceptualize that.

[00:17:21] RH: I think, people want to do launch skill. They want a reward based on skill. Another sport, which has a big chance element in it is golf. We tend to think of golf as being a skill game. It is a skill game. Over four rounds of golf and tournaments are decided by one or two shots, one or two shots going into hole, it's quite a random event. People may lose a tournament, because somebody else got a hole in one, or a hole in two, just by sheer chance. The way it's not. It's not written of as if by chance.

[00:17:52] MB: That's right. A corollary of that is this notion that if you have two people whose skill is identical, whether it's on the low-end, the high-end, then really, the determining factor at that point is largely chance.

[00:18:07] RH: Exactly, exactly.

[00:18:09] MB: Which is another thing that is both non-intuitive and hard to grasp, if you haven't –

[00:18:15] RH: Well, it's hard to grasp. It's hard to rationalize to oneself. These outcomes, I think, turn by chance. For example, we just finished the weekend watching this PGA golf championship, won by Phil Mickelson. A lot of made up, about 15-years-old and etc., etc., etc. At the same time, he didn't win that much. Yet, there are also shots of his that went into the hole from the bunker. That again, would be almost impossible.

[00:18:44] MB: Yeah, that's a really good way to characterize that. Coming back to something asked a minute ago, with this idea of in fields with murky, or disjointed feedback loops, one of the concepts you recommended to improve our ability to learn from our experiences was to find substitute feedback, or feedback that imitates, or gets us some more information about decision quality. Tell me a little bit more about that idea and how we might be able to do that.

[00:19:14] RH: You're asking about decision quality. Well, there's nothing you can do, except be old-fashioned, and look at the way you're making the decision. Breaking it down into parts, keeping your emotions under control, and the list of things like that. I don't have a formula. I can just suggest you follow a procedure.

[00:19:34] MB: That makes sense. This notion of breaking our decision-making down, trying to analyze it, trying to pull emotion out of it. Really, a tool that I'm a big fan of is using something, like a decision journal to map out ahead of time. I think X is going to happen. Here's why. Here's what I think the risks are and here's my emotional state and so forth. Then revisiting that with some frequency in the future, to see really, how the decision played out, and what you foresaw, what you didn't and try to ascertain why.

[00:20:07] RH: One can do it decision on it, which is useful. Another thing I think is very important to think about is whether you can actually, when you're making a decision, think about what would have to happen if it were to be successful? What would have happened if you failed? One way of doing this, perhaps, is to use a little bit of what I call future perfect thinking. That is to ask yourself, imagine that decisions have been taken, the outcomes occurred as you're already five years in the future. Imagine that the outcome was good. Explain how the outcome was good, why the outcome was good.

Then another scenario. You do the same thing again, but this time, the outcome was bad. Explain why the outcome was bad. Use hindsight to explain why the outcome was bad in a future perfect sense, and so on, so forth. If you do this thing, I think, you get a lot of insight into what could go right and what could go wrong.

[00:21:02] MB: I love that example. Using tools of thought like that are very powerful ways.

[00:21:09] RH: Yeah. I call it the future perfect method.

[00:21:11] MB: The future perfect method. I like that.

[00:21:13] RH: Yeah. Other people have – [Inaudible 00:21:15], I think, I came up with what he called pre-mortem.

[00:21:18] MB: Yup. That's right. Very similar.

[00:21:21] RH: Very similar idea. I think, it's very powerful.

[00:21:25] MB: Earlier, you touched on this notion of how intuition is formed, and how our experiences shape our intuition. Tell me a little bit more about what intuition is, and why we often misunderstand, or don't understand what really goes into the creation of it.

[00:21:45] RH: Intuition is, roughly speaking, a sense of something about to happen, or a prediction you're making, where you're able to come up with an answer quickly, and it seems to be correct to you, as a sense of something happening. I give you an example of an intuition. A few years ago, I went out with my family, and we came back late to the house. As we walked into the house, I noticed that all of a sudden, that there were some lights on in the house that we normally don’t had on. I suddenly had a thought, an intuition that somebody had been in the house. It turned out to be correct. There was actually a burglar.

That was as an example of an intrusion. Basically, I didn't ask myself what was going on. I just saw the lights and the thought, “Wow, there’s somebody else in the house.” Then we found out – we haven’t found the burglar. Actually, had been through it. It was bad. Intuition is a thought that comes up. I don't know why I had that thought. Well, I guess what happened was, I was able to recognize very quickly, something different here. Because of that, I was able to come to a certain [inaudible 00:22:48] and a conclusion. Now, that’s one kind of intuition.

Other kinds of intuitions could be, I had a colleague once who was interviewing a job candidate. The job candidate was terrific. He had all kinds of fantastic records of things he'd done, etc., etc., etc. There were my colleagues interviewing, there was a something he couldn't quite understand. He was saying, there’s something missing. He was aware that he could not put his finger on it. He had an intuition that this candidate had some problem. Question is what do you do with that intuition?

Well, what he did was actually very smart. He went to the meeting where they were going to discuss the candidates. After he went and talked about this candidate, how good he was, he said, “Well, I had this funny feeling about this person.” It turned out, other colleagues had the same view. They were able to have a deeper conversation about all facets of causes of the funny feeling and whether the candidate was good or not. I haven't given you a sharp definition of intuition, because I don't think there's a sharp definition. We recognize it as having, come to a conclusion with that very quickly, and without having a secret at heart.

[00:23:56] MB: That's a great way to phrase it.

[00:23:56] RH: Anything we have all the confidence in it.

[00:23:58] MB: That brings me to the other side of the coin in some sense of intuition, but also, more broadly, how we can we can learn the wrong things from our experiences. Tell me a little bit about the concept of the myth of experience.

[00:24:13] RH: Well, the whole notion is we are built to learn from experience. From early childhood, we learn from experience. We observe. We experience. We learn. If we're living in an environment in which we are getting good feedback in a kind environment, basically, we're going to learn. The problem is that the environment that we are in may not be kind to us. They may be false information. They may be missing information. Maybe irrelevant information. If we don't take account of those missing information, we will make mistakes.

[00:24:51] MB: Tell me a little bit more about some of the ways that our experience can mislead us.

[00:24:57] RH: Well, experience can mislead us, if it takes us down the wrong road track. If we wanted to choose, and say, we want to choose between two alternatives, and the data we got from our experience gives us the wrong choice. I'm not explaining that very well. I'm sorry.

[00:25:12] MB: That's a good way to look at it. Some of the broader themes from myth of experience, around whether experience can limit our creative potential, or conceal dangerous outcomes, or danger in the environment. Whether it narrows our focus our options away from things that maybe we should be focused on. There's some really interesting insights that you've shared in your work around the ways that experience can often, while in many cases, it's extremely beneficial, can sometimes mislead us into risky or dangerous situations.

[00:25:50] RH: Well, for example, one of our problems with experiences, how do we handle disasters? We experienced disasters. We learned from disasters. We've experienced them, but we don't necessarily think fully in term afterwards. Consider disasters like Katrina. Katrina was a horrible disaster in New Orleans. A year before, two years before, there was another hurricane that came in and had similar characteristics. People just extrapolated all they learned from hurricanes, what was going to happen this time, and they were wrong. Basically, experience can't handle changes.

[00:26:27] MB: That's a really good way to succinctly describe that concept.

[00:26:30] RH: The environment changes in some way. Experiences are going to help us.

[00:26:33] MB: I really like that characterization. As we touched on earlier in a lot of these wicked domains, we often don't know the situation has changed.

[00:26:41] RH: Exactly.

[00:26:43] MB: Even coronavirus is a great example of – I mean, we've had swine flu, bird flu, SARS, all of these very characteristically similar outbreaks that had a massively different impact, we didn't know in advance that this was going to be such a different situation, and we were as a planet, really, poorly equipped to respond to it.

[00:27:03] RH: I think, that the current pandemic, is really an interesting example of some of the things that we talked about in our book. Basically, here is something that doesn't quite resembles a bit, some of the other things that you just said, but it's actually quite different. The numbers take off exponentially, which goes beyond our experience. The data comes in, the feedback we get is very strange, because we get feedback on different time series. All of this is very difficult to put together as regular citizen, also, you have to put together and a scientist.

[00:27:35] MB: Yeah. It's a great case study, actually. A lot of the themes we've talked about in terms of how, certainly a wicked domain, where the feedback loops are long, different timelines, you're not sure what variables matter, which variables don't, and the consequences are massively high stakes in terms of whether you get it right or not. Certain things have gone well, but many, many things haven't gone well. That's a lot of the things are as a result of that whole situation being such a wicked learning environment.

[00:28:05] RH: Yeah. I think, the pandemic was really a learning environment, that's true. I wonder what the world will do now, whether we will learn from it.

[00:28:12] MB: Hopefully.

[00:28:13] RH: Or what we’ll learn.

[00:28:14] MB: That's right. That notion that you touched on a minute ago, is another very interesting concept, which is this idea that, in some instances, perhaps, the moment of greatest danger could be when things are similar, but not the same. We don't see the difference.

[00:28:30] RH: There's another problem, which is a difference between prevention of a disaster and the cure for disaster. We evaluate them differently. For example, if someone comes up with a cure for COVID-19, they're considered to be a hero. If someone actually prevents COVID-19 happening, they are rewarded, but at a much lower level. Somehow or other, basically, we love the person who found the cure. We don't get the same reward for the person who prevented this disaster happening. How we set up systems to prevent things is actually very difficult, because experience and prevention may actually make the prevention seem less important.

[00:29:09] MB: That's such a fascinating perspective, that is really insightful. Whether you're looking at it from the perspective of business management, or even just your broader social structures, how do we effectively incentivize prevention over cures for lack of a better term? Because you're right. I mean, resolving the pandemic, you're a hero. If you stop something that could have been bad, but didn't happen, you get a slap on the back and a great job and 10 minutes later, it’s forgotten about.

[00:29:38] RH: Yeah, and I suspect that goes on, for example, in the economy, or do things just to save the economy, or doing new things that it could have saved the economy.

[00:29:46] MB: Explain that a little bit more.

[00:29:48] RH: Well, you said that the person who prevents a pandemic doesn't get as much recognition as the person who cured the pandemic. Well, the same thing can happen in economy, where economy is going along. If something is done, you save the economy. On the other hand, in other situations, and maybe you want to just do something different, which prevents something happening. People can't see the prevention and the outcome of the intervention. Actually, the prevention cure problem is quite general and difficult to handle.

[00:30:19] MB: What are your thoughts around how to more effectively structure organizations, or incentives to help mitigate that?

[00:30:26] RH: I think, first of all, there has to be more explicit recognition on the principle of [inaudible 00:30:31]. Secondly, I think, to all people who actually are enrolled in branches, by giving awards, by financially rewarding them and showing what occurred. There are some industries which are very good at these, like travel industries, where basically, you don't want airplanes falling out of the sky. You don't want to just repair them. You can't repair them afterwards. Basically, or incentives can be put in the prevention people to get rewarded.

[00:31:02] MB: That's a great example and showcases a really important framework that has worked extremely well over the last 100 years as aviation safety has improved. That's a very prevention-oriented culture, for lack of a better term, that I'm sure a lot of lessons could be pulled from. I'm curious, for someone who's listened to our conversation and wants to start to implement some of these themes or ideas into their lives, whether it's on the prevention care problem, whether it's learning environments, decision-making, etc., what would be one action item that you would give them to start to take concrete steps towards putting these ideas into practice?

[00:31:44] RH: I think, one of the things that’s important is to be able to recognize the situations they’re in. One of the things one could do is give people some vignettes of types of situations. For example, a regression doors has been used as a vignette. Learn the characteristics of the Sports Illustrated example we discussed earlier. Ask yourself, is this like a Sports Illustrated situation?

Another I like is meteorologists. People have been shown to have bad, inaccurate judgments. It turns out, the meteorologists have turned out to be pretty good. They predict the weather quite well. Quite often, they're well calibrated probabilistically speaking. You should ask yourself the question, why are meteorologists good, when other people aren’t so good? Usually, the answers are, well, I get feedback every day. Good, that's great. They have good causal models situation, that's great. What people don't remember, is a key aspect of a meteorologist’s job is the meteorologists makes a prediction, where the prediction doesn't affect the weather.

[00:32:44] MB: That's interesting.

[00:32:46] RH: In lots of other situations, your prediction could actually also affect what happens. Basically, one of the things you can do is a vignette, or meteorology and say, is this situation like meteorology? Are we in a situation where there is a chance of your prediction affecting that? What I would recommend is developing four or five of these kinds of vignettes, of classes and situations, then always, be asking yourself the question, am I in a situation which is like this, or like that?

[00:33:15] MB: That's a great piece of advice. You've probably come across this term in some form or fashion, but I'd love to characterize those, as you call them vignettes, as mental models is another term of art that you'll often hear, similarly describing those frameworks, right? Regression to the mean, and so forth. Really familiarizing yourself with a couple important and powerful mental models can really transform the way you approach the world.

[00:33:40] RH: I think, for most people actually, having a simple model, a simple example of a model is useful. Because it's easy to remember. It's like having a scenario, a story. If you have a series of stories, then I think it can go a long way analytically.

[00:33:58] MB: For people who want to find more about you and your work online, what's the best place for them to find those things?

[00:34:06] RH: Well, go to my web page, which is www.rmhogarth.com. If you want to write to me, grab my email, robin.hogarth@upf.edu. Those are the two places to go.

[00:34:22] MB: Well, Robin. Thank you so much for coming on the show, for all of your decades of fascinating work and research in the field of decision-making and for sharing all of these insights and all this wisdom with our listeners.

[00:34:36] RH: Well, thank you.

[00:34:37] MB: Thank you so much for listening to the Science of Success. We created this show to help you our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

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September 09, 2021 /Lace Gilger
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The Inside Baseball of Buying Companies With No Capital with Perry M. Anderson

September 02, 2021 by Lace Gilger

In this episode we bring on Private Equity expert Perry Anderson to share the fascinating inside baseball of buying companies with no capital.

Perry M. Anderson is a Canadian Private Equity investor, lecturer, and author. In 2002, he founded Private Equity firm, Quadra Capital, and has completed over 30 investments across a diverse range of sectors, including Avigilon, a Canadian security surveillance company that Perry exited from that was sold to Motorola for $1.2 Billion. Perry also lectures globally and runs a tactical M&A Workshop that teaches entrepreneurs how to do deals and grow their business via mergers and acquisitions. Perry is also a recent author of the book Red To Black: The Art of Corporate Turnaround.

  • Quadra capital, small boutique

    • Sub 20mm in Revenue

    • Established track records

    • HQed in Vancouver, Offices in London

    • 11 of people on the team

    • Entrepreneurs and deal makers, not stodgy bankers

  • SME M&A - Buying companies without a lot of your own capital

  • Completed over 30 deals since 2002

  • Taking two companies public, raised quite a bit of capital through private and alternative finance markets

  • Target companies

    • Stable balance sheet

    • Low debt levels

    • Industry agnostic

  • Play in the gap between SMB buyer and bigger PE firms

  • Two big macro tailwinds for lower middle market M&A

    • All the baby boomers are retiring, huge bevy of deals coming to the market

    • Disproportionate amount of capital available for acquisitions

  • Doing deals at higher valuations & how to you think about valuation?

    • Key question is less than just VALUATION but also HOW DO YOU DE-RISK IT?

      • Seller financing, earn-outs

    • Typical deal is them 50% cash down on closing, 50% back end earn-out/seller financing

    • Have the seller take some risk

    • Funders like to see the deals de-risked with differed comp like this

    • Rough valuation metrics - 3x-4x EBITDA , could scale down on low barrier to entry, no recurring revenue, could scale up to 5x-7x or more for stronger MRR

  • How do you think about deal structure?

    • Find the WHY that's driving the seller to exit and tailor the deal structure to resolve that.

    • Tailor the deal to what the seller is actually looking for.

    • Lower middle market deals are very emotional, not logical deals. Succession planning, selling their baby, etc are all major considerations.

    • Ask the seller: What's important to you in the deal?

    • Money usually ranks number 3.

      • #1 Their Brand / Legacy is going to continue.

        • Don't want to sell to a competitor that is just going to roll them up.

        • Looking for a safe pair of hands that will navigate the next stage of growth

      • #2 Staff is going to be safe.

        • PE firms typically slash and burn the staff.

        • Staff is like their family or even may actually be their family.

      • #3 Money.

    • Brand, integrity, legacy, and staff are all things that are very important sellers in the SMB/Lower Middle Market world.

    • Build a win-win structure around their deals that gets the seller what they want.

    • As long as the deal is some kind of deferred comp, funders don't typically have a strong preference for seller note vs earn-out

  • What's your approach to capitalization?

    • Not a fund, by design.

    • Made a lot of mistakes using conventional bank financing and his own capital to do deals.

    • Being a fund comes with a lot of obligations, receive capital, deploy capital, exit and return the capital - lots of moving parts, lots of administrative overhead, lots of factors pressuring you to do deals and to exit deals.

  • Why Perry doesn't use any conventional bank lenders.

    • Moved totally away from that. Typically use family offices, senior / mezz type unitranche fixed price debt.

    • 30-50% cash down as fixed coupon debt and the rest is deferred compensation

    • There's a much larger secondary market to capital that will take a more aggressive approach to companies with decent cash flow and balance sheets.

    • Nontraditional lenders / alternative finance markets focus less on YOU and more on the asset you're buying.

      • Cash Flow

      • Balance Sheet, etc

  • How does Perry resolve the "skin in the game" question around doing equity light deals?

    • Lock the seller in with deferred compensation.

    • Alternative finance partners treat deferred compensation as buyers equity

  • Through his workshop Perry gives people a list of funders who like these types of structures. Perry is not a huge fan of using capital brokers and placement agents.

  • How do you generate deal flow?

    • Perry doesn't do a lot of sourcing, he's been in the space for so long that deals just come to him.

    • He is not a big fan of business brokers.

    • The best strategy is look at your contact list, look at your own cell phone, and see who you have relationships with.

    • "Whos uncle is looking to sell their business right now?"

    • Look to your current relationships, tell them you want to buy businesses, and ask them who they may know that's selling.

    • Approach sellers from a very collaborative standpoint.

    • The best deals are always very relationship driven, the best deals are always a function of the quality of relationships you're able to build.

    • The deals that close are the ones, typically, where you've built the most rapport with the seller.

    • BEST STRATEGY: Tap Into Your Own Network.

      • Ask people who they know that might be selling, and ask for an introduction.

    • Business brokers make deals harder to do, they fill their seller's heads with unrealistic expectations.

    • Intermediaries are a solid sources as well.

      • If you introduce us, we will be likely to use your legal, accounting, etc services.

  • How do you think about management?

    • PE Firms typically handcuff the seller to the business. In the SMB space, that often defeats the purpose of a seller looking to get out of the business.

      • Handcuffing a 70 year old to the business is not a great approach, and frequently they need to get out of the business sooner.

    • Listen to the seller on what the REAL drivers of the business are.

    • The handcuffs in this case are different, it's not requiring you to stay with the company, it's via seller financing. You can relax on the beach, but we still need you to risk share with us.

    • The more they want out of the business immediately, the longer and more deferred compensation there will be.

    • Typically they don't use headhunters, they typically leverage their existing networks and relationships, or pull talent from within the business whenever possible.

      • Tie existing management in with pay raise, equity incentives (potentially) and reasons to stay with the business.

      • You can also get these management folks bought-in to doing a deal, if they know they are going to get equity, better comp, etc they will be more likely to lobby the seller to do a deal and help the deal cross the finish line.

    • Headhunters - by and large most of the deals you want to leverage the existing staff and the continuity there before you try and pull from a headhunter. Promote someone who has been there for 20 or 30 years vs the fancy MBA, CFA etc. Path of last resort.

  • How do you handle broken deal costs and diligence expenses?

    • Risk share with vendors

    • Give vendors equity for doing the work, be collaborative.

    • Reduce diligence spend with more effective deal structure

  • Have a very collaborative approach, share the upside with the seller, the deal team, the management etc - have a very flexible approach to making the economics work for everyone and make it work for all parties. It's not binary, it can be win-win-win for all parties.

  • Homework: Identify what's important to you, STICK WITH IT, and PUT IN THE TIME. You have to decide the path you want to focus on and really SPEND TIME ON IT. Jump in the pool and get started. Start having meaningful conversations with people.

  • If you have an existing skillset that you can bring to the table, use that as a bartering tool to get yourself into the deal or get a piece of equity (Roland Frasier strategy of consulting for equity)

    • Consulting is a great way to position yourself as the logical buyer when the time comes to sell, especially if you are able to get a minority stake in the business.

    • Use your skillset as a currency to get into a deal.

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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Perry’s Website

  • Perry’s LinkedIn and Facebook

  • Quadra Capital Site

Media

  • Business Matters Magazine - “Getting to Know You: Perry M. Anderson, CEO, Quadra Global Capital Corp”

  • CEO Today Magazine - “Are We Addicted To Entrepreneurialism?” by Perry Anderson

  • Insight Success - “Perry M. Anderson: A Global Investor Who Encourages Poverty Alleviation Through Mergers & Acquisitions”

  • Crunchbase Profile - Perry M. Anderson

  • [Press Release] Canadian CEO of the Month - Perry Anderson

Books

  • RED TO BLACK: THE ART OF CORPORATE TURNAROUND  by Perry M. Anderson

Episode Transcript

[00:00:04] ANNOUNCER: Welcome to the Science of Success, the number one evidence-based growth podcast on the Internet, bringing the world’s top experts right to you. Introducing your hosts, Matt Bodnar and Austin Fabel.

[00:00:17] MB: Welcome to the Science of Success, the number one evidence-based growth podcast on the Internet, with more than 5 million downloads and listeners in over 100 countries. In this episode, we bring on private equity expert, Perry Anderson, to share the fascinating inside baseball of buying companies with no capital. This episode is more from a business listeners. But I have to say, I know Perry personally. I've actually taken his workshop, and it's awesome. I think this is a really cool conversation and I think you're going to get some fascinating insights out of it.

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In our previous episode, we brought on former Buried Life star, Ben Nemtin, to discuss one of the most important questions of our lives, what do you want to do before you die. Definitely check that episode out. Now, for our interview with Perry. Perry Anderson is a Canadian private equity investor, lecturer, and author. In 2002, he founded the private equity firm Quadra Capital and has completed over 30 investments across a diverse range of sectors, including Avigilon, a Canadian security surveillance company that he exited when it was sold to Motorola for $1.2 billion. Perry also lectures globally and runs a tactical M&A workshop that teaches entrepreneurs how to do deals and grow their business via mergers and acquisitions. He's also the recent author of the book Red to Black: The Art of the Corporate Turnaround. Perry, welcome to the Science of Success.

[00:02:24] PA: Hey, Matt. Thanks for having me. I appreciate your time.

[00:02:26] MB: Well, we're super excited to have you on today. The topics that we're going to talk about in the field that you come from are topics that are near and dear to my heart, so I'm excited to jump in. To start out, I'd love to hear a little bit about how you got involved in the private equity world and really what your approach is today.

[00:02:42] PA: Yeah. I guess my background, so I'm Canadian by nationality. But I sort of identify as a bit of a global citizen, so I sort of split time between homes in Vancouver, BC and London, England. Yeah. I started a private equity firm kind of in the loosest sense of the word back in 2002 called Quadra Capital, a relatively small boutique. We focus on sort of the lower end of the M&A market, so companies that are typically doing sub 20 million in turnover. Not focused on kind of the bleeding edge tech companies but sort of all of the companies that are sort of established and have long sort of track records of profitability.

Small team at Quadra, so we headquartered out of Vancouver. I have an office here in London, which is where I'm at today. Yeah. We’ve got a footprint in kind of the US, UK, and Canada. So 11 of us on the team, everybody comes from fairly blue chip backgrounds. Everybody sort of has worked from sort of the likes of Goldman Sachs to Rothschild, PwC, Carlyle Group, etc. We don't see ourselves as sort of stodgy bankers. We're sort of entrepreneurs and dealmakers that are out sort of looking to do deals and hopefully craft meaningful exits. That’s sort of what we do sort of 90% of the time. Probably other 10% of my time is I also sort of lecture globally on the topic of SME M&A, so people that are out sort of looking to go out and potentially do their own deals and go out and acquire a small to medium-sized enterprise and are typically without having to go and use a lot of your own capital in order to transact.

I guess in my own journey, I've sort of made a lot of mistakes in walking into banks and having to personal guarantee things and put up the house as collateral and give pints of blood and give the kids away and all these good things. But I've kind of come to realize that there's no smarter ways to transact. So we've got fairly good in roads into the capital markets and sort of spent a career and sort of raising money through the capital markets. I guess we've completed about over 30 deals in the past, I guess, since 2002, and bought and sold several businesses. We've taken three companies public and, again, kind of raised quite a bit of capital through the private and alternative finance markets. We're fairly comfortable in that space, and it kind of underpins what we're doing. So I do this and sort of eat my own cooking on a full-time basis. But, again, sort of happy to sort of share knowledge to people that are looking to do deals themselves as well.

[00:05:01] MB: That's so interesting, and I want to break down and get it sort of specific on some of these things. Broadly speaking, you said under 20 million in revenues, the target that you guys look at. Do you have rough EBITDA metrics that you'd like to focus on, and are there industry verticals that you typically play more and, obviously, you said maybe cutting edge, and the high tech stuff is not necessarily of interest? But are there sort of industry segments that you find most interesting?

[00:05:24] PA: Yeah. So we're [inaudible 00:05:24], aside from we're not looking at kind of bleeding edge companies who figured that they're not making any money per se, or they're hemorrhaging cash. But yet, of course, they're going to sell to Google for gazillion dollars. So we're not looking at businesses like that. We’re looking at basically anything else, anything else with sort of a stable balance sheets and sort of a history of profitability and low debt levels. Size wise, again, sort of sub 20 million. That's pretty much by design because larger private equity, they don't want to look at small deals. They just can't make the economics work of going into that space. For sort of a micro investor or a small business purchaser, they usually tend to look at stuff that they can sort of rationalize and that they can figure that they can do in line with what they understand. So somebody that have $100,000 in cash in their jeans, they're probably going to buy something that's in line with what they've got. They're going to buy 100 or 200,000 dollar business.

There’s a real gap between sort of the small business buyer and large private equity. We sort of play in that space where there is not a lot of legitimate business buyers in that market. So we're kind of living in really interesting times right now. I guess on one side of the ledger but all the baby boomers that are now retiring, and so it's the largest macroeconomic shift that's been going on sort of in the history of the world. It’s really interesting. We’ve got people that it's not a want to retire. It's a need. So they're either looking – They need to get out from they're just getting old or sick. They’re tired. They’re dying. They're getting divorced, whatever the life circumstance. But they need to get rid of this business. The kids typically don't want these businesses. The kids want to go out and do the startup that's going to hopefully sell to Google for gazillion dollars. So kids today don't want to learn run them and dad's widget manufacturer. But there's more and more of these coming to market all the time. That’s one side of the ledger.

The other side of the ledger is there's a disproportionate amount of capital that's actually available for acquisitions. So going out and doing a startup, everybody's out, including their dog is out trying to sort of go do the startup right now. Those are very difficult to capitalize, and failure rates are off the charts. Michael Gerber, who wrote the E Myth, which is a really interesting book, he mentions about circa 94% of our evolved sort of startup business has actually failed in the first five years. That's very dramatic. So I think there's a smarter way to be able to go out. We’re living in really interesting times because there's a lot of capital that's available. Again, hard to capitalize a startup, but there's a lot of cash that's available for businesses that have long operating histories and decent balance sheets, and they've got their cash flow positive and relatively low debt levels. Those are relatively easy to do, and so lots of capital available for them, so sort of playing in between both of those market dynamics is kind of an interesting place to be at the moment.

[00:08:13] MB: Yeah. There’s just some really positive macro tailwind supporting kind of lower middle market M&A right now. As you touched on a really interesting component of a lot of these deals, which I don't know if you're familiar with Walker Deibel or his book, Buy Then Build, who also kind of talks about this same idea of it's actually much less risky to just buy a company that already has revenue, customers, profits, track record, assets that you can leverage, as opposed to doing a startup. Yet 95% of people gravitate more towards the startup side of the puzzle, and there's a tremendous and growing number of businesses that are being forced into the market by baby boomers that are currently selling. So very interesting dynamics out there right now.

[00:08:52] PA: Yeah, 100%. It is a great time to be able to do this and, again, because of a lot of capital that's available for this. So I've got a good friend of mine who actually is US-based. He runs a fund and their fund is – They will put up sort of upwards, just to give one example. They'll put up up to 100% of the capital required to go out and for somebody to buy a business. There's a lot of these shops that are just sitting on way too much capital at the moment. From somebody on one side of the fence is where am I going to get the money to do this. People on the other side of the fence sort of in the capital markets, they're saying like we're sitting on a ton of cash. This last year sort of has obviously been a bit of a black swan event with COVID and all the ramifications from that. But it's been somewhat problematic for these companies, the finance firms, to be able to deploy all this capital. So there's a lot of pent up demand, and they're really looking for smart homes to deploy this capital into. So, yeah, timing is great to be in the space.

[00:09:46] MB: I'm very curious about your perspective on valuations right now, in terms of especially in the lower middle market. I guess, one, where do you guys typically like to transact? I'm sure it varies by industry segment a lot but just sort of rough metrics. Where are you trying to kind of land from an EBITDA multiple standpoint? Then what are you seeing from a valuation standpoint of deals that get funded by institutional capital or institutional LPs or whatever? Where do you typically see them being comfortable with evaluation versus being uncomfortable?

[00:10:18] PA: Yeah. In terms of them being comfortable or uncomfortable, I think it's more in terms of how do you derisk the transaction. We’re derisking that, but these are not new businesses. These are very well-established businesses. Again, as I mentioned before, long history and long track records of profitability. So we're derisking it from nobody's going to give a seller sort of a bag of cash on closing and sort of walk off into the sunset. We’re typically raising sort of a typical deal structure for us is putting down circa 50% cash down on closing, and then the balance is going to be some form of deferred consideration or an out on the back end sort of round off the transaction and, again, to kind of derisk proposition.

Funders like to see that. They like to go into something that's derisked where the seller is going to be taking some risk through this, through the deal. So it's a multiyear deferred or multiyear sort of burn out. So they tend to get comfortable that they know that, hey, look, even if the seller is going to be sort of sitting on a proverbial beach next week, I mean, he's going to be tied in and handcuffed from a standpoint that he's got to take some payments over time. So that's what we're kind of seeing in the capital market side of things. From a valuation or an EBITDA multiple perspective, I would say, by and large, sort of the sub 20 million non-bleeding edge tech company, they're kind of trading for between sort of 3 to 4X EBITDA, something like that. Obviously, it's sort of leavers down if it's a low barrier to entry business that doesn't have the clients on contractual recurring revenues, etc., etc. Then vice versa if they have their or their clients on contractual recurring revenue, and they've got very high barrier to entry business, etc., etc., the multiple sort of scale up.

But I would say most of our offers are going out the door sort of circa 3, 3.5X EBITD. We’ve closed four deals this year and we actually bought a film production company recently. That ended up sort of completing about three times cash flow. So that seems to be sort of give or take. The rough metric for these sort of, again, non-bleeding edge tech companies in sort of the lower M&A market.

[00:12:27] MB: Very interesting. On the deferred compensation piece of the puzzle, do you have a – I mean, I'm sure it varies by specific transaction. But do you have a preference or do you see funders typically having a preference for stuff that skews more towards hard traditional seller financing versus earn-outs? Do you think that they're roughly – I mean, they're very similar but they're not exactly the same thing. How do you think about which of those is more optimal, and why would you choose one versus the other in a particular transaction?

[00:12:53] PA: It’s interesting. I guess the one thing that I've sort of learned I guess in sort of the deal making process is some people, they've got a lot of PE firms, a lot of investments or shops, I mean, they've got the process of they try to shove a deal down someone's throat, and they say, “Look, here it is. Here's how we transact. Take it or leave it.” We’ve adopted a slightly different, more collaborative sort of process. We’re not out trying to shove the deals down somebody's throat. We're out – We’re trying to find the why and what's driving the seller to actually be exiting out of the business that they're sort of looking to get out of. Everybody has – Their perspective is very different. I mean, we've worked on deals from a gentleman who's actually in a hospice dying, and he's obviously trying to get his estate in order. So, I mean, that's his driver. We've dealt with people that are getting divorced. We've got people that are just burnt out and just completely tired. They've got second, third businesses. This one's just a thorn in their side. They just don't want this anymore.

That driver are all slightly different. So what we would do and our processes is we'd rather try to tailor something around what they're actually looking for, as opposed to sort of, again, ramming it down their throat. We find that that's a much better way to approach a transaction. Because, look, if you're dealing with large sort of corporate M&A, you've got a board talking to a board, there's not a lot of emotion that's sort of tied into these deals. Two boards will make a decision, how much for the horse. They hammer it out and kind of a deal gets done. But the sub 20 million space, the SME business, is the complete inverse of that. So these are businesses where it’s a lot of times the family-run business. There's a succession plan that needs to happen. This is almost like a child that they've raised in their family for X amount of years. So they want to make sure that, yes, obviously, prices is something and the value that's going to be attached to that. I mean, of course, that's important.

But the soft things that I've actually found that are actually really interesting, and I've sort of been speaking to business owners for almost the last two decades, and it's been really interesting. I've been sort of keeping tabs on and I tend to ask sellers like, “What's important to you in the deal?” I always thought sort of growing up that it can't be anything aside from the money component. I was actually dead wrong, and money is actually – It actually ranked sort of number three in the hierarchal food chain. Number one, the most important thing when somebody's selling a business is that their brand and their legacy is going to continue. So they don't typically want to go out and sell to a competitor who’s just going to take the sign down and sort of fold them into a division. They’re proud of what they've created. They want the legacy to continue. So they're really looking for a safe pair of hands that's going to be able to sort of navigate them to the next stage of the business's growth. That was actually the most important thing that they're looking for.

The second thing is they want to make sure that their staff is going to be safe. That's interesting as well because if you sell to big private equity, which a lot of businesses do, what does private equity do best where they come in, and they swing the axe on sort of day two, and they call it optimization. But they immediately go and just sort of lay off a bunch of people immediately. So understand they have to do that. But this is not what a small to medium-sized business owner wants. They want to make sure their staff is like their family. Or in a lot of cases, it is their family. They don't want to see somebody just coming in and swinging the axe. So those two elements need to be addressed in sort of the SME deal space. It's not just the money. Yes, money is sort of the third thing that's important. But, again, sort of brand integrity, legacy, and staff are all things that sort of come ahead of it.

We sort of try to wrap a deal structure that's going to be able to address all of those things. I think the paradigm shift for me happened was I used to go out and sort of try to hammer a deal down and say, “Look, this is kind of how we see it.” Sort of more of a take or leave it type attitude. But I think as I've sort of I guess matured into what I'm doing, I mean, we sort of have the opposite approach, is that we really just want to see what's important to somebody and want to build a structure, sort of a win-win structure around our deal. I think if we can do that, if we can derisk it, if we can get the seller what they want, we should find a way for ourselves to be able to take care of it ourselves. Usually, funders are typically happy with that, as long as the transaction is going to be derisked.

[00:17:04] MB: That's a great insight and the perspective of positioning yourself away from the PE firms or strategics that are going to be either slash and burning the staff or subsuming the brand and rolling it in. It’s a great perspective, a really good way to make yourself more attractive to a potential seller from digging down on the capital partner side a little bit more. Where do you typically see capital partners landing? You touched on the idea of maybe 50% of the consideration being deferred. Where do you typically see them landing in terms of, or do you see much of a preference between seller financing and earn-outs around that piece?

[00:17:40] PA: I would say there's not one size fits all. We got pretty good access into sort of the North America and UK capital markets. People look at this from a different perspective. I think as long as the deal is derisked, so there's going to be some form of deferred, some form of burnout. Perhaps it's a blend. Perhaps it’s one of the other. Funders and financiers are typically not completely fussed about how much of each is going to be weighed. As long as the overall deal makes sense, as long as you're paying a fair price, as long as the debt can be serviced, and again as long as they can see this transaction being derisked from that standpoint, then it’s yeah, however. So it slices and dices this one.

[00:18:17] MB: That makes a lot of sense. How do you think about or what's your approach at Quadra to your capitalization structure? Are you a funded PE shop? Are you more of an independent sponsor? Do you have a hybrid model? How do you think about your broader capitalization?

[00:18:34] PA: Yeah. That's a really interesting question. We get in a lot of thought. So we're not a fund. That has actually turned out to be by design. So I started my career as an entrepreneur and actually got a slightly different career journey. I've actually never had a job before. I've gone right into entrepreneurship at a very young age and sort of promised my mother that if – Let me start with one at a young age. If it completely fails, I promise to go back and get a job. Fortunately, I haven't had to do that. I just sort of kept rolling. But always in the back of my mind, I was thinking I might have to go back to my mother one day. But, first of all, I haven't had to do that.

But, yeah, so we get a lot of thought about this actually internally. So we are not a fund actually. This has been by design because when I started out my career doing deals, I was sort of cobbling together some of my own capital and going out and try to find either investor or bank debt to be able to close on and kind of doing it that way. I made a lot of mistakes going down that path and using sort of conventional bank financing and all this. We’ve sort of evolved that we had some conversations probably almost a decade ago, talking about do we want to go down the path of becoming a fund. We actually sort of ruled against it because being a fund comes with a lot of obligation. You've got to obviously be able to receive capital. You've got to be able to deploy capital. You've got to be able to exit your investment and repatriate the capital. So there's a lot of moving parts to that and there's a lot of demand on having to get a deal bought or sold.

That’s tough, I mean, especially moving into uncertain markets. If you've got three, four, five-year time horizons, things obviously change. So I'm fairly lifestyle-driven and I sort of tried to – I don't want all that pressure to be able to do that. I don't want to have to do a deal or not have to do a deal. So we've sort of gone against going out to become an actual fund. We are a fundless sponsor, however, and we've got sort of decade-plus relationships with sort of key funders in, again, kind of UK, US, and Canada that we sort of go to for capital for various deals. We’re not really in a position that we have to do a deal, which is actually, I think, an enviable place to be. We don't have to do anything, and so we just sort of do things as they come up and however they make sense and however, whatever feels right. However we can call that a win-win scenario is kind of the way that we kind of view the business.

[00:20:59] MB: How has your approach changed away from traditional bank debt and personal capital to – We touched on some of the deal structure components earlier, but where are you sourcing funds from typically, and what do those funds look like? Are you pulling from family offices? Are you pulling from SBIC lenders? Are you pulling from still some traditional banks, nontraditional lenders, debt funds? Then is that typically more in the form of equity, mex, senior financing, etc.?

[00:21:26] PA: Yeah. We basically veered away completely from sort of the conventional bank. I mean, a conventional bank, they've got zero entrepreneurship to them. I mean, they're all about give us three times the collateral, and maybe we'll give you back sort of one time in terms of a loan. I’m not in the business of sort of putting up all these, my house or children, to be able to pledge as collateral. So, yeah, we've completely veered away from that. We’re typically – Yeah, we do use a lot of family offices. We've got a lot of contacts. We've also got kind of senior/mez groups that like to participate. So they'll put in sort of more aggressively priced sort of fixed price debt, if you will, to be able to sort of close off these transactions. Again, usually our structure is we're typically putting in sort of 30 to 50 percent cash down by way of coupon debt, and then the rest is going to be carried as, again, kind of deferred or [inaudible 00:22:22]. That kind of rounds off the transaction.

That’s been quite interesting as well from a personal standpoint because I sort of didn't realize that it was possible that you could go out and do deals without using any of your own capital. Probably the first half a dozen other deals that I've done kind of growing up as a youngster trying to figure this out, I didn't really have a mentor per se. So I was sort of going through all the setbacks and failures and the struggles of kind of having to piece this all together myself. I didn't think that there was another way to do it, except for going to the conventional bank. But what I've actually come to realize is that there's a much larger secondary market of capital that would take sort of an aggressive approach. As long as a company has got sufficient cash flow and a decent balance sheet, they would certainly be willing to advance against that to be able to complete a deal.

The spotlight, if you will, tends to come off of yourself. When you go to a conventional bank, it's all about you and what's your credit score and how much money you have in your bank and prove yourself to us. But when you're actually going out to the alternative finance markets, the spotlight comes off yourself, and it's much more geared towards the asset that you're looking to acquire. So they're more concerned about, again, the cash flow that that produces and what does the balance sheet look like. So, yeah, a lot of these deals can be structured. We’re typically not even using any of our own capital to be able to go out and transact. So that's been a little bit of an epiphany on my journey because I didn't realize that you could not go to the bank to fund the transaction. There’s a whole another world out there kind of behind the closed door. It's a big space, and there's a lot of capital, but we'll take a view on a lot of deals with this.

[00:24:01] MB: How do you answer – Maybe you don't even encounter this because you have some legacy relationships that have proven this out. But how do you typically deal with the sort of skin in the game argument of, hey, you need to have X amount in this deal to show that you're vested in it and that you're not just going to walk away from the loan?

[00:24:19] PA: Yeah. I mean, part of it is legacy relationships. But the other part is obviously locking the seller in to a deal as well. Again, as I mentioned earlier, the last thing that we want or a financier wants is giving somebody a bag of cash, and they're sort of walking right out the door and onto the beach. We're making sure that the deals that we're doing where the seller is actually going to be locked in to the process. So it's either they're going to be locked in or there's going to have a layer of management beneath them that's going to be locked in to ensure that the transition is going to happen smoothly. As long as they know that there's incentivization on behalf of the seller to remain with the business and to make sure that they're going to be on contract to be able to stay with the business for an X amount of time and as long as they're going to be locked in, funders will take a view on that.

[00:25:11] MB: Asking the question in a different way, do the nontraditional alternative lenders and capital partners that you're typically working with, they're okay with very equity light deals and they don't say, “Hey, we're willing to put up.”? Even if they're only at, say, 50 or 35 percent or whatever LTV, they say, “Hey, we'll essentially treat the deferred compensation as your equity contribution.”

[00:25:32] PA: As equity. Yup. Correct.

[00:25:33] MB: Okay, got it. That’s awesome.

[00:25:37] PA: Yup. It’s a game changer because – I guess that's how I sort of – Another epiphany I had was I guess several years ago, I ended up buying a chain of retail stores. It’s a small deal but it was – They’re doing about just under two million a year and they're profitable. The guy was sort of netting out about 10%, and it’s just kind of something that fell into my lap. So I ended up doing a deal where I bought the whole company out sort of lock stock and barrel, and I did it for – I bought it for a dollar, and so that was a bit of an interesting situation, as well. The way that the deal was structured made a lot of sense for the seller to do. I completed several deals like this. Somebody once asked me. They said, “Look, is it possible to go out and buy a business without using any of your own capital?” I said, “Yeah, sure. I’ve done it several times.” They said, “Well, how do you do it?” I was kind of explaining this to somebody, and they said, “That's really interesting.” They're like, “How do you – You really need to tell somebody about this.”

A bit of a light bulb moment went on. That’s sort of why I started doing these little workshops on the side to kind of show people how to go out and go source deals, and how to structure them properly and derisk them, and then how to raise all the capital in the close. Then sort of how to negotiate and a whole bunch of things and a few sort of wealth hacks and tips and tricks that I've learned over the past kind of two decades in doing this on the back end. Yeah. I put sort of several hundred people through the program, and it's been interesting. Some of them – I had a young fellow exactly from Edmonton, Canada that he went out last year, and he was debating about going out to go to school and go get a conventional job. He kind of went through the program, and I kind of end up losing touch with some of these people that end up coming. You don’t know who sort of takes this material and who does well with it.

But he actually came back to me and kind of rang me up and says, “Perry, I’d love to chat.” I said, “Sure. What's going on?” He says, “Listen.” He goes, “I bought two businesses last year. I'm using any my own capital doing exactly what you kind of laid out in your workshop.” So he's kind of off to the races. For me, this was absolutely brilliant. So he's outdoing it himself. Now, he’s close to [inaudible 00:27:35]. He’s kind of working on his third now. So, yeah, I kind of give people a bunch of different frameworks how to be able to go out and do deals without typically using your own capital.

[00:27:43] MB: Very interesting. For someone who doesn't have some of the capital relationships, obviously, you've developed over the last 20 years of being in private equity, how do you feel about resources like capital brokers, placement agents, etc. to help you source that capital? Or how would you recommend approaching finding those capital partners?

[00:28:03] PA: Yeah. I think the “broker” in all aspects is pretty difficult. So I would – I don't try to rely on business brokers in terms of sourcing. On the capital side, I don't typically rely on brokers either. Actually, through the workshop, I ended up giving everybody sort of – We’ve got a pretty robust list of funders in US, UK, and Canada that will step in and fund these deals, if they're structured sort of properly, and, obviously take the technical criteria that we're looking for. I show people on the program how to actually structure these according to what the funders want, and then actually give them the funders and their direct contact details and everything. So they can kind of go out and present them with a deal, and these funders will find if it's structured properly, and the deal sort of makes sense.

But, yeah, I think outsourcing that stuff is hard. I think from a deal sourcing perspective, you're much better off to source deals yourself and from a financing standpoint. It’s like anything. I mean, you got to build relationships and I think you're much better off to tell the story, as opposed to a third party trying to tell the story on your behalf.

[00:29:01] MB: Let's dig into the deal flow side of that a little bit more. You mentioned some very interesting stories earlier, whether it's people going through a divorce, in hospice care, etc. How are you sourcing opportunities like that, and how do you think about – You touched on not really being a huge fan of business brokers. How do you think about generating deal flow, especially if you're starting from essentially being flat-footed or not having some of the legacy relationships that someone like you might have?

[00:29:30] PA: Yeah. I've just been at this for a long time. My answer is not the right one because we don't do a lot of sourcing. We have people kind of feeding us stuff sort of all the time, just because we’ve just been in the space for quite a while. But I think somebody that's starting out, I think we give a lot of sort of tactical strategies on actually going out to source deals. But I think probably the best one that I could recommend is really looking into your own contact list and your own cell phone and who inside there do you have a relationship with. If you sort of – Because just by virtue of this macroeconomic shift that's going on in the world right now, everybody's uncle right now is looking to sell or get out of their business. If you sort of tap into your own network of people that you know and say, “Hey, I'm looking to buy a business. Can you actually introduce me to somebody?” Well, chances are somebody in your 20 closest contacts or your friends or whoever is going to be able to introduce you to somebody that's selling the business right now.

The beauty of that is you're actually getting introduced as a credible individual. Come talk to my uncle. I want you to meet Matt. Matt’s a great guy. Definitely, he's interested in buying a business just like yours. So when you, Matt, walk in, you've already come introduced. You're not a complete stranger to them. This is all about an exercise and rapport building. You've gone out and you're coming there validated. So you're meeting somebody. You can start having a bit more meaningful of a conversation. It’s not about positioning yourself where the private equity firm that's looking to do a lopsided deal with you and offer you 10 cents on the dollar. No. This is all about approaching them from a very collaborative standpoint. Like understand you need to get out of this thing and you're a safe pair of hands, Matt. How can we figure out a way to make both sides of the equation work? This is all very relationship-driven. The best deals work as a function of the quality of the relationship that you're able to build.

Just looking back in my career, I mean, there's a direct correlation with the businesses that I've been able to do deals with are the ones where I've spent a lot of time, and I've built great rapport with these people. The ones where I haven't built as great rapport and I haven't spent as much time, I haven't been able to get them over the line. There's a real correlation attached to this. Again, this is a function of the space that we're in. We're sort of looking at the small to medium-sized enterprise, and those are very sort of unlike the large sort of corporate M&A transaction. These smaller deals, they're very relationship-driven. So I think going back to the question about sourcing, how do you source these or how do you find them? There's lots of things you can do. But I think the best one is to tap into your own network. Contact your 10 or 15 closest contacts and say, “Look, who do you know that's selling a business right now? Can you introduce me to them?” Chances are then they will know somebody and chances are, hopefully, you've been a good friend, and they're going to introduce you as a person of substance and credibility and a safe pair of hands.

Start these conversations. Start having these conversations with sellers because you'd be surprised, once you actually get into conversations with the sellers, what they actually want and what they're looking for actually changes. If you go to a business broker, you're going to get one side of the story, and you're going to get a narrative that's been produced by a broker. A lot of times, it's based on very unrealistic expectations. The broker is going to say, “Oh. Come sign up with us. We've got sellers that are going to pay you a gazillion dollars for your business, and they're going to give you all cash on closing.” Then if you go down that path and you bite the hook, I guess, and you're dealing with a brokered business, a lot of times the expectations are out of line. So if you say, “Look, we're going to pay you circa three times cash flow for your business,” they're going to be like, “Well, no. The broker told us you're going to give us 10 times cash flow for our business.” So it just sets the tone off on the wrong foot. I think you're much better off to be able to go out and just establish relationships with your own network.

Right now, we're just living in a time where, again, large macroeconomic shift of people looking or not even looking. They need to sell their business. The baby boomers, they need to find an exit. So it's a great time to be doing this.

[00:33:40] MB: How do you think about things like intermediaries, whether they're lawyers, CPAs, accounting firms, etc.? Do you think that that – Do you typically source opportunities from folks like that? Or do you find that to be not a really valuable source of deal flow?

[00:33:56] PA: Yeah. I think anyone who's not sort of too financially benefited from making that introduction is probably a good source. Unlike a broker, yeah, I think if you know the lawyer, I think great lawyers got a lot of clients. They can always find you somebody who's looking to sell. I think accountants are great. Accountants, obviously, have a big book of business. They can tell you who's getting ready for retirement. If you're approaching an accountant, the one thing I would probably say to them is I would say, “Look, I'm looking to buy a business. Is there some way that you could introduce me to a seller? Keep in mind, Mr. and Mrs. Accountant, that we want to continue to retain your accounting services if we're successful at making a transaction happen.” That’s sort of I guess the biggest fear as an accountant is that you're going to buy the business, and their sort of clockwork revenue stream is going to stop if you bring their accounting elsewhere.

But if you sort of are upfront and just say, “Listen. We want to – If you can make an introduction, we're absolutely going to retain you and keep you engaged as the accountant on this deal.” As long as they know that they've got – You’re not cutting off their reoccurring revenue stream, then we should be typically happy to make some introductions. So, yeah, I think counselors are better placed than brokers.

[00:35:03] MB: Changing gears a little bit, how do you think about management at a lot of these businesses, especially in lower middle market, SMB space? You have very disparate management pictures. In a lot of cases, it's one person holding the whole show together. Some instances, the sellers actually built somewhat of a management team. What's your approach to solving the management piece of the puzzle?

[00:35:28] PA: Yup. If you're a large private equity firm and you're going to do a transaction, you're going to be handcuffing the sellers to the desk. I mean, they are – PE shops are usually kind of the smartest guys in the room, especially when it comes to these deals, and they know that probably some component of cash and some jam tomorrow that if you hit such a hurdle, you're going to get more cash as you go. They know exactly how to hit the bar. A lot of times, the seller sort of never gets that. But what they're going to do is they're going to absolutely handcuff the seller to the desk. They're not going to let them get away. That really defeats the purpose kind of in the small to medium size world of the seller that's actually looking to get out of the business. Handcuffing a seven-year-old person to the desk is not sort of a great way to do this.

Again, this comes back to the soft things. They sort of need to get out of the business. So the way that we sort of take a view on this is we're here to listen as to what's the real driver of the business. Some of them say, “Look, we're happy to stay on for another one to three years.” Great if they want to do that. If they don't want to do that and they want to sort of kind of be on the proverbial beach, that's fine too. However, the way that the handcuffs are going to work, they're not going to be a short pair of handcuffs. They’re going to be a long pair of handcuffs. So, yes, they can sort of sit on the proverbial beach, but they're going to be carrying a fair bit of the seller financing of that deal. That’s how we're sort of hooking them in that if something starts to go sideways in the business, and we fell in them for a bit of advice or experience in what we need to kind of get from them, they're going to take our call because they want to make sure that they're going to get the next payment.

I think the way that that we would typically take a view on this is sort of the more that they completely want out of the business immediately, I think the third consideration or the earnout is going to have to be slightly longer, as opposed to somebody that says, “Look, we just want to crystallize an exit and know what that looks like. We don't have to be out today but we're happy to kind of phase out over the next kind of one to three years.” So that's fine. I mean, as long as they're going to be there, we got to make sure that the business is going to be able to operate. Then the other thing is, as well, is kind of the layer of management below them is going to be really important.

Typically, the a couple of ways to be able to kind of do that, one, some people go out and source kind of CEOs or whomever to run the business to bring them in from the outside. Yeah, I can do that. We've got kind of relationships with headhunters and such, but that's typically not what happens. Usually, what happens is we get to know somebody, and because it's all relationship-driven, and then it sort of happens to be, “Okay. Well, who's the next sort of key person in this business?” It’s, “Oh, well. Bob's been here for 24 years. He knows everything about the business. He's our key guy.” Well, guess what. Bob just got a promotion. So Bob is going to be now the man. He's going to get the corner office and he's going to have the authority to sort of make some decision making. So it's easy for the seller to sort of phase out, as long as we've got Bob in there, and we're going to sort of tie Bob in with sort of potentially an equity package and giving him sort of some ownership in the business. So you have an alignment of interest. We're sort of happy to do that, and Bob's going to be happy because he gets a pay raise, and he gets a corner office, and he might have some incentive to be a part of the business.

That usually kind of mitigates the risk in the seller leaving. The side fringe benefit from that is if Bob sort of knows that there's a deal happening on the periphery, and Bob may be able to get a piece of equity in the business or some ownership, you want him to know that because he's obviously going to lobby for the deal on your behalf, because Bob wants that corner office. Bob wants that equity. So if you build up some rapport with Bob as well, getting to know him, he's going to lobby for you to the seller because he wants to make sure that he can reap the rewards of his 24 years of service that's been after business. So, yeah, he's going to help sell the business for you as well. It makes you look like a rock star getting into the business because you're paying a fair price for the business and you're letting the seller get out without sort of being handcuffed to the desk. You're also taking care of the staff. So not only are you not firing Bob. You're empowering Bob, you're giving Bob ownership, and there's going to be continuity of the business because Bob's been there for a long time. Bob knows the business probably just as well, if not better, than the owner himself.

[00:39:51] MB: Is there a disqualifying framework where you think about that if there's just not a certain amount of Bobs or level of management in the business that you just pass on the opportunity? Or how do you think about things that have a thin management team?

[00:40:07] PA: Yeah. I guess we wouldn't be looking at companies that are probably micro deals. When I say micro, I'm sort of kind of – Typically under kind of a million would probably be no because the smaller the business like that, the more risk there is. The lighter the management, typically a single owner operator, they're not going to have that depth and breadth of sort of a layer of management beneath them. So we're typically looking at companies as a minimum that are kind of doing a couple million of kind of turnover. I'd say probably two to 10 million of kind of revenues is sort of our sweet spot because, to your point, I mean, they have some at that level of business. Although these are relatively small businesses at that level, they're going to have some infrastructure below them that if Bob needs to sort of get out of the business, there's going to be people there that can step into the business.

[00:40:59] MB: Tell me a little bit more. You touched briefly on headhunters. How do you think about that as an arrow in your quiver? Is it a last resort? Is it a helpful approach? When you need management help, do you find that to be something useful?

[00:41:13] PA: Yeah. I mean, it definitely could be. But I would say, by and large, most of the deals are there's going to be continuity from the existing staff to take over because I'd much rather have somebody that's been in the business for 10, 15, 20 years. They've been there. I'd rather have that as the person that's now taken up the corner office, as opposed to the MBA, CFA, CFO, lots of designations to come into the business. Yeah, he's qualified. But, I mean, he doesn't know the business as well as sort of the incumbents. So I think that I would say the headhunting is sort of probably the path of last resort. We'd much rather elevate somebody from the existing staff.

[00:42:01] MB: How do you think about broken deal costs and diligence expenses, especially as more independent sponsors skew? I guess, with your model, maybe the diligence requirements may be lighter, but how do you typically think about managing those expenses, especially for somebody who's just getting into this game?

[00:42:20] PA: Yeah. So great question. Actually, I've been burned a bunch of times on when I was kind of starting out on deals that didn't complete. I was kind of writing my own checks for lawyers and accountants, and trying to get a deal over the line. Yeah. You risk your time. If you can't complete that, that's unfortunate. But I think what really is unfortunate is two weeks later, when you get a legal and an accounting bill in the mail, a couple weeks later for paying for a deal that didn't complete, and so that's not a lot of fun. Out of sheer necessity, I guess, if you will, I sort of developed something that I kind of share with people in my program about how to ensure that you're not going to be stuck out of pocket and having to pay sort of lawyers and accountants on deals that don't complete. Obviously, if the deal completes, it’s the company that picks up those costs. But, yeah, I do have some actual strategy around that that I sort of share with people in the workshop. I give them sort of a specialized, small little agreement that I get people to sign up too for that.

But, yeah, kind of I think like as entrepreneurs, we're risk takers. We’re people that are investing our time for, hopefully, an outcome that makes sense on the back end. So we're risking our time, but I'm really of the opinion that there's a lot of ways to sort of derisk the actual hard checks that’s attached to it. I think as my career sort of evolved, it was I was the guy that was putting sort of my equity on the line, and I personal guarantee it, putting my home on the line and doing all these things and kind of paying the legal and accounting bills on deals that didn't close. That was not a lot of fun, and so I've sort of evolved from necessarily having to use any of your own capital to do these deals. It’s been kind of interesting because I think the farther I have gone in my career, the less actual hard equity that we've been having to use.

It’s been a bit of an epiphany, and I think that a lot of people maybe just aren't – It’s conventional wisdom, I guess, that if you need money, you go to the bank. But I guess banks are kind of the worst places to go if you need capital. There are other alternatives and there's ways to sort of derisk a lot of this stuff. There's a lot of frameworks that can be done, so you're not going to be having to use a lot of your own capital or very little to be able to get a deal done. Certainly, you know, when it comes to fees and diligence costs and all that, we definitely have some strategies on the back end to try to mitigate that as well.

[00:44:42] MB: Would you say, broadly speaking, those approaches are primarily more in the bucket of risk sharing with the service providers? They’ll catch up on the next deal. Or would you say they're more broadly just reducing the overall diligence spend because the deal structure itself is very derisked?

[00:45:00] PA: Both. Again, it really depends on the deal. It depends on the seller. It depends on what we've got going on. So, yeah, we've got sort of in-house legal counsel in a fella by the name of Martin. We actually closed a deal about a month or so ago, and we bought a film production company here in the UK. Yeah. I piece Martin into the deal. We just gave him some equity for doing some of the work. That approach of being collaborative I think is a great way to do things where it takes sort of a community to raise a child, right? I think if you can align yourself with like-minded people that can all kind of pull an oar in the boat and to share in in the ownership, I think that's a great way to do it. Not just sharing in the ownership with your own, call it, ideal team. But I think also sharing in the upside with a seller is also a great thing to do.

I think our view of deal making, again, it's much less of here's the deal. Take it or leave it. I think it's kind of sitting down with a seller and whoever you're pulling into this thing, like how do we make the economics work for everybody and how do we all benefit and how do we all kind of share in some of that risk? So, yeah, it really depends on what the drivers are. But, I mean, that's kind of how we do things. I mean, business wins. It’s not binary, where someone wins and someone fails. We truly believe that everybody has to win from these deals, or it just doesn't make sense, and it's really hard to get those deals over the line.

[00:46:23] MB: That's a really great perspective and a collaborative, flexible, win-win-win approach. It seems to be a really strong position. I'm curious, for somebody who wants to start to implement this in their business or their lives, what would be the first action step or a homework item that they could begin implementing immediately after listening this conversation that you would recommend?

[00:46:46] PA: Yeah. I think, first and foremost, look, you've got to be passionate in what you're doing. I think it's important. I think there's – I've been at this for a long time and I love sort of the deal making process. For me, it's a ton of fun. This is what I think I was just built to be able to do. So you meet a lot of people that they got the shiny new object syndrome, and one minute they're buying and selling properties, and the next minute they're trading cryptocurrency, and the next minute they're wanting to buy a business. But they never stick with anything long enough. I think you've really got to identify what's important to you and what do you want to do. Then I think once you establish that, you've got to put in the time. If you put in the time, you're going to get good. If you get good, the reward should follow. But I think you've got to decide that you sort of want to go down a path like this, and then you've got to sort of learn, I guess, some of the different ways and frameworks of being able to do a deal.

I think the best way to do a deal is just to jump in the pool and get started. I think it's start having meaningful conversations with people. That’s a paradigm shift because I think a lot of people have this idea that business building is all about let's chase the next client, and Let's chase the next invoice. That puts people on a hamster wheel of that flow. It’s the hard slog to kind of grow that way. You're always sort of chasing the next buck. But I think if you change the way that you're sort of having conversations with people, and if you look at it from a business ownership standpoint, if you look at it from a deal making perspective, I tried to broaden the depth of conversations that we're having. So it's not just about becoming a client necessarily. It's about how can we work together to become, to collaborate, to make something better? So whether it's a merger, whether it's an acquisition, I mean, how will this make the both of us better?

I think if you have those sort of higher level conversations with people, you're going to be surprised that actually what comes back and where the flex points are and what sort of people are looking for. One thing that I kind of talked about a little bit about in terms of doing a deal as well is everybody thinks they got to go in, and they got to buy a sort of 100% of a company right off the bat. Everybody listening to this has a skill set. Everybody has something that they can bring to the table. So whether you're a sales guy, a marketer, or whatever you're great at, use that as your bartering tool. Use that as your currency to get yourself into a deal. If you're a great salesperson, you go to a company, and there's a lot of them out there that just they're not good at generating sales or they need more sales, if you position yourself as, “Look, I've been doing sales for years, and so how do I help you with your business?” Instead of sort of fee for service, get your foot in the door by taking equity. So get some ownership in the business. Perhaps it’s a minority stake or whatever you can negotiate. Get a foot in the door, bringing your value to the table.

There’s a couple things. So, one, you've traded off your time for ownership in the business. Number one, you have a stake. Number two, you're going to start to build some rapport with these people because now you're working together. The third thing is when it comes time for them to sell the rest of the business down the road. You've already have the rapport built. They can see how your work. Hopefully, it's been a good experience, and so who would be the logical person to buy that out? Well, it'd be you because you've been into the business now for a year or two years. From a financing standpoint on sort of the scale of easiest to difficult, that's an easy narrative to finance. It’s sort of somebody already has a minority stake, and they just want to buy out the remaining shares of the seller. That's probably something that financiers can really wrap their head around.

That’s another way in terms of somebody getting started that might want to look at doing deals is use your skill set in life as your currency into a deal. Get yourself a – Instead of trading time for dollars, trade time for getting a stake, and then sort of go from there and build some rapport and figure out how to sort of buy out their remaining shares down the road.

[00:50:38] MB: Perry, where can listeners find out more about you and your workshops and all of your work online?

[00:50:44] PA: I've got a website called perryanderson.global. Perry Anderson with an O, S-O-N. global. Yeah, you can mostly find me there. If you want to peruse our firm, it’s called Quadra Capital. That’s where you can find me.

[00:50:56] MB: Well, Perry, this has been a fascinating conversation, some really great insights into the behind the scenes of the private equity world, how to finance transactions in a nontraditional and very interesting way. So I really appreciate you coming on the show and sharing all this wisdom with our listeners.

[00:51:12] PA: Hey, Matt, it’s been my pleasure. It's been a great past hour. Thanks for your time.

[00:51:16] MB: Thank you so much for listening to the Science of Success. We created the show to help you, our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an email. My email is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I'd love to hear from you, and I read and respond to every single listener email. I'm going to give you three reasons why you should sign up for our email list today by going to successpodcast.com and signing up right on the homepage. There are some incredible stuff that’s only available to those on the email list, so be sure to sign up, including an exclusive curated weekly email from us called Mindset Monday, which is short, simple, filled with articles, stories, things that we found interesting and fascinating in the world of evidence-based growth in the last week.

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Remember, the greatest compliment you can give us is a referral to a friend, either live or online. If you enjoyed this episode, please leave us an awesome review and subscribe on iTunes, because that helps boost the algorithm that helps us move up the iTunes rankings and helps more people discover the Science of Success. Don't forget, if you want to get all the incredible information we talk about on the show, links, transcripts, everything we discussed and much more, be sure to check out our show notes. You can get those at successpodcast.com just at the show notes button right at the top. Thanks again and we'll see you on the next episode of the Science of Success.

September 02, 2021 /Lace Gilger
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What Do You Want To Do Before You Die? With Buried Life's Ben Nemtin

August 26, 2021 by Lace Gilger

In this episode we bring former Buried Life star Ben Nemtin onto the show to discuss one of the most important questions in our lives - what do you want to do before you die?

Ben Nemtin is a #1 New York Times bestselling author, co-founder of The Buried Life movement and inspirational keynote speaker. He has delivered over 500 keynotes to brands and Fortune 500 companies around the globe. In 2019 Ben was named in the World's Top 30 Organizational Culture Professionals by Global Gurus. Ben's message of radical possibility has been featured in major media including The Today Show, The Oprah Winfrey Show, CNN, FOX, ABC, CBS, NBC News, and more.

  • What do you want to before you die?

  • Mortality forces you to put things in perspective and understand that your time is limited

  • Most people don't regret the things they DID, they regret the things they DIDN'T do

  • How Ben's life was torn apart by crippling anxiety..

  • Some people give you energy and some people take your energy

  • TWO RULES for MAKING YOUR BUCKET LIST

    • Pretend you have 10 million dollars in the bank

    • Pretend you can do anything

  • You MUST have the help of other people.

  • The biggest regret at the end of life is INACTION or LACK OF ACTION.

  • 76% of people on their death bed had the regret of "not living to their ideal self" - not "living the life they wanted but living the life that others want you to.

  • There are 3 reasons why we indefinitely push our personal life goals to the periphery

    • No Deadlines for our personal goals

      • No accountability for our personal goals

    • We wait to feel inspired by our personal goals.

    • FEAR

      • Fear of what other people think

      • Fear of failure

  • How do you create accountability for your goals?

    • Write them down.

    • Share those goals.

    • Have an accountability buddy check in with you down the line.

  • Taking small steps towards your goal CREATES THE INSPIRATION to pursue it further.

  • You are the architect of your own inspiration by TAKING ACTION.

  • You're never really ready, you just have to START.

  • How do you deal with the fear of what other people think?

  • How do you deal with the fear of failure?

  • How do you surround yourself with people who inspire you instead of drain you? How do you deal with the toxic or negative relationships in your life?

  • "There is no way we would have crossed off any of the list items without the help of other people."

  • "Connecting the dots with people who could help."

  • How do you keep the fire of inspiration burning inside yourself?

    • Tap into untapped creativity and listen to your inner creative urgres

    • Figure out how to have an IMPACT on other people.

  • When you help someone you don't just help one person, it creates a ripple effect through everyone that person touches and interacts with in their lives.

  • Small actions can create exponential impact. One person can create an enormous impact.

  • What are you doing in your work that is impacting people?

  • How do you create positive ripples in your life to make an impact?

  • How do we prioritize the things that are truly important in your life?

  • Don't let life get in the way of things that are most important to you?

  • How do you remind yourself that EVERY DAY is IMPORTANT and that ONE DAY YOU WILL DIE.

  • It's not selfish it's actually service to do the things that are really important to you.

  • Are you answering the question for YOU or are you answering it for someone else?

    • Are you responding to the urge to please others?

    • Are you responding to the urge to be seen a certain way?

  • ASK YOURSELF: Will I regret NOT doing this?

  • The categories on life:

    • Adventure & Travel

    • Physical Health

    • Mental Health

    • Intellectual

      • Learning & Brain

    • Material

      • Houses, luxury items, etc

      • It's OK to have material goals!

    • Professional

    • Financial Goals

    • Creative Goals

    • Giving

    • Relationships

      • Surrounding yourself with people who inspire you

      • Romantic relationships

  • Your bucket list will evolve and grow as you grow.

  • You can write family bucket lists too. You can do bucket lists for the summer or for trips. You can do bucket lists with your significant other.

  • Break goals down into really small tangible action steps that you can begin executing right away.

  • By doing what you love, you inspire others to do the same.

  • Homework: Grab a piece of paper, spend 20-30 minutes writing down everything you've ever dreamed of doing, and everything you think you would regret not doing by the time you die. Then go through each category of life and add from there. Then SHARE the list with other people in your life.

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Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that).

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How much of what you learn here on the science of success? Are you able to actually apply in your life?

For me, one of the biggest and most rewarding challenges in life has been making the shift from passively consuming information and flirting with new ideas, to proactively applying what I learned and taking action on my best and boldest opportunities. And our sponsor for this episode has been a big part of that journey for me. Commit action.

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So if you're ready to create big changes in your life and finally execute on your most important and ambitious goals, then I highly recommend you give commit action a try. Go to commitaction.com/success to learn exactly how it works. And as a listener of the show, you'll get $100 off your first month. That's commit action.com slash success for $100 off your first month and it comes with a 30 day money back guarantee. So there's nothing to lose if it's not for you. Give commit action a try today.

Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Ben’s Website and Wiki Page

  • Ben’s LinkedIn, Facebook, and Twitter

  • The Buried Life site

Media

  • ATD Blog - “Believe the Unthinkable Is Possible: A Q&A With Ben Nemtin”

  • PCT Online - “‘Live Life with No Regrets’ Encourages PestWorld Speaker Nemtin” by Brad Harbinson

  • Author Directory on Positively Positive

  • Ben Nemtin - Vimeo Video Reel

  • [Podcast] Ideas Elevated - Ben Nemtin: From Crippling Depression to Playing Hoops With Obama

  • [Podcast] Dhru Purohit Podcast - #101: How to Die Without Regrets with Ben Nemtin

  • [Podcast] LIVE INSPIRED PODCAST WITH JOHN O'LEARY - Ben Nemtin of MTV’s ‘The Buried Life’: What Do You Want to Do Before You Die? (ep. 336)

  • [Podcast] Good Life Project - BEN NEMTIN: LIFE BEYOND THE BURIED LIFE.

  • [Podcast] Lewis Howes - Ben Nemtin: How to Achieve Your Wildest Dreams

Videos

  • Ben’s YouTube Channel

  • Yes Theory - Epic Launch of the Yes Theory World Tour 2020

  • The Buried Life - The Original Trailer | The Buried Life

  • Goalcast - Before You Bury Your Dreams, Watch This | Ben Nemtin Speech | Goalcast

  • TEDxTalks - 6 steps to crossing anything off your bucket list | Ben Nemtin | TEDxTeen

  • University of Utah - Commencement 2018 — Ben Nemtin Delivers Keynote Address

  • True Calling - Star of MTV’s “The Buried Life” Ben Nemtin Shines a Light on the Magic of Audacity

Books

  • Amazon Author Page - Ben Nemtin

  • What Do You Want to Do Before You Die?: Moving, Unexpected, and Inspiring Answers to Life's Most Important Question  by The Buried Life, Dave Lingwood, Ben Nemtin, Duncan Penn, Jonnie Penn

Episode Transcript

[00:00:04] ANNOUNCER: Welcome to the Science of Success; the number one evidence-based growth podcast on the Internet, bringing the world’s top experts right to you. Introducing your hosts, Matt Bodnar and Austin Fable.

[00:00:17] MB: Welcome to the Science of Success, the number one evidence-based growth podcast on the Internet with more than 5 million downloads and listeners in over a 100 countries.

In this episode, we bring former Buried life star, Ben Nemtin onto the show, to discuss one of the most important questions of our lives. What do you want to do before you die?

Are you a fan of the show and have you been enjoying the content that we put together for you? If you have, I would love it if you signed up for our e-mail list. We have some amazing content on there, along with a really great free course that we put a ton of time into called How to Create Time for What Matters Most In Your Life. If that sounds exciting and interesting and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com. You can sign up right on the homepage. That’s successpodcast.com. Or if you’re on your phone right now, all you have to do is text the word smarter, that’s S-M-A-R-T-E-R to the number 44-222.

In our previous episode, we brought on mental toughness expert, Amy Morin, to discuss how to help you and your family be more mentally strong.

Now, for our interview with Ben.

[00:01:35] MB: Ben Nemtin is a number one New York Times bestselling author, Co-Founder of the Buried Life Movement, and an inspirational keynote speaker. He's delivered over 500 keynotes to brands and Fortune 500 companies around the globe. In 2019, Ben was named in the world's top 30 organizational culture professionals by global gurus. His message of radical possibility has been featured on major media outlets, including The Today Show, The Oprah Winfrey Show, CNN, ABC, NBC and many more media outlets. Ben, welcome to the Science of Success.

[00:02:08] BN: Thanks, Matt. It's great to be here.

[00:02:10] MB: Well, we're super excited to have you on the show. As we were talking a little bit about in the pre-show, I have been a fan and viewer of Buried Life and everything that you guys have been doing for the last 10 years, at least. It's great to finally, to bring you on the Science of Success.

[00:02:23] BN: Thank you. I'm a big fan of this podcast. It comes full circle.

[00:02:27] MB: You're very kind. Well, I'd love to start out with this question that you guys open the show with, and the title of your book, to me, is a question that is probably one of the most, if not the most important questions in our entire lives. It's something that I would say, most people probably never ask themselves. First of all, what is the question? Second of all, what initially led you to ask that of yourself?

[00:02:52] BN: I’m first of all, so glad that you feel that way, because I feel the same way too. The question is, what do you want to do before you die? I think, that a lot of people don't think about their death, because it's uncomfortable to think about. To digest your mortality is something that is for just most of us, something that it's not the most fun thing to think about. I believe, it's really important because it forces you to put things in perspective. It forces you to understand that your time is limited, and to prioritize the things that you truly want to do in your life.

That the reality is that most people at the end of their life, they don't regret the things that they did. They regret the things they didn't do. I think, it's because well, we can get into why this happens. It's for many reasons, but one of the reasons I believe is that we don't really think about the end of our life very often. We were lucky as college kids to stumble across this question.

The way that it came about, so I was in university. I grew up in Canada, in Victoria BC. At that point in my life, things were really good. I had an academic scholarship to a great university. I was playing at a pretty high-level for the under 19 national rugby team. In Canada, rugby, especially on the west coast is a big sport. It's like, you either play hockey, or hockey or rugby. I was living what I thought was my dream, I guess. I put a lot of pressure on myself. This pressure built up and we were training for the World Cup, which was in Paris, France. I played the flyhalf, which is like, you're the quarterback and the field goal kicker. It's a very high-pressure position.

I started worrying about my field goals. I was like, “What if I miss an easy field goal right in front of the goalpost and blow this opportunity?” This is a once in a lifetime opportunity. What if I shank a kick and it's over? I would think about this at night and I couldn't sleep. This lack of sleep and this anxiety that I was feeling about the trip and this pressure that I put on myself, I slowly found myself sliding into a depression.

I couldn't go to school. I would drive to school and I was stuck in my car. I couldn't get out of the car and go to school. I dropped out of school. I couldn't go to rugby practice, because my anxiety just stopped me. I got dropped from the national rugby team. Before I knew it, I was just shut in my parents’ house, and I couldn't even really leave the house. For someone that was typically A type personality, I had high-energy group of friends, a supportive family, I was a hermit in my parents’ house. My parents were just encouraged me to just go for a walk every day. That was my activity. I was crippled by this and felt like this for many months.

Ultimately, my friends convinced me to come work with them in a new town for the summer, after this semester I dropped out of. I went to this new town, and slowly started to come out of these feelings. There were many things that contributed to my recovery, which we can speak to, or I can speak to later on.

Right away, I got a job, so I started feeling some self-worth. I started talking about what I was going through to my friends, and realized that they had gone through something similar, or had their own struggles. I never really understood that. I thought I was completely on my own and these feelings. I also started to meet young people that were inspiring. Kids that had started their own businesses, or they traveled around the world. I'd never really met young people like this. I realized they gave me energy.

I started to understand that, well, some people give me energy, and some people take energy from me. After that summer away, I thought, I'm going to try to only surround myself with people that give me energy, only people that inspire me. That changed my life. Literally, that one small decision, to try and surround myself with people that inspired me changed the trajectory of my life. Because I consciously sought out those relationships. One of the kids that inspired me was a filmmaker. He lived in my neighborhood. Secretly, I always wanted to make a movie. His name is Johnny.

I call up Johnny. I said, “Hey, Johnny, let's make a movie.” We got two other buddies involved in this movie-making mission. We had no idea what the movie was going to be about. We all had all of these things that we always wanted to do, and for some reason, we'd never done any of them. It's felt like they were buried.

Serendipitously, Johnny was in a freshman English class at university, and he got assigned a poem called The Buried Life. The poem was 150-year-old poem, written by an old English author, poet named Matthew Arnold. This poem spoke to the same feeling we had been talking about, which is, we had all these things that we want to do, but we hadn't done them because they were buried. We had moments when we're inspired, but that got buried by the day-to-day.

We thought, okay, we're going to call this movie, The Buried Life. How do we unbury these dreams? That's how we got to the question, what do you want to do before you die? Because for us, the thought of death, it snap things into perspective. When we sat down and thought about this question, the bucket list formed from that.

Our bucket list was our answers to the question, what do you want to do before you die? When we wrote our list together, we pretend – Well, we had two rules. The first rule, you had to pretend you had 10 million dollars in your bank. The second rule, you had to pretend that you can do anything. We had outrageous dreams on our bucket list. Go to space, play basketball with President Obama, make a TV show, write a number one New York Times bestseller, sit with Oprah, pay off our parents’ mortgage.

We thought, okay, there's no way we can accomplish any of these things on our own. We're going to need the help of other people. How about every time we cross something off our list, we’ll help us total stranger that we meet, cross something off their bucket list and that's what our movie will be. We'll go on a road trip. We'll cross things off our list, then we'll ask strangers the question, what do you want to do before you die? If we can help them, then we will. This is back in 2006.

We didn't have any money, so we worked a job throughout the summer, so we could save up to take two weeks off at the end of December to go after a list and help other people. We threw parties as fundraisers. We cold called companies, pretending we had a production company. We bought a camera on eBay. We built a website with our 100 dreams in a contact page. We hit the road in a board RV, that the mechanic said would not make it back. Hit up local shops, like a skate shop for skateboards to give away, a juice company gave us juices to live off of. Red Bull gave us Red Bulls. A granola bar come to give us granola bars. We had enough money for gas through the fundraisers, and we hit the road.

What happened, which was completely unexpected is that strangers started to hear about our mission and they wanted to help us accomplish all the things in our list. All of a sudden, we got emails with people saying, “I saw number nine, ride a bull. My uncle has a bull ranch. He can get you on a bull. Or I saw number 42, make a toast to a stranger’s wedding. My best friend's getting married. I'm the best man. I can get you in.” Then, we got flooded with dreams asking for our help. “I've always dreamed of flying a fighter jet. Can you guys help? I've always dreamed of singing a duet with Beyonce, or riding a horse through a drive-thru.”

We suddenly had this moment where like, “Oh, my God. What's happening?” It became provincial news, national news and started to really hit a chord. After that trip, we thought, “Wow, this is supposed to be two weeks? We got to keep doing this.” That's how the journey began in 2006.

[00:10:23] MB: It's amazing. I mean, it's so inspirational, I mean, to go back and watch some of the episodes of the show. I'm curious, the original two-week journey, did you – I'm assuming, that's not what ended up on the TV show, right? That was a precursor to that. What happened with the film? How did that pan out?

[00:10:43] BN: Yeah. The short answer is we're still filming it. What the timeline was, it's a good question. Some of the clips in the intro are from that first road trip. What ended up happening was we did the first two-week road trip in 2006. We thought, we got to do this again next summer. That was way too fun. We ended up saving up and working throughout the two semesters, so that we could buy an old purple transit bus, that ended up being in the show. We named her Penelope. We bought Penelope off a nudist in Vancouver. We probably got a good deal.

We put bunks in the back. the next summer, we did a two-month road trip to the US. We had gotten sponsors onboard. We got a film crew from LA to follow us this time. Went to Burning Man in 2007. We sung the national anthem at a NBA Stadium, rode a bull and helped people in really, really cool ways.

Ultimately, there was a moment where we thought, “Okay, we have a decision to make. We can continue to do this for fun, as a hobby. Or we can really go for it and double down and go after these impossible list items, like make a TV show.” Really make a TV show was our biggest dream at that time. That's what we did. We doubled down.

Although I gotten back into school, I dropped out of school, and I started doing trips down to LA, learning the industry. We made a pilot. and Johnny edited the pilot. We had crashed the MTV Video Awards in Vegas one year in matching suits, women suits that we found in a thrift store. Got in with our purple boss and snuck into the awards. It was a totally ridiculous stunt. We ended up using that as our pilot story and sold it to MTV. They didn't know that we had crashed the Video Awards.

For the show, we went and filmed all new list items. We did use some of that early footage in some of the intros and stuff like that to tell the story. We were starting to learn that this idea of a bucket list was really starting to morph into a way to live your life, and the list was a device and a mechanism to remind you of the things that are important to your life, in your life. Because it's human nature to feel buried. Life always gets in the way of the things that personally you want do, because there's no deadlines for your personal goals. You always push them.

This list evolved into this lifestyle, which I think, has worked for me to really help remind me of the things that are important in my life. Yeah, it was it's been a wild journey. We've accomplished some things that really, I feel like, we have no business doing. It's been an incredible, incredible time.

[00:13:36] MB: You made so many good points and things that I want to explore a little bit more. Even just that notion that looking at our own mortality, which a lot of us are afraid to look at, can serve as a forcing function that helps unearth those moments of inspiration that just get buried in our day-to-day existence. That's such a critical takeaway. Why do you think it is that we constantly let those things just lapse and say, “Yeah. One day, I want to do that.” Then most cases, at the end of your life, you look back and say, “Well, I never did all those things.”

[00:14:05] BN: There's a great article that's written by psychologist named Tom Gilovich. He's a professor at Cornell. He ran a few academic studies and he wrote it in the psychology journal, Emotion. It's called the ideal road not taken. He looks at, it's such a fascinating and powerful article, because he finds that people at the end of their life, don't regret those things they did. They actually have regrets of inaction.

He found that when he asked people on their deathbed, what's your single biggest regret in your entire life? 76% of people had the exact same answer. That answer was, I regret not living my ideal self. Living the life someone else wanted for me, versus the one that I wanted to. That stat really changed my mission, or re-energized me around the idea that my goal is to get more people into that minority that end their life thinking, “You know what? I did the things that I want to do. Or at least I tried. I don't regret the inaction.” Because I can't imagine ending my life that way. I mean, I feel as though that would be something that would be difficult to grapple with at the end of your life.

The reason why this happens, it's really three reasons why we indefinitely push our personal goals. The first thing is that there are no deadlines for personal goals. We say, I'll do it tomorrow, I'll do it next week or next year, because something else has come up that's more important. Whereas, with things like professional goals, we have all these structures of accountability to drive us forward.

We need to create accountability around our personal goals and drive us forward. How do we do that? We write down our goals. That creates a bit of accountability. We share our goals, because then, we feel accountable to the people we just shared our goals with, right? If you tell your good friend, “Hey, I'm going to start writing my book this year.” You're a little bit closer to starting that book. If you tell all your social media followers, “I am committed to starting my book. I'm going to write it this year,” you feel even more accountable.

That helps, if you want to increase your chances by 77%, you have an accountability buddy checking in with you down the line. That's the first hurdle is there's no accountability. The second is we usually wait to feel inspired to go after those personal goals. That inspiration really just hits us out of the blue. We don't feel inspired to pick up the guitar and learn to play. We get inspired, because we start to play and we feel inspired by doing it. By taking small steps towards your goal, even if you don't know how you're going to end up on stage playing that guitar, you don't know how you're going to achieve your end result, doesn't matter. Those initial small steps start to build inspiration.

You're the architect of your own inspiration by taking steps of action. I think, that we've all experienced that in some way, shape, or form, where we have no idea how we're going to achieve it, but we just start. You don't even know what the second step is. You just take the first step and you figure out the second step after the first. That's how you build momentum and move through that stagnation of waiting to feel, “All right, I'm ready.” Because you're never really ready. You just got to start.

Then the third thing that stops us in why we have regrets at the end of our life, is actually is the biggest, or at least this is what Tom Gilovich found to be the biggest barrier is fear. No surprise there. It's the fear of what other people think, or the fear of failure. I think, that it's interesting to look at those two fears from a 10,000-foot view, or zoom out and say, “Okay, let's look at the fear of what other people think.” This is a common fear that we all feel.

If you really think about it, people are just thinking about you much less than you think they are, because they're so busy living their life, worried about what other people think about them. There’s that joke, in my 20s, I was worried about what other people thought. In my 40s, I didn't care what other people thought. In my 60s, I realized they were never thinking about me in the first place.

It’s like, that fear is, as long as your basic needs are met, it's sometimes more of a made-up fear. The fear of failure, we all feel it. I think, it's important to note that that doesn't go away. If you're afraid to go after your goal, or you're waiting for the right time, you failed. You didn't achieve your goal. At least, when you try and you fail, you really outweigh any potential hit to your reputation.

The things that stop us, there's no deadlines, so we got to create accountability. We wait for inspiration, so we got to create inspiration through action. We got to define which fears are real fears, versus the ones that are imagined.

[00:18:50] MB: So many good insights. Even coming back to what you said a minute ago, that it's almost the inverse. This is something that I learned years ago that really transformed my life is that action creates motivation and not the other way around. Everyone thinks you have to wait to be motivated to take action. The reality is, even the small, really, almost just miniscule actions can start to build a slow snowball of momentum, that really catapult you towards whatever direction you want to move in.

[00:19:20] BN: Yeah. Rich Roll has a great quote, “Mood follows action.” It speaks to that same idea.

[00:19:27] MB: Yeah. I love this idea of being the architect of your own inspiration, instead of waiting for it to happen. Such a good insight. A corollary of that, too, that you touched on, which I know I've fallen prey to this in the past, and I think so many of us do is this idea that you have to be ready to start when in reality, it's almost once you pull that veil away and realize that nobody's ready. It's almost this monumental shift in your being when you understand that everybody, to some degree, is just figuring things out as they're doing it. They're never really ready to take that next big step into whatever they're doing.

[00:20:05] BN: A 1000%. I think, that's why it's so powerful to surround yourself with people that inspire you. Because you can see, when your friend does something amazing, you think, “Wow, I wonder what I could do.” When you see someone that you don't know do something amazing, you think, “Wow, they're better than me. They're smarter than me. They are X.” You know, because you're friends with the person, or you know this person that's done something great, you know that they weren't really ready. You know that they're no different than you. You can relate to them, because they're your friend. It actually elevates your level of thinking, almost subconsciously.

When you see your friends, or your circle accomplishing, or doing things that they thought were unattainable, or just that you find inspiring, it subconsciously lists your level of thinking. I think, it's because you get these insights, like you just mentioned, where you realize, “Wow, I saw that they just took the leap. They figured it out as they went, they weren't ready, but look at what they're doing. That's inspiring.”

I remember, my friend started a clothing line in high school. I was blown away. I was like, “How did you do that? That's amazing. You have no experience in fashion. You took out a $10,000 loan. You started this really cool clothing line. Can I get involved?” That was the catalyst for me to think, “Wow, if he did that, what can I do?” I was like, “I want to make a movie.” I called Johnny. That has been such an important mantra for me, because I still use it to this day, where I lean into relationships with people that inspire me. I meet their friends, because ultimately, that will continue to add to that circle. I think that it's something to always think about. Not everyone has to be that person that inspires you. I think that it does make a difference.

[00:22:00] MB: How do you think about, and I'm curious from your own journey, and also what you've seen in others, how do you think about starting to actually surround yourself with more people who give you energy and pulling away? Because in some instances, I mean, these can be friends, or even family members who are taking energy away from you. How do you think about managing those relationships, or those transitions?

[00:22:21] BN: Yeah, it's tricky, especially when it's with family, and saying, oftentimes, you can't. I think, the awareness is key and to understand, if it's with people like family, where you understand, “Okay, I know that I need to put up a little bit of an emotional guard here, because I know that this is something that drains me, and I just need to be aware of that. Or I need to make sure that I take care of myself first, before I take care of other people.”

I think with your circle, regardless, there's always an opportunity to lean into those tribes, or those groups, or those friends that inspire you. If you haven't found those people, you're not alone. I would say that, one thing you can do is you can be active in your pursuit of those things. Maybe, you can search out different people that share a passion that you may share. You can either connect online, or in person and start to lean into those different types of relationships. If you find someone that you get really excited around, again, see if you can meet some of their friends. That's how you go down this rabbit hole of finding people that are like-minded.

I think that especially, for those that might be younger, even in high school, or college or after, I think, sometimes it just takes time to find your crew, your tribe, your group, and that's okay, but don't give up. You can get discouraged sometimes, when you feel like, “Well, this is all the people that I know, and I don't fit in. I don't know how I can find someone that understands me.” I would just say, don't give up. It's a big, big world out there. It's getting more and more connected. You will find those people that support you, that lifts you up, that have those same interests as you. It just takes a little bit of time.

[00:24:16] MB: A corollary of this broader notion of surround yourself with the right people that, to me feels really insightful, especially when you were so young to come up with this conclusion that you have to have other people helping you to achieve big goals. You touched on that earlier, but to me, it's so easy to fall into the trap of thinking, you have to do everything yourself. I found that to be a really inspiring piece of the ethos of the journey, the message of Buried Life was it wasn't just about you. It was about helping other people, but also, getting help from other people.

[00:24:52] BN: Yeah. There is no way we would have crossed off any of the list items without the help of other people. Which goes back to the idea of the importance of sharing your goals. If we would never have shared our list, we would have not achieved any of them, because no one would have known how to help us. We were always blown away by the generosity of others, as it relates to our list, and also, as it relates to other people's lists. Because keep in mind, if we had no way to accomplish our list, we had no way to accomplish other people's lists.

The way that we did that was by connecting the dots with people that could help. We met someone in Kelowna BC, who needed a truck to start a landscaping business. He was in and out of a homeless shelter. We just told his story to a local used car salesman, and he gave us a $2,100 truck for $480. Then, he paid for the insurance out of his own pocket, and we delivered the truck to the gentleman. That was actually the first person we ever helped on our very first road trip. We realized, wow, when you give someone a chance to step up and be a hero, they take that a lot of the times.

We were able to use the generosity of others to help other people and be a conduit. Then, over time, realized that that was actually more meaningful than our list. Even above and beyond the big list items was moments when we shared such a meaningful moment of time with someone else, when they did that thing that meant so much to them that I'm convinced will stick with me until I die. I think, that that's something that we, again, got lucky, I guess, to stumble upon when we were younger, of just being – We just thought it made sense. If we were going to accomplish our list, we should help other people do theirs.

[00:26:40] MB: How do you keep that ethos, that energy alive? I mean, even when I think back, when I watch episodes of Buried Life, I feel this wealth of inspiration. It's almost a question we asked earlier, how life can just cover these things up and make you forget about them. How do you, 10 years into this journey, or 15 years into this journey at this point, how do you every day, or as frequently as possible, keep the momentum going, when you're not on the bus anymore and you're not out doing that? Maybe you are doing it still every day, but how do you keep that fire alive?

[00:27:14] BN: One is to tap into my creativity. A lot of the times when I start to slow down and feel burnt out, I am not expressing a piece of me that I feel should be coming out. It usually comes out in a form of creativity. I think, creativity is also an often, overlooked pillar of wellness, because it's just this true version of yourself that you are letting out and expressing. I try it. Then, I get excited about that thing, because it's a creative expression of mine.

Another thing that I do is I try and – Right now, I'm doing a lot of public speaking, and the reason why I love speaking, even virtually now, but especially when you're in the room with people, is like, you can see people change in the room. You can witness this transformation. You can feel that. It's energizing, to help people in some way, shape, or form and to experience that. I think, that in all of our lives, and when we think about what we're doing, if you can draw it back to okay, what's the impact I'm having on real people? Not just the impact I'm having on maybe my customers, my clients, my colleagues, my whomever you may be helping; my listeners, my followers. Because that's just one piece of the puzzle.

When you help someone, you don't just help that one person, you help the people around them. You're helping their family, you're helping their friends. It creates this ripple effect. I always like to think about the ripple effect, because it's such a incredible phenomenon in my mind, because it means, small actions can create exponential impact.

It's proof that one person can create this enormous impact through this ripple effects. You may be walking down the street, and you may see someone that looks like they're having a bad day and you say, “Hey, I really love your jacket. It's awesome jacket.” You don't know how that's going to affect them. That could literally change their whole day and then change their whole life, and you don't know. Because every action has a reaction, those reactions can be positive or negative.

If you think about your feeling uninspired, what are you doing in your work that is impacting real human beings and come back to that as a source of a fuel and re-energize your core purpose and your why. If you can't think about that in your work, can you do that in the rest of your life? Are there things that you can do to create positive ripples to make an impact, because especially now where there's sometimes so much that can bring us down, and sometimes it feels so overwhelming. When you think about, “Well, how can I make an impact?” You can make an impact because of the ripple effect. That's something that I think is important to keep in mind,

[00:30:08] MB: That's a really good insight. It's so true that just having a – impacting one person impacts everybody; their family, their friends, everyone they interact with. There's even some really interesting psychology studies around the negative side of that, where you see, if somebody you don't even know who's three or four people removed from you, and a friend network gets divorced, for example, it raises your probability of getting divorced. There's other examples of similar things. I really like the application of that in a positive direction.

[00:30:40] BN: Yeah, because I think, we can all think about people that have made an enormous impact in our lives through small actions, whether it's a teacher, or a family friend, or a friend. That I've experienced myself with my friend starting a clothing line. It wasn't even that good of a friend of mine. I knew him in high school. If he wouldn't have started his clothing line, Buried Life would not have existed. Straight up. I would never have thought about making a movie. I would never would have called Johnny. We never would have got together. I can't say never. Chances are, that was the catalyst that made this whole thing begin.

Then, you think about the people that were inspired by Buried Life, the people that watch the show, other people that went on to do amazing things, the Yes Theory Boys that are doing incredible things, other folks that are playing Major League sport. We get all these stories coming in, and you realize, wow, this ripple effect is very real.

It's not even us that started it. It's my friend that started a clothing line. You think about the impact this kid had on starting a clothing line, which by the way, doesn't exist anymore. It wasn't successful. He just did it for a year or two and that was it. It created this whole cascade of events that changed the world, because it wasn't even our impact – The impact that people are making from this source of inspiration, from the very life or what have you is far greater than we made. Look at you in the podcast. We may have played a small role in that, so there's a ripple there.

[00:32:12] MB: Totally.

[00:32:12] BN: The inspiration that you have on your listeners and beyond. I mean, you can't even wrap your head around this idea. Everyone has the power to do that. The trouble is, it's hard to quantify, but it's very real.

[00:32:26] MB: It's funny, you can go further back, your friend who started a clothing line. Why? If you all the way back, I mean, it becomes – we get into some Buddhist ideas about how the whole world is one giant interconnected whole, which is quite interesting. It's really fascinating. I mean, it could go back all the way to the beginning of time.

[00:32:46] BN: It does. It must mean. Yeah, exactly.

[00:32:47] MB: In the vein of unbroken causes. I want to bring the conversation back to this question. What do you want to do before you die? How have you seen people, and what are some of the lessons you've seen around how we can more effectively ask ourselves that question, and where we can go wrong when we ask it?

[00:33:07] BN: Where we can go wrong with the answer?

[00:33:10] MB: Yes.

[00:33:11] BN: I’ll answer that in two ways. How can we more effectively ask ourselves the question, what do you want to do before you die? Or just keep our mortality top of mind. I think, this also comes back to how do we prioritize the things that are truly important in our life? Because that is really what the question, what do you want to do before you die, tries to synthesize, is if you look at the top five regrets of the dying, there are things that aren't necessarily money related, or power related. It’s things like, “I wish I would have spent more time catching up with old friends. I wish I would have worked less. I wish I would have lived the life I wanted, not others.” That’s stuff that you know, but you lose sight of.

How can you keep this question, what do you want to do before you die? Or this idea of not letting life get in the way of the things that are important to you, top of mind. There's no golden arrow for that. It's different for everyone. For me, the things that have helped are how can I remind myself that every day is important? That can be making sure that I prioritize the things that I know are important to me and put them in my calendar, whether that'd be quality time with people that I care about, whether that's doing activities that I know are going to bring me joy. It's protecting that time, like I would protect an important meeting, or XYZ. Letting people know, communicating that this is important and not feeling guilty about it.

A lot of times, we feel guilty for taking vacation. We feel guilty for doing things for ourselves. To understand that in order to do your job at the highest level, you need to take care of yourself. In order to be there for your family, you need to take care of yourself. That idea is, it's not selfish. It's actually service to be doing the things that are important to you. I think that this question, what do you want to do before you die, for us really worked, because it cut through all the BS, and it forced us to look at, okay, we're going to die. What are the things that we want to do?

I think, that where we can go wrong with answering the question is, are you answering it for you, or are you answering it for someone else? Because the top regret is living a life someone else wants for you. Are you writing your list? Are you answering this question? Because you're responding to that urge to please others, or to be seen a certain way. I think, a quick way to navigate that is you can actually picture yourself on your deathbed, and ask your future self, will I regret not doing this? If that answer is yes, then that's a good indication that it's probably something you want to try and pursue. It's probably something that your true self really, really wants to do. I think that those are two ideas to answer that question.

[00:36:27] MB: One of the most insightful things that you talk about when you dig into how we can start to create a bucket list, or a list of things that we want to do that are really important, is having a breadth of topics and categories that you pull from. Tell me a little bit more about the importance of having the various areas of your life all coalesce into your goals, as opposed to just whether it's business, or whatever else being the predominant drivers there.

[00:36:56] BN: Typically, when we think about a bucket list, we think adventure and travel. Skydive, travel to Europe, those types of exciting list items. That's just the knee-jerk. Those are awesome list items, but they only represent one category of life. There's a number of categories of life. Some people say there's 10, some people say there's 12. There's many areas of our life. I like to think about 10 categories of life.

Especially when you're writing your list to keep these categories in mind while you're writing your list, because you want your bucket list to reflect all of those things that bring you joy and happiness and be a full reflection of all the things that are going to bring you that fulfillment. The categories are – actually, I have some of them written down right here. There's adventure and there's travel. There's also your physical health. What are your goals as it relates to your physical health? That can be something like, run a marathon, or be a vegetarian, or pickup tennis again, if you haven't played it in a while.

There's mental health. What can you do to increase your emotional, or spiritual well-being? There's your intellectual category of life. What goals do you have for your brain? What do you want to learn? Is it take a certain class, or learn new language, that type of thing? There's material which is, by the way, it's fine to have material goals. You want to buy the dream watch, or get the house on the beach. I mean, it's absolutely okay to have those types of goals.

Professional category of life, what are your professional goals? Your financial category of life. Creative, which is one that I spoke about, which is important. Then there's adventure and travel, which I think is one category. Then giving, which we've talked about, which is important to think about? Who do you want to help? How do you want to make an impact? What legacy do you want to leave? Do you want to help someone pursue their dream? Also, relationships, which ties into surrounding yourself with people that inspire you. It ties into your romantic relationships and that type of thing.

I would suggest that you think about all categories when you're writing your list, and pretend that you have unlimited funds, pretend that you have the ability to do anything when you write your list. Write it in a place that you can keep, so that you can revisit your list every couple months, or you want to track it. I think that it's important to know that your list will evolve and grow as you grow. If you write something, and then two years later, you look at it again, you're like, “Well, I don't want to do that anymore.” Take it off the list. Add something else. It will evolve and grow. This is your roadmap. This is your true north, pointing you in the direction of the way that you want to travel.

When you get buried by the day-to-day, you come back to your list and you make sure that you're on course. I think, it is a powerful tool. I think that it's also a powerful tool to use with your family, because you can write family bucket list and identify the goals that your kids have, or your family has and you can do a summer – parents that do summer bucket list. I have with their kids. I have couples that do couples bucket lists. It's just a great way to start a meaningful conversation around the things that are important to you and start to take space. Because in a world where we move so quickly to stop and slow down and think, “Okay, wait. What's really important to me right now?” Start to use the list as a tool to keep you on track.

[00:40:21] MB: Yeah. I think, those are some great insights. Once you have the lens of looking at your life through all of these different filters, you start to see buried opportunities to really improve and focus. I mean, even, I love those suggestion that you just shared of having a bucket list with your significant other. That's something that I've never even thought about doing, but would be a great idea. Probably my wife, and I could probably find all kinds of cool stuff to do, and maybe even get more aligned about the direction we want to take our lives. I think, those are all some really powerful suggestions.

[00:40:56] BN: Yeah. Yeah. I think that once you have your list, then you can move into, okay, how are we going to achieve these? That is your next step is to share those list items with people that might be able to help you, or just your general friends and family, and start to break down those goals into smaller goals. We talked about writing a book. Write a book is on your list. Well, that's a bit of an overwhelming goal. How do I go about writing a book? Well, you can break it down?

Do you know someone that has written a book? Or do you know someone that's written a book. Reach out to them and see if you can borrow 15 minutes of their time to ask them some questions about the book publishing process, or getting an agent or what have you. That's step one. Step two, start writing an overview. Write the first page. Pick three books that have been influential in your life and reread them.

You want to start to break down those bigger list items into smaller goals, and start to build accountability, any way that you can. Maybe you can start rewarding yourself for achievements. Or you can have an accountability buddy check in on you, whether that's your spouse, or your friends, or someone else, a coach. Yeah, it's interesting. I think, one of the things I've been working on that we talked about earlier is I've been putting together all of these ideas into a journal, because I think that it's important to have a place that you cherish, where you write your list, so you want to keep it for a long time, and you want to revisit it.

I've been making this bucket list journal for the last little while. I don't know if it's going to be out by the time this airs, but it will be out shortly. It's going to be that have that roadmap with those steps of writing your list, putting them into categories, how to build accountability. I'm really excited for that, because I feel like, I haven't had that tool that will allow people to just use to drive for. It'd be cool to have that come up.

[00:42:46] MB: Yeah. I think that's great, having a framework that really clearly defines, here are the areas that you need to focus on, and breaking down those action steps. I mean, one of the things that I've seen almost universally, is when I talk to people about their goals, and I say, I want you to do an analysis. Take your goals and take your calendar for the last month, three months, whatever time period you want to look at, and see how much time did you actually spend in your calendar on anything that's on your goal. I mean, it's always 5%, 10%, usually less than that. It's amazing to me how little time we actually spend on the things that we think are the most important things in our life. That's even assuming that you've actually sat down and defined the things that you think are important, which most people have taken that leap yet either.

[00:43:31] BN: Yeah, absolutely. That's why I think it's important to put that in your calendar. Because we need to look at it the same way and value that time, the same way we do our professional pursuits. Obviously, there's a priority there. I think that regardless of where you are at, you can look at your week, your month, and say, “Okay, I know that I can spend one hour a week on this, or I can spend one weekend a month,” or whatever it might be. It's different for everyone. Take the time to think about what you could put towards that thing that you want to do. Put that in your calendar and protect, protect, protect that time, just like you would. Be vigilant and let people know that it's important to you, because people will respect that. Your colleagues will respect that.

You say, “Listen, one of my goals is to build a more meaningful relationship with my son. I've committed to going to his soccer practices. I know it's at 4 p.m. on a Thursday. I'm going to have to dip out. If you need me, I'll be on at 5.” Whatever. People will, they'll respect in most cases, your desire to pursue those things, because ultimately, they're going to have something in their life that they deep down, been wanting to uncover. I think, that it will also inspire them to do that as well. Because this ripple effect goes both ways. There's a ripple effect when you help someone. One thing that I've realized, which was a big aha moment post-Buried Life is by doing what you love, you inspire other people to do what they love.

I used to think, a bucket list was selfish, because it's about you. Then I saw people around the world starting to go after their bucket list, because we went after ours. I think, we can all remember, like someone doing something incredible, that's made us feel like, “Wow, what should I do?” You inspire others by pursuing those things that are important to you. That is a powerful idea, because it gives you that permission to do those things. Because it's a win-win. It helps you and it helps other people.

[00:45:41] MB: For somebody who wants to get started and take action today, to begin implementing something we've talked about, writing their bucket list, whatever it may be, what would one action item, or homework be that you would give them to get started today?

[00:45:59] BN: I would say, grab a piece of paper. Spend 20 to 30 minutes. You could actually break this down. You could spend the first 15, 20 minutes, however long it takes you to write down everything you've ever dreamed of doing, anything you might regret not doing if you died tomorrow. No limits. You have all the money in the world. You are incredibly gifted. You have the ability to do anything, what would you do?

As an exercise and anything is possible, you can start writing your list there. Then, you can start to Google 12 categories of life, 10 categories of life, and think about after you've written your list, “Okay, do I have intellectual bucket list items? Are there things that I want to learn? Are there are any emotional list items?” That will be an exercise to spark some ideas, and start to fill out your list in a holistic way.

Then, I would say, once you have that list, I would share it with people that you know. If you want to identify the most important thing on your list, just imagine that you stumble across a magic lamp. When you rub the magic lamp, a genie pops out and genie says, “Hey, lucky day. I'm going to make one of your bucket list items that you just wrote down, come true. By doing so, you will not be able to accomplish anything else on your list. You get one wish, and nothing else will happen. What do you choose?”

Typically, that's the most important thing on your list. Sometimes that isn't written down yet. That is a mechanism to whittle down what's truly important. That might be the list item to share with people. That might be the thing that you start to break down into smaller goals, and try and build accountability around. Put that in your calendar. Spend time working towards. You're going to have to play with different mechanisms of accountability. Accountability works. That's what our professional lives are built around, right? Just structures of accountability, whether it's actual people checking in on you, leaders, or it's just the accountability, this fear of not looking bad, or it's a salary that keeps us accountable, or it's all of these structures of accountability, but we don't have those around our personal goals. We're going to have to get creative and build those around these things that we'll regret not doing at the end of our life.

[00:48:32] MB: Ben, where can people find you and your work online?

[00:48:37] BN: You can find me at Ben Nemtin. Just my full name. Most of my social handles are just @BenNemtin. Or my website, bennemtin.com. I would say, you know what? If you want, I always love to see people's list items. I would suggest that you share your list and tag us. Tag both of us.

[00:48:56] MB: That will be awesome.

[00:48:57] BN: Write your list. Take a photo. Share it on your story, or share it on social. Tag us, so we can see it. That's going to be a great first step to build accountability. Maybe we can help in some way. I think, it will also inspire other people to see your goals. I think that would be a great next step.

[00:49:14] MB: I love that. What a great suggestion. I'm really excited. I can't wait to see some of those gets shared. Well, with that, Ben, I really want to thank you so much for coming on the show, for sharing your story and all this knowledge. Such a powerful journey, and then some really important lessons that have come out of everything that you've done.

[00:49:32] BN: Thanks, Matt. Yeah, it's been awesome to catch up and hopefully, we'll be able to see each other in person soon, and until then.

[00:49:38] MB: Did you ever watch the Buried Life Show back in the day? It was about 10 years ago, but the show was transformational, incredible to this day. Really, really inspirational. Truly had a big impact on me. Some of that probably came across in the interview with Ben. There was this epic intro song that you can cannot find on the Internet. If you google around, you try to find it, there's Reddit threads. There's people asking like, “What is this song? Where do I find it?” It was a remix of the song Grits by Ooh-Aah. I don’t know if you know that song or not. I don’t know if you know the remix.

Either way, it's something that I've been wanting to ask Ben for almost 10 years. I asked him that question. As a little bonus clip at the end of this episode, here's the conversation we had about it.

[BONUS CLIP]

[00:50:23] MB: One of the things that I wanted to ask you about is one of the greatest mysteries to me from Buried Life, and this is definitely like an interview question, but more just a personal thing. It was the Grits remix that you guys had as the intro song was –

[00:50:37] BN: Oh, my God. A good question.

[00:50:38] MB: - incredible. It's still a mystery on the Internet. It doesn't exist anywhere. How do I get a copy of it? I just want that remix of Ooh-Aah. Send me the MP3.

[00:50:51] BN: That's great. The answer is, we didn't have enough money to license the Grits song as the theme song worldwide. We could license it for US, which means we could – it was the song that was played live on television. If you bought the DVD, if you watch it Netflix afterwards, it had to be a different song. We hired someone to remake that, and that was the intro. When you make an intro song, you only make 30 seconds, because it's the intro. That was a commissioned piece to sound like the Grits.

People always ask for the song. It's like, well, one, it's a difficult thing to explain, because you have to understand the nuances of what licensing music is to begin with. Even if you do, it's like, well, we have the first quarter of the song.

[00:51:46] MB: Yeah. There is no rest of the song.

[00:51:49] BN: Yeah, there's no rest of the song. I love that you've wondered that, because I think, a lot of the people that were invested in the show, that was something that they – that song for us, we knew from the beginning, that was our theme song. It was just like, yeah, it just encapsulated the spirit of what we were trying to do. We fought so hard to have that be worldwide, and in perpetuity. In fact, to the point where we battled to get it, at least in Canada, because that's where all our friends were, so that they could listen to that as the theme. We could only convince MTV to let us –

Then all of a sudden, they decided to let us use Coldplay in some of the trailers and stuff, because we had made a trailer they were so excited about it. We used Coldplay and they licensed it. It's a weird world. Yeah, good question.

[00:52:39] MB: Interesting. That was something that's been plaguing me for a decade.

[00:52:43] MB: Thank you so much for listening to the Science of Success. We created this show to help you our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

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Thanks again, and we'll see you on the next episode of the Science of Success.

August 26, 2021 /Lace Gilger
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A Masterclass in Mental Toughness for Your Family with Amy Morin

August 19, 2021 by Lace Gilger

In this episode we bring mental toughness expert Amy Morin onto the show to discuss how to help yourself and your family be mentally strong.

Amy Morin is editor-in-chief at Verywell Mind, a licensed clinical social worker, psychotherapist, and psychology lecturer at Northeastern University. She’s also an international bestselling author. Her books include, 13 Things Mentally Strong People Don’t Do, 13 Things Mentally Strong Parents Don’t Do, and 13 Things Mentally Strong Women Don’t Do. The Guardian dubbed her “the self-help guru of the moment” and Forbes calls her a “thought leadership star.” Her TEDx talk, The Secret of Becoming Mentally Strong, is one of the most popular talks of all time with more than 15 million views. Her advice for building mental strength has been featured by major media outlets, including Fox News, CNN, Oprah.com, Time, and many more! Her most recent project is the newest book in her series, 13 Things Strong Kids Do: Think Big, Feel Good, Act Brave, being released this spring.

  • What is mental strength?

    • The way you think

    • The way you feel (emotions)

    • The way you behave (how you choose to act, how you motivate yourself, etC)

  • Naming your feelings can help deal with and resolve them

  • Ask yourself: Is the emotion I'm having right now a friend or an enemy?

  • Any emotion has the ability to be useful or harmful.

  • Trying to avoid uncomfortable feelings makes you pretty miserable in the end

  • As a society we don't teach the necessary emotional skills to deal with life

  • Assuming another person's emotional state

  • Emotional intelligence starts with mastering your OWN emotions before trying to understand

  • Most people's emotional reactions to you are really a reflection of their own reality and their own perception

  • Why you should never negotiate when you're sad

  • We're really bad at compartmentalizing our anxiety

  • When should you start to teach these lessons to your kids?

  • Lesson #1 to teach preschoolers - there's a difference between how you FEEL and how you behave.

    • It's OK to be mad.

    • But it's not OK to hit.

  • How do we teach our children to build their own emotional vocabulary?

  • A great turnaround: what would you say to your friend who was in the same situation?

  • How do you build the "thinking" side of mental toughness?

  • "Our brains tend to underestimate us"

  • Your brain tends to underestimate you.

  • How you brain lies to you.

  • How often you get stuck in your own comfort zone.

  • Proving yourself wrong can be a powerful tool to change the voice in your head

  • How do we teach our children to build their own emotional vocabulary?

    • Use feeling words more in everyday conversation.

    • Express your own emotions to your kids.

    • Talk more about feelings.

    • Ask kids how SOMEONE ELSE felt in a situation

      • Show me with your face how someone else feels

  • Help your kids to build a "calm down kit"

  • How are you doing on your emotional thermometer? Here are a few reframes

    • "How's your stress level been lately?"

  • Exercise: Have your child write a kind letter to themselves. (Teaches self compassion)

  • Exercise: Work on gratitude with your kids. Create some gratitude rituals around the house.

  • Create a gratitude jar at your house and read the answers once a month.

  • Why you shouldn't shield your children from pain. Let your children experience pain and challenges. It's much better to experience it at home than it is to experience it once they are out on their own.

  • Don't prevent your children from making mistakes.

  • Giving your children too many choices and input - they start to have anxiety and doubt that you know what you're talking about, and ultimately it backfires. Your kids don't have an equal vote. There is a hierarchy.

  • You need to teach your kids that you believe they are strong kids, and even though this is something they didn't want that they will learn to adapt and be OK. It's building the muscle of tolerance of discomfort.

    • You want to teach your kids how to say to themselves "This is uncomfortable and I can handle it."

    • Your kids can face their fears and deal with tough situations.

  • Homework: Incorporate more feeling words into your own vocabulary, and your vocabulary when you interact with your kids and your family. Get more comfortable recognizing and labeling your emotions.

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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Amy’s Website

  • Amy’s Podcast Mentally Strong People with Amy Morin

  • VeryWell Mind

  • Amy’s Facebook, LinkedIn, and Twitter

Media

  • Article directory on Forbes, Business Insider, LifeHack, CNBC, SUCCESS, and Insider

  • Motherly - “Mentally strong kids have parents who refuse to do these 13 things” by Amy Morin

  • Business Insider - “7 lessons about mental strength I learned from being a therapist” by Amy Morin

    • “How mentally strong people use simplicity to set themselves up for professional and personal success” by Amy Morin

  • The Press Stories “7 definite signs that work is ruining your life” by Cary Douglas

  •  MuckRack Profile - Amy Morin

  • NBC News - “How quarantining on a sailboat has helped this psychotherapist become more productive than ever” by Amy Morin

  • WGN Radio 720 - “Psychotherapist Amy Morin: We feel good when we’re distracted, but it’s important to take time to listen to your thoughts” by Pete McMurray

  • The Bad Bread - “Book Review: 13 Things Mentally Strong People Don’t Do by Amy Morin” by KRISTEL MARIE PUJANES

  • [Podcast] Behind the Brilliance - 151 AMY MORIN: The author of "13 Things Mentally Strong People Don't Do," Amy Morin discusses resilience and mental toughness she developed after tragic loss.

Videos

  • Amy’s YouTube Channel

    • Nora McInerny - Stop the Toxic Positivity

  • TEDx Talks - The Secret of Becoming Mentally Strong | Amy Morin | TEDxOcala

    • Letting Go of What Holds You Back | Amy Morin | TEDxOaklandUniversity

  • Women of Impact - Why You Should Never Feel Sorry for Yourself | Amy Morin on Women of Impact

  • CNBC Make It - Amy Morin: Things Mentally Strong Women Do

  • Productivity Game - 13 THINGS MENTALLY STRONG PEOPLE DON'T DO by Amy Morin | Core Message

  • Harvard Business Review - How to Build Your Mental Strength

  • Business Insider - Here is why you should learn to say no

  • Humans 2.0 Podcast - #102 - Amy Morin | 13 Things Mentally Strong People Avoid & How You Can Become Your Strong Best Self

  • Dr. Caroline Leaf - Podcast 199: What mentally strong people DON't Do + simple tips to boost daily mental wellbeing

  • Inc. - Want People to Take You Seriously? Make Sure to Avoid This

Books

  • Amazon Author Page

  • Audible Book List

  • 13 Things Mentally Strong People Don't Do: Take Back Your Power, Embrace Change, Face Your Fears, and Train Your Brain for Happiness and Success by Amy Morin

  • 13 Things Mentally Strong Parents Don't Do: Raising Self-Assured Children and Training Their Brains for a Life of Happiness, Meaning, and Success  by Amy Morin

  • 13 Things Mentally Strong Women Don't Do: Own Your Power, Channel Your Confidence, and Find Your Authentic Voice for a Life of Meaning and Joy  by Amy Morin

  • 13 Things Strong Kids Do: Think Big, Feel Good, Act Brave Apr 6, 2021 by Amy Morin and Jennifer Naalchigar

Episode Transcript

[00:00:04] ANNOUNCER: Welcome to the Science of Success; the number one evidence-based growth podcast on the Internet, bringing the world’s top experts right to you. Introducing your hosts, Matt Bodnar and Austin Fable.

[00:01:28] MB: Welcome to the Science of Success, the number one evidence-based growth podcast on the Internet with more than 5 million downloads and listeners in over a 100 countries.

In this episode, we bring mental toughness expert, Amy Morin, onto the show, to discuss how to help yourself and your family be mentally strong.

Are you a fan of the show and have you been enjoying the content that we put together for you? If you have, I would love it if you signed up for our e-mail list. We have some amazing content on there, along with a really great free course that we put a ton of time into called How To Create Time for What Matters Most In Your Life. If that sounds exciting and interesting and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com. You can sign up right on the homepage. That’s successpodcast.com. Or if you’re on your phone right now, all you have to do is text the word smarter, that’s S-M-A-R-T-E-R to the number 44-222.

In our previous episode, we brought back renowned guest, Greg McCune for an amazing discussion of how to make your life effortless and focus on what really matters. Now for our interview with Amy.

Amy Morin is the Editor-In-Chief at Verywell Mind, a licensed clinical social worker, psychotherapist and psychology lecturer at Northeastern University. She's also an international best-selling author. Her books include 13 Things Mentally Strong People Don't Do, 13 Things Mentally Strong Parents Don't Do, and 13 Things Mentally Strong Women Don't Do. The Guardian dubbed her the self-help guru of the moment, and Forbes called her a thought leadership star. Her TEDx Talk, The Secret to Becoming Mentally Strong is one of the most popular talks of all time, with more than 15 million views. She's been featured on CNN, Oprah, Time and many media outlets across the globe.

[00:02:16] MB: Amy, welcome to the Science of Success.

[00:02:17] AM: Oh, thank you so much for having me, Matt.

[00:02:19] MB: Well, we're really excited to have you on here. I've been a fan of your work for a long time and I love the recent tack that you've taken more towards parenting and children, especially, as a relatively recent spent a couple years, but father of two children, it's great to see and encounter resources that are geared towards parenting, but also with a with a bent towards evidence in psychology and research as well.

[00:02:46] AM: Yeah. My books really stems from what my readers have asked. After my first book came out for adults, I had so many parents that said, “How do I teach this to my kids? Or if only my life could have been different had I learned these things sooner.” That led some parenting book. Now years later, I'm finally writing for kids to be able to say the resource that you can give to your kids, that they can learn mental exercises in a fun way, too, and in a kid-friendly language. There's so many opportunities to teach kids, especially right now about how to build mental strength. I'm excited to get this book out into the world.

[00:03:19] MB: Before we jump into some of the tactics and strategies and some of the specifics, I'd love to zoom out and get a sense from you, as somebody who's written and researched so much about this, how do you think about what mental strength is?

[00:03:37] AM: Glad you asked that. We just did a survey, where we asked people and reading the answers was fascinating to see the wide range of what people viewed mental strength as, everything from it's the same thing as resilience, to it's your ability to solve problems. Really interesting. The way that I define it is that there's three parts to it. The way you think, the way you feel and the way you behave. When we talk about thoughts, it's not about being overly positive, or assuming everything will turn out right. That's not really helpful either.

Instead, it's more about thinking realistically and thinking, I can handle this, even if it doesn't turn out the way that I want. Then the emotional part is knowing that you don't have to be happy all the time, that you can tolerate being sad, that you can tolerate being upset and angry and embarrassed. You also don't have to stay stuck there, that you have some skills and tools and strategies to manage those emotions in a healthy way.

Then the third part is about your behavior. How do you choose to act? What do you do when you start with motivation? What steps do you take your goals, even on the days when you don't like it? I combine those three things, we've got mental strength.

[00:04:42] MB: I love those three pillars, and on the emotional side especially, the topic, or the theme of tolerating sadness, tolerating negative emotions is such a vital skill set and such a cornerstone of not only emotional intelligence, but really, just living a healthy and productive life.

[00:05:04] AM: It is. We talk so much about emotional intelligence, and how to interpret other people's feelings and those sorts of things. I would argue, we're a long way from that. I'll stand in front of a roomful of executives giving a talk. These are educated people who are doing really well. I'll say, I'll give you 30 seconds to write down as many feeling words as you can. At the end of 30 seconds, they usually have an average of five words that they came up with. Happy, sad, mad. Once we get beyond those, it's a lot harder to think of it, because we spend such little time paying attention to our emotions.

There's a lot of research behind the fact that if you just name your emotions, it takes a lot of the sting out of them. Being able to say, “I'm anxious,” makes you feel a little bit less anxious. Or being able to say, “I'm really sad right now,” can help you feel a little bit better. I really always advocate for people to learn how do you label your emotions. How do you put a name to what you're feeling? It's tough Sometimes feeling things that almost feel contradictory, you can be happy that you're going to take on a new job, yet still sad that you're going to miss your old job.

You can have more than one feeling at once. Just figuring out okay, how am I feeling right now? Is this emotion serving me well? There's an exercise in my kid’s book, but it's an exercise I often do with adults that says, ask yourself, is the emotion I'm having right now a friend or an enemy? We tend to talk about emotions as if they're either positive, or negative. We say, happiness is a good emotion. It's positive, but sadness is a bad emotion. That's not true that any emotion has the ability to be helpful sometimes, but it also has the ability to be hurtful, for example.

The reason why really smart people sometimes fall prey to get rich quick scheme, they were so excited about it, that it clouded their judgment, and they overlooked the risks that they were facing. They underestimated the possibility that they might fail. Or, when we look at something like sadness, we think, “Oh, sadness is a bad emotion.” Sadness is important. Sometimes that helps you honor something that you lost, whether you're grieving a loved one, or you are missing something that used to have in your life. It's okay to be sad.

We also need to recognize when that sadness isn't serving us well. If you're so sad, you can't get out of bed, or you're so sad that you don't want to talk to people, then you need to take action to say, “How do I regulate my emotions a little bit better?” As a society, I don't think we've done a very good job teaching people, how do you cope with uncomfortable emotions? So many people spend a lot of time numbing themselves, running from uncomfortable feelings, doing anything they can to avoid feeling bad.

The ironic twist is, is that ultimately, trying to avoid uncomfortable feelings makes us pretty miserable in the end. That you can't really enjoy even at times in life, unless you've gone through some tough emotions, too. It's really important. What are your coping strategies? What helps you when you feel these things? How do you get through them, rather than try to go around them? Obviously, during the pandemic, most of us have lost our go-to coping strategies.

We can go visit with our friends, and we can't see our family as much. Maybe we can't go to the gym. Those were all the things maybe that regulated our feelings, so we felt okay. In the absence of those, people are finding that they're reaching for some really unhealthy things. I'm turning to alcohol. I'm eating too much. I'm binge watching TV to the point that I don't get off the couch all weekend. Other things that they're doing now are introducing bigger problems in your lives. It's just so important for us to talk more about our emotions, to become more aware of how we're feeling, and then to figure out, how do I cope with this emotion if it's not serving me well?

[00:08:37] MB: So many great points and things I want to dig into. One of the things you’ve said that really resonates with me is this idea that as a society, we really don't teach people how to cope with uncomfortable emotions. In many ways, this podcast itself sprung from that same desire to help people build a toolkit to start to unpack and work through. Aven as you touched on a moment ago, acknowledge what your emotions are, and how to channel them and accept them and deal with them appropriately.

[00:09:12] AM: Yeah, that's just it. It's so tempting when we say to other people like, “Oh, don't worry about it, or it'll all work out in the end.” We're uncomfortable when other people are upset, too. I see this with parents that when their kids are sad, they're like, “Oh, cheer up, honey.” Or we do something really quickly to cheer them up. Or we minimize their feelings and say, “Oh, nothing bad is going to happen. Or, you'll be just fine. Don't worry about it.” Instead of talking about it, instead of being able to say, “No, it's really normal to be scared sometimes.”

Even if we don't dare in somebody else's emotion, if they're really afraid of something, we shouldn't minimize how they feel. This is real to them, and they feel really afraid and that's okay. It's not that their feelings are wrong. Sometimes, people just need to be validated to say, “Yeah, it's okay to feel that way, if you're really anxious about something going on in your work life.” Who am I to say, you shouldn't worry about it, or things will turn out well? That makes me feel better for a minute to say that. Ultimately, it doesn't make other people feel better.

I think, we just don't spend nearly enough time teaching social and emotional skills. In fact, one of the things I do, I'm a college professor at Northeastern University, and I see what happens to a lot of college kids who come in, and they just don't have the emotional skills. I suppose for a lot of them, their parents really over for them and made sure that they cheered them up, they put them down, they manage their anxiety for them.

Studies will show that this is true. When they ask college kids, were you ready for college? About 90% of them say that they were academically prepared, but 3% of them say, “Yeah, but I wasn't emotionally prepared. I don't know how to deal with loneliness. I don't know how to deal with anxiety. I don't know how to deal with a test grade, because parents aren't here to do it for me anymore.”

I think, it's huge that we start implementing more strategies to teach people, how do you deal with emotions to normalize it, that it's okay to be sad, and that crying isn’t a sign of weakness. It takes a lot of courage to express your emotions. How do you express them in any way? Then, how do you cope with them when you're struggling?

[00:11:10] MB: A dovetail that that you touched on earlier, which I thought was really insightful, is this idea that a lot of times, we think about emotional intelligence, maybe focusing around how do I influence, or read other people and their emotions? Really, the work in a big way starts with yourself. It's almost like, the notion of putting your own oxygen mask on before you start to decipher and help someone else through their emotions, if you can't label and work through your own. You're coming from a pretty tough spot.

[00:11:42] AM: Yeah. I think, we get a lot of assumptions that are true. Write down, and say, if somebody doesn't text you back, you think they might be mad at me, or they don't like me. Well, maybe they're just busy. We take it to that degree that we try to connect a lot of the dots. When we do, we make assumptions about how the other person's feeling. I think that does more harm than good, when we assume this person didn't reply to me, because they aren't interested. Or when they told me that story, they look like they were sad. Therefore, they must not have wanted me to know that information. I don't know.

We connect lots of dots that aren't necessarily true. Rather than ask, we just avoid it, or we sugarcoat it, or we make the assumption and then move forward in a way that isn't always helpful. I think sometimes, it's good to just ask yourself, well, what's an alternative? What might be another route, feeling that person had, what other thing might have been driving that behavior that you saw? Somebody is [inaudible 00:12:31] towards you in the morning, when you get to work. It doesn't mean that they're mad at you, or that you did anything wrong. Maybe they had a fight with their spouse before they left the house. You don't know.

So often, because we talk so much about emotional intelligence in a way that it's something that we all have to have in order to succeed. Yet, a lot of people make assumptions about how other people are feeling that aren't correct. They go through life believing that they're emotionally intelligent, because they are connecting some dots that maybe aren't even true.

[00:12:59] MB: Such a great insight. It's funny. I almost look at it from the perspective of a mirror. Many people's interactions with you are often just a mirror of their own experiences. I've seen it, where being in the podcasting world, and you may have encountered this too, I'll send an email to thousands of people and the responses I can get are polar opposites. It's the same email that I'm holding up, but it's just reflecting back whatever their emotional state is.

[00:13:28] AM: Oh, I'm glad that you said that. I talk about it in my books. There's research on that. When they ask people to describe someone else, more often than not, people who are critical are just describing how they feel about themselves. When they ask those people five years later to describe a completely different person, like, “Hey, what do you think about your neighbor?” They come up with almost the exact same answer as they did five years ago, when describing the neighbor that they lived next door to back then.

[00:13:53] MB: That's really funny.

[00:13:54] AM: Right? Then when they ask people like, how do you feel about yourself? I mean, it's almost word for word, sometimes deep down when people get to the nitty-gritty of, if I don't like myself, or if I call other people stupid, if I call other people, I don't know, whatever names they call people, or they think that person is a jerk, they're mean, isually, more of a reflection of how they feel about themselves, rather than how they actually see other people.

[00:14:15] MB: So interesting. One of the other things you touched on earlier that I thought was a great insight was this idea that I've looked a lot at how do we channel so-called negative emotions, things like anger, fear, sadness, etc., into something that's more productive. I haven't looked as much at the downside of so-called positive emotions, like exuberance, excitement, etc. The analogy of the example you used earlier, I thought, was a great way of seeing how really any emotion can be a double-edged sword.

[00:14:47] AM: Yeah. I love to look at the research behind the emotions and the decisions that we make, because I find it absolutely fascinating. When you're sad, never negotiate. Because what happens is when you're feeling sad, let's say you asked your boss for a raise, when you're really sad, your boss maybe makes you an offer. You're not going to make a counteroffer, because you think, “Oh, my self-esteem can't take it. I can't handle one more blow to my ego right now.” You've accepted probably a pretty raw deal, as compared to when you're happy, or we're really bad at compartmentalizing our anxiety.

If you're anxious about something. Maybe you're anxious about something in your personal life, like you are awaiting test results for a health issue, or somebody in your family is dealing with something and you're anxious, then you go to work. your boss says, “Hey, do you want to take on this new project?” You're much more likely to say no, because you can't figure out that your anxiety has spilled over into a different area of your life.

We lump it all together, and we think, “I can't handle this, or it won't go well.” It affects the way that we think. It's so important. Again, if we just go back to labeling your emotions, and then assessing, has this affect the choices I make today, if I'm saying that I'm probably going to not really join in a conversation, or express opinion. Or when I'm anxious, I'm going to say no to things that probably aren't even risky. Just being more aware of that can help us make better choices.

[00:16:08] MB: Yeah, that's so interesting. I also look at things like anger, right? Anger, can be, if you can learn how to temper it a little bit, can be a really powerful piece of fuel to if I'm in a bad mood, I can almost channel it into going and organizing something, or cleaning up, or taking action on something that I hadn't taken action on in a long time. I can almost use that frustration and channel it into executing on something that otherwise, was sitting there and not being done.

[00:16:38] AM: Yes. Anger does give us energy. Sometimes it gives us courage right away. You might stand up for something, or cause that you believe in, or angry sometimes, because you just feel a little bit better. That initial rush. Obviously, there's other times when our anger can become quite unproductive, when we started tasting, or we're so angry, we can't think straight.

There's research that shows that if we were to take an IQ test when we were angry, we'd score a lot lower than when we're calm. That our intelligence actually goes down as our anger goes up. That's why, we say things and we do things when we're really angry that we wouldn't normally say or do. Our brain store all our angry memories in the same place. That's why couples are arguing, and one gets angry, they might bring up a 101 other instances where they've been angry with that person. They bring up all the other mistakes the other person made, or the times when their feelings were hurt, because you activated that part of your brain, and that's all you can think about is all the reason why you're still angry at this person.

There's so many things that make our emotions interesting. Yet, we never talk about them. Nobody ever really teaches us how to recognize our emotions and how our emotions affect the way we think and the way we behave. It's vital for us to have this information, so that we can function and become our best.

[00:17:58] MB: It's amazing to me that this stuff isn't taught in school, by and large. It's not a core – I mean, this should be stuff that we're teaching people in high school, or even earlier than that. That's why, I think it's so exciting that you you've started to create works for children, or younger adults to start to really learn some of these important lessons. One thing that I was curious about is, and I say this as a parent as well, when should we start to teach these lessons to our kids?

[00:18:30] AM: I think, we can start pretty much right away, that we can teach preschoolers a lot about feelings right from the beginning. With preschoolers, the big thing you want to start instilling in them is that there's a big difference between the way that they feel and the way that they behave. That they know, it's okay to feel angry, but it's not okay to hit. It's not okay to kick my brother, because I'm mad.

So often, we tell them like, “No, don't hit, or don't do that, or stop crying.” They don't know the difference between that it's okay to be mad, but it's not okay to hit. When we start explaining to them that angry feelings are okay, it's just what you do with your anger that matters. Or it's okay to be sad, but here's what you can do when you feel sad. You can't scream in the middle of the grocery store and cry and throw yourself on the floor, because that's not fair to other people. It's okay to cry, but you just can't disrupt the entire roomful of people. Here are the options instead.

When we start to teach kids that, it makes a big difference. When kids start to learn their vocabulary words for feelings, it makes a huge difference in how they behave, too. A kid who can say, “I'm mad,” won't feel like he has to show you how angry he is by ripping everything up. Or a kid who can say, “I'm sad,” isn't going to have to feel they have to throw themselves on the floor, because you said no, that they couldn't eat more candy. As soon as we start teaching them those feeling words and we start explaining the differences between the way you feel and the way you behave, puts them on a pretty good path.

Then as they grow older, we can start incorporating more stuff about the way that they think, so that kids know that their brain will trick them sometimes, it will lie to them. It will say, you can't do that, or everyone's going to laugh at you, or don't bother trying, or you're not good enough. As parents, we're usually really quick to say, “No, that's not true, or you'll just be fine.” We don't teach them how to talk themselves into realizing that it's okay to self-doubt sometimes, but you don't have to believe it.

There's lots of strategies we can use. For example, just when your kid says, “I don't want to go to school tomorrow, because I have to give a speech and everybody's going to laugh at me.” It’s a great opportunity to say, what would you say to your friend who said that to you? Your kid isn't going to say to their friend, “Oh, yeah. Skip school, tomorrow, you loser, because we're all going to laugh at you.” They'd probably say something really nice like, “You'll do a good job. Just do your best, or I know you can do well.” Then we teach them to start saying those things to themselves. Then, they have a skill that they can use when we're not around and we're not right there coaching them all the time, so that when they have negative thoughts and they're either at a friend's house, they're away from home, or even when they go to college someday, they know how to talk themselves down when they start to get worked up into a frenzy.

[00:21:08] MB: I love that idea of teaching them skills they can carry with themselves and have those tools to be able to use. You touched on something a minute ago that I want to almost zoom out for a moment and dig into a little bit, which is the thinking side of mental toughness. We talked a lot about emotions. Tell me a little bit more about the thinking side before we dive back into how we can really practically apply this to teaching children.

[00:21:34] AM: Sure. When it comes to thinking, a lot of people assume that it's about being positive all the time, that you should always assume that you're going to win and that you should assume that nothing's ever going to hurt you, and that you can do all things and be all things to all people. Obviously, that's not healthy all the time.

It's much healthier to think, “Yeah, I can ask for help. I can acknowledge that I have some weaknesses. It's okay if I don't win, because I'll be fine emotionally if I come in third place.” For us to not be afraid of self-doubt. So often, people will think, “Well, if I have any self-doubt at all, I shouldn't try something new.” Or people will say, “I can't do anything different, because I lack confidence.” Well, how do you get confidence? It's by doing, by putting yourself out there.

Sometimes we say, you're not going to really think your way into confidence, because thinking, “Yeah, I'm really good. I'm a great person,” unless you believe it. Sometimes you have to take action, so that you can reinforce those thoughts and figure out when your brain doubts you, the best way to prove it wrong is to go out there and do exactly what your brain says that you can't do. Our brains tend to underestimate us and it will see us is not good enough. It will try to tell you that you shouldn't try anything new. It really wants us to stay really deep into our comfort zones.

Again, the emotions that you have affect the way you think. When you're sad, you'll think really sad and negative thoughts. When you're anxious, you'll predict all the worst-case scenarios. It's important to just be able to realize, just because you think it, it doesn't make it true that your brain does lie to you. It's inaccurate sometimes. Going back to just being able to identify your feelings and then figuring out, well, how true is this thought? There's a lot of different exercises for people to start learning how to recognize their irrational thoughts, and then replacing them with something more realistic.

That same exercise that works for kids, works for grownups, too, where you can say, “What would I say to my friend who had this problem?” Because so often we, for some reason, think that being really hard on ourselves will motivate us to do better. When we mess up, we call ourselves names, or we talk ourselves out of doing things, because we think we can't handle it. Research will show that self-compassion is really the key to performing better, to recovering from mistakes, and to just feeling your best in life.

Ask yourself, “What would I say to my friend who had this problem? Or what would I say to a friend who was struggling with this thing?” When you start replacing a lot of the negative thoughts that you have with more self-compassionate inner dialogue, it can really change the course of your life.

[00:24:06] MB: Self-compassion is so vital. I love what you said a minute ago about this notion that your brain can lie to you, and that your brain, in many cases, will lie to you, to keep you as boxed into your comfort zone as possible. It's such an important insight. Tell me a little bit more about that.

[00:24:27] AM: Yeah. Your brain will tell you, again, like, “Oh, don't try for that new job, because it might not go well. Or there's no guarantee it's going to be better, so you should just keep doing this.” It wants to keep us in whatever emotional state we're in. When you think about it, well, what do you do when you're sad? Maybe you sit on the couch and you binge watch TV. What do you do when you're happy? Maybe you listen to loud music, you call a friend, you do stuff around the house. Maybe you go outside.

It affects your behavior. Again, it also affects your brain. Your brain will tell you when you're sad, to just stay stuck inside, to not go do anything fun. It will tell you, it's not going to work anyway. When I work with people who have depression, for example, they're convinced that therapy's not going to help, that medication couldn't possibly be helpful, but nothing's going to work and that they're going to stay stuck like that forever. That's really the depression talking, convincing them of that, or I mean, with people with anxiety, they're convinced that everything that possibly could go bad will.

If there's a one in a 100 chance that something bad might happen, they're convinced that it's probably a 100% going to happen, and it's going to happen to them, because the anxiety tends to cause their brains to think that way. When we get a better handle on our emotions, it becomes much easier to figure out, yeah, well, this is just the anxiety talking, or this is just my sadness trying to convince me to stay stuck in a bad mood.

Sometimes, it's about arguing the opposite, when you think, “Well, this isn't going to work out. I'm going to embarrass myself.” Well, argue the opposite. Maybe, will turn out better than you might think. Or, when you do something and you come to a conclusion, like that person didn't answer my email, because they're not interested. Well, that's one possibility, but it also might be that they're busy, or maybe they didn't read the email yet. Or maybe they are going to respond, they just didn't respond today. There's a lot of different reasons why.

Yet, we just need to open up our minds to the idea that the one conclusion that we draw isn't the only potential outcome. When you start realizing that and figuring out, okay, this is my brain's desire to try to make me stay stuck in whatever state I'm in now, it just becomes easier to say, “I'm going to face some fears. I'm going to do some things I think I couldn't do.” You can literally train your brain. You can change, physically alter your brain. Things like gratitude can change your brain and things like meditation, we know creates physical changes to the brain.

You could do that just by proving you're wrong. For example, and my brain will tell me, never fail. I didn't run far. I just run one mile a day and I run as fast as I possibly can, and I spend most of my life trying to break the record of how fast I run and try to see if I can just run a little faster today than I did yesterday. Never fail about a three-quarter mile mark. My brain tells me, “I'm too tired. I have to quit. I shouldn't keep going. I can't possibly take another step at this pace.”

I know that it's not true. It's just because I'm tired, and my brain wants me to quit, because that would be the comfortable thing to do. As soon as I started to think that, just to prove my brain wrong, I try to run a little bit faster. It's like, over time, I can say, “All right, now my brain is starting to realize, I'm going to try to trick him. Still going to try to tell you to quit, but that voice has gotten a lot quieter over, it's been about a year and three months now that I've been trying to break this record.”

Just recognizing that and knowing okay, as long as I don't listen to that little voice in my head, it gets a lot quieter over time. To just be more aware that your brain will try to trick you, it will try to tell you not to do hard things. It will try to talk you out of tackling challenges that are uncomfortable, because it really wants you to stay comfortable in life.

[00:27:59] MB: Great story, and a really compelling insight. I want to bring it back now to making this more practical and talking about how we can start to implement some of these ideas for our children. One of the things you mentioned, which I think is really important is this idea of teaching children an emotional vocabulary, and how to label their own emotions. Tell me a little bit more about how we do that.

[00:28:27] AM: If you have young children, you just start to say something to the effect of, “Oh, it looks like you're really angry right now,” when your kid has a tantrum. I didn't pick up on that. To use feeling words more in everyday conversation like, “Oh, it looks like you're sad right now. I'd be sad, too.” Or, to express our own emotions. I'm really happy today, because the sun is shining, whatever it is. Just using it more in everyday conversations. We read books and talk more about feelings and other people's feelings.

Another fun one is to ask kids how somebody else felt. If you have a kid who hits her brother, for example, and the brother starts crying. You can ask your daughter, “Well, how do you think he felt when you hit him?” She might say, “He felt sad.” Then, ask her to make a face. “Show me how you think he felt with your face.” When kids then make a sad face, they actually feel sad for a second. It gives them a whole new level of empathy for their sibling, or somebody that they just hurt. It helps him recognize, “Oh, yeah. That doesn't feel good.”

I always encourage parents, have your kids make a face. Tell them to show you with their face how somebody else feels. That's a really good way to get them to become more aware of that. “Yeah, I don't just have feelings, but everybody else does, too.” Then with older kids, again, it's just important to just keep incorporating bigger and more complicated feeling words into conversations, like disappointed and embarrassed. You might even keep a list of feeling words on the refrigerator, or have a chart somewhere so that kids can really identify different ways of feeling.

If you have a kid that really isn't into talking about feelings, if you have a child that isn't going to say, “Yeah, I'm sad today,” another thing you could do is just use a feeling thermometer. From zero to 10, how are you feeling today? That same kid might be able to say, “Well, I'm a three right now.” Then your goal might be to say, “Well, how can we make you at least a five?” Maybe you have some strategies, some skills, things like that, so that they know that they can pull themselves out of a bad mood when they're feeling stuck.

I think, the more that we do those things, and that we just normalize that it's okay to feel down. We all have days when we feel bad. Sometimes we know why. Sometimes we don't know why. We just wake up feeling that way and that's okay. To then have those conversations with kids about the way you're feeling right now, a friend or an enemy. They just hit something because they were angry. Well, now your emotions are an enemy, and for us to not take responsibility for how they feel.

If you have a kid who struggles with their emotions, then brainstorm with them. Gee, when you're really sad, what kinds of things might help? Well, you could try coloring a picture. You could try going outside. You could try doing 10 push-ups. Come up with a whole list of things that your kid could try. Maybe write it down, and then when they're sad someday, it's up to them to go try to pick something off the list.

Or, if you have a kid that gets upset, or they're easily frustrated, you might create a calm down kit. It could be a shoe box filled with strategies that engage their senses. There might be some silly putty in there, a coloring book, or maybe some pictures, or a joke book. Anything that might help your child calm down a little bit. Then when they start to get upset, you might just encourage them, maybe it's a good time to go get your calm down kit.

Then they take responsibility to say, “What can I do right now, so that I can calm myself down before I get into trouble, so that I don't end up doing something that hurts somebody else, or I don't destroy property, or I don't say something mean, that hurt somebody's feelings?” Then again, we have teach kids to walk away with a toolbox of skills and strategies that they know, “Okay, when I'm upset, it's my job to calm myself down.”

[00:32:05] MB: The concept of the emotional thermometer is something that's really interesting, and something that I've been thinking about recently. Even as adults, I feel like, when we encounter somebody, or we have a conversation with a – whether it's acquaintance, a friend, whatever, we run into each other and say, “Hey, how are you?” “I'm good. How are you?” “Good.” It's always, whenever we have these interactions, you immediately just throw a bunch of somewhat positive words out into the conversation, then that's it. Then everybody moves on. How do we really, even as adults, and teaching this to children, actually break through that surface level veneer and start to really pinpoint where we are on our emotional thermometer, and how to share with others?

[00:32:52] AM: Yeah. That's such an important thing, because we do get into that surface level conversation, as you say. Even they ask you the, “How are things going?” “Great.” “How is work?” “Good.” We just struggle to get past that initial barrier. Obviously, in the middle of the grocery store, when you run into an acquaintance, you might not want to dive into your life history, but we do want to have those people in our lives that we can take it to the next level with, whether it's friends, or family.

When we're talking to people, and we want to know how they're doing, how they're really doing, sometimes it's helpful to acknowledge how you're doing first. If you say, “Hey, how are you?” Obviously, you're probably going to get the stock answer of, “Good. How are you?” Then, you can revisit it later in the conversation. It's easier to talk about when you externalize it, when you say to somebody, “How are you feeling lately?” They're probably still going to say, “Good. Why? How are you?”

If you can say something like, how's your stress level lately? People might say, “Oh, it's pretty bad.” Even the same person that just said that they're doing great in life, when you say, “How's your stress level?” Something about that makes it a little easier to acknowledge, “Gee, I've been having trouble sleeping lately, or I've had so much work, I can't possibly relax.” It opens the door. It's helpful sometimes, too, when we start by talking about our own stress level. You say, “Ah, I've been really stressed lately. How about you? Have you been feeling it?”

If we're concerned about somebody else's mental health, too, it's important to address it, to say, “Gee, you don't quite seeing yourself lately. How are you doing really?” It might open the door for them to talk a little bit. If you want to open the door for yourself, because you're struggling, just don't be afraid to bring it up. In the middle of a conversation, you might just pause and say, “Hey, I got to tell you, I'm actually struggling lately. I know, I said I was just good earlier, but here's some things that are going on for me.”

More often than not, when you open that door, other people are more than willing to listen and then they'll also share some of their struggles too. Once you get past that initial barrier of, “Yeah, I’m doing great,” it seems like then, people know that it's okay to talk about it. Again, as a society, we’re in this weird place, especially during the pandemic, where so many people are struggling, and we're all in the same situation, in terms of our mental health. It seems to be, mental health is on the decline. Study after study is showing us that we're struggling more than ever.

Yet, we still struggle to talk about it with each other. Quite often people will say, “Yeah, I'm doing good, or I'm just staying home a lot. There's nothing really going on, or nothing to talk about lately.” People are really sad. People are struggling with anxiety. It's really important that we open the door and make it known that it's okay to have those conversations and that mental health is a continuum. On any given day, we might fall in a slightly different place on that continuum, and that's okay.

It's not a sign of weakness. I talk so much about mental strength, and sometimes people think that if they're struggling with depression, or they have anxiety, they're just really stressed out that it means that they're weak, or they're not good enough. That's not true at all. My mental strength and mental health are two different things. Just like physical strength and physical health aren't the same. You can go to the gym and lift weights to become physically strong, but you might still develop a health problem, like high blood pressure, or you might break your ankle someday. That doesn't mean that you didn't still have strong muscles. Mental strength is the same. To know that talking about it, acknowledging it is a sign of strength. It's definitely not a sign of weakness,

[00:36:20] MB: Such another great insight. I love that analogy of how physical health, versus physical fitness may not be the exact same thing. It holds true just as well for mental strength. That really comes back to what we touched on earlier with just this notion of, of, it's not something that we teach most people, but if we can start with our own children to build this toolkit of emotional tools that they can carry with themselves, and that they can improve and build on over time, it's something that's a tremendous gift.

[00:36:54] AM: It really is. I think, it can definitely change the course of kids’ lives, and they'll feel empowered to reach the greatest potential, whatever their goals are in life to know, yeah, at least have the emotional skills to get there. As opposed to just being really good in school, or to have certain talents in life, that's great. Once you have the emotional tools that you need to really get you through the tough times, or to bounce back from failure, it's tough to make it.

[00:37:19] MB: What are a couple of the – we touched on a few of these already, but what are a few other tools that we can start to add to the toolkit for our kids?

[00:37:30] AM: If I had to pick another big one, in terms of helping kids think more realistically, and being kinder to themselves, is to just teach them to write a kind letter to themselves. It might only be a few sentences. Maybe it just says, “Dear, whatever their name is. I know that you're struggling in life. Yet, you're a really good kid. You're a nice person. I know that life's going to be hard sometimes, but you can make it.” Something like that, but it's going to be their own letter to themselves in your own words.

You have them write that letter, and then keep it somewhere safe. Whether that means they keep it in their nightstand, or they carry it around in their backpack. Then, when they're having a bad day, have them take out that letter and read it to themselves. Since it's their own words, again, they learn how to reassure themselves, how to give themselves confidence when they're feeling bad, or how to get through tough times. That maybe when a friend is being mean to them, they know, “Well, I can still be nice to myself, and I have this.” It's a wonderful gift to have kids do that.

Then, I've had kids that have done that when they were younger, and they've gone on and even as college students, or young adults, they're still doing it, because they find it to be so helpful. Because when they are having a bad day, and they need that voice to tell him, “Nope, you're okay,” they have that with them. That's one really simple, but effective things that parents can do.

Another one is to just work on gratitude with kids. We don't want to force gratitude to tell kids, they have to be grateful for everything that they have. By creating some gratitude rituals around the house; maybe you decide that at bedtime, you're just going to say what you're thankful for. Or, maybe you have a gratitude jar at home, and everybody just drops a slip of paper in every once in a while. Then you read them all once a month, or something like that. It's a wonderful way to help kids see that there are good things going on in the world, that even though we might not talk about them that much, that the news isn't always positive, or it's easy to complain about our day.

When we have something like that, it really trains our brains to say, “Okay, how do I remember that even when I'm going through tough times, I still have more than I deserve and there's still good things going on and I still have gifts that I can give to other people.”

[00:39:33] MB: I love the idea of the gratitude jar. That's definitely something that we'll probably implement in our house, once my kids are a little bit older. There's a couple other themes and in many ways to me, 13 things strong kids do is almost the inverse side of the coin from 13 things mentally strong parents do. There were a few themes from that book in particular, that I thought were tremendously powerful and really, defied a lot of conventional wisdom around parenting. One of them to me, which I'd love to hear your thoughts on was the notion of not shielding your children from pain. Tell me a little bit about that.

[00:40:16] AM: Yeah. As a therapist, I've worked with a lot of kids whose parents have gone to great lengths to shield them from the realities of life. While we definitely don't want to just throw kids out there to toughen them up, they don't need to know about certain adult problems, or things that are above them and their maturity level.

On the other hand, we do need to let them face challenges. We do need to let them experience pain sometimes. You want to do that when they're under your roof. As hard as it is, as a parent to watch your child be in pain, the truth is, you don't want them to experience that for the first time when they're 20-years-old, and they've moved away from home. When they experience that at home, whether they get rejected by somebody at school, or they don't make the team, or they're struggling a lot with a certain subject in school, it's an opportunity to say, how do you deal with these uncomfortable emotions? How can you manage this in a healthy way.

Those are those teachable moments where we can say, rather than take this pain away from you, I'm going to teach you how to deal with it and cope with it in a healthy way. I know how tough that is. I know how uncomfortable it is as parents. So many parents feel like, “Oh, if my kid isn't happy all the time, then somehow, it's a reflection of me that I'm not a good enough parent.” The truth is that kids need to go through tough times as a way to learn and grow. It's our job to make sure that we're guiding them, rather than always protecting them from painful experiences.

[00:41:38] MB: I really like that distinction between guiding them and protecting them. A corollary of the idea of not shielding them from pain, which I thought was really insightful was also the notion of don't prevent your children from making mistakes. Tell me a little bit about that.

[00:41:54] AM: Yeah, that's another tough one. In today's world, it's especially tough. Back in the day, I think when I was a kid, probably everybody forgot their homework sometimes, or they forgot their soccer cleats sometimes. It wasn't a big deal. Now, so many parents are so quick to make sure that their kid’s homework gets checked, or they even hire a tutor for their kids to make sure that they're getting 100s. Then when your kid forgets their homework, you might think, “Oh, I don't want to let them fall far behind.”

I talked to a lot of parents who feel that pressure of, if I let my kids fail a test, even if it's just one test, or I let them forget their homework once, they're not going to get into that Ivy League college and their life will be ruined. They walk around with this incredible pressure to make sure that they prop their kids up at all times. The problem is, kids then don't learn. How do you make mistakes and how do you rebound from mistakes? That's a much more vital skill in life that they're going to need, whether they make it to an Ivy League college, or not.

Kids who don't gain those skills, actually, it's not that they grow up to never make a mistake, it's that they become really good at hiding their mistakes. We need to know, okay, when you make a mistake, it's okay to own it. Then how do you respond to the mistake, rather than how do you cover it up? Or how do you prevent them from making mistakes at any time?

[00:43:09] MB: It's funny, I was the youngest of four. One of the greatest gifts that I think my parents gave me was that they never bailed me out. Homework, for example. They wouldn't even ask me. They had no idea what my homework was, if it was done, if it wasn't done. If I didn't do it, that was my issue to deal with. I feel that really taught me a lot and gave me a sense of both ownership and responsibility for taking control of my own life in many ways.

[00:43:35] AM: Yeah, I can imagine. I think, there's so many parents that feel it's their job to make sure that their kids always do everything, whether it's that they always have everything packed for the soccer game tomorrow, and if they have every subject completed at all times. They take on so much responsibility that I'm seeing them act more like their child's business manager, personal concierge, rather than a parent who is in charge. Your kids just aren't gaining those really vital life skills as a result.

[00:44:04] MB: How do we as parents, not give our children power over us, in that sense of not only being a concierge, but more broadly, as well?

[00:44:15] AM: Yeah, this is another one that I see quite often in the therapy office from well-intentioned parents, who wanted to make sure that their kids were heard at home. We used to have the TV shows, like Father Knows Best. Back in those days, kids were to be seen and not heard. Then the pendulum, I think, swung a little too far the other way, where we started giving kids way too much power in voting of, should we move? Should mom or dad take this new job? What do you want to eat for dinner tonight? To the point that kids are making a lot of really adult decisions.

Parents are thinking, “Well, I'm making sure that they know that their opinion matters.” Really, they're instilling anxiety in their kids. Kids know, “I don't have the skills and the tools to make really good life decisions. I'm hoping my parents have those skills, because I know I don’t.” When their parents are asking for not just their input, but they're giving kids an equal vote, kids start to doubt. Gee, do mom or dad really know what they're talking about? If they are willing to let me have an equal vote in this, then clearly, they don't have any more knowledge or skills than I do.” Ultimately, it backfires.

It's important to empower your kids, to know that, okay, they can speak up for themselves, they can advocate, they can take the steps they need to solve problems, but you don't want them making important family decisions, or you don't want them to think that they always have an equal vote in everything. It's important to have that hierarchy, so that kids know, you're in charge. While you may ask for their opinion, ultimately, it's your decision. You're going to make that decision based on your knowledge and your years of wisdom that they just don't have yet.

[00:45:46] MB: I love that insight. It definitely flies in the face of a lot of the conventional parenting wisdom out there. It makes total sense.

[00:45:55] AM: Yeah. I have to say, I can't tell you how many people have come into my therapy office. I had a mom who stopped dating, because her 10-year-old didn't want her to date anymore, and so she quit dating, because she said, “Oh, he doesn't want me to.” It was almost like, she then made him a parental figure of hers, or a strange partnership, where he got to make those choices. Or, I've had other parents who had job opportunities in other places in the country, but they said, “My eight-year-old doesn't want to move, so we're not going to.” For them to know that they were then teaching their kids some really bad habits, like moving would be uncomfortable, and we can't make you uncomfortable, so we're going to stay here.

Not to say there aren't valid times when maybe you decide to make life decisions based on your kids. Maybe you decide, “I don't want to uproot them.” That shouldn't be because your eight-year-old told you not to, or because your 10-year-old insists that that would be unfair. It should be because that's what you've decided based on what you know about life.

[00:46:52] MB: It sounds almost comical, when you think about your life being dictated by an eight-year-old. In those moments, it's hard to make those decisions. How do we, as parents build the mental toughness to really be tough in those spots?

[00:47:11] AM: It goes back to knowing that rather than shielding your kids, you want to teach them – you don't want them to think, “I'm too fragile to handle this.” Instead, you want them to know that you believe they're a strong kid. That even though this isn't what they wanted, but they can handle it anyway. If you're going to move, you're going to do something different, you're refusing even right down to when your kid says, “I'm not eating that for dinner,” and you can choose to make different meals for everybody in the family. Or you can say, “You can eat it if you're hungry. If not, that's okay. You don't have to eat it.”

Just making those decisions and doing, “All right, my kid's going to be a little uncomfortable. That’s painful for me to watch.” You don't want to make choices that are just the most comfortable for you in the moment either. You want to know, what life skills am I teaching them right now? If you can just, as you say, zoom out and say, “What skills do I want them to learn from this situation? How do I teach them those skills, and how's this going to serve them in life?” That's much more important than those little moments really matter when we say yes, or no to something, or how we respond to them, and the messages that we're sending them about how to deal with their own uncomfortable emotions.

[00:48:15] MB: I really like the frame of approaching that as a methodology, or framework across a couple of different things we just talked about, all for building the tolerance of discomfort. As we said earlier, getting out of your comfort zone is such a vital and important thing. When you frame it in the context of helping your children develop the ability to tolerate discomfort and to wrestle with uncomfortable feelings, emotions, situations, suddenly, it puts it in a really powerful frame shift, that that's a really vital thing to be teaching them.

[00:48:50] AM: Yeah. I'm glad that it does. Because I think if we're going to serve our kids well in life, that's one of the most important skills and tools that we can give them is that they then have confidence to know, yeah, this is uncomfortable, but I can handle it. Too often, kids say, “I can't stand it.” Then we bail them out. We believe their brains when they say, “I can't do this anymore.” We give them an immediate out with us to know, no, they can persist at things. They can do things that are tough. They can face some of their fears. Our job is again, it goes back to guiding them, rather than sparing them from those tough things.

[00:49:24] MB: For somebody who's been listening to this conversation and wants to concretely implement one of the themes, or ideas that we've talked about today, what would be one action item that you would give them to start taking action on this?

[00:49:38] AM: I would say, the biggest thing would be to start incorporating feeling words into your everyday conversation. Two, maybe check in with yourself a couple times a day. Maybe you decide you're going to pair it with something else, so you remember. Maybe when you brush your teeth and hopefully, you brush your teeth in the morning and at night. When you brush your teeth every day, you're just going to take that. Two minutes while you're brushing your teeth and think, “Oh, how am I feeling? How might that be affecting my day?”

Or maybe, it's when you eat a meal, you take a moment to say, “Okay, how am I feeling right now?” For families to just incorporate more feeling words in everyday conversation and to just get more comfortable with recognizing emotions and labeling them, and getting more comfortable with realizing how your emotions affect your decisions.

[00:50:20] MB: For listeners who want to dig in, find out more about you and your work and your books online, what is the best place for them to do that?

[00:50:30] AM: My website is the best place, which is amymorinlcsw.com. You can find information on my books, my TEDx Talk and link to my podcast, which is called The Very Well Mind Podcast.

[00:50:44] MB: Well, Amy. Thank you so much for coming on the show, for sharing some very insightful wisdom about children, about our emotions broadly, and how we can all cultivate mental strength.

[00:50:57] AM: Well, thank you so much for having me. I appreciate it.

[00:51:00] MB: Thank you so much for listening to the Science of Success. We created this show to help you our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

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Thanks again, and we'll see you on the next episode of the Science of Success.

August 19, 2021 /Lace Gilger
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How To Get The Life You Want, Effortlessly with Greg McKeown

August 12, 2021 by Lace Gilger

In this episode we bring back renowned guest Greg McKeown for an amazing discussion of how to make your life effortless. Be sure to stay tuned for the end the interview for an incredibly candid "off the record" conversation with myself and Greg.

Greg McKeown is an international keynote speaker and the bestselling author of Essentialism: The Disciplined Pursuit of Less. Greg has spoke at events around the world including SXSW and interviewing Al Gore at the World Economic Forum, where he serves as a Young Global Leader. Greg has worked with some of the largest and well known companies in the world and his work has been featured on Fox, NPR, NBC, and praised by many more.

  • Working is connect to results. The question is, is that a LINEAR relationship?

    • The harder you work, do your results scale linearly?

    • Do you get diminishing, or even negative returns, on over-working yourself?

  • Are you a member of the "HIT" Squad? Hard working - Intelligent - Talented

  • There is tons of low hanging fruit if we ask a different question or go in a different direction?

  • 3 Major Gears of Effortless:

    • Effortless State

    • Effortless Action

    • Effortless Results

  • How do you clear the mental clutter that makes it hard to focus and get into an "effortless" state?

  • How do you maintain a positive mental attitude and an "effortless state" during times of great challenge and distress?

  • People believe that if it's important it has to be hard, that doesn't have to be the case.

  • Link behaviors that are enjoyable with those that are not enjoyable, to make them more tolerable.

  • Use the habit recipe of "After I do X, I will do Y"

  • The "indomitable power of gratitude"

  • IT's not that when you have great results you feel great, it's that when you have a great emotion, you get great results

  • Positive emotions create an upward spiral

  • Have you ever tried too hard to go to sleep? Have you ever tried to hard in a relationship?

  • There is a "false economy" of powering through. Find a pace that feels "doable" or even "effortless" - do less than you feel like doing.

  • Consistent, sustainable effort trumps reckless actions and burn out.

  • Pace yourself. "Slow is smooth and smooth is fast"

  • Break big goals down into 10 minute "micro bursts" to prevent over thinking,

  • What's the minimum viable action? What's the first and most obvious action to take?

  • The psychological present is 2.5 seconds. That increment is enough to pause, reflect, stop, start, or do what you need to do. It all starts as a battle to take control of the next 2.5 seconds.

  • Seize control of the next 2.5 seconds. You don't have to take on everything

  • Effortless action = making it as easy as possible to get a result one time.

  • How do you create Effortless Results?

  • Ask questions around investing in things KEEP GIVING YOU A RETURN from a ONE TIME INVESTMENT (time, money, etc)

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Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that).

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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Greg’s Website and Wiki Page

  • Greg’s LinkedIn and Twitter

Videos

  • Tim Ferriss - Greg McKeown — The Art of Effortless Results, the Joys of Simplicity, and More

    • Greg McKeown — How to Master Essentialism | The Tim Ferriss Show (Podcast)

  • Talks at Google - Essentialism | Greg McKeown | Talks at Google

Books

  • Greg’s Amazon Author Page

  • Effortless: Make It Easier to Do What Matters Most by Greg Mckeown

  • Essentialism: The Disciplined Pursuit of Less by Greg Mckeown

Misc

  • [SoS Episode] Essentialism - Get the Mental Clarity to Pursue What Actually Matters with Greg McKeown

Episode Transcript

[00:00:04] ANNOUNCER: Welcome to The Science of Success, the number one evidence-based growth podcast on the internet, bringing the world's top experts right to you. Introducing your hosts, Matt Bodnar and Austin Fable.

[00:00:18] MB: Welcome to The Science of Success, the number one evidence-based growth podcast on the Internet with more than 5 million downloads and listeners in over 100 countries. In this episode, we bring back renowned guest, Greg McKeown, for an amazing discussion of how to make your life effortless. And be sure to stay tuned for the end of the interview, where we have an incredible heart-to-heart off the record conversation that we later decided to add to the podcast about how to really spend time on the things that matter in your life.

Are you a fan of the show and have you been enjoying the content that we put together for you? If you have, I would love it if you signed up for our email list. We have some amazing content on there along with a really great free course that we put a ton of time into called How to Create Time For What Matters Most in Your Life. If that sounds exciting and interesting and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com. You can sign up right on the homepage. That’s successpodcast.com. Or if you’re on your phone right now, all you have to do is text the word SMARTER to the number 44222.

In our previous episode, we brought back legendary FBI expert, Joe Navarro, to distill a lifetime of spy hunting experience into the five principles that exceptional and outstanding individuals live by.

Greg McKeown is an international keynote speaker, bestselling author of Essentialism: The Disciplined Pursuit of Less. Greg has spoken at events around the world, including South by Southwest, interviewed Al Gore at the World Economic Forum. And he's worked at some of the largest well-known companies on the planet. He's been featured on Fox, NPR, NBC, and so many more media outlets.

[00:02:11] MB: Greg, welcome back to The Science of Success.

[00:02:13] GM: Matt, it's great to be with you. Thank you.

[00:02:15] MB: Well, we're so excited to have you back on here. And for listeners who haven't checked it out, I love Greg's podcast, the What's Essential podcast. He's done some really cool stuff on there. And I definitely recommend checking it out. He's also got a new book coming out called Effortless that I'm really excited to dig into.

[00:02:31] GM: Yeah, that's great. Thank you.

[00:02:33] MB: So one of the themes from Effortless that really stuck out to me, that I thought was something I've wrestled with, honestly, pretty much my entire life. And I haven't ever found a healthy balance between these two things. As somebody who mostly works for myself, set my own schedule, I'm accountable to myself for output, or sitting at home and getting distracted playing video games. So to me this question of how hard should I be working? Is the only way to be successful maxing the gas pedal down, and as Grant Cardone would call it 10X-ing? How do you balance that? And is that really the only path that we can follow to be successful?

[00:03:12] GM: Well, I think that the first answer to that is that working hard, of course, is connected to results. But the question is is whether it's linearly related? Meaning, is it true that the harder you work, the more positive results you'll get? If you're going from zero to 10, if you're going from nothing to something on a hundred point scale, you're going to get some results. You're going to get some action because of that. But the question is is whether that continues to be the case and forever afterwards. So if you want 10X results, do you put in somehow mysteriously 10X effort? And is there a point at which you're actually going to get diminishing returns where for every unit of effort you put in, you'll get worse results? Or even you might get to negative return, where for every unit of effort you put in, you will get a worse overall result? Not just a return on investment for the last item of effort, but overall things are going to get worse for you. Does that point exist? Do you get to that point?

And what I found in my research is that there is a percentage of the population that they are your – Well, what my brother Justin calls the hit squad, the hard working, intelligent, talented group of people whose problem is not being lazy. It's that they are going to try and solve every problem by pushing even more, by pushing even further. And even as they start to get to the edge of exhaustion, they're going to try and solve that problem by pushing even harder. And so it's the strange situation where I think a lot of people can relate to this over the last year especially where they're using up these deep resources just to survive, just to keep going.

I was talking to a business leader. He had phenomenal results over the last year. He's responsible for 10% to 15% of the revenue of a large, well-known tech company. He says we've had phenomenal results. In one sense, it's been a great year. But he said the cost of that has been a high turnover of the people in our organization. And also the people who have stayed have achieved these results through grinding, and it's not sustainable. And I recognize this as a priority concern going into the next year. We have to find a different way to get these results. We've got to see if there is a better way.

And so whether you're thinking about that like an organizational leader, and as with this person I was just talking to, or whether you think about it at the individual level. The question is can you unlock the relationship between effort and results? Could you maybe use your effort differently to get your 10X results? Not work 10X harder. Just find an easier path, a smarter path, a different way, a different strategy. Might we unlock the next level not by blistering stress, mental fatigue, emotional exhaustion. Maybe there's a different way. In fact, if you can't work any harder, you will have to find an easier way. But for the rest of us, that could we do it even before that point of having to do it?

And what I found in this research is so exciting to me is that there is such low-hanging fruit if we'll ask a different question, if we'll go in a different direction, that there really is a far easier set of strategies than we've sometimes used to be able to get breakthrough results without burning out.

[00:06:49] MB: Tell me more about that.

[00:06:52] GM: Well, one of the things that I think is important is to think about this subject as like three gears. Gear one is to do with effortless state, the state that you're in. Gear two is how you take action. How you approach taking action on the things that matter. And the third gear is how you can get results repeatedly again and again without pushing investment once, but getting results many times. So the state is the place to begin. I learned about this through a very personal experience that even now is raw and emotional, I noticed as I go to think about it. We had moved into a beautiful, idyllic area. Really, white wooden fences, no street lamps, more horse ways than roadways North of Malibu. It's just absolutely wonderful place to raise our family, our children. And one of my daughters, she particularly thrived in this environment. She's out naming the chickens and riding horses and climbing so high in trees that make everyone worried around her. Just vivacious in the way she taught everything. And then she turned 14 and seemed to just slow down a bit, talk less, take longer to do chores, little bit awkward. Pretty age appropriate stuff. In a routine appointment at the physical therapist, she failed a response that just shouldn't have happened. But we didn't think anything even of that. But the physical therapist just pulled my wife said Look, “I actually think you need to go see a neurologist. That shouldn't have happened.”

And so armed with that different perspective, we analyzed the whole situation differently. We started wondering, “Well, what if these changes within her aren't just age appropriate? That there's something deeper.” And as soon as we saw it with that lens, we realized, well, that could very well be what's going on. And what began was an absolute free fall in her capabilities because of an undiagnosed neurological cause that nobody can help us with neurologist after neurologist. And so she just started being – She can barely write her own name. She became comatose effectively on a way to coma, maybe die on that coma. I mean, this is weeks of this, months of it.

And really in the midst of all of this, we became aware of a choice we had. Two parts that we could sort of see in our mind's eye. This can either destroy us. Like if we take a harder path, if we approach this in the wrong way, we'll take a situation that's already agonizing, and it'll finish us off. Like marriages fail over this, family cultures get destroyed. And then of course, that's all on top of the medical crisis you’re handling. And fortunately, there was this other path, option that just started to become more obvious to us, which is that there is a lighter path. Like the thing is what it is. That challenge is what it is. We have a daughter who is becoming a shell of her former self. Lost almost entirely her personality, and we have no answers for it. Like those are the facts. And there's no direct way to change that.

But what if you could still lean into all the other lighter, even easier responses instead of, for example, saying, “Why is this happening?” Instead of getting angry and frustrated about all the things you can't control, you could say, “Well, what are we grateful for? What's going right? What humor can we find with each other? How can we protect this culture? How can we maintain?” I didn't have the language at the time, but now I would call it like an effortless state. How can you maintain a positive state where there's positive emotion? And we would get around the piano when we would sing together. And we would laugh together. And frankly, we would pray together too. I mean, we would do the things we could do to maintain a culture of positivity and optimism and goodness. And of course, that didn't mean you pretend that everything was okay. There was crying too. But you didn't just get lost in that so that that became more consuming. As this big story and defining experience for us continued, there was an amazing breakthrough that took place that helped to receive some great treatment. But then there was also unexpectedly a return of all the symptoms. And if we had taken that heavier path, if we'd done it the hard way, if we tried to 10X it, to use the term you began with, we’d had nothing left for the second round.

And see, suddenly, what seems like a nice thing to have, well, you've got mental health and good positive culture, and you're in a good state. That's not nice to have. That's the absolute necessity. It's totally vital in order to make any other contribution. And so what was seemed sensible to us, or good, or a better option was actually critical for the longer path for the sustainability. We needed to be able to maintain over what turned out to be at least a two-year journey. We're two years into it now. As of this conversation, she is completely – She's completely back. She's at full capacity. And so on. We don't know if there's a third or a fourth. We don't know the future. But what we do know is that by maintaining the right state, by coming back to the state. I don't mean we're always in it, but to keep coming back to this optimal positive state, we were able to perform basically at our peak, when we might have been struggling to even get out of bed.

And so that's kind of like – That's a personal experience behind why I'm so passionate about effortless. I mean, of course, most people have not had this precise experience. But especially through COVID, I think almost everybody can relate to the challenge of something happening completely outside of your control, that something got harder than it used to be, that well-being is tougher to maintain now, that exhaustion is more likely to be in existence. Like everybody can relate to that basic challenge. And so I see the principles and practices of effortless coming at a time of great relevance for people who want to perform well, but need to do it in a way that they don't burn out.

[00:13:48] MB: That's such a powerful story. And I really feel for you of everything that you've gone through. And I'm terribly sorry. But I'm glad that things at least seem to be on a better path. How through both that experience, but more broadly, do you – I understand the importance of maintaining that as you call it an effortless state. But how do you actually do that not only in times of great personal distress, but in times of work distress, challenging situations broadly. What are the mechanics of really actually doing that? Because it makes sense, but I feel like in the moment and dealing with something so traumatic, so difficult, it's got to be credibly challenging.

[00:14:33] GM: Yes. I mean, some of the things that I think you do – Well, let me just use the metaphor for a second of – It doesn't sound like an equally dramatic metaphor. But if you think about a basketball player stepping up to take the free throw, we've all seen that. So that's why I like it as a way to think about this. What's the first thing they do? And it's like you can see them doing it. When they take the ball and they're doing the couple of dribbles, there's a moment. Now they haven't actually thrown the ball. They're not in movement. There's a moment. When they're pausing, they're getting into a state. And that's like this is the first stage. It's what you have to keep coming back to. Why? Because that's the place that you're most likely to then be able to perform excellently without stress and complication and forcing things.

So how do you do it? Well, I mean, there's some basic things, right? One of them is maintaining sleep habits, health habits, so that you can just even be physically not exhausted. We could talk about that. There are two things that I came across in the research, two or three things that I think are really especially helpful, and some of them not obvious. One of them is to link the hard job with something you already enjoy, so that you don't just try to enjoy these experiences, but that you actually – Because you create them a certain way, you can have joy through them to enjoy them. And you wouldn't think in, specially, this particularly dramatic experience that we had as enjoyable. And yet when I had to reflect on this experience, I would say that it was punctuated primarily with joy. And so that's something, but I think there're all sorts of practical ways to do this. Now this is another family example. But we'll get together to eat with our family every night. And that goes fine. We have different rituals for that. We’ll cheer, raise a glass to every person around the table. Think of something that's gone right that day, talk about it. We make a fuss about it. That all goes pretty well.

But then for us, there's this problem of after the fact. And even if somebody listening to this, they’re not married, they don’t have children. Okay, fine. But you can still learn from example outside of our normal experience. And so our challenge is that we have to do the cleanup afterwards. And, okay, that's a problem, because every night – I have 4 teenagers. Every night, it's like ninjas. They're gone. They're gone. It's like you blink and all of them disappeared. And then there's the unpleasant task of pulling everybody back, dragging everyone in. I don't enjoy that. They don't enjoy that. The whole thing feels – They've got frustratingly good excuses. I'm going to go to the bathroom. I've got homework to do. I mean, all these things. And the whole thing is stressful. So we said, “Okay, how can we make it effortless? How can we do this?”

So I said, “Okay. Well, we need to divide up responsibilities.” So we get a piece of paper out. We divide them all up, all the different jobs. Who's doing what? We all agree on that. So now there's alignment. We go through a training process even day after day, “Okay, let's go through it.” We read them again. Who's doing what? Let's make sure we're on the same page. Okay, when the day comes. This is it. This is when it's going to happen. And I'll tell you what happened. Nothing. It was the same as before. They were gone. And I thought, “Well, what do we do?”

And it wasn't until my eldest daughter said, “Look,” she just had the idea, “we're just going to put on basically karaoke. We're going to put on loud music that we all love, that we like to sing. To the kind of songs, I mean, even just Disney classics, but it doesn't have to be that. But just songs that as soon as you hear it, you can't not kind of get pulled into it.” And as soon as that music goes on, you get one or two people in the room, and then it just becomes like a little party. And it's really like that. And so the strategy behind that is really just to, instead of to say, “Well, the more important something is, the more drudgery it has to be.” And literally, I think a lot of people do believe that, that's something that's important has to be hard. It has to be. If it's important, it is hard. Yeah. But what if it doesn't have to be that? What if something can be important, but also enjoyable, linked together with something that's fun? Something you already enjoy doing? There are lots of examples of this. I know somebody who makes their phone calls when they've got a bunch of phone calls to make, they'll go and sit in the hot tub and make them. They already like the hot tub. Why not make this a bit more enjoyable? Or somebody else who likes to particular podcast that they listen to every week, and they now only are allowed to do that if they're on a treadmill. So linking together what's essential and enjoyable I think is one good strategy.

I think another, and it's almost hinted at here, but is just the indomitable power of gratitude. A specific tactic that I've found helpful, this is based on BJ Fogg’s research, and who I just had on the What’s Essential podcast. We had a really enjoyable conversation applying his ideas to what's essential to him. But the habit recipe takes the form of after I do X, then I will do Y. And if you want to get into the effortless state, I think the fastest single thing you can do under any circumstance is that you say, “After I complain, I will say something I'm grateful for.” That's it.

That doesn't sound so advanced. Maybe it'd be better to have no complaints at all. But here's what I learned when I started doing that, is I complain a great deal more than I realized. And so I noticed that the second I would complain and I would attach to the second half of the habit, and I spice that together, it didn't just bring me into a better state. It also had the immediate effect on the people around me. Even if I wasn't thanking them for something, even if I was just saying something I was thankful for, it immediately lifted the state. It’s so powerful that you can even have a bad attitude about it.

My son is 14 now. And I was I was saying, “Okay, you complain. So now give him something you're thankful for.” And he said, “Okay. I'm thankful that my dad wants to play this ridiculous game.” But that didn't matter, because it's so powerful in terms of immediately interrupting an existing state gratitude where suddenly we're laughing. It has that effect. To give some context of why this is so powerful, you can look to the great research that's been done by Barbara Fredrickson, in what's known as the broaden and build theory, where she basically just says that it isn't that when you have great results you feel great. Is that when you have great emotion, a series of things happen quite spontaneously in reaction to each other that you'll start to get great results. So this is the process she’s identified. When you have, in this case, gratitude, when you have the positive emotion, what happens immediately is that you start to feel optionality. You just sense of options. On your own, you start to see. If you're confident, if you feel good, you start to see, “Oh, there're all sorts of things I could do to improve my situation.” If there's good positive emotion between people, you can be creative, and synergistic, and so on, because you can work together to creatively come up with solutions. That change then builds the relationships, builds your capacity, therefore preparing you for whatever the next big challenge is.

So this is an upward spiral. And it starts with the positive emotion. It starts with these. And in this case, I'm emphasizing gratitude. And the opposite is exactly the same. If you get into the complaining, criticizing mode, if you get into that state, what happens to your options is that they're reduced. We all know this. It's fight, freeze, fall down. You've hardly got any options. That's true personally. And it's also immediately true in relationships, that suddenly there's more friction, it's tougher, it's tougher to – You can hardly even talk about a subject, nevermind solve it. What does that do? It weakens your overall network and system. So you're in a weak position for the next challenge. So anyway, that's some, I think, pretty fascinating research that she's identified to explain the power of state. And why getting into the right state, using my words, effortless state, is critical if you want to perform better, take better action and get better results.

[00:22:57] MB: Yeah, that's such a great insight. And the correlation or the relationship between being in a positive mental and emotional state, and as you call it, the optionality, the resourcefulness that comes out of that. It's amazing you can look back at a struggle, a challenge, an issue, and sometimes one that could have been bothering you, or vexing you for years. And suddenly you get in the right state, and you realize that the solution has been there the whole time. You just needed the right mindset to see it.

[00:23:27] GM: Yeah, 100%. It's like if you go fly fishing and you put on polaroid sunglasses, the way that polaroid sunglasses work diffuse the light that reflects on the water. And so in an instant, what happens is that you can see under the water. And the advantage of that is you can see the fish. So it's a great advantage, a little tip for fly fishing specifically. But metaphorically, that's what happens when you get into the right state, is you can see things you couldn't see before. You can see what assets you have, what options you have, what resources you already have available. You can start to see how they might fit together and how existing relationships, friendships, network can be brought together and brought to bear. And in a personal sense, where I have personal conviction now around this is that what I noticed once the pandemic hit was that there was this culture, if it happens, a family culture. But surely the same is true for any team, enterprise, any type of relationship. What we found is that there was already an embedded culture that instinctively knew what to do. And I was really surprised by it, that there actually had been an increase of capacity that I hadn't even noticed. We all knew we needed to like we've got to go exercise, and we got to have a routine, and we've got to catch people doing the right things. And so we launched into something we've done before, but haven’t done for a while. There’s this star chart thing that we all set at star chart. We set a goal. We set some reward that we're all going to get. And anyone can catch anyone doing the right thing. And you can give each other a star. There're no takeaway stars. There's no downside. It’s an asymmetric benefit. There's only upside to the game. And that awareness that was so instinctive. Nobody had to say it. That was the broaden and build theory in practice. I was watching it. I was experiencing it. And so I think even now, as people are going through whatever struggles they're going through, if they can use the challenge as an opportunity to discover this alternative way of living, it will be a great advantage to them as they go into whatever the next challenge is down the road.

[00:25:47] MB: So I want to change perspective and come back to something you mentioned earlier to get another insight on this effortless approach. You touched on this idea around do you get either diminishing returns, or even negative returns from working harder? I want to hear a little bit more about what underpins that and what research or data you found that talks about whether that's the case? And if it is the case, how it happens?

[00:26:19] GM: Yes, this is a perfect segue to the idea of effortless action. So far, we've been entirely in effortless state. But effortless action is about how can you get into that right sweet spot where you're putting in the right amount of effort, and you're getting your optimal output without burning out, without over exerting. And that's exactly the right word for this, is to catch yourself anytime you are over exerting. But also catch yourself when you imagine something is so hard that you just give up on it right away.

So there're sort of two problems here that I think effortless action is a solution to. One is you're just trying too hard, right? And like you just think about your own experience, for your own data, have you ever tried too hard in a relationship? And in fact, that relationship got harder and worse because you are trying so hard. Have you ever tried too hard to go to sleep and found that the overexertion, “I really got to sleep. I'm getting up so early tomorrow. I'm so tired,” makes it actually harder for it to happen. Even a goal that you have that you say, “I so want to achieve this.” I was in a race one time when I was young, and I had this idea to pace myself. And then the second the gun went off, everybody took off like a shot. And so I did the same. I just got pulled into it. I just over exerted myself. Within a hundred yards, I literally sprinted like it was 100 yard race. It's a three mile race. I was just toast, exhausted. I just burned out. There's not a proper pace.

And I think that would be one practical answer to the question is, is how can you make sure you have not just a lower bound, a minimum threshold, which I think you ought to have for any important goal. But also, which is more counterintuitive, and upper bound, an upper thresholds over which you won't go beyond.

There's a piece of research. People may be familiar with it. Or it's a story rather of a case study of the two teams. I'm going to do something unusual. Can I just read it to you?

[00:28:44] MB: Please do.

[00:28:45] GM: All right. In the midst of the great Age of Exploration in the early years of the 20th century, the most sought after goal in the world was to reach the South Pole. It had never been done before in all of recorded human history, not by Pytheas, the first polar explorer circa 320 BC. Not by the Vikings a thousand years later. Not by the Royal Navy and all its progress during the years of the Great British Empire. But in November 1911, two rivals for the pole aim to be the first to achieve this elusive goal, Captain Scott from Great Britain, and Amundson from Norway, otherwise known as the Last Viking. They began within days of each other a 1500 mile race against time, a race of life and death. One team would return victorious. The other would not return.

To read their journals, however, you would never guess that the two teams made almost the exact same journey under almost the exact same conditions. On the good weather days, Scott would drive his team to exhaustion. On bad weather days, he would hunker down in his tenant and lodge his complaints in his journal. On one such day wrote, “Our luck in weather is preposterous. It makes me feel a little bitter to contrast such weather with that experienced by our predecessors.” On another he wrote, “I doubted any party could travel in such weather.” But one party could. On a day have a similar blizzard, Amundson recorded in his journal, “It has been an unpleasant day, storm drift and frostbite, but we have advanced 13 miles closer to our goal.”

On December 12th, the plot thickened. Amundson and his team got within 45 miles of the South Pole, closer than anyone who had ever tried before. They had traveled some 650 grueling miles and were on the verge of winning the race of their lives. And the icing on the cake, the weather that day was working in their favor. Amundson wrote, “Going, and surface is good as ever. Weather splendid, calm with sunshine.” They’re on the polar plateau. They had the ideal conditions to ski, sled their way to the South Pole. With one big push, they could be that in a single day. Instead, it took three days. Why? from the very start of their journey, Amundson had insisted that his party advance exactly 15 miles each day, no more no less. The final leg would be no different. Rain or shine, Amundson would not allow the daily 15 miles to be exceeded. While Scott allowed his team to rest only on the days when it froze and pushed his team to the point of inhuman exertion on the days when it thought. Amundson insisted on plenty of rest and kept a steady pace for the duration of the trip to the South Pole.

There's one simple difference between their approaches can explain why Amazon's team made it to the top, while Scott's team perished. Setting a steady, consistent, sustainable pace was ultimately what allowed the party from Norway to reach their destination. And this is the phrase they use by the way, “To reach their destination without particular effort.” What an absurdity, without particular effort. It’s this thing that escaped people for millennia. Just impossible goal, but that's how it seemed to them. Amundson led his team to victory. They were there. They were there first. As it turns out, about 30 days before Scott's team arrives, they're demoralized, they're exhausted. Their approach has exhausted them. So they haven't achieved the goal. And they're burned out. And so much so that on their way home, they're already in such an exhausted state, that they're making poor choices when it comes to the way they approach their action. And they die on the way home. They die. They never make it home rather. And so one team is victorious, makes it home alive. Thrives through the experience, the other doesn't.

The idea behind that story, and what I found the research to support it almost universally, is that there is this false economy of powering through. What we want to do is find a pace that feels, if not effortless, just doable, and to do less than you feel like doing. So whether that's something as small as keeping a journal where you say, “Okay, well, not less than one sentence, but not more than five a day. I did that 10 years ago. And this is literally true. I have not missed a day, I mean, not to my recollection, in 10 years now, because there was an upper bound that helped you go for consistency, for sustainability. But it can be true for anything. I mean, sales numbers. A salesperson can say, “Okay, I'm never going to make less than five calls a day. But I'm also not going to ever make more than 10.” So that on the good days you don't burn yourself out. So that on the bad days, when you don't feel like it, you've got nothing left in the tank. You want the consistency of effort, the sustainability.

I mean, well, me writing the book is a personal example. You want to get the book done. You could have never less than 500 words in a day, but also never more than a thousand. You keep yourself within a range is actually a far superior strategy for high-performance than going big, getting exhausted getting burned out, or just even to the point where you don't want to do it. You're not really burned out. But it doesn't sound good to do it day two, three, and four, because you already put in a bit too much right out of the gate. So I think this idea of pace. There's a military phrase, which is that slow is smooth, and smooth is fast.

[00:34:25] MB: Yeah, I love that phrase. And that's something I think about a lot actually. I find it so interesting that the story was very powerful. And this notion of doing less than you feel like doing or doing an amount of effort that almost feels effortless. How do you battle against the guilt and the self-talk around that level of activity?

[00:34:54] GM: Well, I think that there's a very unpleasant path when you’re doing nothing about something that's really important. That so called lazy path is actually extremely effortful. Or it can be because of exactly what you just said. The guilt of going, “There is something that really matters. It's essential, and I'm not doing it. I am procrastinating it. I am burned out from it. I can barely even think about it. I will immediately distract myself onto social media to numb the pain of not doing the thing I need to do. I'm just going to binge watch that movie to escape this thing.” So this so called – The lazy part is not really the effortless path. But nor is being such a perfectionist about something that you really don't take action, or that you’re never satisfied. So you never get the project done.

I had an interesting experience when I was working with my son set a goal. He’s 12 years old. Sets a goal for have his Eagle Scout by the time he turns 14, which is an aggressive goal. Again, you can use any kind of goal that you set in the same logic. And it actually went quite smoothly for almost that full two years. I mean, he had done all the requirements. We just kept plodding along on it. Kept coming back to what we need to do. Even finished the final project. For those familiar with it, you have a big eagle project at the end. It's a service project. He had 40 people come and help him so that in one day, he was able to put up this huge 180-foot fence. Put it in paint, everything, because – So that, in a sense was a kind of a little effortless of story. Just having enough people unified and helping. It was a really enjoyable experience.

Then there's this final little thing. I say little thing. It's not always little. You have to write up the report. And I personally know of somebody who had done everything but that final report and procrastinated it till they were a week past, or a day pass maybe, their 18th birthday. And they tried to hand it in. And there're just absolutely sticklers on this. If you're a day late, it is done. There's nothing you can do about it. And so he never got his eagle because of this.

So this thing is like a real problem. And so here he is. He's like a few weeks before turning 14, but there's this project not getting done. And we've seen people who had done amazing, gorgeous, expensive, wood-chiseled literally reports and like incredible things, impressive. And the thought of anything like that just was overwhelming enough that we didn't do anything. So we weren't working hard, and yet it felt hard. Every time you think about it, “Oh, that's – Oh, yeah. That's something.” Both of us. We just couldn't get any action. And so we just did a couple of things to make the action more doable, more effortless. We say, “Okay, what does done look like for us?” Even that question, “What does done look like?” And we said, “Okay. Well, the minimum standard of acceptability is that there will be a three-ring binder with some photos, with some words written on them explaining what they are. A little essay. What's the minimum the essay needs to be. And it's handed off at the office and they have rubber stamped it.” Okay, well, that is completion. We don’t have to – All these things we thought we had to do. All these bells and whistles we've seen lots of other people do. We don't have to do any of that. Well, that's relieving right there. You don't have to do the second mile. You got to do the first mile. Okay, what's the first physical obvious step? What's the first obvious step? Let's not worry about the 1,000th step or the 10th step. What's the first physical thing we can do? We're going to find a three-ring binder. Open it Well, we can do that. That first step is doable. And so we do the tiny first step. And then what's the next physical step? Well, we've got to get some inserts. Can we them? We can drive and get them. And we just did this in what I now refer to as microbursts.

A friend of mine, I love that term, 10 minutes. What can we do in 10 minutes? And so in 10-minute little bursts, we would take the next physical step. And so then, of course, you have the enjoyment of actually making progress. And in this approach, we actually got it over the line. The thing was done. And one week before his 14th birthday, he had the Eagle Scout, He’d achieved this great goal, this great achievement, but not by forcing it, not by being a perfectionist, not by overdoing, or overthinking, but by doing streamlining, doing the simplest path possible to actually achieving the objective. And I think that that is analogous to many different projects we take on that we over engineer, overthink, overdue, and therefore under-deliver.

[00:39:44] MB: I love this idea of 10-minute microbursts. And it makes me think of one of my favorite phrases about tackling any big project is just, from a mentor of mine, how do you eat an elephant? One bite at a time, right? And it's the same idea. It’s just start with the smallest thing and just do that thing. And then do the next thing. And that consistently over a period of time is how you create these results.

[00:40:12] GM: Yeah. I mean, I remember Netflix is this – I mean, I don't know what the number is exactly today. But last time I was researching, it's gone up to 180 plus million households worldwide. It's just tremendous business success. But it might not have even existed at all if it weren't for Reed Hastings, who was charged $40 by his local blockbuster for losing a VHS tape, the Tom Hanks movie, Apollo 13, if I'm remembering right.

And so what do you do? He had this vision of downloaded video of all this years and years in the future. He does have a glimpse of what it could be. But the technology that he's envisioning does not even exist. It's not even plausible. And he could have got so consumed with that as to just sort of theorize for it for years and just not do anything. But what he literally did, it was him and his colleagues. Literally, the first thing they did is they took a DVD and they just went to the local post office and FedEx area, and they just mailed themselves a single CD. And that was it. That is what they did. They didn't make a big business plan. They just said, “What's the first physical step? The first obvious step I can take?” And that was what it was. Mail ourselves a CD. See if that will be delivered and without damaging the CD. And they did. And it worked. And that was the beginning.

And so this idea, we know about the idea of minimum viable product, but I think in practice of effortless action is minimum viable action, where we just literally can actually identify these two things. We say, “Okay, what is the first obvious action? We wanted to get the clutter out of the garage a little while ago. It’s overwhelming every time I see it, “Oh, such a mess.” And what’s the first thing we can do? Okay, well, we can find the broom. That is the first thing we can do. Nothing else matters. So you find the broom. Okay, we find the broom. What can you do if you have more than that tiny mess? Now what’s the first microburst you can take? Well, sweep out the shed so that we can move the bikes in there. That's what we can do. It's a microburst. And as soon as we identified that, as soon as we’ve taken that moment, suddenly, it wasn't so overwhelming. We weren't going to procrastinate it so easily. Because you can find a boom, that's possible, and you can sweep out the shed so that you can put the bikes in there and free up space in the garage. And that's been done now. But I actually don't think it would have happened if it weren't for this idea of next obvious action, the tiny thing and.

And some of the science that you liked behind this is that, in recent years, neuroscientists and psychologists have done experiments to try to measure now the experience that we’re having when we experience now. Normally, it's a very philosophical idea, but what they've concluded is about two and a half seconds. That's our psychological present. And one of the implications of that is that progress can happen in these absolutely tiny increments. Two and a half seconds is enough time to put the phone down, to close the browser, to take a deep breath. It's enough time to open a book. Take out a blank sheet of paper, or lace a running shoes. Open the junk drawer and fish out the tape measure. Two and a half seconds is enough time a course to also get caught up in the non-essential activities too. And I think big tech companies really understand that. And there's a relentless competition for our attention. They're constantly offering smaller units of information, 280 characters on Twitter, like some Facebook, Instagram, news feeds. You can scroll through, absorb at a glance. All these, these bite-sized activities, they might not feel like wasting time. After all, they’re just a few seconds. But the trouble, of course, is that over time these activities rarely add up to making progress on the goals that really mattered to us. They're easy, but pointless.

Coming back to the good news here is suddenly taking control of that. I will take control of the next two and a half seconds. I'm going to use that to shift. What can I do in a heartbeat? What's the first obvious action I can take in a heartbeat to make progress? I can open the document for the article I need to write. I can pick up my phone to call the potential investor. Like it’s very powerful, I think, when you start to discover, “Yeah, I don't have to take on everything. I can just take responsibility for the next two and a half seconds.”

[00:45:06] MB: I love that. And it's very empowering even to just think about two and a half seconds. Do that. Redirect yourself. And it reminds me too of something that a friend of mine, Mark Manson, calls the do something principle. Coming back to your earlier analogy of cleaning out your shed, the idea is that counter-intuitively action actually creates momentum and motivation. We always think we need to get motivated and then act. But oftentimes, we need to act to create motivation. And it creates this snowball where I was cleaning out a drawer the other day and I said, “You know what?” I'm just going to throw one thing away from this drawer.” And I threw one thing away. And then 20 minutes later, I had the whole drawer out on the desk. I was reorganizing everything. And if I hadn't thrown that one thing away, I would have just said, “Oh, it's too much. I can't do it right now.”

[00:45:55] GM: Yeah, I'm looking right now in the office for the name of a book that I really like on this. It’s called Goodbye Things. And I love the contrast with that. And another book, that I like both of them, but Marie Kondo’s book on The Life-Changing Magic of Tidying Up. They're both effectively teaching the same thing. But I know of some people who have felt so overwhelmed by the idea of Marie Kondo, like you got to tidy everything. It won’t go over a six-month period. It just is too much. And one of the principles in Goodbye Things is he has a principle, he says discard of one item right now.

And without fail, when I recall that principle, like when I share it just like I am with you, I literally just feel this burst of energy to do it. I don't think I've ever done it where I haven't discarded something, because it's so tangible and immediate. And I can do that. And that's one of the signs that you're moving into the space of effortless action. I can do that. You've reduced it to something small enough, concrete enough, real enough, right here enough. You can feel. It's like you can see how these two ideas start to connect, the effortless state and then effortless action. It's like, yeah, you can feel in your body, “I can do that. I'm going to do that.” You don't need to be motivated by any external source or anything. I'm doing it. That thing is real. And I feel it. That's the connection, I would say, between effortless state and effortless action.

But the thing I am most excited about in the research and work into effortless is this final section of effortless results. This is the game changer. And for me, it's game changing in a slightly painful way, because I suddenly discover how little I was doing a bit in the past, and how going forward, how big of a change I need to make and I’m making.

Here's the distinction between effortless action and effortless results. Effortless action is making it as easy as possible to get a result one time, right? That's like getting my son the Eagle Scout. He's not going to do that twice. I don't have to worry about it 10 times. I have one son. This is it. And you want to streamline that process as much as possible to be able to get that action done. But effortless results, what I mean by that is the difference between linear results and residual results, right? A person who decides to exercise for an hour today, but tomorrow has to decide again whether to exercise or not. They've made a linear decision. An entrepreneur who makes money only when he or she is actively working to make it, they have a linear business. You do it once, you get paid once. A father who has to remind his children to do the same chore every day is practicing linear parenting, and so on. I mean, linear results are good, but they're so limited, that they can never exceed the effort exerted.

And I think for a lot of people, they don't know that they're making that choice deliberately. They don't know that there's a different alternative. They're not choosing, “Oh, I just want linear results. That's what I want.” They just don't even think about there being residual results.” They're completely different. Residual results, you exert the effort once and reap the benefit again and again, results that flow to you. Whether you put the additional effort in or not, results flow to you while you're sleeping quite literally, while you're taking the day off. And then they can be virtually infinite.

I mean, I do have one pretty solid experience where I have experienced this, is if you write a book, and then you get the royalties from that book again and again, and it's also the impact of it, that people still, every day, literally, are reaching out since I wrote Essentialism. This has impacted my life. There’s residual impact. Can you come and speak at this event? Could you do this thing? Could you be involved in this opportunity? Literally, while I'm sleeping, these things are happening every day because of a one-time effort to create something and put it out to the world. So I've seen it in a positive way. But there's so many other ways, right? I mean, a student who learns the deep principles, rather than just what they need to pass the test can use that understanding again and again. They have residual knowledge. A person who makes a one-time decision to exercise every day at a set time and they build a routine and a support system around it, they build it once. They made a residual decision that comes back to them again and again. An entrepreneur sets up a business to work even when they're on vacation for six months, literal example from somebody that I worked with, has a residual business. And so it goes on. A social entrepreneur who provides microloans that are repaid so that they can be loaned out again and again is making a residual contribution. And actually, that's exactly what happened to a friend of mine, and also something that I write about in Effortless, is Jessica Jackley, who is doing voluntary service in East Africa. She meets a local fishmonger, Catherine. There’s this great demand for fish from Catherine's village. Each day, she purchases about half dozen fish from the middleman and resells them at a roadside stand. She has seven children to feed. She wishes she could buy directly from the fisherman and keep more profit. But to do that, she would have to travel over 100 kilometers. She can't afford the bus fare. And that's the issue. So she has to be able to get that to negotiate. She can't afford either the bus fare or being able to not be at market that day. She's literally in a linear business. She's got just enough to just keep repeating the effort to get the same results.

And so inspired by Muhammad Yunus at the Grameen Bank, and a few other things that have gone on at the time, Jessica co founds the platform Kiva. It’s a crowdsourcing platform. Allows anyone to loan money in any amount to entrepreneurs in developing countries, but the returns don't just stop there. When the loan is paid back, and by the way, it's something like 98% of them are, it's repaid in the form of Kiva credit. So it allows that same money to be re-loaned as capital to another entrepreneur. And the cycle can and often does continue indefinitely. So one-time investment actually becomes a perpetual fund that supports more and more entrepreneurs for decades to come.

Instead of giving, I mean, she could have I suppose given $500, right? Jessica could have given $500 to Catherine. You make an impact. There's nothing small about that. That impact would have gone on in some ways perpetually as well. Bless the family, blessed people after. There's nothing weak about that. That's good. But surely, it's even better if you can take that money and build a microloan system that – And then a platform from it. I mean, this has been distributed now. Kiva has distributed like $1.3 billion dollars in loans. With $500 a 1.3 billion, I mean, that's the difference between linear and residual results. And to me, that is the idea that I have most been like head slapping about. Like how many times have I invested in something that will give me a one-time return, however good I think that return is? Versus putting effort into things that will give 10 times, 100 times, or even in some cases, in perpetuity results. So that is really the sort of the crescendo of effortless is where you get past the one-time effort, one-time results, and into this idea of residual in perpetuity results.

[00:53:59] MB: Such a powerful mental model. And even just framing that question, that concept of how can I find investments? And it could be investment of time, effort, energy, money, whatever infrastructure that is going to keep giving me a return over and over again. Are there things in your life that will create a residual impact and a residual effect and almost using that as a filter or a framing mechanism? Thinking through your life, I mean, I'm already trying to think about what are some areas of my life where I could make these effortless decisions that would cascade through and create more time savings, efficiency, whatever the savings or the benefit may be? It's a really great frame to use an approach.

[00:54:47] GM: Yeah, I find it fascinating myself. You know, what can you automate? What can you build? One of the reasons that I built this, maybe this feels a bit self-serving to even share this, but after writing this, after researching it, and just sort of seeing how the ratio in my own entrepreneurial endeavors how much was in linear work, and how little in residual. I thought, it's just time to build an online academy. You build it once. Yes, you maybe have to keep building and extending to make it better and better. That's enjoyable. You build it once. It lives on. Five years from now it lives, 10 years. I mean, at least in theory, it can last 100 years. Literally built it, essentialism.com, it exists now, The Essentialism Academy. And we're just going to keep building it. Actually, people can access the 21-Day Challenge, and they can buy that at any time. But right now, if they order effortless, then they can get access to that first course for free.

One of the main reasons was this idea of effortless results and saying, “Look, build it once. Look at the difference.” This is like new math. The numbers are so different in terms of whichever you care about. And I think both matter, whether it's residual impact, whether it's residual, just renewable financial model, building an institute. The alternative is to fly around the world, as I have, and enjoy doing. Giving keynotes at large conferences. And you feel good doing it. I've always enjoyed that. I love to teach. And I like that there's a business model that has actually has become relatively effortless. The whole thing just works. But it was much more like effortless action and what we've been talking about there, streamlined process, end-to-end. From the time somebody wants that to happen to the time it's completed, the whole thing has been streamlined. Makes it very smooth experience for me and clients as well. The thing works. Yeah, but when you're done, it's just done. One-time, and you're over, and then you need to start again.

And to contrast that – So anyway, I mean, I'm trying to live this now, lead this way. I think one more illustration, one thing I personally have learned. There’s as a whole chapter on this too, is just the importance of building high-trust teams, where if you can build at once, those teams can operate smoothly for a long period of time, even including, a long time for me, but even including the death of that found, that entrepreneur, right? It can outlive them. Apple is easily three times the size that it was when Steve Jobs died now. He said, in fact, that his favorite invention, people said, “What's your favorite innovation? Is it the iPhone? Is it the iPad? Is it the Mac? What is it?” And he said, “No. It's Apple.” He thought about that differently.

I've been able to do work with Apple University, and to sort of see the background in thinking behind why that was established, why it was built. And it was to try and make sure that people understood how decisions have been made. Why they were made? So that whatever the future was, all these future challenges, all these technical issues, all these new competitors that would come, that they wouldn't try and copy the past. It wouldn't be limited by that. But they would understand the principles and the dynamics involved in making those decisions so that they could be better informed in their own wrestling with new challenges, unforeseeable challenges.

I mean, think of that, how what mindset Steve had to have in order to create both Apple University or, indeed, to think of how vitally important it was in his mind to create the organism that could outlive him. I think that the reason he did that was because he'd had the experience the first time around where he gets fired from his own company and he just goes, “Oh, I did not do this thoughtfully enough. I focused on the product, rather than the thing that can create the product a hundred times.” And he leaves. He goes 10 years. He's at Pixar. He starts NeXT, then he builds Pixar, or helps to build it. They actually don't really let him do that much. But what he does do is he learns from them. How team can operate? How you can make decisions in a collective way?

And by the time he gets invited back to Apple, he is simply a different type of leader and he understands how to build things, how to build the system that can build things better than he did before. He understood the leadership dynamic that he saw at Pixar. He understood by this – By the way, if you want to deep dive into this, it's a great book called Becoming Steve Jobs that fewer people have read, but is really the best biography about Steve Jobs and the journey he went on in this 10 years. So he turns back up at Apple, a different leader. He’s much more focused not just on, “Hey, I'm going to do this great thing. But I'm going to try and build a thing that can build many great things.” That is such a different orientation. And you watch some of the things that have been done since. And we can argue about various elements of Apple’s choices since then. But when I see like Apple Park be created, actually built, delivered, the whole construction of that entire project, not the design of it, which Steve still had his thumbprint on. But the whole execution of that is he's not even there. That's unbelievable. That wasn't by default. That is by design. And I think it was seeing through this kind of residual results, “How do I build something to build stuff?” That is another – To me, that's a 10X mindset, rather than trying to work 10X as hard.

[01:00:49] MB: So for somebody that wants to start to make their life more effortless, what is one micro action or microburst that you would give them to start implementing this in some form or fashion in their lives?

[01:01:06] GM: I actually think one place someone can start is what I would call a done for today list. Instead of having a to do list, which, almost without fail, is endless, often longer than at the end of the day than it is at the beginning no matter how productive you were or how many things you crossed-off the list. But that you have an unnatural end of the day. That you say, “At the beginning of the day, what are the things that if I get them done I will be able to be satisfied and say, “Okay, that's enough for today.” You have some list, very long lists, you could do like everything on them and still not feel satisfied. So the list isn't even right. But if you ask this question, “What is my done for today list?” and you try and select things. Sometimes it maybe it's three things, really important things, things that matter. And you identify those and you say, “Okay, if I'm done with those, I'm done.” No more sneaky work after that. No more jumping on Amazon and ordering things in the middle of watching a show or talking with my significant other. You’re done for the day. You actually have an upper bound for your day. This way it helps you to not be in this endless mode of like Zoom, eat, sleep, repeat. It's five o'clock, it’s six o'clock, it’s seven o'clock, and it just goes on and on. There's no end. There's no boundary. Your Fitbit at the end of the day, it's 300 steps. We don't want that life. Success needs to feel better than that.

And so I think one concrete thing, it starts to get us out of the mode of I’ll solve everything through longer hours or more intensity. You say, “Look, I'm going to have an upper bound.” So you better select carefully, and then feel like, yeah, we're done now. It's okay for today. Because we don't want to use up more energy and resource within us than we can recharge within this same 24 hour period. And I think the done for the day list is one practical way to start that journey.

[01:03:15] MB: And where can listeners find you, your podcast and Effortless online?

[01:03:24] GM: Effortless is everywhere the books are. I hope people find it an antidote to some of the feeling on the edge of exhaustion that I think a lot of people are feeling right now. The What’s Essential Central podcast is just a joy to be a part of right now. And if people find anything in this conversation relevant, I think they'll enjoy that. So go and subscribe right now. You're already on a podcast. So you know where to do it, how to do it? What's Essential podcast with Greg McKeown. And then I would just say essentialism.com. Come and be a part of this ongoing learning institute where you can really – I mean, I would say, is either the best or even only place that people can learn how to do what matters most, but as effortlessly as possible.

[01:04:10] MB: Well, Greg, thank you so much for coming back on the show and sharing so many powerful stories and great insights about how we can be more effortless.

[01:04:20] GM: Matt, it's been a pleasure. Thank you.

[01:04:22] MB: I hope you're still listening to the podcast, because the last 20 minutes of this episode are a phenomenal off the record conversation that Greg and I had. He started asking me questions, and we just started chatting once the interview was over. And fortunately, I left the mic recording. And we had a very candid, very frank conversation about really how to spend time and not feel guilty about spending time on the things that matter the most in your life.

And we also talked about how to deal with video games and managing how to allocate how much time you want to spend, whether it's playing video games or doing anything in your life that isn't work, but it's something that you care about. And this conversation was very impactful for me personally. And midway through, Greg basically asked me if I was still recording and recommended that we include it in the interview. So with that, I really hope you enjoy the last 20 minutes or so this conversation. This to me was the absolutely most interesting part of this interview with Greg.

[01:05:26] GM: Did you find it interesting? This is all off the record, but it's like, are you intrigued by effortless? Do you feel there's something to it? I'm asking you a genuine opinion?

[01:05:33] MB: Yeah. No, I mean, the thing to me that I'm most curious about, and I think I said this in the interview, is like I genuinely struggle. Like I'm 100% a subscriber of the school of thought of like do a little bit every day. But where it breaks down for me, like I'm very good at just doing a little bit every day of, if I have a goal, I will just knock out an hour or two or like a key – I do like most important tasks and 80/20 and all that. I'll do all that stuff. But like, I will consistently execute every single day. Where I think I reach like a question mark or frustration point just personally, and we talked about it too, but it's like – So, okay, I have a goal. And I want to achieve something. I haven't achieved it yet. If I just do more of what I've – Instead of doing the two hours today and two hours tomorrow and two hours on Friday, what if I did four hours today, and four hours tomorrow, four hours on Friday, or whatever? Do I get there faster? And am I shortchanging myself by doing that? And then there's this whole spiral of like guilt, and dissatisfaction, and the feeling like I always need to be working harder. And like that to me is like that emotional struggle is where, really, the rubber meets the road on how do I – Like if I have two hours kind of gap on my calendar and I say, “Okay, do I want to like relax and listen to a podcast, or read, or fire up some video games or something, or do I want to – Or go spend time with my kids? Or do I want to just grind out five more like emails?

[01:07:09] GM: The way you said that, Matt, was funny though, because here's how I heard what you said. And you could correct me. You said lots of words, but what I really heard was, “Do I play video games or do I go and try and do something?”

[01:07:21] MB: That's 100% accurate? You heard it correct.

[01:07:24] GM: Because the way you said play with my kids was such an afterthought. I was like – It's not that you never do it, Matt. I am being so judgmental. It could be nothing. It could be nothing of a pause. But I'm like the real thing that you're feeling pulled to. You don't feel guilty if you go play with your kids.

[01:07:45] MB: That's true.

[01:07:46] GM: You're never going, “Oh my god. I can’t believe I am playing with my kids, spending time with them. I should be –” No. You feel guilty if you're on a video game.

[01:07:54] MB: That's accurate.

[01:07:56] GM: And that to me was what I heard underneath all those different examples. So that's why I was laughing.

[01:08:01] MB: No. You read tea leaves perfectly on that. I won't lie to you. You nailed it.

[01:08:05] GM: Yeah. By the way, somebody just give feedback. Somebody has listened to like every episode podcasts I actually know. And I've done work for their company. And they gave feedback to my system that they said, “When you're on your podcast, and you do this listening thing, and you go – You’ll say, “The way you said that word, I think what you meant was this,” right? Like as part of my listening thing. And he's like, “Man, it's like –” He just thought it was literally like reading the tea leaves. He's think it comes across like a circus trick.

[01:08:30] MB: That was impressive.

[01:08:30] GM: I'm like, “Yeah, but do you notice they say that that's what they meant?” Because that's an important part of – It's not a trick. It's like you’re actually listening. Anyway, that's what my next books about. So that's really the question for you. It sounds to me, and it wouldn't be that I'm making up a story now. But it wouldn't surprise me especially since COVID that there's just a higher percentage of video gaming that the worst before. I don't know what the rate was before. But I would just imagine that there is some more now than then. Is that right?

[01:09:03] MB: I would say during periods of COVID, yes. I would say over the last probably three or four months, no. I mean, December I kind of let myself have more of like a chill month. But then January, I really kind of kicked it into gear. And I've been pretty proactive.

[01:09:19] GM: Is gaming for you a source of relaxation?

[01:09:24] MB: Yeah. To me, I view it as like a source of flow, a source of like enjoyment. Like that's the other thing I struggle with is like I genuinely enjoy playing video games. To me, it's something like my life without that, I just don't think I would like – Some parts of me say I should just never play them again and like find other sources of enrichment enjoyment. But part of me is like, “Well, that's really a part of something that I like doing. And I want to integrate it into my life.” And I struggle with the guilt around that too.

[01:09:53] GM: Because what the presumption is and probably from other people specifically in your sphere is that it’s always a waste of time, that there's no positive gaming.

[01:10:06] MB: And I would say maybe not for my direct sphere, but definitely from like certain –

[01:10:10] GM: Broader culture.

[01:10:11] MB: Yeah, a culture and even like some intellectual influences. You know what I mean? Like not that they shaped my thinking. I mean I would say you've shaped it probably more than this. But like the Grant Cardones of the world, and those kinds of people that are always like, “Oh, you should do more, be more.” I mean, it's like, “Well, I could start a nonprofit and spend the time doing that instead. It's like that’s the stuff I wrestle with.

[01:10:34] GM: You’re, “Is it ever okay to be gaming?” Is there ever guilt-free gaming?

[01:10:40] MB: I would say, yeah, there is, for sure.

[01:10:44] GM: There could be. I'm asking like a rhetorical question that you're asking. It’s like, “Oh, but should I always be guilty if I'm ever gaming?” So Grant Cardone would be saying yes.

[01:10:55] MB: He probably would. Yeah, that's fair.

[01:10:57] GM: You’re wasting your time. Stop with the gaming 100%. Let's get to hustle. I think my question for you, and this is a sort of normal distribution curve question, is where is it satisfying? And where is it guilt producing? Is it satisfying for 10 minutes? Half an hour? Hour? Two hours? Like at some point – It's my hypothesis, is at some point, this is not satisfying anymore. It's not relaxing anymore, because you do start to feel this isn't the best use of me right now.

[01:11:32] MB: Yep. Yeah, that's a really good insight.

[01:11:35] GM: I think I'm not universally negative about gaming. I don't game myself. But I'm sure there are some gaming that just so itself negative, violent, selfish-oriented, that it I think even any time on it is likely to feel off even if it's something people get into habits with. But I'm sure that there is some that you go, “This is just enough intellectually stimulating. It's just enough interesting. It's just enough relaxing, that it actually is a benefit. It's almost meditative. I can just release my mind from the tension of all the projects and all the other things and all the other responsibilities and just be in this moment. And be, as you use the word, in flow, that there's something releasing about that. You might need to pay attention to this going forward. But just your guess, what's that tipping point? Where is it still useful? What amount of time before it starts to be guilt?

[01:12:31] MB: I view it and to timescales. So I view it on what I would say on a daily basis and on a weekly basis. I think daily, and maybe even within a day, this might change. But I would say like maybe on a day, like 45 minutes to an hour. I think I never have like a feeling of like fatigue or wasting time. It’s just kind of fun, flow, whatever. I'd say once you're creeping into like two or three hours, it starts to get that feeling. And then on a weekly basis, there's actually some research around specifically video games and like video game addiction and stuff. And they basically say that the threshold is like 20 hours a week. That's like if you exceed 20 hours a week, it starts to get into like addiction territory. I try to target definitely less than that. I would say probably 10 to 15 hours a week, something like that, which again is maybe an hour, hour and a half a day. Like maybe some time on weekends, or I'll stay up one night and play a little bit when my wife and all my kids and everybody's asleep and have some time to myself. But I say that those are the timescales that I typically think about it. So probably 30-minute to hour and a half during a single day, and then maybe like 10 to 15 hours in a week.

[01:13:43] GM: I think a type of time/emotional log is a good idea for you for one week to just write down. It's not judgment. You're not beating yourself up. You're not defending yourself. It's just the data. When do I go on? How long did I go on? And how much did I enjoy it? Like an enjoyment chart.

[01:14:07] MB: Yeah, I like that. Maybe you have something. Maybe you do it. It could be a bit of a hassle. But maybe you wouldn't do this for a whole week. But you could do it for a couple of times when you're doing it. Every 15 minutes you just have to say on a scale of one to 10 how much you're enjoying it. And just learn about your own cycle. I mean, you've already told me that if it's between two and three hours, you don't feel good about that. So you've already observed that. So I think from your own thing, your own data, you should be saying, “I'm never doing more than two hours.”

I'm going to guess that actually that number is really like closer to 90 minutes. That actually, that the satisfaction you're getting that you're reaching diminishing returns at around 90 minutes. And on like weekend to anything, like I just think that's probably what it is. And I think by the time you're at two hours, it's actually probably a negative return. Meaning, overall, you are getting less out of it for every minute you spend that total. You are reducing the entire experience down.

So now the question is optimizing even within that. Is it 90 minutes? Is it actually something else? If I go out there for 45 minutes, or I go to where it is in 45 minutes, I just completely focused on this and just get to enjoy this and just let everything else leave me. That's actually my optimal amount. Like I think it's a little experimentation and a little gathering of some data with this so that you don't feel this guilt, this almost shame that I think we can feel about like, “Oh, yeah, I just did not use that well.” And you can stop stripping away that negative externality, the unintended consequence of this sometimes genuinely helpful buffer experience in your life.

[01:15:52] MB: Yeah, that's a really good insight. I like that kind of methodology. I think those are really, really powerful insight and way to approach it. And I like kind of checking in. I mean, even just without that exercise, there's a video game I used to play that I quit, because I basically kept having this experience being like, “I'm just not enjoying this game that much.” And I was playing it because my friends were playing it. But I just said, “My moment to moment experience of this is not enjoyable. I'm going to stop playing it.”

[01:16:18] GM: Did you stop recording? Tell me it's still going.

[01:16:21] MB: It's still going. And I'm going to re-listen to this for sure.

[01:16:24] GM: Well, I think it might make a better part of the episode too. So obviously not me asking that. But I think this is like the most real it's been. And I think it might be the most relevant for your audience too given the age of the audience you have and so on, and majority male. Everybody's dealing with what you're talking about right now.

[01:16:40] MB: Yeah. I like that. Maybe we'll even release it as like a bonus.

[01:16:45] GM: Yeah, I think there's something here. Because, I mean, here we are using the same principles, diminishing returns, negative returns, but we're dealing with something really real. And I think it's helpful, because, I mean, I know with my son. I mean, right? So stereotypically, social media is girls, gaming is boys. And with my own children, I do see that. And in both instances, to simply say it's bad doesn't seem to quite – Isn't very helpful for a start. It’s not helpful. We saying our children as they become adults in a world that they've only haven't had social media in which their job is going to require using social media, being familiar with it, that marketing is on there, that understanding what's going on in the world is happening there. That, no, you should just never be involved in it. It just doesn't feel authentic, sensible conversation. You can't put this genie back in this bottle.

And same for gaming. My son loves gaming. He does. The question is how can we work together helping him and us find the right amount of the right things at the right level of sociality so that maybe it's only when somebody else is on there with him so that there's an element of sociality existing in it? That there's a certain amount of time through the week, maybe it's an X amount of the weekend, it's X amount. And that we find this optimal place. We all like entertainment of some kind. And it's important for all of us to have some entertainment and relax, all of us. And that's been true for millennia, whether it was theater, whether it was playing games together. So it's part of the mix.

And I think the question mostly I have for you is question I heard Gordon B. Hinckley, who's actually President of the Church of Jesus Christ of Latter Day Saints, but he’s most amazing leader. He’s passed away years ago now. But I remember listening to a talk by him. And he asked this question. It was specifically to men and boys. And he just said, is the percentage of our lives that we're spending on? And I think he was actually talking about the big game being on ESPN and so on. Like is that the right percentage? Maybe even said like, “I enjoy a great game as much as the next person, but is the percentage of my life that I'm spending on it the right amount? And I think that's the right question here. It's not forget games, forget gaming, 100% out. It's find that optimal amount so that you can find satisfaction without the guilt. And you optimize so that you cannot feel controlled by it, but that you control the situation. Has that all sound?

[01:19:31] MB: Yeah. No, I love that framework. And I think the other piece that – I mean, you just touched on it, but you touched on earlier too is this notion that like if you almost come to this piece or internal metric of like here's the amount that I think is the right amount, then you can enjoy that experience fully without any sort of guilt, or shame, or whatever else attached to it, and be more present to it as opposed to checking your email every five minutes and being distracted and feeling like you shouldn't be doing it and all of that stuff.

[01:20:04] GM: Yeah, I don't know that you'll have ever done it, because it seems like a weird thing to do maybe. But to actually time block not just the other things in your life, but gaming as well.

[01:20:14] MB: Yep. I think that's almost like the end result of it in some form or fashion is just have it be essentially time block and say, “Hey, this is my time for enjoyment, flow, entertainment, whatever it is. And I'm going to come to peace with what I think the right amount is in advance and after doing some thinking through it, and then I'm going to test that out and see, “Hey, is this working? Is it not working? Maybe I'll iterate on it a little bit.” But then you almost have that experience. And it's just as sacred as a meeting or whatever else, and you can really be present to it, as opposed to being half distracted by it.

[01:20:49] GM: That's exactly right. And it helps to be able to go, “I'm going to enjoy this when it comes.” And I'm going to – It's like eating dessert. And the whole time, “Oh, I shouldn't be eating the dessert.” Even enjoying the experience, you still get the calories without the enjoyment. I think there's something to be said for that with this as well, where you always feel like, “Oh, somebody's going to walk in. And why are you doing –” Enjoy it. Time block it. When you're doing gaming, you're just going to do gaming. When you're working, you're just going to work. When you're with your children, you're just going to be with your children. I think that time blocking, however sort of basic of a tactic it is, is one that frankly I have come back to recently as like, “Man, my life will be better as I do more time blocking.

I had Nir Eyal of Indistractible and Hooked on the podcast. And he's actually a classmate of mine and –

[01:21:41] MB: Former guest on our show too.

[01:21:43] GM: Well, and he's great. But he was really emphasizing this time blocking again as being a way to be in distractible. And I was like, “Yep, I think that's right. I need to upgrade on that right now. Invest a bit more in it.” I'm not all resolved on it now. I don't think you ever fully resolve, “Oh, now you've time blocked your whole life.” But every time biking I've done since then has been better for me, better for my wife and better for the children. And we just are going to keep doing it, because it's so much more satisfying to know, “This is a window for this thing.” And when you're not doing it, you become more aware of that as well, “Wow, I’m just literally to write a New York Times article, and I need to write, and I haven't written it this week.” I keep putting on time blocks early in the morning to do it. That's not happening. But instead of it just generally, “Oh, I've got to get to that.” You actually have a time block, because you have to reschedule, “Well, that two hours needs to go somewhere.” And that too gives it I think a greater sense of control. And again, especially in COVID times where everything's got so much more mashed up, where everything bleeds into everything, you never get to fully seem like you're enjoying anything. Dinner, you're doing everything. You're talking with someone. You're also distracted. Working, you're distracted. Like nothing gets to be fully experienced. And that I think is very exhausting to the mind and soul to never really just get to do the thing you're doing. It’s always be feeling I should be doing something else. So this is good, time blocking gaming.

[01:23:15] MB: That's where we’ve landed.

[01:23:16] GM: That’s where we landed.

[01:23:17] MB: After some thorough thinking about what – I love the question. I mean, what's the right percent of my life to spend on it? If it's something I enjoy and something I want to do, what's the right percentage of my life to spend on it?

[01:23:28] GM: Yeah, I love that question too, and I owe that to President Hinckley. Matt, it's been a pleasure.

[01:23:32] MB: Well, Greg, thank you for the extra 45 minutes.

[01:23:36] MB: Thank you so much for listening to the Science of Success. We created this show to help you, our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener email.

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Thanks again, and we'll see you on the next episode of the Science of Success.

August 12, 2021 /Lace Gilger
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A Simple Technique That Will Make You More Persuasive and Inspiring with Joe Navarro

August 05, 2021 by Lace Gilger

In this episode we bring back legendary FBI expert Joe Navarro to distill a lifetime of spy-hunting experience into the five principles that exceptional and outstanding individuals live by

Before he became internationally recognized as one of the world’s foremost experts on body language, Joe Navarro was an eight-year-old refugee fleeing communist controlled Cuba. In America as a non-English speaker, he survived by observing others, eventually going on to lead a career as an FBI Special Agent studying and applying the science of nonverbal communication. Navarro eventually went on to spend a quarter century with the FBI, pursuing spies and other dangerous criminals across the globe. In his line of work, successful leadership was quite literally a matter of life or death. Now he’s collected his hard-earned lessons in BE EXCEPTIONAL, distilling a lifetime of spy-catching experience into five principles that outstanding individuals live by.

  • All we are is the sum total of our influence on others. - Carl Sagan

  • What sets extraordinary people apart across every field or endeavor? What are the commonalities of success?

  • What makes someone exceptional?

  • Ask yourself: DO YOU WANT TO BE AVERAGE?

  • Working harder doesn't cut it. Buying more stuff doesn't cut it.

  • How to have a Profound Positive Impact on Other People

  • You have to PAY A PRICE to be acceptable.

  • You need to become an apprentice in your own life. Become your own apprentice.

  • What does Joseph Campbell's "Follow Your Bliss" advice really mean?

  • Lessons from Thomas Edison, Benjamin Franklin, Jane Goodall, The Wright Brothers, and many more.

  • Making sacrifices is a core component of self mastery, and of being exceptional.

  • You cannot have influence over others if you don't have mastery over yourself.

  • Mileanating, building the mental framework within your brain.

  • The highly underrated power of observation.

  • What's the difference between observing and looking?

  • How do you decode the world around you?

  • What is psychological comfort and why is it so important to being successful?

  • Action is what differentiates heroes from everyday people.

  • Homework: Have a conversation with yourself about what your weaknesses are and where you can improve. Begin each day with a small improvement.

  • "The limits of my language are the limits of my world."

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Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that).

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For me, one of the biggest and most rewarding challenges in life has been making the shift from passively consuming information and flirting with new ideas, to proactively applying what I learned and taking action on my best and boldest opportunities. And our sponsor for this episode has been a big part of that journey for me. Commit action.

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So if you're ready to create big changes in your life and finally execute on your most important and ambitious goals, then I highly recommend you give commit action a try. Go to commitaction.com/success to learn exactly how it works. And as a listener of the show, you'll get $100 off your first month. That's commit action.com slash success for $100 off your first month and it comes with a 30 day money back guarantee. So there's nothing to lose if it's not for you. Give commit action a try today.

Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Joe’s Website and Wiki Page

  • Body Language Academy

  • Joe’s LinkedIn, Facebook, and Twitter

Media

  • YP Discovery - “A guide to body language, from former FBI Special Agent Joe Navarro” by Doris Wai

  • Article Directory on Psychology Today and Fortune

  • MuckRack Profile - Joe Navarro

  • CMX Hub - “10 Tips to Improve Your Nonverbal Communication” by Carrie Melissa Jones

  • [SoS Episode] A Beginner's Guide To Body Language & Nonverbal Communication with Joe Navarro

  • [Podcast] The Jordan Harbinger Show - 135: JOE NAVARRO | HOW TO IDENTIFY AND PROTECT YOURSELF FROM HARMFUL PEOPLE

  • [Podcast] Security through Education - Ep. 121 - Help Us Impress Joe's Mother with Joe Navarro

Videos

  • TEDxTalks - The Power of Nonverbal Communication | Joe Navarro | TEDxManchester

  • WIRED - Former FBI Agent Explains How to Read Body Language | Tradecraft | WIRED

    • Former FBI Agent Breaks Down Political Body Language | WIRED

    • Former FBI Agent Breaks Down Interrogation Techniques | WIRED

    • Former FBI Agent Explains How to Read Facial Expressions | WIRED

Books

  • Joe’s Amazon Author Page

  • Be Exceptional: Master the Five Traits That Set Extraordinary People Apart Jun 29, 2021 by Joe Navarro and Toni Sciarra Poynter

Episode Transcript

[00:00:04] ANNOUNCER: Welcome to the Science of Success; the number one evidence-based growth podcast on the Internet, bringing the world’s top experts right to you. Introducing your hosts, Matt Bodnar and Austin Fable.

[00:00:19] MB: Welcome to the Science of Success, the number one evidence-based growth podcast on the Internet with more than 5 million downloads and listeners in over a 100 countries.

In this episode, we bring back the legendary FBI expert, Joe Navarro, to distill a lifetime of spy hunting experience into the five principles that exceptional and outstanding individuals live by.

Are you a fan of the show and have you been enjoying the content that we put together for you? If you have, I would love it if you signed up for our e-mail list. We have some amazing content on there, along with a really great free course that we put a ton of time into called How To Create Time for What Matters Most In Your Life. If that sounds exciting and interesting and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com. You can sign up right on the homepage. That’s successpodcast.com. Or if you’re on your phone right now, all you have to do is text the word smarter, that’s S-M-A-R-T-E-R to the number 44-222.

In our previous episode, we shared the lessons from astronaut Scott Kelly's amazing career, what it took to become an astronaut, surviving NASA's grueling training and the powerful experience of being in outer space.

Now, for our interview with Joe.

[00:01:39] MB: Before he became internationally recognized as one of the world's foremost experts on body language, Joe Navarro was an eight-year-old refugee fleeing communist controlled Cuba. In America as a non-English speaker. He survived by observing others, eventually going on to lead a career as an FBI special agent, studying and applying the science of non-verbal communication.

Navarro eventually went on to spend a quarter century with the FBI, pursuing spies and other dangerous criminals across the globe. In his line of work, successful leadership was quite literally a matter of life and death. Now, he's collected his hard-earned lessons and be exceptional, distilling a lifetime of spy-catching experience into five principles that outstanding individuals live by.

Joe, welcome back to the Science of Success.

[00:02:27] JN: Matt, it's great to be back here with you. Thank you for inviting me.

[00:02:31] MB: Well, I really enjoyed our first conversation, and I'm super excited to dig into some of the themes and ideas from Be Exceptional, your latest work. One of the things that really resonated with me from that is this broader theme, which in many ways, is one of the fundamental questions that we ask on the Science of Success, and that's guided much of my own self-directed learning over the last decade or more, is this idea of how do we truly set ourselves apart? How do we truly become somebody, who can be influential, can be exceptional, can create something meaningful in the world? To me, you take a hard look at that question in the book. I'd be curious, what are your thoughts about that?

[00:03:15] JN: I mean, as always, Matt, you ask very profound questions. That is, what is it that really matters? We can look at Carl Sagan and his great statement, which I'm going to summarize here. Carl Sagan, the great cosmologists said, “Who are we? What are we? We're not who we think we are.” In the end, he said, “All we are is the sum total of our influence on others.”

It goes directly to your question. The people that listen to your program, listen to your program, because they know that there's always something to work on. There's something always that they can be doing better, that somehow, there are important things that need to be done, and how do we achieve them. That's the essence of what I was looking at when I began to research for this book, Be Exceptional.

I had spent about eight years doing research for another book, which had to deal with really, the people that were very problematic, the book Dangerous Personalities. In doing research for that book, and at the end of about a 10-year span, I had done hundreds of interviews, there was a theme that kept popping up that set extraordinary people apart, that really, you could say, and it didn't matter if they were a farmer, a laborer, a mother at home, or a father at home, or a business person. That made them exceptional. They were exceptional, because of the profound and positive influence that they had on others.

As I looked at that, and I said, this is the quintessence of what really matters, is what is our net effect on others? Those that are exceptional had such a positive effect on others, whether it would be somebody in a village, or in a town, or just in a small working group. I said, I want to encapsulate that. I want to be able to articulate, for those who are interested, what does it really take to be exceptional? That's what the book is about. It's a labor of love. I mean, I've spent, I guess, now going on 12 years working on it. I'm glad I get to share that with you today, Matt.

[00:05:57] MB: Well, it's funny. Carl Sagan is one of my all-time favorite thinkers and writers. I love that definition of who we are. I also really like that definition of success, being exceptional, as you put it, is having a profound positive impact on others. It's so simple, and yet, it's really powerful.

[00:06:17] JN: Well, think about it. You ask most people. I give seminars all over the world, and even this year. I mean, we were doing it online, but often, a question that I ask, and it's a rhetorical question. I say, who wants to be average? I'm looking around, does anybody raise their hand? I've yet to, maybe every once in a while, somebody will raise it, just because they want to say, “I've got enough stress in my life. I don't need to do anything more.”

When you ask people, who wants to be just be average? I think most people don't. We love excellence in athletes. We love excellence in artists. We love excellence in those that care for our children, and teach our children and so forth. Then when I say okay, so nobody here wants to be average. Who wants to be exceptional? Everybody raises their hand. Now comes the big question. How do you do that? How do you become exceptional?

Because if you tell me, you're going to work hard, or harder, that doesn't cut it. If you tell me you're going to buy more property, or another vehicle, that's not being exceptional. Being exceptional is truly having the ability to positively influence others, and they feel better for having known you, associating with you, and just being in your presence. As you look around and ask yourself, “Wow, how many people fulfill that?” You realize, “Oh, boy. That's a tough question. That is a really tough question.” Yet, we know that we're capable of doing that, and not just for others, but for ourselves.

[00:08:07] MB: I really like every piece of that statement. It's a great filter for thinking about not only your current activities, but also your goals and aspirations. Do they check the box? Or where do they land on the spectrum of profundity? Are they having a positive, or negative impact? How much influence are you exerting? Even I mean, going all the way back to books like Man's Search for Meaning, the idea of self-transcendence of focusing on others, all of those things together are such a great recipe for being exceptional. As you said, in any field, any endeavor, it doesn't matter what it is.

[00:08:45] JN: Well stated, Matt. Even at a personal level, one has to ask, is this it? Is this as good as I can be? Or is there more? One of the things that I found that it didn't matter where you came from, it didn't matter, what you had suffered in life, or any number of things, that we are always capable of doing just a little bit more, or even a lot more. I think of that personal quest that you were talking about, and I think of the work of Joseph Campbell. He came under some criticism years later, because he said, “Follow your bliss.” People misunderstood that.

Joseph Campbell didn't say, “Oh, you just wake up one morning, have a cup of coffee and follow your bliss.” That's not what he was talking about. Joseph Campbell was talking about and what this book is about, this mastery of self that you can create an apprenticeship program for yourself, so that you can achieve your goals and your objective, so you can have that bliss. It's not going to be handed to you. You can go and through mentorships, you can – looking online on YouTube, talking to people, studying, you can fulfill those things that you seek for yourself, but you have to pay a price.

That price is that apprenticeship, that Benjamin Franklin paid, that Thomas Edison paid, that any number, the Wright brothers paid. We owe aviation to two guys that owned a bicycle shop. Think about that. They created an apprenticeship program where they studied aeronautics on their own. They created a wind tunnel on their own, so they could test things. They created the scaffolding, that then became the airline industry. They had a dream. They had a passion. They had that bliss. They mastered themselves. In mastering themselves, then they could master something else, which was power directed flight.

Edison did the same thing. Benjamin Franklin did the same thing. Jane Goodall. She's a young woman, 22-years-old, goes out in the jungle. Doesn't know a thing about living and observing the wild and she becomes the greatest primatologist of her time. She did that through self-mastery, through creating this apprenticeship of self. When I study and I look at people around the world, and whether you are just taking care of a flock of sheep, or taking care of a school full of children, that person becomes exceptional when they go out of their way to create that program for themselves, so that they can be the best that they can be. Not the best that they've been told. Not the best that they think, but the best that they can be. That's what really sets the exceptional apart.

[00:12:36] MB: I find it so interesting that you open that with a quote from Joseph Campbell. I have his book, Power of Myth and Cosmos by Carl Sagan sitting right next to each other in one of my favorite nooks on my bookshelf. They're both two fantastic thinkers about the human experience broadly. Coming back to that specific lesson, this idea of pillar of self-mastery, tell me a little bit more about that being really one of the first steps towards living a more exceptional life.

[00:13:08] JN: Well, for me, it was one of these things where I, myself, found myself at a great disadvantage. I came to this country as a refugee. I didn't speak English. I went to a school where I think the smallest class had 54 students. There were things that were stacked against me. It wasn't the challenge that would aggravate me. It was the thing where I said to myself, okay, what did other people do?

When I looked at the life of Thomas Edison, as a child, I was fascinated. Here's a guy who learned to operate the telegraph at the age of 12. He left school, I think, in the sixth, or seventh grade. He he had 1,100 patents when he passed away. What I learned was, is you can do a lot on your own. For me, I began the study of body language and non-verbal communication, which is principally what I'm known for, at a very early age. I built on that. What schools did not teach me, I developed on my own.

There were no body language classes in 1971. I went out and read everything that I could, from anthropologists, from sociologists, from ethnographers, from historians. I used that to create this apprenticeship program for myself. I didn't care that there wasn't a college degree for this. This is what I wanted to study, and I did. That scaffolding, that scaffolding prepared me for a career in the FBI. It wasn't just that. Because part of the exceptional experience is that you have to have mastery over yourself.

That means you have to make sacrifices. When other people are out having a good time and drinking, you may have to do that extra work. There are things that you have to take control over. You cannot have influence over others, if you have no mastery over yourself. That doesn't mean you're perfect. None of these individuals that I've mentioned were perfect. Everyone has flaws. You have to have a certain amount of mastery over that, so that then, you can exert influence on others.

We gravitate. We gravitate towards people who have that mastery of self. We praise that person. Boy, they really got their act together. I'm looking at these Olympic athletes, Simone Biles. I'm thinking, I live in a lifetime where here is this little girl, and this little girl defies the laws of physics. I'm thinking, talk about achieving mastery over yourself. This isn't just about physicality. This is about being mentally prepared to go out there every day and do what you need to do to become the world's greatest gymnast.

I'm not going to be the world's greatest gymnast. I'm not going to be the world's greatest runner. Every one of us has a realm of things that we are able to have mastery over, however humble that is. If we don't have that mastery of self, we can never achieve that full potential. At the same time, we can never be influential if we don't have that mastery of self.

[00:17:12] MB: I really like this concept that you can't have influence over others, if you can't master yourself first.

[00:17:19] JN: You're exactly right. People in clubs, if you're an athlete, when you've got a coach, or you've got a captain in the military, or you've got a manager that has emotional issues, you lose respect. People don't respect you. People don't appreciate you. People sense that why am I beholden to you, if you don't have your act together? That happens every day, every day.

[00:17:54] MB: I'm curious, if we're bought in on the concept of self-mastery, how do you think about – it's almost to me, the same analogy of someone who knows that they should eat healthy, or knows that they should work out, you know that you should have self-mastery and yet, struggle with it for some reason? How do you think about really bringing that into your life and making it a principle that you live by?

[00:18:19] JN: Great question. That's the part of the equation that I wanted to explore is, what can we do? What can we do to create that self-mastery? As you go through the book, especially that first section on mastery, it's about the things that need to be addressed first, that self – having that conversation. Where am I? Where am I going? What are the habits that I need to change? What needs to be taken out of my life and what needs to be embraced?

Incrementally, I talk about myelinating. Myelinating is literally – well, not literally. Figuratively, the super wrapping of those connections in the brain, so that we develop better practices. In developing better practices, they become faster and more sturdy, and they become robust. We can change. I talked about when I first entered the Bureau. The first question, firearms they said, “Okay, who here –” It was a small class, 21 of us and they said, “Who here has firearms training?” There was five of us that had been previously police officers, or in the military. They said, “Okay, you guys step over here.”

I thought, “Oh, great. We've got a jump on everybody else.” Then they took us aside and says, “Not so fast, gang. We're going to teach you how to do it right from the very beginning, because all of you have learned very bad habits.” Boy, did we ever. In fact, it was the people that had never been exposed to a weapon that actually learn to shoot best, because they were taught the best practices from the beginning, and they myelinated that. They strengthened those synaptic connections.

For us that had learned all sorts of junk, we had to get rid of that and learn how to shoot all over again. In the book, I talk about how we can take small incremental steps each day, to change our lives for the better, and to focus on those things that are important. It's not just theoretical. There's actually guidelines in the book to pursue, to help you to change, to be able to work on your own mind, to expand that mind, so that your mind is more plastic, both to experience and to novelty. Also, to be honest with yourself and be able to say, what's lacking and what needs to be addressed and how do we do that now.

[00:21:19] MB: The concept of myelination, I love bringing it to that and taking it all the way back to the neuroscience, and really, the fundamental brain structure of how habits are fundamentally formed. It's a great way to make the notion of self-mastery, and really all of these tools extremely practical.

[00:21:37] JN: Yeah. I think, it's efficacious to look at the underpinnings and say, I can go to the pool, and I can see children who pour their heart into swimming, but they're not swimming properly. They are hyper-rotating, or going down the lane. Their head comes too high out of the water. Their arms are just being thrown in front. You say, “Well, what if they had coaching?”

The coach came in and said, “Look, that stroke, you have to reach far in front of you,” and then begin to teach them properly. Sometimes we have a good coach. Sometimes we don't. If we have an honest conversation with ourselves and say, “What can I work on, and who can I go to?” It is so much easier nowadays to find someone to assist you, to mentor you. There's so many places that we can go to get information.

The ease of that, compared to what it was like at the turn of the last century, is significant. We have to realize that we can create bad habits, and we can actually reinforce those bad habits. Breaking them, we have to do that with effort and with dedication. Nothing is easy. Nothing is easy. You have to begin somewhere and you have to begin now. I always say, if changing completely is too difficult, then begin to change by degrees. I think, that's always useful. Because then, that prepares you for the next phase, which exceptional people share. That is the ability to observe the needs, wants, desires of others. More importantly, perhaps, is also to be able to assess what their fears and concerns are. That's what really sets exceptional people apart, that ability to empathize and to observe what is needed at that moment.

[00:23:57] MB: It's funny that you included observation as one of the major pillars of exceptional achievement. To me, it's such a vital skill, and yet, one that I feel is chronically underrated.

[00:24:10] JN: You said it beautifully, chronically underrated, chronically unappreciated, and yet, you cannot innovate if you can't observe. If you don't have the ability to dissect something and say, “Wow, something's missing here, or something is needed, or here's an opportunity,” you're going to be left behind. If you cannot read the team that you're working with, if you can't observe that someone is struggling, or that they in fact, may be too cautious, or fearful, or they have other interests, you're missing out on this information, which may be invaluable to communicate came with them, to empathize with them, to establish some relationship.

People talk all the time about establishing rapport. Establishing rapport is no mystery. Don't complicate it. It's just psychological comfort. How do you establish that if you can't read each other? We devote a lot of attention in the book to what is important? How do you read others? How do you expand that ability to observe fully from left to right, not just what's in front of you, to be able to assess? For instance, we run into each other. What is the perfect distance for me to stand in relation to you, Matt? Because you may feel comfortable with someone at four feet. Somebody else may prefer somebody, somewhat further apart. Someone may prefer closer. If we don't have the ability to observe that, what we're doing then is minimizing face time.

You can influence people if they’re psychological discomfort. If every time we meet, you feel uncomfortable, because boy, that Navarro, he stands too close to me. Tt's not going to work out. You're never going to have that positive influence. Even at this minute level of spatial distancing, what are my preferences for talking to you and communicating with you and engaging you, that's what sets exceptional people apart is that they have the ability to see their child and they sit down with a child, and they talk to them. The next minute, they stand up and they're talking to the CEO of a company, and they can go from one setting to the other, and they can assess and transform their communication to what is needed in the moment. That is the purview of the exceptional. The average cannot achieve that.

[00:27:07] MB: It's such a fundamentally simple idea that if you can't observe and understand either a situation, or an individual, or a problem, then you can't formulate a real solution to it. Yet, the observation step frequently gets completely missed, or overlooked. I find it so fascinating that we look at endeavors, like the FBI is a perfect example, or the military, where you don't really have a margin for error, or room for failure. You see observation be really prioritized. Those crucibles are fascinating places to pull performance lessons from.

[00:27:48] JN: Yeah. I mean, think about it. What made Alexander the Great so fantastic was his ability to observe. What are the troops in front of me doing? Where are they moving? Where are their horses? Where are the chariots? The ability to observe. Think about something like the fellow, the Swiss gentleman that discovered Velcro. This stuff, 1941, the middle of a war, and this stuff is sticking to his socks, and he's looking at it under a microscope. He saying, these burs, they have this hooked thing about them, and they stick to everything.

Then he says, “Yeah, I can replicate this.” Takes him 10 years, but he in essence, replicated. Observation also incorporates curiosity. In the book, I talk about how this, the concept of benign curiosity can open up worlds to you. I've had people open up their houses, tell me things that I would have never known if I hadn't been observant, if I hadn't exercise the concept of benign curiosity, of exploring further, of trying to understand.

Here's the other thing, Matt. You can't be empathetic, if you're not observing. Observing isn't looking. Looking is what your mother and father taught you. Look left, look right before you cross the street. Observing is decoding everything that is in front of you that can be perceived. Schools do not teach you to observe, until you're in graduate school. Even then, it's only limited. That's a huge problem. As you said earlier, it is an undervalued skill. Yet, you cannot be exceptional, unless you are a terrific observer.

[00:29:52] MB: That distinction between looking and observing is really important and the word decode is a great way to really frame that in better context, so that you can understand. It's not just about seeing what's there, but really starting to truly formulate an understanding of what it is and why it's the case.

[00:30:09] JN: Well, think about how many business meetings we've been to, Matt. You walk into a room, there's 12 people gathered there. Somebody just jumped right into the meeting, without looking around and noticing that two people are over here whispering to each other. One is over there rubbing their forehead, concerned about something. Another one is texting, just burning the keys, as we say, communicating with someone. They don't realize that there are things going on that perhaps, need to be attended to first, before we jump into the meeting.

Then when the meeting is over, people come away, and they feel like, “Well, I wasn't listened to and so forth.” The number one complaint I hear, “I wasn't listened to.” It wasn't just that you weren't listened to, it was that somebody looked at you, but they didn't observe you. That is one of the biggest problems of business today. There's a cure for that. It takes a little bit of effort to develop that observational skill, not just being able to see what's in front of you.

[00:31:23] MB: I want to jump around a little bit, because one of the other pillars that you touched on earlier that I find to be really fascinating, is this notion of psychological comfort. I want to make sure we explore that a little bit. You touched on it earlier. Tell me what that is and why it's so critical to being exceptional?

[00:31:41] JN: It's absolutely critical and it's foundational. We humans thrive with psychological comfort. Whether we're being massaged, whether the baby is being touched, whether we hug, we humans don't seek perfection. We never have. What we do seek is psychological comfort. Whoever provides psychological comfort, again, is going to be the soonest winner. Because in the end, yes, I'd love for my mom to give me a hug. You know what? If she's not available, then maybe a teddy bear. Then the teddy bear is not available, then maybe a dirty blanket. In the end, what we seek is psychological comfort.

You see two gas stations, different corners. One is higher priced, but people still go to that one. They go there, even though it's higher price, because they have more lighting. People seek psychological comfort. Even though they're paying more money, they will go to the one that has more light, than the one that is maybe darker. If you understand that, if you understand that, it's down to things like, tone of voice, setting, that anything that contributes to psychological comfort, that spatial difference we talked about, that if I prefer coffee, please don't offer me tea. It's just not going to be the same thing.

That anytime we can meet, or exceed the expectations and provide that psychological comfort that we're going to win. I in the book, I talked about, we were at the Ritz Carlton in Sarasota. I was doing a little training there. I'm talking to the manager. He looks over my shoulder and he rushes towards the elevator. I'm going like, “Okay.” There's a couple standing there and they had just glanced about and he intercepted them and then silently, he walks him down the hall and walks him out towards the pool. I said, “What was that about?” He said this. Obviously, they're looking for how to get to the pool. If they have to go to the front desk to ask for help, then I have failed. We have failed.

The fact that I observed what their needs are, that they're experiencing some psychological discomfort, and that by going to them directly, not wasting their time and providing that psychological comfort, what is that? The directions. They're going to come back. They're going to be appreciative. They're going to like this establishment.

That's the essence of it is that if we understand that humans work on this very simple concept, that we want psychological comfort, and it may be some simple as what preferences we have, that that's what can really set us apart. Achieving that is what I found that – I find so many people have difficulty with, because they think about protocol, or they think about established practices, or they think about the routine that maybe they're used to. They're not thinking about, what would provide psychological comfort to this person at this moment? If you use that as your guide, and obviously, there's a lot of examples, you're going to have people gravitate towards you, because you're providing that which very few people provide them.

[00:36:00] MB: The example of going to a more expensive gas station, just because it has better lighting, that's a really succinct way of encapsulating this concept. I can see it, even looking at my own behavior, where I will spend more money for something just because I know that I'm comfortable with that thing, even though I probably could get, or something just as good, or maybe even better, but I'm not comfortable with whatever that object is, or item, or service, or whatever. It's so interesting, a very simple way of thinking about what's a really powerful concept.

[00:36:32] JN: It's a powerful concept. There is a lot of simplicity to it. The execution of it is what I find is troubling for a lot of people, because they don't realize the importance of it. I think, going forward, as we look at well, what's the new standard into the future? What is the new standard? The new standard has changed. The new standard, it's about acting quickly, acting pro socially. Well, to do that, you've got to be able to observe. You've got to have people that have mastery over themselves. Then, they have to be able to communicate effectively. Also, they can provide that psychological comfort. That is the new standard. That's how you differentiate yourself in the 21st century, when everybody else has the same software. Everybody has Word and Excel and the same apps. How do you differentiate yourself? That is a personal thing. That is one that you have to tackle yourself. That's what really the book is about.

[00:37:46] MB: One thing I want to clarify and just make sure I understand better is the notion of psychological comfort is primarily around exceptional people are able to create that for others, not necessarily to create it for themselves. Or do I misunderstand that?

[00:38:04] JN: Well, I think the best way to look at psychological comfort is this. We all have personal preferences. I remember when at a very young age, I saw how my mother and grandmother and father would try to make other children comfortable, even though at times, they were poorer than I was, and then we were. The sole purpose of that was to make them feel comfortable into coming into our home, that anybody was welcome.

We could say, well, when we do good things for other people at a biological level, we know about oxytocin, we know about serotonin, we know about that feedback that we're going to feel good from doing that. We're also creating an environment that is welcoming, that is loving and so forth. My philosophy is, I use these powers of observation to see what is needed in the moment for others, principally, but also, what I may need. I mean, it's no different than saying, “You know what? I've been in the desert. I need water thirsty. I’m thirsty.” Yeah, you need that. That creates, in essence, psychological comfort, because your biology is now in a state of homeostasis.

We go beyond ourselves when we look for the interests of others. When we look at exceptional people, they really have that ability. Sometimes, it's just being courteous, and sometimes it's just being kind, or giving a word of encouragement when it's needed, or validating, validating what someone is going through. Maybe that's all that it takes. There's many examples of that. That's the magic of psychological comfort, is that it's just a little bit, but the return on investment is huge.

[00:40:13] MB: Another one of the core pillars that we haven't really touched on yet, but to me is so vitally important is action. It's simple, and yet, really one of the biggest differentiators between people who are exceptional and people who want to be exceptional. Tell me a little bit about how that ties everything together.

[00:40:32] JN: Yeah, exactly. The ability to act quickly, but act pro socially, is really key to creating psychological comfort, so that our actions are maybe they have to be measured. What do I do in this situation? What if confronted with this or with that? If we keep in mind that the faster that we show we care by our actions, that we show how much we care by how quickly we act, that we show how ethical we are by how pro social, how beneficial it is for others.

One of the things that I talk about is that when I looked at everybody that won a medal of honor, what they call a Congressional Medal of Honor, none of these people grew up to be a hero. They became heroes, because they cared. They became heroes, because they cared and took immediate action.

When we look at these individuals, and I say, “Well, they did heroic acts.” Well, let's dig deep. They did heroic acts, because they observed there was a need. They took immediate action that was pro social for the benefit of others. Every day, we have the opportunity to do things for others. It's how quickly we do it; how efficiently.

I'll give you an example for business. How many times have you gone to an important meeting, and everybody tells you how great you are, how much you're appreciated, but you got to go through security, then you got to go through receptionists, then you got to go through the assistant, and then they walk you down a hallway, and then you're finally in the front door.

Now just think about that for a minute. Versus somebody comes downstairs and meet you at curbside, and how you would feel walking away from that and going, “Wow. Wow, this is some organization. They're meeting me at curbside. That's how much they care.” The sentiments that you take away, the positivity, the psychological comfort of not having to go through security, receptionist, the first assistant, and then trying to find the hallway, it's just epic. Yet, people expect others to respond to average on a daily basis, and somehow, draw some other inference from that, when if they change their actions, going downstairs and meeting that person that you claim is so special, and meeting them at curbside. Now you're creating this wave of psychological comfort and caring and action, that is both observable and becomes part of what that person retains for the rest of their life, potentially. It's a big difference. It's a big difference. We explore in the book, how we decide how to take action, and when and where and what about ethical issues. I'm glad you asked that question.

[00:44:12] MB: That example of meeting somebody at the curb is such a simple little thing. Yet, all of those little actions are the exact kinds of things that add up to an exceptional life and exceptional achievement. I'm curious, for someone who's been listening to this conversation and wants to start to take action, to put some of these ideas into practice and wants to be exceptional, what would the first action step be that you would have them take?

[00:44:40] JN: Great question. I think, personally, I would have that conversation with myself and say, “Okay, Joe. What's lacking?” All right. Do I let pressures get to me? Do I let emails get to me? Do I let social media get to me? How I'm disciplined is my life. I had to, when I retired, I just wanted to maybe low for about a little bit, but something in me said, “No, you got books to write, buddy.” Writing, you're going to have to dedicate yourself to that.

I looked at what other writers said. They said, “Well, you need to devote three or four hours a day every day to writing.” Well, if that's what it takes to become a writer, then that's what I'm going to do. Now, 14 books later, I'm glad that I listened to that little voice. Are there models out there? Whose life do I want a model? There are plenty of examples, men and women who achieve extraordinary things. Then I say, if I could draw nearer to what half of what they are and what they do, there are models out there that we can do. Is there more that I can read? There's always more that we can read, but don't always read the same thing.

I talked to people that read all the time, in this genre, or that genre. This year, I'm reading about China and early explorers. Next year, I'm going to be reading about the Byzantine period. Last year, I was reading about animals and animal intelligence. Expand the areas of interests, because you never know how that will affect your ability to observe and to understand and empathize. Learn to communicate more effectively, both verbally and non-verbally.

Think for a minute, this is one of the big points in the book is how can we influence others non-verbally? Something so simple as when we point at an object, nobody likes to be pointed at. We don't even like it when we point at a chair. Yet, if we do it with an open palm, people are more receptive to that. Now, we haven't had enough time to talk about communication. How can I improve my communication? How can I improve?

Wittgenstein said, the limits of my language are the limits of my world. Think about that. What words don't I know, that could help me to understand the world around me? You expand your vocabulary, you expand your ability to observe. Are there ways to communicate with greater respect, with greater civility? All these things are things that we can work on.

It's not going to all happen in one day, but you begin each day with something. Gradually, that myelination process that we talked about begins to take hold. Now, nothing takes you away from that morning run. Nothing takes you away from sitting down with my journal and writing my thoughts, or my observations. In time, what we do each day does become who we are. We've got to start somewhere.

Hopefully, the book and the guidance in the book, which comes from real life, individuals, can help you to become a better version of yourself and have that influence that exceptional people do have.

[00:48:29] MB: Well, Joe. Thank you so much for coming on the show, for sharing all this wisdom. Once again, a fantastic conversation, touching on some of my favorite thinkers and ideas and really exploring some of the fundamental themes of what we can do to become exceptional.

[00:48:47] JN: Well, it's my pleasure, Matt. What you do for all of us, sharing knowledge is a real tribute to yourself. I thank you for this opportunity.

[00:48:55] MB: Thank you so much for listening to the Science of Success. We created this show to help you our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

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August 05, 2021 /Lace Gilger
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From The Archives - The Incredible Dr. Amy Cuddy

February 25, 2021 by Lace Gilger in Influence & Communication, Weapons of Influence

In this episode we discuss the incredibly important thing that everyone (including you!) get’s wrong about presence, we explore how to prime yourself for the best performance in moments of pressure and high stakes situations where other people are watching and judging you. We look at the results from thousands of experiments over the last few decades to uncover the fascinating truth about power and powerlessness. And we share the exact strategy you can use to shift your brain into the mode that allows you to view the world as more friendly, help you feel more creative, and make you into someone who takes action. We dig deep into all this and much more with our guest Dr. Amy Cuddy.  

Dr. Amy Cuddy is an American social psychologist, author, and speaker. She currently lectures on the psychology of leadership and influence at Harvard University and she and her work have won several awards including being named one of “50 Women Who Are Changing The World” by Business Insider. She is the author of the 2015 best-selling book Presence: Bringing Your Boldest Self to Your Biggest Challenges and her 2012 TED talk is the second most viewed talk of all time. Her work has been featured in TIME, Wired, Fast Company, NPR, and countless academic journals.

  • The incredibly important thing that everyone (including you!) get’s wrong about Presence 

  • Presence - what is it and why do you so often misunderstand it?

  • Presence is not a permanent state that you achieve if you go to enough meditation retreats

  • No one can be present all the time, no one can be present all the time

  • Presence is a momentary state - its when you are attuned to and able to comfortably express your authentic best self

  • What is does it mean to be your “authentic best self?"

  • How do you bring your best self to your least likely situation when you’re least likely to be present and most likely to be distracted by your fears?

  • Let yourself off the hook about being your best self and being present all the time - it’s impossible 

  • How does the expression of the "Best Self" interact with the concept of FLOW?

  • Presence is about moments of pressure that come from human interaction - people judging us, high stakes situations throwing us off our games

  • Being focused on the outcome, feeling that you’re being judged, feeling like you’re in a high stakes situation often shuts us off from moments of real presence 

  • When are not present it reveals itself to others - it often triggers “deception queues” in your nonverbal communication 

  • When you lie you’re suppressing the words and emotions around the story - we often might get the words right but we often get the emotions and nonverbal wrong

  • When you are present you become aligned, you become synchronous, you aren’t getting in the WAY of yourself you’re BEING yourself - you believe your story and people hear, feel, and see that in your verbal and nonverbal communication 

  • The people who do the best on Shark Tank are the ones who clearly buy what they are selling - there is no reservation, you can hear their belief and their conviction 

  • When you’re authentic and you bring your best self forward you believe that self - authenticity is a HUGE and KEY piece of this 

  • Synchronous words and nonverbal

    1. You believe your own story

    2. When you’re present you communicate confidence, not arrogance 

  • Arrogance is associated with fragile high self-esteem - confidence is a tool that invites people in - arrogance is the opposite

  • Non-zero-sum power - personal power 

  • People who feel powerful are much more likely to be present 

  • When you look at the results from thousands of experiments over the last few decades - you see a fascinating pattern about power.

  • Feeling powerful affects your feelings, thoughts, behaviors, and physiologies 

  • When you’re in a place of feeling Powerful - you see the world as more friendly, you’re more creative, you’re more likely to take action - you view the world from the “approach” system

  • Why don’t bystanders intervene when they see a clear emergency? 

  • Power lets you EXPAND into situations and TAKE ACTION 

  • The vital difference between what Amy calls PERSONAL POWER and what many people’s traditional understanding of POWER might be.

  • Make peace with the idea of Power - its OK to feel powerful. Power is not just power over others or power over resources - its about feeling that you control your own resources, your own destiny, your own life.

  • How do we lose power? How do we start to feel powerless? 

  • You want to feel powerful - you want other people to feel powerful - power is a HUGE piece of your general wellbeing. As you start to feel less powerful, as you start to feel less control, you begin to flip into the “Inhibition System” 

  • When you start to hide, when you start to make yourself feel small, when you start to feel like you are lesser than, when you start to collapse and contract - do TWO KEY THINGS

  • (1) Notice what TRIGGERED the feeling of powerless 

    1. (2) Start to physically expand, slow down, open up, take some deep expansive breaths. Pausing and slowing down 

  • What makes people feel powerless?

  • Focus on feelings of expansiveness and try to prepare yourself before getting in high-pressure situations 

  • Ways that you can EXPAND and create more Power in your life and in your toughest moments:

  • Slow your speech

    1. Breathe more deeply

    2. Physically expand 

    3. Sit up straight 

    4. Movement 

    5. Carry yourself in an expansive way

    6. Carry yourself with a sense of pride and purpose 

  • Often times “Mind-Body” Interventions are MUCH more effective, especially when we’re anxious, than “Mind-Mind” Interventions

  • If the body is acting like it’s not being threatened, the mind will often follow into the same pattern 

  • In moments of anxiety - remember that you are an animal - and changing your body can often result in changes to your mind 

  • How does Imposter Syndrome play into feelings of powerlessness? 

  • At Harvard Business School 75% to 80% of students feel imposter syndrome. You’re not alone, everyone feels imposter syndrome at some point in their lives 

  • Men often feel that they aren’t capable or able to share their weaknesses, fears, and vulnerabilities 

  • Things that make you feel like an imposter are often things that send social signals that you’re actually less likely to be an imposter 

  • Homework: Before you go into a stressful situation - prepare by using expansive postures, in private, have good posture, carry yourself with a sense of pride, mind your posture. Notice when you slouch and make yourself small. 

  • Homework: Change how you’re holding your phone - sit back and hold your phone up over you

  • Homework: Pay attention to other’s posture. Presence invites presence from others. 

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Show Notes, Links, & Research

  • [SoS Episode] When the Impossible Becomes Possible - The Secrets of Flow Revealed with Steven Kotler

  • [BioMotionLab Profile] Niko Troje

  • [Study] The Imposter Phenomenon in High Achieving Women: Dynamics and Therapeutic Intervention by Pauline Rose Clance & Suzanne Imes

    • [Article] IMPOSTOR PHENOMENON (IP)

  • [Amazon Author Page] Neil Gaiman

  • [Twitter] Amy Cuddy

  • [Personal Site] Amy Cuddy

  • [Personal Blog] Where Are the Grown Ups? by Amy Cuddy

  • [Amazon Author Page] Amy Cuddy

  • [Book] Presence: Bringing Your Boldest Self to Your Biggest Challenges by Amy Cuddy

Episode Transcript


[00:00:19.4] ANNOUNCER: Welcome to The Science of Success. Introducing your host, Matt Bodnar.

[0:00:11.8] MB: Welcome to the Science of Success; the number one evidence-based growth podcast on the internet with more than three million downloads and listeners in over a hundred countries.

In this episode, we discuss the incredibly important thing that everyone, including you, gets wrong about presence. We explore how to prime yourself for the best performance in the moments of pressure and high-stakes situations where other people are watching and judging you. We look at the results from thousands of experiments over the last few decades to uncover the fascinating truth about power and powerlessness.

We share the exact strategy you can use to shift your brain into the mode that allows you to view the world as more friendly, helps you feel more creative and makes you into someone who consistently takes action. We dig into all of these and much more with our guest, Dr. Amy Cuddy.

Do you need more time? Time for work, time for thinking and reading, time for the people in your life, time to accomplish your goals? This was the number one problem our listeners outlined and we created a new video guide that you can get completely for free when you sign up and join our e-mail list. It’s called How You Can Create Time for the Things That Really Matter in Life. You can get it completely for free when you sign up and join the e-mail list at successpodcast.com.

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Do you feel uncomfortable and conflict with others? Do you experience fear and anxiety when dealing with tough situations? Most negotiation tactics and strategies assume you’re already a master negotiator with nerves of steel, but that’s the wrong starting place.

In our previous episode, we discussed how you can get comfortable with having tough conversations and build the foundation to become a real master negotiator, using a simple and easy-to-apply framework. We discussed how you can deal with tough situations and conflict from a place of poise, curiosity and conflict with our previous guest, Kwame Christian. If you want to feel more confident in the toughest situations of your life, listen to that episode.

Now, for our interview with Amy.

[0:03:20.2] MB: Today, we have another awesome guest on the show, Dr. Amy Cuddy. Amy is an American social psychologist, author and speaker. She currently lectures on the psychology of leadership and influence at Harvard University. She and her work have won several awards,  including being named one of the 50 women who are changing the world by business insider.

She’s the author of the 2015 bestselling book Presence: Bringing Your Boldest Self to Your Biggest Challenges. Her 2012 TED Talk is the second most viewed talk of all time. Her work has been featured in Time, Wired, Fast Company, NPR, countless academic journals. Amy, welcome to the Science of Success.

[0:03:55.5] AC: Thanks so much for having me, Matt.

[0:03:57.2] MB: Well, we’re very excited to have you on the show today and to dig into the meat of some of these – some of the work that you’ve done. I’d love to start out with presence. It’s something so simple and yet, people often view it as the wrong way, or misinterpret it. I’d love to understand when you talk about presence and its importance, what does it mean to you?
[0:04:17.0] AC: Yeah. I think when people hear the word and it is used a lot these days, especially when people are talking about things like mindfulness. It’s not well-defined in those context and discussion, so people are left to define it on their own. What I find they come to in their own process of defining it is that it must some permanent state that you get to if you do enough meditation retreats. It’s like a state that you get to where you’re always present and that’s not the way it works at all.

Presence, it is inevitably fleeting.  No one can be present all the time. It’s a momentary state. It’s not a permanent state. It’s the state in which you are attuned to and able to access and comfortably express your authentic best self. Now, authentic best-self, there is another phrase that I think is used all the time and not well-defined. Let me just take a moment to say by authentic, I don’t mean unfiltered, right? I mean, there are times where we need to be mindful of who we’re speaking with and be respectful in our interactions and you could still be authentic.

I’m talking about the person that you are in the best moments of your life. If you think back, over the last say two or three years, think about the very best moments. These moments would be times when you feel totally connected, you feel – is probably an interaction with other people, you feel like that connection is real and deep. You feel odd, you feel seen, you feel hurt and you feel that you’re seen in hearing them and you feel happy and relieved.

That’s your authentic best sell. The question is how do you bring that person to your most challenging situations where you’re least likely to be present, right? Because you’re so distracted by all of your fears. How do you bring that authentic best self, which probably happens in the moment of your life when you’re with people who you know and care about and love and trust? How do you bring that into interactions with new people, where you’re maybe pitching something, or interviewing or giving a talk? How do you bring it into those situations?

[0:06:37.0] MB: That’s a great fundamental question. I want to dig into it. Before we do, I want to just come back to something. I think you pointed out a really important major misconception that a lot of people have about presence. Tell me more about this idea that we can’t be present all the time and that it’s a fleeting state.

[0:06:54.6] AC: We’re human, right? There are always thoughts and distractions that are poking their heads in and pulling this away. That’s okay. We would be artificial intelligence if we were able to do that. I think that we have to let ourselves off the hook a bit around expecting ourselves to be present all the time. Even if you’re in a really engaging, say talk, or you’re watching a great movie. The things that still fully engage you, you’re still going to be distracted at moments. You might have to go to the bathroom. I’m just giving you a really simple idea that distracts you from being present, right? To let yourself off the hook that you just can’t be present all the time. It’s impossible.

[0:07:39.3] MB: How does this idea of the authentic best self interact with the concept of flow?

[0:07:46.0] AC: I think there’s a lot to it. I guess, I would say flow is a supreme state of this that lasts also a bit longer. It might be – certainly people are present in those moments, but they also may not be interacting with other people when they’re in a flow state. The presence that I talk about usually involves human interactions and the pressures that come from human interaction, like the feeling that people are judging us, or the feeling that the stakes are really high in this situation, and that throws us off from being able to hear what the other person is saying. Flow I do think lasts a bit longer. It’s like an extreme form of presence.

[0:08:30.9] MB: I like that distinction, the presence you’re talking about is about situations where we’re interacting with other people where the stakes are high, where we feel like we’re being judged. How do we bring presence to those types of situations and what prevents us from being present in those high-stakes environments?

[0:08:48.6] AC: Well, I think the key is that we feel powerless in these moments. Feeling that you’re being judged and being very focused on the outcome as opposed to the process. Again yeah, feeling that the stakes are very high make it really hard for us to even remember who we are, well enough to be able to access that person and present that person.

The interesting thing is that when we're not present, it reveals itself to others, right? In some ways, not being present which is the same as not bringing your authentic self to the situation, it looks like deception. I get into the lie detection work, which I think is really a fascinating piece that fits in here. When people are lying, so when they're intentionally deceiving, there are these tells, right? There these signs that not everyone, but most people inadvertently send signals that they're not telling the truth. The main one there is not eye contact. Eye contact is actually a very poor signal of lying, because people learn very different things from their parents about whether you should make eye contact when you're being questioned. They learn different things in different cultures. Men and women might differ on that. Introverts and extroverts differ.

What you are looking for are asynchronous between the words the person is saying and the body language the person is using, because when you're lying, you are suppressing one true story and you're telling another different false story. Each of those stories comes with a set of emotions. You're basically not only suppressing the story and you're good at doing that with words, but you're also suppressing the emotions that go with that story and you're trying to fake another story with words and also get the body language right to go with that. It's almost impossible for us to do that.

What happens is that we see these asynchronous between the emotions that go with the words and the emotions that are leaking out through people's body language. When you're nervous and not authentic, the same kinds of things happen. People seem asynchronous. They seem off. Their words don't quite match what they're doing with their bodies, because you have too much to think about and not enough cognitive bandwidth to be telling the story and also matching your nonverbals to it. That's too much choreography.

When you are present, the opposite happens, right? You become aligned and synchronous, your words match your body language, you're not getting in the way of yourself, you're being yourself. That's one thing that comes across to other people.

Another is that you believe your story and people hear that and see that, right? You buy what you're selling. If you think about the show Shark Tank, which is I think a guilty pleasure for many of us. I love a psychologist and body language person. I love analyzing what's happening on that show and trying to predict who's going to do well and who's not going to do well.

What I find is that the people who do the best and this is really clearly backed up by a lot of research, which I'll talk to you about in a minute, but is that the people who do the best are the ones who clearly buy what they're selling. There's no reservation. You can hear their conviction, their belief about what they're selling. That is so important. That's an important cue, right?

If you're not going to eat the cookie that you're selling, why would anyone else eat the cookie that you're selling? When you're present and bringing your authentic best self forward, you believe that self, right? That's what's happening. What the research shows is that that is a really important variable, this this authenticity variable. In studies that I’ve looked at, VC pitches, or job interviews that people who are – how conviction about who they are and belief in their story do much better. Then so I would say the third piece, so you now have synchrony between words and nonverbals, you have believe in your story.

The third and I think this is so important, because people often conflate these two concepts; when you are present, you communicate confidence, not arrogance. Arrogance is often seen as a sign of confidence. It's not. In fact, it's more closely related to what we would call fragile high self-esteem. It's people who report they have self-esteem, but they really don't. It can be punctured really easily. Confidence is a tool that invites people and it's appealing. People find it attractive.

Arrogance is exactly the opposite. It's a weapon. At the very least, it's a wall that you build to prevent people from challenging you, to intimidate them. No one likes arrogance. No one likes arrogance. They may not challenge you, but that's not because they believe you. It's because they want to get rid of you, right? Confidence is what you're going for, not arrogance. When you're present, you're able to be confident and really fully grounded in who you are. For that reason, you don't feel defensive when people challenge you, or push back. You feel like, “Huh, that's an interesting question and I want my idea to be as good as it can be, so let me try to engage with that.”

When you're arrogant, you're not going to be able to receive that pushback in a constructive way. Those three things together are great predictors of outcomes in things like hiring decisions and investments. They're not false signals. If you look down the road six months later after those people are hired, or after someone invests in them, these are the people who actually are doing better. They work harder, they are more creative, they're more likely to inspire people around them, they stay at the job longer.

[0:14:47.3] MB: I love this idea that we might get the words right when we're maybe being not as genuine as possible, or not as authentic as possible and we're not being our best selves, but it's often the nonverbals that creep in and communicate a different story. That's why people may feel something is off about a speech, or presentation, or a performance in a high-stakes moment when on the surface level, things seem fine. Tell me a little bit more about the science behind that and behind all these phenomenons.

[0:15:16.2] AC: Well, let me say a little bit about what's happening. First of all, the studies that I was talking about what's happening, I mean, the way that they're figuring out what is mediating the relationship between the person and the outcome is by having experts code the videos of these interactions on these variables that I listed; the confidence and authenticity and synchronous body language.

It's not that the people who are making the investment decisions know that's why they're doing it. They're not quite aware of why they like this person better. It's not something that they can quite articulate, which I think is really very interesting. What it comes down to is that people who feel powerful and by powerful, I'm not talking about power over other people, but power to do, power to bring that best self forth, belief in yourself, self-efficacy, agency. That's what I'm talking about; nonzero-sum power, which I call personal power.

People who feel personally powerful are able to be present and people who feel powerless are just not able to be to be present. When you look at the research on power, which is – and I'm not just talking about power posing. I'm talking about a much, much bigger, much broader area of research that it includes literally thousands of psychological experiments from the last couple of decades.

What you see is this really fascinating pattern. The pattern is this; when people feel powerful, it affects their feelings, their thoughts, their behaviors and even their physiology. When they feel powerless, it also affects those things, but in the opposite way. Let me describe it this way, when you feel powerful, it activates what we call the behavioral approach system. You feel more optimistic and more happy and more confident. You think more openly, more creatively. You do better on cognitive tasks. You generally see the world as a place that's filled with opportunities, not threats.

You see new people not as potential predators, or competitors. You see them as potential allies and friends. You are much more likely just to take action. When you feel powerless, you don't act. You freeze, or you flee, right? You don't take action when you feel powerless. When you feel powerful, you do. Including power on behalf of others. Think about all of the research on bystander non-intervention. Why do bystanders not intervene when they see a clear emergency?

When you look at some of this research on adults, you find that one of the strongest predictors is that people don't intervene, they don't act because they feel powerless. People who feel powerful are much more likely to step in and help a victim. This is not just a selfish, or a self-serving outcome. The last is that it affects your physiology in exactly the same way. People feel stronger, they feel less stressed, but you also see that their cortisol levels are lower, so that's one of your stress hormones. Their cortisol reactivity is less strong. In other words, when something stressful happens, their cortisol doesn't spike as high as it does for somebody who feels powerless. They live longer. They have a lower rate of stress-related illness.

All of that together, again think of as power allows you to expand and approach the world, right? The world becomes bigger and friendlier to you. Powerlessness does the opposite. When you feel powerful, you can be present. When you feel powerless, it absolutely blocks you from being present.

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[0:21:16.8] MB: Before we get too much deeper, I think it's worthwhile to dig into the difference between what you call personal power or power and what many people might have as a traditional understanding, or colloquial definition of power.

[0:21:32.1] AC: Yeah. It's funny, when I ask people if we’re doing a free association and I say the word ‘power’, what's the next word you think of? The word that comes up most often is corruption.

[0:21:45.3] MB: That's what I thought of.

[0:21:47.0] AC: Yeah. Did you? Right. That's fascinating, right? Because what that says to me is wow, the people have one definition of power. They think of power as political power. They think of it as hierarchical power. Then the cases that are most salient to them are those where you see a powerful person behaving in a way that involves corruption. The truth is that power does not corrupt. Power reveals. Power reveals who you are. Power only corrupts when it's interacting with other forces like certain personalities and all kinds of societal and economic pressures and structures that facilitate corruption.

The first thing is to make peace with the idea of power. It's okay to feel powerful. The second is to realize that power is not just power over others. It's not just controlling others, or controlling resources. It is again, it's about you feeling that you control your own resources, right, your own inner resources. The feeling that you have some control in your life, that you're not being controlled by other forces, that you're making those decisions and that you have this intrinsic feeling of motivation and control. Yeah, that's the power that I'm talking about. That power certainly doesn't corrupt.

Generally, I think it's good for all of us to feel that way and for you to want the people in your organization to feel that way. This is again, not zero-sum, it's not hierarchical. Everyone in your organization, people who work for you can feel powerful and it's taking nothing away from anyone else. It's only contributing to their ability to be present, to be passionate to show up to do their best.

[0:23:29.6] MB: Tell me more about the approach system and this idea that we expand into the world when we feel powerful.

[0:23:36.8] AC: I really think of it in this – I imagine this person stepping forward and opening their arms. Well, this sounds totally corny and I never thought of it this way, but the scene from Titanic where Leonardo DiCaprio and they were there standing at the front with their arms open. I mean, that's a moment of feeling really powerful, like very confident and connected and having a sense of agency and freedom, right?

Think of it as a power liberates you to be who you are. It frees you. That's really what the approach system is about. It’s about not going into you're terrified, fight, flee, or faint mode. It's the opposite of that. What happens in these stressful situations, say let's just use job interview, which is a stressful situation that almost everyone will encounter at some time in their lives.

Job interviews feel – they basically activate that fight, flee or faint system. The thing is that's adaptive. If you are actually being chased by a tiger, right? That's what you should do. You should run. When you're in an interaction like a job interview, that system doesn't help you at all, right? It's a flaw in the way that we're wired. What you got to figure out is how do you get in there and turn off that response? Instead, respond as someone who is – has composure, has confidence, has this feeling of power, knows that no matter what happens in this situation, they're not going to die, right? They're not going to die if they don't get the job.

[0:25:11.6] MB: I want to look at the flip side of this and start to understand why don’t people have power, why do people lose power, why do people feel powerless?

[0:25:22.0] AC: One thing is that when we begin to feel powerless, we consent to that feeling. We don't notice it as something that we should resist. We do just allow ourselves to fall into it. One of the things that I would love to do in the world is to get people to understand that people's psychological well-being, their subjective well-being is not just about happiness and lack of stress, because that's how people generally think of it.

When they think about like how well do you feel, they think well, “I'm happy and I'm not very stressed.” Those two things are important. I think there's now quite a bit of research on the importance of feeling a sense of purpose, so there's discussion about that. What I don't often hear people talk about and what ends up being a really important predictor of thriving is that people also feel that sense of agency. They feel they can get things done.

Think about if you were trying to improve, increase the well-being of a struggling society and you wanted to measure the long-term outcomes of that. You wouldn't just want to make them feel happy and less stressed, you'd also want to make them feel powerful, right? You want them to feel that they can change their situation, they can get things done. Not just continue to live as they are, right?

Power is such an important piece of your general well-being. As you start to feel less powerful and again, personally powerful, note that. Start to pay attention to the moments when you collapse. When do you start to slouch? When do you start to lower your eyes and maybe wrap yourself with your torso with your arms? Think about what people do when their team is losing, or when they are on the losing team in sports.

Sports has so much to teach us about these things. I'm a huge baseball fan, so I just finished watching the World Series and my team won. Go Red Sox, but it was very fun to watch what was happening in the stands, because you see as your team is struggling, everyone all of a sudden they have their hands on their faces. They're covering their eyes. They're touching their necks. They're doing all kinds of contractive body language. That's a sign of feeling powerless. 

It's what animals do when they don't have power. They're hiding themselves. They're making themselves invisible. They're making themselves small. That's a sign of feeling powerless, so when you notice that you're starting to do that, two things; try to figure out what was the stimulus that led you to react that way. What caused you to react that way? Because that gets you to know yourself and what are the cues that you should you get in touch with to understand when you're losing that sense of power, but also don't allow yourself to collapse. That's exactly when you actually need to physically expand.

Say you're giving a talk and you start to realize that you're doing nervous things like touching your arm with your opposite hand, or touching your face, or maybe you're speaking very quickly, which is another way of contracting. Instead of doing those things, slow down, open up your shoulders, take some deep expansive breaths and all of that will reset you. It triggers a relaxation response. It allows you to collect yourself, collect your thoughts. It certainly does not signal powerlessness to an audience, because pausing and slowing down does exactly the opposite. It signals power. All of those things are ways in which you can resist collapsing into that feeling of powerlessness.

[0:29:04.3] MB: From a larger perspective outside of just moments of powerlessness, what causes people to be or feel powerless in their lives?

[0:29:14.2] AC: Well, lots of things. I don't want to dismiss all of the structural and institutional and real things that make us feel powerless, like systemic prejudices and for all kinds of unfair inequalities. Illness, right? Losing a job. In fact, chronic unemployment is the strongest predictor of unhappiness and powerlessness, especially for men. That's a very strong predictor of long-term power, feelings of powerlessness and depression.

There are a lot of things that can do it, and I'm not saying that it's easy to make yourself feel powerful, but you have to try. You have to at least resist that urge to contract and hide and go into the fetal position.

[0:30:00.8] MB: I think my perspective on it at least and I'm curious what your perspective is, the most effective strategy if you're in a tough situation like that is to try and create agency for yourself, try and create action, try and create results and having the mindset of or being in a place of powerlessness is often the most counterproductive thing you can do in those types of scenarios.

[0:30:20.6] AC: Yeah, exactly. I mean, it's because you're also ceding control of your own outcome and your own thoughts. You end up leaving those situations with a sense of regret, as opposed to a sense of satisfaction. One of the interesting things about these stressful situations where people feel present or not present, or powerful or not powerful is that when people feel powerless, they don't feel they've been seen. They leave something like a job interview feeling like, “Ah, I wish I had shown them who I am.”

They leave with a sense of regret and they can't get themselves out of the cycle of wanting to do over, but you don't get a do-over. You just have to move on and not pick up another piece of baggage that you carry in with you to the next situation that looks the same way. People often, that sense of regret is all about what happened in that moment. It's not actually about the outcome. When people feel present and powerful in something like a job interview, when they leave they feel satisfied and they feel much more accepting of the outcome, even if it's not the one they desired. They feel that what happened was fair, that they were seen, they were heard and if they weren't chosen, that's okay. Maybe there was somebody who is a better fit. It doesn't reflect so strongly on them in a negative way.

I think that for me, I very much do focus on these feelings of expansiveness versus contractiveness and what you can do to prepare yourself before you go in, because one thing that people are not great at doing when they feel bad about themselves is telling themselves that they're powerful. When you feel anxious and powerless and then you tell yourself, “Oh, no. I'm actually powerful,” now you just feel you're lying to yourself. It can make it even more salient, so you can get a rebound effect, a heightened sense of powerlessness.

We're not very good at talking ourselves down off the ledge, but we are good at walking ourselves down off the ledge at changing the way we carry ourselves, the way we breathe, the way we move, our speech, our posture, all of those things. Again, not just about standing like a superhero. There's so much more research out there from many different fields that show the same pattern. When we expand, we feel powerful and we can control our expansiveness.

If you start from the head down to the feet, it's a ways to expand. I've already mentioned this, but speak more slowly. Studies done at Stanford GSB, researchers like Deb Grunfeld have found that when you get people to slow down their speech, they feel more powerful and others perceive them as more powerful. Slow your speech. Breathing, right? Do you breathe shallowly, or do you breathe deeply? When you breathe deeply and expansively and really fill your lungs, you are triggering what's called the relaxation response. That is a complex circuitry in your mind that's telling your body that you are not in a threatening situation. You are in a safe situation. You don't go into fight, flee or faint mode. You feel comfortable.

There you've got just two things that you can do starting at the head. Certainly, even simple posture like sitting up straight is a way of expanding. Your shoulders should be back and down and your chest should be open. You should basically do what you would do when your grandmother might have told you to sit up straight. Studies show that people who are clinically depressed, if you get them to sit up straight for just two to three minutes which goes against the typical posture of someone who's depressed, they feel significantly happier. The same then applies to people who are not depressed as social psychologists have shown.

Then you have complex posture, which is what I've been studying is the various ways in which we expand in more complex ways, not just sitting up straight, so having your limbs away from your torso, having your feet apart. When you do that before you go into a stressful situation, you feel more powerful. You don't do it while you're in the stressful situation, because it comes across as really rude, right? You're not going to man spread when you're sitting in a job interview, you're not going to stand like a superhero or in the victory pose when you're in a job interview, but you can do it in advance.

Even movement. Studies by a guy named Nico Troya whose Queens University outside of Toronto, shows that even walking changes the way we feel. When we feel happy for example, we walk in a more expansive bouncy way. When we feel sad, we get really contractive. When he has people walk in this way that mirrors happiness and they don't know that that's what they're doing. They just know they're walking in a way that matches what they're looking at on a screen, they end up feeling happier and more powerful than people who walked in this contractive way.

All of those things override the doubts that happen when you're trying to change your mind with your mind. Instead, use your body to change your mind. Carry yourself in an expansive way with a sense of pride, with a sense of purpose, right? When you carry yourself that way, that's the world that manifests in front of you.

[0:35:33.7] MB: That's exactly what I wanted to get into next. Tell me more about the notion of the mind; mind connection versus the mind body connection.

[0:35:42.4] AC: The body and mind connection encompasses so much different work. So much of that is important, right? Cognitive behavioral therapy for, example. I mean, certainly in many cases for many people, that's a hugely important part of reducing stress, or improving your mental health. I don't mean to be dismissive of it. Again, if we're talking about performance in stressful situations, we're just not very good at talking ourselves out of feeling bad, especially when we're anxious.

The body overrides that. The body skips that step. If the body is acting as if it's not threatened, the mind begins to fall in line what the body is doing. We're animals. This is a very basic primitive reaction. I mean, the same is true – there's a woman who is a horse trainer who I talk to quite often, who's developed this technique, she works with very submissive shy horses. Her job is to bring them out of their shells. What she finds is that firstly, horses can't talk themselves out of it, right? They're just not able to. The horse trainer can't talk them out of it.

She changes their body language through these different kinds of games and interactions, so that eventually she gets them to behave in a way that emulates the airs and graces of powerful horses. When they do that for a period of time, it’s like it snaps them out of it and they come out of their shell and they become much more willing to interact with other horses. Their health improves, they're more likely to be able to go to competition and do well in competition. It just goes on and on. The same is true for humans. I think in these moments of anxiety, remember that you're an animal. Use some of these very primitive approaches to snap yourself out of it.

[0:37:32.9] MB: What a great example. It crystallizes things, because as you said, you can't convince a horse to come out of that behavior pattern. Yet, just with an intervention at the mind/body level, you can create behavior change.

[0:37:46.8] AC: Right. When you think about – Just another example, because people often ask me this when it comes to – athletes often ask me this. Well, what about visualization? Think about an alpine skier visualizing the course before the gates open. Does that mean that that doesn't work? I would say no, it doesn't mean that. An alpine skiers, let's talk about Lindsey Vonn and you often do you see her before – I do. I love watching ski racing. You see her before she races with her eyes closed and she's – you see her gently going through the motions of going down that course.

There is a physical piece. She's also visualizing the course and she's visualizing how she wants to do as she skis down through that course. Does that work for her? Hell yeah. It's definitely working for her. Lindsey Vonn is not necessarily feeling incredibly stressed and self-doubting before every race. The point is that we're really not good at that when we are feeling self-doubting and anxious already off of that.

[0:38:50.8] MB: Another piece of this that I want to dig into is imposter syndrome. How does that play into all of us?

[0:38:56.5] AC: Imposter syndrome is not just about feeling powerless. It's about feeling powerless, it's about feeling that you somehow accidentally got the job, or the award, or whatever it is and that you're going to be found out at any moment. It also involves what we call pluralistic ignorance, which is we think that everyone else who has that job or goes to that fancy school is feeling great and confident and deserving. They're not. Impostor syndrome is so pervasive when you take places, like at Harvard Business School for example, 75% to 85% of students report feeling imposter syndrome, right?

Other people are not walking around feeling like, “Oh, I totally deserve to be here.” They're feeling the same kinds of doubt. I think the first thing is to realize that you're not alone. Everyone is feeling imposter syndrome at some point in their lives. If you are in a situation with people who've really excelled and in a competitive situation, chances are a lot of people are feeling that way. They're feeling that if they really put themselves out there, someone's going to realize that they were an admissions mistake and come and tap them on the shoulder and say, “Sorry, but we made a mistake and you have to leave,” right?

Impostor syndrome definitely is coming from a seer, a feeling of powerlessness, but it becomes even more complex in how we think about it. Now when – and it's very context specific. People could feel like an impostor say at Harvard Business School when they're being a student and go home and feel totally fine and not feel like an impostor with their spouse, right? It's not that you're walking around feeling powerless all the time. You're feeling powerless and as if you're an impostor in this one particular context.

When impostor syndrome was first studied in this 1970s by a woman named Pauline Clance, she originally thought that it was much, much more common among women than men. Then she learned pretty quickly that it wasn't. It was just that women were more comfortable telling her that they were feeling that way. Women are more comfortable talking about it. This is one of the ways in which gender stereotypes I think really hurts men. Men feel that they're not allowed to talk about those things, to share those kinds of fears and weaknesses and vulnerabilities. As a result, the research and the therapy around impostor syndrome was first focused just on women.

She realized that as soon as she was doing rather than interviews anonymous surveys, men were reporting impostor syndrome at exactly the same level as women. Men are feeling like impostors. I think the burden on men – so this whole idea that it's a woman's problem is not only bad for women. I think it's bad for women, because it's like another thing to heap on top of the pile of all of these things that women are afraid of. It's also a burden on men, because men believe that men generally don't feel like impostors and you do feel like an impostor, that's really going to make it even harder on you. Let me just rest assured to all the men in the audience, most of the men that you know, 85% of them probably have felt like imposters.

[0:42:05.0] MB: It's funny, I out of college for number years I worked at Goldman Sachs and in my analyst training for the first six weeks on the job is crushing impostor syndrome the entire time. I know exactly what it feels like.

[0:42:17.3] AC: Yeah, yeah. Probably almost everyone in your group felt the same way.

[0:42:21.5] MB: What can we do to overcome, or deal with impostor syndrome, other than the awareness that it's so prevalent?

[0:42:28.8] AC: Well again, notice when you feel it. What are the things that make you feel it often? It's funny and counterintuitive, but things that make people feel like imposters are the things that make you look the exact opposite of an impostor to outsiders. Winning an award for example, being recognized publicly for something that you did well, that makes impostor syndrome momentarily or for a brief period of time worse for a lot of people.

Realize that the reason you're feeling that way when those things happen is just because you're feeling very – because it's public, you feel exposed and you feel more afraid that you're going to be found out. Knowing what are the things that stoke that feeling for you is important and knowing that as you learn the ropes, you're going to get over that. One of the people that I talk to in the book is the wildly successful sci-fi writer Neil Gaiman, who's written two dozen international bestselling books. I'm sure, many people in the audience will know who he is. He's also just a delightful genuine, open person who admits to feeling an imposter syndrome.

He was talking to me about a time when he was writing this book called American Gods, which was going to be his big, big novel and he was talking to a friend of his, a writer, mentor of his. He said something like, “I think I've gotten over the imposter syndrome. I think I finally figured out how to write a novel.” His friend says, “You never figure out how to write a novel. You just figure out how to write the novel that you're on, right? The one that you're doing now.”

The idea is that it's this game of whack-a-mole. It's going to keep on popping up again, but don't panic about it. Go, “Okay, I noticed that feeling. I'm going to let go of it now and not perseverate or ruminate about it.” Eventually it just goes away. You might feel it again when you go into a new context. Maybe that's a good thing. It means you're challenging yourself or you're doing things that they're making you push yourself.

[0:44:34.8] MB: For listeners who want to concretely implement some of the tactics, themes, ideas that we've talked about today, what would be one piece of homework that you would give them to really concretely use these ideas in their lives?

[0:44:49.5] AC: Let's just talk about the expansive – the body-mind piece. I would say first of all, before you go into a stressful situation, prepare by using expansive postures; the warrior pose in yoga, stretch out, make yourself as big as you feel comfortable doing, but in private, right? Not in front of other people. You want to do it in private, because you don't want to feel – you don't offend people, but you also don't want to feel that you’re being judged. Do that before you walk in.

When you walk in, use posture that have a good posture. Carry yourself with a sense of pride, but not in a way that's domineering. You're not challenging somebody to a duel, you're trying to have an interaction where you connect with them, where they see you as confident, but they also see you as likable and trustworthy and engaged and as somebody who wants to be there, who doesn't feel that he or she is the most important person in the room, but is someone who's there to connect.

Huge, big poses before, reasonable good posture during and use also open gestures. Gestures, palms up for example, that show that you are comfortable being there. Mind your posture throughout the day. If you're sitting over your computer a lot, or over your phone which we find is hugely problematic and causes what we call text neck, or eye posture, people really begin to hunch and that does affect the way they behave and it activates the inhibition system.

If you're staying a lot of time on your phone, try to change how you're holding your phone. I'm not going to tell you to put your phone down, because I know how hard that is to do. What we see is that people who sit back and have their – hold their phones up over them as opposed to hunching over them, they don't seem to activate the inhibition system in the way that the people who are slouching do.

Mind your posture. Realize what your – notice the times when you start to slouch and make yourself small and see what you can do to correct that. The other is pay attention to other people's posture, right? When you're in an interaction, remember that presence begets presence. When you're present, you are inviting others to be present. When you're present, you're saying I am authentic. I am here. You can trust me. They respond in kind.

What you want to do is pay attention to times when they're using body language that looks powerless. If their body language changes and suddenly they close off, try to figure out what happened. How can you get things on track again?

[0:47:23.0] MB: For listeners who want to find you, the book, all of your work online, what is the best place for them to do that?

[0:47:29.4] AC: I would say I'm very active on Twitter and I'm AmyJCCuddy, so two Cs, because I have two middle initials. Do you look for me there. You can look for me at amycuddy.com, or amycuddyblog.com, but I think the book is really a useful and practical and very strongly evidence-based guide to understanding what's happening to your body and mind in these stressful situations, how you can overcome it. Please do look for the book Presence: Bringing Your Boldest Self to Your Biggest Challenges.

Obviously, you can buy it online. I always encourage people to buy from their local, their indie bookstore, because I certainly love those places and would like to see them succeed, but it's widely available and it's now in 34 different languages. It's available all over the world. For many of you, even if you're not native English speakers, I hope that it will be available in your native language.

[0:48:21.1] MB: Well Amy, thank you so much for coming on the show, for sharing all this wisdom, all these practical strategies. It was a great conversation.

[0:48:28.2] AC: Thanks so much.

[0:48:29.6] MB: Thank you so much for listening to the Science of Success. We created this show to help you our listeners master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

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February 25, 2021 /Lace Gilger
Influence & Communication, Weapons of Influence
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Lessons From A Year In Space - A Conversation with Astronaut Scott Kelly

February 18, 2021 by Lace Gilger

In this episode we share the lessons from Astronaut Scott Kelly's amazing career - form what it takes to become an astronaut, to surviving NASA's grueling training, the powerful experience of being in outer space and the lessons you can apply to your life with our guest the first human to spend a year in space - Scott Kelly.

Scott Kelly is an American engineer, retired astronaut, author and naval aviator. He is best known for spending a record-breaking year in space. He is a former US Navy fighter pilot, test pilot, and veteran of four spaceflights. Kelly commanded the space shuttle Endeavour in 2007 and twice commanded the International Space Station. He has documented his experiences in both films and his books including Endurance: My Year in Space, A Lifetime of Discovery, My Journey To the Stars, and most recently his children’s book Goodnight Astronaut.

  • When did Scott veer off of the extraordinary and into the extraordinary?

  • What are the common themes of what it takes to become a successful astronaut?

    • You have to stand out on paper to start. You have to have something unique.

  • Technical qualification is just table stakes, you have to have the emotional intelligence, have trustworthiness

  • Is mental toughness innate or is it trained?

  • Hiding from your mistakes can be "just as deadly" as not being technically qualified

  • IT's really important to know as much as you can of what you're trying to do

  • The military concept of compartmentalization and how it's vital to dealing with difficult and tough situations.

  • How do you deal with fear in some of the highest stakes situations imaginable?

  • Failure is important. Really successful people often set their bar above what they're capable of doing.

  • Things never stay the same, you are either getting better or you're getting worse. To keep things from getting worse, you have to make small improvements

  • "The smartest person on the mission" and how diversity can be a force multiplier

  • NASA's "Sports Bar" Room and how NASA learned to avoid groupthink

  • "None of us are a dumb as all of us"

  • "When in doubt, do nothing"

  • Homework: Reach out if you need help. There's no stigma around needing help. At NASA, you don't have a choice but to take your mental health very seriously.

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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Scott’s Website and Wiki Page

  • Scott’s Facebook and Twitter

Media

  • The Today Show - Retired astronaut Scott Kelly reacts to SpaceX all-civilian mission (Video/Article)

  • Observer - “7 Self-Isolation Tips From Scott Kelly, the NASA Astronaut Who Lived a Year in Space” By Sissi Cao

  • Space.com - “Scott Kelly: The American Astronaut Who Spent a Year in Space” By Elizabeth Howell

  • TIME - “We Finally Learned What a Year in Space Did to Astronaut Scott Kelly's Body” by Jeffrey Kluger

  • TIME - A Year in Space Documentary

  • The New York Times - “I Spent a Year in Space, and I Have Tips on Isolation to Share” by Scott Kelly

  • [Podcast] Armchair Expert with Dax Shepard - EP270 Scott Kelly

  • [Podcast] AN AARP TAKE ON TODAY: [108] How on Earth Do I Deal with Social Isolation?

  • [Podcast] The Tim Ferriss Show - Scott Kelly — Lessons Learned from 500+ Days in Space, Life-Changing Books, and The Art of Making Hard Choices (#478)

Videos

  • Talks at Google - Endurance | Scott Kelly | Talks at Google

  • The Late Show with Stephen Colbert - The First Thing Captain Scott Kelly Did On Earth After 340 Days In Orbit

    • Scott Kelly Doesn't Have Space Madness... Yet

  • WIRED - Astronaut Answers Space Questions From Twitter | Tech Support | WIRED

  • SmarterEveryDay - International Space Station Tour on Earth (1g) - Smarter Every Day 141

  • Let Me Know - After Scott Kelly Spent A Year In Space, This Is The Torture His Body Went Through Back On Earth

  • CBS This Morning - Scott Kelly adjusting back on Earth after year in space

  • NASA Johnson - 4K Video of Colorful Liquid in Space

  • Sodastream - SodaStreamME | Scott Kelly X SodaStream

Books

  • Amazon Author Page

  • GOODNIGHT, ASTRONAUT by Scott Kelly Released Feb 2nd 2021

  • Endurance: My Year in Space, A Lifetime of Discovery  by Scott Kelly

  • Endurance, Young Readers Edition: My Year in Space and How I Got There  by Scott Kelly

  • My Journey to the Stars  by Scott Kelly , André Ceolin

  • Infinite Wonder: An Astronaut's Photographs from a Year in Space by Scott Kelly

  • The Right Stuff by Tom Wolfe

Episode Transcript

[00:00:04] ANNOUNCER: Welcome to the Science of Success; the number one evidence-based growth podcast on the Internet, bringing the world’s top experts right to you. Introducing your hosts, Matt Bodnar and Austin Fabel.

[00:00:19] MB: Welcome to the Science of Success, the number one evidence-based growth podcast on the Internet with more than 5 million downloads and listeners in over a 100 countries.

In this episode, we share the lessons from Astronaut, Scott Kelly's amazing career, from what it takes to become an astronaut to surviving NASA's grueling training, the powerful experience of being in outer space and the lessons you can learn and apply to your life with our guest, the first human to spend a year in space, Commander Scott Kelly.

Are you a fan of the show and have you been enjoying the content that we put together for you? If you have, I would love it if you signed up for our e-mail list. We have some amazing content on there, along with a really great free course that we put a ton of time into called How to Create Time for What Matters Most in Your Life. If that sounds exciting and interesting and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com. You can sign up right on the homepage. That’s successpodcast.com. Or if you’re on your phone right now, all you have to do is text the word smarter, that’s S-M-A-R-T-E-R to the number 44-222.

In our previous episode, we discussed how to identify and defeat the stories that hold you back, how to use your complaints as a compass to improve your life, powerful methods for creating permanent habit change and we unmasked the number one reason why you resist making big changes in your life with our previous guest, Jen Sincero.

Scott Kelly is an American engineer, retired astronaut, author and naval aviator. He's best known for spending a record-breaking year in space. He is a former US Navy fighter pilot, test pilot and veteran for spaceflights. Kelly commanded the Space Shuttle Endeavour in 2007, and twice commanded the International Space Station. He has documented his experiences in both films and his books, including Endurance: A Year in Space, a Lifetime of Discovery, My Journey to the Stars, and most recently, his children's book, Goodnight, Astronaut. Scott.

[00:02:29] MB: Scott, welcome to the Science of Success.

[00:02:31] SK: Thanks for having me, Matt. Look forward to it.

[00:02:33] MB: Well, we're super excited to have you on the show today. As I was telling you a little bit in the pre-show, I'm a big fan of space and astronauts and science and all of that. It's an honor to really to have you on the show.

[00:02:43] SK: I'm a fan of science too. Great to be here.

[00:02:46] MB: Excellent. Well, I'd love to start out with, and I'm sure you get asked this a lot, but I mean, to be an astronaut is such a monumental achievement and in the pool of people that want to get to that place and people that actually make it through. I think you've once described yourself as a below average guy, performing at an above average level. I'd really be curious, in that journey to becoming an astronaut, how and where did you step off the path of an ordinary life and veer into a trajectory towards the extraordinary?

[00:03:17] SK: Well, I'm a typical person that gets this job, because my whole education when I was a kid growing up, up until my first year of college, I wasn't a very good student. Couldn't pay attention. I was the kid that sat in the back of the room, looking out the window, or looking at the clock, just trying to make it go faster, to get out of there. I wanted to do well, but it was impossible. I could not pay attention. Probably have ADD, or ADHD.

For me, it wasn't until I was in college, I'm still struggling that I happen to go into the college bookstore one day to buy gum, or a snack, or something and I just stumbled across Tom Wolfe's book, The Right Stuff, and read it. It inspired me that maybe I could do something greater than I thought was previously possible. if I could become a better student. That was the inspiration, the spark that I needed.

It wasn't easy at first. I brute force my way into figuring out how to study and pay attention. That was the inspiration that I needed. Basically, 18 years later, from the time almost to the day of when I read Tom's book at 18-years-old, I am launching into space for the first time.

[00:04:37] MB: What did that feel like?

[00:04:39] SK: I'm assuming you don't necessarily mean the launch, or maybe the launch itself, but answer for both of them. The trajectory, the path I was on was challenging. There were bumps along the way, but I never gave up. Kept focused, always tried to do my best and know as much about anything I was doing, whether it was learning how to fly a new airplane, or being a test pilot later, learning how to fly the space shuttle prior to going into space.

Yeah, it was a certainly, a serious 18 years of trying to do well in college, trying to do well in my first jobs in the military, trying to become a better pilot all the time. It culminated with strapping myself into a rocket and launching on a mission to the Hubble Space Telescope when I was, I don't know, I must have been 35-years-old. Fairly young to be doing that, your first flight into space. I didn't really consider it at the time. I was just really focused on what I was doing. In retrospect, it was a pretty miraculous comeback, I think.

[00:05:51] MB: Did you always know that you wanted to be an astronaut? Or was that a path that you wound your way to?

[00:05:59] SK: I never really considered it. I mean, I certainly as a kid was interested in the space program, because it was on TV, as was I dream of genie. Space was something that seemed like it was fun and exciting, and a little bit part of my life, but never in a million years, would I have ever thought, not only could I be an astronaut, but I never even considered the fact that I could be a pilot.

I remember, I was in the cub scouts. We used to go on these field trips. I don't know, it must have been, I don't know, probably in the fourth grade or something. Our den mother, her job was she worked at Burger King. We go on this field trip to Burger King and I'm like, “Yeah, I could see myself working here at Burger King someday. This is pretty cool. I could do this.” Then a few weeks later, we go to Newark Airport and we get on an airplane. I don't know. It must have been a 727, probably at the time.

We go into the cockpit. I remember looking at all these switches and circuit breakers and levers and knobs and all these things, I thought to myself, “There is no way I would ever be able to learn how to operate something like this.” I just thought it was impossible. As it turns out, I was wrong.

[00:07:20] MB: There's so many different avenues I want to explore here. When you look at both your own journey into the space program and becoming an astronaut, and the other people that you went into space with and who became astronauts, what were some of the commonalities that you saw are common themes of what enabled somebody to make it in the door and then make it through that process?

[00:07:43] SK: A lot of people, a lot of my colleagues, their story was they saw Neil Armstrong walk on the moon, or the early days of the – late days of the Apollo program, early days of the shuttle program. Then that inspired them enough as little kids to do well in school and always be performing at a very high level and go to a really good college and get a really good job and always be the best of the best. That's not everyone's story, though. I mean, there are certain exceptions.

There's a couple astronauts that were a product of community college at first. There are people, me and my brothers a little bit of more like me, but he figured his whole had to be a good student out when we went into high school, where it took me a few more years. I think what gets people the job is really, they have to certainly have – they have to look good on paper. I've been I've actually been on the selection board and to pick astronauts, so I'm familiar from both sides of this, both sides of the process.

Certainly, you have to be qualified. You have to have a resume that separates you out from your peers that are also applying. Something on there that's unique. I think, what helped my brother and I, is that even though we were test pilots, we both went to a college, and that had – it was a maritime college; two different ones. We had experienced driving ships, which that makes you stand out a little bit amongst other pilots.

There generally has to be something different about your background that helps you get an interview. Then once you get an interview, it's almost like, it's a popularity contest, and that they know you're qualified to do the job, your job experiences prove that. Now, who does the selection board think would be the best people to be their future colleagues? In other words, would you get along with this person in space? Would you enjoy working with them, spending time with them? It's more of a personality thing than it is a technical thing, because you're considered technically qualified when you get the interview. It's a tough job.

I mean, you interview a 120 people, and you have to pick maybe, I don't know, 15 of them. They're all very highly qualified. It's actually a pretty tough process, that sometimes we actually make mistakes. I'm sure there's a lot of people out there that were probably more qualified and maybe would have done a better job at being an astronaut than I did.

[00:10:28] MB: In essence, you're saying the technical qualifications are almost the table stakes just to get in the door. From that point, it's much more about and correct me if this is a mischaracterization, but emotional intelligence, bit culture, are they a good fit for the team? Etc.

[00:10:46] SK: Exactly. It's about teamwork. Would you be a good team player? Would you be the type of person that the other astronauts would want to fly in space with? It's assumed that you can do the job, but are you the person that they would want to do the job with?

[00:11:02] MB: What are some of those traits that you would look for from an emotional intelligence standpoint? Maybe that term is too narrow, but what are the leadership traits, or the qualities, the qualitative things beyond the technical expertise that would stand out for you and really be necessary?

[00:11:18] SK: I think before you can be a good leader, you need to be a good follower, to be someone that would be pretty calm under pressure, which that job certainly has times and moments where there's a lot of pressure, to be somebody that gets along well with their colleagues and would be somebody that you think could handle a situation when you're isolated for a really long time with very few people and someone who's very self-sufficient, and doesn't need a lot of direction, like a self-starter, I think, is important. Certainly, someone that can technically do the job, but that's almost a given, like you said, before you even show up for the interview. Then the other thing is, you got to be medically qualified. That knocks a lot of people out.

[00:12:06] MB: You touched on being calm under pressure. Obviously, I mean, if you look across pretty much any endeavor, any field on Earth, I think the mental toughness required to be an astronaut is probably at the pinnacle, if not tied for a few other things at the pinnacle. Do you think that that mental toughness that's required is something that's innate? Or is it something that is trained?

[00:12:29] SK: I don't know. It's probably a little bit of both. I mean, if I think of myself as a young person, I was pretty good at dealing with stressful situations. My parents didn't get along well, and there was a lot of stress in our household over that. I think it prepared me well for dealing in a stressful environment. The other thing that's really important, though, and I didn't really mention it before, is trustworthiness. People that you can trust to do the right thing. People that when they make a mistake, they admit it. They don't make excuses. In spaceflight, that is so, so critical, because if you're the type of person that tries to blame other people for your errors, or tries to hide, or cover things up, that can be just as deadly as not being qualified to do the job. That's another type of person you look for, is someone who's very not only competent, but someone that you can trust.

[00:13:29] MB: That's such a powerful insight. To me, I always love studying fields, like the military, aviation, etc., because in essence, they're crucibles, where the principles of success are forced out, because it's, in many cases, a life and death situation. The notion that you can't hide from making a mistake, you can't make an excuse, you can't try and defend your ego, instead, you really need to own up to it and see your own weaknesses. It's such a critical theme. I'd love to hear a little bit more about your perspective on that.

[00:14:03] SK: Well, certainly having a big ego should almost be a disqualifier for this job, because there's so many things about it that could inflate your ego to where, if you come into the door with an ego and over time, it's just going to get bigger. Unless, you're an egoless person, which I think is also important.

Sometimes, you come across people that they try to make the whole thing about them. It really is, and it's really a team effort, to have understand that you're in a privileged position in this organization, NASA. There's so many people that work their whole lives to make it capable for you to have this privilege of flying in space and perform your job. They're just as important as you are.

[00:14:55] MB: Yeah. That's such a critical insight that it's a much bigger tea and. It's not just about you, and it's not even just about the people that go into space.

[00:15:05] SK: Yes. I mean, it's really about the taxpayers and it's their program, and we're really working for them. I think, sometimes people lose sight of that, unfortunately. Not only at NASA, but I'm saying government-wide.

[00:15:20] MB: Yep. Well, coming back to something you touched on a minute ago, earlier in your career, you were a test pilot, which and this may be my layman's perspective that could be incorrect. I feel like that's one of the most potentially dangerous jobs that you could be in. How did you think about your approach the path of becoming a test pilot?

[00:15:42] SK: It's potentially one of the most dangerous jobs. It depends on what you're testing, what airplane you're flying. Sometimes test pilots test weapons systems. You’re really testing more of a computer, versus the flying qualities and performance of an airplane. In my case, I was where I was stationed, we did flying qualities and performance and carrier suitability, testing, weapons separation testing. A lot of it was fairly high risk.

The way you approach that job is really the way I approached everything, once I figured out how to study and pay attention, and it's just knowing as much as you possibly can about what you're trying to do. This idea of compartmentalization, we often talk about in the military, and it certainly applies at NASA, knowing what are the things you have control over, and what are the most important things at that moment, you need to be focused on and then ignoring everything else, which the stuff that you may not have control over, or the stuff that doesn't matter at that particular time, and being very precise.

Test pilot is a little bit different than the Chuck Yeager test pilot. Chuck Yeager was a great pilot, but he wasn't the test pilot we have today, which is your skills as a pilot are important, but your skills as an engineer, are almost equally as important for you to look at a problem, come up with solutions, test those solutions, write a report about it, being able to explain what's wrong with the airplane, how to fix it. Those are the important skills, I think, to have in that job.

[00:17:24] MB: Tell me more about the concept of compartmentalization.

[00:17:27] SK: Well, as an example on the space shuttle, I launched twice in the front row. I was the pilot of a Hubble mission. In 1999, my second flight, I was the commander. I was sitting in the right seat, my first flights. Second flight, I'm in the left seat as the commander of the mission, launching in the space twice and never really looked out the window one time during launch, which is hard to believe, but – I didn't even think about it, because my job was to monitor the systems and be prepared for dealing with malfunctions and to fly and operate the vehicle. It was not to be looking out the window.

I never looked out the window once. It really means to focus on what you need to be focusing on in that moment, know what that is and putting a 100% of your attention. Now, that doesn't mean you're losing sight of the big picture. I mean, you have to at the same time, consider the big picture of the environment and the situation you're in. There are certain things that in the space shuttle if you throw a switch at the wrong time, or push a button at the wrong time, you can blow the thing up and kill yourself and your crew, if you're not a 100% certain and focused about what you're going to do next.

[00:18:54] MB: Those are some high stakes.

[00:18:55] SK: The highest.

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[00:20:49] MB: You've touched on this a little bit earlier, but how do you approach fear in those kinds of situations? What is your perspective on fear throughout your career?

[00:21:00] SK: Well, I think fear is a natural emotion. I think it's important. I think, if we didn't have fear as a species, we probably wouldn't evolve to where we are today. Because we would have gotten, eaten by the saber-toothed tiger, because we weren't scared of them. I think fear is an important thing. It can focus your attention. It's also something you need to be able to control. I've had a lot of situations in my professional career, where you're scared landing on the ship at night is, not only is it scary, but it's half the time, doing it in the F-14 Tomcat at night on a pitching deck is terrifying.

Sometimes, if the moon's out, if the weather's calm, it's just scary. Yeah, during the day, you do it enough, it becomes fun, but at night is never fun, at least for me. Fear is something that you need to live with. It's something that you shouldn't be ashamed of having, to be scared. It's also something you need to control. I think it also focuses your attention, what's important, right? If you're in a situation where you're scared, because the saber-toothed tiger is going to eat you, that's the most important thing at that moment.

[00:22:16] MB: Yeah, that's a really good insight. Are there any particular things that you did for yourself, or you saw others do in some of these incredibly high stakes situations to cultivate a better relationship with fear?

[00:22:32] SK: Nothing I can really think of. I don't know. Maybe some people meditate, or do yoga. I never did that for helping me get past anything I was ever scared about. I would just try to rationalize it. The first time you're getting ready to launch in the space shuttle, the first time especially, you think, “This is quite possibly the last thing I ever do.” You rationalize doing it by the fact that it's important. Hopefully, you think it's important. It's something that you've weighed the risk in your mind and maybe even beyond that, you look at the risk of certain failures and the probability of those things happening.

Then eventually, you come to terms with the fact that, “Okay, I've been trying to do this my whole life. I'm willing to accept this risk and knock on wood, hopefully it goes well.” Prepare for the worst and hope for the best.

[00:23:30] MB: How do you think about failure differently than most people would?

[00:23:34] SK: Well, I think failure is part of life. If we were so scared of failure that we would never try, then we wouldn't achieve the things that we have achieved in as a species. Imagine, the Wright brothers, if they were scared of not being able to fly that airplane the first time and we're worried they were going to fail, we wouldn't have the – if everyone was like that, we would still be tied to the earth.

I think failure is important. People that are really successful in life, they sometimes set their bar above what they think they're capable of doing. When I was learning to fly the F-14, I couldn't land on the ship very well at first. I failed the first time and they sent me home. During the daytime, I even had problems, which is not too uncommon, but it's never good to fail.

I got back to shore, and the squatter and CEO said, “Well, you pretty much scared the crap out of those instructors. We're not sure we're going to let you do this again.” They said, “Well, if you want, you can go fly a big airplane, like an airliner that doesn't land on the ship. Maybe that'd be easier for you. Probably would be.” I thought, “Well, I don't want to do that. Maybe I won't be able to land on the ship, if given a second time, a second chance.” I thought, “If I'm going to fail at something, I might as well fail at something I think I can't do. Rather than something that's easier.”

At least then, I'll know for the rest of my life, at least I tried and failed, rather than never try it all. I forget who said that. I think it's a really important trait that people have that are very successful, where they're willing to make mistakes and fail and try again. If you look at successful entrepreneurs in our society, many of them had failed many, many times before they finally hit the right set of circumstances and had some success. I think, failure is something that is good for people. It's good for our society. No one wants to fail. If you never failed at anything, you're probably not setting your bar high enough.

[00:25:50] MB: Yeah, that's a great perspective. I love tying that back into the story about landing on the aircraft carrier. I can't even imagine what that experience is like.

[00:26:00] SK: It's horrible.

[00:26:01] MB: How did you get another shot at doing that?

[00:26:04] SK: Well, they gave me the option and I said, “Well, I didn't really consider to fly in the big airplane much, because it's not what I wanted to do.” I was told, “Hey, you're going to have to do not just pass. You're going to have to do well enough that we know you're not going to be a danger to yourself, or your RIO in the back, or people on the flight deck.” The way I was able to get past it, actually, the Navy gave me this new RIO, an instructor. Def-14 doesn't have a controls in the backseat. There's never been a Tomcat with a second set of controls. When you're the pilot flying the airplane, it's all you.

The only thing that guy that you can do in the back really to help you is talk to you. I guess, if things got really bad, they can eject. Other than that, they don't really have control of the weapon system, but not flying the airplane. They teamed me up with this guy that was really good at helping guys that had trouble. We practiced on land. Eventually, he said to me, he goes, “You can fly this airplane okay. what I notice about you is that you're too comfortable when things are going along all right. You're too comfortable with the status quo, how things are.” Because you're not making very, very small positive corrections all the time, things never stay the same. They either get better, or they get worse.

As long as you're trying to make them a little bit better, you're more likely to have your situation not deteriorate to where you're flying in the – landing and the hook hitting the back of the ship again and potentially crashing. I took that lesson with me throughout my career and even in my personal life. That is, things never stay the same. We do not live in a static world. You're either going to improve and get better, whether it's a business, whether it's flying an airplane on a ship, the space shuttle, the space station, or you're going to get worse. To keep things from getting worse, you got to always be trying to make at least small improvements. That helped me, that philosophy.

[00:28:15] MB: That's a great philosophy. That anecdote reminds me a little bit of the theme that you have spoken about, and it's in your Go For Launch! program, the idea of not being, or I guess, the concept you have of the smartest person on the mission. Tell me a little bit about that.

[00:28:30] SK: Yeah. Well sometimes, I've seen people think that they are the smartest person in the room. Maybe that's sometimes the case, but usually, it's not. I think, recognizing that you don't know everything and why teamwork is so important is because people are good at different things, they have different perspectives and one person is not going to be able to do everything well. Knowing who has what skills, who's the smartest person that this or that is really a force multiplier in doing things that are challenging and difficult.

I would always try to seek out different opinions. After the Challenger accident, which was really a leadership management, leadership failure. NASA really reflected very much internally on our culture at NASA. One thing we learned was that we didn't give everyone the appropriate attention and voice that they should have had. Oftentimes, you could also get into the situation of groupthink, where if the smartest person thinks we should do something one way, then they drag along a lot of people with them, because those people think, “Well, that guy thinks we should do this this way, because he's the smartest person and let's just go along like sheep.”

We have this room at NASA now that we call the sports bar. It's not a bar. It's not about sports, but there's a lot of TVs in there and it's a mission management team room that has – where a lot of the really important decisions are made. There's a poster on the wall. The poster says, I think it's the greatest thing. It says, “None of us are as dumb as all of us.” Heeding that, sometimes you get this group thing together and you go off in the wrong direction. Now, certainly the corollary is also applies, is that none of us is smart as all of us, either. It's just a matter of figuring that out. Then we made some course corrections after Challenger and basically, made the same mistakes all over again with Columbia.

[00:30:47] MB: It's amazing how, even when you're aware of the perils of group think, how easy it is to fall into the trap and let those biases impact your decision-making.

[00:30:59] SK: Yeah. I mean, it happens. Happens a lot.

[00:31:02] MB: What are some of the other decision-making lessons that you learned at NASA and while you were thinking through some of those challenges?

[00:31:12] SK: For me, I've often been asked about decision-making style, leadership style. I found that it depends on the situation. Sometimes, as let's say, I'm the commander of the space shuttle, or the space station, I would know my crew members pretty well and know that, “Hey, that person is the expert on this more than I am. Hey, what do you think we should do? You decide. I'm going to just let you make the decision, because you're smarter about this than I am.”

Sometimes democracy is good, depending on this situation, what you're trying to decide. “Hey, let's just vote.” Majority wins, right? Oftentimes, you get opinions as the leader, other people's opinions and you make the decision. For me, it was basically gathering as much information as possible. Depending on the situation. I mean, sometimes you have to make a decision in an instant, like shutting down the main engines of the space shuttle with a certain failure. You have to decide yoursel, and make a decision right now that has the ultimate of consequences.

Then, other things can often wait. There's time to be the dictator, the authoritarian, and there's times when you can wait. I also have this philosophy that I use the NASA and I even use it throughout my personal life. It is when in doubt, do nothing, unless you have no choice. If there's any doubt, you’re probably better off not taking action.

[00:32:50] MB: Tell me more about that. That's really interesting.

[00:32:53] SK: Well, rather than making the wrong decision, it's better to just leave things as they are, I found. Certainly, there are times when you have no choice. There's a fire on the space station. What do we do? I'm not sure. Do we do this, or do we do that? The do nothing option is really not a good one. There are times when that doesn't apply.

[00:33:19] MB: What was the one of the scariest moments for you, when you were either in space or launching into space?

[00:33:26] SK: I would say, the worst personal upsetting scary, I don't know how you want to call it was for me, was January 2011. I was on the space station, halfway through my six-month flight. My sister in law, Gabby Giffords, my brother's wife was shot in Tucson, Arizona. I was actually even told that she had passed away. She died. She didn't, thank God. Yeah, that was pretty scary, challenging, hard to deal with, where you have this incredible – this horrific family tragedy and you can't be there.

I guess, other scary things, I don't know. First time you launch into space. Spacewalks are a little weird. I wouldn't say they're scary, but you're definitely – you have a heightened sense that this is not a natural environment to be working in when you are in a vacuum and you can feel how hot the sun is, when it's shining on you, or you put your hand on a handrail that is 270 degrees, you can feel that heat come through the glove. Or likewise, the sun goes down, and a few seconds later, now it's minus 270 degrees, and you're in a vacuum. You're flying around the Earth at 17,500 miles an hour. You're looking around and you see all these little holes in metal handrails that where they've been hit by micrometeorite debris and you think, “Wow. If one of those things hit my visor right now, I'd be in big trouble.” I'd be that guy on the Gravity movie that basically had his head – a giant hole torn through his head. It's an unnatural thing. I wouldn't say. It's almost like, it's so challenging and difficult and requires so much focus that you really don't even have the mental capacity to be scared.

[00:35:26] MB: That totally makes sense.

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[00:37:21] MB: What was that and this is maybe less directly relevant to the spacewalk itself. I've always read about that experience of the first time you see Earth from space, the pale blue dot. We're all this frail ecosystem all floating out there all by ourselves. What was that experience like?

[00:37:44] SK: Well, it's definitely an awe-inspiring thing. On my first flight, like I said, I didn't really look out the window. It wasn't until we got into space that about 20 minutes later, I just happen to glance outside. I was like, “Whoa, what is that?” I said to the commander. He said, “The hell is that?” He said, “Well, that's the sunrise.” I was like, “Wow.” As the sun came up, I just saw how brilliantly blue our planet Earth is. It's almost like, someone took the most brilliant blue paint and just painted it on a mirror right in front of my eyes. I don't know why people call it the pale blue dot, though, because it's not pale to me. It's the most brilliant blue you've ever seen. I could see they can call it the brilliant blue dot. It's definitely blue. There’s lot of water out there. I wonder why they didn't call it – instead of calling it the planet Earth, which means dirt to me, they should have called it planet water instead. I think that'd be better name.

[00:38:42] MB: Yeah, that's a good insight. We should be planet water. We’re made mostly of water. Pretty important.

[00:38:48] SK: Yeah. Much more important than dirt.

[00:38:52] MB: Interesting. Well, I think the pale blue dot comes from the old Carl Sagan book, that now they had the picture of a one-pixel blue Earth taken from one of the rings of, or one of the moons of Saturn or something. It was this tiny little thing that you can barely see.

[00:39:08] SK: Ah. It was more of a function of the camera, the technology of the time.

[00:39:13] MB: Yeah, exactly. It was from a crazy distance as well. Yeah. I mean, that's so cool. That's an experience I would like to have. Hopefully, commercial spaceflight can get there at some point.

[00:39:25] SK: Yeah. Right. SpaceX is signing people up.

[00:39:30] MB: That's right.

[00:39:31] SK: That's great. I mean, you might not be able to afford it now, but enough people do it and the price will come down.

[00:39:37] MB: Yeah. I'm hoping in 20 or 30 years, it'll be reasonably feasible to do. Earlier, you touched on a couple different times, actually, the theme of isolation. I mean, your biggest claim to fame, I think, is that you spent a year in space. How did you deal with that isolation? What are some of the ways that you coped with it?

[00:40:00] SK: I flew this six-month mission first, between 2010 and 2011. Generally, the last third of a flight that, people start to feel the anxiety of being in this isolated life, with a situation where you don't have as much control over your schedule, you don't have the ability to go outside. You feel the anxiety building and the walls closing in a little bit. When the idea came up about flying in space for a year for an astronaut, and also a cosmonaut, I was not initially that interested in it. Eventually, like many things, you get further from something that some negative aspects to it, you remember the good part and less the hard and challenging things.

I did want to fly in space again. I wanted it to be challenging, I wanted it to be different. Eventually, I warmed up to the idea that what would make this more challenging than the thing that was the hardest, which was being in space for a long time, and now it's going to be more than twice as long. Eventually, I thought, put my name in the hat for this. I did it with a lot of thought. I wanted to get to the end of the flight, with as much energy and enthusiasm as I had in the beginning. During the course of the mission, we had three different flight directors, and I wanted the guy that I had in the beginning, the mission control flight director, when he talked to the woman that was the last flight director I had, I wanted them to think that they had the same person on board.

The way I was able to do that, and get to that situation where I think I did, you'd have to ask them, but is that was about pacing myself, it was about having a schedule that balanced work and time for exercise and time to connect with my friends and family on the ground, balanced with hobbies. I made sure that as much as I possibly could, that the weekends were different than the weekdays. I didn't overwork myself on the weekend. Some astronauts can do that, because it's a unique experience, but I didn't think I could sustain that for a year. I found that having something to look forward to, that was only five days away, was much better for my mental state than thinking, “I'm just going to look to the end of this mission that in the beginning, was a year from the start.” I was so far away, I didn't feel I could even see the end of it from the beginning. I tried to think in very small chunks of time.

Mostly, the fact that it was part of my job to be there for a long time, it was part of my mission made it easier. I think in this situation we're living in now with this pandemic, if everyone on the planet consider that, “Hey, this is my job, that has an impact, not only on me and my personal health, but also on my family, my friends, and every other human, then I think it would make people be able to deal with this new reality we have easier.”

Now unfortunately, if people would just wear a mask and wash their hands and stay away from each other for a few weeks, this would be all over. It's shocking that we have people that just don't care, or they don't believe it's real, even though I have. I know a bunch of people that have died, that they wouldn't have died otherwise. It's really a shame that you have people out there that don't believe in science, they don't listen to the experts. One thing I learned at NASA is that everything we did was not rocket science. When it was rocket science, you need to get your information from the rocket scientist, not your buddy Joe on Facebook that claims to know what he's talking about. Trusted sources of information, experts, in government, media, whatever, the right people, not the wrong people that don't know what the hell they're talking about.

[00:44:16] MB: Yeah, that's such an important insight. I mean, one of the fundamental pillars of why we have this podcast is to try to teach people how to think and teach people how to rationally evaluate science, evidence, data, and make better decisions for their lives. I totally agree with that perspective. I think it's really important. On a slightly lighter note, I want to come back to something you touched on a minute ago, which is what would you do for fun on “weekends” in space?

[00:44:44] SK: You don't have the whole weekend. You generally get one day off. One day is devoted to cleaning the place. Bacteria and viruses grow in space faster, for some reason. We made sure we wipe down every surface that you put your hands on during the week, and something that you have to do here during the pandemic a little bit too. It's also important. In the spare time that you do have, I would read, I would write, I would watch TV shows, or movies. I just do little projects that aren't real science, but something.

There's a video of me playing with a little ball of water with some dye in it and throwing an Alka Seltzer in it and it looks like a planet is being formed. Those little things that you can then take with you, like wearing a gorilla suit and chasing around one of your crew members, those things. Also looking out the window, taking a lot of pictures of the earth. Just hanging out, chatting with your crewmates. Similar to what I do here at home, minus the gorilla suit.

[00:45:56] MB: Fair enough. I was just curious, because it sounded really interesting. I know your newest work is actually a children's book. What inspired you to write that?

[00:46:05] SK: Here's my new book, Goodnight, Astronaut. The inspiration was I wanted to write another kids book. Kids’ books are fun to write. The books that have a lot of words are a lot harder.

[00:46:18] MB: Fair enough.

[00:46:19] SK: One of the hardest things I've ever done. This is not as hard. It’s certainly a lot more fun. I was inspired by a book, The Right Stuff. I hope my autobiography memoir, inspires other kids like The Right Stuff inspired me. I also thought, having a book that could inspire some smaller kids that they can have big dreams and achieve them. The way I did it is I structured it around going to sleep as a bedtime story. Starting off when I was a kid and all the different places throughout my life that I've had the opportunity to sleep in that were different, like a submarine, or a ship, or an airplane, or a space station, or a space shuttle, those things. I came out on February 2nd and got some great illustrations by this young lady who is in her early 20s, lives in England. Izzy Burton. I think people will enjoy it.

[00:47:20] MB: Well, as the father of a three-year-old, I'm excited to check that out and add that to our bedtime stories for sure.

[00:47:27] SK: Yeah. I mean, what better bedtime story than a story about going to sleep?

[00:47:33] MB: Hey, I couldn't agree more. Scott, for somebody who's listened to this conversation and wants to put into practice one of the themes, or ideas that we talked about, what would one action step be for them that you would give them to take action in some way?

[00:47:50] SK: There's a lot of uncertainty in this world today, a lot of challenges, a lot of confusion with the economy, with the pandemic. Some people have it so hard. I mean, so much harder than me. I feel so fortunate that the pandemic hadn't hit me too personally. The economy, the downturn and the economy hasn't hit me too personally. One thing I'd like to leave, a thought I'd like to leave with people that are just having some really tough times, is reach out if you need help. There's no stigma around mental health treatment.

I know, we didn't talk about this, but I think it's an important message that people should have. That is, we're very willing to go to the doctor when we're physically sick. When it's a psychological problem, people aren't. At NASA, we didn't have a choice. I had to talk to two psychiatrists and two psychologists every two weeks for an entire year. In space, it was part of my job. Actually, I grown to enjoy it, actually. I found it helpful. I know people and especially kids are really struggling now. I just would hope and encourage them to seek help, because the help is out there. It's available. You just have to be willing to go and look for it and ask for it.

[00:49:12] MB: Yeah, such an important message and a great insight and many ways, echoes a lot of what we talked about in terms of mental toughness, and dealing with fear and challenging situations. Your mental health is vital. As you said at NASA, I mean, if you don't take it seriously, it could literally be life and death.

[00:49:29] SK: Absolutely. Yeah.

[00:49:32] MB: Scott, for people who want to check out your work, you and the latest book, where can people find you and all of these goodies online?

[00:49:40] SK: Oh, I think anywhere they sell books. Yeah. Not supposed to encourage one particular bookstore. I think, most places that sell books they can find different titles of book with a lot of words, book with a lot of pictures, kids’ books.

[00:50:01] MB: That's a good way to describe them. Well, again, Goodnight, Astronaut just came out. I'm personally definitely going to get a copy. Scott, thank you so much for coming on the show and sharing your stories and your wisdom.

[00:50:13] SK: Thanks for having me, man. I enjoyed the conversation. Good luck to you. Thanks.

[END OF INTERVIEW]

[00:50:18] MB: Thank you so much for listening to the Science of Success. We created this show to help you our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My email is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

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Thanks again, and we'll see you on the next episode of the Science of Success.

February 18, 2021 /Lace Gilger
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The Number One Reason Why You Resist Making Big Changes In Your Life with Jen Sincero

February 11, 2021 by Lace Gilger

***CONTAINS PROFANITY***

In this episode, we discuss how to identify and defeat the stories that hold you back, how to use your complaints as a compass to improve your life, powerful methods for creating permanent habit change, and we unmask the number one reason why you resist making big changes in your life with our guest Jen Sincero. 

Jen Sincero is a bestselling author, success coach, and motivational speaker who spent more than a decade traveling the world helping people transform their lives and their bank accounts via her public appearances, private sessions, coaching seminars, and books, including the New York Times bestseller You Are a Badass: How to Stop Doubting Your Greatness and Start Living an Awesome Life. Jen has since come out with more books in her You Are a Badass Series including her most recent, Badass Habits: Cultivate the Awareness, Boundaries, and Daily Upgrades You Need to Make Them Stick.

  • All self-development work comes from the awareness of stories and excuses you tell yourself

  • Your parents, your family, etc are majors creators of the limiting beliefs

  • Start paying attention to what you complain about the most. Your Complaints are a COMPASS to the stories that have you stuck.

  • Listen to what your friends talk about.

  • Once you catch yourself in your beliefs, only then can you start changing them.

  • Idea: write a letter to money about your relationship with it.

  • "Money flows to me easily and freely"

  • How mantras can change your identity and your perception of yourself.

  • What happens if you don't believe your new mantra, but you WANT to believe?

    • Start with desire.

    • Repeat the hell out of it.

    • Use it to counter your negative beliefs.

    • Find ways to prove it, shift your focus to finding ways to prove it.

  • We build the foundations of our reality by what we choose to focus on.

  • The uncertainty in life creates a primal need for security, familiarity, and the need to be right.

  • It's gonna get challenging, it's not an IF, it's a WHEN.

  • Identity is the biggest lever driving habit change.

  • A lot of self-transformation work comes down to getting very specific actions, thoughts, behaviors, etc

  • How do you infuse emotional charge into your habit change?

  • How do you write an emotionally charged mantra that can create identity change?

  • What are the specific words that create emotional excitement within your body? What thoughts, imp

  • Journaling - push yourself past the point where you feel like you've said everything you should say

  • What do you do when you put yourself out there and stumble the first time?

  • "New level, new devil" - the process never ends.

  • Mindset is a muscle, and you have to keep working it.

  • When you're shifting your identities and actions, if you don't have good boundaries it will be a major issue.

  • When you change a behavior, it has a ripple effect on everyone in your life.

  • What do you do when the people closest to you resist you changing your identity?

    • You can't change anyone. It's their choice how they live their lives. If you know they won't support you, don't tell them. Don't look for support where you're not going to get it.

    • Get new friends who will support you and cheer you on.

    • Make it all about you, not about them.

  • One of the NUMBER ONE REASONS people refuse to change their lives is the fear of losing or upsetting the people close to them.

  • How do you go about setting healthy boundaries to support habit and identity change?

  • Overwhelm is usually caused by vagueness. Specificity is the cure. To get yourself out of overwhelm you have to be specific.

  • Homework: Journal out all your thoughts and beliefs around an area of your life around an area you're unhappy.

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Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that).

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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Jen’s Website and Wiki Page

  • Jen’s LinkedIn, Facebook, and Twitter

  • YouAreABadass.com

Media

  • AZ Central - “'This (stuff) works': 'Badass' self-help author Jen Sincero talks candidly about new book” by Elizabeth Montgomery

  • USA Today - “‘Badass' author Jen Sincero eyes habits in new book: Here's how not to fail” by Erin Jensen

  • Medium - “What I Learned from Jen Sincero, Author of “You Are a Badass”” By Delaney Jaye

  • MarketWatch (BookWatch) - “How ‘Badass’ author Jen Sincero went from living in a garage to being rich” by Angela Moore

  • The Guardian - “Jen Sincero says she can make you a badass – has it worked for her millions of readers?” by Lauren Mechlin

  • Monster - “How best-selling author Jen Sincero went from being flat broke to earning seven figures” by Julia Gaynor

  • Huffpost - Jen Sincero Article Directory

  • [Podcast] Goal Digger - 282: Can You Be a Badass at Making Money? with Jen Sincero: With Jen Sincero and Jenna Kutcher

  • [Podcast] Superhuman Academy - HOW TO CHANGE YOUR LIFE & BE A TOTAL BADASS W/ JEN SINCERO

  • [Podcast] The Ultimate Health Podcast - 149: Jen Sincero – Make Money By Mastering The Mindset Of Wealth

  • [Podcast] Good Life Project - Jen Sincero: You are a Badass (at life and money)

Videos

  • Pix 11 - 'Badass' author Jen Sincero shares secrets to transforming your life

  • TEDxTalks - TEDxScottsdaleSalon - Jen Sincero - Freefalling into uncertainty

  • Adam Birke - Jen Sincero - How to Conquer Self Doubt

  • Jen’s YouTube Channel

    • Jen Sincero's Personal Journey From Loserville to Awesome City.

  • Bare Slate - On Our Way to Badass | Badass Habits by Jen Sincero | The Early Morning Experience

  • Afford Anything - Jen Sincero - How to be a BADASS at MAKING MONEY | Afford Anything Podcast (Ep. #75) | Audio

  • Successful by Design - You Are A Badass by Jen Sincero - Summary, Review & Implementation Guide (ANIMATED)

  • Jake Ducey - YOU ARE A BADASS AT MAKING MONEY | Jen Sincero | Best Ideas + Book Summary

  • BigIdeasGrowingMinds - You Are A Badass by Jen Sincero: Animated Summary

Books

  • Amazon Author Page

  • Badass Habits: Cultivate the Awareness, Boundaries, and Daily Upgrades You Need to Make Them Stick by Jen Sincero

  • You Are a Badass Every Day: How to Keep Your Motivation Strong, Your Vibe High, and Your Quest for Transformation Unstoppable by Jen Sincero

  • You Are a Badass at Making Money: Master the Mindset of Wealth by Jen Sincero

  • You Are a Badass®: How to Stop Doubting Your Greatness and Start Living an Awesome Life  by Jen Sincero

  • The Straight Girl's Guide to Sleeping with Chicks by Jen Sincero

Episode Transcript

[00:00:04] ANNOUNCER: Welcome to The Science of Success, the number one evidence-based growth podcast on the internet, bringing the world's top experts right to you. Introducing your hosts, Matt Bodnar and Austin Fabel.

[00:00:19] MB: Welcome to The Science of Success, the number one evidence-based growth podcast on the internet with more than 5 million downloads and listeners in over 100 countries. In this episode, we discuss how to identify and defeat the stories that hold you back. How to use your complaints as a compass to improve your life? Powerful methods for creating permanent habit change, and we unmask the number one reason why you resist making big changes in your life with our guest, Jen Sincero.

Are you a fan of the show and have you been enjoying the content that we put together for you? If you have, I would love it if you signed up for our email list. We have some amazing content on there along with a really great free course that we put a ton of time into called How to Create Time For What Matters Most in Your Life. If that sounds exciting and interesting and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com, you can sign up right on the homepage. That’s successpodcast.com. Or if you’re on your phone right now, all you have to do is text the word SMARTER to the number 44222.

In our previous episode we talked about the major factors that drive business value. How to build recurring revenue and the inside baseball of how to make the right choices when selling a business with our previous guest, John Warrillow. And now for our interview with Jen.

Please note, this episode contains profanity.

[00:01:52] MB: Jen Sincero is a best-selling author, success coach and motivational speaker who spent more than a decade traveling the world helping people transform their lives and their bank accounts via her public appearances, private sessions, coaching seminars and books including the New York Times bestseller, You Are a Badass: How to Stop Doubting Your Greatness and Start Living an Awesome Life. Jen has since come out with more books in her You’re a Badass Series, including her most recent book, Badass Habits: Cultivate the Awareness, Boundaries and Daily Upgrades You Need to Make Them Stick.

Jen, welcome to The Science of Success.

[00:02:27] JS: Thanks for having me.

[00:02:30] MB: Well, we're super excited to have you on the show today. Your work is tremendously impactful and I can't wait to dig into some of the key lessons and themes and ideas.

[00:02:40] JS: Me neither. Well, let's do it.

[00:02:45] MB: Well, to start out, I'd love to get to some of the fundamental pillars of, to me, which is really one of the most important ideas around whether it's habit formation, creating positive change in your life, changing your beliefs, etc. And this is the excuses and stories that we often get caught in and tripped up by. Tell me a little bit about that theme and how you've really approached solving it.

[00:03:12] JS: It's such an important place to start this conversation, because that is what is creating our “realities”, the stories that we tell ourselves. And we get into trouble when we just sort of blindly assume that it's the truth, but all this self-development work begins with becoming aware of the stories and excuses that you are telling yourself. And so the moment you start to be like, “Wow! Maybe I’m broke because I believe that you have to work really hard to make money, and I don't feel like working hard.” Or that you know it's not okay to make a lot of money. Or I suck at making money. Once you catch yourself in the specifics of the excuses and stories you're telling yourself, then you can start to question them and rewrite them, and that's where everything begins.

[00:04:04] MB: That's such a great insight, and it's so true that awareness has to be the first step. You have to – If you can't catch yourself in these thought patterns that are constantly creating self-sabotage in your life, it's very hard to ever really identify them or see how they're manifesting in so many different ways, in your behavior and your interactions with others.

[00:04:25] JS: Exactly. And then you just fall into victim mode. Victim of circumstance, victim of belief systems, and it's all empowering when you take the time to stop and become aware of what's going on.

[00:04:38] MB: So where do a lot of these stories about our past and about ourselves and about our identities, where do they come from?

[00:04:46] JS: Your parents. Really, your family, whoever raised you is definitely the deepest and the most prevalent. And then certainly society and the culture you grow up in. But it's mostly familial.

[00:05:02] MB: Yeah, it's so true. And I love the way you said that. I mean, it's funny the more personal development work that I personally do, I can totally see. Almost now I can hear – When I hear a thought, I go, “Oh, that's my mom.” Or, “Hey, that's my dad talking.” But it's so funny. And you think that these are your own thoughts, but really it's amazing how many stories from outside of ourselves that – And this is a key point, aren't true we're often telling ourselves.

[00:05:31] JS: Right. And back in the day, when we're little, we have to believe they're true because our parents are our method of survival, right? So if they don't know what's going on, we're screwed. So it's really important that we believe that what they're telling us about the way the world is because they're our foundation. So it's deep stuff.

[00:05:52] MB: And you get into this theme in Badass Habits. This idea that, in many ways, identity is one of the fundamental pillars of habit change and it's one that I think it's overlooked.

[00:06:07] JS: I think so too. I was so excited to put that in the book, because I think with habits, we tend to focus on the actions we take, which are important. But if you don't pay attention to the fact that you identify as somebody who sucks at making money or if you identify as coming from a family that has always had weight issues or if you identify as someone who's just intrinsically lazy or unorganized or whatever it is that you're lugging around, when you take the actions to change that habit, you're setting yourself up for failure. If you don't catch yourself in that story, question it, and then work on shifting your belief system around it.

[00:06:50] MB: So what are some of the pillars of starting to, first, identify and capture these beliefs? And then, second, start to break them down?

[00:07:01] JS: So I think one of the best places to start with creating an awareness is to start paying attention to what you complain about the most. Our complaints are amazing compasses for our negative beliefs. Just what are you always bitching and moaning about? And what are the specifics in those complaints that you've decided are the truth and are the reason that you can't find happiness or success? So I think complaints. I think listening to what your friends talk about is really revealing, because we tend to hang out with people who have the same belief systems as we do. And I also think journaling is a great way to catch yourself in what your beliefs are just stream of consciousness on a very specific topic. Write down exactly how you feel about it and what you think about it and then you can see it staring back on the page what you've got going on in your belief system. So that's the first step, is becoming aware.

And then once you catch yourself in your beliefs, you start to question them. So for me, my whole foray into self-helpism just started with finances. Like I was a train wreck financially up until my 40s. And when I started doing this work and reading all the self-help books and getting coached, it always started with what I just said, becoming aware. And I became aware through – I wrote a letter to money. It was one of the exercises I did that was so sobering. There was lots of I wish I had more of you, and I love it when you show up, but I don't trust you, and I think I’m a dirty bad person for wanting more of you and you're not going to stick around. And so I got very aware of what my beliefs were around money. And through that process I became aware that I felt very constricted and very cut-off from the flow. Like I literally felt like the people who made lots of money were a different species than I was. So it was unavailable to me. It was going to be really hard and totally fun free to make it and just that I was going to lose all my friends and be a sellout. So I had all these beliefs and through a process that I actually break down in Badass Habits. I rewrote that story and basically created a new mantra for myself that was money flows to me easily and freely.

And so, for me, the words freedom and ease and flow –Oh my God! It was everything. It felt so good. Now I didn't believe it right away. You don't have to believe that money flows to you easily and freely when you're a 40-year-old financial loser living in a garage. But more importantly, it brought up emotions and it really spoke to my old stories and my old excuses. The new words countered them and sort of like intercepted them with an energy and emotions of excitement, and that's what you're looking for.

[00:09:58] MB: There're so many different ways I want to dig into this, because money is such an interesting topic especially. But before we talk a little bit more about that, tell me about this mantra. I love that mantra. And I understand the concept of creating a mantra intellectually. How do we get that to stick emotionally at a subconscious level?

[00:10:19] JS: By first making the decision to accept it. Again, as I said, like I didn't believe it totally, but I wanted to believe it. I wanted that to be my truth. So it's really about the desire and the decision to accept it. So that's where you start and then you repeat the hell out of it out loud in the car all day long every time you want to say, “I can't afford it,” or whatever, any of your negative beliefs are. You insert that. And what that does is – This is the thing that's really happening on a subconscious level that I think is so fascinating. We basically build the foundations of our “reality” by what we choose to focus on. So if my mantra is I can't afford it. I am constantly looking for proof and opportunities to prove myself right and to make my reality solid, right? We need solid reality in this world, because we're on a ball in infinite space. So we're always looking to be right and we're always looking for some kind of truth to hang our hats on.

So unfortunately what happens is when the focus is on something we don't want, we subconsciously prove it anyway. So I was like, “I’m 40-years-old. I’ve got 40 years of proof that I suck at making money. I’m living in a garage. I’m driving a car that doesn't work.” I had all this proof that I sucked at making money and I can't afford it.

When I shifted my focus to money flows to me easily and freely, because I’m still on a ball in infinite space and I still need to prove that reality true, I started looking for proof and opportunities that were always there, but that I literally could not see because I was so busy proving I can't afford it to be the truth. So that's how it starts to seep in. And even if it was just finding a dollar on the road or getting a freelance job out of the clear blue sky, like that started to build the new foundation of money flows to me easily and freely. And I would accept opportunities and invest in myself in ways I never would have before because I was looking to a different truth and it opened me up to all the things that I would immediately have slammed the door on before.

[00:12:34] MB: Tell me a little bit more about our need to prove ourselves right.

[00:12:38] JS: Oh! It's so fast – I mean, really, if you just even listen to how we speak just like, “I told Shirley that if she goes out with that guy one more time, he's going to dump her. And look what happened?” Like we'd love to tell stories about how we're right, and we do it on a conscious level, but also so much on a subconscious level. And this need to be right really is about security. I think it's a very primal need, because sort of like what I was talking about with the parents, like what your parents tell you you have to believe is right. Because if that's not true and right. Oh my God! There's no solid ground to stand on.

So we find our – Our righteousness comes from needing this solid ground because life is so uncertain and because what the hell is this cartoon that we're zipping around the universe participating in? So I think it really is this primal need for security. And we talk about the comfort zone a lot in the self-help world. And that's what that's all about too, is I prefer to call it the familiarity zone, because I don't think our comfort zones are usually very comfortable per se. But we need the familiar. We need the known. We need to be right because it's like a security blanket.

[00:13:53] MB: Such a great insight, and I love the image of this whole idea of reality is this absurd cartoon that we're all zipping around in, which is fundamentally true. But yeah, that's a great perspective, and the idea that we need certainty, security, familiarity, and we'll cling to it again and again even when it really is causing us harm and pulling us away from what we really want in life.

[00:14:14] JS: Right. It's amazing. I always think of Bugs Bunny holding up that sign like, “Silly. Ain't we?” Like it's ridiculous what we'll fight for. Fighting for the right to be right about the fact that we suck or whatever. It's insane.

[00:14:30] MB: Yeah. When you get that perspective on it, it really shines a light on your subconscious and how the mind works. And that brings me back to what you touched on a minute ago, which is the concept or the topic of money. And I love the notion of writing a letter to money about your relationship with it. Why is that an area where so many people have hang-ups?

[00:14:51] JS: Gosh! I think because it touches on so many things. I mean I think maybe it's the need to be right. I feel like maybe we can boil it down to that where maybe we need to be right that rich people are amoral because we're not rich, and therefore we get to be on a higher moral standing than the people who make money of focus. Or maybe we've never been successful at making money. So we've decided it's really hard, and that makes us feel okay about ourselves. I think there're a lot of reasons, and I’m always baffled by why we've criminalized the making of money. If I said to you, “I’m going to go out and I’m going to get super rich next year.” We immediately go to the thought that, “Well, if you're going to do things that rape and pillages the planet or harm other people or you're going to compromise your morals if you set out to get super rich. We immediately tend to go there even though so many people do incredibly beautiful things for and with their money.

Certainly, there's horrible greed and incredible suffering caused by that. But there's also this incredible –I mean, money does amazing things for us every single solitary day. Like my heat is on right now because I can pay for it. That happened because of money. And we tend to blow past that and focus on the negative stuff, and it's very harmful.

[00:16:18] MB: I totally agree. And without going down this rabbit hole too much, a previous guest on the show, John Mackey, the founder of Whole Foods and author of Conscious Capitalism. We talked a ton about this idea that business and capitalism can be moral goods if you really conceive of them the right way. And it's so easy to coming back to our parents, right? Have these stories about money, about lack, about success that can really sabotage us.

[00:16:47] JS: Yeah. And I just want to say, for the most part, our parents are usually doing it because they're unaware. They're not bad people who are trying to sabotage your life. But that's what they were told was true. And so it just gets passed down from generation to generation until somebody stops and it's like, “Hey, wait a minute. Is this true for me? Do I want this to be true for me?” And they start questioning everything.

[00:17:10] MB: I sometimes think back to I wonder how long this almost chain of trauma has gone back. When did it start? I mean it could be hundreds of years ago in some cases. Some random experience from your ancestors that you never even met and yet that has created this behavior pattern through generations that could have a huge impact on your life right now.

[00:17:34] JS: Yeah, it's incredible. It really is. And it's so powerful. And I remember back in the day when I was starting this work. I was like, “Come on! Can’t be that simple.” Like I change, I look at my thoughts and I rewrite them and I refocus like whoopty-do. Like I’ve really been living in a garage since for the past five years and it was that easy. So I think we try to make it a lot harder than it needs to be. And I’m not saying it's not challenging and I’m not saying there is hard work involved, but it's the reason that we're always screaming and yelling about your thoughts, beliefs and words, is because it really matters, and that identity that is formed around that dictates all the actions you take.

[00:18:12] MB: And it reminds me of something. I forget which book you said it in or maybe it was a speech or something, but this idea that it's not your fault necessarily that your parents might have imparted these beliefs on you. It's probably not even their fault. But it is your fault if you don't do anything about it.

[00:18:28] JS: Yes. If you have been told that you can change your awareness and you still choose to participate in victim mode, then that's on you.

[00:18:40] MB: This week I’m extremely excited to announce our sponsor for this episode, Canva Pro. Canva Pro is the easy to use design platform that has everything you need to design like a pro. Whether you're a professional designer or you're just getting started, Canva pro can help you boost you and your team's productivity and creativity. It's quick, easy and an affordable way to design whatever you need. No matter what you're creating and sharing, Canva pro has everything you need in one place including a collection of over 75 million premium photos, videos, audio and graphics. Plus Canva Pro comes with time saving tools to simplify and speed up the creative process.

Canva is awesome and I’ve used it for many, many things in the past. It's super simple. They have templates for everything you can imagine, from presentations, to videos, to Instagram posts. The last thing that I personally used Canva for was to make a new logo for my wife's business. And there's no idea too big or too small for Canva Pro. Really, you can use it for whatever you want, whether you're a creator, whether you're a student, an entrepreneur. It's a great way to build incredible content in a quick, easy and affordable way.

Right now you can design like a pro with Canva Pro. Our listeners can get a free 45-day extended trial when you use our promo code. Just go to canva.me/success to get your free 45-day extended trial. That's canva.me/success. C-A-N-V-A.M-E/success. For your 45-day extended trial, start today.

[00:20:29] MB: So tell me more about how this really fits into the puzzle of habit change.

[00:20:36] JS: Because is if you decide you are going to start running every morning, let's say that's your new habit, but you still are clinging to the idea that you're lazy and that you're un-athletic and that you've tried to start running a million times before and you've never stuck with it. If that's your identity that you're clinging to, no matter how much excitement you have out of the gate or how nice your new running shoes are, you're not going to stick with it when it gets hard, because it's going to get challenging. That's not an if it does. It's a when.

So when it gets challenging, if your identity is not on board, if you haven't really sat and thought about what you've got going on as far as your thoughts and beliefs go, you're going to drop the ball. This is why so many people fail at their New Year's resolutions. It's one of the reasons is that they don't work on the identity. They get their actions together. They know what they're going to do, but they haven't spent any time thinking about what they believe about it.

[00:21:38] MB: Great insight, that if it's going to get challenging, it's when is it going to get challenging.

[00:21:43] JS: Yeah, you would have done it already if it wasn't going to get challenging.

[00:21:47] MB: Yeah, that's a great point. And you had a great personal story that fits into this idea with smoking. I'd love to hear that.

[00:21:56] JS: So love – I still love smoking. I’m going to start again when I’m 85. That's my plan. And I tried to quit a zillion times and I kept not doing it. And the time that it really stuck, I haven't had a cigarette in about 30 years, was when I shifted my identity around it. And instead of being an ex-smoker who's trying to quit, I became somebody who's healthy, who takes great care of her body. So that didn't even factor in smoking to it at all. And so you get into the specifics of that. So what is somebody who has that identity? What does she do for fun? What does she do for exercise? Who does she hang out with? What does she do when she passes somebody on the street who's smoking a cigarette? Like get some specifics down of the identity of somebody who operates like that and start adopting the specifics. It's all about specifics.

So the difference there is once I really sort of got my identity wrapped around that, next time I was out at a bar with a bunch of friends having a cocktail, which was usually when I would drop the ball on my quitting smoking quest. Because I was somebody who took care of her body who was really healthy, I didn't even enter into the negotiation about whether or not I was going to just have a drag. What's one cigarette? It's not going to kill me. Come on. What's the big deal? Because that wasn't part of my identity. If I was still the ex-smoker who was trying to quit, I would have entered into those negotiations. And once you start negotiating, that is the crack in the facade and you're screwed. So by having this identity where it doesn't even factor in smoking, it's as absurd as me negotiating whether or not I’m going to have a bottle of vodka for breakfast, because that's not who I am. It has nothing to do with who I am. So it really saves you from getting into that deadly negotiation process.

[00:23:45] MB: Yeah, the idea of negotiating with your old identity or whatever you're struggling with. I’ve certainly had that experience, and I’m sure we all have this idea that you have this mental dialogue, “Well, I’ll have one little bite. I’ll have one piece. I’ll just do it this one time and tomorrow I’m going to be better.” It's a trap.

[00:24:04] JS: Yep, absolutely.

[00:24:07] MB: So I agree with this notion that, yes, if you can change your identity, you'll almost create habit change much more effortlessly. But the hard part then is how exactly do you really think about creating that identity change and what does the work of that really look like?

[00:24:23] JS: It's about getting into specifics of thoughts, beliefs and words and actions of how that person behaves. And sometimes it's helpful to have a role model to be like, “Well, what would so-and-so do right now?” Somebody who's already got the identity that you're hoping to adopt and getting into the specifics of what that person does around this habit. So again, it really is about taking, I don't know, three or four minutes to get clear on the specifics of that identity. We'll use a smoking example again. What do I do when I pass somebody walking down the street smoking a cigarette? Do I even comment on it if I’m somebody healthy who takes care of her body? Do I cross the street because smoking's disgusting? How do I talk about cigarettes? How do I talk about what I love to do after eating a big meal or having a cocktail? Like really get in the specifics of what you can do instead of what you used to do when you had your old identity or just what you're doing now because you're to this new person.

A lot of this self-transformation work comes down to getting very specific about beliefs and words, and it's not hard. You just got to take the time to do it and to make sure that there's emotional charge around whatever the new stuff is, because we are creatures that are motivated by emotion, not necessarily logic for better or worse. So even though your logical brain would say, “I have been a chain smoker since I was 16. So I’m a smoker.” Your new thought is I’m somebody who's healthy who takes care of her body. So you don't have to believe it right away. So that's a really important part about this. You don't believe it right away, but you do have to make the decision to accept it, because you're not going to believe it right away. And that decision to accept it is going to be a hell of a lot easier to stick to if there's emotion around it. So I’m somebody who's healthy who takes care of her body feels really good on an emotional level. That has meaning to me. That has juice. So it's got to have juice or else it's not going to work.

[00:26:35] MB: How do we infuse that emotional charge into our new beliefs and thoughts?

[00:26:41] JS: By choosing your words wisely. So that's where – I have an exercise in Badass Habits about how to write a new mantra for yourself, and this is all around that thing of identity. So you first get clear on the specific words that correlate to your belief system around the negative aspect of the habit that you're trying to change and then you go through this process where you start to rewrite it and you play with different words and you keep the ones that have real juice, so flow and ease and freedom. For me, when it came to money, that was everything. Like those were my words.

So it's super important, because otherwise then you're going to write a mantra or try to shift your belief to something that's just a bunch of crap that you're not emotionally invested in, but you've got to really – You can feel it in your body. When you say things that excite you, it's different than when you say things that don't excite you. So you know. So you're just taking a moment to really connect with the beliefs and the words and seeing how you feel it in your body.

[00:27:44] MB: Yeah. That's a really good insight. Do you typically do this or envision this as almost a journaling exercise? And is it kind of a one-time thing or are you iterating it over a series of days, weeks? How do you approach that?

[00:27:56] JS: Oh, yeah. Listen, I am a renowned journaling. I can't stand journaling. So I only tend to do it when I’m desperate. But yes, absolutely, I think writing it down is so important, because if you just think your thoughts, you lose the specifics, right? They sort of come and go, and sometimes you can think thoughts you don't even realize you're thinking. So that's why writing stuff down is so helpful because then it's staring back at you on the page. And I certainly I don't know about you, but I’ve had experiences where I’ve just been journaling free flow and then I go back and look at what I’ve written and I’m like, “Wow! I don't even remember writing that. I didn't wasn't even aware that I believed that.” So I think writing it down is really, really super helpful. And then you get to see those specific words and you get to capture which ones have the most sway over you.

[00:28:44] MB: Tell me a little bit more about your perspective on journaling.

[00:28:48] JS: I think it's also really important when you're journaling to go past the point where you would normally stop. So if you think you've written everything down that you know to be true or think to be true, that's usually very coming from your conscious mind. So if you push yourself past point where you're like, “Oh, I got nothing left to say.” That's kind of where the more hidden stuff comes up. So I always recommend people go a couple pages or five minutes past where they think they should stop and see what comes up then.

[00:29:19] MB: That's a great insight, and definitely a very insightful way to really pull some real meat out from a journaling session. I want to come back to a question that's interrelated to all this, which is if you –Let's say you're working on habit change, identity change, and you've done a lot of this mantra work and you go, you're pushing yourself outside of your familiarity zone and you take that first big leap and you fall flat on your face. How do you recover from that?

[00:29:51] JS: Again, it really depends on your beliefs around what that means. Does it mean that you're in the game and you're out there doing it? You're taking action and you screwed it up and now you have new information? It's a learning experience. Or do you decide that it means that you suck and that you failed and that you're never going to be any good at this and it's time to quit? It all depends on how you look at it. So that, again, like you're always being aware, because our thoughts are so sneaky. And especially if it's thoughts and beliefs that we've held on to since childhood, those have very deep grooves in our brains, right? So you're rewriting. You're re-digging these grooves. So this whole self-transformation thing is all about consistently staying aware of what's going on as opposed to being led around by the nose by past reactions.

[00:30:51] MB: Yeah. It comes back to the same thing fundamentally, right? Is can you see how your beliefs are still potentially shaping your behavior. Even after you think you've done the work, there can always be more of these stories of these limiting beliefs down the road that can crop up and sabotage you. And often they hit when you're down, when you're struggling, when you're dealing with something that's really difficult.

[00:31:11] JS: Yeah, I mean you're always doing the work, always. So new level, new devil. Once you have one breakthrough in one area – And it's like a muscle. I always talk about going to the spiritual gym. You've got to stay on this. Like you've got to always be reading a self-help book or listening to motivational talks or working with a coach or an accountability partner. You don't get to go to the gym, get into shape and be like, “Sweet. I’m done.” You got to keep working that muscle. So mindset is a muscle. And you've got to stay on it or else you will slide back. There's no doubt about it.

[00:31:43] MB: I couldn't agree more, I think that that's really important. The gym analogy is perfect, right? You don't get in shape one time and then stop going to the gym forever. And motivation, inspiration, mindset it's the exact same thing.

I want to come to another topic that to me was a really interesting idea and something that I know I’ve personally struggled with, which is boundaries. And I thought it was interesting to have a section that focuses on boundaries in a book about habits. So tell me why you decided to include that.

[00:32:11] JS: At first, mostly just because I was really excited to write about boundaries. And then you knew I was going to be writing this book about habits and I was like, “Oh my God! This is the perfect place to put this.” Because when you're shifting your identity, when you're shifting your actions, if you don't have good boundaries, you are going to make it so much harder for yourself. Because when you're shifting your identity, it shifts everything around you and especially your relationships, because everybody who's in your world right now knows you as a certain person.

So when you shift your identity and you say, “Hey, you know what? I’m not going to smoke anymore.” All your buddies who are your smoking buddies, that's going to affect them. If you start working out more and you’re hanging out with a bunch of lazy slobs who like to sit around and watch TV all day. That's going to affect your relationships with them. So we don't really think about it, but when we change a behavior it absolutely has a ripple effect through everybody in our lives and especially the people closest to us. So I’ve got to say the one question I get the most hands down every single time I do any kind of talk is what do you do when the people closest to you don't support the changes you want to make in your life? And the reason it comes up so often is because of this. When you shift your identity, it threatens the relationship that you have with the people closest to you as your old self, because you're killing off your old self basically and that tends to upset the people who love you.

[00:33:44] MB: So what do you do when the people closest to you –

[00:33:48] JS: Okay. So my first piece of advice is always you can't change anybody, unfortunately. I have tried. It is their choice how they respond to their lives. So if you know that they're not going to be supportive. If you know they're going to make fun of you or tell you why it's not going to work or fill you with worry and doubt and all that lovely stuff, you just don't share it with them. Sometimes we live with them and it's harder, but I highly recommend not looking for support where you're not going to get it. So you just don't really share it with them. And you also go out and make new friends who are going to support you and share their resources and cheer you on. And that's why I joined so many coaching groups back in the day, because I didn't know anybody. None of my friends were excited to change their financial situation. And quite frankly a lot of them made a lot of fun of me about it. So I wasn't getting the support where I needed it. So I went out and got it somewhere else.

And sometimes it gets so bad that you lose those relationships. And I think that this is one of the number one reasons why people refuse to change their lives, is the fear of losing the people closest to them. And certainly that is enormous. But what are you going to do? Play small and not be who you're here on earth to be because it's going to upset your sister? I mean, that's a great recipe for a lot of resentment and passive aggressiveness.

So getting back to boundaries, when you decide to change a habitual behavior of yours, you have to set up boundaries and tell your friends, tell your drinking buddies that, “You know what? I’m going to AA now. I’m not drinking anymore. So I love you, and I’m not going to meet you at the bar anymore, and I’m not going to be around alcohol anymore. So this is a boundary I’m setting up. So please respect that.” And they can either do it or not, and that's their choice. But setting clear boundaries is so, so important because otherwise you really – It's really hard to quit drinking when you're sitting in a bar.

[00:35:59] MB: How do you approach it specifically if these changes will put you at a cross purpose with maybe somebody who's really close family member or close friend? Do you modify your approach at all?

[00:36:11] JS: I’m not sure what you would modify it from. I think you always want to be thoughtful. And I always recommend making it all about you, not about them. So just being like, “This is what I’m doing. I would love your support. You're one of the most important people in my life. This is what I need from you for support. And if you can do that, I would be super happy.” You can tell them what you need, and whether or not they do it is none of your business really.

[00:36:42] MB: So tell me more about the concrete activities. And you obviously just touched on this a little bit. But how do we actually go about setting these boundaries? What does that really look like?

[00:36:52] JS: Well, first you identify the specifics of what kind of time and physical space and emotional space you need in order to carry out this new habit. So let's say you've decided you're going to learn Italian. That's your new habit. Maybe now you have to take that time from something else you were doing. So you tell some friends that you're not going to be able to chat on the phone with them for as long as you used to. Or you ask your partner to pick up some slack in the middle of the day when you have class and maybe you'll pick it up at the end of the day when they need something. First you get clear on what you need and then you tell the people around you what you're doing and lay down the boundary. There're all sorts of boundaries. There're boundaries where you bust yourself on the fact that you're trying to control somebody's life. A lot of times we do this with our kids. Or we're letting somebody control our lives. There're boundaries where – This is a real common one for the ladies where we say yes to everything when we really don't want to. But there're also boundaries where we say no to everything when we prefer to say yes or it would be better for us to say yes.

So I think it's about, once again, stopping and taking stock and becoming aware of how you're operating. And once you've established this new identity of yours being like, “Okay. Well, where do I need to set up a boundary so I can get up and run five miles every morning or so I can successfully quit smoking?” What kind of boundaries do you need to set up? And it's all about taking the time and getting into the specifics. And, again, that can take five minutes. It doesn't need to be a whole college career.

[00:38:38] MB: I think that's a really important recurrent theme that you've brought up several times, which is this idea that it doesn't need to be rocket science. It doesn't need to be over thought. But it's really about setting aside a little bit of focus to map out very specifically what it is you need to be able to create that habit change and that identity.

[00:39:01] JS: Yeah. I’m really hit on that point a lot, because after coaching so many people for so long, I see overwhelm as one of the biggest killers of all forward movement. And overwhelm nine times out of ten is caused by vagueness. I’ve got so many emails to answer. Oh my God! I can't even answer one. And then you're like, “Well, actually how many do you have to answer and exactly how long is that going to take?” Like usually it's maybe five ten minutes. So it's like we make ourselves insane and create such drama over stuff that doesn't even exist really most of the time. I mean sometimes, yes. Sometimes we have enough more than we can chew. But the majority of overwhelm is drama.

[00:39:43] MB: Yeah, I think I remember you saying – We're doing some of our research we found a clip where you said something around specificity will set you free or something like that, which I thought was such a great insight.

[00:39:53] JS: Yeah, and that specificity doesn't take long either. So it's like to get yourself out of overwhelm, you've got to be specific. And don't get into overwhelm about the specifics of getting yourself out of overwhelm. It doesn't take that long really.

[00:40:05] MB: There's an old saying that I’ve always heard, which is how do you eat an elephant? And it's one bite at a time, right? So just figure out what's that bite and then take it and then take the next one and take the next one.

So for someone who's listened to our conversation and wants to concretely take action to start to implement and put into practice something that we talked about today, what would be one action item that you would give them?

[00:40:29] JS: To journal out all of their thoughts and beliefs around an area of their lives that they are unhappy with. And then the second thing would be to rewrite those thoughts and beliefs with words that cause emotional reactions in the body, positive emotional reactions in the body.

[00:40:48] MB: I think that's a great insight and it really lines up with everything that we've talked about today and everything that you've shared. Jen, for people who want to find out more about you, all of your work and your new book, where can they find you online?

[00:41:02] JS: They can go to youareabadass.com or jensincero.com. They both go to the same place. It's J-E-N-S-I-N-C-E-R-O.com and same on Instagram and Facebook, Jen Sincero.

[00:41:15] MB: Well, Jen, thank you so much for coming on the show, for sharing all this wisdom. So many great insights into identity and stories and beliefs and how we can really create proactive, productive change in our lives.

[00:41:29] JS: Thank you so much. This was a really fun conversation.

[00:41:32] MB: Thank you so much for listening to the Science of Success. We created this show to help you, our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener email.

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February 11, 2021 /Lace Gilger
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Creating Value In Business, Automatic Customers, and the Art of Selling Your Business with John Warrillow

February 04, 2021 by Lace Gilger

In this episode, we talk about the major factors that drive business value, how to build recurring revenue, and the inside baseball of how to make the right choices when selling a business with our guest John Warrilow. 

John Warrillow is the founder of The Value Builder System™, simple software for building the value of a company used by thousands of businesses worldwide. His best-selling book Built to Sell: Creating a Business That Can Thrive Without You was recognized by both Fortune and Inc. as one of the best business books of 2011 and has been translated into 12 languages. John is the host of Built to Sell Radio, ranked by Forbes as one of the world’s 10 best podcasts for business owners. In 2015, John wrote another best-selling book, The Automatic Customer: Creating a Subscription Business in Any Industry. John completes the trilogy with his latest book, The Art of Selling Your Business: Winning Strategies & Secret Hacks for Exiting on Top (being released Jan 12, 2021). You can follow John’s work by signing up at BuiltToSell.com.

  • What are the major factors that drive business value?

  • A business has to be able to THRIVE without the owner

  • A business is like your kids - you want them to be happy functioning adults, you want them to succeed on their terms - without you

  • Your job is to get your company to a place where it can stand alone

  • If you get this wrong, you often get stuck in long term earnouts or as a minority shareholder in your own company

  • If you can structure your company to run without you, you have the "ultimate poker hand"

  • Having a BATNA helps drive more effective decision making

  • What are the major drivers of building a company that can thrive without you?

    • Build recurring revenue (it doesn't have to be in a software company) - simple recurring revenues for things like service contracts

      • "Yeah yeah I know... but..."

      • The biggest impediment to coming up with a recurring revenue model is often owners trying to "boil the ocean"

        • Niche down / segment your customers by buying behavior and try to create homogeneous customer buckets based on BUYING BEHAVIOR.

    • The six forms of recurring revenue

      • Consumables - what do your customers run out of?

      • Sunk Money Consumables - buying a razor and then the razorblades

  • The "slow reveal" when selling and how to keep control over the sales process

  • Questions to avoid answers for acquirers

    • "What do you want for your company?" / "What do you think is a fair price?"

  • Classic mistakes that sellers tend to make

    • No-shop clauses in an LOI

    • Tell the acquirer that you will do the deal on one condition "no retrading"

    • Positioning your business in an industry with a low valuation multiple

      • Approach this as "staging" your house vs "renovating" your kitchen

  • The critically important relationship between price and terms

  • Major drivers and differences between price and terms

    • Working capital numbers

    • Earnouts

    • EBITDA Adjustments / Addbacks

      • TTM?

      • Last year?

      • What adjustments

  • Homework: Think about your "pull factors" (something you're excited to go do next) and "push factors" (what frustrates you about your business) - go TO something, don't leave something behind.

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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • John’s Website    

  • John’s LinkedIn, Facebook, and Twitter   

  • Value Builder System 

  • Built to Sell Radio

Media

  • IT News Online - “Recent Survey Reveals Almost Half of All Business Owners Plan to Exit Within the Next Five Years, Shifting Their Exit Timeline Up By 20 Percent” - ACCESSWIRE

  • BizJournals.com - “Taking care of your employees goes beyond their safety” by Brian A. Trzcinski 

  • Reach Further - “4 Ways to Turn Your Service into a Sellable Product” by Angela Bao

  • Herald Tribune - “Are you too involved in your business?” by David Zink

  • Author Directory on Inc, Forbes, Entrepreneur, Business Insider, The Globe and Mail,

  • [Webinar] Score.org - “Productize - Steps for Turning Your Service Into a Product”

  • Medium - “Built to Sell by John Warrillow” by Chaitan

  • The Reluctant Salesman - BOOK REVIEW: The Automatic Customer By John Warrillow

  • [Podcast] Scaling Up Services - 094: John Warrillow

  • [Podcast] Bacon-Wrapped Business - Building A Business To Sell With John Warrillow

  • [Podcast] Jake Jorgovan - 155: Building a Valuable Company with John Warrillow

  • [Podcast] Inspired Insider - [Sweet Process Series] How to Build a Business That Can Thrive Without You with John Warrillow of Built to Sell

Videos

  • John’s YouTube Channel

  • Book Video Club - "The Automatic Customer" by John Warrillow - BOOK SUMMARY

  • BestBookBits - Built to Sell | John Warrillow | Book Summary

  • The Innovation Show - EP 91: Creating a Business That Can Thrive Without You 'Built to Sell' author John Warrillow

  • Self Made Man - How To Sell Your Company For Millions… with John Warrilow

  • SuperfastBusiness - John Warrillow Shares Subscription Business Tips From The Automatic Customer Book

Books

  • Amazon Author page

  • The Art of Selling Your Business: Winning Strategies & Secret Hacks for Exiting on Top Jan 12, 2021 by John Warrillow

  • The Automatic Customer: Creating a Subscription Business in Any Industry  by John Warrillow

  • Built to Sell: Creating a Business That Can Thrive Without You  by John Warrillow , Bo Burlingham

  • Drilling for Gold: How Corporations Can Successfully Market to Small Businesses by John Warrillow

Episode Transcript

[00:00:04] ANNOUNCER: Welcome to the Science of Success; the number one evidence-based growth podcast on the Internet, bringing the world’s top experts right to you. Introducing your hosts, Matt Bodnar and Austin Fabel.

[00:00:19] MB: Welcome to the Science of Success, the number one evidence-based growth podcast on the Internet with more 5 million downloads and listeners in over a 100 countries.

In this episode, we talk about the major factors that drive business value, how to build recurring revenue, and the inside baseball of how to make the right choices when selling your business with our guest, John Warrillow.

Are you a fan of the show and have you been enjoying the content that we put together for you? If you have, I would love it if you signed up for our email list. We have some amazing content on there, along with a really great free course that we put a ton of time into, called How to Create Time for What Matters Most in Your Life. If that sounds exciting and interesting and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com, you can sign up right on the homepage. That successpodcast.com. Or if you're on your phone right now, all you have to do is text the word smarter. That's S-M-A-R-T-E-R to the number 44-222.

In our previous episode, we discussed the powerful science behind why being hard on yourself often backfires, and how you can harness self-compassion to be healthier, happier, and more productive with our previous guest, Kristin Neff.

Now, for our interview with John.

John Warrillow is the Founder of the Value Builder System, a simple software for building the value of a company used by thousands of businesses worldwide. His best-selling book Built to Sell: Creating a Business That Can Thrive Without You was recognized by both Fortune, and Inc. as one of the best business books of 2011, has been translated into 12 languages. John is the host of Built to Sell Radio, author of the best-selling book The Automatic Customer, and has completed his trilogy with his latest book, The Art of Selling Your Business: Winning Strategies and Secret Hacks for Exiting on Top.

[00:02:15] MB: John, welcome to the Science of Success.

[00:02:18] JW: Good to be with you, Matt.

[00:02:19] MB: Well, we're very excited to have you on the show today. I'm a big fan of your work. The Value Builder System is such a great framework for thinking about and really approaching the way to structure and analyze your company.

[00:02:33] JW: That's great. Yeah. No, I appreciate that. Yeah, it's a systematic way to think about what drives the value of your business. I find, valuation is a very esoteric concept that's very nebulous, where people use a lot of buzzwords and acronyms to try to describe what essentially are a couple of major unique pillars that drive the value of your company. Our goal is to simplify that for entrepreneurs and teach them how to just drive up the value of their business.

[00:03:02] MB: It's such an important point, because a lot of people miss the cornerstones of what are really actually the major value drivers of business. I know, your trilogy of works, if you will, has really hit on a lot of those major pillars. Before we jump into some of the tactics and strategies that can really help you when you're actually ready to exit your business, I want to lay some foundational work and start with, as you said, those big pillars. What are the major factors that drive a business's value?

[00:03:37] JW: Yeah. I mean, there are eight unique drivers. They all have one thing in common. That is that for a business to be transferable, to be valuable in the eyes of an acquire, it's got to be able to thrive without the owner. So many companies, the owner is in the epicenter, right? They're the chief rainmaker for the business, they're the ones who oversee production of whatever product or service they provide.

Those companies are very difficult to sell, because of course, the owner, or the acquirer knows that once the owner leaves, there's nothing left to the business. What you've got to do is envision that your company has to be able to succeed without you. I use an analogy that I don't know if you've got kids, Matt. For me, it helps because I've got kids, and I think of my job primarily as a dad is to somehow get these kids to a point where they can be happy, functioning independent adults. If I've done that, I will feel happy about it. They don't need to go to Harvard. They don't need to play quarterback for Alabama. They just need to be able to succeed on their own terms.

If we think about entrepreneurship in the same way and envisioning our business as a 15-year-old adolescent, where our job is not necessarily to hit some revenue number, or hit some profit goal, it's actually just to get it to a point where it can live without you. If you've done that, you’ve built a company that you could sell.

[00:05:09] MB: It's such a key insight. I spend a lot of my time looking at and evaluating acquisition opportunities in the lower middle market. It's amazing how many deals you come across companies doing five, even up to maybe sometimes 10 million in revenue. The founder is the cornerstone of the entire company. They have the business listed for sale, and you look at and you go, “I don't understand how this deal could possibly work without the founder.”

[00:05:40] JW: Right, which leaves a lot of deals, where the owner sells 60% of the company and has to roll the 40% remaining into a new entity. The challenge, of course, there is the owner goes from a 100% shareholder, master of their own domain, to being having had just enough skin in the game that it hurts to walk away from that 40% of their equity. They've got to effectively run their company as a minority shareholder for years in the future. That's one of the challenges, I think, with a company that's so deeply dependent on the owner.

It also happens, as you see, I'm sure Matt and your work with service businesses that are acquired using an earn-out, where the acquirer buys a portion of the business, but a big part of the proceeds the entrepreneur stands to gain are at risk in a future set of payments that are contingent on them achieving a set of goals.

Of course, most entrepreneurs and I'm sure the science would bear this out, are not hardwired to work for somebody. Those years are incredibly painful. I'm reminded of a guy I interviewed on my podcast, this guy named Rod Drury. Do you know Rod? Have you ever had him on the show, Matt?

[00:07:00] MB: I don't think so.

[00:07:01] JW: Rod started the company Xero.

[00:07:04] MB: Oh, I’ve heard about him. Sure.

[00:07:05] JW: Yeah, so they're in a battle with QuickBooks for dominance in the accounting package space. They're a SaaS leader in cloud accounting. Anyways, Drury built a company called Aftermail and selling it gave him the money to start Xero. I interviewed him about Aftermail. He talked about his sale, which the New Zealand papers, which is where he's from, trumpeted as a 45-million-dollar acquisition.

If you peel back the layers, the actual sale price was 15 million dollars. Still a great achievement for Rod. The balance was in an earn-out. As Rod described to me, as I talked to him about it, I said, “What was that like being in an earn-out?” He said it was brutal, because he just gone through this incredibly emotional experience of selling his company. He'd been given enough money to live for the rest of his life, in that 15-million-dollar downstroke payment that he received. It was just impossible to navigate this corporate environment of this large enterprise company who'd bought his business.

Needless to say, about six months later, he left the company that acquired his business. Walked away from this entire earn-out, and went on to take the money and build Xero. I think that's a very common occurrence. Earn-outs of this mirage that you that acquires tend to use to try to make the owner feel like they're getting maximum value for their company. Once you get into an earn-out, it is very tough slogging for the entrepreneur.

[00:08:34] MB: Yeah. Without getting too much on that tangent, definitely being trapped in a huge corporate environment after running your own company, I imagine, would be very, very difficult to deal with. All of this really underscores the critical point and this notion that you've written and spoken about extensively, which is this idea of, if you engineer your business correctly from the front-end, and one of the fundamental principles that I think you've really nailed is this idea of beginning with the end in mind, right? Thinking about what are the fundamental drivers of business value? How can you engineer a business from the beginning to run without you, or to stand alone, or to be able to be acquired if you're no longer involved in it? To me, that fundamental lesson, if entrepreneurs can internalize it, is such a powerful learning.

[00:09:30] JW: It sure is. I like to think of it as an options strategy, which means that if you can structure your company that it can thrive without you, you've got the ultimate poker hand. You could sell your company if you want, but a lot of entrepreneurs don't really want to sell. They'd like to know that they could sell if they wanted to. Equally, you could bring in an outside manager to run your company day-to-day and take yourself up to the boardroom and make yourself a chairman. You could sell a portion of it to a private equity group and retain ownership. You could sell it again to a strategic, or you could just pass it down to your kids, or a management team and be confident that it's going to thrive without you.

It's the ultimate poker hand. It gives you everything in the way of options. There's nothing more that will trigger an outsize acquisition offer is to have negotiating leverage, to have it with a call up a BATNA in negotiating lingo, a best alternative to a negotiated agreement, which means you've got a plan B. If you've got a thing, a business that can thrive without you, you've just got lots of options. You could sell, but you're not required to. That gives you the ultimate leverage.

[00:10:47] MB: Yeah, and creating that BATNA and having your company run without you. Again, it creates so much optionality when you have that flexibility and you're not tied into the day-to-day operations of the business. That way you can say, “Hey, you know what? I'm just going to keep operating and cash flowing this company, or growing my equity value, or whatever you decide to do.” Or if I get a really attractive offer, I can sell it. If you're in the weeds every day, and you're an integral part of the major value drivers of the company, it's almost impossible to pull yourself out of that.

[00:11:18] JW: Yeah. It was funny, I was doing a speech to a group of entrepreneurs. This is just prior to the pandemic. I was talking to them about their aspirations. Raise your hand, if you think you want to sell your company. Raise your hand if you want to do a private equity deal, etc. The one guy raises his hand and says, “I want a sailboat business.” I'm like, “All right.” I’m like, “What's a sailboat business?” He said, “A sailboat business is a business that I can sit on my deck chair, put my feet up on the gunnels of myself sailboat, and people will just send me checks”.

[00:11:51] MB: Nice.

[00:11:53] JW: I’m like, “Perfect. That's exactly what I mean by building a business that can thrive without you.” I sometimes refer to a sailboat business in my own mind is this euphoric, or this mythical business that can succeed without its owner.

[00:12:10] MB: Without going super deep, because I want to get into the art of selling a business. Without getting super deep into this, what are a few of the major pillars, or lessons of engineering a business on the front-end to be able to thrive without you?

[00:12:26] JW: Well, I think one of the big things is recurring revenue. You mentioned earlier, your example of some of the deals you look at, where it's 10 or 15-million-dollar company, yet the owner is still the primary rainmaker. It's very common for an owner to naturally become the biggest salesperson in their organization.

That's great, except if you want to sell your company. Because if you are the primary rainmaker, it's not worth much to anybody. In the opposite, though, is to create recurring revenue, where you've got an automatic payment that's coming in, a stream or an annuity stream of revenue coming in that is predictable. It's usually something that's pretty easy to set up. Sometimes when I say recurring revenue, people think of software companies, like SaaS, software as a service businesses. That's certainly one form of recurring revenue. There's lots of others.

For a lot of even service-based businesses, you scratch their head at this idea. Like, “Well, how would I ever create recurring revenue?” Think about the magic of a service contract. Simple, recurring service for fee. If you clean carpets, as an example. My friend, Joe Polish, who does carpet cleaning, those businesses, you can wait till the phone rings, and/or you could set up a service contract, where every two weeks, you go and clean the carpets at the office of the home that you are contracted to do.

If you do that, it creates not only a more valuable company, it creates a more predictable company. All of a sudden, if you are a HVAC company, as an example, you do heating and air conditioning and you have a set of contracts, where you go every six months to change out the furnace filters and you make sure the air quality is good, etc. If that is a predictable service contract that you have, it's deliciously valuable. It's very, very attractive to an acquire. Again, you can predict how many folks you need, how many trucks you need to buy, how many furnace filters you need in advance, what your next quarter, next year is going to look like.

When you have a predictable business, it's a whole lot more profitable. It's also a lot more fun for the people working for you, because they know what is coming. Again, the service contract for in particular service businesses is this hidden gem, where you can take some of the benefits of the subscription offering and software as a service, and inject them into even the most simple of businesses.

[00:15:01] MB: I know you quite literally wrote the book on that concept as well. It's such an interesting idea and a great thought experiment to think about how can you take a business that traditionally doesn't have a recurring revenue model and generate, or create a novel way of having recurring revenue in an industry that typically, we always think of software, but a lot of other industries could also have recurring revenue businesses.

[00:15:27] JW: You bet. I think, the problem that a lot of entrepreneurs run into, or the obstacle a lot of owners face when they think about this idea, most people when you say, “Hey, you need recurring revenue.” They not up and down and go, “Yeah, yeah. I know, but.” The but is, “I have not figured out what my recurring revenue model could be.”

What I found is the biggest reason, or the biggest impediment to coming up with a recurring revenue model is that most owners try to boil the ocean. They try to come up with a subscription offering, or service contract to appeal to all of their customers. That's almost a definition, or almost a recipe for dilution. You're going to really make a crappy service offering, or a crappy subscription offering, if you're trying to create one offering for everybody, because everybody's got different needs. All your customers buy from you for different reasons.

Therefore, if you try to create some service contract that will appeal to everybody, it will really appeal to nobody. What I would recommend you do if you're struggling to find your subscription offering, is to first, niche down by buying behavior. Segmentation is something that lots of marketers talk about, the idea of segmenting by buying behaviors like, why do people buy from us? Try to create homogeneous buckets.

I'll give you an example of this. This does come directly from the Automatic Customer book. It's H.Bloom, the guys who sell flowers on subscription. They looked at all the people who bought flowers. We buy flowers for lots of different reasons, right? We buy flowers for weddings and funerals and graduations and birthdays, etc. They looked at one segment of the market that buys flowers for different reason. That is there's a segment, hotels, wealth management companies, some spas buy flowers to look fancy. They buy flowers to project an image to their customers of a boutique high-end image. Again, these are high-end retailers, high-end hotels, etc.

H.Bloom didn't try to create a subscription for anyone who buys flowers, which would have failed. They said, “No. We're going to go out and build a subscription just for people who are trying to project a boutique image; hotels, restaurants and spas.” They created H.Bloom. The average lifetime value of an H.Bloom subscribers, like last time I talked was over $1,400. Compare that to the average transaction of somebody who rocks up to a flower store and buys a dozen roses, it pales in comparison. They didn't start by just trying to create a subscription for anyone who buys flowers. The first step was to figure out, okay, what are our buying segments? Then building out a subscription model from there.

[00:18:12] MB: That's such a fantastic example. Really illustrates the power of that approach of segmenting your markets, but also how in an industry where you would on the surface say, “Well, there's no way you can have a recurring revenue business around buying flowers.” It's so seasonal, it's so specific. Yet, if you really think about the market in a different way and take a completely new approach to it, you can uncover recurring revenue opportunities that you may not have previously seen.

[00:18:42] JW: You bet. I'm a firm believer that virtually, any business can create at least some recurring revenue. Not all. Not every dollar that you generate would be from recurring revenue. I think, you can create your 10%, 20%, 30%, 40% in most businesses relatively easy. That triggers something called the Trojan Horse effect, which is the dirty little secret of the subscription model, if you will. That is that oftentimes, the very fact that a consumer subscribes to you, it triggers them to buy other things off subscription.

Let me say that again. Once people subscribe to your company, once you get an Amazon Prime subscription, for example and you've been buying from Amazon all your books and cat litter for years, you get that prime subscription. All of a sudden, it makes you much more likely to go beyond just cat litter and books. Now all of a sudden, you're checking out all the other things that Amazon offers. It's very similar. There’s a guy wrote about, named Jim Vagonis, who has a company called Hassle Free Homes, where you guessed it, you put a service contract in place for homeowners, manage your home for you.

Well, 50% of his revenue comes from people, not who he does – just their subscription, but for things that are one-off things that they ask Jim to do for them, because Jim's in their home every week. They've got the trust with Jim, and that Jim's got their credit card and there's a billing relationship. Once they subscribe to you, even if it's just 10% of your revenue, it creates this beautiful little relationship that is the foundation of your customers buying lots of other things from you.

[00:20:17] MB: Such a great insight. It's totally true. I mean, Amazon is one of the supreme examples of this. Even something as simple as having a billing relationship and saying, “Oh, I can just pay with my – I already got my billing setup. Okay, great. Makes me more likely to purchase something.”

[00:20:32] JW: My wife's always after me for this, because – I shouldn't joke, because it's terrible. I get a lot of Amazon packages and she's like, “You bought vitamins for – Really?” I could have gotten to the – I'm just totally a sucker for the fact that I've got my prime subscription, my credit card is all wired in, it's one-click and I'm done. Unfortunately, it's incredible inertia. Unfortunately, it's fortunate for Amazon and their shareholders. It's unfortunate for any retailers that are trying to compete, but it is just such an easy, easy thing to do.

Again, that's Amazon, and they're a giant gorilla. Even if you have a very small company, to go back to the HVAC example, you're basically repairing people's furnaces. Well, if you put them on that very inexpensive $100 a year service plan, guess who they're going to call when their furnace breaks? They're not going to call the yellow – They're not going to Google HVAC up. They're going to say, “Oh, these guys come in every six months. Let's just call them and have them replace it. They already know who we are, where we live, what our address is, we already have a building relationship.” It's just so much easier.

[00:21:39] MB: Yup. One other tidbit on recurring revenue that I want to ask and then we can expand this conversation a little bit, but do you have any specific strategies, or maybe tactics for a brainstorming exercise, or some way to let's say, somebody is listening that wants to think about how to add recurring revenue to their business? Is there a thought experiment, or a question that you really like to implement to help put that into place for your company?

[00:22:12] JW: Yeah. We talk about the six forms of recurring revenue. It starts with consumables. One thing you can just ask yourself is, what do my customers run out of? If you're a coffee drinker, you run out of coffee. We all run out of razor blades, we all run out of toner cartridge, we all run out of things. Asking yourself, what do we run out of? If you want to walk one step up the rung on the ladder of subscription offering. By the way, as you move up the ladder, the value of that subscription revenue increases in the eyes of acquirer. Each rung you go up, you get a better valuation.

The second rung up from consumables is sunk money consumables. Here, we're making a platform purchase. Again, the one that we all know is we buy a razor. Guess what? Once we buy a razor, we're way more likely to buy the blades that fit that razor. It’s a silly example, but you can project that out to virtually anything.

If your customer buys a widget, a piece of machinery from you, then ask yourself, “That's great. What part of that machine runs out? Is there some element of it that needs replenishing?” That's what can go on subscription. Those are effectively platforms that need replenishing. That's how you start to march up this hierarchy of getting more and more valuable subscription revenue in the eyes of acquirers.

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[00:25:31] MB: Now that we've laid some of this foundation for the principal ideas of how to approach building your business, how to potentially add some recurring revenue into your business, that brings us to the art of selling your business. Tell me a little bit about from a high-level perspective, how you approached the strategies and key tactics for exiting your company.

[00:26:01] JW: Yeah. I mean really, I have a first-hand ringside seat at the fight, in the sense that I do a podcast called Built to Sell Radio, where I interview a different entrepreneur every week. I've been doing it for five years. The purpose of the podcast is to ask entrepreneurs about their exit. I interview people who have sold a company and I say like, what did you learn? What did you write? What mistakes did you make? What would you do over B?

What I've come to see is that there is a small cohort of guests I've had on the podcast, who punched well above their weight in terms of negotiating leverage. They seem to get multiples that are much higher than the typical industry multiples that companies in that industry tend to get. It got me quite switched on and turned on to try to figure out what were these guys and gals doing that made their company so much more valuable than the prevailing wisdom in that industry.

I started to really analyze their secrets. That's really what the book is all about. It's a distillation of the transferable lessons from all of these entrepreneurs that seem to punch above their weight when they go to sell. I've tried to put together a bit of a field guide for entrepreneurs to have a spectacular exit; an exit that they can be proud of.

[00:27:27] MB: One of the ideas that I really enjoyed was this notion of controlling the process and the idea of the slow reveal. Tell me a little bit about that.

[00:27:38] JW: Yeah. I can't do it without using a very crude analogy. We can all imagine the striptease. I don't care if you like the striptease at Solid Gold or at Chippendales. It's not gender specific thing, but the striptease is the best analogy I can use for the way a M&A process should reveal information. Your clothing in this case is your data. Your data is incredibly valuable to the eyes of an acquirer. The sales projections that you have for the year ahead, your product roadmap, your gross margin, your profitability, all the stuff that an acquirer is going to want to ask you about is valuable.

The savviest sellers tend to reveal their information slowly. The opposite is also true. The first time rookie sellers typically get an acquirer on the line, the acquirer says, “Hey, why don't you just send me your books and I'll have a look and see what we think.” They'll pass on their credentials for QuickBooks online and said, “Well, here you go. Go ahead and look at all of our financials.” Of course, that's a recipe for giving way too much information.

What we've got to do is parse out, or hand out information in such a way that it increases the desire of the person receiving the information. Again, the most successful sellers are doing that. Well, they're doing that with other acquirers at the same time. What you're trying to do is get multiple bidders for your business to convalesce around, or congregate around your business at about the same time, so that you get competing offers. That's when you have leverage to start ginning up one offer off to get off the next.

You only do that if you're revealing information slowly in a deliberate fashion to lots of different acquirers at the same time, which is why there's a process we lay out in the book that gets you to a very step-by-step process of what information needs to be shared when, with, who.

[00:29:53] MB: Do you think about when you're looking at exiting, how do you approach the question of whether to bring on an advisor, or a broker of some kind?

[00:30:03] JW: Yeah, look. I know it can be tempting to go at it alone and just hire your accountant or your lawyer to sell your company. I mean, an M&A professional charges a success fee, as does a broker a commission. You can look at that and say, “Wow, I already know a couple of acquirers. I've already had a couple of offers. Why do I need an M&A professional?” I think that's short-sighted. I think it's penny rich and pound foolish. The reality is that when you go to sell your company, you really need a representative, somebody who's going to sell your business. They can act as a foil for the emotional ups and downs of selling. If you've got a third party representing you, you just – it's a layer of insulation. You can also get competing offers to compete with themselves for your company.

If you've got an M&A professional, well, that's their job is to create competitive tension for your deal. They're also really good and have been around the block a few times, to no illegitimate retraining when they see it. Retraining is effectively when you agree to a price, you both agreed to sell your business, sign a letter of intent, both agree to a price. Then 60 days after due diligence, the acquirer lowers the price, because in part, they know you're committed to the sale. While that's a very common strategy for acquirers, most good M&A professionals will sniff it out and nip it in the bud pretty early.

I could go on as to the value of an M&A professional. By the way, that's not what I do for a living, so I'm not saying it in a in a self-serving way. I'm saying that if I were selling another company, and I have done this, I would hire an M&A professional. I wouldn't sell a house, despite the fact that you can sell a house these days independently. I wouldn't do it without an agent. Similarly, I just wouldn't sell a company. It's a much more complicated entity than a house to sell. I think you just best served with somebody on your team in that role.

[00:32:02] MB: It underscores what you said a moment ago of, you're much, much, much more likely to generate a pool of interested bidders, if you bring on an M&A professional, as opposed to trying to do it yourself.

[00:32:15] JW: You're absolutely right. Your M&A professional is also going to guide you against answering some of the classic questions that acquirers ask that often get owners into trouble. I mean, one of the biggies that is very common among small business owners is they answer the question, what do you want for your company? An acquirer will get you into a corner. They'll buy you dinner, or lunch, or whatever. They'll say, “You know,” figuratively put their arm around you and says, “You built this great business. I mean, you must be super proud of it. What do you think is a fair price?”

It seems like a reasonable question. You want to make sure you're on the same page with the acquirer and there's a deal to be done. The moment you answer that question is the moment you put a ceiling on which you will never sell your business beyond. It's one of the classic tricks that acquirers will use to try to elicit your bottom line. Of course, they will make it their mission at that point forward, to never buy your business for a penny close to what you want for it.

Look, I think there's a way to answer that question that takes into consideration that you're a reasonable person, that you'll entertain a reasonable offer for your company, but you're not going to be the first one to lay the price. He who says his or her price first, virtually always loses. I think that's true in the case of an acquisition as well.

[00:33:42] MB: That's a great example. I'd be curious to hear what are some of the other big mistakes you see people making when they're selling their businesses? Or maybe more specifically, what are some of the other trap questions, or things you see acquirers doing that sellers should avoid, or try to counter?

[00:34:00] JW: Yeah. I mean, it's the whole theme of the book. There's tons and tons of them. I could talk about a few. The classic is a no shop clause that is in a letter of intent. When you sell your business, you're going to have to sign an LOI, or a letter of intent. That's like an engagement ring. You're committing not to effectively continue to negotiate with other buyers, that you are in fact, falling head over heels, in love with one acquirer. It's non-binding, however.

What you have to realize is that a letter of intent, in both cases is usually non-binding. I mean either party can walk away at any time. You've really got to make sure that the acquirer knows you are sensitive to the idea of re-trading. I talked about it earlier, the fact that prices can be dropped during due diligence. I think the secret and this comes from Barry Hinkley, who I interviewed, he just says, do the no re-trading handshake, where at the signing of the letter of intent, you get up, walk around the boardroom table, you shake the hand of the person. Of course, once this pandemic is over, you shake the hand of the person making the acquisition offer and you say, “I'll do this deal on one condition.”

He or she says, “What's that?” You say, “No re-trading.” By doing the no re-trading handshake, you're effectively just communicating to the acquirer that you know that game and then you're not going to fall victim to it. That's one of the classic things. Certainly, revealing too much information too early is another classic mistake. Another one is positioning your business in an industry that has a low valuation multiple.

For example, there's a story in the book from a guy named M. Banett. Banett was in the business of designing websites for colleges and universities. When in fact, close to you. Where you are in Vanderbilt. They work with a lot of the very famous universities and put together websites and converted some of their content into online courses. When they talked about their business, they talked about their business as a web design shop. As you might imagine, web design shops are a service businesses, the assets go up and down the elevator of United's, David Ogilvy said. They're project-based. They're very lumpy. There's nothing really too sexy about a project-based web design shop.

A three times multiple is a pretty fair, multiple for a generic service business. Well, Jeffrey Feldberg is the guy I interviewed, and he says, “We weren't happy with three times. We did some navel gazing, thought about the industry that we were in, thought about how we were positioning ourselves, what we were doing.” They decided to start positioning what they did as part of the e-learning phenomenon. This was around the time that Lynda was acquired by LinkedIn, that there was just tremendous interest in and excitement in the e-learning space.

Feldberg said, “Look, we're not going to position ourselves as a web design shop. We're going to position ourselves as a leader in the burgeoning e-learning category.” They made some changes to their business model. Two years later, they get acquired as a leader in the e-learning category, for roughly 13 times earnings. That's the power of positioning; getting yourself in the eyes of an acquirer into a category that is a higher valuation multiple category. There's some strategies and tactics to doing that, but it can be a tremendous way to lift the value of your company.

[00:37:39] MB: Yeah, that's such an illustrative example of the power of repositioning. I've heard many, many instances, or insights of that strategy. Sometimes when I look at the tactical implementation of that, how much do you need to, and I know it is case by case, but a lot of times, I feel like, you really need to change your business model in some instances, or make material changes to the business itself. How do you think about making those business pivots to try and be in a new industry, as opposed to just saying, “Oh, hey. We're just changing what we call ourselves and I feel like a smart buyer will oftentimes sniff that out and say, “Oh, but this is really just a marketing agency.””

[00:38:21] JW: Yeah, look. I think you're absolutely right. I would characterize the changing of your business to make it more valuable in two different ways. You think about a home. When you go to sell your home, as we've talked about, there's the staging that you do, right? The new paint job, the baking the cookies, when you have a showing, etc. That's staging. That's optics.

Then you have structural, like replacing the old kitchen. Construction projects that make your business more valuable. I think both are relevant. We've talked about some of the things you can do that structurally make your business more valuable; recurring revenue, making it succeed without you personally. There are though, also some optical things that you can do. You're rightly pointing out, I think in the case of M. Banett, they did both. There were structural changes to the model, they also changed cosmetically, or optically the way they positioned their company.

Optics do matter. I think they do matter. You're not going to buy a business based on optics, but you'll often filter out of business based on optics. For example, if you're one of the big acquiring groups, one of the most likely people to buy a company in the small to mid-size business space right now is a private equity group. Private equity groups do their research online. Let's imagine that you are a private equity group and you're looking to buy solar companies. Well, if you're a business owner and you offer alternative energy solutions, like geothermal, wind and solar, and you position yourself as a cosmopolitan, neopolitan patchwork quilt of alternative energy solutions, a private equity company is going to look at your business and say, “Yeah, I like the solar stuff, but I know nothing about windmills.” They're going to go on to the next company.

Whereas, if you know that private equity companies are rolling up solar businesses right now, then you're going to want to be on your front foot and positioning yourself as a solar company, that you’re solar first, that in the event that a solar solution is not practical, you'll also include potentially, a wind solution, or geothermal solution, but solar is your first choice. That's a private equity group, when they see that looking to roll up solar companies, they're going to be much more interested.

It's the same company, same revenue split, solar to geothermal. It's just the way you position it. As you look out in the landscape and find out what acquirers are looking for, where are these private equity companies rolling up, your private equity companies these days are rolling up just about any industry. I did a speech right before the pandemic, I get all the sexy gigs, Matt. I did a speech at the Carwash Owners Association.

[00:41:06] MB: Very exciting.

[00:41:06] JW: This is people as the name suggests that own car washes. Even there, they are rolling up – private equity companies or rolling up car washes. You can name virtually any industry. What you want to make sure is you're swimming downstream, that if a private equity company is rolling up businesses in your industry, you damn well want to make sure that you look like one of those businesses, everywhere from – go through a search engine optimization process and make sure that you are popping for a Google search in your industry, in your local market, because not only customers are going to find you, but acquirers are going to find you too.

[00:41:44] MB: Yeah. I really like the analogy you gave a moment ago of the difference between staging your house for sale and renovating your kitchen and how those two approaches, both can increase the value of your home. It's a really good way of contextualizing how you might reposition a company to be in a more profitable industry.

One other big theme that I want to touch on that you write about in the book is this idea of the difference between price and terms and the very interesting relationship between those two items. Tell me a little bit more about that.

[00:42:16] JW: Yeah. I mean, there's an old expression among M&A professionals. You set the price, I'll set the terms. Effectively, what that old cliché says, is you can name any price, but the terms will take that price away. What I mean by that is we can agree that your business, like I can want 10 times EBITDA for a business and you can want to buy it for five. I can agree, “Great. Well, you know what? I'll pay you 10 times, but I'm going to put 75% of the proceeds on an earn-out.” I'm going to make that earn-out so arduous and impossible for you to reach that I'm actually buying your business for pennies on the dollar.

The terms are so critical. Effectively, it comes down to how and when you're going to get your money. Under what conditions? The things that we talked about already are earn-outs are very commonly used to basically, bridge the gap between what a seller wants and what a buyer is willing to pay. Equally, the working capital calculation is also an important number to look at. It's the second most important number on an acquisition deal.

We all myopically go straight to the acquisition number, right? That's the number that we care about most. This working capital calculation is also very important. It's essentially the cash you need to leave in your company when you hand over the keys. Most owners, if they've been successful in running their business for many years, they've got retained earnings in their company, a little rainy-day fund, that they just keep in their company for emergencies.

Well, an acquirer looking at that business is going to say, “Great, I'm buying the business. I want the retained earnings.” The seller is going to say, “Those retaining earnings are mine. That's money I've had for three, four or five years ago.” That gets defined in the working capital calculation. You want to make sure that that number is vetted by your advisor. There's lots of different terms that are critical, that beyond just the headline number, you're going to want to look at.

Another one that we haven't talked about, but is equally important are adjusted EBITDA. We all talk about multiples as they are like fishing stories. My buddy got three times earnings, or she got five times earnings. It becomes this folklore. The key question though, when you're thinking about multiples is a multiple of what? Is it a multiple of trailing 12 months? Is it a multiple of last year's completed financial statements? Is it a multiple of the future?

The biggest driver of the overall value is going to be something called adjustments, where you're going to adjust your profit and loss statement for how your company would perform in the acquirer’s hands. The big change you're going to make to your profit and loss statement is to replace your executive compensation line item with a market rate salary for a general manager to do your job.

In most cases, we pay ourselves more than we would replace a general manager. What that does is when you change that number out for your salary and put in a general manager salary is you then increase your profitability. Therefore, if they're willing to pay five times EBITDA, then guess what? The EBITDA multiple goes up, or the EBITDA number, even if the multiple doesn't go up, the actual overall value of the company goes up.

I write about a guy named Ari Ackerman in the book, where he did exactly that. He went to sell his company Bunk1. Got a ho hum valuation. Then they went through the adjustment process. The acquirer was limited by board approval, that they could only pay X multiple for his business. What he did, what Ari did was changed the profitability by stripping out some of the one-time expenses, some of the things that they acquire, we're not going to have to pay for. He didn't actually get them to raise their multiple, but they applied it against a much fatter profit. Ultimately, he had a tremendous exit for his company, Bunk1. That's yet another way that the deal terms are almost more important than the price itself.

[00:46:14] MB: Such a great insight. I wish we could dig into those deeper. I want to take what we've talked about so far. What would be, if you had somebody listening to this and they wanted to take action, whether to sell their company, or prepare their company for sale, what would be one action item that you would give them, to take action on something that we've talked about today?

[00:46:36] JW: One thing is to conceive and think about your pull factors. I think, we all as owners have both push and pull factors. What do I mean by that? Push factors are things that frustrate you about your company. Government regulation, red tape, tax employees, blah, blah, blah. These are all things that are legitimate frustrations for a lot of business owners. Sometimes they boil up so much that you actually decide you want to sell your company, which is fine. That's not going to lead to a very happy exit.

A year after selling, when we talked to business owners about their exit, one of the biggest regrets they have is they were all push, no pull. What that means is that a pull factor is something you're excited to go do, a business you're excited to start, a company you want to fund, a charity you want to start, a speech you want to give, a book you want to write. All those things are pull factors. The happiest entrepreneurs are the ones with lots of pull factors.

They're going to something, not leaving something behind. That's probably one of the most – it's a fun exercise to do, especially in the times we're talking right now, in the midst of this pandemic, where travel has become impractical, and so forth. It's fun to get a pen and paper out and dream about what you would love to do. You'll find, I think that galvanizes your appetite to really start investing in some of the things we talked about today.

[00:47:58] MB: John, where can listeners find you and your work online?

[00:48:03] JW: All roads lead to builttosell.com. That's probably the best place, the central location. You can subscribe to the podcast there. You can get a bunch of white papers. If you go to builttosell.com/selling, there are some gifts we put together for people who order the new book. One of them that I'm really excited about is we're doing a seven-part Q&A with seven of the entrepreneurs I've interviewed for the book, everybody, all the way up to Jay Steinfeld, who sold a 100-million-dollar company, blinds.com. Folks can get access to that seven-part Q&A series. They're all video calls with some really special entrepreneurs. They just need to go to that URL, or the book from there. It's builttosell.com. Then if you go to /selling.

[00:48:55] MB: Awesome. Well, John. Thank you so much for coming on the show, for sharing all this wisdom, some tremendous insights into how to make a company more valuable and how to really extract as much value as possible when you exit.

[00:49:08] JW: Thanks, Matt. It was a pleasure to be with you.

[00:49:10] MB: Awesome.

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February 04, 2021 /Lace Gilger
Kristin-Neff-03.png

Dr. Kristin Neff on Self Compassion, Meditation, Affirmations and Resilience

January 28, 2021 by Lace Gilger

Kristin Neff, Ph.D., is an Associate Professor at UT Austin, an author, speaker, and a pioneer in the field of self-compassion research. Her books include The Mindful Self-Compassion Workbook and Self-Compassion and Teaching the Mindful Self-Compassion Program.

She is also the author of an audio program, Self-Compassion: Step by Step, and has published numerous academic articles. She lectures and offers workshops worldwide. She has been credited with conducting the first academic studies into self-compassion. Later next year she will release her newest work Fierce Self-Compassion: How Women Can Harness Kindness to Speak Up, Claim Their Power, and Thrive.

  • What is self-compassion?

  • Treating ourselves when we suffer a struggle the same way we would treat others

  • We think it is useful and productive to be hard on ourselves. And the truth is that it kind of works, but it doesn’t work nearly as well as supportive encouragement.

  • If you criticize yourself you develop performance anxiety, fear of failure, procrastination, etc.

  • Self-compassion, counterintuitively, increases your motivation - but it’s a pull, not a push.

  • When you support yourself, you have more emotional energy to keep going.

  • Self-compassion makes it SAFE to fail, which is much more productive.

  • When we fail our self-esteem abandons us just when we need it most.

  • Self-compassion is a much more stable source of self-worth.

  • Ask yourself: what would I Say to a good friend if they were going through this same situation?

  • Suffering is often the thing that drives us into self-compassion.

  • More than 3000 studies support the conclusion that self-compassion is the best way to motivate yourself

  • Self-compassion is also much more beneficial for your external relationships

  • Lessons on how to apply self-compassion to the art of parenting

  • Self-compassion is an emotional oxygen mask.

  • How to use your breath in the moment to handle stressful and tough situations.

  • People who are more self-compassionate engage in more self care behaviors.

  • Self care is an important component of rest, recovery, and living a happy life.

  • People who have higher levels of self-compassion also have higher levels of wisdom.

  • Approach each situation with the question - what’s most healthy for me at this moment?

  • Sometimes it’s working super hard, sometimes it's taking a beat and relaxing.

  • The quintessential question of self-compassion is: WHAT DO I NEED RIGHT NOW?

    • What would be best and most healthy for me right now?

  • The alarm bell for self-compassion is SUFFERING.

  • The three components of self-compassion:

    • Mindfulness - be aware of your thoughts and emotions

    • Kindness - treat yourself like a good friend

    • Shared Humanity - frame your experience in the context of the human experience

  • What’s the difference between compassion and pity?

  • Life is difficult for everyone. Everyone is suffering. That’s part of the human condition.

  • When things go wrong, we feel like something has gone wrong, but it’s quite the opposite.

  • “The goal of meditation practice is to be a compassionate mess”

  • Where can you go wrong with implementing self-compassion into your life?

  • Self-compassion has an element of self-acceptance but also an element of ACTION.

  • Sometimes self-compassion is like a fierce mama bear. Protecting yourself, drawing boundaries, saying no to others, being brave, or motivating change.

    • It comes back to asking yourself WHAT DO I NEED RIGHT NOW?

    • Not what SOCIETY says you need, what DO YOU NEED?

  • Self-compassion is a MUSCLE, the more you practice it, the more you build it, the stronger you get at living with self-compassion.

  • Meditation is a very powerful way to build self-compassion.

  • Equally powerful to meditation are small daily habits including:

    • Supportive touch.

    • Touch activates the parasympathetic nervous system.

    • Self-compassion break. Remind yourself that you’re dealing with something hard. Remind yourself of common humanity. Say a few words of kindness to yourself.

    • Write a self-compassionate letter to yourself once per day for three days.

  • Homework: Google self-compassion. Meditation, physical embodiment, writing or journaling, little mantras.

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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Kristin’s Website and Wiki Page

  • Kristin’s Facebook and Twitter

  • Center for Mindful Self-Compassion Site

Media

  • UT News - “Tips on Being Kinder to Yourself During Trying Times” By: Rebecca Lee Salazar

  • Harvard Business Review - “Self-Compassion Will Make You a Better Leader” by Rich Fernandez and Steph Stern

  • Article directory - Psychology Today and Mindful

  • The Washington Post - “How to keep your sadness from turning into depression” by Jelena Kecmanovic

  • Psych Alive - “EXPERTS AT HOME, MINDFULNESS, SELF DEVELOPMENT, SELF-ESTEEM” By Kristin Neff, Ph.D.

  • Google Scholar Citations - Kristin Neff

  • Kristin Neff IMDB page

  • Greater Good Berkeley - “The Five Myths of Self-Compassion” BY KRISTIN NEFF 

  • [Podcast] Peter Attia - #139 – Kristin Neff, Ph.D.: The power of self-compassion

  • [Podcast] Ten Percent Happier (live) - #14: Kristin Neff

  • [Podcast] Impact Theory - Kristin Neff on Why Self-Compassion is Key | Women of Impact

  • [Podcast] The One You Feed - 324: Kristin Neff on Self Compassion

Videos

  • TEDxTalks - The Space Between Self-Esteem and Self Compassion: Kristin Neff at TEDxCentennialParkWomen

  • Talks at Google - The Science of Self-Compassion | Kristin Neff | Talks at Google

  • Mindfulness - The Self-Compassion Break

  • Happy & Well - STOP CHASING SELF-ESTEEM & JUST BE SELF-COMPASSIONATE with Kristin Neff at Happiness & Its Causes 18

  • Greater Good Science Center - Kristin Neff: The Three Components of Self-Compassion

  • Kristin’s YouTube Channel

    • Self Compassion Part 1 Kristin Neff

    • Self Compassion Part 2 self-kindness

    • Self Compassion Part 3 Kristin Neff Common Humanity

    • Self Compassion Part 4 Kristin Neff Mindfulness

    • Self Compassion vs. Self-Esteem Part 5 Kristin Neff

  • Action for Happiness - Self-Compassion with Dr Kristin Neff

    • Self Compassion in difficult times - with Kristin Neff

Books

  • Kristin’s Amazon Author Page

  • Fierce Self-Compassion: How Women Can Harness Kindness to Speak Up, Claim Their Power, and Thrive by Dr. Kristin Neff | Jun 15, 2021

  • The Mindful Self-Compassion Workbook (#1 bestseller in social work)

  • Teaching the Mindful Self-Compassion Program: A Guide for Professionals (#1 best seller in psychiatry)

  • Self-Compassion: The Proven Power of Being Kind to Yourself

Episode Transcript

ANNOUNCER: Welcome to The Science of Success, the number one evidence-based growth podcast on the internet, bringing the world's top experts right to you. Introducing your hosts; Matt Bodnar and Austin Fabel.

[00:00:19] MB: Welcome to The Science of Success, the number one evidence-based growth podcast on the internet with more than 5 million downloads and listeners in over a hundred countries. In this episode, we discuss the powerful science behind why being hard on yourself often backfires and how you can harness self-compassion to be happier, healthier and more productive with our guest, Kristin Neff.

Are you a fan of the show and have you been enjoying the content that we put together for you? If you have, I would love it if you signed up for our email list. We have some amazing content on there along with a really great free course that we put a ton of time into called How to Create Time For What Matters Most in Your Life. If that sounds exciting and interesting and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com, you can sign up right on the homepage. That’s successpodcast.com. Or if you’re on your phone right now, all you have to do is text the word SMARTER to the number 44222.

Dr. Kristin Neff is an associate professor at UT Austin, an author, speaker and a pioneer in the field of self-compassion research. Her books include The Mindful Self-Compassion Workbook and Self-Compassion: Teaching the Mindful Self-Compassion Program. Her work has been published in numerous academic articles and she has lectured and taught around the world. She's credited with conducting the first academic studies into self-compassion and pioneering the field. She's also the author of the upcoming work Fierce Self-Compassion: How Women Can Harness Kindness to Speak Up, Claim Their Power and Thrive.

[00:02:02] MB: Kristin, welcome to The Science of Success.

[00:02:04] KN: Thanks, Matt. I’m really glad to be here.

[00:02:05] MB: Well, we're super excited to have you on the show today. Self-compassion is one of my favorite topics and your work is so impactful and so important. So I really can't wait to dig in and explore some of the key themes and ideas.

[00:02:18] KN: Great. Sounds good.

[00:02:20] MB: So I'd love to start out with really just a simple question. It's a simple question, but not a simple answer. What is self-compassion? Because so many people either don't understand it or don't understand its importance.

[00:02:33] KN: Right. Well, actually the answer is pretty simple. Self-compassion is just compassion turned inward. In other words it means treating ourselves when we suffer or struggle with the same kindness, warmth, care, concern, support that we would normally show to anyone else we cared about. Unfortunately, however, most of us are much more compassionate to our friends and family than we are to ourselves. So self-compassion just turns that around and so that we include ourselves in the circle of compassion.

[00:03:05] MB: I know my experience has definitely been that I’m extremely harsh on myself and I know many people are. Why do we have that that harsh inner critic? And I understand in a lot of ways the intellectual importance of self-compassion. And I've spent a lot of time doing the work thinking about it. But even then, still sometimes I find myself being hard on myself. How do we start to battle that?

[00:03:31] KN: Right. Well, so unfortunately we think that it works. We think it's useful and productive to be hard on ourselves. We think it's going to help us change and help us achieve our goals. And if truth be told, it does kind of work. I mean many people have gotten through law school or med school through their harsh inner criticism. The problem is though is it doesn't work nearly as well as supportive encouragement. So in other words, if you criticize yourself to motivate yourself or reach your goals, you're going to develop things like performance anxiety, fear of failure. You're going to undermine your self-confidence. You may start procrastinating because you're not sure if you have it in you to get things done.

So even though it kind of works, it has all sorts of secondary effects, which actually in the long run undermine your ability to reach your goals. And so self-compassion actually increases motivation, but the motivation of self-compassion doesn't come from, “I better succeed or else I’ll hate myself.” It comes from the fact of, “Well, I care about myself. I want to be happy. I want to reach my goals. I don't want to suffer. And that's why I’m going to try hard to make a change.” And the research unequivocally shows that this type of motivation is more successful and it lasts more over time and it's not linked to things like performance anxiety, which really doesn't help anyone.

[00:04:51] MB: I know many people and myself included have that fear that I’m going to lose my edge if I’m too easy on myself. I’m going to lose my edge if I start being self-compassionate. Tell me a little bit about the research or the science that really supports the fact that that's essentially not the right conclusion.

[00:05:09] KN: Right. Right. So I’ll just give you one sample study. It was a study that came out of University of California at Berkeley, and they had all the students in this study. They were undergraduate students who took part in the study. They took a really difficult vocabulary test from the GRE. And the items were chosen to be particularly hard so that everyone failed. And then so they took the students after the failure and put them into one of three groups. One group was told to be self-compassionate about the failure, right? They were reminded that, “Hey, everyone fails. It's normal. It's okay. Don't beat yourself up about it. Try to give yourself some support here.”

The second group was given a self-esteem boost. They were told, “Hey, don't worry about it. You must be smart. You got into Berkeley for goodness sake.” And the third group was told nothing, which means they were probably just beating themselves up because they were Berkeley students. They were probably just criticizing themselves for failing.

And then what they did is they gave all the students a chance to take a second test, a vocabulary test, and they said, “Okay, study for as long as you like for the second test and just let us know when you're ready to take it.” And what they found was that students who were told to be self-compassionate about their failure studied longer and harder and actually performed better, right?

And so basically what's happening is that when you support yourself after failure or when you don't reach your goals, you actually have more emotional energy to keep trying. First of all, it's safe to fail, and that's really, really important because we know – I mean it's a truism, but it's true. Failure is our best teacher. So if we can approach failure and setbacks with the attitude of, “Hey, that's okay. Everyone fails. What can I learn from this? How can I grow from this situation? What can I do to perform better next time?” That's actually much more productive than shaming yourself or telling yourself you're an idiot because you failed, right? It's kind of obvious. But for whatever reason people don't think that way.

[00:07:11] MB: It's so interesting. And you said something a moment ago that is to me one of the most important lessons about self-compassion, and that's this idea that it makes it safe to fail. Tell me more about that.

[00:07:24] KN: Exactly, right? It makes it safe to fail, because our self-worth isn't contingent on success. And this is one of the ways that self-compassion is different than self-esteem. So self-esteem is a positive judgment of worth. It's the thought that I’m a good person because I’m successful or because people like me or because I’m attractive or I’m a good athlete, whatever your criteria is. I mean self-esteem is there for us on our good days, but when we fail and we don't succeed, self-esteem deserts us precisely when we need it most.

Self-compassion isn't a judgment of self-worth. It's just approaching ourselves as worthy because we're a flawed human being worthy of compassion like any other human being. It's not based on being special and above average. It’s based simply on the fact that we're human beings doing the best we can. And so what we know about self-compassion is it's much more stable source of self-worth. It's unconditional. It's there for us when we succeed and when we fail.

And so when we can still feel worthy after failure and really importantly we still care about ourselves because we're self-compassionate. We want to do our best so that we don't suffer and that we reach our goals. This actually provides the source of motivation to pick ourselves up and try again and to keep going even when things get very difficult. There's a ton of research at this point to support this.

[00:08:51] MB: If your self-worth and your internal narrative about self-worth has been for your entire life essentially that your worth is contingent on being successful, how do you start to move away from that and what do you anchor it in if not success?

[00:09:09] KN: Right, and it is difficult for many people. It can be a slow process, right? And for some people it can even actually be scary to give themselves self-compassion because they've learned to rely on self-criticism. Almost like the inner critic is kind of the voice they know and it feels secure and comfortable with it. So it can be scary to learn a new voice. But one of the ways you can test this out with yourself is to say, “Okay, let's say I had a really good friend or maybe a child I cared about who was going through the same situation I am. Maybe they failed in the same way. What would probably be the impact on them if I talk to them the way I speak to myself, “You stupid idiot. You'll never amount to anything. You're worthless.” You can think about it like, “Hmm, that's probably – Maybe they'll try harder, but it's probably going to undermine their self-confidence.” And so if you think about, “Well, what would a really good parent or a good coach or really good friend say to motivate their friend?”

Now, first of all, you wouldn't say, “Oh, don't worry about it. It's not important that you succeed,” because of course it's important. We want to succeed. We want to reach our goals in life. But if it's more from the stance of, “Hey, I believe in you. Not only that, but I've got your back. I’m here. I’ll support you. What do you need for me to help you get through this? How can I help you learn and grow?” That's going to be a much more successful message in the long run.” And so really just doing a little perspective taking, right? Instead of being lost in our own thoughts of, “I’m the failure,” or “I’m so horrible.” If you just step outside of yourself and say, “Hmm, what would I say to a good friend I cared about to try to motivate them or to try to help them in this situation?” The answers actually come pretty naturally.

[00:10:52] MB: Yeah. That's such a great strategy. And it's amazing how much your context switches as soon as you think about if a close friend was going through the same thing, what would my advice be versus how you treat yourself.

[00:11:06] KN: Yes, exactly. So we kind of know that constructive criticism is most helpful with our friends as opposed to like name calling. For some reason we forget that with ourselves. And by the way, there is still constructive criticism. Again, it's not self-compassionate just to light yourself off the hook. That's not caring. But what is caring is how can we learn and grow from the situation so that we do better next time? And that's really what self-compassionate people do.

[00:11:33] MB: So I understand that method from almost a tactical standpoint of use this framework to be more self-compassionate or to flip your perspective on it from a deeper standpoint of looking at it almost from your identity, right? If your identity is so bundled up in success and your self-worth is so bundled up in that, how do you start to really change what you've based a big chunk of your identity on?

[00:12:02] KN: Yeah. So in many ways this is a personal journey. No one from the outside can say, “Hey, you're basing your sense of self-worth on the wrong thing.” But what happens is that eventually people start to realize that maybe it's not working so well. I mean maybe you're successful, but maybe you're really stressed, right? Maybe you've got heart problems because your cortisol levels are so high from beating yourself up all the time. Maybe you aren't happy in your life or your relationships are strained because you've been putting so much pressure on yourself.

And so eventually the reason most people come to self-compassion is through suffering, right? Compassion is concerned with the alleviation of suffering. And after we find that maybe the other way of doing things isn't working for us so well or has lots of unintended consequences, then we start to think, “Okay. Well what's another way I can be happy and alleviate my suffering?” And that's really where self-compassion comes in. We become motivated to lessen our pain and to help ourselves. And part of doing that is finding more effective strategies for helping ourselves.

And, again, there are over 3000 studies now on self-compassion showing that it's a highly effective way to help ourselves grow and be happy and to avoid things like depression, stress, anxiety and so on. You have to want something better for yourself. It really comes down to something that simple.

[00:13:35] MB: I’m so excited to tell you that this episode is brought to you by my very good friend and three-time Science of Success guest, Peter Shallard. He's the founder of Commit Action and he's known as The Shrink for Entrepreneurs. Why is he sponsoring The Science of success? Well, January is a time when we're all thinking about setting goals and making strategic plans for the year. But if you don't get it right, your best intentions just end up gathering dust in a drawer. We've all experienced that before, right? Big ambitions in January, totally sidetracked by March.

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[00:15:38] MB: You just touched on it, but the key here is really looking at the science and understanding that there's thousands of studies that support this notion that self-compassion is almost like the clean energy of motivation as opposed to beating yourself up and making yourself feel bad. You have more resilience. You have more emotional energy and it's a much better way to fuel yourself.

[00:16:01] KN: Yes, it’s much more efficient. So self-criticism, I like to use the analogy, it'll get you up the hill, but in the way that like an old coal-powered steam engine would. It would spit out a lot of black smoke. You might say that self-compassion is the Tesla or something like that. It's like a really highly efficient electric steam engine that gets you up the hill in a very clean way. And it's not only better for you, but it's better for others around you. So we know that if people are more self-compassionate, they actually have more emotional energy to give to others. They're less likely to burn out. They make better relationship partners because they can meet a lot of their own emotional needs as opposed to demanding that their partners do everything correctly for them, right? And so it helps yourself as well as others around you.

[00:16:49] MB: Yeah. That's another great insight. Tell me a little bit more about how self-compassion helps flow through ourselves and into our relationships with others.

[00:17:00] KN: Right. So just as an example, one study we did. We looked at 100 couples who were in long-term relationships and we asked people to fill out the self-compassion scale, which I developed. And then also to rate their partner in terms of how caring is your partner? How giving are they? How intimate are they? Do they get angry a lot? Do they try to control you? And how happy are you with your partner? And we gave these measures to both partners. And what we found is that people who are more self-compassionate were rated by their partners as being more caring, more giving, less controlling, less angry and people were more satisfied with self-compassionate partners.

So part of the way it works is, first of all, when you can have a self-compassion, which means you value yourself, you're more likely to use more effective communication strategies, right? So instead of just yelling and getting angry and demanding that your partner do something you want. When you kind of can realize, “Okay, my needs are important, but so are my partners,” people are more likely to talk things through and they're more able to assert themselves in a way that's assertive but not controlling. They're more able to make compromised solutions. They're less dependent and needy again on their partner to meet their needs. So in other words, if I can meet some of my own needs for love or for support, then I'm not going to get pissed off if my partner isn't available the way I want them to be at the exact moment, right? So you have you have more resources, basically. And so the more resources you have for yourself, the more resources you therefore have to support your partner as well and the less needy independent you are on your partner to meet your needs. And so I think that's really probably primarily the way it works, is in terms of having the resources to meet your own needs.

[00:18:46] MB: That makes a lot of sense and it's such an important benefit of pursuing the path of self-compassion. It fills up your cup so that you're able to take care of yourself if and when you may not be able to or shouldn't be relying on others.

[00:19:03] KN: Right. Yeah, if they aren't available. And then they also show for people like a parents or healthcare workers or therapists, people who care for others that what it means is you have more resources to care for others without burning out, right? So parenting is exhausting. Being a therapist is exhausting. It’s exhausting being a teacher or a healthcare worker. Anytime we care for others, especially when others are struggling in some way, and if we're sensitive caregivers, that means we're sensitive to the pain of others. That's partly why we're a good parent or a good caregiver. But it can be really draining to constantly have to give and give and give. And also we're affected by the troubled mind state of those we care for. And so if we can give ourselves compassion, first of all, validating the difficulty of caring for others. Kind of, again, resourcing ourselves, filling our own cup, then we're much less likely to burn out, which is another really important way. It helps others.

[00:20:02] MB: There's a couple different avenues I want to explore from that, but let's start with briefly the concept of parenting and how do we apply this to being a good parent.

[00:20:13] KN: Right. Again, one way to apply this is by giving yourself compassion for the stress and difficulty of being a parent, right? I know parents think they're supposed to devote all their attention and energy on their child. But in fact, if you do that and you become drained and you become depleted and you become irritable by not focusing on your own needs at all, you actually aren't going to be able to be as good of a parent.

And so this is something I know from personal experience. So my child's autistic. And what I would find is if I wasn't focused enough on myself, and I'm not just talking self-care, like doing yoga or getting massages. I mean in those moments of difficulty, let's say he was throwing a huge tantrum. And of course I would try to help him as much as I could. But the more I was able to support myself, validate the fact that, “This is so difficult. I'm feeling overwhelmed.” I tell myself things like, “I'm here for you. It's going to be okay.” The more I could calm myself down – It helped my son in two ways. A, I had the resources to keep on being a good parent, but also he would actually respond to my calmer and more loving energy.

So in other words, if you have a child, you're sensitive to your child's emotions and your child is sensitive to your emotions. And so the more you interact with your child from a place of frustration and stress and overwhelm, your child's going to pick up on that. But the more you can interact with your child from a place of strength and feeling resource, feeling loving, feeling calm, your child is also going to pick up on that as well. So it really puts you in a better frame of mind, which helps your child actually directly in addition to you having more time to be there for them. So it's really a win-win situation.

[00:22:04] MB: It's almost like the idea of put on your emotional oxygen mask first before putting it on your child.

[00:22:12] KN: Yes, exactly. And thank you for clarifying your emotional oxygen mask, because people always show that cartoon when they talk about self-care. Like get the rest you need, eat well, exercise, get a massage. But for many stressed-out parents, “Hey, good luck. When are you going to have time to do that?” And, also, self-care, although I love self-care, self-care is great, but it actually doesn't help you when your child's having a tantrum in the grocery store. You can't say, “Hey, sorry. This is stressing me out. I’m going to go do some yoga. I’ll come back. See you later, kid.”

So self-compassion is an emotional oxygen mask. In other words we actually do a practice for parents and caregivers where you use the breath as a vehicle for self-compassion. So maybe you're in the presence of your child and they're just having a meltdown or some other really difficult situation is happening. You actually imagine that with each in-breath you're giving yourself compassion , that you're validating this is really hard, it's very stressful. I feel overwhelmed. You kind of breathe in care for yourself. But then of course you also have to breathe out. So you breathe out compassion for your child. I hope they're well. What can I do to help them? So it's really about this in and out flow. You don't want to just breathe in, give compassion to yourself. If you don't breathe out, you'll die. But if you just breathe out and don't breathe in, you'll die as well. We have to breathe in and out, and the same with compassion. We need to give compassion to ourselves and others and as much as possible try to balance the needs and concerns of ourselves and those we love.

[00:23:44] MB: I want to explore a couple other pieces of this, but before we do, you touched on self-care really briefly. I'd love to get your insights in into the importance of integrating self-care into your life and how it ties into self-compassion.

[00:23:57] KN: Yeah. So self-compassion you might say is a little broader than self-care. So people who are more self-compassionate, they engage in more self-care behaviors. Like, for instance, they're more likely to get enough sleep, to eat well, to exercise, practice safe sex, go to the doctor. All those things we need to do in our lives to take care of ourselves. And so, again, self-care is really critical for us to be healthy and well. But depending on your situation, you may not have enough time to engage in the self-care you would like to engage in, or maybe finances are getting in the way. Maybe you have to work two jobs to put food on the table for your kids, right?

So self-compassion, although it includes self-care, it's broader in that it's really more just the desire to help ourselves however we can even if that's just through emotional support. And emotional support is really huge. So maybe you're doing yoga and you're getting massages, but you're beating yourself up all the time for not doing enough. Maybe you beat yourself up for not doing enough self-care. I've seen people do that. It's no joke, right? And that's actually not going to help you very much. So the idea is we need to be warm, supportive, encouraging and really there for ourselves when times are difficult in order for us to be at our best.

[00:25:19] MB: It's probably another manifestation of the same self-criticism, but I often feel guilty when I'm doing some kind of self-care routine that I could be being more productive or working harder instead of getting a massage or something like that.

[00:25:31] KN: Right. Right. And so self-compassion, there's a lot of wisdom in self-compassion, right? So actually there's research that shows that people who have higher levels of self-compassion also have higher levels of wisdom. What wisdom means is you have got to use your discrimination to decide, “Well, what's best in the moment?” So if you were to get massages all the time and you couldn't afford it and it was cutting into your work productivity, maybe that wouldn't be such a good idea, right? But on the other hand, if you were really stressed out and you didn't get a massage and your shoulders are tense and the quality of your work is suffering as a result, that it'd be more wise to get a massage, right? So it's really approaching every situation with the goal of what's most healthy in the moment, right?

Sometimes being productive is most healthy. There may be times when if I'm like working on a deadline, I might just buckle down for three days and my body is exhausted. But it was actually the right thing to do in the moment. And other times the right thing to do is to take breaks and take some time off and rest. So there's really no set answers in terms of what to do with self-compassion. It's just the goal of what's going to help me the most is always at the forefront of self-compassion.

[00:26:51] MB: Yeah, that's such a good insight. And as with almost everything in life, it's very context-dependent.

[00:26:57] KN: Very context-dependent, right. Sometimes you need to go left. Sometimes you need to go right. It just depends.

[00:27:04] MB: That's a really good way of framing it. I've never heard that analogy, but I love. It makes that very clean.

[00:27:09] KN: We like to say in the Mindful Self-Compassion Program, which is the training program we developed for self-compassion, that the quintessential self-compassion question is, “What do I need right now?” And oftentimes people from the outside don't know what you need. But think about how rarely we stop. Even just ask ourselves, “What do I need right now?” It's like most of the time we're on autopilot. We're just jumping through the hoops, going through our meetings, doing all the things we're expected to do, and we don't even say, “Hey, what do I really need? What would be best and most healthy for me right now?” And so asking that question in and of itself is a self-compassionate act.

[00:27:51] MB: I love that question, and that's definitely going to be a journal question for myself in the near future. and one that I'll probably revisit many times.

[00:28:00] KN: Yes, and the answer will change too as it should.

[00:28:03] MB: Oh, of course. Sometimes I need to go left. Sometimes I need to go right.

[00:28:06] KN: Exactly. Sometimes you need to go straight. Sometimes you need to go backward.

[00:28:12] MB: That’s true. Such a good insight though. I think that's a tremendous question. I want to come back to something we touched on briefly a minute ago, but you talked about the importance of self-compassion for caregivers. And know we're obviously living in a time right now where there's so much stress, so much anxiety, the pandemic, everything that's been going on. How do you think about applying some of the lessons of self-compassion to today's world?

[00:28:46] KN: Well, there's a lot of suffering in today's world to not only the pandemic, but systemic racism, and trench poverty, global warming, political polarization. I mean there're a lot of difficulty and stress and suffering out there in the world. And so really I think we need self-compassion more than ever. We also need more compassion for others as well. And again, the two work hand-in-hand. They support each other. But really if you think about what the reminder bell for self-compassion is, it actually is suffering. In other words whenever we notice that we're stressed or that we're sad or that we're anxious or frustrated or carrying our hair out because of the crazy world we live in, that's actually a reminder to practice self-compassion, “Oh, okay. I see. I'm really having a hard time right now.”

And in fact there are three components to self-compassion and it's almost like a little recipe for what you need in the moment. The first component of self-compassion is actually mindfulness. That's being aware that we're struggling. That's that mindfulness spell I just spoke about. So whenever we notice we catch ourselves stressed or tensed or really feeling down about ourselves, and that's mindfulness of suffering, and that's actually the first step towards being self-compassionate. And then of course we need to respond with kindness, which is kind of what we've been talking about, treating yourself like a good friend. But really important, there's a third component of self-compassion that’s relevant to your question. And that's framing our own experience in light of the shared human experience. In other words self-compassion is actually not a self-focused emotion. It's an other-focused emotion. So what's the difference between compassion and pity? If I pity you, I'm looking down on you, I feel separate from you. You aren't going to like it if I pity you. But if I have compassion for you, it's like, “Hey, I've been there. I understand.”

So compassion from the Latin means passion is to suffer, com means with. It's a connected way of being with our own suffering and those of others. So when we suffer and when we treat ourselves with compassion as opposed to self-pity, what we're saying is, “Hey, life is difficult for everyone. Everyone's imperfect. Everyone's struggling, different amounts and different forms of struggling.” But the fact that we suffer is part of the human condition.

And so when we look at global warming, or racism, or poverty, or political polarization, or the pandemic, you name it. With self-compassion, because we're framing whatever our own situation is in light of the shared human experience, we automatically feel more connected to others. So instead of, “Poor me.” It's like, “Okay, I see. We're all in this together.” And that also means that the solutions need to not only take ourselves into account, but to take the experience of others into account because they impact me just as I impact them.

So having a connected kind and kind of mindful stance towards suffering is what makes self-compassion such a strong and stable way to be with all that world's problems today.

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[00:34:01] MB: I think one of the most important ideas and concepts from your work that really resonated with me is this notion that suffering is this thing that unites all of us. Life is hard. It's very difficult. We all suffer. And it's a core component of the human condition and understanding that really helps create a tremendous amount of perspective.

[00:34:25] KN: Right, it does. And it's funny because often – It's not funny. It's actually sad. Often when we fail or we make a mistake or we get a bad news from the doctor, we feel like something has gone wrong. Like this isn't supposed to be happening. It's illogical, but somehow we irrationally assume that what's supposed to be happening is perfection. What's normal is everything's going perfectly. And if it doesn't go perfectly or if I do something that's imperfect, I make a mistake or I fail, something has gone wrong. And it's like we feel abnormal in that experience. We feel cut off from our fellow human beings, when in fact that is the way life is supposed to be. That's what it means to be human. Being human does not mean being perfect. Being human almost by definition means struggling, suffering, making mistakes, having challenges.

And so if we can remember that simple fact, then we don't have to feel so alone. And that's so important for our well-being, because as human beings it's so terrifying to feel like we're all alone. In evolutionary biology they say a lone monkey is a dead monkey, right? We're programmed through evolution to want to feel connected to others for our very sense of safety. And some of this is just our own perspective. Do we fall into the illusion that there's something wrong with us for failing? Or there's something abnormal about having a real difficult situation in our life? Or can we remember, “Oh yeah, this is the plan I signed up for as a human being. This actually connects me to other people as opposed to separating me from other people.” And that little shift in mindset, you don't really have to do anything. You don't have to do some practice. You just have to remember the truth of our connection. And it makes a radical difference.

[00:36:17] MB: It's so critical to understand and internalize that idea. And I see so many people, young people, people in this Instagram generation, all the social media out there that people don't understand that failure, falling down, suffering, it's part of the experience. And in many ways they're afraid to take the first step or to put themselves out there because they're afraid of failure. And if you never get past that point, then you're missing out on so much richness in life.

[00:36:50] KN: Exactly. One of my favorite quotes from a meditation teacher I once heard was the goal of practice is simply to be a compassionate mess. Think about that. If your goal was just to be a compassionate mess. In other words you can still be a mess. You can still get things wrong. You can still struggle. You still have difficulty. But if you're compassionate toward the experience, you've achieved your goal right, and you can actually function quite well as the compassionate mess. You feel connected. You can feel happy from your own love and support. It actually allows you to be a more functional mess than you would be otherwise. And it really shifts your goals and your values in life when compassion actually becomes one of your guideposts toward living a good life, makes a huge difference.

[00:37:41] MB: Where do people go wrong with trying to bring self-compassion into their lives?

[00:37:49] KN: So there's a few ways people can go wrong. Sometimes people think they're being self-compassionate, but maybe they are just being self-indulgent, right? So maybe you don't succeed at something. Let’s take an example. Let's say you're trying to eat healthier and adopt a better exercise routine and you just blow it off for two weeks. So self-compassion, if you really care about your health, you do two things. One, it's okay to fail. Everyone fails. But if you just stop there, you actually aren't being self-compassionate, because it's not good for you to be eating poorly and not exercising, because you're actually causing yourself more suffering.

So with self-compassion, I call it the yin and the yang of self-compassion. There's the self-accepting side of self-compassion, but there's also the action side of self-compassion. So to be fully self-compassionate, we not only need to be accepting of our flaws and accepting when we fall down. We also need to take action for our health and well-being, otherwise we aren't being self-compassionate, right? And so I think sometimes people get confused. They think self-compassion is just all the yin, the self-acceptance. They don't realize the kind of more fierce action side of self-compassion, which is equally important toward well-being. So that's one place people go wrong.

Other ways people go wrong is they actually try to use self-compassion to make the pain go away, right? And so what you'll find is maybe you're having a really hard time. Maybe you had a bad day at work. And if you're supportive, maybe put your hand on your shoulder and kind of say some supportive words to yourself. You'll find that the pain tends to lessen. So what we know is that self-compassion does lessen pain because, again, when we're warmer, more supportive, it doesn't hurt as badly.

But if we start to use self-compassion as a manipulation strategy to make the pain go away, actually it stops working, right? And you might say this is too much yang without enough yin. If we're just trying to change things, “Okay, I’m not going to suffer. I’m not going to feel pain. Everything's going right.” And then we don't accept the fact that, “Well, you know, human life is about sometimes we do feel pain. Sometimes we do have challenges. Sometimes we do get it wrong.” Then you’re too much on the other side of things and you aren't accepting enough about our human limitations. I might say it all boils down to is yin and young balanced the way in Chinese philosophy it says it needs to be or is it just one side or the other? And I think that's where a lot of people go wrong.

[00:40:30] MB: Tell me more about the concept of making your self-compassionate, more fierce and action-oriented.

[00:40:39] KN: Ah! Okay. Yeah. So actually my new book coming out in June is called Fierce Self-Compassion. So this is something I’m very passionate about precisely because I think some people, they don't realize that there's this very powerful action-oriented side of self-compassion. For instance, self-compassion is sometimes like maybe a mother who's rocking and holding or crying child. We can kind of be that with ourselves. If we're upset, we can hold ourselves, accept ourselves, give ourselves warmth and love and support and we start to calm down.

But self-compassion is also like mama bear, fierce mama bear. In other words, sometimes we need to protect ourselves. We need to draw boundaries. We need to say no. Sometimes we need to say no to others but yes to ourselves, right? So, “Yes, I’m going to do this thing that's so important to me because it really matters to my happiness.” And also sometimes we need to motivate change. Or think of a firefighter who risks their life to save people from a burning building. That's an ultimate act of compassion.

And so sometimes to have self-compassion, we need to be brave, we need to do things, that are risky that are scary in order to help ourselves in the long run. And so really it's just a matter of realizing there are these two sides of self-compassion. And again, when we ask ourselves what do I need in the moment. Sometimes I need to be more accepting. Sometimes I need to cut myself some slack. Give myself a break. Sometimes I need to be brave. Sometimes I need to get off my ass and do something in order to help myself or try to call-up some energy to tackle some big challenge. Again sometimes I just need to maybe change my relationship or change my job. So really realizing the different choices we have for self-compassion. We don't want to get locked into thinking it just looks one way. We really just need to ask ourselves sincerely, “What do I need in the moment?” And it's going to look very different depending on the context.

[00:42:39] MB: Comes back to it's all about the context. Ask yourself what do you need right now.

[00:42:43] KN: That's right. And ask it sincerely. And that's the thing, authentically. What do I authentically need right now? Because sometimes we're just basing our actions based on what society tells us we need. Oh! I see. I need to have a lot of likes on Facebook. I need to earn this amount of money. I need to have this level of success. Maybe that's actually not what you need to be happy. Actually pausing and asking, “What do I personally?” which is different than any other human being. My needs are unique. What do I really need authentically to be happy and well? And just even asking the questions sincerely will set you on a path to finding the answer.

[00:43:26] MB: What does the work look like? And I’m sure it varies a lot. But when you're starting to really ask yourself that question, do you think about journaling? Do you meditate on it? How do you approach really doing some of the internal work to figure out what's important and also to build the muscle of self-compassion?

[00:43:46] KN: Yeah. Right. And it is a muscle. So the research shows the more you practice it, the strong stronger you get. The better you are at it, the more consistent it is. And so really the past 10 years of my career have been devoted to answering just that question. What practices can people do to build their self-compassion muscles?

And so I've done this in conjunction with my close colleague, Chris Grimmer. We've developed something called the Mindful Self-Compassion Program that has about I think 37 different types of practices in it that are empirically proven to increase self-compassion. And so, again, there's a lot of choice. And no one approach is better than the other. So meditation of course is a really powerful way to build our self-compassion skills. There's a lot of research on meditation that shows if you take some time out of your day, typically they recommend at least 20 minutes, you kind of put everything else aside and you close your eyes and you go inward and you consciously cultivate a sense of peace and calm. You kind of don't let your thoughts completely control your experience and you also intentionally bring in warmth and kindness to your meditation. That's a very powerful way to learn the skill, because it actually changes your neural pathways and you're building new brain habits.

But what we found in our research that’s equally powerful to meditation was just doing things throughout your daily life. So for instance giving yourself some supportive touch when you need it. If you're feeling upset or frightened, you can put your hand on your heart or your stomach or your shoulder or any sort of touch that feels I’m supportive and caring towards you. Touch is a really powerful way to let your body know that you're there and that you support yourself and you care. It actually changes your physiology. It activates the parasympathetic nervous system and deactivates the sympathetic nervous system. So that's one really easy way to do it.

Also another way to do is just bring in the three components of self-compassion. We have a practice called the self-compassion break where you bring in mindfulness. You remember, “Hey, this is hard right now. I’m just remembering, this is really hard right now.” You remind yourself of common humanity, “Well, struggle's part of life. I’m not alone. This is normal.” And then three, you just say some words of kindness to yourself like you would say to a good friend. And doing that periodically throughout the day is a very easy and highly effective way to do it.

You can also write yourself compassionate letters. There's one study that found the people who wrote a self-compassionate letter once a day for seven days, the depression decreased for three months and their happiness increased for six months. So there's a lot of different ways you can practice self-compassion. And we've got a workbook out and you can also do online training. So it's really, really accessible these days much more than it was five years ago.

[00:46:41] MB: Tell me about this idea or a little bit more about the notion of using self-touch to activate the parasympathetic nervous system.

[00:46:49] KN: Right. Okay. So what we know is that when you criticize yourself, when you're not being self-compassionate, what you're doing is you're actually activating the body's threat defense system, which is linked to the sympathetic nervous system. In other words, you feel frightened or you feel there's a threat, either a threat to your self-concept, right? You failed or something went wrong or you feel threatened because you think you aren't going to reach a goal or maybe just there is some threat in your life. So you activate cortisol, release adrenaline and you get ready for fight, flight or freeze.

But with self-criticism, you actually turn that in on yourself and you beat yourself up thinking that somehow that's going to make you safe because you'll change your behavior, for instance, right? Or you beat yourself up to beat others to the punch so that you don't have to worry about them attacking you. The elevated cortisol and sympathetic activation linked to self-criticism is a major contributor to heart disease, for instance, and also to depression because the body shuts down after being activated so much.

So what we know is self-compassion is you're activating our other safety system, which is instead of the threat defense system, it's the ten and befriend system, the caregiving system. So as mammals, we can also feel safe by feeling connected to others, warm bodies, people who care about us, family units, attachment to people who care. That also helps us feel safe. And when we activate the care system, we're tapping into the parasympathetic nervous system, which decreases cortisol and things like inflammation and it increases things like heart rate variability, which actually means that, literally, when we're more relaxed and more flexible we can respond more flexibly to any sort of perceived threat.

And so what we know from the research is that self-compassion deactivates the sympathetic nervous system. Reduces cortisol, for instance, and activates the parasympathetic system and increases heart rate variability. Also releases things like oxytocin and opiates, those kind of feel good hormones. And that's one of the reasons that we know that self-compassion is not only good for your mental health, but your physical health, because your physiology is working more efficiently. And so it's linked to less physical symptoms, better immune function, etc. So it's really pretty powerful stuff we're talking about here.

[00:49:13] MB: So for somebody who's listening to this conversation and wants to start with one action item or one way to begin implementing self-compassion into their lives, what would be one action step that you would give them?

[00:49:26] KN: So I would actually say that a really good place to start, if you just Google self-compassion, you'll find my website. And I kind of designed it as a free starting – Free hub starting place for people to figure out if they want to take this approach. You can take the self-compassion scale to find out if you're low in self-compassion. There are meditations. There are videos. There are lots of exercises on there. Again, totally for free that you can start there is a really good way to do it.

I could say one practice or another, but because people are so different, I would suggest just going to that website checking out the offerings and just trying a few out and seeing what works for you. Some people, meditation is their way. Some people, physical embodiment is their way. And other people, writing is their way. And other people things like just saying little mantras throughout the day is their way. So that's a really easy place to start. Just Google self-compassion, you'll find me. My website's been around for so long. I have I think all the Google algorithms point to me.

[00:50:33] MB: And tell me just really briefly, you touched on this concept of physical embodiment.

[00:50:37] KN: Yes.

[00:50:38] MB: Is that distinct from the idea of using touch to activate the parasympathetic and what is it?

[00:50:45] KN: They're related, but it is a little bit distinct. So touch is just touch, right? So that's just actually using your physical hand to support yourself. But there's also a way you can embody self-compassion. And what we talk about with embodiment is one of the things we're doing when we say we're embodies is instead of just operating from our brains, our thought systems, we actually feel our own physical presence. So you become aware of your body. You become aware of your body posture. You become aware of your stance. You become aware how are you holding your body. Is it stress? Is it relaxed? Is it open? And actually you're perceiving not just through the lens of thought, but you're using all your five senses. And this is also related to mindfulness, right? When we talk about being embodied with mindfulness, which means we're aware through all our sense stores as opposed to just through thought. And then when you do that and then plus that your awareness is a loving awareness, a caring awareness, and you can actually feel in your body. It seems really far out. But just think about when you're with your child, right? When you're with your child, typically we not only think we love our child. We also embody that for our child. It's communicated in the way we hold our body and the way we touch our child. The way we're present with our child. And believe it or not, we can actually do the same thing with ourselves. But some of it's just a matter of not thinking so much or at least not only thinking, but also feeling. And of course all our emotions are also experienced as bodily sensations. And then so if you want to be more emotionally in touch, feeling our emotions in our body as opposed to just thinking about them also makes a big difference.

[00:52:37] MB: Where can people go to find you, find your work and everything that you've created online?

[00:52:43] KN: Yeah. Again, if you Google self-compassion, you'll find me. My website is selfcompassion.org. I also have several books out. So if you go on Amazon and you type in my name or if you just type in self-compassion, you'll also find me. Again, the mindful self-compassion workbook will you through the entire eight-week self-compassion program in workbook format, and it's selling really well. It's very accessible. You can also go to the Center For MSC website, centerformsc.org. And that's a place you can get online training, for instance. Maybe you want to take one of these self-compassion programs online with a live teacher. You can do that at Center For MSC. There're a lot of options for people.

[00:53:30] MB: Well, Kristin, thank you so much for coming on the show, for sharing all of this wisdom. So many great insights and practices that we can begin to implement in our lives and be more self-compassionate.

[00:53:41] KN: Thank you. Thanks for having me. It's been a lot of fun. I love people who love the science, because I love the science too.

[00:53:47] MB: Thank you so much for listening to the Science of Success. We created this show to help you, our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My email is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener email.

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January 28, 2021 /Lace Gilger
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Unlock Peak Performance & Get More Flow In Your Life with Steven Kotler

January 21, 2021 by Lace Gilger

**CONTAINS PROFANITY**

In this episode, we discuss the science of peak performance and share actionable takeaways for how you can achieve your goals and spend more time in the powerful state of Flow with our guest Steven Kotler. 

Steven Kotler is a New York Times bestselling author, an award-winning journalist, and the Executive Director of the Flow Research Collective. He is one of the world’s leading experts on human performance. He is the author of nine bestsellers (out of thirteen books total), including The Art of Impossible, The Future Is Faster Than You Think, Stealing Fire, The Rise of Superman, Bold and Abundance. His work has been nominated for two Pulitzer Prizes, translated into over 40 languages, and appeared in over 100 publications, including the New York Times Magazine, Wired, Atlantic Monthly, TIME, and the Harvard Business Review. Steven is also the cohost of Flow Research Collective Radio, a top ten iTunes science podcast. Along with his wife, author Joy Nicholson, he is the co-founder of the Rancho de Chihuahua, a hospice and special needs dog sanctuary.

  • Peak performance is nothing more or nothing less than getting our biology to work FOR us rather than working AGAINST us

  • Human beings come with the built-in features and capability to peak performance

  • The neurobiology of flow is present in all mammals and humans are hyper-optimized for flow

  • Evolution shaped human beings, and humans were predominately shaped by the evolutionary scarcity of resources

  • Our biology creates the toolkit for performance - fight, flight, creativity, collaboration, etc - evolution created this tool kit, and we need to learn to understand and optimize these tools for our gain.

  • Getting more flow is easier, sustaining flow is much harder

    • If your foundation is not solid, you can’t handle the turbo boost

  • Big picture - when you are talking about peak performance, you’re talking about the motivation required to get into the game.

    • Goals tell you where to go.

    • Grit to stay in the game when motivation runs out.

    • Learning lets you grow and play

    • Creative problem solving is how you steer.

    • You need FLOW to turbo-boost the whole equation.

  • Motivation is often misunderstood, the research shows exactly how to build more motivation

    • Safety & security FIRST. You need a baseline. Happiness and wellbeing move in lockstep with performance until you get to the “Baseline.” Of around $75k/year.

      • Once you get there, external motivators stop generating out sized performance.

      • The measurable impact on performance, productivity, etc diverges from there

    • After that, you need to lean on your internal motivators.

  • Internal motivators enhance your focus.

  • Five Internal Motivators (they work IN ORDER and are BUILT ON TOP OF EACH OTHER)

    • Curiosity helps generate focus

    • Passion = intersection of multiple curiosities

    • Purpose = curiosity + a mission beyond yourself

    • Autonomy & freedom to pursue your purpose (4-5 hrs a week is enough)

    • Mastery, layering in the skills necessary to execute and do this.

  • “Surrounding a problem” - try to approach a problem from every aspect.

  • You need 3 tiers of goal setting

    • Mission

    • “High Hard” goals (steps needed to accomplish the mission)

      • 1-5 year timeline

    • Clear Goals / Daily To-Dos (Action Items)

  • Setting the right high-hard goals gives you 25% more motivation

  • Your goals are your filters. Your goals should determine what you say NO to.

  • If you want to perform at your best, everything has to be fully aligned.

  • If you’re gonna get distracted off your mission-level filters.

  • Make a list of your top ten pleasures. Get distracted by something you enjoy.

  • The biggest place people go wrong is

  • We have no idea what we will be good at or like in advance, we have to DO IT. You have to explore different things.

  • The biology of success does NOT happen overnight. You don’t

  • Passion is earned over time, one little victory at a time. It takes a LOT to get there.

  • Peak performers know it’s ALWAYS crawl, walk, run. Average performs go straight to jog/run, burn energy on the shortcuts, and try to short circuit the process.

    • There are LONG stretches of unpleasant along the way.

  • Pay attention to a few key things:

    • Vocabulary / Terminology - find a friendly/simple way to learn the terminology (fiction, easy ways to get familiar with the basic concepts, and natural curiosity).

      • 50% of expertise is just the vocabulary.

    • History - Our brains love narratives and cause and effect. We love natural storytelling.

    • Natural curiosity - find the things you’re naturally curious about.

  • “The 5 Books of Stupid"

    • Da Vinci Code - start with simple, easy, fictional, or easy to digest

    • “Blink” - pop science, but nothing too heavy yet.

    • “Thinking Fast & Slow” - more technical

    • Textbook, really hard & detailed book

    • Macroscopic book - looks into future or past to see boundary conditions, this is sane, this is crazy, etc.

  • After the 5 books of stupid, then start interviewing experts and asking them questions. Once the experts say to you “that’s a really good question” you’re starting to know what you’re talking about and you're starting to think inside the subject.

  • Flow is not a light switch, it’s a four-stage process.

  • The front end of a flow state is a STRUGGLE stage.

  • In your working memory, you can hold onto about 4 concepts at a time. The struggle phase is being at the brink of frustration, pushing your mind to its limits.

  • STRUGGLE IS BUILT INTO THE LEARNING CYCLE.

  • Turn your actions into habits, internalize the learnings into the subconscious.

  • “Follow the biology” - train grit before you train flow.

  • It’s easy to train grit, but it ALWAYS feels terrible. A lot of training grit is learning that you can perform at your best no matter how bad it feels. Trust that no matter how bad it feels you will still be able to perform at your best.

  • You have to learn to believe in your grit.

  • To train grit, it has to start PHYSICALLY. Period. Regular exercise is an opportunity to train grit. Push yourself. Get uncomfortable.

  • "If you’re not exercising regularly, forget peak performance."

  • Once you get physically gritty, you can start training cognitive grit.

  • The next level is THOUGHT CONTROL. Take control of the brain's thought patterns and shape them.

    • Separate between emotion and reaction.

  • Grit to be your best when you’re at your worst. This is an entirely different kind of grit.

    • Example: Give a speech while you’re trying to hike up a mountain.

  • Grit to train up your weaknesses. This is unpleasant.

  • Grit to use FEAR as a primary motivator. Start working with FEAR and using it as a major motivator. Get a handle on it and learn how to use it. It’s FREE focus if you can learn to harness it.

  • The Grit to RECOVER. You have to slow down, stop, recover, and relax. Recovery and relaxation are a KEY grit skill. Passive recovery does not work (TV and bar), you need active recovery - massages, breath work, epsom salt bath, saunas, foam rollers.

  • How do you apply peak performance to more complex skills like a business?

    • Break these skills down into micro-skills and focus on crawl, walk, run in EACH of those.

  • Homework: If there is one lever you can reach for, your flow trigger from childhood, don’t give up on that trigger. Flow is a focusing skill - it shows up when all our attention is on the here and now.

    • The more flow you get, the more flow you get. If you play video games on Monday and get into a flow state, you are more likely to get into a flow state at work.

    • Dropping into flow resets the nervous system and flushes stress neurochemicals, and boosts your immune system.

    • This is a GREAT way to get flow in your life.

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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Steven’s Website and Wiki Page

  • Steven’s LinkedIn, Facebook, and Twitter

  • Flow Research Collective

    • Flow Research Collective Radio

Media

  • Thought Economics - “A Conversation with Steven Kotler on the Frontiers of Human Performance.” by Vikas Shah

  • Benzinga - “NYT Best-Seller Steven Kotler Talks 'Flow,' Cannabis And Cannabinoid Research” By Javier Hasse

  • Article Directory on Forbes, Psychology Today, Singularity Hub, Big Think, and Medium

  • Thrive Global - “Steven Kotler: On Writing The Most Important Book Of The Year, And Next Year, And The Year After That” by Michael Levin

  • [Podcast] Neurohacker Collective - Steven Kotler - Navigating the Upper Limits of Human Potential in an Interconnected World

  • [Podcast] The Learning Leader - Episode 108: Steven Kotler – Your Flow State: What Is It? How To Get There

  • [Podcast] Bulletproof Radio - #109 Steven Kotler and The Rise of Superman

Videos

  • TEDxTalks - How to open up the next level of human performance | Steven Kotler | TEDxABQ

  • Talks at Google - Decoding the Science of Ultimate Human Performance | Steven Kotler | Talks at Google

  • Tom Bilyeu - These Technologies Will Change the World | Peter Diamandis and Steven Kotler on Conversations w/ Tom

  • MindValley Talks - How To Get Into The Flow State | Steven Kotler

    • The Science Of Extraordinary Performance With Steven Kotler - Official Masterclass Trailer

    • The Habit of Ferocity By Steven Kotler

  • Evan Carmichael - This is HOW You Find ALL of Your SUPERPOWERS! | Interview With Steven Kotler | #ModelTheMasters

  • Big Think - How We Chase Dopamine: Porn, Social Media, and Alcohol | Steven Kotler | Big Think

    • Slow Down Your Brain to Get More Done, with Steven Kotler | Big Think

  • Video Advice - How Billionaires HACK Themselves (this is mind blowing!!!)

Books

  • Amazon Author Page

  • The Art of Impossible: A Peak Performance Primer Jan 19, 2021 by Steven Kotler

  • The Angle Quickest for Flight, 1999

  • West of Jesus: Surfing, Science and the Origin of Belief, 2006

  • A Small, Furry Prayer: Dog Rescue and the Meaning of Life, 2010

  • Abundance: The Future Is Better Than You Think, 2012, co-authored with Peter H. Diamandis

  • The Rise of Superman: Decoding the Science of Ultimate Human Performance 2014

  • Bold: How to Go Big, Create Wealth, and Impact the World, 2015, co-authored with Peter H. Diamandis

  • Tomorrowland: Our Journey from Science Fiction to Science Fact, 2015

  • Stealing Fire: How Silicon Valley, the Navy SEALs, and Maverick Scientists Are Revolutionizing the Way We Live and Work, co-authored with Jamie Wheal, 2017

  • Last Tango in Cyberspace, 2019

  • The Future Is Faster Than You Think: How Converging Technologies Are Transforming Business, Industries, and Our Lives (Exponential Technology Series) by Peter H. Diamandis , Steven Kotler, 2020

  • The Devil's Dictionary Nov 2, 2021 by Steven Kotler

Misc

  • [Class] Passion Recipe Masterclass

  • [Podcast] World of Work Project - Locke and Latham’s Goal Setting Theory: Set Better Goals

  • [Wiki Article] Flow (psychology)

Episode Transcript

ANNOUNCER: Welcome to The Science of Success, the number one evidence-based growth podcast on the internet, bringing the world's top experts right to you. Introducing your hosts; Matt Bodnar and Austin Fabel.

[00:00:19] MB: Welcome to The Science of Success, the number one evidence-based growth podcast on the internet with more than 5 million downloads and listeners in over a hundred countries. In this episode, we discuss the science of peak performance and share actionable takeaways for how you can achieve your goals and spend more time in the powerful state of flow, with our guest, Steven Kotler.

Are you a fan of the show and have you been enjoying the content that we put together for you? If you have, I would love it if you signed up for our email list. We have some amazing content on there along with a really great free course that we put a ton of time into called How to Create Time For What Matters Most in Your Life. If that sounds exciting and interesting and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com, you can sign up right on the homepage. That’s successpodcast.com. Or if you’re on your phone right now, all you have to do is text the word SMARTER to the number 44222.

In our previous episode, we interviewed the godfather of influence, Dr. Robert Cialdini, and shared some of the most powerful lessons from the science and art of influence.

Please note, this episode contains profanity.

Steven Kotler is a New York Times bestselling author, an award-winning journalist and the executive director of the Flow Research Collective. He’s one of the world’s leading experts on human performance and he’s the author of 9 bestsellers, including The Art of Impossible, The Future is Faster Than You Think, Stealing Fire, The Rise of Superman, Bold and Abundance. His work has been nominated for two Pulitzer Prizes, translated into over 40 languages and appeared in over a hundred publications including New York Times, Wired, Atlantic, Time and the Harvard Business Review.

[00:02:10] MB: Steven, welcome back to The Science of Success.

[00:02:13] SK: Good to be with you, Matt. How are you?

[00:02:14] MB: We’re super excited to have you back, and I’m doing well. I’d love to start with, I know you’ve produced so much fascinating work, Bold, Abundance, some of my all-time favorites from your earlier collection, Stealing Fire is so interesting. But Art of Impossible really tackles a number of concepts that I think are so important. And I’d love to start out with a broad question that we can really sink our teeth into, which is this notion of being a peak performer. What does it mean to you to be a peak performer and what do we have to do to become peak performers?

[00:02:49] SK: So I think there are a couple of quick answers to that question, Matt. I mean the first is that peak performance is nothing more or I guess nothing less than getting our biology to work for us rather than against us. Human beings, we come with the capability for peak performance built-in. It’s a built-in feature of being human. Everybody is hard-wired for peak performance. So it’s really a question of just understanding how the system works and getting the system work for you.

[00:03:18] MB: Let’s dig into that. Tell me about this idea that we are hard-wired for peak performance and how do we end up getting in our own way?

[00:03:26] SK: So in a simple way, the easiest place to start is with the fact that every human in the planet is hard-wired to enter the state of consciousness known as flow. Flow is technically defined as optimal performance. It’s a state where we feel our best and we perform our best and is literally a built-in feature of not even just being human, of at this point being a mammal. Meaning the neurobiology, the hard wire and underpinning flow is present in all mammals and it’s hyper-developed in humans.

So the first thing is that flow is how we do peak performance and it’s available to all of us. So that’s sort of where it starts. If you want to take it a step further, you have to start with a weird thing, which is flow optimizes a whole bunch of stuff. If you look under the hood, and researchers, psychologists and neuroscientists have spent the past 30, 35 years, 40 years trying to figure out exactly what is flow great for? What is it optimized? And the list is fairly long. It’s motivation, productivity, creativity, creative problem solving, all aspects of creativity, learning, grit, empathy, environmental awareness. I mean it’s a bunch of stuff on the physical side, it strikes down, etc., etc. And the first question you got to ask yourself when somebody gives you a list of this one state of consciousness does all of these. You got to ask yourself, “Well, what the hell is going on? Why is that even possible? Those doesn’t make sense.”

And the answer is, once again, evolution. And evolution shaped human beings, and evolution itself will shape predominantly by scarcity, scarcity of resources. And when resources are scarce, you have two options. You can fight to over-dwindling resources, or you can get innovative, get exploratory, get creative, get collaborative, get cooperative and make new resources. Literally, everything that’s optimized by flow is all that stuff, which we can use to either fight of flee over resources or get creative, get collaborative, work together and make new resources. That’s actually the full suite of our biology. That’s the tool kit. So all that stuff that I just listed, that is the full kind of biological suite. Those are all the tools in our tool kit. And the interesting thing, sort of asked about peak performance. And I think every peak performer intuitively reaches for the same tools, because we're all biologically hardwired. So if you start talking to peak performers, which is what I've done for 30 years about, “Hey, what it is that you're working on kind of thing?” It's a very limited set of skills. Why? Because we're all drawn from the same tool kit. And the funny thing is the tools – And this is what we're learning only over the past five to ten years in a sense is that, “Hey, it's a system. The system is designed to work in a certain order. It's designed to work in a certain way. And if you can get it working for you, this is peak performance.

[00:06:27] MB: That's a really interesting notion, this idea that evolution essentially created the framework, the toolkit for performance, whether it's fighting, fleeing, being creative, collaborating, etc. And the journey for peak performance is really a journey about, first, understanding what our toolkit looks like and then learning how to use it for our own benefit.

[00:06:49] SK: With the Flow Research Collective, and we train at this – For those of you who don't know what the Flow Research Collective, is we're a research and training organization. We study the neurobiology of peak human performance. I think we're actually the largest peak performance research and training foundation in the world at this point. On the research side, we’re partnered with USC, UCLA, Imperial College London, Deloitte, a whole bunch of other people studying kind of studying the neurobiology. And on the training side we train everybody from the US Special Forces, through Olympic athletes, through the general public. And we train a lot of people like thousands of people a month on average. So we have enormous data sets on this sort of stuff first of all. So it's one of the things that's really interesting. It’s not only to peak performer reach for these same tools. Everybody reaches for the same tools.

And it's funny, if you ask where did this book come from, one of the places it came from was this work on flow, because it's actually remarkably easy to train people up in how do you get more flow. It's just not easy to stabilize that turbo boost in everybody. Peak performers, like if you train up US Navy Seals and flow, they get it almost immediately and they start getting immediate results. A lot of other people start backsliding almost immediately and they'll get more flow, but they can't sustain it, which is incredibly frustrating. And it comes down to all the shit that flow amplifies; motivation, learning, creativity, etc., etc., everything we're talking about. If your foundation isn't solid, you can't handle the turbo boost. This is another reason why a lot of people don't realize that they're optimized for peak performance, because they'll get periodic flow in their life, but they won't realize, “Hey, this is reliable. This is repeatable,” Because the other stuff isn't dialed in yet.

[00:08:32] MB: I love that learning and this idea that it's much easier to get into flow states, but the challenge for most of us is maintaining them. Tell me a little bit about how we cultivate that solid foundation. What does that look like from a habits and routine standpoint? From an execution standpoint? And how do we use that to sustain our flow much longer?

[00:08:54] SK: So I'm going to give you big picture look. We're going to drill down a level and then we're going to drill down a level. But the big picture look is this, when you're talking about peak human performance, you're talking about the motivation required to get into the game. You need goals, because it tells you where you want to go. You're going to then need grit, because it's how you sort of sustain things when that motivation runs out. You need learning, because it's what allows you to grow and continue to play. You need creativity to create problem solving because it's how you steer, especially if you're going after the kind of high, hard goals, so-called impossible goals where there's not really a clear map between where you are and where you want to get to. You have to have creativity. And then you need flow to sort of turbo boost the whole equation. So that's the whole system. That's what we're looking at.

And I said it starts with motivation. And motivation is sort of a catch-all term for a lot of different things, but here's what the research shows. Basically says that at the frontend you don't have to start here, but it's really hard to work around this. You sort of got to start with basic safety and security stuff. Meaning the first motivator that really matters. Normally we're going to talk most of our time about intrinsic, internal motivators, but you've got to start with an external. The data is pretty clear that it's very hard to achieve peak performance if safety and security issues are still a concern. And this is sort of Daniel Kahneman's research more than anybody else. But Daniel discovered that happiness and well-being and productivity and performance and all that stuff moves in lockstep until we make about $75,000 a year. That's enough in today's economy to cover depending on – Like he was measuring it mostly in city environments where people's rents were a lot higher. But it's enough to sort of pay your rent, pay all your bills and have a little left over for discretionary spending. And once you're there, external motivators are no longer going to get you more performance. They stop working, which is not to say they stop motivating us and we don't want them. That's not what I'm saying. The want is still there, but the actual impact on measurable performance things, performance productivity, those sorts of things diverge about $75,000 a year. And then you have to lean on your internal motivators.

Now there are five major internal motivators and they're actually all designed to work in an order and they're designed to be built on top of each other. We start with curiosity. Curiosity is our foundational, most basic motivator. First of all, what's the big deal about a motivator? Like why do we care about internal motivators? What they give us is focus for free. Brain is two percent of our body weight, consumes 25% of our energy at rest. When we're paying attention to something, it's even more. Think about how hard is it to pay attention to something that you're not particularly interested in. It's tough. It's difficult. You burn out very quickly.

Research shows that most of us can't sustain attention on stuff that we're not interested in for much more than eight, nine minutes at a time, and that's really good. So curiosity though, think about stuff you're curious about. You just pay attention to it automatically. You get focus for free. That's the big deal. Curiosity is actually designed to be built into passion. So if you can find the intersection of multiple curiosities, you literally get the recipe for passion. If you're going to task that intersection or a cause greater than yourself, then you start to get purpose. Once you have purpose, “Well, what do you need?” Oh! You need the freedom and the autonomy to pursue that purpose. Okay, once I have that, what do I need next? Mastery, the skills to pursue that purpose well.

Now there are all kinds of other internal intrinsic motivators we could talk about, but those are the big five. They get you the largest kind of biological response and they'll get you the farthest. And if you start there, you're really cooking. And by the way, if you're listening to this and you're wondering how the hell do I do that, www.passionrecipe.com. This is where Art of Impossible starts. We turned it into a free interactive workbook for anybody because so many people were like, “Oh my God! How do I cultivate passion? How do I get purpose? That's so important to me and I don't know how to find it.” There's actually a formula. It doesn't happen overnight. And do not be impatient with the process. You literally do not want to be two years into a passion or purpose to discover, “Oh shit! It was only a phase.” That is massively demotivating. It's really hard to get back into the fight after that happens. So start slowly, but work your way through the sequence. But that's there for anybody listening.

[00:13:35] MB: Very insightful, and we'll be sure to include that tool in the show notes as well. So we start with curiosity, multiple curiosities come together to form a passion. Then we tie in an external mission. That generates purpose. And you started going really fast after that. So walk me through one more time.

[00:13:51] SK: Then you need autonomy, which is the freedom to pursue your purpose. If you go into Art of Autonomy, we actually – There have been studies on how much autonomy you actually need and it's a lot less than you would even think. If you can divide it up daily, but it's literally about an afternoon, a week is enough to sort of really start harnessing this motivator. But you can sort of do it in smaller chunks than that if you want to go after a daily basis. And once you have autonomy, you need to start walking the path to mastery. You need to start layering in all the skills that you're going to need to master your craft. And I like to think about. This isn't exactly an Art of Impossible. It's there in bits and pieces. I like to surround a problem.

So when I'm trying to learn something, I want to go 360 degrees around it. I'm going to learn every aspect of it. So I sort of have 360 degree expertise to pursue mastery kind of thing and really get it working for me as a motivator. And of course once you get the big five layered in, goals are next and you probably covered that a bunch on the show other times. The research shows you need three tiers of goal setting. You need to set a mission level goals for your life. You need high hard goals, which are all the small steps you would need to take to accomplish your mission. So if your mission is, “I want to be the greatest writer in the history of the universe. “Your high, hard goals would be things like, “I want to go to college and get a degree in creative writing.” “I want to take a job on a newspaper and learn how to cover a story.” “I want to write a book on cooking or healthcare,” or take your pick, right? Those are high, hard goals. Usually things that are one to five-year timeline horizon goals.

And then you need clear goals, and these are the daily to-do lists. And there's specific ways to set clear goals lists to maximize their effectiveness and all that stuff. But, literally, it's what do I do today that is going to help me achieve my hard goals? When your high, hard goal is lined up with your mission level goals, which are, again, your purpose, right? You need all of those sets sort of in that order to maximize your biology. And, again, big deal here for motivation. Just at the high, hard goal level. This is not my work. This is Lock and Latham, sort of the godfathers of modern goal setting theory. But they found that just setting a proper high, hard goal gives you an 11% to 25% boost in motivation. So think about that for a second. Eight-hour a day is your baseline. That's like getting two free hours of work simply for spilling the right context around the work you're going to do anyways.

[00:16:21] MB: So insightful. And I love how all those things fit together and it's so important. It's amazing when you look at people how often there's either a total disconnect or just nothing to do with their daily activity and their goals or their hopes and dreams and tying those things together with daily action items that are pointing you in the direction of your short and medium-term goals and ultimately your long-term mission goals can be transformative for your life.

[00:16:47] SK: I think you got to take it one step further, which is I think you have to really think about your goals and your tiered goals and especially your mission level goals. These are filters. We often tend to think as people that we're defined by our yeses. Those things we're saying yes to, right? They stick with us a little bit more. I made this decision. But we're very defined by our no's very, very, very much. And mission level goals, for example, are a first filter, right? I have three sort of mission level goals in my life. And every day I try to take one step towards each of those. Then there's you know another category of things in my life that is like all the stuff I have to do to support the mission level goals. Then I've got friends and family who I want to attend to on a daily basis. And one other thing that I do, and those six categories are my first filter. Meaning if shit comes my way, I don't care how big the opportunity is. If it doesn't slot into those six categories, I pass. Predominantly, because if it doesn't slide into those six categories, I know if I really want to perform at my best, everything's got to be aligned. All my intrinsic motivators have to be pointed in the same direction. They got to be tied in my values and my strengths and everything's got to be moving towards the same direction. And when they are, peak performance is about just showing up and doing the thing. A lot of the hard work happens on. I mean you still have to do the hard work, don't get me wrong, of course. But a lot of the stuff that you would be fighting against normally you just stop fighting as you get farther faster.

[00:18:22] MB: That makes a lot of sense. So the idea is essentially that I love the notion of your goals as filters and the mechanism for you to say no to things. And this idea that you're describing is essentially the notion that if we really want to be peak performers, every single card in the deck needs to be stacked in our favor. And if you're doing things that maybe fit 30% or 60% or 70% of your goals and your values, you're never going to be able to get every factor stacked in your favor and you're ultimately not going to be able to perform at the potential that you could perform at if you had everything in alignment.

[00:18:57] SK: And let me give it to you another way too, because this isn't in the book at all, but we run this sometimes with our clients. And I think since we're on this topic, it's another useful filter, because I think people just don't – We make the mistake of not trusting our own history. So make a list. If you're going to get distracted, right? If you're going to get distracted off your mission level things off these filters, you better make sure it's a damn great distraction. So make a list of your top 10 pleasures. The things in your life. Like if you're going to get distracted, get distracted by a serious hedonic pleasure. Something that really, really, really works.

And so for me, I got a list, and I got my six filters and then I got 10 things that are the great pleasures. And so I only – Literally, if it doesn't fit into the six categories, if it's going to distract me from one of those and it doesn't fit in these 10 filters, it's a total no, because then I'm just clearly literally wasting my time. I'm not aiming towards my goals or my values or who I am and I'm not even aiming towards a distraction that's worth a damn because I would rather save up my distraction time for something that matters, that I really loved.

[00:20:02] MB: Yeah. That's such a great insight. And the older I get, the more the advice and the guidance of your life is really determined by your no’s means more and more to me.

[00:20:11] SK: Joan Didion once said, one of my favorite authors, she once said when you're young, you think you can pay any sort of emotional tax and it'll all be worth it in the end because you're gaining the experience. You get to a certain age and you're just like, “Oh wow! That's just a lot of emotion.” There's no real experience there. I had that rollercoaster before. I'm just going to skip that this time around.

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[00:22:34] MB: So bringing us back to tying this into the framework for peak performance, I want to look at across the things that you've shared so far. Where do you typically see people falling short in their daily lives or going wrong with starting to put some of these practices in place?

[00:22:53] SK: So the stuff we've been talking about onboarding-wise, everything we've come up to now, I think is sort of the onboarding stuff. And biggest place people go wrong there is they don't spend. So there's a process for exploring the intersections of curiosities and really playing there. And what the research shows is that, first of all, we have no idea what we're going to be good at or like in advance. We have to do it. So, one, people also – If they're like, “Oh wow! I'm really curious about this thing and I'm really curious about this thing,” and they intersect right at this weird place. Let me start exploring that. If it requires any skill onboarding – You know what I mean? People get derailed by the fact that learning anything you're bad until you're better, it's going to suck no matter what. So that's the obvious one that derails people. But the other side of that I think is worse, and you see this a lot with go-getters, entrepreneurs, etc., etc., is they want it to happen overnight. And literally the biology is not designed to work overnight. It will not. It doesn't happen that way.

So people at the frontend of a quest to get to passion, right? I say what does passion look like, Matt? And you're like give me an example of athletic passion. The average answer you're going to get is Lebron James, windmill scowling his way to a rim-shattering dunk in the NBA finals. That's what passion looks like. And your passion just looks like a little kid in a backyard shooting a basketball through a hoop hoping it's going to go through, right? That's what it looks like on the frontend, and we forget that. So people get derailed by the fact that they're like, “Wow! This doesn't feel like passion.” I'm curious. They don't realize that passion is earned over time, one step at a time, one little victory at a time, and it takes a lot to get there and takes a lot to find out what's real, what's just a phase and what's not. It's when patience derails a lot of people. They don't trust the process and they come out early.

[00:24:54] MB: When do we know when to keep going with a curiosity versus when to cut our losses and move on to something else that has our interest?

[00:25:02] SK: That's an open question, and I have never lost any of my curiosities. Some of them have gone away for years at a time and then come back, because I've sort of learned everything up to a certain point I got to go learn a bunch of other stuff. So I don't necessarily know if they ever go away. But when I notice things are wrong, is when I'm working really hard day after day to pay attention for a very long stretch of time. And learning is always going to be sort of unpleasant. And Dr. Andrew Huberman who's at Stanford, we do a lot of work with him. He says something brilliant. He says, “One of the biggest differences between peak performers and everybody else is that peak performers know. It's always crawl, walk, run, and most everybody else gets into the situation and goes, “Yeah, man. I'm not really into crawling, and I'm not really the walking kind of gal. I'm going to start at a jog, okay? Just how do I start at a jog?” And they burn a lot of energy trying to figure out where are the shortcuts. How do I get farther? You know what I mean? And peak performers just know it's going to be crawl, walk, run and there's going to be long stretches of unpleasant on the way and that you shouldn't really start judging things until you really got a little bit of not total mastery, but you're starting to get a sense of how to think inside of the thing. And that's when I think it's enough.

And the way I explain it in the book is there's a process in the learning chapter I talk about as sort of the five books of stupid. It's a knowledge acquisition process. It's how basically to learn anything you want to learn. It's not fast, but I have found that if you take that process through to the end, by that point you now know enough to determine, “Hey, is this right for me or should I move on?”

[00:26:49] MB: Give me a brief synopsis of that learning process.

[00:26:53] SK: So the book is probably the science of impossible, except I'm a real stickler for words that mean what they're supposed to mean. And 95% of the book is science. 5% is based on a lot of stuff that I've learned along the way employed with a lot of people, but we don't have enough research to call it science. So I'm calling it art. This is one of those components. But I was a journalist for a very long time and it was freelance, and this was back when magazines had fact checkers. And fact checkers sort of got paid to make sure I was not screwing things up. And the way they sort of earned props with the editors was by proving writers wrong.

So if I wanted to work for Time Magazine, for example, they could say, “Hey, Steven, I need you to write about the neuroscience of goal setting,” say. I would know nothing about the neuroscience of goal setting I write about neuroscience, but this is new field, blah-blah-blah. And literally there are people who are getting paid to figure out did I fuck it up? And I won't work for them again if I screwed up too badly. So I have to learn it. I have to get it really right and my ability to feed myself depends on it.

And I covered very hard subjects and I was for a while one of the busiest freelancers in America. So I was working for – In the end it was a hundred total publications, but everybody could imagine. So I was covering a lot of stuff and I'd have to learn it and get to expert level very quickly, and this was the process I developed to do it.

What I discovered is that it starts with what I call the five books is stupid. And, again, you sort of want to follow your curiosity into a subject. So when you're starting to learn a subject, the first thing you care about is terminology and the easiest way to learn the terminology is a friendly way. Find the simplest, most popular book on the subject. I'm talking about if you're interested in learning about the Vatican, this is when you start with Dan Brown's the Da Vinci code kind of thing, literally. You just want to learn the terminology in the world a little bit. The more natural curiosity you have, the more norepinephrine and dopamine are going to be in your system, the easier it is going to be to learn. You're going to learn without having to work so hard. So start simple, fast. You want to go through it as fast as possible.

Next book up is slightly harder, right? This is like your Malcolm Gladwell level book, right? Let's say you want to learn about intuition. Blink, it would be a second book in the stack, right? This is popular book. It's not very hard. You're going to read it pretty quickly. You're going to learn a little bit more of the terminology. You're going to start to learn, “Oh, here's how experts think about this,” and you're going to more importantly start to learn a little bit of the history of the subject. And I always tell people, pay attention to two things, vocabulary and history. Vocabulary, meaning if terms shows up, don't write down every term and don't expect to understand everything you read and don't try to. You want to pay attention to only three things as you're reading all five of these books. Terminology that shows up three to five times and you go, “What the hell does that word mean? Okay, it's important.” Look it up. Every time you see it in print say the definition to yourself. Predominantly, because this is one of the things experts know that other people sort of learn the hard way, is that 50% of most subjects are contained within the vocabulary of the subject. If you can learn the expert vocabulary, you know a lot of what the experts know about. And vocabulary like neuroscience, most of the vocabulary is literally like place names in the brain or ways things work. A lot of it is contained within, right? When I say anterior cingulate cortex, I'm literally giving you a location in the brain. It's not a fancy word for a thing. It's a location. It tells you if you know how to speak neural anatomy, where something is. That's true in almost any subject. You also want to pay attention to the history. Why? Because our brains love narrative, we're cause and effect engines, right? We see things in the world and we go, “How did that happen and how do I make it happen again or how do I avoid it happening again?” We do cause and effect naturally. We do storytelling naturally if you have the narrative.

Science, for example, there's always a voyage of discovery. What happened first, second, third, fourth, fifth, et cetera? Pay attention to that. You have the big Christmas tree. All the facts you learn are ornaments along the way. So if you have those two things, you're starting to be dangerous. And then just pay attention to anything that captures your attention. Where the things you're naturally curious about, that's where you stop and you pause and you take a note or you think or you write down something. Those are the notes you take. Don't take notes everywhere. Don't care if you don't get everything that's going on. Pay attention to those things.

Third book is the first sort of technical book on the subject. This might be Daniel Kahneman's Thinking Fast and Slow if you're studying intuition, right? That's that book. Fourth book is the first really hard. This might be a textbook on the subject. And then the fifth book is usually a macroscopic book, something that looks into the future or at the past so you can figure out where are the boundary conditions. This is saying this is crazy. These are where the landlines lie. Maybe you're going to disagree with the experts, but you should know where people say the boundaries are. And I figure once you've gone through those five books, you often know enough to start asking experts questions. And that's when I start getting on the phone with people who really know what they're talking about and asking questions. It builds from there. But basically I tell people once the experts are saying things to you like, “Oh, wow! That's a really good question,” then you sort of know you're in the right place and you're starting to actually know what you're talking about. You're not yet an expert, but you're starting to be able to think inside the subject, and that's often enough to be able to judge, “Does this fit me right?”

[00:32:42] MB: Got it. That's a great explanation. I really like the methodology of breaking it down with book examples of how to start really simply and then start to get more and more technical. So after you've done that journey, that's when you think you can probably make a qualitative assessment of this field, this endeavor, this topic is something I enjoy or –

[00:33:03] SK: Yeah. I mean there's a bunch of different ways. I mean on a certain level, because you can spend a day studying something and feel like you're totally frustrated, right? You're not learning. You're not getting it, but you're still kind of deeply satisfied that you fought that battle. And we know what that feels like, right? Those are signs that even if you're not getting it, you're still in the right place. You know what I mean? Even though you're not learning a fucking thing but your life is still feeling pretty meaningful, you're probably still playing in the right kind of places. Those kinds of internal signals we're looking for.

[00:33:36] MB: And a minute ago you touched on something which you just said, again, which to me is a really important insight, which is this notion that peak performers understand that the journey contains parts where you're frustrated, where you're stuck, where you're angry, where you're crawling, where you're getting your butt kicked, and yet most average or underperformers don't understand that. They think they can go straight into running or jogging, et cetera. It's such an important insight.

[00:34:03] SK: And it's more than you know. Okay. So let me give you a simple example, flow optimal performance. Most people think flow is a light switch. Like you're in the zone or you're not. It's not a light switch. It's actually a four-stage process and each stage is underpinned by different changes in neurobiology. You've got to move through all four stages to get into flow and repeatedly getting the flow. So like what a really big explanation point on this, but once a month somebody comes up to me and says, “Oh, dude. You got to study me, man. I’m in flow all the time.” And I used to actually kind of run away at that point because I didn't know what to do and finally it's happened so much that I've decided the best thing I can do is tell the truth. And I now tell the truth, which is, “Oh, yeah. We got a word for that. We call that schizophrenia or mania.” That's not healthy. You can't live in flow. It doesn't work that way. You have to go through the whole cycle, and parts of the cycle are very un-flowy.

In fact, to your exact point, the frontend of a flow state is a struggle stage. Flow is what happens once we have automatized a bunch of behaviors. We can perform things automatically and the brain can start to combine this automatic action with that automated action to get a whole new level of performance. You still have to automatize that stuff. You still have to learn how to do it, right? And still going to be learning and learning.

It’s funny because our working memory, the amount of stuff we can think about consciously at one point, if we're trying to learn something like a skill or our card concepts, we can hold on to about four different things at once and then we are literally frustrated by design. And in the struggle phase you have to take yourself to the brink of frustration. Literally, it is a sign that you're moving in the right direction if peak performance is your goal. It still sucks on the inside, right? Like it just sucks. When you get best in the world, it still sucks. It's still hard. The emotions don't change. It's still an unpleasant experience.

But once you know, “Oh! This unpleasant experience means I’m moving in the right direction,” because you have to take your brain to the point of almost overloaded and then sort of take your mind off. The problem so your brain can pass it over to the unconscious and you can start to turn those actions into habits. That has to happen for peak performance, and that's an unconscious process. So brink of frustration and then turn it off. You got to let it go. Most people don't know that. So they don't realize that struggle is built in to the cycle. And in fact we've got new research that we're doing that shows that even in those instances where there's not a long struggle phase, like you're out for a mountain bike ride. If you want to get into flow, there's always going to be a moment like where you're riding along on the trail and suddenly the trail steepens and you're like, “Oh crap! I actually have to really burn energy here,” and you have a moment where you have to like lean in and grit your teeth and roar a little bit even if it's internally to get into it. That moment, you actually may have to trigger the fight response to get into flow. Fight and flee, freeze, these are separate responses in the brain, and fight actually might be required to get into flow. Meaning even at the micro scale, you may have to deal with that frustration and that struggle.

[00:37:20] MB: So many really important learnings from that, this idea of taking – And if you look across any field, whether it's chess, whether it's surfing, whether it's rock climbing, anything, you see the same pattern, which is this notion of taking your actions and turning them into habits. Internalizing all of these learnings into the subconscious so that your conscious mind can process the nuances, whether it's an MMA fight or a boxing match or a poker match, anything, you can really see the experts aren't thinking about 99% of the stuff that's already internalized. They're thinking about that one percent difference that you can't even see until you're years and years into the journey.

[00:38:01] SK: That is absolutely correct. What's cool about flow, because it takes place after you've mastered a bunch of stuff and because it's optimal performance, I like to say it's 360 degree creativity. Meaning within the activity, and when you're doing a thing that you've got that level of expertise at and you're in flow, whatever direction you go in is open to you, because you're performing at your best. You've got 360 degrees sort of creativity, which is my definition of what is mastery. It's the ability to be creative in 360 degrees off the thing that you're trying to be a master at.

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[00:40:43] MB: The other theme you talked about a moment ago, which is also really important, and correct me if you disagree with this characterization, but this notion that the struggles built into the learning cycle, this idea, it's almost like the concept of beginner's mind. When you go into anything, you have to understand that when you're starting it, you're going to be bad at it and you have to learn to love that part of the struggle and not give up because you're not innately going to be an expert day one of trying to shot put or surf or whatever that activity might be.

[00:41:16] SK: That is absolutely correct. That is really true. I mean that's why also grit skills, right? Once you get goals, there are six layers of grip to add in next before you get to learning how to learn. We skipped over that point, but the buyout there are six kinds of grit. If you're interested in peak performance, they all have to be trained independently in the beginning. In the end, you can start to blend them together. But in the beginning, you have to train them independently and you don't want to start doing it. Once you get your intrinsic motivators relined up and your goals dialed in, that alone will start producing more flow in your life. And once that happens, that's sort of this signal that you can start really leaning in and training grit. This was a thing that we used to run into the Flow Research Collective all the time. It’s one of the reasons that I wrote this book actually was this very thing, is I was looking at the biology and I was like, “Man, if you just follow the biology, you would train grit before you started training people in flow,” because flow is great. It's optimal performance. It feels amazing. But if you haven't trained in grit, and I start increasing the amount of flow in your life. Sooner or later the flow is going to go away. You're going to get to a struggle phase that's just too hard, too challenging and take a while to learn the new skills, to level up, whatever it is, right? And if you don't have the grit skills layered in, “Man, I've just turned up the amount of flow in your life, the happy juice and then I've cut it off,” it's bad.

Our clients when this was happening to them we're pissed, right? They're training us to get more flow and they're getting more flow and then it's going away. And I kept trying to figure out, “Well, guys, because they don't have the grit skills.” There are going to be times that flow and you need the grit skills, but you can't train grit effectively until people are starting to get more flow in their lives, because it's just miserable to train grit. We are so trainable. We can get so gritty. It's amazing. It's amazing how gritty we can get. It's amazing how easy it is actually to train grit. But the downside, it always feels terrible. Period. Like it just feels terrible. That's what crane and grit means.

And a lot of training grit is about learning that you can perform at your best no matter how bad it feels, and then step two, learning you can trust that no matter how bad it feels you're still going to be able to perform at your best, because you've done it enough times. And those are two separate things, right? It's really easy to go out on any given day and be gritty, “Oh! I just got to push harder than I would normally push.” But what it really takes to get gritty is we have to believe in our own grit. And we're slow learners when it comes to ourselves, right? Like you have to prove something to yourself over and over and over and over again before your brain is going to go, “Oh, you really are this gritty. So if like this is a life-threatening situation, I know you've got this.” That's sort of what your brain is looking for when it's sort of training grit. It's looking for the signal that you are gritty enough to handle this shit no matter what happens because then you don't have to worry. But then you don't have to produce any anxiety when you encounter that level of challenge because your brain goes, “Oh, you got this. You're this gritty. That's what you're sort of aiming for when you're training grit.” And it takes a while.

[00:44:33] MB: I know we could talk about this for an hour, but practically in a few minutes perhaps, what are some of the methodologies for training grit?

[00:44:42] SK: The body is funny. When it comes to grit, you got to start physically. You cannot start any place else. You have to start with whatever activity you do for exercise. And if you're not exercising regularly, forget peak performance, because it's too hard to control the anxiety levels in your body. Gratitude works really well for that. Mindfulness works very well for that. But exercise is sort of like the killer app for stress. And so regular exercise is really important to peak performance and it's an opportunity to train grit. And, literally, if yesterday you did sets of 10, today you're going to do one set of 11, right? And tomorrow maybe two sets of 11. And the day after that, three sets of 11. And slowly over time. And once you start getting physically gritty, you can start training cognitive grit. Like, “Okay, in the morning I used to allocate 90 minutes for my most important task and I could focus intently for 90 minutes. And tomorrow I’m going to try for 95,” right? That's cognitive kind of stuff.

Once those things are starting to lay in a little bit, then I think thought control is the next level. The grit to really take charge of your brain's kind of normal, natural, negative bias and the voice in your head. That's another reason that mindfulness matters, You've got to kind of get that separation between emotion and feeling, emotion and actual reaction and start really working on your thoughts. Once you're at that level, the next thing you want to start training is the grip to be your best when you're at your worst. This is an entirely different kind of grit.

So let me give you an example of what that might look like. I have to give speeches. And when I write a new speech, I’ll write the speech, I’ll practice it a handful of times, a couple times alone, a couple times with friends in the room. Easy audiences, whatever. I’m tuning it up. I’m getting it right. And then there's a day that I’ll wait till like I didn't get enough sleep the night before. I worked 10, 12, 15 hours. I go to the gym. I get a hard workout and I come home and I grab my dogs and I go hike up the mountain behind my house and deliver my speech. And I do that once before I give any speech in public. Because I can give a speech while hiking up a mountain and exhausted, I can give a speech under any conditions. And as a guy who travels around the world and give speeches for a living, any conditions happen. I've had everything you could possibly imagine go wrong, and I can stay calm in any conditions that I’m like, “Yeah, whatever you got, it's not going to be as hard as hiking up a mountain. I’m training to do my best when I’m at my worst. That's an example. You only want to start playing with that once you've layered in the other ones.

Once you've got that going on, it's the grit to train up your weaknesses, which are really unpleasant. But our next, then it's the grit to really start using fear as a primary motivator and start really working with fear. Fear is a fantastic motivator, but only if you've become very gritty along the way. Otherwise it's going to win biologically. But if you can really get a handle on it and start working with your fear, it's fantastic. Think about all the focus you get for free when something scares you. But it takes a little while to get there.

And the last one, most important one, this is really for peak performers, is the grit to recover. For peak performers, we don't like to slow down. Stop, rest, relax. Do any of that that feels like you're wasting time and peak performers have a very hard time with that. So recovery for peak performance is a grit skill. And if you're really going to perform at your best, the research shows passive recovery. TV and a beer does not work. You need an active recovery protocol. Epsom salt blast, long saunas, massage, foam rollers. Take your pick. Restorative yoga protocol, breath work, all these things are active recovery protocols and they're hard, man.

At the end of my work day, I've worked 10, 12, 13 hours a day. The last thing I want to do is get into a sauna and do 20 minutes worth of breath work. That's exactly what I try to do almost every day, because it allows me to keep going at this high level. It’s the grit to recover. So those are the six levels of grit and the order which appears we need to train them.

[00:48:55] MB: So many good insights. I’ll just leave this one statement you said here. We don't even need to get into it, but it's so important, which was if you're not exercising regularly, forget about peak performance. So many insightful lessons there. We could do a whole interview just on grit. I want to ask a different question or think about this in another way and put this all into some context. All the lessons you share about peak performance, etc., I see very clearly how you apply this to mastering a lot of skills. And by that I mean let's say you wanted to be the world's greatest chess player. I think I see how to apply these protocols. You want to be the world's greatest power lifter. I see how to apply these protocols. You want to be the world's greatest skydiver, whatever. I see how to do that. When you start to get into more business related or abstract concepts, let's say you want to be the world's greatest leader of a non-profit.

[00:49:43] SK: I always say, personality doesn't scale, biology scales. So what works for me will definitely not work for other people. But I will also tell you on this tip, I set out to be the greatest writer in the history of the universe. Now, I am smart enough to understand that there is no such thing. But don't kid yourself. I’m ferociously competitive in everything I do and I've wanted to be the greatest writer. At the Flow Research Collective, we set out to be the best evidence-based peak performance training in the history of the universe. I don't do anything unless I can be best at the world at it, and I do a lot of business stuff.

So all this stuff, and that was the point of this book really, is I wrote books about athletics. I've written books about all these various things. This is the book that I wrote for everyone. At the Flow Research Collective, we train a thousand people a month. And I would say 80% percent of them are C-suite executives. So this stuff is very business-focused in my mind and very applicable in business.

Where it gets a little tricky though is at the organizational level. I always say that at the organizational level, that's where we go from actual data science into case studies. With an individual, I know that your biology works a specific way. What's the biology of an organization? And is Microsoft’s biology different than Patagonia's, or GE, or the corner dry cleaner store?” Those are interesting questions I don't know if we have enough answers to yet. So that's where it starts to get a little more abstract, but I don't think the principles change at all.

[00:51:23] MB: Yeah, that's a really good insight. Do you think another component of this is – And, for example, being the greatest writer of all time, do you think about breaking that down into almost component pillars or micro skills that you work on? For example, I love the idea of speaking, right? You're working on your speech while you're giving a hike. That's a fantastic instance.

[00:51:43] SK: I mean I can answer this. There're so many different stories I can tell you, but the easiest one I could tell you is this lesson is in the book in a section where I talk about sustaining creativity over a career. But it was one of the first lessons I ever got taught. And I got taught in grad school with one of my first mentors who was a guy named John Barth. And John is often considered the godfather of like American meta-fiction, entire genre of fiction. That was sort of very dominant in his 50s and 60s and 70s. And I really was interested in it. It's a very complicated. We do fancy shit with language. Long story short, very fancy stuff and we were in his office one day we were talking about my favorite book. One of the most complicated books ever written. It was a book by Thomas Pynchon called Gravity's Rainbow. It's got like 800 characters in it. And we're talking about it. He's like, “Yeah, it's the fanciest book you've ever seen.” But in the middle of the damn book there is a 50-page section that is told in the plainest English known to man, and it's because it's where the central themes of the book are. And Barth point to me, he looked at me and said, “You can never have too many arrows in your quiver.” And what he meant was surround your craft. And when I train writers, I always show them a graphic of my career like this is the point that I first got paid six figures and seven figures for books. I mean like really lay it out. I also showed them the two different times in my career I went bankrupt and all the different things I've had to know how to write along the way to get to where I am, which you could say where I am wherever I am. But just to get to wherever I am, I've had to learn how to write grants, and marketing copy, and advertising copy, and song lyrics, and scripts, and books, and non-fiction books, and novels, and poems, and I could go on for like the next 25 minutes on all the different shit I've had to learn how to write, and they're all different skills.

I mean some of them cross over, but as a general rule, I had to crawl, walk, run in every one of these places. And that's just really fundamental. That level of hunger, if you're really interested in playing this game, you got to bring that. Because if you're interested in being best at the world at something, you're competing with people like me who are going to play it at this level in this way. So it's worth thinking about that at least.

[00:53:57] MB: Great examples and a really insightful way of thinking about that. For somebody who wants to start taking action, whether it's training their grit and finding their curiosities, etc., what would one action item be or action step you would give them to start implementing these ideas in their life today?

[00:54:16] SK: I’m going to comment this from a really weird angle. I’m going to give you something that you probably didn't expect, and this is not the answer to any of the shit you just asked me about. But when people say, “What's the single thing that I could do?” I used to say my general answer to what are the three things I can do Monday morning is fuck you, because there's no three things you can do Monday morning. Because if you're interested in this, it's Monday, Tuesday, Wednesday, Thursday, Friday, Saturday, Sunday repeat. But I will say if there's one lever that you can reach for that you're probably not reaching for because it's so counterintuitive. So everybody has what we call a primary flow activity. So flow, those moments of uninterrupted concentration. When you get so sucked into what you're doing everything else just disappears. We all have a primary one. Meaning it's that thing you did growing up as a kid that you always got lost in. Like here's how you lost an afternoon. Maybe it was video games. Maybe was playing football with your friends. Maybe it was going for hikes. Maybe it was collecting stamps or doing magic or learning to dance hip-hop or whatever. We all have that thing. And as a general rule, as we become adults, that is the thing we stopped doing because we get responsible and we have jobs and we have careers and we have lives and families and etc., etc.

And the funny thing is flow is a focusing skill. Shows up when all our attention is in the here and now and it is trainable. It's a very particular kind of focus that is very trainable. And in general sense, the more flow you get, the more flow you get. So if you go out on monday and go skiing for an hour and drop into a flow state, you're actually going to have a better chance of getting into flow on Thursday at work, A. And B, this is not my work. This is Teresa Amabile’s at Harvard. But flow is a huge boost in creative problem solving. 400% to 700% depending on whose numbers you're looking at.

What Teresa discovered is that heightened creativity will outlast the flow state, which can be a 90-minute experience as a rule by a day, maybe two. So that in itself is reason to do it. The third reason is that when we drop into flow, it resets the nervous system. It flushes stress hormones out of our system and it replenishes them. We sort of feel good, performs enhancing neurochemicals that also boosts the immune system. So as a general rule, this one activity, the thing that we probably stopped doing, if we reintroduce it in our lives, it's going to make the biggest difference and it's going to start rekindling on a lot of other energy. So it's very counterintuitive. But first of all, if you're interested in grit, any of those things, your primary flow activity is a great place to start training grit and training some of those other things that you're interested in. But this is the thing I would tell you to start doing.

[00:57:09] MB: Steven, what I’m hearing from you is that I need to be playing more video games.

[00:57:14] SK: Well, if that was your thing. It wouldn’t be my thing. It would not work for me. I wish it would work for me. It'd be so much easier. But yeah, I mean if that was your thing, really, really, if that's what made your heart soar and really sucked you in and swallowed you whole, reboot it a little bit.

[00:57:31] MB: A great suggestion and really cool insights. So Steven, you've shared a couple resources already. But where can people find you? All of your tremendous work and everything that you're doing online?

[00:57:41] SK: For the book, theartofimpossible.com. That's easy. Me, stevenkotler.com. If you're interested in any of the flow stuff we've been talking about, flowresearchcollective.com.

[00:57:54] MB: Well, Steven, thank you so much for coming back on the show. Another fantastic conversation and really, really enjoyable. Thank you so much.

[00:58:02] SK: Matt, I appreciate your interest. Thank you for having me back.

[00:58:05] MB: Thank you so much for listening to the Science of Success. We created this show to help you, our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener email.

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January 21, 2021 /Lace Gilger
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FTA - The Godfather of Influence, Dr. Robert Cialdini

January 14, 2021 by Lace Gilger in Best Of, Influence & Communication

In this episode we discuss an old trick palm readers use that you can leverage to get people to do what you want, why persuasion does not lie just in the message itself, but rather in how the message is presented, what the research reveals about why the context matters as much, if not more, than the content itself, why you shouldn’t ask people for their opinion but instead ask someone for their advice, how small differences that seem trivial make a HUGE impact on human behavior, and much more with Dr. Robert Cialdini.

Dr. Robert Cialdini is the president and CEO of INFLUENCE AT WORK. He is the multi best selling author of Influence: The Psychology of Persuasion, Pre-Suasion: A Revolutionary Way To Influence and Persuade, and his most recent book Influence, New and Expanded: The Psychology of Persuasion​, available this May. He is also currently a Regents Professor Eremites of Psychology and Marketing at the Arizona State University. Commonly referred to as “The Godfather Of Influence” Robert’s work has been featured around the world with clients such as Twitter, Microsoft, London Business Forum, SXSW, and more.

We discuss:

  • How very small differences can have very big effect on human behavior.

  • How researchers boosted their response rate from 29% to 77.3% with one simple question

  • How can a photo change your ability to solve problems more effectively?

  • How to create a state of mind in your recipient that makes them more open to your request!

  • This one trick palm readers use that you can leverage to get people to do what you want

  • The Power of persuasion does not lie just in the message itself, but rather in how the message is presented

  • How did a small change in communication greatly affect the United Kingdom's tax collection.

  • Context matters as much as or more than content

  • How can you ethically leverage the concepts of pre-suasion?

  • One thing you can do to hack job interviews using this simple tactic

  • Why you shouldn’t ask people for their opinion but instead ask someone for their advice

  • Ask yourself “What is it about my message that will make it most wise for people to say yes to it”

  • Is it possible to use pre-suasion on ourselves?

  • How changing a simple image can greatly improve your ability to solve problems.

  • "Tell me what you’re paying attention to, and I'll tell you who you are"

  • And much more!

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Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that).

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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Robert’s Website and Wiki Page

  • Influence at Work website

  • Robert’s LinkedIn, Twitter, and Facebook

Books

  • Influence, New and Expanded: The Psychology of Persuasion by Robert B. Cialdini (Pre-Order May 4, 2021)

  • Robert B. Cialdini’s Amazon Author Page

Misc

  • [Website] Influence at Work

  • [Book] Influence: The Psychology of Persuasion by Robert B. Cialdini

  • [Book] Pre-Suasion: A Revolutionary Way to Influence and Persuade by Robert Cialdini Ph.D.

  • [SOS “Weapons of Influence Series”] Series Playlist

  • [SOS “Weapons of Influence Series”] Why An Almost-Empty Cookie Jar Is More Valuable Than A Full One

  • [SOS “Weapons of Influence Series”] Why Co-Pilots May Ignore Instinct and Let A Plane Crash

  • [SOS “Weapons of Influence Series”] Why Ugly Criminals Are 2X As Likely To Go To Prison

  • [SOS “Weapons of Influence Series”] Why You Should Always Ask the Guy in the Blue Jacket for Help

  • [SOS “Weapons of Influence Series”] The Power and Danger of a Seemingly Innocuous Commitment

  • [SOS “Weapons of Influence Series”] How To Triple the Rate of Your Success With One Simple Question

Episode Transcript

ANNOUNCER: Welcome to the Science of Success, the number one evidence-based growth podcast on the internet, bringing the world's top experts right to you. Introducing your hosts; Matt Bodnar and Austin Fabel.

[00:00:21] AF: Hello everyone and welcome to another episode of The Science of Success, the number one evidence-based growth podcast on the internet with over 5 million downloads and listeners like you in over 100 countries. I'm your co-host, Austin Fable, and today we have an absolutely incredible interview from the archives for bringing it back, the godfather of influence himself, Dr. Robert Cialdini. This was a truly major turning point in the show. Matt and I had both been and still continue to be huge fans of Dr. Cialdini and his work. His book Influence was actually the first real personal development/nonfiction book I'd ever read. It was the catalyst for me getting interested in this world and a lot of the things we discuss in this podcast. His interview was incredibly relevant. His story is impactful and we had a great time speaking with him.

But before we dig in, you knew it was coming, are you enjoying the show and the content that we work very hard to put out every week for you? If so, there are two incredibly easy, yet very impactful things you can do for Matt and I. First, leave us a quick five-star review in your podcast listening platform of choice. It's going to help other people find the show just like you. You're going to be doing your part to help impact lives. And we thank you. Next, go to our homepage at www.successpodcast.com and sign up for our email list today. As I'm sure you know by now, our subscribers are the first to know about all the comings and goings of the show, but you also gain access to exclusive content you won't find anywhere else.

Now, are you on the go? That's fine. Sign up for the email list just by texting the word SMARTER, that's S-M-A-R-T-E-R to the number 44222 and you'll be signed up immediately today. Now, if you haven't already, check out last week's episode with Gay Hendricks and Carol Klein. We dig into how you can create more conscious luck in your life. Find yourself in the right place at the right time more often. And some of the real life stories behind finding and creating your own luck.

Now in this episode we interview our incredible guest, Dr. Robert Cialdini. Dr. Cialdini is the president and CEO of Influence at Work. He is the multi-best-selling author of Influence: The Psychology of Persuasion and his latest book, Pre-suasion: A Revolutionary Way to Influence and Persuade. He is currently a Regents; Professor Emeritus of Psychology and Marketing at Arizona State University, commonly referred to as the Godfather of Influence, as I mentioned earlier. Robert's work has been featured around the world with clients such as Twitter, Microsoft, London Business Forum, South by Southwest and more. This is a truly incredible interview. Like I said, a turning point for the show. No question about it. Without further ado, here's the interview with Dr. Robert Cialdini, the godfather of influence himself.

[00:03:01] JM: Bob, welcome to the science of success.

[00:03:03] RC: Thank you, Matt. I’m pleased to be with you and your listeners.

[00:03:08] MB: We’re incredibly excited to have you on here today. I’m sure, many long time listeners will be familiar with you and a lot of your work. I want to focus on your new book, Pre-Suasion. We’ve talked — We’ve done a whole series on the show about the principles of influence and how vital those are. Tell me a little about how did you go from the six principles of influence to the concept of pre-suasion?

[00:03:33] RC: It took me a long time. It was 30 years between the writing of the book Influence and Pre-Suasion, and the truth is I never had an idea big enough to compete with the impact that influence had had. I didn't want to plan to push next to this tree that influence had become. I wanted to wait until I had another seed for a tree, and that didn't arrive until the idea for persuasion.

Opposed to Influence, which covers what best to build into a message to get agreement, pre-suasion describes the process of gaining agreement with a message before it's been sent, and although that may seem like some form of magic, it’s not. It's established science.

[00:04:23] MB: Tell me a little bit more about that idea. How can we get someone to buy into an idea before we’ve even presented it to them?

[00:04:31] RC: There is a key moment that allows a communicator to create a state of mind in recipients that is consistent with the forthcoming message. It's the moment in which we can arrange for others to be attuned to our message before they encounter it. That's a crucial step for maximizing desired change.

For example, in one study, when researchers approached individuals and asked for help with the marketing survey, only 29% agreed to participate. If the researchers approached the second sample and preceded that request with a simple pre-suasive question, “Do you consider yourself a helpful person?” Now, 77.3% volunteered. Why? Because when they were asked before the request if they were helpful, nearly everyone said yes. Then when the request occurred, most agreed to participate in order to be consistent with the recently activated idea of themselves as helpful people.

[00:05:41] MB: That’s fascinating, finding — Basically, more than doubles the effectiveness by simply asking a question which leverages the commitment consistency tendency.

[00:05:51] RC: Right, and there's a further study that shows that it's not simply getting people to make a commitment publicly. It's getting them to reflect on a particular trait that they might have. In another study, people were asked to try a new soft drink. Somebody walked up to them on the street, handed them a flyer that asked them to try a new soft drink. To do so, they had to give this stranger their email address. Under those circumstances, only 30% were interested in doing that. If at the top of the flyer there was a question, “Do you consider yourself an adventurous person?” Now, 55% gave their email address to a stranger so that they could access something new. What these researchers did was put people in touch with their adventurous side simply by asking the question, and then people behaved in a way that was congruent with that adventurous side.

[00:07:05] MB: I believe you’ve talked about in the past how you used to be a palm reader, and this is similar to the lesson that fortunetellers and palm readers used to get people to sort of agree with what they're about to say.

[00:07:18] RC: Exactly. I learned how to be an amateur palm reader, and I tried using the system in various ways to see how accurate it really was and I found that it wasn't any good at all at describing who people were, what their fortunes were. It was very accurate at getting people to reflect on a particular aspect of themselves, that I could claim I saw in their palm.

For example, supposed I was reading your palm and I bent back your thumb and I said, “Matt, I can tell from the resistance here that you are very stubborn person. If somebody tries to push you in the direction that you don't want to go you're going to push back.” You might do more than just refuse, you might do the opposite out of resistance and reactants.

What that will do is send you down a memory shoot of the times when you were, indeed, stubborn and resistant and you will say to me — You’ll hit some instances and you’ll say to me, “Yeah, that's right.” That's who I am.”

Now if instead I bent back your thumb, very same thumb, and said, “You know, Matt, I can see that you're actually a flexible individual. You're willing to change your mind if you encounter information to suggest that you've been wrong in the past.” That will send you down another different memory shoot where you will encounter times when you were flexible and you will look up to me from that palm that I'm reading and you'll say, “That's right. That's who I am.”

I can get you to focus on a particular trait or capacity that you have, and as result, make you more likely to think of yourself as that kind of individual. There's an old saying that; tell me what you're paying attention to and I'll tell you who you are. If you're always watching sports on ESPN, I can tell that you’re a fan. If you're always reading gourmet magazines, I can tell that you’re a foodie by what you're paying attention to.

Well, with the new behavioral science tells us is that getting you to pay attention to something doesn't just reveal who you are, it makes you who you are in that moment. I can make you a flexible individual. I can make you a stubborn individual by what I focus you on first.

[00:10:24] MB: It's fascinating, and even when you're saying those examples, as you’ve said it, I sort of felt myself almost in a reaction just starting to think about all the time that I've been stubborn. Then when you switched to flexible, I started thinking about, “Oh, yeah. All these times I’ve been flexible,” and then I caught myself and I was like, “Hold on, I'm getting primed to think about these things.”

[00:10:44] RC: Right, and that's the trick that palm readers use, but it's now something that is available to communicators to move us in various directions. We have to be very careful. When we encounter a message, not simply to look inside the message for evidence of the persuasive strategies of the communicator, we have to ask ourselves what happened just before I received that message.

I’ll give you an example, there was a study done of an online furniture store that specialized in sofas. For half of their visitors to their website they sent them to a landing page that had as its background wallpaper fluffy soft clouds. For the other half of the visitors, they went to a landing page that had small coins, pennies, as the landing page depiction, background depiction. Those people who saw the clouds then rated comfort as more important in buying a sofa than before. They then searched the site for comfort related information and they preferred to purchase more comfortable sofas.

Those were sent to the background landing page of small coins, pennies, rated cost as more important in their decision of buying a sofa. Search the site for price information and preferred to purchase inexpensive sofas, and when they were asked afterward, “Did those clouds or coins make any difference in your choices?” They laughed. They said, “Of course not. I’m a freestanding entity. I decide based on my personal preferences of who I am and what I want.” They didn’t recognize that the clouds and the coins changed who they were and what they wanted in that moment.

[00:13:09] MB: I think you’ve raised two really, really important point, and I wanted to dig into each of these. One sis this idea that the importance, the notion that the persuasion doesn't necessarily lie just within the message, but rather the context of the message is presented in the things that happened before the message. Then the second thing you just brought up, which I think is vital and really underscores how important, how powerful, and sometimes how insidious this can be, is the idea that people consciously have no awareness of the fact that they're being primed to think these certain ways and make certain decisions based on what they would consider consciously to be completely irrelevant factors.

[00:13:50] RC: Exactly. I’ll give you another example. A study was done in France where they went to a shopping mall and had a very attractive young man walk up to young women who were strolling along through the halls of the shopping mall. He stopped them, gave them a compliment and asked them for their phone number so he could call them for a date later.

Under most circumstances, his success was dismal, where they were passing various kinds of stories. Only about 13% of the time did he get a phone number, even though he was selected to be very attractive movie star looks kind a guy, but if they were passing one particular kind of shop, his success doubled. It was a flower shop, because flowers are associated with romance and not one of these young men when asked afterwards recognized what had happened to them.

[00:14:54] MB: That reminds me of another example, which I think tell me if this is the same sort of psychological tendency, but I think it was when people were purchasing wine in a wine store, if they put on German music, it was like 70% of the purchases would be German wine. If they put on French music, 70% of the purchases would be French wine, and yet when they asked consumers if the music have any impact on the wine purchase, everyone said that it had no impact on then.

[00:15:19] RC: Exactly. Right. This is a dangerous stick of dynamite that we have now in the idea of pre-suasion. That's why we have to be so ethical about the use of this. We have dynamite. We can people in our direction and they won't even recognize it. We have to be very careful that we take the ethics and their interests into account as communicators. On the recipient side, we also have to be very careful that as recipients of this information we don't dismiss the context in which the information was presented.

[00:16:06] MB: That gets back to the first point I talked about, which I want to dig into a little bit more, the idea that the message itself is not were all the persuasion takes place, and it can take place around the message or before the message. Tell me more about that phenomenon, that notion.

[00:16:21] RC: Yeah. Remember the idea from back in the 70s, the medium is the message? This notion that the channel in which you send the message can be a message itself. If you meet somebody face-to-face, versus you call them on the phone or you send them an email, that's a message itself that you've taken the time to meet with them face-to-face rather than send them an email. The message is partially the medium.

What we've learned since then is that not only is the medium the message, the messenger is the message. Sometimes, simply establishing one's credibility as a communicator, as an honest and informed a broker of information can be enough to be the message. It's often the case that people say yes to something simply because of the credentials of the communicator. There was a sort of alarming study that was done that measured brain activity when people were given communications about a particular economic decision that they could make.

When it was just sent to them by an unknown communicator, those sectors of their brain associated with cognitive analysis lit up just as you would expect. When they were told that the communicator was a distinguished professor of economics at the University of Chicago, their analysis sectors of their brain shut down, they flat-lined. Instead, another's sector of the brain lit up which had to do with attribution of responsibility for messages. Who is this person essentially?

The messenger was the message, the context. Before there was even a message sold the audience. There is another way in which we can think of it. The multitude is the message. Not only is the medium the message, or the messenger the message, the multitude is the message. If a lot of other people are doing something, that's an indication that it's the right thing to do before you have even encountered the message.

For, example in the United Kingdom, they have a problem with people who pay their taxes late and they send them message, the tax office, that says, “If you don't pay in a certain time, here will be the consequences,” and they get about 68% of the people responding by paying their taxes after getting that message.

If instead they say the great majority of UK citizens do pay their taxes on time, now this goes to 73%. If instead they go even further and say, “The great majority of taxpayers in your community pay their taxes on time,” it goes to 79%. Learning what most others are doing is a message itself. All context to the content of the message that is yet to come.

[00:20:21] MB: The word context, that’s a great way to kind of succinctly capture this notion, which is the idea of the context matters as much, or maybe more than content in many cases.

[00:20:32] RC: Often, more than content.

[00:20:35] MB: How can we leverage some of these principles? Let’s think about for those who are operating kind of ethically in a sound way, how can they leverage these principles to influence people in the way that they want to?

[00:20:50] RC: Let's take the workplace as an example. Suppose you're applying for a job and there is a meeting that you have with an evaluator. Sometimes it's a team of evaluators, sometimes just a single person, and you go in and what we've always been taught to say is, “I'm very happy to be here. I want to answer all of your questions that you would have for me. Here’s I'm going to suggest we do.” We also say, “But I’m curious. I have a question for you. Why did you invite me here today? What was it about my resume that was attractive to you?” Here's what they will do, they will begin by focusing on your strengths. The context for the interview will be your strengths. That will be the starting point for the interview. They will search your resume. They'll say, “Well, it's because your credentials are what we want, or it's because your values that you indicated fit with our value statement.” That will be the launching point now. You’ll also be informed about what it is that they think is most important. You’ll be able to build on that.

I have an acquaintance who claims he's gotten three straight better jobs in a row using this tactic. Okay. Now let's say you got that job and you've got a new initiative that you want to develop, but you know you need they buy-in of a colleague of yours to send this idea forward. You approach that person, maybe give that individual a draft or a blueprint of your idea and ask for that person's advice. That's a mistake, not to include this individual, and you ask for that person's opinion. I'm sorry. I meant to say a a pin. You ask for that person's opinion. It's a mistake to ask for that person's opinion because when someone is asked for an opinion, that person takes a half step back from you and goes inside intra-specs and separates. Instead, if you change one word pre-suasively and ask for that person's advice rather than opinion, that individual takes a half step toward you psychologically, sees him or herself as a partner in this process.

The research shows that person will now become more supportive of your idea than if you ask for an opinion. There's a saying; when you ask for someone's advice, you're usually looking for an accomplice. Here’s what the behavioral science says. If you get that advice, you usually get that accomplice, and that's what you want when you want something forward in an organization.

Okay, and then one last thing. Now let's say you've got a meeting to present your idea and it's got a particular budget and you have figured out the budget so that it will be $75,123 to accomplish your idea, to get it launched, and what you typically do is to reduce that to 75,000. You round it off to $75,000. That's a mistake, because if you say — Research shows, if you say 75,123, people assume that you have done your homework. You have figured this out. You are knowledgeable about the pros and cons of the budget. You've got it down to the dollar. Even though it will be more money by $123, then $75,000 figure, people will be more likely to accept that budget under those circumstances.

I saw another study recently, remarkable. Back the UK, again, with the tax office. They got this idea, “Hey, let's tell people that the majority of taxpayers pay on time.” They sent one message that said nine out of 10 of the people in your community to pay their taxes on time. For another group, they sent a message that said 88% pay their taxes on time. The 88% message got twice as much tax payments because it was a precise number, rather than a rounded one that seemed like it was pulled out of the air. That's one thing you can do before you even begin, begin with a budget. Put it at the top of your proposal that has a precise number rather than a rounded one.

[00:26:34] MB: It's fascinating and I think it can't be overlooked that the small differences that seem so trivial to someone who’s not consciously applying the principles of influence, the principles of pre-suasion, they seem so irrelevant and yet they make a tremendous impact on human behavior.

[00:26:53] RC: You're precisely right about that, man. I'll tell you something how I decided to write this book, pre-suasion. I had been seeing studies in the research literature suggesting something like this, but I haven't really put it together till one day there was a knock at my door. I answered it to find the man who was asking me to contribute to a cause. After school programs for children in my district whose parents were working, who would have to get child care for them and so on. We would have education opportunities for them after school.

He didn't show me any credentials to indicate that he was from the school district and I hadn't heard that the school district was initiating such a program, and yet I gave him more money than I would've given to someone from the United Way or the Cancer Society that I normally give. After I closed the door, I remember thinking to myself what just happened here? I realized it wasn't the content of what he said. It was the context. He did something first that made me want to give money to this cause. He brought his seven-year-old daughter with him and was focused on children, and children's issues, and children's needs, and children's challenges. He put me in touch with that side of myself that became top of mind now and made me who I was in that moment, and I thought to myself, “Oh, there's a book here.”

[00:28:49] MB: That’s fascinating, and I think those are some great examples of how just by being a little bit conscious of it by thinking ahead and saying, “How can I set up my environment, or the presentation of the context for this particular piece of information to make it more effective?” There are so many lessons and strategies that can come out of that.

[00:29:10] RC: Yeah. I think the way to do it in an ethical fashion is to say to yourself as a communicator,” What is it about my message? What dimension of my message? What feature of it? What aspect of it will make it most wise for people to say yes?” That's what I should put. That concept is what I should put at top of mind in my audience before I send them the message. Something that will cause them to focus on a feature of what I have to offer that makes it wise for them to choose it.”

If we go back to that furniture store, that online furniture store example. If the best thing about the furniture at this store is the price of it, that's then pennies should be the first thing people encounter. Even though the more comfortable furniture may produce a bigger profit margin for the store, to be ethical they should not put clouds on their background wallpaper. They should put pennies, because their strength is the value, their low-cost. That's where we should send people if we’re going to use this ethically.

[00:30:47] MB: I’d love to look at another angle of the concept of pre-suasion. Is it possible — And what are some ways that we potentially could apply pre-suasion to influencing ourselves?

[00:31:01] RC: Yeah. This is really a good question, because it's what I think I've been able to use it for since I started thinking about this. Here's what I've done. If I have a task that requires me to be very thoughtful, there is a particular image I put at the top of my computer screen that research shows increases the likelihood that people will solve a difficult problem correctly. It's an image of Rodin’s The Thinker.

Research showed if you give business students, business school students a set of difficult problems and you asked them to solve those problems with a variety of different images, a nature scene and so on, the kind of thing you usually have as your screensaver or your background wallpaper. That's not as successful as if you give them an image of Rodin’s The Thinker. They actually solve 48% more problems correctly. We can do this to ourselves. We can put ourselves in a state of mind that is congruent with the goal of our message.

There's another study that shows that if you want people to expend a lot of energy in a task, persist at it and be energy driven with this task, show them a picture of a runner winning the race and that will increase their performance on that kind of task. What I do now is depending on the goal I have for a particular task, I choose an image that's congruent with that goal and put it there on the corner of my screen as I perform the task. We can do that.

[00:33:10] MB: That’s a great and such a simple strategy to implement that everybody listening could immediately put in place right now to sort of prime themselves with just the smallest thing in their environment to help them move towards whatever they're trying to achieve.

That said, what is one really simple piece of actionable advice you would give, almost as a form of homework to our listeners for them to implement some of the concepts we’ve talked about today?

[00:33:36] RC: Here’s a very simple thing. Very often, when we want people to move in a particular direction, we want them to change. It requires change. Here's what the research shows. If we ask them for change on a Monday or Tuesday will be more successful than if we asked them on a Thursday or Friday.

If we asked them for change on the first or second day of the month will be more successful than if we asked them on the last day of the month, or second to the last. Why? Because at the beginning of things, change is in — It's something new. Something has just changed, and change is in the air.

There's a study, for example, that showed that armed forces personnel here in the United States are often asked to contribute to a retirement plan so that when they retire they will have a good amount of money available to them and they’ve been resistant to that as a rule, except at one time after they have just changed locations to a new base. Then they become significantly more open to the idea of doing something new, of getting away from their old habits and moving to something new.

If as communicators we are interested in getting change, we can increase the likelihood that people will change in our direction by picking the right time. Once again, the context, rather than the content of our message is vitally important.

[00:35:32] MB: Where can people find you and your books online for people who want to do more research and dig in and learn more?

[00:35:40] RC: Yeah, probably the best place is on our website, influenceatwork.com, that's all one word influenceatwork.com, and they can get access to our books, our videos and so on, and opportunities for speaking or consulting, training, those kinds of things are available.

[00:36:05] MB: Bob, thank you so much for coming on the show and sharing all these incredible wisdom. We are huge fans of you and your work and it's truly been an honor to have you on the Science of Success today.

[00:36:16] RC: Thank you, Matt. I enjoyed being with you. It was a good set of questions, I have to say!

[00:36:21] MB: Thank you so much for listening to the Science of Success. We created this show to help you our listeners master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an email. My email is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

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Don't forget, if you want to get all the incredible information we talked about in the show, links transcripts, everything we discussed and much more, be sure to check out our show notes. You can get those at successpodcast.com, just hit the show notes button right at the top.

Thanks again, and we'll see you on the next episode of the Science of Success.

January 14, 2021 /Lace Gilger
Best Of, Influence & Communication
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Your Luckiest Year Ever - The Science of Luck with Gay Hendricks and Carol Kline

January 07, 2021 by Lace Gilger

In this episode, we have two incredible guests on the show, Gay Hendricks and Carol Kline. We dig into some of the incredible stories of how Gay and Carol's past, how you can create luck in your life, see more opportunities, and how luck played a huge part in the writing of their latest book!

Gay Hendricks (born 1945 in Leesburg, Florida) is a psychologist, writer, and teacher in the field of personal growth, relationships, and body intelligence. He is best known for his work in relationship enhancement and the development of conscious breathing exercises. After receiving his Ph.D. in psychology from Stanford University in 1974, Gay began teaching at the University of Colorado. He spent 21 years at the University of Colorado and became a Full Professor in the Counseling Psychology Department while founding The Hendricks Institute.

Carol Kline is a five-time New York Times bestselling author, who has spent her career teaching, writing, and speaking about consciousness and personal growth. Over the last 30 years, Carol has co-authored more than a dozen books, with some of the world’s top transformational leaders—including Jack Canfield and Mark Victor Hansen of Chicken Soup for the Soul fame, Marci Shimoff, Lisa Nichols, and Gay Hendricks. Those books include Happy for No Reason, Love for No Reason, You’ve Got to Read this Book, The Ultimate Dog Lover, and The Ultimate Cat Lover, as well as five books in the Chicken Soup for the Soul series. Her most recent work with Gay Hendriks is Conscious Luck: Eight Secrets to Intentionally Change Your Fortune.

We discuss...

  • The role timing and luck played in the creation of their new book 7 years in the making.

  • How to cultivate a mindset for conscious luck.

  • What is conscious luck and how is it different than how we typically view luck today.

  • How Jack Canfield played a role in facilitating a working relationship between Carol and Gay.

  • How to be in the right place at the right time.

  • Luck is not a bolt of lightning, it's more like the wind - you just have to build the sail.

  • Anything important in life requires willingness. Then, you need to commit to it.

  • The idea of being lucky is a powerful one.

  • Gratitude is something you do. Appreciation, you feel.

  • You have to be aware of what's going on to welcome in conscious luck.

  • Why you need to prioritize your life now as if you were on death's door.

  • Ask yourself - what are the top 5 things that would make your like feel like a complete and utter success?

  • "Luck chases worthy goals"

  • Bold action is something that moves your goal forward and serves other people. Bold means doing something out of your comfort zone.

  • How to find 20 seconds of "extreme courage" when you need it the most.

  • Success is more about saying NO than anything else.

  • Homework: Float through your mind that you commit to being luckier.

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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Carol’s Website

  • Carol’s Facebook and Twitter

  • Gay’s Website Hendricks Institute and Wiki Page

  • Gay’s LinkedIn, Twitter, and Facebook

Media

  • Directory of Conscious Luck Interviews

  • Articles written by Carol and Gay on Conscious Luck

  • [Podcast] Authors Who Lead - The Power of Conscious Luck

  • [Podcast] Positive on Publishing - E065: Learn the Principles and Practices of Conscious Luck with Carol Kline

  • [Podcast] The Original Loretta Brown Show - CONSCIOUS LUCK - CAROL KLINE & GAY HENDRICKS

Videos

  • Inspire Nation - 8 Secrets to Change Your Luck!!! How to Intentionally Become Lucky!! Law of Attraction Gay Hendricks

  • Lamplight Group - Conscious Luck: Eight Secrets to Intentionally Change Your Fortune

  • OMTimes Media - Carol Kline and Gay Hendricks - 8 Secrets to Creating Conscious Luck

  • Trey Downes - Conscious Luck- Carol Kline

  • Achievement Bridge - Luminary Interview - Carol Klein and Gay Hendricks

  • Kathy Williams - Writing Tips from a NYT Bestselling Author - Carol Kline -Sexy Mom Abundant Life Radio

  • Live2Cre8 - #002 Carol Kline: #1 New York Times Best Selling Author

  • Paddy McCracken - Nerium Success Story: Paddy McCracken Interviews Carol Kline

Books

  • Conscious Luck: Eight Secrets to Intentionally Change Your Fortune by Carol Kline and Gay Hendricks

  • Conscious Luck Book Site

  • Carol Kline’s Amazon page

  • Gay’s Amazon Page

Misc

  • [SoS Episode] Jack Canfield: How To Apply The Universal Success Principles

  • [SoS Episode] How You Can CRUSH Self Sabotage with Dr. Gay Hendricks

  • [SoS Episode] Are You Ready To Spend More Time On What You LOVE? A Conversation with Gay Hendricks

  • [SoS Episode] “The Most Innovative Experimental Psychologist In The World Today” on Luck, Deception, and Success - Dr. Richard Wiseman

[00:00:04.4] ANNOUNCER: Welcome to the Science of Success, the number one evidence-based growth podcast on the internet, bringing the world's top experts right to you. Introducing your hosts, Matt Bodnar and Austin Fabel.

[0:00:18.7] AF: Hello everyone and welcome to another episode of the Science of Success, the number one evidence based growth podcast, still number one, on the internet, with over five million downloads and listeners in over 100 countries. I'm your host Austin Fable, and today, we've got an absolutely incredible interview for you with Carol Klein and Gay Hendricks.

We dig into how to develop luck for oneself. How do we find more luck in our lives? Is luck just up to the fates? Or is there a way we can manifest luck to follow us around and to experience more of it in our lives and our endeavors? Tune in to find out. But before we dig in, are you enjoying the show and the content we put out each week? I'm sure you are. Do two things for me, if you don't mind. They're going to only take you a couple of seconds, but they're going to be super helpful for Matt and I.

First, leave us a quick five-star review on the podcast listening platform of your choice. It helps others like you find the show. It doesn't have to be long. You don't have to write a novel here. But just a little something, throw the five stars, it helps other people find the show. Come on, do yourself and them and us a favor, take two seconds.

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If you haven't already, check out last week's episode with Peter Shallard. It's great and if you're going to hit your goals in 2021, it's an absolute must listen.

On this episode, we interviewed two guests, Carol Klein and Gay Hendricks. Gay Hendricks is a psychologist, writer, and teacher in the field of personal growth relationships and body intelligence. He is known for his work and relationship enhancement and the development of conscious breathing exercises. After receiving his PhD in psychology from Stanford University in 1974, Gay began teaching at the University of Colorado. He spent 21 years at the University of Colorado and became a full professor in the Counseling Psychology Department while founding the Hendricks Institute.

Carol Klein, is a five-time New York Times bestselling author who has spent her career teaching, writing, and speaking about consciousness and personal growth. Over the last 30 years, Carol has coauthored more than a dozen books with some of the world's top transformational leaders, including Jack Canfield, previous guest on the show. And Mark Victor Hansen of Chicken Soup for the Soul series. Marci Shimoff, Lisa Nichols and Gay Hendricks, to name just a few more.

Those books include Happy for No Reason, Love for No Reason. You've got to read this book, which we discussed in the interview, best title I've ever heard. The Ultimate Dog Lover and The Ultimate Cat Lover, as well as five books in the Chicken Soup for the Soul series. Her most recent work with Gay Hendricks is Conscious Luck: Eight Secrets to Intentionally Change Your Fortune, which we had a great time digging into today. The interview has a ton of stories, a lot of laughs. We really did have a great time.

Without further ado, here's our interview with Carol Klein and Gay Hendricks.

[0:03:37.1] AF: Carol, Gay, welcome to the Science of Success.

[0:03:39.4] CK: Thank you for having us.

[0:03:40.8] GH: Thanks a lot, Austin. It's really great to be with you.

[0:03:43.7] AF: Absolutely. We really appreciate you guys taking the time. And I know there's been some scheduling hiccups. So, thank you for sticking there with us. But I really want to just jump right in. So, you've written this book, Conscious Luck together, what was it like to write the book as a joint effort? And what spurred on the creation of the book? Was there something going on in the world today or an experience that might have kind of catalyzed the writing the book?

[0:04:05.8] GH: Well, I've always loved the art of collaboration. And, for example, my wife and I Kathlyn Hendricks, Katie, she and I have coauthored 10 books together over the past 40 years that we've been together. So, I'm really used to collaborating. And when it came time for this book, Carol, dear friend of mine, who lives across town from me, and it's a subject that she was fascinated by too.

So, we just kind of kept bumping into each other at the Farmers Market and I'd tell her a little bit more about it. And finally, one day she said yes, and we signed on. It's been an absolute delight, because if you want to collaborate on a book, it's best to collaborate with someone who's an absolute angel. That's how Carol shows up in the world. And one way she does it is by being a brilliant writer. So, it was great all the way collaborating with her.

[0:05:00.9] CK: Well, I think, I want to just add to that, that for me, this was an incredible example of conscious luck, and that I had seen Gay’s manuscript – we wrote this together sort of 10 years apart, I think. And then we brought it all together, it's a very odd kind of collaboration. Gay wrote the main part of this book and sent it to me as an editor and it haunted me. I had never heard those two words together, conscious and luck. How the heck? And he had sent it to me for my opinion, I gave him my opinion, he went off and did something else. And that book just sat in my mind, in my heart, for almost seven years, just like, “He's got to write that book. He's got to write that book.”

Finally, I did. I bumped into him. He's so funny. He's very modest. I bumped into him, I’m like, “Gay, what are you going to do with that book?” And Gay said, “You know, I'm writing detective fiction now. It's not on my front burner right now.” So, I took the advice of our own book, which I found out later, is one of the secrets of conscious luck is being bold. They had that Roman proverb, “Fortune favors the bold.” I called Gay and I asked him if we could collaborate. And it was the most, one of the most wonderful experiences in my life, to work with Gay and to learn. We would talk, I would learn something from him, we would write it up, we would discuss it and it was a joy from beginning to end.

[0:06:30.8] AF: That's fascinating. I love the kind of history lesson here. I'm just curious, how long have you all known each other and how did you meet?

[0:06:38.9] GH: Well, actually, Carol way back about 15 years ago, through Jack Canfield. Jack Canfield, and I have been friends from way back in the ‘70s, I guess, and I actually helped Jack get his first book published. That's how long we've been friends.

So, Jack and I hatched an idea and then invited Carol into the mix. We wrote a book called, You've Got to Read This Book. It was a collection of 50 or so stories of people whose lives had been changed by a book, prominent people. And so, we really had a great time writing that book together. So, basically, I've known Carol now for a quarter of my life, something like that.

[0:07:20.8] AF: Great company.

[0:07:23.0] CK: Yeah, that was my favorite book. I think, up to that point that I'd ever written. I got to talk to people about books, and books are my thing. So, about books that have changed their lives, it was fascinating.

[0:07:35.6] AF: I got to say, hats off to you all. The title, You've Got to Read This Book, definitely is a great way to move some product, I would say.

[0:07:45.4] GH: Thank you.

[0:07:45.6] AF: So, let's dig in here. I'm super fascinated by this topic. And we've had a number of other folks on the show to discuss how intentional luck and conscious luck can really manifest in your life. But let's just start at the easiest place, the beginning, what is conscious luck?

[0:08:02.9] GH: Conscious luck is being in the right place at the right time. It's learning how to make some shifts in your mind and your body, so that you get supported by the luck that's already there. I know on your podcast that you like to focus on things that have a scientific basis, and one of the great connections we made, I got my doctorate from Stanford in 1974 and there is a professor there now named Tina Seelig, who does research on conscious luck. And we made a good connection with her and Carol was able to interview her. And so that really got us down the path of finding things, finding scientific support for the things in our book.

One of the things that Tina said to us, which has really become a kind of a high watermark of our concept is that luck is not like a lightning strike or a bolt of action, bolt of lightning kind of thing. It's really more like the wind, that it's always there and our job as human beings who want to be luckier, our job is to really learn to harness the motion of those winds, just like a bird does. If you notice a bird flying through the sky, they're not up there wildly flapping their wings trying to stay up. They’re just kind of cruising along using the currents of the wind under their wings. That was a pivotal moment for us when we started thinking of luck that way.

So, I'd always had the kind of a feeling that it was like that, but that gave me a great metaphor, and I really appreciate Dr. Seelig for bringing that to our attention.

[0:09:45.2] CK: Yes, and part of that, that quote that we quote her on about the luck not being isolated and dramatic, but a wind that's always blowing, she mentioned that you have to build a sail, as Gay said, to harness that wind, to ride that win. And how do you build that sail, that's what our book became. It was an organizing metaphor for us, that we present for internal shifts you need to make to raise the sale to harness luck and and for daily practices. A lot of those are based in the positive psychology literature on luck. And it's interesting how it overlaps a bit with the benefits of optimism, learned optimism versus learned helplessness, and about resilience and buoyancy and all the things clear focus with a broad awareness. All these things come about, and they seem to be a cluster of qualities around people who are self-described as lucky.

[0:10:44.4] AF: So, what does it mean to commit to being lucky? Because I've heard you guys speak about that before and some of our guest research, and I've got a number of branches to go off from there. But what does that mean? Is that just me sitting down and saying, like, “I'm going to find luck in everything today?” Because I mean, even the wind and lightning analogy, something that jumps out to me is, it's very hard to miss lightning, right? I mean, it grabs your attention. It’s unavoidable. But the wind, you kind of have to have a different approach. Obviously, gale force wind, you'll notice, but it's kind of one of those subtle things in life, that can be extremely beautiful if you're paying attention. But if you're not, if you're looking at your phone, whatever you might be doing, it's very easy to miss. So, how do we actually have this intentional act of committing to being lucky?

[0:11:31.2] GH: Yes, that's really key, in fact, that's the opening chapter of the book is how to do that. I'll give your listeners a quick 10-second way to do that in a moment. But the idea is that anything important in life, you have to have two things, really. You have to have a willingness to have it happen. So, you need to start with a willingness to be luckier every day, just kind of open your mind to it. That's the starting point. And then you really get going, though, if you will make a commitment to it. Here's the 10-second part, just take a moment right now and say, in your mind, “I commit to being luckier every day of my life.” That gives you a new focal point for your mind to grasp onto. It introduces a new idea into your mind, this idea of being luckier every day of your life.

That means being luckier tomorrow than you are today and the succeeding days, continuing to be open to and be more sensitive to the fluctuations of those wind currents. And you made a key phrase a moment ago, Austin, when you said paying attention, because really, that's a key to it in a way because once you get willing and make a commitment, then the job is to be sensitively aware of what's going on around you. And I tell some stories in the book, one was a story of being in the right place at the right time. But what it took to get there, and quickly, the story was that my plane deposited late at Dallas Fort Worth airport one time. And my plane to catch was on the completely opposite end of this huge airport where I had to take a train and walk and so forth.

So, as I was rushing madly along to try to catch my plane, I saw on the board that my plane had boarded. And so, I kind of eased up and said, “Okay, well, let me go on down there and see.” But I kind of let go of being in a hurry and just kind of got in harmony and was taking a pleasant walk through the airport. I was feeling good. And I got down to the plane, just as the following drama happened. There was a guy shouting at the clerk on the podium, a guy was shouting, “Hey, I must get to wherever it was.” And he was saying, “My name is Humphrey T. Norton III and you will not treat me this way and I'm going to sue you for every dollar you have.” And he was on a total airplane rant. I could see the poor clerk was just kind of sweating it out, and his eyes were lowered and everything and he was saying, “Well, I'm sorry, the door is closed. You got here too late. We'll happy to help you if you'll go to the service center, et cetera.”

I just kind of watched this and then after that guy ran up, went up the concourse shouting and waving his fist and so forth. And I stepped up into the place and I just kind of waited for a moment. And finally, the clerk looked up at me and I said, “Sounds like a pretty rough day around here. I got here late, but I suppose it looks like the plane is already boarded.” And he said, “Yes, I'm sorry.” And just then, the door to the jetway opened, and one of the flight attendants came jogging up to the podium and whispered in the clerk's ear that, “I'm sorry, we miscounted we do have a seat in first class.” And so, conscious luck. I saw the clerk actually glance up the concourse at where the angry guy who's departing, and just saw a little smirk, come on to the clerk space. And then he looked at me and said, “Yes, we did miscount, we have one seat left in first class.”

I went from not being able to get on the plane to sitting there, sipping a beverage in first class within about 30 seconds. And so that's an example of the kind of shifts you have to make to get into harmony with what's going on, so that you're in the right place for these kinds of conscious luck miracles to happen.

[0:15:52.0] AF: It's such a great story. And it reminds me of one that was shared by Dr. Richard Wiseman on a previous episode, and I'm going butcher it entirely, but it was this woman and they were interviewing folks in a luck study. And basically, she said, she was extremely lucky but they went through all these events. And in the span of a month, it was like her house had burned down, her dog had run away and then on the way to the fire department, after her house burned down, she got into a car accident and broke her leg. And she was like, “But it was the best thing that ever happened to me.” Because when she was at the hospital, there was this cute nurse who was attending to her and they got married. And this was like five years after and if she had been so wrapped up in like, “Woe is me” and crying, which would have been understandable by any measure of any sort of thought, what would be like a tragedy of a month, she might have missed talking to this guy and having this conversation and she kind of like was balanced.

But to her, she said that it was like the best month of her life. Because in her mind, she was so lucky because all those events that led her to what was long term happiness, but if she had seen all those events as these big boulders that she couldn't get over, that were going to consume her emotionally, she wouldn't have had the awareness to strike up that conversation or even pick up on some cues that he might have been putting down, that led to her having two kids, a nice house, and a great marriage.

[0:17:15.5] CK: I'm sorry, I just wanted to say Richard Wiseman is another one of the people that is a pioneer of luck research. And one of the things he had, and we have this idea that you said of looking at what happens to you through the lens of, could this be lucky, she didn't have to do that, because it became clear very quickly, that she had been led there to meet this man. And Gay’s story, we call that, that centered way that he was walking that anybody can reproduce in their own lives, their essence pace, and one of my favorite parts of the book was learning about essence pace from Gay, and him telling me the story and then trying it myself. This is something I want to make sure that people know they're going to find that part of your inner GPS, which is how we recommend one of the secrets of daily practices.

If you pay attention to being centered while you're moving, you pay attention to your intuition, you pay attention to your moral compass, and those things will get you to the right place at the right time.

[0:18:17.1] GH: I had a great example of that on another occasion. In fact, I wouldn't be here without a thing that happened. In 1982, I was invited to a party that I didn't really want to go to. But I was in my early days of my relationship with my now wife of 39 years, and so Katie and I had gone to this party. The reason I wasn't keen on going it was an engagement party for a colleague of mine, another psychologist. And he was getting engaged and he was getting married for the fifth time. And I've been around for two, three and four and I didn't have a lot of confidence about number five. I would assume, just at home and wished him well telepathically but Katie wanted to go to the party.

So, we went to the party and it was in a big mansion and I've never been a real great party guy anyway. So, I wandered off into the library of this mansion, they had this beautiful library. I was the only person in there and I could hear the racket of the party in the other part of the house, the band and everything. But I was just having some quiet time looking through the books on the shelf. And this gentleman came in who is a very tall, thin man with bald head. And he was about 20 years older than I was so he would have been about maybe 55 to 60 at the time.

We struck up a conversation. We bonded over the fact that he said something about. “Looks like you don't like small talk any more than I do.” And I said, “That's right.” I forget which one I’ve said. Jokingly, we said, “Well, let's have some big talk.” And he said, “Okay, I almost died six months ago. But it was the best thing that ever happened to me.” I said, “Wow, that's a great opening bid for a conversation.”

So, we got into this conversation about what had happened for him, was being up against death's door for a few months, he had used it as the opportunity to figure out what was missing from his life, and what he had missed out on and what he had valued in his life. But it put him up against the end of his life suddenly, and he did this big evaluation.

The bottom line was, he had come out of that with five goals for his life. He kind of made this promise that, “Okay, if I come out of this, I'm going to do these five things.” Then he turned to me, and he said, “If you were up against death's door tonight, what would be the five things that you did that made your life a complete success?” And it was kind of an odd moment, but it set off a chain of thought in me, that changed my life, because I realized while I was there with my, to be wife, but we hadn't made a decision to get married or anything yet. So, I realized in that moment, that the number one thing I wanted to accomplish or experience in my life that would give my life where I would say, my life was a total success, was I needed to create a relationship with a woman with whom I could grow and change over a long period of time, that I'd never had that kind of long, over period of years relationship where we really work together to build something.

I realized, what's the use in having a PhD in counseling psychology from Stanford if I can't learn to get along with one other person? So, I realized my life would be a failure if I got to the end of my life, and I hadn't done those things. So bottom line is, it caused me to re-evaluate what I really wanted for my life. Our big invitation in conscious luck is to do that also, because another one of the key things we get to in the early part of the book is to how to develop what we call luck worthy goals, and that, Carol, really helped flesh out that part of the book. But to me, luck worthy goals is a key concept that I want everybody to to remember.

[0:22:41.7] AF: Yeah, that's great. I think that that kind of reflection and that kind of exercise, I've heard it phrased in different ways too. It's like writing your own obituary, what would you like to be said? What would you like to accomplish? And kind of using that sort of hypothetical lens really can help put things in perspective. I want to jump into a couple of different things before we do, Carol, why don't you tell us about luck worthy goals,

[0:23:03.8] CK: I would love to. I love Gay’s story and I actually didn't know where it was going to lead. I've never heard that story before. And it's a great ending, because when you think about it, people don't realize that luck chases worthy goals. This is one of the things Gay and I would talk about. How can your goals make you more lucky? How can they help with their own achievement? How can a goal like draw luck or success to you? And what we came up was a luck where the goal has three requirements. It lights you. The thing that you're going to be able to do or allows you to do in the process of achieving that goal is just the thing that makes you the happiest. You do it, if you didn't get paid a dime. So, it lights you up.

A goal, that's luck worthy also, is very meaningful and that's I think, what Gay was talking about, with the five wishes that ended up becoming a book, what were the five things you'd want to accomplish in your life if you’re up your deathbed. That means, if you have a ladder up against a wall and you're climbing this ladder, you better make sure it's the right wall. So, even before you start, you want to like look ahead, will this be meaningful and satisfying to me? This is really bringing me closer to what I feel like I'm on this planet for. And then the last goal is kind of surprising. I call it the good karma effect. Does your goal help you and others? If your goal doesn't help anyone else, you can definitely find success, but you won't get that added mojo of having some little bit of altruism there. Because we call this, when you do that, when you align yourself with the benevolence of the universe, with the way the universe works, the universe has your back. We call them universal links. You get some links from the universe, synchronicities, things like Gay experienced when he was walking at the airport. Amazing things happen when you are in sync with the universe.

So, those three things, having luck worthy goals will really help and attract luck, it gives luck a reason to visit. In fact, luck chases worthy goals. So, it was a great discovery on our part and wonderful thing to add to the book because I don't think people have ever thought about goals in that way before.

[0:25:25.0] AF: I'm so excited to tell you that this episode is brought to you by my very good friend, and three times Science of Success guest, Peter Shallard. He's the founder of Commit Action, and he's known as the shrink for entrepreneurs.

Why is he sponsoring the Science of Success? Well, January is a time when we're all thinking about setting goals and making strategic plans for the year. But if you don't get it right, your best intentions just ended up gathering dust in a drawer. We've all experienced that before, right? Big ambitions in January, totally sidetracked by March.

So, if you truly want to make 2021 your best year ever, then make sure you listen to the special episode we did together on New Year's Eve. We went deep into the science and practice of annual planning, covering the overlooked power of reflection on the past, and how it can unlock huge growth in the future. The science of psychological ecology and how self-sabotage and motivation problems can be avoided entirely by setting your goals the right way, and how to connect the dots between your big picture plans and your actual week to week life, so that your intentions for the year end up becoming concrete reality.

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[0:27:28.4] AF: Yeah, it's definitely a powerful way to look at your goals and I'm just sitting here thinking about the last time I was involved in a project that really, I felt was meaningful, lit me up and also helped others and it's definitely some of the best things that I've accomplished in my life. And the things that I look back whenever I'll see pictures of the event that we held for charity or like the different things we've done, it's always the memories that are kind of the fondest. But I want to kind of tag team this on into one of the ways we achieve conscious luck in the book, which is taking bold action consistently.

So, I could look at maybe a luck worthy goal and say, “Okay, does this check the boxes?” Yes, it lights me up. It's meaningful, and it helps others. How do we balance that with taking bold action and does bold necessarily tied to scale? So, for example, if my bold action is to feed a lot of people in my local community, should I look at that and say, it needs to be bolder, it needs to be more people, what's the kind of the relationship between setting these goals but then also making sure that they're bold and we're taking bold action?

[0:28:32.7] GH: Well, I think that a bold action is really anything that furthers the mission in a straightforward way. So, a bold action could be making a soup, and a bold action might be sponsoring a soup kitchen. Both of them are equivalent in the sense that it's an expression of your essence. It’s an expression of your creative goals and it does serve other people even if the soup kitchen might serve a thousand people and your soup only serves three or four.

[0:29:08.4] CK: And I'd like to jump in and say that bold action in my mind has to do with how much outside your comfort zone it takes you. I'm measuring it from a different standard when I say bold. So, how have you done something that normally you would be afraid of, you would not want to take a risk? And it's been scientifically proven that when you do take more small risks, we're not talking about bungee jumping. I'm not talking actually about physically. It could be being the first one out in the dance floor, saying I'm sorry, asking for promotion, standing up for something. Anything that takes you out of your normal realm will put you in a place that you will meet new people, have different opportunities will come it's it expands your potential for luck and for me, it makes I call it 20 seconds of insane courage. And it has changed my life more than once.

My story comes about, I wrote Chicken Soup for the Soul books in the ‘90s with Jack Canfield. But it started with a moment of incredible fear that I had to overcome to be able to get to that place because it changed my life. I was on one trajectory, and then I became a Chicken Soup for the Soul coauthor. And now I live in Ohio and have a very different life that I would have had otherwise.

I had been directed to talk to a man who was writing Chicken Soup for The Pet Lovers, so I was going to edit his stories. And when I read the stories, they were sent to me, I was so excited. It lit me up. And it's very purposeful for me, I was an animal welfare person. I said, “I want to be a coauthor in this book in my heart.” I said that. So, I thought, “Okay, I'm just going to talk to this guy.” So, when he called, I said, “There's good news, and there's bad news.” And he said, “Okay.” “So, which do you want to hear first?” He said, “Good news.” I said, “The stories are amazing. Any animal lover is going to go crazy for these stories.” And he said, “Great. So, what's the bad news?” And I said, “I'm not going to do it unless I'm a coauthor.”

And that was a big ask, was very gutsy. I thought, “Oh, my gosh.” And he said, “That's not going to happen.” In that moment where I could have gone, “Okay, I need the money. I should just be an editor.” I said, “Okay, well, where should I send the stories back to you?” And I was willing to stand up for it. And he just went, “Wait, wait, wait.” And we ended up, it was my first Chicken Soup for the Soul book. I’ve had 15 books now, sold millions of copies. And it was that moment of 20 seconds of insane courage, when I asked for what I wanted and then I didn't back down. And I wasn't mean, I wasn't aggressive. I was calm, and I was sure of what I wanted.

So, this is what you call dramatic example, but it happens every day, where we can look at those. You don’t have to be brave all the time. You have to look for those windows of opportunity, and then hurl yourself through them.

[0:32:05.7] AF: That's an incredible story, Carol. What a powerful example, in the sense that like, literally a couple of sentences change the entire trajectory of your life. And I think that's really kind of at the core of finding luck, or at least for me, when I all this, when I do this research, it's like, you never know what might be on the other end of that. 20 seconds, right? I mean, it could be anything and your willingness to go back to the beginning of the conversation, to be observant, and to see it. But to stand firm, while also acknowledging that what this opportunity could be. I mean, that's luck right there. In the audience case, it might be a LinkedIn message, it might be a phone call that you know, you need to make or you feel you need to make it. And in your example, it might just be being straight and saying, “This is what I want. And if this is what you're going to give me, best of luck. It's a great book. Animal lovers are going to love it. But if you want me to be involved, this is what I need. And just not backing down.”

[0:33:03.5] CK: And I do have to say that in the course of writing this book, I did a lot of thinking about lucky breaks versus lucky streaks. In a lucky break, anyone can create. Lucky streak requires you to actually stick with it and have some talent, have abilities and go with it, not just count on lucky breaks, but take your persistence.

This isn't magical thinking. I love to say, Gay’s story of committing to luck was mind blowing for me and I'd love for him to tell it because it's one of the best stories, it’s the first story in the book of how he at a young age. And I wanted to say that that's the first step, it opens the door to the rest of the secrets. Gay, do you want to tell that story? I love it. The one about the theater.

[0:33:48.5] GH: Yeah, sure. But I also wanted to chain off one thing, the point you made, Carol, which I think is so important. In our seminars here we teach that success is a lot about what you say yes to. But it is really about what you say no to. One of my entrepreneur mentors, many years ago, Jerry Jones said that the best deals he'd ever done were deals he didn't do. Things that he said no to that later on turned out to be a major disaster, some kind of thing that took everybody down with them. So, saying no, is a really critical function in life and that Carol was willing to say no, and just walk off, that has tremendous amount of power to it.

Regarding the thing that happened when I was in the ninth grade, yeah, this was life changing. I was in a movie theater and for some reason, it was some special thing and they were giving – they’re having a drawing for three prizes and it was, I think, about 250 of us and they put all of our tickets, we wrote our names on our tickets, and put them into a big goldfish bowl and then they had somebody come out and draw three prizes. Just before that happened, this kid that was sitting next to me, Danny, who am I knew a little bit, I didn't know him real well, but he went to the same school I did, leaned over and he said, “Watch, I'm going to win one of these.” Okay.

So, they did the drawing, and sure enough, he won the top prize. He won the wristwatch, which in 1959 was a pretty cool thing. And so afterwards, I asked him, “How did you do that? How did you know you were going to win?” And he said, “I always win stuff like that.” He said, “I just made up my mind one day that I was going to be one of the lucky ones.” And I asked him to explain more and he turned out, he was from a family, where one side of the family was kind of downtrodden and the other side of the family did really well. And he said, he realized that those folks thought of themselves as really lucky. And the other folks thought of themselves as really unlucky. And so, he decided, “Okay, I'm going to be one of the lucky ones.”

So, that was my first commitment too, I said, “Okay, I'm going to be one of the lucky ones, too.” And right after that happened, I had this amazing thing happened, that on the street, I found a satchel, a briefcase that had a small fortune of a coin collection in it, and I was able to return it to the owner. I got a front-page story in the newspaper, “The boy that returned the fortune”, then the coin collector that these had belonged to, sent me a coin collection that was worth about $35, which to a kid that got 50 cents a week allowance, that was pretty darn good.

That was a big imprint on me that has lasted my whole life. Although, I didn't get around to writing the book for about 50 years.

[0:36:53.4] AF: It's such a great story. I feel like we could probably sit here all day and kind of analyze all the big breaks we've had in our life. But I want to circle back real quick and change gears a little bit into something that Carol said, and it's about kind of analyzing lucky breaks versus lucky streaks. I think one of the key components to any sort of consistency in anything is the group around you. The people that you surround yourself with, and it's a weird time to be having this conversation, because as we record, this COVID-19 pandemic is hitting all-time highs. We do have a vaccine coming. But it's tougher to be around people, right? That sense of connection that we get from being in a large group is kind of altered in a lot of ways, I think permanently.

One of the things you all talk about is finding your lucky tribe. And I think that's just such an important component to the long-term success of all these practices. How do we find our lucky tribe? And then, more specifically, in this world we live in today, how do we stay connected to this tribe to make sure we keep our mindset right, we keep our motivation moving, and we create more of these lucky streaks?

[0:38:06.7] CK: Well, I'd like to take a first stab at this, and that, I feel even though we are in sort of a more virtual reality now because of being locked down and trying to social distance, there is still and we've been moving towards this for years. There's a virtual community that has very, very deep feelings of connection. And it's not so much quantity, quantity as much as quality the people around you, they've done studies, they absolutely affect so much about who you are. There's a quote, “You can't have a positive life with a negative mind.” And I think the same thing is true, you can't have a positive life with a negative community. Very difficult. The people around you tend to drag you down or lift you up.

One of the things I love about Gay’s work is that it's so grounded in the body. It's a body-mind kind of approach to life. And he talks about the conspiracy. Are you in a good luck conspiracy or a bad luck conspiracy? Conspiracy just means to breathe together and these days, it's kind of a word that's got a different meaning. Yeah, but when you conspire, you can breathe, spire breathe and calm together. So, who are you breathing with? Who are you hanging with? Who are you taking in life and giving out opinions? Who are you with? And one of the ways that Gay and I recommend in the book is that you really tune into your physical response to people. You can go through your phone, you can go through your friends on Facebook, you can go through your address book, that was a dated thing, but you might still have an address book or something like that. And what is your initial feeling, as soon as you see that person's name or their picture, do you expand? Do you smile? Do your eyes light up or do you contract? Do you feel heavier?

This will give you a sense right now, right today, of the people who you want to spend more time with, and the people you want to spend less time with, and you don't have to cut those negative or those people that shrink you, you have to cut them out of your life, you could be related to them, you could live with them, you could work with them. But you do know being aware of that will definitely help you. Sometimes people aren't just – we trade victim stories with people, like the awful eyes. And sometimes people who make us contract or people who sort of don't support our best self, we don't support our dreams. And so, we stop participating in the victimization stories. Just that's something you can do, even if you can't stop being around those people. And we don't talk about our dreams and goals with people who rain on our parade.

So, there's very, very positive and clear practical things we can do with this knowledge of who's in our lucky community, and who's not.

[0:40:58.1] GH: You always know people around you that when you're with them, you can breathe more freely, you can speak more freely, you feel more at ease. I always tell my students to focus their social life on three to five people who make your face light up when you walk in the room, or whose faces light up when you walk in the room. You don't need 300 friends. Maybe on Facebook, it's fine to have 3 million friends. But what you really want is four or five people whose faces light up every time you walk in the room.

[0:41:29.7] AF: Yeah, I feel like it's super impactful and I think that having those five people around, I think Carol your point too, to where we don't need to necessarily completely cut off ties to these people that aren’t in that five people or a group of five. But we don't really need to take a lot of stock and allow ourselves to be emotionally changed by people outside of that five. And I think that's so critical, too, because I've heard in a lot of books and a lot of interviews we've done, I've actually heard you know, “No, you need to cut all negativity out of your life.” And in some cases, like you said, I mean, you’re related to these people. You can't you can't just say, “Sorry, you're not checking my box right now. Get out.” But I do think it's something really important to aspire to and I think that you really need to be careful these days, whose advice you take and who's you don't. And if you look at someone that they don't light you up, and they're not living the kind of life that you would want to live. It's okay to hear him out. But probably not the advice you want to act on.

[0:42:25.9] CK: And I think you said something really beautiful is that, you know, we can't cut everybody. I don't think it's a strength to only surround yourself with people. I mean, in your work life. You have to be able to maintain your inner light, even when there's darkness around. Actually, we talked about this, somebody asked us a question, what about those people who are so positive, they won't ever entertain anything negative. And we talked about being authentic and real. You don't want to commiserate with people and wallow. But you also don't want to be around people who we call like militantly positive, who won't even address reality. That is equally damaging and equally contracting.

So, it’s a matter, the people who really love you and who really support your best self, know that you might have a place in your life, whether you're going through roughness, but they'll listen and then they'll help you move on to what you want to be and where you want to be.

[0:43:22.3] AF: I want to talk real quickly because I know where we're running out of time here. But there's another topic that I think is super important and really close to my heart. And that's practicing radical gratitude and appreciation. And if you don't mind, I'd like to share a quick story of my own, but it just kind of ties all these things together. This must have been 10 years ago. I was kind of looking for a new role, a new job, and wasn't really sure what it was going to be, it wasn't like time specific, but I was just kind of unhappy, wasn't sure what I was going to do.

I had this strange inclination one day and I had a mentor of mine when I was in college, I had this internship and I was a sophomore, and this this mentor of mine, she was great. I bussed tables, never really had a corporate job or any sort of like business type job, and my big project for the internship was at the end of the summer, I had to present this deck about what I'd done to the VP of this major company, which for a 20-year-old is like, I mean, cue my cold sweats right now, my palms are getting sweaty, just talking about it.

So, on week one of my my internship, she had me start building this deck, and every week we'd meet for like a weekly checkup and we'd meet at this Starbucks outside of Memphis. She would have me stand up at eight o'clock in the morning at Starbucks and go through this deck and basically, just present to anyone who wanted to sit down and I was petrified. But by the end of the summer, I had an incredible deck. My public speaking spills had gone through the roof. I was the youngest guy in the internship and I crushed it.

I was just thinking about her one day, about 10 years ago, and I just called her. I still have her cell phone number and I was just like, “Jamie, you know, how are you doing? This is Austin. I hope you've been doing well. I just wanted to call and let you know that you made an impact that summer on my life that has served me extremely well over the course of my career and I just want you to know that I think about you often, and you really made a difference in my life.” I don't know what was going on, but something had happened with her family, she broke into tears. And we just got to talking and we kind of stayed in touch and turned out that there was a job opening a couple of weeks later, and she reached out to me and was like, “I have no idea what you're doing, but if you'd like to interview for this job, we'd love to have you.”

In the end, it ended up not being the right opportunity for me. Nothing came of it. But just through practicing, I hadn't talked to her in a decade and just happen to have the number and called her, this opportunity opened up to me that ultimately didn't pan out, but was just conceived out of gratitude, and nothing else.

[0:46:09.6] CK: Beautiful. It's funny, Gay made a distinction that I had never made before is gratitude is something you feel and appreciation is something you do. And you've talked about this, your gratitude caused you to express appreciation. and express appreciation is one of the most important things you can do for success and for luck and for your own feelings of connection with people. It fosters collaboration and deeper relationships and it makes you stand out. And I'm sort of a more open book a person, it also creates open heartedness, which makes you more attractive as a human being. That thing that you just talked about, where you reached out to her without any – there was absolutely no thought of gain. It was from a deep, true, authentic place in you that you wanted to tell her. And that will make big differences in your life to be that kind of person that does that. Appreciation is a big secret and luck in the practical, and gratitude is a big secret and feeling lucky on every level.

[0:47:09.4] AF: How do you all practice gratitude and appreciation in your everyday lives?

[0:47:13.6] GH: Well, one thing I was just reflecting on with your story, Austin, was a magic moment in my life. I had a minister in a Youth Day at the Methodist Church in Florida when I was about 15. We went to this Youth Day, and this minister made this incredible speech that just rearranged my brain cells basically. And I don't know where they got this minister, but he was definitely not a Southern Methodist type minister, because he said, “Hey, kids, all your life, people are going to try to get you to conform to buy the right major appliance, to have 2.5 kids and to, basically, do life by the script”. And he said, “Be very wary of that, because every time you trade security for letting go of one of your precious life goals, you diminish yourself and then finally, there won't be anything left out of you. So, make sure you stay alive with those goals you have that may be different from everybody else's.”

It was a pretty electrifying thing to say, to any group, but back in 19, whatever it was, 60 or something like that. But it really made my hair stand on it in a way. And I thought about it so much and used that to build my life. And so, one day, when I was in my 30s, suddenly it occurred to me, “My gosh. I've never thanked this minister”, whose name turned out to be Jay Wallace Hamilton. So, I had to do some kind of detective work to find out where he was, and that kind of thing, or if he was still alive, and it so happened that he had passed on. But I was able to contact his widow. I had this amazing conversation with her where I told her how much this had changed my life.

At that very time, she told me that she had just been sitting there wondering if her life had really had any meaning. And you know, she was 83 years old or something like that, and then this call comes in. I ended up being a wonderful relationship where she ended up sending me some of his books and that kind of thing. So, it really turned out to be something that I'll be thinking about all of my life. So, just that reaching out, however you can do it, it has so much reward to it. And I've now made it kind of a practice to do that whenever I think about it, but I remember that one moment vividly because it happened to come in a moment where she really valued it.

[0:49:55.6] AF: And I think it's probably safe to say, there's no downside to reaching out to someone and expressing this gratitude. I think the very minimum, like the very, very, very minimum that can happen is you're going to feel great about it and have a great day. The biggest thing that could come out of it might be something that completely changes your life for the better, for the rest of it.

[0:50:16.8] CK: Yeah. Tina Seelig tells a really brief story about a guy, they turned down people for their programs at Stanford routinely, and sometimes she gets letters saying, “Could I have done better? How I could get it next time I apply?” This one man just had been turned down twice, and a young man said, “I just want to thank you. It was an amazing experience. I learned a lot from it.” And she remembered that guy, because it was so gracious and so big of him. And they ended up connecting. She reached out to him, she had a program that she thought would be good for him. And they ended up doing something where they worked with, they formed a little nonprofit together and it was incredible. And it was all because this man was so clear, he did this and she started doing it too, every day at the end of her day, she writes a thank you email to people who she had met that day. She does a little inventory and says, “Believe me, it has improved my luck, thousandfold.”

[0:51:16.6] GH: I'll tell you another amazing story is that one time and I'm just now forgetting the gentleman's name, it goes back 30 years, but he was the top interviewer, the top lie detector interviewer for the FBI, and in the context of that had been present, while more than 3,000 people confessed to some crime as a result of his lie detective work. So, what did he learned from this? Well, for one thing, every holiday time, he gets flooded with Christmas cards from people in prison, still thanking him for having been there when they confess their crime.

I found that so hard to believe that I went up and talked to him after the talk, and I said, “Really? You’re not just BS-ing it?” It turns out, he has this whole collection of hundreds of Christmas cards from people saying, “Thank you. That changed my life. Even though I'm prison, I feel so much better that I'm glad I did it.” So, let that be a lesson to be really transparent before we end up in jail and appreciating it. Just appreciating the possibility right now.

[0:52:33.1] AF: You guys, this has been a great conversation. Before we go. I want to be respectful of your time, but we'll definitely do it again soon. But what's one piece of homework you would give the audience?

[0:52:45.0] GH: For me, it would be just to run that idea, that commitment idea through your mind, just float through your mind, every day or two. I commit to being luckier every day of my life. Just float that through your mind. Maybe even write it down, maybe even put it on your dashboard, maybe put it on your mirror at home, but just this idea, keep it alive. And there are a number of other approaches in the book, but that'll really get you started.

[0:53:12.6] CK: And I was going to say, it's going to sound so shamelessly self-promoting, but really, I recommend you get this book, because everything we've talked about, Conscious Luck, and I also want to say that Conscious Luck workbook is going to be out. We took everything in Conscious Luck and made a workbook. So, if you go to consciousluck.com, you can find out about it.

But when you make a commitment to being lucky, everything that's stopping you, everything comes up, this is stupid, this can't work, and anything that comes up that feels like you can't be lucky, is really stopping you in every part of your life. So, this commitment is just the very first thing of exploring your own relationship to luck. How do you feel about it? Do you feel you deserve to be lucky? Are you worthy of luck? And this can really, really change the trajectory when you get clear and authentic about your own luck and your own worthiness of luck.

[0:54:03.2] AF: Well, Carol, Gay, this has been a great conversation. Thank you again, for putting up with all the scheduling missteps we have and for the time today. I'd love to do it again sometime. And we'll be sure to link to all of your social media profiles, websites, and of course, the book and the workbook and all the show notes as well. So, for those listening right now, go to the website and check that out.

Gay, Carol, thank you so much for the time for coming on the Science of Success.

[0:54:25.7] CK: Thank you. It was wonderful.

[0:54:27.5] GH: Thank you so much.

[0:54:28.5] MB: Thank you so much for listening to the Science of Success. We created the show to help you, our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an email. My email is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I'd love to hear from you, and I read and respond to every single listener email. I'm going to give you three reasons why you should sign up for our email list today by going to successpodcast.com and signing up right on the homepage. There are some incredible stuff that’s only available to those on the email list, so be sure to sign up, including an exclusive curated weekly email from us called Mindset Monday, which is short, simple, filled with articles, stories, things that we found interesting and fascinating in the world of evidence-based growth in the last week.

Next, you’re getting an exclusive chance to shape the show, including voting on guests, submitting your own personal questions that we’ll ask guests on air, and much more. Lastly, you’re going to get a free guide we created based on listener demand. Our most popular guide, which is called How To Organize and Remember Everything, you can get it completely for free along with another surprise bonus guide by signing up and joining the email list today. Again, you can do that at successpodcast.com. Sign up right at the homepage. Or if you’re on the go, just text the word smarter, S-M-A-R-T-E-R, to the number 44222.

Remember, the greatest compliment you can give us is a referral to a friend, either live or online. If you enjoyed this episode, please leave us an awesome review and subscribe on iTunes, because that helps boost the algorithm that helps us move up the iTunes rankings and helps more people discover the Science of Success. Don't forget, if you want to get all the incredible information we talk about on the show, links, transcripts, everything we discussed and much more, be sure to check out our show notes. You can get those at successpodcast.com just at the show notes button right at the top. Thanks again and we'll see you on the next episode of the Science of Success.

January 07, 2021 /Lace Gilger
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The Ultimate Annual Planning Ritual to Crush 2021 with Peter Shallard

December 31, 2020 by Lace Gilger

In this episode, we share an incredibly powerful annual planning ritual that can transform your entire year. We break down exactly what to do to set yourself up for success in the new year and show you how to avoid the biggest problems that stop you from achieving your goals. Don't let your 2021 goals become figments of your imagination by springtime, listen to this interview with returning guest Peter Shallard to crush your annual planning and goal setting. 

Peter is the founder and CEO of Commit Action – a revolutionary service that helps business owners double their focus and productivity, with accountability coaching. Think of it as personal training for productivity. Commit Action helps you eliminate overwhelm, destroy self-sabotage, lock in laser focus, and get more done in a few days than most do in a month. 

Peter Shallard is also known as The Shrink for Entrepreneurs. He serves as a behind-the-scenes confidante and advisor to some of the world’s top startup founders, counseling them on the intersection of psychology and business. Clients across his roster have collectively raised hundreds of millions of venture capital and created market capitalization of billions. 

Peter’s practice is dedicated to helping the world’s smartest entrepreneurs creating wealth, freedom, and impact… without sacrificing their sanity. He is also a Venture Partner at Human Ventures -- serving as resident founder coach. 

  • Evidence-based psychology and anchoring your decisions in science and empirical evidence.

  • What are the interventions that are PROVEN by SCIENCE to move the needle on focus and productivity?

  • Planning, structure, and social support are essential to accomplish your goals

  • The traditional approach to psychology and personal growth has been focused more on exploration and emotion versus practical, measurable impacts on your life

  • The patient, incremental work is what truly creates results and value. It's always the unsexy stuff that moves the needle.

  • Do you want to FEEL productive or BE productive?

  • Most highly successful people dedicate meaningful time and energy to developing their year-end routines and annual planning.

  • Annual planning is a vital piece of being productive and can make a huge difference in the results you get in your life.

  • How the most important part of planning is, counter-intuitively, thinking about the past (reviewing the year that’s been)

  • You need to take time out to do a bit of a review and a post mortem of what has been.

  • If you don't anchor your goals in reasonable expectations and a realistic understanding of the PAST

  • The best predictor of the future is past performance.

  • High achievers default to being hard on themselves and self-flagellation.

  • Do you resonate with the idea that no one has bigger expectations for YOU than YOU?

  • Year-end review questions:

    • Start positive: What went well? What are you proud of? Where did you show up as the best version of yourself?

    • Then, get negative: What could you have done better?

  • What should you do if you're NOT happy with your past performance?

    • Set goals that you can measure, and measure incremental improvement and progress.

    • What is the incremental rate of improvement that you're capable of accomplishing?

    • Figure out what UNIT OF IMPROVEMENT to MEASURE, then determine your RATE OF ACCELERATION that you can achieve?

  • Can you set goals that are too ambitious? How do you avoid doing that?

  • The psychology of "splitting" and how black and white self-judgment can sabotage your goals.

    • It's really important to ask yourself "How am I going to feel if this goes OK?" (but falls short of your goal)

    • You have to anticipate the "mid-level outcomes" and have a plan for how you will respond to them

  • If you fall short of a big audacious goal, ask yourself:

    • Have you improved?

    • Have you learned things?

    • Have you made important progress?

  • The "Uninformed optimism" phase that many goals begin

    • Maximum imagination, and zero knowledge about how to execute

  • Accomplishment comes from doing the things that other people find difficult, and on the other side of difficult things, there is a big blue ocean of opportunity.

  • The "ecology" of psychology - understanding your psychological environment.

    • What are the unintended consequences and steps required for accomplishing the goal you want?

  • Self-sabotage is the single biggest barrier to goal accomplishment.

  • Lazy goal setting is all objective focused and no process focused.

  • Do you know what it is to REALLY want something?

  • Nothing of substance or lasting value has been created without someone experiencing struggle and discomfort. There are no get rich quick schemes.

  • At least once a year you should take time out to know yourself

  • The concept of "evidence procedure" - how would you KNOW if you had accomplished your goals?

    • What will you see when you realize you've achieved that goal?

  • Are your goals YOUR's or are they someone else's goals? Are you imitating other people's goals instead of your own?

  • The "action result gap" and how it can crush your ability to achieve your goals.

  • How do you close the gap between SETTING YEAR-END GOALS and TAKING ACTION ON THEM?

    • Specificity

    • Measurement

    • Accountability

  • How to ensure a good 2021 plan doesn’t just gather dust in a drawer: Closing the gap between planning and actual execution

  • The concept of "proximal goal setting" and how it can create an enormous impact on achieving your goals, combined with implementation intentions.

  • Proximal goal setting is essentially the gamification of your goals. Short term numbers or metrics you can chase to tie your daily activities to your long term goals.

  • Get obsessed with the PROXY for success. The daily goals, habits, and routines that point in the direction of your big hairy audacious goals.

    • Write a joke every day.

    • Writ a song every day

    • Sink 50 free throws every day.

    • Make 10 sales call per day.

  • You need 2 things:

    • Master the science of execution.

    • Get the feedback you need to be successful.

  • Homework: Check out "Headstart 2021" annual planning ritual that helps with intelligent reflection and artful implementation of your goals and reviewing your year.

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Thank you so much for listening!

Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that).

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Commit Action pairs you with a dedicated accountability coach whose sole job is to give you clarity on what needs to get done and the accountability to make sure you do it.

Our coaches help you eliminate overwhelm, destroy self-sabotage, lock in laser focus and help you get more done in a few days than most people do in a month.

This January, Commit Action membership includes a 6 part digital workshop to optimize your plans for 2021! Learn how to lock in goals hard-wired to avoid self sabotage, then put them into action with our productivity coaching.

Dial in your optimized 2021 game plan. Double your productivity in 30 days. No will power required.

Use coupon code “ScienceNewYear” at checkout to receive a $100 discount on your first month of membership!

Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Commit Action page

    • SoS Coupon: "ScienceNewYear" Code $100/off

  • Peter’s Website

  • Peter’s LinkedIn, Twitter, and Instagram

Misc

  • [Article] Infocus Leadership Solutions - “Five Stages You Move Through Emotionally When Changing Behavior“

  • [SoS Episode] The Surprising Data-Backed Truth About Achievement with Business Psychology Expert Peter Shallard

  • [SoS Episode] This Is What Will Make You Finally Take Action - How To Bridge The Learning Doing Gap with Peter Shallard

Episode Transcript

[00:00:04] ANNOUNCER: Welcome to the Science of Success; the number one evidence-based growth podcast on the Internet, bringing the world’s top experts right to you. Introducing your hosts, Matt Bodnar and Austin Fable.


[00:00:19] MB: Welcome to the Science of Success, the number one evidence-based growth podcast on the Internet with more than 5 million downloads and listeners in over a 100 countries.


In this episode, we share an incredibly powerful annual planning ritual that can transform your entire year. We break down exactly what to do to set yourself up for success in the new year and show you how to avoid the biggest problems that stop you from achieving your goals. Don’t let your 2021 goals become figments of your imagination by spring time. Listen to this interview with returning guest, Peter Shallard, to crush your annual planning and goal-setting.


Are you a fan of the show and have you been enjoying the content that we put together for you? If you have, I would love it if you signed up for our e-mail list. We have some amazing content on there, along with a really great free course that we put a ton of time into called How To Create Time for What Matters Most In Your Life. If that sounds exciting and interesting and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com. You can sign up right on the homepage. That’s successpodcast.com. Or if you’re on your phone right now, all you have to do is text the word smarter, that’s S-M-A-R-T-E-R to the number 44-222.


In our previous episode, my co-host, Austin, interviews international private investigator, Tyler Maroney and uncover some fascinating lessons about how the field of intelligence gathering is reshaping our world.


Now, for our interview with Peter. Please note, this episode contains profanity.


Known as The Shrink for Entrepreneurs, Peter Shallard is a renowned business psychology expert and therapist gone renegade. He works with entrepreneurs from around the globe, to help them master the psychology of reaching their goals of success faster, better and with bigger impact. Peter is also the Founder of Commit Action and has been featured in media outlets across the globe.


[00:02:21] MB: Peter. Welcome back to the Science of Success.


[00:02:24] PS: Thanks for having me. I’m excited to be here. This is going to be fun.


[00:02:28] MB: Well, we're very excited to have you back on. I believe with this episode, you are getting the honor of being the most interviewed guest on the show.


[00:02:37] PS: Is that right? Three times.


[00:02:39] MB: That's right.


[00:02:40] PS: Three times is the charm. It's an honor that I bear with a great weight sense of responsibility. I think we're going to really make this episode count.


[00:02:50] MB: Well, I’m excited. This episode couldn't come at a better time of year. Before we jump into really the meat of this conversation, I want to back up and longtime listeners might be a little bit familiar with this. Tell me again about your background and Commit Action, how you started it and why it's so evidence-based. Because to me, without that context, what we're about to have a conversation about doesn't make as much sense.


[00:03:18] PS: Yeah, got it. Thanks for asking. Yeah, my background's in psychology. I’ll do the very accelerated version of this. I started out as a therapist. My first business was a brick and mortar therapy practice. To be honest, I was a bit all over the place. I’ve trained in and learned about all sorts of different modalities. Over time, two things happened in the evolution of my career. I started to work more and more with entrepreneurs, until that became my specialty and I doubled down on it with the brand, the shrink for entrepreneurs.


At the same time, I got more and more interested in the evidence-based movement within the field, the broad field of psychology. This was a while ago. I’ve been doing this now for about 12 years. Back then, the empirically validated part of the field was a very narrow pie slice of all of psychology, like Freudian, Jungian, the grandfathers of the field were really armchair philosophers. There's something to that they had a lot of great ideas, but psychology didn't really put on its lab coat until very recently. I was an early adopter and was really interested in what we could validate in the lab with psychology and just lean more and more into that.


Commit Action, the startup that I founded, that really came about as a result of working with a ton of entrepreneurs. I built a client roster with collectively, a few billion in market cap across the entrepreneurs that I worked with and saw some people who just built tremendous businesses that really made a dent in the universe, as they say.


I was aware that there was an underserved group of entrepreneurs that I wasn't really reaching, which were the business owners, the small, medium, owner operators, the people out there building businesses to liberate themselves, create amazing lifestyles, provide for their families, not necessarily scaling to billions of dollars, but loads of success stories that are very real. Those entrepreneurs struggled with a different set of problems that I was equipped to be handling.


Productivity, their focus, those people's ability to get things done was a big – the stone that I unturned. When I looked underneath, I found there's all these business owners who are quietly struggling with this issue of really struggling to be the best version of themselves on a daily basis, show up and execute with the focus and productivity and motivational drive that comes easily when you're a part of an organization and you've got a boss and there's a lot of accountability in place.


There's an isolation to self-employment. There's a pandemic of that isolation. I’ve been saying that for many years before it was cool, so to speak. It's a real major problem and it makes the journey of entrepreneurship much more difficult than it has to be. Commit Action came about when I identified this problem. Basically, started looking around to see what does evidence-based psychology have to say about this? What are the interventions that are proven to really move the needle? What is it that we can do to help small business owners be more productive, be more focused and get more done and achieve their goals faster? Because that was overwhelmingly what people were struggling with.


That was the really the origin story, that sniffing around trying to figure that out was what started the company. I went down this path of developing a very, in some ways, a very simple, but very powerful accountability coaching methodology based on the latest and greatest science around planning and structure and basically, the incredible impact that socially, like objective socially supportive relationships have for humans who are striving towards goal accomplishment.


We invented the service. There's nothing like it that had never been done before where we pair business owners up with dedicated professional personal trainers for their own productivity, basically; someone on their team whose job it is to make them as focused and productive as possible.


Everything we do is deeply rooted in science, all the conversations we have. We built a we built an evidence-based methodology. We worked with a professor of positive psychology at NYU and a neuroscience researcher from Harvard Medical School, one of the professors there, to build out our methodology and train our coaches and launch. That was many years ago and we've since worked with thousands of entrepreneurs and this is what I do now.


[00:07:45] MB: Such a great background. I mean, the evidence-based piece, that's a cornerstone of what we focus on on the Science of Success. I’m such a huge believer in leveraging science, leveraging evidence, leveraging data and figuring out not just oh, that's an interesting study, but really trying to figure out how do you actually apply that to your life in a very practical sense and start to implement it and use it, so that you can be more focused and more productive.


[00:08:14] PS: Yeah, me too. What I love about this is that this is starting to happen. We were the early adopters in this field, but it's starting to filter into there's some coaching modalities that therapists who have been in the cognitive behavioral therapy and the acceptance and commitment therapy field, which are two of the more sciencey parts, or no, that's I’m being facetious. They're very strongly rooted in evidence-based science, therapeutic modalities.


They're starting to play with the stuff too. They're seeing that the traditional approach to psychology, interpersonal growth, has had a lot to do with exploration and the generation of epiphany. For the longest time, I think this really got going with the human potential movement, like the guys out of Esalen in the 70s, who were ingesting substances in hot tubs, and figuring out that if you could have these epiphanies about your relationship with your mother, or how you were the victim of ancestral trauma that had been passed down to you in a multi-generational sequence, this could create all of these unlocks and revelations in your life.


What we actually now know is that a lot of that stuff is fantastic for creating catharsis and a big emotional experience when you're going through the workshop, or you're having the intervention with the therapist. When you check in six months later and see what are the outcomes in people's lives, it just doesn't stand up compared to what's going on in the evidence-based movement, where there's these unsexy, frankly, sometimes boring interventions.


One of the things at Commit Action we struggle with is we have to with our marketing, we have to dress up what we do and imbue a sense of magic and ore and gravitas in the very simple idea of like, “Hey, you know what? You can change your life if you're willing to commit to incremental, consistent action, if you carve out time to work on the things that matter to you and you schedule that time and you use accountability to add a level of commitment to that promise that you're making yourself.” You won't experience overnight success. You won't feel the feelings you'll feel if you go to a Tony Robbins workshop.


When you turn around and look back six months later, you'll blow yourself away with how much you can change your life, how much you can grow a business, how much you can learn new skills, close capability gaps, whatever it is that you might want to work on. That's what's going on in the field right now. It's like, there's this undercurrent of it's amazing what people can do, if we can just do that patient incremental work.


The thing about psychology is that anything that so far, everything that gets validated in the lab, so to speak, is always the unsexy stuff. It's never the fun past life regression, like Oedipus complex. None of that stuff. It's too complicated to test and measure and maybe there's nothing to it. These really basic ideas. Some of the economics research that's being done about where behavioral science meets financial incomes, shows that financial outcomes, sorry, shows that humans rate of saving our willingness to participate in delayed gratification skyrockets, when we're doing it in a group and we engage in status games, like we try to outdo one another by trying to save more than our peers.


There's been some amazing studies done in the third-world, where savings are a problem, retirement savings don't really exist, where these communities become overnight, these incredible savings cultures and start building up these nest eggs that economically set them free, because people are going in there, these economists are going in there and using technology to create a little text message-based leader board, where you know the guy down the street from you saved 30% more than you last week. You're like, “I’m not going to let him laud that over me,” and you grind a little bit harder and save a little bit more. They're finding out that this stuff majorly changes human behavior outcomes and lives. It's like, yeah, it's just accountability competition. Simple stuff like that.


[00:12:26] MB: You brought up something a minute ago, which is such an important lesson. It's this idea that there's a big difference between the feeling of getting results and actually getting results. Really simple, mundane interventions in your life, things like implementation, intentions, accountability, etc., can create massive change, but it's so easy to trick yourself into thinking that this big explosive, emotionally engaging experience, like a Tony Robbins event something like that is going to transform your life. When really, it's the everyday simple habits and routines that ultimately create the biggest impact.


[00:13:06] PS: Right. That's what we did at Commit Action. I’m not trying to make a commercial out of this by any means, but this is what I might less work, what I’ve spent the last five years doing. We basically built out a weekly ritual as a service. That's what we do for our customers, where we spend – we have a short check-in with them, with a dedicated coach every week to do these really unsexy things that make this incredible difference.


It's funny, because I get this – when you're when you're building a business like this and marketing it, we're going up against, we're buying advertising against the Tony Robbins of the world, against the people with the $5,000 weekend walk on fire catharsis retreats, where you're going to cry and you're going to laugh and you're going to dance and you're going to hug people. What we're pitching is check in with an expert, a dedicated pro every week, make plans, use implementation intentions, carve out time on your schedule to work on the things you know in your bones are important to you, the things you keep on passing over, because you're too busy with putting out fires and dealing with urgencies in your life, and marvel at what you can get done a few months from now.


It's tough, because I think there's a part of us that – there's a part of all humans that wishes it were easy, where we're looking for the miracle for the lottery ticket, the magic bullet. What works is the unsexy stuff.


[00:14:30] MB: You touched on the concept of rituals. To me, having the right rituals, routines, habits in your life is a huge difference maker. One of the biggest rituals that I spend a tremendous amount of time and energy on every single year and funnily enough, was doing this morning, is was starting this process this morning is annual planning. Tell me a little bit about why that's so important and how we can really think about effectively developing the right rituals around planning our years.


[00:15:07] PS: Yeah. Yeah, good call. It's funny, the way that I came to annual planning was through imitation. I’ve got these for the longest time, I had these twin careers. One was my private practice, as the shrink for entrepreneurs, working with these incredible technologists and startup founders. The other has been Commit Action.


Commit Action's a weekly ritual. We're talking about rituals. It's that unsexy goal setting, planning, productivity stuff. For a while, I would get calls and have reservations on my calendar made on the shrink for entrepreneurs side of my business, by these incredible high-functioning entrepreneurs, these founders. Around January, early January, end of December they'd say like, “Hey, it's this time of year where I’m taking a retreat. I’m going off for two days to a little cabin in the mountains, something, or the beach, or whatever it was.”


It was ubiquitous. All of the most successful people had their thing that they would go and do and then they'd call me up and be like, “I want to make an appointment the day I get back, because I want to go over everything with you. You're my shrink. This is what I want to do.” I started wondering, there must be something to this. Why am I not? I’m one of those people who's like, New Year's eve is just another day. Yay, yay. We made a lap around the sun.


What I started to realize is that these highly successful people all had this ritual, this habit of taking time out once a year to really retreat from business as usual and life itself to do some, I want to say, deep thinking, but I also want to say thinking at 30,000 feet about the big picture, about what they're accomplishing, what they're working on.


There's something about 365 days as a chunk size that seems to be really, really important. I dedicated a business to helping people with the micro, micro, the seven-day sprint planning. A few years into it, realized I should actually be studying what these entrepreneurs are doing, because they're onto something here. That began the process for me. This is something you and I – I don't know if you remember, but we connected about this years ago before this podcast was even a twinkle in your eye, talking about end-of-year-planning rituals.


I started, basically, studying all of my clients, the most successful people I worked with and putting their rituals together and trying them out for myself. It was just a project for me to try to figure out like, so what do you do when you go to your retreat? What were you thinking about this morning when you were working on thinking about the year? I picked and chose and put together a bunch of different annual planning rituals. It's a game changer.


I think the reason it's so important to think to do this, to take this time is that there's a lot of unusual cognitive biases that are at play in terms of our ability to think about the future and plan. Most people, it's a cliché, but it's a cliché because it's true. People massively overestimate what they can get done in a week and usually, a month as well. There's something about when you zoom out to a year, people tend to underestimate what they can accomplish.


Annual planning when done correctly, has a real funny way of coming true. People who ground themselves in a great ritual and process can often really set themselves up for a big win, by pointing at a north star 12 months from now and then just getting stuck in and getting into the weeds of execution and then blowing themselves away with what's possible. I became a accidental through imitation annual planning fan, and then became a bit of a specialist at it as we started to build out at Commit Action, a whole thing around annual planning. That's what I wanted to talk to you about today.


[00:19:00] MB: When you went and studied a lot of these high achievers and really successful people, when you looked at some of the research and the psychology around this too, what did you uncover? What were some of the commonalities that you found around really successfully structured annual planning and year-end routines?


[00:19:21] PS: One of the ones that surprised me was that a lot of the smartest people I knew spent a lot of time and there is a bunch of science to back this up as well, spent a lot of time actually thinking about the past. I don't know about you, but I actually have this memory of the first time I connected with the idea of goal setting, which was when I was in school, I think I was about 12-years-old and I had some gung-ho teacher who was like, “These kids should set goals.” We were encouraged in January, or whatever it was.


I’m from New Zealand, so our school year runs a little bit differently. At the start of the year, we were encouraged to sit down and write out some goals. It was just, like that was it. Sit down. What do you want to have happen in the next year? For a lot of people, goal setting is immediately like, just look forward down that timeline into the future where do you want to go. I think that there's an elevated opportunity here to take time out, to actually do a review, to do a bit of a postmortem on the year that's been. I think that it's really counterintuitive to start your goal-setting process by thinking about the past.


There's a problem that a lot of people have with goal setting that ruins the process and invites a lot of self-sabotage, which is that they struggle to ground their objectives in reality. They struggle to anchor them in reasonable expectations that build on where they've come from. A lot of people feel like a year is a long time, they're hopped up on personal development and a naive sense of potential and they tell themselves, “I want to achieve 100X, whatever it is. I want to go to Mars. I want to be the first man on Mars.” They set Elon Musk type goals, but they're not Elon Musk.


The thing about the first value, I think, of really powerful reflection on the past is that you can actually – you can ground your thoughts about what you want to have accomplished in the new year, in the principle that the best predictor of the future is going to be the performance of the past. Not to say you can't shoot higher and you can't improve things, but I think doing a bit of a diagnostic on how things went can really help. Is that something that's part of your ritual?


[00:21:40] MB: Yeah, in a big way. Funnily enough, this morning I was doing a almost a cursory review. I went all the way back. I was looking at 2019. I read my recap of 2019 to see what was that year like. I was starting to put together, almost just loose bullet points of what were some of the big things that happened to me in 2020. I’ll continue to add to that list over the next couple days, or weeks. Then, eventually come back to it and really refine it into, I almost create this milestone for each year of accomplishments, things that happened, all this stuff and then reflections on the year. To me, bringing in the past is a really important component of setting the right context before you think about where you're going next.


[00:22:27] PS: When you find yourself thinking about the year that's been, do you tend to gravitate more to the wins, or to the not-so wins, the bad stuff?


[00:22:37] MB: I try to have somewhat of a healthy balance. I more so will create almost bullet points of the wins, so achievements in business and places I’ve visited; not many this year, but typically I’ll say, “Oh, I traveled here and traveled here.” It's fun to look back at the year and say, “Wow. I can't believe I did all these things and visited all these places.” I always, more so in my journal entries themselves, really try to reflect back on the hard parts and the setbacks and the things I struggled with.


[00:23:09] PS: Got you. I mean, I think it's so critical to have a healthy balance. That's one of the things that I picked up from my research in the space, whether it was the anecdotal things that these high-functioning people did, or some of the science on what really works here. One of the things that I learned is that high-functioning, type A, ambitious people, which I’m guessing are the listeners of this podcast for the most part, particularly the entrepreneurs out there, the business owners, they have a tendency towards self-flagellation.


A lot of very ambitious people default to being very hard on themselves at the best of times. It's just a natural thing. If you're somebody listening to this and that resonates with the idea that no one has bigger expectations for you than you, then it's really important to make sure that you're grounding some of your reflection in the year that's been particularly after year 2020, which is a weird one, to put it mildly, in some positive reflection.


I think it's so important to start with what went really well? What are you proud of? To focus the direction of that evaluation, not just on external circumstance. Because if things went well and you got lucky, some nice things happen to you. That's cool. I think, asking the question of where did I show up as the best version of myself? The last year, how did I rise to the occasion in a really magnificent way and bullet-pointing out those, like reflecting on what those things are.


It's so critical to do that, because for a number of reasons. One, because you want to tap that inner resourcefulness, the belief that you are somebody who can rise to occasions and do magnificent things when you go into planning the next year. Also, you want to get some of the emotional resilience and strength to do some real critical thinking about the year that's been as well. Then that's part two, is to really get negative, get deliberately negative and ask yourself, “Where could I have done better?”


It's so important to start there, because I think so many of us naturally go to the negative if we’re not careful. I certainly find myself slipping into that. If you ask me how's my 2020, just catch me on a random day and throw that question at me. I’m going to be like, “Oh, wow. Yeah. Well, I had a couple big missed opportunities.” Good to hear that you're doing a little bit of both.


[00:25:47] MB: Yeah, absolutely. As you said, it's so important to have a balance. I want to come back to something you said a minute ago, because I’m curious how you approach this and how you've seen other people that you've worked with and studied, approach this. You touched on this idea that the best predictor of the future is past performance. What should you do in terms of your goal setting if you're not happy with your past performance?


[00:26:11] PS: I think, one of the most important things is to find something to measure and then make a set goals around creating incremental improvements in that particular metric. If you're somebody who's in a position where you're looking back on the year and there's not a lot of positive and you're just really unhappy with how you performed, there's got to be – measurement is a major issue.


I think that the psychology of negative self-talk becomes toxic when we're giving ourselves a hard time. We've got a feeling and intuition that we're not doing good enough, but we're unable to point at it, to point at a number and say, this thing needs to be 30% better. If it's something in your career, if you're frustrated with yourself because of the way that you showed up in the politics of your work, that can be really tricky to move the needle on. If you're a salesperson, if you do something that lends itself to measurement and you want to improve your numbers, then you can set goals that are really focused on doing that.


You can start the year, you can make your 2021 goal to double it, or whatever your ambitious goal is. One of the things you can do is actually, start off the year by experimenting with what is the incremental rate of improvement that you're capable of accomplishing? I guess, the physics of this in some ways is you've got to figure out what you're measuring, what the unit is of improvement. Then you've got to figure out the rate of acceleration that you're capable of sustaining. Then you know how to set a realistic goal that you actually have a shot at achieving, that's going to be worth striving for. Does that make sense?


[00:27:56] MB: Yeah. I think that makes a lot of sense, and ties into another question that I had, which is the idea of what do you do, or how should you approach setting goals that are too ambitious? Because I know that's something that I’ve fallen into is setting goals in the past and then even multi-year goals and then falling short of them materially, because they were wildly ambitious? How do you think about not overstepping that, or not self-sabotaging, not putting yourself in a position where your goals don't align with reality?


[00:28:28] PS: This is a fantastic question. So many people do this. The funny thing about really massive, audacious goals is we do have such a negative – there is such negativity associated with not achieving them, even though they're obviously, so audacious and massive.


There's a concept in psychotherapy called splitting, which is basically, black or white thinking. It's the tendency that people have. It's a cognitive bias, where when we set objectives, we tend to naturally think about them in a very binary way. We have these fluid and analog things that can happen in life, because life is messy and there's loads of shades of gray, but we tend to beat ourselves up in a very black and white way, if we do or don't achieve them.


Let me give you an example. For a lot of business owners, they have classic objectives, like build a billion-dollar business, get to a million dollars in revenue this year. Now, the thing about that as an objective is it might be big from where you're sitting right now setting that goal, but getting to $900,000 and $970,000 in revenue is really, really valuable and pretty proportionately as important as getting that last $30,000 that gets you over the line to your objective.


It seems obvious when I’m painting the picture like this, that of course, if you had the goal for a million dollar a year and you got to $970,000, you'd be feeling pretty great about yourself. It's worthwhile thinking, what are the other areas that we tend to engage in splitting, engage in black and white self-judgment when we set a really big long-term audacious goal and then we achieve some non-zero percent of it.


This is the advice is if you want to set big, even multi-years, you mentioned hugely audacious goals that are the thing that are going to just completely transform your life. It's really important to ask yourself, “How am I going to feel if this goes okay?” I do a lot of work with, or back in the day, did a lot of work with helping co-founders of startups get really great, operating agreements and partnership dynamics between the two of them. It's something I encourage all business partners to ask of each other. Because most people go into business partnerships going like, “We're going to try to build a billion-dollar company together. What's going to be the deal? What's going to be the equity split if it goes gangbusters?”


They're like, “I’m realistic. I also know that this might all be for nothing. We might have to shut it down,” and they have some thoughts about how they'll untangle their affairs if it all goes to nothing. What generally happens is that things go okayish. As an entrepreneur yourself, you know what I’m talking about, right? Most of the big, hairy, audacious goals. They go like, “Okay. Not quite as good.” Nothing's usually as good as you thought it could be, but it's also never as bad as you think it can be, right?


[00:31:39] MB: Yep. Absolutely.


[00:31:41] PS: The key with those big, long-term, hairy goals is you've got to engage in anticipation of the middling outcomes. The key psychologically is if you're aligned and excited about achieving half of the million-dollar objective and 55% and 45% and 65%, but also 30%, if all of the steps along the way to the big, binary, symbolic objective are exciting for you, then there's a level of alignment there that's going to really unlock your unconscious motivation. It's going to get you in a good spot.


If you're setting huge, big, multi-year objectives where it's like, and at the end of this year, I’m either there or I ain't, then you're playing a high-stakes game and setting yourself up for a lot of heartache. You've got to avoid the black-and-white thinking and learn to live in the gray, because to be honest, that's where most of life happens when it comes to goal accomplishment.


[00:32:45] MB: Yeah. That's such a good insight. Even thinking back on, there's one particular goal that I said I wanted to 10X something in my life. I think, I ultimately ended up 3X, or 4Xing it, which is a fantastic outcome from where it was, but at the same time I was like, “Well, I completely missed the mark on that goal.” 30% achievement of what I set for myself. Then I started thinking to myself, “Well, was the goal wrong, or did I not execute properly?” I mean, again, beating myself up when really, it was still quite a good outcome.


[00:33:15] PS: Yeah, totally. I mean, that's the thing. There's so many big, hairy, audacious goals people set and achieve 20% of them and are like, “Oh, this is no good.” They've materially changed and improved their life and they're totally heading in the right direction. They've learned all sorts of things. One of the fundamental biases that we – the mental blind spots that we engage in with goal accomplishment is that by definition, when we engage in new projects, we start out in a state of uninformed optimism.


This is something that we're always come in action. We're always combating on behalf of our clients. When we have a new project and when there's novelty, the side effect of anything new is that we have a lot of unknown-unknowns where we're unexperienced. We tend to, if we're optimists, project into our newest projects all of our hopes and ambitions, our sense that this will be the unicorn I’ve been looking for, the golden opportunity, the big project with all the potential.


You see this in entrepreneurs a lot with new business ideas, or with the seasoned entrenched operators with the new product idea, the new pivot, the new thing that's going to change everything. Uninformed optimism is the rush of serotonin and dopamine we get at the start when we know nothing about actually executing on this plan, this idea, that hope that we've had, but we have maximum imagination.


Over time as we execute, we move, we transition from a state of uninformed optimism to informed pessimism. As we execute and move through time, the increase in our knowledge and our wisdom about the space that we're executing in the new project, the new venture, could be a new hobby that you're developing, it starts to ramp up. With that information, with that learning comes the curse of becoming the cynical, jaded expert.


You see this dichotomy all the time in startups. Startups are full of young, frankly, arrogant technologists, kids who understand tech, going into industries where there's 65-year-old Yoda-like characters who are like, “It can't be done. I’ve been here for 35 years and I’m telling you that the legislative environment and the way that the consumer demand is there's just no room. You're never going to change whatever the industry is.” They're right, until they're wrong.


The startup founder, the Dewey-eyed 20-something-year-old knows nothing that this old Yoda-like guy knows, doesn't have the experience. Because of that, has this uninformed optimism that enables them to see the billion-dollar opportunity. Sometimes they're right. Sometimes they're wrong. In the process of that startup founder actually executing on the billion-dollar opportunity, he or she will move from uninformed optimism through informed pessimism, down the emotional rollercoaster into a state of practical despair.


This is what Seth Godin talks about in his book, The Dip. That's fundamentally what that whole concept is about, that valley of despair that we get to when we engage in any creative or commercial. Any effort where we're stretching ourselves to make something happen, we'll eventually land in this place where we realize, “Oh, shoot. If this was easy, everyone would be doing it.” It's only if we can get out the other side of that and keep on executing that we can actually make something happen. I went on a massive rant here. I forgot what you originally said. Yeah, big goals, uninformed optimism, it's a challenge. It's hard wide and that's a challenge we have to face.


[00:36:58] MB: Yeah. No, that was a fantastic digression and really helped put in context a lot of things that I’ve been thinking about. The older I get, the more time I spend building, scaling businesses, etc., the more I come back to the informed optimism stage of wow, it's a lot harder to do pretty much anything than you think, even when you account for the fact that you know that you're underestimating how hard it's going to be.


[00:37:27] PS: Yeah. I always think about, it's actually my dad said this to me when I was a kid over and over in all sorts of contexts. He just used to say, “If it was easy, everyone will be doing it.” I think, especially for the entrepreneurs out there, that's so true in a commercial, capitalistic sense. The market is efficient. Entrepreneurs are looking for arbitrage opportunities. If you think that you've had some idea that you're going to make a million bucks and it's going to be just easy, I’m telling you, somebody else already thought of it and it's saturated and there's tons of other people doing it. The fact that it's competitive, makes it difficult. That's the deal.


I think that when people get to that place of informed pessimism with their goals, that's when they realize, “Wow. If this was easy, everyone would be doing it.” That's fundamentally a truth. I will say that accomplishment, doing things that are worth doing, particularly in business, comes about as a result of doing things that everybody else finds really difficult, because on the other side, now we're talking about something different. On the other side of doing things that are really difficul,t there's a big, empty, blue ocean, because not that many people are willing to do it. That's where a lot of value creation happens.


[00:38:39] MB: Yeah. That's a whole another conversation, but some really, really rich material that we should mine at some point.


[00:38:46] PS: You got to have me back to be the first ever guest to be here for four episodes at some point. We'll get into that later.


[00:38:52] MB: That's right.


[00:38:57] MB: I’m so excited to tell you that this episode is brought to you by my very good friend and three-time Science of Success guest, Peter Shallard. He's the Founder of Commit Action and he's known as The Shrinf For Entrepreneurs. Why is he sponsoring the Science of Success? Well, January is a time when we're all thinking about setting goals and making strategic plans for the year.


If you don't get it right, your best intentions just end up gathering dust in a drawer. We've all experienced that before, right? Big ambitions in January, totally sidetracked by March. If you truly want to make 2021 your best year ever, then make sure you listen to the special episode we did together on New Year's Eve.


We went deep into the science and practice of annual planning, covering the overlooked power of reflection on the past and how it can unlock huge growth in the future. The science of psychological ecology and how self-sabotage and motivation problems can be avoided entirely by setting your goals the right way. How to connect the dots between your big picture plans and your actual week to week life so that your intentions for the year end up becoming concrete reality.


Peter is a huge authority in evidence-based psychology, particularly for business owners. You have to check out the incredible episode we did on his ultimate annual planning ritual. It's one of the most useful and practical interviews we've done, so make sure you check out that episode with Peter. The episode is called The Ultimate Annual Planning Ritual to Crush 2021. It was released on December 31st, 2020. It's available anywhere you listen to The Science of Success.


Make sure you carve out some time and really focus on mapping out your success this year and use that special episode as your guide.


[00:41:00] MB: I want to come back to year-end planning. We talked a lot about the psychology of making sure you set the right goals, not too ambitious, not too pessimistic. What are some of the other important lessons, or methodologies that you found around building a really effective year-end plan?


[00:41:21] PS: Yeah. One of the biggest things that we now do at Commit Action when we do year-end planning with our clients is we talk a lot about ecology. The psychology of ecology. What that means is basically, thinking through the secondary consequences of goal accomplishment and also, looking at I guess, at holistic values and your inner self-awareness about what you truly want and what truly drives you. Because one of the biggest things that – I would say, the biggest obstacle ban none to big goal accomplishment over the long term is self-sabotage, which comes about as a result of not knowing oneself and one's true desires and capabilities.


A lot of people set goals that they think they should have. They set other people's goals. They hear about other people doing things and think, “I’d like to do that too.” They don't have a deep ecology in terms of an internal congruence of really understanding what the goal is, what it will require of them and wanting not just the goal, but all of the steps to get there. The classic example I give all the time is so many entrepreneurs, if you're like, what do you want to accomplish in a year? They're like, “I’d love to double my business.” Then you look at their business and it's a services business, where they do a bunch of work with clients. If they doubled their business, their life would be over.


They don't really want it, or at least not quite – there's a richer definition of what they really want, which is they need to scale up and have more capacity to deliver the service, then they want to double the business. That's what ecology is all about. It's thinking through okay, so you want to double your company's revenue. What's going to happen when you do that? What's going to happen to the rest of your time? How will that impact your family? What are the unintended consequences and side effects of having the thing happen and unfold that you're saying that you want?


Ecology is about really thinking through all of that stuff and also looking at the steps required. I think lazy and in some ways uninformed, unevolved goal setting is all objective-focused, but no process-focused. No process-focused. Like, I want to double my business. Do you want to double your sales activity? Do you want to double your marketing knowledge in the next 12 years? Because now, we're getting to if you want to double your business, we've got to get to the process goals, the proxies that you need to focus on the proximal steps to actually get to the end-objective that you really want.


When we come in action, when we talk about ecology, what we're basically doing is grabbing our clients by the shoulders and shaking them and being like, “Do you know what it is to really want something?” I think that that's the thing, the honesty and the introspection required to do really effective annual planning is a challenge for a lot of people. It's really hard to be real with oneself and know what questions to ask to actually get to a set of goals that you're not going to get to the end of the year and feel the goal posts have moved.


If I want to make everybody listen to this uncomfortable, how many of you have set a goal where you're like, this is the big objective. Then six months later or whatever you're like, “Oh, well. Things changed and yeah, I still want that, but actually, this other thing came along and now I’m going to do that instead,” and you let yourself off the hook.


[00:44:53] MB: Unquestionably.


[00:44:55] PS: That's because ecology is missing. The psychological optimization of that goal wasn't in place. You were distracted by the bright, shiny object, because there was some part of you, some nook and cranny in your unconscious that didn't really want that to happen, or didn't want to do the work to make it happen that wasn't aligned with the outcome that the front part of your brain said, “Yeah, that sounds good. I want to do that.”

Yeah, I’m curious to hear for you. You must have thought about some of this stuff too. Have you ever set goals that you ended up realizing were not actually what you wanted?


[00:45:29] MB: Oh, yeah. There's no question. Funnily enough, one of the people that really brought that concept to light for me is our mutual friend, Mark Manson, who he has some great illustrations in his first book, where he talks about this idea of wanting something versus wanting to want something. I always think of the analogy he had of wanting to be a rock star. If you don't like practicing every day and you don't like lugging your equipment to the sound stage and all of these component parts, if you don't like any of that stuff, you're never going to actually do the work to become a rock star. For some reason, that analogy really stuck with me and it's just a great illustration of how you can be really misaligned from what you're telling yourself you want, versus what you actually want.


[00:46:14] PS: Yeah, that's such a – Damn it, Mark. He's always so good with the good metaphors. He can say in a handful of words, but I just spent 20 minutes trying to unpack for you. I think that's exactly right. I think that one of the things, like we're obviously doing all of our work with Commit Action with business owners. One of the things I often remind people of is and our coaches are trained to know this as well, is that nothing of substance or lasting value has been created without somebody experiencing struggle and suffering and discomfort.


There is no get rich quick. Nothing of substance, or lasting value. I will say and you'll hear about this, you'll be tempted to not believe me, because you'll hear about entrepreneurs who achieved overnight success, push button profits. They're out there on the Internet trying to sell you courses, which would tell you something about their actual businesses. The thing I will say is that you can find arbitrage opportunities to make a quick buck if you're on the cutting-edge of looking at ways to exploit whatever new technology there is to do something that makes a quick buck, but it's a vanishingly closing window. It's not lasting.


There's no business that gets built that really fuels a life that puts kids through college, that really truly sets the owner free from a financial success point of view, without some major struggle. Without that person, I think Mark's metaphor is like eating a shit sandwich. You got to eat the shit sandwich. You've got to struggle in some way, because that's where the value gets created. Because if it were easy, everyone would be doing it.


That's the big piece of ecology when it comes to goal setting, is actually being able to really unpack your objective and ask yourself, “Am I willing to do the lugging of the guitar around to the gigs in the freezing cold? Am I willing to practice until my fingers bleed? Do I want this or do I want to want it?”


Peter Thiel, recently popularized the French philosopher Renee Girard, who has all this work about mimetics. He has this theory of – it's a armchair psychology, but it's great. It's good stuff. I can't help, but bring – Am I allowed to talk about this on the evidence-based Sciences of Success Podcast?


[00:48:22] MB: We'll allow it.


[00:48:24] PS: You'll allow it. He has this incredible theory that so much of human behavior – he's one of these guys with a universal theory of everything. Why everyone does everything they do. I’ve read every book that and they're all partly right and partly wrong. His is that we do everything through imitation, that we want what other people have, that human beings because we're social primates, we're just hardwired to pay attention and glom onto other people's definitions of success.


It's never been easier to fall into that trap, because we're inundated with social media, other people's highlight reels. If you're an entrepreneur, you're inundated with the push button profits guys telling you how it's going to be easy, telling you that you should want a four-hour work week, or you should want whatever, whatever.


The reason that going back to the importance of a retreat, that taking time to go through a process in isolation, really do the deep thinking on your own is so important. At least once a year, you should take time out to really look inside and know yourself and set objectives from a place of true authenticity, true relationship with self, so that you don't start just getting distracted by mimetics, by imitative goals, by wanting what other people seem to want or seem to have.


[00:49:47] MB: Tell me a little bit more briefly about the actual implementation of doing some of this ecological work. What does that look like in terms of investigating your own biases, really looking at the roots of your goals, whether you want them, or they're just imitative goals from other people. How do you concretely start to unpack some of those things?

[00:50:10] PS: I can't give you all the secret sauce. At Commit Action, we have nested loops of series of questions that we have people take their big, hairy, audacious goal for the year and filter it through all these different evaluative questions to get at the root of what really matters. Let me give you one example. One of the things that we encourage people to focus on is what's called evidence procedure, which is what is the way that you know that you have actually accomplished the thing?


So many people set goals that are abstract, that are not clearly defined enough, such that they're like, “Well, I want to double my business.” That feels like a milestone. It feels like a thing that would be cool to have. I think it's really like an Instagram dream. It would feel cool to tell people that.


What we actually focus them on is really thinking through what is the moment in time that you will know when you have it, the goal? What will you see, hear, feel, touch, smell and taste, let's throw those ones in for the mix? What that does is it orients people with a vision of the moment in time that this goal is accomplished. Also, has them start to visualize that, imagine that in a very real way, where it becomes easier to access the other side effects and consequences.


To go back to this quintessential example of I want to double my business. If you're that service entrepreneur, where the more you sell, the harder you work, because not everybody's business is – In fact, very few businesses, can you just snap your fingers and 10X growth, right? Stuff has to happen. What we do is we say to them like, what's the evidence procedure? What will you actually see when you realize you've achieved that goal?


Let's say you achieve it on New Year's Eve 2021. Where will you be? What will you see? They're like, “Well, I guess, I’d get a P&L from my QuickBooks. Maybe my accountant would e-mail it to me and I would see that number and our top-line revenue.” We'll ask them like, how does that make you feel? What else is going to happen when that happens? There's that gulp moment where they're like, “Oh, that means we would have had to sell this much and we'll be on the hook to deliver this.”


I’ve had this conversation with people where just from specifying evidence procedure alone, they reel it in and they're like, “Actually, next year if we could create a 20% growth in profit margin, that would be more meaningful to me than doubling the top line of the business.” Now, we're getting to ecology. I’m trying to use a very abstract example, a very general example here to highlight an abstract principle. That's one way that you can start to zero in on what is it that you're really aiming for?


[00:53:01] MB: Yeah. No, that's a great example. I think it really concretely implements that a lot of times, the goals we set for ourselves aren't really the things we actually want. If there's a misalignment there, if your ecology isn't right, then your subconscious is going to start self-sabotaging. In the example of that service entrepreneur, they don't really want to work 80-hour, or 100-hour weeks to try and get to that goal, or maybe even more than that to double the amount of service that they're delivering, but maybe re-engineering the business, focusing on some different, more profitable segments, etc., they can achieve that other goal, that's something that their subconscious can get onboard with and they won't self-sabotage in the pursuit of.


[00:53:43] PS: Yeah, exactly. There's nothing worse than being in a position where you've arbitrarily decided to throw out a big, hairy, audacious goal to yourself. You've told your friends and family, “This is what I’m aiming for.” Then you find yourself in this rock versus hard place moment, where you have to do things that you never wanted to do in order to accomplish the thing that you said you were going to. That's exactly it. That's where self-sabotage kicks in. You'll find yourself hitting snooze on the alarm button again and again and again. That's a metaphor. Also, literally what can happen. Just failing to show up as the best version of yourself for an entire quarter, because you're out of alignment with what you think your north star is.


[00:54:27] MB: We've talked about a couple different, really, really helpful methodologies to start to shape the annual planning and goal-setting process. One of the biggest disconnects that I see personally and I know many, many people – pretty much everyone struggles with this piece, which is how do you actually – let's say, you get the goals aligned, you have your ecology right, you've done your year-end interview, all this stuff. 90% of the time you put those goals in the drawer and then you forget about them and maybe do one or two of those things, but by February 15th, those goals are out the window and all the habits and the new me and all this stuff isn't actually happening. How do you close the gap between making those plans and actually executing on them?


[00:55:10] PS: Yeah. This is deeply unsexy evidence-based psychology stuff, because this is the stuff. The answer to this question is a lot of what we do at Commit Action. A lot of it has to do with specificity and with measurement. We touched on this earlier. A lot of big, hairy, audacious goals that we'll throw out for 12 months from now or whatever. We don't necessarily know what are the measures that we're going to be focusing on in the short-term to get there. There's this concept called proximal goal setting, which is very validated, like scientifically proven to make an enormous difference. You can combine it with one of your favorites that you mentioned, I know you talk about all the time, which is the implementation intentions.


Proximal goals are basically, having a thesis, figuring out what do you aim for in the short-term that rolls up to the big long-term objective. That's the part that I think you've got to do at the start of the year and not leave till later. Because what most people do when you say put their annual plan in the drawer and let it get dusty, is they say, “This is where I want to be in 12 months. That's the goal.” Feel great about it. Put it away. Get to work.


Then they have that moment of sitting down at their desk on a Monday morning on what's it going to be next year, like January 4th and just having no real sense of even where to get started. We can avoid that by really doing the work of thinking, “Okay. If this is the big long-term objective, what are the proxies for success that I’m going to focus on that can keep me motivated by allowing me to close that feedback loop throughout the year?”


I’ll give an example here. We've had a lot of business ones and I’ll step away from that for a second to something everyone can relate to. Health and fitness. We could all be in better shape. We've all got the potential to improve our health and fitness. The thing about let's say, trying to lose 10, 20 pounds, so you have to you have to exercise and you have to eat healthy for three or four weeks before you're going to even notice a difference in your belt buckle on the scales. There's a delay. We call it the action result gap. You have to take action, but there's a gap between taking the action and getting the result.


If you want to close that gap – Well, let me step back for a second. Most big annual goals that are worth running for, like building a business, launching a new product line, I don't know what some of yours are, big things. There's going to be huge action result gaps. The health and fitness one is actually relatively small. Three or four weeks and then you start to feel your clothes are a little looser and people are going to start to say, “Hey, you're looking well.” You're already getting feedback and being motivated.


For your big annual goals, how do you keep yourself going when it's June? It's May or whatever and you're like, “Ugh. I’m not even close to finishing this thing.” Figuring out proximal goal setting is really about the gamification of your big long-term objectives. This is why with health and fitness, things like CrossFit are so freaking effective, because they create all of these frankly, arbitrary, meaningless proxies, games for people to play, that roll up to them getting a much stronger and much fitter and having a much better BMI.


If you can become obsessed with chasing a number in the short-term, it could be something so simple. It can literally be just like, I have the goal of every day I do a thing and I check it off on a list that I – on a piece of paper I stuck on the wall. You start to get that sense that you're building up a streak and it becomes a game that you're playing. That's how you close the gap. There's got to be a proxy that you're striving for, so that you can give yourself the sense of accomplishment and those reward chemical hits of enjoyment and satisfaction, because big, hairy, audacious goals if it takes a year or more to achieve, you're going to run out of steam if you're not feeling you're having micro wins along the way. That was a big rant. How are you doing over there, Matt. Got some proxy goals figured out?


[00:59:28] MB: Yeah. No, it's funny. I mean, such a great concept. I’m going to paraphrase you a little bit. Essentially, it's this idea that there's a bridge – proximal goals are essentially the bridge between your longer-term, big, audacious goals and your short-term activities that you're actually implementing in the day-to-day execution of your life.


[00:59:51] PS: Exactly. They can and should be cutesy and sometimes silly. You hear about this in the biographies of ultra-high performers, the NBA stars who just decided when they were 13-years-old that they were going to sink 50 baskets before bedtime every single day and they just started doing that. It became this, it's like, totally arbitrary number, totally just a – What's their goal? Their goal at 13 was to be like us, just a rock star basketball player. They had some huge multi-year audacious goal. They got obsessed with the proxy for success.


I love the story of and I think this might actually be an urban legend. I haven't been able to verify it, but I still tell it anyway which is the story of Jerry Seinfeld, who had one of the most long-term convoluted goals of all time, which is becoming a successful stand-up comedian. Talk about an action result gap. How many people spend a decade doing shitty clubs, like open mic nights for tips or whatever, before they get a break, or their material gets good enough, or whatever it is that creates success in that field?


Allegedly, he became obsessed with the goal of writing a joke a day. His material just developed at this pace, because he had this proxy where he was like, every day I just write a new joke, no matter what. Started to feel good about himself for doing that, for streaking on it and whatever. You see this a lot with some of the notorious high performers, that we get to read their books and hear about what they do. There's nothing stopping you playing the same games with yourself.


Gamification works, because it shortens that action result feedback loop and makes it enjoyable to do the thing that is actually, you're tricking your brain into doing the thing that's actually an exercise and incredible delayed gratification.


[01:01:46] MB: Such an important insight and in many ways, ties together a lot of what we've talked about today. You touched on specificity. You touched about measurement. One of the other elements that I know you're a huge proponent of and I have really dug into the science on is the importance of accountability. How does that factor into this?


[01:02:08] PS: Yeah. I’ve been going out and banging on about accountability on podcasts and in public for five or six years now. It's funny now that 2020 happened and people have been more isolated than ever. The truth is that I believe that we are living in a – and this is prior to the pandemic, but certainly has been exacerbated. We are living in a pandemic of isolation. It's a social cultural thing. The causes of it are rooted in the accelerated rate of technological development, which I’m not some crazy conservative being like, “We got to go back to the old ways, villages of a 150 people and everyone has dysentery.” Not that at all.


It's just that the technology has been this incredible double-edged sword. It's revolutionized our lives. The microprocessor has changed everything. You can see all of these graphs about productivity, all of the science on gains in productivity and all of these social changes to do with the way people live. Everything changed in the 70s when that microprocessor revolution kicked off. I think, historians a 100 years from now will actually look back and see, that was really the beginning of a new era.


What's changed is that our work has shifted. If you're listening to this podcast, you're probably a card-carrying member, a participant in the knowledge economy, the technology economy. The work that you probably do is increasingly abstract. You're probably able to do it in your PJs on a laptop. Certainly, the entrepreneurs that we work with at Commit Action, it's never been easier for them to start a business. All you need is a laptop, in many cases.


The way that we're operating as human beings, the way that a lot of us are working now is completely alien in that it would be unrecognizable to our grandparents. I say this a lot, entrepreneurship in two or three generations has become unrecognizable, because my grandfather, if he wanted to be an entrepreneur, he would have had to go, get to know his bank manager with the firmness of his handshake and the winningness of his smile. He would have had to find a business partner and open up an office and put a sign out on the street and convince people to come in and buy whatever widget he was selling. It's a very social enterprise.


Now, all of the innovation and growth is happening digitally in cyberspace. We are living and working in a more isolated environment than ever. So many people wonder why they're not as focused as they could be, why they're so easily distracted, why it's hard to keep track of the goals that they've set. The truth is that they're in a vacuum of total isolation. They lack human accountability.


The question I like to pose is listening to this, how many people on earth know if you absolutely crushed it yesterday with whatever you were working on, whatever goal accomplishment you were engaged in personally, professionally, business, whatever, it doesn't matter? How many people know if you crushed it, or if you just completely phoned it, watched Netflix, wasted the day? For most of us, even those in happy, functioning marriages, the answer is often zero. That's the problem. That's the major social pathology of our time.


What we do, what we see is that when you take – now ironically, I think the best annual planning is often done in isolation. When you come out of planning mode and come up for oxygen and plug into a web of human accountability, when you get to connect and have other people know what the objectives are and hold you accountable and workshop those goals with you and figure that stuff out, that's when you get the 10X growth.


This is the big unfairness, I think, that I saw when I was doing my consulting work as the shrink for entrepreneurs and learning about annual planning rituals for the first time. I was seeing these founders of these fast-growth startups with just hundreds of millions of dollars of market cap or more. They would go away on a retreat to some amazing location, do their annual planning, read a bunch of books, clear their head and then come back and check in with their executive team and share the game plan. They would call their advisors and tell them, “This is what I think I want to do. This is the vision for the year.” They would have a board meeting with their investors. They were at the center of this web of accountability that lifts them up and makes it easy for them to wake up on a Monday morning and be the best version of themselves.


You know what? We have built at Commit Action is a way for people to have a dedicated lifeline of accountability with a really affordable accountability coach that they can work one-on-one with on a weekly basis, to check in and have that relationship, to be that lifeline of somebody else who says, “What's the plan for the next seven days? When are you taking time?” We're trying in some ways to emulate the thing that I believe is the difference between the most elite successful entrepreneurs who just hit homerun after homerun and the gap between them and everybody else who just struggles with the stuff over and over forever, because they're in that vacuum.


[01:07:31] MB: One of the things I love about what you've done with Commit Action, it's so evidence-based and it really takes the evidence, it takes the science, it makes it so applicable, practical and it puts it into a framework where you can implement it into your life. Coming back to the concept of annual planning and preparing for 2021, preparing for recapping 2020, tell me a little bit about what you've put together and what you've built for making that process even better?


[01:08:03] PS: I think I mentioned, I don't know if people picked up the hint a couple of times here. I have this deep belief that I don't believe in information. I think that there's way too many courses and $2,500 workshops and weekend retreats and stuff out there. I’m on a mission to convince people and especially entrepreneurs that they actually know what they should be doing deep down inside in their bones. What they really need to do is master the science of execution and learn from real-world feedback that comes about from doing a bunch of stuff.


Commit Action is a services business, where we only sell accountability coaching. We don't sell information. We don't teach people stuff for money, because we just want to help them with the execution piece. Now that said, I realized a few years ago when I was learning about these annual planning rituals that I was doing a disservice. I was studying all the stuff and developing my own ritual, emulating my best clients. I realized, I should probably share all of this with the Commit Action customers.


We started this crazy tradition. The first year was just an experiment, but it turned out to be just one of the best things ever that first of all, our customers back then said, changed their life. Then our veteran customers who have been with us since then have anxiously awaited and then repeated every single year. That is we call it headstart and this one's going to be headstart 2021. It is a complete guided annual planning ritual that we release as a video training. It's a big information dump. It's a six-part series, where you get guided through the intelligent reflection, the artful implementation, the thoughtful questions to get at the heart of ecologically optimized, well-formed objectives, all of that.


It's an end-to-end process designed for somebody to hit the play button, do the exercises and arrive at the end of a day of annual planning retreat that you can have on your own with this, with a fully fleshed-out plan, psychologically optimized plan for the year ahead. This year, we created a workbook that we printed and sent out to all of the Commit Action customers. We still have a huge stack of them for all the people who join in January to do this, or new customers. It's just done for you. Open it on page one and follow along and go through this ritual that we've spent the last six years dialing in and getting to be the best it can be.


We don't sell this. It's absolutely free. We just give it away to all of our existing members at Commit Action. I wanted to come on your show and tell you guys a little bit, tell you and your listeners a little bit about the science of psych and the psychology of really, effective annual planning and invite them to join us.


We really believe that what makes the difference is the day after you finish your annual plan, that when you begin executing, particularly with accountability in place, with objective and professional accountability, like what we provide at Commit Action, that the planning itself won't change your life, but the patient execution, day-to-day, week-to-week that rolls up in the service of those big annual goals will be a revelation.


That's what we're doing. I welcome any listener of The Science of Success to come join us. This is our busiest time of year, January. I’m sure you can imagine, we're like a gym business in some ways, where we get a lot of the new year, new me crowd. I wanted to do something special for your listeners, if they do want to join. They should do that really quickly, because we're a services company and we tend to sell out in January. I got a coupon for them, which is just ScienceNewYear. I figured that would be all one word. That would be a good one.


We're giving them a $100 off their first month of membership with us. You can join Commit Action for a $100 off. We really never offer discounts like this, but it's a big, big discount. If you join us in January, you'll get complete access to the entire library of headstart 2021 training videos. We'll send you out the workbook and you'll get a month of accountability coaching with us and the start of a Commit Action membership, which is that's what we do, accountability coaching each and every month that you can continue on with us, if it's something that resonates and makes sense and come along on this ride of evidence-based incremental growth that we create for all of our customers.


[01:12:48] MB: For listeners who want to check that out, who want to find out more about headstart 2021 and Commit Action, what is the best place for them to go to do that?


[01:12:58] PS: Good question. Just go to commitaction.com. There's a little widget there, because this is a seasonal thing, so we release headstart to our customers, basically, right before Christmas, right before the holidays and it is a limited time thing. The workshop's only there from then till the end of January and we tend to sell out somewhere around in the middle of January in terms of availability.


Go to commitaction.com. You'll see a little widget there floating on the website that's got – you can click it and get information about headstart. The only way to access it is to just join Commit Action’s accountability coaching service as a member. If you're ready for that and I would encourage you, if you don't want accountability coaching, please don't sign up. Find your annual planning ritual elsewhere. If you're ready to add that level of effectiveness, if you want to work with a personal trainer for productivity and bring that into your 2021 plan, let's do it. Go to commitaction.com. Check it out. There's all the information there. There's a bunch of testimonials from the entrepreneurs who are our customers, you can take a look.


When you get to the checkout, there's an option to enter a promo code or a coupon and put in ScienceNewYear, you'll get a $100 off your first month of membership. We'd be stoked to have you. We love Science of Success. My marketing manager actually, he's a new hire and he just discovered you guys and has binged listened to 20 episodes in the last week, I think.


[01:14:19] MB: That's amazing.


[01:14:20] PS: Yeah. We thought it'd be cool to share this with you guys and have you join us. We can make 2021 your best year yet and we've got the science to do it, so let's make it happen.


[01:14:30] MB: Well, Peter. Thank you so much for coming back on the show once again, for putting together such a generous offer for all The Science of Success listeners. I’ve worked with Peter. I’ve been a fan of Peter. I’ve been a fan of Commit Action for a long, long time, so I would highly recommend checking it out. It's phenomenal stuff as we've talked about at length in this conversation. It's very evidence-based. It's rooted in psychology and it really works.


[01:14:56] PS: Thanks so much, Matt. It means the world to me to have you say that and thanks for having me on the show.


[01:15:01] MB: Well, thanks for coming back on and hopefully, it's not the last time.


[01:15:04] PS: For sure. Let's do it again sometime.


[01:15:06] MB: Thank you so much for listening to the Science of Success. We created this show to help you our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.


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Thanks again, and we'll see you on the next episode of the Science of Success.


December 31, 2020 /Lace Gilger
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The Secret Modern Work of Private Investigators with Tyler Maroney

December 24, 2020 by Lace Gilger

In this episode, we interviewed author and private investigator Tyler Maroney. We dig into what it’s like to be a private investigator, what’s fact and what’s fiction, and how you can learn to be more engaging, open-minded, and observant like a PI in your own life. Plus there are some incredible stories!

Tyler Maroney has worked as a private investigator at Kroll, the Mintz Group, and now as co-founder of the private investigations firm Quest Research & Investigations. Before becoming an investigator Maroney was a Fulbright scholar and worked as a journalist. His work has appeared in The Wall Street Journal, The New York Times, Fortune, and Frontline.

In this episode we discuss…

  • How Tyler got started in the world of Private Investigating.

  • Why journalism and private investigation require a unique blend of skills.

  • Some of the skills you may not think are required are super valuable in today's world - like accounting.

  • We dig into stories from past cases.

  • Why you have to remove your ego to be an effective PI.

  • The line PIs and companies walk in sharing how they get their information and from who?

  • Who hires a PI to gather intel on someone or a corporation?

  • Where confidentiality begins to blur.

  • Why do people go to PIs versus the police to investigate for them?

  • How companies can direct investigations with PIs but also remain independent.

  • How PIs go about investigating crimes outside of the US with little to no regulation.

  • The real rules you need to follow if you’re going to become a PI.

  • How to use humor to disarm someone and bring them to your side.

  • Creative ways to approach someone and get them talking when they don’t know you.

  • What are some of the most common issues PIs are hired to investigate?

  • What are some of the skills you can begin to use in your life today that will make you think like a PI?

  • Homework: Go and find that “cold case” in your life that’s bothered you in the past and look at it with a fresh pair of eyes.

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Please SUBSCRIBE and LEAVE US A REVIEW on iTunes! (Click here for instructions on how to do that).

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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Tyler’s Website

  • Tyler’s Twitter

Media

  • The New Yorker - “Why Private Eyes Are Everywhere Now” By Patrick Radden Keefe 

  • Bloomberg|Quint - “The Big Question: Can Corporate Fraud Be Fixed?” by Romesh Ratnesar

  • Crime Reads (Book Breakdown) - “THE MODERN DETECTIVE: INSIDE THE SECRET WORLD OF PRIVATE INVESTIGATORS” by Tyler Maroney

  • Independent - “The truth and mystery surrounding private eyes” by Holly Baxter

  • KSCJ - “TYLER MARONEY – THE MODERN DETECTIVE: How Corporate Intelligence Is Reshaping the World” By Brian Vakulskas

  • Fast Company - “Nikola’s downfall shows why the investing world needs more private investigators” by Marcus Baram

  • Fortune - “A journalist-turned-detective on how corporate America depends on private sleuths” by Jeremy Kahn

  • IMDB page - Tyler Maroney

  • Blackfilm .com - “‘Free Meek Mill’ Investigator Tyler Maroney Talks About The Process to End Rapper Meek Mill’s Legal Woes” by Shani Harris

  • Romper - “Who Is Tyler Maroney? ‘The Case Against Adnan Syed’ Features Evidence From His In Depth Investigation” by Mishal Ali Zafar

  • [Podcast] Vanity Fair’s Inside the Hive - Did Adnan Syed Do It?

  • [Podcast] Mountain Money - October 26, 2020 - Tyler Maroney

  • [Podcast] The Investigation Game - 38. The Modern Detective with Tyler Maroney, PI

Videos

  • Viewpoints Radio - The Life Of A Modern Private Eye

  • Workman Forensics - 38. The Modern Detective with Tyler Maroney, PI

  • Cheddar - The World Of The Whistleblower

  • (Book Review) Talk Radio 630 K-How - Fun book for you: Tyler Maroney - "The Modern Detective"...check it out!

Books

  • The Modern Detective: How Corporate Intelligence Is Reshaping the World by Tyler Maroney

Episode Transcript

[00:00:04] ANNOUNCER: Welcome to the Science of Success; the number one evidence-based growth podcast on the Internet, bringing the world’s top experts right to you. Introducing your hosts, Matt Bodnar and Austin Fable.


[00:00:19] AF: Hello, everyone. Welcome to another episode of the Science of Success, the number one evidence-based growth podcast on the Internet with over 5 million downloads and listeners like, in over 100 countries. I’m your co-host, Austin Fable. Today, we have another incredible for you with our guest this week, Tyler Maroney. 


Tyler Moroney is a private investigator. This interview is going to be a little bit different. We dig into all the tactics and tools and habits you can form to be a great private eye that you can use in your own life to become more observant, to dig up information, to be more tenacious, start off conversations on the right foot. It's really an interesting look into what the world of a private investigator looks like, which is something that at least for me, normal individuals don't get a peek into beyond what you see in Hollywood.


Before we dig in, you knew it was coming. Are you enjoying the show and the content that we're putting out for you every week? Of course, you are. Do us two favors real quick. They're really helpful for Matt and I. First, leave us a five-star review on your podcast listening platform of choice, if it's Apple, if it's Google, if it's Castbox, if it's Spotify, leave us a review, please. It helps others like you find the show and all this great knowledge.


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Let's talk more about Tyler. Tyler Maroney has worked as a private investigator at Kroll, The Men's Group and now as co-founder of the private investigations firm, Quest Research and Investigations. Before becoming an investigator, Maroney was a Fulbright scholar and worked as a journalist. His work has appeared in the Wall Street Journal, the New York Times, Fortune and Frontline. His new book, The Modern Detective: How Corporate Intelligence is Reshaping the World is available wherever books are sold. As Tyler mixes the interview, we would recommend shopping at bookshop.org, which helps support your local bookstores with every purchase.


It was a great conversation. I am a huge true crime nerd, so it was great to get a look under the hood as to how these things are done, especially in the modern technological world we live in. Without further ado, I’ll be quiet and let Tyler do a little bit of the talking. Here's our interview with Tyler Maroney.


[00:02:55] AF: Tyler, welcome to the Science of Success.


[00:02:58] TM: Thank you for having me.


[00:02:59] AF: Yeah. Well, I really appreciate you making the time. It's interesting. The world of private investigating has been something that has always intrigued me, so I’m excited to dive in. We're here to discuss your book, The Modern Detective: How Corporate Intelligence is Reshaping the World. Before we jump in, I’m very curious and I’m sure there's a number of audience members that are, but how does one even begin a career in private investigating and making a name for yourself in the industry? How did it all start for you?


[00:03:22] TM: Well, I got quite lucky in the sense that I had been a journalist for about a decade when I met somebody who worked at the world's most famous corporate private investigations firm called Kroll. I met this person socially. One thing led to another and it turned out that private detective companies often hire former journalists, especially investigative journalists. One thing led to another and I applied for a job and got it.


I say I got lucky, because I met somebody. In many ways, my voyage into the world of private investigations is typical in the sense that I joined it from a different profession. In many ways, we are all refugees from other industries; accounting, the law, law enforcement, the intelligence services, academia, technology, the list goes on and on, especially at the largest of the investigative firms, the most valuable teams of investigators are those that bring different skill sets and mine was investigative journalism.


[00:04:26] AF: It makes me think of in the typical spy movie, or like a Mission Impossible, there's five members of the crew. Every crew member's got their own specialty. It might not be explosives, but accounting in this case, adds a lot of value to particular cases depending on what the goal is.


[00:04:42] TM: Yeah, it's true. In the movies, you've got the tech geek and the muscle and the brain and the charismatic protagonists. I’m glad you mentioned accounting actually, because all jokes aside, one of the first big private investigations I ever worked on involved mixing a group of private detectives with a group of forensic accountants. We had never worked together before. It was an internal investigation to try to show that employees had been stealing from a travel agency.


We walked in the door thinking that we knew exactly how to crack this case, by interviewing the right people and using our charisma and our talents and speaking to people. We didn't really get very far within the first couple of days. It was only when the accountants started showing us spreadsheets from their analysis of expense accounts and vendor payments from within the company that we developed some real leads. They were able to pick up pretty quickly with their Microsoft Excel talents, some patterns in the data that we just would never have seen. It was one of my first lessons as a private detective is being able to work in collaboration with others who have talents that you don't have and being able to rely on them.


[00:05:57] AF: Yeah. I think teamwork and really putting your ego aside and saying, “My skill set might not be the best way to crack this case,” and taking a back seat from learning from someone who might have that skill set is key and solving really any goal. I’m curious too, how do you make a name for yourself in the industry? I mean, you mentioned Kroll where you work now. Is there a web of private investigation teams that are well-known, maybe not to the common man, but to some of these larger organizations and groups that might be in need of these services more frequently?


[00:06:28] TM: There are. That's a valuable way of developing business for yourself and your own reputation. It's interesting you say how do you make a name for yourself. Most people in the business, I think, are trying to avoid that, in the sense that they are keeping their egos out of it, because so much of the work that we do, like the work that lawyers or accountants do for instance, or even law enforcement officers and intelligence operatives is very confidential and it's very private and it's wrapped in the secrecy, or at least the privilege of legal proceedings.


There are many, many cases that are written about in the news that involve the private detective, but nobody knows that and the private investigators are fine with that. I mean, if you have a giant ego, in many ways, it's the wrong profession for you. I’m glad you brought that up, because that thinking has contributed, that thinking did contribute to why I wrote my book, because I felt that there was an opportunity here to exploit the fact that the work we do is so fascinating and so global and so fun, but very rarely highlighted.


I spent some time putting my journalism hack back on and reaching out to private detectives I know around the world, or was introduced to and getting their permission and their client’s permission to tell me eight or 10 stories about the work they did, that would try to highlight the value and the crucial role they play in global commerce and disputes. In that sense, I was lucky enough to get just enough people to agree to contribute to this book, which again, is designed to tell the stories of what happens behind the headlines.


[00:08:16] AF: I definitely want to dig into some of those stories, obviously, without giving too much away, we'll leave some mystery for the book. I’m curious, you talk about the ego and the inability to openly talk about a lot of this information that might later – the outcome may be public, but the process, you really can't let people know you're involved. What's that line look like and is it often blurry? I mean, if a company's using a private investigation firm to gather information, for the example you used earlier when they thought that there was some stealing from employees within the company, why wouldn't they just go to the police? How is that line blended between private investigation work, versus maybe detective work? Also, how much these organizations may publicly state that they've elicited services like your own?

[00:09:01] TM: It's a great question. It's something that I learned only when I joined the profession. The easy answer to why we are called in by companies to do, what we usually call internal investigations, as opposed to law enforcement is that in many cases, the alleged bad acts, whether it's a crime, or a fraud, or an ethical lapse, or whatever the misconduct might be is not proven yet and there is simply not enough evidence that what the rumor is, or whatever the tip that came over the anonymous hotline was to the company had any heft to it, or any muscle.


In many ways, what our job is is to come in and work usually with the general counsel's office, or the outside counsel, so the lawyers who are hired by a company or an NGO, to see if there's a there-there, so to speak. That involves collecting internal documents, interviewing people both inside and outside the company and being able to assess whether or not there is a threat to the company, whether it's a cyber-attack, or a theft of assets, or the misconduct of employees within a company mistreating other employees.


What often happens in those scenarios is if we develop evidence of some wrongdoing, we then take our findings and we go to law enforcement. There are a number of opportunities where I and my team will go and meet with the FBI, or the US attorney's office, or district attorney's offices or regulators and simply present what we have found at the direction of our client, because they really want this resolved.


Now having said that, I will just add one twist to this, which is the other advantage for companies to hire private detectives as opposed to calling the cops is that they can direct that investigation. If you call law enforcement, they are going to do whatever they need to do, however they need to do it. Not that they will do things that are unacceptable to the company, but they will do the investigation however they see fit, as they should.


Working with a team of private investigators, we can work with the company to try to figure out what's really going on. If in fact the answer is nothing, that no one has put their hand in the cookie jar, then hopefully, they'll pay our bill and off we go.


[00:11:29] AF: It's so cool to hear you talk about this. I mean, for you, I mean, you have a very even keel to your voice. I’m sitting here smiling, because this just sounds like so much of the things you see out of movies and out of the shows. I know that all of that's very fictionalized. I do want to bring up one case or one end. We've talked about why a company would not call the police. Maybe would come to you for help with an investigation.


On the other side of that coin, I’m curious as to is there ever a case where a company may not want to know certain tactics that were used to get to a certain conclusion? I think again, way too dramatized, but the show Billions, the main hedge fund leader, there Bobby Axelrod has this investigator who digs up all sorts of things for him. There's many instances where it's like, “How do this?” The guy is like, “Do you really want to know?” Is there ever a case, and of course, again, I preface that with obviously, very, very dramatized. What's that line there too? I mean, is there any instance where someone might just say, “Here's the outcome. Here's what I want,” and they are not very interested in how this information may have been obtained, or is that just stuff that Hollywood puts in there to make a good thriller?


[00:12:34] TM: No. That's very real. I will say that my firm makes a real effort to be very transparent with our clients, because in most cases, we're collecting information that might lead to some legal proceeding, which means it's actual evidence. We want to make sure that that food chain of collection, so to speak, is tight and it's accurate and it's clear, because you don't want to get the goods and then be told that you can't use them, because the way you obtained it was somehow corrupted.


It's not uncommon for clients to hire lawyers who then hire private detectives, or hire private detectives without their counsel and simply say, “Get me the answer to this question and use whatever tactics you need to do.” Now, my advice is that that's a huge mistake, because nearly everyone who does the work that I do, we do outside of the United States is not managed, or trained, or regulated in any way.


To become a private detective outside of the US, in most countries you simply are one, because you declare yourself one. What this means is that in many cases, people who come out of law enforcement or the intelligence services who have very specific, fascinating skills bring those skills to the private sector, where they don't necessarily apply. For instance, in United States you are not allowed to pretend to be somebody you're not when you're doing an investigation as a private detective. You're not allowed to create a fake company and approach somebody under the auspices of doing some fake deal with them, using this deception.

I write about this in my book. There are very clear legal lines around that. That doesn't mean that there aren't situations where we can be creative about how we approach people. We can talk about that in a little while, but the real pitfalls of that deceptive approach is that you end up being known as the rule breakers and in many cases, committing crimes. I mean, probably the best example in recent years are the work that was done by a firm called Black Cube, which is staffed with former intelligence operatives, who worked with the lawyers on behalf of Harvey Weinstein, the disgraced film executive.


They were engaged in pretending to be people and setting up fake companies and using deception to try to trick some of Weinstein’s victims into handing over information, or otherwise, discrediting them. Now look, there are plenty of people around the world who want a private detective who's going to use those tactics, but those are not the clients that most of us in the industry, hard-working professionals, well-credentialed work for.


[00:15:20] AF: That's a great example. I’ve got to buy it, you let it out there. You mentioned creative ways to approach people, if you're not going to pretend you're somebody else, or pretend to be doing a deal. Obviously, we want to leave some mystery for the book. We do want everyone to go out and buy The Modern Detective, but can you share with us a story, maybe one from the book that's got a really nice little spy twist to it?


[00:15:41] TM: Sure. I’ll actually give one that's not in the book, that is similar to one in the book, that involves investigations into counterfeit goods. Now this is a very common assignment for especially the larger private investigations firms, because companies that manufacture apparel, or high-end jewelry, or even pharmaceutical goods often hire lawyers and private detectives and accountants and others to try to figure out where their counterfeits are being sold, where they're being shipped, where they're being manufactured.


This is a huge industry, because there are so many people out there who want to take advantage of luxury brands in particular and create fake goods and sell them, because it's so lucrative, number one. Two, because law enforcement has not caught up with that as a crime yet. Meaning, if you're caught with a small amount of street drugs, you could spend decades in prison. If you're caught with some counterfeit pharmaceuticals, or Gucci sunglasses, you might get a slap on the wrist and not see any jail time, but there's still a lot of money to be made. That door is closing pretty quickly.

The reason I bring that up is because it's not uncommon for private detectives to go undercover, in the sense that they are acting like say, consumers. There are a number of cases where I have gone into luxury watch retailers and asked questions about watches and looked at different watches, or pharmaceutical goods, or clothing. The idea is to get your hands on as much of this product as possible, because in many cases, there are clues that you already know that your client i.e. the manufacturer has given you to help you identify whether the goods are counterfeit or not. For example, serial numbers, or the font, the typeface of the boxes that goods are carried in.


You want to be able to go in and examine as many of them as possible. Also, ask questions of the middlemen and the clerks, some of whom were in on the counterfeiting, to develop as much intelligence as you can. Because if you were just to walk right in the front door and tell everyone exactly who you are and what you're doing, you probably wouldn't get very far.


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[00:19:51] AF: What does that conversation, or that flow look like? You're hired by the company to basically, bust these retailers that might be selling counterfeit goods. First of all, are these major retailers, or are these smaller, independently owned shops? Then secondly, when you find this information, you're relatively certain that the font on the box doesn't match, or the serial numbers aren't correct, what happens to that information after that?


[00:20:16] TM: In answer to your question about where are we going, it's really a mix. Sometimes, it's going into a retail luxury store. Other times, it's walking into a corner deli or bodega. Then, it's being able to go in and look around and see what's happening and get a lay of the land, because you know that say, there's some product that's being sold out of a certain store. You might combine some conversations with the clerks and the owners and the cashiers with some surveillance on the back of the store, watching the product being brought in. You're taking down, for instance, everything that you can learn about trucks they're moving in, from license plates, to models, to the people themselves who are driving the trucks.


Now, this is not to suggest that everybody in that supply chain is involved, but it will help you develop clues as to where product is coming from and chasing it all the way down that food stream. You might start with a bodega and end up in a warehouse somewhere on the waterfront and realize that that's only one out of 15 steps. It's going to take you back to a plant in Costa Rica, or Vietnam, or Tennessee.


[00:21:25] AF: It's so fascinating. I mean, it's just so cool. Have you ever, and it's okay if you can't answer this question, but has there ever been a time where someone has asked you if you're a private investigator? You've been reviewing these counterfeit goods and someone gets a little bit suspicious? If so, what does that look like?


[00:21:40] TM: Not in the context of a counterfeit case. There are many situations where I will use full disclosure and humor to try to get in the door. I had this very clear memory. One time, was showing up at the house of a witness, someone we thought would have very valuable information for us. We were working for a guy who'd been indicted for insider trading. It looked like the government's case was pretty weak.


One of the things we were doing is interviewing people – this was actually also in the healthcare, pharmaceutical space. Interviewing people who worked with him in the past and had been sources for him and knew his world. We were doorstepping, as we call it, which means showing up at people's houses unannounced.


I knocked on this woman's door and I was wearing a suit. I looked very formal. I said, “Hello, ma’am. My name is Tyler Maroney. I’m a private detective.” Almost before I finished the word detective, she burst into laughter, because she didn't believe me. She thought I looked like a door-to-door vacuum salesman or something.


[00:22:48] AF: Heck of a vacuum pitch.


[00:22:50] TM: Yeah, exactly. Then I laughed and then she laughed. I said, “No, really. I’m a private detective. I can prove it.” I pulled out my business card and I asked her to Google me. She did that. She kept her screen door closed and did her little due diligence on me as I stood there like an idiot. It was cold, actually. It was in the middle of the winter. Finally, when she was convinced that I am who I said I was, she invited me in. We laughed for another 10 or 15 minutes about how ridiculous it was that I showed up Sunday in the dark wearing a suit, telling her I was a private detective.


It's almost because it flew so fast and hard in the face of what she had expected a private detective might do and how we might behave, that she was willing to talk to me. I acknowledge that that doesn't happen very often, but those are situations where being made, so to speak, although I made myself very intentionally, worked to my advantage.


[00:23:47] AF: Let's zoom out a little bit now. I know that the format of the book is story and then a little bit of a lesson behind it, but what are some of the overarching key skills that private investigators must have?


[00:23:58] TM: Obsession, anxiety, paranoia. In all seriousness, I think that it's a mix of truly refusing to take no for an answer. Meaning, being willing to look under every rock for information. Then if there's nothing under those rocks, then go out and find other rocks. If you have to make rocks and then look underneath the rocks on too, but to be more practical. It's your resume. The assumption is that FBI agents are great private detectives, or former police detectives are great private eyes.


One of the things I’ve learned is that many people who come out of law enforcement don't really enjoy the job, or may not be as good at it as they had hoped, because their prior profession required them to catch bad guys. You’re often building a case against criminal behavior and testifying to that effect. I would say that, I don't want to say the overwhelming majority, but a huge percentage of our work is not designed to root out criminal behavior. It's much more nuanced than that.


By way of example, I can describe how we're often hired by presenting companies, a dispute. That dispute might be over a patent infringement of a technology, or it might be over a breach of a contract. It doesn't mean that it raises to a level of criminal behavior. That really requires you to understand and this goes to the answer to the question, what your client really wants and how you can find that information and the how is one of the things that I really wanted to build into this book. It's the tactics. It's the methodologies. Because each chapter describes not just who the client and who the private detective and who the subject is, usually some bad actor, or a suspected bad actor, but how we got that answer.


One answer to that is what I just described, which is being able to walk into scenarios in, many cases, dangerous scenarios, but still be the person who can demand credibility. I have one chapter in the book where I described walking into the house of a man who had been a witness for the government in a murder trial 25 years earlier. We suspected he had provided false testimony. It turns out that he did. I got lucky, because I found him 25 years later living alone, having recently come out of prison. My bet was that he was of the age where he had decided to put all that criminal behavior behind him and maybe was willing to have a come to God moment for a second and confess his sins, so to speak, which he did.


Another answer to your question is doing your homework as a private detective and really knowing who you're talking to, why they might talk to you and how to elicit that good information. One thing I often teach people in this business is don't ask questions, have conversations. That might sound like a bit of a cliché, but it's something that I’ve learned, even experienced journalists and private detectives aren't very good at, because there's often this assumption that the only way to get information out of people is to hound them, is to intentionally interrogate as opposed to interview. If you can simply get somebody talking, then you're halfway there.


[00:27:21] AF: It's so funny. I see a lot of parallels here and basically, just sales. I mean, to be a great private investigator, you have to be persistent, you have to have experience, you have to be tenacious, creative. You're not just hounding people, you're starting a dialogue. You're trying to establish some rapport there. I think, just listening, you list these things out and these different pitfalls that people fall into. I think it's a lot like any business development function really.


[00:27:47] TM: Yeah, I agree with that. Because when you're doing business, the development, when you're marketing, I mean, my feeling on that and it's something I do a lot is not to sell your skills, or your company, or your reach, but to sell yourself, because they're not buying your corporate entity and they're not buying the list of offices that you have on your website. They're buying you and your ability to listen to them and to find the information they need.


To add to your question about what a private detective needs and what skills we use, I would add to that something that I talk about in the chapter in my book called hashing, which is technological innovation and savviness. I mean, increasingly the work we do takes place online and this has been true since the worldwide web was in existence in the mid-90s. Increasingly, we have to be able to find digital information, whether it's out there, or it's been deleted, or moved, or altered in some fashion, whether it's on social media, or sitting on a hard drive somewhere.


The chapter I’m referring to involves a case where I went into an office with a very savvy private detective I often work with, who is what we call a computer forensic technician. His talents are to be able to take the hard drive of a laptop, say, or a cellphone and remove the contents, copy those contents by what we call imaging the hard drive and then forensically preserving it. Meaning, not just copying and paste it, so to speak, but making an exact replica of it, so that we can then search it later on a separate drive, and knowing how to carve out information that people might have deleted, or thought had disappeared forever.

With respect to social media, as keeping up with social media. I mean, you may have followed that in recent months there are a lot of people who are moving off of certain platforms, like Facebook and Twitter, to places like TikTok and Parlor and other places. Simply knowing what the platforms are and what people operate on them and what information can be found there is hugely valuable to be a private detective.


[00:30:01] AF: Yeah, especially in an ever-increasing digital world. I mean, I have to imagine, there's probably two sides to the coin really. It's one side is engaging with the people themselves, but then, there's got to be a massive amount of information you can yield just from things that people don't even think about they put online, like post every single day.


[00:30:19] TM: To use one example, this is not to downplay the talents of amateur sleuths. I mean, we actually take advantage of that often. I often wish that we didn't have the strict confidentiality of many of the cases that we do, because I would love to crowdsource more cases. I would love to have 50,000 people out there poking around social media that are 10-person teams. One example of a case where we were able to do that was years ago, we were hired by television producers for a documentary on HBO that eventually aired, called The Case Against Adnan Syed, which was a follow-up in many ways, to the hugely successful, if not the most successful seminal podcast serial about the case of Adnan Syed, who many feel was wrongly convicted for murdering his former girlfriend in high school in 1999.


I bring up that case, because one of the things we decided to do is in addition to using all the skills we have internally is to take advantage of what other people had done and follow leads on Twitter and Reddit and to see what other people had done, because they had filed their own public records requests with the counties in the police office and had dumped that documentation onto the web. Or they had put out theories that we had never considered.


In fact, one of them even made it into the film, where we described that there were these impressions on the body of the victim that were shockingly symmetrical. No one had been able to figure out what they were. Although, we still have not been able to figure that out, there were some really creative ideas as to what made those impressions, which might have led us towards identification of either the actual killer, or someone who knew what was going on.


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[00:34:09] AF: It's been a long time, but I’ve actually listened through Serial twice. It was so fascinating to me. I remember in one of the episodes, they actually retraced Adnan’s steps. I believe it was from school to a Best Buy and analyzed where pay phones were back when the murder took place. I mean, it was really my first deep look at what I assumed at the time, was real investigative work outside of the movies. Well, it was groundbreaking podcast for many reasons, but the first true crime/look into what private investigating looks like when you're nothing but a reporter with nothing but your sense and a little bit of can do attitude, I guess.


[00:34:45] TM: I couldn't agree more. Sarah Koenig who is the host of that show begins the first episode by confessing that she is neither an investigative reporter, nor a private detective, nor a police detective. In other words, she's trying to convince us that she has none of the skills necessary to do what she's about to do. When in fact, she proves over the course of the series that she has many of those skills. Now, she's being a bit modest, because she had been a very well-respected reporter at that point. In fact, had covered the case if I remember correctly, for the Baltimore Sun. It's not like she was just plucked out of obscurity.


To your point exactly, I think what she did well was she realized that it was not only a fascinating story, because of the characters and the personalities, but because she took us step by step through this. I will say that it's one of the things that I love about good media, like True Detective, television show that you may have seen. If not –


[00:35:41] AF: Love it.


[00:35:41] TM: - I highly recommend it. Yeah. It's one of the reasons that the first season is so compelling is that Matthew McConaughey and Woody Harrelson play these detectives who are so different. At the end of the day, they're collecting crumbs and they're swinging from limb to limb, to mix my metaphors. Their viewers are right along with them, as they're compiling evidence towards this big, climactic ending. It’s not only that we fall in love with who these people are, but we're with them on that journey and that's what I tried to get through in my book as well.


[00:36:15] AF: Yeah. One of the things that I thought was interesting about really, both True Detective and Serial were two pieces of it really. Two things that glared out to me was one, I thought it was really cool, or interesting how Sarah, when she was talking to Adnan in prison, even when the evidence pointed to him, she still reported back the facts. It was like, she didn't have a slant. He'd say, “There was no way I could have gotten to Best Buy and back during my free period.” They'd go trace it out and they'd call and be like, “Well actually, barring you didn't hit an accident, or any traffic, you could have done that.”


The other aspect of it too, which was both Serial and True Detective is the time some of these investigations can take. I mean, in the example of True Detective, it was years. With Serial, I mean, depending on who you talk to, the jury is still out as to whether or not Adnan was guilty. Does a typical case really take years and years? What's the average arc of one of these things?


[00:37:10] TM: Well, I wish we had years, to be honest with you. We always have budgets and deadlines and both of those come racing up behind us much faster than we wish they would. Hearing you talk makes me think that there's one other thing I’d like to add to my answer to your earlier question about what does it take to be a great private detective, or even a not so great private detective, is simply to have a contrarian perspective on life.


I think, both True Detective fiction and Serial non-fiction do this, because they both begin with the premise that what we've been told may not be true. That the official record may not be accurate. I think that's something that I’m even learning, having been a journalist for a decade and a private detective for 15 years is being able to look at a police report, or the conclusions of a prosecutor, or an article in a credible newspaper, like the Los Angeles Times, or the Wall Street Journal and realize that it's possible that the detective, or the reporter got it wrong, not necessarily because they're corrupt, but because maybe they were fed false information, or maybe because they were just not up to the job.


It's something that I learned very early on in the business, which is something that I encourage everyone to think about, is to not really take anyone's word for it. Really go and look for yourself, because most of the cases that we've had profound and surprising success on are those where we've looked over the same documents that other people have looked over, but with a critical eye, and thought that whatever it was, needed corroboration. I hope that's not too general of a comment to make, but I think it applies not just to my field, but to others as well.


[00:38:59] AF: I couldn't agree more. There's one thing that I heard in the research before the interview that I want to touch on before I let you go, because I know we are coming up on time, and that's the role that body language plays. When you enter a room with someone, like for example, say you're rooting out the false testimony after 25 years, what role does that initial contact play when you're looking at them, you announce who you are, you start asking questions, does body language come into play? If so, in what way?


[00:39:27] TM: I’m actually going to say, this might be a controversial statement that body language in my opinion has nothing to do with what anyone is thinking. I worry a little bit that we have been affected by police dramas, or by fiction that over dramatizes this a bit. I say that, because just think about what we're going through right now. We're living through a global pandemic and hundreds of thousands of people are getting sick and dying and we're moving around and people are losing their job and there's rampant homelessness and it's really difficult what we're going through.


Imagine someone showed up at your house, a private detective to interview you and you had just had a big argument with your spouse, because you just lost your job and they want to interview you about something that happened to you 25 years ago. Well, maybe you're shifting in your seat, because you don't really want to be talking to this person right now. Maybe your eyes are darting around, because you're worried that the child who has fallen asleep in her bedroom earlier is going to wake up and come down and be hungry, and so you actually have to attend to that.


I would actually be very cautious of that as evidence of somebody's guilt, for instance. I worry a little bit that we think that because somebody is like I said, darting around or shifting in their chair that they are essentially physically confessing to something and really think through more whether or not that's “junk science” and if there are other ways to get information from people. This is not to say that it's complete bunk. I think that our hunches and our intuition are valuable tools in this work, but I wouldn't be overly reliant on it.


[00:41:10] AF: Yeah. No, that's great feedback and a great call out. I’m pretty aligned with that as well. We've interviewed several experts on the show around body language. I think depending on who you talk to, how bought in you are on body language depends on how firmly you're going to stand on that hill. I do remember in interviewing Joe Navarro, who's a well-known body language expert, he did give the same disclaimer saying something similar to what you said.


He had a story about how they were interviewing this woman and they had suspected her of wrongdoing. I think she was involved in an attack scheme, or a fraud scheme and they came in and brought her and asked her some questions and she was fidgeting. She was sweating and she kept looking around and they left the room and they were like, “Oh, we've got her. Look at her. She's definitely guilty.” They walked back in and right before they could ask her something, she was like, “Pardon me officer, do you mind if I step outside? I parked in a 15-minute parking space and I don't want to get a ticket.” The whole thing, their whole thought that they had had this case cracked, if she was guilty was really her just being afraid of getting a parking ticket.


I’ve always been a little curious about that and I wanted to get your take on it, just because I feel like in some instances, you can definitely sense something's wrong. You just have to be really careful on what that something might be.


[00:42:18] TM: Yeah, I couldn't agree more. This applies to many other – and just to keep this within the confines of law enforcement, or criminal justice investigations, where we have learned now that for instance, people confessed to crimes that they didn't commit. I know that's impossible for many people to imagine, but it happened day after day after day, especially imagine, you're 19-years-old and you've been accused of murder. I either have to stay here all day in the precinct, or I can just tell these guys I did it, because I’m terrified. Tomorrow, they'll learn that I was a 100 miles away from the crime. What's happened suddenly is that you are now essentially, have proven yourself guilty.


I only bring up that example to make clear that I think we are sometimes fall into old narratives about how the world really works, where casting a critical eye on evidence and on information can benefit us all.


[00:43:12] AF: Well, Tyler. This has been a great conversation. Just being able to explore your world and ask you questions about the world of private investigating is fascinating in itself. I do want to be respectful of your time, but I’ve got a couple more quick questions before we let you go. I’m curious, who's your favorite fictional private eye?


[00:43:28] TM: Oh, that's a good one. I’ve been rereading a lot of Raymond Chandler novels. I moved to LA recently, having spent most of my life in New York. Raymond Chandler has a number of private detectives, who are hard scrabble, tough talking, classic hard-boiled types, who you both hate and admire at the same time. One of the things I love about Raymond Chandler's detectives is that they're so well sketched out. He was a wonderful writer, really literary. Many people consider him to have soared above the genre as a writer.


I would also add to that an anonymous private detective, that fictional one is among my favorite too, The Continental Op, which who was developed by Dashiel Hammett, another great writer of detective fiction. Dashiel Hammett himself was a private detective, unlike Raymond Chandler. Hammett truly brings to the game experience of having done this work. When you read about the work of The Continental Op and others that he sketched out, you really do get a sense for how this work was done generations ago, that has inspired all of us in many ways.


[00:44:37] AF: Great recommendations. We'll be sure to include those in the show notes as well, for listeners who may want to check them out. Tyler, last question we always ask all of our guests. If you could give our audience one piece of homework to go out this week and start doing, what would it be?


[00:44:51] TM: Towards becoming a private detective you mean, or doing investigative work?


[00:44:54] AF: It could be anything. I mean, I think there's been a lot of overlap in some of the qualities we've discussed here that private investigators have to have that might fit in other aspects of people's lives. Really, it's your choice here as to what the homework you'd like to give the audience would be. Keep in mind, we get e-mails about this homework all the time, so people may actually go out and do or implement whatever you tell them.


[00:45:14] TM: My answer is that whatever field you're in is “to go and find that cold case.” I put that phrase in quotes. That is always nod at you. Whether it's the Harvard Business School review article, or the tweet from your ex-girlfriend, or the unsolved murderer from your hometown. Look at it with fresh eyes. Don't be a cop about it. Don't be a private detective. Don't be an accountant, but just let your mind go where it needs to go. Towards doing that, always get the primary source. I know that might sound like something that's boring, but it is a way into a case.


If you're interested in investigating a crime that is unsolved, get the police file. Don't Google. Stay away from Google, because you will never get out of it. You will end up reading other people's opinions. I really think that getting a primary source and putting fresh eyes on it, regardless of what that source is is the most creative thing you can do and the best way into solving a mystery.


[00:46:22] AF: I love it. You got me thinking that maybe I’ll drop everything I’m doing and go out and investigate a cold case. Tyler, for listeners out there who may want to learn more about you, may want to learn more about the book, where can we go to connect with you, reach out to you and obviously, buy the book?


[00:46:37] TM: The book is available anywhere online. I’ve been recommending Bookshop, which is a great resource for buying books that helps local bookstores online. Bookshop.org. There's also of course, Amazon. It's sold on Target and Walmart and other places like that. Many bookstores are carrying the book right now, but it's as we all know hard to get out, so I encourage people to buy it online. I’m on Twitter at @Tydamar and also, under my name on LinkedIn. I really appreciate this conversation and I appreciate that question.


[00:47:11] AF: Absolutely, Tyler. Well, it's been fascinating. I mean, obviously, you and I have a lot of – we could probably go back and forth on HBO shows that we've both watched, or Netflix documentaries all day long. I’ve always been very fascinated by this world, and so getting a chance to talk to you, someone so accomplished and on the front lines is really been fascinating. I’m sure we could go for much longer, but maybe we'll do it again sometime, but I appreciate you coming on the show and sharing with our audience all this great information and giving us a peek into your world, which is just truly fascinating.


[00:47:37] TM: You're welcome. You have asked wonderful questions and had a great conversation, just like a classic private detective.


[00:47:44] MB: Thank you so much for listening to the Science of Success. We created this show to help you our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My email is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.


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Thanks again, and we'll see you on the next episode of the Science of Success.


December 24, 2020 /Lace Gilger
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FTA - Three Dangerous Ideas That Are Putting Our Society At Risk with Dr. Jonathan Haidt

December 17, 2020 by Lace Gilger in Decision Making, Emotional Intelligence

In this episode we discuss several seemingly good ideas that are actually quite dangerous. We start with a look at how the immune system can teach us about the vital importance of being “anti-fragile.” We look at lessons from ancient cultural traditions all the way up to modern psychology research to peel back the layers of our current social dialogue and look at many notions that have permeated our current thinking. What are the best ways to promote growth and development? How can we help heal people who have suffered from trauma? How can we create a framework that allows for our society to seek the truth and solve our toughest challenges? We take a hard look at the answers to these questions and much more with our guest Dr. Jonathan Haidt. 

Dr. Jonathan Haidt is a social psychologist and professor of ethical leadership at New York University’s Stern School of Business. He is the author of multiple books including most recently The Coddling of The American Mind: How Good Intentions and Bad Ideas are Setting Up a Generation for Failure. He is also the author of over 90 academic articles and his work has been featured across the globe.

  • In teaching psychology 101 Jonathan found that there was much wisdom in the ancient traditions around how we could be happier 

  • There are a lot of really bad ideas being spread these days - despite the fact that they arise from good intentions 

  • What can the immune system teach us about vital importance of anti-fragility?

  • The reason peanut allergies are rising is because America started protecting kids from peanuts in the early 90s

  • Kids need to get sick and be exposed to dirt and germs so that they can be healthier - that’s the cornerstone of the immune system

  • The importance of being anti-fragile

  • If you try to protect children you end up making them weaker, not stronger

  • The importance of play - free play without adult supervision - and letting children take risks

  • We can’t reach natural without a lot of play (in the form of risk taking)

  • Comfort zones are most often expanded through discomfort - we must be uncomfortable to grow

  • Our extreme culture of overprotection has really harmed children

  • Every ancient culture that leaves us with deep writing shares the idea that we don’t experience reality as it really is - we experience reality as we interpret it - our life is the creation of our minds

  • “There’s nothing either good or bad, but thinking makes it so"

  • You don’t grow in a threatening world - you hunker down and get defensive

  • Children need to be in the zone of exploration and excitement

  • You shouldn’t trust you first reaction - you need to question your first reaction

  • What happens when students themselves ask for protection from ideas and think that ideas will traumatize them?

  • A desire to protect those who are emotionally fragile is wrong - exposure is how you solve fear and emotional fragility

  • The way you overcome a phobia is not by hiding and walling yourself off from what you’re afraid of 

  • If the goal is actually to help people - the entire culture of safetyism - that people are fragile and need to be protected - is directly opposed to the scientific research around what actually helps people

  • Are the phenomena of Safe space, trigger warnings, micro aggressions and the morality of “safetyism” that arose in the last few years healthy for individuals and society?

  • If you goal is healing trauma and helping people improve - embracing discomfort is the best solution

  • If your goal is to seek truth - then you must expose yourself to ideas you disagree with and have others challenge your ideas as well 

  • If you goal is ideological victory then you try to silence your opponents ideas 

  • If people don’t share ideas because they’re afraid of being attacked - then the entire goal of truth seeking cannot be achieved. Today people are afraid of speaking up and afraid of challenging many ideas

  • Humans are tribal creatures - we evolved with a tribal mentality in order to survive - and yet this instinct can be very destructive when we apply it to ideological divides 

  • We’re playing the truth seeking game, we’re trying to make a diverse community, and we must give everyone the benefit of the doubt

  • Just as we don’t tolerate racism or sexism, we shouldn’t tolerate anyone silencing ideas  

  • Silencing discussion and thought policing can actually foster support for damaging and negative ideas

  • This isn’t just a debate about how to interpret reality and communication - the culture of “safetyism” is a major contributor to the rise of suicide and anxiety

  • Since 2011 rates of suicide have risen 25% for men and 70% for women 

  • This is a pragmatic argument - its not moral or political - and yet the dialogue today prevents the discussion of truth from even happening

  • What does the psychology tell us about child development and personal improvement?

  • What kind of norms are conducive to growth and self improvement?

  • The world is incredibly safe now - physically its very very safe

  • We live in a bubble where algorithms confirm what we already want to believe 

  • Anything you say has infinite downside potential - you could be shamed and criticized - the internet and social media have enabled many intellectual “mob” dynamics where ideas that go against the norm are often silenced or never brought up

  • Our evolutionarily ingrained mode of thinking is more tribal/religious and this is directly opposed to the more scientific method of thinking and inquiry 

  • What does it mean to be spiritual, but not religious? We have all the same religious psychology that we’ve always had, but without organized religion. And often these religious tendencies can manifest in social movements. 

  • At times people fighting for a cause can drift into a tribal mindset 

  • How can we “wise-up” ourselves and our children to think more clearly and embrace the lessons of psychology to be healthier, happier, and think more clearly?

  • The “Chicago Principles” for freedom of thinking - an open platform to speak, discuss, and debate ideas - so that you can make your case with evidence and good arguments. 

  • If you don’t have diversity of ideas when you’re searching for truth you often come to erroneous conclusions. When we lose viewpoint diversity the science itself is at risk. If you don’t have diversity you’re likely to have bad thinking. 

  • We have to think about the social process of how imperfect flawed individuals (like all humans) can work together to discover what’s true

  • Homework: Spread these ideas to others.

  • Homework: Think about the context and system you can to improve and think about how these principles can be appleid to keep healthy debate and productive disagreement 

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Show Notes, Links, & Research

  • [Book] The Happiness Hypothesis: Finding Modern Truth in Ancient Wisdom by Jonathan Haidt

  • [Book] The Coddling of the American Mind: How Good Intentions and Bad Ideas Are Setting Up a Generation for Failure by Greg Lukianoff and Jonathan Haidt

  • [Amazon Author Page] Jonathan Haidt

  • [Book] Antifragile: Things That Gain from Disorder (Incerto) by Nassim Nicholas Taleb

  • [Book] The Black Swan: Second Edition: The Impact of the Highly Improbable (Incerto) by Nassim Nicholas Taleb

  • [Book] The Righteous Mind: Why Good People Are Divided by Politics and Religion by Jonathan Haidt

  • [Book] iGen: Why Today's Super-Connected Kids Are Growing Up Less Rebellious, More Tolerant, Less Happy--and Completely Unprepared for Adulthood--and What That Means for the Rest of Us by Jean M. Twenge PhD

  • [Book] Free-Range Kids, How to Raise Safe, Self-Reliant Children (Without Going Nuts with Worry) by Lenore Skenazy

  • [Website] Let Grow

  • [Website] OpenMind

  • [Website] Heterodox Academy

  • [Download] ALL MINUS ONE: John Stuart Mill’s Ideas on Free Speech Illustrated

  • [Website] The Coddling

  • [SoS Episode] The Biggest Threat Humans Face in 2018

  • [Wiki Article] Chicago principles

Episode Transcript

ANNOUNCER: Welcome to the Science of Success, the number one evidence-based growth podcast on the internet, bringing the world's top experts right to you. Introducing your hosts, Matt Bodnar and Austin Fabel. 


[00:00:19] MB: Hello everyone and welcome to another episode of The Science of Success, the number one evidence-based growth podcast on the internet with over 5 million downloads and listeners just like you in over 100 countries. I'm your co-host, Austin Fable, and today we've got an incredible guest from the archives, Dr. Jonathan Haidt. We discussed several seemingly good ideas that are actually quite dangerous. We start with a look at how the immune system can teach us about the vital importance of being anti-fragile and then we look at lessons from ancient cultural traditions all the way up to the modern psychology research to peel back the layers of our current social dialogue and look at many of the notions that have permeated our current thinking. We thought this would be a great episode for right now given the political climate, the climate of the world, and just 2020 in general and a lot of the trends we've seen. 


But before we dig into this great episode from the archives, are you enjoying the show and content we put out for you each and every week? I know you are. So there's two incredibly easy, yet tremendously impactful and helpful things you can do for Matt and I. First, leave us a quick five-star review on your podcast listening platform of choice. Do you know what that does? It helps other people like you find the show. Helping spread the word about The Science of Success and the great guests that we work to work with and produce content for you every single week. Second, go to our homepage at www.successpodcast.com and sign up for our email list today. Our subscribers are going to be the first people to know about all the comings and goings of the show, but you'll also have access to exclusive content that you're not going to get anywhere else. Specifically, when you sign up, the first thing you'll get is our free course we spent a ton of time on appropriately named How to Make Time for What Matters Most in Your Life?


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So now, back to this episode. As I mentioned, we're pulling it from the archives. Our guest is Dr. Jonathan Haidt. He's a social psychologist and professor of ethical leadership at New York University's Stern School of Business. He's the author of multiple books including The Coddling of the American Mind: How Good Intentions and Bad Ideas Are Setting Up a Generation for Failure. He's also the author of over 90 academic articles and his work has been featured all across the globe. Again, it was a great conversation. We thought it was a very appropriate time to bring Jonathan's episode back from the archives. And who knows? On the second listen, I'm sure you're going to learn something new you may have not seen on the first pass. If this is your first time, it's going to be a very relevant conversation for where you find yourself today as we go into the holidays given the pandemic and everything else. So without further ado, I will be quiet and here is our interview with Dr. Jonathan Haidt. 

[00:03:29] MB: Today, we have another fascinating guest on the show; Dr. Jonathan Haidt. Jonathan is a social psychologist and professor of ethical leadership at New York University Stern School of business. He's the author of multiple books including most recently The Coddling of the American Mind: How Good Intentions and Bad Ideas Are Setting Up a Generation for Failure. He's also the author of over 90 academic articles and his work has been featured across the globe. 

Jonathan, welcome to The Science of Success. 

[00:03:54] JH: Hi, Matt. Thanks so much for having me on. 

[00:03:55] MB: We’re very excited to have you on the show, and there's so much work that you've done that I think is super relevant for our audience, but I'd love to start with kind of the sort of opening parable of Coddling the American Mind and kind of the story of the guru and how that sort of explores some of the kind of, as you call them, untruths that are causing people to think sort of poorly about the world today. 

[00:04:17] JH: Sure. So my first book is called The Happiness Hypothesis: Finding Modern Truth in Ancient Wisdom, and it grew out of a course I taught at the University of Virginia. I was a professor there for 16 years, and in teaching psych 101 I decided to – I found that I was often quoting the ancient, so I wrote a book basically taking ancient ideas and evaluating them as a psychologist. Are they true?

So what we do in The Coddling of the American Mind is we noticed that there're a lot of really bad ideas being taught to kids these days for good intentions. It’s always done for some purpose to help them in some way, but they can be debilitating. 

So, for example, the first one is what doesn't kill you makes you weaker, and that's obviously the opposite of the classic dictum; what doesn't kill you makes you stronger. So the way we decided to open the book, it was Greg's idea that we would go on a – Greg Kukianoff is my co-author. What if we tell a pretend story that we’re going off on a wisdom quest ourselves? So we start of the story kind of straight-faced saying that we went on a trip to Mount Olympus in Greece and we talked to an oracle there in pursuit of wisdom, and he gives us these words of wisdom, like what doesn't kill you makes you weaker. So that just flies in the face of not just ancient wisdom, but of modern psychology about anti-fragility, which I hope we’ll talk in length about. But that was sort of the literary device that we used to open the book to get across the idea that kids can be harmed by bad ideas even if they are well-intentioned. 

[00:05:46] MB: So let's take into anti-fragility, because I think that's one of the kind of cornerstones of what you talk about in Coddling the American Mind, and it's funny to me because we interview people from such a wide array of fields; the military, the FBI, astronauts, poker players, neuroscientist, research psychologist, and again and again and again you kind of come across this theme that you have to face discomfort. You have to kind of – To build that mental toughness, you have to engage with things that you disagree with and things you don't like, and that's ultimately sort of one of the fundamental things in performance psychology, is that you shouldn't sort of hide from things that you just like. You should sort of toughen yourself against them. 

 

[00:06:23] JH: That's right. So I could repeat that. I could just be the 17th person to say that on your show, but maybe what I can bring in, which your listeners might not have heard about, is the immune system and the way that the immune system works. So we open chapter one with the story of my son's first day of preschool when he was three years old, and the teachers just went on and on and on in the parents’ orientation meeting about peanuts. It was like this is the most important thing they care about. No peanuts. Nothing that ever touched a peanut, or looks like a peanut, or has the other word letter P in it. It was crazy. Because it turns peanut allergies are rising. 

Well, when I looked into this, I discovered that the reason peanut allergies are rising is because Americans started banning peanuts. They started protecting kids from peanuts in the 1990s, and that just flies in the face of the logic of the immune system. So the immune system is this credible evolutionary accomplishment. Evolution had no idea what germs and worms and parasites we were going to face. So it created this open-ended system that learns, it learns really quickly, it learns even while in utero. It learns from what foods your mother has eaten, as to what foods you’re safe and which ones it should react against. 

And if you protect kids from dirt and germs, if your mother is always washing your hands and not letting you play in the dirt, yeah, in the short run, you're going to get sick less often, but kids need to get sick. They need to be exposed to dirt and germs so that their immune system can wire up and then they’ll be healthy for the rest of their lives, or healthier. 

So what this shows is that the immune system is anti-fragile. It’s a wonderful word made up by Nassim Taleb, the guy who wrote The Black Swan, and it describe systems that are the opposite of fragile. So if a wineglass is fragile, you have to protect it, and if you drop it on the ground, nothing good will happen. It will break. But there are other systems that you have to drop on the ground in order for them to work. 

So while Taleb was originally writing about the banking system, the economic system that was so fragile before the 2008 crash, he called it. He predicted that the system is fragile, not anti-fragile. So it was vulnerable to catastrophe, and he was right. In the same way he says, “There are many other systems, like the immune system,” and even says, “like children.” He says “If we over protect children, we think we’re doing them a favor, but we’re not. We’re weakening them.” 

[00:08:44] MB: I love that example of the immune system, and I think it shows that kind of the importance of being anti-fragile is hardwired not only into our psychology, but our very biology. 

[00:08:53] JH: That's right. That's right, because when you have an open-ended system that has to learn, evolution built in that learning into the process. So we make a big deal in the book about the importance of play and free play without adult supervision, and it has to include letting kids take risks. 

I learned so much interesting work on play, but one thing that I'm sure your listeners will have noticed when they were kids or if they've seen other teenagers, when kids learn to skateboard, they don't just go for a ride, they ramp up the challenge. So once they skateboard, they then skateboard on staircases and they try to skateboard down railings. Kids do this. Once they master a skill, they want to test themselves, push themselves. That's the developmental program. We are designed for play. We can't reach maturity without a lot of play, which includes risk-taking. 

So this is wonderful. My wife gave me a fortune the other day. She had a fortune cookie and she handed me the fortune. It said, “Comfort zones are most often expanded through discomfort.” That's exactly the process. Kids seek out discomfort in some ways. We’re designed to push ourselves, test results, and that's how we grow strong. 

[00:10:05] MB: And yet our culture has continually in the last 5, 10, 15 years been sort of moving more and more towards being fragile and being more brittle. 

[00:10:14] JH: That's right. Our book; The Coddling of the American Mind: How Good Intentions and Bad Ideas Are Setting Up a Generation For Failure. It's not about millennials, it's about the kids born after 1995. They're the ones who really bore the brunt of our extreme overprotectiveness, our extreme emphasis on academic achievement, our willingness to sacrifice recess and also some other things for more and more and more time on math and other skills that will be tested. We just started over protecting and under liberating our kids, especially in the 1990s. It goes back to the 1980s, but it really picked up its pace in the 1990s. We think we’re doing kids a favor, but we’re hurting them. We are preventing them from developing in the way that human beings were designed to develop. 

[00:10:58] MB: So you talked about a number of kind of untruths that you uncovered or sort of discussed in The Coddling of the American Mind. Let’s dig into the next one, which is sort of always trusting your feelings, or the belief that you should do that. 

[00:11:12] JH: Yeah. So chapter two of the happiness hypothesis, the second great untruth is always trust your feelings. So what we really need to be teaching kids is to question their first reactions. This is part of maturity. The book actually grows out of Greg Lukianoff’s experiences. My co-author and friend, he is prone to depression, and he had a suicidal depression in 2007, and as a result of that he learned to do cognitive behavioral therapy in which you learn the names of distortions. Like people who are depressed and anxious, they are constantly catastrophizing is one distortions, like, “Oh, this little thing happened, but my God, it's going to cause everything else to fail,” or black-and-white thinking. Everything is either all good or all bad. 

There are these patterns of disordered thought, and Greg had learned to stop doing them. That's what you do in CBT. You learn the names of these distortions. You catch yourself doing them, and gradually over a few months, you do them less and then you're happier. You're tougher. You are more resilient.

What Greg began to see in 2013, he runs the organization; The Foundation for Individual Rights in Education, fighting for free speech for college students. He began to see in 2013, 2014, the first signs of students themselves asking for protection from ideas, because if somebody reads this novel, it could traumatize them. It could reactivate their PTSD, and there's not really any evidence of this. PTSD is not reactivated by some obvious reminder of like the word. It's often activated by something particular to you and your experience, something that happened on the day of your trauma. 

So the whole thing is not based on very good psychology, but it's based on – Let's give him the benefit of the doubt, a desire to protect people who are emotionally fragile. But it's misguided, because the way you get over fears is to be exposed to little reminders, not to the giant fear itself, but to little reminders, like the mention of something in a novel. 

So the overprotectiveness, the desire to protect people from the very experiences that will actually help them get over their fears is misguided, and we think maybe contributing to poor mental health on campus. 

[00:13:24] MB: I think that such an important point, and this whole idea that the way you overcome a phobia, right? I mean, if you look at the psychology research, it's not by constantly walling yourself off and building your life and building your own sort of personal world where you never encounter the thing that you're afraid of. It’s through exposure therapy. It's through building that muscle of being comfortable with discomfort. 

[00:13:46] JH: That's right. I think it's Pavlovian conditioning, for any listeners who have taken psychology. So if you have an elevator phobia, maybe you were once trapped in an elevator for six hours and you thought you were going to die. What should you do? Should your friends help you avoid television shows that have elevators in them? Should people walk you up the stairs and not even bring you near an elevator? Should they accommodate to your phobia? That might seem like a nice thing to do, but in fact the more your friends do that, the deeper your phobia gets. 

When you get reinforced, when you avoid elevators and your anxiety subsides, you learn to avoid elevators. But if you go near an elevator and nothing bad happens to you, that's actually how your sphere subsides. That’s when you get over the phobia. That’s how you counter condition. That’s how you extinguish it. 

So here, the always trust your feelings and the anti-fragility come together. We are anti-fragile creatures. We have very strong feelings, but those feelings are not always a reliable guide to the world as it is. Sometimes we need to change our feelings. This is called growth, education and development. 

[00:14:53] MB: And I think it's really important to kind of underscore again that talking about phobias, and elevators, etc., that this perspective is based in science. This idea that the way to overcome a phobia is by exposure, and the opposite of that, this sort of pursuit of avoidance in creating these kind of safe spaces is, well, kind of very well-intentioned is not based in science. In many ways, kind of opposed directly to what the science actually says around dealing with these kinds of issues. 

 

[00:15:22] JH: That's right. So if the goal is therapeutic, if the goal is actually to help people, then the whole culture of safety, as we call it, the idea that people are fragile and need to be protected from things that could trigger them or make them feel uncomfortable, is misguided. Again, that fortune, comfort zones are most often expanded through discomfort. 

So when students want to create a safe space, it comes out of feminist chat rooms in the 1990s. So if a group of women on the internet want to create a space where they can talk about experiences of sexual assault and rape and they want to say, “This is a safe space in which everyone will be supported.” That's totally fine. There's a right of free association. People want community. I mean, that strikes me as totally fine. 

The issue is, should this way of thinking be brought on to a college campus and should it ever be used when thinking about speakers on campus or classroom discussions? That's the question. That's where I believe we make a big mistake. By we, I just mean some students. Most students don't really go in for the safe space ideology. Most students are perfectly normal and healthy and tough. 

But there's been a new idea since around 2014, plus or minus a year, a new idea crept on to campuses fairly rapidly and spread very quickly about safe spaces, trigger warnings, micro-aggressions, cultural appropriation. I never heard any of these terms before 2014, and by 2016 they’re all over the academic world. 

[00:16:49] MB: So what do you think obviously that whole kind of ecosystem is starting to seep into the behavior and the thoughts of not just children, but many people around our society? How do we kind of bridge the gap between what the science and the research shows are kind of healthy reactions to negative stimulus and what the kind of emotional response of people often is?

[00:17:10] JH: Well, that's what we’re hoping, that a science trade book like ours will do some useful work. So this new morality of safetyism that emerged on college campuses around 2014-2015 is very quickly spreading from American college campuses, to British-Canadian, and more recently Australian universities. It’s not spreading on the continent of Europe. They don't have these ideas of safetyism. So it is spreading throughout the English-speaking world in higher ed. 

Then what became really clear last year, in 2017, is that it’s spreading very rapidly through certain industries; through media, technology, and journalism. Those of the three where I hear a lot of reports about it. So if you go to work, if you graduate from a liberal arts college that is all about safe spaces and things like that, then you go to work in a mining company or a manufacturing company, people are going laugh at you and you'll get over it quickly. 

But if you go to work at the New York Times or The Atlantic, they’re wonderful publications. I love those newspapers and magazines, but I've heard from people who work there that among the youngest, the interns, the youngest people, they’re bringing this idea in that certain viewpoint, certain people are so hateful, so unacceptable that we cannot give them a platform. We cannot listen to them. They are dangerous, their mere presence, their ideas are dangerous. 

Now, if there's any field that should understand the necessity of bringing diverse viewpoints together and of listening to both sides, it's journalism, also law and also the social sciences. In all of these places, this new philosophy of safetyism, it's a politicized notion. It's related to the culture war. It's undercutting the ability of these areas to do their work.

[00:18:48] MB: I think that's where these ideas in some way sort of concern me, aside from the whole conversation about sort of the therapeutic damage that they can cause potentially, is that when they kind of get in the way of the scientific pursuit of truth, I think that's where it gets kind of really concerning. 

[00:19:04] JH: That's right. That's a good way to put it. So a way that I began to think about this, is that human beings are very flexible. We can play a lot of different games, and each game has a different goal or endpoint, or telos as the ancient Greeks said. What's the purpose or function of something? 

So we can play the healing game if we are doctors or therapists where we try to make someone better, or we can play the discovery game when we try to figure out what's true. So for that, we often do try to consult diverse viewpoints. We have people debate and argue. We do this in juries. We do this in the science literature. 

So the truth seeking game is a very special game where you have to have people who will challenge your confirmation bias and, in turn, you challenge their confirmation bias. None of us are very good at finding the truth on our own. We’re all very, very good at finding evidence to support what we already believe. That's the confirmation bias, and that was at the heart of my second book; The Righteous Mind: Why Good People Are Divided by Politics and Religion. 

So we can do the healing game. We can do the truth seeking game, or we can do the victory game. That's where I know who's on my team. Other people are on the other team. You're either with us or against us. We’re good, you’re evil. Depending on the stakes, the ends will justify the means, and we must win. We must defeat you. 

Now, I think our politics is horrific. I don't want to get too political on this broadcast, but I certainly understand people who are playing the game of defeat the other side very passionately. Right now, there certainly is a place for the victory game of the war game, but the classroom is not it. The classroom is a very delicate ecosystem in which if people are afraid that they will be attacked personally for sharing an idea, they won't share their idea. If people don't share ideas that go against the consensus, then the whole system breaks down. The truth seeking game cannot be played. 

So this is what's happening not at most universities. Most universities are not overtaken by this, but if you look at the elite schools, especially in the Northeast and the West Coast and especially the liberal arts colleges, there's data showing that most students report self-censoring, especially around political or politicized topics, and anecdotal reports, whenever I go to these schools and I ask if they have a callout culture, all hands go up. People are afraid of speaking, afraid of challenging received wisdom, and this is terrible. This is a terrible environment to put young people in, but this is the way things have evolved especially in the last few years. 

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[00:21:34] MB: And I think that kind of gets to the third untruth that you talk about, which is this sort of battle between good and evil and how that can cause kind of cognitive distortion. 

[00:23:38] JH: That's right. So one of the big themes of the righteous mind was that we are tribal creatures. We evolve for tribalism. There's no other way to explain it. If you look at fraternity initiations at universities in America and you compare them, the initiation rites of pre-state societies, the pain, and fear, and disgust that is used, the rituals that take place exactly at midnight. There’s something on the human mind that really prepares us for tribalism. Men more so than women, young men especially go in for these tribal rituals, but it's very deep in our psyche, and this I think is the only explanation for sports. Why do we spend so much time and money on sports? Because we love tribalism, we love the battle of us versus them, and we can do it in a way that’s not harmful. Sports doesn't really make people hate the other side, except maybe in Britain. They have soccer hooligans and things like that. But for the most part, sports is friendly rivalry. 

Well, in academic life, it can be really destructive to interpret everything in a sociology class through the lens of us versus them, where us, let's say, is the left and them is the right, or to make it racial or gender, does a terrible disservice to the people engaged in the conversation. It prevents them from playing the truth seeking game. It dragoons them. It forces them into the victory game, and a lot of students don't want to play it, but they're afraid to stand up against it. 

[00:25:02] MB: So how can we start to kind of clear the way for the pursuit of truth and kind of the freedom to express any idea and evaluate whether it's true or not?

[00:25:14] JH: Yeah, it's hard, but I think it begins with an appreciation of the fact that we need boundaries around activities, and leadership must set those boundaries. So what I mean is the president of the university on the first day or when he or she welcomes the incoming class, of course, they talk about – They talk about diversity and inclusion, of course, but along with that they need to talk about what we're here to do. Why are we here? What is special about this place that you could not get if you just stayed home and went to the library every day, or found books on the Internet. What's special about this place?

So if they set norms about our mission, that we’re playing the truth seeking game, that we require disagreement, that we are trying to make a diverse community, and that means there will be frequent, almost constant misunderstandings. We have to all try not to give offense. I think it's useful to train students in those ways. But at the same time, we have to train everyone to give everyone else the benefit of the doubt. 

Diversity is hard, and I think some of the ways that we teach about diversity may amplify problems. Given that we’re tribal creatures, the more we play up identity and we teach students to judge each other based on their identity, the worst things will be. 

So I think leadership has a crucial role to play, especially at orientation on universities. They have to set rules, and just as we will not tolerate acts of racial hostility, or sexism. We’ll not tolerate those things. Similarly, we should not tolerate anyone shouting someone else down, preventing someone from speaking. So these are some of the most florid examples of what's been happening on college campuses, is speakers who get no platform, or shouted down because their views are deemed to be too hateful. 

The usual way to respond to that is to either just don't go to the talk, or debate the person. Show them where they’re wrong. Show the audience where the person is wrong, and that's the way things were on college campuses until around 2013-2014. That’s when this recent wave of shout downs have been.

A couple of them have involved violence, although for the most part they’ve been nonviolent.

[00:27:19] MB: It’s interesting, and in many ways when you can kind of silence the debates around these ideas, you prevent some of these more kind of racist and sexist perspectives from really being explored and dismantled, in many ways kind of create a space for them to kind of foster, because they can't be challenged because they can't be discussed. 

[00:27:36] JH: That's right. When you tell people, “You can't say that. You will be punished if you say that.” The response is never, “Oh gosh! Then I must be wrong. I'll stop thinking that.” The response is usually a kind of anger. It is an emotion in the psychological literature called reactants. Reactants is the angry feeling you get when you're told you can't do something or say something, or if you're pinned down. You have an extra strength to fight off restraint. People don't like that. 

And so in many ways, speech restrictions, the sort of thought policing, it makes a lot of people angry, and I think it makes especially young men much more interested in speakers and for that attack, that kind of political correctness. So there’s certainly has been a rise of – Again, I don't want to get into the debate about what is the alt-right and all those things, but I think the political polarization that we're seeing, I think many people on the left are shortsighted if they try to shut down kinds of speech. I think when they do that, they tend to simply make enemies and push people over to their opponents. 

In fact, I got a great quote here. Let me see if I can find. There’s a quote from Steve Bannon. Let’s see what did he say. He said, “The democrats, the longer they talk about identity politics, I got them. I want them to talk about racism every day. If the left is focused on race and identity and we go with economic nationalism, we can crush the democrats.” 

Now, that's a strategy decision. I'm not sure that he's right about it, but as a social psychologist, I think that there is at least some truth to that, that people on the left or some recent movements on the left, when they talk about these identity issues in ways that seem to attack people or treat people as evil, they make enemies, and it's often counterproductive. 

[00:29:23] MB: So kind of pulling back from the sort of moral or political element of this, I think you talk in the book as well about kind of how this culture of safetyism contributes to things like rising suicide rates and anxiety. Tell a little bit more about that. 

[00:29:38] JH: Yes. This is why I think that we will begin to see some change, because this isn’t just a debate about how to interpret things. What we're seeing is a very, very large and rapid with a sudden onset, a large rise in rates of anxiety and depression in adolescents. It's not a rise of bipolar disorder, or schizophrenia. It's not across the board and it’s not just people making up words or a new generation acting like it's, “Oh! We’re so depressed, because we’re happy. We’re comfortable talking about depression.” It’s not that. Because the suicide rate has shown the exact same thing and the hospital admission rate for self-harm has shown the exact same thing. 

Let’s see. I think I have some numbers here. Let me see if I have those numbers handy. So if you look at the suicide rate for adolescents, boys always have a high - Girls make more attempts, but boys have – Boys commit suicide more often, because they tend to jump off buildings, or use guns. They tend to use irreversible means. 

So boys have a higher rate, but what has happened since roughly 2011 is the rates of suicide and anxiety and depression began rising for boys. So the boys’ suicide rate is up 25%. If you take the average of the suicide rate for the United States for teenagers from 2001 to 2010, that was 11.9 per hundred thousand. That's risen to 14.8 per hundred thousand. So that's a 25% rise in boys killing themselves, teenage boys killing themselves. That's gigantic. That's a lot of kids. But compare that to the rate for girls, it was only 2.9 per hundred thousand if you average across the first decade of this century, and it goes from under three to now about five per hundred thousand. That is an increase of 70%. The girls’ suicide rate is up 70% if the last two years of data are pretty much identical at five per hundred thousand. 

So my point is that something rather sudden has happened. It hit us all by surprise. Over the last few years, we've been hearing reports from college campuses that the student counseling centers are overwhelmed that the line of students seeking help for depression and anxiety is way out the door. We can't meet the demand. Will, now, finally in last couple of years, we have really clear national data on this. So this is a catastrophe. This is a lot of dead kids, suffering kids, destroyed families. This is horrible what's happening. We’ve got to get a handle on it. 

Social media is clearly a big piece of the puzzle, and there’s a wonderful book called iGen, I-G-E-N, by Jean Twenge that goes into that, but we think that the other big, big piece of the puzzle is rather than just social media. The other big piece of the puzzle is that we cracked down on playtime and independence so severely in the 1990s that we've denied kids the thousands of hours of unsupervised play that they need to become self-governing adults. 

Kids need to have plenty of time to work out conflicts to be alone, to not have a parent there by them all the time, and because we've deprived kids of play and freedom so severely since the 1990s, we think that this is one of the reasons why as they get older they have failed to develop their psychological defenses. They're not as comfortable being on their own. When they come to college, they need a lot more help. 

[00:32:53] MB: I think that kind of underscores and comes back to what we were discussing earlier, which is the idea that this – And you make this point in the book as well, is this is kind of a pragmatic argument. It's not necessarily sort of a moral or political position, and yet in many ways the dialogue today kind of often prevents this sort of the rational discussion of this from taking place. 

[00:33:14] JH: Exactly. So I'm a social psychologist. I study how to help people get along, how to bridge political divides, and the debate about what’s going on on campus unfortunately is so politicized. So we have one side, people on the right and the right wing media saying, “Oh! Snowflakes and SJW, social justice warriors. They’re crazy.” 

We have the people in the left saying, “Oh! You know, the alt-right and the racists, and the homophobes,” and all sorts of bigotry, and each side has real things that they can point to. Each side is not crazy, but they're just making the problem worse, and what Greg and I are trying to do in our book is put aside all moralism. We’re not blaming anyone. The subtitle of the book is really what the book is about. It’s how good intentions and bad ideas are setting up a generation for failure. 

We’re trying to cut through the partisan nonsense and just say, “What does the psychology tell us about child development? What does the psychology tell us about intellectual development in college? What kinds of ideas, or climates, or norms are conducive to growth and which kinds impede it?” So that's what we’re trying to do in the book, is just take a very pragmatic approach to diagnosing a serious problem and then recommending solutions. 

[00:34:29] MB: I think it’s worth noting as well that I know we’ve talked a lot on the show about sort of child development and sort of focusing on children and universities. But the reality is that these principles of growth and the psychology research around how to improve and grow and move out of your comfort zone, this applies to anybody and everybody and there's many people whose growth is limited by kind of the perspective that they should avoid or kind of wall off things that they disagree with as opposed to sort of facing them head on. 

[00:34:56] JH: That's right. I think that habit is clearly taught by social media. So it's not really clear what to do about this. So the generation we’re talking about, igen, or genz, kids born after 1995. They’re the first in history to grow up with social media, millennials got it when they were in college or later. They didn't have it as teenagers, but igen got it when they were 13, a lot of them 13 or 14. 

So the world is incredibly safe now. The crime rate is over. Rates of child deaths and accidents plummeted. The world is physically very, very safe for today's young people, but live much of their life on social media where there's all kinds of nastiness, and racism, and sexism, and social media offers people the chance to block other people. 

So if you grow up being exposed to bad words, which of course are upsetting, and then you can block those people, then you come to college and somebody, the college republicans have invited some speaker that you think is hateful. Why can't we block them? Why do we have to have them on our campus? 

So I think their habits of thought that are developed by a grown up in a social media ecosystem that are not good for living in a democracy. Democracy is messy. You're always going to dislike the other side, and somehow we have to learn to work with each other. My fear is that the youngest generation has grown up with such vivid examples of Democratic dysfunction and with tools to block out other people. 

So I think when they grow up and take over the reins of governance, they may not be as prepared as some previous generations were. That's my fear. I don't know what will happen, but that is a concern. 

[00:36:29] MB: I wrote a piece a couple of months ago around the same idea that essentially we live in a world today, and social media is a big piece of it, that algorithms essentially sort of reinforce constantly our own kind of confirmation bias. We live in a bubble basically where we’re almost never exposed to any ideas that we disagree with. It's such a major contributor to the polarization in our society today. 

[00:36:51] JH: That's right. So the Internet and social media have done two things that are very, very powerful. So we've known since the 1990s, as soon as we got search engines, like Google, and before that, AltaVista, that the internet makes it very easy to confirm whatever you want to believe. So you can start only consulting sources that you like, and of course the media ecosystem has been very conducive to that. 

So there's the filter bubble problem. We’re all sure that we’re right. We become more self-righteous, more angry at the other side. But the other effect, which is very different and I think is perhaps more pernicious, is that the costs of punishing others have gone way, way down and the benefits to doing so have gone way, way up. 

What I mean by that is that we all live in an economy of prestige, that is just as you get paid for some things and you get billed for others, when you do something socially, you either gain credibility or prestige points or you lose them. So if everybody is incentivized to – You gain prestige by doing well in the test or by making money, you'll try to do well on test and you’ll try to make money, and that may have some negative social repercussions. But for the most part, those are not so bad. 

But if you are incentivized to condemn others, if you get points for calling out others – So if someone says some perfectly innocent thing or they wear a piece of clothing that you can criticize and call it culturally insensitive, if you get points for doing that, well that’s how you get a call out culture. So young adults today, or teenagers, are for the most part it seems immersed in ecosystems that many of the elements of a call out culture. What that means is that they grow up such that everything they say has almost infinite downside potential. Anything you say could be taken out of context. Maybe you slip. You use a word you're not supposed to use, and you can be pilloried for and you can be publicly shamed for it and others will join in, because they get credibility points. They get prestige points for jumping on the pylon. 

So the internet has enabled not just the informational distortions of a bubble, but the social distortions of mob or vigilante justice. It’s not exactly justice, but mob dynamics. I think we have to really be sympathetic to the young generation growing up like this. So when they come to college, yeah, they're more reluctant to speak up in seminar classes, they’re more reluctant to challenge prevailing, the norms or whatever is the dominant view in the classroom. So their education suffers because of it. 

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[00:41:07] MB: And that kind of gets to something else that I've heard you speak about, this idea that the sort of – The sort method of scientific thinking is an unnatural sort of way of thinking and the kind of religious mode of thinking. I’ll let you kind of explain what that means, because it’s not necessarily religious. It’s sort of our more natural kind of method of thinking. 

[00:41:27] JH: Yeah. So I love to think evolutionarily. I think human beings are the most fascinating species that’s ever lived. I'm really glad that I'm one of them, and we have an amazing origin story. A part of the origin story is we have to get from where upright walking apes about 3 or 4 million years ago. We’re not human in any real sense. We’re just like chimpanzees or guerrillas who happen to have stood up, chimpanzees or bonobos who happened to have stood up vertically. Somehow we get from there to civilization, and it seems – At least the story that I tell in the righteous mind is that a really big part of the transition was because we developed religion. I don't mean large-scale religion. I mean, tribal dynamics in which we circle around something. Make it sacred. We worship a tree, or a rock, or an ancestor's skull. There are forms of traditional or tribal religion that are very, very similar around the world. 

In doing that, we create a moral order, we create a set of rules and norms that bind us together, and this is especially effective as we’re fighting the next tribe over. So we have a long period of evolution for tribalism. So if we evolved for that, and then we develop these large-scale religions only very recently; Christianity, and Hinduism, and Judaism. These religions are very recent, and in some ways now they're not fading out, I wouldn't say, but more and more Americans say that they’re spiritual, but not religious.

What that means is that they have all the same religious psychology that we've always had. We think about sin, and sacredness, and blasphemy, and sacrilege, and things like that. They have all the same psychology, but without an organized religion. Sometimes those religious psychological tendencies show up in new social movements, and this is what some people are saying about some elements of social justice. 

So social justice of course is crucial if people are being denied access or dignity because of their category membership, then that is a social injustice. So in the book, we’re very clear that social justice is a good thing. There are certain meanings of social justice that are so consistent with deep intuitive notions of justice. But at times, people fighting for a cause drift into a tribal mindset in which they can become like religious inquisitors, and a lot of people are writing about this now. There's a lot of interesting pushback from people who are not white males who are now writing about the ways that identity politics and the social justice movement have in some ways gone too far, gone off the rails, or imported some kind of ugly tendencies. So that’s something that we’re very concerned about. 

[00:44:05] MB: So how do we, kind of as you put it in the book, wise up to thinking more clearly around all of these various problems?

[00:44:14] JH: Yeah. So it's a really multifaceted problem, and therefore there's no simple answer. In the book, we conclude that there are six causal threads, six different causes of the problem, and the briefest list is rising political polarization with political purification of the faculty. Rising mental illness, especially depression, overprotective, paranoid parenting, the loss of play, the bureaucratization and incorporatization of universities and some new ideas about social justice and identity politics that, as I said, I think are often counterproductive. So those are the six trends. 

Some of those can't really be reversed. So what we recommend in the book is break the problem into what are we doing to kids before they reach college? Let's stop doing that, or at least really keep our eye on what is healthy developments and kids can live independently. In the second piece is what kinds of environments they find once they arrived in college? Though I should say, a lot of the dynamics are now happening in high schools, especially private schools, prep schools, are changing very rapidly as far as I can tell. 

So on the child-rearing front, I think we need a lot more free range parenting. So there's a wonderful woman, Lenore Skenazy, wrote a book called Free Range Kids after she let her nine-year-old son ride the subway in 2009 and he survived. He wanted to do it. He rode a few steps by himself. A lot of people were upset by this, like, “Oh my God! How dare you let your kid ride the subway? He could be abducted.” So she started based on those experiences. She started a movement called Free Range Parenting. 

Lenore and I and a few other people have recently grown this movement into a group called Let Grow. So if listeners go to letgrow.org, especially those who are parents. If you want advice on how to raise kids, go to letgrow.org, and we have a lot of advice based on scientific research. A lot of it for how do you give kids a healthier childhood that will make them stronger, more resilient adults? That's the first piece. 

Second piece is what do we do on campus? There, it just requires leadership, and leadership at many universities has been reactive, not proactive. So if you wait for things to blow up, if you wait for there to be a protestant and demands over somebody who said some word that somebody didn't like, to wait for that to happen, it’s very hard to get a handle on things. 

But if you lay out the norms very clearly upfront on the first day of class, the first day of orientation about what we’re trying to do here, the special role of universities. How we need to give each other the benefit of the doubt. If you have good clear leadership and you emphasize that this is different from the public square, this is not about fighting the political war. We’re doing something different here. I think you can create environments in which students can grow intellectually. They can have some space away from the culture war that's likely to rage for the rest of their lives once they leave college.

[00:47:07] MB: I know you also talk about kind of a framework called the Chicago Principles. Could you share those and kind of why that's so important?

[00:47:14] JH: Yes. So these issues, the issues we’re talking about now about students protesting, speakers, things like that, they didn't just start in 2013. There was a wave of that in the 1960s. In Britain, they call it no platforming. So there've been students making demands on universities for a long time. When I was in college, I went to Yale in the early 1980s, and then it was all about compelling the University to divest from South Africa. 

So students have applied pressure to universities for a long time, and that's understandable. That's normal politics. But if you're running the university, many leaders have observed that their job is just impossible. Because if they agree to do what the students want on .1, well, a third of the university community believes the opposite and a lot of the alumni deal with. 

What happens if you take sides? It's the same problem that corporate leaders are now having with their push to take sides on Donald Trump or anything else. It's antithetical to the spirit of the enterprise if leadership and the institution has to take sides on every issue. 

So the University of Chicago put together under the leadership of Professor Jeffrey Stone, they wrote a great document; The Chicago Principles on Freedom of Speech, I think is what it was called. The key point is that the university provides a platform on which all members are free to speak, free to contend, free to make their case, but the university does not take sides. As long as you say that, then you instantly redirect student efforts from protests to demand that the university do X, Y or Z to students arguing with each other, which is what they should be doing. 

So the Chicago Principles can really help insulate universities from the kind of pressure campaigns that many are getting and let them focus on providing an open platform not for everyone in the world. We don't want every holocaust denier and neo-Nazi to 00:49:22, but at least students should be free to speak and argue with each other and they should learn to make their case with evidence and good arguments.

The Chicago Principle is a very simple fix, but it's a step that every school should take to endorse them, to have a clear policy that people get to speak, nobody gets shouted down, and the university is not going to take sides in your debates. 

[00:49:22] MB: I know we touched on a number of sort of semi-political themes in this interview, and I want to underscore again this point that we discussed earlier. My personal perspective on this is sort of purely pragmatic. I'm concerned with how do we sort of discover the best possible strategies for improvement? How do we determine what the scientific research says? Ultimately, how do we pursue truth? When I think about my kind of intellectual heroes, people like Carl Sagan and Charlie Monger, the pursuit of truth and trying to really discover what's true is of such sort of fundamental importance to me. The issue can often get politicized. But I want to kind of bring that back and just reemphasize what you’ve discussed and said many times in this conversation that this is a discussion of what does the scientific research say and how do we create a society where we can have healthy, happy, psychology well-formed individuals and we can pursue truth. 

[00:50:18] JH: That's right. That's beautifully put. The one thing I would just add to that is that it's hard to just say, “Oh, we're just pursuing truth here. No politics.” Well, we’re often guided unconsciously by what we want to be true. So if a research community has no political diversity, then that research community is going to surprise – Not surprisingly find, but the scientific research supports what it believed all along. 

So just as when psychology was all male, it came to some erroneous conclusions about gender and about women's psychology, and it was very important to get women into psychology. So in the same way, the social science isn’t particularly left. There are many reasons for that, and would never have universities where half the faculty are conservative. There are a lot of psychological reasons why progressives are more drawn to the activities of faculty members. 

But when the imbalance gets severe, as it has gotten in the last 10 or 15 years, when we lose viewpoint diversity, then the science itself is at risk. The conclusions of science about politicized topics are no longer reliable. 

So what a lot of my work is on is not trying to help any group. I'm sometimes accused of trying to help conservatives, because I think we need more conservatives in the academy. But what I'm really trying to help are university and trying to help the process, that if you don't have diversity you’re liable to have some bad thinking. So we have to think very carefully about the process, the social process, the institutional process by which imperfect flawed, post hoc reasoning creatures like us who evolve to dance around campfires and worship rocks and trees. What kind of process and culture puts us together? Is that we end up producing reliable science. That's kind of an amazing story. It's a process that's easily corrupted, and that's what I'm really trying to work on in a lot of my projects and it’s what Greg and I are trying to work on in part in our book; The Coddling of the American Mind. 

[00:52:11] MB: So for listeners who want to kind of try to concretely implement some of the things we’ve discussed, what would be sort of a piece of homework or an action step that you would give them?

[00:52:21] JH: Well, first go buy the book. Buy a copy for all your friends and have them read it. I’m only being a little bit facetious, and that some of these problems are not ones you can address on your own. So the social media problem for raising kids is really hard to just crackdown on your own kid. I’m trying that now with my 12-year-old son and my 8-year-old daughter put on a program that limits them to two hours a day of internet use. It's very hard for me to do it on my home, because they say none of their other friends have this. They feel like they're being separated, because can't do – My son can't do Fortnight, and he can't do these battle games with three or four hours a day like his friends. 

But if you have a group or community; a school, a religious congregation that has a discussion about these problems, if you do things as a group, you can be much more effective. More generally, I would break it down into are you trying to improve a school? Are you trying to improve an office or a company? Because these problems are flooding into the corporate world. So listeners are going to find these issues coming to them at work increasingly over the next few years. 

So try to define what's the system that you’re hoping to reform or improve, and then think about what changes would keep healthy dynamics of debate, and discourse, and respectful disagreement. 

[00:53:36] MB: For listeners who want to learn more and find you and your work online, where's the best place to do that?

[00:53:41] JH: We have a website for the book at thecoddling.org. I cofounded an organization called heterodoxacademy.org. I also cofounded this project that's just grown wonderfully at openmindplatform.org, and that's a program we developed that will help any community learn to talk more openly, learn skills of productive disagreement. 

So our most powerful tool is the open mind program at openmindplatform.org. We produce a wonderful book of John Stuart Mills, On Liberty, just The Second Chapter. Arguments about freedom of speech and why it's so important in a liberal democracy. So if you go to heterodoxacademy.org/mill, you can find our Mill book. It's free, a free PDF download or an inexpensive Kindle. So we have a variety of resources that will help individuals and groups to maintain or improve the climate for healthy productive discourse and disagreement. 

[00:54:42] MB: Well, Jonathan, thank you so much for coming on the show and sharing all these wisdom, a very important and very timely topic. 

[00:54:49] JH: Well, thanks so much, Matt. I really enjoyed our conversation. 

[00:54:51] MB: Thank you so much for listening to the Science of Success. We created this show to help you our listeners master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener e-mail.

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Thanks again, and we'll see you on the next episode of the Science of Success.

December 17, 2020 /Lace Gilger
Decision Making, Emotional Intelligence
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The Incredible Power of Mindset in Building & Scaling Companies with Thomas L. Steding

December 10, 2020 by Lace Gilger

In this episode, we share proven strategies for building a powerful culture in any business – and uncover the truth about how your mindset can be one of the biggest game-changers in business with our guest Thomas Steding. 

Tom Steding, Ph.D. has been CEO of more than 12 high-tech companies and active chairman of several others. He is co-founder of the Mayfield Alliance with former Facebook Executive Blaise Bertrand. Tom is also the co-founder of Quadrix Partners, providing leadership interventions. He is a “Seal Team Advisor” to the Stanford-Affiliated Alchemical Accelerator; a Founding member of the Silicon Valley Angel Group; and the Executive in Residence of the Palo Alto-based Venture Capital Private Equity Roundtable. He is also the co-author of the bestselling Built on Trust: Gaining Competitive Advantage in Any Organization and the author of the soon to be released Real Teams Win: What Smart Leaders Need to Know Now About Achieving Peak Performance.

  • The difference between a real team and a fake team?

  • You can dramatically improve performance by reducing cost

  • Performance does not depend upon spending, it depends upon leadership

  • The key is to get to the emotional life of the team

  • It’s not a strategy, it’s not project management, it's leadership. Everything else is necessary but not sufficient.

  • Leadership model - view the organization as a network

    • Links between people or teams (aka nodes)

    • You’re trying to build a high trust, low fear environment

  • Culture eats strategy for breakfast, but people don’t know how to talk about culture

  • “Mindset eats culture for breakfast” - If you want to talk culture, you have to talk first about mindset.

    • Agility

    • Awareness

    • Courage

    • Relatedness

  • The goal is to create an environment that is psychologically safe and creative

    • Complementarity - get out of dogmatic, one-sided thinking. It’s not this or that, it’s this and that. Don’t think dogmatically.

    • Empathy. Emotional intelligence and emotional integrity.

    • Non-attachment. Avoid idealized expectations and fantasies. Idealized fantasies are the cancer of the mind.

  • A connected team can always come up with better ideas than you can own your own.

  • How to practically apply these ideas to a turnaround

    • Day one - take the team off-site for 2-3 days and train them. It’s simply an intellectual exercise and sharing ideas with them.

    • Statement of operating principles - everyone contributes to the new operating principles

    • “I want you to speak up” - it takes time for people to speak up.

  • If there is an issue with the company that you don’t deal with it means one of two things

    • You don’t know about it.

    • You don’t care about it.

  • “It’s better to have nobody in a role than a bad person (i.e. toxic or sabotaging the culture), even if they are talented."

  • 90 Minute interviews with 5-7 key executives to see who needs to stick around

    • Are they low ego?

    • Are they open-minded?

    • Are they growth mindset?

    • Can they evolve as part of the team, or no?

  • “Drama is evidence of sand in the gears"

  • Agility

    • Intellectual Agility

    • Emotional Agility

  • Awareness

    • Emotional awareness of the team, drama, etc

    • Marketplace and economic awareness

  • Narcissism is one of the biggest barriers to implementing these proactive changes in an organization

  • If you don’t deal with issues on the front end, it gets worse as you grow and add people

  • 2/3 of people are disconnected from their jobs

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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Tom’s LinkedIn

Media

  • Research Gate - Thomas L. Steding’s Works

  • Crunchbase Profile: Thomas Steding

  • Bloomberg Profile: Tom Steding

  • Psych Alive - “The Second Wave: The Emotional Impact of the Prolonged Pandemic” By Tamsen Firestone

Books

  • Amazon Author Page

  • Real Teams Win: What Smart Leaders Need to Know Now About Achieving Peak Performance Dec 1, 2020 by Thomas L. Steding

  • Built on Trust: Gaining Competitive Advantage in Any Organization by Arky Ciancutti M.D. and Thomas L. Steding Ph.D.

Episode Transcript

ANNOUNCER: Welcome to the Science of Success, the number one evidence-based growth podcast on the internet, bringing the world's top experts right to you. Introducing your hosts, Matt Bodnar and Austin Fabel. 


[00:00:19] MB: Welcome to the Science of Success, the number one evidence-based growth podcast on the Internet with more than 5 million downloads and listeners in over 100 countries. In this episode we discuss the surprising future of work, the truth about robots, automation and jobs and how you can best position yourself for a successful career within the future of work with our guest, Jeff Wald.


In this episode we share proven strategies for building a powerful culture in any business and uncover the truth about how your mindset can be one of the biggest game changers in business with our guest, Thomas Steading. 


Are you a fan of the show and have you been enjoying the content that we put together for you? If you have, I would love it if you signed up for our email list. We have some amazing content on there along with a really great free course that we put a ton of time into called How to Create Time For What Matters Most in Your Life. If that sounds exciting and interesting and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com, you can sign up right on the homepage. That’s successpodcast.com. Or if you’re on your phone right now, all you have to do is text the word SMARTER to the number 44222.


In our previous episode we talked about the secrets of creating influence. How to be more confident? And the truth about the shortcuts that you can take to be successful with our previous guest, Phil M. Jones. Now, for our interview with Thomas. 


Tom Steading Ph.D. has been CEO of more than 12 high-tech companies and active chairman of several more. He's the co-founder of the Mayfield Alliance with former Facebook Executive, Blaise Bertrand. And Tom is also the co-founder of Quadrix Partners providing leadership interventions. He is a seal team advisor to the Stanford Affiliated Alchemical Accelerator, a founding member of the Silicon Valley Angel Group and the Executive in Residence of the Palo Alto Venture Capital Private Equity Roundtable. He's also the co-author of the best-selling book Built on Trust: Gaining Competitive Advantage in Any Organization, and the soon to be released Real Teams Win: What Smart Leaders Need to Know Now About Achieving Peak Performance.


[00:02:23] MB: Tom, welcome to The Science of Success.


[00:02:27] TS: Thank you very much, Matt. Nice to be here.


[00:02:29] MB: Well, we're excited to have you on the show today, and you have such a great background. I can't wait to dig into some of the stories and experiences and lessons that you've learned from that. I'd love to start out with you have a bit of a reputation as a turnaround expert in Silicon Valley. And I'd love to get your perspective on why that's the case and what you really view as a turnaround opportunity.


[00:02:55] TS: Sure. I’ve been developing this leadership material over decades. I’m a solo learner. So it's taken me a while to figure out what really works. We make a distinction between real teams and fake or pretend teams. And in terms of stories, I’ve been CEO of 13 startups. I’ve often – Some I started from scratch. Some I went in and after that operation for two years or longer. And in many cases you find people that say, “Yeah, they do teamwork. And they’re a team,” and so forth. And even further examination, what you discover is they really don't like each other. They don't communicate. They don't trust each other. There's toxic gossip of rampant slippage and so forth. I’ve seen that over and over again. 


And by implementing this method, I’ve been able to create that environment based on the new leadership model that allows for real teams to blossom, to create real teams and change the culture dramatically. And in fact one of the interesting features that I discovered is that you can actually dramatically increase performance by actually reducing the costs. In some cases, I reduce costs by more than 50% and yet triple or quadrupled sales. So that says that performance and success doesn't depend upon spending. It depends upon leadership. And that make can make a big difference. That's a bit of the background on my approach. 


The issue here is to – I would describe the approach of the book as a depth perspective, getting to the emotional life of the team. What's really going on between people? And understanding at that deeper layer. That's where the real action occurs. I’ve gone through periods in my career where I thought strategy was everything. I thought project management was everything, operational management, technology and all that. And it turns out those things are sometimes important, but they're not sufficient for success. What you've got to do is get to the deeper layers in the organization and rebuild it from about the bottom-up. So that's what the book is about. 


[00:05:04] MB: There's a lot of different things you've already shared that I really want to dig into and explore a little bit more. Let's start with this notion of getting to the emotional life of the team. And I love what you said about how it's not necessarily strategy. It's not project management. Really at the core, one of the single biggest differentiators of a successful business versus a failed business, is the emotional connection between the leadership team. So tell me more about what that is and how – 


[00:05:36] TS: Sure. The new leadership model is viewing the organization as a network of an agile, flexible, dynamic network of this set of nodes that’s interconnected. And the links between the nodes, the nodes could be people or teams. Those links are not reporting relationships, but rather paths of open collaborative communication in a high-trust, low-fear environment. So that's what you're trying to build. And the book talks about three principles and four practices in a diagnostic model to address that. 


One of the things that it really focuses in on is what I call the mindset layer. People have been talking about culture, and that's become more and more a fattish topic in high-tech. People are beginning to understand the importance of culture, which is accurate. And people that will bromide is that culture eats strategy for lunch. And I think that's true. You can have a great strategy and bad culture, you're not going to be successful. But the problem is people don't really know how to talk about culture. Often you're here, “Well, it’s pizza for Friday, or we don't do politics,” and those kinds of bromides. But that's not actionable. 


The point of the book is if you want to talk about culture, you have to first talk about mindset. Mindset drives culture. And in fact mindset eats culture for breakfast. It's the way we put it. And that's where the hidden factors reside. So there are four dimensions of mindset; agility, awareness, courage and relatedness, four different dimensions. Each dimension has an intellectual and emotional component. If you can look at the company from the perspective of mindset, and the mindset, the patterns of thought between the ears of the leaders, cultures between the people, the patterns of behavior between the people. But this is the internal view of the system from the leadership. And understanding those four dimensions will set up. And if you have a weak dimension, that's where dysfunctionality will come in. So I’ve talked about examples where you had strong courage you had strong agility. You had strong awareness, but weak relatedness and it failed. So you need a balanced approach among all four dimensions.


[00:07:59] MB: Some really good insights. And I want to dig more into this, because in many ways a lot of the crux of this podcast over the last four or five years has been a focus around trying to uncover the cornerstones of mindset and the realization that mindset really is such a fundamental component of being successful in any endeavor, whether it's business, whether it's art, whether it's music, whether it's politics. And to me, the fact that you say that mindset is so important to me really helps make it very actionable, because I feel like when I hear about pizza Fridays or all of these kitschy activities, there's a disconnect when I hear that between that and what culture actually is and really the high-performance culture of successful businesses. So tell me more about how to differentiate the appearance of culture versus the substance of culture and how to cultivate a mindset within an organization that checks all those boxes. And I want to talk about agility and awareness and so forth in a minute. But tell me more about that.


[00:09:03] TS: Okay. Yeah. I think to fill it out, look at them. The idea of the new model is that you're creating an environment that's creative and safe. Psychological safety is a factor here, but it goes beyond that. Psychological safety is something that Google discovered is the number one factor in supporting innovation. And the idea is they form the connected team, and that's where the future competitive advantage comes from is that people can speak up and contribute fearlessly. And that's where the good ideas come from. 


Now what you want them to do is eliminate dogmatic thinking. That's one of the dimensions here. There are three practices to that, three principles to support that. One of them is complementarity, and that is just that people get out of dogmatic once by their thinking, but understand that it's the rule of nature. It's not this or that. It's both, this in that in the old times. It's always another side to an issue. So you teach people to avoid dogmatic thinking and dogmatic declarations. 


The second is empathy, which is the glue. We talk about emotional intelligence, but we build that beyond that to emotional integrity as a refinement on the emotional intelligence concept. The third one is non-attachment, which is avoiding idealized expectations, idealized fantasies. We call that cancer of the mind, because it's so pernicious. It’s so corrosive to progress. 


So an example, I had a VP of marketing, a company I took over, and she had to sit at the end of the table. I didn't care where I sat in the conference room. I sat somewhere in the middle. We're talking about – We're having a creative dialogue about a program and she pounds the table and says, “We have to decide whether we're going to do this in September or not.” That's a dogmatic statement that killed right then – When you have a dogmatic statement that kills creative collaboration. That was the end of the discussion. She reduced it to a simple one bit answer as opposed to staying in the creative mode and looking for the better answer.


The connected team always can create better ideas that you come up with on your own. I relied on that. I think on the weekend I’m worried about such and such thing. I’m going to an executive staff meeting Monday morning. And I'll say, “I’m kind of worried about this. I’m thinking maybe we should do this.” And they knew it's not a very smart idea. And it's like fresh meat to the team and they just devour that and they chew it up. And always, almost inevitably, somebody, somehow out of that process comes a better idea. So it's that kind of an approach. And the practices we set up, which are communication, collaboration, commitment and closure are in support of creating that kind of creative dialogue that you can sustain in a fearless manner. 


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[00:14:41] MB: I understand the conceptual level of this very clearly, the idea that increased emotional intelligence, awareness and a focus and orientation towards the truth and non-attachment to specific outcomes or views, openness, creativity, all these things are vital to the health of a team. How do you really think practically about, day one, you come into a company. It's a turnaround situation. How do you approach that? Because I mean especially if you're dealing with financial realities of the business, losing money, whatever it might be, how are you balancing that, “Hey, guys let's sit down and everybody needs to adjust their mindset to be more open-minded or whatever,” versus, “Hey, we need to cut costs,” and, “Hey, we need to reduce the team and all of these practical realities of the business.”


[00:15:29] TS: So what I typically do is the first day I will take the team offsite for two to three hours and train them and go through all the material. Knowing that at that stage, simply an intellectual exercise, they'll hear the words. They'll say, “Yeah, sure.” And then you set up a process of drafting, the way I’ve done it before. You don't have to do it this way. But we draft a statement of operating principles or practices one page. And everybody gets to contribute to that, and it's based on the material that was in the training. And everybody gets to offer their edits and then everybody signs it. Now you've got a statement about how we're going to move forward. 


I have a weekly all hands meeting. Sometimes we go more frequently than a week. It's voluntary. They call it T with Tom is typically the way it's done. People can come, and it's not scripted. It's not a tell and sell event. It's, “Here's what's going on. What's going on with you guys?” Anybody got ideas?” That becomes a process that takes time to evolve. Depends upon how deep the problems are at the beginning. One company I took over in Lake Tahoe was run by a psychopath. He would – There's a employee handbook, and if he caught somebody like leaving early to go to a dentist, he would revise the employee handbook book and resend it out. You can't leave early to go for dentists and so forth. It was a symbol of tyranny. 


So I called the fire department and got a license or permit. I told everybody to print off this 100-page document. Bring it out to the parking lot, and we had it on fire, and we burned that. So that was a symbol of that. Some people – I kept saying in the all-hands meeting, “I want you to speak up. I want to speak up,” and it took time. People were scared to death to speak up because they got shot before. I had this experience other times in my earlier career where the culture was if you used to speak up, you get shot. Well, you got to teach people it's safe. It's not only safe. That you're almost requested to speak up, even toss out half-brained idea, because you can start working with half-brain's idea and find the really good idea that's residing behind the half-brained surface. 


And so you create that kind of permission. I’ve had two instances where investors – We did everything we said we would do. Six months later one investor abandoned the company. So we had financial trouble for six months. So I went to a daily – Well, it was actually it was a weekly – Instead of a weekly staff meeting, I had a weekly all-hands meeting. I told everybody everything. I explained exactly what was going on. What the problems were. In both cases I ran it six months and we got a successful exit. In both cases we lost one person, and that's because they got a better job. They would have left anyway. So it's that kind of open system that everybody's included is the empowering aspect of the approach.


[00:18:45] MB: How much of this approach is focused around your specific interactions with the executive team versus trickling that down, sharing it with the entire company. And how do you think about permeating the culture, the mindset shift that you're creating in a company from just you to the executive team to the broader organization? 


[00:19:06] TS: If you proceed top down in the sense, so you train everybody, and you really work with the executive team and ensure that they're really on board that they are adopting this ahead of the other members of the team, that leaders go first. And if you have issues with the executive team, you deal with them properly. Because if there's an obvious problem in the company and you're not dealing with it, there are two conclusions. One is you don't know about it, which means you're not paying attention. The one is you don't care, which means you're stupid. So you boldly address issues early as you can, as early as they're identified, and then the executive team models that kind of behavior on through their staff and emphasize that. 


The all-hands discussions contain – A big chunk of it is people saying, “Well, here's a problem. How do I deal with it?” And I go back to the principles and say, “Well, this is what we do. We tell the truth, or we get closure, or we honor a commitment,” or whatever it takes and to help them really understand how to apply it in specific pragmatic instances.


[00:20:16] MB: Tell me more about this idea. I like the notion of servicing issues really promptly and dealing with them. Tell me more about that framework and how you quickly address whether it's problem individuals or problems that come up. 


[00:20:30] TS: Right. I just hate gossip. I think toxic gossip is corrosive, of course, and needs to be rooted out. The alternative is direct mitigation, talking to the person. I actually do something about the problem that. Not gossiping with somebody else that can't do anything about the problem. And I make a big deal out of that. And I had a woman, executive, in a company I ran. And she was addicted to gossip. She could not stop. And I warned her and warned her and I fired her. People who knew that I fired her because she gossiped. That solidified the impression that this was important. She had talents that were available to the company. You got a bad person. It's better to have nobody in a position than a bad person however talented they might be. 


[00:21:20] MB: And how do you think about when you come into a situation assessing who is going to stick to or adapt to the cultural changes that you're making versus who is not going to stick around or who you might need to let go?


[00:21:37] TS: So, often, there will be an early phase of coming in and doing an assessment before actually coming on to run the company. And I’ve done that before as well. And you interview – They get 90-minute interviews with about five to seven key people. You can detect it immediately. It's not a rational questionnaire kind of approach scoring thing. It's an intuitive grasp. Mostly it's about whether the person you're talking to is comfortable in their own skin. Whether they are low eagle or are they putting on something? Are they trying to present a persona, a cover up? You quickly get an idea independent of their technical skills or management or marketing skills or whatever. It's whether they are able to evolve as part of an overall team evolution and be part of something that works in a healthier manner. So you can pick it out very quickly. That sets up the action plans to follow. 


[00:22:43] MB: That makes a lot of sense. 


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[00:24:33] MB: I want to come back to some of the practical pillars of this that you talked about a minute ago. You mentioned agility. And correct me if I said this wrong; agility, awareness, courage and relatedness. Are those the four correct pillars of organizational mindset?


[00:24:47] TS: Right. 


[00:24:48] MB: Could you briefly give me a description of what each of those is and how you approach implementing them?


[00:24:56] TS: Sure. Let's take agility for an example, and this is the idea that the dimension of agility has an intellectual and an emotional component. So intellectual agility is being able – And I’ve done this before. You look at the product roadmap that you're building out and you're looking at the marketplace and what's going on out there. And you realize that that's not the right product roadmap. And so you have to stop and turn around a dime. And I’ve done that before. We've discovered and it saved six months of development time taking out the wrong product. So that's intellectual agility. 


Emotional agility is different. It's the ability to hear another person's point of view and take it in without rejecting it outright dogmatically, but really understand completely and be able to relate on the basis of their perspective using their metaphors. And so forth. That's a different kind of agility. 


Likewise, awareness is the CEO needs to know the marketplace and the competitive situation, barriers to entry, the economics and all that kind of stuff. It's very important. But the emotional side of that is to really understand what's going on with the team. Are they trusting each other? Are they acting on the principles that have been laid out? Where's the drama? Drama is always evidence of sand and the gears to mix my metaphors, but looking for the functioning of the team at the emotional connectivity level. So those are two dimensions of awareness that are important. 


Relatedness is a kind of a late comer to management. It seems like a California, West Coast idea, but it's very important about both externally with customers and account management, that kind of thing, but relatedness internally. The ability to sustain a productive dialogues with people without going dogmatic on them. Avoiding disagree to disagree conclusion in a collaborative conversation, that sort of thing. So I had an instance of – The first startup I ran was pretty good privacy. It was a famous email encryption company. We put privacy on the map. We were considered to be the marking of the gorilla in four months by the press. 


We brought in a guy and we established a values-based approach that we had the process that I just described and we had several documents to explain what our values were and how we're going to behave. And part of that was direct communication and respect, two different ideas. I brought in this guy, and he grabbed VP of product marketing or products. A woman, very bright woman, and berated her loudly in the hallway. And so I called him in and I said, “What are you doing?” And he said, “Well, I’m doing direct communication.” And I said, “Yeah, but you forgot about respectful communication.” I put him on probation eventually. He left the company. Interestingly about a year later he showed up on the cover of Fortune Magazine with a bunch of other people. So this is the critical founder of the internet. So it doesn't mean you have to be a helpful team player to get famous. But I still stand by in the action I took, because it was very destructive. 


[00:28:25] MB: Yeah, that's a great example. And I think, I mean, a lot of this stuff seems like it's common sense in many ways if you believe in the importance of checking your ego at the door and having an open approach to communication, those kinds of things. For me, it always comes back to the application of it is much harder than the theory. And what are some of the sticking points that you've seen or places where it gets really hard to implement some of these mindset changes? 


[00:28:57] TS: It's easy to understand intellectually and it's difficult to do, to behave and carry out at the emotional level. One of the most difficult things is narcissism. Now, the book has about 11 interludes looking at ancient myths. And people would say, “Well, they are old stories and they're not relevant today.” Well, I'll tell you something. Those mythic figures are sitting in the conference room today or on a Zoom call. The message of narcissists was that he couldn't take input. The narcissistic leader will not listen to people on the team and won't listen to people outside the company. Their mind is made up and they're going to proceed on that basis. That's the opposite of the kind of mindset that we need in the team. People are open to hearing other points of view, and we'll work with those points of view as opposed to rejecting them outright. The core to team dysfunctionality is narcissism. And so there's a material in the book about how to detect narcissism in the team and how to deal with it. But if you have a narcissistic leader, you have a great deal of trouble implementing this overall blueprint approach that's described in the book. 


[00:30:14] MB: What are some of the practical strategies for detecting narcissism?


[00:30:18] TS: There's a list. It’s actually derived from the DSM, which is the dictionary of mental illnesses, but it's things like people who talk too much that they're often – They use the I word a lot. They're dogmatic. They can be emotionally reactive. So they won't take criticism. They're touchy. They're defensive. There's the whole list of things. But you can imagine that kind of a character. Difficult to work with, not listening. Spend a lot of time promoting their own value as opposed to working on the problem, those kinds of things.


[00:30:56] MB: I want to come back to some of the practical examples from your experience. I know you've worked with a lot of different businesses. What was the typical size of a company in terms of maybe the team size of an average business that you got involved with and helped turn around?


[00:31:14] TS: The average size is probably around 35 people, 35, 50 people, sometimes runs up higher than that. Sometimes it was a fresh start, three founders working to get it off the ground. Pretty good privacy. I hired six executives in the first four months. So I built that top down. Eventually got to 75, 80 people or more, something like that. 


I’ve done work with accelerators including the Stanford-affiliated alchemist accelerator and given presentations on the material to groups like 25 CEOs in a particular class. And the response is, “Well, we're too early for that.” And my answer is, “No. When you have two people, you now have a team. The time to set the values and the principles for the company is that early point.” In fact, with pretty good privacy, I stopped the whole process and spent a day with the core founding team to develop those value statements and principles and got those in place first before you start bringing people on. It's also a recruiting tool and it's a filter. You can see people's reaction to it if they say, “Oh, this is BS. I’m going to do it my way.” They're not going to come on be part of the team. It's very inspirational. People want to be – One of the four things that people want is to be part of something bigger themselves that reflects their basic values. That's a critical factor in attracting the right kind of people. 


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[00:34:41] MB: Is there an organizational size that you’ve found? And you’ve touched on it a little bit just now, but that these principles work better for them? If you have a company of three people, is it too early to come in and say, “Okay, here's all the stuff we're doing.” Or if you have a company of 200 people, is it too large to say, “We can really actually impact these changes and push them through the entire culture of the organization.” 


[00:35:09] MB: I think that's pretty much independent of it is size agnostic. When you're at three people, a typical founding team has a crazy founding CTO, for example. You've got to deal with – And then pretty good privacy case, it was a really crazy CTO. You had to deal with that right away and establish how we're going to work together, because as you add people, if you haven't dealt with it, it's going to get multiplied and becomes – It's contagious. So that's a point where it's very important to do that. 


You got 200 people. You would build it top-down through the executive team. I’m doing something. I’m on the board of trustees of Pacifica Graduate Institute Santa Barbara, which is probably the center of the world in depth psychology mythology and so forth .And I’ve declared that we are going to overhaul the culture. Their silos and them versus us conflict and a bunch of stuff and they're flat in terms of growth, and that's a big part because the culture is not working well. 


And so I started with the chancellor. He loved it. Then we brought in the executive team called the IMC, whatever that stands for, the senior faculty and so forth, the administrative people. They loved it. It was transformative. And then the pandemic had, but they had already had breakthrough results in the way they operated and were do much better job in dealing with the pandemic as a consequence of that. But that's an organization of 250 people. Maybe it's more than that, 600 students or something like that. So it's a much larger organization, but it was clearly working there, and we'll pick up the ball on that as we get through the pandemic. 


[00:37:01] MB: Yeah, I think that's a great example of the fact that these principles can be applied to a broad swath of companies. Another small theme that you've shared a couple different times is this notion that you have to really address, challenge issues whether they're people problems or organizational structural business problems at the very front end. I really like that notion, that if you don't address the problems on the very front end, then they're going to multiply and become worse as the company scales or grows or as you add people to the organization. 


[00:37:33] TS: That's right. And I talk about this in the book. The full implementation of the three principles and the four practices creates a sealed container in the sense that problems come up in the system. There's a dialogue, respectful dialogue, collaborative dialogue to find a creative solution. There's commitment to solving that and it's an authentic commitment and things get solved. And this is going on at multiple levels at the same time in the organization without the necessity of top-down intervention. It's an organic, self-healing, self-correcting, self-regulating entity. And it's amazing when that happens. Suddenly people are happy and they're feeling productive and they're proud of their work and they're finding a great deal of meaning in their work life, which is where people want to find meaning as opposed to going through the motions. 


Google – I mean the survey firm, Gallup, sent two surveys ten years apart. Came up with the same thing, is that two-thirds of the employees are disconnected from their jobs. They go through the motions. It's not meaningful to them. You can think about the wasted capability. Now you're sitting in the conference room. The person on either side of you, they're not connected, they're not engaged, they're not contributing. They're not getting creative. They're not energized. They're not inspired. What a waste. This is the thing that – This approach is what creates that positive environment. People are engaged. They are energized, and that's why you can dramatically increase performance while cutting costs. 


[00:39:10] MB: Such a great insight. And Tom, for listeners who want to start to implement some of these ideas into their own lives or businesses, what would one action step be or action item that you would give them to start applying these practices today?


[00:39:28] TS: I would start by – There are different places you can start. One is to start to examine the system around you and assess the quality of the interactions to see whether people are truly listening to each other, they're trusting each other, opening their communication. They have a permissive attitude towards ideas and letting people speak up, or it's the opposite? I would tell you the system that you're in to the extent you can influence. You either are the leader or part of the leadership or can influence the leadership, then I would suggest presenting the idea of using these principles and practices and maybe preceding that with an assessment of the company based on this three-layer model, including the mindset and the four dimensions. Can be an interesting conversation on the executive team meeting, “How are we doing on these four dimensions? Where are we successful? Where are we failing?” as the starting point to really understand how to build this out. So those are some things you can do. 


The issue that people will ask about and have asked about in the past is, “Well, I’m in an organization. They really are screwed up. It's a bad culture. What should I do?” My answer is sort of what I just said, which is you try and influence direction. If you can't do it, it's what my first co-author called discovering gravity. You just discovered gravity.  You're in a system that's not going to change and you have to decide if you want to move on or you want to tolerate that system in this sub-optimal way. So it's not like you got insecure for all situations. It's going to require top-down. It's got to come from the leadership, and leadership's got to be open to this, and a lot of cases are not. 


[00:41:17] MB: Yeah, that's a great insight and one that if you really take a look at your situation you might realize that you can't create the change that you think is necessary. And maybe you need to jump ship. 


[00:41:28] TS: I was on a board of a public company, and the CEO was really good. It was a public company financing and nano-capital markets and so forth, but he's a very bad operational leader and was heading for trouble. He had a lot of trouble on his team. And I said – One of the concepts in the book is complementary partnering or what we call twinning. Two people have a mutual, total unconditional commitment to each other and help out listen to each other and so forth. And I offered that to him and he refused. He refused because he felt if he partnered with me he would show weakness that he had to get help. He refused to call for partnering. His stock went down, I mean, literally. It went down 99.98% as a result of his leadership and they ran up – I don't know, $60 million dollars in debt. And he said later to a colleague of mine, he says, “I should have listened to Tom,” but I could have helped him out. That's the cost of this kind of thing. 


[00:42:31] MB: And, Tom, where can listeners who want to read more or find more, et cetera, find you and your work online? 


[00:42:38] TS: the books available on Amazon and Barnes and Noble. I can be reached at tom@realteamswin.com. Happy to collaborate, respond to that. I’m also on LinkedIn. 


[00:42:50] MB: Well, Tom, thank you so much for coming on the show, sharing your story and your wisdom. Some great insights into how to build the right mindset in any organization. 


[00:43:01] TS: Terrific! Well, thank you very much for having me. I really enjoyed our conversation. 


[00:43:05] MB: Thank you so much for listening to The Science of Success. We created this show to help you, our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My e-mail is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener email.


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Thanks again, and we'll see you on the next episode of the Science of Success.


December 10, 2020 /Lace Gilger
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The Secret To Creating Influence In Any Situation with Phil M Jones

December 03, 2020 by Lace Gilger

Phil Jones is an international business speaker and bestselling author. Phil has made it his life’s work to completely demystify the sales process. He has gone on to deliver over 2,500 presentations in 57 countries across five continents, training more than two million people (both sales and non-sales professionals, leaders, and experts) to learn how to have more influence, confidence, and control when steering their conversations.

The author of multiple best-selling books, and the youngest ever winner of the coveted “British Excellence in Sales and Marketing Award”, Phil is currently one of the most in-demand assets to companies worldwide.

  • The work before the work is one of the most important things to do be a successful influencer

    • What do you know about the person?

    • How much prep work have you done?

  • What happens before a conversation is CRITICAL to influencing

  • Think about influencing people like a job interview - you have to prep and do work in advance.

  • The difference between influence and manipulation is integrity

  • It’s everything you do BEFORE game-day that matters.

  • What is integrity in communication?

    • Be what you said you were going to be.

    • Be a person of your word.

  • Price yourself around 1/10th the difference you’re going to make.

  • Influence is a game of growing the pie and creating win-win outcomes. Influence is a non-zero-sum game. It’s not about getting one over on people, it’s about creating positive outcomes for everyone.

  • There are two types of influence;

    • Look at me

    • Come with me

  • People are always looking for short cuts. The one thing never exists, and yet it’s what people always want. The truth about success is that most of what it takes is hard work and repeated execution and mastery of the basics.

  • A crucial question you must ask yourself: How much is enough?

  • You cannot have confidence without experience. Confidence without experience is arrogance.

  • The biggest source of confidence is “the work before the work”

    • Roleplay the moment

    • Think about what-ifs

    • Make bold choices before the moment

    • Do your homework

    • When you do the prep work you can focus on serving the moment more effectively

  • Another major factor that influences confidence is the inability to enjoy messing stuff up. Messing stuff up in the past adds to your confidence.

  • “If you’re not convinced, you cannot convince.” You can’t sell something you don’t believe.

  • We live in a world where people want to believe that things are right and wrong, but the world is full of shades of grey.

  • You can play lots of games in your mind.

  • “I want to get to a million in sales”

    • My goal is 6 high-value conversations per day at a minimum, but my real target is 12

    • This allows you to stay fluid and flexible

  • Instead of “what did I do right” and “what did I do wrong?"

    • Use: “Like Best” - all the things I liked best about that experience

    • Once you finish your “like bests"

    • NT: “Next Times” Given the opportunity do to this over again, what would I do next time?

    • These allow you to get out of your head and improve

  • “The difference between ice and water"

  • “I gave it my best effort” is a lie we tell ourselves. Shift your focus from best towards better.

  • Control your controllables. Don’t focus on outcomes that are outside your control.

  • Very few people know what they’re doing.

  • Bust arguments: don’t show up with your argument. Show up with curiosity.

  • The person who is asking questions is in control of the conversation

  • The only tool you have for defusing an argument is curiosity. Curiosity opens possibilities.

  • Empathy is one of the most important tools for influencing others.

  • Empathy: care about the people you care about. Prove to people that you can see the world through their eyes.

  • “Show me that you know me."

  • To change your vantage point, you have to convince them that you see the world from their lens.

  • Content without context is noise. Before you get to insert any content in an argument, you have to get the context - and you get that through curiosity.

  • 3 Step Formula

    • Curiosity

    • Empathy

    • Courage

  • Courage: One of the biggest reasons that people fail to get success in life is that they just aren’t asking for it.

    • Ask one more question

    • Ask for the sale

    • Ask for a promotion

    • Ask someone out on a date

    • Ask your vendor for a discount.

    • The courage to ask. If you don’t ask, you don’t get.

  • Inability to ask is often linked to fear of rejection.

  • What’s stopping you?

  • What would have happened if you were brave enough to ask the next question?

    • What COULD have happened if you were brave enough to ask one more question?

  • Consider the possibility that you might be wrong, even if you’re 95% confident. Don’t hold on to things so much. Have the courage to speak up when things don’t feel right.

  • Show up with curiosity, not “I’m right, you’re wrong.” Have a willingness to learn and be taught.

  • “Help me understand…” is an extremely powerful phrase that can transform your interactions with people.

  • Homework: Always do more than what’s being asked of you.

  • Homework: The worst time to think about the thing you’re going to say is in the moment that you’re saying it. Prepare the questions you’re going to ask ahead of it. Do prep work for the critical conversations ahead of you for the next week.

  • Homework: Write a list of LBs and NT’s for something important you’ve done in the last week or two.

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Want To Dig In More?! - Here’s The Show Notes, Links, & Research

General

  • Phil’s Website

  • Phil’s LinkedIn, Facebook, and Twitter

  • Words With Friends podcast

Media

  • YourStory - “Lend your ears to lessons on the art of leadership” By Apoorva Puranik

  • Inman - “Ever wonder exactly what to say? Here’s the scoop” by Bernice Ross

  • HobokenGirl - “10-Year-Old Hoboken Resident Creates Logo Project to Support Local Businesses + Homeless Shelter” by Morgan Gertler

  • PR Newswire - “LifeWave Presents the Ultimate Virtual Experience to Affiliates Worldwide in Response to COVID-19”

  • [Book Summary] Rui Zhi Dong - “EXACTLY WHAT TO SAY SUMMARY BY PHIL M. JONES” By Rui Zhi

  • Forbes - “Exactly What To Say - An Interview With Phil M. Jones” by Omaid Homayun

  • Forbes - “How To Know Exactly What To Say” by William Arruda

  • [Podcast] Sales Paradise - Phil M Jones, Exactly What To Say – Episode 002

  • [Podcast] Conversations with Phil Gerbyshak - Exactly How to Sell - for People who don't like to sell with Phil M. Jones

  • [Podcast] 10x Content - Exactly What to Say with Phil M Jones

  • [Podcast] Sell or Die Podcast - The Science Of Sales with Phil M. Jones

Videos

  • Productivity Game - EXACTLY WHAT TO SAY by Phil Jones | Core Message

  • Trend Hunter - Exactly What to Say - Interview with Phil M Jones, Bestselling Author & Sales Keynote Speaker

  • Phil’s YouTube Channel

    • 3 Words To Convert Leads Into Clients

    • If... Then... | Exactly What to Say

    • Should I Be 'Selling' Right Now?

    • Live Coaching Call with Phil M Jones and Charlie Beswick

  • Artillery - "Exactly What to Say" by Phil M. Jones

Books

  • Phil’s Amazon Author Page

  • Exactly How to Sell: The Sales Guide for Non-Sales Professionals  by Phil M. Jones

  • Exactly Where to Start: The Practical Guide to Turn Your BIG Idea into Reality  by Phil M. Jones

  • Exactly What to Say: The Magic Words for Influence and Impact  by Phil M Jones

  • Exactly What to Say: For Real Estate Agents  by Phil M Jones, Chris Smith, and Jimmy Mackin

  • Philosophies  by Phil M Jones

  • Toolbox - Essential selling skills to win more business  by Phil M Jones

  • Straight Forward - To more Appointments by Phil M Jones

Episode Transcript

[00:00:04.4] ANNOUNCER: Welcome to the Science of Success, the number one evidence-based growth podcast on the internet, bringing the world's top experts right to you. Introducing your hosts, Matt Bodnar and Austin Fabel. 


[00:00:19] MB: Welcome to the Science of Success, the number one evidence-based growth podcast on the Internet with more than 5 million downloads and listeners in over 100 countries. In this episode, we talk about the secrets to creating influence, how to be more confident, and the truth about the shortcuts that you can take to be successful with our guest, Phil M. Jones. 


Are you a fan of the show and have you been enjoying the content that we put together for you? If you have, I would love it if you signed up for our email list. We have some amazing content on there along with a really great free course that we put a ton of time into called How to Create Time For What Matters Most in Your Life. If that sounds exciting and interesting and you want a bunch of other free goodies and giveaways along with that, just go to successpodcast.com, you can sign up right on the homepage. That’s successpodcast.com. Or if you’re on your phone right now, all you have to do is text the word SMARTER to the number 44222.


In our previous episode, we discussed the surprising future of work, the truth about robots, automation and jobs, and how you can best position yourself for a successful career within the future of work with our previous guest, Jeff Wald.


Now, for an interview with Phil. Phil M. Jones is an international business speaker and best-selling author. Bill has delivered over 2,500 presentations in 57 countries across five continents, training more than 2 million people to learn how to have more influence, competence and control when steering their conversations. He's the author of multiple best-selling books, and the youngest ever winner of the coveted British Excellence in Sales and Marketing Award.


[00:02:03] MB: Phil, welcome to the Science of Success.


[00:02:06] PJ: Matt, thank you so much for having me here. It's my pleasure.


[00:02:09] MB: Well, we're super excited to have you on the show today. The topics that you write about and speak about are things that I think are so vitally important. And to me, really one of the most essential skills to be a successful human in today's world is how do you influence other people, and how do you maintain confidence and control when you're in all kinds of different situations of influence. And so, to see somebody like you, who's put so much work into the science and the art of influence, it's great to have you on the show.


[00:02:39] PJ: It's so good to be here. And thank you for noticing how much of an important part of life it really can be.


[00:02:43] MB: Absolutely, yeah. And I'd love to start out with just some high-level perspective, from your point of view, how do you really approach because we can get really tactical and I think we will in this conversation, but how do you approach from a high level, the framework of influencing other humans? Because it's such a simple idea, I want someone to do what I want them to do, how do you do it, that's when the rabbit hole starts to get really deep? So, how do you think about that from a high level and a strategic perspective?


[00:03:12] PJ: From a high level, probably the missing point, which is where the bulk of the thinking actually goes in for any moment of influence is the point that very few people give any focus to, and it's the work before the work. It’s everything you can do prior to the moment, the stacks, the chips in your favor, that means that you've got more chance of this landing your side of the fence.


So, that could be anything down to the prep of what do you know about the other person that you're looking to influence, right down to, well, what are the evidential pieces of information that they've had, cast themselves over their eyeballs prior to the point of communication. And then having to show up to the moment in its entirety to communicate in a way that is advantageous towards the outcome you're looking for.


So, I think that's where a giant chunk of science comes in, that very rarely gets talked about is what happens prior. And I think it's that stuff that is done prior that actually increases your level of confidence in showing up to a moment, it gives you an unfair advantage, because of the fact that you've had a chance to look through a handful of different lenses prior or you've moved the finish line a little degree in your favor prior to getting even into a conversation.


[00:04:24] MB: That's such a great insight. And it gets so easily missed a lot of time, when we're looking for the turn of phrase that we think can sway somebody, there's really a lot of things you can do before that conversation ever even happens.


[00:04:36] PJ: The analogy I often jump towards when working with live audiences or trying to coach somebody around this is to think about a job interview. In a job interview, everybody knows that the 30-minute, 60-minute, 90-minute interview or whatever they have is so critically important that the work they do before the work is really quite profound. Research behind the company start thinking about questions that might be asked of them considering of case studies that they can share when the questions are going to be asked to be able to make the moment really count.  Understanding about strengths and being able to work around weaknesses. If there is something that could hurt you, then you start to think about how you tell the story around that you bring that to the conversation ahead of time.


All too often, people don't bring that same level of tenacity of work before the work, to their real-life scenarios. And they think that influence is about having some secret superpower, or it's about just pushing somebody into a situation or just mastering a new closing skill. And there's so much more that is to it than that. And I think particularly if you are professional, you're looking to influence somebody, the missing ingredient that many fail to give attention to is that of integrity. I think the difference between influence and manipulation is merely integrity. And if you want to be able to say, Yes, I've got a predetermined outcome that I'm looking to be able to achieve, and I want to be able to do it with integrity, then it's everything I do before game day that matters. And every athlete knows that, right? You want to win a gold medal, it doesn't matter that you've got the right tenacity and mindset on the day if you didn't do the training beforehand.


[00:06:06] MB: I love that distinction between manipulation and influence, because that's something that, as someone who's spent a lot of time thinking about studying and really trying to master the art of influence, when do you cross over that line? How do you think about what integrity is and how we can keep it in our interactions with others?


[00:06:27] PJ: Sure, I think integrity is a lot of things, and it often depends about the circumstances that you're looking at it. But as a minimum, it is be what you said you were going to be. That is important. I think integrity also means that you wake up in days to come still feeling okay about what it was that you tried to do, is it that you can still let your head hit the pillow and feel okay about things. I think integrity is acting with the intentions of the other person ahead of those of yourself. And a simple viewpoint I have when people often come to me for advice about pricing, like how much should I charge for something. And when we get down to brass tacks, my response typically gets to after the end of a lot of consultation and math grinding, is well, you should price somewhere like a 10th of the difference that you're going to make.


I think that allows you to show with integrity on both sides, like people believe they're worth a certain sum of money, but you're only worth that sort of money towards somebody whose unique set of circumstances. You might believe that you're worth it. I did a lot of work in the world of professional soccer and people would say to me, “He's not worth that money.” And I'd look at a balance sheet, I'd be like, “Heck, yeah! He is. He might not have played well on Sunday but he's definitely worth the money.” And I think this is where we have to have integrity with ourselves and with our actions. Yes, we've got to be people of our words. Yes, we've got to wake up in the future feeling okay about what it is that we've done. But we also need to have the integrity in ourselves, to not tell ourselves a pack of lies towards who we are or what we're worth, or where we might be going with the direction of our own ventures.


[00:08:00] MB: Yeah, that's a great insight and in some senses, it's almost this notion that these are very powerful tools and they can be used for good or they can be used for evil.


[00:08:09] PJ: Yeah, it’s a pita pocket, my win, right?


[00:08:11] MB: Exactly.


[00:08:11] PJ: With great power comes great responsibility.


[00:08:13] MB: Exactly. And it reminds me of something else that I know you’ve written about, which is this notion of framing things and thinking about how really effective communication is more about creating win-win outcomes or expanding the pie nonzero sum thinking, as opposed to trying to get one over on somebody.


[00:08:34] PJ: Yeah, so much so, and I get frustrated and the bulk of my work is looking to better help people achieve better sales outcomes. Yet the perception for almost everybody in the world of sales is that salespeople are crooks, salespeople are dishonest, salespeople are self-centered and that isn't always true. What it is, is bad salespeople or those things, is some of the best of the best of the best, they’re actually some of the most helpful, most generous people on the planet. And what we are dealing with is, is almost the romanticizing of that less than integrity-based approach of success.


So, we see it with movies like Wolf of Wall Street or Glengarry Glen Ross, or you know, see it across the majority of so-called influencer’s Instagram feeds where it's showboating influence in a way that says, “I have more than you do. I have done better than you are. I'm looking down on you. I won, you lost.” And I think there are two types of influence. There is influence that says, “Look at me”, and there's influence that says, “Come with me”. And they're two very different things. Anybody I've ever met that can go the distance, i.e. can surpass decades and still perform a top of their game understands that the purest form of influences come with me influence, not look at me influence. And the difference between those two things sounds so slightly is like a word difference, but the outcome is really quite profound.


[00:10:02] MB: Yeah, that's a great perspective. And I definitely feel the same way about a lot of the “influencers” out there. To me, it's sad, and you obviously talk a lot about the importance of words, which I want to get into more, but to me the science, the art of influence, creating outcomes with people, and win-win beneficial outcomes with people, versus an influencer on social media, that though it's the same word, I view those as almost totally different spheres, because they're just so separate from each other.


[00:10:33] PJ: And the miss that many people have, and to quote some of Simon’s cynics work is people forget that they're in an infinite game. There might be a ramping up of the influence you have from telling the story that people want to hear, in order to be able to achieve attention in the moment, but where does this go long term? What do some of these people that share story, upon story, upon story that attracts people for short term gain? How do they show up 15 years on from now and how do you get off that train? If that's the set of tracks, you start running now. I think the idea of learning to influence with integrity, with sustainability in mind is something that hasn't lived that truth for a generation. Yet, it's something that people 30, 40, 50 years on from now will probably be thinking, “I wish I took more of a long play.”


[00:11:27] MB: I'm curious what your perspective on this is, because it's something that I think about it in many ways, this podcast is a counterbalance to this in some senses. But I feel like content as a whole has really gotten to a place where it's now it's so focused on short, bite-sized, news bits, five-second talking pieces, and the depth, and really, exploration of these ideas has been washed away, almost completely in most cases of kind of the mainstream media. The reality is, too, that there's some psychology research that, for better or worse, and I would argue for worse, that our brains get hijacked by these little bites and bits of information and talking points and that kind of thing. How do we shift back more towards that more integrity driven, deeper, more thoughtful modality?


[00:12:14] PJ: There's a maturity that exists in a different area that leaves us a lot of clues. And we're talking about success and the big thing I've learned about success is success always leaves clues, is we've seen this giant movement of people wanting to get healthier, to lose weight, to be fitter, to go about the way they live their life in more of a healthy way for the last 30, 40, 50 years. And what we've now agreed upon is the finest way to be able to impact that is to eat less and exercise more and eat more of the right kind of things. That is the consensus of opinion here.


Yet, there are still people looking to do quick short-term supplements. There are still no fancy fads to be able to try and achieve that kind of outcome that people are looking for. The same is true with every version of success as people are always looking for the shortcuts. I've done hundreds and hundreds of interviews through my professional career and a question that almost everybody asked is like, “Yeah, but what's the one thing?” And the one thing never exists, yet it's the thing that people always want, is what's the hack? What's the silver bullet? What's the thing that's going to get me over the line? And unfortunately, the truth in success is that most of what it takes to get there is hard work, it sucks. And most people aren't prepared to do it. That stands in the way of the majority of people being able to get there.


So, when we think about what it takes to be able to go the distance, is I don't know how a group of people are going to start to wrap their head around going the long way is worth it, more people spend time answering is a really crucial question. And I speak this right now because it’s a question that I've been pondering a lot myself this year, is how much is enough? And it's a big question, right? Because we're always, always pushed to say more, more, more is better, more of anything is better. Yet, if you can deeply dig in and say how much is enough, then what can happen is you can start to think about the journey differently. And stop thinking that there is a destination or like when I get there, or when I achieve this, or once I become influential, or once I have confidence. I find confidence is a crazy thing. People say they need more confidence, but they haven't created “a how much is enough” confidence. People say I need more money, but they haven't said how much is enough money. I need more time but how much is enough time? And you see how much of a complex conversation that can start to open up with yourself. When you start asking the question, how much is enough? And then the things you're looking to influence start to change.


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[00:16:29] MB: One of the most recurrent themes on the show is what you were just talking about a moment ago, this notion that there is no magic shortcut to success. It's really just about the repeated execution and mastery of the fundamentals.


[00:16:46] PJ: Yeah, the only other thing that you have is tools that can reduce friction and that's an efficiency play. And there are lots of things that you can use to increase efficiency with productivity and tools, and no online methodology or change of communication, style in order to be able to reach people quicker, et cetera. These are efficiency plays that play into your tactics that reduce friction, that allow your hard work to be able to run a little more effectively as it would work on through. And I think one of those is a giant piece of my work in this area of utilizing the right words at the right time to be able to reduce that friction.


[00:17:24] MB: You touched on health and fitness a minute ago. And for some reason, this brought together a really interesting image in my mind, which is a friend of mine many years ago created this thing called The Nutritional Pyramid or something like that. I don't remember everything on it, but it was basically like the bottom was diet and calories in and the next one was macro nutrients and then it got all the way up and supplements was at the very top of the pyramid. And his point was like, if you don't get the calories right, and you don't get your macros right, and all this other stuff, supplements make a little bit of a difference but they don't make that big of a difference.


[00:17:54] PJ: Only if in conjunction with each other.


[00:17:56] MB: Exactly. And it's almost like success is the exact same way, if you don't have the fundamentals, if you don't work hard, if you don't execute, you can have all of the productivity hacks in the world, and be the most efficient person imaginable. But you're still missing the meat of the equation.


[00:18:12] PJ: Correct. An experience is measured in the number of times that you've tried something. You cannot have confidence without experience, which I find fascinating that people think that they can have confidence without experience, and if you have confidence without experience that, my friends is arrogance, that's no confidence. Because confidence comes based on the fact you have a level of certainty how something might play out. And the only way you can have certainty is to how something might play out is if you've been in that scenario a number of times in the past.


[00:18:39] MB: So, tell me a little bit more about confidence, because you've touched on it a couple of times and that is a very recurrent theme when you look at wanting to build a skill of influence. How do you become more confident? How do you get more confident when you're influencing others? How do you think about confidence? And how much of it is enough? And how can we make ourselves more confident when we're influencing others?


[00:19:03] PJ: Okay, I'm just scribbling some thoughts down here at the same time, so I don't forget something. We're going to come back to something I said earlier on, is it's in the work that you do before the work. If you want to improve your confidence ahead of any given moment, the more that you can roleplay that moment ahead of time, the more that you can think about what ifs. The more that you can make bold choices prior to a moment so that when you're in those moments, you have fewer choices to be able to make the better.


So, let me give you a simple example is I'm a professional speaker, I have delivered more than 3,000 paid professional speeches, and the routine that I would still go through even if I was delivering a version of the same presentation time and time again, would still be, “Well, I'm going to walk through my speech in my head ahead of time and I'm going to map out on a blank page highlighting the core stories, the key points I'm going to make. I’m then going to take that speech, I'm going to overlay on the environment that I'm faced with whether that's an online environment or an in-person environment. I'm going to think about where do I enter the stage? How do I exit the stage? Am I shaking the person's hand and my high fiving? Are we fist bumping?” What is the anecdote that they might say about me so that I can be anecdotal in the other direction? I'm thinking about all the things that happen in my environment prior so I have conceptual scenarios to be able to speak back. And when I'm thinking about the speech itself, it's when might I leave the stage, when might I come back onto the stage, I'm coming back on them, am I walking on backwards? Am I taking the side stairs? If I'm entering the audience, how do I get back to stage, which Roma I go to you? You see what I'm saying here, is that what I'm doing is I'm working through a thousand micro decisions prior to the moment. So, when I'm in the moment, I can serve the moment better because I don't have to think about what I'm going to do.


[00:20:43] MB: That was awesome. I've given a lot of paid professional speeches in my life, not nearly as many as you but I think I just picked up about 10 new things that I need to incorporate into my – just such great examples. And I love getting into the specific context of something because then it shows you how you're really thinking through the process.


[00:21:01] PJ: What it allows you to do every single time though, is you can then serve the moment with more confidence. Why? Because you can be in the moment. See, the reason that people lack confidence is because they're not in the moment, because there's somewhere else. They’re thinking, shoulda, woulda, coulda, or what's happening next. Therefore, they're not in the beat of the music. You ever seen somebody tried to dance, not on the beat of the music? That's how a lot of people carry themselves through life, because they're not prepared to do the work before the work. So, that affects confidence hugely.


There's another big thing that impacts confidence and that's people's inability to enjoy messing stuff up, because it's that experience of having mess stuff up in the past that adds to your confidence. See, people look at me, and let's use the professional speaking environment again, and they'll say how comes you stay so cool, regardless of what goes wrong? The slide day goes out, no worries, still got it. The mic goes down. No worries, Phil's got it. The guy before you was heckled, said something obnoxious. Don't worry. Phil's got it. The guy before was just fired two thirds of the audience. Don't worry, Phil's got it. Like, why does this feel like I got this type of moment, because every moment that could possibly happen, has happened before.


What's interesting, though, is in the majority of those moments, they didn't happen in as high stake in environment, that I had the chance to be able to deal with a difficult situation in a lower stakes’ environment that means as the stakes get heightened, that experience then goes on to be able to serve you. Yet, what too many people try to do is they try to jump too many rungs of the ladder too quickly and they find themselves outperforming their experience. And that is where people get vulnerable.


Sure, if you jump into that circumstance, and you are lacking in confidence, you do enough work before the words, I mean, that you earn your stripes, and you're humble enough to go into that environment, knowing that you're out kicking the coverage, there's a good chance that you'll be able to deliver. And then when you've delivered that environment a number of times, then guess what, you've just created new normal for yourself and you did manage to successfully cue jump. But you have to do it, knowing your truth and I think this is where people lack confidence is because they are living a version of truth that they’ve oversold, and they don't believe it inside.


I mentioned earlier, I work with a huge number of sales professionals around the world and it's a simple thing that I say to them. If you're not convinced, you cannot convince. And what I mean by that is that you can't expect somebody to pay the sum of money for the product or service that you're offering to them if you don't believe it's worth it. Like if you don't believe it's worth it, don't expect anybody else to, but the same is true with your confidence. If you do not believe that you're worthy of being the right person in the right place at the right time to deliver that right moment, then don't expect whoever you're in front of to be able to believe it.


[00:23:48] MB: That's a great insight into building confidence and something that from a couple different angles I definitely have experienced and seen many times in my own life, even this notion that if you're okay with making mistakes and okay with things going wrong and okay with being flexible, and tolerating, when everything doesn't go perfectly, the only way to get there is to realize that you are going to mess up at some point, things are going to go wrong at some point.


[00:24:19] PJ: There are some games you can play with yourself on this and I hate to cut a crusher, I just want to –


[00:24:23] MB: No, no, no, that's perfect, jump it in.


[00:24:27] PJ: We live in this world where people want to believe something is right or wrong. And that is a limiting belief system and a limiting environment that stops the progress of so many brilliant people, because people live so much in fear of doing something wrong, they're not prepared to be able to try it if they don't have certainty that they can do it to somebody else's judgment of the version of right.


The alternative of this is to be able to play new games in your mind. The first of the games in your mind is firstly to move the finish line. So, what I mean by that is don't have a finish line for success at the level where everybody else is judging it, push it way past then. What I also then want you to have is to have shortened finish lines and this as well to create multiple finish lines or multiple levels of success in any activity that you're doing. Throw me, Matt, just a random scenario and I'll try and illustrate further what I mean that how you change the game by creating different levels of success by moving finish lines. Just give me a random scenario of anything, anybody might be entering into.


[00:25:31] MB: So, I want to do a billion dollars in sales from a salesperson.


[00:25:34] PJ: Okay, million dollars in sales, by when?


[00:25:38] MB: Let's say, six months.


[00:25:40] PJ: So, over a six-month period of time, I want to do a million dollars in sales. Well, what I would love to be able to do is firstly, I'd build a plan, is $10 million worth of revenue big. So, $10 million over a 12-month period of time is what I look to get a build as a giant monster. But then what I look I’m going to do is I've created minor milestones earlier on the way. So, I would say, “Well, what I can't do is I can't control today, the fact that I'm going to do a million dollars in six months, but I can control the amount of contact points that I make with people who fit my right kind of target market today. And I can judge myself by those standards. What I'm going to do, I'm going to create a minimum performance standard, I'm going to create a number I'm really shooting for and I'm going to create a utopian number that if I was to hit that, then today would be all of my birthdays. Minimum performance numbers, I'm going to deal with at least six quality conversations with people today that could lead me towards the kind of opportunities that would maximize that goal.” Number two, might be, “Well, while I'm looking at like 12, 12 is my real number, but 6 is my minimum performance standard.” Do you see how I've created that minimum performance standard? I've just moved to finish line.


It's not anything less than 12 sucks. It's if it's between 6 and 12 or at least I made my minimum. Now, the other numbers, people were saying, “Well, my goal was 12 this week, my goal was 12 this week.” If I put a stretch goal, now they're on top of this that was 25 big, now what I have is I have the ability to keep going on that shortened down version as well. But I'd be doing this minimum performance standard, what number am I really shooting for? Where's my stretch goal and dozens of little areas of life. And I'd be making a game of it in my own mind and I wouldn't be sharing this with anybody else and that allows me to stay fluid with my activity. Same would be true if it was a speech, what would the minimum performance standard be? Well, I show up on time, I deliver, and my client says, “Thank you.” That could be minimum performance then. Well, what are I really hoping to do? Well, I'm really looking to be able to make four bold choices for trying how to be able to do maybe some brave alterations about how I might deliver something. I'm looking to be able to try to make the same point in a different way to be more concise and be more illustrative of my points and what I do is I create maybe a laugh or reflex or reaction that I've never created before at that given moment in time.


So, I have myself these other new levels of success, what am I looking at to do? I'm looking to better say, “Can I generate like at least 150 new Instagram followers out of this talk, like today?” And I'm just going to add these other very purposeful levels of success in. Now, it doesn't become do I win or do I lose? It becomes how much do I win by? You see how that changes the game again. It's not did I win or didn't lose, it’s how much did I win by. Now, we keep going. What happens after the moment? People are often terrible about how they judge themselves after a moment. They become the worst critic of what did I do right, what did I do wrong. Let's frame the language differently again, instead of what did I do right, what did I do wrong. The first thing I'd always jumped to do is to write a list of what I call my LBs. What does LB stands for? LB stands for what did I like best. What did I like best about how that went? Write the list, write the list, write the list, all the things I like best. Well, I showed up on time. I was happy with the way that I got my information across. I've done my homework. I knew what was happening about blank. Keep going, layering on the like best.


Only once I finished my list of like bests, do I go to my list of entities NTs. NT stands for next time. Given the opportunity to do this thing over again, what would I do next time? And now I can write that list. But can you understand this game of moving finish line so I have multiple points of winning. Plus, approaching every moment with LBs and NTs, allows you to make a game of your own success story and allows you to be on this continued quest of self-improvement. As opposed to did I do right, did I do wrong.


[00:29:15] MB: Those two frames are such great ways of getting out of your way, getting out of your head, when you're trying to evaluate your performance because it's much easier to answer those questions than it is to answer. What did I do? Well, what did I do poorly? Instead, when you look at it, what do I want to do next time, it almost frees yourself in a non-critical way to say, “Well, here are the things I could have improved without actually saying that.”


[00:29:37] PJ: And it's the difference between ice and water is what it is, right? Is what I mean by that is if we say, “What did I do right? What did I do wrong?” I've frozen that moment in time and now we're going to sit and look at it and critiquing. Okay, we can make a sculpture out of it. There's not much more. If I make it, “What did I like best and what would I do next time?” By alternative, what I have here is I have water that is fluid that is moving that can be taken towards the next thing that has the ability to be able to power me back up again, I can feel inspired.


[00:30:03] MB: Yeah, that's a great little turn of phrase as well, I haven't heard that before, but I like it. And this whole methodology that you talked about a minute ago, really reminds me of, or I've heard it described in other ways, is this notion of the difference between a process goal and an outcome goal, i.e., I'm going to have at least six sales conversations today, or every day for a week, or whatever that might be, versus I'm going to close $10,000 in sales. Those are very different and as long as you can control the process and hit your minimum performance metric, which is another tidbit that I really like and I think is a great way to conceptualize it, if you know that if you hit that many at the conversion rates, et cetera, that you operate at, you will eventually become successful or achieve your goal if you do your process goals every single day.


[00:30:51] PJ: Yeah, and you may or you may not, I think there's some miss in there as well, is if you just work your numbers, that you're going to get there eventually, yada yada yada. It isn't true. If you work your numbers, you'll find out where the issue is. And the issue may be like you. It may well be that actually you're in the wrong game. I could do my reps every day on a basketball court. I'm not playing NBA. It's not going to happen. I'm very, very aware that being five-foot nine British guy shooting hoops is not going to be my jam.


So, sometimes, yes, the reps will get you there. But what the reps will always allow you to do when you move numbers around is to gain you the experience to understand what do I need to work on? What requires my attention? Man, I'm going to put you on the spotlight right now. I'm going to ask you to pick a single word is if I asked a roomful of people whether they wanted to be good at something to do better at something or do their best at something, what do you think almost everybody in the room would pick?


[00:31:51] MB: Best?


[00:31:53] PJ: Yeah. Another crazy limiting belief, is like I tried my best, I'm doing my best et cetera, like this belief of, “I gave it my best effort” is actually a lie that almost every human being on the planet has told themselves or told someone else. Because we always had some level of more to give, some area of ourselves to access that we didn’t. The crazy irony is if you shift your focus from best towards better, then better beats best over time. And this is where more people that are looking to be more successful in every area of life should focus is to say, “What am I working on to get better at today?” And then if you study anybody that is achieved, like the optimum levels of success, and the greatest place to look for for this is some people who in the sporting arena, their entire dedication of work is focused on better, tiny micro improvements, and the echo that almost every one of them shares when you dig into their story is success leaves clues and one of those giants clues is to control your controllables. Yet, the majority of people want to focus on achieving an outcome that is entirely outside of their control.


So, the reps are within your control. You can control the number of attempts that you make. You can control what you learn from those attempts. You can control what you do differently as a result of those attempts. You can control who you learn from. You can control who you let speak into your mind. You can control what it is that you're going to choose to apply yourself on today. But it's your ability to control those controllables that allows you to be able to outperform your competition in the key moment.


[00:33:31] MB: Yeah, such a great insight and ties back into this same theme that we've been talking about. But this is such an important distinction, because it's so easy to get caught up in the big goal, the thing that's outside of your realm of influence, when really what you should focus on and this is we've touched on this in two or three different ways throughout this conversation is getting the reps in, doing the work, executing on the fundamentals, the basics, the things that are within your control that you can do day in and day out, and over time, that's how you improve, that's how you get better, that's how you learn, and that's how you grow.


[00:34:09] PJ: The focus is in turn, also, people want to be more successful and what I often hear when interviewing people who are looking for heightened levels of success, particularly in the corporate world is well what they need to do more of, or when this happens, then this will happen, right? They're all externally facing actions. They are requiring somebody else to make a change for the change they're looking for to become real, as opposed to looking for the change that can come from within.


[00:34:34] MB: Yeah, that realization was a hugely transformational thing for me to understand, was this idea of, instead of being a victim of circumstance, take as much responsibility as possible, even if it's not your responsibility or your fault, or whatever it might be, if you just take responsibility anyway and do what you can, a lot of times the outcome will be vastly different than if you just said, “Oh, it’s not my responsibility. I'm waiting on so and so to do it.” And it’s it's their job.


[00:35:04] PJ: Well, right is the second you own it, you get back in control. I have all the control, but more controlling you had without owning it. And the other liberating thing that that then creates is you soon after a period of time realize that very few people know what they're doing, which allows you to understand that almost everybody is doing the best they can to make it up, which, again, starts to empower the fact that we're all in a game, we're all in a dance together, we're all looking together to find a way of being able to enjoy our time on the dance floor. And that, again, moves us away from this idea of there is right and wrong, that there's just continuous movement over a period of time that we are looking to be able to find small avenues that we can create tiny victories with.


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[00:38:36] MB: I want to bring us back to some of the influence strategies because this has been a fantastic discussion of some of the pillars of success, but I want to tie this back into what I know you've done such a tremendous amount of work on and talk about some of the things that I know personally I deal with and many people deal with when they're trying to influence others. Tell me about if what are some of the strategies that you use to defuse arguments or kind of break through when people are being really stubborn or tough minded?


[00:39:08] PJ: Okay, I've trained more than two million business professionals around the world on the auto persuasion on looking at how they can maneuver a conversation with integrity. And the one thing that I bumped into more often than not, is that people are happy to enter into enter arguments. Now, these might not be full blown rounds like a crazy great big argument, but people are often looking together saying that my version of right is better than your version of right and they're happy to be able to have a conversation over what's right as opposed to achieving the right result.


The alternative is to approach every conversation where your initial point of view is always laced in curiosity. Let me make that even more tactical is to understand that is the person who's asking the questions that's in control of the conversation. So, if you're looking to better defuse the situation at any given point in time, the only tool that you have for defusing an argument is curiosity, because curiosity creates context and clarity. And if you're asking questions, you cannot make mistakes. All you can do is color in the dotted line that you've already decided is a certain way and maybe realize quite often that sometimes you have the lines in the wrong places.


So, if you want tactics, first, you start with curiosity. Behind curiosity, the next ingredient you need to insert to any complex conversation is one of empathy. Empathy is talked about a law, particularly today's modern ages, we just need to have more empathy, yet very few people understand what the word really means, best definition of the word comes from a speaker friend of mine called Jon Acuff. And Jon describes empathy is to care about what the people you care about care about. If you're looking to be able to defuse any difficult scenario, sell something to somebody, win a group of people over to your way of thinking, then you have to prove to them that you can see the world through their eyes, period. Because if you can't see the world through their eyes, or they don't believe that you can see the world through their eyes, they'll continue to reinforce a belief that you're just not getting it, you can't see it. You can't see what they're saying.


So, what I mean by empathy is can you hit their “show me that you know me” button in the way you're communicating. If you don't trigger the “show me that you know me button”, then what you're doing is creating unnecessary friction, and you're doubling down on the negative outcome that you're trying to avoid. So, curiosity gets you to a position of being able to have empathy.


Instead, in an argumentative environment, people often show up with their argument. And when they're showing up with their argument, all we're doing is we're creating an increased position of “I'm right”, which means the other person feels more right and being able to do so, which means that we create a complete standstill in our ability to be able to change somebody's point of view. Because to change somebody's point of view, you have to change their vantage point. To change their vantage point, you have to prove to them that you're either looking at the world through the same lens, or you're prepared to move to their side of where they're looking at the world from, so that you could see the world from their lens. Curiosity gets you there, because a simple thing to remember is that your content, without context is merely noise.


So, what you have to do before you get to insert any content you have on an argument, you have to earn the context. You do that through showing up curious. Then you demonstrate empathy by being able to see the world through their eyes, and then you're courageous enough to be able to ask. That is the three-step formula to be able to get into any complex scenario, curiosity, empathy, courage, curiosity, empathy, courage, curiosity, empathy, courage, in that order, always, and never, ever, ever, without going in that precise three step approach, because otherwise, that's where salespeople get it wrong, right? They show up with the courage to be able to ask for the business, but they didn't have the curiosity or the empathy first, therefore, they were pushy.


So, tactically, I'd look at it from that point of view. And then ask yourself, “How do you do a better job of making yourself more curious?” And often the tool for that is to teach yourself a series of practices that allows you to ask questions and conversations more freely as opposed to give points of view. Make sense?


[00:43:24] MB: Absolutely. And I love that line you said a minute ago that the person who's asking the questions is the one who's in control the conversation, such a good insight. Tell me more about, I think, I have a pretty good grasp on the idea of curiosity, empathy, we've talked about that at length on the show in the past. Tell me more about the courage piece of the puzzle.


[00:43:48] PJ: Well, firstly, finish this sentence for me. If you do not ask?


[00:43:51] MB: You don't get.


[00:43:53] PJ: Right. See, we know that to be true. Yeah, the biggest reason that the majority of people are failing to get the success that they're looking for in life is because they're just not asking for it. So, when I talk about courage, more often than not, I’m talking about the courage to ask one more question. The courage to be able to ask for the opportunity you're looking for. The courage to be able to ask for the sale, the courage to be able to ask around in a day, the courage to be able to ask for your future father-in-law's permission to give her hand in marriage, the courage to be able to ask your vendor for a discount, the courage to ask your bank for more time to repay a loan. I don't care what it is. But the courage to ask is often what standing in our way of being able to get there.


People's inability to ask is linked to fear, often fear of rejection, and people are so fearful or being rejected, that they don't choose to play and that's what I mean by courage. I mean, the ability to be able to show up and ask, and sure I gave some examples a second ago there that are really high level. Yet, in every area of life, if everybody listening right now just went back over a 24-hour period, I'm guessing they could count a dozen times that they should have asked one more question. And the question I'll ask if you're listening in right now is what is stopping you? The question I'll ask after that is, what would have happened if you were brave enough to ask that question?


So, the answer to that question is you do not know. So, the question I'll get you to explore next is what could have happened if you were brave enough to ask one more question? And the could, versus would, is the play space that I'm asking you to get brave enough to be able to get uncomfortable with it. Because it is this hypothetical area, that what we can do is explore the opportunities of what could really exist in life if we get away from black and white and we enjoy the fact that we can communicate in the great that allow us to change the minds of others, create opportunities for ourselves and others that wouldn't have existed and write our new normal that we're all pretty darn happy to live in.


[00:45:57] MB: Such a great insight and one of my all-time favorite strategies, or even just things to do is rejection therapy, or the idea of just even in those day to day, simple moments of like going to a coffee shop and asking for a free cup of coffee, or whatever it might be,  it's amazing how much you can really build that tolerance of discomfort, and that muscle of asking uncomfortable questions in the day to day moments of your life and it really carries through into all kinds of interactions.


[00:46:27] PJ: And the tool that can give you confidence in these environments, is to fuel yourself with the belief that you might not be right. And what I mean by that is, if you want to have these uncomfortable conversations sometimes, going into them with the belief that you might not be right, allows you the freedom for somebody else to potentially change your mind. It allows you to be curious. Yes, you need the courage to be vulnerable, but by showing up with a belief that I think things should be a certain way, but I'm not so sure is that 95% level of certainty, but remaining 5%, that you might be wrong, that allow some really complex conversations to shape on out and for you to have have movement on words from that. And I think everybody listening in right now and, Matt, agree with me if you think so too, is more often than not, when you've entered into a complex conversation that you've been putting off for some time that you've got into the mess of it all, 99 times out of 100, you feel better after the fact. It creates some form of clarity afterwards, even if you didn't get the outcome that you were looking for, but you learned some more in terms of the data, you feel better at the end of the conversation.


[00:47:38] MB: I think that's generally right.


[00:47:41] PJ: So, what we're looking at is to say, don't hold on to things so much. Have the courage to be able to speak up when something doesn't feel right. Have the courage to be able to enter into conversations with your employer, with your spouse, with your parents, with your communities with friends. You're not seeing things a certain way, but show up into those conversations not with “I'm right and you're wrong”, during the conversation, with “I might not be right about this, help me understand it from your point of view”. And as the author of the book Exactly What to Say, there is a sequence of words that I really should have included in the book that I didn't, which is that preface of the words helped me understand. Because you see, how much power is attached to that preface to a question, because help me understand is telling the other person you don't get this. Help me understand why you chose to vote a certain way. Help me understand why you gave that person the promotion and not me. Help me understand why I keep getting overlooked for these kinds of things. Help me understand what your goal is and vision for the future. Help me understand how – well, well the options are endless, Matt, right? In terms of where we go, but you see how that preface can just get you into some conversations that show I'm willing to be taught something, I'm willing to understand this data here that I don't currently have. And I'm looking for that data to help me judge what I think of these circumstances differently.


[00:49:13] MB: I couldn't agree more and the combination, these are two very interrelated ideas, but the notion of that helped me understand plus the humility, and the willingness to be persuadable to change your mind, and to not be locked in on your beliefs. Those two things together, if everyone in our society just had those two frameworks for interacting, I think the world would be a much better place.


[00:49:40] PJ: And it creates a safe space to have those conversations, certainly a safer space, providing the you're happy to be here, the state in “I might not know”, and even if you come away from that conversation, thinking that you still know what you thought you knew, give yourself a few days to be certain of that. I was not in the presence of the other person.


[00:49:59] MB: Such a great insight. It reminds me, I forget the exact quote, but I think there's a quote from Bertrand Russell that talks about that, that idea that the fools and fanatics are always certain and the whys are always uncertain. That's a terrible paraphrase of the quote, but the idea is the same, which is that if you really want to truly be wise, you need to be willing to know that you may not know the answer, and you need to ask other people and you need to learn, you need to be open minded.


[00:50:28] PJ: Can you see how that affects confidence, too?


[00:50:31] MB: Yeah, absolutely.


[00:50:33] PJ: Is actually being comfortably uncertain about the majority, is what allows you to bring confidence to key moments, because you're okay, wherever it goes, doesn't have to go a certain way.


[00:50:44] MB: To me, one of the single biggest things that I see listeners of the Science of Success struggle with is that they – and I see it manifest in 100 different things, but it's almost always the same fundamental struggle, which is an uncomfortableness with uncertainty. And if you can just get comfortable with uncertainty and realize that the world itself is inherently uncertain, that will help you leaps and bounds in being more confident making better decisions, navigating the world, which is a very complex, uncertain, confusing place, being at peace with that fact, can transform the way that you live and exist in the world.


[00:51:24] PJ: You bet. I wholeheartedly agree with that.


[00:51:28] MB: So, Phil, we've shared a lot of strategies, ideas, themes, et cetera, what would be one action item or piece of homework that you would give the listeners to concretely take action to begin to put in practice, something that we've talked about today, it can be about influence, can be about success, can be about mastering fundamentals, really anything? What would one action step be that you would give the listeners to begin to take action today?


[00:51:53] PJ: Okay. First thing I'll give you is always do more than what's being asked of you. So, I'm probably going to give you more than one action step. And first thing is to remember that the worst time to think about the thing you're going to say is in the moment when you're saying it. So, consider this next week's number of known high stakes, critical, complex conversations that you're stepping into, and prepare, not what you're going to say. But to think about what the questions are that you're going to ask ahead of time. Because you know, as well as I do, that is the person who's asking the questions that's in control of the conversations.


So, there's task one, think about critical conversations that are showing up in your next seven days, and see if you can get ready, ready, ready for them. Do a touch of the work before the work and think about what are the questions that you're going to ask in those moments or might you have the ability to be able to ask in those moments, that means that when you're in that moment, you're showing up with increased confidence because you've done more prep work. 


There’s thing number one. What would I say to be able to do as thing number two being is that I want you to do more than what was ever asked of you, if you're going to become more certain on anything is write a list of LBs and NTs towards something that you do in the next seven days. Be brave enough, have the courage to take something you do that is important, and having done it, go through that self-critique of what did I like best about it. Don't move off your like best until you finish the list and that's hard, and then write your list of NTs. What would I do differently next time? And see how that micro feedback loop can empower you to grow yourself performance towards the next things that you'd like to get to do and you want one more piece of homework, you want to get more playful with how you can be more influential in the moments where it matters, you want to understand more about prefaces to questions and key ways of asking questions. Grab yourself a copy of exactly what to say and see if you can learn more about what's the talk to the subconscious brain.


[00:53:48] MB: And Phil, where can listeners find exactly what to say, you, and your work online?


[00:53:54] PJ: philmjones.com is a great place to be able to almost use it as a lobby to decide where you want to go next from social platforms, find the books, et cetera. If you want to jump straight to the book, we're now in 29 different languages around the world. So, pretty much anywhere anybody sells books. So, if you search for my name, Phil M. Jones, good chance you'll find me wherever you are in the world listening in on this today.


[00:54:18] MB: Well, Phil, thank you so much for coming on the show, for sharing so much wisdom, practical strategies and some great insights into influence communication and ultimately success.


[00:54:30] PJ: Pleasure to be here. Thank you for inviting me on the show, Matt.


[00:54:34] MB: Thank you so much for listening to the Science of Success. We created this show to help you, our listeners, master evidence-based growth. I love hearing from listeners. If you want to reach out, share your story, or just say hi, shoot me an e-mail. My email is matt@successpodcast.com. That’s M-A-T-T@successpodcast.com. I’d love to hear from you and I read and respond to every single listener email.


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December 03, 2020 /Lace Gilger
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