TRANSCRIPCIÓN 🔗
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I mean, and so that's just an example of the impact you can have on people when you're self-absorbed, when you're an introvert, etc.
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And we all can be sort of more open.
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Open ourselves up to the possibilities.
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Every human being is a possibility.
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Now, every human being you hire won't be a good hire.
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But those that are good hires have unbelievable possibilities because they, if you're depending on the business you're in, and service businesses are going to be one of the key businesses that technology is not going to be able to deliver.
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Hello, ladies and gentlemen.
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Welcome back to yet another cracking installment of the Map Brown Show.
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Thank you for pushing play.
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Today we are joined all the way from the U.S.
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by Edward Hess.
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He is the professor of business administration and executive in residence at the Darden Graduate School of Business at the University of Virginia.
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He has spent more than 20 years in the business world, and he is the author of no less than 13 books.
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Yeah, that's right, 13 books, over 150 practitioner articles, and over 60 Darden cases dealing with growth, innovation, learning culture, systems and processes.
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And his work's been well, it's just everywhere basically.
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He's appeared in over 400 media outlets.
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You can just imagine Bloomberg Radio, CNBC, Forbes, Business Week, Business Daily, Chief Learning Officer, Washington Post, MSNBC, and many, many, many others.
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And today we're going to be talking about change and his book called Hyperlearning, How to Adapt to the Speed of Change.
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This is such an important subject because I don't think many of us would have said we would be living in a pandemic about two years ago.
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So change is something we have to deal with more and more these days.
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And on top of that, we have the digital age and disruptive technologies like artificial intelligence and robotic process automation that is raising some very serious questions of how we as humans will stay relevant in the workplace.
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And to stay relevant, we have to be able to excel cognitively, behaviorally, and emotionally in ways that technology can't.
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In this episode, guys, we're really going to get into the meat and the potatoes of hyper learning and we're going to share some practical examples of how you can develop hyperlearning mindsets and hyper-learning behaviors that can really help you maximize the outcomes that you're looking for in your business.
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And pay careful attention to the part of the show where we talk about the five principles of the new smart, which can really help you as a CEO and business leader to humanize the workplace and culture that you're fostering and growing on a daily basis.
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And we also share an amazing process called Triangulation, which can help you solve problems in your business faster than ever before.
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And don't forget, guys, if you haven't yet done so, head on over to SMERocketfuel.com and register.
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It is free and join the community behind the Map Around Show.
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Start accessing new markets, funding for your business, and a global community.
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And why not introduce yourself on the welcome wall?
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I'd love to meet you.
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So without further ado, let's get on with the show.
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And we're live.
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Hey guys, welcome back to yet another cracking installment of the Map Around Show.
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Today I have the privilege of bringing to you uh an amazing thought leader in the space we're going to cover today.
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Uh, but lots and lots to get into.
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Uh, but his name is Professor Edward Hess or Ed Hess.
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Welcome to the show.
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Thank you, Matt.
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Thank you for having me.
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And hello, everyone.
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Yeah, so um, so I've been reading up all about you, uh Ed, um, and uh, you've you've got an incredible background, um, pretty uh distinguished.
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You're a professor, obviously, uh, you're an author.
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And in fact, today we're gonna be talking about uh your book.
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I'm just gonna bring it up on uh screen for everybody.
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So here we go.
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It's called Hyperlearning, uh, How to Adapt to the Speed of Change.
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Um, and uh I think we can all agree that we're living in a world that's seemingly in a lot of flux at the moment.
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So this is a very poignant and timeless uh book.
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So um, Ed, why don't you kick us off though?
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What's the kind of elevator pitch uh for our audience around the world?
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Business owners trying to build things that matter to them.
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Um what do they need to know about you?
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Well, what they need to know about hyperlearning is that it's a reality, that uh
Load full transcript
uh technology is going to transform how we work, how we live, and who works.
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And it's going to continue to transform at a pace that's just you know over in some ways overwhelming.
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And what that means is that human beings will be needed in the job market, and human entrepreneurs will be needed in order to create, if you will, services or products in ways that technology can't.
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So human beings are going to have a meaningful work and meaningful life if they can add value, all right, if they can add value in ways technology can't.
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And basically that is thinking differently than the technology.
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And the big thing is being able to emotionally connect and relate with other human beings in positive ways.
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And then lastly, to be able to do if you're in the trade service businesses or in these service business that serves plumbing, electrical stuff like that, being able to train people that can they can go in and basically identify problems, iterate ways to solve them, and then physically and a dexter with dexterity be able to fix the problem.
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So basically, we're all you want to be a successful entrepreneur, you've got to basically define what your market is and figure out what's going to differentiate from the technology, how you're going to use the technology, and what are you going to need people for, and what kind of people are you going to need.
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And all of that's going to come down ultimately to the emotional side of business.
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And business is money, business is process, but business is heavily emotional.
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Yeah, it's an interesting uh point you you raised there because I I literally the name of my book is literally called your inner game.
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Because like it's the one thing you can control.
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Maybe not, you know, there's no absolutes in anything, but you can control your inner game and the way you respond, ideally, not react to things that are changing in front of you all the time.
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So um it's much harder to control the external variables as it is to control, well, am I going to care about this thing?
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And uh am I going to let that fire burn or am I going to put it out?
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Like that's all up to you and how you respond.
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So ultimately, it comes, you know, for me at least, it comes down to decision making and you know, and having an operating system of your mind that can execute in a way that is congruent with your values, your higher self, but then also is uh uh congruent with the external variables and the paradigms and systems that inherent those that external world.
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And so I fully agree with you.
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It's it is about the the marriage of those two things together.
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And I think I love that point because uh so there's so much stuff written about just the external, uh, and not so much that says, well, hey, hang on a second, if you're being displaced through robotic process automation and a job in a bank, what do you now do?
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There's where's that book, you know?
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Yes, yes, yeah.
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And and I saw I saw your book and it brought a big smile uh because I knew that uh we would we we would resonate because the found the two foundational points to being a hyper learner, and that is being able to go into the world, experience the world, make your input to the world, and constantly evolve.
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The two critical skills are what I call inner peace and otherness, and the inner peace is the mastery of self, the mastery of self, and it's it's quiet ego, quiet mind, quiet body, and a positive emotional state, and we can control that as human beings, and a and a good part of the book is the story as to how does one devise or create the practices that one uses every day so that one manages one's inner self.
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And so, why is that so important in hyper learning?
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Why is that so important in being an entrepreneur?
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Why is that so important in environments where the speed of change is so fast?
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Because the science of learning is crystal clear.
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We human beings are suboptimal learners, period.
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End of story.
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And I know that some people will say, No way, man, I'm successful, I'm I know how to learn.
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Well, this is what the science says.
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We go out in the world, I do this, Matt does this, and what we try to do internally is to manage it, all right?
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But we go out in the world, and if we were the normal person, we go out in the world seeking confirmation of what we believe.
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The neuroscience is clear.
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We go out and we see what we believe, and we only process less than one percent of the stimuli that's coming into our bodies, so we are confirmation-seeking machines.
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Secondly, we all got an ego.
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We seek affirmation of our ego.
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When people disagree with us or we see and or we get information which disagrees with us, we tend to become emotionally defensive and reject that.
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And then lastly, the way our mind works, we seek cohesiveness of our stories of how the world works.
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So
basically, we go out in the world and we we have a we think we know what we want to do with our business, we think we know what customers want.
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We go out in the world, and unless we train ourselves and we have others who have different views as part of our team, we go out and we go out in the world and basically are just seeking affirmation, confirmation, cohesiveness, and that does not lead to change, that does not lead to hyper learning, that does not lead to evolving a business.
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And so this you know, what goes on inside of you can be managed, and we can take ownership of it.
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And if you can have daily practices as to how to how you do that, then the second piece is otherness.
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The science is clear, nobody can achieve excellence by themselves.
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We need people who are different than us.
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Why?
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Because they see things that we don't see, they have different biases than us, everybody has biases, and otherness is that the ability to connect and relate to people in a way that builds trusting, caring teams which can have high quality making meaning conversations.
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Whether you're a small company or you're Google.
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What's clear about the coming of the digital age is the quality of the conversations you have at work will determine your strategic effectiveness.
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It's the quality, having high quality, making meaning conversations.
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And all of this comes from the inner work, as Matt said, that we do have choices.
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Most people don't know they have choices, they just sort of let whatever happens in their body just sort of happens, and they basically, I'm feeling this, and so they behave in a way that basically evidences that.
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You can control your emotions, you can generate positive emotions, and you can manage negative emotions.
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And so a lot of the book is is based on organizations that I've worked with putting in practices and training as to how to do this so you can optimize open-mindedness, you can optimize your ability to listen, you can optimize your ability to learn, and that's what entrepreneurship's about.
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But bottom line, in the world we're going into, the average average human being is going to basically have a different job, major job or profession or every five years.
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So it doesn't matter if you work for a big company, small company, or you're an entrepreneur.
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Everybody's going to be an entrepreneur because you're going to have to constantly reboot, rebuild, and learn.
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That's the beauty of what Matt is is is what he's all about.
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It's that ability to how do I build the inner skills, the inner skills which increase my ability to adapt, to not be rigid, to not have such a big ego, my way or the highway, to truly listen and explore, and to have the courage to go out there and try new things.
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Stay with us, we'll be right back.
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Hey there.
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I know being an entrepreneur can be a very lonely experience.
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You sometimes get stuck, don't you?
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Well, if you're like me, being stuck sucks.
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But what if you could access the minds of over 850 CEOs who have built companies generating billions of dollars in revenue and access all of that knowledge in a fraction of a second?
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Well, the good news is you can't literally do that today.
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What my team have built is Matt Brown AI.
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It is trained on all the interviews, over 850 of them that I've done to date, all my books, all the knowledge capital that's been generated over the last 10 years right here on the Matt Brown Show.
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And you can get access to all of that right now for free.
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So how do you get access to this?
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Well, head on over to mapbrown show.com and at the top you'll see community.
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Hit that link, sign up, it's absolutely free, and you'll be given instant access to MacBrown AI and a community of over a hundred thousand subscribers.
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Yep, there's so much to get into there.
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I just want to pick up on something you said, which um is really important to maybe double down on, is that I think you know, entrepreneurs are all about spotting the gap.
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You know, where's the opportunity?
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Where's an underserved customer?
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Where is uh where is there an opportunity for for me to get some kind of scale and generate some revenue and dependence and so on and so forth?
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Um and when you're going through that initial sort of sort of startup phase, what you are looking at are opportunities.
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But what you just said is interesting because if you if you really think about it, and I had um a neuroscientist on on the show not so long ago, I forget his name now, um, but um, but he was saying, we're talking about reality, and he said, like, what is reality, Ashley?
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Is there such a thing as reality?
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And uh, because you said it, you know, we the mind generalizes, deletes, and and you know, it's it's not like your version of this conversation is not the same as mine, and it never will be, because
that's how the mind works, you know, and it's a fascinating thing.
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And if you take that principle forward and you say, okay, now I'm I'm a startup, I'm looking, I found I'm looking to find a gap in the market, and let's just say I'm looking at compet competitors in the market, I may say to myself that the market's saturated and that there's no gap.
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Because my inner game is is is I'm looking for that bias for whatever reason.
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It could be a belief that I have about my ability to build things at all.
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Like I remember when I found when I was young, I was 26, founding my first company.
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Like we we all like we all have this thing called imposter syndrome, and so that imposter syndrome is is like it's an under undercurrent.
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We don't I don't feel like an imposter talking to you, but in there somewhere, it's there.
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Like, do you know what I mean?
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Like um uh and so that thing is it's an undercurrent, and so your your mind is not it's not seeing reality in a way that's true.
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And what you said also is this is why you know mentors and speaking to people is so important.
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And in my book, I write about this process called triangulation.
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So, what you do is you go to you you go to three people, I'll phone you ed, and I'll say, listen, yeah, I'm thinking I'm thinking this is my hypothesis.
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What do you think?
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And then I'll run that same process with you, and then you know, three other people or two other people, and and then I'll look to see how does my model of reality uh stand up to theirs.
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And obviously, they need to be people you respect, more experience, you understand, been there, done that sort of thing.
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They shouldn't be your mom, because your mom will like lie to you, you know.
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Uh but uh but you know, you you know, you should and and so it the idea being is that if two of the three say this is true and it marries up with your philosophy, then that's probably more true than you know what I'm saying, like so you can use it to to stress stress test your what you think is actually going out there or on there.
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Yes, yes, and that's and you're exactly right.
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Having good mentors, uh having people that have uh you know build companies that uh I mean what I found working with entrepreneurs over the the decades is is that successful entrepreneurs are the most generous pe can be the most generous people.
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They don't view anybody, you know, that's trying to start a business as competition.
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They realize the mistakes they've made and everything and how hard it is, but the joy that can be there.
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And so, you know, you're you're you're exactly right.
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And and you know, the the concept of reality, reality is a fleeting thing.
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I mean, the if you go back to the Eastern philosophies and even the western philosophies, the concept of impermanence, everything is always changing, all right.
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And and and so what you've always got to do is is as you're saying is is to be aware that that that to make sure you're getting the best facts you can.
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And that's where the concept of building a team comes in and otherness.
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And and the the critical thing in growing and building a business is is quite frankly, the people you end up hiring and having process to do that, but also there's lots of times it's a hiring mistake and having the courage to basically move on once it you know the person is not performing or doesn't add what you thought they did.
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But if you think about it, all this stuff about entrepreneurship is so people dependent, so people dependent.
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You're starting yourself, you need customers.
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Customers are people.
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You're starting yourself, you maybe need a team.
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That's people.
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The critical things is how do you basically manage yourself so you can connect and relate to people and really get the truth?
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All right.
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How do you hire people and really get the truth and know you're hiring?
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How do you basically have people tell you this is my real problem, instead of basically coding it in a different way?
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If you think about it is it, and put quotes around truths, because since there is no reality, everything's always changing, it's always moving.
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But so it it's it's really, you know, it's really your emotional ability.
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Do people want to do business with you?
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Do they trust you?
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Do people want to work for you?
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Do they trust you?
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Can you do you treat people in a way that they feel comfortable with you?
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And that is a skill in to itself, which most people are so, in many cases, so impressed with their idea and so motivated to be successful, that the people stuff sort of gets sort of goes by too fast.
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And so the human side of entrepreneurship will even be more important than it is now because that's because some the opportunities for
entrepreneurship, looking for your gap, is going to be highly dependent on the gaps that technology can't do.
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And service businesses, the one thing technology cannot do well yet, is emotionally connect and relate to other people.
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Service businesses are huge opportunities, and then getting the right people in your service business will will basically lead to either success or not success.
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Turnover will lead to problems.
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So keeping the right people, so this concept of how do I engage emotionally with people and meet their needs in a way that liberates them to bring their best self to my company, to my business, so we can achieve our purpose and our mission, which is a good mission.
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It's a mission more than just money.
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Stay with us.
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We'll be right back.
00:21:44.559 --> 00:21:49.920
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00:22:17.599 --> 00:22:19.920
It's a it's a difficult thing to get right there.
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I mean, if you think about it, I mean also at scale, things become much harder.
00:22:25.680 --> 00:22:37.200
So like if you if you're a f if you're a founder and you have 10 people and they're working out of your cottage, like it's easier to connect with people uh empathetically and kind of get the best out of them.
00:22:37.359 --> 00:22:41.039
And you know, I've been there and then you know you reach a level of scale.
00:22:41.200 --> 00:22:56.319
And I went through a period recently like where I didn't speak to like my staff, one individuals of my staff for like six months, you know, and it's like what does that say about my leadership uh style?
00:22:56.559 --> 00:22:57.119
Do you understand?
00:22:57.200 --> 00:23:12.240
So and I think there's you know, I uh what I'm trying to get across is there's different leadership styles, and some people are alphas, they just don't care, they don't have the internal capacity to care in the way that you're articulating.
00:23:12.480 --> 00:23:19.119
But then you got someone like my wife who's just like a you know amazing and empathetically driven woman.
00:23:19.200 --> 00:23:23.599
You
know, she's easy to she connects with people far better than I do.
00:23:23.759 --> 00:23:35.039
Like I'm another one is like um, you know, um is uh what's the word I'm looking for when you're not like outgoing, you're not not not conservative.
00:23:35.279 --> 00:23:35.599
Introvert.
00:23:35.920 --> 00:23:36.240
Introvert.
00:23:36.559 --> 00:23:36.960
Thank you very much.
00:23:37.039 --> 00:23:37.440
Yeah, yeah.
00:23:37.599 --> 00:23:39.200
So like I'm an introvert as well.
00:23:39.279 --> 00:23:50.319
So it's it's it for me, naturally, it doesn't come easy to go, hey, I want to connect with you in a way that gets the best out of you and that kind of stuff, because I'm I'm an introvert.
00:23:50.480 --> 00:23:56.720
It just doesn't, it's not part of my my general operate operators, you know, day to day.
00:23:56.960 --> 00:23:59.599
So um, so how does one develop the skill?
00:23:59.680 --> 00:24:05.279
Like if you talk, if you're thinking if someone's listening to us right now going, This I can't do that, you know, or I think that sucks.
00:24:05.359 --> 00:24:07.119
I must actually get someone else to do it.
00:24:07.519 --> 00:24:09.839
I'll hire from my blind spots, you know.
00:24:10.000 --> 00:24:12.880
Um, how do you develop the skill to do that?
00:24:15.279 --> 00:24:17.680
Stay with us, we'll be right back.
00:24:19.119 --> 00:24:23.119
Hey there, I know being an entrepreneur can be a very lonely experience.
00:24:23.279 --> 00:24:25.039
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00:24:25.200 --> 00:24:27.359
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00:24:27.440 --> 00:24:38.720
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00:25:19.039 --> 00:25:21.359
Well, first you have to do what you said.
00:25:21.440 --> 00:25:47.440
You have to realize that that I'm not naturally um, you know, I say just I'll use a people person, but you still are a person, and the skills that you need are pretty are the same skills that you would need if you were a people person.
00:25:47.680 --> 00:25:51.759
So
if you think about it, how do I connect and relate to somebody?
00:25:52.160 --> 00:25:54.160
Okay, how do I emotionally connect?
00:25:54.480 --> 00:26:25.359
Well, first I have to have a calm mind, I have to smile at people, I have to ask for their input, I have to ask if you will treat them in certain ways, it all comes down to the questions you ask, it all comes down to how many times you smile at people, it all comes down to how you react to that, and so instead of giving directions, you know, first starting out, how are you doing?
00:26:26.240 --> 00:26:28.640
You know, how's it going for you with this?
00:26:28.799 --> 00:26:34.720
Okay, how can I make it better for you in this job to ask questions?
00:26:34.799 --> 00:26:36.960
And you can have three, four questions.
00:26:37.119 --> 00:26:54.559
And I have companies I have you know, a lot of people that are very successful or introverts, but they have learned that they have their questions, and every day they use those questions and it opens them up, and then you can ask questions, but you truly have to listen.
00:26:55.119 --> 00:27:00.480
So most people are making up their answers or they're listening for what they want to hear.
00:27:00.640 --> 00:27:08.400
So when someone says, Well, I'm having trouble with this, well, your response shouldn't be, Well, this is how you fix it.
00:27:08.640 --> 00:27:12.559
No, your response should be, let me make sure I understand what you're saying.
00:27:12.799 --> 00:27:14.079
This is what I heard.
00:27:14.240 --> 00:27:15.839
Is this what you're saying?
00:27:16.319 --> 00:27:18.079
And they'll say yes or no.
00:27:18.319 --> 00:27:23.599
But what did that small thing that only took 10 seconds say to somebody?
00:27:23.920 --> 00:27:29.279
It says, I care about you, I want to understand you.
00:27:30.960 --> 00:27:44.400
And that's how people buy into entrepreneurs that are introverts, and and you learn sort of the it's not an it's not a it's not a bifurcated thing.
00:27:44.960 --> 00:28:10.000
Introverts can develop emotional connection skills, they may not be as um yippy-dippy skippy as extroverts, all right, but the fact is human connection in the digital age, in the technology era, all right, is mission critical if you want to be an entrepreneur.
00:28:10.240 --> 00:28:26.480
And so you got to, you know, there's a an entrepreneur that is an introvert should go home every night and he or she do a practice called a gratitude practice.
00:28:26.720 --> 00:28:29.440
What happened during the day that was really good?
00:28:30.000 --> 00:28:31.599
Why did that happen?
00:28:32.400 --> 00:28:38.160
Well, it usually happened because your people did something or you did something with someone else.
00:28:38.559 --> 00:28:45.279
It rarely happened because you did something by yourself with no other human being.
00:28:45.839 --> 00:28:46.400
All right.
00:28:47.920 --> 00:29:00.720
And see, and the gratitude practice makes opens one up to the fact that, wow, you know, I'm achieving all of this because you know, other people are are are helping.
00:29:00.880 --> 00:29:01.279
Yeah.
00:29:01.440 --> 00:29:04.640
And how many times today did I say thank you to somebody?
00:29:05.119 --> 00:29:07.279
You know, you count your thank yous.
00:29:08.000 --> 00:29:10.160
Oh, did I leave anybody in a bad place?
00:29:10.319 --> 00:29:11.599
Was I too stern?
00:29:11.839 --> 00:29:14.400
Did I insult, could I insult somebody?
00:29:14.640 --> 00:29:21.279
Well, if so, and you really want them to work for you, when I say work, I mean give you everything they've got.
00:29:22.160 --> 00:29:24.319
Well, you better go make amends.
00:29:24.559 --> 00:29:33.519
And so it's this managing self part of how you basically granularly do you make eye contact?
00:29:33.920 --> 00:29:34.480
All right.
00:29:34.720 --> 00:29:36.880
I mean, I've been in sh your shoes.
00:29:36.960 --> 00:29:41.440
I mean, I I built businesses, and I I can remember once one exact story.
00:29:42.079 --> 00:29:46.640
Um, very, very successful, and I was an early bird, I always was in early.
00:29:46.799 --> 00:30:00.000
And I'm walking down the hall, and um um one of my employees who's was much younger than me and everything, is sort of also there early, and I just noticed a body.
00:30:00.079 --> 00:30:02.160
I was into my planning for the day.
00:30:02.400 --> 00:30:07.359
This is my agenda today, this is what I'm doing at this, this is what I'm doing, this, this is what I'm doing this.
00:30:07.839 --> 00:30:10.880
And I sort of see something going past me.
00:30:11.599 --> 00:30:20.319
I get back into my office, and the vice president that is in charge of his division reports to me, calls me up and says, I gotta come see you.
00:30:20.559 --> 00:30:21.920
I said, What do you got to come see me about?
00:30:22.160 --> 00:30:23.279
He says, I want to come see you.
00:30:23.359 --> 00:30:24.559
I said, just tell me what's going on.
00:30:24.720 --> 00:30:26.480
He says, I'm coming to see you.
00:30:26.799 --> 00:30:31.440
You have ruined my day and maybe my week and maybe my year.
00:30:31.680 --> 00:30:39.519
So he comes up and he says, My best junior person is sitting there writing his resume.
00:30:40.160 --> 00:30:41.200
I says, Why?
00:30:41.359 --> 00:30:46.160
He says, Because you walked past him this morning and didn't even look at him or say hello.
00:30:46.319 --> 00:30:50.160
And he knows that he will never make partner unless he has your vote.
00:30:50.319 --> 00:30:51.839
So he's gonna leave.
00:30:52.160 --> 00:30:55.039
And he said, He's my biggest contributor.
00:30:55.599 --> 00:30:57.200
And if he leaves, I leave.
00:30:57.279 --> 00:30:58.799
Now, what are you gonna do about it, Ed?
00:30:59.200 --> 00:31:07.680
I mean, and so that's just an example of the impact you can have on people when you're self-absorbed, when you're an introvert, etc.
00:31:08.000 --> 00:31:10.960
And we all can be sort of more open.
00:31:11.680 --> 00:31:14.480
Open ourselves up to the possibilities.
00:31:14.720 --> 00:31:16.720
Every human being is a possibility.
00:31:16.880 --> 00:31:19.839
Now, every human being you hire won't be a good hire.
00:31:20.319 --> 00:31:32.559
But those that are good hires have unbelievable possibilities because they, if you're depending on the business you're in, and service businesses are going to be one of the key businesses that technology is not going to be able to deliver.
00:31:32.880 --> 00:31:37.119
It's how those people relate to each other and how they relate to the customer.
00:31:37.279 --> 00:31:39.920
Because customers want the same thing employees be.
00:31:40.319 --> 00:31:48.079
I can remember Herb Kelleher, who was the founder of Southwest Airlines in the United States, one of the most successful airlines ever.
00:31:48.720 --> 00:31:56.000
Um did a lot of work with Herb, and and I remember having a conversation with me.
00:31:56.079 --> 00:32:00.960
He says, Ed, you've written all these books, all this is good stuff, that's why I hired you and everything.
00:32:01.119 --> 00:32:03.680
He says, but I'm not sure you get it.
00:32:03.920 --> 00:32:05.519
I says, Well, Herb, what do you mean?
00:32:05.680 --> 00:32:07.680
He says, it's just all about love.
00:32:08.160 --> 00:32:14.400
And he says, I'm not talking about sex, it's just all about platonic love in the workplace.
00:32:15.200 --> 00:32:24.000
He says, That's how I built the most profitable, highest performing airline in the United States.
00:32:26.000 --> 00:32:28.319
And he says, Come take a walk with me.
00:32:28.400 --> 00:32:33.200
So we, you know, we go, he's on the top floor of a building, his building.
00:32:33.440 --> 00:32:36.480
We go down two or three floors and we get out the elevator, walk in.
00:32:36.720 --> 00:32:41.359
And every person he sees, he speaks first by first name.
00:32:41.519 --> 00:32:42.160
How are you doing?
00:32:42.400 --> 00:32:43.680
How are the children?
00:32:44.400 --> 00:32:46.079
And we did that for an hour.
00:32:46.400 --> 00:32:50.079
Walk through two floors, and people hugged him, men, women.
00:32:50.240 --> 00:32:52.240
And I said, I've never seen anything like this.
00:32:52.400 --> 00:32:55.119
And he says, We're the Love Airline, platonic love.
00:32:55.440 --> 00:32:58.480
He says, This is why we are the best.
00:32:58.720 --> 00:33:07.839
Horace Schulty, who was the founder of the Rich Carleton Corporation, another service organization, same exact philosophy, same exact philosophy.
00:33:08.160 --> 00:33:21.680
And so I've I've worked with entrepreneurs who built multi-billion dollar companies, all on the fact that it's how you take care of your people and how your people react with your customers.
00:33:21.839 --> 00:33:30.079
And your people will act with your customers in high degree, dependent upon how they feel about the company and how they feel they're treated.
00:33:30.960 --> 00:33:32.880
Yeah, there's
lots to get into there.
00:33:33.039 --> 00:33:34.880
Um I fully agree though.
00:33:34.960 --> 00:33:43.440
I think it's it's it is something that's missing, this idea of humanizing the workplace, which I think you write about quite extensively in your book, right?
00:33:43.519 --> 00:33:56.799
Which is, you know, and also I've picked up twice that you've mentioned this idea that services businesses are less, you know, risky in terms of having technology come and like automate the thing end-to-end, you know.
00:33:57.039 --> 00:34:02.079
Uh so that's quite interesting that uh we're we're focusing quite a lot on services businesses.
00:34:02.240 --> 00:34:04.160
Um maybe we could double down there.
00:34:04.240 --> 00:34:28.480
So on the services business side of things, if we're talking about uh this idea of hyper learning and the premise of it, um uh what are some of the uh hyper learning uh mindset and behaviors that are that you recognize in these entrepreneurs who have built incredibly huge successful businesses or service businesses?
00:34:31.519 --> 00:34:57.519
Even though they have strong personalities, they are very open-minded, they they do have some humility and so they are paranoid about what they may be missing, and so they seek outside advice or they seek input from their their customers.
00:34:58.239 --> 00:35:04.719
The second thing is they're really good listeners, they truly listen and they ask questions.
00:35:05.840 --> 00:35:11.199
The third thing is they make time for people.
00:35:12.239 --> 00:35:25.280
There's there's in companies that that have put in these processes before each meeting, they have a check-in process, and that's a process of making human connection.
00:35:25.840 --> 00:35:27.840
How have people come to the table?
00:35:28.320 --> 00:35:29.360
How is this meeting?
00:35:29.440 --> 00:35:37.039
And this is being done with entrepreneurial companies I'm working with that are ten people all the way up to thousands, all right.
00:35:38.719 --> 00:35:41.119
And it's a check-in process.
00:35:41.280 --> 00:35:42.159
Where's your head?
00:35:42.320 --> 00:35:43.599
How are things going?
00:35:44.719 --> 00:35:46.480
How are you feeling today?
00:35:47.039 --> 00:35:56.960
All right, it takes you know a minute or two minutes to understand where the other person is, because that will gauge how you respond to them instead of come in, Jim, sit down.
00:35:57.039 --> 00:35:57.920
We got something to talk about.
00:35:58.000 --> 00:35:59.440
This is what I want to talk about now.
00:35:59.519 --> 00:36:00.639
What do you think of this?
00:36:00.960 --> 00:36:01.599
Da da da da.
00:36:02.159 --> 00:36:02.639
Wait a minute.
00:36:02.880 --> 00:36:03.840
Come in, Jim.
00:36:04.000 --> 00:36:04.400
Sit down.
00:36:04.639 --> 00:36:05.360
How are you doing?
00:36:05.440 --> 00:36:06.559
How's it going today?
00:36:07.199 --> 00:36:08.079
Family okay?
00:36:08.320 --> 00:36:09.519
You doing okay?
00:36:10.320 --> 00:36:12.159
I want to explore with you this.
00:36:12.719 --> 00:36:14.480
That's a very different thing.
00:36:15.360 --> 00:36:25.599
So it's that making the never sort of losing the person side of it and becoming machine-like, which is very easy for high performance people.
00:36:25.840 --> 00:36:27.039
I used to be that way.
00:36:27.360 --> 00:36:29.039
Very easy to get caught up in.
00:36:29.360 --> 00:36:29.599
Okay.
00:36:29.840 --> 00:36:31.360
More and more, more, faster, faster, faster.
00:36:31.519 --> 00:36:33.840
I gotta be more efficient, more efficient, more efficient.
00:36:34.159 --> 00:36:38.079
You're gonna be more efficient when your people perform at the highest level.
00:36:38.320 --> 00:36:40.239
So it's those practices.
00:36:40.480 --> 00:36:43.840
Having even when you have a team meeting, all right?
00:36:44.800 --> 00:36:45.920
Team meeting.
00:36:46.239 --> 00:36:48.400
Do a three-minute exercise.
00:36:48.719 --> 00:36:51.760
Everybody sort of checks in where's your head and everything.
00:36:52.000 --> 00:36:58.079
Then either do a deep breathing exercise for one or two minutes, or a three-minute meditation app.
00:36:58.719 --> 00:37:02.000
Let everybody calm down, they're gonna be fearful.
00:37:02.159 --> 00:37:03.119
You're the boss.
00:37:03.360 --> 00:37:05.119
Calm down, you calm down.
00:37:05.280 --> 00:37:09.199
Now, then we move on to the meeting, the end of the meeting, the checkout.
00:37:09.440 --> 00:37:10.159
How was it?
00:37:10.400 --> 00:37:14.239
Everybody on a good place, everybody, you know, any questions.
00:37:14.800 --> 00:37:18.480
You run these things where you bring emotions to the table.
00:37:18.719 --> 00:37:19.199
All right.
00:37:19.519 --> 00:37:28.960
When I was coming up through the business world, my first big job I remember, the first day, my day of orientation, my manager says, You see that door?
00:37:29.360 --> 00:37:31.440
Emotions never come through that door.
00:37:31.760 --> 00:37:39.519
And when you come into the door in the downstairs, this was in New York City, downstairs, leave your emotions outside.
00:37:40.400 --> 00:37:43.280
Well, that is the biggest mistake.
00:37:43.440 --> 00:37:43.760
Yeah.
00:37:43.920 --> 00:37:44.239
All right.
00:37:44.480 --> 00:37:45.440
How do you do that?
00:37:46.400 --> 00:37:48.079
How the hell do you do that?
00:37:48.480 --> 00:37:58.239
One, one, you don't do it, but what he is saying and what organization is saying, you're gonna have all your emotional stuff, but we're not going there, and we don't really care about emotions.
00:37:58.320 --> 00:37:59.760
We care about performance.
00:38:00.000 --> 00:38:05.199
So it's all bottled up, all right, and it basically impacts performance.
00:38:05.360 --> 00:38:15.599
And I'm saying you got to sort of not become a shrink, but you gotta basically unbottle it enough that you can know where your people at.
00:38:15.840 --> 00:38:24.719
Because if you think about it, an entrepreneurial
business in the digital age is gonna have to continually evolve and get better, all right?
00:38:24.960 --> 00:38:26.800
Find new gaps, right?
00:38:27.360 --> 00:38:30.320
There's gonna be time limits to any gap to find new gaps.
00:38:30.400 --> 00:38:31.519
How do you do that?
00:38:31.760 --> 00:38:33.519
Who finds those gaps?
00:38:33.840 --> 00:38:44.639
Maybe you as the entrepreneur, but if you've got a bigger team and they're working with customers, wouldn't it be really cool to train them how to basically ask questions to find gaps?
00:38:44.960 --> 00:38:59.280
Well, those questions are questions which emotionally are laden because the person, the customer is going to tell them the truth if they trust the person, if they feel good about the person.
00:38:59.599 --> 00:39:14.400
So finding your gaps, finding new opportunities from customers and getting ideas from customers is highly dependent upon what they feel about you, what they feel about you.
00:39:14.639 --> 00:39:17.440
That's another level where emotions come in.
00:39:17.679 --> 00:39:28.480
How you behave with people and how you relate to people will be the number one determining factor long term.
00:39:29.840 --> 00:39:39.599
And I'm going outside of the the uh it even occurs in the technology space, but I'm only technology to the side writing code.
00:39:40.400 --> 00:39:50.719
That's gonna be the key thing that that impacts your success going forward, no matter whether you're a big company, small company, entrepreneur.
00:39:50.880 --> 00:39:54.079
An introvert, extrovert, doesn't matter.
00:39:55.039 --> 00:40:00.800
There's a certain level of humanness that has to occur for excellence to occur.
00:40:01.440 --> 00:40:05.679
Yeah, it's this idea, I suppose, that people always remember how you made them feel, right?
00:40:06.079 --> 00:40:09.920
But they won't remember the words that you said three months ago, you know.
00:40:10.400 --> 00:40:13.280
But then your name will come up and they'll be like, yeah, yeah, that guy's a dick.
00:40:13.440 --> 00:40:14.239
Why is he a dick?
00:40:14.320 --> 00:40:15.440
No, he made me feel like it.
00:40:15.519 --> 00:40:16.159
Okay, why?
00:40:16.400 --> 00:40:17.039
You know what I mean?
00:40:17.119 --> 00:40:18.719
So it is it is a true thing.
00:40:18.800 --> 00:40:42.960
And you know, one of the things that we do as a team is we in our we have a vision statement working towards a 2024 vision, and what we're doing is we have like a five-minute uh uh well, it's not like an exercise, but it's like you it's just a thing where people send an email to someone in the company uh that they that did something for them or that helped them with something or whatever the case is and just thanks them for it.
00:40:43.760 --> 00:40:44.800
Thanks so much for that thing.
00:40:45.039 --> 00:40:50.079
Yeah, so and it's uh it's like a it's email-based gratitude or chat-based gratitude and things like that.
00:40:50.239 --> 00:41:03.760
We have a a
singing praises board on Teams where you know people have over like closed three proposals, you know, when we needed it, whatever the case is, it's like you know, thinks these guys are really amazing, or you know, so I think it is right.
00:41:03.920 --> 00:41:19.840
I mean, we I think one of the things that's interesting from from my perspective is that uh we have I like I actually said to my ex go last week Friday, I said to them, Listen, I've I haven't actually spoken to the to the company for like three months, which is very unusual for me.
00:41:20.000 --> 00:41:23.599
I'm an over-communicator, I like to inspire and lead and things like that.
00:41:23.760 --> 00:41:27.440
And for me, it gives me anxiety because to your point, I don't actually know what's going on.
00:41:27.599 --> 00:41:29.519
I don't actually know how people are feeling.
00:41:29.599 --> 00:41:31.519
Are they feeling positive or they're feeling this?
00:41:31.599 --> 00:41:40.000
But then I hear something from uh because my wife works within the business and she's she's saying to me, Listen, we had this scrum this morning and the guys are like chomping at the bit.
00:41:40.480 --> 00:42:01.519
Or they or they they they you know they closed out like half of the campaigns in three weeks, you know, and it's just like the team are motivated, and it's like for me that's so interesting because it's the greatest, it's the greatest compliment you can get because that means that the culture that you built survives without you being involved in it all the time.
00:42:01.679 --> 00:42:02.400
Do you know what I mean?
00:42:02.559 --> 00:42:15.360
Because it's exhausting, because the the the bigger the business, the harder the work is to keep maintaining that level of motivation in your team, and you know, you've got COVID and pandemics and all stuff, uh, and riots down here in South Africa and things like that.
00:42:15.440 --> 00:42:16.000
So it's tough.
00:42:16.159 --> 00:42:21.199
People take it hard, and then there's you know mental health weeks everywhere, and uh, it's a tough time.
00:42:21.360 --> 00:42:45.519
And so you think as a leader that you must like overcommunicate and maybe in the beginning you should, but if you can build the culture through these practices, like you know, the gratitude stuff to your point, uh it eventually creates um a bond, a connection between people that does human humanize the workplace and that can survive without you.
00:42:45.679 --> 00:42:55.679
And I think that's a really important point because you know, you as a founder entrepreneur, like I'm not the type of guy who's gonna sit in a business for 10, 15 years.
00:42:55.760 --> 00:43:00.880
Like I have a three, four-year max window, and then I'm gonna sell and get out and try something else.
00:43:01.119 --> 00:43:18.480
Um, and you know, if you if you haven't got that culture dynamic right to sell it, when you leave, if you're not at scale, and by scale I mean a hundred plus employees, and
you're like 50 employees or 20 or 30, and you leave, what happens?
00:43:18.800 --> 00:43:20.800
You see, because it creates a vacuum.
00:43:20.960 --> 00:43:31.519
Um but it the but the culture will fill that vacuum because you built it as such through these principles that you're describing.
00:43:31.679 --> 00:43:33.280
So I can attest that it does work.
00:43:36.159 --> 00:43:41.440
Can I change gears for a second and talk about this idea of the five principles of the new smart?
00:43:41.599 --> 00:43:43.519
It's something that you write about in your book.
00:43:44.320 --> 00:43:44.719
Sure.
00:43:47.119 --> 00:43:47.760
So what are they?
00:43:47.920 --> 00:43:48.719
Walk us through it.
00:43:49.360 --> 00:43:50.400
Okay, I'm sorry.
00:43:52.719 --> 00:43:56.000
Uh new new new new smart.
00:43:56.960 --> 00:44:12.880
The purpose of of New Smart is Is to help people, if you will, operationalize the science of learning, which says we're suboptimal learners, and also to manage their ego.
00:44:13.199 --> 00:44:13.840
All right.
00:44:14.320 --> 00:44:19.679
Because people go and advance and everything, people get pretty full of themselves.
00:44:19.760 --> 00:44:21.199
And everybody has an ego.
00:44:21.360 --> 00:44:24.559
It's just the degree in how it's managed.
00:44:24.880 --> 00:44:38.639
And Newsmart says in the digital age, the pace of change is going to be so fast that the reality is going to be continuously changing, and there's going to be new data, new data, more data, faster data.
00:44:38.880 --> 00:44:45.199
And so how you approach work depends on how you define yourself.
00:44:45.599 --> 00:44:53.840
Most of us grew up in going to school, and we basically learned we were smart because we got the highest grades.
00:44:54.639 --> 00:44:56.000
We got the highest grades.
00:44:56.079 --> 00:45:04.559
So we identified with if I know more, if I know more than Matt, I'm smarter than Matt, I'm going to be more successful than Matt, and I'm going to get more A's.
00:45:04.800 --> 00:45:05.360
All right.
00:45:05.599 --> 00:45:09.039
If Matt thinks he's smarter than I am, same thing's going to motivate him.
00:45:09.280 --> 00:45:09.840
All right.
00:45:10.480 --> 00:45:19.360
And so we grew up, it's in effect, succeeding because we were smarter than other people, and that meant we knew more.
00:45:19.599 --> 00:45:20.000
All right.
00:45:20.159 --> 00:45:21.920
That we answered questions better.
00:45:22.079 --> 00:45:23.119
We get better tests.
00:45:23.280 --> 00:45:30.480
Well, in the digital age, no human's going to know, there's no way any human's going to know more than a smart machine.
00:45:30.800 --> 00:45:31.280
All right.
00:45:31.440 --> 00:45:44.159
So this identifying with what you know, all right, which gets in the way of collaboration, which gets in the way of listening, which gets in the way of good decision making because your ego's involved.
00:45:44.320 --> 00:45:45.760
This is what I think.
00:45:46.000 --> 00:45:47.119
I've been successful.
00:45:47.360 --> 00:45:48.480
I must be right.
00:45:48.639 --> 00:45:49.199
All right.
00:45:49.360 --> 00:45:50.719
I'm not open-minded.
00:45:50.880 --> 00:45:51.199
Okay.
00:45:51.440 --> 00:45:56.639
I'll listen to you, but you know, I'm going to do what I think is the best thing.
00:45:56.719 --> 00:45:58.480
And usually that's that's why I'm here.
00:45:58.559 --> 00:45:59.760
That's why I'm the CEO.
00:45:59.920 --> 00:46:00.480
All right.
00:46:00.719 --> 00:46:04.480
And New Smart is designed, it's a mindset.
00:46:04.559 --> 00:46:12.239
It's designed to help people overcome that big ego that I'm right, I know, etc.
00:46:12.719 --> 00:46:23.519
I'm defined not by what I know or how much I know, but by the quality, quality of my thinking, listening, relating, and collaborating.
00:46:24.159 --> 00:46:26.320
Those, it's a quality.
00:46:27.119 --> 00:46:31.199
My mental models, my story of the world, and this is science.
00:46:31.840 --> 00:46:33.920
My mental models are not reality.
00:46:34.079 --> 00:46:36.880
They're only my generalized story of how my world works.
00:46:37.039 --> 00:46:39.920
Well, Matt's got different stories about the world than I do.
00:46:40.239 --> 00:46:42.159
He may think he's right.
00:46:42.639 --> 00:46:44.159
I used to think I'm right.
00:46:44.320 --> 00:46:44.639
Okay.
00:46:44.800 --> 00:46:46.000
I know I'm not right.
00:46:46.159 --> 00:46:46.559
All right.
00:46:46.639 --> 00:46:47.760
So what am I gonna do?
00:46:47.920 --> 00:46:51.440
I'm gonna basically ask Matt, how does he view this?
00:46:51.519 --> 00:46:52.639
What's going on?
00:46:53.039 --> 00:46:54.239
What data do you have?
00:46:54.400 --> 00:46:55.119
Where'd you get that?
00:46:55.280 --> 00:46:56.079
What's that based on?
00:46:56.239 --> 00:46:58.480
Wow, all right, that's something I gotta think about.
00:46:58.880 --> 00:47:09.199
Number three, I'm not my ideas, I must decouple my ideas from my ego.
00:47:09.519 --> 00:47:10.159
Why?
00:47:10.559 --> 00:47:16.159
Because listening and learning are critical skills for the digital age.
00:47:16.639 --> 00:47:20.960
If I identify with my idea, that's gonna mean I'm gonna be closed-minded.
00:47:21.280 --> 00:47:31.920
If I identify with my idea and Matt's talking to me, and Matt's saying stuff that doesn't fit with my idea, and I start thinking about something else, I'm not a good listener.
00:47:32.159 --> 00:47:37.679
I will definitely not be a good collaborator because I will view collaboration as a competition.
00:47:37.920 --> 00:47:41.440
And unfortunately, many men view collaboration as a competition.
00:47:41.679 --> 00:47:43.760
You know, I've been in the meetings.
00:47:44.000 --> 00:47:48.400
When the person, you know, gets the answer they want, that meeting's over.
00:47:48.559 --> 00:47:52.159
Okay, even though four people haven't talked, that meeting's over, done.
00:47:52.400 --> 00:47:54.000
I'm not my ideas.
00:47:54.239 -->
00:48:09.199
I must be open-minded and treat my ideas, my beliefs, and I'm not talking about uh values, my beliefs is hypothesis to be constantly stress tested by others.
00:48:09.440 --> 00:48:14.880
All right, and then my mistakes and failures are opportunities to learn.
00:48:15.039 --> 00:48:17.199
Everybody's gonna make mistakes and failures.
00:48:17.360 --> 00:48:20.639
The key is not to make the same mistake over and over again.
00:48:20.960 --> 00:48:24.159
The key is to say, all right, I missed on this.
00:48:24.239 --> 00:48:25.440
Now, what did I learn?
00:48:25.599 --> 00:48:26.960
What am I gonna change?
00:48:27.199 --> 00:48:42.880
And so the five components of New Smart were designed to enable people to embrace humility, the psychological definition of humility, not the dictionary definition, which is meekness.
00:48:43.280 --> 00:48:58.960
Okay, the psychological definition of humility, because humility that means quieting one's mind in the sense that it's not all about me, allows you to listen better and to collaborate better.
00:48:59.280 --> 00:49:09.519
And the best teams you just said you've built a company and you've got all these teams and you haven't talked to them in months, and things are are are still happening and going.
00:49:09.599 --> 00:49:10.000
Why?
00:49:10.239 --> 00:49:32.079
Because you've created an environment that enables that, all right, and that in that environment, and you may have your own way of creating the teams, and you may have the right principles, but you're clearly open-minded enough and secure enough that you trust those people that they can go a month or so without checking in.
00:49:32.320 --> 00:49:36.800
You're looking at other data, you know if something's going wrong, but you're looking at data.
00:49:36.960 --> 00:49:39.920
So all of this comes back to the new smart.
00:49:40.239 --> 00:49:42.719
What is new smart in the digital age?
00:49:42.960 --> 00:49:47.440
It's not how much you know, because you're never gonna know more than technology.
00:49:47.679 --> 00:49:53.119
An individual's biggest competition in the digital age is gonna be him or herself.
00:49:53.599 --> 00:49:56.159
My biggest competition going forward is me.
00:49:56.320 --> 00:49:57.440
It's not Matt.
00:49:57.840 --> 00:50:12.079
And I'm not Matt's competition because how I manage what's going on inside of myself, how I liberate myself to be the best learner and to be adaptive, to explore, to discover, to go into the unknown and figure things out.
00:50:12.320 --> 00:50:21.599
The people that are really gonna be do well in the digital age are the people that can go into the unknown and figure it out and figure out a way to solve a problem.
00:50:21.840 --> 00:50:23.039
And what is that called?
00:50:23.280 --> 00:50:24.400
Entrepreneurship.
00:50:24.639 --> 00:50:30.239
It doesn't matter whether you're gonna be in a big company or a small company, everybody's gonna have to have that skill.
00:50:30.960 --> 00:50:34.079
Yeah, that's such a great uh bombshell, that one.
00:50:34.159 --> 00:50:36.000
It's truth bomb, it's truth bomb, people.
00:50:36.159 --> 00:50:51.679
Uh, I think one of the things you mentioned there around failure, I think uh for entrepreneurs, I don't know how you feel about it, Ed, but it's in many cases um we don't we don't fully understand why we have failed.
00:50:51.920 --> 00:50:57.360
Um and I think in many cases we're ignorant of why we actually succeed.
00:50:57.599 --> 00:50:58.880
It's interesting, right?
00:50:58.960 --> 00:51:03.599
It's like we isn't it weird that it's like we found success.
00:51:03.679 --> 00:51:05.039
How'd you get there, not really sure?
00:51:05.280 --> 00:51:06.400
But how many times you failed?
00:51:06.480 --> 00:51:07.519
No, this is you know what I mean?
00:51:07.679 --> 00:51:16.800
We're ignorant about our own success, and I think we it's easy, it's it's difficult to your point because you can point to the external stuff as we touched on right up front.
00:51:17.039 --> 00:51:23.760
But really, as you pointed out, it's this this inner game, it's this ability to compete with yourself.
00:51:23.840 --> 00:51:39.920
Because isn't there a a there's a line from a from a song, I think it's Baz Lehman's always wears sunscreen, and he and he narrates there and he says, uh in the end the the race is long, but the the race in the end is only with yourself.
00:51:40.320 --> 00:51:42.159
And it's it's true, right?
00:51:42.800 --> 00:51:43.760
It's exactly true.
00:51:43.840 --> 00:51:50.480
It's it's it's the and I I tell people, I s I ask people, you know, how many of you do physical training every day?
00:51:50.719 --> 00:51:52.559
And a lot of people raise their hand.
00:51:52.800 --> 00:51:54.880
So how many of you do mind training?
00:51:56.159 --> 00:51:56.880
No hands.
00:51:57.119 --> 00:51:58.559
How many of you do heart training?
00:51:58.800 --> 00:51:59.519
No hands.
00:51:59.760 --> 00:52:05.840
And I say, You have to do mind training and heart training every day, just like you have to do your PT.
00:52:06.239 --> 00:52:10.000
So it's M T, H T and P T.
00:52:10.800 --> 00:52:12.079
You do that every day.
00:52:13.280 --> 00:52:27.679
You will be a human b a human being that has the potential to succeed in the environment that we're in and going into much deeper because it's that inner self.
00:52:28.000 --> 00:52:32.800
And you'll be more in touch with yourself, you'll be more open, etc.
00:52:33.119 --> 00:52:47.039
And so, yeah, I mean, the it's and if you can create the culture where people help each other because it's that otherness concept, all right.
00:52:47.360 --> 00:52:57.119
Um, you know, one of the one of the you know most renowned uh psychologists in the United States, you know, having made a great statement.
00:52:57.199 --> 00:53:04.400
She says, no one really succeeds at the highest at the highest level by themselves.
00:53:04.880 --> 00:53:05.519
No one.
00:53:07.599
--> 00:53:09.360
Ed, um let's wrap this up.
00:53:09.519 --> 00:53:11.360
You've written 13 books.
00:53:12.000 --> 00:53:13.199
Why do you do what you do?
00:53:13.280 --> 00:53:15.199
What gets you out of bed in the morning?
00:53:18.000 --> 00:53:19.599
That's a good question.
00:53:21.039 --> 00:53:23.599
To make a difference, to learn.
00:53:23.840 --> 00:53:25.760
I'm a very curious person.
00:53:26.320 --> 00:53:30.880
Um I enjoy learning to connect.
00:53:31.280 --> 00:53:35.840
Um it's it all comes down to what's you know, what's the meaning?
00:53:36.000 --> 00:53:36.960
Why am I here?
00:53:37.199 --> 00:53:38.880
And trying to figure that out.
00:53:39.039 --> 00:53:46.719
And um, and I enjoy going, I'm I'm um I've been very fortunate.
00:53:46.880 --> 00:53:49.519
I got to where I am because of other people.
00:53:50.239 --> 00:53:55.360
Um my my life is a very um unusual life.
00:53:55.519 --> 00:54:01.440
I've had in effect three careers, um, and most of it not planned.
00:54:01.760 --> 00:54:04.320
And so it's it's been opportunistic.
00:54:04.480 --> 00:54:10.079
And so it's to basically why I get up in the morning now, it's to give back.
00:54:10.800 --> 00:54:11.599
To give back.
00:54:11.760 --> 00:54:17.199
I've been very, very fortunate, and I got to where I was because of other people.
00:54:17.360 --> 00:54:24.719
And it took me, you know, some time to learn that, and I had to make that transformation to the otherness.
00:54:25.119 --> 00:54:36.239
And so I get up to basically just try to help people, so other people can have meaningful work, meaningful life, to have some joy in whatever way I can.
00:54:36.320 --> 00:54:39.360
And that can be have nothing to do with business.
00:54:40.079 --> 00:54:48.079
You know, it's how I look and how I behave with, you know, in the gro you know, with the grocery checkout person.
00:54:48.239 --> 00:54:51.280
When I see somebody walking down the street, what do I do?
00:54:51.519 --> 00:54:54.079
Uh when I see a neighbor, what do I do?
00:54:54.239 --> 00:55:04.719
And so it's just a trying to basically I wake up every morning, I do all my practices and processes, trying to be a better person and a better contributor.
00:55:05.039 --> 00:55:06.000
That's the game.
00:55:06.320 --> 00:55:07.119
Awesome stuff.
00:55:07.280 --> 00:55:10.000
Thank you for your time, Professor Edward Hess.
00:55:10.239 --> 00:55:13.840
Everybody go and check out either any of his 13 books.
00:55:14.320 --> 00:55:18.159
But this one we're covering today, Hyper Learning, How to Adapt to the Speed of Change.
00:55:18.239 --> 00:55:25.440
I think there's a lot of amazing insights and principles there that uh we should all be applying more of in our own businesses and even in our personal lives.
00:55:25.519 --> 00:55:26.960
I think a lot of this stuff accounts.
00:55:27.119 --> 00:55:28.880
So, Ed, thank you so much for your time.
00:55:28.960 --> 00:55:30.239
It's been great to have you on the show.
00:55:30.719 --> 00:55:31.599
Thank you very much.
00:55:31.760 --> 00:55:32.159
Thank you.
00:55:32.239 --> 00:55:32.880
All the best.
00:55:33.119 --> 00:55:34.480
Cheers, everybody.
00:55:35.599 --> 00:55:51.599
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