How to Achieve Continuous Goal Accomplishment with Renowned Coach and Psychologist Jamil Qureshi

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<v Speaker 1>I think the formula for success I genuinely believe is to chase our passion more than our pension.

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<v Speaker 2>Wow, jamil Qureshi, psychologist, performance coach, golfer's extraordinaire six world number ones he's helped create.

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<v Speaker 1>One of my favourite golfers I've worked with is Thomas Bjorn, a Danish golfer, mainly because it was so hard.

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<v Speaker 1>He's a lovely guy.

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<v Speaker 1>My wife used to adore him.

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<v Speaker 1>I used to say it's because you don't work with him.

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<v Speaker 1>So I think that it's a universal law in high performance.

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<v Speaker 1>At the moment, the blame looks backwards, responsibility looks forward jamil pareshi.

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<v Speaker 2>He's going to give you the strategies today of what you and I can do to increase performance of ourselves and our teams right now.

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<v Speaker 1>So, jamil, your thoughts or your definition of what is success, I've got two definitions for success actually, so it depends when you ask me and in what context.

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<v Speaker 1>Yeah, so, um, the first is, I think success is about making the connection between two things previously unconnected.

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<v Speaker 1>That's where success comes from for me.

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<v Speaker 1>So I've seen this in business and in sport.

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<v Speaker 1>Yeah, you know where, um, you know people make a connection between two things which was previously unconnected.

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<v Speaker 1>So you might want to think about some of the great innovations you know of recent times and become successful businesses, um, but also in sport too, where people who's the fastest to get that with you like, was it a business person?

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<v Speaker 2>a sports person?

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<v Speaker 1>I really know, to be honest, I mean, I think that Because I think sometimes successful people do this naturally anyway, so they don't necessarily see it as a technique, it's something that they just do.

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<v Speaker 1>So I think business people realise it better than sports people, because in business we do talk about strategic alliances, partnerships and networks and how we can move outside of current thinking.

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<v Speaker 1>So I think that you know, sports people tend to practice harder, you know, and have a level of curiosity and inquiry about how they may do things so, um.

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<v Speaker 1>So I think that you know.

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<v Speaker 1>For my, my first definition I'm going to give you is about make the connection between two things previously unconnected, and I think that's increasingly important as a definition in business.

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<v Speaker 1>Now, when we've got a marketing problem, who do we go to?

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<v Speaker 1>We get a marketing the HR problem, who do we go to get a HR?

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<v Speaker 1>These are the people who gave you the problem in the first place.

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<v Speaker 1>So so we increasingly need to think like an outsider.

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<v Speaker 1>Yeah, no, that the immigrant will always see things that the citizen is blind to.

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<v Speaker 1>Let's move outside of current.

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<v Speaker 1>Well, I think it's why coaching works.

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<v Speaker 1>There you go.

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<v Speaker 1>I totally agree with you.

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<v Speaker 1>It's a perfect example, isn't it?

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<v Speaker 1>Because we help people make connections that they couldn't necessarily make on their own.

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<v Speaker 1>Now, as a coach, you're a connector, aren't you?

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<v Speaker 1>And then the second definition I'll give you um is it's the success, is the continued accomplishment of goals which is personal to the individual, you know, and the reason why I like the word continued yeah, and I think you know if I would you know the reason why I say continued um is that you know it isn't a destination as the continued accomplishment of goals personal to the individuals that journey um.

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<v Speaker 1>And I say personal to the individual because the problem that I find with success is that people always try to define it as a comparison.

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<v Speaker 1>So we compare ourselves to our next door neighbor, we compare ourselves to someone we went to school with, someone who's our height and build and in the same team, or someone on the sales floor.

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<v Speaker 1>But it's fulfilling our own potential, not measuring ourselves against others, and that's why it's personal to the individual.

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<v Speaker 2>Yeah, it's an interesting one because if I look at I mean, let's use golf as an example, because you've worked with a lot of golfers it's easy to compare yourself with another player who's similar style, similar nature, but I've some of the best golfers I've noticed, and you know this better than me but they they go out there with a mindset of a certain score, not a certain player or a certain whatever.

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<v Speaker 2>Where do you see that distinction?

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<v Speaker 2>Because you've broken through a lot of guys and a lot of players in golf.

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<v Speaker 2>What's that distinction for you?

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<v Speaker 1>Yeah.

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<v Speaker 1>So I think playing sport well or being a good leader actually is the same.

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<v Speaker 1>It's not seeking to impress.

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<v Speaker 1>It's seeking to express and be ourselves in the context of our work, whether you're an MD or whether you're a golfer.

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<v Speaker 1>And I find that the best sports people are themselves and the context of our work, whether you're an MD or whether you're a golfer.

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<v Speaker 1>And I find that the best sports people are themselves in the context of their work.

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<v Speaker 1>So they express themselves fully on a football pitch or express themselves fully on a golf tournament.

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<v Speaker 1>So when you play I don't know if you do play golf, brad do- you, I've played golf for a lot of years.

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<v Speaker 2>Well, I've practiced golf for a lot of years.

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<v Speaker 1>So when you play great, it's not good form or a lucky streak or a purple patch, it's how you can play all the time.

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<v Speaker 1>The majority of the time, we're compromised.

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<v Speaker 1>The majority of time, whether you're a salesman or a golfer, the majority of time are compromised.

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<v Speaker 1>But when we do it really well, it's how we can do it.

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<v Speaker 1>Um, so it's almost the interference that's, um, that's getting in the way.

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<v Speaker 1>That might be because you're comparing yourself to someone else.

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<v Speaker 1>It might be because, um, your um thoughts are, you know, in a, in a place which is not conducive to you completing upon tasks.

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<v Speaker 1>Yeah, you know so.

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<v Speaker 1>So we almost need to be, you know, expressing ourselves fully, almost need to be expressing ourselves fully.

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<v Speaker 1>We need to be playing any sport or being in business in the way in which we can, as individuals, making the most of our own talent.

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<v Speaker 2>So what would you say is your formula for success, or what are the ingredients to success?

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<v Speaker 2>Well, if I knew that.

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<v Speaker 1>If I knew that I'd be as successful as you so, um, but it's, it's.

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<v Speaker 2>You know, everyone has a theory on it.

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<v Speaker 1>That's why I love to dive into what's people okay I mean, I mean, you've asked me a huge question now so I don't know how to answer it.

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<v Speaker 1>It's a really big one, isn't it?

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<v Speaker 1>Um, you know, I do.

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<v Speaker 1>You know, I think that I think the formula for success I tell them formula success I genuinely believe is to chase our passion more than our pension.

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<v Speaker 1>I have such an interest in psychology I'm happy to talk to you all day about psychology.

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<v Speaker 1>I used to do business and marketing.

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<v Speaker 1>I used to play cricket.

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<v Speaker 1>I used to do business and marketing.

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<v Speaker 1>Things felt like a chore.

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<v Speaker 1>I didn't want to do my job.

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<v Speaker 1>I didn't want to do I was in business and marketing and things felt like a chore.

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<v Speaker 1>You know, I didn't want to do my job.

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<v Speaker 1>You know, I didn't want to do what I was doing.

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<v Speaker 1>And then one day I made the decision that you know, what am I interested in?

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<v Speaker 1>I thought psychology.

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<v Speaker 1>It's the only thing I used to talk about, the only thing I'd read about, and it interested me, you know, and things sort of did that for me career-wise, because you know, I started to, you know, realize that, you know my vocation become, become my vacation.

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<v Speaker 1>I've spoken for, you know, 1,500 lovely people today, courtesy of you.

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<v Speaker 1>Thank you very much, you know, and um, and I've really enjoyed it.

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<v Speaker 1>You know, and and I think that nothing can be achieved and I'm sure that you think this as well you know in your business and nothing can be achieved and I'm sure that you think this as well in your business that nothing can be achieved without enthusiasm and enjoyment.

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<v Speaker 1>And no doubt you get up today still looking forward to developing your business and your people.

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<v Speaker 1>And I think it's when you lose that there was a golf psychologist called Joss, who unfortunately is no longer with us, and he said that when he used to get up in the morning and he'd been in golf psychology a long time he'd go to the bathroom and um, and I said, if he wasn't whistling when he was in the bathroom, and he said that he knew it was a time to give up his job, so, um, so, so there he was having a wee and whistling and um, and you know, and he said that if I was just whistling in the bathroom first thing in the morning, I'm happy to start this day and be part of it, and the day that I stopped whistling is the day that I know.

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<v Speaker 2>Got to move on and do something else.

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<v Speaker 2>So, speaking of golf, any favorite people that you've coached in that or anyone that got it real quick yeah.

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<v Speaker 1>Do you know golf is the hardest one?

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<v Speaker 1>Yeah, golf is the hardest one.

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<v Speaker 1>Yeah, golf is the hardest one at.

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<v Speaker 1>Uh, so, um, I've just looked later, later favorites, but interestingly, you know, I think getting someone from number three in the world to number one in the world is easy.

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<v Speaker 1>So, uh, because the raw talent, you know, it's already there.

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<v Speaker 1>Yeah, they're great.

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<v Speaker 1>Um, so the my favorite people to work with have been people who are 500th in the world and losing their card, you know, and then you get them to sort of 300th, 200th, you know, and they manage to get their kids through school, put a bit of money in the bank, you know, and then lose their careers, having, you know, created a safety blanket for themselves, you know, and and so, you know, I think taking something from good to great can be quite easy, getting from something that isn't working to, you know ok to good is a lot harder so I've had a lot of pleasure from that.

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<v Speaker 1>One of my favourite golfers I've worked with is Thomas Bjorn, the Danish golfer, mainly because it was so hard so he just didn't catch it as quick he's a lovely guy.

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<v Speaker 1>He's a lovely guy and I love Thomas very, very much.

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<v Speaker 1>My wife used to adore him and I used to say it's because you don't work with him.

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<v Speaker 1>Shall, we have time for a quick story.

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<v Speaker 2>Yeah.

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<v Speaker 1>Thomas, how about?

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<v Speaker 1>So the first time I ever worked with Thomas and this is a coach, I'd like your thoughts on it.

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<v Speaker 1>So the first time I ever worked with Thomas as a coach, I'd like your thoughts on it.

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<v Speaker 1>So first time I ever worked with Thomas was at USPGA.

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<v Speaker 1>Never worked with him before and he said walk the practice round with me.

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<v Speaker 1>So I walked the practice round with him at USPGA.

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<v Speaker 1>He was practicing with Phil Mickelson, patrick Harrington and who else Paul McGinley, I think.

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<v Speaker 1>And so it's two days before the tournament and he's hitting it sideways.

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<v Speaker 1>And Patrick Harrington and I can't remember who else Paul McGinley, I think.

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<v Speaker 1>And so it's two days before the tournament and he's hitting it sideways.

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<v Speaker 1>Dreadful, I literally can't hit it.

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<v Speaker 1>He's effing and blinding.

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<v Speaker 1>And he threw his water bottle at Ken, his caddy, twice and ducked with it over his head.

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<v Speaker 1>And then he turns around to me and turns around to ken I hadn't even spoken to him at this stage but uh, turns around to ken, says you're rubbish.

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<v Speaker 1>And looks at me you're rubbish.

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<v Speaker 1>That nine rubbish, they said.

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<v Speaker 1>I'm gonna feign injury, my knees hurting.

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<v Speaker 1>I'm gonna say I'm out of here, I'm not gonna embarrass myself on the world stage.

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<v Speaker 1>So you need to get your flight home.

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<v Speaker 1>You're getting your flight home, I'm out.

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<v Speaker 1>And so then, yeah, he stomps off like a bear with a sore head down the fairway to find the ball which has gone wherever.

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<v Speaker 1>And I said to ken and ken had worked with him for two years and ken said what you know, what do you do?

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<v Speaker 1>What you know?

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<v Speaker 1>And ken smiled and then and then whispered to me he said nothing, he's got 66 written all over it and it's a great score, don't worry about it.

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<v Speaker 1>And then Thomas goes out, birdies the first five holes of the USPGA, loses on the last hole to Phil Mickelson, finishes second, turns around to me and says same time next week, no thanks, and I did it for another two years.

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<v Speaker 1>But you know, isn't it incredible that you know that he goes from being like that, and that's obviously his preparation.

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<v Speaker 1>So I think that you know, one of the reasons I say Thomas is one of my favourite people is because it was, so you know, unfathomable.

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<v Speaker 2>Yeah, I mean, I remember one of my kids friends played the pga tour and and or the dad, and there was a time when he was just not making the cuts and yeah, and he sat with me at christmas time and I said, well, what's your goal each week?

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<v Speaker 2>And he said my goal is to make the cut.

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<v Speaker 2>And I said, dude, that's the dumbest goal ever.

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<v Speaker 2>Your goal is to win.

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<v Speaker 2>Yeah, dreadful, making the cut as a byproduct of your goal.

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<v Speaker 2>You know, it just happens automatically and I think that that's a big thing.

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<v Speaker 2>Um, what, what's your thoughts on the relationship between success and failure?

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<v Speaker 1>um, I always think that failure is part payment towards success.

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<v Speaker 1>It's a, it's a really important point, this, actually, and I think that, um, I think sports people get this better than business people, I'm afraid to say so.

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<v Speaker 1>Um, so the price of success is always paid in full and in advance.

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<v Speaker 1>So you know, you don't get to number one in the world, you know, and start making mistakes.

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<v Speaker 1>You're in a successful business from day one.

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<v Speaker 1>It doesn't work like that.

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<v Speaker 1>So the price of success is always paid in full and in advance.

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<v Speaker 1>So I think the best sports people and business people can fail it doesn't make them a failure.

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<v Speaker 1>Or they can make mistakes, it doesn't make them a mistake and by detaching the action from the person, gives us our best learning opportunity.

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<v Speaker 1>So success and failure, you know, shouldn't become attitudes, it's a mindset, so should just become outcomes, both of which give us an equal opportunity to learn who was the hardest worker and paid that price really well.

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<v Speaker 2>First sports people like, because the F1 guys have to pay it in advance.

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<v Speaker 1>Yeah, absolutely yeah, they do.

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<v Speaker 1>I think that you know it's a tricky one to think about a sport.

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<v Speaker 1>Where do you know what?

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<v Speaker 1>I think golf is a good one.

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<v Speaker 1>I think there was a time when, well, phil Mickelson was second in the world and he played 38 tournaments, or whatever, and he'd won two, won three.

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<v Speaker 1>So you know if you're second in the world, but you're losing the vast majority.

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<v Speaker 1>Now, when tiger woods was, you know, the best golfer that's ever lived, you know he was winning less than half the tournaments he played.

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<v Speaker 2>yeah, so therefore, at um, he was losing one out of two, you know so so golf and tennis are the two hardest ones, in that you lose the majority of tournaments that you enter.

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<v Speaker 2>You might win the most, you might win in tennis more matches, but you still lose ultimately.

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<v Speaker 1>Yeah, and it's too hard.

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<v Speaker 1>You can liken this, can't you, to a sales environment where you can lose nine times, nine pitches, nine phone calls and you win big on the 10s.

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<v Speaker 1>You know, and to not fall into the pattern of believing today's a bad day, you know I'm not doing things right, this isn't working for me, and you know to believe in the uniqueness of each event.

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<v Speaker 1>And you know again, you know I'll give you a golfing tip get your handicap down, I turn brad.

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<v Speaker 1>But uh, um, you know, I think that some of the best golfers I work with have a uniqueness of the event and what I mean by that is that, um, you know, you can toss a coin, heads or tails, and it comes up tails, nine times in a row and it's obviously still 50, 50 on the 10th occasion.

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<v Speaker 1>Or whether it's heads or tails, there's no patterns.

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<v Speaker 1>The patterns exist in our head in that sense.

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<v Speaker 1>So the best golfers will stand on the first tee and hit it sideways, stand on the second tee and hit it sideways, stand on the third tee and think this could be the best tee shot I've played because it's unique, it's different.

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<v Speaker 1>So, believing in the uniqueness of each event and the possibilities, not the probability, the possibility is a really interesting space to be in being open-minded.

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<v Speaker 2>Yeah, I had a great golfer once say I get seven bad shots a round, I don't know when they're going to come, and when I get one I go oh, six left, yeah, and that was his philosophy.

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<v Speaker 2>Um, cricket, I want to bring up cricket.

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<v Speaker 2>Uh, just for a second, because mark war used to say his ability to concentrate for 10 seconds at a time, days on end, was sort of his biggest skill.

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<v Speaker 2>How does someone learn that skill?

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<v Speaker 2>Or is that because when you worked with the ashes guy I mean with the playing us aussies and, uh, thank you for working with them and helping them beat the australians, not really?

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<v Speaker 2>Um, how does that differ from working with a golfer?

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<v Speaker 2>Or is it the same?

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<v Speaker 1>well, do you know what I mean?

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<v Speaker 1>I wouldn't say there's a similarity necessarily sport wise, um, and I wouldn't say there's a similarity person-wise.

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<v Speaker 1>To be honest, in regard to you know, I tend to work with individuals or units, and so you know, whether you're a golfer or a cricketer, you know you may have a different need.

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<v Speaker 1>So, someone might need to focus more.

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<v Speaker 1>So I mean, they need to focus a little bit less too intense, you know, over-motivated, you know, or someone just needs to sort out their goals.

00:16:26.511 --> 00:16:29.498
<v Speaker 1>You know what they're trying to achieve and how they're trying to achieve it.

00:16:29.498 --> 00:16:42.339
<v Speaker 1>So, whether you use a business, or whether you use golf or cricket as your vehicle, a business, or whether you use golf or cricket as your vehicle, um, tend to work with the individual or the unit or the team, not necessarily the sport, you know, as it were.

00:16:42.359 --> 00:16:55.981
<v Speaker 1>So, um, so I'd say there's a difference in when, um, when, uh, I was doing this bit in with some of the cricketers, um, it was based on decision making, how to make the best decisions, so, um, so how do we make decisions?

00:16:55.981 --> 00:16:57.125
<v Speaker 1>How do we make the best decision?

00:16:57.125 --> 00:17:18.138
<v Speaker 1>Because often in sport, um, be it football, cricket, golf, there's a, there's a, there's a one bit where, uh, a defining moment which creates momentum, and it's usually I think it was jeff boycott when you think you're doing well as a, as a team, two wickets to the score, and it's two bad decisions potentially.

00:17:18.138 --> 00:17:21.333
<v Speaker 1>So how do we make better decisions?

00:17:21.333 --> 00:17:25.484
<v Speaker 1>Shot selection, bowling changes what we choose to do.

00:17:25.585 --> 00:17:27.112
<v Speaker 2>How do we make better decisions.

00:17:28.548 --> 00:17:34.755
<v Speaker 1>I think that one thing I'll give to you on this is to understand our decision-making process.

00:17:34.755 --> 00:17:36.151
<v Speaker 1>That's how we make better decisions.

00:17:36.151 --> 00:17:45.490
<v Speaker 1>So many of us will decide whether we've made a good decision based upon the outcome.

00:17:45.490 --> 00:17:52.452
<v Speaker 1>So so we make a business decision and we think, oh, it's good, well, that was bad, um, but we only know the um, we only know the outcome retrospectively.

00:17:52.452 --> 00:17:59.637
<v Speaker 1>Um, so it's actually not a good way to know whether we're making good decisions because you can make a good way to know whether we're making good decisions because you can make a good decision and have a bad outcome.

00:17:59.637 --> 00:18:03.288
<v Speaker 1>Yeah, or you can make a bad decision and have a good outcome.

00:18:03.469 --> 00:18:06.876
<v Speaker 1>You know, I've worked with leadership teams who have confused luck for genius.

00:18:06.876 --> 00:18:09.951
<v Speaker 1>What a great, what a great decision.

00:18:09.951 --> 00:18:14.358
<v Speaker 1>Thankfully, the competition screwed up and the market went right.

00:18:14.358 --> 00:18:17.017
<v Speaker 1>So, um, so you know.

00:18:17.017 --> 00:18:25.976
<v Speaker 1>So I think that the only thing that we have got is the intrinsic quality of our decision-making process, and I don't think enough people think about how they think.

00:18:25.976 --> 00:18:29.093
<v Speaker 1>So how do we make decisions?

00:18:29.093 --> 00:18:31.251
<v Speaker 1>What input did I have?

00:18:31.251 --> 00:18:32.711
<v Speaker 1>What bias or prejudice?

00:18:32.711 --> 00:18:33.950
<v Speaker 1>What did I omit?

00:18:33.950 --> 00:18:41.772
<v Speaker 1>Who would have thought differently and what evidence would they have used to think differently or to make a different decision.

00:18:41.772 --> 00:18:47.644
<v Speaker 1>So I think that once we start to deconstruct a little bit, we'll never give ourselves the best chance of winning.

00:18:47.644 --> 00:18:51.771
<v Speaker 1>Sorry, we'll never guarantee winning, but we can give ourselves the best chance.

00:18:53.105 --> 00:18:55.855
<v Speaker 2>Blame and responsibility backwards, forwards.

00:18:55.855 --> 00:18:59.628
<v Speaker 2>Take me through that thinking because I think it's really important yes.

00:18:59.809 --> 00:19:03.637
<v Speaker 1>So I think that it's a universal law in high performance.

00:19:03.637 --> 00:19:06.915
<v Speaker 1>At the moment, the blame looks backwards, responsibility looks forwards.

00:19:06.915 --> 00:19:10.169
<v Speaker 1>Um, we can blame anyone and everyone for non-performance.

00:19:10.169 --> 00:19:17.493
<v Speaker 1>We can blame compliance, governance, regulation yeah, new technologies, health and safety, pricing a whole lot.

00:19:17.493 --> 00:19:23.599
<v Speaker 1>I think the most successful people that I work with have genuine accountability, real ownership.

00:19:23.599 --> 00:19:33.734
<v Speaker 1>So the best footballers, when they're 15 or 16, they're practicing on a Friday night when their friends are getting drunk.

00:19:33.734 --> 00:19:37.730
<v Speaker 1>They're practicing on a Saturday morning when their friends are having a lie-in.

00:19:37.730 --> 00:19:40.678
<v Speaker 1>And that's ownership, that's accountability.

00:19:40.678 --> 00:19:49.758
<v Speaker 1>So I think it's very easy at the moment to be blindsided by complexity, uncertainty, improbability.

00:19:49.758 --> 00:19:53.431
<v Speaker 1>They're all the things that we're living with in the world at the moment.

00:19:53.431 --> 00:20:02.994
<v Speaker 1>So I think the key is to take responsibility and ownership for driving the best outcomes and best opportunities, no matter what our circumstance.

00:20:04.788 --> 00:20:06.554
<v Speaker 2>How does one get out of blame, though?

00:20:06.554 --> 00:20:10.550
<v Speaker 2>If you've traditionally done that, how do you move yourself?

00:20:13.172 --> 00:20:14.695
<v Speaker 1>Yeah, again, good news and bad news for you.

00:20:14.695 --> 00:20:17.185
<v Speaker 1>The good news is it can be done, I mean.

00:20:17.185 --> 00:20:18.371
<v Speaker 1>The bad news is it's not easy.

00:20:18.371 --> 00:20:20.311
<v Speaker 1>You know we enter thinking patterns, don't we?

00:20:20.311 --> 00:20:23.075
<v Speaker 1>It's mental models, habitual thinking.

00:20:23.075 --> 00:20:31.569
<v Speaker 1>You know, and I think that you know, maybe, a series of questions that you stick on a post-it, you know in your office or you know by the side of the bed.

00:20:31.569 --> 00:20:32.333
<v Speaker 1>You know.

00:20:32.333 --> 00:20:36.786
<v Speaker 1>So what?

00:20:36.786 --> 00:20:37.027
<v Speaker 1>You know.

00:20:37.027 --> 00:20:37.769
<v Speaker 1>What could I have done differently?

00:20:37.769 --> 00:20:38.451
<v Speaker 1>How could I have changed this?

00:20:38.451 --> 00:20:40.696
<v Speaker 1>You know, um, and make it more introspective about our role in things?

00:20:40.696 --> 00:20:55.252
<v Speaker 1>Yeah, the worst thing that you know I I hear you know in business and in sport is, you know, if it wasn't for them, if it wasn't like you know, it's just like that's some way in which they do it around here, you know, or they'll often, you know, hear it.

00:20:55.252 --> 00:20:58.809
<v Speaker 1>You know, this isn't my idea, it's actually come from head office.

00:20:58.809 --> 00:21:02.919
<v Speaker 1>You know and you know and Well that that brings.

00:21:03.005 --> 00:21:05.873
<v Speaker 2>how do you shift the whole team to responsibility then?

00:21:05.893 --> 00:21:06.816
<v Speaker 1>Yeah, and I think that you know.

00:21:06.816 --> 00:21:21.407
<v Speaker 1>I think that we all have a sphere of influence, every single one of us, you know so, some larger than others, but you know it's a matter of um, of being with people.

00:21:21.407 --> 00:21:23.571
<v Speaker 1>You know who, um, who can understand, coach, cascade, tell stories.

00:21:23.571 --> 00:21:29.796
<v Speaker 1>You know about the things which are important, you know and so, therefore, hopefully, inspire and motivate others to do the same.

00:21:29.796 --> 00:21:34.170
<v Speaker 1>So you know, I think, don't get if you're in a large organization, for example.

00:21:34.170 --> 00:21:44.570
<v Speaker 1>Example, it may not be possible to make significant cultural change across geographies and thousands of people, but we've got a sphere of influence.

00:21:44.570 --> 00:21:53.213
<v Speaker 1>There are some people who we engage with, who we can inspire, motivate, provoke and stimulate, and I think that it's our responsibility to do that.

00:21:53.213 --> 00:21:59.798
<v Speaker 1>And if we are taking responsibility to do that, that there is always a reaction to an action, you know.

00:21:59.940 --> 00:22:10.467
<v Speaker 2>So you know we're giving ourselves the best opportunity you once said uh, as a coach, it's not about you know, telling them where to look, it's about asking them questions.

00:22:10.467 --> 00:22:13.791
<v Speaker 2>Yeah, and that tell me more about that yeah, yeah.

00:22:13.833 --> 00:22:19.059
<v Speaker 1>So I think training and coaching and mentoring, all these things are different.

00:22:19.059 --> 00:22:22.172
<v Speaker 1>Training is what you do to animals.

00:22:22.172 --> 00:22:28.393
<v Speaker 1>I'm not sure we should be doing it necessarily, unless it's technical skill sets for people.

00:22:28.393 --> 00:22:39.798
<v Speaker 1>But I think coaching is great and I think that I'll go as far as saying, actually, that peer anything works peer recognition, peer challenge, peer coaching.

00:22:39.798 --> 00:22:46.719
<v Speaker 1>And I think in organizations and you'll know more about it than me that in organizations there's not enough peer coaching.

00:22:46.719 --> 00:22:55.691
<v Speaker 1>You often get a senior, a term, who may involve themselves in coaching, but to have a team of people who can coach each other is amazing.

00:22:55.691 --> 00:22:58.997
<v Speaker 1>It's incredibly powerful, um, and you know.

00:22:58.997 --> 00:23:04.186
<v Speaker 1>So I think that, um, I think coaching is not about giving people new skill sets.

00:23:04.186 --> 00:23:12.513
<v Speaker 1>It's about them understanding the skill sets they've already got, you know, understanding who they are and how they may realize more of their potential.

00:23:12.513 --> 00:23:16.884
<v Speaker 1>So, um, you know, it's not necessarily about giving people the right answer.

00:23:16.884 --> 00:23:23.428
<v Speaker 1>It's more about asking the right questions, um, and recognizing, allow them to recognize some of the things that they're doing.

00:23:23.468 --> 00:23:32.704
<v Speaker 1>Well, I sometimes say to people, in if I'm working with a leadership team, for example, and I'll say to a leadership team remember the last times 10, 15 people in front of me.

00:23:32.724 --> 00:24:03.740
<v Speaker 1>So when was the last time that, um, any of you came out of a meeting, um, and one of the peers, one of the people in this room, stopped you before you went to your next meeting and then grabbed you by the arm and said before you go, can I just say I like being in these type of meetings with you because when this sort of conversation happens in them, you do these three things which are really good, and I guarantee you now, guarantee you now, that in sort of any organization, very rarely, if any, does someone say oh yeah, we do that.

00:24:03.740 --> 00:24:18.851
<v Speaker 1>Um, I maybe a handful of times in all the years I've been doing this, but how powerful would it be for a peer to say before you go off, can I just say that you handle this bit much better than me and I'll tell you why you do incredible.

00:24:18.851 --> 00:24:27.313
<v Speaker 1>So you know that gift of self-awareness I sometimes think with training, you know we rob people of the experience of discovery.

00:24:27.913 --> 00:24:31.285
<v Speaker 1>You know, we, you know, you know, we, you know.

00:24:31.285 --> 00:24:32.866
<v Speaker 1>We tell people how to do stuff.

00:24:32.866 --> 00:24:35.089
<v Speaker 1>You, you know much more so than you know.

00:24:35.089 --> 00:24:42.661
<v Speaker 1>Allow them to experientially discover for themselves a way of doing things which generates a better outcome.

00:24:43.025 --> 00:24:52.099
<v Speaker 2>Yeah, we at Action Coach for years have had the philosophy of go watch the video but then come back and have the discussion about what did you learn?

00:24:52.099 --> 00:24:53.308
<v Speaker 2>How is it going to apply?

00:24:53.308 --> 00:24:54.352
<v Speaker 2>What do you want to do?

00:24:54.352 --> 00:24:55.746
<v Speaker 2>Where do you want to go out?

00:24:55.746 --> 00:24:56.186
<v Speaker 2>What did you learn?

00:24:56.186 --> 00:24:57.069
<v Speaker 2>How is it going to apply?

00:24:57.069 --> 00:24:57.731
<v Speaker 2>What do you want to do?

00:24:57.731 --> 00:24:58.634
<v Speaker 2>Where do you want to go?

00:24:58.634 --> 00:25:02.165
<v Speaker 2>And I think your term self-awareness and you use that a lot in in what you teach is really important.

00:25:02.165 --> 00:25:09.086
<v Speaker 2>How does one become more self-aware without calling you or me like how do we do that on a day?

00:25:09.106 --> 00:25:11.555
<v Speaker 2>to day or a week to week for ourselves yeah.

00:25:11.615 --> 00:25:15.188
<v Speaker 1>So I think that, um, I think time and space is important.

00:25:15.188 --> 00:25:17.474
<v Speaker 1>You know we're all so busy, that's the problem.

00:25:17.474 --> 00:25:19.329
<v Speaker 1>We've got meetings that finish at 10 o'clock.

00:25:19.329 --> 00:25:20.554
<v Speaker 1>When's your next meeting?

00:25:20.554 --> 00:25:25.035
<v Speaker 1>10 o'clock, you know, and our job often in meetings is to get through them.

00:25:25.035 --> 00:25:27.752
<v Speaker 1>You know, I remember the last.

00:25:27.772 --> 00:25:44.454
<v Speaker 1>You know you probably started saying back-to-back meetings before you thought you know, get these two out of the way, I can get on with some work, you know, and you know we don't necessarily understand the difference between productivity and activity.

00:25:44.454 --> 00:25:45.458
<v Speaker 1>No, and what's productive is to take time out.

00:25:45.458 --> 00:25:50.212
<v Speaker 1>Yeah, and it's funny because whenever I work with, like business people, when I say to them how do you get more done in a day, how do you perform better?

00:25:50.212 --> 00:25:53.650
<v Speaker 1>They say give me more hours, give me extra pair of hands.

00:25:53.650 --> 00:25:54.932
<v Speaker 1>I tell them that's what they say.

00:25:54.932 --> 00:26:05.731
<v Speaker 1>And when I say to super performers people perform at really high levels, like astronauts, or these medical teams that do these eight-hour operations, or even premiership footballers say how do you get more out of yourself?

00:26:05.731 --> 00:26:08.614
<v Speaker 1>They say yeah, more time off, complete opposite.

00:26:09.325 --> 00:26:22.345
<v Speaker 1>And yeah, realizing that recovery, realizing that taking that time out there Is a really important part of self-reflection, a time for Introspection, self-awareness, thinking about how we could have done things better or differently.

00:26:22.345 --> 00:26:28.105
<v Speaker 1>And the answer is Not to pedal faster If we want to find out more about ourselves.

00:26:28.105 --> 00:26:44.846
<v Speaker 1>It's about Taking that time for contemplation, taking that time to Deconstruct, To think about our part within things, to think about how people react and respond to how we were and what we said and did you know and to you know.

00:26:44.846 --> 00:26:47.290
<v Speaker 1>To close down our environment.

00:26:47.290 --> 00:26:49.275
<v Speaker 1>You know and make it more about us.

00:26:49.275 --> 00:26:57.057
<v Speaker 1>You know and they um, and the response that people have had to how we have been within our projects, within our work, within our team.

00:26:57.424 --> 00:27:01.836
<v Speaker 2>Yeah, I know that and it's just my methodology.

00:27:01.836 --> 00:27:06.457
<v Speaker 2>When I started journaling it made me reflect on my days.

00:27:06.457 --> 00:27:14.499
<v Speaker 2>That self-awareness, self-reflection thing is a big part of doing that.

00:27:14.499 --> 00:27:19.017
<v Speaker 2>Is there any other day-to-day techniques someone can do other than just taking time out?

00:27:19.285 --> 00:27:26.634
<v Speaker 1>Yeah, well, it's really interesting that you said about the journaling actually, because it's proven that if you write things down, it's better than talking about them.

00:27:28.325 --> 00:27:31.461
<v Speaker 2>There's a magic when you put pen to paper, not telling it?

00:27:31.461 --> 00:27:31.883
<v Speaker 2>Yeah, certainly.

00:27:34.009 --> 00:27:38.178
<v Speaker 1>When you're talking to a counsellor, you would talk about all sorts of things.

00:27:38.178 --> 00:27:43.032
<v Speaker 1>That's what you would do, whereas when you write things down, you can't write as much as you would say.

00:27:43.032 --> 00:27:45.833
<v Speaker 1>So therefore, you almost focus on the important bits.

00:27:45.833 --> 00:27:49.815
<v Speaker 1>So I'll summarise the things which are most important.

00:27:49.815 --> 00:27:53.753
<v Speaker 1>I'll write down the other bits, but I'll go off on a tangent I won't bother with.

00:27:53.753 --> 00:27:56.409
<v Speaker 1>So, I think, a couple of things.

00:27:56.409 --> 00:27:58.933
<v Speaker 1>Um, we can play with our character.

00:27:58.933 --> 00:28:02.626
<v Speaker 1>You know there's a um, a couple of techniques on this that you know.

00:28:03.188 --> 00:28:07.317
<v Speaker 1>Many people who are successful will write lists on what they're going to do today.

00:28:07.317 --> 00:28:10.855
<v Speaker 1>You know when was the last time we wrote a list on who we're going to be today?

00:28:10.855 --> 00:28:12.728
<v Speaker 1>No, we don't at um.

00:28:12.728 --> 00:28:19.991
<v Speaker 1>So, uh, you know, an interesting one is to um, have a look at your tasks and then put a character type next to each one.

00:28:19.991 --> 00:28:22.643
<v Speaker 1>I've got three difficult customer calls here.

00:28:22.643 --> 00:28:23.906
<v Speaker 1>They're really difficult.

00:28:23.906 --> 00:28:27.517
<v Speaker 1>I don't want to make them, and usually what happens is that we look at our list.

00:28:27.517 --> 00:28:31.080
<v Speaker 1>That's exactly how we think, and a conversation with ourselves ends there.

00:28:31.080 --> 00:28:34.270
<v Speaker 1>I don't want to make them, yeah, or these are going to be horrible.

00:28:34.270 --> 00:28:35.594
<v Speaker 1>I'd get to get them out of the way.

00:28:35.594 --> 00:28:36.958
<v Speaker 1>Just do it, it's going to be awful.

00:28:38.445 --> 00:28:51.694
<v Speaker 1>Whereas if we write down those three things on our to-do list and next to it we write open-mindedly or optimistically, then we've got to brainstorm with our team later, enthusiastically or quietly.

00:28:51.694 --> 00:29:01.039
<v Speaker 1>I usually take over so quietly I say so if we write down a character type next to the task list, well, we're more likely to get it done.

00:29:01.039 --> 00:29:03.467
<v Speaker 1>That's scientifically proven um.

00:29:03.467 --> 00:29:08.287
<v Speaker 1>But we're also more likely to do it with a personality type which gets the most out of that task.

00:29:08.287 --> 00:29:14.488
<v Speaker 1>But we also get a chance to find out about ourselves at um, because I couldn't sit quietly in that meeting.

00:29:14.488 --> 00:29:16.634
<v Speaker 1>You know what does quietly look like for me.

00:29:16.634 --> 00:29:22.530
<v Speaker 1>So you know, as a brainstorm, I'm usually first out the side and everyone else closes down.

00:29:22.530 --> 00:29:24.310
<v Speaker 1>So what would it look like to me?

00:29:24.310 --> 00:29:33.932
<v Speaker 1>And so once we start and what do I mean by optimistically with these calls these are dreadful calls so we get a chance to think about ourselves in the context of what we're writing down.

00:29:34.286 --> 00:29:38.372
<v Speaker 1>And there's a nice little technique, um as well, um called act as if.

00:29:38.372 --> 00:29:43.906
<v Speaker 1>And this is a lovely technique, um, and act as if is um to um.

00:29:43.906 --> 00:29:46.994
<v Speaker 1>Uh, become what we are, uh, what.

00:29:46.994 --> 00:29:49.000
<v Speaker 1>Become what we wish to be, to become it.

00:29:49.000 --> 00:29:52.367
<v Speaker 1>So and this is thinking in the present tense, that's what it is.

00:29:52.367 --> 00:29:58.338
<v Speaker 1>So, um, if I was the most um bravest person in the team?

00:29:58.338 --> 00:30:06.432
<v Speaker 1>If I was and everyone in the team knows that I'm bravest, we're using that as an example um, where would I sit in my next meeting?

00:30:06.432 --> 00:30:09.121
<v Speaker 1>Um, what questions would I ask?

00:30:09.121 --> 00:30:11.006
<v Speaker 1>What would I be listening out for?

00:30:11.006 --> 00:30:12.127
<v Speaker 1>What would I be saying?

00:30:12.127 --> 00:30:13.089
<v Speaker 1>What would I be doing?

00:30:13.089 --> 00:30:15.233
<v Speaker 1>How would I be if I was?

00:30:15.935 --> 00:30:23.833
<v Speaker 1>Once you start to play the role of, if I was and I've done this with golfers before, you know golfers who are 50th in the world I said to them you know where do you want to be?

00:30:23.833 --> 00:30:25.731
<v Speaker 1>And they said I want to be fifth in the world.

00:30:25.731 --> 00:30:27.691
<v Speaker 1>Okay, imagine that you're it now.

00:30:27.691 --> 00:30:38.426
<v Speaker 1>If you're fifth in the world now, what are you going to practice?

00:30:38.426 --> 00:30:41.532
<v Speaker 1>Um, later, was it different to what you would have practiced at 50th?

00:30:41.532 --> 00:30:47.210
<v Speaker 1>And I guarantee you now they'll change loads of things and not one of them.

00:30:47.210 --> 00:30:52.266
<v Speaker 1>They would, um, they would not be able to make at 50th in the world.

00:30:52.266 --> 00:30:53.911
<v Speaker 1>Yeah, simple things like do you know what?

00:30:53.911 --> 00:30:55.375
<v Speaker 1>I was going to drink alcohol tonight.

00:30:55.375 --> 00:31:03.452
<v Speaker 1>But if I was fifth best golfer in the world, I drink water tonight, because I want to win and become number one, and you know, it's always that that you know.

00:31:03.452 --> 00:31:08.049
<v Speaker 1>Once we imagine that we are it now, and what would it look like and how would we be.

00:31:08.592 --> 00:31:34.765
<v Speaker 2>You can almost grow into it yeah, I know, for business wise and even for us at action coach, we reset our goals from hundreds of millions to billions and we realized that we went from great to actually shite, because if you're comparing yourself to other companies at hundreds of millions, we're great, but if we're comparing ourselves to companies that are billions, we're not there yet.

00:31:34.765 --> 00:31:42.130
<v Speaker 2>So we have to every day use that technique of well, hang on, would a billion-dollar company make this decision?

00:31:42.130 --> 00:31:44.987
<v Speaker 2>No, a billion-dollar company wouldn't go left, they'd go right.

00:31:44.987 --> 00:31:45.307
<v Speaker 2>Yeah.

00:31:48.363 --> 00:31:49.867
<v Speaker 1>It works in sport, it works in business.

00:31:49.867 --> 00:31:52.468
<v Speaker 1>If we were that, what decision?

00:31:52.468 --> 00:31:53.925
<v Speaker 1>Yeah, and it's funny really.

00:31:53.925 --> 00:31:58.864
<v Speaker 1>I mean again, again, let's go back to golf.

00:31:58.864 --> 00:31:59.847
<v Speaker 1>Like you know, I've worked with some golfers.

00:31:59.847 --> 00:32:01.916
<v Speaker 1>I want to be bolder, yeah, and what I want to be braver and more aggressive.

00:32:01.936 --> 00:32:02.619
<v Speaker 1>Who wanted to be bolder and brave?

00:32:02.619 --> 00:32:08.770
<v Speaker 1>Um, well, I shall see if I can tell you, um, so I think that's um.

00:32:08.770 --> 00:32:10.733
<v Speaker 1>I think david howell mentioned it.

00:32:10.733 --> 00:32:20.970
<v Speaker 1>Yeah, right, and saying that you know that I want to be brave, more aggressive, attack the pin more, and the best way to do it is to play with two balls in your practice round and play the shot you would have played.

00:32:20.970 --> 00:32:25.226
<v Speaker 1>And if you were the bravest golfer on this golf course, what shot would you have played?

00:32:25.226 --> 00:32:28.902
<v Speaker 1>You know which was different to that, you know.

00:32:28.902 --> 00:32:31.406
<v Speaker 1>And so again, that comparison with you.

00:32:31.406 --> 00:32:34.794
<v Speaker 1>Know how they are and what it would look like if they were different.

00:32:35.059 --> 00:32:36.323
<v Speaker 2>Yeah, you mentioned Phil earlier.

00:32:36.323 --> 00:32:37.065
<v Speaker 2>Phil attacked.

00:32:37.065 --> 00:32:38.869
<v Speaker 2>Yeah, absolutely Every time.

00:32:39.250 --> 00:32:40.520
<v Speaker 1>Yeah, yeah.

00:32:40.520 --> 00:32:43.450
<v Speaker 1>So you know, and that was his brand.

00:32:43.450 --> 00:32:44.924
<v Speaker 1>You know, and do you know what?

00:32:44.924 --> 00:32:47.127
<v Speaker 1>It's funny because we talked about self-expression.

00:32:47.127 --> 00:32:55.876
<v Speaker 1>You know, that's who he was, you know, and Ian Botham played cricket like he had his Friday nights out and it was smosh buckling.

00:32:55.876 --> 00:33:06.029
<v Speaker 1>It was charismatic and Steve Waugh analytical, methodical, tactical and thinking cricketer.

00:33:06.029 --> 00:33:22.422
<v Speaker 1>So I think that once we do something which is close to who we are, I think we have the best chance of becoming rounded in the way in which we approach our tasks um you will, ambition going to achievement.

00:33:23.144 --> 00:33:25.852
<v Speaker 2>Let's relate that from good to great type thing.

00:33:25.852 --> 00:33:28.881
<v Speaker 2>Because we've got ambition, we're doing good.

00:33:28.881 --> 00:33:31.948
<v Speaker 2>How do we transition that to amazing to great?

00:33:33.332 --> 00:33:39.826
<v Speaker 1>well, you know, I always say the best way to remain number one is to imagine you're number two, you know.

00:33:39.826 --> 00:33:45.344
<v Speaker 1>So, you know, I think we struggle often with what I call the curse of incumbency.

00:33:45.344 --> 00:33:48.852
<v Speaker 1>You know, it's really successful, it's really working, you know.

00:33:48.852 --> 00:33:50.301
<v Speaker 1>So let's maintain it.

00:33:50.301 --> 00:34:02.520
<v Speaker 1>You know, but if better never stops, then we should be looking to continually improve, you know, and I think that experimentation is key yeah so a good example of this is tiger woods at um.

00:34:02.560 --> 00:34:13.427
<v Speaker 1>So tiger woods, you know, reconstructed his, or deconstructed his swing um and then reconstructed it when he was number one in the world.

00:34:13.427 --> 00:34:24.012
<v Speaker 1>So how many organizations, how many business owners, how many entrepreneurs will have a good thing going in the present and then realize they need to give it up to be successful in the future?

00:34:24.012 --> 00:34:26.126
<v Speaker 1>It's counterintuitive, isn't it?

00:34:26.126 --> 00:34:28.606
<v Speaker 1>Yeah, if it's not broke, don't break.

00:34:28.626 --> 00:34:29.047
<v Speaker 2>That's right.

00:34:29.047 --> 00:34:43.909
<v Speaker 2>And I always say if it ain't broke, break it, Because we need to constantly reinvent a re-imagine what's the difference between, like you know, you look at, whether it's the F1 guys you worked with or the individuals in the golfing arena.

00:34:43.909 --> 00:34:51.050
<v Speaker 2>What's the difference between one who wins one major and one who just continuously can win majors?

00:34:51.050 --> 00:34:53.387
<v Speaker 2>What's the distinction in their brain?

00:34:53.387 --> 00:34:57.007
<v Speaker 2>Or how do they, yeah, think different there is there is a distinction.

00:34:57.108 --> 00:35:04.302
<v Speaker 1>Yeah, I know so many people here on the european tour who won one tournament and you think that would open up the floodgates, and it doesn't.

00:35:04.302 --> 00:35:06.969
<v Speaker 1>That's the one they win and then they lose their card.

00:35:06.969 --> 00:35:09.101
<v Speaker 1>You know, soon after that's the end of their career.

00:35:09.101 --> 00:35:11.965
<v Speaker 1>Um, and it feels like a monkey off the back.

00:35:11.965 --> 00:35:14.190
<v Speaker 1>You know, I've done it.

00:35:14.190 --> 00:35:17.375
<v Speaker 1>Wipe my brow, you know, and I've done that.

00:35:17.800 --> 00:35:26.226
<v Speaker 1>So I think that if you look at people who do very well over a long period of time, they're purposeful.

00:35:26.226 --> 00:35:31.266
<v Speaker 1>Now, objectives and targets are very useful and make you successful.

00:35:31.266 --> 00:35:33.264
<v Speaker 1>Purpose is different.

00:35:33.264 --> 00:35:35.286
<v Speaker 1>Purpose is a reason for being.

00:35:35.286 --> 00:35:43.626
<v Speaker 1>It's a reason to get out of bed in the morning and in my experience, you know, the people with purpose are the ones who have the careers that you just talked about.

00:35:43.626 --> 00:35:45.492
<v Speaker 1>You know of continued success.

00:35:45.492 --> 00:35:50.855
<v Speaker 1>So, um, the now here's the thing is that purpose is never achieved.

00:35:50.855 --> 00:35:52.639
<v Speaker 1>It's attained on a daily basis.

00:35:52.639 --> 00:36:09.806
<v Speaker 1>So, so you know, many people think, oh, I'm purposeful, I want to win the tournament, I want to get the business to, however much, but that's not purpose, that's objective, exactly, yeah, so purpose is never achieved, it's attained on a daily basis.

00:36:09.806 --> 00:36:11.967
<v Speaker 1>Who was the best that you ever worked with?

00:36:12.228 --> 00:36:12.889
<v Speaker 2>on purpose.

00:36:13.260 --> 00:36:23.128
<v Speaker 1>Well, this is exactly why tiger woods keeps working, it's why warren buffett keeps working, my brand sugars keeps working because, you know, because it's it's achieved on a daily basis.

00:36:23.128 --> 00:36:31.199
<v Speaker 1>Um, and the best that I found, um with being purposeful, the best I found was darren clark actually was incredible, really.

00:36:31.199 --> 00:36:49.186
<v Speaker 1>Yeah, he was, you know, he, you know he had some real challenges in his career and personal life, but one major tournament was late in his career because of his ambition to make the most of his talent that he had at that time.

00:36:49.186 --> 00:36:52.028
<v Speaker 1>So he would play fully.

00:36:52.028 --> 00:37:15.219
<v Speaker 1>So I think that Darrenren clark was, you know, incredibly purposeful, um, and I think that sometimes you don't necessarily see that, but I think he was, um, I think um, teddy sheridan, the great love of the game, you know, and a love of scoring goals, I love off, you know, being in the right position at the right time incredibly purposeful.

00:37:15.681 --> 00:37:16.242
<v Speaker 2>How did you?

00:37:16.242 --> 00:37:19.952
<v Speaker 2>Because you've helped some people find that purpose.

00:37:19.952 --> 00:37:23.291
<v Speaker 2>Over and above performance, you've helped them find purpose.

00:37:23.291 --> 00:37:24.824
<v Speaker 2>How do you do that?

00:37:26.443 --> 00:37:28.485
<v Speaker 1>Yeah, so I think that In one minute or less.

00:37:28.485 --> 00:37:30.907
<v Speaker 1>Yeah, tricky questions today.

00:37:30.907 --> 00:37:33.490
<v Speaker 1>I think we need to peel away the layers.

00:37:33.490 --> 00:37:34.175
<v Speaker 1>I think that do you know?

00:37:34.175 --> 00:37:35.121
<v Speaker 1>I think that you know.

00:37:35.121 --> 00:37:35.402
<v Speaker 1>Is that?

00:37:35.402 --> 00:37:36.746
<v Speaker 1>Do you know what it's the thing about?

00:37:36.746 --> 00:37:37.768
<v Speaker 1>The kaizen technique?

00:37:37.768 --> 00:37:39.340
<v Speaker 1>Isn't it asking why five times?

00:37:39.340 --> 00:37:54.130
<v Speaker 1>You know, um, uh, I'll give you a quick example that there was, um, and it relates to the question you asked me um, there was a manager who was working with one of his team members, you know, and one of the team members came up to him and said I want more money.

00:37:54.952 --> 00:37:56.135
<v Speaker 1>Usually at this point there's a fight.

00:37:56.135 --> 00:37:57.418
<v Speaker 1>We can't give you more money.

00:37:57.418 --> 00:37:58.541
<v Speaker 1>Why are you asking for more money?

00:37:58.541 --> 00:38:03.510
<v Speaker 1>But, he said, the leader said to that his um, his report.

00:38:03.570 --> 00:38:04.371
<v Speaker 1>He said that you know why.

00:38:04.371 --> 00:38:05.661
<v Speaker 1>Why do you want it?

00:38:05.661 --> 00:38:07.423
<v Speaker 1>What would you spend it on?

00:38:07.423 --> 00:38:14.184
<v Speaker 1>And, uh, and he said, spend it on holidays is I want to go away to thailand for three weeks?

00:38:14.184 --> 00:38:16.724
<v Speaker 1>I want to go to, you know, australia for three weeks.

00:38:16.724 --> 00:38:18.548
<v Speaker 1>I don't want to go to Spain for a week.

00:38:18.548 --> 00:38:19.552
<v Speaker 1>I want longer holidays.

00:38:19.552 --> 00:38:20.302
<v Speaker 1>They said why?

00:38:20.302 --> 00:38:27.182
<v Speaker 1>It's all because I invested in this company when, when it was growing, and you know I put a lot of time into it.

00:38:27.182 --> 00:38:31.900
<v Speaker 1>So I missed the kids growing up, you know, and now I relate to them better.

00:38:31.900 --> 00:38:33.202
<v Speaker 1>I want to spend more time with them.

00:38:33.202 --> 00:38:33.563
<v Speaker 1>I want to.

00:38:33.563 --> 00:38:34.806
<v Speaker 1>I want to go home, if longer.

00:38:34.806 --> 00:38:44.271
<v Speaker 1>And then this leader said to the guy he said I can't give you more money, but I can move you to headquarters and it'll cut down your commute time by one hour a day.

00:38:44.271 --> 00:38:47.586
<v Speaker 1>You know, by next week we'll give you a day a week with your children back.

00:38:47.586 --> 00:38:49.920
<v Speaker 1>He bit his hand off for it, true story.

00:38:49.920 --> 00:38:51.264
<v Speaker 1>He bit his hand off for it, can you?

00:38:51.264 --> 00:38:54.211
<v Speaker 1>And he didn't want more money at all.

00:38:54.211 --> 00:38:55.867
<v Speaker 1>He wanted more time with his children.

00:38:56.661 --> 00:39:15.327
<v Speaker 1>And I think that when I start speaking to people about why they play the game, why they set up a business no entrepreneur ever sets up a business because they want a shared services function, because I want HR in the future, I'd like a group violence function.

00:39:15.327 --> 00:39:16.242
<v Speaker 1>That's why I'm doing this.

00:39:16.242 --> 00:39:21.842
<v Speaker 1>But, yeah, people start up a business for a reason for being, um, a reason to fulfill a need.

00:39:21.842 --> 00:39:22.463
<v Speaker 1>Yeah.

00:39:22.463 --> 00:39:27.052
<v Speaker 1>And then you know, success can breed a whole lot of overhead, you know.

00:39:27.052 --> 00:39:32.713
<v Speaker 1>And and what have part of the overhead is what we lose in regard to our purpose, our reason for being.

00:39:33.201 --> 00:39:35.344
<v Speaker 1>You know, sometimes, I think, you can peel away the layers.

00:39:35.344 --> 00:39:43.128
<v Speaker 1>That's why, five times, why do you enjoy the business, why do you feel more alive when you're doing this and um, you know, and, and.

00:39:43.128 --> 00:39:52.510
<v Speaker 1>Once you start to peel away the layers and start to find out the bits that you know are motivating us, not because of our skill set, because of who we are as human beings.

00:39:52.510 --> 00:40:01.021
<v Speaker 1>I just enjoy this bit and I like doing this bit, so I am, and that's when we can become more purposeful well, hey there and thanks for listening.

00:40:01.242 --> 00:40:06.163
<v Speaker 2>I've noticed that 78 of you are brand new, which means you haven't hit the subscribe button yet.

00:40:06.163 --> 00:40:13.447
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00:40:13.447 --> 00:40:15.552
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00:40:15.552 --> 00:40:16.724
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00:40:16.724 --> 00:40:18.246
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00:40:18.246 --> 00:40:24.273
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00:40:24.273 --> 00:40:30.853
<v Speaker 2>One of the things I've heard you say is part of your job is to help people change their mind.

00:40:30.853 --> 00:40:38.246
<v Speaker 2>Yes, tell me more about that and help me understand how that will take them to where they want to be yeah.

00:40:38.367 --> 00:40:45.664
<v Speaker 1>so I think that, um, I think that, um, we need new perspectives to create new opportunities and new possibilities.

00:40:45.664 --> 00:40:52.927
<v Speaker 1>So, um, we are limited by what we believe to be true and we've all viewpoint, haven't we have our?

00:40:52.927 --> 00:40:54.760
<v Speaker 1>We've got all viewpoint, haven't we, of our customers?

00:40:54.760 --> 00:41:02.588
<v Speaker 1>We've got a viewpoint of geographies that we work in, a viewpoint of the economy, a viewpoint of blockchain, ai, ar.

00:41:02.588 --> 00:41:07.164
<v Speaker 1>Unfortunately, we prove ourselves right even when we're wrong.

00:41:07.164 --> 00:41:25.527
<v Speaker 1>So if we can challenge what we believe to be true, then we can perhaps see the same evidence through a new perspective, you know, and that allows us to make new connections or to can someone do that on their own, or do they need a coach to do that?

00:41:25.688 --> 00:41:32.867
<v Speaker 1>you know well, I mean, I would, um, I think that if it happens on their, on their own, it's usually some sort of provocation that does it.

00:41:32.867 --> 00:41:34.552
<v Speaker 1>So it is life-changing.

00:41:34.552 --> 00:41:50.688
<v Speaker 1>Or and that might be not just necessarily the death of a loved one or birth in the family, it might be a movie you watch, so you know it is possible, and I think coaches are great at facilitating that, you know, creating that new perspective, it, it catalyzes the process.

00:41:50.688 --> 00:41:53.574
<v Speaker 1>But when you think about it, you know that.

00:41:53.574 --> 00:41:57.869
<v Speaker 1>You know it's always better to be disrupted from the inside than from the outside.

00:41:57.869 --> 00:42:00.400
<v Speaker 1>Yeah, yeah, we all found that's a deep statement.

00:42:00.400 --> 00:42:03.231
<v Speaker 1>Now, we, we all found that out a few years ago, didn't we?

00:42:03.231 --> 00:42:04.936
<v Speaker 1>So, um, you know.

00:42:04.936 --> 00:42:13.572
<v Speaker 1>So I think that what we need to do, you know, is to is to constantly I'll give you a technicalness at um is to constantly challenge what we believe to be true.

00:42:13.572 --> 00:42:18.947
<v Speaker 1>Now there's something called gamification, and I urge all business owners to do this.

00:42:18.947 --> 00:42:21.762
<v Speaker 1>Uh, so, um, and some companies do it really well.

00:42:21.762 --> 00:42:23.128
<v Speaker 1>Emirates airlines do it really well.

00:42:23.128 --> 00:42:28.206
<v Speaker 1>I, um, I worked with them for a few years and they're very good at it, and gamification is playing games.

00:42:28.206 --> 00:42:29.932
<v Speaker 1>Yeah, so, um.

00:42:30.373 --> 00:42:31.376
<v Speaker 1>So what I'll do is.

00:42:31.376 --> 00:42:39.409
<v Speaker 1>I'll grab 20 people from their sales team and I'll chuck them into a room and I'll say from tomorrow, all the seats are given away for free.

00:42:39.409 --> 00:42:42.467
<v Speaker 1>You can't make any money by selling a seat.

00:42:42.467 --> 00:42:43.670
<v Speaker 1>How are you going to make money?

00:42:43.670 --> 00:42:47.088
<v Speaker 1>They'll come up with 50 new income streams, guarantee it.

00:42:47.088 --> 00:42:50.771
<v Speaker 1>Someone will say all right, then why don't we sell pilot time?

00:42:50.771 --> 00:43:01.302
<v Speaker 1>It's the only airline in the world where you buy the pilot by the hour $150 an hour.

00:43:01.302 --> 00:43:01.965
<v Speaker 1>Longer you fly, the more you pay.

00:43:01.965 --> 00:43:07.403
<v Speaker 1>Um, they'll talk about doing a deal with the government, a term like air india, part government owned, or sponsorship on the side of our aircraft, seen by billions of people every year.

00:43:07.403 --> 00:43:09.588
<v Speaker 1>Why don't we sell sponsorship?

00:43:09.588 --> 00:43:11.161
<v Speaker 1>They'll come up with all sorts of ideas.

00:43:11.161 --> 00:43:13.126
<v Speaker 1>Now what's happening here?

00:43:13.126 --> 00:43:17.025
<v Speaker 1>And I'll with 20 people next day and I'll say from tomorrow, you're three times more expensive.

00:43:17.025 --> 00:43:17.789
<v Speaker 1>How are you going to sell?

00:43:17.789 --> 00:43:21.909
<v Speaker 1>Or I'll say you've got no marketing budget.

00:43:21.909 --> 00:43:23.211
<v Speaker 1>What are you going to do?

00:43:23.211 --> 00:43:27.690
<v Speaker 1>You've got an unlimited marketing budget and you've got 15 minutes to spend it.

00:43:27.690 --> 00:43:28.782
<v Speaker 1>Here's a pen.

00:43:28.782 --> 00:43:29.105
<v Speaker 1>Guys.

00:43:29.105 --> 00:43:30.844
<v Speaker 1>Where would you spend your money?

00:43:30.844 --> 00:43:32.626
<v Speaker 1>It's unlimited on marketing.

00:43:32.626 --> 00:43:35.943
<v Speaker 1>If, where would you spend your money?

00:43:35.943 --> 00:43:36.606
<v Speaker 1>It's unlimited on marketing.

00:43:36.606 --> 00:43:39.416
<v Speaker 1>You know, if you had two days to do this proposal, not two months, if there's better compliance didn't exist.

00:43:39.436 --> 00:43:47.780
<v Speaker 1>So by playing these games, people think divergently, they move outside of the parameters, the mental tram lines that hold them in place.

00:43:47.780 --> 00:43:53.273
<v Speaker 1>So how this works for an individual or how this works for a small team is to do exactly that.

00:43:53.273 --> 00:43:55.824
<v Speaker 1>So I'm going to call a meeting on wednesday.

00:43:55.824 --> 00:44:10.429
<v Speaker 1>It's an hour long on wednesday and six of my staff, um, if I could only invite two people to that meeting, um, which two would I invite and how would I get them to tell the others what they need to know, or involve them in that?

00:44:10.429 --> 00:44:13.146
<v Speaker 1>If I only had 10 minutes for that meeting, not one hour?

00:44:13.146 --> 00:44:14.320
<v Speaker 1>Um, what would I get across in that 10 minutes?

00:44:14.320 --> 00:44:14.911
<v Speaker 1>If had 10 minutes for that meeting, not one hour?

00:44:14.911 --> 00:44:16.463
<v Speaker 1>Um, what would I get across in that 10 minutes?

00:44:16.463 --> 00:44:23.606
<v Speaker 1>If I couldn't have a meeting and I could only do it by email and um, what would I do and how would I ask for input?

00:44:24.047 --> 00:44:33.422
<v Speaker 1>So, by playing these games, all it does is give us a little bit of insight into how we can think differently, to do differently or get differently.

00:44:34.043 --> 00:44:37.885
<v Speaker 1>So you know, and the more creative you can be, the better.

00:44:38.445 --> 00:44:39.666
<v Speaker 1>So you know.

00:44:40.085 --> 00:44:45.688
<v Speaker 1>So I sometimes will work with bankers and I'll say to bankers that you know, from tomorrow, everyone lives forever.

00:44:45.688 --> 00:44:47.829
<v Speaker 1>So all human beings live forever.

00:44:47.829 --> 00:44:57.893
<v Speaker 1>So can we just look at this particular strategy or plan in the context of that and someone will say things like you know well, it would be 25 years on this particular product, like a mortgage.

00:44:57.893 --> 00:44:59.954
<v Speaker 1>But why would it be 25 years?

00:44:59.954 --> 00:45:04.677
<v Speaker 1>If everyone lives forever, then maybe people would retire first and educate second.

00:45:04.677 --> 00:45:05.777
<v Speaker 1>You know so.

00:45:05.777 --> 00:45:12.802
<v Speaker 1>Then what happens is that someone will say because you start divergently and someone will bring it convergent.

00:45:12.802 --> 00:45:17.170
<v Speaker 1>Someone will say this is a really interesting point, because we're not living forever, but we are living longer.

00:45:17.170 --> 00:45:23.795
<v Speaker 1>If we are living longer and women live longer than men, so should this product be different for women?

00:45:23.795 --> 00:45:26.722
<v Speaker 1>And you know, maybe we could look at marketing this to women.

00:45:26.722 --> 00:45:42.512
<v Speaker 1>So they're actually going from a really a really um, silly concept we all live forever to something which is now completely different to their competition in relation to what they're offering, because they started off in this really creative space.

00:45:42.512 --> 00:45:43.804
<v Speaker 1>Yeah, yeah.

00:45:44.661 --> 00:45:51.126
<v Speaker 2>Final question, and I always ask this one what's the best advice or the best quote you ever got on the subject of success?

00:45:53.561 --> 00:45:56.010
<v Speaker 1>Yeah, one is the hardest question you've asked, I think, so far.

00:45:56.199 --> 00:45:59.672
<v Speaker 2>You know it's when you try and narrow something down to one, it is the toughest.

00:46:01.077 --> 00:46:09.688
<v Speaker 1>Do you know what I think, if I'm being personal, very personal, I think life is about timing.

00:46:09.688 --> 00:46:14.650
<v Speaker 1>The best advice I've ever been given is life is about timing.

00:46:14.650 --> 00:46:18.125
<v Speaker 1>And you know, I was told to invest in property aged 18.

00:46:18.125 --> 00:46:18.867
<v Speaker 1>I didn't listen.

00:46:18.867 --> 00:46:20.992
<v Speaker 1>I tell you now, I was told to.

00:46:20.992 --> 00:46:22.222
<v Speaker 1>You know, practice harder.

00:46:22.222 --> 00:46:24.867
<v Speaker 1>I used to be quite good at cricket, I didn't listen.

00:46:25.728 --> 00:46:29.943
<v Speaker 1>Um, you know, I completely reinvented my career in my mid-30s.

00:46:29.943 --> 00:46:31.768
<v Speaker 1>You know, I'm only doing this now.

00:46:31.768 --> 00:46:41.501
<v Speaker 1>You know, as, since I was 33, 34, um, you know, and you know, someone said to me the other day, said that you know, I got an 18 year old daughter and I don't know what she wants to do.

00:46:41.501 --> 00:46:42.384
<v Speaker 1>Can you advise her?

00:46:42.384 --> 00:46:43.507
<v Speaker 1>I thought, you know what?

00:46:43.507 --> 00:46:47.043
<v Speaker 1>At 35, I was unemployed and I was homeless.

00:46:47.043 --> 00:46:50.751
<v Speaker 1>I was, you know, and now I found myself doing this and now I can't advise her.

00:46:50.751 --> 00:46:52.764
<v Speaker 1>So I think that life is about timing.

00:46:52.764 --> 00:46:57.954
<v Speaker 1>You sort of get it when you get it and I think that it's quite a, it's quite a nice.

00:46:57.954 --> 00:47:04.047
<v Speaker 1>Um, it's quite a nice, it's quite stress-free to realize that you know the life.

00:47:04.047 --> 00:47:12.027
<v Speaker 1>Uh, so the world will reveal itself to you when you are in a position to receive that you're the big success.

00:47:12.548 --> 00:47:15.623
<v Speaker 2>Hit those show notes, follow, learn, keep studying.

00:47:15.623 --> 00:47:17.849
<v Speaker 2>We'll be back next week with more of your success.

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<v Speaker 3>You've been listening to the Big Success Podcast with the number one business coach in the world, Brad Sugars.

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<v Speaker 3>To learn more about how to achieve business and personal success, as well as how to level up or listen to past episodes, visit wwwbradsugarscom.