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My friend, I am such a big believer that your mindset is everything.
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It can really dictate if your life has meaning, has value, and you feel fulfilled, or if you feel exhausted, drained, and like you re never going to be enough.
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Our brand new book, The Greatness Mindset, just hit the New York Times Bestseller back-to-back weeks.
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And I m so excited to hear from so many of you who ve bought the book, who ve read it, and have finished it already, and are getting incredible results from the lessons in the book.
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If you haven t got a copy yet,
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You ll learn how to build a plan for greatness through powerful exercises and toolkits designed to propel your life forward.
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This is the book I wish I had when I was 20, struggling, trying to figure out life.
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10 years ago at 30, trying to figure out transitions in my life and the book I m glad I have today for myself.
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Make sure to get a copy at lewishouse.com slash 2023 mindset to get your copy today.
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Again, lewishouse.com slash 2023 mindset to get a copy today.
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Also, the book is on audible now, so you can get it on audio book as well.
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And don t forget to follow the show.
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So you never miss an episode.
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Everybody s made quantum leaps before they reach school age.
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Because you come into this world, you can t speak, you can t feed yourself, you can t get around.
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And by the age of three, you re doing all three of those things.
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Now, go and look at what that child did.
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Over and over and over again.
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Over and over and over again.
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They had no methodology.
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They just knew what they wanted.
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and they were willing to make mistakes to show them the way there.
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It s that process of being willing to take new risks, change your modus operandi, fail your way to success.
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Welcome to the School of Greatness.
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My name is Lewis Howes, a former pro athlete turned lifestyle entrepreneur.
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And each week, we bring you an inspiring person or message to help you discover how to unlock your inner greatness.
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Thanks for spending some time with me today.
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Now let the class begin.
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What is a quantum leap in the first place?
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Can you explain that and define what a quantum leap is?
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And then we ll talk about how people can create that in their life.
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In 1974, I moved from Chicago, the firm I was with there, to Dallas and started my own company.
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And then at the end of the 1970s, I decided to change our game and make a quantum leap.
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In your own business?
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In my own business.
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So what were you doing then?
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You were working with corporate clients at a certain rate, and you had a certain amount of clients making a certain amount every year, maybe incremental gains.
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Exactly.
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Year after year, 5%, 10%.
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And it was nice.
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Yeah.
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You know, business was going well.
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But I realized that, well, what I was seeing on an individual executive level in terms of the quantum leaps, you know, those vast differences in terms of people s achievement levels,
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companies would do the same things.
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Because let s say you got company A, 500 million dollar company, 7% annual growth, okay, and it s doing good.
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Company B, about the same size, might be a competitor, and it s half a billion dollar company, and it s growing nicely.
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But then one day, company A goes out and acquires company C, and it doubles just like that.
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And I was just fascinated by this because it met all of the things I wanted to do.
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Mergers and acquisitions are the big table.
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That s the big game.
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It s the biggest game in business, and that s where I wanted us to play.
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And so I had set this quantum leap goal for us, which was absurd.
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which I think really good Quantum Leap goals are.
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They re crazy.
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They re kind of crazy.
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They seem like unrealistic.
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Yes.
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We shouldn t be going after this.
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Right.
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Who are you to think you can do this?
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But I said, we re going to be number one merger integration experts in the country.
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Wow.
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And we were in six years.
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I had no business setting out that kind of a goal.
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And people think,
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Well, I don t know how to do this, so I can t do it.
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They focus on the means, not the ends.
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Right.
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And so it s like, well, I don t know how to do that, so that obviously I can t do it.
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But anything of significance that a person has achieved over their life, they didn t know how to do it when they started.
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That s true.
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A quantum leap is one of those things that s
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Dead solid perfect within the realm of possibility for you.
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You just haven t done it yet.
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But it s a real stretch goal.
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And the thing about it is, if you set your goal right, it forces you out of your current modus operandi.
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If you set your goal correctly, how do you know how to set your goal the right way in order to create a quantum leap in your life?
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There are several things about goal setting that I think are real key points.
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Um, if you re shooting,
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to make this kind of an exponential leap in performance.
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So then, first, it needs to be a serious stretch goal.
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You need to scare the horses, you know.
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It needs to scare you.
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Yeah.
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You need to be like, oh.
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There needs to be, but secondly, it needs to be a goal that, it needs to be a love story around that goal, I think.
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Because when you go for a big goal, any goal,
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much significance.
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You re going to have some setbacks.
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You re going to have some obstacles that come along.
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You re going to get kind of banged up and bruised up maybe.
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And you need to care enough.
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You know, the heart is what sustains you through that.
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And so there, you know, people talk about a passion for this, for this goal.
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And I think, well,
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That s a fine word and it fits, but some people say, well, I just don t have that passion.
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Well, you just need to care for it or at least be committed enough to it that you say, I m gonna stay the course.
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I will put myself out there.
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And I think that it needs to be your goal, not somebody else s goal for you.
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Not a should or ought to goal.
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I think a fundamental mistake that a lot of people make is they don t believe in themselves enough and they don t reach high enough.
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Who is it?
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Astro Teller, who is the head of Google X, you know, their innovative arm that said 10% can be as hard as 10X.
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You know, a 10% improvement, not necessarily any improver.
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Small acquisitions were every bit as difficult to make work as the big ones.
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which is kind of a counterintuitive thought.
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I mean, normally people don t go out with their mind drifting down that path, but with you squared, the handbook is, it s kind of based on counterintuitive ideals, kind of things that stop you and kind of, you know, make yourself uncomfortable.
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You know, that s one of the points.
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Well, why would I want to do that?
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You re an athlete.
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If you re not willing to make yourself uncomfortable, you got to get off the field.
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Absolutely.
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Yeah.
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So it s almost like 10X is just as easy or just as challenging as 2X.
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And it s about how you frame it and about going after it the right way.
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It s what it sounds like.
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They re both going to be challenging, so you might as well go for the bigger leap than the one that s just a little bit more uncomfortable.
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So if people are looking to make more money, make a bigger impact, and work with more influential people in their life, or people that are more disciplined and up to a bigger game, which is what it sounds like you wanted to do early in your career.
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You wanted to make more money, you wanted to make a bigger impact, a bigger difference, and you wanted to work with leaders.
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What was it inside of you that said, okay, I m going to make this quantum leap?
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Was there, was it a moment?
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Did you feel like you put in all the work that you needed to?
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Was it an awakening?
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Was there a breakdown you were facing in your life where you said, okay, I m, I m not happy with incremental growth year after year in my personal or professional life.
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What was that deciding moment that said, I m going to try something unconventional and completely change the course of my life?
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boredom boredom boredom and and just like a purpose and hungry i was hungry for for scaling up i mean really
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major scaling up.
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I thought that we were, we weren t making any mistakes.
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You weren t failing enough.
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We weren t.
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I mean, we were on autopilot.
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I mean, the place, it ran too smoothly and it began to just bore me and I got disgusted.
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Why do people get so comfortable?
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Why did they get so comfortable?
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Yeah.
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When they used to have quantum leaps, you know, from not from crawling to walking to running to, and then it s just kind of sitting.
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People are so different.
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I mean, they re so alike too, but they re so different.
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And some people just have a much higher need for achievement.
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Some people have a much higher energy level and some, you know, on and on and on.
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The human needs might be different.
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They re just different.
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Some people want growth, some people want achievement, some people want contribution.
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Some people want a job that they want to nurture other people.
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I got a PhD in psychology.
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I did a year-long clinical internship.
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I worked on a psychiatric ward.
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That is not
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And I knew from the word go that that was not where I would end up.
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It just, but you got people, they re drawn to that, and that s a wonderful thing about the world, the difference.
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But the truth is, I don t care where, I don t care what direction a person is drawn, they can make quantum leaps in that zone.
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Whatever their strike zone is,
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But I don t really spend a lot of time, I guess, trying to talk people into making a quantum leap unless they have something inside.
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They ve got to want it.
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They ve got to be hungry.
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They ve got to be,
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you know, anxious about something changing, they got to want to change.
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They do.
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Because some people know they want something more, but they don t know exactly what it is.
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Yeah.
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And so they re in the uncertainty of, well, I m not sure which direction I should go in.
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And here s another problem I see is people have too many passions.
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I ve got this idea and this idea and this idea, which one do I choose?
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And when someone has 10 different passions or different roads that they could go down, how do they know which one they should go down?
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That want to factor, that s the X factor.
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And, um, you know, people talk about willpower.
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Well, I want to talk about won t power.
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Um, what does that mean?
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Oh, it s won t power is how much do you want this thing again?
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You know, how much are you in love with this idea?
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Um, I do think,
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that there are times when we re kind of directionless or a person certainly can be.
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And so for that poor soul, although they might be happy, content, doing fine, really, but they kind of like something to change and be bigger and better and more dramatic or whatever.
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And so sometimes I think we can maybe find that magical era just by playing with the curiosity or saying yes to a random opportunity that just comes smack in front of us, or maybe
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deciding, well, I m going to muscle up one of my superpowers.
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I m going to sort of really get into that because I have fun with that and I m good at it.
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So those are things I think that one can, can play with when they re, they re, they re not, um, just, but I ll show the direction.
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Yeah.
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Yeah.
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And it sounds like once we,
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can figure out which direction we want to go in to make a quantum leap.
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It s hard to make a decision of which direction to go for some people, where other people just know, this is the thing I love.
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I m excited about this.
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I have some skills or talent around this idea or this thing, and I m going to go all in on it.
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But once you can figure out the path you re going and the direction you re going to take, how do you know it s time to take a quantum leap in that path versus, all right, I got to figure out my bearings and figure out where I m heading in this direction and just kind of create some goals and get it going.
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But how do I know when my time is ready for a unconventional growth spurt, for a leap so big and grand that other people think I m crazy and laugh at me when I talk about it?
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I don t think you will necessarily know.
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I think you make a decision.
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One of the chapters in the you squared handbook is make your move before you re ready.
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Um, I ll tell you where big dreams go to die.
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Tell me they go to the planning place.
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getting ready place, um, preparing myself.
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And it s the biggest con job we work on ourselves.
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There are so many bones of big dreams in that graveyard where people, it s always something that there s always going to be a set of reasons to wait.
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And
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It s like Gilda Radner, that line of hers on Saturday Night Live, you know, it s always something.
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Well, it is.
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And so when are you going to take the risk?
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You pick 10 people at random, and I ll bet $100 that we can find quantum leaps in every one of them.
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Really?
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Oh, yeah.
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And if you stop and think about it, everybody s made quantum leaps before they reach school age.
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Because you come into this world naked.
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You can t speak.
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You can t feed yourself.
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You can t get around.
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And by the age of three, you re doing all three of those things.
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It s true.
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It s pretty incredible.
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Now, go and look at what that child did.
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They were willing to fail.
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Over and over and over and over and over again.
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They had no methodology.
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They just knew what they wanted and they were willing to make mistakes to show them the way there.
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And it s the same thing when they learn to ride a bicycle, when they learn to swim, when they learn to run as opposed to walk.
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And so those are all,
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That s not an incremental thing.
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You can t crawl fast enough to become a walker.
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You know, you got to change the game.
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It s a totally different game.
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Waiting is w a d i n g in the water is you can t wait fast enough to swim.
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And so it s that.
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It s that process of being willing to take new risks, change your modus operandi, fail your way to success.
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You talk about seeking failure in one of the chapters of U Squared and in another chapter about suspend disbelief.
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I loved a few quotes in this because I believe self-doubt is the biggest killer of dreams.
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It s what holds us back from
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Taking the steps necessary to fail often, frequently, in order to make those big leaps.
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And in your chapter on suspend disbelief, you started with saying, act as if your success is for certain.
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Most people have so much doubt.
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Is this possible?
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What happens if I fail?
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What happens if I do succeed?
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The pressure.
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What about all the judgment I m going to get from the actions and the failures?
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And you say, if you must doubt something, doubt your limits.
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I love that line.
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And one other line that really stood out to me is, your doubts are not the product of accurate thinking, but habitual thinking.
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And when I read that, I was like, wow, this is so true.
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It s not a product of accurate thinking.
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It s of habitual thinking.
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We ve been thinking limited consistently.
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And this habit of thinking limited keeps us in a limited
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a state of being, a state of mind, as opposed to accurate thinking, what is possible.
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We don t step into that enough.
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And this whole chapter really opened up for me because my thesis in life is self-doubt is the killer of dreams.
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And when we can learn to believe in self, which is something you talked about here as well, needing to believe in yourself, it needs to be your goal, and you need to have a love story around this pursuit.
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But if we can t learn to believe in self...
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It s going to be hard.
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You can love the idea of your goal.
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You can have clear goals.
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But if you doubt you, your dreams are going to die.
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And I think that s a challenging thing for people to say, well, how do I learn to believe in self?
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How do I learn to have accurate thinking, not habitual thinking?
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How do I learn to doubt my limits as opposed to doubting myself?
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And how do I learn to act as if my success is for certain when I ve always doubted me?
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What do you say to that statement?
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Yeah, it s a killer question.
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Well, you get to choose how you behave.
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To heck with your thinking.
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Let s say your thinking is what it is, and it s riddled with doubt.
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You re ravaged with doubt.
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You still get to choose how you behave.
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And you can act like you ve got what it takes.
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You can t.
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You can do it.
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It s not easy.
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And you can feel like, I m faking this.
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Oh, am I ever faking this?
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The best actors in Hollywood make a lot of money.
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Exactly.
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And they re playing a role.
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Yeah.
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They aren t that role.
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That s right.
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That s not who they are in their normal life, but they re playing a role.
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And the better you can act, the more money you can make in Hollywood.
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Well, if we said George Burns or someone that said something about, I won t get this precise, but it s something like authenticity is the key.
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If you can fake that, you got it made.
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Right, right, right.
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But so that s one thing.
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And just go against,
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Everything is going on inside you because most people are not going to know and But there s another thing Manage your remembering What does that mean your memory of pain?
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Yeah, but what you go back and what you what you dwell on I
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When you go back over the years, I mean, I can go back just like that.
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I can think something and I can pull up again and again and again.
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All these times that I ve been embarrassed, I ve been humiliated, I ve failed, dropped the ball, you know, I can dwell on that if I want to.
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But I can also go back and the times that I pulled it off.
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The times I did it right, I surprised myself.
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How good it felt when I was good to somebody else.
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You know, on and on and on.
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So you get to dwell on whatever you want to dwell on.
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And we re too indiscriminate.
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It s kind of like these two voices we ve got in our head.
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We ve got a hero voice and we ve got a villain voice.
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You know?
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And who are you gonna give air time to?
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People talk about having a coach.
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Well, the coach that is closest to you is the voices inside your head.
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You re coaching yourself all the time.
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And you get to decide which voice you want to hand the mic to.
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And the villain voice is very compelling.
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And he s, he s a con artist because so much of the time he s like, I m here to protect you, buddy.
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I m on your side.
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I m going to keep you from screwing up.
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I don t want you to fail.
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I don t want you to embarrass yourself.
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You know, just listen to me now.
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And so he focuses on mistakes on your wicker points and all the why nots.
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Your hero voice focuses on your strengths, your accomplishments, and so on and so on.
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They say we have some 50,000 thoughts a day.
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I don t know if that s right, but let s just say that s the realm that we have some 50,000 thoughts a day.
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This kind of takes us into this whole conversation, which I think is an interesting thing to kick around, which is this whole thing about optimism versus pessimism.
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That s kind of what, if we want to give big labels to what we re talking about here.
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If you ask people, and I ve asked this of crowds, keynote after keynote after keynote, training sessions and so on, how many of you in the room would say you re an optimist?
2
SPEAKER_01
And you want to, I know you would say, your hand would be up.
2
SPEAKER_01
Well, 78% of the people in America label themselves optimist.
2
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17% say, yeah, I m pessimist.
2
SPEAKER_01
And maybe they re kind of being proud of it.
2
SPEAKER_01
But then there s a few percentages missing.
2
SPEAKER_01
And invariably, you ll have someone, particularly if it s a small enough group, and they ll speak up.
2
SPEAKER_01
They ll say, well, you know, I consider myself
2
SPEAKER_01
objective.
2
SPEAKER_01
Right.
2
SPEAKER_01
You know, I, I m not really optimistic.
2
SPEAKER_01
Well, they re pessimistic.
2
SPEAKER_01
They re the pessimists in Wolf s Closing, typically.
2
SPEAKER_01
But the split really in the United States is 50 50.
2
SPEAKER_01
And so you got 50 to 78 percent.
2
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You got 18 percent of the people that are being a little generous with themselves.
2
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And so
2
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We kind of grow up, I guess in general, you just kind of pick up this message, this idea that you re supposed to think positive, you know, think more positive thoughts.
2
SPEAKER_01
And you may have read about this, but if I, and I will ask crowds this, which do you think is more important?
2
SPEAKER_01
More positive thinking or less negative thing?
2
SPEAKER_01
And I said, this is not a trick question.
2
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And I ll let them wrestle with that for a little bit.
2
SPEAKER_01
And for the group that we re talking to today, it s a very provocative question.
2
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Which is more important?
2
SPEAKER_01
Where do you get the most mileage?
2
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More positive thinking or less negative thinking?
2
SPEAKER_01
And the studies are unequivocal.
2
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It s less negative thinking.
2
SPEAKER_01
Now, the thing that gets us tangled up is that
2
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I guess pretty much all of us think of it as, okay, you ve got this linear scale here, you know, and we ll say at the high end, the good end is optimism and at the low end is pessimism, negative thinking.
2
SPEAKER_01
Well, studies show that there are actually two different scales.
2
SPEAKER_01
Really?
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And this is just fascinating to me.
2
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Positive thinking is important.
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SPEAKER_01
Keep it up.
2
SPEAKER_01
Keep it high.
2
SPEAKER_01
But if you want to get your real knowledge, just cut down on the negative thinking.
2
SPEAKER_01
Cut it down.
2
SPEAKER_01
Cut it down.
2
SPEAKER_01
Cut it down.
2
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That s the villain voice.
2
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That s the critic in your head.
2
SPEAKER_01
That s the demotivator.
2
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That s the discounter.
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That s the one that raises the doubts.
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SPEAKER_01
You can shut it up.
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SPEAKER_01
It takes practice.
2
SPEAKER_01
It takes some discipline.
2
SPEAKER_01
But people say, well, I think I m aware of my negative thinking.
2
SPEAKER_01
But they re not.
2
SPEAKER_01
About 70% of our negative thinking goes unperceived by us.
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SPEAKER_01
It is so embedded in our day-to-day behavior.
2
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We re not even aware of it.
2
SPEAKER_01
We re not even aware of it.
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about 70%, it is so much just ingrained in the way we go about living.
2
SPEAKER_00
It s habitual thinking.
2
SPEAKER_01
Yes, and so let me tell you how it shows up.
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I ll talk about the five C s.
2
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Okay.
2
SPEAKER_01
Okay.
2
SPEAKER_01
The sneak attack of the five C s.
2
SPEAKER_01
Okay, the first one is complaining.
2
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Grapping, grapping, grapping.
2
SPEAKER_01
You know, it s too hot in Dallas.
2
SPEAKER_01
Well, it is, but that s not going to change if I gripe about it.
2
SPEAKER_01
Okay, so the first one is complaining.
2
SPEAKER_01
The next one s criticizing.
2
SPEAKER_01
Well, the grid went down today in Texas.
2
SPEAKER_01
We had brownouts.
2
SPEAKER_01
My air conditioners, you know, and there s always someone to criticize.
2
SPEAKER_01
So we ve got complaining, we ve got criticizing.
2
SPEAKER_01
Next one is concern.
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And I m not talking about being empathic here and having concern for some other person.
2
SPEAKER_01
I m talking about garden variety worry.
2
SPEAKER_01
I m concerned about this.
2
SPEAKER_01
Well, I m concerned about inflation.
2
SPEAKER_01
Well, I m concerned about,
2
SPEAKER_01
You know, the news.
2
SPEAKER_01
All right.
2
SPEAKER_01
The next one is commiserating.
2
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Commiserating.
2
SPEAKER_01
We come in and I sit down with this person and they start their sees, their seat talk.
2
SPEAKER_00
They re complaining.
2
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And I say, I get it, man.
2
SPEAKER_01
Yeah, I understand.
2
SPEAKER_01
I m not doing anybody any good.
2
SPEAKER_01
When I start commiserating, I m not doing anyone any good.
2
SPEAKER_01
It s, it s, um,
2
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It s destructive to both of us.
2
SPEAKER_01
And then the last one is catastrophizing, which is just when you re really down, you just blow things all out.
3
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of proportion, you know.
3
SPEAKER_01
But those things sneak in.
3
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If you start watching people, watching ourselves, how much we do this.
3
SPEAKER_01
And of course, we re surrounded by so much negativity.
3
SPEAKER_01
You know, you go, you listen to the news, you get on social media and oh, no, no, no.
3
SPEAKER_00
So we gotta learn how to cut out the negative thinking versus adding more positive thinking.
3
SPEAKER_00
Because you can keep adding positive thinking, but if you ve got dirty water in the water, it s still gonna be dirty.
3
SPEAKER_00
So you gotta remove the dirty, the challenging thoughts to have more pure energy, cleaner energy that can make you more effective, more efficient.
3
SPEAKER_00
Beautiful, yeah.
3
SPEAKER_00
Now, here s what s interesting.
3
SPEAKER_01
So when we re talking about making a quantum leap, we re talking about change.
3
SPEAKER_01
And really, if you said, what are you all about, Price?
3
SPEAKER_01
Your life, where did you point yourself?
3
SPEAKER_01
Well, I just got caught up in positioning people to do more with themselves.
3
SPEAKER_01
There s so much out there, and people have so much potential to do things with themselves.
3
SPEAKER_01
Let s arm them.
3
SPEAKER_01
Let s position them to do what they can do with themselves.
3
SPEAKER_00
You said there was two different scales.
3
SPEAKER_00
One is about optimism and pessimism, essentially, right?
3
SPEAKER_00
Is that what the two different sides of the spectrum?
3
SPEAKER_00
And you re saying that if we want to increase our confidence, if we want to increase our belief in self, one of the things that we can do is start removing
3
SPEAKER_00
pessimism, negative thoughts, negative thinking from our life.
3
SPEAKER_00
But a lot of people might say, well, Price, that s great and all, but that just sounds a little too woo-woo-y.
3
SPEAKER_00
That sounds a little too fluffy for me.
3
SPEAKER_00
Just be more positive.
3
SPEAKER_00
Think more positively.
3
SPEAKER_00
Is that really gonna help me create more quantum leaps?
3
SPEAKER_00
And shouldn t I have some critical thinking and really question and doubt things?
3
SPEAKER_00
Or is that just being, am I being too negative if I do that?
3
SPEAKER_00
Okay.
3
SPEAKER_01
When someone decides they want to make a quantum leap, they re talking about major change.
3
SPEAKER_01
Let s talk about what happens when change hits.
3
SPEAKER_01
In this case, self-imposed change.
3
SPEAKER_01
Now, I ve seen this for decades in organizations where
3
SPEAKER_01
it s major change.
3
SPEAKER_01
You re being acquired, you re being merged, you re being downsized, you re being restructured.
3
SPEAKER_01
Okay.
3
SPEAKER_01
And so it s self imposed when we re making quantum leap.
3
SPEAKER_01
But the same dynamics come into play as when the world, our world, the company we work for or whatever, the organization that we re stuck in all of a sudden goes, takes a hard right turn.
3
SPEAKER_01
So here s what happens when change hits.
3
SPEAKER_01
The first scan is for danger.
3
SPEAKER_01
That s how we re wired.
3
SPEAKER_01
Danger.
3
SPEAKER_01
Whenever there s change, it feels like there s danger.
3
SPEAKER_01
Yeah.
3
SPEAKER_01
What could go wrong here?
3
SPEAKER_01
How could I get hurt in this deal?
3
SPEAKER_01
Um, what s going to happen to me and all of these me issues come into my, so
3
SPEAKER_01
Who was it?
3
SPEAKER_01
John Dryden said, self-defense is nature s oldest law.
3
SPEAKER_01
And so our defense mechanisms come into play.
3
SPEAKER_01
But when change hits, whether it s imposed on us or self-imposed, the first thing that happens is, OK, things are changing and the future gets a little blurry.
3
SPEAKER_01
So we got a new dose of ambiguity and uncertainty.
3
SPEAKER_01
Okay.
3
SPEAKER_01
And people vary greatly in their tolerance for ambiguity.
3
SPEAKER_01
Uh, the second thing that happens is the trust level drops in an organization.
3
SPEAKER_01
You re going to change yourself.
3
SPEAKER_01
My quantum leap, the trust level in yourself drops to the villain voice goes crazy with that.
3
SPEAKER_01
Um,
3
SPEAKER_01
So we ve got the ambiguity and uncertainty, the drop in self-trust, and then self-preservation takes over as a driver of behavior.
3
SPEAKER_01
It does in an organization and it does in you as an individual when you start to make a quantum leap.
3
SPEAKER_01
Okay.
3
SPEAKER_01
And so
3
SPEAKER_01
We re in the negative zone now.
3
SPEAKER_01
It s all negative.
3
SPEAKER_01
It s all negative energy.
3
SPEAKER_01
Yeah, it s concern.
3
SPEAKER_01
It s that concern, concern, concern.
3
SPEAKER_01
And we may be griping.
3
SPEAKER_01
We may be criticizing, complaining.
3
SPEAKER_01
All of this kind of commiserating with the people around us.
3
SPEAKER_00
It s hard to create a quantum leap in that space.
3
SPEAKER_01
It is.
3
SPEAKER_01
But what is so important is for people to know what s coming.
3
SPEAKER_01
People don t tell them.
3
SPEAKER_01
I think this is one of the things that
3
SPEAKER_01
It s a little bit of a problem with a lot of the self-improvement books.
3
SPEAKER_01
Go do this, do magnificent things.
3
SPEAKER_01
But by the way, in route, let s not talk about that.
3
SPEAKER_01
But you should, because if you will tell people what s coming, it does so much to equip them to deal with it.
3
SPEAKER_01
They know what s happening.
3
SPEAKER_01
Always knew if I was doing a keynote, it might be just the top deck of officers in a company, or it might be 100 middle managers that you re talking to, but it s, I m going to tell you what s coming.
3
SPEAKER_01
It s like day one can be very exciting, but there s always day two.
3
SPEAKER_01
Rene Brown talks about day two.
3
SPEAKER_01
You can t escape day two.
3
SPEAKER_01
And it goes back to that old saying about the messy middle.
3
SPEAKER_01
It s messy.
3
SPEAKER_01
Yeah.
3
SPEAKER_01
And it s kind of like if I want to redo my house, my kitchen.
3
SPEAKER_01
I got this glorious idea of what the kitchen is going to look like once we redo it and everything.
3
SPEAKER_01
In the middle of it, you re like, this is chaos.
3
SPEAKER_01
Yeah, it s chaos.
3
SPEAKER_01
You got dirt everywhere.
3
SPEAKER_01
You got holes in the wall.
3
SPEAKER_01
You got wires hanging.
3
SPEAKER_01
Is this ever going to look nice?
3
SPEAKER_01
Yeah.
3
SPEAKER_01
It s a passage.
3
SPEAKER_01
And people need to understand it s a journey.
3
SPEAKER_01
But if you don t tell them that, they get lost in the desert.
3
SPEAKER_00
You see a lot of big companies right now
3
SPEAKER_00
you know, in the news talking about the changes they re making.
3
SPEAKER_00
You know, the Amazons of the world, the Googles, the Teslas, the Facebooks, all these bigger companies talking about the transitions, the changes, you know, after the last few years of what happened and now trying to regroup and re-envision a brighter future for the company.
3
SPEAKER_00
mass layoffs that happen, restructuring, acquiring companies, changing the names of companies, branding, you know, from work at home to now getting everyone to work back in a community together, in person.
3
SPEAKER_00
And you see this friction in the world, because all this change is trying to happen with the bigger companies.
3
SPEAKER_00
You see pushback, you see friction, you see negativity, you see all the five C s you re talking about, the complaining, the frustration.
3
SPEAKER_00
What do companies need to do in order to, and maybe you can t escape some of this stuff.
3
SPEAKER_00
Maybe that s the messy middle.
3
SPEAKER_00
That s the messy middle.
3
SPEAKER_00
You re just like, all right, we re going to make change.
3
SPEAKER_00
There s going to be mess.
3
SPEAKER_00
Yeah.
3
SPEAKER_00
It ll get worse before it gets better.
3
SPEAKER_00
Really?
3
SPEAKER_00
Yeah.
3
SPEAKER_00
So how do companies stay confident in their decision of we are making this quantum leap?
3
SPEAKER_00
whether they re communicating to the thousands of employees or to their customers globally or just internally, how do they stay confident when the mess is like, this is chaos and people are unhappy and people are complaining and quitting and, you know, talking to the public and the news and how do they stay committed to the vision?
3
SPEAKER_00
without being rattled too much and stay positive and eliminate the negative thinking.
3
SPEAKER_00
How do we do that when it seems like people are against you?
3
SPEAKER_00
And this could be for big companies or for an individual.
3
SPEAKER_01
Absolutely.
3
SPEAKER_01
You can play this out on an individual level as well.
3
SPEAKER_01
What you re talking about is resistance.
3
SPEAKER_01
People
3
SPEAKER_01
Daniel Kahneman is a world-renowned psychologist, one of the most respected psychologists in the world today.
3
SPEAKER_01
He won the Nobel Prize in economics, not psychology.
3
SPEAKER_01
But he, and he s written several books.
3
SPEAKER_01
But one of the things that is, I mean, again, just one of these killer insights or things that the research that he conducted found was that
3
SPEAKER_01
As humans, we weigh losses twice as heavily as we do gains.
3
SPEAKER_01
We weigh potential losses, imagined losses, twice as heavily as we do gains.
3
SPEAKER_01
So for example, if I said to somebody, flip a coin.
4
SPEAKER_01
Got a hundred dollar bill here.
4
SPEAKER_01
If you get it right, you get the hundred.
4
SPEAKER_01
If you get it wrong, you pay me a hundred.
4
SPEAKER_01
And usually people won t take you up on that deal.
4
SPEAKER_01
Certainly if you, if the stakes are higher.
4
SPEAKER_01
Um, okay, so let s go back and talk about you changing you in some big major way or an organization changing, seeking to change itself in some big major way.
4
SPEAKER_01
people immediately, they re focusing on the negative, remember.
4
SPEAKER_01
You ve got self-defense working overtime, self-preservation going like crazy, and people are sizing up all the ways they can lose in this proposition.
4
SPEAKER_01
You need to have, in neon lights, a picture of the promised land.
4
SPEAKER_01
For one thing.
4
SPEAKER_01
Yeah.
4
SPEAKER_01
Secondly, you need to get the message across that this is the Valley of Tears.
4
SPEAKER_01
This is a passage.
4
SPEAKER_01
It s not, it doesn t stay like this.
4
SPEAKER_01
Let me give you an example that you stay very fit.
4
SPEAKER_01
You were an amazing athlete.
4
SPEAKER_01
When, let s say if you or I or anybody goes to the jail,
4
SPEAKER_01
and we re gonna do a new workout routine.
4
SPEAKER_01
Okay, this week, I m upping the iron.
4
SPEAKER_01
And not just that, I m gonna do three sets of squats instead of two, and so on and so on.
4
SPEAKER_01
Well, you come out of that sore, okay?
4
SPEAKER_01
But you don t think, well, if I keep lifting like this, I will live sore forever.
4
SPEAKER_01
But you don t.
4
SPEAKER_01
You develop the muscles.
4
SPEAKER_01
You work through it.
4
SPEAKER_01
Well, in change, as an organization or as an individual, you go through psychological soreness.
4
SPEAKER_01
And people need to know that this is a passage, that these are the rites of passage that you go through to something greater.
4
SPEAKER_01
If you re a good executive, you will get before your people and you level with them and say, it s going to be, it s going to be painful.
4
SPEAKER_01
It s going to be messy.
4
SPEAKER_01
We re going to make some mistakes.
4
SPEAKER_01
But look, we ve got to do this.
4
SPEAKER_01
We need to do this.
4
SPEAKER_01
And look what it s going to be like.
4
SPEAKER_01
And you have to sell the milk and honey, you know?
4
SPEAKER_01
And as an individual, you ve got to keep your eye on that magnificent obsession that represents your quantum leap goal.
4
SPEAKER_01
You ve got to live with that thing.
4
SPEAKER_01
You ve got to make love to that thing.
4
SPEAKER_01
You ve got to, um, so when I,
4
SPEAKER_01
and doing keynote with a group of executives, I will tell them, look, consider yourself a doctor.
4
SPEAKER_01
And let s say you re doing heart surgery on somebody tomorrow, okay?
4
SPEAKER_01
So they check into the hospital today.
4
SPEAKER_01
Let s say they re in it for, they check in about four o clock or something like that, and you stop by about 5.30.
4
SPEAKER_01
You re the doctor, you re the surgeon.
4
SPEAKER_01
You re the guy that s gonna make this magic happen and make them well again.
4
SPEAKER_01
You re gonna keep them from dying.
4
SPEAKER_01
So you go in and you sit down with the family and you say, how you doing?
4
SPEAKER_01
Look, we got this.
4
SPEAKER_01
Now, I wanna tell you how tomorrow s gonna go.
4
SPEAKER_01
About 7 a.m.
4
SPEAKER_01
the anesthesiologist is going to come in.
4
SPEAKER_01
And they re going to, they ll probably give you something so that you re not nauseous when you wake up.
4
SPEAKER_01
And then they re going to give you, you know, they put in the IV and they re going to do this and you will get to 30 before you re asleep.
4
SPEAKER_01
And so you ll go into the operating room and you ll be in there X period of time.
4
SPEAKER_01
When you re through, you ll go into recovery and I will go and tell you folks how it went.
4
SPEAKER_01
Okay.
4
SPEAKER_01
This is, this should be a lay down.
4
SPEAKER_01
Okay.
4
SPEAKER_01
And then after, I d say by 10 o clock, 1030, we ll have him back in the room and you ll be able to talk to him.
4
SPEAKER_01
Now I want to tell you, we re going to have you out of the bed and on your feet tomorrow afternoon.
4
SPEAKER_01
Okay.
4
SPEAKER_01
Um,
4
SPEAKER_01
You won t feel as bad tomorrow afternoon as you re going to feel the second or third day.
4
SPEAKER_01
But you re going to be back home with so-and-so, and this is the way it s going.
4
SPEAKER_01
They tell you what to expect.
4
SPEAKER_01
And it is amazing, because here s what happens.
4
SPEAKER_01
The doctor s credibility goes through the roof.
4
SPEAKER_01
The patient, that diminishes so much raw terror.
4
SPEAKER_01
What could have happened?
4
SPEAKER_01
Yeah.
4
SPEAKER_01
And the next morning, it just goes just like clockwork, just like you said.
4
SPEAKER_00
I felt better, then I felt worse, and then, yeah.
4
SPEAKER_00
And we need to tell ourselves that kind of thing.
4
SPEAKER_00
It s so hard, like you said, because we remember a past that is painful.
4
SPEAKER_00
And if we can learn to manage your remembering, like you said, and not focus on those painful moments that stick out in our minds as these crippling moments from childhood,
4
SPEAKER_00
But think about all the growth and all the opportunity and all the goodness that came when we did put ourselves out there instead and we focus on those.
4
SPEAKER_00
When we manage your remembering like you talked about, it gives us more faith and hope for a greater future in these challenging times.
4
SPEAKER_00
And I think that s a hard thing to do if people have never trained how to do it.
4
SPEAKER_00
So I love that you re talking about this because it is all in the managing of our mind.
4
SPEAKER_00
of our memory, of our remembering, and as Dr. Joe Dispenza talks about, he says, remember the future.
4
SPEAKER_00
Isn t that a great line?
4
SPEAKER_00
It s a great line.
4
SPEAKER_00
You talk about manager remembering, he talks about
4
SPEAKER_00
remember your future of like, imagine this quantum leap that s going to happen and focus on that.
4
SPEAKER_00
Sure, there might be some bumps and challenges and adversity and friction, but focus on the end and fall in love with it.
4
SPEAKER_00
You talked about falling in love.
4
SPEAKER_00
And the first line of this chapter on falling in love, you said, quantum leaps won t happen
4
SPEAKER_00
if you re living life with a lukewarm heart.
4
SPEAKER_00
It s hard to really get exponential growth if you just don t care about it that much.
4
SPEAKER_00
If you re like, well, I want to work hard because this person wants me to do it, you re probably not going to enjoy the process as much as if you fall in love with it.
4
SPEAKER_00
Fall in love with the pain, the problems, the friction, all of it.
4
SPEAKER_00
And that love story at the end that your dream is connected to.
4
SPEAKER_00
And that s what I love about this.
4
SPEAKER_00
You bring in the emotion of love.
4
SPEAKER_00
and that feeling behind the pursuit of what we re going after to it.
4
SPEAKER_00
Not just let s set goals and make money and accomplish things.
4
SPEAKER_00
It s love your life, manage your remembering, and really pursue it all in.
4
SPEAKER_00
And I love that about this book.
4
SPEAKER_01
Puts it to that line, the world isn t changed by people who sort of care.
4
SPEAKER_01
Who sort of care.
4
SPEAKER_00
Sort of care.
4
SPEAKER_00
Yeah, I sort of care about it.
4
SPEAKER_00
Yeah, a little bit.
4
SPEAKER_00
It s not going to change.
4
SPEAKER_00
Just look at it, does it?
4
SPEAKER_00
Yeah.
4
SPEAKER_00
You got to really care.
4
SPEAKER_00
And here s one thing.
4
SPEAKER_00
People say, well, what if I don t have the support?
4
SPEAKER_00
What if I don t have the team?
4
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What if I don t have good mentors, or I didn t go to the good education, or my partner doesn t support me in going after this quantum leap?
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How can someone navigate that all the things are stacked against them?
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How can they overcome that to creating a quantum leap?
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And how can they tap into or rely on the unseen forces when it seems like they ve been dealt a bad hand, they don t have many options, and everyone is against them?
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How can they create that abundance factor, that quantum leap?
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with all this.
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Have you run across this book by Maria Konnikova called The Biggest Bluff?
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Yeah, I had her on the show.
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She s great.
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She is great.
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And the thing I love is that story she tells in the book.
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about this study that she did, well actually I guess this guy named Ingo Fielder, I think he was an economist or something again, but he does this study, he studies poker hands online, hundreds of thousands of them over a six-month period, and what he found is that
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The best hand, having the best hand, won only 12% of the time.
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Isn t that crazy?
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It is absolutely crazy.
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So the vast percentage of the time, it was the best player.
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And so I think what we re talking about here is, and what I m trying to do in U Squared is, here s how you play.
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There are always going to be constraints.
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always going to be limitations.
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And if we can hack that and use them to our advantage, because so much of the time, well, we need constraints.
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Sometimes I m going to try to write a blog and I can t figure out what in the heck to write because, well, there are too many things.
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But if Kim, you know, who s over our publishing wing, if she comes in and says,
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I would like for you to write a blog about X. Oh, that s funny.
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All of a sudden, I ve got some constraints.
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It s boxed.
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And she says, and we need it by day after tomorrow.
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And, you know.
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It can only be this many words.
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Yeah.
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And yeah.
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Yeah.
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And it can t be like anything you ve written before.
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You know, I don t know, but the constraints
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We re pretty helpless without constraints.
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Yeah.
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Having structure actually allows you to be more creative and more artistic in my mind.
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Yeah.
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And if you re just like, okay, paint me a painting.
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Here s a canvas, like, go.
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It s like, you don t know, you can do anything you want.
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But when it s like, I want you to paint with oil or acrylic or pencil, and I want you to paint this specific thing in your own style.
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Then you have some direction, you have some border, some guideline where you can be extremely artistic.
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It s kind of funny, and really that s what goal setting does for us as an individual.
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It gives us direction, it gives us some framework.
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Here s the sandbox, you know?
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There s this glorious sandbox.
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Go play in it, yeah.
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But most people are trying too hard.
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People are trying really hard, they say, and I learned this in sports growing up.
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So there s kind of a paradox to this because there needs to be consistent effort.
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There needs to be effort over time.
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You have to be consistent in showing up.
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You can t just show up once in a while and put in zero effort.
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Um, you know, and definitely working hard consistently over time made me a better athlete, made me better in business, you know, all these different things.
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But here s a story from your book that I love that I m going to read.
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Um, it s a true story.
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It says I m sitting in a quiet room at the Microsoft in a peaceful little place, hidden backed among the pine trees, about an hour out of Toronto.
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It s just past noon, late July, and I m listening to the desperate sounds of a life or death struggle going on a few feet away.
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There s a small fly burning out the last of its short life s energies in a futile attempt to fly through the glass of the windowpane.
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The whining wings tell the poignant story of the fly s strategy.
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Try harder.
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I m just going to push through this window.
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And we ve all seen this story.
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We ve all seen a witness fly just pounding against a window.
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But it s not working.
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The frenzied effort offers no hope for survival.
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Ironically, the struggle is part of the trap.
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It is impossible for the fly to try hard enough to succeed at breaking through the glass.
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No fly will ever be able to break through that glass.
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Nevertheless,
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This little insect has staked its life on reaching its goal through raw effort and determination.
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The fly is doomed.
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It will die there on the windowsill.
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And across the room, 10 steps away, the door is open.
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10 seconds of flying time and this small creature could reach the outside world it seeks.
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With only a fraction of the effort now being wasted, it could be free of this self-imposed trap.
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The breakthrough possibility is right there.
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It could be so easy.
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You go on to finish the story, and you talk about why doesn t the fly just turn around and see a different possibility 10 feet away and just fly into freedom.
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And he doesn t, or she doesn t.
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This fly doesn t do this.
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Most of the time it never happens.
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Why is that reflective to human beings?
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Where we try to just, we see a wall, we just try to push through it.
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We just hurt ourselves.
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We just grind it out.
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We hustle harder.
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But all we need to do is turn around or do a 360 and see a different possibility and walk more effortlessly towards our desired future and our desired vision.
5
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But at the same hand, there is effort and consistent hard work that creates results as well.
5
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So how do we think of that paradox and move towards something in an unconventional way rather than a conventional hard way?
5
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Well, you highlight a real important thing here in the book.
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Selective persistence is very important.
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And so how do we know that we re being smartly, selectively persisting, as opposed to just being dumb, you know?
5
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And at best, shooting for incremental improvement of some kind or other.
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I think this is the crux of a quantum leap.
5
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It s so hard for people.
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I think it s harder than the doubt thing.
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Wow.
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Although they re kind of married, I guess, in a way.
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Really?
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It is so hard for people to change their approach.
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It s easier for somebody to start something brand spanking new.
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Like, we re going to start a rock and roll band.
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Well, that was outrageous.
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That s unconventional.
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Yeah, yeah.
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I mean, that was a rabid dream of some kind.
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But it wasn t like,
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changing from something else in that same genre, so to speak.
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I find it s hard even for me and our company to really change the game.
5
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That s why your goal needs to be really, really a stretch goal.
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Because it requires it.
5
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There s no way on earth I could do it with this same approach.
5
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And so it forces innovation, it forces creativity, it forces you toward the fast lane.
5
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Then people fall into that thing of, yeah, I don t have this, and I don t have this, and I don t have this.
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Yeah, that s OK.
5
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We re teaching you how to play the hand.
5
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Your cards suck.
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But man, you ve got good enough cards if you will play the hand right.
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But I think that really is a tough one for people.
5
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Really, what you re actually going to do is take a new set of risks.
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And immediately, what happens?
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Just like Daniel Kahneman says, we start weighing the losses heavier than the potential gains.
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Well, if I did that, guy, the downside, what if I did this?
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What if I lose it all?
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What if I lose it all?
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Or what if I make an absolute idiot of myself?
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What if my mate leaves me?
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I don t know.
5
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And we go into that catastrophizing stuff, usually.
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And we lose sight of the goal.
5
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We quit romancing that stone, okay, you know?
5
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And so it s a tricky thing.
5
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And it goes back to that core issue you talked about, Louisa, self-belief.
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And we re asking people to become childlike again.
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Ooh, man, I love this.
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Why are people afraid to become childlike when they re adults?
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I guess part of it is this thing they ve gotten to the point where they don t bruise and scrape themselves as much.
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And they become more self-conscious.
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Kid doesn t give a damn that it s got food all over its face.
5
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It s learning to feed itself.
5
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You know?
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And the kid, let s say it can wade, but it can t swim.
5
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It wants to swim.
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My big brother can swim.
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All my friends, they can swim already.
5
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This sucks, you know?
5
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And so they strangle themselves.
5
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I mean, they get strangled.
5
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They choke and all this kind of stuff.
5
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And they re splashing water everywhere.
5
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But there is this fierce determination to pull it off.
5
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There s another thing that I love.
5
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I wrote a blog some time ago called Naive Ambition.
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I love it.
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And that s what we see in younger people is that, I don t know.
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That was you with the rock band.
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Yeah, exactly.
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I m going to go be a top 100 billboard in a couple of years.
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Yeah.
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and a willingness to take new risks.
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And the thing is we don t study the downside of the way we re doing it.
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We don t identify the risks that we re taking now because they re just part of our lifestyle and our everyday habits.
5
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But we re taking some real stupid risks because
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We hadn t started the rock band.
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I was risking, well, I wouldn t have been as popular.
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I would have never had a record that made the top 100.
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You know, and on and on, the joy that we got out of that.
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If we could have kept on doing in my company the same things that we were doing when I started the company, we took some risks.
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set outrageous goals, but anyway, it s hard for people.
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It s really challenging.
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Yeah.
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Vince Lombardi has a quote, I think this is it, where he says, if you re not fired up with enthusiasm, you ll be fired with enthusiasm.
6
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Yeah.
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Another quote is, the world makes room for passionate people.
6
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And I love the meme that I ve seen online of a baby in diapers trying to walk.
6
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It s a photo of a baby.
6
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And the meme says, a child falls 1,000 plus times while it learns to walk.
6
SPEAKER_01
And it never says, hmm.
6
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when I m falling over and over, maybe this walking thing isn t for me.
6
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The baby never thinks that.
6
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The baby just keeps trying to get up and walk, even though it smashes its face and scrapes its elbows and, you know, falls over and over in front of others, it doesn t stop trying to walk.
6
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And it doesn t think, this isn t for me.
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SPEAKER_00
Yeah.
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And it doesn t, it doesn t stop to think, I don t know how to do this, obviously, so I can t do it.
6
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Yeah.
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That s ridiculous.
6
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There are so many things that you re capable of doing
6
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that you don t know how to do.
6
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I think I said this earlier.
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Anything of significance that any of us have pulled off in our life, we didn t know how to do it initially.
6
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I didn t know how to drive.
6
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I started driving and you learn how to drive.
6
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And we could go on and on and on.
6
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And it s bizarre how we reach the point of we won t put ourself into that cockpit again, you know?
6
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It s just... We get scared.
6
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We get comfortable and we get scared, yeah.
6
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I think it s psychologist R.D.
6
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Lang that said, if I don t know I know, I think I don t know.
6
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Said he how?
6
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If I don t know I know,
6
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I think I don t know.
6
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How interesting.
6
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And it s this kind of stuff that goes on in our heads.
6
SPEAKER_00
Well, that s a wrong assumption.
6
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But it s kind of how people go around living.
6
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Yeah.
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How do you keep that childlike energy inside of you at this stage of your life?
6
SPEAKER_01
After, you know, decades of being in the work and researching and psychology and writing books and having a lot of success and transforming your business into different things and, uh, you know, just continually evolving as a human and a business leader.
6
SPEAKER_01
How do you stay a childlike and not get too comfortable with just, I m just going to go incremental now?
6
SPEAKER_01
Well,
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First of all, I am guilty.
6
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I m not as good at that as you might think, probably.
6
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I think it s kind of interesting because if you think this is the way our life starts, we accumulate, we grow, we get better, and we re accumulators, we re accumulators and we re muscling up and we build our social network and our net worth and our information base and on and on.
6
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There s a, there s a,
6
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wretched thing that happens.
6
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I m going to say if you want to pivot point about in the late fifties and there s an inversion and we start this way and we take fewer risks.
6
SPEAKER_00
There are several things that drive this.
6
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Um, one, we may be comfortable enough financially,
6
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our energy level goes down.
6
SPEAKER_00
You re not as hungry anymore.
6
SPEAKER_00
We re not as hungry.
6
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And so there s some complacency that sneaks in and so on and so forth.
6
SPEAKER_00
How do you keep yourself energetic, wired up, keep the fire?
6
SPEAKER_01
I think... And maybe you don t need to.
6
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Maybe it s not, you know, maybe it s not a priority.
6
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I think we need to kind of though.
6
SPEAKER_00
I think we need
6
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We need to be doing something that we want to do.
6
SPEAKER_00
I love to write, and I can still write.
6
SPEAKER_00
That s beautiful.
6
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It doesn t take a lot of energy to write.
6
SPEAKER_00
I don t fight the road like I used to.
6
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You re not traveling as much, yeah.
6
SPEAKER_00
You know, I m not out there driving projects, flying all over the planet and all that kind of stuff, but I need
6
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I need to be on the move.
6
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I get disgusted with myself sometimes following the same route to work, same route to work, same route to work, spend the same hours a day, go back home.
6
SPEAKER_00
And so I need variety.
6
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But I think some people don t need as much.
6
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Some people don t need adventure in their life like I do.
6
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But I think if you re playing to your strengths and you re letting yourself
6
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do things that you love to do.
6
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That s one thing.
6
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Another thing is,
6
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Let s just go to this core idea of energy, because you brought it up.
6
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It s a very important word to me.
6
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When I was with the firm in Chicago, this firm called Management Psychologist, I d gotten my PhD, I d finished up my time in the Army, I was an officer, I was in the Pentagon, and I can make that sound really cool.
6
SPEAKER_00
But anyway, I was,
6
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starting with this firm in Chicago.
6
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And we were doing management executive assessments, like I said.
6
SPEAKER_00
And early on when I was doing this, you know, the head guy would come in and he d say, okay, let s talk about this candidate, you know, and I d be saying, okay, here s how he stacks up here.
6
SPEAKER_00
And here s how he stacks up here.
6
SPEAKER_00
And I think he s a good candidate, bad candidate, whatever.
6
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And he would say, well, price, what do you think about his energy level?
6
SPEAKER_00
And I m like,
6
SPEAKER_00
What?
6
SPEAKER_00
You know, I d never, I d never even thought of the term or anything.
6
SPEAKER_00
It s this energy level.
6
SPEAKER_00
And time and time again, I ve heard this guy say he was a very astute psychologist and very smart man.
6
SPEAKER_00
And he said, in my professional opinion, the single most important factor for success in the business world is a high energy level.
6
SPEAKER_00
He ranked it above everything.
6
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Looks,
6
SPEAKER_00
Brain power.
6
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Intelligence, yeah.
6
SPEAKER_00
Social skills.
6
SPEAKER_00
It wasn t that he discounted some of these other things.
6
SPEAKER_00
There are a lot of things that come into play.
6
SPEAKER_00
We know that.
6
SPEAKER_00
But he said the number one thing.
6
SPEAKER_00
And so I was intrigued by that.
6
SPEAKER_00
But I started watching it, because I ve evaluated hundreds of execs over the years.
6
SPEAKER_00
And then when we started doing merger integration work, I was studying companies and I began to look, I think that the corporate energy level is the most overlooked asset or factor when people talk about corporate culture.
6
SPEAKER_00
People don t pay a bit of attention to it, it seems like.
6
SPEAKER_00
When I think about this, if you go to the dictionary and you look up,
6
SPEAKER_00
The definition of energy, get this, the formal definition, the physics definition is the capacity to do work.
6
SPEAKER_00
I think that is a beautiful line.
6
SPEAKER_00
Well, why do we hire people?
6
SPEAKER_00
Why do we promote people to, for their capacity to do work?
6
SPEAKER_00
If they don t have the capacity to do work, we fire them.
6
SPEAKER_00
We demote them, we pay them less or whatever.
6
SPEAKER_00
The capacity to do work.
6
SPEAKER_00
Okay.
6
SPEAKER_00
So
6
SPEAKER_00
How do we maintain that energy?
6
SPEAKER_00
Well, if you stop and think about it, when there s no energy.
6
SPEAKER_00
Everything stops.
6
SPEAKER_00
It dies.
6
SPEAKER_00
It dies.
6
SPEAKER_00
The machinery stops.
6
SPEAKER_00
The human being stops.
6
SPEAKER_00
Everything stops.
6
SPEAKER_00
And the people with lower energy, I saw them.
6
SPEAKER_00
They just weren t as big an achievers.
6
SPEAKER_00
They might have killer brain power, but the energy level wasn t there.
6
SPEAKER_00
The motor, you know, they just their metabolic rate, whatever you want to call it, it wasn t there.
6
SPEAKER_00
I think
6
SPEAKER_00
Some people just come more gifted than others.
6
SPEAKER_00
I m convinced of that, first of all.
6
SPEAKER_00
Some people come with a four-cylinder.
6
SPEAKER_00
Some people come with a 12-cylinder, okay?
6
SPEAKER_00
Some people, they come with a good, strong engine, but they put low-octane, watery gas.
6
SPEAKER_00
They don t eat right.
6
SPEAKER_00
Some don t keep their motor tuned.
6
SPEAKER_00
They don t work out, you know.
6
SPEAKER_00
They just don t stay fit.
6
SPEAKER_00
and the energy level goes down.
6
SPEAKER_00
So I think that, you used the word friction earlier, and there is a good side to friction, as we know.
6
SPEAKER_00
We need friction in life.
6
SPEAKER_00
I mean, that s what s going on when you re pumping the iron or you re doing those workouts on the gridiron or whatever.
6
SPEAKER_00
And you have to use muscle to build muscle.
6
SPEAKER_00
And it s kind of like you ve got to spend money to make money.
7
SPEAKER_01
So some friction is good.
7
SPEAKER_01
You need something to be responsible for.
7
SPEAKER_01
Studies have found that in nursing homes, give this elderly person a plant that they ve got to take care of.
7
SPEAKER_01
They live longer.
7
SPEAKER_01
Really?
7
SPEAKER_01
Yeah, I m talking about living longer.
7
SPEAKER_01
There was a study, and we were talking about optimism, pessimism, and there was a famous 50-year study of nuns, one of the best longitudinal studies ever.
7
SPEAKER_01
And they tested them at the beginning of this period, and the optimists lived 10 years longer, 10 years longer than the pessimists.
7
SPEAKER_01
And so what this says to us is that pessimistic thinking is more dangerous than smoking.
7
SPEAKER_01
Wow.
7
SPEAKER_01
Because smoking, if you don t smoke, well, if you do smoke, it takes, if you re a man, it takes five and a half years off your life.
7
SPEAKER_01
So they say that s the last statistics I saw.
7
SPEAKER_01
If you re a woman, it takes seven years off your life.
7
SPEAKER_01
I don t know why, but that s the statistics.
7
SPEAKER_01
So, I mean, if you don t think it s important to manage your mind,
7
SPEAKER_01
You know, to manage that mental traffic that s cruising through your brain.
7
SPEAKER_01
It s a longevity game that we re talking about here.
7
SPEAKER_00
It s huge.
7
SPEAKER_00
I want to check out that Nunn study.
7
SPEAKER_00
That seems interesting.
7
SPEAKER_00
Yeah.
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10 years, people lived longer by having more optimism than pessimism in a 50-year study.
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That s incredible.
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I believe it, though.
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When I see people that are ... I was talking about this this morning.
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There are some people that I know who are more rigid in their thinking.
7
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they are more guarded, closed off, less forgiving in their way of being and in their energy.
7
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And they seem to have more pain physically, more chronic illnesses, they get sick more frequently, catch a cold more frequently, things like that.
7
SPEAKER_00
And when you see someone that just can learn to let go of the past, it is more forgiving.
7
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Maybe they don t like something and they express it, but then they move on.
7
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They re not suppressing emotions, but they re not being the emotion.
7
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They re not saying, I am an angry person.
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They re saying, I m experiencing anger and sadness.
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It s different than I am versus I am experiencing.
7
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And when they can move through the emotions and let these things go, the pain, the problems, the stress, the anxiety, the betrayal, the hurt, all these things, they feel more free.
7
SPEAKER_01
What s the line about that?
7
SPEAKER_01
That s like,
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Drinking poison.
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SPEAKER_01
Yeah another person to suffer or something.
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SPEAKER_00
Yeah, exactly Forgiveness is about that.
7
SPEAKER_00
Yeah.
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Yeah, it s a it s a huge thing I see people that suffer physically because in their mind they re holding on to more negative quality of thought my dad He lived to be a hundred and two
7
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And he was an optimist.
7
SPEAKER_01
He was a positive thinker.
7
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But it wasn t like he was Pollyannish or anything like that.
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But the thing about it was,
7
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He wouldn t dwell on miseries.
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SPEAKER_01
I mean, he was so good at, I guess you d just call it displacement.
7
SPEAKER_01
I m not gonna wallow in that.
7
SPEAKER_01
That s not fun.
7
SPEAKER_01
There s this bumper sticker.
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I think it s the favorite bumper sticker I ever saw.
7
SPEAKER_01
It says, it was a picture of a bumper on an old, rusted, dirty car.
7
SPEAKER_01
The bumper sticker was worn and everything, but it said, no use being pessimistic.
7
SPEAKER_01
Wouldn t work anyway.
7
SPEAKER_01
You know, and that was kind of my dad s thinking.
7
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He just wasn t going to put himself through that.
7
SPEAKER_01
And it was just kind of who he was when he developed it.
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And I need to tell you this.
7
SPEAKER_01
He had, as a very small child, he had had a leg injury with his left leg.
7
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And for all the rest of his life, that left leg was still.
7
SPEAKER_01
And my dad, I never saw him contemplate the idea of even parking in a handicapped place.
7
SPEAKER_01
I never heard him gripe about that, really.
7
SPEAKER_01
It was just like how he chose to deal with that trauma.
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SPEAKER_01
That, again, is a choice.
7
SPEAKER_00
Yeah, he had a handful of cards, and that was part of his cards.
7
SPEAKER_00
One of his legs doesn t work as well or is stiff, or he had a limp or whatever it was.
7
SPEAKER_00
He could have held on to that and been frustrated about why it happened, or his parents didn t set him up for success, or whatever reason.
7
SPEAKER_00
But he made the most of it.
7
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And he said, well, at least I ve got another good leg and I can walk on.
7
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At least I ve got my thinking skills.
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At least I m healthy in other ways.
7
SPEAKER_00
And I think that s a lot of it, is the perspective and gratitude around life.
7
SPEAKER_00
There s a lot of things we could be sad and frustrated about that happened to us or that didn t happen to us that we wish would have.
7
SPEAKER_00
And we can hold on to these things, or we can say, you know what?
7
SPEAKER_00
Man, you know, 150,000 people didn t wake up this morning in the world.
7
SPEAKER_00
Exactly.
7
SPEAKER_00
I did.
7
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I m here.
7
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Even if I have a hand that I don t love, and I got this challenge, and this thing happening, and this betrayal, and this sadness, I m still here.
7
SPEAKER_00
I can enjoy this moment.
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I can manage my remembering.
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I can remember the future of the leaps that I m going to step into when I make a decision and a choice that I love my life.
7
SPEAKER_00
And I m going to step into a love story about me in spite of all the pain.
7
SPEAKER_00
And I think when people can start to do that, their life starts to transition in a big way.
7
SPEAKER_00
And I m just such a big fan of this book.
7
SPEAKER_00
I love that it s, you know, you re looking at a dyslexic here.
7
SPEAKER_00
So someone with a 36-page book, this is like gold to me.
7
SPEAKER_00
36 pages of pure wisdom and practical insights, I guess impractical,
7
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but really practical insights that will support you in creating more abundance, creating more opportunities, and really feeling empowered to take action in your life.
7
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I ve got tons of these copies.
7
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I give them out, U-squared.
7
SPEAKER_00
I want people to get a copy of this.
7
SPEAKER_00
A high-velocity formula for multiplying your personal effectiveness in quantum leaps, not incremental or gradual leaps, but in quantum leaps.
7
SPEAKER_00
If you want to really
7
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Optimize life.
7
SPEAKER_00
You can quit trying harder.
7
SPEAKER_00
You can think beyond what common sense would allow.
7
SPEAKER_00
You can make your move before you re ready and look inside for the opportunity of any challenge in your life.
7
SPEAKER_00
Make sure to get this book.
7
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You ve got a lot of different books.
7
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We ll have to have you come back on and we ll talk more about some of the other ones.
7
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But I think this is what a lot of people could use, at least
7
SPEAKER_00
You don t have to obsess over this but at least have the information around how you can stop trying harder, stop being the fly that is hitting a windowsill over and over trying to get free and look at things differently and turn your life around a little bit and see where the open door might lead you.
7
SPEAKER_00
So I want you to get a copy of this book.
7
SPEAKER_00
You ve also got a masterclass.
7
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that I want people to check out as well.
7
SPEAKER_00
If they go to PritchettU2.com, they can get access to that.
7
SPEAKER_00
Or if you go to PritchettNet.com, you ll have information around your master class and how they can get access to that.
7
SPEAKER_00
You have all your books up there as well and so many other things.
7
SPEAKER_00
My goal is to do a workshop with you one day and hopefully do a one day or two day with you at some point.
7
SPEAKER_00
I ll have to convince you at some point and make sure we can do that in the future.
7
SPEAKER_00
You ve got a lot of stuff over there, and you don t have as much interviews or videos of you, but you ve got a lot of writing and materials, and you ve got this master class.
7
SPEAKER_00
So if people want more of you in video format, they can check out this master class for sure.
7
SPEAKER_00
Before I ask you the final couple questions, how else can we be of service to you?
7
SPEAKER_00
I don t know.
7
SPEAKER_00
This is a gift.
7
SPEAKER_01
Uh, it s not only just delightful, just fun, uh, kicking ideas around.
7
SPEAKER_01
It s, uh, really gratifying.
7
SPEAKER_01
And so I appreciate that.
7
SPEAKER_01
And, uh, um, as I said earlier, you have the most charming way of interfacing with people, your guests.
7
SPEAKER_01
I appreciate that.
7
SPEAKER_01
Um, I don t know.
7
SPEAKER_01
I would not ask anything more.
7
SPEAKER_01
I feel,
7
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hugely gifted with this.
7
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Yeah.
7
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Well, we re grateful for you.
7
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We appreciate you.
7
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And I acknowledge you, Price, for the consistency you ve had in your life to try new things, to pursue a path that was more meaningful for you, and one thing didn t work out the way you wanted it to.
7
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uh, for really assessing all the different people you worked with, you know, performers and corporations and different people to give you the insights to be able to write this book, which has helped a lot of people over the last.
7
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24 years now.
7
SPEAKER_00
I think it is when you wrote this book 24 years ago.
7
SPEAKER_00
Actually, it was written in 1989 89 I thought was 99% so 34 years ago, right?
7
SPEAKER_00
No, what is this?
7
SPEAKER_00
Yeah about 33 years ago years something Wow, so it s over three decades Yeah, this book is old and it but it s got timeless wisdom.
7
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It s still relevant today more than ever Yeah, it it it sells more today than it ever
8
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It just kind of, it s a nice incline.
8
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I like the line.
8
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It keeps going exponential.
8
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Yeah.
8
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I love that.
8
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And it s amazing.
8
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Isn t it amazing that, you know, I don t know where you were at in your life when you wrote this 34 years ago, essentially, but you wrote a book.
8
SPEAKER_02
You d said, here s the information that I m gathering in my mind from all my experience.
8
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I m going to put it out on paper.
8
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And, um, you know, you didn t do the traditional way of doing a book.
8
SPEAKER_02
You didn t go 300 pages, you went 35 pages.
8
SPEAKER_02
I think you self-published this originally, so you didn t go traditional.
8
SPEAKER_02
You did all the unconventional ways of doing it.
8
SPEAKER_02
You followed your program, and it continues to serve you 34 years later, which is cool to see that one piece of content continues to serve you, but also impact
8
SPEAKER_02
hundreds of thousands of people 30 plus years later.
8
SPEAKER_02
That s amazing.
8
SPEAKER_02
That s fun.
8
SPEAKER_02
That s incredible.
8
SPEAKER_02
I wanna again acknowledge you for your wisdom and for being on the show and for sharing so much of the insights that you have.
8
SPEAKER_02
It s really making a difference on my life and my business and on so many people s lives.
8
SPEAKER_02
So I m very grateful for you.
8
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This is a question that I ask everyone towards the end.
8
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It s called the three truths.
8
SPEAKER_02
It s a hypothetical question and scenario.
8
SPEAKER_02
Imagine you get to live as long as you wanna live, but it is the last day on earth for you.
8
SPEAKER_02
You get to continue to create or actualize things as you want.
8
SPEAKER_02
But for whatever reason on this hypothetical scenario, you have to take all of your work with you on your last day on this earth.
8
SPEAKER_02
The lights go out, you got to take this book with you, all your masterclasses, all the content, this interview, it s all gone from this world, hypothetical.
8
SPEAKER_02
And you can only share three lessons with the world, three truths that you would leave behind.
8
SPEAKER_02
And we don t have access to any else of your content.
8
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What would you say are those three lessons or truths for you?
8
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I,
8
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maybe should stick with this.
8
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I ve said it many times to a group of people when I would start to present to them.
8
SPEAKER_00
I d say, I want to share with you three great truths.
8
SPEAKER_00
That s how I start.
8
SPEAKER_00
First of all, you are, you are the most powerful person in your life.
8
SPEAKER_00
I would say, someone would say, no, no, no, no.
8
SPEAKER_00
Look, I m 13 years old.
8
SPEAKER_00
I m, you know, whatever.
8
SPEAKER_00
I ve got a dominating this or that.
8
SPEAKER_00
I m sorry.
8
SPEAKER_00
You look at a, at a three year old go into a fit and you realize, I mean, so that would be truth.
8
SPEAKER_00
Number one, you are the most powerful person in your life.
8
SPEAKER_00
You have the power of choice and so on and so forth.
8
SPEAKER_00
Point two, you have an amazing capacity for change and three,
8
SPEAKER_00
You are the solution to your future.
8
SPEAKER_00
It s not your daddy.
8
SPEAKER_00
It s not your boyfriend.
8
SPEAKER_00
It s not your boss.
8
SPEAKER_00
You are the solution to your future.
8
SPEAKER_00
And I want you to remember the first two points.
8
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No, no, no.
8
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You are the most powerful person in your life.
8
SPEAKER_02
Those are great truths.
8
SPEAKER_02
I love it.
8
SPEAKER_02
Again, my final question,
8
SPEAKER_02
Before I ask it, I want people to get the book, U Squared.
8
SPEAKER_02
It s 36 pages.
8
SPEAKER_02
It ll take you 30 minutes to read this, but you ll be devouring it for years and going over and over again, the content inside, but it ll be an amazing investment for you.
8
SPEAKER_02
So make sure to get a copy of this.
8
SPEAKER_02
Get a few copies.
8
SPEAKER_02
I like to give them out to friends.
8
SPEAKER_02
U Squared, high velocity formula for multiplying your personal effectiveness in quantum leaps, not incremental leaps.
8
SPEAKER_02
Final question, Price, what is your definition of greatness?
8
SPEAKER_00
I guess it would be how much good you brought to the world.
8
SPEAKER_00
How many people you ve touched.
8
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That s and that kind of gets behind why you squared is the kind of piece it is.
8
SPEAKER_00
I wanted to put the cookies on the bottom shelf.
8
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I know the world.
8
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I know that most people are not going to read a book that thick.
8
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I love books.
8
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I m a crazy reader.
8
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I wanted it to be short.
8
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I wanted it to be inexpensive.
8
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I wanted it to touch as many people as I possibly could.
8
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And so that s why it s shaped the way it is.
8
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That plus, as I mentioned when we were talking before the session here,
8
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I just naturally write really tight, but I know that the more you can compress the message, the more powerful it becomes.
8
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And I didn t want to lose anybody.
8
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I hope today s episode inspired you on your journey towards greatness.
8
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Make sure to check out the show notes in the description for a rundown of today s show with all the important links.
8
SPEAKER_01
And if you want weekly exclusive bonus episodes with me as well as ad free listening experience, make sure to subscribe to our greatness plus channel on apple podcast.
8
SPEAKER_01
If you enjoyed this, please share it with a friend over on social media or text a friend, leave us a review over on Apple podcast, and let me know what you learned over on our social media channels at Lewis Howes.
8
SPEAKER_01
I really love hearing the feedback from you and it helps us continue to make the show better.
8
SPEAKER_01
And if you want more inspiration from our world-class guests and content to learn how to improve the quality of your life, then make sure to sign up for the Greatness Newsletter and get it delivered right to your inbox over at greatness.com slash newsletter.
8
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And if no one has told you today, I want to remind you that you are loved, you are worthy, and you matter.
8
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And now it s time to go out there and do something great.