QuickBooks Desktop 2023 Lists. Let's do it with Intuit's QuickBooks Desktop 2023. Here we are in QuickBooks Desktop sample raw castle construction practice file provided by QuickBooks going through the setup process we do every time maximizing the home page to the gray area. View drop down. We've got the hide icon bar and open windows list check on the left hand side you see the open windows reports drop down company and financial P&L profit and loss income statement<PHONE_NUMBER> on the range January through December customize the report with the fonts and numbers changing it to 12 okay yeah okay and then going to the reports drop down company and financial this time the big balance sheet with the date change 12 3124 customize in that report fonts and numbers changing it to 12 okay yeah okay that's the setup process we do every time we're going back to the the home page in the open windows we're now going to be thinking about lists noting that the term lists has some meanings within QuickBooks that are different even than accounting terminology it haven't been gotten in part due to the fact that these items were housed under the drop down of lists so when you hear bookkeepers using QuickBooks use the terminology lists they might have some very specific meaning for the items that are under the lists category note that even if you use the QuickBooks online software that doesn't have the drop down up top they still use some categories often time of lists so the major two things under the lists category are going to be the chart of accounts and the items list these are going to be very important items and most of these items are things including the chart of accounts and items are going to be things that we have to set down for the baseline to underlie the normal data input within to the system which is usually done as we've seen before with the forms the bills the pay bills the invoices and so on so once again the major two and you can tell they're the major two because they're in the homepage they were important enough for QuickBooks to put them in the company section are the chart of accounts and the items and services we'll talk more about them in depth in and of themselves because they're so foundational but note that the chart of accounts is the actual accounts that have to be you know used whenever we enter a financial statement transaction remembering that the end result of bookkeeping is us recording actual financial transactions that are happening throughout history throughout time through time and those then are going to be used to generate the balance sheet and the income statement when we see the balance sheet and the income statement they are constructed from accounts they're constructed from the chart of accounts so in order to enter any transaction which actually has an impact on the financial statements we need a chart of accounts to do so so it's foundational and then the other one is going to be the items and services and the primary items and services are usually going to be those that we do to generate revenue so if using the invoices and sales receipts we will have to have the the services in there even if we don't have inventory and we're billing people we'd still like to group the services usually unless we have a very easy system where we're basically possibly doing gig work or something we're getting paid by a platform and we're not even using these forms in that case possibly we're just waiting till something clears the bank and then recording the deposit from a particular vendor through the bank fees so i'm going to go to these items with the list drop down the chart of accounts is going to be the first one if we go into the chart of accounts you can see it's a list of accounts they're going to be ordered primarily by type meaning the types and we'll go into this in more detail in a future presentation but basically are the balance sheet and then the income statement asset types liability types equity types and then income and expense type of accounts generally these accounts are going to be used every time we enter a form you really want to understand that because that'll give you some idea of what's actually happening in the end result balance sheet and income statement whenever you do a data input form like a bill a check an invoice a sales receipt and you want to have a kind of an understanding of that so you can you can fix any problems if any problems occur so crucial list we'll get back into that in future presentations and then the next crucial list is the item list so most of these items you can see other service items and the inventory items and those are going to be critical whenever if i go back to the home page we create an invoice then we'd like to make the data input as easy as possible by then having the items set up a service item or inventory item which will pull over the the amount here this one's a little bit different because we have these job cause system but in any case it'll pull over the detail related to the item as we enter it into the system which is quite useful and then the item is going to tell the system which accounts are going to be impacted which means of course we need a chart of accounts in order to do that so if i close this back out and i say no and i go to the items list notice that if i was to double click on an item you can see here that it's charging the cost of goods sold here account and then the income account those accounts are going to be needed to be set up in the chart of accounts before we can set up the items we'll go through this full setup process in the second half of the course those are the major items that would be set up but we also saw some other items which could be the sales tax items helping us to process the sales tax so when we set up sales tax we've got to add the items in order for the sales tax to be properly working as well now let's go back up to the lists up top and we got the fixed asset item list the fixed assets represent things that we're purchasing that are usually large property plant and equipment you might call it depreciable assets you could call it so that's going to be things like you know building equipment and so on and so forth that you're going to depreciate over time now note that it's you could use this to kind of back up and support the the items that you're recording into the system but also note that you're going to usually be dependent to some degree on an outside software possibly tax software to help you to track the property plants and equipment let me try to explain what i mean if i go to the balance sheet over here and we go down to the fixed assets these are the fixed assets now even if you're on a cash based system you're going to have to put the large purchases on the books even if you paid cash for it as an asset and depreciate it which kind of makes sense because if you wrote off a large purchase it would kind of distort your comparison of one period to another on the income statement which is kind of a point but you need to do it at least for taxes even small businesses are going to be required to do it to some degree for taxes the issue is then that when you do the taxes there's a different depreciation schedule that may be used than a book depreciation schedule so you're going to have to do depreciation in accordance with the tax law which means you're going to have to enter the depreciation into tax software so oftentimes for small to mid companies mid-sized companies you might as well kind of use the tax software to help you to calculate the depreciation and you can you can kind of then so what you need to provide to the to the to the tax preparer to help you out to do that is usually going to be the increases to the depreciation or to the fixed assets and the decreases the disposals the purchases and the disposals and there's different ways that you could track basically the purchases and and the disposals so note that you might be thinking that this fixed asset items list is going to be a detailed list that's going to help you to calculate all the detail for the depreciation accumulated depreciation and so on but that's probably not what you're going to want to do in a bookkeeping system because you're going to have to repeat that again in the tax software because you're going to have to tax software do it on a tax basis we on the bookkeeping side may try to do our books on a tax basis well so we don't have two different bases or we might try to have our book basis which might be more reasonable than a tax basis which is really weird and then we have the tax basis as well but even if we do that the tax software that's going to be used will usually be able to calculate both book and tax depreciation and therefore it's often useful to periodically put that into the tax software and then enter adjusting entries periodically for depreciation we'll talk more about that basically in the future but so so just so we'll we'll get into the depreciation a bit in the future but that's a general idea we got the price level lists so you can set different price level lists and then you can apply these lists to like customers that can be applied out when they're purchasing things so if you go to the customer item for example and I go to the customer center and I was to go into a particular customer then we have the price level which is on the payments tab and then you've got your options for your price level lists that you can apply out so then when you select that customer when you're when you're selecting the invoice that can take place at that time so then we've got this sales tax codes so sales tax codes so when we're processing sales tax remember that's on the when we go to the home page and we create an invoice for example we might have the sales tax that's going to be applied and when we set up the items we have to tell it whether it's subject to sales tax or not and so that'll be with the sales tax code typically and then if we go down we've got the payroll item list so when we set up payroll these are going to be the underlying items that will help us to process payroll so are they a salaried employee we've got the sick stuff the bonus all these items are going to be used in order for us to to easily populate or process payroll setting up all these items can be kind of complex because the payroll process can be kind of complex we have a whole course on you know setting up payroll we'll talk a little bit more about payroll in the future presentation but but it's it's large enough of a topic to be its own kind of world of stuff and then so we got the payroll items payroll schedule list so we pay people usually you only have one thing here because usually you pay people by weekly and that's it or semi monthly and that's it or monthly and that's it but you could have multiple payroll schedules you pay some people monthly and some people by weekly or whatever but there's that class list the class are going to be a special kind of term or use they're turned on here because they got castle it's a it's a construction company we've got some courses that get into classes in and of themselves there's various uses that you might use classes for but we won't spend we won't be focusing mainly on that workers comp so workers comp lists which is going to be specific to a particular company for the workers comp needs kind of connects to payroll and then we've got the other names list noting that in QuickBooks we typically have vendors we have customers and then you might set up you know some other things as like other names so then we've got we've got the workers comp other names and the customers and vendors the sales rep so if you have sales reps then you can have that would be a special area for those types of companies customer type so we could set up basically different customer types which is again you can apply into the customer area which might give you some more sorting capacity in some reports with regards to the customers we've got the vendor type same kind of situation on the vendor such side of things so you could set up different types for the customers and vendors we've got the job type so this would be because we have the job cost system here so they got the different types of jobs and then we've got other lists here job types terms lists so when we set up our our invoices for example we might have the terms so when we enter the invoice when do we expect to be paid net 30 and 30 days and 15 days we might have some discount kind of components that are going to be in there too some more complex terms that can be put in place and just so you could see that if I went to the if I went to the customers and create an invoice so the terms are here's going to be a term item that's where those lists are populated and so let's go to the lists we've got items customer message list so we can put some default messages that we can pull in when we're doing some communications with the customers that can make things a little bit more streamlined and faster in some cases and then you got the payment methods so you got the different methods of payment when we're populating our data input you can see we have the you know the check is usually the cash the check the american express discover and so on different forms of payment which can give us some more detail when we're trying to drill back down onto a transaction and see what precisely happened within it and then we've got the ship listing so this is the shipping lists and then we've got the vehicle lists okay and then we've got the templates so we could set up different templates to customize our invoices any kind of thing that we're giving to the customer there's a default form for it which is sufficient generally for the data input but we might we might want to customize that in order to try to try to make it nicer to present to the customer put our logo on it and that kind of stuff and there might be some fields that we want to basically add to the form from a data input side of things as well so we can create templates for that and then we've got the memorized transactions so we might have some transactions that we're going to that we want to set up as a memorized transaction and so we can get to them more easily so we've got that list notice that this is one of those types of things that you might put in your favorites tab or something if you use a lot of the memorized transactions so you can get there easily so edit add edit multiple list entries so this is when what we're going to use when we want to enter multiple items at one time we'll talk about that more when we create a new company file and we enter multiple things so those are the major the major lists company homepage so bottom line with the lists the main two are going to be the chart of accounts and the item lists those are the main two lists they're the foundational things typically they're not stuff that you're going to go into all the time during your data input typically they're the things that you have to set up that are going to be the underlying foundations used when you do the data input such as the bills the pay bills and so on for that reason they can be a little bit more complex and a lot of people don't understand them as much because they haven't worked with them because usually they're already set up when they start working with a company and they start entering the data input into the system but if you understand the foundational stuff chart of accounts and items especially then you'll have a lot better understanding of what's happening when you enter the forums and you'll be able to kind of diagnose problems much more easily that's a lot of times where the value comes in


Alan, thank you so much for joining me on the highest level here today. I'm excited to talk about your path in basketball and beyond. But I do want to start in basketball because you were a college basketball player and you became a basketball performance coach. So just kind of take us back to the early stages of your career and talk about how do you become a basketball performance coach? Basketball was my first identifiable passion. And I fell in love with the game at five years old. And I think it's pretty cool here that 40 plus years later, basketball still plays a major role in my life. And, you know, having been a basketball player and wanting to be the best I was capable of towards the latter part of high school. And then throughout my entire career in college, I started to develop an equal love for the performance training side, the strength, the conditioning, the nutrition, the mindset, everything that went into being the best player I was capable of. And when the writing was on the wall that when college was done, my formal playing days would be officially over. I figured what could be a better career than combining my first love of basketball with my newfound love of performance training. So I decided to become a basketball performance coach. And this was in the late 1990s, early 2000s when there really weren't a lot of people doing that, you know, as you can probably appreciate having spent a life in football. Football, you know, strength and conditioning was basically intertwined into the fabric of what it took to play football. But for basketball, this was kind of newfound. You know, there were not very many players, coaches or teams that were doing strength and conditioning. In fact, when I graduated college, less than a third of NBA teams even had a strength and conditioning consultant. And I say that because if you fast forward to present day, every NBA team not only has a strength coach, they have an entire performance department that usually employs dozens of people because they realize how important that is. So I bring that up to put in context that when I first started, it was kind of uncharted territory. There weren't really many people doing this, which was really a gift. It gave me a chance to really explore and try things out. And it certainly opened up a plethora of opportunities because there was no other competition. It's not like there was a, you know, a million strength coaches knocking on the door to work Nike skills academies. It was just me. So it afforded me some opportunities. And for that, I'll be incredibly grateful. Yeah, that's really cool. And just for the audience and for my own personal knowledge, is this different when we say basketball performance coach? Like, are you working with a team or are you working with individuals? Or does it really just depend on the situation? Like you mentioned some camps a moment ago. So does it really just depend on the situation or just kind of describe the difference between the traditional strength and conditioning coach we might imagine? Yeah, well, so I did a little bit of both. And also for context, I mean, I was running my own training business. So I was self-employed. So this was actually how I earned my income. So I had, you know, a couple of dozen players that I would work with individually. And these were high school and middle of school age players. So their parents would pay me to train their children. But then I also did work with teams. I worked with two teams here in the Washington, D.C. area, both very notable programs. The first was Montrose Christian, which is where Kevin Durant graduated from. And the second was Demathec Catholic High School, where Victor Oladipo graduated from. And in the 13 years that I was at those two schools combined, I think we put over a dozen players in the NBA. So wow, it was very, very high level. And both of those programs were Nike flagship programs. So that got me an invitation to work the Nike Skills Academies with guys like Kobe Bryant, LeBron James, Steve Nash, Kyrie Irving got me to do some work with Jordan Brand, with USA Basketball. So I was able to work one on one with players. I was able to work with a high school team and travel with them and attend their practices. And then I was able to work at camps where there was hundreds of players involved. So I've had experience working in all of those different capacities. But regardless of that, the goal was always the same, which was to help basketball players improve their athleticism and injury proof their body. So whether I was training a high school coach and teaching a high school coach on how they could train their players or I was training the players directly, the end goal was the same, which was to help them bulletproof their body and improve their basketball specific athleticism. And I enjoy doing that in a variety of different formats and modalities and really loved every minute of it for the 15 years that I was immersed in it. Yeah, sounds really cool. And I love kind of number one, the unconventional nature of your path in this, as you said, kind of this growing industry, so to speak, within basketball. And then I also just love kind of the ability to be in all these different, I guess, buckets or different levels. But yet you're still doing the same thing and maybe kind of similar to that. You work, you mentioned Kevin Durant and Victor Oladipo and some other NBA stars. Talk about them at an early age. Like obviously they had talent because they've got to the NBA. But maybe talk about some of the other things that you noticed about working with some of those special players early on in their careers. Absolutely. Well, before I do that, I want to say that one of the things that I'm most grateful for is that my career allowed me to have two very distinct vantage points, both of which I've kind of already shared. The first vantage point was meeting someone like Kevin Durant or Victor Oladipo when they were 14, 15 years old. So before they ascended to the top of the mountain, you know, I was part of the process of what it took to get there. So I got to see a peek behind that side of the curtain and see, all right, what are the habits and the mindsets and the daily behaviors that it takes to become the best in the world at your craft? But then that's what led to the work with Nike and Jordan Bran and USA basketball, where I got to be a fly on the wall on the other side of the curtain and take a look at Kobe Bryant, LeBron James, Steve Nash and see what are players doing that, excuse me, have already reached the mountaintop? What are they doing to continually improve and evolve and grow? And what are they doing to sustain their level of excellence? So I've been able to see both camps, what it takes to get there and then what it takes to stay there and being able to draw from both of those experiences and learn lessons and pull strategies is what I believe gives me a very holistic approach now with the folks that I work with. And generally speaking, now I consider my job is to translate those principles and messages and lessons and strategies and show folks how to apply those to their lives, that, you know, the principles of high achievement and basketball have a tremendous amount of crossover into every area of our life, whether it's in business or in your personal lives. Those principles don't really change. And it's my job to show folks what they have in common with a LeBron James or a Kobe Bryant. But to answer your original question, yes, Kevin Durant and Victor Oladipo were certainly born with certain genetic predispositions that would allow them to be good at the game of basketball. But there's a lot of people that were born with some of those favorable dispositions and a lot of people don't actualize them. So what actually allows someone like Kevin Durant to be a very talented 14 year old and then ascend to being one of the best scores in the history of the game? There's a few components. One is a belief in the basics and a commitment to the fundamentals. It's a respect for the game and not trying to skip steps.  Another part is simply passion, you know, Kevin Durant and Victor Oladipo are two of the most passionate players that I've ever met. There's no place in the world they would have rather been when they were teenagers than in the gym working on their game. They didn't play the game of basketball for money or for notoriety. They played it because they loved it and fame and money and notoriety were just a byproduct of that. It wasn't the the intent or the purpose. They love the game. Something else that makes those those guys in particular unique is they did a masterful job of blending confidence with humility. They were both very, very confident players because they earned the right to be confident through the work they put in during the unseen hours. But they always had a humility and an openness to the feedback and an openness to being coached that no matter how good they were, they never thought they arrived. They never thought they were done. You know, Kevin Durant would never let you put him under museum glass and say he's a finished product. Even to this day, he's still constantly trying to tweak and refine and get better at his craft. So blending that confidence and belief that I deserve to be here. And I am a great player and I'm going to get this bucket mixed with I'm still open to getting better. And if you can see a room for improvement or an opportunity for growth in my game, then I'm open to hearing it and I'm open to being coached. And when you take the physical talent with the mindset and the toughness combined with those attributes I just shared, you have the recipe of being elite at what you do. Yeah, and I'm really glad that you outlined that the way you did right there, Alan, that's that's awesome to hear, because I think as you mentioned, we often look at them and we look at what they've achieved and their and their size and their raw talent. And we think that that's that's a huge piece. Now, it does play a factor, right? Like, you know, if you're five, ten, probably not going to last very long in the NBA, you have to be a very special talent. But it's these other pieces that were really the integral parts that allowed them to elevate their game. You mentioned confidence with humility. I know Tom Coughlin, the former New York Giants head coach, he has a great quote, which humble enough to prepare and confident enough to perform. And that's exactly what you just said with the mentality of these great NBA players, even at an early age. And when we had first connected, I shared with you my new book, Finding Intangibles. And there are so many intangibles that that these great players have. And I tried my best to kind of bucket them, if you will. And I kind of created three buckets and two of them, you just specifically outlined mindset and heart. And I kind of classify passion, competitiveness, this ambition to be great as part of the heart bucket. But then also this growth mindset, this this I'm not done. I'm the best player in the DMV area. And that doesn't that doesn't define me. I still have other places I want to go. Right now, I want to be a D1 player and I need to work on these areas of my game. And I'm sure when he got to D1, it was the exact same thing. He was continuing to elevate his sights. So I'm really glad you touched on those, because those were the same things I saw in my football career. Awesome. I knew we'd have a lot of alignment. I knew we'd have a fun conversation, you know, for that very reason.  While I do believe that your physical health and well-being bleeds over into other areas of your life. And I do believe that in order for you to have mental focus and acuity, in order for you to be high energy, to do your job. It's in your best interest to be physically fit and to to watch what you eat and so forth. However, the physicality component and requirements are thrown out the window when you're talking about the general population. As you mentioned, to make it in the NBA, if you're 5'10, it makes it that much harder. You know, if you're not very athletic or very fast or strong, you know, the odds are really stacked against you. But we don't have to worry about that in the business world or in the real world. Because if you're the CEO, it doesn't matter if you're 5'10 or 7'10. It doesn't matter if you can run a how fast you run a 40 or how much you can bench press because we don't worry about the physical markers in those areas. So while it may be an inhibitor to play in the NBA or NFL, if you don't have certain physical gifts, we don't have to worry about any of that in business. You know, when you wrote your book, it didn't matter how tall you were, how fast you were to write the book, all that mattered was the content and the research and the heart and love that you put into that book. So it's a great equalizer. So for anyone that's looking to play a professional sport, yes, the physicality component is a piece of that. One could argue the most important piece because without it, you've really got no chance. But for the rest of us and the rest of our lives and in the rest of the world, that stuff doesn't matter. And to me, that's when these things become even more important. So if your goal is to be an author or an entrepreneur or to be a manager or a director or a CEO or an executive, then you can focus entirely on things like focusing on the basics, on your mindset, on your heart, on your passion, on being open and humble. And so to me, that's that's the best news of it all is when we're trying to be excellent in any of these areas of our life, we're never limited by the physical component. Yes. And you you hit on something a moment ago, you said basics. And I know this is a fundamental piece to a lot of the work that you've done with some of the best NBA players. And I want to touch on something. I've heard you talk about this before being the warm up guy. And I can relate early on in my football career, when I first started at Southern Methodist University in Dallas, Texas, I was the ops intern. But really what that meant was I was the Chick-fil-A guy. I was the guy that passed out Chick-fil-A as everybody got on the bus. I was the study hall monitor. I wasn't necessarily doing a lot of on the field coaching or anything that affected on the field play, but I was learning. And I've heard you talk about being the warm up guy. And so just kind of take us back to that that early time as you were progressing in your basketball performance coach career and talk about the value of being the warm up guy.  I mean, this is something I can say with a smile because there's a tremendous amount of pride now with hindsight being 2020. But when I was working at Montrose Senate with D'Amatha and then I would work events for Nike and Jordan, Brandon, USA basketball, my primary role was to warm the team up before practice or before games, was to get them mentally and physically prepared to play and to compete at the highest level. And most of the time there was a time restriction on that. You know, I had 10 minutes to warm the players up. So when you look at the entire big picture, you know, I didn't have a lot of time for what I was doing. But I took what I was doing very seriously and I realized that the warm up component, both the mental and physical portion would set the foundation and set the tone for the practice or the game or the work out to follow. So while, you know, quantitatively, it might not have necessitated a lot of time, qualitatively, it was really important and it was integral to getting the players to be the best they could be. So I took that job very seriously. I mean, I planned, I prepared and I executed that 10 minutes to the absolute best of my ability. And yes, I was affectionately known as the warm up guy, but I was OK with that. That wasn't, I didn't look at that as a diminished title. I looked at that simply as I'm the base layer or I'm the foundation to which the rest of this day is going to be built. And if I can warm these players up properly and get them fully engaged, then they will have a better practice or they will compete at a higher level during the game. So my role is important and I embraced it as such. However, with that being said, I realized that there was still a fork in the road that when I was working these Nike skills academies or I was going to be at a demath of practice that I could simply just show up, do my 10 minutes and then roll out because that's all I was asked to do. Or I could take pride in being what I call a utility player. And say, OK, here's all I'm being asked to do, but this isn't all that I have to contribute. I can stay for practice and I can rebound. I can wipe the floor. I can hand out Gatorade. I never got a chance to hand out Chick-fil-A, which is the shame, because I love Chick-fil-A and I probably would have kept a couple sandwiches for myself, but how can I add value to everything that's going on above and beyond what's expected of me? More importantly, can I be a sponge and soak up during the practice and game, what the coach is teaching? You know, can I learn different coaching techniques? Can I become a more effective communicator? Can I watch the drills that they're doing during practice or a workout and figure out how I can mimic those drills in my own training sessions? So now that things are more cohesive. So my goal every time I was was at an event or at a practice or a game was to add as much value as I could. So I've never looked at my work as kind of a clock puncher. OK, I did my 10 minutes. I'll see you guys later. It's I did my 10 minutes to the best of my ability. Now, what else do you need? And whatever it is that you need, there's nothing that's beneath me. You need me to sweep the floor, I'll sweep the floor. You need me to hand out water, I'll hand out water. If you need me simply to sit back and observe, then I'll do that. But I was all about improving, adding value and working on my craft, even when it wasn't required. And I'm a huge believer that that's what opened up additional doors. You know, the reason Nike kept having me back at their skills academies wasn't because I was the best in the world at warming players up. It's because I could warm players up at a decent level, but then I could add value in different ways. And I think that's an important lesson for folks to draw on is consistently do more than you're asked to do, consistently do more than you're expected to do, and doors will open up automatically for you. Yeah, and I think this is really important. I'm really glad that you illustrated exactly what was happening during this time, because it's very easy just to look at what you do in terms of a title or in terms of your role.  What did he really do? Oh, he was just passing out Chick-fil-A's like, who cares? Anybody could pass out Chick-fil-A's. But I must tell you, Alan, I I share the same philosophy that you do. My mentality was I was going to be the best Chick-fil-A pass her out or in the nation. And like I said that on a podcast a couple of weeks ago and they were laughing and they're like, haha, and I was like, no, I'm dead serious. Like that is the way I approached everything I did. In the only way I was able to go from coaching fourth grade football to the NFL was with this mentality. It wasn't because I was the most talented or I was the best warm up guy or whatever. And I'm really glad you illustrated the learning that was occurring during this time, because I think sometimes that can be overlooked and yet is a huge part to all of our stories. Absolutely. I mean, I try and be as observant as I can everywhere that I go. And and realize that I have an opportunity in all of these situations that I'm afforded the opportunity to learn from some of the best coaches on the planet and to watch some of the best players on the planet. So I would be a fool not to try to either add value or sit back and soak all of that up. You'll actually appreciate this story. So I don't know when this will air, but right now we're a couple of days after the national championship game of college basketball. And I went to the final four in New Orleans and I was on a flight from DC to New Orleans and there happened to be a basketball coach that I promise you, excuse me, I have not seen in 20 years. And he immediately came up, tapped me on the shoulder. And he used to always call me the push up and sit up guy. But he didn't call me the warm up guy. Just call me the push up and sit up guy. And 20 years later, he taps me on the shoulder and he's like the push up and sit up guy coming to New Orleans for the final four. And we just that we shared a nice laugh and a nice moment. Like he still remembered that and he didn't say it in a way to box me in. And he wasn't saying it in a way like you're only the push up and sit up guy. It was just his trigger of how he remembered me and and what I used to have players do and so forth. So I just thought it was cool that that stuck because if my job was nominal and I was not adding value, he would never have remembered me. He wouldn't even have remembered that I was the push up and sit up guy. But something about that experience made it sticky and he remembered. So I actually thought that was cool. We had a great laugh about it. And yeah, I took pride then and I take pride now in being the push up and sit up guy. I was just about to say you should take great pride in that because it kind of is very indicative of of course you've had the success. You've worked with these great players.  It's not about the results. It's about that journey that allowed you the opportunity to do what you do now. So I love that and I love that they're still coming to you. You know, you're talking about setting the foundation and I just kind of love that idea that even if your role isn't where you want to be or even if you desire to do more, as you just said, what are you doing to put yourself in that position? So when that opportunity does come, you're ready for it. And also what ways or what other ways can you add value? Not not just being satisfied with, OK, I'm the push up and sit up guy. That guy didn't remember you because you were the push up and sit up guy. He remembered you because of the attitude that you brought in that role. Most certainly, man, you're taking this in a wonderful direction. You know, there's a concept that I really believe in that says Star where you are.  Now, if you have aspirations of expanding your role, then you come in during the unseen hours and you put in extra work to deserve the opportunity to expand your role or you find ways within your current role to add so much value that the people that are the decision makers would be foolish not to give you more responsibility or not to give you more opportunities. And you know, that's really the key. So many people and please know, and I want to go on record in saying this, with all of this stuff I'm sharing and everything I share in my books and so forth, I'm not coming from a place of mastery. You know, I don't do these things perfectly all of the time. These are the macro lessons that I've pulled now with 25 years of of experience and afforded the opportunity of looking back in hindsight. There have certainly been opportunity. There have certainly been times in the past where I did not take advantage of opportunities where maybe I played in my role a little bit smaller and maybe even pouted that I didn't have a bigger role. And I've fully reconciled that and I've given my previous self some grace and some compassion because no one's perfect. But generally speaking, this is the mindset that I have now. And that is star where you are, but work for opportunities. And the more you can contribute and the more you add value, those doors will just open for you. If you spend too much time with one foot out of the door or not focusing on your current role because you're so busy trying to jockey or politic or position for a bigger role, then you're kind of defeating the purpose. And, you know, those types of lessons have come with age and life experience and maturity. You know, if if you were conducting this interview with the 26 year old Alan, you'd probably get very different answers, you know, where I'm incredibly grateful is I've had some amazing mentors and coaches in my life that kind of led this way. Like they just showed that, hey, no matter what your role is, make a maximum contribution and then try and do a little extra. So that's really all that I knew. So these weren't concepts that I invented or that I came up with. This is what was modeled for me and I'm very grateful for that. So just know that with any of this stuff that that mastering, I don't have the game of life on lock. I've not mastered life yet. I like the path that I'm on. I like the progress that I've made. I'm thankful for the lessons that I've learned. And I feel that I'm headed in the right direction. And the cool part is, if you have me on your podcast 10 years from now, you may get an entirely different set of answers and interviews. And I'm OK with that because it means I'm still evolving and I'm still growing. Yeah, we used to say in football, ongoing skill and technique development. We say who here is a finished product? Who here is done is done performing or done developing? And of course, the answer is none of us, right? Even the coaches and I also like what you said a moment ago, giving yourself compassion, your past self compassion, because I fall victim to this. I grew up in Dallas, Texas. I was coaching at a division one school here, SMU, during a time where they were just kind of coming out of this lull of losing and kind of had progressed to having their first winning season. And I can remember during those four years I was here, I was always obviously hustling, trying to be better at passing out the Chick-fil-A, better at filming practice, better at performing my role as an on the field coach. But I was always kind of trying to get the next job. And I look back and that was the best four years of my coaching career. I was in my early 20s. I wasn't making any money. I was living in grandma and grandpa's pool house, but I was I was living my dream. And not to a hundred percent appreciated in the moment, or as you said, star in your role is something that I'm hard on myself about. But I like what you said. It's probably time to give past Evan a little bit of compassion. And I think we can all learn a lesson from that. Definitely do. You know, being a high performer yourself and being surrounded by high performers, that it's very easy for us to be incredibly self critical. And it's very easy to judge ourselves very harshly. More so than the fact we would ever judge or criticize someone else. You know, what I've learned to do. Some days I do a pretty good job of this. Some days not so much, but I'm training myself to speak to myself the same way I would speak to a close friend or a loved one. You know, I know that you and I are just now getting acquainted. And hopefully this is the beginning of a friendship. But, you know, we don't know each other really well. But for this hypothetical, let's just assume we've been, you know, BFFs for 10 years. If you made a mistake or you had a rough day or you had a lapse in judgment, I would try and comfort you, I would show you compassion. I'd either literally or figuratively put my arm around you and say, don't worry about it, man, we're going to get out of this or you're going to be OK. Or we're going to find a way to resolve this. Like I would support you because I would care about you as a friend. And most people, if they care about someone, that's the way they would approach them. And then when we turn the looking glass inward, we do the exact opposite. We start self loathing. We feel guilty. We feel shamed. We beat ourselves up.  I can't believe I did that. You know, I can't believe the 21 year old Allen did not have life figured out.  And now it's comical. I mean, the 46 year old Allen doesn't have life figured out. So the 21 year old Allen didn't even have a chance. Now there's been growth between those two versions of myself. And for that, I'm thankful. And they'll be just as much growth between now and the 70 year old Allen. But I've learned to kind of forgive myself. And I know that in some way, shape or form, at that time in my life, even with many of the boneheaded mistakes that I've made and trust me, there have been plenty at that time, I was doing the best I could with what I had, I just didn't have the tools or the awareness that I have now. And I use that same philosophy with everyone that I meet, even if you and I were to fundamentally disagree on a perspective and there's plenty of things in the world going on right now that we could be divisive on and disagree with. But I start now to hopefully add some value to humanity. Any time someone disagrees with me, I give them the benefit of the doubt that they're doing the best they can with their current level of awareness. And they're doing the best they can with the information that they have. They're not intentionally trying to say something that that I disagree with, or sometimes that I think is completely absurd, but they're doing the best they can with the information they have. And I fully recognize that every single one of us is navigating life through a very limited window. You know, we were heavily biased in our perspective based on where we were raised, who we were raised by, how we were raised, who our friends were, how we were parented, what we've read, watched and listened to, who we follow on social media, what we consume on Netflix. Like all of these inputs have a tremendous influence over our output. And where I have learned to have some acceptance, if you and I tend to disagree on something, even if it's a fundamental principle, I can see the fact that if I grew up where you grew up and I was raised the way you were raised and I read, watch and listen to everything that you've read, watched and listened to, I would probably think the same thing that you think, you know, it's a very arrogant and self-righteous approach for me to think, have I lived in your shoes? I would still agree with me. I would still think what I'm thinking. You know, that's that's incredibly self-righteous. Everybody's limited to their own biases and their experiences and they're doing the best they can. And I don't say that to condone abhorrent behavior or truly evil perspectives. I'm just saying on a macro level, I do think people are trying the best they can. And that includes the 21 year old Alan or the 21 year old Evan, who through hindsight we can agree, maybe didn't make the best decisions. But we certainly at the time thought they were the right decision. No one consciously makes a poor decision. No one, you know, some of that is in our unconscious wiring. And some of it's just from lack of of understanding and awareness and knowledge. But that's what's helped me forgive my previous self and which helps give me empathy and compassion when I meet others who I think might be falling short or maybe I disagree with. Yeah. And what I'm hearing a lot of is obviously empathy. And this is something I feel really strongly about in terms of coaching and where a lot of coaches can improve in terms of showing a little bit of vulnerability in their own areas that they lack because nobody's perfect. But then also as you're so well described, just having a little bit of compassion and a little bit of empathy from where other people are coming from and the experiences that they've had that have been completely different from your own to reach the exact same room. So this could be we don't have to wait 10 years to have another podcast. But we can definitely dig into this further on the next one. We can do a whole series of this. Oh, OK, yes. Let's have another thought. We need to work. Oh, go ahead, please. No, I was just going to say this this kind of spawned another thought, which which often gets piled on to the self criticism that many people display to themselves. Then we also start to overvalue other people's judgments and what other people think of us. And and I know this one is a little bit slippery. So here's how I view it. I do care what other people think. I do care what people think about me and I care what they think about my work, because ultimately I'm trying to be of service to them. So if I miss the mark, if I put out a piece of content or I make a video or do something that people don't find a value, I want to be open to their feedback so that I can course correct, because that's the reason for doing it. This is not about pandering for someone's affection or adoration. Yes, I have preferences. I would prefer to be liked than disliked. I think most people, if they're being honest, could agree with that. That doesn't mean that I live my life trying to vie for other people's approval or affection, but it's simply a preference. And, you know, the reason I bring that up is I've worked really hard over the last couple of years in particular to make sure that my self worth, my self confidence, my self belief, all of that is internal and it is not dependent on external validation, external metrics or what other people think about me. So there's a difference between the two. If I write a blog post and you read it and don't agree with it or don't enjoy it and you offer me some feedback, I'm open to that and I appreciate that. I can depersonalize that. I don't take it as a personal attack, but I also don't let that affect how I feel about myself because when we attach our self worth and our self belief into external validation and to the external metrics that I think society is trying to get us to buy into, then we're going to constantly ebb and flow. Because ultimately that means if we're so tied to outcomes and results, then that means when I'm achieving, I feel good about myself. When I fall short of a goal, then I feel bad about myself. And I don't want to live on that roller coaster.  And when you can learn to love the journey and love the process and learn lessons when you fall short, still feel good about yourself when you fall short, but find a way to get back up and still pursue that goal. Then you've already won the game. It doesn't matter what anybody else says at that point. And, you know, it's it's taken me 40 plus years to get even close to having that type of mindset, because I would be so attached to outcomes that if I put out a video that everybody liked, I felt good. If I put out a video that nobody liked, I felt bad. And that gives your power away.  And I don't want that to be the case. I want all of that to come from the inside. And that's ultimately what I'm working towards is not letting the outer world, what people say, what people do, circumstances and events, not letting that stuff dictate my inner world, my attitude, my mindset and how I feel. Now, with that being said, and I alluded to it earlier, I still have preferences. This does not mean that everything that goes on in the world is to my liking or is my preference. It simply means I accept that what's going on in the world is outside of my control. I can't do anything about it, except choose how to respond to those things. And I'm getting much better at more consistently choosing responses that move me forward and move me closer to fulfillment. And that's the part I have control over. And that's, to me, an incredibly liberating feeling. Yeah, you said it very well. And I think this is hard to do for younger performers, specifically athletes. Right. There's two pieces I want to touch on for what you just said, because I equate this to ignoring the noise. And obviously, this comes back to focusing on what truly matters. Or as some coaches like to say, controlling the controllables. And so the ability to kind of block out either, we all say, the haters. But it really goes in another direction, too. And that's the second piece I wanted to touch on. It's not just people that don't agree with you and not letting them influence you. But it's also the people that are telling you how well you're doing. And I think this is a part that's overlooked. Dealing with failure and dealing with success is really comes back to your mindset. And obviously, I know you live in the high performance world and you've worked with these extreme high performance athletes. And I think Kobe Bryant is probably the best example of any athlete in the last 30, 40 years, but it's like, as soon as he won a championship, you know, hey, how'd you celebrate the championship? Kobe, did you go to Italy? Were you in St. Bart's? Like, what did you do? He's like, I woke up at 6 a.m. I slept in till 6 a.m. And I went and worked out three times that next day. And it's like this inability to let the people that are telling you how great you're doing influence you to taking your foot off that gas pedal. And I think what you just described goes both ways for people that don't maybe see things the way you do, but also people that do see things the way you do. And not being influenced too greatly by either. Absolutely.  And this is another area as I've tried to evolve and grow as a human being is to look at more things through the lens of neutrality instead of good and bad and right or wrong, you know, and being very self-aware. So for Kobe Bryant, winning a championship, sleeping until six and working out three times the next day was the right fit for him. But it doesn't mean that's the way all of us should approach it. In fact, if one of his teammates, if Paul Gasol, who wins a championship, decides to sleep until noon and then fly back to Spain to spend three weeks, that's right for him. And I don't attach judgment to either one of those. And I don't think that means Kobe's better than Paul or that Kobe loves the game more than Paul or Kobe's more committed. Everybody's got to find their own path. And that's where I think it can be a really slippery slope is when we make those comparisons, if a young player is thinking to themselves, you know, the only way for me to be a great basketball player is to do what Kobe Bryant does and work out three times a day. You know, that might not be the best path for them. You know, even to Kobe's own admission, he was obsessed with being the greatest player of all time. That doesn't mean there's anything wrong with you if you don't share that same obsession. So I think everyone needs to find their own their own path. You know, I know personally I take my physical wellness very seriously. I work out consistently. I eat healthy most of the time. I emphasize getting quality sleep. But I also give myself a break. You know, if I wake up one day and I'm just dragging and I'm not feeling it. I may skip a workout and just say today I'm just going to let my mind and body rest. I'm going to jump back on that proverbial horse tomorrow morning. And I do so with no guilt. I don't beat myself up over that. I allow myself to be human. And I think that's really, really important. Now, Kobe might have a different approach. He may say I never missed a workout in my 20 year career. That's OK. That worked for him. So we just have to be careful playing the comparison game. One of the reasons this game has become exponentially more dangerous is that everything we see in the world today is taken out of context and is only a snapshot.  You don't really know anything else that's in and around that. You have such limited information. So I just think it's important that we all work to run our own race, that we have the awareness to figure out which of these things work best for us and which don't and be OK with the fact that everyone's going to do things slightly differently. And for me, giving myself forgiveness and grace and being kind to myself on days when I'm less than stellar is a big portion of that. And, you know, yeah, I think that's probably one of the biggest changes that I've made, but I'm glad that you brought this concept up of blocking out the noise to me is the noise needs a little bit of a filter, because there is some part of the noise that if you let it seep through, it can actually be helpful and beneficial to making improvements. But then some of it not so much. And that's why if someone chooses to judge me as a human being and my entire body of work based on one post that they didn't like, I can kind of chuckle at that. I mean, they're they're making assumptions about me and my character. When all they know is one tweet that they saw that maybe they disagreed with the premise and that's OK. So I don't try to argue it. I don't try to convince them. I don't try to justify it. I just say that they've made the decision to judge me based on one little snapshot. And because that doesn't feel good when people do that, I try really hard not to make that same judgment and assumption from everybody else. Yeah, I like that. Do not argue with them, please. Do not get do not get dragged into that. But actually, I wanted to talk to you about something or ask you a question. And it actually pertains to what we're talking about. And in my work, really kind of more team focused, more organizational focused, even though a lot of the pieces are similar in an individual's high performance, there is a piece in a team which is making it all about the people and really the importance of the people that surround you. And even though when we're talking about individual performance, yes, you have maybe teammates or people that you rely on for certain aspects of your performance, talk about the people that surround you. And I don't know if that kind of brings up stories of your own with people that had surrounded you or stories of people that you've worked with where they had strong or maybe weak circles of influence that surrounded them. But just kind of talk about how the people that surround you influence directly and indirectly your own high performance. Well, the folks that I've chosen to insulate myself with play a massive role in my performance and in any perceived success that I may have. And most of them are kind of behind the scenes. They're in the unseen hours. You know, it's very easy. So I don't like to confine myself with labels or put myself in a box. But I guess by definition, vocationally, I'm a keynote speaker, which means it's me standing on stage with a microphone, sharing the message. And it's very easy for someone to see that and think, well, it's just him. This guy's up here talking and it's very easy for them to forget about the team that I have behind me that allows me to do that. You know, and I've got three or four members of my team that are integral in keeping the business going and creating these opportunities for me to speak, to repurpose content socially so that I can grow my brand and share that message and those folks not only are imperative in my success and performance, but they're also the ones that hold me to the highest level of accountability. They're also the ones that that I ask for them to call me out, maybe when I'm not doing my best or whatever that may be. So I'm very selective in who I have kind of on my dream team, if you will. And and I've got some wonderful people and very appreciative of that. You know, it's so obvious and even with a game like like football or basketball, which are the prototypical team sports, you know, everybody looks on the court and says, OK, obviously these five players in basketball are teammates and they need to play together. And yeah, there's some guys sitting on the bench and I see a coach there. OK, yeah, they all but there's even so much more to it than that.   I mean, there's so many people that go into that performance. So you get five guys on the court playing basketball that needs to work together, but you probably have a hundred people behind the scenes that allow those five players to get on the court and play together. And nobody ever really sees or talks about them. And, you know, in the speaking world, and I say this every time I speak, you know, some of the most influential people at the event, the day of is the AV team. You know, it's the people that are actually got me miked up and making sure that AV and everything is working correctly. And I always joke with those folks that they're the unseen unsung heroes, you know, because if their job is done perfectly, no one notices them or says a word, the only time anyone notices them is when something isn't working. When the microphone malfunctions or the slide deck goes blank and then people notice and they catch some guff for it. So imagine having a job that your best performance means no one notices you. I mean, that's the definition of being an unsung hero. So I go out of my way to thank them and let them know you allowed me to get on stage and give my best and you guys quietly played the background, but please know how much I appreciate you and value you. So I think I don't think there's any such thing as a self-made person or a self-made business, if you will. It's that old adage that it takes a village and it certainly does in every facet of life. So I try to make sure I go out of my way to show appreciation and thanks and support to those people that are in those unsung unsung roles. Yeah, I mean, even as you're talking, there's so many different stories that come to mind for me. I mean, offensive linemen in football are very similar to what you just described. You know, they do they can play actually they can have their best game of the year, but they they slip just once and get that quarterback tackled. Man, that's all anybody's talking about on the bus after the game or on TV. And it's like this thankless job. And everybody else gets all the praise when everything goes well. And you said it 100 percent. And this is why I believe somebody like the offensive line is ends up being the heartbeat of a football team. Absolutely. Well, here's a story that kind of ties a few of the threads together that we've been speaking of. And I don't say this to boast. Some people take it that way. I decided that one of the things I was going to make a commitment to doing this year is travel open back up and I'm back on stage just speaking is. And I stay in a lot of hotels. I bring a stack of my thank you cards and every night that I'm staying at a hotel, I write a thank you note and I leave ten dollars to the person that that cleans the room and, you know, again, if that's ten dollars a night, so if I'm staying somewhere for a couple of nights, you know, I'm going to make sure I leave them that and I write something to the effect of on the thank you note. You know, I really appreciate the sacrifice and commitment you make to providing a beautiful and clean room, you know, you might be doing your work during the unseen hours, but I notice it and I appreciate it. You know, here's a few dollars to show you as a token of my appreciation. And I've taken some pictures of that and I've posted it on social media. And I do that not for praise or for anyone to think that I'm the same. I do it in hopes that that will spark other people that want to do the same thing that someone sees that post and goes, wow, that's a good idea. You know, people that clean rooms and hotels are the definition of unsung heroes and do all of their work during the unseen hours. We know how hard the hospitality industry has been hit over the last couple of years. I'm going to take Alan's lead and I'm going to do the same thing. But with that being said, every time I make that post, a few people comment and think that I'm either boasting about it or they're like, well, you're defeating the purpose by posting it and I'm OK with them thinking that like I stand by the fact that the only reason I post it is to hopefully encourage others to do it and but that's an example of I'm living my truth and doing something that I believe is adding value to another human life. And I try to spread that with others and some people like that and some people don't and I'm OK with that. But, you know, trying I want to go every day of my life and try to make someone feel heard or seen that doesn't normally feel heard or seen, whether that's the AV person at one of my keynotes or that's the person that cleans the room or that's me sending a text to somebody on my team that does stuff behind the scenes. You know, that's my goal every single day is to make sure someone feels seen and heard. I love that. And I think you should continue to share things like that for me personally. I've always been very passionate about writing handwritten thank you notes. And that inspired me. So please keep sharing those stories like that because ultimately the people are going to hate, they're never going to they're never going to be inspired. But but people like myself that is inspiring. So I'm glad you shared that. Thank you. It's also been my experience, you know, when we talk about the haters, if you will, more times than not when someone says something intentionally negative or tries to diminish or demean you or the work that you're doing, it's much more of a reflection of where they are in the moment than it is of the work that you're putting out. And this, again, is where I have compassion and empathy.  You know, they one of their loved ones got sick. They they they got in trouble with their boss, you know, whatever it may be. And they're in a really low place. They see your post, they take it as you bragging and and they lash out real quickly. It doesn't mean that behavior is acceptable, but it's certainly understandable. So anytime someone is hating on what I'm doing, I don't take it personal. It's probably a reflection of where they are. And I know that when I'm in a low mood, that's not the best time for me to be commenting on people's posts or that's not the best time for me to to reach out and have conversations. Thankfully, I have the awareness that I've learned, you know, and I know this word has a different connotation now. But I quarantine myself off when I'm when I'm in a low mood, because I know that that's not the best time for me to make decisions. And so so I give those people grace. I don't ever take it personal. But it's it's often a reflection of where they are in that moment. And yes, that I can I can appreciate and understand. Yes. Well, you and I certainly get passionate about a lot of these topics. I wanted to talk about your book. And of course, we've taken all this time to kind of go down all these different avenues, which has been great. But please tell the audience just about your new book, how the book came about. And I know it's as you mentioned, this is early April. This will post here in a couple of weeks. So probably late April, early May. And so just tell us about your book. And obviously now listening to this where we can find it. So my first book, Raise Your Game came out in January of 2019. And the goal of that book was to give folks practical, actionable strategies on how they could, excuse me, reach optimal performance. The new book, which will come out April 12th. So by the time folks listen and watch this, it'll be available. It's called Sustain Your Game. And it's how we can continue to sustain excellence for long periods of time. But more specifically, especially on the heels of a two year pandemic, how we can manage stress, avoid stagnation and beat burnout. Three things that I think have exponentially been heightened over the course of the pandemic. And really, these these two books are kind of going back to what I talked about in my early work in the performance days. You know, I got to see Victor Oladipo and Kevin Durant, how they reached optimal performance and raised their game. And then I got to see LeBron James and Kobe Bryant and got to see how they sustained excellence and sustained their game. So I believe that both books in tandem will give folks, you know, practical lessons and principles on how to do that. You can find it in both books, wherever you get your books from, whether it's Amazon or Barnes & Noble, or if you want to listen to the audio book. I did the narration for both and those are easily found wherever you listen to audio books, but more specifically, if you want information on the new book, you can go to sustainyourgamebook.com. You can also easily find links at alansteinjr.com and strongerteam.com. And then I'm very easily found on social and I love to engage with folks even when they have differing opinions. And I'm just at alansteinjr on Instagram, Twitter, Facebook and LinkedIn. Never mind a respectful and civil professional debate. And certainly love keeping the conversation going. So if anyone wants to read or listen to either book or just reach out with a question or a comment, always enjoy the engagement part. That is great. We're going to include that in the show notes and Alan, thank you so much for joining me here today. This was an awesome conversation and I enjoyed learning about you and excited to read your new book. So thank you so much for joining me on the highest level today. Thanks, Evan. This was a lot of fun. You did a great job. You made my job easy and I appreciated it and enjoyed it immensely. Awesome. Talk soon, brother. You got it.


The President of the United States, the President of the Federal Republic of Germany, and Mr. John McCloy. We are delighted to have so many distinguished guests here today as we pay tribute on his birthday to one of America's most distinguished public servants. John McCloy's had a long life, 90 years, and most of it marked by unparalleled service to his country and humanity. Beginning with Franklin Roosevelt, he has served nine presidents in a wide variety of assignments. Let me testify personally to the wisdom of John's counsel. I'm proud to say he was a member of our 1980 transition team, and I can recall the insight and advice that he gave me on American-German relations at the time. Insight and advice that are just as timely today as they were then. In a few weeks I'll have a chance to more formally celebrate the friendship of the German and American peoples, but let me say now what no one can question. It was the heroic work of men like John McCloy during the difficult post-war period that did much to preserve world freedom and unite our two nations in friendship. And on this note, President von Weizsäcker, let me say how pleased we are to have you here today to celebrate this occasion. Your presence is an honor for the American people, but I think it's also a sign of the deep affection and high esteem the German people have for John McCloy. We're also honored to have with us today the mayor of Berlin, Hebert Dietken. He has a special presentation to make on behalf of the people of his city, a people who gratefully remember John McCloy's extraordinary work in the aftermath of the Berlin blockade and airlift. It would take too long to recite for you the rest of John McCloy's many important contributions to our country and to the cause of peace and freedom. From wartime intrigue and espionage to European reconstruction after World War II, to disarmament negotiations spanning more than 30 years, John McCloy's high intellect and selfish heart, selfless heart, I shouldn't have mispronounced that word above all, John McCloy's selfless heart have made a difference, an enduring difference, in the lives of millions. So as your president, John, I salute you today not only for myself and all the presidents you've served so well, but for all your countrymen and the millions of people around the world whose lives you helped make safer because of your devotion to duty and to the cause of humanity. And again, a very happy birthday from all of us. And now I would like to ask President von Weitzsäcker to say a few words. Mr. President, may I join you on behalf of all my fellow Germans, both here and at home, in honoring a great man to whom both our nations owe an immense gratitude. The Federal Republic of Germany today is one of the free and prosperous countries in the world, a democracy of tested stability, an important partner in the Atlantic Alliance. This seems rather natural and obvious and not particularly noteworthy to us today. But it was by no means to be foreseen in the early post-war period in Europe. A decisive role in making this miracle possible was played by the men we are honoring today by John McCloy. It was his human decency in helping the beaten enemy to recover. It was his trust in freedom, his confidence in the deep roots of freedom among the Germans that largely contributed to re-establish a free society in my country and to enable us to join the free nations in Europe and in the Atlantic community. His realistic judgment, his vitality, and his actual influence were just as immense as were his fairness and his modesty. So he became one of the foremost to have turned enemies into friends. The official visit which you, Mr. President, are going to pay to my country soon will reinforce the deep ties that bind us together. We share our values of freedom. We share the responsibility for peace. We share our future destiny. So it remains our common task to transmit this spirit to a younger generation. It is in this light that you, Mr. President, will be our most welcome guest a month from now. And it is in this mind that I have come to bring the warmest wishes of the German people and to pay tribute to John McCloy, a great statesman, a great American, and a great friend. Now with your permission, Mr. President Mayer now asked the Governing Mayor of Berlin Eberhard Diepken to say a few words in honouring McCloy from the Berliners. Mr. President, the Bundespräsident, the Berlin Senate and the Berlin House of Representatives are today conferring upon you, Mr. McCloy, the dignity of an honorary citizen. This is the highest distinction that free Berlin can award. As a high commissioner of an occupying power, only a few years after the terrible war, you, Mr. McCloy, helped us to rebuild the country which had been destroyed and you helped us to attain the way of life of a free democracy. When we Berliners speak about you, we think of the cassation of the dismantling program, the Marshall Plan 8, and the rebirth of the Berlin economy. And we think of the American Memorial Library, the early years of the Free University, and the work of the Aspen Institute in our city. And we think of the unforgettable visit of President John F. Kennedy in Berlin. Because the free part of Berlin could become birthplace, birthplace and symbol of membership of the free part of our country in the western community, a community of ideas, is something which in a large extent we owe to you. But in this hour, we do not look only back into the past with gratitude. In the spirit of the honorary citizen, in the spirit of the city of Berlin, we want to cement the German-American partnership and develop it further. Together, we must and I am sure we can find the answers to the great questions of our time, war, hunger, unemployment, and the destruction of nature. Mr. McCloy, I should like to read out the text of the document of the honorary citizen. The Berlin Senate in agreement with the Berlin House of Representatives confers upon Mr. John J. McCloy, the honorary citizenship of the state and the city of Berlin. In gratitude, we thereby honor the former High Commissioner of the United States of America in Germany and Chairman of the Board of the Ford Foundation for its outstanding services to Berlin. John McCloy is closely connected with the reconstruction and development of this city. His dedication contributed to a great extent to understanding of Berlin and the United States of America and to preservation of peace and freedom. Mr. McCloy, I congratulate you. Thank you very much indeed. Thank you very much, Mr. ... you're the Regierender, the Bergermeister of Berlin. Mr. President, thank you very much indeed for the comments that you made. I have to ... I'm a little sensitive about my age, Mr. President, but I think I ought to record the fact that I've served in two World Wars and I served in World War I with a man who fought the Indians on the plane. How short the span of American history really is, but that connotes that particular fact that the whole arm are a little long in the tooth. The country has really got a very young life and its greatest destinies are ahead of it. But I also think ... I have another connotation, Mr. President, and that is that compared to me what a spring chicken you are ... John, you made my day. Okay. Okay. Well, this honor that I've received today, I'm very sensitive about my old age. I'm very aware of it. Someone said the other day that to me, I'm sure he was a friend of mine. He said, Jack, did you ever stop and think that was short of a few years your life represents one half of the entire life of the country? Well, I hadn't thought of it before. It was a rather staggering statistic of what I've been thinking of it since. As for this very, very fine honor you've done me, Mr. Bergermeister, I have ... You know, in Berlin, I used to ... Every time we went up there, it was very pleasant. I got off the train or the plane, whatever it was in that period of the blockade. But as soon as I got off the plane, it was Will Coleman here in McLeod. We could make a lot of mistakes down in the zone, but we couldn't make any mistakes up in Berlin. They were glad to see you, and it was really a very comforting thing, the welcome that you got up there. And I stopped and think frequently, how much we owe to the Berliner. The Berliner with his geist and his moot and his civil coragia, I guess is the word. He means ... I pronounced that right, but it was ... What the ... Not only West in city or the Germany, but the entire free world owes to the vigor and the strength and the spirit, the moot, and the, as I say, the civil courage of the Berliner. And we will continue for a long time to be grateful for the inspiration which he gave us because of his display of those features. Well, don't let me ... I don't go on and I won't reminisce anymore, but I want to thank everybody here, and particularly the Secretary of State and the Vice President, and this entire turnout. I see a great many people with whom I've had a good many vicissitudes, and let me just say how deeply appreciative I am of this tribute to me and how grateful I am for it. Thank you all very much. He taught him English when I gave him so. Good to see you, sir. Hope to see you again. Yes. September of 1785. Hi. How are you? Well, I thought I saw you, but then you're finished. I thought you might like this. This is a token of honor. A token of honor. A token of honor. A token of honor. A token of honor. Nice to see you. Nice to see you. Nice to see you. Nice to see you. Nice to see you. You are superb. The way you turn around is the way you'll be walking on the streets with many others. Here's some of your roll-all. You have to go say hello. Yeah.


It's Diddy Canem back today with another video. Huge thanks to you for tuning in. If you are not subscribed, go and subscribe, but give me a thumbs up and do not skip those ads. In today's video, baby, we are gonna do our first order on Bungie. Bungie, we are gonna do our first order on Bungie. And I'm gonna show you guys the requirements, how to sign up, and what stakes they are in. We about to get it in.  And we're gonna drive 29.1 miles and we'll receive a payment of $92.66. We about to get in the mix. The question is, what are we picking up? We are picking up 36 boxes of marble flooring. Hey, we get to this money and we ain't ignoring, let's go. We are here to pick up this order to get in order. You know what I'm talking about? Me. How you doing, sir? You got what to pick up, too? Yeah. You just got that order number for me. I have no idea, this is my first time doing it, so I'm not sure exactly what to be on the first page. Let me see. Yeah. I'm sure he can help you out.   Yes, sir. So, okay, so I'm in the app now, right here. Okay, you guys slide it, you arrived. Did you do the, okay, now pull it up. The order number is, oh, right there. 219-52790. Yeah, I'm supposed to have, I think I'm supposed to have this one. 36 boxes, it says 36 boxes, I don't have 36 boxes left. Tau, I'm guessing that's this one. Look, you guys are going to the same place, the exact same place, right? All right, so I'm gonna give you guys a palette and you guys can work on it. He can put that one on the back. So, you're gonna get this middle one then. This is supposed to be here, it's with the 40, 12 pound bags. My skit, my skit, my... Does it give you details? Mm-hmm. 36 boxes, that has to be that. It's a four by four, that has to be that. Whatever, I don't really care. Okay. If you want that one, I'm gonna take that one. I just want to load you guys up so you guys can hear it. Okay, that's fine. Hey, buddy, not me and not today. Good game, wrong person. Hey, what up, you're the best. Hey, what you think you playin'? What you think you playin'? First order on Bungie, I'm gonna tell you I win. How the heck? Hey, I was a little embarrassed, I'm gonna tell you I will have it right. Man, I ain't gonna lie, it was lightweight critical and the only reason why it was critical because it's my first time doing it and I really don't know everything that I'm doing, baby. So, guess what? I dropped some of the customers, Marble Flooring. It was Marble Flooring and it's possible, I might have possibly damaged it, but I don't know for sure. He don't know, I don't know, but I definitely dropped some of this stuff because I had to learn while I was earning, baby. I was moving too fast and the stuff fell off the dolly, baby.  I was moving too fast and guess what?  I'm gonna tell you guys everything you need to know so you can go out there and get that dough and you can go, baby. Now, the first thing you need to know is bungee in your area. Bingo! Picture right there, baby. If you see a green mark in your state, that means that they are active in your area. If you see a yellow mark in your state, that means that they are launching in your area and if you see a black mark in your state, that means that it is coming soon.  Next up, we are going to get into all of the requirements that bungee has. Number one, the abilities. Your abilities, you must be able to lift and carry up to 125 pounds. Number two, you must have basic knowledge of how to move. You have to have straps and you be able to secure items in your truck or van. Number three, moving experience is preferred. So, they prefer that you have moving experience but it's not a qualification, baby. So, even if you don't, you might be able to go off there and get busy. Number two, a question I always get asked. What kind of vehicles, what can you use, what can you not use? I'm gonna give you guys a whole breakdown because we ain't playing around. Vehicles, no trucks or vans older than 15 years old. So, it has to be a 2006 or newer. Next one, no major rust or dense. So, if the whole bottom of your floor is falling out and the joint rusted up, you cannot sign up and use that van. You must have a valid truck insurance and registration, no hard tops, large toolbox or major obstructions from carrying a load. So, I think that they mean this, right? A lot of times, if some of the pickup trucks, they have those big toolbox in the back and it's blocking the space you can be using and it could scratch up the product. So, you guys wanna be careful with that. Number three, we're gonna get into the equipment you need. Now, just so you guys know, with this equipment, they're actually gonna make you take pictures of it and send it to you. Put the pictures right there, baby. All the pictures of all the stuff that we had to take pictures of. And I'm gonna give you guys a list. Number one, you must have at least four ratchet straps. You must have at least one Tart 10 by 10 or greater with tie-downs or bungee cords. Last but not least, you must have at least two clean moving blankets. So, I told you guys before, they're gonna make you take pictures of the stuff so you have to have it. So, if you don't got it, you might wanna go out and get it. And I noticed you guys, why would I waste money doing that? Why would I? Look, I'm gonna tell you guys this. Those things are gonna come in handy later on. You're not just gonna use it one time just for bungee. You're gonna use it for other different things so you can go out there and get that green. Number four, legal. You must be at least 21 years of age. You must have a valid driver's license, maximum of three moving violators in the past three years. So, if you got four, five, six, eight, don't even waste your time. Last but not least, no felonies, DUIs, hitting runs or violent crimes in the past seven years. Now, that you know the states, the requirements, what's next? How do you sign up?  Click that, you're gonna hit the first one, bungee.com, you're gonna click that right there, right? So, apply now, and then driver requirements. We already went over the requirements, so you don't even gotta read these. You already know that you passed all of the requirements. So, you're gonna click all these, bam, bam, bam, check them out, all of them.  Jerome. Last name, Adams. Email address. Rome's house reviews at gmail.com. Phone number, one, two, three, four, five, six, seven, eight, nine, zero location. Then you're gonna pick your location. My location is, where is it at? Can I pass it?  I'm gonna pass the Chicago Metro area.  One, two, three, four, five, six, seven, whatever you break, you're gonna create. Then, you're gonna get to the next thing. The referral code, you're gonna put this in. Put that in right there. W-S-S-V-1. Let me say it one more time. W-S-S-V-1. That is the referral code you're gonna put in. That's, I'm referring to you, baby. So put that in there.  After you are done with that section, they are gonna ask you for a verification code. They're gonna send the code directly to your phone and then you're gonna come right here, baby. Are you, at least the age of 21? Yes, we're 21 years old. Are you currently eligible to work in the United States? Yes. Are you able to lift at least 125 pounds? We already answered all these questions already. We're gonna answer them again. Is your vehicle 2009 or newer? Yes. What type of vehicle would you use for your deliveries? If you have a pickup truck, pick that. If you have a moving van, cargo, whatever, pick that. I'm gonna go with cargo van, because that's what I have. The next one is, how would you hear about those?  You click that, then you're gonna slide down. If you select the other or Bungie Driver Referral, list the Bungie Driver Source here. Then you are gonna put my name, which is Jerome Adams. I can't even spell my own name. Okay, bam, I'm gonna go with that. I understand that Bungie is required to suspend any driver who is suspected to be performing a delivery while under the influence of drugs and alcohol. I agree.  Hey, you might mess up these people stuff, baby. Then do you agree to the Bungie Driver Terms and Conditions? You're gonna hit, I agree.   Now, once you get there, they're gonna have different zones in your area. So you're gonna zoom in and see which area is close to you. So mine is, I will be in area three. So what I'm gonna do is go down, hit zone three. Now they're gonna ask you your personal information. You're gonna answer those and then we're gonna move on to the next thing.  And guess what? You must receive a hundred percent on each quiz in order to move forward. After you are done getting all of your hundred percent to all of the quiz, congratulations. You did, you made it. You made it, you made it. After that, what you're gonna do is you're gonna send in all of the pictures that you need to sign up for Bungie. That includes tarps, moving blankets, straps. And you also can send in additional items. Like we sent in a dolly, we sent in a ramp, just to know where we equipped with everything so we can go out there and get that green. But, all in all, that's how you sign up. I hope you guys enjoyed this video. Again, if you are not subscribed, go away and subscribe, but give me a thumbs up and do not skip those ads. Lock in tomorrow cause we'll get back to the bag. Why don't we get back to the bag? The 2023 is big bag season. We gonna keep on giving a reason. I'll see you guys on the next one. We going, we going, we flowing. You already know the DDK and I'm on my way.