So, yeah, I just started recording and so what I just want to remind is that Like whatever we are learning in this section that is winning with people is From a from a book by the same title by John C. Maxwell Winning with people. I think I have a PDF of that book. I'll just put it on I'll upload it For you in the resource section So you can read it the only thing is that a lot of examples are all You know very American So, but it's it's still I think it's good the illustrations are American of course You might talk about American football and all those things, but but I think it's it's still good To go through I just thought, you know, while we are going to be looking at the charisma The principle and also the confrontation principle the next The number 10 principle the the three other principles I just thought it'd be good if we can if we can watch the video of John C. Maxwell talking about these right so and then we could maybe take a You know pause that ever to talk about or if you have some questions we can discuss that as well. Yeah, so let's Watch that video Just share that and what they know We'll rub off as Clifton and Nelson Is it clear audio? It's clear, okay, I'm just gonna like switch off my camera so it doesn't buffer anything Yeah, and said Relationships help us define who we are and what we become I have made it a habit in my life to every month have what I call a learning lunch And every month I seek out people most of whom I have never met It may be an author of a book that's going to be in a town where I'm going to go and I've read their book And I'll call and ask if I can have a lunch with them But every month I have a learning lunch at least one sometimes I get two or three But always have one always I always set up one for sure I mean get that one nailed them and in that learning lunch. I have a series of questions I referred to in another lesson of having dinner with Jim Collins and Francis Hessleby I Kid you not I prepared four hours for that lunch When I went to the table you see most people when they go to the table they think they should eat food I Can eat food anywhere. I've got my questions You eat the food. I'll ask the question And I asked the first question to Jim Collins I said would you talk to me about the value of curiosity because in your book especially good to great Your curiosity is evident everywhere. I said what is the value of curiosity? It took him 12 minutes to answer that question He said John no one's ever asked me that question. He said I love that question. He answered it I went through others for him and for Francis. They're once well. They'd ask me a question I give him a real quick simple stupid answer And get right back to asking them questions because I learned like a long time ago if you're doing talking You're not doing any learning We're in the car and we're going back to the hotel Jim Collins turns around looks back at me So let me talk to you a little bit more about curiosity In another five minutes I'm just sitting there taking notes Some of my best thinking has been done by others. It's amazing what will happen if you have those learning lunches number four identify people's uniqueness and strengths Ralph Waldo Emerson remarked I have never met a man who was not my Superior in some particular People grow best in the areas of their strengths You can learn most from another person's area of strength So what you got to do is identify your strengths and ask the questions in their strength zone number five ask questions Just have a learning value The learning principle is huge And I have watched people and realized that if you really want to develop strong relationships Ask questions and learn from people and by the way you create tremendous value when you're asking somebody to teach you something people principle number nine the charisma The charisma principle says People are interested in the person who is interested in them Or Dale Carnegie the classic statement of all I think You can make more friends in two months by becoming interested in other people than you can in two years by trying to get other people interested in you Question I must ask myself Do I usually focus on others in their interest or on? my own Many years ago a person that I've had the privilege of mentoring Dan Rylan and I were having a discussion And he said to me said John you have charisma and I said well I said people tell me that but I said I think it's just kind of a gift that some people have some people don't and he stopped He said no no no, you're wrong. It's what you mean. I'm wrong He said Christmas not a gift. It's not a talent at all It's a mindset So what do you mean? That day he taught me a very valuable lesson about charisma In your notes people with charisma focus on others That's what makes people like them and People without charisma focus on themselves It's a mindset if you are focusing on others I Promise you you'll develop a charismatic personality if you focus on yourselves. Hello This is classic This is Dale Carnegie six ways to make people like you Carnegie's teachings in the class And then how to win friends and influence people made a profound impression on me as a teenager by the time I graduated I had with my father taken to Dale Carnegie courses In fact, they had such an impact that I've worked To pattern my people skills on much of what he taught and here are six things Carnegie suggests Along with my explanation Number one become genuinely interested in other People people do not care how much you know until they know how much you care number two Smile say John there's got to be more to it than that No really there is Just smile People all the time will come to me and say you know what John you just have this natural smile No, no, no, I don't have a natural smile. You don't have a natural spot. Nobody has a natural smile We we had to work our way out into this world Think about it. And as soon as we got out the doctor looked at us and smacked us No wonder we are negative the rest of our life Should have picked us up and said you're awesome. You're unbelievable But I was in grade school. I looked in the mirror one day and I looked in there and I faced reality She said John you are not a handsome dude What are we gonna do with our face like this And then I smile and as soon as I smile I thought That helps it didn't heal me But it helped me I'm often amazed the people who go through a day Can never smile They're like the mother daughter who are doing the Christmas shopping They've been to too many stores and the feet were pretty sore on mom and she was really grumpy as they made their last stop shop place and They're coming out of that store about a half hour later and her mother is just cheese now She's she's got a real attitude issue and she said to her daughter Did you see the look that that salesperson gave me in that store and her daughter said mom that salesperson Didn't give you that look you had that when you went in number three remember that a person's name is To him or her The sweetest and most important sound major Just understand That if you could remember a person's name number four be a good listener Encourage others to talk about themselves Novelist George Elliot advised try to care about something in this vast world besides the gratification of small selfish desires Try to care for what is best in thought and action something that is good apart from the accidents of your own life Look on other lives besides your own see what their troubles are and how they are bored You know two of the greatest prime ministers in all of England's history Was William Gladstone and Benjamin Disraeli Both of brilliant prime ministers lived real I mean back to back So England had some really good leadership for a period of time and and one lady who knew both of them was asked one time She said that compare William Gladstone to Benjamin Disraeli. Oh, that's very easy She said what I'm with William Gladstone after an evening conversation with him over dinner. I Just look at him and say to myself. He is the most brilliant Man in England. You said when I spent it even with Benjamin Disraeli When I'm leaving him, I always say to myself. I am the most brilliant person in England To total different mindsets number five Talk in terms of the other person's interest There's the golden rule. There's the platinum rule The golden rule treat others the way you want to be treated the platinum rule treat others the way that they Want to be treated start with the golden and advance to the platinum And number six make the other person feel important and do it Sincerely, I was recently having dinner out in San Diego with a friend of mine And we were both talking about a book that we both have enjoyed that is entitled now discover your strengths Marcus Buckingham. It's basically a book that has several Identifies and labels several different strengths a person may have and you read the book and kind of understand them And then you can even take a test on the computer Based on what your number is on your book and it's a it's a wonderful enlightening Exercise and I took it and and he had taken it and he looked at me He said John he said let me ask you a question. He said What were your top five strengths and and I could only remember I think two of them So I said, well, let's check with Linda and I called her and she had pulled out the test and told me But one of my five strengths is what they call the woo factor the woo factor Basically is a is a fact that you're able to woo people to you that it has kind of that again that charismatic kind of feel to it And he said I knew that be one of your five He said I knew that be one of your five and I said, oh if you didn't know me 20 years ago, it wasn't So what do you mean by that? Oh, I said The first few years as I started off in my career. I Wanted to impress people I Wanted to have people like me.  I I used to I used to wear Glasses so the people thought I was intellectual.  I guess what I'm trying to share with you in this people principle the charisma principle It's it really is a mindset And you don't have to be boring all your life Boring people are into themselves People with charisma are into others People principle number 10 now the 10th people principle just happens to be the number 10 principle In other words believing the best in people usually brings the best out of people I'm talking to now about putting the number 10 on their head Mark Twain said keep away from people who try to belittle your ambitions Small people always do that But they're really great make you feel that you too Can become great and the question I must ask myself is do I believe the best of others in other words Do I put a 10? This is the number 10 principle. Do I put a 10 on their heads? Let me share with you five things I know about people probably 20 years ago I was flying up to Spokane to speak at the convention center to a large group of people and While I was on the plane and this happens to me not often, but sometimes I sat down with my legal pad and all of a sudden I found myself beginning to write what I'm going to share Back by the time I got to Spokane. I had my speech. I hadn't planned on using it as my speech I had another one, but but all of a sudden I had I had one that was fresh one that was kind of just from my heart And it's about people in this whole number 10 principle. So there are five things I know about people number one Everybody wants to be somebody I Know that about people everybody wants to be somebody George Adams states There are high spots in all of our lives and most of them have come about through in the encouragement from someone else I don't care how great how famous or successful a man or a woman may be each hungers for applause Well, I lived in San Diego It was just kind of a ritual of mine because it was always on the way to the gate where I would fly out to Go speak somewhere that I would go by the shoe shine place and Melvin the shoe shine guy was always there and I would get my shoes shine whether they needed to be shine or not And I would sit there as Melvin would shine my shoes and I talked to him about Little League Baseball Because that's what he had done all of his life for over 40 years. He was a Little League Baseball coach And I had asked him about his teams and what were his best teams And I think he'd had three or four guys that he taught in Little League that went on into the majors and I talked to him about that But every time I'd leave him I would give him a good tip and I'd say to him Melvin One of my regrets in life is that I wasn't on your Little League Baseball team He'd smile and wave to me and sometimes he'd say, oh you should have been John you should have been Here's what I know. Here's what I know about Melvin.  You may try to impress people with your knowledge, but you impact people with your compassion Number three everybody needs somebody I Love watching people sometimes who think they don't need anybody Just hang around with them long enough and you and I will get in enough trouble and deep enough We eat that we'll have to have somebody come and help us out and bail bail us out and number four anybody that helps somebody Influences a lot of bodies because influence grows and goes By adding value to others and number five somebody today will rise up and become somebody And I can remember doing that that that little lesson and spoke and and it just kind of became something that I talk about once in a while because it's all about believing in people Now if you have a hard time believing in people think about this number one our Disappointment in a few people should not stop us from believing in people Too often I find that if someone disappoints us It causes us to pull away and stop believing in people It's happened to me before I can still remember My first staff hiring Where I poured myself into a staff member only to have it work out real bad real Finally, I had to let him go And I could still remember saying to myself wow this is not good I gave him a lot of my time gave him a lot of my energy still had to let him go I didn't like this at all in fact and I got close to him I really cared for me that got hurt by him and I can still remember saying to myself, you know what I know what I'm gonna do When I hire people from now on I'm gonna give him a job And I'm gonna have my job and I'm not gonna have a relationship with him at all In fact, I'm gonna I'm gonna tell him you know you do your job. I'll do my job and we'll meet at Christmas Well, what I discovered is obvious to you already The good news is if you don't let people close to you they won't hurt you The bad news is if you don't let people close to you they won't help you either and I began to learn very quickly that just because I had been disappointed in a relationship with someone Doesn't mean that I should be disappointed with everyone number two a trusting heart is emotionally healthy It is booked a trusting heart dr. Williams director of behavioral medicine research Center Duke University Medical Center rights Those who have a trusting heart are more likely to remain healthy throughout most of their lives And to live long He says that such a heart believes in the basic goodness of humankind that most people will be fair and kind in relationships with others A soft heart. He says it's more likely to be a healthy one number three We behave in light of our beliefs In other words, if you don't like people or don't believe in them You really won't be able to fake it.  You can just you can see it You can just smell it. You can see it and smell it coming is what you can't You don't want to go there number four a healthy marriage is built on positive expectation Marcus Buckingham, of course, I talked about this book earlier about now discover your strength said the number one sign This is amazing the number one sign of a healthy marriage is that the spouses see each other more positively than other people do And anytime a partner esteems his or her spouse lower than outsiders do it's a sign that there is trouble in the relations So I've previously shared I've done a little bit of counseling. I've done quite a bit of marriage counseling pre marriage counseling And I have come to discover that the only difference between pre marriage counseling And counseling people whose marriage is in trouble is very simple Before they're married. They believe the best in each other I kid you not I mean don't come in there and they'll sit in the office and You know, you can't already get their attention. They're just looking at each other You know And he doesn't have a job and I'll point out.  I know but we'll find one We love each other and you only have one car.  You know what I'm talking about It's just nobody's home. You just no matter what you say It's okay to be wonderful and yes, and I believe in him and I she's the most wonderful person Six months later. They're back in the office They're married And we got problems in riverside Just the difference between pre marriage and marriage is very simple Before you get married you believe the best in the person and when you get married and begin to know them You begin to focus on the worst of the person And that is The difference It's focus Before marriage you put a ten on their heads After marriage You have a 1.5 On their heads number five Expressing belief in people's potential Encourages them to reach their potential It's not enough just to believe in people to think that they are tens. You need to express that belief Goatee said Treat a man as he appears to be and you make him worse But treat a man as if he already were what he potentially could be and you make him What he should be I truly believe in this principle Try it I know what you're thinking already. You're saying well, what if I got to put a ten on somebody said I think it's going to be probably not true because I think they're really a two But then don't put a ten on their head Try a four or five Here's what I want you to do Put a higher number on their head than you normally have And watch it how it changes the relationship Because you and I when somebody believes in us we know it And let me tell you about belief in people and having people believe in you Your behavior around the person that believes in you Is much better Than it is around a person who doesn't believe in you You will do everything and I will do everything in my power never to Pull down The expectations that people have in us people principle number 11 Probably of all the people principles. This is the most difficult okay So probably we'll share our thoughts if there are any questions So we looked at two right the charisma principle Which is about being interested in people and caring for people and and really those some of those practical things That that really draws people to us and In our effort to be other focused right And then we looked at the number 10 principle, which means, you know Why we say 10 is 10 is actually Considered to be a perfect score Yeah, that's true John so much of charisma while you're talking also Yeah, you know the 10 is considered to be a you know, perfect score like in gymnastics or diving It's a perfect score right if you notice That each of those three judges who are there will have the score is out of 10 So if somebody scores a 10 means it's you know, they've scored the perfect score The maximum that is possible. So when we say we'll put a 10 on that person we're esteeming that person That so much higher that they are the best so yeah, so You know, what what has been your experience? Maybe you're Any questions on that? Maybe your misgivings on that Anything at all? I just want to share What I learned very blessed through the session and I just felt that We say love people and it's a very easy sentence But there is a lot of work in it to give the importance to them To have the extent principle Big picture There's a lot of principles. There's a lot of work on it. And I also loved when he said A crushing heart is emotionally healthy and and I remembered every verse in the bread and about trust and I felt that yeah, when we trust God, we are also emotionally healthy And that was that that really hit me like oh the testing heart is emotionally healthy Sometimes all that we need to do is have someone to trust so Yeah, I think I'm really working every single day This is what I learned like loving people has some work And this is actually Yeah, true. Thanks Divina. Thank you.  And how can he trust Peter after he denied them price? And to such an extent how can he even trust him? How can he say, you know, Peter Like feed my lambs and how can you do that? Right. Now, of course, he brought Peter to a place of restoration Like we need to we need to acknowledge that he brought Peter to a place of restoration And of course Peter was empowered by the Holy Spirit Uh, you know, these two things happened But the fact is that the Lord trusted him The Lord cared for him Uh enough To trust to trust him again Well, that's uh, that's a big one Right. So so in in practically work. Yeah. Yeah, Divya I'm sorry pastor didn't want to interrupt you. No, let's go ahead. Yeah, sure. Yeah. Yeah Same here.  I fondly remember those people and yeah Even that motivates us also to do that to others, right? It's not That we receive that but we can even give that Also, uh, it was very interesting to hear the platinum rule Uh, that uh treat others as they want to be treated Uh, yeah, and also loved how he brought the The concept of you know, the relation marriage relationship into it Um And it's a very good point. Like if we are looking at you know, the the best and the other person Yeah, it's a healthy. Yeah. It's a very good point to actually. Yeah. Yeah, it's that way Yeah, yeah, so true So true. Yeah, because uh, I mean it's a difficult thing again Like jeffina was saying to practically work that out, you know in loving others So believing the best of people especially when they let you down um, and of course About again, uh process of You know, uh, let's say when when we want to entrust responsibilities. I'm just talking about, you know, maybe a leader team leader Maybe a very, uh, you know formal leadership Maybe in a secular setting also like we want to entrust that same responsibility Now we just need to make sure that Uh, you know that they are in that place of Uh, let's say repentance that they they are ready again Right in order to for us to really trust and do that but Uh, if they're in that place and uh, you know, are we are we still viewing them with suspicion?  That's the question and um, because Yeah, many times, uh, you know Our life can be full of suspicion and we can wrongly call it as discernment Right, so being suspicious Is not discernment discernment is something else, right? So, um, so we need to make that difference distinction that it's not You know suspicion um, yeah You know, just a quick thing about, you know, he quotes from about Dale Carnegie And like I really do not know where Dale Carnegie's faith is, you know, like most of these sources Um, they are these are people known for their practical wisdom The places where he's quoting from and so on like they So I just wanted us to you know, remind us of that Like some of these sources that he's quoting from may not be necessarily christian And and the fact is that lord is god is using him in a you know, cutting across um across the religious platforms cutting across denominations and so on and in the in a place like, uh, you know, in a Well, if you want to call it that the mountain of business Seven mountains the mountain of business Um and to bring in to usher in these principles, which is which is amazing that a lot of people respect A lot of people to see it a lot of people to practice it and it's it's coming into the In the corporate sector, you know, that is that is amazing that to be a voice of voice of truth In the corporate sector where the lord, you know gives that kind of sphere of influence. So, uh, that's that's really amazing.  I think a few thousands If you look at this, uh, you know church ministry and so on but then the lord said, okay, you need to do this and then expanded the scope and and really widened the Sphere of influence to that extent, right? Okay. Okay, let's uh, we have some more time. So let's watch the rest of the video and uh, yeah We'll just take some time to do that and the confrontation principle basically says caring for people should proceed Confronting them conflict is like cancer Early detection increases the possibility of a healthy outcome and the question I must ask myself is do I care enough To confront the right way now. Let me just stop here for a moment. Let's go back to it. What this principle is all about caring for people should proceed confronting In fact, I'm going to go out on the limb here If you don't care for them My guess is that if you do confront them You will do it incorrectly The foundation of confrontation must be a desire to help people Not a desire to hurt people That is the line I always look for When somebody says I've got to go confront somebody at work. I've got to go confront somebody. I gotta I gotta confront somebody in the family If I have a moment I always ask them Do you really care for that person? And do you really desire for them to succeed? If so Go confront But if somehow you're wanting to give them a piece of your mind you're wanting to put them in your place You're wanting to let them know where they stand We have trouble So comments about conflict one it's unavoidable You know, what do they always say death and taxes, you know what I mean? Let me tell you something else conflict when you deal with people you know As long as adam lived alone There was not much conflict. Although most people I know if they lived alone and met no one else they would still have major conflict I have met the enemy and it is me But when Eve appeared Sparks are going to fly Number two, it's it's difficult confrontation is is is difficult In fact, I used to do a conference on how to confront and how to deal with conflict And I would always ask this question. How many of you right now have conflict with somebody and it would be 100% everybody raised their hand If I ask you today everybody has conflict with somebody we all do I do you do we all do okay But interestingly enough, I'd say how many of you have sat down in the correct way privately And dealt with the issue with that person And we would go from a hundred percent to about five percent In other words, the vast majority of the people have really never done or dealt with the situation So number three how we handle conflict determines our success in tough situations For example, let me give you some wrong strategies in dealing with conflict strategies such as when at all cost That's not why you have confrontation. That's not why you deal with conflict Your goal isn't to win at all cost. It's it's it's like a shootout at the okay corral. It's quick brutal and destructive or Here's another wrong strategy pretend it doesn't exist If you hear no evil see no evil and speak no evil evil will not cease to exist Or three well, this one's very hard on me Wine about it I have a heavy dislike for winers Winners aren't winers and winers aren't winners And playing the victim doesn't cure the conflict. It just irritates everybody At least it irritates me Or another wrong strategy is keep score People who keep a record of wrongs Can't ever start over fresh and nobody can ever get even Don't you know some of you they just keep score. They just keep score another one is pull rank Using position never really resolves conflict. It it merely postpones it or Sometimes we white flag it which is pure surrender. We just quit So let me give you what I would call a road map for healthy confrontation Conflict resolution isn't complicated Intellectually it's simple, but emotionally it can be difficult It requires honesty humility and dedication to the relationship. Here's the six-step plan Number one confront a person only if you care for that person We've already talked about that But always check your heart before you confront Number two meet together as soon as possible In other words, if there is conflict to deal with and confrontation It doesn't help in just constantly delaying it. In fact, in your second paragraph in your note Consultant Fred Smith Who has been one of my mentors in leadership Spoke of his experience and here's what he said whenever I'm tempted not to act in a difficult personnel situation I asked myself am I holding back for my personal comfort or am I holding back for the good of the organization? And I thought what a wonderful way to separate emotionally because we all hold back because let me tell you something Let me just do a little survey.  Huh? We know we should but boy we find 17 reasons why and why we shouldn't couldn't inhabit Fred Smith said when I'm holding back in confrontation Am I doing that because of me personally? Or am I doing that for the good of the organization there because for their example Maybe a leader will have to hold back for a period of time because it's the timing's not right But am I doing it am I doing that doing it because the timing's not right or am I doing because I'm not ready to do it yet By the way, the reason I say confront as soon as possible There is a thing that I see that causes tremendous problems. I call it gunny sacking. I don't that's not the right word But basically it's where somebody has issues with somebody and instead of telling them They just put it in the gunny sack And they just keep putting stuff in there and one day all hell breaks loose And they start talking and they say well, let me tell you this and by the way And then there's this issue and then we got that issue and four years ago that happened and and they just kill him I've always had a very simple principle with anybody I've ever worked with all the presidents of my companies anybody I've ever worked with I'm very simple if there is a problem You will know about it You never need to look at me and say Is he having a problem with me? Does he have an issue with me? Is there something he needs to fix? No, no, no You will know about it immediately I never gunny sack Because I don't want it to happen to me from someone and I would never do it to someone else number three first seek understanding Not necessarily agreement Now this is where conflict many times in confrontation does not succeed We're trying to get agreement instead of understanding now. Let me go on here a significant hindrance to positive conflict Is having too many preconceived notions going into a confrontation There's a saying the person who gives an opinion before he understands is human But the person who gives a judgment before he understands is a fool Abraham Lincoln Was well known for his tremendous people skills He remarked when I'm getting ready to reason with a man I spend one third of my time thinking about myself and what I'm going to say and two thirds of the time thinking about him And what he's going to say What a good rule of thumb kettering said There's a great difference between knowing and understanding. You can know a lot about something and not really understand it number four outline the issue And I have three thoughts about an outline the issue describe your perceptions And let them know when you describe your perceptions that what I see could be totally wrong Please feel free to correct me to tell how it makes you feel Let them know if it makes you angry or if it frustrates you and finally explain Why this is important to you? Here's the reason we're talking about this It's not to make me feel better It's and we're talking about this because we have to fix it so that our relationship can be what it can be and we can Do things successfully together. Okay number five encourage a response One statement out of that long paragraph one of the best ways to persuade others is with your ears by listening to them When confronting people I've discovered the following This is very true 50% of the time People don't realize There is a problem In other words when you sit down and confront people Half the time they didn't realize there was even a problem. So therefore in confronting them. It's just kind of like oh my goodness Thanks for telling me. I didn't I didn't have I didn't have a clue 30% of them realized there was a problem But they didn't know how to solve it. So the very fact that you're sitting down with them Is helping the two of you to solve it and 20% Realized that there was a problem, but they did not want to solve it The bad news is that one out of five people Really does not want to seek positive resolution The good news is that 80% of the time there is great potential to solve the conflict. Okay We've been talking about the connection level in relationship There's the big picture principle the entire population of the world with one minor exception is composed of others The exchange principle instead of putting others in their place. We must put ourselves in their place These all are people principles that help us connect The learning principle each person we meet has the potential to teach us something The charisma principle people are interested in the person who is interested in them The number 10 principle believing the best in people usually brings out the best in people And the confrontation principle Caring for people should precede confronting people Well, that was nice. Wasn't it? confrontation principle And and I think that was an eye opener you know that Like I don't know how far those percentages are Accurate but then really the health give us an idea 50% Don't know there's a problem and you know 30% Know there's a problem, but don't know how to solve it. It's only that 80% Which actually know there's a problem and don't want to solve it right so actually The 80% I mean the 20% so the 80% actually You know is a good number to work with and You know to enable to help and then of course there is that 20% which don't want to solve it, which is why when we need to reason with and and then those three three things right that That you want to understand and also I forget the second one, but the third one is that that This is why it is important that you want to solve it and so To get them also, you know on the same page like Okay, but a lot depends on us Like the whole thing of caring before converting ever confronting, you know where we prepare our hearts you know and so true that we go before the Lord and we We you know prepare our hearts that there is no bitterness and hatred and And bias and you know all that and all the things of the past Is not resident with him. So we just Get all those things sorted And that happens when we are you know when we go before the Lord where he's able to just You know give a clean slate and and remove all that thing and then we go empowered and free right empowered by the Holy Spirit and really free in our spirit to To to love for the person to solve and You know having a clear mind as well to to solve the issue Objectivity and everything flows from that place Okay, so we will we'll stop here And then we'll pick it up next next class.  So we'll we'll just put it on the screen And it'll have a submission date as well So you can be you know, you just prepare for that. So online students. I mean E-learning students also it'll be there You know, it'll be shared sometime this week and you can look out for that Okay, thank you.


Welcome to JSA TV, the newsroom for tech and telecom professionals, and JSA Radio, the voice for tech and telecom, on iHeart Radio. I'm Jamie Scott-Okataya of JSA, with me here in beautiful Honolulu at PTC 2017, Mr. Joseph Lim. He's the CEO of SEACS Cable. Joseph, welcome to JSA TV. Thank you, Jamie. Thanks for coming here, and so tell us a little bit about the SEACS Cable. Well, SEACS, when we build SEACS, what we are trying to do is we're trying to do something different.  What we are trying to do is, you know, create a level playing field in the industry where we come from. We are a Singapore-based company. SEACS One, our first cable, will be Singapore to Malaysia and Singapore to Batam. It will be the first privately built submarine cable system, linking Singapore and Malaysia. What it is is that, you know, we are trying to create an unparalleled amount of capacity for carriers and also for Tier 2 and Tier 3 service providers within the region, so that they can have the capacity for, you know, for their customers that are requiring, you know, higher demands in terms of bandwidth. Within the region itself, we have a very strong growth potential where, you know, bandwidth and due to the Internet and also on the apps, on the, you know, iPhones and also on the Android, you know, we are looking at an exponential growth in terms of bandwidth demand and usage within the region. That is one of the reasons why we have created SEACS One to, you know, provide that need, that requirement. What it is is that we are building this cable. What it is is that we are preparing as well for our CX-2 cable linking Singapore to the United States. So, you know, we are pretty excited on what we have on the pipeline and, you know, we look forward to CX-2 coming up online sometime in 2020. Yeah. 2020, CX-2. Wonderful. So what differentiates your cable from others in this region? Well, the difference between our cable is we are using the newest technology in terms of capacity and also what it is is that we are trying, we are also providing dark fiber connectivity. You know, out of Asia, most of the cable systems are being built for, not for wholesale but more on a retail basis. It's still quite a close, you know, market in where we come from. It's not like Europe or even in America where, you know, what we are trying to do actually is trying to build the capacity so that, you know, more and more folks out of where we come from can utilize those bandwidth and, you know, do more things in terms of what they want to achieve with that increased bandwidth, yeah. And I love this wholesale approach. So basically it's those high bandwidth network operators, the tier one, tier two carriers. Anyone else that your CX cable is looking to serve? Yeah, probably the OTTs, guys like Microsoft, Google, you know, the usual suspects, yeah. They probably be very interested in what we have, yeah. Which makes that CX-2 cable connection to US even more interesting, I'm sure. That's correct, yeah. So for our viewers who may want to know more information, where can they go? Well they can go to our website, it's www.ccablex.com. Ccablex.com, Joseph, thank you for joining us. And thank you viewers for tuning in to JSA TV.


Hey everybody it's Hari Swaminathan just a quick recap on the swing trades just picking it up from yesterday. Yesterday I'm not sure that Apple went up a little bit today so we are down about 310 this is what it is and Adobe recovering slowly and we made up 244 I think we need to you know we don't have too much to go here we may have about 600 or 800 dollars and if we can pick up that then we break even of course we can make more profits as well. Amazon was pretty much flat on our position today so we are still up to 225. Chipotle was the big one yesterday if you recall we had almost 1200 dollars here and today we made 407 so we closed this position here for 1600 dollar profit that's about a 25% return on the trade. Microsoft also made some recovery here and we are still down but we'll take this into next week Nvidia was a new position today we opened and it's just down about 100 dollars. Shop if I did really well today went up 814 so I was able to convert the long call into a debit spread and so I've sold minus 10 of the 220 call as well in the same series so it's a plain debit spread and Tesla it's right there in the center of our iron condor over here so there's nothing more there so that's a quick update we'll see you on Monday and let's see how we can better some of these positions I'm hoping to exit a few if they can make a good move one is Amazon we've been holding it for a while and of course let's see even if Apple can make a big move here have a great weekend everyone thanks


And in today's video, we're gonna talk about setting up your throwing chain reaction. Now, one of the things we're gonna talk about in pillar one, one of the core things and one of the core objectives you're trying to do is actually establish the orbit pattern of the discus. So where you move that discus is super key. So what we're gonna do is encourage our coaches and throwers that this is a super important thing. And it's something we talk about in depth inside throwing chain reaction system. So click the link below. Okay, so one of the things we're gonna do is we're gonna be watching the path of the discus. We typically are gonna wanna have that higher point and we're gonna wanna set that path so it's gonna be here. You're trying to avoid the back and forth. This type of motion leads to technically this orbit and this orbit is going to lead to the incorrect pillar two, which is gonna create people falling into the ring. So it's a super important thing. There's four main objectives that we talk about in our pillar one in the start. And again, you can get that information by clicking the link below. But one of the core things you wanna do to help clean up your throw, learning how to actually move the discus right, you're gonna be really concentrating on that path. And that's gonna also be affected by how you hold the discus. And we've created other videos. And again, inside our system, we go through all of these things in depth and we create our different drills and process for doing so. One simple tip for you today to keep it simple is start trying to wind with the discus so that you're taking the discus up to a high point that it's about the shoulder. This is gonna help dictate the orbit throughout the throw. If we're doing things like we've talked about in other videos like the figure eight wind, you're gonna wind up setting an orbit and technically you can see when you're doing this, this is the actual orbit.  So it won't be as obvious but that is actually what's happening. So one of the simple things that we wanted to help a lot of our young throwers with today and coaches as you look is to be able to make sure that your athlete is carrying that discus properly and placing it in the right orbit so that you can set up your throw and again set up your chain reaction for better, more balanced throws. In today's YouTube video, what we're gonna talk about is the block arm in the discus. Now, one of the key things that we wanna think about and learn and understand is that position of the block arm. There's different schools of thought and some people are talking about how the block arm opens and where is it supposed to work? Does it come all the way through like this or does it come here and drive through? And what I'm gonna say is that what we advocate what we teach in the throwing chain reaction system is that the block arm is going to abruptly stop at a certain point with that block leg and that's where the whole body comes around here. Now, one of the examples we do is we talk about we made up a carnival game called knockout punch where if we had something here and we went and we had to punch the most force and you would see how that's how a knockout, a heavyweight boxer or a pro boxer delivers that knockout punch.  The punching side. So when we're throwing, we have to stop our block and drive everything through and that's what creates that whipping type motion. You're gonna notice this. So again, let's throw up some elite throwers and we'll look at some of our more advanced high school throwers. And one of the things you're gonna notice is when that block arm stops the best throwers that have big, big throws they feel that stop and you see that body come around. So we talk about stopping it in front because by the time you actually react, right? The reaction is if I try to stop too late I'll stop it here and I'll block too late and now I'm gonna have this. What's the biggest indicator what we're talking about, the validated? We look at our top throwers and we look at where that arm's gonna stop. You're gonna notice the position of the shoulders and where the shoulders are as we come through delivery.  And typically what you'll notice is that block arm stops at the rib line and you're gonna see this type of motion. So the delivery side is coming through and you're gonna notice that when I'm doing this my arm is actually stopped at the side.  So we've throw up the video he got a video of his PR so high 72 meter throw and so you're gonna notice that when he hits that block arm stops and you'll see him as he comes through the reverse that that block arm is holding in that same position at the body line. So now when you look at somebody else like Gerd Cantor you're gonna notice that same thing really massive smash of that right arm that block arm stops. So if you look at our block leg video and you start to incorporate how to feel that right type of block arm stopping position you're gonna notice that it's gonna make a huge, huge difference on your throws and for so many young throwers they're pulling the shoulder back and again going back to our knockout punch game if I try to throw a knockout and I'm pulling my shoulder back I'm gonna have a less dynamic forceful punch. So it's the same thing. We wanna have that big strike at the end of our throw and if our arm is locked and blocked now the other thing is is we don't wanna be pulling that arm in too soon. I do know coaches who cue that and I understand that why and I think it's a good point but at a certain point that elbow has to be a little bit further out and sometimes young throwers will pull in so close that the fist is in here and again it has to be somewhat of a counter balance to the discus and this is why if you look at somebody like Alakna Malachowski, you look at Robert Harding who's a non-versus of the arms out here you look at Frederick Dakers you look at Daniel Stahl, you look at Perkovich they don't have it quite in here so you're gonna see it here and one of the things we talk about is the height. You don't have it, the elbow can't be above the shoulder it has to be in here this is how you engage the pec, the lat, the posterior delt and you get that whole shoulder tied in for much better, more forceful delivery. Just keep those things in mind those are some mechanics to better understand that block arm position and again if you're interested in the throwing chain reaction wanna go deep, we give you drills for all these sorts of things check the link in the description you'll notice that we have a link to our free mini course which kinda breaks down the six pillars and then we of course go in depth inside our program with courses and drills we have about 40 drills per for the discus for the rotational shot and different drills another 40 or so for the glide shot foot and those break down the system pillar connection drills, courses, strength training everything you would want to help you throw farther so for those of you that wanna dig deeper there's a lot more to go in that are gonna help you better understand the mechanics of the throw so that you can get better and throw farther faster alright thanks so much for watching if you found this video helpful be sure to give us a thumbs up hit that subscribe button, comment below and for those of you that are watching and downloading and not subscribing that's okay we're happy to see you getting better too so thanks so much and we will see you on the next video be sure to check out our next videos be sure to subscribe visit our website for free videos click the links below we have links to our free mini course check out our websites for camps and different detailed information throw farther faster by understanding the science with the throwing chain reaction system thanks so much for watching


How to increase accountability in my team is a question that I've been asked many times by clients, team members and colleagues. In this video I explain why many managers find holding team members to account difficult and go through what you should do to make increasing accountability in your team much easier. And at the end of the video I give you my recommendation for a great book to read on building accountability by a legendary business leader. My name is Jess Coles and I've spent 25 years working in corporates and household names through to SMEs at all management levels. I've been involved in turning around businesses and team performance multiple times and have achieved dramatic performance improvements. And I've personally learnt a lot about holding people to account. If you're new to this channel, Enhance.training provides online business courses to help professionals, managers and business owners improve their performance. And if you like this video, please give a thumbs up, subscribe and share it with friends. Holding people to account is a critical part of getting things done through your team. So why are so many managers so poor at it? According to a Harvard Business Review article 46% of managers are poor at holding people to account and this is consistent across all levels and cultures. A key reason for this reluctance to hold people to account is that managers that do hold people to account often lose some social support within the group or the team. There is a personal cost to holding team members to account and many are reluctant to pay this price. With this insight it is easy to see why so many people in positions of authority are soft on accountability. From my personal experience I believe that you can hold people to account and still maintain the goodwill and respect of your team and remain liked as a manager. As you can imagine how you hold people to account and yourself to account is critical to achieve this. So let's talk about what holding team members to account means in terms of team performance and team morale. Accountability is a critical part of getting things done. If the team doesn't deliver much the poor team performance will impact on the wider business. And if this poor performance is replicated across the business it is unlikely the business will survive for long in the modern day competitive business landscape. A quote that sums it up for me. Accountability is about delivering on a commitment. It's a responsibility to an outcome not just a set of tasks. It's taking initiative with thoughtful strategic follow through. It's a quote by Peter Gregman. I think that creating high performance teams and delivering good results is nearly impossible to do if there is no accountability at an individual level and at a team level. Poor accountability impacts team morale. Let me explain through an example. Imagine you have a few good performers on your team and one who doesn't perform. If the one who doesn't perform does not face any consequences for that poor performance then as a manager you're saying through your lack of actions that poor performance is okay. If you were one of the good performers or even another team member how would you feel? Would you be incentivised to work hard and do a good job if your colleague was getting away with doing a poor job? Would you feel fairly treated or even consistently treated? In this situation it is likely that you'd feel less motivated and produce less. I certainly did when I was in this situation and I've seen the impact of poor accountability on teams in so many businesses. Poor accountability is compounded if the good performers are not rewarded. Without accountability and little upside or downside there is little incentive for team members to do a good job. The best people to leave to work at companies where their efforts do make a difference further impacting the team performance. So create a level playing field for all and create incentives to do a good job by holding everyone in the team accountable. Accountability gives everyone and particularly the good performers an opportunity to shine. Increasing the accountability on your team must start with you setting clear expectations. If team members are not sure of what is expected of them how will they and you know when they have met those expectations. If you don't set expectations you only have your opinion against their opinion as to whether they've done a good job or a poor job. If you set clear expectations milestones and goals then it is very clear if the team member has met the milestones and goals agreed or not. One way of setting milestones and goals is for you to pick a target and then pose this on the team member. This method is quicker and easier for you. Your team member may never really own these goals because they are your goals imposed upon them which will impact their sense of accountability. Another way of setting milestones and goals is to discuss and agree the goals with the team member. By setting the goals together they become joint goals and thus the team member is much more likely to own them. This improves their accountability and motivation to achieve the actual goal set. I would absolutely recommend this joint approach to setting goals and milestones. In my experience it works so much better. Put the expectations, milestones and goals in writing so both parties have a reference document or an email to refer to. This stops any kind of loss in translation issues or future disagreements as to what exactly the expectations and goals were. And if you want to be able to hold team members accountable you must first set expectations and agree milestones and goals. As a leader of a team or business you set the rules. How you conduct yourself and what you say sets the tone, culture and behaviours of the team. What you allow and what you don't allow are some of the strongest messages you can send to your team intentionally or not. Therefore you need to consistently follow your own rules if you want everyone else to follow your rules too. Don't say one thing and then do another. A simple example would be say if you are always five minutes late for meetings. I bet you your team members will often be five minutes late too no matter how many times you tell them to be on time. Actions speak a lot louder than words so make sure you're prepared to be accountable yourself. To work hard to hit your own targets and goals and behave consistently with the rules you ask others to follow. You can't manage what you can't measure. It's a well known and often used quote from Peter Drucker. To create accountability you need to measure progress. Measurement is an essential step to consistently undertake to know where you are and if the goal has been reached. A really simple example would be for instance if you'd agreed to send out marketing emails to a thousand contacts. Then by keeping track of exactly how many emails you'd sent out you'd know your progress towards your goal. You'll know exactly when you've reached the thousand emails. If you don't measure progress you can only guess. So if you want to know where you are you must measure progress towards the set goal. Then deciding what to measure is a really important step. What to track may be obvious like the previous example. Or you may have many options of what to track if for instance you're managing a large IT implementation project. What you choose to measure will create the focus for the person doing the task or project. Get this wrong and achieving your goals might be harder or you might actually never reach your goal. A simple example could be having a goal of achieving a hundred thousand pounds of profit in the first year of a new service that you're offering. If you measure and target revenue you may end up with a lot of low quality contracts thus hitting your revenue target but missing your profit target by a mile. In fact I've seen loss making situations with this dynamic. So choose what you're going to measure carefully and try to spot and think through any unintended consequences. Creating visibility is the next step to take after you've chosen what to measure. Make public the goals and how you're progressing towards reaching those goals. If you have a team member engaged in one of several projects then circulate progress of each project amongst the team. Have a whiteboard and keep track of progress on the board. Have weekly team meetings to review progress and celebrate the successes. There are so many ways of creating visibility and by creating visibility you're engaging peer pressure. No one likes to fail or be last. Those towards the bottom are likely to try harder to catch up and those at the top are likely to try harder to stay ahead. The performance improvement that can be created by visibility and peer pressure always amazes me it can be amazing. And to gamify getting to the goals even further add in prizes for each milestone achieved and getting to the actual goal itself. And don't think money necessarily. Get the team members to think of fun activities to do for each milestone and goal. Whatever you do create visibility of progress and make this public. Give as much useful, honest and specific feedback as you can to your team. So why is feedback so important? Well if you don't know what you're doing well and what is improving, how are you going to improve? Honest feedback helps team members to improve and shows you care about improving their skills and performance. So take the time to give feedback, praise when you see great work. Ask team members to take others through how they achieved a great result. Help and coach those that are struggling. Don't procrastinate in giving feedback. The value of feedback diminishes with time so provide feedback in a timely manner. And be specific when giving feedback. This really helps the other person understand exactly what is good or what is not. And the more specific your feedback the more helpful. And being specific shows the other person that you're taking note of what they're doing and thinking about it before giving feedback. i.e. you care enough to make the effort. So give feedback regularly and coach and mentor any team member that would benefit from your help. Following up is a critical tool to drive accountability. And the managers that struggle to deliver and through their teams nearly always don't follow up enough. So let me give you a fairly detailed example of following up. So on day one I ask one of my team members to do an analysis of a group of customers. To find out which buys the most, which makes us the most profit, which needs the most support etc. We agree at a deadline 10 days from now to complete the analysis. And I send a quick email to outline what we've agreed following the conversation. On day two I pop around to their desk and ask how the analysis is going and if I can do anything to help. This allows me to help if needed but also to check that they have started it and understand what is needed. On day four I pick up the phone and ask about progress. I want to find out if all the elements I've asked for are progressing, what problems they might have and how I can help them resolve any of those problems. If progress is behind I pick up the phone on day six and check what I can do to help. If progress has been good I probably won't call. On day eight I might call again just to check everything is going well and if the deadline will be hit. And on day ten or maybe even earlier I get what I've asked for and to the level of detail and quality I required. By showing interest and offering to help where needed I'm signalling through my actions that I care about this project. I'm saying it is important to me and I need it delivered on time. By following up you make the project important to the other person. Obviously how you follow up is really important and you have to use your judgement based on the person you're dealing with. You don't want to micromanage the person nor do you want to be demanding a full update every five minutes. But you do want to offer help with any issues. Answer any questions they have or clarify what you want or what is needed. If you don't follow up and say the previous example you set out the project on day one and then you called on day ten to get your analysis. Your actions are effectively saying to the person that the project is not that important to me. You may get exactly what you wanted or you may get something else or you may even get nothing. The point is you don't actually know until day ten and it's too late to change what you're getting at that point. Follow up regularly if you want to get what you wanted when you want it. And by following up you're also giving the other person the opportunity to get help from you and manage your expectations. This helps both parties and then very good team members will proactively manage you. They'll provide you with regular updates so you won't need to follow up. Make sure you follow up regularly with your team members to help drive accountability. As promised at the start of the video, one of my favourite books on creating accountability is Execution. The Discipline of Getting Things Done written by Larry Bostey and Ram Charan. And you can see my well-thumbed book here. This is an excellent book and well worth the read for anyone in a management position. Larry is credited with turning around Ally's signal at Honeywell after a 34 year career at General Electric. And he provides some amazing insights. In summary, creating accountability in teams does take time and effort to achieve. Yet it's essential if you want to have a team that performs and delivers. Driving accountability into your team generally requires you to hold yourself accountable. You need to set expectations, milestones and goals for the team members and the team itself. You need to measure progress towards the defined goal and you need to create visibility so that all can see the progress of each person and the team. Giving feedback and following up regularly will significantly increase the success of your team and thus your performance as a manager and leader. You can achieve amazing results with a motivated and accountable team. Everything you do to increase accountability in your team will be well worth the effort you put in. Your sense of satisfaction and your career will absolutely thank you for it. Enjoy managing and leading your team. And do visit us at enhance.training and take a look at the courses and resources to help you manage your team more effectively. And if you like this video, please hit the thumbs up button below and subscribe and hit the bell to get notified of our weekly video releases. This really helps us to produce more videos to help you. Thanks very much for watching and I look forward to seeing you again soon.


Dear constituents of Year 4 North, this Christmas and holiday season is like no other. Many of you from our major communities are having the most difficult and challenging time of your life at this time. Some of you are without employment, others are without the usual income from bananas and fisheries as there have been many unusual difficulties in these sectors. And while we had challenges before COVID-19 started to affect us, a number of you have since lost your jobs at the hotels or have lost income from your businesses or trade due to the lockdowns or the reduced hours for operation or the reduced demand for your services. This Christmas therefore, for most, will be a different Christmas. As your parliamentary representative, I have called on the government and government agencies like the St. Lucia Social Development Fund, the SSDF, to assist with employment and help, especially for the elderly and for those who suffer disabilities and also the sick. I hope you, the constituents who really need help, got help from the government and I am still hoping that more help will come to our people who need it at this time. Even those of us who have families abroad will have difficulties, as these families themselves too are having their own difficulties with impacts of the COVID-19 pandemic in the more developed countries, especially the United States, England and generally the United Kingdom. I encourage you to share with each other and do what we always do in V4North. We look out for each other and help the weak to survive and become even stronger. Check on those who are sick and those who need some additional support at this time. We all need each other and we need everyone to make it too. Most of us will not be going anywhere. We are here and must be here for our children and our communities. In this regard, I thank all of the business owners in V4North who have been given to the needy in the constituency, especially since the COVID-19 experience. There are also many community groups and individuals who continue to assist the sick and the elderly. You know yourselves and I pray that the Holy Spirit continues to bless you and give you even more abundance. In this COVID-19 Christmas and holiday, continue to be careful and follow the guidelines that are set by the health professionals. Since the news about COVID-19 broke and have been out there through videos and promotional activities and with your help, we have been encouraging our people to take action to avoid contracting the virus and to avoid spreading it because I know how we love to be with each other and to congregate at this time. You know we are accustomed to doing our Christmas family parties and community activities. This year we have been asked to keep activities on a low key and mainly within our families. I encourage you to do so. I will miss my usual house to house with my friends and of course our grand annual Christmas pleady where hundreds of children from all around the constituency gathered every year for games, activities and for toys. Teaching you on a one-on-one will be the approach this year. Last year was indeed very difficult and at every opportunity I advocated on your behalf and sought relief in different ways. The work is definitely not over and I urge you to remain strong even in this difficulty caused by causing part by COVID-19. I will continue to be here among you, deeply involved in working to solve our common problems. I am not going anywhere and I am not trying to take you to anywhere. In all of this confusion and difficulty, there is no time to drop our beliefs and our faith. The Holy Spirit will guide us and give us strength. The positive conscience that we all have will keep us focused and the coming together with one voice will recommit our communities and our country to progress for all. I would like to say to everyone who has had a difficult new year because we are in a situation where COVID-19 has caused the worst for this year. I wish everyone well. I would like to say that the people who have helped us, the people who are sick, have said thank you for all the things you have done. The business people and the people who are working for us have helped us a lot. I would like to say that the people who are working for us are the people who are more responsible for the business. Because we are all working for us, there is so much difficulty in helping people with their healthcare. With the group that are working for us, the Jewish people, with my church who helped with their work, with eating, especially with the case of COVID-19. I also would like to give an opportunity to say thanks to my responsibility as an SSDF with other government organizations to keep people on the step The government, with a lot of organization, to help each and every one of them to do COVID-19. Before COVID-19, we had a lot of difficulties, we had a lot of problems, we had a lot of difficulties. With COVID-19, it's becoming more difficult. With that, I would say that the Nesla is a holy office, it is not for us to assemble in Gwangan. It is for us to be able to do what we want, to play different music, to do what we want, to do what we want. The Nesla is a holy office for us to be able to wear our masks and to go to the top of the world, with the support of the Parliament, I want everyone to take care of themselves, because the Nesla is a holy office. I want everyone to be aware of what is going on, to be aware of what is going on, to be aware of what is going on, to help the people, to help the world, with what is going on in the first place, with what is going on in the first place. I want everyone to go to the top of the world, with the support of the Parliament, to be aware of what is going on in the first place, with what is going on in the first place. To all the people of Belvi, Greece, and its smaller communities, the smaller communities of Belvi, Kiro, Savans, Opicon, Kako, Vige, Joye. On behalf of my family, I wish you a safe and peaceful Christmas and holiday season. May you be filled with the blessings of the Holy Spirit, and may you be strong and renewed and prepared for the challenges of 2021. I wish to thank all those who worked with me throughout 2020. I wish to thank my staff. I wish to thank all those who volunteered, and who continue to volunteer with me to mobilize the community, and to assist everyone in Vifotnof. I thank you very much. May God bless you, and please have a safe and wonderful Christmas and holiday season. Merci and Shai.


Okay, we're back here at the end of a given Friday at 4.30, and we have a special show today with Pat Border, the intrepid traveler here on Global Connections, and we're calling this oddly enough, since he just came back from Israel, we're calling it on Reflections on the State of Israel from an intrepid travel point of view, Pat Border, welcome back Pat. Thank you very much, I'm delighted to be here. Great stuff.  I went only to the major cities this time, I had been there 40 years ago, and I went back for a good time, but I wanted to see how much it had changed. And I suppose, you want a tour or buy yourself FIT? Buy myself, no respectable tour would take me. Did you have a guide? No. But in Israel, you can get along on English, so you don't need a guide. Easily, and there was one day when I took a daytime tour of Jerusalem, and I had, at that point, I had a tour guide. Okay, so let me turn it over to you, Pat. Tell us, give us a sort of linear experience on what you did, where you went, what you saw. Thank you. I had been to Israel 40 years earlier as a part of a world tour. I had spent two weeks in a very different Israel, which was really controlled by the Labor Party and the people who founded Israel, and their desire for compatibility with their neighbors was such that the operating theory was land for peace. And today it is very much not land for peace. If you look in brief, take it from 30,000 feet, what's land for peace, Pat? Land for peace is trading land in the metropolitan part of Israel in exchange for being allowed to exist and giving up land. The two-state solution, the whole idea behind that was that both the Palestinians and the Israelis would be a part of that peace process. They would both share Jerusalem as the joint capital of two different countries. And all Arabs throughout the entire region would renounce the idea of death to Israel because that's what governs the Arabs. Let me get it straight. 40 years ago, the idea was land for peace. The Israelis were willing to give up land that they had or land that they had taken in the wars, I guess a 67, 6-day war and all that, in return for an agreement for no more war, no more violence, no more terrorism for peace. That's exactly right. That's 40 years ago. So now the big change is what? What is it like now? It's not land for peace? No. What is it? No. It's ultra-security. The whole ethic in Israel is be so powerful that no force within the region can mess with you and Netanyahu has done a wonderful job of that. So let me ask. So I guess inherent in this is that somebody concluded along the last 40 years that land for peace doesn't work and that you could give land but you couldn't be sure you're going to get the peace. You're very close. The major attempt at land for peace was the Oslo Accords in the 1990s. What had happened was private citizens had gotten together to go to Oslo, Norway and work on a peace solution. After a certain period of time, the government picked up on behalf of Israel so that it became an effort of the state and the labor party was still in control. You had the old general, Itzhak Rabin, who had been the chief of staff during the 67 war, almost killed him just from the strain of it but it was a phenomenal victory and for the first time in modern history, the Israelis weren't saying next year in Jerusalem. It was today in Jerusalem. It is and they went to the western wall and prayed and this was God's promise to them literally coming true. It was an amazing period of time and the Israelis produced so many military heroes and that was it. They had all of Israel. But the thing you notice as a visitor is that the areas that had been part of Jordan were preserved as Arab. The story was for us 40 years ago that King Hussein would always come from Oman and stay at the Hilton in East Jerusalem and look out over the beautiful city and imagine it as his. It never was. But imagine it that way. And after the 6 day war, the Israelis owned the whole city and so they were sitting there by their telephones waiting for King Hussein to call them up and say let's make a deal which would have been the logical thing to do and that never happened. And why did it never happen if I can take another sentence? Why did it never happen? Because Hussein was a reasonable person who would have been killed by the rest of the Arab world had he bargained for peace that way. So he was unable to do that. And what I learned 40 years later was when I went back to the same places now there was no effort to preserve the Arab feel to that area. They had changed it to Israeli. So if you went, I stayed in 78 at a little Jordanian place where they were Arabs and we were staying in a not a real cushy place but it was rustic. This year it's all Israeli. They paved it. They put condominiums in the mountain walls on the opposite side and those condominiums are going for $20 million a piece. So the city of Jerusalem has become much more commercialized than it was before. Was it fun? Yeah, it's always fun. Israel is just a place where people living their lives and being who they are is fun for the visitor. And I would recommend that visit to anybody who wants a safe adventure. So let's talk about that. What do you mean by fun? What's the kind of things you could do in Israel to have fun? The sites that you can visit are amazing. In 78 I went to the Golan Heights which had been held by the Syrians and I literally sat in the walled off areas that looked very similar to World War I and that kind of atmosphere where the Syrians would lob missiles into the valley below and all of a sudden that fear went away because after the Six Day War the Syrians were ousted and they didn't have control of the heights. They didn't and they've never been back since. But the prevailing atmosphere was let's make peace and you can have some of this back and we can share Jerusalem and it was very much that way. And that changed when the Netanyahu government took over because the Israeli population is growing. There were roughly six million people when I went there in 78. There are now over eight million people and they have to live somewhere. And so this tension between the occupied areas and the Israeli expansion is such that every time you see this battle between the Palestinians and the Israelis it's because the Israelis are taking land which had previously been loosely promised to the Arab countries and they're starting to settle it themselves. They need space to grow and Netanyahu is in no mood for land for peace. He's got a powerful force and he can defend all of Israel and expand as need be. And so that's what you're seeing. Let me tell you a very small story if I might. At my church they had travels to the Holy Land and I asked the pastor one time how can you be safe there? And the answer was surprising to me because he said well the reason we're safe is because we sign up for the Palestinian tours. Since we're on the Palestinian tours we're safe. The Israelis aren't going to touch us and the Palestinians are going to protect us and so we can go anywhere within metropolitan Israel and beyond and be safe. But if you sign up for the Israeli tours you're more likely to be attacked by the Arabs. Exactly and I thought that's very clever but it's also very surprising. I never dreamed of it in a world and all of the travel to Israel is for the purpose of Christian tours of the Holy Land. I found myself in San Francisco boarding a non-stop flight to Tel Aviv and I started talking to the groups around and they were all Christian groups going to Israel. They're filling a 777 airplane and their whole purpose for going on the trip is to see the Holy Land. It's not business as such, it's travel. You see more and more of that. It seems like the Christian community has a greater presence in Israel. It is advocating for Israel, it is advocating for the future of the Jewish state and it's so interesting to see this kind of support that Israel is getting from the Christian community. It's absolutely right and the thing which is tragic about it is that the Palestinians would like to have a future of their own. Their children would. When you see all those kids throwing rocks they're the same kids that would be college kids if you give them a different chance but the further away you're getting from Land for Peace that makes that possibility dimmer and dimmer. The reason in our discussions that I brought up the Oslo Accords is that at that critical moment, November 5th 1995, the two proponents in the Israeli government were Prime Minister Itzhak Rabin and his sometime rival, sometime deputy, Shimon Peres, who recently died but he had been the president of Israel for a few years, which is an honorific position. What happened on November 5th is that Rabin was heading back to his car from the city square in Tel Aviv and sadly he was assassinated by an Israeli and that was the point when the whole chance of peace was gone because people trusted, they trusted Itzhak Rabin because he had won the Six Day War. He was the general that won the Six Day War. The guy who got all the credit at the time was the general with the eyepatch Moshe Dian, but the real hero of the war was Itzhak Rabin. Yeah, I saw some footage on, was it PBS or CNN recently about that and it was really tragic. It was also tragic that while all of that was happening there was a tremendous amount of terrorism and I recall there was a series of bombings in Tel Aviv, I think it was Tel Aviv, where bus number 18. Oh yeah, there was a lot of that on a main street where the bus stops, there were explosions and bodies all over the place. Over and over again. Over and over again is right. They happened in Jerusalem too, but the terrorists wanted to hit the Israelis where they lived so they went to their commercial city and they were doing that kind of stuff. It was terrible. You know going to a commercial city is about the same thing as going to a break here on Think Tech, so we're going to have a little commercial break right now, okay? I can go with it, okay? We'll be right back with Pat Border. Hi, I'm Rusty Komori, host of Beyond the Lines on Think Tech, Hawaii. My show is based on my book also titled Beyond the Lines and it's about creating a superior culture of excellence, leadership and finding greatness. I interview guests who are successful in business, sports and life, which is sure to inspire you in finding your greatness. Join me every Monday as we go Beyond the Lines at 11 a.m., aloha. Hey, aloha and welcome to the Think Tech Hawaii studios. I'm Andrew Lang, the host of Security Matters Hawaii. I'm airing here every Tuesday at 10 a.m. Hawaii time and I'm trying to bring this community information, security information specifically that will help you live a safer life, help keep our community safer and help keep our businesses safer. So join me because Security Matters, aloha. Okay, we're back with Pat Border. That's his global connections. We're talking about his reflections on the state of Israel after a trip there. And from the standpoint of Pat Border as an intrepid traveler, he's traveled a lot and I think he will continue to do that. So anyway, one of the points, the references you made earlier, Pat, was that you felt safe. At the same time, there's tension. And we all know that there's tension. And maybe the tension in some ways is higher than it used to be. Maybe in some ways it's not. I mean, there are two vectors here. One is that the Palestinians are unhappy and their leadership makes them hostile. And they repeat the message on and on about how they want to eliminate the state of Israel as a Jewish state. And we'll take it all over, not just the Golan Heights, not just Gaza, but the whole place. All the way out to the Mediterranean. Yes. Did you feel that? Did you see that? Was that spoken in your presence? Not at all. And I have to be very guarded now because, remember, the Israelis have a wall. Now, I'm not endorsing walls. So don't quote me saying that. But the wall has kept the Palestinian population out. So the people who do work in Israel can't just cross the road in 15 minutes. They have to go 20 miles out of their way to get to a checkpoint. The other vector we've heard about, though, and I was standing in Netanyahu and all that, is that there are many, many Arabs who have gone to Israeli schools, colleges, graduate schools. They've become lawyers and doctors and researchers. They're involved in the Israeli tech industry. And they're ubiquitous around Israel. Did you see signs of that? Yes. A couple hundred thousand people are Israeli citizens, even though they're Arabs. And some of them made it into the Knesset as representatives. So there is an Arab population in Israel, and it functions well. It's well-represented in government. And that's great. But a couple hundred thousand people don't make peace. We're talking millions. Yeah. Well, the other issue I just want to throw at you and see if you saw it, observed it, thought about it. And that is Israel is a democracy where you have a lot of disagreement among people. You know, they disagree intellectually, disagree in the interpretation of what the government should be like and do like and how democratic decisions need to be made. And the Knesset is full of various parties, various factions, various views of the world. And so I wonder if you saw that either in the newspapers or in your travels in Israel. Yeah, you can see it in the newspapers. And some of the issues I really wasn't that up on. But it exhibits itself in a civil way. But I have to tell you that after two weeks there in 2018, I saw nothing that raised my blood pressure or put me into a sweat. Just nothing. In terms of fear. Absolutely. I wandered on many days, miles out of my way in Tel Aviv, to come across as much as I could and really never did. Really never did. So whether that means Wall's work or whether it means that the Israeli military is so effective that they simply, they've morphed from David into Goliath. I've often felt that the Israeli military has morphed from David into Goliath. But they're friendly. If you go to the tourist places, you can get the Israeli Defense Force caps, just like the Cubs or any of those other places, so you could root for them. And I went to Yad Vashem, which is the one part of his... It's a Holocaust museum. It's a Holocaust museum. From 40 years ago, it's 10 times as large as it was before. So that's one area where if you wanted to go to Yad Vashem, you'd have to hire a car, go there and spend the whole day. It's that big. It's enormous. It's enormous. Did you see, you know, I remember my own trip, which was also about 40 years ago. I saw these young kids, 16, 17, 18 years old, in military uniform because there's conscription in Israel. There probably should be conscription here, too, as far as I'm concerned. And they would be riding on the bus next to you. And they would be carrying their weapons on the bus next to you.   They were cute little boys. Little boys. And they were menches they were doing their job for the country. And I remember how much I liked that. I liked the nature of a citizen engagement between all the factions and ultimately it's for defense. If you invite me back again, I'll finally dig out that photo that I have of me with an Israeli rifle in my hand with a bunch of those delightful kids. Is that right? Oh, it was. They were delightful. And I said, can I have a photo with you? And they said, absolutely. Well, here, take a gun. I guess they liked you. Yeah, it happens in some places. Before we started, Pat, you were talking about the changes in religion, or at least religion as you saw it, Jewish religion, the celebration of the Sabbath and holidays, the signs on the street of religious people. What did you see this time it was different? Oh, completely different. My favorite restaurant while I was there was a place on Rehov Dizingov, which is this huge road that is the spine for the whole city. In Tel Aviv. In Tel Aviv. And I wandered down there the first day I got there. And I saw a nice, spring and easy little restaurant called Benedict's. And I didn't think anything of it. But I was hungry one day and I went in. And their favorite dish is, guess what? Eggs Benedict, which has ham. Got in it. It's got ham and bacon and all that sort of stuff. And all these Israeli people are sitting around in this restaurant that they're thronging to this restaurant. So I would say somehow that that aspect of kosher is kind of out the door. Now, when I was there 40 years ago, I went up to the Sea of Galilee, which is actually, today, it's called Lake Kenneret. Well, you can float on your back. No, that's a different one. But it was a kibbutz in 1978. Yes, in the north. I went there. It's way up north. And this time, I didn't go there, but I looked it up on the web. It's now a big hotel. The kibbutz is sort of that sense of it's a Boy Scout sense almost of you join and you put in your part. You build it. You keep it alive. You make it grow. Now it's turned into a big hotel and it's a real draw. If you're going to be up in the Lake Kenneret area, you want to stay in North Kinosar. All the kibbutz have different business models. They all do different things. A lot of them are still agricultural. A lot of them are on the border. A lot of them on the border and in certain fear of being on the border. I know one kibbutz in the northeast there where most of the kibbutz is underground because they've received so much rockets and firepower in the Golden Heights. But anyway, so what about the good life on the boardwalk? Now not decent golf, but on the boardwalk in Tel Aviv. I remember my own trip and it was like Atlantic City back in the days of Yor or Jones Beach. It was a fabulous recreational area. You're right, but it illustrates how Tel Aviv has no, it doesn't have much room. So everything is jumbled together. The old port of Tel Aviv, back in the days of the British Mandate, it was the only place where the Jews had a foothold into what now is Israel. Everything else was all Arab. Haifa, way up to the north from Jerusalem, was Arab. Now it's Israeli. But the thing that amazed me, they have an almost reckless sense of traffic. Let me show you just one photo that kind of illustrates, maybe two photos that illustrate. This is a photo on the boardwalk. And they made the boardwalk so that it is usable by people of all ages. And it's made of really short hard wood. And they make it undulate so that it's got hills and valleys in it, which means you can ride your bike and ride it down the hill. That's great. And all things. But look at these little scooters that they have. They're all electric powered. And what's astonishing about them is that they can achieve speeds up to 30 miles per hour. So they get into the traffic in Tel Aviv. And it's breathtaking.  Because they didn't observe the traffic laws at all.  But there are traffic jams, aren't there? I heard a story where they tried to respond to the danger of it because a very influential Israeli person lost his son when he got clobbered with a car and was killed. So they changed things maybe a little bit, but not enough. I mean, the stuff that I saw was breathtaking. It was daredevil. And I mean, I suppose from the standpoint of watching a Hollywood adventure, it's sort of fun to watch. But you just really feel for the people and say, grow up.  I'm reminded of a show we did a couple of years ago when it was a spate of stabbings on the streets of Jerusalem. I'm sure that happens from time to time. I don't think they talk about it much. But there'll be a Palestinian and he'll turn on somebody just after they pass on the sidewalk and try to stab him to death. And what happened was a lot of people were dying because of that attack. So the Israelis had to figure out a way to get medical care to them before they died, before they bled out. And what they decided to do was use these scooters. And so they put paralegals and doctors on these little scooters. And it ran through all this heavy traffic. They could get to them in a matter of minutes or seconds and save their lives. And that was their response to the stabbings. You know, if I had one of those scooters, I'd probably still be practicing law because I could be able to drum up enough business just by being everywhere at exactly the moment. But these scooters were astonishing. For bicycles, they had an electric bicycle so that in order to start it up, you'd go one cycle with your feet and then the rest of the time. And it's all silent. It's not a gas powered engine. So you see a bike go by and nobody's pedaling it, but it's going at 30 miles an hour. That was very, very ordinary in the time that I was there. And I haven't seen anything anywhere else. I mean, you start to see those kind of electric powered tricycles, but they're not powered like they are in Israel. In Israel, those bicycles and the standing devices, they're amazing. I don't even know what to call them. What about the food? I remember my own experience was I fell in love with the yogurt. The yogurt was like the best in the world. It is. And the citric fruits were also fabulous. And you could live on a really healthy diet. And it would be very tasty. And great food. Yeah. At the shopping centers, their version of a food court was little stands throughout the entry level. And some of the things, I'm sure they were healthy. I didn't recognize them as anything I had ever seen before. But I will tell you, they also have Burger King. Oh my god. There you go. Show us some more of your pictures. OK. I talked to you about the port. The port was an amazing place because the Israelis at a superficial level controlled it. And it was kind of nice that way. Where you see those buoys there, there is about a 10-inch pipe. And this is right next to the dining facilities, right next to the really nice restaurants where I dined a couple of times. And I looked at it. And my original thought was, well, they're landlocked. Well, it's not a landlocked, but it's a surrounded country. And I suppose they're pumping in petroleum from out in the ocean. I later found out when I looked on the web that this was a green version of sewage disposal. And so all this stuff is jumbled together. They've got art museums and really nice restaurants in the middle of garbage disposal. This site that you see, and I think I have a more close-in photo, that crane that you see probably hasn't been used in 60 years. It's long since locked up. But I've got a close-up photo of it. And I think I have something that's a little bit better. So they've got all this stuff jumbled together. You can't swim in that water. They have gates up against it the whole length of that. No, because they don't want people to get sick in case there's a spill of any sort. Whether it's no matter what it is running through those pipes, it could be very injurious to people's health. They say the Israelis and the research facilities in Israel are very advanced in technology, in biochemistry, in agriculture, and so forth. And I wonder if you saw that. Was that visible to you in any way? No, I heard about it. If you watch the finance shows, you see really high tech in Israel. And I have no doubt that it's there. I didn't see any of that at all, because those are mostly in the outlying areas between the Ben-Gurion Airport, the International Airport, and- Between Jerusalem and Tel Aviv, yeah? Jerusalem and Tel Aviv, yes. Yeah, yeah, yeah. Because that's where the airport is between the two cities. Right, that's right. That's right. And going through the airport was kind of the same way, but a lot of the waiting areas where people dined, they were carrying their baggage, too, because all the airlines there at the airport wouldn't take bags until two hours before the flight. So I found myself walking around with my luggage and dining at a restaurant. That was for security. That was clearly for security. And I don't know how security worked there at all, because it wasn't really like any other airport that I'd ever been through. I wish I had more photos of the airport itself, because they had these wonderful photos and displays of each decade of the Israeli existence. Oh, interesting. Oh, it's lovely. It really is. The airport was phenomenal, but I had packed all of cameras and such for security reasons. So I really didn't have a camera, but I wish I had. And they had facilities for all over the world. The flights that came into Israel all came from far-flung places. I mean, I hopped on an airplane in San Francisco, Baghdad by the bay, and I didn't get off that airplane until I was in the land of Milk and Honey. That is quite something. I mean, that is something. It's a long way. It's halfway around the world. It is on the clock. It's literally 12 hours separate. 12 noon for them is midnight for us. But when I was going in that direction, they had tailwinds over 150 miles an hour. It was on that trip. We didn't take the polar route. I was traveling across the Kansas-Nebraska border to get to Israel because they shaved off a couple of hours of travel. It's amazing. Now, coming back was quite a bit different. I found myself flying over Yugoslavia in all those places that are less friendly sorts of locations for the US. We got up to Greenland and Iceland and all that, and then slid across Canada and right into San Francisco in just over 13 hours. Well, we're almost out of time, Pat. And I wanted to try to get from you your essential takeaway on this here, essential reflections. What impressions did Israel make on you on this trip and in your life? You can go there and have genuine good times with people who are genial and love visitors and are genuinely friendly. And I would go again for that reason alone. But you'll never again see the Israel that I saw in the 70s. It just won't happen because they were at a different stage of their history. And it was that beginning generation. The first Likud prime minister was Menachem Begin, who came in in 77. And so he was there and was the prime minister when I was there. But that was only the beginning of the fundamental changes. They'll always be in Israel. It will always be safe. But as I said a little bit before, from a military standpoint, it's morphed from David to Goliath. It's the 800-pound gorilla. Well, it's like really everything in the world. It's like if your family came from Japan in 1890, for example, and you could go back and try to recapture that old Japan, it's gone. It's gone. Everything has changed, including in this country. And it may be moving faster here now. But the fact is that the world is changing. Europe is changing. Africa, Asia, Russia, it's all changing. The last? That's why travel is so broadening, isn't it? It is a revelation every time. If you don't come back surprised, you didn't stay long enough, really. And on that note, we'll close. OK. If you don't come back surprised, you didn't catch it, you didn't catch it, you didn't stay long enough. That's why I'm going to South Africa next. All right. Will you come back and report to us? I will. Pat Border, Intrepid Traveler, here on Global Connections. Thank you, Pat. Thank you.