Get People To Take Me Seriously
So let's start with a quote here's another one from emerson it is one of the most beautiful compensations in life that no man consent and woman can sincerely try to help another without helping him or herself so what this is really about it's about giving and in giving receiving so that's that yin and yang it's that circle of life karma uh element of all of this it's it's part of what I calls energy this kurt referenced it a little bit uh this enthusiasm this spirit and when we get out of our own way and spirit flows through it's just it's contagious and people feel it there's an energetic frequency with all of this so we're goingto this morning we're going to drill into some things in a uh a very profound way we're going we're going to take what we've learned so far toe toe a whole another level alright so our purpose today in this module in this segment is to define and discuss just exactly what we mean by leadership what what is leadership really all about? Is it a position somebody...
gives you or is it something well beyond that all right we're going to distinguish the difference between leading and managing this is not an either or which some people like to think you know either a manager or a leader you either manage or you lead these are two sides to the same coin and they're absolutely critical both so and great great leaders, no that's great leaders rely on great management and self management and self discipline, which is part of self management. We're gonna explore win win negotiation techniques, so whatever you do, whatever business you're in, whatever business you want to start, you are negotiating every day, but whether you realize it or not, what you call it that or not you're you're negotiating the negotiations and absolutely key piece to influencing change in achieving successful results, so we're goingto talk through some very specific tips and techniques on win win negotiation strategies. We're also going to take that aipo diagram that input process output diagram that we've been playing around with prior sessions and we're going to the leadership, so we start with those critical outputs here, the outputs I want to accomplish as a leader. But now what are the critical inputs that I have to have in play uh, to get those outputs one of the critical leadership inputs? And then we'll drill down into each of those inputs things like credibility if people won't take you seriously, you're going to struggle, motivating people to do anything all right? If if you don't know how to do whatever it is you're doing, you're going to struggle so knowledge is a key input variable I will speak more about those in the session tips on improving leadership credibility exactly that so again how you get people to take me more seriously I've got this value proposition whether I'm trying to raise money for funding or I'm just trying to convince my staff for my people uh my customers to buy whatever it is I buy how do I gain that credibility to get people to really take me seriously and then we can we can leave with a personal improvement plans from some of those personal takeaways which we've already been discussing so what can you what tweaks what changes what kai's ends in your own life can you can you make uh to, uh to work smarter and more effectively so that's this today's session so we'll start with a definition of leadership this is this is how I define leadership and I've used this definition for many years now but it's essentially our ability to influence okay which includes things like persuasion and negotiation but the influence people including ourselves so we're not just trying to convince other people to do something beneath the scenes were trying to convince ourselves sometimes to take a risk to go for it to do something that we might be a little bit afraid of so we've got to deal with our own insecurities we've got to deal with our own yeah buts and we'll come back to that but leadership is about our ability to influence people including ourselves to move in a specific direction so movement and you see that word I tallis eyes to your movements the route were root root if you will of motivation so when we move people and it's energetic as well as physical when we move people to move in a specific direction were motivating that's called motivation so were motivating people to buy our products or services were motivating people to support us motivating people to loan us money to get our business has started. We're in the business of motivation irregardless of the business description itself were all in the business of motivation. We're all in the business of negotiation and we're all in the business of leadership despite our titles, despite our levels in a position we have the ability to lead and so this section's about how to do that just a little bit better and it's a profound it's a profound segment, if you ask me because this is this is where a lot of the real takeaways are now, it doesn't talk about what direction, so you know, great leaders could lead us right off the cliff. All right, great leaders can lead us in a dangerous or ah toxic direction, if you will, so it doesn't say what direction it says with these people that have some way of motivating us to move influencing us to move so it raises some important questions and some of these questions are what direction so you've got this business idea you've got this value proposition you've got this uh idea you know, in a in a large corporation where you're trying to get your boss to take you seriously and uh these questions whether we realize it or not are being ass all the time what direction is this idea gonna take us? What problem is it going to solve all right, what need is it going to fill so just think of this is that value proposition what uh what direction? Because if we haven't got a clear and compelling direction what are we going to run into resistance all right confusion the enemy vagueness variation a disconnects things like that so let's be clear about the direction this is where we talk about a very clear and compelling problem statement a very clear and compelling business case a very clear and compelling charter will talk about charters and in in the psych session why is it important to do this not just the what direction but the why why is this matter why did what value does it said we've talked a lot about value added non value so what value is this idea going? Teo provide what this is where we talk again about the value proposition so solo producers what problem is that you're solving and why is that important really think this through at a different level? How is this better than now because if I don't perceive it is better than now, maybe I don't get on board so maybe it doesn't motivate me maybe it doesn't capture my my intrigue my enthusiasm so how is this how is this? Better be very clear about what we want why it's important and we have to also be clear about, uh, the value it provides but also what's it gonna take to get there in business we often refer to these is critical success factor so what are the critical successfactors to hit our targets to hit our goals to be successful, to make a good return on our investment, which is just business to really wow are our clients and our customers what's it going to take to get there if we don't know we've got an enemy, so to speak we've got a we've got a factor we've got to deal with I don't know what it's gonna take I'm just winging it well, winging it might seem fun for a while but winning it's not a world class way to run your business you gotta you gotta have a game plan this is not recess so you know, how do we know it will work and the truth is we probably don't, but we've got confidence in it because we've done our homework allright, I was you know, I use this metaphor when when I was playing football was a quarterback and you know, we practice plays all week and we'd have a game plan and we have a strategy and all of this type of stuff, but when you walk up to the line of scrimmage is the quarterback and you're about to execute a play and this is a play you've run one hundred times and you think you've got it figured out, but the truth is you don't know what's gonna happen, you just don't that's honest, you have an idea what you want to happen of course you want the plato work, but there's so many variables that defense is shifting the somebody could trip and make fall and make a mistake, somebody could get hurt, you could score a touchdown or you could fumble the ball and lose it you don't know, but you deal with that uncertainty with poise with confidence because if you don't, if you don't as the leader as the quarterback in this case ah, the team's going to fall apart people are looking to you for poise, for confidence, for composure, for your grace. And so we learned this in leadership to say, you know what? I don't actually know if it's gonna work, but people want to know that I believe it will and that I have confidence I don't know exactly where that catapult ball is going to land but I'm pretty sure I know where it's gonna land all right? Because I've taken out a lot of the variation sticking out of a lot of the uncertainty so we have to think about that how would how do we know it's going to work and a great way to answer that question to say we'll look at some of these examples of other companies doing something similar to have that kind of research and data toe back us up next one is what could we all expect to gain? Is this just about you? The solo entrepreneur is its just about you the business leader is this just about you or is it about us? This is where we shift warm up from what I call me opic vision toe we up vision a myopic vision is what's in it for me we're all familiar with that language to some extent we are because what's in it for weeks it's a true team perspective what's in it for we it's win win as opposed to win lose what could we all gain from this? And at the end of the day can you be trusted? Are you credible? Ru believable do I do I feel that energetic connection with you to take that risk of uncertainty give you the loan give you the money give you my business all right hire you as opposed to a competitive er er to help me with my problems to help me with my business so these air critical questions to take away and think through and this is what we're going to be doing here is what's going on in terms of an image from a perception factor if you will let's just say we've got average results right now we could use as a metaphor um our physical health and fitness you know yeah, I know I could be in a little better shape I could certainly be in worse shape so on a timeline then let's pretend it's january first because we all no that that's quite common on january first to make resolutions and wanted to resolve to change I'm going to make a change in my life and a very common one on january first is I'm goingto work off all that holiday food I ate or drank for whatever so I, uh I'm going to get in shape I'm going to get on a treadmill I'm gonna get a swimming pool I'm gonna get on the bicycle or whatever it is I do january second comes in and I'm like I'm enthusiastic about this I'm going forward, I'm you know I'm motivated january two comes around and stop and think about this if you've ever done how do you feel any appeal on day to day? I'm sore at what was I thinking? You know wait grin and barrett and and january third comes around what's january third feel like even worse, like I don't get it. I thought this was supposed to make me feel better and feel good and feel more energy. I can hardly get out of bed. Is that all about? Well, it's, the lactic acid and your muscles it's a very natural reaction that's things like especially if you haven't been working out, but what we often refer to this is it's the pain before the game and it's very predictable isn't isn't shouldn't be a surprise, it's predictable, so there are ways we can work around it, manage it more effectively, you know, ease into the change a little bit more things like that, but there is pain before the game, and we're foolish in many ways to think otherwise. This is just part of the yin yang balance of life problem is, if I'm this visionary leader and I've got this vision of gain out here and that this dotted line represents vision, if I've got this vision of gain and I can see myself running a very successful business and I can see myself, uh, doing these wonderful things, and I don't recognize what it takes to get there the pain before the game, and I convinced my team I convinced you know my my audience my people that oh, this is going to be awesome trust me this whole you know, I got this great idea this great vision and I did people all psyched up and rally around that and then they start experiencing the pain what happens my credibility what happens to that whole trust factor? I thought that you told me this is you know, this is this is painful is disruptive. We hear that were a lot of business today these some of these innovative companies heir disruptive they're like now I have to learn something new I like my old software I liked my old phone I liked my old whatever. Now I have to learn all over again what's out it's disruptive there's pain before they gain then you've ever had work done on your house is I mean major work done on your house is there what today to look like one today three look like we call that demolition right if where there used to be a wall right here I don't want so it's it's pain before the game if you've ever had surgery no never had a child but the wind from the women I mean there's it's, predictable it's a pain game dynamic and if we don't recognize that relationship and we have this pie in the sky approach people won't take us seriously they just won't take a seriously, so we have to learn to manage that effectively and recognize that these were some of the critical things we have to pay attention to. Now, this is a fun little model to play with, because this just this shows this with what we're dealing with people, all right? We're dealing with a population of people, whether it's, small or large, you recognize that normal distribution curve way we've talked about that before, but there's uh, some light categories here, there's the pioneers out here with maybe ten percent of the population is very pioneering, and pioneering means they're they're they're willing to go where other people haven't gone before, take risks, explore very adventuresome know these air, the entrepreneurs, the solo preneurs, the more creative type leaders, you know, they're they're natural at wanting to make change and that's it just never good enough. We're always trying to move forward the settlement or the settler here, which makes up most of any population, um, gets into the comfort zone, gets into the settlement and just gets you stood and likes it and and that's very important, because we know what we're shooting catapults, and we want to shoot it into a cup, we need a settlement population to just follow the procedures, and that wine and complain about him and try to reinvent him all the time we we need that stability in our organization so this is all part of the standard work system we also have to be aware of what we call sometimes the cave folks over here and see a v is actually an acronym it stands for complain about virtually everything or cynical about virtual everything and in almost every population we we go there are people that just want to whine and complain about everything it's just never good enough now the key is if we're working on a team well couple of rule of thumbs here number one never put a cave person in a leadership role in a management type role because it's it's it's toxic it's very negative and it's just it's a disease don't don't do it some people say you know what I want to put a so and so on a on a kai's in team because if we can change them boy that'll change change a lot of things in the organization hear this a lot don't go there because what happens is the project now becomes about them as opposed to the true mission so the mission isn't this person the mission is whatever the mission is and if you get confused about that um you know the wheels are gonna fall out don't don't go there most people work with him with whatever system we give them so let's make sure we focus on giving them a good system all right, let me start talking about this difference between managing and leading no managing essentially in a in a in a nutshell is getting getting people to a standard shooting the ball in the cup it's managing a process it's managing our time it's managing a project very important self management starting on time finishing on time okay it's it's coming prepared these are all very important management components and critical and great leaders know it leadership something different leadership saying what about the standard? What what could we do to raise the bar a little bit? What could be to tow to get it done in less time or with more precision and more accuracy okay or what could we do to completely re invent or innovate something radically new and different? So the leader ship component is all about changing the standard the management component is about meeting whatever the standard currently is both are important isn't this true? So a few more specifics around this one is when we're managing we're taking responsibility is that important? Absolutely taking responsibility when we are leading we're teaching responsibility it's that important? Absolutely so we're not going to argue either or in this case we're going to say we need to do both and when I was learning this and and still practicing it will always be practicing it it helped me get out of this dualistic box that I was in this either or and they're you know they're people there in books out there talking about you know, uh this in a very either or right wrong good bad kind of way and this is good good this's right? Right if you will managing seeking agreement agreement comes from the head the logical rational agreement so to speak leadership is about seeking commitment, commitment comes from the heart it isn't just about getting people to agree to do whatever it is but to feel it and tow tow appreciate it and be grateful for it. All right, that's leadership manages about controlling behavior that's the sea and dominion control is important. We need to control our variables so that we can shoot that catapult the cup so that we can control our inventory and get the flow that we want we can control uh what we what is controllable those sea variables way talked about in an earlier session we have to control what we can control. Nothing wrong with that leading is about changing the assumptions beneath all of this and I'll circle back to that just a minute because it ties into the next two listed appear manages about transactional we got a deal you no quid pro quo quo you buy this, you pay me this that's that's, transactional transformational is about changing the way people feel the way they see the way they approach their work when they approach their customers. It's really drilling down to that deeper level, jane, did you have a question? I was just going? This is an observation about because it seems like a lot of what you talk about get assume it's more for corporations, but when you lay it out this way, actually the artist I'm speaking to artists here are the leaders of the change agents so it's really interesting that you bring up to this point, we'll attack circles back to what we talked about in an earlier session about right brain left brain lumen and you've heard me say were whole brain way have subs right left hands one dominates the other typically, but we can learn to exercise both and appreciate both, invaluable to respect both and in fact, we can even surround ourselves with people team members who bring that greater sense of balance to the team and you'll see this with with great entrepreneurs, you know, folks that started out with something in a garage or apartment or college dorm room and built it into a billion dollar businesses, um surrounded themselves with, uh, balance, all right? So we have to know, how do we surround ourselves with someone who's going to bring greater balance into the equation all right because we can't be everything to everybody ourselves it's that we have limitations and the wise know this so when we think about this now um that difference between transactional and transformational that difference between managing behavior at this level we've looked at this earlier and leading at the perception level the assumption level the paradigm level uh it's a powerful dynamic and I'll give you another little uh brain teaser here to play with so in this case and you can do this at home tio we're just going to draw a few dots up here we're not done with that yet all right there's nine of them in this case and here are the here are the rules for this exercise with four straight lines and yes they have to be straight lines this time four straight lines you have to connect up all nine dots you cannot back up so you can't back up and no lifting of your pen or pencil or marker so you can't draw a line and lift it up and draw another line and lifted up and draw another line something like that and you can't back up you know so to speak so you've got four lines and you have to connect all nine dots and I'll give you one minute teo try to figure this out and try this at home to just draw up the dots four straight lines no backing up and no lifting incidentally, if you figure it out with four lines I will then challenge you to do it with three that's right? All nine dollars have to be touched not for everybody you get four yeah, good then you can try three and when you figure three out I'll challenge you to do it with one now now you're going are you kidding me? Which is doable too all right, well, our time is up and I'm like I see it anyone get it? You are so it's not uncommon for people to struggle with this it's just another one of these, you know, brain teasers where we're trapped inside a paradigm I'll give you a hint in this case we're trapped inside a box and as long as we're inside that box is is not possible so what's the box you might be trapped inside this box which is an illusion in your mind I certainly never put it there and if you're inside that box you're going to try but you're going to trial kinds of stuff and you're not gonna figure it out. So the only way to do this with four lines is to say well all right to say that's one that's one line ups here's the second line perhaps there's a third line you could probably guess now where the fourth line is right now why do people struggle that outside the box because this is outside the box so where do you think that little slogan that little mantra that little term terminology phrase comes think outside the box and people don't know what what box it's the box we all have all the time we all have mental boxes their programs that we run on and they're sub conscious there beneath the conscious level in most cases meaning we're not aware of it so awakening alright awakening is about this ah ha moment we have where we suddenly see things very different ok you can't do it with three and the idea of three and just you'd need a very, very big sheet of paper actually to do this one but the idea of three if you really want to play with it is uh you know you start on the very outside I'll make the dots just a little bigger to illustrate this you start on the very outside of this one and you'd connect at the middle of this one and you've connected the very outside of this one and if you took that out far enough guess what you'd get teo a point where you could come back and actually do the same thing catching the top of this one the middle of this one the bottom of this one so you'd have this like giant z so it is in fact doable not to do it with one and actually made this one up but it's true I never told you how you know how thick your marker you're you're writing instrument had to be so just to illustrate this if I just if I had these dots you know I just just to illustrate because I don't have a huge marker and I had this big fat wide marker you get the idea right just like a paintbrush that's easy I just had a paint roller there there's a line but that's out of the box kind of thinking right and that's where we were we're sitting here and we're struggling at this surface level solving problems managing behavior and and and we're getting frustrated because we're operating on assumptions that have us trapped and we don't even know it and then we say things like it's not possible that just can't be done you know those benchmarks we saw earlier on about getting a product to the customer and sixty seconds are you crazy we're taking fourteen and a half minutes and then around three we're doing it like thirty eight seconds we're blowing our own minds but guess what happens when we blow our own minds that's transformation that's transformational change and that's what great leaders do because they have a tendency to sort of blow people's minds is it disruptive yeah of course it's disruptive but it's it's game changing it's game changing so whatever business you're in what can you do to be just a little bit disruptive in a positive in a good way because that's where your that's where that's where you were while you're your customers all right manager is working in this system is that important? My of course it is. We've got to do whatever we do really well, we gotta shoot that catapult in the cup over and over again, we got a precision and accuracy leading is working on the system was coming up with a better way to do it. And if you're so busy in the system that no one's working on the system we to the, uh uh, running six sigma experiments on floppy disks that no one wants any more, we're not, uh that's not healthy managing is analyzing its the a and d make we've got to analyze thean puts in the outputs we we've got to use that left brain. That logic, that rationale leading synthesizing is pulling people together it's, it's, it's, it's, it's connecting the dots, which sometimes seem unrelated using tools like the reality tree. Even with those analysis tools like like the reality trees amore right brain to tool, more intuitive connect dot tool and the matrix the weighted matrix that we covered earlier is that more left brain toe so in a lot of sessions that I'm working with people say who wants to work on the matrix and they'll do the analysis on one side of the room on the same you teases another team taking those same beauties and using a reality tree and what's really interesting is when they come back together again and they've arrived at the same root causes or leverage points talk about alignment talk about people going whoa, whoa really you got the same thing we did he's into different tools with two different teams working independently that gives you verification and validation to some extent that you're you around the right hunt you found the right levers alright emphasize content data for example here on when we're managing and when we're leading context content without context could be a trap. We've got all kinds of data fax we don't know what they mean way got him that's ah that's a non value added trap so you know what the day to mean? What do they tell us? What story and you often hear me talk about a story so it's connecting the dots if you haven't noticed, this workshop connects the dots so what we do and, you know, session one segment one compared to session one session three to segment two in session for there are connected is that a story behind all of this? All right working from independent thinking two interdependent thinking that's that shift from independent functional efficiency efficiency, which is important we want to be efficient whatever it is we do, but we also have to be interdependent lee connected the value stream idea the orchestra so we gotta have good tuba players and we gotta have good percussion and we got a good violins and whatnot functional expertise but we've gotta have ah away of pulling it all together using things like tact so that we play is one that we synergize synthesize, so when we put all of this together, we're back to this very powerful change model and dynamic where here's our current system and like einstein said, if we keep doing the same thing over and over and expect different results uh well that's insanity so while we are managing whatever it is, we're managing our businesses air startups we're drilling down to you know and I know a cat you called it calling a time out and let's just let me take a time out let me step out of my system out of my business and let me no let me let me think about some value had non value add differences let me let me map a process let's just take this process that's highly variable it's we don't even have a process everybody's reinventing it every time and doing it different let's get together and map it out and see what we can learn so step out of the system to drill down to the to the level of of of transformational leadership managing using authority is pushing, so to speak sometimes we need a little push sometimes we need a little a little authority saying hey uh uh these are the rules following I don't want to shoot the catapult that way I want to do it a different way I want to do it my own way now we've got standard work here you follow this procedure until we come up with a better one if you got a better idea on how to do it, teacher us and we'll make that our new standard, but we're not just gonna wing it, we've got we've got a rigger here. And if you notice this paradox, great companies that appear to be very flexible if you look behind the scenes there rigorous in terms of discipline and self management look a federal express, for example, will pick up a package anywhere and delivered anywhere by a certain time you think they're just sort of driving their trucks around looking for stuff to do and flying planes gone let's let's land here? Course not it is a rigorous system to go to disney and the parks are clean and organized and things like that there's a whole system subsystem underneath those parks, there's tunnels and there's there's discipline I mean, when mickey mouse signs on autograph in california and mickey mouse signs an autograph in, uh, orlando, florida, they're almost identical. Why is that? Because if your kid's comparing, uh mickey's autograph with some other kids autograph in a fast now pick his autograph there's variation that's that you got, you don't know where that's that's variation, they're fanatical about detail, that's one of their six principles fanatical about detail, rigorous about detail so you want to run a really great company, you gotta have rigor and you gotta have discipline, you've got to regulate and control, you have to have governance. Some people especially, uh, you know, creative types, if you well, I just I need space, I don't need all that stuff. Will you do if you're going to run a successful business? And if you are it's, not something, you're comfortable with her good and find somebody who is toe help you bring out that, bring bring, bring that balance and play all right? Uh, leading while regulating in control is important. Well, so of course his motivation and inspiration inspiration means in spirit and spirit means fearless, your spirits not afraid he can't be your ego is but not your spirit we'll talk about that more later later segment managing involves the how the training how do I do this how do I shoot the catapult how do I put down the dots how do I how do I do whatever I do that's absolutely critical all right leading takes a step further and says do you know why it's important that you do it this way you know why it's important that you wear a seat belt you know why it's important that you stay within these boundaries you understand why that takes it to a deeper level managing of course is about maintaining and maintenance is is critical leading is about empowering and we're gonna spend more time on empowering because it's absolutely uh absolutely key teo being successful in any business so let's talk about some of the forces against people and you khun you contest this if you will on on your own staff are on the your family people but you start to really just without judgment without criticism with just contemplation contemplation is just looking at things uh and suspending judgment and disbelief and things like that it's just it's just playing with it it's keeping an open more perceptive mind what are some of the forces against people? What fear? All right especially subconscious fear that we're not even aware of incidentally uh people become attached to things we all have attachments and when we become attached to things whether we know it or not we fear losing them we fear losing relationships people in our lives assets jobs security we fear whether we're conscious of it or not we live in a world of fear because we've attached to things and now we we worry we stress about losing them it's going on all the time and that's an energy fears and energy frequency that is calibrated and measurable scientifically measurable you can measure uh the fear factor so to speak and we're actually going to demonstrate a little bit of that later later on in another session but fear and fear comes from the ego the ego is a thought system I'll talk more about that in another session as well but the ego is ah um a belief in scarcity there's never enough the ego is dualistic it's always win loose it's always divisive um and it drives in security so the ego is just uh uh a disguise if you will almost or root cost and security and I talk a lot more about these in detail and in a later session disbelief is a force against us I don't think I can do it doubt all right which is one of the reasons why I wrote a book called beyond doubt it's amazing what happens when you get beyond doubt and you live in fearlessness because uh these things that we used to hold us back is uh it's an illusion fears an illusion of the mind it's a creation of the mind so what scares one person doesn't necessarily scare another, and the vice versa. I think about fear that's interesting is that it's never in the present it's always a projection into the future. So it's a mind game? Okay, whenever we're afraid we're projecting into were afraid of something that might happen in the future, never in the now, but it might happen in the future, and we assume it will. So we become afraid we could assume it wouldn't, and we're not afraid so fears based it comes from assumption it doesn't come from fact, even if somebody was holding a gun to your head and you were afraid, what you afraid of? They might pull the trigger? Well, they might not, uh so what? Pick what? What assumption do you want to base your life on that they will hear that they won't, because it's an incidentally fear has a way of manifesting into reality. So whatever we hold to be true, we tend to make true so the very things we fear most in life have a have a tendency to happen to us because we've actually co created that we've manifested it. This is a powerful way than to start to look at what if I could hit the delete button on fear and I could hit the delete button on ego and I could insecurity and doubt and disbelief I could I could delete those programmes from my mind from my subconscious mind what would happen to me you live in peace hey live with freedom you'd live a joy you'd be happy all the time you know it's very powerful transformation external locus of control or place of control essentially means that when things aren't working for me or or even if they are it's because of something external to me that I don't have much control myself it's a victim consciousness alright, good or bad I'm a victim of of something else okay? I don't have any control over my own outcomes and you you'll notice we live in a society particularly in the western world with litigation and lawsuits and this and that it's always somebody else's fault the blame game way get this all kind of kinds of things when in fact the uh successful entrepreneur successful solo preneurs certainly is entropy manure just flat out doesn't think that way his entrepreneur always looks in the mirror first and says if my business isn't working if my plan isn't working it's my project isn't working what do I need to change but what can I do differently? Teo get better outcomes I'm a pivot point I'ma leverage point so that's internal locus of control and you do the research on high performance people very successful people and there's a very high degree of internal lok just control they look inside first and not out there somewhere toe blame capability you know what? Um way don't currently have the capability to do whatever it is we want to do I don't know how to write a book I don't know how to do a tv show I don't know how to do ah uh to start a business I don't you know however I was right I was reading books on how to start businesses reading books and didn't have the luxury of twenty six years ago to tap online for ninety nine dollars or one hundred forty nine dollars and get something this just like this so I'm reading books on uh on how to write books reading books on how to give seminars um but that's because at the time I didn't have the capability so I had to gain it and if I can't gain it easily that tells me something is out of sync it just means maybe that's not something I meant to do so maybe I need to partner with somebody who's more gifted at it more natural at it there's a thing if life isn't easy for us there's something wrong we're out we're out of sync his life should be easy and a lot of people don't believe that paradigm because they've been programmed to believe know life isn't easy marriage isn't easy relationships aren't easy you want to be successful you have to work hard put in long hours those programs I believed him for a long time and then I learned how to delete those credibility well I must come back and spend time on credibility if we've got credibility we're gonna have a tough time getting anywhere because people are going to just dismiss us alright week initiative means we're let out lazy we just don't we don't don't get up in the morning and go for it and now we come up with excuses you know things like that so we've got we've got to get out of the starting block take some risk and then we have to follow through which is low perseverance if we don't if we don't learn to deal with the adversity and the challenges and things that are bound to come uh that's what we give up that pain before the game game over came over and beneath all of this if you really take it down to the deepest the fifth why so to speak almost every problem in the world boils down the ignorance we don't know what we don't know we don't know any better we don't really have the facts we don't know anything with absolute certainty we think we do but when you really drill down, we realize we really don't have certainty around anything, so that forces us into assumption, and when we're in the world of assumption, we're ignorant. We don't, we don't know. I don't mean that to be an insult to anybody because I'm I'm sigrid as anyone but it's an admission that, um, we don't have all the answers so it's, what allows us to open our minds to creativity, two's entrepreneurship, to deleting some of these things that trap us all right? And the buddhist said it twenty, five hundred years ago, that ignorance is the root cause of all problems. Jesus said it, forgive them, they know not what they do. All right, uh, ignorance is at the root cause of everything. I'll talk a little bit more about that another module as well, but these are very negative energies. All of this is is measurable as a frequency is an energetic frequency and these air very low, dense frequencies, and they weigh us down, and I'm going to talk in another session about drilling down to that next level.