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From YouTube: Seven Secrets to Legendary Leadership
Description
This session was held Aug. 8, 2017, at NCSL's 2017 Legislative Summit in Boston.
Learn strategies legendary leaders use every day. Discover how to deal with constant change, increasing pressure and the need to adapt quickly. Through activities and humor, you will be ready to apply these secrets immediately.
A
A
B
B
Quick,
shout
out
my
campus
folks,
we
partnered
with
the
Kansas
Board
of
Regents.
Our
curriculum
is
in
every
community
college
in
the
state
of
Kansas
West
Virginia.
Folks,
I
saw
one
of
you.
Maybe
she
left
the
room
already
we
partner
with
them,
and
there
are
adult
education
community
to
help
make
sure
that
adults
who
are
getting
both
literacy
and
GED
also
have
the
job
skills
they
need
to
get
jobs.
But
we
partner
with
probably
somebody
in
almost
every
state
for
you
here
so
I
want
to
start
off
by
just
saying.
B
Thank
you
for
the
support
that
you
give
to
help
develop
the
workforce
in
your
communities
today,
however,
I
want
to
talk
about
developing
you
and
what
you
can
do
and
we're
going
to
talk
a
lot
about
leadership
in
this
element.
So
what
I
want
you
to
do?
Take
a
look
quickly
around
your
table,
some
folks
there
and
here's
what
I'm
going
to
do
we're
going
to
do
an
exercise
to
get
started
this
afternoon
in
order
to
do
that,
we're
going
to
need
to
have
some
leaders
for
each
table.
So
here's
my
ask
you
to
do.
B
Can
you
all
take
one
finger
point
to
the
sky
and
what
we're
going
to
do
on
the
count
of
three
I?
Want
you
point
to
the
person
at
your
table
who,
you
think
should
be
the
table
leader
for
our
opening
exercise?
Okay
duty,
especially
I,
did
not
say
three
yet
over
there
do
not
jump
the
gun
all
right
here
we
go
I'm
a
count
of
three
one.
Two
three
point
to
the
person
your
table
who
skipped
the
table
cleaner.
B
So
a
lot
of
you
reportedly
I'm,
not
the
most
entertaining
point
off,
was
at
the
table
with
two
people,
a
virtual
tie
in
Kansas
there's
nothing.
We
can
do
about
that.
I'm.
Sorry,
all
right,
we'll
get
new
friends.
Now
you
can
have
a
point
off
so
I
hate
to
tell
you
this
up,
but
I
did
just
lie
to
you.
Okay,
I!
Don't
really
need
a
table
leader
for
this
exercise.
Okay,
they'll
be
cheering.
Is
that
people
had
all
the
fingers
pointed
at
them,
they're
like
yeah,
but
here's
my
question
to
you.
A
B
I'm
sure
there's
lots
of
reasons
for
that
right.
You
know,
maybe
there's
somebody
else
at
your
table.
You
want
to
pick
on
you're
sick
of
this
crap
I
have
to
up
to
be
a
leader
all
the
time
at
all,
I'm
not
going
to
do
it
today.
I
did
this
dude
looks
crazy,
I'm
not
doing
with
these
stupid
exercises
for
ass
all
right.
We
come
up
with
excuses
all
the
time,
but
I
will
tell
you
is
this,
regardless
of
where
you
are
in
your
life?
B
Leadership
is
something
that
we
have
to
embrace
because,
like
it
or
not,
we
are
all
leaders
in
our
community
we're
leaders
in
our
states
we're
leaders
in
this
country,
and
we
owe
it
to
ourselves
our
constituents
into
our
communities
overall
to
continue
our
development
as
leaders.
So
today,
when
I
want
to
spend
some
time
on
this
afternoon
is
helping
you
embrace
that,
probably
not
in
some
ways
you
didn't
know
before,
but
it
may
be
some
lazy
to
help
to
be
reminded
of
our
seat
in
different
ways.
My
goals
here
this
afternoon
are
pretty
simple.
B
B
That's
30
years
of
change.
Anybody
in
this
room
had
one
of
those
old
brick
phones,
some.
Yes,
my
break
from
people
right.
It
was
awesome
because
it
was
both
the
phone
and
a
fashion
accessory
right.
You
had
to
have
like
the
bag
with
it
yeah
a
bit
pretty
nice
right.
What's
funny
right,
it
was
like
a
brick
bones:
whatever
people
love
them
because
they
were
the
first
device.
Let
me
just
take
you
back
in
time:
let's
go
to
the
specs
of
the
brick
phone.
In
case
you
didn't
notice.
B
B
Anybody
here
saw
the
flip
phone,
not
that
they
are
willing
to
admit
in
Polish.
Sheepish
hand
goes
up
right.
Do
you
remember
that
when
you've
got
your
first
flip
phone
right,
I
remember,
I
got
my
first
whip
phone
I
was
in
DC
at
the
time
and
I
was
like
I'd
go
out
to
the
bars.
Might
have
friends.
Call
me
just
so:
I
could
open
my
phone
up
and
stead
be
like
oh
I.
Didn't
press
a
button
I
just
answered
the
phone
alright.
B
Now,
when
someone
calls
you
on
your
flip
phone,
what
do
your
friends
say
right,
Oh
who's
calling
1997?
Do
they
want
their
phone
back
right,
yeah?
But
here's
what's
funny
when
you
look
at
the
flip
phone,
there
are
a
lot
of
parts
about
the
flip
phone
that
actually
kick
some
serious
butt
right.
Think
about
this.
B
If
you
didn't
see
my
case
with
my
broke,
I
got
this
super
fancy
case
and
I
dropped
my
phone
for
my
pocket
and
the
screen
still
cracked
come
on.
Have
you
tried
to
break
a
flip
phone
they're
like
the
cockroaches
of
mobile
phones?
Right
there
will
be
a
nuclear
war.
There
will
be
nothing
but
cockroaches
dialing.
Each
other
up
on
the
foot,
both
right
I,
talked
about
cheap.
You
can
get
a
flip
phone
now
with
prepaid
minutes
at
Walmart
for
20
bucks.
B
Think
about
that
next
time
you
sign
a
five-year
deal
to
get
your
iPhone
right.
Here's
the
reality
that
change,
we
always
have
to
remember
change,
makes
some
things
better,
but
how
many
of
you
now
would
go
back
to
your
foot
bone
because
it
has
all
these
characteristics,
just
the
people
who
are
still
hold
outs.
Thank
you,
sir.
All
right,
the
rest
of
us
feel
like
I'm,
not
going
back
all
right.
What
we
need
to
remember
is
change,
is
always
continents
moving
around
make
some
things
awesome,
but
it
also
gets
rid
of
some
things.
B
We
really
love
change.
Has
this
mix
in
this
match?
What
great
leaders
do?
Is
they
embrace
that
change
and
they
ride
the
waves
to
get
the
positives
rather
than
dwelling
on
the
negatives
it's
like?
Well,
let
me
tell
you
a
story.
This
story
is
about
a
young
boy
growing
up
in
Lincoln
Nebraska.
That's
me
at
16.
My
parents
did
have
enough
money
to
give
me
a
car,
but
they've
got
me
something
that
was
even
more
valuable.
B
They
got
me
my
very
own
Blockbuster
video
cards,
because
at
16
you
could
rent
your
own
movies
right
all
right.
Some
of
you
are
around
nodding
your
head.
Some
of
you
I
see
in
the
back
of
like
blockbuster.
You
like
the
dog.
What's
that
because
so
because
of
you
have
forgotten
blockbuster
was
a
magical
place.
Okay,
it
was
a
physical
store.
You
would
walk
in,
get
a
videocassette
and
walk
out.
Now
there
were
some
problems
with
blockbusters
model.
Okay
number
one,
there's
a
finite
number
of
movies.
B
You
had
right
so
on
busy
like
Fridays
or
Saturdays.
You
either
had
to
get
there
early
like
two
o'clock
in
the
afternoon
to
get
the
bit
like
the
new
movie
or
you
did
what
we
did
on
Saturday
afternoons,
where
you
would
ride
your
bike
to
the
Blockbuster
and
hang
out
and
wait
by
the
return
slot
and
wait
for
the
new
movies
to
come
into
the
return
slot.
Sad,
that's
what
we
did.
Okay,
you
learn
important
lessons
at
Blockbuster,
though
right
like
be
kind.
Rewinds
right,
these
are
important
things
right
now.
B
B
B
They
decided
that
people
wanted
a
more
authentic
movie
experience
in
their
store,
so
they
started
selling
more
candy.
They
put
popcorn
machines
in
and
try
to
entice
people
with
this
extra
value
add
when
they
physically
came
to
the
store.
In
fact,
the
director
of
digital
brand
strategy
in
August
of
2010
said
this
were
strategically
better
positioned
that
almost
anybody
out
there
never
in
my
wildest
dreams
would
have
aimed
this
hot.
B
B
From
six
billion
dollars
in
revenue
in
2004
to
bankruptcy
at
the
end
of
2010
blockbuster
had
an
amazing
thing
going.
It
had
good
leaders,
but
they
refused
to
adapt
to
change.
They
had
a
great
thing
and
they
wanted
to
hold
that
as
long
as
they
could.
They
thought
that
people
would
always
want
to
come
to
these
eight
thousand
bricks
and
mortar
locations.
Those
even
Alaska
know
where
the
last
blockbuster
is
in
Wasilla,
holding
out
hope.
B
B
But
if
you
look
at
what's
happening
in
the
markets,
the
movie
theater
is
probably
next
AMC
stock
dropped
yesterday
at
23%
that
likelihood
that
we
will
continue
to
see
movies
in
the
same
way
we
used
to
is
almost
entirely
going
to
change.
People
want
entertainment
when
they
want
it
where
they
want
it.
You
have
to
adapt
blockbuster.
Their
leaders
chose
a
different
approach
and
the
ostrich
approach
to
leadership
doesn't
get
you
far.
B
So
if
you
want
to
continue
to
hone
your
leadership
skills,
if
you
want
to
continue
to
not
stick
your
head
in
the
sand,
you
have
to
figure
out
ways
to
keep
growing.
So
for
me,
when
I
want
to
learn
something
new,
where
do
I
go
to
the
Google
right,
I
mean?
Where
else
would
you
go
so
I've
typed
in
leadership
into
the
Google?
And
if
you
don't,
if
you
want
to
do
this,
oh
it's
hilarious.
I
now
have
501
million
hits
I,
don't
have
that
kind
of
time.
Okay
I
did
not
have
that
contact.
B
Fortunately
mrs.
Miller.
My
third
grade
teacher
reminded
me
that
leaders
are
readers,
so
I
went
to
Amazon
instead
right
because
you
just
can
search
leadership
books
in
Amazon,
so
I
searched
leadership.
Books
in
Amazon
and
I
got
two
hundred
and
fourteen
thousand
hits
here's
a
scary
part
about
leadership
books
in
Amazon.
It
is
the
fastest-growing
category
of
any
other
product.
In
fact,
if
you
look
at
it
each
hour
of
every
single
day,
almost
four
new
leadership
books
are
added.
B
B
But
the
biggest
challenge
right
is
that
oftentimes,
these
leadership
books
gloss
over
reality
and
instead
try
and
highlight
on
this
Pollyanna
story
about
how
great
people
are
without
realizing
that
what
makes
people
raise
the
combination,
their
strengths
and
flaws,
and
when
you
ignore
your
flaws,
you
end
up
looking
at
someone
through
a
very
distorted
lens
right.
Who
wants
the
leadership
secrets
now
of
Lance
Armstrong
leadership?
We
always
need
to
remember
it's
not
about
being
someone
else,
it's
about
being
the
best
us.
We
can
be.
B
It's
cliched
it's
funny,
but
it
is
so
true
when
you
are
authentic
to
yourself,
you
produce
leadership
results.
So
how
do
we
get
there?
How
do
we
become
better
leaders?
Well,
it
starts
with
both
first
understanding
more
about
what
we
mean
by
the
term
leadership.
So,
let's
think
I
should.
Let
me
show
you
a
video
that
I
think
helps
illustrate
some
of
the
problems
that
we
run
into
when
we're
talking
about
leadership.
B
B
B
B
What
English
is
a
tough
language,
all
right,
there's
a
lot
of
confusing
parts
to
it.
If
you're,
not
a
native
speaker
and
I
know
some
of
you
are
not
native
speakers,
it's
really
a
hard
language,
but
fortunately
for
us
native
speakers.
We
know
we
never
run
into
confusion.
So
let's
do
this.
I
need
everyone
to
grab
a
piece
of
paper
for
me.
If
you
want
this
to
be
the
magic
white
piece
of
paper
you
all
got
when
you
came
in,
you
can
do
that,
but
we'll
need
to
save
most
of
that
for
a
later
exercise.
B
But
what
I
want
you
to
do
is
I.
Want
you
to
write
down
four
words
for
me
or,
if
you're,
one
of
those
super
techy
people
who
are
on
your
iPad,
your
laptops,
you
can
type
them
in.
This
is
fine.
Okay,
but
here
are
the
four
words
I
want
you
to
write
down
for
me,
we're
number
one
write
down
the
word.
Definitely.
B
And
yes,
just
you
know:
I
worked
out
with
Tim.
We
will
have
a
PDF
of
the
handout
on
the
website,
so
you
don't
have
to
worry
about
that.
Okay,
so
you're
definitely
is
our
first
word.
Our
second
word,
probably
our
third
word
possibly,
and
our
fourth
word.
Maybe
so
you
should
have
these
four
words,
definitely
probably
possibly
and
maybe,
and
what
I'm
going
to
ask
you
to
do
with
each
one
of
those.
Four
words
is
to
write
down
a
percentage
next
to
the
word.
B
I
want
you
to
write
down
the
percentage
of
time
that
you
think
that
someone
else
not
you,
but
that
someone
else
will
complete
a
task
if
they
use
that
word
when
they
tell
you,
for
instance,
I
will
definitely
have
that
to
you
by
Friday
versus
I
will
probably
have
that
to
you
by
Friday
verses
I
will
possibly
have
that
to
you
by
Friday
verses.
I
may
be
getting
that
to
you
by
Friday,
okay,
so
you're
going
to
write
down
the
total
percentage
of
time.
B
It
does
not
have
to
add
up
to
100
each
one
could
be
from
0
to
100
on
its
own.
Also
for
those
of
you
who
have
a
significant
other,
please
remove
them
from
the
equation.
They
will
probably
throw
the
whole
thing
off.
Okay,
so
just
other
people
in
general,
outside
of
your
significant
other,
okay,
so
take
just
a
bit
of
time.
B
We'll
do
it
we'll
get
the
selfie
later
Tim,
yeah,
okay,
good,
all
right,
no
pressure,
but
you
have
about
another
five
seconds.
Okay,
cannot
do
a
committee
hearing
on
this
right,
we're
just
going
to
get
some
answers
all
right,
so
here's
what
I'd
like
you
to
do
at
your
table
with
the
other
people
or
in
a
cluster
of
random
people
around
the
wall
near
you,
okay,
whatever
that
works.
What
I
want
you
to
do
is
I.
B
Want
you
to
share
your
answers
with
each
other
and
see
how
much
commonality
you
have
and
how
much
difference
you
have
now.
This
is
not
a
time
for
you
to
tell
everyone,
but
your
answers
are
right
and
you're,
so
much
smarter
than
they
are.
We
are
just
looking
to
see
if
the
answers
are
in
common
or
not
all
right,
take
the
suburban
time
and
we'll
do
that
and
I'll.
Let
you
know
when
we're
ready
to
come
back
should
know
better
than
to
get
this
group
talking
right.
B
I
mean
you
know
you
set
yourself
up
for
trouble
right,
yeah
and
another
thing
all
right.
So,
as
I
was
wondering
on
the
room,
I
saw
some
things
that
were
very
similar
and
some
that
were,
let's
just
say,
a
little
off
all
right.
So
let's
do
this
we're
going
to
do
a
very
informal
voting,
because
we
don't
have
a
fancy
voting
system
here,
but
what
I
do
want
to
do
is
just
a
show
of
hand.
B
So,
if
your
score
for
definitely
let's
focus
on
definitely
just
for
now,
if
your
score
for
definitely
is
that
95
percent
or
higher
raise
your
hand,
look
around
at
all
the
people
have
95
percent
or
higher
whoops
I,
don't
know,
what's
happening
right
now.
All
right
keep
your
hands
up
if
it's
98
percent
or
higher.
B
B
B
B
B
But
you're
already
covering
your
tracks
right,
you're,
not
just
like.
Oh
that's,
gonna
happen
you're
like
oh,
it's
definitely
gonna
happen,
you're
like
really
okay,
so
here's
what's
funny
you're
in
a
group
of
like-minded
individuals
relatively
speaking,
and
then
we're
all
trying
to
do
this
in,
but
we
use
this
word
and
we
have
some
of
you
who
are
like
your
word.
Is
your
bond.
It's
an
integrity
issue.
I
know
you're
going
to
do
it.
I'm
not
worrying.
B
Some
of
you,
like
dream
on
I,
got
a
back-up
plan
to
the
back-up
plan
to
the
back-up
plan
right
we
can
do
the
same
thing
for
definitely
probably
possibly
and
maybe
and
I'm,
going
to
tell
you
we're
going
to
find
the
same
rage
right,
because
one
word
has
a
difference
between
a
hundred
percent
probability
and
ten
percent
probability,
and
some
of
you
in
there
probably
has
like
a
five
percent
you're,
just
afraid
to
raise
your
hands.
Okay,
here's
my
question:
how
often
do
we
use
these
four
words
every
day.
B
Pretty
frequently-
and
we
think
that
the
other
person
has
the
same
shared
understanding
of
those
words
that
we
do
the
reality
couldn't
be
further
from
the
truth.
What
we
have
to
do
is
make
sure
that
we
have
100%
shared
understanding
of
the
words
that
we
use.
We
can't
assume
that
even
common
words
like
these
four
have
the
same
meaning
for
everyone
that
we
work
with,
and
that's
not
even
counting
when
you
find
out
later
in
life
that
things
have
been
lied
to
you
about
the
whole
time.
B
B
B
If
you
want
to
sit
on
the
stage
you
can
it's
a
bad
view,
but
you
can
do
that.
Okay,
if
you
want
to
come
and
get
see
so
for
me,
the
definition
of
leadership
to
me
is
really
critical
because
it
involves
a
variety
of
things.
Number
one
is
the
journey
that
each
person
takes
to
better
provide
vision
and
inspiration
to
others,
I'm
going
to
start
with
that.
First
word
of
journey,
because
I
think
that
is
critically
important
on
you
know.
This
session
was
advertised,
as
you
know
where
the
target
ribs
were.
B
You
know
young
leaders
and
it's
great
for
people
who
are
coming
up,
but
one
of
the
things
that
you
have
to
remember
is
that
leadership
is
not
a
destination.
Leadership
is
not
a
place
that
you
get
to
after
time.
Oh
when
I
get
elected,
oh
and
finally,
I'm
in
chairmanship
Oh.
Finally,
when
I'm
part
of
leadership
right,
it
doesn't
matter
degrees
this.
It
is
not
something
you
earn.
It's
a
step
that
you
take
anybody
here
in
the
room,
crazy
runner,
like
me,
and
a
cup,
you
of
you
are
admitting
you're
crazy
right.
B
Oh
sorry,
so
those
of
you
who
aren't
runners,
you
know
you
have
a
crazy
run
a
friend
and
we
are
crazy.
Okay,
here's
how
you
know
we're
crazy,
the
shortest
race.
Most
that
runners
do
is
a
5k.
A
5k
is
how
far
just
a
little
over
three
miles.
That's
the
shortest
race
right
and
it
just
gets
longer
from
there,
the
granddaddy
of
them
all
everyone
lovers,
Labor's
to
become
a
marathon
or
a
marathon
of
course,
is
26.2
miles.
Long
average
runner
takes
about
four
hours
straight
to
finish
a
marathon.
B
This
is
our
badge
of
honor
right,
I'm,
proud
to
say
that
I
finished
the
Boston
Marathon
here
yeah,
so,
where
I
got
a
waiver
to
get
in
I
could
not
qualify.
I,
don't
tell
anybody,
but
the
reality
is
this
race
is
amazing.
One
is
something
we
all
labor
for
quick
history
lesson
again
as
a
reminder:
Battle
of
Marathon
is
what
the
marathon
is
named
for
in
ancient
Greece,
where
at
following
the
battle
guy
ran
back
to
Athens
to
tell
them
what
happened
and
then,
after
he
told
them,
he
promptly
died.
B
That's
right!
So
we
run
a
race
as
our
big
crowning
achievement
that
the
first
person
who
did
it
died.
That's
pretty
smart,
okay,
however,
in
Colorado,
where
I
live
now,
marathons
aren't
good
enough
for
us.
That's
why
we
have
ultra
marathons.
This
past
weekend
was
the
running
of
the
Leadville
100
again
so
level
100,
probably
the
most
famous
ultra
marathon
in
Colorado.
It
starts
in
the
town
of
Leadville,
which
is
about
twelve
thousand
feet
above
sea
level.
That's
the
lowest
point
you
get.
B
You
then
go
up
and
over
to
mountain
passes
over
a
fine,
gravel
trail
and
of
course
it's
called
the
Leadville
100
because
it
is
100
miles
long
seriously.
Who
does
this
like?
That's
just
insane?
Why
would
I
would
do
that
to
themselves?
Well,
I
will
tell
you
this.
That
is
the
same
thing.
Most
people
say
when
they
look
at
leaders.
Why
would
you
do
this
to
yourself
you're
crazy?
Don't
you
know
how
dangerous
this
is
you're
stupid
for
wanting
to
do
that?
B
You're
like
yes,
yes,
I
am
all
right,
I'm,
just
like
running
at
a
level
100
those
times
you're
going
to
be
going
uphill.
You
know
this
right.
It's
raining
in
your
face.
Constituents
are
screaming
out,
you're
like
why
am
I
doing
this,
and
there
are
other
times
when
stuff
is
rocking,
you're
coming
downhill
and
you
get
the
breeze
in
your
face
and
you
feel
like
you
could
run
forever.
Leadership
is
about
the
crazy
journey
we've
all
taken
together.
It's
not
about
finishing
the
finish
line
cause
lord
knows
when
you're
running
the
led
by
100.
B
You
may
not
it's
about
the
ups
and
the
downs
and
it's
about
the
journey.
It's
the
journey
to
better,
provide
this
vision.
Now
we
talk
about
vision
all
the
time.
Oh
you
have
that
dismission
after
this,
you
know
whether
or
not
that's
in
leadership
where
that
goes.
Our
campaign,
consultants,
whoever
it
is
talking
about
this
idea
of
spreading
vision,
but
the
most
important
part
is
that
you
have
a
vision.
Is
that
you're
able
to
inspire
people
to
follow
you
on
that
vision?
B
Your
job
it
to
become
a
legendary
leader
is
to
make
sure
you
use
things
every
day
in
your
journey
to
build
that
trust
and
to
get
people
inspired
to
follow.
Your
vision
and
that's
what
the
rest
of
our
times
can
be
talking
about.
Seven
steps:
seven
secrets
that
you
can
take
to
be
more
legendary
in
your
journey
every
single
day,
so
real
quickly,
I
know
many
of
you
are
jotting
down
notes,
which
I
will
tell
you
as
an
instructor
myself
will
increase
your
retention
somewhere
between
10
and
40
percent,
so
keep
it
up.
B
Okay,
some
of
your
taking
pictures
of
slides.
That's
awesome!
If
you
want,
when
we
get
done.
If
you
just
want
to
leave
your
card
or
an
email
address,
I
will
send
you
the
link
to
the
Prezi
feel
free
to
steal,
shamelessly
it's
here
for
all
of
you
to
help
in
your
leadership
journeys.
Okay,
so
just
know
that.
But
if
you
want
to
keep
taking
notes,
please
do
because
it
will
help
your
attention.
Okay,
let's
get
into
leadership
secret
number
one,
and
this
one
I
think
a
really
important
one
and
what
I
think
was
really
funny.
B
Is
this
vision
of
what
you're
trying
to
inspire
has
to
be
directed
in
the
right
place,
the
proper
most
of
us
as
leaders
as
we
fall
into
the
same
trap
that
salespeople
fall
into,
and
that
is
this
we
spray-and-pray
we
show
up
and
throw
up
what
we
do
is
we
tell
people
about
all
the
features
of
everything
that
we're
doing,
but
we
don't
talk
about
the
benefit
to
each
person.
Frank
Luntz
talked
about
that
this
morning
in
the
opening
and
his
session
this
morning,
right
people
care
about
what
it
means
to
them.
B
What's
in
it
for
me,
when
people
understand
the
value
of
something
to
them,
that's
when
they
start
to
truly
appreciate
it.
If
we
just
tell
people
what
something
is
they
don't
like?
Let's
say
this:
a
new
car,
anybody
in
the
market
and
one's
been
trying
to
buy
a
new
car
lately,
so
you
write
that
they'll
talk
about
features
all
day
long
though
it's
got
this.
It's
got
this.
It's
got
that
you
talk
about
the
electronics
that
are
in
cars.
Now
it's
amazing
right.
B
You
get
all
sorts
of
different
features
from
a
radio
all
the
way
down
right.
You
can
have
a
HD
radio,
a
DVD
player
in
there.
You
can
have
a
wireless
internet
connection,
here's
the
percentage
of
people
who
think
those
things
are
valuable.
M
FM
radio
in
the
era
of
today's
technology
is
the
number
one
most
requested
feature
in
a
car.
B
B
Okay,
but
I.
Guess
that's
cool
right.
Why
is
it
so
low?
Because
nobody
knows
what
the
hell
that
means
they
don't
understand
how
it
values
them.
What
great
leaders
do?
Is
they
don't
just
give
you
a
feature
to
something?
They
don't
just
tell
you
hey.
This
is
a
great
plan.
Oh
here's,
my
idea
for
what
we
can
do
to
lead
us
forward.
B
Here's
how
it
matters
to
you.
What
leaders
do
is
they
answer
a
very
simple
question?
So
what
if,
when
you
get
done
talking
to
someone,
they
can
still
ask
this
question.
So
what
you're
focusing
on
features
not
on
benefits?
Great
leaders
know
that
people
buy
things
that
have
value
to
them.
In
essence,
people
make
decisions
every
day
for
one
of
two
reasons:
one
because
it
will
make
their
life
better
or
two,
because
it
will
make
their
life
less
painful
or,
as
Rob
bass
once
put
it
joy
and
pain,
sunshine
and
rain.
B
Not
enough
Rob
bass,
fancier,
okay,
we'll
just
keep
moving
on
all
right.
You've
got
to
focus
as
a
leader,
not
on
the
features
of
what
you're
trying
to
sell
in
your
ideas,
but
the
benefits
of
your
vision.
When
you
build
sell
the
benefits
of
your
version,
people
understand
the
value
to
themselves.
Okay,
that's
step,
one
step:
two:
what
I
need
to
do
is
you
need
to
be
authentic,
I'll,
send
it
to
yourself
an
authentic
to
who
you
are
so.
Do
me
a
favor.
B
This
is
now
where
I
need
everyone
to
make
sure
you
have
your
white
sheet
of
paper
in
front
of
you,
your
magical
white
sheet
of
paper.
If
you
do
not
get
one
Tim
scottson,
where
you're
going
to
want
to
get
this
piece
of
paper
out,
and
you
want
to
make
sure
that
it
doesn't
have
anything
you
want
to
keep
on
it
because
you
will
not
be
getting
it
back.
So,
if
you've
been
taking,
some
copious
notes,
you're
going
to
want
to
make
sure
that
you
get
some
out.
B
B
It's
tough
up
here,
because
you
really
can
see
nothing.
All
right!
I
will
get
that
going,
but
draw
a
big
circle.
Then
what
I
need
you
to
do
once
you
draw
a
big
circle?
I
want
you
to
look
around
at
everybody
in
the
room,
including
people
who
are
hanging
out.
The
doorway
look
around
at
everybody
in
here,
because
what
you're
going
to
do
next
is
you're
going
to
rank
yourself
in
one
of
three
categories:
all
right.
B
How
good
do
you
think
you
are
as
a
leader
compared
to
the
other
people
in
this
room?
Okay,
if
you
think
you're
in
the
top
25%
of
leaders
in
this
room-
okay,
like
maybe
you're,
not
the
best
but
you're,
pretty
darn,
good,
okay,
you're
going
to
take
that
circle,
you're
going
to
turn
it
into
a
smiley
face.
If
you
look
around
this
room,
you
got
I'm
not
the
best,
but
I'm,
certainly
not
the
worst
you're
going
to
make
a
flatline
face
if
you're
in
that
middle
50%.
B
All
right
getting
pretty
close
here,
getting
pretty
close
just
about
everybody's
done.
Okay,
when
I
ask
of
you
next
two
things
number
one
but
ask
you
to
take
your
piece
of
paper
and
trade
it
with
someone
at
another
table
and
number
two
I
want
you
to
resist
the
urge
to
immediately
open
up
the
piece
of
paper
and
look
at
it:
okay,
so
you're
going
to
swap
with
someone
at
a
different
table.
B
Oh
here
I
ran,
it
was
so
hot
I
was
I
was
dying,
that's
nice,
but
yeah
not
to
that
I
wasn't
very
good
yeah
first
time,
unbelievably,
the
crowds
the
whole
way.
This
is
it's
awesome.
Alright,
once
you
have
tried
your
piece
favorite
three
times,
I'd
like
you
to
do
now,
trade,
your
piece
paper
with
somebody
at
your
table.
Okay,
now,
if
all
that's
done
well,
okay,
we
have
randomized
the
room,
which
means
you
have
someone
else's
piece
of
paper
in
front
of
you
and
complete
strangers.
It
destroys
the
whole
purpose
of
randomization.
B
B
B
I
only
kid
because
I
didn't
get
elected
all
right,
because
we
really
did
only
have
three
people
at
my
rallies.
That's
why
all
right!
So,
let's
call
it
200
just
for
giggles,
okay,
it
has
to
be
a
number
that
makes
easy
math.
So
if
there's
200
people,
that
means
that
50
of
you
are
in
the
top
quartile
right,
a
small
amount.
So
let's
do
this
open
up
your
piece
of
paper
for
me
and
if
your
piece
of
paper
has
a
smiley
face
on
it,
please
raise
your
hand.
B
Really,
okay
put
your
hands
down
for
those
of
you
watching
at
home.
Just
so
you
know
it's
half
the
room
that
just
put
up
their
hand
that
think
they
are
on
the
top.
This
is
the
same
group
that
not
one
of
you
voted
yourself
to
be
leader
at
the
beginning.
In
this
workshop,
it's
like
yes,
one
one
tip
on
being
a
better
leader
and
I'm
already
in
the
top
25%.
B
B
B
We
don't
know
because
we
don't
get
authentic
feedback
I,
because,
let's
be
honest,
we
don't
like
real
feedback
oftentimes.
So
when
somebody
gives
us
something
it's
a
little
constructive,
what's
our
natural
response,
pushback
right,
how
do
you
know
try
doing
my
job
for
once?
And
you
wouldn't
say
the
same
thing
right
all
right.
So
one
of
the
highlights
of
my
early
career
I
got
invited
to
speak
and
I
was
truly
where
my
most
amazing
experiences
I
got
to
speak
at
the
NRA.
Show.
That's
restaurants,
not
rifles.
Just
you
know:
okay,
the
other
NRA.
B
All
right
I
spoke
in
front
of
a
big
group.
It
was
a
life,
it
was
a
dream
of
mine.
I
got
a
chance
to
do
this
workshop.
It
was
awesome,
I
loved
it
I'm,
reading
the
feedback,
afterward
right,
because
you
fill
out
evaluations
about
speakers
and
and
they're
all
like.
Oh
it's
great,
it
was
awesome
and
then
this
I
got
was
one
common
and
oh
hold
on
yeah
yeah.
Oh
sorry,
oh
look!
A
B
Right
so
a
couple
of
things
go
through
my
minds:
I'm
reading
this
all
right
number
one
man
is
angry,
all
right
who
takes
that
much
time
we're
not
even
like
just
typing
thumbs
up
on
Twitter
you're
right,
he
hand
wrote
this
following
the
session,
my
response,
of
course.
After
reading
this
was-
and
what
do
you
Milt
alright
tried
doing
son
doing
nothing
they're
doing
that
right,
I'm
just
pushed
back
I
got
angry
I
got
defensive
and
then
I
said
to
myself.
B
That
stares
me
in
the
face
and
I
cube
wherever
I
am
as
a
reminder
that
that's
a
real
criticism
and
that
I
can
be
better.
But
we
have
to
get
away
from
this
defensive.
Miss
and
the
challenge.
Is
it
comes
out
us
from
all
sides,
so
here's
what
I
recommend
I'm
a
big
proponent
of
stealing
shamelessly
from
people
have
great
ideas.
One
of
the
organization's
I
think
has
a
great
idea
on
this.
Is
the
US
Army
US
Army?
If
you
get
sent
into
battle,
every
single
soldier
has
a
battle
buddy.
B
That
battle
buddy
has
one
responsibility
to
get
you
home
alive.
That's
going
to
mean
he's
going
to
have
to
tell
you
some
things,
she's
going
to
have
to
do
some
things
that
you
don't
want
to
do,
because
you
know
it's
your
best
interest
in
heart,
you're
going
to
follow.
I!
Think
everyone
needs
a
battle.
B
Buddy
I
need
you
to
find
somebody
that
you
can
trust
who
will
be
authentic
with
you
and
give
you
real
feedback,
because
it's
so
easy
with
so
much
negativity
coming
at
us
all
the
time
to
assume
that
everyone
is
just
out
to
get
us,
but
in
reality,
what
great
leaders
do
they
practice
authenticity?
They
find
ways
to
get
more
real
because
they
have
someone,
they
trust,
who
will
give
them
real
feedback,
find
that
person
in
your
life
or
if
you
already
do
confirm
that?
B
That's
what
you
want,
because
in
the
immortal
words
of
American
poet,
hopefully
more
of
you
remember
this
American
poet,
Ice
Cube
you'd,
better
check
it.
He
check
yourself
before
you
wreck
it.
Ii
wreck
yourself,
all
right.
Okay,
let's
move
on
all
right
secret
number!
Three!
As
we
talk
about
this,
it
revolves
a
little
bit
more
work.
B
B
Okay,
now
what
we're
going
to
do
in
this
exercise
we're
going
to
start
right
here.
This
is
going
to
be
box
number
one
and
then
we're
going
to
box
number
two
three
four
five
and
six
we're
going
to
start
here.
Then
here
then
here
them
here
than
here:
okay,
so
that's
the
order
you're
going
to
fill
out
I'm
going
to
show
you
a
screen.
What's
up
on
the
screen
that
I
want
you
to
put
in
the
box?
Okay,
there
will
be
three
things
that
I
will
show
you
on
the
screen.
B
There
will
be
a
word:
you'll
write
the
word
below
that
you're,
going
to
write
the
color
that
the
box
actually
is
and
the
third
thing
there
will
be
a
number
there
you're
going
to
write.
Then
the
number
after
that.
So
let's
start
with
box
number
one.
So
in
box
number
one
you
would
write
the
word,
which
is
red,
you'd
write
the
color,
which
is
also
red,
and
then
you'd
write
the
number
which
is
seven
before
some
of
you,
because
I
know
who
you
are
in
this
room.
B
You
can
either
write
out
the
word
seven
or
just
write
the
number.
Seven,
if
you
want
to
write
it
in
Roman
numerals,
you
can
do
that
as
well.
Okay,
your
choice
all
right,
but
you
entered
in
this
box
in
that
upper
right
hand,
corner
upper
left
hand,
corner
right,
red
red,
seven,
okay,
yes,
you
can
do
that
now,
all
right
so
again,
we're
starting
in
this
upper
left
hand
box
right
here.
That's
where
you're
going
to
write
red
red
seven,
the
next
box,
imma
show
you
will
be
this
one,
the
next
box
I'll
show.
B
B
B
B
Time
all
right
by
the
way,
my
quote
of
the
day
right
now
is:
oh,
hey,
I,
don't
know
if
anyone
else
got
to
hear
that
I
did
all
right,
so
how
many
of
you
think
you
get
a
hundred
percent
like
my
super
smart
table
in
the
back
here,
they're
like
yes,
I've
got
the
perfect
angle,
the
rest
of
you.
Anybody
quit
after
box
three,
because
it
was
too
fast.
Somebody
like
I'm
done
right,
I,
just
stupid
exercise.
I,
don't
want
to
do
it
anymore
right.
So
what
made
it
I
got.
B
B
Surprise?
What
do
you
mean
by
surprise?
I
was
in
you're
in
one
mindset,
all
of
a
sudden
that
mindset
had
to
shift
right,
like
oh
I,
thought
we're
going
to
plenty
of
time
now,
he's
being
a
jerk
to
me,
okay,
good
All,
Right
game
on
what
else
the
amount
of
information
we
had
to
report
right,
there's
three
thing:
it
was
a
lot
of
stuff.
What
else
I
was
saying
one
thing,
so
it
was
box,
one
box
two
and
the
numbers
didn't
match
to
what
was
on
the
screen.
B
B
Alright,
the
number
which
is
at
the
front
is
the
last
thing
you
write
in
essence,
what
I'm
asking
your
brain
to
do
in
this
exercise
is
to
multitask
to
switch
around
and
do
a
lot
of
different
things
at
the
same
time,
right
to
juggle
those
balls.
How
many
of
you
are
good
multitaskers?
Would
you
say
many
of
you
good
multitaskers?
Yes,
what
the
studies
will
show?
You
is
that
people
who
say
they're
good
multitaskers
actually
score
less
well
at
multitasking
than
those
of
you
who
don't
sorry,
I'm.
Sorry,
not
me!
B
It's
the
research,
okay,
but
here's
what's
also
important
to
know
about
multitasking
is
that
we
think
multitasking
is
like
a
bunch
of
balls
in
the
air,
we're
doing
a
lot
of
things.
At
the
same
time,
the
problem
with
the
human
brain
is
the
human
brain
doesn't
juggle.
The
human
brain
operates
on
a
single
track
at
a
time.
So
if
we
want
to
juggle
them,
we
want
to
move
ball
from
here.
B
To
here
we
actually
have
to
move
to
a
different
track
and
what
happens
every
time
you
move
from
one
activity
to
the
next
mental
activity,
your
brain
slows
down,
and
then
you
move
back
and
it
slows
down
again
and
you
back
and
it
slows
down
again
what
that
same.
Research
will
show
you
they
found
when
people
weren't
multitasking
their
IQ
dropped
on
average
by
12
points,
you're
doing
more
things
at
once,
but
you're
doing
them
worse.
B
The
human
brain
works
best
when
we
get
to
do
one
thing
at
a
time
or
what
I
like
to
say:
mono
desk,
here's
the
what
we
had
red
red:
seven,
green
red,
three,
blue,
blue,
five,
red
green
to
black
blue
six,
blue
grey.
Three.
Why
do
I
show
that
cuz?
Some
of
you
are
super
competitive
and
if
I
didn't,
you
would
kill
me.
Okay,
some
of
you
like
yes,
I
got
it
all
right.
I,
love,
I,
love
how
competitive
people
are,
but
there's
no
prize,
there's!
No,
nothing!
B
There
was
even
a
mention
of
that,
but
some
of
you
right
now
are
like
yeah
I'm
that
good
all
right.
The
lesson
is
this:
you
may
have
gotten
lucky,
but
the
brain
doesn't
do
multiple
things.
Well,
we
operate
best
when
we
mono
task.
The
challenge
is
this:
we
are
constantly
pressured
and
feel
oftentimes
the
tyranny
to
do
multiple
things.
At
the
same
time,
people
tell
us
we
have
to
do
this
together
through
this
Cardenas
minigun
into
this
guy.
Do
this
call
you
right?
B
I
love
people
when
they're
on
a
conference
call
and
they're,
very
obviously
not
muted
and
they're
typing
away
at
the
same
time
right,
if
you
ever
played
the
game
where
you
try
and
ask
people
different
questions
to
figure
out
who
it
is
that's
typing
on
the
conference
call
because
you
can
tell
right
also
them
it
stops
and
like
what
I
was
here,
the
whole
time
right.
The
reality
is
that's
when
you
mess
up
when
you
do
multiple
things,
your
IQ
makes
you
stupider.
B
B
And
the
good
news
is
it's
legal
in
all
50
states,
bad
news
is
zero
tax
revenue
for
multitasking,
okay,
so
I'm,
just
someone,
let
you
know
that
right
now,
all
right.
So,
let's
move
on
we're
new.
A
little
word
association,
I'm,
going
to
put
a
word
up
in
the
screen.
I
need
you
all
to
shout
out
the
opposite,
so
the
word
is
up.
The
opposite
is
all
right.
If
the
word
is
good,
the
opposite
is.
If
the
word
is
success,
the
opposite
is
awesome,
but
that's
totally
wrong
all
right.
B
It
really
is
what
we've
been
triggered
to
believe
that
failure
is
the
opposite
of
success.
What
great
legendary
leaders
have
proven
to
us
time
and
time
again
is
that
failure
is
often
a
stepping
stone
in
a
precursor
to
success,
but
you
have
to
learn
from
those
failures.
The
challenge
for
a
lot
of
these
leaders
is
two
things
number
one
failure
often
times
feels
like
we
are
losing
so
much
face
that
we
will
never
get
it
back.
B
Second
of
all,
we
refuse
sometimes
to
allow
a
failure
of
a
larger
project
to
doom
us
and
our
brand,
and
so
we
end
up
avoiding
things
that
may
cause
any
opportunity
for
failure.
The
reality
is
great.
Things
happen
when
people
fail
anybody
out
there,
dog
people,
dog
people,
nice,
alright,
dog
people,
they're
good,
all
right,
so
dogs
are
awesome.
There's
this
guy
in
Scandinavia,
the
1920s.
Had
this
dog
hit
a
whole
bunch
of
them,
he
would
send
them
out
in
the
yard
in
the
spring
and
they
loved
the
run
out
around
play.
B
The
problem
is
at
night
when
the
dogs
came
home,
they
were
covered
with
burrs.
If
you
don't
have
dogs,
you've
never
tried
to
take
birds
out
of
dogs
dumps,
it
is
like
torture.
It
is
really
really
awful.
So
he
realized
this
and
he
said
oh
I
can
either
keep
my
dogs
inside
all
day
or
try
something
different,
so
he
went
outside
and
he
cut
down
all
the
bushes
all
over
his
property
that
had
any
sort
of
thing
that
got
these
kind
of
thistles
on
them.
It's
a
anyone
of
that
stuff.
B
B
He
had
a
genius
idea
to
learn
from
his
failure,
and
so
he
shaved
his
dogs
and
set
them
out
and
that
night
when
the
dogs
came
in,
they
were
still
covered
with
burrs
and
he's
like.
How
is
it
possible?
They
don't
have
any
fur,
and
so
what
he
did
is
he
started
to
look
closer
to
the
birth
and
he
realized.
B
He
thought
the
birds
had
these
points
on
them,
but
reality
was
that
they
were
hooks
and
what's
happening
is
they
were
hooking
into
the
hoops
of
skin,
which
is
why
it
hurt
so
bad
when
they
were
pulling
him
out
and
while
cutting
the
hair
off
didn't,
do
anything
he's
like
wow?
That
is
amazing.
How
do
you
get
something
to
stick
that
well
and
hold
that?
Well,
there's
no
glue,
there's,
no
nothing!
So
what
would
happen?
We
tried
to
replicate
this.
B
Never
before
had
someone
thought
about
taking
the
power
of
nature
to
create
our
own
non
glue
based
adhesive
great
things
happened
when
failure
presents
itself
how
many
folks
are
having
the
rate
set
in
New,
York
whoo
all
right,
I
love
the
story,
because
it
combines
New
York
with
culinary,
which
is
my
background
right,
potato
chips:
how
to
pretend
chips?
Kubrick
created
an
angry
Chef
right
up
in
Saratoga
Springs,
a
guy
orders,
sliced
baked
potatoes
chef
brings
it
out.
B
Guy
starts
eating,
it
is
you're
too
mushy
sends
it
back
to
the
chef
quick
note
again
from
a
former
culinary
trainer.
Don't
send
food
back
to
the
chef
just
suck
it
up.
Okay,
I
may
be
okay,
but
the
problem
was
the
cook
then
put
him
back
in
the
oven,
bake
them
really
hard
put
them
back
out.
It
gave
them
to
the
guy
again
got
cut
into
them
still
too
machine
again.
Word
for
the
lives,
never
send
food
back
a
second
time.
B
The
chef
now
is
livid
goes
out,
gets
a
big
thing
of
boiling
oil
puts
the
baked
scraps
in
there
throws
them
into
the
pot
of
boiling
oil
too.
Literally,
there
is
nothing
like
they
are
burnt
to
a
crisp,
puts
them
back
on
the
plate.
Personally
delivers
them
to
the
guy.
What
do
you
think
of
these?
These
too
mushy
for
you,
guy
bites
into
them
goes
I
love
these.
These
are
great
and
potato
chips
were
born.
B
Failure
and
anger
sometimes
can
be
redirected
to
good
things.
Other
great
companies,
like
3m
all
right,
3m
designs,
lots
of
product
spends
millions
dollars
of
Rd.
One
of
the
most
famous
products
is
called
picture.
Glue
picture
glue
was
designed
because
people
got
tired
of
hanging,
photos
and
pictures
on
the
wall
where
they
couldn't
find
studs
they
kept
falling.
So
they
put
this
glue,
they
made
it
I,
don't
know
if
you
ever
purchased
it,
but
you
put
it
on
the
back
of
paintings.
B
You
stick
it
to
a
wall
and
then,
when
you're
ready,
you
can
remove
it
from
the
wall.
It
was
a
fantastic
technology.
It
was
awesome
with
one
minor
flaw
after
24
hours
pick,
the
pictures
got
too
heavy
and
fell
off
the
wall,
so
they
tried
doing
different
variations.
The
glue
that
tried
to
several
different
times
couldn't
get
anything
to
work
scrapped
the
project
over
after
over
two
million
dollars
in
development.
Another
engineer
at
a
different
program
about
a
year
later
was
at
church
and
he
was
a
klutz.
B
He
was
an
engineer,
it
happens,
I
kept
tripping
up
the
stairs
and
would
knock
the
all
the
boat,
the
bookmarks
out
of
his
him,
not
like
he's
like
House
of
Pain.
So
he
went
back
to
his
friend.
Who
did
the
picture
glue
said:
hey.
Can
I
borrow
some
that
put
some
picture
drool
on
the
back
of
his
bookmarks
put
his
bookmarks
back
in
and
we
found
as
you
can
pull
the
bookmarks
in
and
out
and
we
tripped
they
didn't
fall.
It
was
like
this
was
pretty
cool
and,
as
a
result,
they
said.
B
Maybe
we
could
do
something
more
with
this
and
created
the
best
selling
office
product
of
all
time.
Post-It
notes,
the
failed
picture
glue
has
been
repurposed
as
post-it
notes.
How
many
in
this
room
have
an
iPad.
Anybody
have
an
eye
pen
which
is
better
with
anybody.
Have
a
first-generation
iPad.
You
remember
the
first
generation
iPad
right,
the
memo
pad.
You
know
you
didn't
have
that
1987
Apple
took
it
off
the
market,
only
500
of
them
ever
sold.
B
But
if
you
look
at
it,
it's
got
everything
in
ipad,
as
today,
I
just
got
icons,
it's
got
apps,
it's
got
even
a
little
less
that
stencil
you
could
write
on
that
here
is
the
problem.
Consumers
weren't
ready
for
it.
It
was
a
great
idea
ahead
of
its
time
when
Apple
was
ready
and
realized
that
consumers
were
ready,
the
new
iPad
was
launched.
Sometimes
failure
comes
because
you
don't
do
something
well,
sometimes
failure
comes
because
people
aren't
ready.
B
B
Don't
let
that
happen
next,
we
need
to
change
our
perspective.
Sometimes
anybody
I'm
here
to
see
the
movie
Jaws
anybody
seen
jaws,
just
quick
reminder:
we're
going
to
need
a
bigger
boat
right.
Anybody
don't
go
in
the
ocean
anymore
as
a
result
of
seen
jaws.
Anyone
give
up.
This
I
mean
I'll
go
in
up
to
about
here.
Okay,
that's
about
it
all
right
is
it
I
am
scared
to
death
of
sharks
right
anybody
loves
sharks
shark
weeks,
a
big
hit
so
I
know
somebody
out
there
has
to
love
these
things.
B
Okay,
awful
generally
speaking,
anybody
here,
scared
of
sharks,
who's,
scared
of
sharks,
okay,
good,
all
right!
That's
important!
Now!
There's
another
thing:
that's
also.
We
talked
a
lot
about
and
that's
selfie
six.
Anybody
here,
scared
of
selfie
sticks
like
four
of
you
right
so
I
think
you're
going
to
know
the
answer
this
question.
But
what
do
you
expose
in
2015
killed
more
people
sharks
for
selfie
six?
What
do
you
think
by
a
two-to-one
margin?
B
More
people
died
from
selfie
sticks
than
they
did
from
shark
attacks,
and
yet
there's
not
a
single
person's
like
I'm,
not
going
that
theme-park.
Unless
there's
no
more
selfie
sticks
all
right.
Sometimes
you
have
to
change
our
perspective
about
what
reality
is
and
then
there's
other
times.
We
run
into
problems
because
some
things
don't
always
have
a
clear-cut
answer
right.
So
how
many
slats
of
wood
are
in
this
picture?.
B
B
Surely
there's
a
right
and
a
wrong
answer?
That's
the
world!
We
live
in,
isn't
it
it's
binary,
yes
or
no
good
and
bad
up
and
down
right
left,
but
the
reality
is
sometimes
it
works
best
to
realize
that
there's
not
one
answer
and
to
start
asking
around
for
other
people's
perception
of
things
right.
How
often
in
this
world
do
those
of
us
even
unknowingly,
say
things
like
how
could
she
think
that
what
were
you
thinking
when
you
did
that?
Why
would
you
choose
that?
Why
would
you
vote
that
I?
B
Don't
even
get
it
until
we
start
looking
at
different
people's
perspective
and
figuring
things
that
we'll
never
understand
why
odds
are
people
make
a
decision
for
a
logical
reason,
but
emotionally
sometimes
we
refuse
to
admit
that
great
legendary
leaders
put
that
ego
aside.
They
put
that
emotion
aside
and
ask
people
why
and
when
you
get
that
different
perspective,
you're
going
to
realize
that
there's
not
always
concrete
easy
answers,
because
that's
not
the
way
that
life
works:
okay,
no
one's
for
Tom,
confessional
time.
B
How
many
of
you
have
checked
your
phones
during
the
session
I
just
looked
over
to
do
just
checking
its
throat,
I'm,
sorry,
you're,
so
busted
all
right.
How
many
of
you
have
looked
at
your
phones
during
this
was?
Was
it
not
good
enough?
Did
I
not
have
enough
content
where
there
not
enough
dancing
girls?
What
wasn't
right?
B
B
We
have
to
stop
using
technology
as
our
sole
means
of
communication
now
I
understand
why
we
do
it
right,
especially
from
a
constituent,
outreach
perspective
right
when
you
look
at
this
social
media
in
2005,
less
than
10
percent
of
all
of
our
constituents
are
on
social
media.
Today,
two
thirds
and
three
quarters
are
all
right.
It's
like:
why
do
you
rob
the
banks,
because
that's
where
the
money
is?
Why
do
we
use
social
media
to
do
outreach
to
constituents
because
that's
where
they
are
I?
B
Don't
need
to
talk
to
people
I'll
just
put
up
a
Facebook
page,
we'll
just
tweet
this
out
to
everyone.
It's
convenient
it's
easy,
but
it's
not
always
effective.
Here's
the
challenge
in
the
1970s,
some
of
you
were
working
in
the
1970s.
You
know
this.
The
average
person
received
about
a
thousand
pieces
of
electronic
communication
per
you
most
of
that
came
in
the
form
of
a
brand
new
technology,
called
the
facsimile
machine.
All
right,
hey
that
little
scrolled
paper
right.
B
You
did
tear
it
off
nice
right
then,
in
the
1980s
we
got
voicemail
all
of
a
sudden.
We
could
not
leave
messages
for
anyone
anytime.
The
number
of
messages
most
people
got
was
about
4,000,
but
then
things
got
creare
in
the
1990s
we
got
email
right.
An
email
was
amazing.
There's
only
one
problem
with
email
in
the
90s
for
you,
young
kids,
in
the
room.
B
Dial-Up
right
and
those
you
know
who
are
travelling
around
the
country
the
time
this
is
the
hilarious
part
that
people
love
to
forget
about.
If
you
had
a
o
L,
you
had
a
book
and
whenever
you
would
go
to
some
random
town,
it
would
tell
you
the
numbers
to
call
to
get
AOL
in
that
town.
That's
not
creepy
all
right,
and
yet
we
did
it
without
thinking,
then
in
the
2000.
So
things
got
better.
We
got
broadband,
we
got
Wireless
now.
What
do
you
suppose
happens
to
number
communications?
B
Now,
in
the
21st
century
the
2010s
we
have
voicemail,
we've
got
email,
we've
got
fax,
we've
got
SMS,
we've
got
Twitter,
we've
got
Facebook,
we've
got
more
than
thirty
thousand
messages
annually.
As
a
result,
can
we
get
through
all
30,000
emails
No?
So
what
do
we?
Do?
We
play
bad
office
tinder
right?
No!
No!
No!
Yes!
No!
No!
B
You
all
have
emails.
You
know
that
they're
people
you
get
an
email
from
and
you
delete
it
before.
You
read
it
because
you
know
who
it's
from
right.
Other
times
you
just
read
the
subject
line
all
right,
I,
don't
think
we're
like
didn't.
You
read
my
emails
like
I'm
in
the
subjects
right,
I
assumed
I
knew
what
the
rest
of
it
said,
but
here's
the
biggest
challenge
when
you
look
at
how
we
communicate
and
you
break
down
the
percentages,
9
7
percent,
of
what
we
communicate
is
through
the
actual
words
that
we
use.
B
B
We
may
communicate
a
lot,
but
we're
not
saying
anything
they
get
to
interpret
the
message,
find
ways
to
trade
screens
for
faces,
get
face
to
face
with
people
communicate
with
them.
Don't
let
them
simply
take
the
easy
way
out,
because
it's
so
simple
to
do.
Legendary
leaders
find
ways
to
connect
on
a
human
on
a
personal
level,
and
that
creates
a
difference.
B
Final
strategy
is
to
think
big
about
what
we
do.
So
what
we're
gonna
do
we're
gonna
have
a
final
video
I
want
to
show
you
here
to
kind
of
help.
Point
this
out.
So
here's
what
I
do
in
this
video
we're
going
to
watch
two
teams.
One
team
is
wearing
white
t-shirts.
One
team
is
wearing
black
t-shirts.
What
you're
going
to
do
is
you're
going
to
count
and
keep
track
of
the
number
of
times.
The
team
in
white
passes
the
basketball
to
itself.
B
Okay,
so
team
of
white
players,
team
of
players
in
white
t-shirts
and
team
player,
black
t-shirts,
they're
only
gonna
watch
the
ones
in
white
t-shirts
pass
the
ball
to
each
other.
It
could
be
an
air
pass,
it
could
be
bounce
pass.
You
may
wanna
just
keep
a
little
tick
marks.
Okay,
just
so
you
know
it
will
put
the
instructions
up
again,
but
what
you're
going
to
do
is
watch
and
count
the
number
of
times
the
team
in
white
bounces
the
basketball
or
passes
the
basketball
to
itself
just
the
team
in
way.
B
B
Are
you
kidding
me
I,
remember
the
first
time
I
watched
this
video
they're,
like
did
you
see
the
gorilla
I'm
still
high-fiving
everyone
cuz
I
got
15
I'm
like
yeah
I'm,
the
smartest.
Did
you
see
the
gorilla
I'm
like
what
hi
they
saw
that
video
I'm
like
what
did
he
just
like
pop
its
head
in
from
the
side
or
something
now
it
walks
in
the
middle
and
bangs?
It's
just
like
that's
a
different
video.
B
So
why
don't
we
oftentimes
see
the
gorilla,
we're
focused
on
what's
in
front
of
us,
we
get
so
sucked
into
the
little
details.
We're
so
focused
on
any
consequential
minutiae
that
we
forget
the
whole
big
picture
of
why
we're
leading
people
in
the
first
place.
It's
so
easy
to
get
drawn
into
the
unimportant
that
we
forget.
What's
big
and
what's
really
important,
I
focus
on
benefits,
let
people
know
so
what
find
ways
to
get
real
find
your
battle.
Buddy
will
give
you
identity
back
so
that
you
can
help
get
real
change.
B
Don't
try
to
do
to
multiple
things.
At
the
same
time,
don't
let
failure
separate
you
from
potential
success
change
your
perspective
about
where
you
see
things
from
trade,
those
screens
for
faces
and
stay
above
it
all?
What
I'd
like
you
to
do
right
now
for
me
in
closing,
can
I
get
everyone
to
stand
up
as
you're
able
all
right?
B
Here's
what
I
want
you
to
do!
I
need
everyone
to
put
your
arms
out
in
front
of
you.
Everyone,
if
you
could
try
and
face
the
front
here.
Okay,
put
your
two
hands
together,
put
a
little
pointer
finger
out
in
front
of
you
all
right
and
here's
I'm
going
to
ask
you
to
do
keeping
your
feet
in
a
firm
place
just
right
here.
What
I
ask
you
to
do
is
we're
going
to
when
I
say:
go
we're
all
going
to
turn
to
the
left.
So
just
remember
which
way
is
left.
B
Okay,
all
right,
so
when
I
say
go,
I
want
you
to
keep
your
feet
firmly
in
place.
You're
going
to
take
your
arms,
keep
them
straight
and
you're,
going
to
twist
your
torso
to
the
left.
As
far
as
you
can
go
and
you're
going
to
go,
try
to
spot
the
wall
or
the
back
of
someone's
head
or
something
but
you're
going
to
go
as
far
as
you
can
go
and
then
we'll
come
back,
okay,
so
feet
forming
on
the
ground
arms
straight
feet,
firmly
planted
when
I
say
go
we're
going
to
the
left.
B
As
far
as
we
can
go
all
right
here,
we
go
on
your
mark.
Get
set,
go
to
the
left
as
far
as
you
can't
go
and
come
back
all
right,
whoo
all
right
shake
it
out
for
real
question.
Hopefully
no
one's
injured
themselves,
whoo
all
right!
Now.
Here's
something
to
ask
you
to
do!
Keep
your
feet
firmly
in
place
your
arms
in
front
of
you
just
like
this.
You
remember
where
you
went
last
time.
B
Yes,
here's
why
I
asked
you
to
do
we're
good
when
I
say
go
this
time,
we're
going
to
keep
going
left
just
like
we
did,
but
I
want
you
to
go
an
inch
further
than
needed
last
time.
Okay,
she
even
go
about
an
inch
further
than
we
went
last
time
all
right
here
we
go
on
your
mark.
Get
set:
go,
let's
see
if
we
can
twist
and
go
about
an
inch
further
and
back
all
right
how
many
of
you
were
able
to
go
further,
the
second
time
in
the
first
time
holy
crap
just
about
everybody.
B
Obviously,
you
were
not
listening
to
my
instructions.
How
far
did
I
tell
you
to
go
the
first
time
as
far
as
you
could
go,
and
yet
the
second
time
you
were
able
to
go
still
further
when
you
think
you've
hit
your
leadership
journey
and
you've
gotten.
As
far
as
you
can
go,
and
you
reach
the
best
pinnacle
of
leadership.
Remember
you
can
do
a
little
more
and
be
legendary
all
right.
Thank
you
all
for
your
time.
Thank
you
for
your
work
again.