606: How to Learn Faster so Robots Can’t Steal Your Job with Edward Hess

By September 17, 2020Podcasts

 

Edward Hess says: "If you want to stay relevant in the workplace going forward... you've got to be able to do tasks that technology can't do."

Edward Hess discusses how to stay relevant in the digital age via hyperlearning.

You’ll Learn:

  1. Why you need to rethink the way you work 
  2. The secret to achieving inner peace 
  3. How to redefine your ego 

 

About Edward

Edward Hess is a Professor of Business Administration, Batten Fellow and Batten Executive-in-Residence at the Darden Graduate School of Business. He has spent twenty years in the business world as a Senior Executive and has spent the last 18 years in academia. He is the author of 13 books and over 140 articles and 60 Darden Case studies. His work has appeared in over 400 global media outlets including Fortune magazine, Forbes, Fast Company, and The Washington Post. 

His recent books and research has focused on “Human Excellence in the Digital Age: A New Way of Being; A New Way of Working; Humanizing the Workplace; and Hyper-Learning.” 

 

Resources mentioned in the show:

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Edward Hess Transcript

Pete Mockaitis
Ed, thanks so much for joining us here on the How to be Awesome at Your Job podcast.

Edward Hess
Well, thank you very much for having me. It’s wonderful being with you. I really admire what you do with your podcast.

Pete Mockaitis
Oh, thank you. Well, I admire what you do here and I’m excited to talk about hyper-learning which is something I think I’m into and so are the listeners. First, can you tell us, what is that and maybe open with a fun story about a professional doing hyper-learning to see some cool results?

Edward Hess
Well, hyper-learning is the ability to learn, unlearn, and relearn at a continuous high-level rate. It’s the skill that’s needed in the digital age where the digital age is going to, basically, technology is going to transform how we live and how we work, and the technology is going to produce so much new data and new knowledge so fast that basically whatever we think we know, and we probably don’t know what we think we know, but even if we did know what we think we know, the shelf life of that is going to be estimated to be two to three years.

So, we basically, have to become very, very adaptive. We basically have to be a continuous lifelong hyper-learner, and the big challenge to that is that we’re not wired to be a hyper-learner. And we’ll talk about that, but a good story, well, I’ve worked with a lot of people, a lot of companies that are embracing this. And I think one of the best stories was a company who got their leadership team together, and I spent a week with them, and we went into the details. I’m very granular on behaviors, as you know, and so we got into, “How do you be a hyper-learner and what’s the highest level of learning?” It means you’ve got to be a great listener. It means you’ve got to be a great collaborator. It means you’ve got to basically calm of what’s going on in your mind and body. So, we focused a day on how to listen.

And this guy was a senior executive and was sort of quiet. He was a technology guy. Quiet, but he was engaged. In the next morning, one of the practices of this company is have a check-in every morning, “Where are you? How are things fitting?” So, everyone went around the table and came to this guy’s time, and he said, “Well, can I share something personal?” “Of course. Of course.” He said, “I called home last night and I had the reflective listening checklist that Ed gave me with me and I put it by the phone, and I talked to my wife and talked to my kids, and the conversation kept going on and I kept looking at the checklist. And, really, it was sort of amazing. We talked like an hour and a half.” And he said, “That’s not usual.” And everyone said, “Oh, that’s good. That’s good.”

He says, “Well, my wife called me back after she put the kids together, and this is what she said. She says, ‘I don’t know what you’re doing at that meeting, but keep doing it because that was the best conversation you’ve had with me and our kids in a long time because you really listened.’” And the guy broke down crying in the meeting. That’s a wonderful story about how, if you will, changing one’s behavior so you can really be present and listen with a closed mind which is necessary to learn. Not only can it impact you in the workplace, but impact you in the home place.

Pete Mockaitis
Well, that’s beautiful to kick us off, and I want to talk about, indeed, how was that done. I love your first chapter, which is “Achieving Inner Peace.” And we’re just getting started after that with a subsequent chapter. So, that is a key roadblock for great listening. So, yeah, how do we pull that off, first of all?

Edward Hess
Well, I think, if I can, let me lead into it this way. I think that people have to go and embrace hyper-learning come up with their own why, “Why should I be a hyper-leaner?” and that’s pretty easy. If you want to stay relevant in the workplace going forward, to have meaningful work, you’ve got to be able to basically do tasks that technology can’t do. So, everybody sort of knows what that is. The higher-level thinking, higher-level emotional engagement, etc., and so we can figure out the why.

But then the question comes down to, “Why do I need to change anything?” And this is the thing that’s the hardest for people to basically accept. And, basically, we’re all suboptimal learners. We are wired for efficiency, all right? We are wired for speed, right? We basically go out in the world and we process information which confirms what we already believe. We go into the world wired to confirm what we believe, to affirm our egos, and to basically validate our stories of how the world works. We basically see what we believe. That’s a scientific fact.

So, if you think about it, if everything is changing, new data, new knowledge is coming, new ways of doing things, and we’re going in the world looking for confirmation, we’re not going with an open mind, we’re not going to explore, wow! What are we going to do inside of ourselves to help us rewire? So, instead of seeking confirmation and affirmation and cohesiveness, instead of being a reflective thinker, if you will, as you know Daniel Kahneman called as lazy thinker, instead of being that, being an active, engaged thinker, what can we do to basically help us be that way? And it all begins with inner peace. And I finally got there. I’m sure you were wondering, “When is he going to get to inner peace?”

But inner peace is the answer or the pathway to beginning to take ownership of what’s going on inside of us, to take ownership of it. Ownership of our mind. Ownership of our emotions. Ownership of our behaviors. Not to be a reflexive reactive, so reflexive and reactive. And inner peace, I define it, if you will, as this state of inner stillness or calmness that enables you to go out into the world and embrace the world with your most non-judgmental fearless open mind with a lack of self-absorption.

Pete Mockaitis
Well, that sounds great. I’d love some more of that. How do I do it?

Edward Hess
Well, inner peace has four blocks: quiet ego, quiet mind, quiet body, and positive emotional state. And it all starts out with the quiet ego and the quiet mind. And how do we do that? And the science is pretty compelling that the best way to start on this journey is mindfulness meditation. All right? And then as you advance to add, if you will, loving kindness, meditation or gratitude meditation.

It also quiets your mind. It allows us to basically learn, “We are not our thoughts. We are not our emotions. And there’s not an automatic link between our emotions and our behaviors.” I can remember early on, and understand I wasn’t born with inner peace, and it took me a long time to get to inner peace, okay? So, I’ve been a work in progress for decades. But I could remember in younger age, my wife and I were having a, I’d just say, a heated discussion, and she interrupted me, and she says, “Excuse me, do you understand that there’s not…because you feel emotional, you don’t have to behave in that way? Do you understand that your emotions are not hardwired into behaviors?” And I looked at her, and I said, “No, I didn’t know that.” And she says, “Well, I think you need to work on it because you have a choice.” And she was so right.

And so, inner peace is taking ownership and managing what’s going on. We have a choice. We are not our thoughts. We are not our emotions. So, how do you do it? I’d say start with meditation. That’s the best way to get there, and you’ve got to engage in daily practices: gratitude; visualization of how you want to behave; being very granular on coming up with “How do I want to go into the world? How do I want to behave today? How do I want to think? How do I want to listen?”

And the model is inner peace is the foundation. Then you need a hyper-learning mindset, the way to go and approach the world, then you’ve got to look at how you behave. And the book is really, the book plus a workbook, it’s an embedded workbook with lots of reflection times, with questions, and lots of workshops with deliverables. In fact, if people buy the book and they come to my website, the publisher will give everybody a free 140-page hyper-learning journal where you can take all the stuff, so it’s very action-oriented.

And so, there’s a whole chapter on hyper-learning behaviors, and there’s a diagnostic, and you would take…Pete, you’d take the diagnostic, the hyper-learning behaviors diagnostic, and grade yourself, and you would see, “Where am I the weakest?” And then you see how the behaviors fit into a format and to a pyramid, and you’d say, “What’s the building block I need to work on?” And the two building blocks that most people have, most males have to work on are quiet ego, and the second building block that everybody sort of has to work on is listening. Okay. Well, how do I listen?

Pete Mockaitis
If I may, just before we get in there, when you talk about mindfulness practice here, are you just talking about you sitting quietly at a relaxed and alert posture and focusing on your breath and returning your thoughts to your breath as they go elsewhere? Or what specifically are you thinking when you say mindfulness practice?

Edward Hess
Mindfulness meditation, yes. Mindfulness meditation, basically, focusing on your breathing, and, as you’re saying, when the thought comes into your mind, just let it go, don’t engage with it, and then take yourself back to focusing on your meeting. You can focus on your breath, you can focus on a body part, okay? Something that you’re basically, you bring yourself back to. So, mindfulness meditation, you can focus, if you wanted, on doing a meditation, a gratitude meditation, in effect, visualizing people that have helped you, etc. in expressing gratitude to them, or gratitude for people that are in your life that you’re thankful for. And then when your mind sort of wanders, you come back to that. But the key one is mindfulness meditation, yes.

Pete Mockaitis
Okay. So, let’s say we’re doing that, it’s great, we’re on our way…

Edward Hess
And I would recommend highly, when you do your mindfulness meditation, to also, at the same time, do deep breathing practices. And you can either do the coherent breathing practice, which comes out of Columbia University, or you can use, if you will, some people may not want to, but the Navy has got some good deep-breathing practices that, basically, you calm yourself, and then you basically do your breathing. But you basically try to get your breathing where you can breathe in very deeply and breathe out very slowly, and the number of breaths you take per minute. And the goal is to get to where you can basically breathe comfortably and get down to two breaths per minute.

Pete Mockaitis
So, two full inhales and outhales.

Edward Hess
That’s right, in a minute, okay? And five is good, five is very good. But if you work on it, yeah, it takes a year basically.

Pete Mockaitis
I was going to ask about sort of like the dosage or time. So, that, I’m sure, it varies quite a lot but, hey, inner peace, mindfulness meditation, how much do we got to do and for how long till we get there?

Edward Hess
Well, it’s sort of like this, becoming a hyper-learner is like becoming a world-class athlete, or a world-class painter, or a world-class dancer. You got to work at it every day. There is no easy pathway to transforming us once we get to the age we’re at. And so, you start out with meditation, two minutes, you try and do it two minutes a day, and it’s hard, but you keep working at it. The book is based on daily practices, which you do rigorously every day, and then there are some practices that you sort of alternate.

But if you want to succeed on this journey, and many people have, and it is hard to express the power of what we’re talking about. It’s life-changing. It’s life-changing because you have this peace and you’re just not reactive. You’re able to sense things. Your thinking improves so much. You’re not so emotionally reactive. You can become a better collaborator, all of these things, but it’s going to be an everyday practice.

In companies that I worked with, I worked with some public companies. I can’t say their names, where every day before every meeting, they do a two-, three-minute, up to a five-minute meditation. In one company, worldwide, it’s a company that has blue-collar, white-collar, etc. workers, the first thing, every day, worldwide, there’s a 15-minute silence. And you can meditate, or you can think about the people in your life that you love, or you can give thanks to whoever you want to give thanks to, but it’s embedded. It has to be embedded in your life and embedded in the workplace to work.

And, yes, it takes time, but I do it with…some of my MBA students get into this, and they reach out years later. I just had one reached out. This was four years ago. He reached out and was just saying, “I just want you to know I’m still meditating like you said every morning.” And he said, “It is just unbelievable.” He says, “I’m so much more effective at work, a family life. This stuff is magic.” So, we’re talking about if you want to…we’re fixing to go into an era that is going to be as disruptive for us or even greater than the industrial revolution was for our ancestors.

In fact, I believe the era we’re going into where technology is going to take us, this is going to be every analogous to our ancestors long time ago who had to leave, if you will, the jungles of Africa because of, basically, mother nature, and earthquakes, etc. and actually go out into the fields, the savannahs. Our primate ancestors had to leave the jungles and go into the fields. The good news is the fields had big animals so there was lots you could eat. The bad news is the big animals were fast and strong and could eat our ancestors. They had to learn an entire new way of living in order to, if you will, not become extinct.

To some extent, that’s where we are. In order to basically have meaningful work and meaningful relationships and a meaningful life going forward, because automation is going to invade all of professions. Degrees are not going to protect people anymore. Nobody knows but very smart people say that people coming out of college today probably have six different careers, five or six different careers. We will have to continually be an adaptive human being. You don’t get that way being raised the way we were in our culture, survival of the fittest, and you don’t get that way by basically being wired the way we are.

So, the answer is, no, this is not easy. It takes self-discipline and practice but it’s not magical. It’s not hard. All you need to do, I mean, really and truly, if you spent, in the beginning, if you spent two or three minutes, I believe it’s very important to work up my daily intentions. My daily intention is my list of how I want to be today, how I want to behave today, and, “Do you want to be kind? Do you want to be caring? Do you want to be open-minded? Do I want to slow down once I feel my body going faster and faster? Do I want to, before I go into a meeting, take four or five deep breaths?” Whatever it is, you read those every morning, you visualize yourself doing it, and you go out. And then at night, you come back and you grade yourself, “How did I do? Oh, wait a minute, I forgot to do this in this meeting.” Okay, write this down.

Same thing with your meditation. If you start out at two minutes, then you go to three minutes, then you go to five minutes. It varies so much per person, but you can get to 20 minutes within, say, two months. And if you did 20 to 30 minutes a day the rest of your life, you’d be in good shape. You don’t have to do four hours a day like the Dalai Lama. Twenty to thirty minutes a day you’d be in good shape. If you really want to take it to a higher level, you do it in the morning, and you also do it in the evening, and you do a different type of meditation, either the gratitude meditation or the heart meditation.

And the other aspects of it are basically you get to be very behavioral. What behaviors, in order to be a hyper-learner, do you need to excel at? Well, you need to have a quiet ego because you need not to be defensive. We’re working on that with meditation. But what does that mean? Well, I got to be a good listener. Well, how does a good listener do that? A good listener is totally quiet when you’re speaking. He or she is not making up their answers. They’re not thinking about the next meeting. They’re not thinking about the last meeting. They are totally silent, listening to what you’re saying, fully, fully present. Well, that takes a while to get there. So, how do you do that?

Well, the first thing is keep your devices away from you. We have a way. I’m going to sit at the meeting, and both my hands are going to be on the table or I’m going to be sitting in this way. And you start figuring out, “How am I going to concentrate on what that person is saying?” And your mind is going to wander. Bring it back, that’s the meditation training. So, I’m fully, fully present. I call it the three R…the goal is 3RP: really, really, really be present.

Pete Mockaitis
Okay. And so, really, really, really be present.

Edward Hess
Are you having fun? Hey, you having fun, man? Huh? Are you having fun with this? I’m serious. How does it sound?

Pete Mockaitis
Very much, I am. I didn’t if you were demonstrating listening or if you’re asking me, Pete Mockaitis, real time. Yeah, I’m quite fascinated so I want to hear. So, being really, really, really present, you’ve said that listening conversation checklist was game-changing for that gentleman in the session. What are the things on this list that we should be doing?

Edward Hess
Well, this is from memory. One, don’t multitask. Two, make eye contact. Three, calm what’s going on, calm yourself. If you’re thinking about something else, take deep breaths, calm yourself. Smile at the person talking, and they’ll smile back at you. That basically generates positive emotions. When there’s positive emotions between people, you’re more likely to learn. When things come into your mind, if you start making up your answer, immediately try to turn back to listening. When your mind starts to wander, recognize it, go back, listen.

Very important. When the person stops talking, do not advocate or state what you believe. Ask a question. If you hold yourself to asking questions, that’s going to help you listen because you want to ask questions for two reasons. To make sure you understand what the person was saying so that when you respond, your response has a higher probability of being effective. But the other thing is, the most important thing, as we go into this digital age is understanding the concept of otherness. No one can excel at thinking in ways the technology can think. No one can excel in basically higher-order emotional engagement by themselves. We need others. We need others.

And we need others, a special kind of others. Others that trust us and that we trust. And trust comes from people feeling cared about. And the number one way that a person feels cared about is when you show that you have listened by asking good questions, when you say that “I want to make sure I understand you,” it says, “I care about you, I respect you. I respect you as a distinct human being.” And then you can have a conversation, if you will, if you disagree or you don’t disagree, why, but that conversation should be data-based and respectful.

The workplace is going to change in this area. If you work in a workplace that is a survival of the fittest, highly-competitive workplace, well, that organization is going to become extinct because you can’t optimize collective intelligence and people leaning together at their optimal level in teams in a very competitive workplace. I tell people, “Listen to learn not to confirm.”

And so, you go through this process. It’s a whole approach that, “Okay, wait a minute. I’ve got to learn how to think differently. Instead of seeking confirmation, I got to seek novelty and exploration and discovery. I got to actively go look for disconfirming information to test what I think.” How many people when they believe something go out and look for disconfirming information? Not a lot. I got to basically defer judgment instead of “yes, but” “yes, and.” I got to embrace differences and try to make meaning of those differences because, again, we process a very small amount of the stimuli that can come through our body from the world, and no one can process…it’s like less than 0.1%.

And so, in the digital age, we’ve got to be able to excel at not knowing and knowing how to learn. We’ve got to excel at going into the unknown and figuring things out. And that happens best with other people because they will see things that we don’t see. And so, a whole new way of working and a new way of being is what this book is about. How do you go out there with that new way of being? How do you bring your better self, work on your best self? How do I come to the table, to the meeting, to be off to Zoom, to whatever? How do I bring that best self here and be the most open I can be in order to learn but also to be a good teammate showing respect, and respecting the human dignity of the people that I’m working with, and understanding I’m not competing with them?”

The biggest competition in the digital age is Ed Hess, not Pete, not you, Pete, I got to compete. If I do my work on myself, I’ll be fine, and I know that I need you also, and I’ll help you work on yourself just like you help me work on it. No more is it Ed versus Pete. No more is it a zero-sum game. It all comes down to collective intelligence.

Pete Mockaitis
Well, so I love a lot of what you’re saying here in terms of, okay, so we start with the inner peace and the mindfulness, and we’re doing great listening and asking questions, and seeking dis-confirmatory evidence, and being curious and exploratory, and focusing on other people, and having sort of the multi-people intelligence enable the hyper-learning as opposed to digging deep on speed reading or memory tricks, the focus is on the human dimensions.

And so, I’m curious, so we’ve got “Chapter 8: Having High-Quality, Making Meaning Conversations.” So, we’ve already got a couple pro tips for the listening. Are there any sort of key questions or things that we should do in order to engage in these conversations that facilitate hyper-learning?

Edward Hess
Yes. So, let’s go back to the bases. First, we have the “come to the meeting with the right intentions about the meeting.” We have to come into the meeting as best we can with a quiet ego, a quiet mind, a calm body, not be stressful, and a positive emotional state. The highest levels of learning are enabled by a positive emotional environment.

The workplace people are going to need is, my good friend Amy Edmondson, psychological safety is a requirement. So, you got to ask yourself, “Okay, and if these not people that I work with all the time, how do I behave in such a way that Pete trusts me? Because psychological safety is built upon trust. I trust you’ll do me no harm. I trust that I can speak up, so it comes down.” And in the book, there’s workshops as to “If I want to basically engage in a caring manner with someone else, how do I behave that way?”

The book is very practical, “How do I have to behave so you care about me? How do I have to behave so you trust me? What would I do?” And when I do my work in this, I have teams of people that work together and they do exercises, such as “What does a person have to do for you to trust them?” And then you do the opposite, “If a person does X, how will that basically hurt trust?” And people have a conversation. So, they’re having a conversation, what caring means to them. How will they feel cared about? When would they trust somebody? And they’re learning from each other. And then they’re asking each other, “Okay, now how can I improve my behaviors? How can Jane improve her behaviors?”

Making meaning conversation is when people come together to learn from each other to basically make meaning of words which, in the workplace, we all take for granted. And so, for any conversation to make meaning together, you have to do what? You have to truly try to understand the other person’s point of view in a non-judgmental manner. You have to actually put yourself in their shoes. Then you have to evaluate their data, and they’ll evaluate your data. But the goal is to come to the best answer. And it sounds I know a little, I don’t know, soft. But you know what?

Pete Mockaitis
I think it’s dead-on. I mean, Annie Duke, a professional poker player, talked about this.

Edward Hess
It is soft. And, basically, if you want to go out ten years from now and say, “What’s going to be the most important human skill or what’s going to be the thing that we add to the world that technology doesn’t add?” It’s going to be emotions, positive emotions. It’s going to be emotional engagement. Emotions are going to have to come into the workplace big time, and that’s going to challenge a lot of organizations, a lot of people, because people are going to have to be very cognizant of setting the right emotional environment. But also very important, cognitive or working on being emotionally the type of person that people want to help and want to collaborate, because I keep coming back to the words collective intelligence.

Collective intelligence is going to be the difference between winning and losing in the business world going forward for organizations. And that means it’s not any one person. It’s a group. So, am I the type of person that people are going to want to help? Do I want to be the type of person that people are going to help? Then I got to get down and I got to think about, “Okay, how do I come across? Am I consumed with myself?” And you learn real fast that in order to be your best self, you have to become selfless, and you have to define your ego in a different way.

Most of us, and that’s the concept of new smart in the book, most of us raised in the education system, and basically up to about age eight or ten, young kids are hyper-learners. They have no fears. If you remember how you learned how to ride a bicycle. Somebody may be holding, it may have wheels, but someone helps you on, or you get on, they say, “Move your feet,” and you fall off. What did you do as a kid? Most kids, somebody may cry, somebody may not, but it doesn’t matter. They get up, they dust themselves off, and they get on it again. And they keep getting on it till they move that bicycle a little bit. They basically have the courage to go into the unknown, they have the resilience to bounce back, and that courage is to figure out how to make this work. Well, that’s what we’re going to have to excel at doing.

But about eight to ten, it starts getting schooled out of us, and we all get focused on grades, all on grades. And I‘m sure you made the highest grades in your class, but in order to make the highest grades in your class, what did you have to do? You had to make the fewest mistakes. So, we were raised to avoid mistakes. We were raised on being smart, and our egos started being identified with smart. And once we identified, and the older we get, with being smart, and we go up in the hierarchy in companies, we think we know things. We’re smart, we got the big office, and we’re very protective of our ego, and the fact that we don’t want to be wrong. And we’ll argue to Timbuktu on anything.

Well, that’s a pathway to basically failure because, in the world we’re going into, the change in the philosophy, we need to redefine our ego from that definition of smart to new smart. And new smart has five principles, but I’ll just share one. The number one principle, I’m defined not by what I know or how much I know, but by the quality of my thinking, listening, relating, and collaborating. I just changed the definition from a “how much” and a “what” to the quality of my thinking, listening, relating, and collaborating.

And if people take that approach, it makes it far easier to be an effective collaborator. It makes it far easier to build caring, trusting relationships, which are caring, trusting relationships are the condition precedent to the highest levels of making meaning together. You can’t make meaning together unless you trust each other, and you believe that the other person is not going to harm you, or use your mistakes against you, or ridicule you to the boss, or whatever.

And so, what this really means is all the political gains in business is going to basically go out the door. Basically, you got to take all that stuff, you get a giant trash bag, and dump it all in, tie it up, very, very tight, don’t put it in the dumpster. Actually, take it to the trash place and watch it shredded.

Pete Mockaitis
Okay. Well, that’s a powerful note there. And, yeah, I’d love to hear now if you could share a favorite quote, something you find inspiring.

Edward Hess
I think so much of it goes back to the golden rule. I think the other thing, I think what’s so important, and I’m paraphrasing here, we have to accept the fact that no one, and this is from professor Barbara Fredrickson, no one achieves excellence by themselves. That, to me, is very powerful.

I think the other powerful quote that I keep in mind now is from Daniel Kahneman who predicted, I think it was in the summer of July 2019, that by 2030, there will be no cognitive function that a computer will not be able to do better than a human being. And the reason that’s such a powerful quote, it basically alerts all of us that we’re going to have to develop skills that are different than most of the skills that we’ve been developing in the past. And all of those skills are going to be the soft skills because the human part is going to be the part that becomes so very important in society.

And so, I think that I’m old enough that back when everybody served in the military, the quote, “Leaders eat last.” “Always take care of your team before you take care of yourself,” I think all of those are still valid. Leaders eat last. You don’t go to the head of the line. And some of the best leaders that I’ve ever had the privilege of working with were the most humble people who basically were other-centric.

Herb Kelleher with Southwest Air, Horst Schulze of Ritz-Carlton, the senior leadership team back when I was working with them at UPS, and Mr. Casey at UPS, it’s recognizing the human dignity of the people you work with, and that people are not just a cog in the machine. I think the other thing is that the industrial revolution model of humans being machines doing the same thing over and over again, technology is going to do all that type of work, and we basically have to get out of this machine mindset, and we need to basically figure out how we’re going to create the environment where people can flourish and have meaningful work and meaningful relationships that raises the big challenges for big companies that are basically focused on a model that’s command and control.

You cannot command and control somebody that thinks at their highest levels. I cannot say, “Pete, I command and control and direct you to be innovative. I command and control and direct you to be creative. I command and control you to think clearly.” That stuff doesn’t work. That doesn’t work. And so, for your viewers, and you’ve got a wonderful viewing group, the thing that I leave with them is I invite them to basically consider to become not just a hyper-learner but to become an awesome hyper-learner. Because I think, based on what I know from reading about your listenership, I think many of your people will embrace, if you will, the challenge that’s here, but also, they’ll have the right mindset, the right growth mindset, to go out there and say, “Let me try some of these things. Let’s try and see if it works.”

Pete Mockaitis
All right. Well, Ed, thank you. This has been a treat. I wish you all the best in your hyper-learning adventures.

Edward Hess
Thank you very much. Thank you for having me in. I wish you all the best and keep doing the good work you’re doing, man.

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