Tag

Mindset Archives - Page 3 of 20 - How to be Awesome at Your Job

866: How to Bounce Back, Find Your Flow, and Thrive in Adversity with Darleen Santore (“Coach Dar”)

By | Podcasts | No Comments

 

Darleen Santore says: "Don’t run from the adversity. Learn from it because the more you learn from it, the more you’re going to be able to use it."

Darleen Santore (AKA “Coach Dar”) coaches us on how to reframe setbacks and face adversity head on.

You’ll Learn:

  1. How to bounce back from setbacks faster
  2. Why willpower isn’t enough
  3. How to reframe any setback

About Darleen

Darleen Santore, best known as Coach Dar, is author, Occupational Therapist, motivational speaker, and the former Mental Skills Coach for the Phoenix Suns who works with professional athletes and CEO’s around the world. As a therapist, executive advisor and mental edge coach, Coach Dar blends a knowledge of science, psychology and leadership with her personal passion for life. Her first book was just released, The Art of Bouncing Back: Find Your Flow to Thrive at Work and in Life – Anytime You’re off your Game.

Resources Mentioned

Darleen Santore Interview Transcript

Pete Mockaitis
Coach Dar, welcome to How to be Awesome at Your Job.

Darleen “Coach Dar” Santore
Thank you so much for having me.

Pete Mockaitis
I’m excited to dig into your wisdom that you’ve captured some of that in your book The Art of Bouncing Back: Find Your Flow to Thrive at Work and in Life ― Any Time You’re Off Your Game. And you know a lot about bouncing back in your professional world and your personal world. Boy, can you tell us the story of three strokes and how you bounced back there?

Darleen “Coach Dar” Santore
I wish I could tell you it’s just one or none, but it was three. And I think that’s part of the reason is you get what you’re going through in life so that you could teach from it. And this was something, ironically, I am an occupational therapist, I was a therapist on the stroke and brain injury floor, and I was 25 years old, and I had just gone to go see a chiropractor because I had sciatica, and they worked on my neck, manipulated my neck.

And a few days later, I was at work, and, all of a sudden, I’m walking and the floor flips upside down, and the floor is the ceiling, and the ceiling is the floor, and I cannot see. And I thought, “What is going on?” And the irony is I didn’t even know it was a stroke but it was. What had happened was when they manipulated the neck, they ripped the vertebral artery and so it bled to the brain, and it was a slow bleed until it occluded blood to the back side of my brain, and that’s when I started to have all these symptoms.

But they would come and go because the blood flow would put pressure and then it would take it off a little bit till finally it had occluded all blood supply to the brain, and that’s when I had all the symptoms of a stroke. And the good news and the bad news of that was that scar tissue, eventually, enveloped the blood clot but it could dislodge any day as it was on its way to developing scar tissue, and I could die in any day is what they told me.

And I thought, “Wait a minute, I’m the therapist that takes care of patients like this. I’m not supposed to be receiving this information, especially at 25 years old.” But I did, and it was part of the journey, and I worked through it, and I thought I was on my way, making my way through life in this scenario, and then about six years ago, I had my second, and about three or four years ago, I had my third, which was my worst one.

Pete Mockaitis
My goodness. And so, tell us how did you go about bouncing back?

Darleen “Coach Dar” Santore
I will tell you, when this first happened, I was not as prepared. You’re 25 years old, you don’t have all the tools. Whereas, by the one I just had three, four years ago, I’m now 47, I have been helping over 100,000 people with their mindset, mental state, how they bounce back, so I was able to use all the tools, and it truly did help.

And that’s why during this time of writing this book, I could truly say that these principles are the principles that I used to not only help professional athletes, CEOs, but myself. And it works because when you work on your mental fitness, you truly do get stronger. But like anything, if you don’t put time into it, it’s not going to be there, it’s not going to be as strong. So, I am very much encouraging people, you don’t have to wait for adversity to come to start working on your mental foundation. You could start working on it now.

Pete Mockaitis
All right. Well, I’d love to get into the how-to of working on one’s mental fitness, mental foundation. Can you first share with us just what kind of impact that makes if these sorts of practices are faithfully engaged in versus neglected?

Darleen “Coach Dar” Santore
Well, you know where to pull from, so if you don’t have these tools, and it happens, it’s just a harder learning curve because you’re trying to learn in the middle of the valley, which you can. You absolutely can. It’s just going to take longer. So, I’ll say to people, when you’re working on your mental fitness, and you could do this right now without having anything like I just shared catastrophic or lifechanging, you could work on it.

So, the day doesn’t go so well, you’re trying to do something, it doesn’t work. You have tech glitches. You are stuck in traffic. Your child is going through something. It could be something even like you’re getting laid off from a job right now. If you have the tools, and you’ve been taught this, it doesn’t mean it’s going to take away the pain. You know how to embrace it. You know how to go back to what your hardwiring is. You know how to reframe the setback, so you have the tools right there to set you up so you come back faster.

It’s equivalent to someone who’s physically in shape, gets injured, goes into the hospital, their muscle fibers and strength are there to help them to get back faster because they have more muscle mass, they have more strength. So, when they’re trying to get back, they’re not atrophying from something that’s already atrophied. It’s the same with our mental muscles. If you’re building them and they’re strong, they’re going to be there to support you when something happens. And right when it happens, you’re able to stay agile, which is the key to success.

Pete Mockaitis
Okay. So, it sounds like any number of setbacks, frustrations, disappointments, heartbreaks, traumas, this mental fitness stuff can help us bounce back from any and all of these better?

Darleen “Coach Dar” Santore
Yes, absolutely.

Pete Mockaitis
All right. Well, please, Coach Dar, lay it out for us, how do we get better at bouncing back and build that mental fitness?

Darleen “Coach Dar” Santore
Well, you start, for whoever is listening, whatever has been the hardest thing you’ve been through or whatever you’re challenged with right now that’s adversity, you have to embrace it. The first principle is, embrace the suck. And the reason I start with that is because you can’t go to positive Pollyanna, “Don’t worry about it. Try to shake it off.” You have to embrace, “What are we dealing with?”

So, say, someone just got laid off from their job, we have to embrace it what it is. We have to embrace the emotions of it because if we don’t deal with things, they will surface in another way. So, you embrace it, you figure it out. Just like the military would when they’re in the middle of battle, “What is the situation we’re dealing with so we could accept it and create a plan?”

That’s where we want to be at step one, we want to embrace it, for accepting it for what it is, good, bad, and different, fair, not fair, it doesn’t matter. What are we dealing with so then we could create a plan to move forward from it? Because if we don’t create clarity in the chaos, we cannot create a plan, necessarily.

Pete Mockaitis
Okay. And so, when you embrace it, that’s sort of not saying, “Why me? This is bull crap.” Or, what does embracing mean and not mean?

Darleen “Coach Dar” Santore
It just means we’re accepting the reality of what is. So, I’m going to give something even a little bit more challenging of that, which is I’ve lost both my parents recently. When I lost my father, of course I’m grieving, of course I’m hurting, but I had to, at some point, accept I can’t bring my father back. I have to embrace it. I have to. It’s not “I can’t change it, so what do I need to do about it?” I could grieve it. I could work through it. I could start to shift from grieving at some point to celebrating his life.

When I had my stroke, I can’t change the fact that I had it. It doesn’t matter whether it’s fair or unfair. At some point, I have to say, “This is what happened. I could call someone and I could say, ‘I am sad about this.’” “Great. Let’s talk about it.” But I’m still embracing talking about it. I’m not waking up in a delusional state, saying, “I don’t want to deal with this.” Whether I do or I don’t, it’s what happened. So, we face reality head on, and we work through our emotions on it, and then we create a plan from it.

Pete Mockaitis
Okay. Well, let’s talk about the next steps then.

Darleen “Coach Dar” Santore
So, the next step would be understanding our hardwiring. When you understand how you are hardwired, which is your strength, your talents, this creates what I call a confidence card. So, when I had my stroke, while certain things were taken away from me, my knowledge of how to bounce back, my knowledge as a therapist did not go away. My abilities to still communicate with people, it was different but it didn’t go away altogether.

I had trouble saying words but I still was able to speak where some lose all of their speech. I might not have been able to move as well but I was not completely paralyzed. But my point was/is I still had who I am, fundamentally, within me. If you get laid off from a job, your job was taken away, but your gifts are not taken away, so you just have to reestablish, “Where can you use your gifts and talents somewhere else? How else do you need to get up and get back up?”

So, oftentimes, we feel like we have no control, and I try to bring you back to this principle. You have full control of your hardwiring, and your hardwiring is your confidence code. I work on professional sports, our athletes all have scouting cards, it’s kind of their stats. I help them create their scouting card, their confidence card, so when things go bad, a bad game, I could go back and say, “Don’t forget you still are talented in this, this, this, and this area. It was a bad game. It doesn’t mean your gifts went away.”

Because they’ll often say, like, “What happened?” I’ll say, “No one took away your talent. Your talent is still there. The game just didn’t flow. Let’s get you back into flow but just remember you still have your gifts and talents.” And when you do that, that’s where confidence comes back even in the middle of lull.

Pete Mockaitis
Okay. And in the remembering, is there a particular practice or key steps to bring back that from?

Darleen “Coach Dar” Santore
That’s why we’re writing it down. Yup, you write it down. So, right now, it would be good if, people are listening, to do step two. Every principle in this book, you, literally, could journal it through like it’s your own playbook. If you can’t even remember what you’re good at, for some reason you’re in a lull, ask people, “Hey, what are the things that you would say I’m really good at?”

If you could do self-inventory, write it down, and then you put it somewhere, put it in your phone, put it on your desk, put it somewhere that you get to go back and read this. Because what happens is when we get in the middle of struggle, we start to doubt, we start to lose faith, we start to forget, and this is your visual to bring you back neurologically, to say, “No, this is what is true. What you’re telling yourself right now is false. But this is truth.” And so, this is your reset for you.

Pete Mockaitis
Okay. And then what’s next?

Darleen “Coach Dar” Santore
You then take these and you start to understand that you have to find why power. I take you through a couple chapters of seeking, applying feedback, to then moving into why power.

You want to seek feedback, and then you want to apply your why power. Why power over willpower. Because when you understand why you’re getting up, literally, “Why should you get up when it’s so hard?” Well, because, one, you still have a reason to be here. Two, when you write your why statement, you find your anthem for the year. You know where to get back to.

And example of this is I had a player who got injured, and I said, “Okay, you might not be able to inspire greatness…” which is what his mission statement is, what his why is, “…on the court, but you could still do it to your teammates. You could still do it in your community.” So, when we were able to get back to, “Why should you still get up every day when you’re not playing in the middle of an injury?” Well, because you still can go and help others around you until you get back into play. And by doing your rehab and getting up, you will, eventually, get to inspire greatness on the court.

I have a CEO. His why is, “Dar, I just want to be able to add value every day.” Well, he can’t add value if he sits in his house and never leaves. So, when he went through a hard time, I said, “Okay, what are other ways you could add value? Maybe you can’t get into the office right now with this challenge that you’re doing but you can make phone calls, you could, literally, to your family, could still add value.”

And he said, “Every day, I want to be able to wake up and know that I matter, whether I’m a CEO or not. So, through my conversations with my wife, am I adding value with her, with my kids, with my community?” He has purpose beyond just his position, and that’s important for people, to have purpose beyond their position, and your why gives you that. It’s not tied to a role. It’s tied to a bigger purpose. And in the book, I have people, literally, break it down on how to come up with the why.

Pete Mockaitis
Do tell. How do we come to the why?

Darleen “Coach Dar” Santore
You get to go and you get to look at, “What were all core values?” Look at core value words. You have words, core value words that something is going to pull at your heart, and you’re going to say, “Okay, if my life is being played out right now, and this was the anthem for my life, truly this was what was being played back, this was what people knew me for, would I be proud of that?”

And you are, literally, the person who’s writing the masterpiece, writing the script of your story, writing the theme of your life theme. And if you could choose one word of what that would be, what would be that anthem? What’s one core value you’d like to stand on? So, the player was greatness, the other person was value, mine is greatness, another person is integrity. They want to lead a life of integrity. They want to help people lead a life of integrity.

So, you have to pick a word that works for you, and then that becomes your anthem. And it, literally, starts to drive you. This is something that we could talk an hour just on, I’m breaking it down, but that’s just to get you started in understanding there’s power in why. Because if you just will yourself consistently, “I’m going to will myself,” you’re going to lose willpower.

But why lights a power within you. Willpower just lights a fire underneath your feet for a little bit. Why power lights a fire within you. It’s a reason for getting up. It’s bigger than you.

Pete Mockaitis
Now, when you say anthem, are you quite, literally, referring to music?

Darleen “Coach Dar” Santore
Oh, well, I do tie music to the anthem. So, mine is awaken in greatness. And so I took awaken in greatness as my life anthem, and then I actually made a yearly, I make a yearly anthem that goes with it. So, in order to awaken greatness, I then have, I put my word this year as next level. I want my conversations, my connections, my ability to touch people to be just at another level.

So, my music theme is Superman. When my alarm goes off, I actually set my alarm to the theme. So, when I wake up, I don’t wake up to an annoying alarm. I wake up to an anthem so it starts my day, so I’m already reminded of it. Neurologically, it’s a neuro hack.

Pete Mockaitis
Well, now I’m curious, if you start at the very beginning with the buildup swells from the planet Krypton song or is it right into the “Pa, para, rah”?

Darleen “Coach Dar” Santore
It’s right into it.

Pete Mockaitis
Okay, important clarification.

Darleen “Coach Dar” Santore
But maybe I will go back and start it from the beginning just because it’ll slowly build as I slowly wake up.

Pete Mockaitis
As a youngster, I watched the Christopher Reeve “Superman” movie on VHS repeatedly. So, it’s very special.

Darleen “Coach Dar” Santore
So, you can appreciate this. It’s one of my favorites.

Pete Mockaitis
Okay. So, we got the why and the anthem. What’s next?

Darleen “Coach Dar” Santore
So, we’ll move to, then after that, it’s also increasing emotional intelligence. I want people to be able to increase their emotional intelligence, their awareness, how they show up to scenarios. So, again, this is mental fitness. If you’ve been in a situation, you want to have some emotional awareness of what got you into that situation, what are some of the things that you could change. If you do not have EQ of how or what, then it’s hard for you to make adjustments.

Also, emotional awareness and EQ allows you, so when you show up to a space, you could read the room. You know how to inflect, when to interject, how to speak. And so, often if we don’t have EQ, it’s hard for us to, which we’d move to next, would be reframing things, because we don’t even understand what the problem is.

Sometimes we have to bounce back from things that we created the problem. Maybe it was something we said, how we said it, what we did. So, if we don’t have EQ, emotional intelligence, how the situation came about, it’s going to be hard for us to reset, to reignite, to reframe it. And so, I really, really work with a lot of people, honestly, most of coaching is getting people to have emotional intelligence on themselves in a situation.

Because, while I can’t control someone else, I can certainly control myself. I can control how I deliver a message, I can control how I say things, and I can control my level of acknowledgement so that I could have some compassion for the scenario. But if we don’t have awareness, it’s really hard for us to change.

Pete Mockaitis
Okay. And so, can you share with us what might be an exercise or a reflection that brings about an upgraded emotional intelligence?

Darleen “Coach Dar” Santore
Having people often go and say to someone, “Hey, when I was in the meeting with you, how was it? How did you feel? What was the conversation like for you?” because you want to get some feedback. That’s why one of the principles is seeking and applying feedback. You want to get feedback from people to know how you can adjust.

Again, working in pro sports, we have to get feedback all the time. The players, literally, are getting feedback right there. They have to know how to seek and apply the feedback, and then have awareness of how their energy, their state, their emotions are contributing or hurting the team, and then make adjustments in real time. And they have people telling them right there that they have to make adjustments.

And I often laugh because, in the corporate world, working with some of my clients in the corporate world, they might get a 360 review once a year, or maybe quarterly, and they wait a whole quarter to seek and apply feedback or have awareness, EQ, to what’s going on. That’s why coaching is so effective because it keeps you accountable consistently and teaches you how to create self-accountability.

And so, I had an executive that I was working with, and I said, “This issue keeps coming up. I would love for you to do your own 360 at this point to seek feedback, to also ask, ‘What is it like when I’m in the room? What is it like when I’m leaving the meeting? How does everyone feel?’” By doing this, they will start to have awareness of how their tone, their behavior, their mannerisms were affecting everyone.

I had an executive, smart, talented, but every time they were in a meeting, they kept tapping their pen, tapping their pen, and tapping their pen on the table, shaking their foot, looking everywhere else. So, what did everyone start to feel? Like, they needed to get what they needed to be said quick because they only had a few minutes, which doesn’t allow people to have a stroke of genius, or want to share openly. They feel rushed and they feel like they don’t matter.

And that’s not how the executive is. It’s just her presence what’s creating this state for people, that they were never able to fully be them in the rooms. She was not getting the best of her team, and not because the team wasn’t good but because of how she was showing up. So, once we shifted that, which, really, I just gave her a paperclip to rub on, she had energy she had to get out. So, she didn’t even know she was conveying it that way, but that was her seeking and applying feedback, and then having some emotional intelligence and awareness of knowing how to change that.

Pete Mockaitis
Okay. And what’s next?

Darleen “Coach Dar” Santore
So, once you go from this, you can then start cultivating grit. Cultivating grit is I want people to understand that adversity is something that could absolutely advance you. And this is where we start talking about getting comfortable with being uncomfortable. And we hear this a lot but we tune it out. But I challenge people at a time of day-to-day, are you just allowing your day to be average? Are you allowing your day to just go by?

Are you putting yourself in situations that are going to help challenge you, grow you? How about having the conversation that you need to have with someone? How about doing something that you always want to do but you were afraid to, pushing yourself a little bit? It could be something that I have go people go into the cold plunge, one, because there’s physical benefits to it, but, also, when you put yourself in a situation you do not want to be in but you know it’s going to help make you better, you started to cultivate some grit.

And then when people are going through challenges, I’ll say, “Don’t run from the adversity. Learn from it because the more you learn from it, the more you’re going to be able to use it.” Listen, after three strokes, I could tell you by the third one, while I was definitely upset and it was my worst one, I had built so much grit, so much resiliency that I knew how to lean into it versus run from it. I knew what I needed to do for my therapy. This was not my first rodeo.

So, imagine now you’re in a relationship, and every time you keep running from conversations, it doesn’t help. But now you’re going to lean in, and say, “Let’s have this difficult conversation. Let’s talk this through.” You just developed depth. Grit is almost like depth. You created some depth within the relationship, so now it’s not as hard the next time.

And what I want to say is grit actually creates flow, which creates freedom because you know how to handle hard. And, oftentimes, people don’t know how to handle hard and they just run from it, so you can’t develop resiliency, and all of this is building muscle. You can’t develop muscle unless you’ve been put in the pressure of a situation, that’s why when lifting weights, you have to lift heavier in order to keep building. Well, you can’t develop mental strength unless you’re willing to put yourself in some tough situations. So, running from adversity will never build up, but leaning into it will.

Pete Mockaitis
Well, I dig that reframe there, and I’m curious if there are any others that you and clients have found super powerful and useful?

Darleen “Coach Dar” Santore
So, reframing setbacks is a whole separate chapter, too, and I want to just say I remember a player that came off of playing, and he said to me, “Dar, I suck. I’m horrible. I can’t. I don’t even know why I’m playing,” and all of this negative talk. And I said to him, “Hold on one second. You are in the one percent. You are a professional athlete. So, you get to say this for about 30 more seconds and then we’re moving on.”

The reframe from this is “The game was not bad. You’re not bad, okay? The game may not have been great but you still are great. Going back to principle two, let’s go back to your hardwiring. Are you still good at this, this, this, and this?” He said, “Yeah.” I said, “So, if you are, the reframe is that game might not have been bad, but I’m not bad.”

Now, take it to the business world. A project doesn’t go well. You lose a proposal. Something shifts in it that you don’t have control of, and you don’t just stop and say, “Well, we should shut down the whole business.” You reframe it to say, “That didn’t go well but we still have the ability to make this great. We are still a talented group, we just have to reframe this and reset this to see it for what it is, what is truth, what is false, what are we dealing with.”

But when you get people to continue to reframe, then they show up better because they don’t look at every obstacle as catastrophe. They look at it as, “This is an obstacle that could fuel us if we’re willing to learn from it, but it’s hard.” And I keep going back to people want to just coast. They just want to idle. They don’t want to push themselves. You can’t row to be great if you’re just going to idle. So, you want to lean into this, and the reframing is, “This is a bad day, not a bad life.”

“This was a bad project, it didn’t go well, but that doesn’t mean we’re bad.” Does that mean everyone in the company is horrible? Absolutely not. So, when you could reframe situations, you could then move forward from them again. You could see them from what is truth and what is false. And when I had my third stroke, I reframed it to say, “Well, I’m still able to walk. I may not walk well but I could walk. At least I’m not in a wheelchair at this moment.”

That’s a reframe because what that does is it gives me hope and it gives me reality of where I really am because I could look at it as the victim role, and I could look at it as, “This is awful,” which it’s hard, but there could be worse things. So, when you reframe it, you could see it for what it is to go forward.

Pete Mockaitis
All right. Well, tell me, Coach Dar, anything else you want to make sure to mention before we hear about some of your favorite things?

Darleen “Coach Dar” Santore
I think the last thing I would say is, in this, once you go through this, you learn how to the last principle, how to turn the page. And when you learn how to turn the page, which is, like I said, you don’t brush it off but you accept it, you acknowledge it, you learn from it, you deal with it, you build the grit you need, the muscle, you could turn the page on the pain that’s been holding you back so you could write a new chapter, so you could start to lean into purpose.

So, turn the page on what’s been holding you back. Let it go. Learn from it. Let it go. Release it. And then let’s move forward so you could write your new chapter so you could step into what’s ahead of you. It really will help you so that adversity will advance you.

Pete Mockaitis
All right. Now, could you share with us a favorite quote, something you find inspiring?

Darleen “Coach Dar” Santore
Well, I have a couple but one is Coach Monty Williams of Phoenix Suns says, “Everything is on the other side of hard, because once you get through what’s challenging, you’ve grown from it.” And we can’t get better if we don’t go through the hard things.

Pete Mockaitis
All right. And a favorite study or experiment or bit of research?

Darleen “Coach Dar” Santore
A favorite study. I’m not sure what comes to mind but I will say that I love about the ability, and we know the research of Atomic Habits, stacking habits, and how when you stack habits, you’re much likely to succeed in the journey that you’re on. So, if there’s habits, the research they’ve shown, if you stack them, put them next to another thing you do every day, you’re more likely to win in a goal that you have set. So, Atomic Habits and stacking habits, it’s great research.

Pete Mockaitis
All right. And a favorite book?

Darleen “Coach Dar” Santore
Atomic Habits other than what I just wrote.

Pete Mockaitis
And a favorite tool, something you use to be awesome at your job?

Darleen “Coach Dar” Santore
Well, a favorite tool that I have is this thing called BrainTap, and it’s a way to do almost passive mental fitness and meditation, so it’s not as hard, and it really does show great results for people to be able to decrease anxiety, increase creativity and innovation.

Pete Mockaitis
Okay. And that’s an app, BrainTap?

Darleen “Coach Dar” Santore
BrainTap, it’s a headset and an app that you can get.

Pete Mockaitis
Okay. And is there a key nugget you share that really seems to connect and resonate with folks; they quote it back to you often?

Darleen “Coach Dar” Santore
They always quote me and say, “Dar is always reminding me to raise the bar, which is not to do more but just to do what I do really well, and life gets better.” So, level up the standard of your life, your mindset, and stay on it, don’t give up because every day, it’s worth the fight. And that greatness is open to all but earned by few.

Pete Mockaitis
Okay. And if folks want to learn more or get in touch, where would you point them?

Darleen “Coach Dar” Santore
CoachDar.com is a great place for people to go, and also on social media, you could find me on LinkedIn, Darleen Santore, or on Instagram, it’s thecoachdar. And I put a lot of inspirational things, mental fuel, tips, biohacks to help you with your brain health, so follow along. And you can get the book on Amazon, and Barnes & Noble stores, or you can go to CoachDar.com, all the information is there.

Pete Mockaitis
Okay. And do you have a final challenge or call to action for folks looking to be awesome at their jobs?

Darleen “Coach Dar” Santore
I would encourage you to lean into raising the bar of excellence. Be intentional when you do something. You do it to the highest level. Working in pro sports, everyone is expected to bring their best game, and then I was at Apple, working with them at their headquarters. And when you walk in there, they’re told, “This is where you’ll do the best work of your life.” You don’t have to work at Apple to have that standard. Make that your standard for your life.

Pete Mockaitis
All right. Coach Dar, this has been a treat. I wish you and the book lots of luck.

Darleen “Coach Dar” Santore
Thank you so much. I appreciate you.

857: How to Stop Feeling Doubtful and Start Feeling Successful with Laura Gassner Otting

By | Podcasts | No Comments

 

Laura Gassner Otting says: "Success wasn’t an endpoint but it was a waypoint."

Laura Gassner Otting reveals the surprising reason why success can sometimes feel like a burden—and what to do about it.

You’ll Learn:

  1. Why success often makes us feel conflicted
  2. How to turn impostor syndrome on its head
  3. How to find your confidence when doubt settles in

About Laura

Author, Catalyst, and Executive Coach Laura Gassner Otting inspires people to push past the doubt and indecision that keep great ideas in limbo by helping audiences think bigger and accept greater challenges that reach beyond their current, limited scope of belief.

She delivers strategic thinking, well-honed wisdom, and perspective generated by decades of navigating change across the start-up, corporate, nonprofit, political, as well as philanthropic landscapes. Laura is the author of Limitless: How to Ignore Everybody, Carve Your Own Path, and Live Your Best Life (2019), as well as Mission-Driven: Moving from Profit to Purpose (2015). Her most recent book is Wonderhell: Why Success Doesn’t Feel Like It Should . . . and What to Do About It (2023).

Resources Mentioned

Laura Gassner Otting Interview Transcript

Pete Mockaitis
Laura, welcome back to How to be Awesome at Your Job.

Laura Gassner Otting
Hey, Pete, I’m glad to be back.

Pete Mockaitis
Well, I’m excited to dig into the wisdom of your latest work Wonderhell: Why Success Doesn’t Feel Like It Should . . . and What to Do About It. Whoa, that’s a big concept. Laura, what even made you think this is a thing you want to write?

Laura Gassner Otting
Well, I think a lot of personal development and self-help authors write the books that they needed but they couldn’t find. So, when my last book Limitless that I talked about on your show last time came out, I suddenly found myself in this place where I was like, “Oh, that book did okay. It did pretty good. I wonder what pretty great would feel like?” And I saw this potential that I had in me, that I didn’t even have a mailing list when the book came out, and it debuted as a bestseller, and it was, like, “Pretty amazing. But how do I make it even bigger? Like, how do I do the next thing?”

And in that moment of success, well, I thought I was at the end of the line, I thought I was done, I was finished, I published the book, great, I suddenly realized that success wasn’t an endpoint but it was a waypoint. It became this portal that showed me that there was even more inside of me. And so, I had this moment where I realized, like it’s exciting, it’s humbling, it’s amazing, it’s wonderful, but also now I have this burden of potential that’s sitting on my shoulders, and I’m filled with anxiety, and fear, and dread, and uncertainty, and doubt, and impostor syndrome, and exhaustion, and burnout.

It’s wonderful but it’s kind of hell. It’s sort of Wonderhell. And so, I went about reading all the self-help books that were out there, like I 10X’d, and I crushed it, and I leaned in, and I washed my face, and I apologized, and all the things I was supposed to do, and, Pete, none of them worked. And so, finally, I was like, “All right. Well, there got to be people who know.”

So, I just started talking to other people who have been super successful people.

And it turns out that there are no answers, that we don’t actually get through these moments of Wonderhell but we just learn how to get more comfortable in them because on the other side of this Wonderhell is just the next one, and the next one, and the next one after that. And so, the book really talks about everything I learned from these people and how they learned not just to try to survive these moments but how to look forward to them, and thrive in them instead.

Pete Mockaitis
Okay. So, then let’s capture the main idea here. So, we achieve a success, a goal, a victory, something cool, and maybe it exceeds your expectations, like, “Whoa, all right, there we go.” And so then, you’re suggesting the common emotional experience for such achievers goes like what?

Laura Gassner Otting
Well, so what happens is every time we experience success, whether it’s a huge success, like, “I just sold my first company,” or a small success, like, “I just sold my first consulting contract,” or, “My first tube of lipstick.” Like, it doesn’t have to be like this huge massive thing. We think we’re like, okay, we’ve been sold this bill of goods, like, once we succeed everything gets easier. Like, once you just get to the other side of this project, this potential, this committee, this promotion, everything will get easier.

And what I learned from my own experience and from all the people that I talked to is that it actually doesn’t get easier. In fact, it gets harder because every time we achieve something, we realize that there’s more inside of us. Like, the success becomes a portal to everything else we could be. And so, we feel this faster pace, this bigger hunger, this drive to see what else is out there and what else we could be. And because of that, success never feels as good as we think it’s going to feel because it’s never the endpoint. It’s just a waypoint.

Pete Mockaitis
Well, I’m intrigued, Laura, when you said bigger hunger, I think sometimes, I’ve heard tales – I’ve experienced a touch this myself – that instead of a bigger hunger, it’s just like, “Okay, well, I’ve been chasing this thing for a long time, and I got it, and that’s really cool, but now what? I don’t really have a new big dream or goal or thing I’m after.” And, in a way, it could be sort of a downer, I think there’s less hunger. So, do you see that as well? Or, how do you think about this vibe?

Laura Gassner Otting
Yeah, absolutely. And for a lot of those people, there’s this moment that feels almost a little bit like burnout. So, the book, I wrote the book, it sort of emulates an amusement park, where, like, you go to an amusement park, you think it’s going to be fun. You can go to all the towns, you can go to all the rides, you can eat all the food. It’s going to be great.

And then it’s like 3:00 o’clock in the afternoon, and you’re a little sunburned and you’re a lot dehydrated, and that corndog in your stomach is not so happy, and you’re in line for the rollercoaster, and you’re like, “Do I really want to go on this? Like, I was told this was going to be fun. I thought this was going to be fun.”

So, success is kind of the same way, where you get to that goal, and you’re like, “I thought this was supposed to be fun. Like, why do I just feel kind of blah? Like, why doesn’t it feel better when I’m here?” So, the book is sort of organized around an amusement park, and there’s three towns: there’s Impostor Town, there’s Doubtsville, and there’s Burnout City.

So, burnout city, the first ride, like all the chapters are rides, the first ride of burnout city is the merry go round, which is that moment where you just say no hustle porn, you’re like, “I’ve done the thing, I’ve crested the mountain, and maybe right now, like, I’m okay where I am. Like, I achieved the big work thing, and now I want to spend time focusing on other parts of my life.”

So, we’re told that we need to keep going, like bigger, better, faster, more. As soon as you achieve something, you need to be “What’s the next thing you want to achieve?” And so, for a lot of the people that I spoke to, they saw their lives sort of in these seasons, where there’s a time for them to be building their businesses, there’s a time for them to be growing in their jobs, but then there are also times when they’re like, “You know what, maybe I don’t want to take on the next big thing, the next big promotion. And maybe I don’t want to syndicate my podcast. Maybe I don’t want to take on the job that’s going to put me on the road all the time because I’ve got small kids.”

So, it’s not even necessarily a case of “I don’t know what the next big thing is.” It can also be a case of, like, “Even if I do know what the next big thing is, maybe I don’t want to do that. Like, I don’t need to keep bigger, better, faster, more growing. I just want to expose other parts of my life right now because I’ve already done that thing over there.”

Pete Mockaitis
Well, hey, since we’re in Burnout Town, let’s complete our tour, and then visit the other two towns. And so, yeah, if folks find themselves in this kind of a spot, are there some cool stories or best practices you recommend for dealing with that effectively?

Laura Gassner Otting
So, one of the stories that I actually talk about in Burnout Town is the story of Jordan Harbinger, who is of the Jordan Harbinger Show, a very popular podcast, and he was approached to syndicate his podcast, a very successful podcast, people approached him to 10X the thing.

And he looked around, and he said, “You know, I spend all day long talking to incredibly successful humans who are all coming on my show at the time when they’re like launching a book, or a launching a course, or launching a mastermind, or some sort of thing.” And he goes, “And I interview them, and they’re like, ‘This is the part that sucks. This is the part where I’m on the road all the time. This is the part where I don’t see my kids. This is the part where I’m spending money out the wazoo and I don’t even know if I’m going to get it back. This is the part that sucks.”

“And then, afterwards, they’re like, ‘Hey, so, Jordan, when are you going to write your book? When are you going to have your mastermind?’” And he’s like, “No, it sounds terrible. Why would I want to do it?” So, when he got approached to syndicate his show, he looked around and he said, “Everybody I know who is doing the thing, everybody I know with a private jet is miserable. All they do is tell me about how expensive the private jet is.”

“And so, I looked around and I thought, ‘Why did I get into this in the first place?’ I got in this the first place because I want a ton of flexibility in my life. And he said, “Now, I’m married, I’ve got a baby, I’ve got another baby on the way,” and he’s like, “There’s only so many days I could say to my kids, like, ‘Hey, it’s Tuesday afternoon, your dad has got a super flexible job, let’s go to Disney World today so we can avoid the long lines on the weekend.’”

He’s like, “There’s only so many years I could do that before my kids are, like, “You, you old fart. We don’t want to hang out with you. We want to hang out with our friends and go play XBOX or something.” So, he was, like, “When I got approached for that, I thought about all the people that I talk to who are hustling, and who were exhausted, and who were miserable, and I looked at my little babies and I thought, ‘Nah, I’m good. I’m going to stay right here for a little while, and then, the syndication thing, it’ll be there later.’”

Pete Mockaitis
That’s right. And as I think about Jordan’s example, because I sort of follow his podcast world, and he’s done quite well for the show, I guess, without taking that pathway, and is, in fact, really a leader in this space, specifically, of smartly purchasing – not to get too much in the weeds and minutiae of the podcast industry – but smartly purchasing promo spots for his own show on other podcasts, which he recoups via just audience growth and then selling ads on his show in a beautiful replicable kind of scaling way, which is, like, “Oh, maybe that’s my future, too.” Thank you for sharing us the pathway to that. So, he’s still hustling, in a way, but on his own terms, it seems.

Laura Gassner Otting
On his own terms. And, speaking of podcasts, there’s another podcaster I interviewed for the show is Jonathan Fields, a dear friend of mine. And Jonathan talked about his own experiences with burnout, and his really were focused around this question of perfection. So, when he was younger, when he was a teenager, his grandfather just passed away, and they were cleaning out his grandfather’s house.

And he said, “Well, I went down to the basement and I found this pile of old paint and an old doorframe, and I stuck the door on a bunch of cement blocks, and I just started painting. And I lost myself for hours in the painting. And it was the first experience I ever had of being in flow about something. So, I decided I wanted to start painting album covers on jean jackets. And, in my mind, I had this vision of what the album covers would look like on the jean jackets, and then I would try to paint them. And I was not able to produce what I saw in my mind, the thing in my mind that I, literally, had no right to expect because I had no experience painting.”

And he said, “And then I would take these terrible jean jackets, and I would destroy them, and I was so filled with self-hatred about the fact that I wasn’t perfect at this thing, that the self-punishing behavior became super damaging.” And he said, “I took that perfectionist drive, and I took that through law school, through an early career in law. And so, one day I realized that I was, literally, putting myself in the hospital because I was so stressed about the perfectionism.”

And he said that he learned much later, and I learned this through my research, that there are three different types of perfectionism, and there’s only one which is like self-oriented, like wanting more from ourselves, which is even remotely good for us. But what he said was, now, he’s older, he’s in his 50s, he looks back and he says, “The truth is I just released my last book. It debuted as a US Today instant bestseller.”

He said, “I’m not that proud of that.” He goes, “I’m proud of it but I’m prouder of the fact that on page 34 or the third chapter, or the third paragraph of chapter four, there’s a paragraph that I couldn’t have written five years ago. I wasn’t capable of doing it. And now I know that when I see something that’s hard, I don’t go, ‘God, I can’t do it. I’m not perfect.’ I think isn’t it amazing that I get so spend the next 10 years getting better at that thing?’”

Pete Mockaitis
Okay. So, from the stories of Jordan Harbinger and Jonathan Fields, and your other research, any sort of key prescriptive to-dos you’d recommend if folks are in that space of, “Hey, just had a big success, and now having some burnout”? What’s to be done?

Laura Gassner Otting
Yeah. Well, I think that there are a lot of different ways that we can define success, and I think that when we finish one thing, we assume that the next success should be something else in that vein, like, either we’re going to build the next bigger business, we’re going to get the next bigger job, or we’re just going to just keep going on the same path.

And I think, based on 20 years on executive search and interviewing the most successful people in the world, I called all of them because they were super successful. They all called me back because, despite that success, they weren’t very happy. So, they were like, “Oh, is there another job, another promotion, another title, another organization out there?” Like, we think we’ll be happy when.

So, what I learned in that work in two decades in executive search is that we start our careers thinking that success is defined a very specific way. Like, whatever somebody told us at some point, whether it was a teacher, or a parent, or a boss, or an internet celebrity, or a guidance counselor before we had a frontal lobe, we were 17 years old, we start our career with a certain definition of success, and then we follow our entire career with this same one.

And I would say, like a specific tactic would be to ask yourself, “What actually makes you happy? How do you define success?” For some people, that success may be, “I want to make a bajillion dollars.” For other people, it may be, “I want to make just enough money but I want to be at home every night and have dinner with my kids.” For other people, it might be, “I want to cure cancer.” But everybody has different definitions. And even as we change, the world around us changes also.

So, my tactic for people is to check in with yourself. Don’t just blindly keep doing the same thing you did before just because it’s now. Like, keep thinking about it. And I think the pandemic is actually a perfect time to do this because I think a lot of us woke up in the middle of the pandemic, and we’re like, “You know, when life goes back to normal, is the normal I’m going back to really the life I want?” And I think, for a lot of people, the answer was “Not really.”

I don’t know anybody that came out of 2020, 2021, even 2022, not thinking that there were some changes that they wanted to make in some way. And so, I just think it’s a perfect time right now to reassess and to reprioritize.

Pete Mockaitis
Okay. Well, can you take us to another town within Wonderhell and share with us what that’s about?

Laura Gassner Otting
Yeah. So, why don’t we go to the beginning? Let’s go to Impostor Town.

Pete Mockaitis
Okay.

Laura Gassner Otting
So, Impostor Town is every time we figure out that there is something in us, something more that’s in us, something that we’re capable of doing. There’s also a voice inside of our head that goes, “Are you sure you should be doing this? Are you sure this is for you? Are you sure that nobody’s going to figure out that you’re a fraud, that you don’t belong here?”

And so, Impostor Town is there’s this great moment of, “This is exciting. This is something I want to do.” But then we hear these voices that go, “Oh, my God, you haven’t done this before. Don’t do it. You’re going to get hurt. It’s going to be a problem.” And I think we have to turn those voices around and hear them not as limitations but as invitations.

So, it’s not, “Oh, my God, you haven’t done this before,” it’s, “Oh, my God, you haven’t done this before. What an opportunity.” So, with the people that I spoke to, and I thought, Pete, let me tell you, I thought I was going to talk to these incredible people, like I said, glass ceiling shatterers, Olympic medalists, startup unicorns, and they were going to tell me how they got through impostor syndrome, like how did they finally get through it.

And much to my chagrin, it turns out that there’s no way to get through it. Like, everybody, each one of them at every stage, at every age, at every level, had impostor syndrome because each time they were going into a room, they were going into an opportunity, they were going into an office, they were going into a possibility that they did not think was available to them before. Like, every time we succeed and we look to the doors of success to what else is out there, there’s other doors behind it that we don’t know are available to us, even if we know they exist.

So, this impostor syndrome, the people who were able to thrive in wonderhell didn’t see the impostor syndrome as a limitation, but they saw them as actually these incredibly helpful allies that told them if they were on the right track. And I thought that that was a pretty great way to turn that idea around because if you just think about impostor syndrome alone, like the gall of the term impostor syndrome, like, “Oh, you’re an impostor. Maybe you should leave. You have a syndrome. You’re sick. Maybe you should lay down.”

So, if we think about impostor syndrome and we think about ourselves as the impostor, we’re the ones that are wrong, when, in fact, most of the people who feel impostor syndrome are trying to operate in an environment that wasn’t built by them, wasn’t built for them. Like, unless you’re the madman of the 1950s, too female, too gay, too black or brown. We’re trying to get into rooms that were not built for us, that don’t accommodate us.

And so, the impostor tries to change the shape of themselves to fit into a room that wasn’t built for them, when, in fact, we should be demanding that the rooms themselves change shape. So, this idea, this notion of sort of turning this around and not saying impostor syndrome where something is wrong with me, but impostor syndrome is actually telling me that I’ve gotten to a place that I never knew I could get to, and isn’t that awesome, was a really interesting mindset shift for me.

Pete Mockaitis
That’s good. That’s good. Okay. And can we visit the final town?

Laura Gassner Otting
Yup, so the final town is Doubtsville. And Doubtsville is when you are starting, you’re there, and you’re like toes over the edge of incompetence, which, honestly, is the most fun place to be. Like, the only things I’ve ever done in my life that I was excited about were things that I didn’t know how to do. Like, it’s not that interesting to do the puzzle again. You want to do a new puzzle. You want to do something different.

So, Doubtsville is really, like, you found yourself in this place, you don’t quite know what to do, and you’ve got to figure it out, you’ve got to find your own way, you’ve got to realize that you are flying without a net, that there’s maybe never been a net there ever, and you’ve got to figure out who you want to have around you, who belongs in the sidecar with you, and, frankly, who doesn’t.

And, also, how do you manage uncertainty, how do you figure out when everything in the world is completely brand-new and unknown. So, in these moments when we don’t quite know who we are, or where we are, and how we should be, these are the stories that I learned about, about how to get us through those moments.

Pete Mockaitis
And what are some of the top things to do?

Laura Gassner Otting
Yeah. So, some of the stories that I love were, first of all, I did an interview with Jen Welter who was the first female coach of the NFL, and before she became a coach, she actually played for a very short while. And when she was at the training camp, she said to the coach, she was like, “Listen, you’re either going to have to cut me or kill me because I’m not quitting.” She stands of all of 5’4” I think.

But what she did is she decided she was going to break down all of the plays, all of the moves into their component parts. And when she did that, she began to understand the game in a way that, actually, made her into a really good coach. She didn’t know it at the time, but it made her into a really good coach, and so, she became a coach for the NFL.

And when she became a coach for the NFL, she had this moment where she realized, like, “There’s no roadmap, there’s no safety net, there’s no buddy who’s done this before me. I’m going to be the first girl but I’m dead set on not being the last girl.” So, she knew she had to do well by all the women who could come after her.

And she said, “If I decided to do what everybody else did, and I tried to go toe-to-toe with these giant football players and yell at them, I’d be toe-to-toe but I’d also be, like, eyeball to bellybutton. Like, I wasn’t going to be able to do the thing the way everyone else had.” So, she said, “I became the master of the lean-in, of the pull-aside, and I pulled the players aside, and I would whisper because everyone can lean in for a whisper.”

“I became the queen of the pull-aside, the strong pull-aside, and I would whisper, and I would tell the players what they should do. And I was so good at it, and they could tell that I knew the game, and I loved the game, and I understood each component part, that when I finished, they were like, ‘That’s great, coach. What else you got for me?’” People respected her.

So, she could’ve done it the way everybody else did it, and failed. Like, in this moment of doubt, a lot of times we go, “Who else is out there? How are they doing it? Let me do exactly how they’re doing it.” Or, she could say, “I have to do it my way. I have to learn to do it my way. And if I do it my way, and I’m the very best at my way, then I can succeed.” And so, I think a lot of times we forget that what got us there, it might not be enough to get us where we want to go but it certainly is enough to build on a foundation of where we’re going from there.

Another story I’ll tell you from that section is a story of Dorie Clark. And Dorie, she’s an author who I know, she’s written a lot of great personal development books, and she’s a professor at Duke’s Fuqua School of Business. She’s one of the top business thinkers in the world, but she also wants to become a Broadway producer.

Pete Mockaitis
That’s right. She mentioned this.

Laura Gassner Otting
Yes. Yes. So, this is one fun little thing. One of her books is called Reinventing You and it’s all about how to reinvent yourself. And so, she’s reinventing herself as a someone who’s going to score Broadway musicals. And so, she decides she wants to do this, and she applies and gets rejected from it, and applies again after some coaching, and finally gets into one of the top Broadway musical scoring programs in the world.

And so, she’s there on the first day, and everybody is going around the room talking about what they’ve done, and this one’s won a Tony, and that one scored six musicals, and she’s like, “I’ve scored three whole songs. And I could either have, in that moment, put up my hoodie and shrunk back into my sweatshirt, and left the room, or I could’ve said, ‘You know, Dorie, you’ve been really successful in other parts of your life, in areas where you didn’t know what you were doing, but you knew how to become better. You don’t know how to do this. It’s not that you’re not good. You’re just not good yet.’”

“So, everything that got me to here was what I was able to do, the habits I was able to build, the network I was able to create, the grit, the tenacity, the hunger, the weight, all of those things, that was enough to get me here. And all I can build on all of those things to get me to where I want to get to. So, it’s not that I’m not good, I’m just not good yet.”

Pete Mockaitis
That’s powerful. That’s really good. And I’ve heard it said, “If you’re the smartest person in the room, you need to find some other rooms.”

Laura Gassner Otting
I say that all the time, yeah.

Pete Mockaitis
Maybe you told me that, Laura.

Laura Gassner Otting
If you’re the smartest person in the room, you’re in the wrong room.

Pete Mockaitis
And Dorie often is the smartest person in a lot of rooms, and so it’s pretty cool to be able to step into that spot. And I think it’s actually quite endearing if someone said, “Hey, you know what, you guys have wisdom and experience far beyond mine, and I’m really excited to learn from you all.” As someone who is more experienced in that room, I get excited to be with that person, and say, “Ooh, here’s someone who’s eager and they’re not…I guess, they’re opposite of stuck up, inflexible, un-coachable. It’s exciting to say, ‘Ooh, someone’s about to have a transformation here, and I get to have a little role in it.’”

And, well, I guess, that’s kind of my thing. But even if it’s not, even if you’re not a podcaster, or in the personal development world, it’s just a good human feeling to be a part of that.

Laura Gassner Otting
Yeah. It’s funny, people always ask me, like, who’s in my inner circle, and I say, “I have three types of people in my inner circle.” I have aspirationals, like people who I want to be when I grow up, people who are way more successful than I am in the thing that I want to do, my aspirationals. They are the ones that I call for advice, they are the ones who give me these mentoring moments, they are the ones who give me, like, a kick in the ass when I need it. They don’t let me settle for mediocrity. My aspirationals.

Then I have my peers. And my peers are the ones who are like, they’re in the foxhole with me. They’re on the same track as me, and we complain about stuff together, we whine about stuff together, we celebrate together, we learn from each other because they’re learning one thing about what we’re doing, I’m learning another thing so we can power of two. So, the peers are really great.

And then there are the mentees. And having people come to me for advice, I have found, is the greatest way to get rid of my impostor syndrome ever. It’s the greatest way for me to get rid of my doubt ever because if I’m teaching somebody something that I know, I might not even remember that I know the thing. Like, it’s a great reminder of how far I’ve come, how much I’ve learned, how hard I fought, and I think that if you can, on a regular basis, be part of somebody else’s transformation, it continues to build your own transformation because it reminds you that you actually do know a thing or two.

Pete Mockaitis
That is perfectly said, and that’s been my experience a number of times when folks are asking for advice, or, “Hey, Pete, could you do a talk on this thing?” And I thought, “If I were in your shoes, and you want to talk about productivity, I’d probably book David Allen or Greg McKeown, or if you want to talk about effective presenting, I’d probably go to Nick Morgan.” I’m thinking of the super luminaries in the field, and they’re like, “Yeah, Pete, but we don’t got that kind of budget.” I was like, “All right, fair enough.”

Or, it’s like, “I just want to have a quick chat because we’re buds. Just tell me what you know.” I was like, “Well, okay, I guess, sure.” And then I just get on a roll, and then it’s like been an hour, and they say, “Okay. Well, I want to be respectful of your time,” and I’m thinking, “No, I’m having fun and actually I have a lot more to say apparently about this thing.”

Laura Gassner Otting
Absolutely.

Pete Mockaitis
So, I was like, “Oh, okay, I guess you got to go, so I guess just take those 12 points and five experts and six books, and, hopefully, that’ll do something for you.” It’s like, “Huh, I guess I know a lot about that thing.”

Laura Gassner Otting
I know but isn’t that great, though? Don’t you find that in those moments that you’re like, “Oh, okay, maybe I am myself becoming a luminary?” And that’s pretty cool. I think it’s pretty amazing because, look, like you are a professional student, I think that’s pretty cool. Your job is to learn all day long, is to read books, and to watch talks, and to talk to people about big ideas. That’s pretty special. So, yeah, I think people would be really lucky to be able to bend your ear for some advice.

Pete Mockaitis
Oh, shucks. Well, thank you, and it really is a dream come true, and I appreciate, it just feels nice personally to be reminded of that. And so, when people say, “So, Pete, what’s next for your career?” it’s funny, part of me thinks, “Well, this is kind of everything. Does there need to be a next? I’m not sure.”

Laura Gassner Otting
Yeah, I can’t tell you how many podcasts, how many journalists, how many just friends that I’ve talked to, like, “What’s your next book is going to be about?” And I’m like, “My next book? Can I just have this book right now? Can I have this one?” Yeah, but I think that’s a thing. I think people need to put us in a box. Everybody likes to have shortcuts.

So, when I sold my last business, I sold my last business to the woman who helped me build it, and I ran into an old friend at Starbucks who I hadn’t seen in years, and she was, like, “So, what are you going to do now?” And I looked at her, and I’m like, “I don’t know. I’m going to figure it out.” And she just did not know what to do, she had this look of fear, of horror, of uncertainty.

I think part of her was, like, jealous that I suddenly had freedom to figure it out. I think part of her was questioning whether or not she should leave her job so that she can do something else. I think part of her was like, “I don’t know who you are when you’re not LGO CEO of the search firm. Like, where do I refile you?” I was like a hanging chad, like she didn’t know what to do with me, and I think people want that shortcut.

So, I think a lot of times when we ask people for advice, they rush us to solution because they’re uncomfortable sitting in the discomfort with us. In 2021, I was very, very ill, like I didn’t know if I was going to see 2022. Like, ten months of chemotherapy. It was a bad year. And I had so many people that were like, “Oh, you’re going to be just fine. You’re going to get through it.” And as soon as I was through it in remission, it was like, “It’s behind you. It’s never coming back.”

And, finally, I had to turn to some of those people and say, “You know, when you tell me in the middle of it, or just after it when I’m still processing it, that it’s all fine and it’s over, you’re actually discounting me and my emotions, and needing to actually understand what happened. And I understand that you’re not comfortable with me saying, ‘Yeah, I’m a little worried that maybe it’ll come back.’ But just because you’re not comfortable, doesn’t mean you get to steal that away from me. Like, if you’re not comfortable sitting in my discomfort with me, you can go. It’s fine. You can leave.”

But that people feel the same way, whether it’s about health, whether it’s about divorce, whether it’s about unemployment, like whatever the sticky thing is, it’s kind of I just want to say to people, “You can just say, ‘Oh, that seems really hard. I’m sorry you’re going through that,’ or, ‘That seems an adventure. I can’t wait to see what you do next.’”

Like, it’s okay to be in the unknown. Wonderhell is all about that. It’s, like, “How do you sit in the discomfort of not knowing where this is leading to, knowing that it could lead somewhere amazing, or you could fall really short?” And I just think we all have to get a little more comfortable being uncomfortable sometimes.

Pete Mockaitis
Laura, that’s powerful stuff. I’m tearing up over here.

Laura Gassner Otting
That was a lot. That was heavy.

Pete Mockaitis
One, you’re just such a gift to the world, and I’m glad you made it. And so, that’s great. And, two, I’m thinking about my mom when… she’ll share some things, “Oh, hey, Pete, so-and-so from hometown Danville, well, yeah, I saw on Facebook there are some tough stuff going on. Like, her son had really dramatic burns from a fire, and they’re in the hospital and they’re not quite sure what’s going to happen,” or, “So-and-so’s child has cancer and so there’s photos of this precious six-year-old who’s bald and it’s tough stuff.” And then my mom, she’ll say that, “I really don’t like it when people on Facebook say, ‘You got this.’”

Laura Gassner Otting
Oh, God, yeah.

Pete Mockaitis
Like, one, it’s just sort of an annoying phraseology, like she was an English teacher.

Laura Gassner Otting
Yes, that’s not grammar.

Pete Mockaitis
Yes, but much more deeply, it’s like, “Okay, you have no idea, like, what I got and what I don’t got. And you saying, ‘You got this’ is I get you try to be supportive, like that’s some encouragement.”

Laura Gassner Otting
It comes from a beautiful place but it is misfired.

Pete Mockaitis
Yeah, and it often doesn’t feel great to receive that because exactly what you put your finger on is, like, we’re kind of rushing past the fact that this is a hard struggle with some suffering, and it’d be cool if you could be there with me, and maybe provide some practical support.

Laura Gassner Otting
So, I will say this, like it was beautiful to see how many people showed up for me, how many people did give me the “You got this” messages. It was wonderful to know and yet, also, it was hard. At the end of the whole thing, I didn’t even tell my family, like my husband and my kids, just how hard things had gotten for me because I didn’t have the energy to take care of them and their fear and their worry, and them wanting to take care of me.

And so, it’s a very interesting thing because you really do have no idea what somebody is going through. So, even the people living in my own house had no idea just how dark things had gotten inside. And I just think, I have a friend who he knows that I’m doing all these podcasts in advance of the book coming out, and he knows that I have this cold that you can hear so well right now. My apologies for that.

And he sent me a message, and he said, “How can I support you in this moment?” And I thought, “What a great question.” It’s not like, “You’re fine. You’ll be great. Power through.” He’s like, “How can I support you in this moment?” I was like it’s just somebody who is there to just keep you company. Sometimes you just need somebody to keep you company in your misery.

And to bring this back to work stuff, which is what the podcast is about, I think a lot of times in the work environment, we’ll have somebody who’s dealing with something that’s hard, and we want to fix it, we want to help them, we want to get through it because it’s awkward, it’s uncomfortable. But I think sometimes just saying, “What do you need right now? How can we support you in this moment? What do you need right now?”

And I think that really changes everything from “We need you to get better and solve the problem so you can get back to dealing with the work,” to, like, “You can be a full person here. You can be who you are and we respect that because we know you’re coming back stronger.”

Pete Mockaitis
That’s really beautiful, Laura. And in terms of providing support, whether someone is going through the unique situation of Wonderhell in one of those three flavors, or in any number of other things. I remember when I was 15 years old, and my dad died suddenly, he was bicycling, he was hit by a truck.

Laura Gassner Otting
Oh, goodness.

Pete Mockaitis
So, that was tragic, and my mom said some of the most meaningful supports people offered, and it was that kind of a question. And what came about was, I was 15 years old, and someone said, “How can I support you?” and she said, “You know what, hey, you were a former driver, Zed,” props to my mom, she’s awesome. She just was able to identify and claim it, and so no, “Oh, no, no, I don’t want to be a bother or a burden.” It’s like, “No, you need it and take it in your time of need.”

She’s like, “Hey, my son is 15 years old, we got to get those state of Illinois 25 hours of driving to get a driver’s license. It’s very high stress for me, and you’re a pro, so could you please do some hours with him?” And he said yes, and so I spent some time driving with the dude, and that was super helpful. And then someone else, my mom said, “You know what, my kids love swimming, and you’ve got a cool pool. Like, would it be okay if, from time to time, they went there.” He’s like, “Absolutely. You could come anytime. I’ll let my family know and the neighbors know, and you just drop on in.” And that’s just really cool to have those little bits of support in that tough time.

Laura Gassner Otting
Yeah, think about how much more that meant to you than somebody dropping off teddy bears and fruit baskets at your house. I think about that all the time. Thank you for sharing that story, by the way. I’m honored that you shared that with me. There was a funeral in my neighborhood about three days ago. I was driving through the neighborhood and I don’t know the family.

But I was watching all these people walking up with baskets of food, and I was thinking to myself, “They’re probably going to throw out so much food at this house. The last thing somebody needs is somebody else’s homemade banana bread.

And I was thinking, “God, what would be great is to know, ‘What’s happening inside that house. Who are the kids? What do they need?’” The fact that your mom was able to ask that, I say to people all the time when they have newborn babies, I’m like, “Everybody’s going to come and be like, ‘What can I do for you?’ hand them the baby, and take a shower. Do whatever you need to do. When somebody asks, don’t be like, ‘No, no, it’s fine. Let me make you some lunch.’” You’re not there to entertain people, “Here’s the baby. I’ve done the entertaining. I had nine months of it. I made this baby. You can look at it while I take a shower.”

But I think we have to get better at asking, especially if people don’t know how to ask us. Think about how good that guy felt being able to take you to drive. Think about how good that person felt letting you use their pool. Like, it wasn’t hard for them. Think about the last time you helped somebody do anything. Think about how good you felt when you helped that person. Like, why are we stealing the gifts of helping from other people? I think we should look at it that way and not be so embarrassed to ask.

Now, I say that being here, sitting here on the edge of my book launch, and just dying and I’m asking people nonstop, “Please buy my book. Please buy my book. Please buy my book.” But every time somebody asks me to buy their book, I love it. I’m so excited to help them. So, I don’t know, I think we have to really be okay knowing that the person who is dropping in and trying to help us, even if they don’t know how they can help us just because they’re uncomfortable in the discomfort, not because they’re offering the thing that they want to offer. They’re just like stabbing in the dark.

Pete Mockaitis
That’s so good. And that’s hitting me in terms of I remember, I’m 15 years old and people, the first person who showed up with those aluminum foil casserole dishes at the door and just handed it to me.

Laura Gassner Otting
Mystery casseroles.

Pete Mockaitis
It’s, like, I was 15 and didn’t have lots of experiences with some of it, I didn’t even know what was happening. I was like, “Mom, someone came by and they gave us this food. So, I guess we’re having…”

Laura Gassner Otting
Very heavy mystery tin foil.

Pete Mockaitis
She had to explain, “Well, yes, Pete, when someone passes away, that’s the way people try to show support so that we don’t have to worry about cooking and stuff.” I was like, “Oh, okay, I guess that makes some sense.” And then a few days later, I was like, “Well, our freeze is sort of full so I don’t really know what we’re going to do with this.”

Laura Gassner Otting
Like, it really does come out of the best part of them, like it is the best sign of humanity that I know that people surround people in crises. We just have to be okay saying, “You know what would be better than that mystery casserole? Like, if you could just take my dog for a walk while I just sit in my living room and cry for a few minutes.” Sometimes that’s what we need to do.

Pete Mockaitis
That is perfect. And when you talked about books, I’m thinking about a mentor of mine in my episode one, Mawi Asgedom. He understood, he’d done books, he’s like, “All right, Pete, so here’s what’s going to happen. I’m going to buy ten of these books, and I’m going to send each of these to someone who I think could really be into this book and want to buy more and maybe book you for some speaking as you’re kind of entering this next phase.” I was like, “Well, that’s awesome. I could not have imagined or had the audacity to ask for that, but that is perfection. So, thank you for that, Mawi.”

Cool. Well, that’s an interesting little detour we’ve taken, Laura, how to be helpful and how to ask whether we’re in the midst of a Wonderhell or any number of needs that you or someone else has. That’s powerful stuff. Tell me, anything else you want to make sure to mention before we hear about some of your favorite things?

Laura Gassner Otting
Well, I would just say that Wonderhell is a sneaky little bastard that only presents itself to people who are worthy of it. So, if you’ve achieved something in your life, cool, I’m happy, and none of this is resonating with you, you’re probably where you are at the top of your potential, and that’s awesome. But my guess is that as you’re hearing it, you’re like, “Yeah, I have felt that.” And if you have felt a little bit of it, it’s because you are made of more. So, if you are feeling Wonderhell, it’s not a bad thing. It’s just a sign that you are capable of the thing that you can envision.

Pete Mockaitis
Beautiful. Now, could you share with us a favorite quote?

Laura Gassner Otting
There’s a Henry Rollins quote, and I don’t remember exactly what it is, but it goes something like, “There’s no down time, there’s no up time, there’s no work time, there’s no life time, there’s just time. So, get on with it.”

Pete Mockaitis
All right. And a favorite study or experiment or piece of research?

Laura Gassner Otting
So, my favorite piece of research right now is one that I actually quote in the book that says that, “People who flip a coin, and the coin flip tells them go, like do the thing, leave the marriage, take the new job, move across country, whatever the thing is, they are happier months and years later, regardless of the outcome of how that decision turned out than people who flipped the coin, and the coin told them to just stay where they are and not do something different.” So, this idea that action beats stagnation is fascinating to me.

Pete Mockaitis
Okay. And a favorite book?

Laura Gassner Otting
I think one of my favorite books is Ursula Hegi’s book Stones from the River. It’s a fiction book. And the reason I love it is that it’s a story of this woman named Trudy, she’s a zwerg, which is dwarf in German, and it’s a story of the history of the small town during World War II. And Trudy is one of those people who could be easily ignored because she’s a dwarf, and she’s not usual from everybody else.

And throughout the book, she actually is able to hide Jews in her attic, she’s able to hear German soldiers talking about what they’re going to be up to, and then get that information to the British resistance. Like, the whole book is about how she has overcome what the world thinks of her and defined for herself what her life is going to be, and created this big rich life out of it.

Pete Mockaitis
And a favorite tool?

Laura Gassner Otting
I love Notion. I love Notion. Notion is where I organize everything. But if you can look back there on my bookshelf, there’s a hammer that I won as being the fastest lightweight 40- to 49-year-old woman on an indoor rowing competition, a 2K competition. And the trophy that you get for it is a hammer because you’re supposed to drop the hammer. So, if we’re really literally, like, your mom would be proud talking about tools, that hammer.

Pete Mockaitis
And a favorite habit?

Laura Gassner Otting
My favorite habit is having accountability buddies in everything that I do. I’m a motivational speaker but I will tell you that I think motivation is BS because if it’s 5:00 in the morning, and it’s 40 degrees outside, and I have to go for a 10-mile run, I’m not going to do it. I’m going to roll over, and I’m going to turn off my alarm because I am lazy, and I am girl from Miami who likes the warmth.

But if it is 4:00 in the morning and it is 20 degrees outside, and I told I was going to meet you for a 10-mile run, I will be there every single day of the week because I will always break a promise to myself, but I will never break a promise to you. So, my favorite habit is finding accountability buddies for everything that I want to do.

Pete Mockaitis
All right. And is there a key nugget you share that really seems to connect and resonate with folks; they quote it back to you often?

Laura Gassner Otting
Yeah, people quote back to me all the time, “Stop giving voice in your life to people who shouldn’t even have voices.” Like, all those people in our lives who we let give us all their opinions about who we should be and what we should be in, and how we should be in, and God forbid, what we can’t be, and we listen to all of them with equal volume when, in fact, most of them don’t know us, and they don’t know what they’re talking about anyway.

Pete Mockaitis
All right. And if folks want to learn more or get in touch, where would you point them?

Laura Gassner Otting
Yes. So, my name is Laura Gassner Otting. All my good friends call me LGO, so you can find me on all the socials at heyLGO, and heyLGO.com is a shortcut to my website. You can also find out much more about Wonderhell at WonderHell.com or pick it up at Amazon, Barnes & Noble, Bookshop, anywhere fine books are sold.

Pete Mockaitis
All right. And do you have a final challenge or call to action for folks looking to be awesome at their jobs?

Laura Gassner Otting
Yeah, my final call to action for folks looking to be awesome at their jobs is to figure out whether or not everything that’s on your calendar, on your to-do list, in your email box is stuff that is furthering your goals and your callings or it’s furthering someone else’s. I would ask people to figure out whose dreams are you working for. And if those dreams are not your own, think about whether or not you should be doing something else.

Pete Mockaitis
All right. Laura, this has been a treat. I wish you, the book, all the success.

Laura Gassner Otting
Thank you so much, Pete.

852: Dale Carnegie’s Timeless Wisdom on Building Mental Resilience and Strong Relationships with Joe Hart

By | Podcasts | No Comments

 

Joe Hart shares powerful wisdom on how to create the life you want based on the timeless principles of Dale Carnegie.

You’ll Learn:

  1. The questions that make your mind unshakeable
  2. The powerful habit that sets you up for daily success
  3. The secret to getting along with even the most difficult people 

About Joe

Joe Hart began his career as a practicing attorney. After taking a Dale Carnegie Course, Joe reassessed his career path and future, ultimately leaving the practice of law to start and sell a company then Joe become the president of Asset Health—all before becoming the President and CEO of Dale Carnegie in 2015.

In 2019, the CEO Forum Group named Joe as one of twelve transformative leaders, giving him the Transformative CEO Leadership Award in the category of the People. He is the host of a top global podcast, “Take Command: A Dale Carnegie Podcast”, and he speaks around the world on topics such as leadership, resilience, and innovation, among other things. Joe and his wife, Katie, have six children, three dogs, and one cat. He is an active marathoner, having run many races, including Boston, New York, Chicago, Berlin, Detroit, and Toronto.

Resources Mentioned

Thank you, Sponsors!

Joe Hart Interview Transcript

Pete Mockaitis
Joe, welcome to How to be Awesome at Your Job.

Joe Hart
Thank you, Pete. Great to be with you today.

Pete Mockaitis
Well, I’m excited to dig into your wisdom, talking about your book Take Command: Find Your Inner Strength, Build Enduring Relationships, and Live the Life You Want. But, first, I want to hear, so you have an interesting role in the whole universe of training, learning, and development, my world. You’re the CEO of Dale Carnegie. It’s the world’s oldest training company. What’s that like?

Joe Hart
It’s an incredible company and it’s a company that I came to because it really aligns to just my personal mission, and, frankly, it’s the company that had had a huge impact on me. So, I’ll at least give you maybe 60 seconds of context before I talk about the company. I took a Dale Carnegie course as a young lawyer when I was about 27. And my dad had always talked about Dale Carnegie and How to Win Friends and Influence People, and I’d heard this and I decided to take a class.

And prior to that point, my aspiration in life was to be a lawyer in a large firm, and to make a lot of money, and become a partner, and do that for 40 years. And when I took this course, it really challenged me around my vision and what did I want for my career, and, also, frankly, how I was interacting with people because, as a young lawyer, I wasn’t particularly empathetic. I was prickly with people.

So, the two things that came out of that course were it really unlocked in me a desire to really look at my future, and, I, ultimately, left the practice of law, and went in and started my own business. And it also sparked in me just really a passion for improving my people skills and getting along with people more effectively, and really caring and listening and respecting people in a way that I hadn’t before.

So, the long and short of it is I, ultimately, left. I started a new learning company in 2000. Dale Carnegie became my first client. We did new learning programs to reinforce Dale Carnegie’s principles. We had other clients. Built and sold that company. I was the president of another company for 10 years before I became the CEO of Dale Carnegie in 2015.

This is, in my mind, one of the most amazing companies on the planet. Founded by Dale Carnegie 111 years ago, we’ve got 200 operations in 86 countries, and so much of what we do is we believe in the inner greatness of people. We work with people, individuals, and companies, really to drive self-confidence and interpersonal skills, communication, leadership, stress and worry.

You could Google, say, Warren Buffett and Dale Carnegie, and it’ll talk about just the life-changing impact that our program had on him early in his career. We worked with some of the biggest and most successful companies in the world, and it’s an honor to be able to do that. But it’s really about performance, how do we help people perform at the highest levels, how do we help them interact with each other in more successful and positive ways, how do we help them achieve things that they never would be able to achieve in their careers.

And so much of what your podcast is about is, “How do I get to that next level of my career? How do I interact with people?” And, frankly, this is a course, that when I took it, it turbocharged my entire career. Just, really, I’ve never been the same since.

Pete Mockaitis
Okay. Well, thank you for sharing. And it’s funny, I think I read How to Win Friends & Influence People in high school, and I think I also listened to it. So, I have that, whoever that narrator was, that voice in my ear, talk about, “Smile. Use people’s names. It’s the sweetest thing that they’ve heard.” Is this a direct quote that’s in my head, “Be hearty in your approbation and lavish in your praise”? I don’t know what approbation meant at the time.

Joe Hart
Good job. You got it. You got it.

Pete Mockaitis
And so, I think those are good principles, and I think folks who have heard Dale Carnegie, they’re thinking of the book, or they’re thinking, “Oh, yeah, I’ve heard of the Dale Carnegie course. I want to take that someday.” Is there anything that you’ve learned about Dale Carnegie or his legacy that most of us don’t know, like fun facts behind the scenes?

Joe Hart
Yeah. So, many people know about Dale Carnegie’s success. He was brilliant. I mean, “How to Win Friends…” has been the bestselling book for 87 consecutive years, so people know him for that. But he started life, he was very poor growing up. He really found his way through public speaking. He realized he’s really very good at it. He’s good at interacting with people, went into sales and became a tremendously successful person.

And then, ultimately, went to New York City and just went in the acting field and realized he wasn’t very good at that. So, that’s when he started a public-speaking class, actually, in the YMCA in 1912. And what he discovered at that time was just people have certain apprehensions about speaking. But the process of getting up and speaking, it’s also about confidence and overcoming fear, and developing human relations skills.

So, people have one idea maybe of Dale Carnegie purely as this successful person. He certainly had lots of bumps along the road and learned a lot and shared that wisdom in How to Win Friends & Influence People and How to Stop Worrying and Start Living and other types of books as well.

Pete Mockaitis
Okay. Well, so tell us, your latest book Take Command, what is a particularly surprising, counterintuitive, fascinating discovery you’ve made about some of this stuff during the course of your career and putting together this book in particular?

Joe Hart
Yeah, the single most important thing that I’d say I took away from Dale Carnegie, and it also is the framework for the entire first part of the book, so just the book Take Command is about being intentional. So, take command of your thoughts and your emotions is the whole first part. We deal with worry and stress and anxiety, and all kinds of other things, and, “Why is it that some people are strong and courageous and bold and resilient?”

And this, ultimately, comes down to your question, which is the most important thing I’ve taken away from Dale Carnegie, is the importance of our thoughts. He quotes in How to Stop Worrying and Start Living the Emperor Marcus Aurelius, who said, “Our life is what our thoughts make it.” And that explains so much because you could have two people in the exact same situation, and one person is thriving and finding opportunity, and at some point, somebody else, in the exact same situation is fearful and, “I can’t do it,” and so forth.

And what does it come down to? It comes down to our thoughts. So, to me, that kind of epiphany, if you will, is the foundation for the critical thing that you and I and all us need to do if we want to live happy fulfilled lives, if we want to be successful in our careers, in our families, in our relationships, and in our visions, that’s the second and third of the book, take command of your relationship, take command of your future, but you have to take command first of yourself. You can’t lead anyone else if you can’t lead yourself. And that starts with our thoughts.

And when people can learn how to frame their thoughts in the right way, and how to condition their minds for success, and how you can, I’d even say, Pete, befriend your emotions, which is one of the things that we talk about in chapter three, to learn how to use your emotions as kind of rocket fuel instead of something that’s just going to drag you down, going in this kind of spiral negativity, particularly all of us are coming out of COVID. That’s a necessary thing for our success.

Pete Mockaitis
Okay. Well, that’s really tantalizing in terms of our thoughts have great importance, and two people could be in the same situation and take drastically different paths based on what’s happening between their ears. Could you give us a cool illustrative story, example, case of that?

Joe Hart
Yeah. Well, I’ll give you one of my own and kind of one direction that I was going in, and this kind of opens up the book, and I can give you others. And, by the way, the book has just dozens and dozens of stories of people all over the world who have applied these kinds of principles. But I think about my COVID experience.

And, Pete, I don’t know what your COVID experience was, but there’s a point in mine when I was leading this global company in March of 2020 when I was waking up every night at 3:00 in the morning with just the most negative thoughts and fearful thoughts. It’s like, “Oh, my gosh, our entire business around the world is shutting down.” We were all in-person training at that time, “What are we going to do?”

And that’s the thing. Sometimes it’s not the initial thought. We might have a fact, like I had the fact that, “Oh, our China operation is now shut down, our Asia operation.” But then we extrapolate those facts, and that’s what I was doing, and I was going to the worst possible places. And, frankly, it was that quote that you asked about, that I read in How to Stop Worrying… one night in March of 2020.

I wake up in the middle of the night and I picked up this book, and I’m flipping through it, and I should’ve known these things, Pete. I had studied them for 20 years, but I think in the challenge of that situation, I had forgotten them. And it was kind of like just Dale Carnegie saying to me, he’s like, “Hey, as bad as this situation is, where is the opportunity? What do you need to do? How do you lead?”

And I started to shift my thoughts to not just focus on, “Okay, well, these are horrible facts, but where is the opportunity here?” And in the months that followed, and we’ve got an amazing team, franchise owners, and team members, all over the world working together. We completely flipped the business model of our company. And today, we are stronger, we’re more competitive, we’re more agile, we’re working with more companies. It’s been a really exciting transformation over the past three years.

But I think about kind of two paths for myself at that time, which was you look at something and you can be fearful, or you look at something and you can say, “You know, this is hard but I’m going to find a way through it.” And another thought I had at that time was I remembered when I was a lawyer, and, Pete, when you go through law school, okay, and we’ve got limiting mindsets sometimes.

You go through college, you go through law school, you pass the bar exam. The bar exam was the single scariest experience I’ve had till that point in my life. If you don’t pass the bar exam, it doesn’t matter if you have graduated from law school, it doesn’t matter if you’re at the top of your class, you’re not practicing law unless you pass that exam.

So, you pass the exam, you become a lawyer, and then you say, “Well, could I possibly do anything else other than practice law? Who’s going to want me to do that?” It’s a limiting mindset but I remember talking to someone, and as I made the decision to leave law and to go to this real estate company, and I was afraid. And I talked to a mentor of mine, a guy named Chuck Taunt, a great man, and he said, “It’s not the smooth seas that make a great sailor. It’s the rough seas.”

And so, that got me thinking about just my leadership, and, “You know what, there’s opportunities. How do I look at this? If I leave the practice of law and it doesn’t work out, is that a failure? Well, not if I learned something, and not if I become a better leader.” And I was in my 20s at that time. So, a lot of this, it all comes back, the results that we get start and end so much with our mindset.

And when we can learn to develop our mindsets so that it serves us, and develop our emotional strength so that we are resilient and courageous, then we can do and achieve the things that are really important to us.

Pete Mockaitis
Okay. Beautiful. Well, can you share with us, Joe, what are some of the first steps to get that going in terms of having a great mindset that’s of service?

Joe Hart
Yeah, the first thing is even to pay attention to our thoughts. I think it’s so easy in our lives just to be very automatic. Say, you’re sitting at your desk, you’re doing your work, you get an email, and there’s a reaction to it, “I don’t like this. This person, I don’t like the way they said this. This is more work for me, whatever.”

But to time out and to say, “Wait a second. Am I paying attention? How often do I even think about what I think? Am I paying attention to the thoughts that are in my head? Are my assumptions correct? could there be a different way to see this?” So, that first step is to pay attention, to observe it, almost like as a third-party observer, say, “What is the thought I got here? And what’s the basis for that?”

The second part of that is really just saying, “Is this serving me? In what ways could I reframe this?” And you were talking about stories, and there’s a man, his name is Artis Stevens, who is the President and CEO of Big Brothers Big Sisters. And he had a mindset, which was he wanted to play football for the University of Georgia, and he was injured catastrophically, and he couldn’t play football. He’s really down.

And he had equated, he said, “Success in life means success in football. And if I’m not successful in football, I’m not successful in life.” But he realized, and his family and his friends came around him, and said, “No, success in life can come from so many other things.” So, he broadened and reframed his thoughts, and, ultimately, got into the University of Georgia, academically, and has been extraordinarily successful since that time.

But to the second point, so you pay attention to your thoughts, you reframe your thoughts, and that’s great, but then you also need to condition your mind for success. And that means, “What are the things that I’m going to do every single day?” If you and I went into the gym, and we went and we’re doing biceps, and we grab some dumbbells, and we do them a bunch, ten reps, and we put them down and leave, it’s good that we were there, it’s good that we did that, but that’s not going to be sustainable, so we need to build that muscle. And that’s what conditioning our mind for success is.

Pete Mockaitis
Okay. Well, so let’s say we’re paying attention to some thoughts, and let’s just say I zoom into an example. I get an email and I feel angry. Like, so and so, they said something in which they don’t think I’ve got the right stuff, or my show is worth their time, or whatever. So, there’s a stimulus and then we’ve got an emotional response, we trigger some guilt, some fears, some anger, some anxiety, some sadness, some stress. What do we do next?

Joe Hart
Yes. So, it’s a little bit different when we talk about emotions versus thoughts, and we’ve got kind of a process for dealing with emotions but it’s similar. And let me just back up because sometimes people will say, “Hey, I like the good emotions but I don’t want to have those bad emotions, so I don’t want to have anger, regret, guilt, or these kinds of things.”

The reality is that we may have some of those things automatically, so how do those things serve us? So, let’s just pretend that you read an email and you feel threatened and angry. Okay, so you could almost say to yourself, “All right. Well, time out. So, what’s happening here?” because, again, we’re going to focus on what can we control and what can we do, what can we impact.

So, I get an email and I am angry because someone had said something to me. And the question is, “All right, have I misinterpreted what they’ve said? Is that possible? Do I have all the facts? If I do have all the facts, and they have insulted me, what do I want to do with it?” The emotion could actually prompt the action. So, what’s the emotion? What’s the emotion telling me? What do I want to feel? And what do I need to do?

So, in that particular case, I have found that quite often, I had assumed wrongly that someone might have meant something or have been out to get me in a situation, and, really, they weren’t. So, would it make sense to let that emotion be a trigger that says, “You know what, I’m going to go talk to Pete, and I’m going to have a conversation with Pete.” And say, “Pete, I got this email from you, and I want to make sure I didn’t misunderstand it. Can we talk about it? Would that be okay with you? I like to have a good relationship with you.”

But the opposite can also happen, which is you go right down that anger funnel, you go right down the depression funnel. And next thing you know, if you don’t break that, we talk in the book about negative thoughts, if you will, negative emotions being an early warning system. If you feel those things, don’t deny them. Just address them and think about, “What is this telling me? What do I need to do as a result?”

Pete Mockaitis
Okay. And then how do we do the conditioning for long-term success?

Joe Hart
Well, part of it is do you have a routine? And we know that whether you have a routine or you don’t have a routine, you probably have a routine. It may be an unintentional routine. If you get up and the first thing you do is you pick up your phone, and you start doing email, or whatever you do, that’s part of the habit of the day.

You can develop routines that set you up for success. One thing that I do, and many people do, is to create a space in the morning. Other people do it in the afternoon or the evening, to reflect. But to have time to think about, “What worked well yesterday? What can I learn from yesterday? What didn’t go well? What do I need to change? What are the main things I need to do today to be successful? Do I give myself time to center, to meditate, to pray?” to whatever it is for people that works for them, but to be intentional about the kind of things that they want to do.

So, having that time to focus and to think is important. And, sometimes, frankly, we don’t get it. We are so engrossed in social media, email, day to day, and all of a sudden, the day has gone by. So, one thing is certainly to have time. The second thing is to flip those thoughts and to do them consistently. Affirmations are something that have been around for a long time. They really do work. So, being able to have some of those.

Those are some ideas, and, again, there are many that we talk about in the book. But what I can tell you is when you are intentional and you focus on these kinds of things, and the life that you want to have, and being in touch with your values, it’s incredible how quickly you can create a mindset, a growth mindset, a mindset that’s looking for possibility, but it’s not going to happen on its own.

Pete Mockaitis
Well, can you share with us, Joe, some of your favorite affirmations?

Joe Hart
I’ll give you one which is from running. Over the years, I have, well, I’d say it’s become a love relationship with running, but in the beginning, it was super hard. I don’t know, Pete, if you’ve ran or is this something you’ve done before where you’re a runner?

Pete Mockaitis
I’ve had some seasons of life where I did a lot of it, and did a half marathon and some triathlons, and I’ve done relatively little lately.

Joe Hart
Yeah, so you and me both. It’s something I need to do more of. But there was a period of time when I started to run, and the voice in my head kept on saying, “Stop. You can’t do this.” It was really hurting and it was painful. But the affirmation that I used was, it was, “Dig deep. You got this. Dig deep. You got this. Dig deep. You got this.” And I did, and I’ve used that as something else that has guided me through other tough times, “Dig deep. You got this.” And there are others as well but that’s one that stands out.

My wife and I have used the term ‘all in’ when I became the CEO of Dale Carnegie, when we relocated our family from Michigan to New York, with six kids. It was a really big deal, and it’s like, “We’re all in. We’re all in.” It’s like, “We’re going to look forward. We’re not going to look back.” So, those are a couple of things that I’ve used.

Pete Mockaitis
Okay. Well, so then we talked about the thoughts and emotions. Now, how do you recommend we take command of relationships?

Joe Hart
Well, the first thing is, and it’s similar to thoughts and emotions, we need to be intentional about relationships. A lot of times, if we’re focused only on ourselves and not necessarily on how we’re connecting with other people, those relationships might not be particularly good.

Dale Carnegie’s principles that come from How to Win Friends & Influence People kind of provide a framework for, “How do we connect with people? Do we appreciate? Do we respect people? Do we listen to people? Or do we feel it’s more important to talk about ourselves all the time? Do we try, honestly, to see things from another person’s point of view?”

So, the first thing is, “What’s to find? How important are relationships in our lives? Is it important to you as a partner, or a spouse, or an employee, or a leader, or a CEO? Do you have strong relationships with people? What happens if you don’t? What happens to your marriage, or friendship, or parenthood, or leadership in a company if you don’t care about the people you’re working with?” So, the first thing is be intentional.

Second thing, though, is then to think about, and we have a chapter on this, it is what I think is Dale Carnegie’s probably most valuable principle to me, at least it has been, which is to try, honestly, to see things from another person’s point of view. It is to be empathetic, to listen, to assume positive intent. So, if we do some of those things, we’re far more likely to be able to develop better relationships.

Dale Carnegie said you can make more friends, and I may be paraphrasing it the wrong way here, but you can make more friends in a month by talking about other people and listening to them than you can by talking about you, about just yourself. So, if you are at an event, and you’re talking to someone, are you interested in them? So, those are all things you can do to build good relationships.

We also have the reality that there’s difficult people in our lives. How do you deal with difficult people? How do you deal with people who are critical? How do you deal with people who are triggering in some way, if you will? So, I can talk about that if you’d like, but I also want to be sensitive about my own advice and not be like talking nonstop.

Pete Mockaitis
Oh, certainly. Well, yeah, let’s hear about it. So, we’re intentional, we listen, we’re curious, we ask questions, we show interest. And, yeah, let’s hear about it. On the difficult people side of things, what do we do there?

Joe Hart
Yeah, I think part of this is sometimes we look at a person who’s difficult, and we would get ourselves in the mindset that that person is the problem. When, in reality, I could be the problem; A, I could be the difficult person, or, B, “Am I thinking about my responsibility with the person who I perceive to be difficult?”

Sometimes, if I don’t assume positive intent, I perceive someone as being difficult. If someone, like using the example that you and I were talking about earlier, you get an email, and, “Gosh, there’s that Pete again, always sending these emails, always being critical.” So, I perceive you to be difficult, but are you? Do you even realize that I have those thoughts?

So, the first thing is, “What can I do? What’s my responsibility?” And it might be, “I’m going to go talk to Pete. I‘m going to communicate with Pete. And, in the case where Pete is, in fact, difficult, if you will, I might want to communicate boundaries to Pete.” A common example, so let’s just say that your boss says, “Pete, I need you to get this project done right now. You got two days to get it done, and that’s that.”

So, the boss walks away or gets off of Zoom, and you think to yourself, “Gosh, that person again, keeps saying. That person doesn’t care about me. That person doesn’t listen to me. He doesn’t realize I’ve got all these other projects. I’m never going to be able to hit the deadline.” “Yeah, Pete, but did you tell the boss? Did you say, ‘Hey, boss, I’ve got these three other projects I’m working on right now, and I’m not going to be able to hit all three of them. Can you help me prioritize them?’”

Or, can you say, “Boss, I’ve been working on a certain number of hours, and what are your boundaries?” Pete, you might say, “Gosh, I have to spend some time with my family. I need to communicate that.” So, the first thing is set boundaries. And the second this is, communicate those boundaries because if you don’t talk about them, then how will someone even know necessarily that they’re violating your boundaries?

So, those are a couple of things, but I think there’s also a situation where, if you find that someone is violating your values, or is just ignoring your boundaries, that might be a situation where there are some relationships that need to end. And sometimes we need to be away from people who are toxic people. And as difficult as that might be, that could be in a workplace, that could be in a relationship, that could be in a community interaction, but if someone is toxic or violating your values, then you may need to cut that relationship.

Pete Mockaitis
All right. So, we talked a little bit about the thoughts and emotions, the relationships. And now how about the third part, the living of the life you want? What are your top perspectives here?

Joe Hart
Yeah, so it’s kind of neat because you really don’t even get to this third part, I don’t think, unless you have focused on the first two. You got to focus on your own thoughts and emotions, and develop the inner strength. You’ve got to work on relationships, you’ve got this community of people around you, and then you say to yourself, “What’s my vision for myself? What kind of life do I want to lead?”

I think one of the biggest tragedies of life, Pete, is that many times people get to the end of their lives, and certainly we know this through so many of these deathbed surveys where they ask people, “If you’d live your life over, what would you have done differently?” And they say, “Gosh, I regret that I didn’t take chances. I wasn’t bold. I was always afraid. I worried too much about what people thought,” and so forth.

So, part three of this book is about not letting us get to that point. It is about saying, right now, today, we’re going to begin thinking about the values that are important to us, the vision that we want to have for ourselves, whether it’s short term or longer term, what do we perceive our purpose to be as we define it for ourselves. But you go through this process of really getting clear about what it is that you want.

Writing that down or putting it in an electronic journal, or whatever it is, and repeatedly going back to that, and what we find, and there’s lots of stories of people who’ve done that, and have had huge impact, and it’s something that, once we are clear. Let me just give you one story from the book, which I think is a really amazing person.

Daniella Fernandez is someone who is a 19-year-old student at Georgetown University, really became familiar with the crisis facing the ocean. And she went to a conference at the UN and she heard all these people talking about it, and she came to the conclusion that people are not doing enough to protect the ocean.

So, she created what is today the largest sustainable ocean alliance in the world of its kind, and I take it’s in the 130 countries, and they’re taking specific concrete actions to improve the ocean quality. And that’s someone who got really clear about her values, about where she wanted to have impact, but we also have examples just of people who are living their lives and having a positive impact on other people.

I tell the story about my father who was a recovering alcoholic. He went 51 years without a drink. And part of his purpose in life was to help other people find sobriety. In the local AA chapter, he was kind of a local hero, 51 years, that’s a long time for someone who’s been an alcoholic to go without a drink. So, he was committed to helping sponsor people and helping support people. And at his funeral, person after person came up to me, and they said, “What an impact your dad had on me.”

So, this last part is about asking what is really important to you. So, Pete, what’s important to you? What’s important to whoever is reading the book? And then helping guide them through a process to begin to make that happen. Our hope is that people who follow these things, and it’s all rooted in Dale Carnegie’s wisdom, from decades-old wisdom, we’ve proven things today and stories today, that if you do these things, you’re going to live the life you want, you’re going to have great relationships, you’re going to feel more courage, and be able to overcome adversity. So, that’s the third part.

Pete Mockaitis
All right. Well, Joe, tell me, anything else you want to make sure to mention before we shift gears and hear about some of your favorite things?

Joe Hart
Only that one of the reasons people will often ask, “Why did you write this book?” and I co-wrote it with Michael Crom, who’s Dale Carnegie’s grandson, is I think he and I both feel that we owe a great deal of debt for all that we’ve been given and learned in the wisdom of Dale Carnegie. So, we wrote this book really to give it to other people in the younger audience. So, I hope that it will mean something to people, and it will help really impact people’s lives.

Pete Mockaitis
All right. Now, could you share a favorite quote, something you find inspiring?

Joe Hart
So, I guess I probably let the cat out of the bag earlier because the quote that I like, that I think about a lot, is the Marcus Aurelius quote about “Our lives are what our thoughts make it.” So, if you push me for a second one, this is one, when you were asking about the difficult people, I think about this quote a lot. It’s from Ralph Waldo Emerson, and it is, “Every person I meet is my superior in some way, in that I learn from him or her.”

So, when I am meeting with someone, and if it’s a difficult conversation, and particularly I think to myself, “What can I learn from this person?” And I remember one time, I was in a cab, I was in Italy, and I was going to the airport, and I’m talking to this taxi driver, and the taxi driver is asking me what I do, and I’m telling him about Dale Carnegie. And he says, “Don’t you ever get tired of talking to people who are, you come across in your travels, and they’re just idiots?”

And I said this quote to him, I said, “You know, I think every person I meet is my superior in some ways. So, when I meet them, I’m trying to figure out what can I learn from them.” And when you think about life that way, that every single person has got something to teach, it kind of shifts how you see other people, and that’s been very valuable for me.

Pete Mockaitis
And a favorite study or experiment or bit of research?

Joe Hart
One thing we quote in the book, the Harvard happiness study. And this is a study that looked at, I don’t know remember how many, hundreds of people, I think, over a lifetime to determine what really makes people happy and unhappy. And the main finding was that relationships and good high-quality relationships, caring relationships, are life-giving, and loneliness kills.

So, I think sometimes it could be easy to be insular, to be thinking about what’s important to me or whatnot. But if I really want happiness, I need to invest in other people and be connected to other people.

Pete Mockaitis
And a favorite book?

Joe Hart
It’s hard to narrow down to a favorite book. I guess it’d be easy for me to say How to Win Friends & Influence People is certainly one of the most influential, if not the most influential book, I’ve ever read. Certainly, the Bible and How to Win Friends & Influence People. Well, I will tell you, I read a great book recently, I’ve been reading a lot of books and listening to a lot of books on Audible.

So, a couple books that I’ve read recently that I’ve enjoyed are The Earned Life by Marshall Goldsmith, which has been really, I think, insightful.

I also read a couple books by Cal Newport, Deep Work and Digital Minimalism, which really got me thinking about my relationship with, say, social media and other kinds of things. And David Goggins’ “Can’t Hurt Me,” which is a story about this just unbelievable Navy Seal, and just what he went through in his life and his career. So, those are a few good ones.

Pete Mockaitis
All right. And a favorite tool?

Joe Hart
Well, I guess I don’t know if I can call this a tool. I like paper clips.

Pete Mockaitis
Okay.

Joe Hart
If I find a paper clip in the ground, I typically pick it up. I don’t know, I like paper clips. Little pins, that type of thing. But I guess if it’s a tool-tool, I guess I’d probably say it’s gooseneck pliers.

Pete Mockaitis
Okay. And a favorite habit?

Joe Hart
My morning routine, I guess I’d say, is my favorite habit. Starting the day, every day, if I can, by making a hot green tea, and going and sitting for 30 to 60 minutes, and really preparing for my day, and reflecting on the prior day, and just really kind of setting myself in the right place.

Pete Mockaitis
All right. And is there a particular nugget you share that really seems to connect and resonate with folks; they quote it back to you often?

Joe Hart
I get asked often for kind of a piece of advice, and often it’s for young people, “What would you tell yourself?” What would I tell a younger Joe? And maybe the most valuable thing for me is not to worry so much about what people think. As I’ve gotten older, I have cared less. I still care about what people think. I don’t want to say I dismiss it.

But I had this conversation with one of my daughters the other day about if you go to a party, you’re thinking about yourself, you’re thinking about, “How do I look? How do I sound? What am I wearing?” all these different things. And what are other people thinking about? They’re thinking the same thing. They’re worried about themselves. So, we create a lot of energy worrying about what other people think, and the reality is, in most cases, people don’t care. They’re focused on themselves. So, don’t worry so much about what people think, and you got to stay true to yourself and your values.

Pete Mockaitis
All right. And if folks want to learn more or get in touch, where would you point them?

Joe Hart
So, DaleCarnegie.com is a great place to find lots of Dale Carnegie resources. If people want to take a Dale Carnegie program, they can go to that website. TakeCommand.com has got information about the book and buying the book. It’s available on Audible, in Kindle, and also hard copy. I’m pretty active on Twitter and LinkedIn, it’s @josephkhart, so either of those places, and I’m sharing information and research and studies, and those kinds of things constantly.

Pete Mockaitis
All right. And do you have a final challenge or call to action for folks looking to be awesome at their jobs?

Joe Hart
Yeah, I would say ask yourself whether you are, in fact, taking command. Are you intentional right now in the important aspects of your life? And if you’re not, I challenge you to be that way. Be intentional. Take command. Make it happen now.

Pete Mockaitis
All right. Thank you, Joe. This has been a treat. I wish you much luck and fun and command.

Joe Hart
All right. Thank you, Pete. It’s been great talking to you.

830: Lessons Learned from the World’s Longest Scientific Study on Happiness with Dr. Robert Waldinger

By | Podcasts | No Comments

 

 

Dr. Robert Waldinger breaks down key insights on happiness gathered from the Harvard Study of Adult Development.

You’ll Learn:

  1. The top stress regulator—and how to cultivate it in your life
  2. Two big happiness myths to debunk
  3. How to foster warm, authentic relationships with one question 

About Robert

Robert Waldinger is a professor of psychiatry at Harvard Medical School, director of the Harvard Study of Adult Development at Massachusetts General Hospital, and cofounder of the Lifespan Research Foundation. Dr. Waldinger received his AB from Harvard College and his MD from Harvard Medical School. He is a practicing psychiatrist and psychoanalyst, and he directs a psychotherapy teaching program for Harvard psychiatry residents.

He is also a Zen master (Roshi) and teaches meditation in New England and around the world. Robert is the co-author of the book The Good Life: Lessons From the World’s Longest Scientific Study on Happiness. 

Resources Mentioned

Robert Waldinger Interview Transcript

Pete Mockaitis
Bob, welcome to How to be Awesome at Your Job.

Robert Waldinger
I’m glad to be here. Thanks for having me.

Pete Mockaitis
Well, Bob, I’m so excited to hear about your wisdom from your research project, as well as you’re also a Zen master. How does one become a Zen master? What does that consist of?

Robert Waldinger
A lot of meditation and a lot of training. It was years and years of training in Zen.

Pete Mockaitis
And so, who bestows the title of Zen master? How does it…? I’m thinking, like, a chess grandmaster, like I know how that works. But how does one become an official Zen master?

Robert Waldinger
Well, there are no points involved.

Pete Mockaitis
Okay.

Robert Waldinger
Zen is essentially an apprenticeship, and so we end up studying with teachers. I studied with a teacher and, eventually, she gave me authorization to teach. It’s called Dharma transmission. And now I’m a fully transmitted Zen teacher, a Roshi is what it’s called.

Pete Mockaitis
Okay. Well, that’s just so fascinating. I took one class on Zen Buddhism in college, so that’s the extent of my background, but it was fascinating. I’m curious, any particular insights that you found.

Pete Mockaitis
That was transformational in a very practical sense in terms of, “Huh, I am more effective and happier because of this perspective or insight or discovery”?

Robert Waldinger
Probably the biggest insight for me has been that everything constantly changes. And, on the one hand, that may sound trivial but, on the other hand, when you really sit on a cushion hour after hour, and you watch all the things that come up in your mind and then pass away, times when you start to get furious, or are euphoric, and then in a moment it’s gone, it really helps you to notice that some of the things we think are so terrible and are always going to be that way, never stay around that long. Similarly, a lot of the joys pass away, and that it’s a helpful perspective to realize that everything comes and passes away.

Pete Mockaitis
That is powerful. And I heard someone once asked Daniel Kahneman something like, “What’s a huge insight everyone needs to understand?” And he said that, “Nothing is as important as we think it is while we’re thinking about it.” And I see a little overlap there, it’s like, “Whoa,” because when you think about something, it is the thing, like, “These drapes, that is absolutely mission critical,” for example, but, really, it doesn’t matter.

Robert Waldinger
Exactly. We have a saying “Don’t believe everything you think,” that one of the things you see when you meditate a lot is how the mind just makes up stories. We’re just constantly making up stories about the world. And we need to do that in a lot of ways to get through. Like, I had a story that I was going to come talk to you right now, and that’s helpful because it got me to get here for you and for us to have this conversation. But many of our stories are just completely out of touch with what’s real. And the more we can have perspective on that, the less we suffer and the less we make other people suffer.

Pete Mockaitis
That is powerful. We had a great conversation with Rene Rodriguez who talks about framing and storytelling, and it’s powerful to convey a message to somebody else but it also really shone a light on, “Whoa, we’re telling stories to ourselves as well all the time.” And the stories we choose and entertain and give airtime to in our brains really affect the way we see things and feel about things. And it’s powerful stuff.

Robert Waldinger
Absolutely.

Pete Mockaitis
All right, Bob. Well, we’re already starting deep, so I think that’s a good backdrop for talking about your latest book The Good Life: Lessons from the World’s Longest Scientific Study on Happiness. And I’m excited to chat about this because I’ve read a few articles about this study. Could you, first and foremost, orient us, what is this legendary study?

Robert Waldinger
It is the longest study of adult life that’s ever been done, the longest study of the same people as they go through their whole lives. So, starting with a group of teenagers in 1938, following them all the way through adulthood, into old age, almost all have passed away, and now we’re studying their kids, and their kids are mostly Baby Boomers. So, now, it’s been two generations, thousands of people.

Pete Mockaitis
And so, I understand that we have two populations; one, Harvard undergraduates, and, two, folks in a more disadvantaged community situation. Could you expand on that?

Robert Waldinger
Yes. In fact, there were two studies and that they didn’t even know about each other when they both started in 1938.

Pete Mockaitis
Oh, how convenient.

Robert Waldinger
Yeah.

Pete Mockaitis
Same year?

Robert Waldinger
One was started at the Harvard Student Health Service. It was a bunch of Harvard undergrads, sophomore, who were chosen by their deans because they seemed like fine upstanding young men, and it was to be a study of normal young adult development. So, of course, if you want to study normal adult development, you study all white men from Harvard, like it’s the most politically incorrect research sample you could possibly have.

But at that time, that’s what they chose. We’ve since expanded, brought in women. But then the other study, the other group was a group, as you said, of boys from Boston’s poorest neighborhoods. They were all middle schoolers at the time in 1938, and they were studied because they came from some of the most troubled families in the city of Boston.

And the question that the researchers had, also at Harvard, was, “Why is it that some kids who grew up in families that looked like they are destined to fail, grow up with two strikes against them, how do these kids stay out of trouble and stay on good developmental paths? What are the factors that foster resilience even in the face of so much disadvantage?”

And so, that was the question guiding the inner-city group study. And then, eventually, those two studies were brought together, and now these two groups and their children are studied together.
Pete Mockaitis
And so, can you give us a little bit of a summary statistics, if you will, in terms of “We’ve seen a number of outcomes”? And it looks like you have the luxury of attracting tons of different options associated with income and health and death. So, I’m curious, just how much of a difference does having that leg up with Harvard make in terms of wealth and health and whatnot?

Robert Waldinger
It makes a big difference in wealth, certainly. It makes a big difference in health, we think, because the Harvard men were more educated and they got the messages sooner that were coming out that smoking is really bad for you; alcoholism and drug abuse, really bad for you; exercise, hugely important; getting preventive healthcare, hugely important. So, they got those messages.

And what we found, actually, was that 25 of the inner-city men, 25 out of 425, actually went to college and finished college. And those men lived just as long and stayed just as healthy as the Harvard men, and we think it’s not because they had college diplomas. It’s because, first of all, they had the support growing up to get to college and stay in college, and because they had the education that they needed to keep in mind some of the things that were going to set them up for a good health as they went through life.

Pete Mockaitis
Intriguing. Well, so that’s one fascinating little nugget right there, and you got lots of them. So, Bob, I’m going to put it in your court, you’re going to be our master curator here. Could you share with us some of the most surprising, fascinating, actionable discoveries that have come about from this research?

Robert Waldinger
One great big one that, at first, we didn’t even believe, what we found was that the people who had the warmest closest connections with other people stayed healthy longer, they lived longer, and they were, of course, happier. So, relationships with other people were a huge predictor of health as well as happiness.

We didn’t even believe it because we thought, “Well, we know the mind and the body are connected, but how can having good relationships actually get into your body and change your physiology?” So, we’ve been studying that for the last 10 years as other groups have as well. And, as I said, we didn’t believe that at first, and then other research studies began to find the same thing.

And when different research studies all point in the same direction, that’s when you start to have more confidence in your research findings that it’s not by chance.

Pete Mockaitis
I remember reading an article, I guess that was your predecessor George Vaillant running the study, when interviewed, said that a key takeaway is, as he put it, “Love. Full stop. That’s what it’s about.” I think The Beatles and wisdom traditions have been sharing this message for quite a while, and now it bears out in a long-term study hardcore.

Robert Waldinger
Well, that’s what’s cool about this. Our clergy could tell us this, our grandparents could tell us this, for centuries back they’ve told us this, but the science now says, for those of us who are skeptics and want some data, the data really shows that warm connections with other people make a huge difference in our lives.

Pete Mockaitis
Well, let’s dig into this then, warm, close relationships. What’s constitutes warm? What’s constitutes close? And how do we get more of those going in our lives?

Robert Waldinger
Yeah. Well, first of all, let me say it doesn’t have to all be close, and we can talk about that later in terms of the different kinds of relationships. But what we’ve been finding is that everybody needs at least one person who has their back, and that’s not always the case. So, when our original guys were asked, “Who could you call in the middle of the night if you were sick or scared?”

Some people could list several people they could call. Some people couldn’t list anybody, not a soul on the planet. And some of those people who couldn’t list anybody were married. So, what we know is having that sense that there’s somebody there who will be there when you really need them, that that’s an essential component of wellbeing that it makes the world feel safer.

Pete Mockaitis
Yeah.

Robert Waldinger
And one of the things that we’re finding is that this seems to have a lot to do with good relationships helping us manage stress. If you think about it, life is full of stressors. You have young kids. I imagine you have stressors every day, like, “Oh, no, this is happening. Whoa!” And when I have something bad happen in my day, I can literally feel my body start to get revved up. I go into fight or flight mode. My heart rate goes up.

And that’s okay. We’re meant to respond that way when we have stressors. But then, when the stressors go in the body, it’s meant to come back to equilibrium. And what we find, if I have an upsetting day and I have somebody at home I can talk to, or someone I can call up, and they’re a good listener, I can literally feel my body calm down when I talk to them about my day.

What if you don’t have anybody in the world? What we think happens is that those people who are lonely or socially isolated stay in this chronic flight or fight mode. And what that means is they have higher levels of circulating stress hormones, they have higher levels of chronic inflammation, and that those things actually wear away your coronary arteries. They wear away your joints. They break down different body systems. And so, we think that what’s so valuable about relationships is that they are real stress regulators.

Pete Mockaitis
Someone once told me I listened for differences or disagreement, and so I think that makes total sense to me. I guess I’m thinking, in the hierarchy of stress regulators, I suppose there are any number of practices from deep breathing to mindfulness, to yoga, to exercise, to hobbies. Do we have a relative sense that are relationships sort of the ultimate stress buster? Or, is it comparable to, I don’t know, if this could be measured, like, how does having a great friend or partner you can rely on compare from a stress-relieving asset perspective to a good exercise or mindfulness routine?

Robert Waldinger
I don’t think anybody has done those comparisons exactly but there is a little bit of evidence there. So, they did a big analysis of lots of studies of loneliness, and they found that the experience of loneliness, if you’re chronically lonely, it’s as bad for your health as smoking half a pack of cigarettes a day or being obese. And what we know is that, on average, about 30% of people will tell you they’re lonely.

Pete Mockaitis
Yeah. Okay, so that tells me, if you have a good smoking buddy, and you only smoke two or three…just kidding. Just kidding.

Robert Waldinger
And you eat a lot of Big Macs, yeah, absolutely.

Pete Mockaitis
Okay. Well, that is handy. Okay. So, relationships, huge. And then zooming into professionals and being awesome at their job, I understand there are some takeaways associated with some drivers of differing income levels. What’s the story here?

Robert Waldinger
Yeah. So, we’re always asking the question, “Does money make us happier?” and people have actually started to study it. Like, how much does our happiness go up as we make more money? And it turns out that, yes, in recent years in the United States, your happiness goes up until your basic needs are met. So, until you reach about $75,000 a year in average household income, until you get to that point, your happiness keeps going up as you make more money.

But once you get to that 75k and you keep making more money, you hardly get much of a boost in happiness at all. What that means is that once our basic needs are met materially, more money doesn’t make us happier.

Pete Mockaitis
Okay. Good to know. Good to know. So, there’s the impact of money on happiness. If I’m flipping it around, what are the drivers that you’ve discovered within this study that tend to explain or point to earning more money even if, as you just said, it’s not necessarily going to make us happier?

Robert Waldinger
Well, we don’t find greater happiness or greater unhappiness. So, earning more money isn’t bad. It just doesn’t make you happier. You just have more money. And so, the difficulty is that, as you might know, when they survey young people, like people on their 20s just starting out, and they say, “What are you going to prioritize as you go through your adult life?” most of them, the majority will say, “I need to get rich.”

So, we’re giving each other the messages all day long in the media that, “Boy, if you buy this car, you’re going to be happier,” “If you buy this kind of pasta and serve it to your family, you’re going to have the best family dinners ever.” There are just all these ways in which we are given the messages that if you buy the right stuff, if you have enough money to buy all the right stuff, you’ll be happier, you’ll have a better life. And it turns out, that’s not true.

Pete Mockaitis
Okay. So, money doesn’t do it, more so warm relationships does it. And then there’s also the associations with the warm relationships, people who have them also earn more money.

Robert Waldinger
Yes. Well, it turns out that if you have better relationship skills, you’re more successful at work. So, they studied this where they’ve put people on teams, and they say, “Which teams perform best?” And it’s not the teams that have the highest collective IQ, it’s not the smartest folks. It’s often the most emotionally attuned and skilled folks because they cooperate better, they are more relaxed, and, therefore, more creative, they’re more engaged in their work, they’re less competitive.

So, what we find is that this thing we call emotional intelligence, which involves having better relationship skills, it’s hugely predictive of how well you do in your work life.

Pete Mockaitis
Okay. And then, tell us, we have some do’s, cultivate close relationships; we’ve got a don’t, don’t chase maximum money, what are some other top takeaways in terms of folks who want to be happy, successful, flourish, be awesome at their job? What are some of the top things that you recommend they do do or don’t do based on these insights from the study?

Robert Waldinger
Well, one is, don’t expect to be happy all the time. We can get the impression, like when you look at social media and you see what we all present to each other on social media, like, me on a great vacation or about to dig into a great plate of food, it can look like I’m happy all the time, like I’m always having a party.

And what I can tell you from studying thousands of lives is that nobody is happy all the time. And that’s useful because it can seem like other people have it figured out and I don’t, and that turns out not to be the case, that everybody has hard times, everybody struggles with things. And I say that because it can help us feel a little less like an outlier when life isn’t always happy.

The other thing we know is that relationships are not always warm and harmonious. Now, you might be the exception, and you and your partner may never argue ever or disagree ever, but I’ve never met a person who’s in a relationship like that, right?

Pete Mockaitis
Yeah.

Robert Waldinger
So, what we know is that all relationships have conflicts and disagreements. That’s not a problem. But what matters is how we work out our disagreements and if we can find a way to work disagreements out so that we come away feeling okay with each other and like nobody has lost and nobody has won, that’s a big help. And to know that as long as there’s a kind of bedrock of affection and respect, that relationships are quite solid even when we argue with each other.

Pete Mockaitis
Okay. Well, let’s expand on some of these best practices then when it comes to these warm close relationships. It’s okay to have some conflicts, some disagreements, but we fall back on having a fundamental foundation of respect. Got it. What are some other things that make all the difference in terms of cultivating these warm close relationships?

Robert Waldinger
Yeah. Well, one thing probably is curiosity. Like, to be genuinely curious about somebody else is a great starter for a relationship. So, let’s say there’s somebody at work and you noticed something on their desk and get curious about it, it gives somebody an opportunity to talk about themselves. It gives you an opportunity to get to know them in a way you might not otherwise.

And it’s not just in starting new relationships that curiosity helps and we do love to talk about ourselves. It’s old relationships. So, you know a coworker, or you know your partner, you think you know everything there is to know about them, but actually you don’t. And it turns out that when we start taking each other for granted, we stop paying attention to who the other person is as they grow and develop. So, if you can bring that sense of curiosity back to an old relationship, that can really liven it up.

One of my meditation teachers had an assignment for us once. He said, “As you sit there, doing something routine or talking to somebody you’ve talked to a hundred times, ask yourself this question, ‘What’s here now that I’ve never noticed before?’” And when you do kind of come with that mindset, it can get really interesting really fast.

Pete Mockaitis
“What’s here now?” You mean when you say here…

Robert Waldinger
Like, “What am I noticing?” So, I’m going to go have dinner with my wife, that we’ve done that for 36 years, lot of meals together. So, what if I come with that mindset? Like, what’s here right now in our discussion? Or, how is she right now that I might not have noticed before? Like, if I’m looking for something new, I get really curious, and that can set me up in a whole different way than, “Ah, yeah, I know what she’s going to say. We’re going to have the same dinner we always have, the same conversation,” right?

Pete Mockaitis
Yes, that’s good. Our brains love that novelty stuff, and so that really seems to unlock a lot of cool motivation-y dopamine-y…is that a word, dopamine-y?

Robert Waldinger
Dopamine-y? I like that.

Pete Mockaitis
In the mix. Very cool. And so then, we can do that in our work relationships, and there are some really cool research associated with the power of having warm close relationships at work, in particular, as well. Could you expand on that?

Robert Waldinger
Yes. The Gallup organization did a survey of 15 million workers around the globe, all ages, all cultures, and they asked the question, “Do you have a best friend at work?” And what they meant was, “Do you have somebody you can talk to about your personal life at work?” Now, many CEOs then, “That’s a distraction. You don’t want that kind of socializing.”

Well, it turned out that only 30% of workers said they had a friend at work, but those workers were seven times more likely to be engaged in their jobs. They were better at engaging customers, if they were customer-facing. They produce higher quality work. They were happier in their jobs, and they were less likely to leave their jobs because the job wasn’t as interchangeable because they had a friend there they wanted to see.

And the people who didn’t have a best friend at work, so seven out of ten people, they were 12 times as likely to be checked out of their work, to be disengaged.

Pete Mockaitis
Okay, there you have it. Okay. And I also remember that alcohol was something that came up in the study as being potentially quite destructive. What is the takeaway here?

Robert Waldinger
Big time. Alcoholism, that means abuse, dependence, it destroys people’s families, it destroys their work life. So, the people who became alcoholics, in our study, had marriages that fell apart. Half of the marriages that ended in divorce had one or both partners stuck in alcoholism. And what we found was that the people who were abusing alcohol chronically had a downward trajectory at work. They couldn’t perform well. They didn’t get promoted. Even if they didn’t get fired, they plateaued pretty quickly.

Pete Mockaitis
Okay. Well, so how do we make sure that doesn’t happen to us? I mean, you enjoy a beverage from time to time. Any pro tips? Because if you’re watching people year after year after year, that’s an interesting vantage point in terms of, “Huh, this is kind of creeping in there.” And I guess, one, how do you precisely measure that? Do you ask them, “How many drinks do you have?” Or, are there any warning signs? So, if we enjoy a happy hour, how can we make sure we don’t lose control, slipping away over the decades, and fall into this category?

Robert Waldinger
Yeah, key questions. So, we measure it in different ways. So, one way we measure it is, “How many drinks do you have?” And for men, two drinks max a day is all that really is okay for your health. And for women, it’s one drink because, physiologically, they process alcohol differently. But another way to think about this, if you’re just kind of thinking, “Am I drinking too much?” is to ask the people who care about you. Ask them if they’re worried about your drinking.

Do you feel guilty about your drinking? Do you try to cut down and have trouble? Do you find that it’s getting in the way of your getting up in the morning and making it to work or making it to your parenting activities, or whatever they might be? If it’s getting in the way of your life, then it’s probably a problem.

Pete Mockaitis
Okay. All right, Bob, anything else we really should know about this study, its insights, and being awesome at your job?

Robert Waldinger
I think just to think about work as not so separate from the rest of your life but to really let yourself say, “Okay, how could I enjoy myself more at work? Particularly, how could I have better connections with other people because I’ll have more fun at work if I do that?” Sorry.

Pete Mockaitis
Oh, no problem. Okay. Well, then, now I’d love to hear a little about your favorite things. Could you share a favorite quote, something you find inspiring?

Robert Waldinger
Yes, there’s a quote by Joseph Campbell, he’s the guy who wrote a book called The Power of Myth, and he was like a PBS guy. And he had a quote that I love, which is, “If the path before you is clear, you’re probably on somebody else’s path.” That has really helped me. When I keep thinking, “Oh, I really should do that because everybody else is doing it,” or, “That’s what seems to get the most applause,” it’s really helpful to be reminded that, “You know, everybody is doing their own thing. Everybody is taking their own path through life.” And I’ve seen that studying these lives over decades.

Pete Mockaitis
Well, next, I want to ask you about a favorite study or experiment or bit of research. You’re intimately involved in a legendary one. Any others that leap to mind?

Robert Waldinger
Any other research that leaps to mind?

Pete Mockaitis
Yeah, that you think is super cool.

Robert Waldinger
Yeah, when we asked people how they spend their discretionary income, so you got all your needs met, and then you have some income, what are you going to do with it? And are you happier if you buy material things or if you pay for experiences? And paying for experiences could be tickets to a basketball game, or taking your family on a trip, or it could be anything but experiences. And what they find is that the people who use their money to pay for experiences are happier and they stay happier longer than the people who buy material things.

Pete Mockaitis
Okay. Thank you. And a favorite book?

Robert Waldinger
Favorite book. Well, actually, one of my really favorite books is so old school. It’s Pride and Prejudice. I just love that book. Another favorite book is The Overstory by Richard Powers. It’s about ecology but it’s a really cool novel. And there’s a book by a Zen teacher, Barry Magid, called Ending the Pursuit of Happiness.

Pete Mockaitis
Okay. And a favorite tool, something you use to be awesome at your job?

Robert Waldinger
A favorite tool is serving lunch.

Pete Mockaitis
Okay.

Robert Waldinger
People really like to be fed and they loosen up and they get more creative when they’re sharing a meal.

Pete Mockaitis
Okay. So, you are the lunch provider.

Robert Waldinger
Yup, for my research group, and they love it.

Pete Mockaitis
Well, now, I want to know what sort of lunches we’re talking about here.

Robert Waldinger
Oh, we get takeout, we get Mexican, we get Thai, we get healthier stuff, too.

Pete Mockaitis
Okay. And a favorite habit?

Robert Waldinger
Favorite habit is going for a walk every day, and looking at simple stuff, like trees.

Pete Mockaitis
And a key nugget you share that really seems to connect and resonate with folks; they quote it back to you often?

Robert Waldinger
It’s a quote from a 19th century writer. He said, “Be kind for everyone you meet is fighting a great battle.”

Pete Mockaitis
Yes, I just saw that written in some random decor somewhere. I don’t know, but I like that.

Robert Waldinger
Yeah, yeah, because it’s like it doesn’t look like it from the outside, but everybody has got stuff.

Pete Mockaitis
And if folks want to learn more or get in touch, where would you point them?

Robert Waldinger
Well, to our book, so TheGoodLifeBook.com, you can order the book but, also, to our website. There’s a website about the study, it’s AdultDevelopmentStudy.org. And there you can read some of our highly technical papers and learn more about the study.

Pete Mockaitis
All right. And do you have a final challenge or call to action for folks looking to be awesome at their jobs?

Robert Waldinger
Yes. Think about somebody you’d like to connect with more at work, and reach out to them and ask them to have coffee, take a walk, do something. Reach out. Make a commitment to do that tomorrow. And just notice, it’s a small decision, and notice the ripple effects. Notice what comes back to you from that small action.

Pete Mockaitis
All right. Bob, this has been a treat. I wish you much happiness and goodness in life.

Robert Waldinger
And you, too. I envy you having small kids. I miss that time. My kids are in their 30s and they’re wonderful, but I really miss the time when the kids were young.

828: How to Reach Your Epic Goals and Unlock Elite Performance with Bryan Gillette

By | Podcasts | No Comments

 

 

Performance expert Bryan Gillette reveals the foundational principles for epic achievement.

You’ll Learn:

  1. The five pillars of EPIC performance
  2. What you can learn from elite athletes to find your own peak performance
  3. How to quantify tricky goals 

About Bryan

Bryan Gillette knows what it is like to reach the peak as he has stood on the summits of many mountains and successfully completed many physically and mentally challenging ultra-distance endurance events. He’s reached several ‘summits’ in his career as well and before founding his own leadership consulting practice was the Vice President of Human Resource. Bryan has over 25 years of experience in Human Resources and Leadership and Organizational Development with executive-level responsibilities in small and large companies. His experience also includes consulting, speaking, coaching, and teaching all levels.  

Bryan is also a dedicated endurance athlete and has cycled across the United States, run 8-marathons back-to- back, and ridden his bicycle 300 miles in one day.  

When he is not traveling the world with his wife and two boys, he lives in the San Francisco Bay Area. 

Resources Mentioned

Bryan Gillette Interview Transcript

Pete Mockaitis
Bryan, welcome to the How to be Awesome at Your Job podcast.

Bryan Gillette
Well, it’s nice to be on the show, Pete. It’s good to be here.

Pete Mockaitis
Well, I’m so excited to talk to you about epic performance and one epic achievement I have to ask about right away. So, you ran eight marathons back-to-back within a 76-hour window, sleeping for less than two hours during this feat. First of all, is that accurate?

Bryan Gillette
It is accurate. Yeah, it’s 205 miles around Lake Tahoe. So, Lake Tahoe is one of the premiere high-elevation lakes in the Sierra mountains, and there’s a 200-mile race around it.

Pete Mockaitis
Okay. So, you did that. Well, congratulations.

Bryan Gillette
Thank you.

Pete Mockaitis
That is astounding, almost unbelievable so I had to confirm that we’re getting the claim correct, first of all.

Bryan Gillette
You’ve got your information correct.

Pete Mockaitis
So, I guess we’re going to get into some of the core principles for how such epic achievements unfold. But, maybe for this specific tale, could you share with us a key thing you did before or during this event that you think made all the difference for you?

Bryan Gillette
There were a number of things, but if we just focus on one thing, it’s making sure I’m training well and I’m prepared. People often ask what’s the hardest part of running 200 miles, and they’ll think, “Oh, the hardest part is getting to the finish line.” In this case, the hardest part is getting to the start line. Getting to the start line prepared, getting to the start line healthy and injury-free. It’s the nine months leading up to an event like that that’s the hard part.

Pete Mockaitis
It only takes nine months to prep for that?

Bryan Gillette
Well, it takes a lot longer when I started. So, nine months prior to it, I had completed a 100-mile run in 24 hours so I was in pretty good shape when I started my training. So, for the nine months leading up to it, I started that in really good shape, so I started out with a really good base. And then I spent the next nine months really focusing on that one run.

Pete Mockaitis
Okay. Well, this is not a running or fitness podcast, but I just got to ask. How does one remain injury-free? Because it seems like I’ve always got something that acts up. Even when I start cranking about five miles every other day for a few months, something happens, “Oh, my IT band is doing whatever,” and it’s I’ll just like disappear for weeks or months. So, how is that even done?

Bryan Gillette
I wish I had the magic answer to that one and could clearly say, “This is how you stay injury-free.” I can tell you what I have done for all of my events, mainly all of my running events because I’m also a cyclist as well, is if all I did was run in order to prepare for the 200-mile run, I would not have been able to stay injury-free. So, I ran, I bicycled, and so I would mix it up a little bit.

And when I would notice something was starting to hurt, I would kind of assess, “What’s going on? Do I need a new a pair of shoes?” because you’re going through shoes quite quickly in something like that, and really understanding your body well. And I think it applies to everything. Do you understand kind of what’s working, what’s not working? How do you tweak things? And if you’ve got an injury, how do you stop and try to do something different so you don’t over-injure it even more?

Pete Mockaitis
Okay. Well, thank you. Well, now, let’s get into some broader lessons.

Bryan Gillette
All right.

Pete Mockaitis
Your book EPIC Performance: Lessons from 100 Executives and Endurance Athletes on Reaching Your Peak, ooh, that’s exactly the sort of thing we love to hear. There’s a lot of lessons but could you kick us off with a particularly shocking, surprising, fascinating, counterintuitive, dopamine-releasing discovery that you unearthed when you dug into this research quest?

Bryan Gillette
So, I spoke to a hundred people, and most of them were C-level folks, and about 75% were C-level folks, and then about 25% were ultra-distance endurance athletes, so somebody that has done an IRONMAN or equivalent, but people that…and, in many cases, the ultra-distance athletes were C-level folks.

Pete Mockaitis
And you don’t mean Cs in academic performance. You mean chief information officer, chief operating officer, chief executive officer.

Bryan Gillette
Yes.

Pete Mockaitis
Okay, I’m with you.

Bryan Gillette
Yes, thank you for clarifying that, Pete. Yeah, these were CIOs, CHROs, CEOs, all that C-level work. And what surprised me the most was how humble they were. These were some very accomplished people but I thought, at some point when I identified that I want to reach, talk to a hundred people, I thought, “How many people am I going to have to ask in order to get a hundred interviews?”

And what surprised me is I only had to ask a 102 people. Only two people said no and everybody else, was they were so willing to do it, spend the time. I spent a minimum of an hour with everybody, and it was something like, “Yeah, I’ll do it.” And when I would ask them, I’d start the interview, they would often start off and, it’s like, “Why are you interviewing me, Bryan?”

And it was that humbleness that really surprised me the most. But then the other thing along those lines was that all but two people said yes. If you don’t ask somebody, if you want something and you don’t ask, the answer is going to be no. But if at least you go out and ask, and that reinforced that concept even more in my head. If you at least ask, there’s a greater possibility of you getting a yes than if you don’t ask.

Pete Mockaitis
Well, now there’s maybe a whole another podcast episode here about cold outreach because I’m imagining you probably got a number of ghost replies as in no reply whatsoever as opposed to a clear no or a clear yes.

Bryan Gillette
Surprisingly, so when I went out to people, a bunch of the people I knew personally, and so I could call them up, I could send them an email, and they all responded. And then at the end of any interview, I would ask one question, it’s like, “Is there anybody else who you think I should talk to?” And they would say, “Oh, yeah, you got to talk to Marilyn.” I said, “Can you do make a connection with me? And here are some information you can send to her and make that connection,” and so, I didn’t get those ghosts.

So, I literally sent out 102 requests or called 102 people, and only the two people, of the two, one of them said, “There’s a lot of family issues I’m going through. Now is not the best time.” I said, “Okay, I get it.” And then the other person, I actually never heard from.

Pete Mockaitis
Okay. Well, that is mighty impressive. And then I suppose it’s also kind of fun. It was flattering, it was like, “I wanted to figure out how one becomes an epic high-performer like you,” so that’s just…

Bryan Gillette
I mean, I agree. I teach a graduate course at the university on leadership, and one of the things that often the students will come up and we’ll be talking about career and career advice, and they’re asking me questions. And what I’ll often tell them is, “Do some informational interviews. If you’re interested in, if you want to work in nonprofit, go out and do some informational interviews.”

And most people, when you say, “Hey, Pete, can I interview you on what it means to be a podcast host?” chances are you’re going to say yes because it is very flattering to the person. So, ask people, and it’s flattering to be asked, and chances are you’re going to get a yes.

Pete Mockaitis
Okay, cool. Now, onto EPIC performance. Let’s hear the scoop. What is kind of the core thesis, message, big idea we should take away from this?

Bryan Gillette
Yes. So, EPIC performance, there’s five behaviors of EPIC performance. And EPIC stands for, E is what are the big things in life you envision? How do you envision those things that you want to accomplish? Not just one or two years out, but three, four, or 30, 40 years out. That’s E as envision. P is, “How do you put a plan in place in order to accomplish those big ideas?

I is, “How do you iterate to that plan so you don’t start off running 200 miles, you don’t start off running a marathon?” You start off running two miles or four miles. You don’t start off at the CEO of a company. You start off a much lower level. So, that’s iterate, “How do you work your way up?” The C is, “How do you collaborate with somebody who’s done this before?”

So, if I wanted to start my own podcast, I’d call you up and say, “Pete, what does it take to start a podcast?” And then the last one is, “How do you go out and perform it?” That’s EPIC performance. So, the performance is, “How do you deal with the hard times? How do you you get from the start line to the finish line? How do you deal with those challenges?” And then, once you’ve accomplished, you’ve reached kind of that peak, how do you think about what’s next?

Pete Mockaitis
Okay. Well, could you share with us a story of someone who did just that in terms of pushing beyond their limits, achieving something epic, and, ideally, in the professional or work context? Kind of walk us through their steps and the result they saw.

Bryan Gillette
Yeah. So, I’ve an assessment where people can assess how well they are at the five different areas. And, generally, what I found is somebody is probably really good at two of the five areas, and they know how to compensate for the other ones. So, for example, there’s a gentleman I work with, he’s one of my clients, and he’s also the CEO of this fairly decent-sized economic development arm here in California.

And he is phenomenal at envisioning things, and he can see stuff, and he works really hard to go and kind of get it accomplished. He’s not necessarily the best person to put the plan together, and he’s not necessarily the best person to iterate, but he can collaborate well and he can perform well. And so, part of it is understanding, “Where are you good at?”

And so, as I was talking about the envision part and trying to understand, you know, part of envision is understanding your why, understanding your purpose and how you can see that future. And as he’s building this business, I asked him, I said, “How do you deal with the challenges? How are you able to kind of see that future and then overcome some of the many obstacles you’ve come with?”

And he talked about, he goes, “I’m very clear on my why. I’m very clear on the purpose,” and that’s what envision is. And I said, “Where does that come from?” He goes, “Part of what I want to do with this organization is I want to be able to build up the economic arm of these 15 to 20 cities that make up this region.”

“And the reason I want to do that is because when I was a kid, I saw my dad lose his job because the economy wasn’t doing well, and the city that we were in, it was depressed. I saw him lose his job and I saw him lose that luster for life, and I never want that to happen to me or to other kids, and so that’s why I know that why really well.”

And so, that’s what that envision is, knowing that why, knowing your purpose, and being able to kind of stay focused, so when it really does get hard, you can go back to those types of situations. So, that’s one example of when somebody really understand kind of that vision and their purpose.

Pete Mockaitis
Okay. Well, then let’s walk through the whole picture then. So, envision, plan, iterate, collaborate, performance. Can we hear a little bit about the definition and some best practices within them?

Bryan Gillette
Yeah. So, envision, it’s being able to think out. Most of the time, and when I work with companies, it’s thinking about one, two, three years out. And so, what I want people to do and kind of help people get to is, “How do you think in 10, 20, 30 years out?” a little bit further. And part of that is being clear, we just chatted about the vision part, being clear about that, being clear about what your purpose is, but then also looking out, “What do you want to accomplish in 30 years instead of just looking out a couple of years?”

And often what holds people back is we think, “Oh, I can’t think out 30 years because we can’t do that. And the problem is we can’t do that today.” So, the iterate part is, “What do you have to do in order to get to that point where you can drive to that bigger goal?” So, for example, if you just go back to our marathon example, you don’t start off running a marathon.

And so, a lot of people, if you ask them, “Hey, could you run a marathon?” they would say, “No, I can’t do it.” I was like, “Okay. So, what is it you could do today to move you closer to being able to run that marathon next year or the following year?” Well, today, you can run two miles or three miles. And then next week, maybe you can run four miles. So, that’s what the iterate is.

The plan is once you know what that long-term goal is, if it is to run the marathon, “What are the steps you need to put in place in order to get there?” And then the collaborate is, “Who are the different people? Who could you learn from?” Now, you think about a lot of times, people say, “Oh, what I’m doing, somebody has never done before.”

And I talked to a lot of CEOs who started up their own company, and they never said, “Oh, what I’m doing, somebody has never done before,” because somebody has started up their own company, somebody started up and done something in a similar space. It may not be exactly what you’re doing, but learn from what they did, learn from those people’s successes, learn from their failures.

And then, lastly, is the perform, how do you go out and you do it. And that’s all about how do you persevere through the difficult times. How do you stay focused on your goal is what you’re trying to do.

Pete Mockaitis
All right. Well, can we hear another example of a professional who achieved some awesome things, and walk us through each of those steps, how they envisioned, they planned, they iterated, they collaborated, they performed?

Bryan Gillette
So, another example on the professional side is there was a CEO who I was talking to, and early on in his career, kind of as he was coming out of college, one of the things that he wanted to do in life is he wanted to run a hunting lodge. And so, that was what he wanted his career to do.

And so, he started, and this is kind of that iterate side, he started to go out and work for hunting lodges. And as he was working for one, so it was hunting and fishing was kind of where his passions were. And so, he went and he was working for one company, and he knew that, “In order to do this, I’ve got get better at finance.” And the CEO of the company brought him in, got him involved in some of the financial aspects of the business, so he started to learn finance.

And then he started to learn kind of that customer, that front-of-the-house type of management, how do you manage the customers. So, he was building up those skills that were all going to be important when he ran his own hunting and fishing lodge. Now, what happened is he started to get into that, started to learn about finance, started to learn about marketing, started to learn about the customers and what their needs were, and he realized, “I didn’t really like managing the hunting or fishing lodges.”

Pete Mockaitis
All right.

Bryan Gillette
And so, he had to pivot a little bit, but still, hunting and fishing, really, fishing is at his core, so he figured out, “Okay, what do I have to do differently?” Then he went to work for a large fishing manufacturer, a large outdoor kind of company that focused on fishing equipment and fishing gear, and he worked his way up in different areas, in marketing and sales. And, eventually, he became the CEO of several well-known kind of outdoor apparel companies.

So, it starts off where you start off where it’s like, “My goal is I want to do something in my career around fishing,” because that’s what was his passion, and he got into it, and he realized, “I don’t like some of these aspects but I still want to stay in the industry,” and he kind of learned the different parts of what it took to run a business and, eventually, the CEO.

Pete Mockaitis
Okay, that’s cool. So, there I’m hearing the iterate loud and clear with regard to, “Oh, I guess this doesn’t quite exactly the thing,” in terms of when we look at the realities of that. I’m thinking about a lot of people in their careers, they think they want to do something and then they realized that, “Oh, the reality of that is actually different than what I imagined.” Like, law is an example, “Oh, I want to be in the courtroom like the TV shows, doing dramatic persuasion of a judge or a jury,” and then they realize, “Oh, shoot, most lawyers are primarily creating documents. Huh, well.”

Bryan Gillette
Right. It’s the iterate part of that, Pete, as well as the collaborate part of that. Because if you’re going to be…if you want to be a lawyer and you’re thinking about going into law school, go out and talk to a bunch of lawyers. There are different types of law. There’s family law, there’s business law, there’s contracts, and so there are differences there, so go out and talk to those people.

Pete Mockaitis
Absolutely.

Bryan Gillette
And so, you may not like litigation but maybe you like contract law. And so, understanding, and then that’s all what collaborate is, go out and talk to those people, “What do they like? What do they don’t like?” And it’s also talk to the people that were successful, but talk to the people who may have had some failures to understand what they did or what they didn’t do.

Pete Mockaitis
Okay. Well, I like these particular tips in terms of the do’s and don’ts when it comes to iterating and collaborating. Could you give us a few of those for each of the steps? What does great envisioning look, sound, feel like versus what are some common pitfalls and so forth within each of the steps?

Bryan Gillette
Yeah. So, great envisioning is you’re clear on what your purpose is. At the end of the day, you know what your purpose is. You’re also clear on what your values are. You’ve got to understand what’s important to you. Those people that know this, they know what’s important to them, they know where to say yes but they also know where to say no.

Great at envisioning is being able to put yourself into situations where you may be uncomfortable. And so, “How do you stretch yourself a little bit further?” is what you’re trying to accomplish. And one of the ways you know that is if you’re looking to try something new, does it make you nervous? It’s that nervous quotient I always like to focus on.

So, the way you know you’re thinking bigger, the way you know you’re pushing yourself, is because before you do it, you get nervous. And it’s not that nervous that stops you from doing anything. It’s that nervous that’s like, “Okay,” and you just kind of hold back a little bit, but, still, nervousness is a good indication that you’re stretching yourself.

Another key part of envisioning is, “Do you have some sort of strategy that allows you to write those big ideas down and you come back to that every once in a while?” So, I’m sure you’ve gotten, or your listeners have gotten ideas of, “Oh, I’d love to do X.” Do you have a place where you write that down and then maybe come back to it in a year, because maybe you’re not ready to do X?

I was talking to my kids the other day, and I said, “What are some of the things you want to do?” and one of my kids said, “I want to go on the Vomit Comet.” And if you’re not familiar with the Vomit Comet, it’s that airplane that goes up and it does a parabolic flight, and then for a short amount of time, you are experiencing weightlessness.

And I said, “Just write that down somewhere. You may not be able to do it today, but maybe in 10 years you can come back to it.” I keep a list of all the places that I want to go, all the places I want to travel. And every year, we go back and we look at that list. So, those are a couple of things for envision.

For plan, often we wait to put this big plan together before we get started, and I think the biggest thing is if you have this idea of something you want do that’s big, just do one thing no matter how small it is that moves you forward. Just do one thing in the next 72 hours, and that’s one of the things I’d encourage the guests to do. If there’s something big you’re thinking about, what one thing can you do in the next 72 hours that will move you forward with that idea? And then do something else.

We often wait to build the full-out plan before we get started, and you don’t have to. Just start moving forward now. And then, also, start to assess what obstacles and risks may be in your way. Look at the risks, write them down, figure out how you can break them down even smaller and understand that. One of the executives I talked to, he invests in a lot of the real estate in the San Francisco Bay Area where a million dollars is not going to buy you much of the house, so it’s really expensive, and at one point, he was 90% leveraged.

A lot of risks that he had going. And what he did is he took that risk and broke it down into smaller segments, and he kind of broke it down to, like, “What if I lose my job? What if I lose a tenant? Or, what if I need to do a major remodel?” He broke each of those down, or he broke those down into three components.

And that breaks the risk down into smaller components, and then you can break it down even further to understand, “Okay, how much risk is there? Where can I better manage?” Because when you think about the big picture, sometimes that’s daunting, but if you break it down into smaller chunks, you can manage it a little bit better.

With iterate, I always look at, “How do you practice with intention? How are you very focused on where you’re going to spend your time and where you’re not going to spend your time?” There was one of the executives I talked to, he’s a CHRO, so chief human resources officer, he’s also an IRONMAN, so he’s extremely busy, and he goes, “When I am looking to train for an event, I know I need about 11 hours out of the week because I can find 11 hours out of a week, and that means I have to say no to some things.”

And so, how are you looking at your calendar? How are you looking? Where are you spending your time and really assessing that, and then putting a plan in place that makes you very intentional on how you’re going to go about iterating to that? And how are you looking at data? What’s the data you need to know? If you’re doing a sports event, you’re probably looking at speed or time. If you’re looking at a business, then what are the financial data elements you ought to look at? And you don’t have to look at everything but find out those key datapoints that will indicate that you’re being successful, or indicate you’re moving in the right direction, and identify those.

With collaborate, find a few mentors, find a couple people that you can talk to, bounce ideas off, will push you. And I always like to ask folks, “Who are the mentors in your life? And do they offer a different perspective?” One of the assignments I have for folks in my class is I say, “Write down who are all the people, the mentors in your group, and then look at where they’re different. Are they different in gender? Are they different in ethnicity? Are they different in maybe marital preferences or sexual preferences? Are they different in some like business, some like education?”

Think about how different they are because you want to get different perspectives and learn from those different perspectives. And then, lastly, when we look at perform, is, “How are you really focusing on what your goal is?” And so, that takes you back to the envision, “Do you know what that goal is? Do you know what that peak is? And when the times get tough, how are you focusing on that goal and being very clear on what that goal is?”

Pete Mockaitis
And are there some best practices for refocusing on that goal?

Bryan Gillette
Yeah, it’s, first of all, you should have it written down somewhere. Have that goal written down where you can look at it, and constantly go back and evaluate, “Are we on track?” Now, I like to put some objectivity to a goal. When you think of it, we’ve often, most of us have probably heard the smart goals, “Is it specific? Is it measurable? Is it obtainable? Is it relevant? And is there time bound to it?”

And that helps put some objectiveness to your goals, and it also helps you to evaluate whether, “I’m on track or I’m not on track.” And so, the more objective, the more specific you can be with those goals, then it’s going to be easier to evaluate with whether you’re on track or you’re not on track.

Pete Mockaitis
Well, Bryan, I’d love to get your take on when it comes to objectification, quantification of goals. It seems that some are far easier to do than others with regard to sales, or finance, or wealth, or lifting weights, or achieving feats of distance, or speed. I’m curious if you have any pro tips on how we might go about objectifying, quantifying goals that can feel fuzzy at the start, like, “I want to be happier,” or healthier, or more energetic, or in a better mood, or more present.

I think these are aspirations many listeners have, and I’m motivated by quantification and seeing progress, for sure, but some goals fall into a tricky zone there. Have you seen some clever approaches to quantifying them?

Bryan Gillette
Well, I think you have to continue to ask that question. So, if you say, “I want to be happier,” the question I would pose is, “All right, what would happy look like for you? Because what happy looks like for you and what happy looks like for me are different. So, what would happy look like for you?” And continuing to ask kind of a question until you get to something that’s a quantifiable.

You know, I was talking to a client yesterday, and they want me to facilitate one of their executive retreats. And one of the questions I often ask is, “What would success look like? So, if we were highly successful in this retreat, what would it look like?” And often they’ll say something that’s a little bit fuzzy, and then I’ll kind of ask, “Okay, what would that look like?” So, take your example, so, what would, for you, what does happiness look like?

And it may be, “I come back from my job and, four days out of the week, I just feel jazzed.” And so, how you do put some objectivity to that situation, is really what we’re trying to do. So, let’s get the fuzziness out of it as much as you can.

Pete Mockaitis
Oh, yes. Well, I’d love to play with that demonstration a little bit more. So, four to five days, we feel jazzed, I think, so, we have a number four out of five, a fraction, 80%. Cool. So, then how do we put that into the system with regard to further eliminating fuzziness and getting numbers? Like, I suppose we have to define jazzed.

Bryan Gillette
You do.

Pete Mockaitis
Lay it on us, Bryan. What does jazzed mean in this example?

Bryan Gillette
Yeah, and that would be the question I’d ask. So, what would ‘jazzed’ look like? We know when we come home whether we’ve had a good day or a bad day. And it could be just as easy as, all right, when you come home from work, because there are some people that they want to…we’re going to put a quantity to everything.

And some people that, “You don’t have to have actually a number of 3.67,” but when you come home from work, can you check off that this was a good day, this was a great day, this was a bad day? And just put in a check mark on a whiteboard, on a piece of paper that said, “Great day!” And then the next day you come home, it’s like, “Eh, this was a good day. Good day.”

And so, if part of your goal is, “I want four of the five days to be great,” then what I would do is like, “Okay, for how long? Let’s see, first of all, where are we? Right now, let’s look over the next couple of weeks, and where are you now?” If that’s what’s important to you, just track it. And then, so look, after doing it a couple of weeks, and you find out that, “You know, right now, I come home and only three of the days, or only two of the days I can mark off as a great day. Okay, what’s going to get us to mark off three days? What do we have to do differently? What do you have to do in your job?”

So, it’s really, you have to, when you find a fuzzy word, ask yourself, “What could make it less fuzzy?” And how do you further kind of de-fuzzify that word?

Pete Mockaitis
Okay. Well, now, I want to get your take on when it comes to EPIC. Some might think about hustling, working super hard, digging deep, pushing it. How do we think about the exerting effort versus resting domain of this? Can we overdo it? And what are the telltale signs that we might be overdoing it or some rules of thumb, safety guidelines, to say, “Oh, watch out. This might be too much”?

Bryan Gillette
Can we overdo it? Yeah, we can overdo it.

Pete Mockaitis
All right.

Bryan Gillette
It goes back to kind of what your values are. There are times in my life where it’s like, “Okay.” I’m a cyclist at my core, and, “Okay, I did a hundred miles. Now, let’s do 200 miles. Now, let’s do 300 miles.” And you can continue to push it. And you have to understand, “Is that what you’re trying to do?” And for a period of time, that’s what I was trying to do.

You have to get to the point where you understand where some of your limits are. And what I often say is you can probably go a little bit further if you want to go a little bit further. So, if we go back and use that marathon example, there’s a lot of people that will say, “I could never run a marathon.” And my view is, “Do you want to run the marathon?” Because if you say yes, then I’m going to argue, “You probably could.” If you say no, then I’m going to say, “Don’t do it and go find out what you want to do.”

So, it’s being able to get to that point to understand kind of what is it that you really want to do, what’s most important to you. I don’t know that I’ve got a great answer on, “How do you know when you’re pushing it too far?” On sports, it’s much easier. On work, “Are you succeeding in what you’re doing? Or, are you failing? And if you’re consistently failing, maybe you need to kind of back off a little bit and really assess that. And then, all right, maybe you kind of go back and iterate at a lower level.”

Pete Mockaitis
Okay. Well, now what is it for sports? I’m imagining you’re going to drop some, “Well, when your heart rate variability drops by over 31%…” like, what is it on the sports domain?

Bryan Gillette
No, I think if you find yourself injured.

Pete Mockaitis
Oh, there you go.

Bryan Gillette
I mean, we talked about that earlier. If you find yourself, you’re injured too much, then you’re pushing it too hard and you have to go back and reevaluate what’s going on. If you find yourself in a hospital, you’ve probably gone too far. How do you learn from that one?

Pete Mockaitis
“Call Bryan Gillette.” Okay. Well, any other guidelines? So, failing a lot, hospitalization, injuries, too far. Anything else?

Bryan Gillette
Well, it goes back to understanding to what is your criteria for success. And do you have those three or four measurable criteria that’s going to show you’re driving forward? And if you’re consistently not getting to that point, then you have to figure out, “Why am I not getting to that point?” And then kind of reevaluate what you need to do differently, or maybe you need to lower the bar, or you need to adjust some things.

So, I do think it’s good to have some data elements, and you don’t have to have a hundred, but what are three, four, five things you’re working at? And even as former vice president in the human resources, and it’s hard to measure success, people often have a challenge, “How do you measure success on the HR side?” And there were times we would measure turnover, and there were times we wouldn’t measure turnover, depending on what was important at the course of the maturity of the business or what we were trying to accomplish.

There were times when we would measure leadership, and we’d had to define what that look like. And so, again, it goes back to figuring out, “What are those measurable things that you see as success?” So, if I were to ask you, “What does success look like?” I’m going to continue to ask until we can get to something that is we can hold in our hands and is a little bit measurable.

Pete Mockaitis
All right. Thank you. Any particularly clever measurements you’ve seen in your day?

Bryan Gillette
One of them was it was a woman I was talking to, and she wanted to work for a highly successful kind of growth company, and she wanted to be seen as the key leader, this is in human resources. She wanted to be seen as a respected leader in the human resources for that company, and she put a measurement of, “Being able to work for a company where I could be involved in ringing the bell at one of the stock exchanges,” whether it’s NASDAQ or New York Stock Exchange.

And it wasn’t because she wanted to ring the bell, but it showed that she was working for the type of company, she was seen by the executives as the type of person that she wanted to be. And so, I just loved that. That’s what her measurement was. It’s like, “Okay, I’m ringing the bell at the New York Stock Exchange.”

Pete Mockaitis
I really do appreciate that example because we take something fuzzy, “What do you mean by like a high-growth or cool company?” “Oh, okay, the kind that goes public. All right.” And then, “What do you mean by a key leader?” Like, you’re in, I’m thinking about the pictures I’ve seen in this, that you don’t get 80 people up there during the bell, it’s a smaller crew. So, I think that’s a cool example of going from fuzzy to un-fuzzy. And it sounds like, Bryan, that could take some real reflective time and not something you might be able to come up within five or ten minutes. Is that fair to say?

Bryan Gillette
It’s very fair, Pete. And it’s also not something that’s going to happen overnight. She had been working at that for years in order to do that. And it takes her to realize it, okay, when she went from one company to the other, it’s like, “All right, I was working at this public company, chances are I’m not going to be ringing the bell anytime soon.” And so, it starts to identify what’s important to her, the type of company she should focus on, so that was one that I really liked.

Another one that I liked that is less work-related but it was a colleague of mine who wants to hike all of the 14,000-foot peaks in Colorado. And I forget how many there are. And so, he has a picture of all of the peaks, kind of on his wall, and so it’s got a listing of all the peaks. And every time he hikes one, he’ll go and he’ll put a pin in each of the peaks. And so, it’s a visual representation that sits on his wall above his desk, and he can look up and see, “Okay, I’ve done 10 so far,” “I’ve done 11 so far.”

So, that’s another important thing, is, “How do you make your goal somewhat a visual representation so you see it every time you walk in your office, or walk in the room, whatever it is?” One of the examples I had is I wanted to travel around the world, and I wanted to take an extended period of time off, and so I bought this world map, I put it up on my wall, and it was one where I could write on with a dry erase pen.

And so, I would circle countries I was interested in, so every time I walked into my office, I would see that map and it would remind me of what my bigger goal was. And so, how do you have some visual representation of what that goal is that makes it really easy and it reminds you every single day?

Pete Mockaitis
Oh, beautiful. Bryan, tell me, anything else you want to make sure to mention before we shift gears and hear about some of your favorite things?

Bryan Gillette
No, I’m looking forward to the favorite things.

Pete Mockaitis
All right. Well, can you tell us a favorite quote, something you find inspiring?

Bryan Gillette
Yeah, one of my favorite quotes is, “There’s nothing more rewarding than completing something you were too crazy to start in the first place.”

Pete Mockaitis
And a favorite study or experiment or bit of research?

Bryan Gillette
I like reading about how people push themselves, whether it’s the study of the brain. I just read an article called “Train your brain to make you faster,” and it was in a swimming magazine. And it’s how do you stress the brain out in normal times so when you are going and doing something, your brain is prepared for that stress. And they were talking about swimming but it also talks about in the corporate world as well.

Pete Mockaitis
Okay. Now, Bryan, I have to ask, how does one stress one’s brain? The first thing that came to mind was Wim Hof breathing. That’s insane and fun. But what do they recommend?

Bryan Gillette
Well, there are different puzzles that you’re kind of doing while you’re working on something.

Pete Mockaitis
Oh, okay.

Bryan Gillette
So, if you’re working on one thing, you’ve got these puzzles that you’re trying to test your brain in, and so that forces you to use your brain while doing something else. So, that’s one way you just stress the brain out a little bit.

Pete Mockaitis
So, I’m thinking about chess checkmate in three puzzles while also running or walking briskly at an inclined on a treadmill. Is that the kind of idea we’re talking here?

Bryan Gillette
Yeah, could be.

Pete Mockaitis
Okay. All right.

Bryan Gillette
Yeah, good example.

Pete Mockaitis
And how about a favorite book?

Bryan Gillette
I love autobiographies or biographies. So, I think three books that came to mind, and I know you asked for a favorite book, but I love Endurance, which is the Shackleton story. Ernest Shackleton went down to Antarctica. Unbroken, which is about Louis Zamperini’s story, Laura Hillenbrand is the author. He’s a World War II veteran. And then, most recently, Liftoff, which is about Elon Musk. A lot of people that can complain about him but he’s wicked smart. And so, it’s how he was able to build up SpaceX.

Pete Mockaitis
Okay. And could you share a favorite tool, something you use to be awesome at your job?

Bryan Gillette
A favorite tool. I was thinking more of a habit. I think one of the tools that I use, I use OneNote all the time. Microsoft OneNote just to track ideas, keep track of conversations I’ve had. And, realistically, I have a bucket list that I keep on OneNote, and I go back and use it all the time.

Pete Mockaitis
Okay. And a favorite habit?

Bryan Gillette
A favorite habit? So, this is not work-related but every time my wife and I go somewhere, where if she’s going off to the store and I’m staying home or we split apart, we always kiss each other. And it just keeps us together.

Pete Mockaitis
Okay. And is there a key nugget you share that really seems to connect and resonate with folks; they quote it back often to you?

Bryan Gillette
Yeah, one of the things I often hear is we don’t all deserve a trophy. And there’s this view that everybody deserves a trophy, and I’m not of the view that we all deserve a trophy in everything. But find those things that you’re good enough to deserve a trophy.

Pete Mockaitis
All right. And if folks want to learn more or get in touch, where would you point them?

Bryan Gillette
So, they can go to my website, they can to EpicPerformances.com. They can go on LinkedIn and connect up with me, but EpicPerformances.com is probably the best way.

Pete Mockaitis
Okay. And do you have a final challenge or call to action for folks looking to be awesome at their jobs?

Bryan Gillette
Yeah. So, I do have the EPIC Performance assessment where if you go to EpicPerformances.com, there is an assessment, and you can evaluate how well you do each of the five different behaviors: envision, plan, iterate, collaborate, and perform. And if they type in…so they go to the assessment, and you can do it for free. It’s going to ask you for a company code, just type in AWESOME, and that will be the company code that allow you, it’ll generate some results. Send it to me and I will send you back your report.

Pete Mockaitis
Oh, cool. Thank you. All right. Well, Bryan, this has been a treat. I wish you lots of fun and epic performances.

Bryan Gillette
I appreciate you having me on the show, Pete.