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In this episode of Cloudlandia, Our stories highlighted agricultural aspects of central Florida and comparisons of population densities in the U.S. and Canada. We also reminisced on television’s evolution from shows like Romper Room to the first color programs. We reflected on limited past options versus today’s unlimited streaming and the importance of managing screen time given continual new choices. Additionally, the discussion explored social dynamics considering Dunbar’s number theory contrasted against digital reach on platforms. SHOW HIGHLIGHTS Dean discusses the strategic advantages of living in Central Florida, particularly in Winter Haven, which is centrally located and offers easy access to both coasts. We delve into Winter Haven's rich agricultural heritage, highlighting cattle ranches, orange groves, and other rural aspects of Central Florida. There's an interesting comparison between the population densities in the U.S. and Canada, including reflections on Ontario's geographic size and its southern location relative to many U.S. cities. We take a nostalgic look at the evolution of television, from classic shows like "Romper Room" to the advent of color TV with hits like "The Price is Right," and how this contrasts with today's streaming culture. The episode includes reflections on how past limited screen choices have evolved into today's endless streaming possibilities, and the impact of this shift on modern screen time habits. We explore the concept of social reach and relationships in the digital age, discussing the Dunbar number and how platforms like TikTok and Instagram have changed the dynamics of personal connections. Insights are shared from the new book "Casting, Not Hiring," which introduces the VCR formula—Vision, Capability, and Reach—as a framework for modern success. Through real-life examples and personal stories, we emphasize the importance of aligning vision, capability, and reach to achieve significant accomplishments, using figures like Safali Shabari and Max Martin as case studies. The episode also discusses the importance of choosing the right tools and staying committed to ongoing exploration and self-improvement. Finally, the conversation underscores the necessity of conceptual ability to see how one can be useful to others and leverage their capabilities, vision, and reach for collaborative success. Links: WelcomeToCloudlandia.com StrategicCoach.com DeanJackson.com ListingAgentLifestyle.com TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dean: Mr Sullivan, mr Jackson, you got through Hurricane Week. Dan: Not quite Hurricane Week, Tropical Storm Week, but we did oh. Dean: Tropical Storm A notch down in the hierarchy. Dan: That's one of the good things about living in Winter Haven. It is actually a haven from winter. We are in the center. We are perched on high dry, sandy land, so there's no storm surges, nothing like that yeah, so you're a long way from the coast, aren't you? Well, I'm actually an hour and 15 minutes from either coast. We can get to either side and we can get to virtually almost every beach in two hours. Like it's such a centrally located, we're almost in the exact geographic center of peninsular Florida, so I can get to Jacksonville in three hours and Miami in three hours and pretty much everywhere you want to be within an hour. So it's good. Dean: So I have a question because I've been there. Where is the big cattle ranching country? Is that south of you or north? Dan: It's surrounding us, but sort of north and south in the central. If you think about the middle of Florida, basically aside from the Orlando-Tampa corridor which is like this swath that goes all the way across the state from Tampa to Cocoa Beach, that area is very developed but above and below that the center is much like the Australian outback in terms of the density of population. And north of I-4. In that area there is equestrian and rolling hills and there's a lot of equestrian properties there and ranches. South of that is where you'd find a lot of the cattle ranches, sod ranches, orange groves. All of that is in the center and then you get all the way down to the Everglades and then the Everglades is one of the big national parks, it's the Everglades. Dean: Yeah, alligators I was actually on something that was described as the biggest cattle ranch, not only in Florida, but one of the bigger ones in the United States. Yes, and we drove at least 20 miles on the ranch before we got to buildings. Dan: And it was interesting. Dean: It was interesting. They had a lot of pigs wandering around and I asked them were they in the pig business? And they said no. It's just that every week or so the trail hands would like something besides beef. Dan: Right, go out and wrestle them up a hog Right. Dean: Yeah, yeah, have a barbecue, have a. Dan: Yeah, well, you can actually not too far from here you can do hog hunting, where you can go and hunt hogs in the forest, yeah, all natural. Dean: It's not. So. It's not silicon valley that we're talking about here no, we're really not. Dan: We're talking about, you know, rural florida. This is why I know, yeah, you know you look at Florida and you know people talk about population density and stuff, but there's a lot of land in Florida that is undeveloped. I mean there's a whole south of I-4, there's another highway that goes all the way across the state, called Highway 60, and through Lake Wales, and it's very undeveloped. I mean there's really nothing. All the way from Tampa to Vero Beach is where it goes and it's virtually. It's the only place I've been in Florida where you can, on certain parts of it, look as far as you can see in any direction and see nothing. I mean it's that. And somebody has bought up like 80,000 acres around what's called Yeehaw Junction, which is where the Florida Turnpike intersects with Highway 60. Where the turnpike, the Florida turnpike, intersects with Highway 60. And you could see easily that you could duplicate the entire I-4 corridor, like Tampa and Orlando, along Highway 60 with plenty of room to spare. So I'm not worried about the you know population increase in Florida. Dean: Yeah, it's really interesting. Peter Zion and one of his frequent you know he has his. You know he has videos every three days. Yeah, and you. But he was talking about all the developed countries, which would be mostly European countries, and you know Australia, new, zealand. You know he said that the US is by far the country with the least population density. I agree with that. Dan: Most any state, even Ontario you look at as densely populated as the GTA is. Once you get beyond the GTA it's pretty sparse in Ontario. Dean: Oh yeah, oh yeah I mean, yeah, there's an interesting thing. Just to give you a sense of how big Ontario is. First of all, ontario is a province in Canada, for those listening, and it's roughly about from north to south it's about 1200 miles, and from east to west it's 1400 miles. It's actually it's as big as mainland. It's almost as big as mainland Europe Isn't that amazing Without Russia when I found out. Not counting Russia. Dan: I heard when I found out you could drive north from Toronto the entire distance from Toronto to Florida and still be in Ontario. That's pretty amazing. Dean: Yeah, that gives you a context for it and most people don't realize that Toronto itself is further south than almost 20% of the United States. Dan: People don't realize that Ontario dips down no below that. Dean: No, it wouldn't be that much, but it is south of Minneapolis, south of Seattle, I think, it's south of Portland, you know, and then it's quite a bit south. I think it's south of Boston, it's south of you know everything like that. Yeah, maine all of it. It's about as south as you can get actually, yeah, but I think it's the most populated large city in the world, furthest north large city in the world oh, wow I think it's further south. I think it's further north than moscow oh, wow interesting. Yeah, yeah and yeah, and it's getting bigger, it's getting bigger. Well, there you go. Dan: Well, everyone. I'm waiting with bated breath to hear the great air fryer experiment from the Four Seasons beaches. Dean: Has your air fryer arrived. Dan: Oh, it's on the counter. Dean: Okay, it's on the counter. It's on the counter, it's been plugged in, but it hasn't been used yet. Okay, okay, we sort of inch our way into these new technologies. Dan: I got it, just unpack it and set it there for a little bit and just kind of let it live with it. Dean: Well, it's been a week now and we haven't used it. Why don't we use it? So anyway, but it is sitting on the counter. It's a ninja. Is that the kind you have? Dan: I think I have a breville is the name of uh mine. But did you get the one then? Did you get the one that steven palter posted? I have no idea. Oh okay, that's uh. Dean: So, oh yeah, that's fab you have to appreciate how little I take into this sort of thing, exactly right. Dan: I love that. Dean: There will be a who who's between me and the air. Dan: That's right? Dean: Oh, dan, that's the best Any technology in the world. I can guarantee you there will be a who between me and the technology. And I said what do you think? And I look for people who really love interacting with technology. I want that person between me and the technology and I'll ask them what's it do? What's it do? Dan: I'll tell you what I'm working on. Dean: What will it do for the thing I'm working on? Yeah, yeah, I love that and I've been pretty constant on that. I mean, you know, I was constant on this when I was six years old. I just always let some other human investigate the new technology. Dan: Yeah, and yeah. Dean: So I've lived a disconnected life when it comes to technology. What explains that? Dan: Well, I was thinking, you know about you, and I was thinking how you have the gift of being kind of brought into an era where television wasn't even a thing Like your earliest childhood was electronic free, I thought. But were you like? So you were born in 1944. And so it was six years. Probably Do you remember when you got exposed to your first television. Dean: Yeah, I think I was maybe. Yeah, I think it was around 52. I mean I had seen it, I'd been in other people's houses right they had television, but actually having our own television, I think it's maybe eight years. I was eight, so you got all the way to you. Dan: Think about this. You got all the way to eight years without being exposed to anybody else's visual bombardment of electronic propaganda or otherwise. Right, your visual input into your mind was largely formed through your own imagination. Yeah, you. You had to work, you had to create these visual pictures in your mind. Yeah, did you guys, did you? Dean: listen to radio, and I was assisted by radio. Dan: I remember radio had a big impact on me. Dean: And yeah, oh yeah, sorry, sergeant King of the Yukon. And yeah, there was Amos and Andy. We listened to Amos and Andy, andy, we listened to Edgar Bergen and Charlie McCarthy and then there was one that my siblings, my older siblings, listened to at night, which was called the dark museum, which scared the daylights out of me and the shadow. Dan: We listened to the shadow so was that the family activity no, no. Dean: Here you have to get the full impact okay, sorry sorry. Who knows what evil lurks in the hearts of men. The shadow knows. And then you had a 30 minute. 30 minute example of human evil. You know it was great but you had to do all the visuals. You know I, you were the visual director of all these radio programs. Dan: So was this? Everybody in the family gathered in the living room sitting on the couch listening to the radio like this. Is that what was going on? Dean: Yeah, there was sort of a. Yeah, there was sort of a dining room actually where you could listen. There were a number of radios. There was a radio in the kitchen, there was a radio, I think, someplace else, and it was a big house, a farmhouse, yeah, and I remember listening, imagining, you know, imagining. There was another series called Sky King, sky King, which became a TV station you know, and the Lone Ranger. We had the Lone Ranger. Dan: So there was a lot of variety, uh-huh and so, and then, in 1952, eight years old, you get your first television set. Dean: I think, so I think that would have been about then, yeah. Yeah, because I remember the first presidential election was 52. And I can remember that being on television. Who was the? Dan: president, was that Ike Eisenhower? Dean: Yeah, I like Ike, that was Eisenhower's first term. I like Ike. Dan: Now you know that's a really interesting thing. Do you remember, like your new routine when the television came? Were you watching TV every day from that period on? Or were your parents limiting the TV, or was everybody gathered around and limiting the TV, or was everybody around? Dean: and watch the TV. Yeah, I mean it was a frequent. It was a frequent activity once came in, that's all I can say I don't know, I don't know if I watched every day, but there you know, there were favorite shows. I think Arthur Godfrey was one of the early shows, the variety hour, and yeah, no, children's. I think there wasfrey was one of the early shows, the Variety Hour, and yeah, no, so Children's. I think there was Howdy Doody. Howdy Doody was. Dan: I think one of them Doody time. Dean: Yeah, and I think Soupy Sales was on and yeah. Dan: Yeah, I'm just thinking how. Yeah, I remember Romper Room. I just saw a video of Joe and I at the I Love Marketing event and I was saying we had all the people streaming from all over the world and I was doing a little Romper Room and about half the people in the audience knew about Romper Room and half didn't. Dean: That was kind of interesting. Dan: I remember I see Bobby and Johnny in their magic mirror. I used to hide behind the sofa so she wouldn't see me miss joan miss joan, miss joan. Yeah, so I was thinking about it was good, I mean I mean it was good, but it wasn't. Dean: It wasn't the major part, you know, of your you know it was only during weekdays, it was only at night and uh yeah, and on weekends I don't really there was. I don't know what the years were, but you know you got. You know, somewhere along the line you had jackie gleason and you had ed sullivan and you had other things like that, you know. But I wasn't. I can't say I was captivated because I was usually out. You know, I was outside, we lived in the country and I was out and I had really gotten hooked on reading. So I was doing a lot of reading back then. Yeah, interesting, but it is kind of what about yourself? Dan: I mean, you were born in the television age. I was born in the television age, you're right. And so every day, you know, I mean, yeah, tv was part of every day. And I was just the reason. The context for me thinking about this was thinking about how recent, you know, as each layering availability of content became unlocked kind of thing, our, you know, screen time has dramatically increased. And I was thinking all the way back to you. That's why I was thinking about you is, you know, literally your first six or eight years there were no screens, there were the only, you know, the cinema of the mind. That was your, that was your entertainment, your imagination. But I remember, so when I remember when we got our first color television right Around 19 or some early like that, and I remember the first show that I saw in color was the Price is Right with Bob Barker, and then All in the Family with Archie Bunker. That was, so you know, in the 70s. It was the Jefferson and Sanford and Sand and then all these. You know, the 70s, I think, was the golden era of television, you know, with all these shows becoming. You know, I remember Star Trek and you know all these, the Rockford Files and Starsky and Hutch, all the Love Boat, all these shows, these iconic shows in the seventies. But you only had, you know, basically the three networks was Canada, we had the CBC and TV Ontario. So those were the things and I remember as a kid, when the TV guide would arrive, we subscribed to the Saturday Star, the Toronto Star, that would arrive on Saturdays and that would have the TV guide in there, and I remember they would have it laid out like a you know a. Gantt chart, or whatever the time, the grid of times, to show you what was on. Dean: It was like a matrix. Dan: It was like a matrix you could see yeah, so it would list there were, you know. Dean: Every day had a matrix from yes till night 13 but you only had the three. You only had the three. Dan: There were 13 13 channels, yeah, to choose from three networks. And I remember the you know organizing my saturdays in the winter around the cartoons. You know like okay, so I would have a highlighter which was recently invented in that winter around the cartoons. You know like okay, so I would have a highlighter which was recently invented in that or newly introduced or whatever to our household, but I would have the highlighter and I would like highlight my. I would do my programming. You know I'm going to watch. I'm going to watch the Justice League at you know eight o'clock and then I'm going to watch the Justice League at you know eight o'clock, and then I'm going to watch Batman at nine, and then I'm going to watch Shazam and then Scooby-Doo, and then it was the we're all about why CBS or ABC's wide world of sports. That was like a big thing. And I remember now how much of my childhood was around synchronous and scheduled programming Because there was no other option. If you wanted to see that show, if you wanted to watch the Waltons that was on my mom's favorite show you had to watch that on Thursday nights or whenever the Waltons were on, you know, and Little House on the Prairie, and it was like your selection, your decisions were made. It wasn't like what should we watch tonight? Of the like now, infinite choices available to us, but we actually spend probably more as a percentage of our time not you, but collectively watching, consuming screen content. It's just been an observation. I've had some of these conversations. I'm getting really conscious of really being aware of my screen time and trying to be more discerning. Dean: I was just thinking now that you've got me thinking about it. I left home in 62 when I was 18. And I can't remember until I was 40 actually having a television during that 20 years or 22 years. I went 22 years and you know I don't remember. I remember people having televisions that I would go and watch things, sports things like that but, I went 22 years so, and then, of course, I haven't watched it in the last six years, so I've got pretty close to 40 years of my life when I didn't watch television Half, almost half my life. So I think it's never been a big deal for me. Dan: Right, think now like I look at kids now, like you think about the technological sophistication and facile nature of technology to eight-year-olds today, compared to Dan Sullivan at eight, you know is pretty amazing. But your experience in the outdoors to the average eight-year-old you know? Dean: it's so funny. I never see very rare. Dan: It's very rare, even in the 70s. Like growing up, you know the whole period of my childhood like from you know, six to 12. Six to 12. You don't see the same sort of pack of kids roaming around on the street that we saw when we were, when I was growing up anyway. I mean, you know, I grew up in the suburbs so we had like a very active, you know social ecosystem. We were outside all day, every day. You know social ecosystem. We were outside all day, every day you know, playing and making things up and riding our bikes and exploring the ravines and the sewers, and our parents never really knew where we were either. I mean we were. The idea was you got up and you had breakfast and you got out and you came home when you got hungry or when the streetlights came on at night. That's the deadline, you know I heard a comedian talking about that that it was so laissez-faire when we were growing up that they had to run ads on TV at night that said it's 1030. Do you know where your children are? Had to remind our parents that they had kids. Oh, so funny and true, you know. Dean: Yeah, it was really interesting, Really interesting. We in London we have our favorite hotel where we stay in London. Dan: And across. Dean: They've taken a whole old industrial area and they've completely transformed it. So they have a hotel and then they have condos and then they have shops and there's a courtyard in the middle and you cross one of the courtyards and there's a Japanese restaurant there. I remember being in there one night and there were six teenage girls, Japanese girls 16, 16, 17. And there were six of them at the table and each of them was on their phone during the entire meal. Dan: Yeah they're all talking in direct with other people. Yeah, so funny, right? Dean: They're not even there even when they're in the presence. It struck me that their world is actually inside the phone. Well, that's my point. Dan: That's the whole point of Cloudlandia. Cloudlandia is the real world. That's where we all live in. Cloudlandia. Dean: Not me. Dan: No, when I say we all, I mean society, everything. I have to have a permanent disclaimer. Dean: You're saying a large number, a large percentage, a large percentage, a large percentage, and Sullivan excluded A large percentage of people. Yeah, yeah. And it's honestly a different world. I mean, yeah, I can't make too many comments on it because I've never really experienced that you know. Dan: So we've got a young guy in our, in our go-go agent platform. He's a young realtor in Guelph, ontario. He's in his mid twenties, just getting started on his career and stuff. He's lived in Guelph his whole life and one of the strategies that we teach people. Dean: Nice city. Dan: Yeah, guelph is a is beautiful, yeah, so he's grown up there. You know, really, you know good looking young guy, very personable. I think he's got a big future. But one of the strategies that we encourage people is to gather their top 150 relationships, the people that if they saw them at the grocery store they'd recognize them by name and stop and have a conversation with them. Right, and the hardest thing, the funniest thing is he, after racking his brain, could only come up with 88 people on his list of 150 people. And I thought to myself like the population of Guelph must be 150,000 people right In the Guelph area I mean, it's pretty good size city. I thought you know you look at this right that there's a kid who has grown up largely in the internet world, right, like largely on in Cloudlandia, and that's the real thing. The reality is that if you go outside of his bedroom and walk around on the street, he only knows 88 mainland people and he's surrounded. I was teasing him that I said are you telling me that you've lived your entire 26 years in Guelph and all you know is 88 people and you're walking around surrounded by 149,920? Npc is a gaming term, dan for non-playing characters, because all of these online video games GTA or Grand Theft Auto and all these things that are kind of photorealistic things. All the people that walk around in the background are called non-playing characters or NPCs. Ground are called non-playing characters or NPCs. And I said that's really what you're telling me is, you've spent your whole life in Guelph and you only when you step outside your bedroom, know 88 people. That's a problem If you're in a business that is a mainland business. Mainland business right. Dean: All houses are 100% firmly planted on the mainland, as are the people that inhabit those homes. Dan: So it only makes sense that you need to get an outpost on the mainland, not in Cloudlandia, you know. Dean: Yeah, I was just thinking, I was just caring of my company company, my team members. There may be some new ones that I don't know, but I certainly know 100. And then my free zone program. I've got 105 in there and you know, some of them. I have to check the list to get their name, but you know I'd be over. I'd be over 150 with those two groups. Dan: Yeah, but there's. Dean: And then there'd easily be another 100 with the 10 times group, and then there would be 20 with Genius Network. Yeah, I'd probably be 300 or 400 anyway. Dan: And it's a really interesting thing. There's a lot of thing around that. Like Robin Dunbar, the evolutionary psychology anthropologist from Oxford, he is the one that coined that or discovered that information that the 150 is the magic number. You know, that's the number of relationships that we can manage where we recognize people and have, you know, a current status in their life kind of thing, in their life kind of thing. And that goes back to our first kind of days of playing the cooperation game where we would be tribal and have 150 people and that was a security thing. If you didn't know the people around you, that was a threat. Right, you had to know everybody. So, that's part of it. If it got to 150 150 what would happen is they would split up and go off and, you know, form other tribes. But that was. There's so many naturally occurring ways that that happens, but I just noticed you know how so much of it is for me personally. Like my Cloudlandia reach is a hundred times or more my mainland reach. Like if you just think about the number of people that I know or know me from in Cloudlandia it's way bigger than the number of people that know me in Winter Haven, florida, in my own backyard, you know. Dean: Yeah, well, it's very interesting. You know good FreeZone partner Peter or Stephen Poulter. You know, with TikTok he's got he's probably got 100,000 people who believe that he's their friend, he's their guide, he's their friend, yeah, yeah, but he wouldn't know any of them. Dan: Right, that's exactly right. Dean: So it's very. Taylor Swift probably has 100 million easy, probably more who know her? Dan: Mr Beast has 350 subscribers. You think about that. That's a measurable percentage of every person on the planet. When you think about that, almost that's, yeah, more than. Dean: It'll be interesting to see what he's like at 40. I wonder he's pushing 30. He's pushing 30, now right. Dan: Yeah, I think 26 or 7. Dean: Yeah, yeah, it'd be interesting to see what that does, because we only have really interactive relationships with a very small. I mean you talk about Dunbar's 150, but actually if you see who it is you hang out with, you know in the course of a year. I bet it's less than 15. Yeah, that's less, yeah, but yeah, yeah that's less, yeah, but yeah, I think, these numbers, you know, these huge numbers that come with quadlandia, do they mean anything? Do they actually mean anything, though, you know? Dan: um, well, I think that what I mean to that? Dean: do they have any? If you have that large of a reach, does it actually mean anything to you? Dan: It certainly from a monetary standpoint it does. From a relationship standpoint it's sort of a one-way thing, yeah, I was talking to one of our social media. Dean: We have a social media team here and I said can you bring me up to date? We have a social media team here and I says can you bring me up to date? I'm out there a lot every day, aren't I On Facebook and TikTok and Instagram and everything I said? I'm out there. And LinkedIn I'm out there a lot. And she says oh, yeah, every day there's probably about you know, five to ten new messages are going out from you and I said, that's interesting Because every once in a while I run into someone and someone says boy, I really liked your Instagram the other day and I said yeah, well, I aim to please. That's your whole thing, yeah, but I have no idea what's going out. Dan: And that's, you know, that's only going to be amplified when you take, when AI starts creating or, you know, repackaging a lot of the let's face it, you've got a lot of content out there. You've spoken a lot of words, You've been, you know, if we capture, everything you say basically is captured digitally right. Dean: Yep, Danny's got a lot to say. You do. Yeah that's right and you've got your. Dan: You've got the whole organization. You're the happiest. He's very expressive. Dean: Yeah, he's very expressive. You got a lot of milk, yeah, yeah. Well, anyway we're. I think we're going to start our next big book. We did the three with Ben Hardy, which have been a huge success. And I sent Ben a note. I said it was your idea to do these things, so without your initiative none of this would have happened. And of course you wrote the three books, so without your writing none of this would have happened and we've had really good results from hot leads coming in to coach from the books. It wouldn't have happened if you hadn't done that. But you know the publisher is giving us a call every month Say do you have a new book, do you need a new writer and everything. But we're ready to go. Dan: We're ready. Dean: And I think so it's going to be. I think it's going to be the one that we're doing with Jeff Madoff casting, not hiring. Yeah, it's a nice punchy, you know, it's another one of the punchy titles and so that will come out in coach form in the first week of September. Dan: So that'll be all printed. Dean: I think it went. I think it goes tomorrow to the printer and it'll be printed up. And you know, I don't know what it is, but I think a lot of people are fooling themselves about reach because they're lacking vision and capability. They think if you have reach, you've got something. But I think, if you don't have all three, you don't have. If you don't have all three, you don't have anything. Dan: Well, I think it's, if you have capability if you have capability. Dean: If you have capability but no vision, no reach, you have nothing. If you have vision but you have no capability and reach, you have nothing. You got to have all three. Dan: Yeah, you know it's very interesting. Chad Jenkins and I were talking, you know he's one of the bigger advocates for the VCR formula vision, capability, reach, about the you know the secret of that for people that you know whether we were to express them in capital V or lowercase v and capital C, lowercase c, capital R, lowercase r to see that where somebody self I see a lot of situations where people have a capital C capability that gets discovered and all of a sudden they're thrust into reach that they have no idea, no vision of what to do with. And it's very interesting. So someone that comes to mind. There's a woman, safali Shabari, who I met in Toronto through Giovanni. She was a guest or speaker at one of his Archangel events capital C capability for parenting and that kind of advice and she got discovered by, you know, Oprah and all the mainstream. So she was kind of thrust into the spotlight that was now shining a light on her capability, which brought her tremendous, acute onset reach that she really doesn't have, in my observation, a vision for how to navigate, you know, or what to do with that. They're an abundant reach asset with no vision. You know, to connect the two and I think that happens a lot. I think that happens a lot, that people get thrust into a spotlight and they, you know, have. And often you can have reach without capability too, and that's a problem too, and that's a problem. But if your reach is a result of somebody discovering your capability, that is a big. That's the formula I was. you know I've often talked about Max Martin as a role model you know the guy who's written all the number one songs on the radio that when I really started looking a little bit deeper into it, what I found out was that it was really through the reach of of Clive Davis that Max Martin's capability became. You know that he became Max Martin capability became. You know that he became Max Martin and because he was just a guy in Sweden producing great music, with a capital C capability of making pop songs, you know, and Clive Davis, when he discovered that he, as the president of Columbia Records and the founder of Arista and Jive Records, all of these subsidiaries, he had tremendous reach to both artists and their audiences. Visionary, to pair his artists with this Max Martin capability to create this capital VCR outcome of you know, all the success that Max Martin has had. And it was only through that pairing of a capital C capability with a capital R reach and a capital V vision then it all really became a big thing. Dean: This is my observation. Dan: This is all like live, you know developing, you know thoughts here around it, because I constantly. I run that filter constantly in background, filter constantly in background. But that VCR formula is, I think, a very relevant collaboration tool, that if people were really aware of their capabilities and had transparency to other people's vision, capabilities and reach, that's where the big connections happen, you know. Dean: Yeah, I think it requires a fair amount of conceptual capability that you can. You can sort of depersonalize your situation enough to understand what your capability would mean to somebody else. And you have to have a conceptual ability to see what reach would mean. For example, I was on a podcast on Friday. I was a guest of someone who is a key player in the land development industry across the United States and he's in COACH. So he asked me a lot of questions about coach and I went through and I explained. He's got 10 years in coach and he talked about what each of those concepts meant to him and everything else. And then his podcast is going to go out to 5,000 key players in the land development land development business in you know probably 25 or 30 states and everything else. And so at the end he says you know, I'm going to send this out and I'll send all the coach information, everything else. And I got off the call and I said that was easy. Dan: That was easy. Yes, that all you had to do was stay in your C lane of your capability. Dean: I just stayed in my lane and said what we had done. And then I talked about where I thought we would be with Coach when I was 100. I'm 80 and Coach was 100. And that's kind of a significant statement. It's not the sort of thing you would hear every day from an 80-year-old of what things were going to be like when they were 100 and much bigger at 100 than at 80. And it was really interesting, but that was like an hour middle house and you know I'm just talking, you know really good conversation, a lot of back and forth and you know, both of us asking the other questions and everything else and I said that's pretty cool that goes out immediately to five thousand. That's immediately goes out to five thousand people. Dan: Uh, yeah, yeah I mean that's pretty mean, you know, when you think about this, so of staying in your, in your lane of that's. Part of the great thing is that these things are largely plug and play, you know, like, and it happens. That's why I say a multiplier. You know, with the formula vision plus capability multiplied by reach, that reach is a multiplier. Dean: Well, they're actually. Yeah, I think what it is that two of them are addition, but the third one's a multiplier. Dan: Yes, that's exactly right. Dean: In other words, you can have vision plus reach multiplied by capability. You can have vision plus capability multiplied by capability. You can have vision and capability, vision plus capability multiplied by reach. You can have vision plus reach multiplied by yeah, yeah, yeah but, I, think it's like two of them are inside of our parentheses. You have, you know yeah, then the other that's multiplied by the third one. Dan: Yeah so it's very. Dean: I'm convinced it's three yes From the triple play. So I'm thinking about a tool right now where I said who's got the big idea, who's got the big idea, who's got the ready-to-use capability, who's got the ready-to-use capability? Dan: And who's? Dean: got the ready-to-use reach? Dan: Yes, you know that's fantastic. That would be a very useful tool. I think that's a really useful framework for collaboration. Yeah, it fits so well with our whole free zone operating system, you know? Dean: yeah, because we're surrounded by those those capabilities. Dan: Everybody's got a capability in the form of, uh, their self-multiplying company that they've already kind of established. To get to that point right, most people undervalue. They mostly undervalue their own capabilities and reach. They don't see them as assets in most cases. Dean: Well, even when they have vision, the vision isn't really useful to anyone else. It's only useful to them Right. Dan: Vision isn't really useful to anyone else. It's only useful to them, right yeah? Dean: I mean your vision has to have a lot of room for other people. Dan: That's what. So, chad and I've been talking about this there's the horizontal vision is within your own capability channel. You know they see vision, maybe within how to improve their capability, or internally. All their vision is within the walls of their own company. But where the real benefit comes is with horizontal vision. I said vertical vision is within your own company vision. I said vertical vision is within your own company. Horizontal vision is being able to see what your capabilities paired up with, recognizing someone else's vision that your capabilities could help or how someone else's reach could enhance your capabilities. You know all of those that vertical or the horizontal vision is where the collaborative creativity comes yeah, yeah, there's so much yeah I think you're right that there's, you know, articulating, the thinking tool that helps you recognize and assess what your unique probably unique ability fits within a capability right. That's a thing in your organizational unique ability and your unique teamwork all fit within that capability channel. Dean: Yeah, it was really funny. I was when was it Thursday? I think I was. When was it Thursday? I think I was invited into a workshop here in Toronto and it was the lead master's group. Okay, so the lead master's group is the lead group of all the people who are still at the signature level after 20, 25 years. Okay, and they haven't jumped to the 10 times. They haven't, you know. Their next group would be 10 times. Dan: And they're a long way. Dean: They're a long way off from free zone Anyway, but we're introducing the triple play straight across the program. This quarter. So everybody's getting the triple play. And there was a group, probably about 40, maybe 40 in the room and I would say, three got it, three got the triple play Understood, yeah. And they said, yeah, well, why would I do this? And I said well to differentiate yourself from everybody else. Yeah well, I'm not sure why I would do that and everything else, and so this is why I put the emphasis you have to have a conceptual ability that's apart from you. You're just seeing something that exists, that's big and it's powerful, but it exists outside of you. It's not you. Somebody else's capability exists outside of you. Somebody's vision exists outside of you. And somebody's reach exists outside of you. And you've got to be able to see this as a reality that exists in the world, whether you want to use it or not. These abilities, these capabilities, vision and reach is outside of yourself. Vision and reach is outside of yourself. And then you have to say if I'm going to use what other people have, how do I have to be useful to them, that they would be agreeable to that, and I think that takes a lot of conceptual ability to see how you could be useful to other people. Dan: Yeah, I agree with that, that's true. Dean: Yeah, I think there's. I mean, if you can only see within your own framework, you're not going to be VCRing anything. Dan: Right, exactly, you're only going to be trying to increase, you know, or improve your own limited vision within your own situation and working on your own capabilities, and only with your own reach. It's real. That's where it's like linear. That's linear, yeah, and you know exponential is plugging in to ready to implement reach, vision and technology or capability. Dean: It's really funny because huh, well, yeah, it's who, not how. But you have to see the who's as existing, completely independent of you. They just exist. They're out there, they're doing their thing and they're not going to be interested in you unless there's a big payoff. In other words, they have to see and it was very interesting because when I talked to like first year and strategic coach, you know first or let's say, signature level first or second and people will say well, you have such great people here at coach, how do you find great people? Dan: And I said you know where I live, you know I live in such and such place. Dean: We don't have great people like you find great people. And I I said you know where I live, you know I live in such and such place. We don't have great people like you have great people. And I said I suspect you do have great people, they're just not looking for you. Yeah right, how? How do you have to be such that other great people would be interested in you as an opportunity? Dan: Yeah, yeah, amazing you have to have something compelling you do you? Dean: have to have something compelling. Yeah, not convincing, but compelling. Dan: That's right, you know, shaped with a what's in it for them. Yeah, viewpoint, you know that's. I think Joe's book is amazing to set. I can't. It's one of those things that I can't believe nobody has written that book until now, you know. But just that whole idea of thinking about your vision, capabilities and reach from a what's in it for them perspective, with other people, what you can do for other people, it's almost one of those things that it's so powerful. Dean: That's true. That's true of all new things, though. Dan: Yeah. Dean: I can't believe somebody hasn't thought about this before. Uh-huh. Right right, right yeah. Dan: Oh man, that was. So there was George Carlin. He had a thing, a little you know comment where he was saying how the English language is so incredible that you'd think everything that's possible to say has already been said, you know. But he said I'm going to say things tonight here that have never been spoken in the history of the world. For instance, he said hey, marge, after I finish sticking this red hot poker in my eye, I'm going to go out and barbecue some steaks. Nobody's ever said those words in the history of the world. So it's not. Everything hasn't been said. I thought that was pretty funny actually. So there, yeah, Well we've spent an hour. Dean: We did a good hour, I think so. Dan: I always enjoy these conversations. Dean: Yeah, and. I'm going to, I think yeah you ought to zero in on the tools. You know that, yeah, and I'm going to. Dan: I think, yeah, you ought to zero in on the tool. Dean: You know that I'll give some thought to it, but this is your tool, not my tool. I'll give some thought to it. I love it, All right. Dan: Okay, talk to you next week. Bye. Dean: Okay, bye.

In this episode of Cloudlandia, we explore how weather predictions and media sensationalism influence public views, especially regarding storms like impending Tropical Storm Debbie. Drawing on past hurricanes and climate patterns, we examine the normalized perceptions of living with these events.  Additionally, we delve into the evolution of creativity through technology and mind-altering substances. From early stone tools to therapeutic uses of psychotropics today, innovation is traced alongside historical cultural explosions. Comparisons are drawn between eras like the 1960s and perceptions of creativity now.  These chapters emerge from a common thread of challenging assumptions, spanning climate activism, human creative drives, and digital changes. SHOW HIGHLIGHTS Dan and I discuss preparing for Tropical Storm Debbie in Florida and the normalization of living with hurricanes. We delve into how media influences public perception of weather events and examine Bjorn Lomborg's critique of climate activism, discussing resilient polar bears and the myth of the Maldives sinking. We explore the evolution of technology and creativity, from early stone tools to the influence of mind-altering substances on human history. We question whether the creative explosion of the 1960s was an anomaly and consider if today's society is experiencing a creative drought. Insights from a recent Joe Rogan and Jordan Peterson podcast are shared, focusing on the impact of psychotropics on human culture and creativity. The conversation transitions to the benefits of the carnivore diet and personal experiences with diet changes, including the use of air fryers for cooking meat. We highlight the importance of critical thinking and self-interpretation in navigating the abundance of unfiltered information available today. Platforms like Real Clear Politics and Perplexity are discussed as valuable tools for accessing diverse perspectives and balanced information. We note that major corporations have yet to profit from AI investments, despite substantial funding, and discuss the potential reasons behind this trend. The episode concludes with a reflection on the importance of discerning what information to allow into our thinking, emphasizing the responsibility we have in the age of information unfiltered. Links: WelcomeToCloudlandia.com StrategicCoach.com DeanJackson.com ListingAgentLifestyle.com TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dean: Mr Sullivan, mr Jackson, welcome to Cloudlandia. Dan: And I hope you're enjoying all the extraordinary benefits of your own four seasons. Dean: I really am. We're battening down the hatches. We're just getting ready for Tropical Storm Debbie, which is making its way through the Gulf of Mexico, beating towards the coast of Florida. Dan: And it's so funny, yeah, yeah. Dean: So it won't be. It's apparently it's going to be a lot of rain and wind and stuff for us. You know I'm so I'm very close to the highest point in peninsular Florida, so we're not going to get flooding, we're on high dry. Dan: That puts you at about 60 feet above sea level. Right, you know it's so funny. It is funny I think I can see. Dean: Let's see sea level reading. There's, yeah, the highest point in. Florida is three feet above sea level, which is Bock Tower, which you've been to, and so, yeah, so we're sitting here ready to go. But you would never know, dan, what's coming, because right now it's still. It's slightly overcast, but it's still. Yesterday was beautiful, today slightly overcast. You'd never know what was coming if it wasn't for the big. You know buzzsaw visuals in the news right now, but seeing it marking its way and with a huge, wide swath of the path of the potential storm, you know. Dan: When you first moved there, did it take you a while to get to normalize the fact that, yes, we get tropical storms, we get hurricanes. Dean: Yeah, Exactly Did it take you? Dan: two or three times before you said oh well, I guess it's just normal. Dean: It is normal, that's exactly right, and every year you know what I would say. It's so funny that there's never a year in memory that I can remember somebody saying, or the news media saying should be a light year for hurricanes, this year Doesn't sell newspaper or drink advertising. Dan: I remember, after Katrina, but Katrina didn't really hit it for it. It hit Louisiana. Dean: Yeah right. Dan: But I remember the alarmist saying well, every year it's going to get worse. Now and then there was almost a year, maybe two years, when they didn't have any hurricanes at all. Dean: Yeah, exactly that's what's so funny, right? It's like the things like you know, and it is funny how the whole, how it all has cycles you know, because California, you know, had the. You know everybody's talking about the water levels in California. Now you just it's all reported right now that you know Lake Tahoe is at the highest maximum allowable level for Ever, ever, yes, exactly, it's at its peak, it could be poor flooding. Yeah, exactly, it's like 15 feet off of the highest level allowed and because of all of the snow cap melting and all the stuff. But anyway, it's just so. You know, I definitely see those. It's all part of the balance for our minds, you know yeah, it was really interesting. Dan: Did you ever read bjorn lawnberg? He's, uh, danish. He started off as a you know you know a card carrying climate. You know, I don't know what you call them. I guess they're called climate activists. Dean: Okay, yeah. Dan: I feel that I'm very activated by the climate, so I don't know, what the distinction is there. Are you activated by the climate? I am, you know. When the climate is this way, I'm activated this way, and when the climate's a different way, I'm activated a different way. He wrote an amazing article in the Wall Street Journal. I think it was Wednesday and this past Wednesday, and he just points out that, first of all, the whole climate activism movement is an industry. There's a lot of jobs that are financed by the climate. It might be in the millions the number of people who make money off of doomsday predictions about the climate. So whenever a movement, someone once said everything starts off as a cause and it's just the people emotionally involved. In other words, they said we're not paying attention to this, we have to pay more attention to this. But then when government gets involved, it becomes a movement because large amounts of government money start flowing in a particular direction and then it becomes an industry. The fourth stage is it becomes a racket. I think we're in the climate racket period right now. Yeah, but Bjorn Lomborg was going back to 20, 25 years ago when he had a revelation that the climate does change. But he says that's the nature of the climate. The very nature of the climate is that the climate changes. But he said the first, if you'll remember this, with Al Gore, this was right around when he lost. Dean: Yeah, it was right around 2001. Dan: Yeah, yeah, he was right after the 2000 election Right 2000 election and I suspect he needed some money. So he started the movement and he used the polar bear as an example. There was this one polar bear who was just floating on a very small ice sheet, you know. And they said, you know the bears will be gone within 20 years because of the warming. It turns out the population in the last 20 years has doubled. The number of polar bears has doubled, even though it's gotten warmer. According to the climate racket people, it's gotten warmer, but the polar bears, you know, have been around forever. I guess they know how to adapt to changing conditions. Dean: They were all grizzly bears. Dan: They were all grizzly bears at one time. I don't know if you know that. Dean: I did not. That's where they started. Dan: Yeah. They found the white yeah, they rebranded it as polar bears, I guess extended their territory and that was it, so they've doubled since Al Gore's warning. And then the other thing was that the let's see, there's two more. Well, I'll mention number three. Number three is that all the low islands in the Indian Ocean were going to sink below sea level. The sea level was going to flood the Maldives and some of the other things, and for the most part, all of them have expanded their landmass in the last 20 years. They've actually gotten bigger. They've increased their height above sea level by possibly six inches. Dean: Oh man. Dan: You'd appreciate that. Living in Florida, so it hasn't happened. The other one was the deaths from warming. Last year in the United States I don't know if it was last year or the year before, I don't know if it was last year or the year before 25 times more people died of extreme cold than died of extreme heat. So if you're a betting man, I call it the Gore factor, that if Al Gore says something, bet the other way. Dean: Ah right. Dan: Yeah, yeah, this is you know. Dean: The man is impossibly rich because of his creating a movement, creating an industry, and now it's a racket. Yeah, I mean, it's amazing how invisible he is now. I mean he really is like I haven't seen or heard anything from Al Gore. I can't remember the last time. Dan: Well, it's passive income now. Dean: Right, just stay quiet, stay low. Dan: Just stay quiet, just stay quiet. The dollars just keep rolling in yeah, yeah. But it's interesting. My suspicion is I've been thinking about this because I'm writing my next quarterly book. We just wrapped up Casting Not Hiring, which will come out in September this one with Jeff Madoff, this one with Jeff and it really really worked. This book really worked the Casting Not Hiring but the next one is going to be called Timeless. Technology, and the idea here is that technology is a way of thinking. It's not so much particular technology, but it's a way, and my been that it's actually one of the crucial factors. Technological thinking is one of the crucial factors that differentiates humans from the other species, and what I mean by that it's the intentional and yet unpredictable utilizing stuff from our environment to enhance our capabilities. Dean: And. Dan: I did a search on perplexity what would be reckoned from perplexity doing a search of what would be sort of the 10 early breakthroughs, the technological breakthroughs, and one of them was just stones that you could throw. You could pick up a stone and throw it and it actually changed how the human body evolved. Is that the ability of using our hand and our arm and getting that tremendous arm strength that you can throw a stone and, you know, kill something. Right Kill an animal or kill it. Kill another human yeah, and everything. Dean: I wonder even about that, the evolution of technology, like that, like thinking a rock and then realize that, hey, if I just chisel this away now I make this sharp on this end. Dan: And now all of a sudden we got an axe, you know yeah, and then actually they think that glue was an early adaption, that you could take sticks and stones and put them together. You could glue things together and you could actually. So they looked for probably really sticky saps or something from trees you know that they would use. Then pottery, of course, and it's interesting with pottery that the very earliest samples that we have. clearly they took clay and made it into some sort of cup or yeah, a bowl of some sort, but whenever they find it and it goes back hundreds of thousands of years they can detect alcohol. They can detect that there was alcohol, which kind of shows you how early that must have been. Consciousness transformer that's what I call alcohol. It's a consciousness transformer, would you not say? Dean: Yeah, I mean I was listening to Joe Rogan. I had Jordan Peterson on his podcast just recently. Dan: That's a good podcast partnership. Dean: Yeah, yeah, and he was talking about the, you know psychotropics and the things that are. You know that psilocybin and all the all of those things, marijuana was all what was sort of responsible for the revolutionary change that happened. You know the difference from the fifties to the sixties and his thing was, you know, in the mid to late 60s. You know that's what started the whole. Every single one of those things was made schedule one, narcotic and illegal and completely controlled right, and that his thing is that we haven't seen anything revolutionary, like any kind of change happening from since then, since the 60s, into now. Dan: Which kind of indicates that it's good enough? Dean: Well, it's just kind of funny. You know, like that, you wonder what the you know where he was kind of going with that, but he was using as an example like the creativity in the 60s, like he talked about the difference of the car. Even the cars and the things, the designs of things that were being made in the 60s are iconic and desirable and different than, like you compared to, you know, a camaro or the muscle car, this, the corvette, and the things in the 60s compared to like nobody wants your 19 camaro. That's not desirable at all, not in the the way that the 60s, Except maybe NASCAR. Dan: Except NASCAR, I think Camaros have a very niche use because they're really souped up. Mark Young, his team has won. At the latest count, his team had won three races this year so far. Discount this team had won three races this year so far and he was talking about it at the podcast dinner that we had after doing the podcast, the four-person podcast. But Camaros always play a very active role. They establish themselves as this amazing niche, you know, souped up, NASCAR type of car. But I really take what you're saying there that there's been no blockbuster new designs of cars that have really you know that you think that they'll still be around. In other words, these are real breakthrough cars. Yeah, Just going a little deeper into the Joe Rogan, Peterson, the Jordan. Dean: Peterson conversation. Dan: Did they go any deeper into why the creativity was then? But the creativity hasn't gone any further. Dean: Well, I think it was Joe's sort of. You know, I'm halfway through the podcast right now, but his basic assertion was that those access to those drugs or those not I will call I use the word drugs those, those we could say technologies are new. Access to those things opened up the part of the brain that is creative linkers, like that that's really they're saying all the way back, like going, if you take it all the way back evolutionarily, that they believe, like what you just said, back in, as far back as they go, there's access. You know they're seeing alcohol in, yeah, as mind-altering things. They would revere mushrooms, mushrooms were abundant and things that were mind-altering. And you think through all of these things, even in Indian or Native lore, that the peyote and the things that were, that part of a trip out of reality is a rite of passage or a thing that activates another part of your brain. You know, makes the connections that aren't otherwise accessible. Dan: Yeah, I'm totally, you know, I'm convinced that's probably true. Dean: And I think that we're starting to see now that these hallucinogenic what do we call it? Not hallucinogenics, but psychotropics. What's the right word for? Dan: it Psychotropic, I think. Dean: Yeah, so whatever now in treatment of PTSD and addiction and all of these beneficial things that are coming as part of using it therapeutically and but because it's just now starting to become more accessible or more active, it used to be like you've always heard we you and I both know a lot of people that have gone down the Iowa or the you know version and have had, you know, all sort of mind altering experiences doing that. I've never done it, yeah. Dan: I mean, I mean, it was very interesting. I was at Richard Rossi's Da Vinci 50. This was the last one I was I think it was february and scottsdale and two or three there. We had two or three coach clients there who were just doing a look. See, you know if they wanted to join the previewing and they were having a conversation about psychotropic drugs and they asked me if I had experimented and I said you mean, right beyond dealing with my own brain every day? You mean I said I have to tell you I don't have time for that stuff. Just dealing with my own brain every day is sure, you know, it's a full-time job. You know, because it's switching, it's switching channels continually and it takes a full-time job. You know, because it's switching channels continually and it takes a lot of work to get it focused on something useful. Yeah, I just wonder about that because it's when one of the political parties went really strange. I noticed the Democrats, since, well, kamala seems to me to be a sympathetic candidate for the president. Dean: Unbelievable, this is all craziness. Dan: Yeah, yeah, but they're using the word weird to describe the Republicans. Dean: Yeah. Dan: If there was ever a weird party. I mean, this is sheer projection, this is psychological projection. You know of weird, you know. Dean: Yeah, but it's amazing. Dan: That's when the Democratic Party changed, and it changed quite radically. I remember speaking about you know, psychedelics. I was in the army in Korea for two years. Us Army. Dean: And. Dan: I came back to the West Coast. When we flew back, we went into Seattle. I had a brother who was a professor at University of San Francisco, so I took a jump down to San Francisco before I flew back to my home in Ohio and he said I'm going to show you something really interesting. And he took me to Haight-Ashbury. This is the summer that Haight-Ashbury, San Francisco, became really famous and it was the beginning of the whole hippie movement. And he walked me around and I could tell by interacting with him that he wasn't just an observer, you know that, he was actually a participant. And he didn't do him any good, because he eventually dropped out of, you know, being a professor and became more or less a vagrant. Dean: Tune in turn on drop out. Dan: Yeah well, he dropped out. He dropped out and then, about I would say, 12 years later, he committed suicide. Oh, no, and yeah, I mean, he's the one real casualty in my family. But I remember him how unreal his conversations were starting to become when I talked to him about this. You know this, and he was never and he was very smart. He was very smart I mean before that he was very bright and he was sort of practical and he became a professor, a university professor. Dean: That says something right there. Yeah, yeah. Dan: Yeah and anyway. But that was my first awareness, that was my first introduction to it. I mean, I mean I didn't drink alcohol until I was 27 years old. I never drank until I was 27. Wow, I'll have a glass of wine, that I'll do anything, but I've never I've never actually enjoyed. I had pot a couple of times back in the early 60s, 70s and I found it disconnected me from other people. Alcohol does just the opposite. Alcohol kind of connects you. It does just the opposite. It kind of disconnects you and so it's very definitely. it's a reality since that period of time. But the one thing I want to say is that there's a really interesting thing the Democratic Party, up until the late 60s, was the party of the working class you know, working class, blue collar workers, and they had a real disaster in 1968 because they had huge riots in Chicago. So it's interesting In two weeks they'll be in Chicago and I think they've done one previous convention in Chicago. I think one of Obama's conventions was in Chicago. But anyway, they made a decision that they were no longer the working class and I think it was the result of all the tremendous growth of the student population as a result of the baby boomer generation. So between between, I think, 1940s, when the baby boomer generation starts to 64. Ok, and that would be 18 years there were I think it was, I don't know the exact number, but there was like 75 million babies who were born during that period and the front end of them were going to university in the 60s boomer generation. And so they saw the party start looking. Well, these are our future voters. They're not blue collar workers, they're college students and graduates and professors, and then the entire new working cadre. They're all going to be professionals. They're going to be professionals. And they changed their entire focus in 1960. I think it was in 1969 or 70. George McGovern, who was a senator at that time, did a commission and said we're no longer the party of the working class. And and so they're not, you know, 65 years later. And it's funny because the Republicans were always considered sort of the Pluto class, they were the class of the rich people, and now they've just shipped positions. So 60 years later, it's the billionaires and it's the college professors and media people and the bureaucratic class the government bureaucrats they're the Democrats. And the working class class the government bureaucrats they're the Democrats and the working class is the Republicans. Dean: Yeah, the Midwestern. Yeah, that's true, yeah yeah, yeah yeah. Dan: And Trump is the working class billionaire. Dean: Yes, that's true. I wanted to say it is kind of I'll use the word weird. What is kind of weird about this increased use of the word weird to describe the Republicans now is that it's so widespread. It's like the it's the Democratic talking point now. Like I love the videos now that kind of expose, the, you know, the Democrat party line sort of thing, and it happens on both sides actually. But I mean this idea of that, you know, with the media, all the soundbites are, you know, planting that thought that Republicans are weird, that this is weird. Dan: They're testing it. It's just that it's. I think it's hard for them to say it plausibly. There's no traditional values that the Democrats represent. Yeah, but it's interesting. And now I'm especially interested in your Joe Rogan, Jordan Peterson podcast. Dean: And I'm going to watch that after. Dan: Watch that and Jordan Peterson I think I mean the two people together is a very interesting partnership for a podcast, because I think Jordan Peterson is, you know, came out of the university class. He was a professor here in Toronto and where he became. He became very famous for his book, which was basically very popular Rules for life you know, like before you leave your bedroom in the morning, make your bed and, yeah, stand up straight. You know, stand up straight and when you visit with your, your friends and meet their parents, be the sort of person that their parents would like to have come back as a guest. Pretty basic, fundamental rules of life. But then he really became infamous, if you want to call it that here in Toronto, because he had a real objection to the whole university class saying that people could be whatever gender they wanted to be, and they could self-identify, and they were opposed to the he and her or he and she thing, and he said no, he said I'm not going to do that. He said if it's a female, I'm going to call her she. And they said oh, this is an attack. This is an attack on equality. This is an attack on diversity. This is an attack on inclusion. So he became very famous and it actually ultimately had forced him his hand to leave the university. He was called up and they said we're going to take away your professional degree and everything like that. Right, right, okay, which you know. I think there's something weird about that. Dean: I mean just my own opinion here, but yeah and I think Joe knows him. Dan: I think he's had Joe's had conversations. Joe Polish has had conversations with Jordan Peele. But all his videos where he's being interviewed by people who obviously don't like him, he comes off really well. He comes off as the sort of sane, rational person in all the you know, in all his interviews. I enjoy watching him. He strikes me as being kind of on the depressed side. You know he seems not to. I think he's a psychologist. I think that by training. And anyway, but I think it's interesting because this all started with the conversation of alcohol on the ancient pottery. Dean: Yeah. Dan: You know our thing here, but I think that probably throughout history, generation by generation, place after place, they found substances which can alter their consciousness, and I think it's probably been with human beings forever. Dean: Yeah, these whole. You're absolutely right, that whole yeah. Dan: It's not as good as steak for breakfast. Dean: No, I'll tell you what Dan. Dan: I have Steak for breakfast. Steak for breakfast. I just started it 12 days ago and it makes a big difference. Dean: You've started Carnivore. Dan: Well, not Carnivore, but I just don't have Cheerios for breakfast. Dean: Ah, right, right, Protein for breakfast. Yeah, I've been this week has been because I've been leaning more and more, as you know, working with jj on prioritizing pro no, babs was telling me about your call, abs was telling me about your call yesterday yeah and your air dryer. Dan: Your air, my air fryer. Dean: Yeah, and I'll tell you your air fryer and I made yesterday, yesterday for the first time, the most amazing ribeye in the air fryer. That was so juicy and delicious it was and so easy. I mean literally. I took the ribeye, I put salt and pepper and just a little bit. Dan: Yes, came out just like so your adventures get around you. Now I know, yeah, you're absolutely right. Dean: But I mean that's just, it's so good, who knew? Dan: Yeah, I mean yeah, it was I texted that. Dean: Well, we've got the whole. I'm very fortunate that you see second hand through, babs, but you know there's been a real support network, a gathering of what we're lovingly calling Team Dean on a text thread, and so I texted a picture of that last night to the group. Dan: Let's keep Dean in the mainland for a while, right? Dean: We don't want him drifting off into Glanlandia for eternity At least until we can get my mind melded up there somehow, right, but this week has been a breakthrough. Like this week I've been, this is the first week of full carnivore, like only meat. Oh so I started on Monday and it's been, you know, an interesting thing. But I had my highest weight loss week since we've been doing this by by this and I actually feel great. It took a couple of days to kind of get through the Van Allen belt of carbohydrate craving, you know. But now that I'm in, I'm through, I'm out of the atmosphere, I'm kind of floating that I think I can do this, you know, perpetually here for a while, and one of the reasons yeah, yeah Well. Dan: yeah well, I mean you talk about the air fryer, but there's a direct connection between the management of fire and your air fryer. you know, I mean hundreds of thousands of years and the human, the first humans who got a handle on fire. You know, it happened, probably accidentally, it was a lightning strike or something. But then they began to realize once we have fire, let's find a way of keeping it going. So we have access and that was a huge jump, because eating raw meat almost uses as many calories as you're getting from the meat, In other words you really have to work to digest. Let's call it steak. You know the steak. It takes a lot of calories to digest it. You really have to work to digest it but once they added fire to the mix and you could cook the food it made it much easier to digest and you got your calories much easier, yeah, but the other thing is that it's filling it's very filling, I mean the more carnivore you are, the less you're attracted to the sugar. That's the truth, easy caps. I mean, I don't feel particularly hungry. I had breakfast around 8 o'clock this morning Steak. I have steak and avocado. Okay, it's ribeye, but we're going to get. As a result of your yesterday information, babs is going to get an air fryer. We're going to get an air fryer, and then Stephen Poulter had even more. Dean: I saw that. He put up a fancy thing, exotic thing you would know that Stephen tracked it down, because that's what Stephen does. Dan: Yeah, but it's very interesting this getting enough calories to do interesting mind work. It's about if you're going to. I read a report that one of the great advantages of North America is right from the beginning. Right from when the first people came to the East Coast, they had a lot of protein right from the beginning. There was lots of game. There was lots of fish, you know. They had a lot of game and Americans have. Except for two periods of history, during the Revolutionary War and, I think, great Depression, americans have always had as many calories as they wanted. But there's a reading that high-level mental work requires roughly, you know, in the neighborhood of above 2,000 calories a day. You have to have 2,000 calories to be doing mental work. Dean: That's interesting. Dan: Yeah, yeah. And North America, the US and Canada have always had enormous amount of calories, protein calories, you know. So you can do hard labor, you can do high level of mental work. Makes for an industrious, you know, makes for an industrious population. Dean: Yeah, yeah, that's really you know. Jordan Peterson has been carnivore for five years. Dan: He's been carnivore for five years, yeah to save his life really. Dean: Right. Dan: And he mentioned that. Dean: you know he looks at when the that everything got shifted when they came out with the food pyramid in the 70s, that was not by any nutritionist but by the agriculture department to get people getting grains and breads and stuff as the foundation of a healthy lifestyle, healthy nutrition plan. Dan: That sounds like a four-stage cause movement, industry, racket. Racket yeah, I think it's now at the racket stage yeah, you know I mean halfway when we go. We were at the cottage for the last two weeks and halfway to the cottage is tim hortons. Tim hortons, okay, and I will tell you, based on your present heading in life, dean, you've probably been to your last Tim Hortons, because there's nothing in there that's actually good for you. Dean: Right, right, right, right. Yeah, that's true, isn't it? Dan: I mean that's something I call it Tim Hortons, where white people go to get whiter. Dean: Oh man, Do you go up 400 when you go to the cottage, Like do you go past? No, we go 404. Dan: We go 404. Dean: Okay, so you don't go by Weber's. Dan: No, weber's is good, weber's is a high-protein, but that's what I mean. You don't pass that on your way to your cottage. Dean: You're one freeway over on your way to york, got it, you're one. We go one freeway over right, right, right. Yeah, I got it. Yeah, that's interesting, but that you know there's a great example what a canadian institution you know tim horton's corner, really it's, uh, it's funny, yeah, but I had a thought about, you know, jordan Peterson being. You know like I think that where the revolution has really discussion of is this the best of times or the worst of times? My thought was that the battle for our minds is the thing. Yes, you're absolutely right, but just like cancel culture, I think we're in a period where our access to more information that's not being just packaged and filtered for us. We have access to unfilled information, and I think that you're seeing a resurgence, that we're moving towards in big swaths of categories, that the consensus, things that actually make a difference, and that we have access to more and more people who can do that, plus the diagnostic tools that we have support and show which methodologies are the most. And we're starting to see that in. You know, just like cancel culture was able to, the reason that we brought on cancel culture is that the consensus we were able to, everything was being exposed. You know that more people had a voice to say to, to the checks and balances kind of thing of being observed, and that when people find out things, you know you've got access to that. So I see things like nutrition, like it's like I'm noticing a trending, you know, more examination of christ, of Christianity as a thing that's becoming more mainstream as well, and that's just an observation of you know, seeing all these things. You know. Dan: yeah, One of the things that's really interesting is the variety of choices that you can make that actually cancel out a whole other part of where the information or news is coming out. You know, for example, I haven't as I mentioned, I haven't watched television at all for now more than six years, and so what ABC thinks, what CBS thinks, what NBC thinks, what NPR, public television, msnbc, cnn think about anything I'm not the target here anymore because I don't know what they're saying about anything but I found all sorts of sites on the internet that I find really interesting. Real Clear Politics is my go-to. First thing in the morning I always look at Real Clear Politics, and what they do is they just aggregate headlines for the entire spectrum. So if you want to go to all the other sites, you can go there. But what they find, you know. I find that they're making pretty widespread choices of what goes on there. In other words, if you're left wing politically, you'll find articles on RealClearPolitics. If you're right wing, you'll find real clear. But one of the things I find really interesting is when they mentioned the most popular articles for the last seven days, for the last 24 hours. They're all right wing, they're not left wing. So interesting. Although, yeah, I've never seen a left wing article be most watched or most read during the last seven days or the last 24 hours. They're all using the definitions of what would be left-wing or right-wing in today's setting. So it means that the people who are going to RealClearPolitics are mainly right-wing and they're interested in knowing what the left is saying, wayne, and they're interested in knowing what the left is saying, but they're not really. They're not really reinforcing themselves with the articles. I mean a and you can tell just by the nature of the headline, which where the bias is whether it's left or right and in any way. And but the interesting thing is how much I'm using perplexity now. Dean: Me too. Dan: Yeah, and I just got this format Tell me the 10 most important aspects of this particular topic. Five seconds later, I got the 10. And what I find is it's having an effect on my mind that there's never one reason for anything. There's always. I mean, I use 10 reasons, but if I did 20, they could probably do 20, you know but what it does? It gives you a more balanced sense of what's true, okay, but I've discovered this on myself. I mean, if you talk to 100 people, maybe three of them are using perplexity and perplexity. You know I may. I know there's other sites but it does for me what I want it to do. It gives me a background to think about things, and is that? What you're talking about is non-controlled? Dean: Because it's my question. Yeah, like that's what I think is that we've got access. Dan: It's my probes my probes that are revealing the information. Dean: Yeah. Dan: No one is packaging this for me. It's that I'm asking clarify me on this particular subject and bang you know within a matter of seconds I have clarification. Dean: Yeah, yeah. Dan: Is that what you're saying here? Dean: and I, but I think that the onus is on us to do our own interpretation and, you know, measuring whether this fits with what we think. Whereas, you know, we were sort of when we were exposed to information like all of our whole adult lives, up until the last say, you know, 10 years has really been filtered through the lenses of the mainstream media, like I think about curators, often curators, curators. Yeah, they were the curators. Yeah, or the guardians, local minority. You remember, I mean, even in the closest thing was I remember when City TV came out with Speaker's Corner. Dan: You remember that they would have a little booth set up and you could go in and speak your mind. Dean: Yeah you could go in and speak your mind and that's how you got to think, see what other people were thinking. Otherwise, you had to go to Young and Dundas and you know, on the corner there and hear everybody up on their soapbox or whatever it was. That's always been. You know, that's kind of where everybody's megaphone now is. You don't have to go out to the corner where all the people are. You can sit in your basement and you've got a megaphone to the whole world. Dan: Yeah, you know, this probably helps explain something. I read an article Friday, I downloaded it and I read it about three or four times, and that is that none of the big corporations are making any money on AI. Right, they're investing enormously in it, but they're not making any money on it, and I think the reason is that it wasn't designed for them. Dean: Ah right. Dan: It was designed for individuals to do whatever the hell they wanted to do. And if anything, it works against the corporations, because if people are using AI to pursue their own interests, that means it's time and attention that they're not giving to the corporations. Yeah, yes. Dean: And I would say there's a real panic. Dan: I would say there's a real panic setting in, because it's when ChatGPT came out. Everybody said, oh, now this is going to enhance our ability to get our message across. Well, that's only true if people are paying attention. But what if the impact of AI is actually to take people's attention away from you? Dean: Yeah, it is changing so much. So I mean yeah, it is changing so much, you know. Dan: I mean. Dean if you're going carnivore, Tim Hortons' messaging isn't getting to you. Dean: Yeah. Dan: I mean All that money they're spending on Tim Hortons' advertising is wasted money on you. Wasted on me. Dean: That's exactly it. Yeah, it's so amazing how to waste your money on Dean Jack. Dan: How to waste your money on Dean Jack. How to waste your money on Dean Jack Uh-huh. Dean: Man so funny. Well, yeah, I should. This would be great, though, to get a. You know, start spreading the word about the air fryer. Get an air fryer deal. I mean, the salmon and the steak are amazing. Dan: And apparently JJ thinks pork chops are good. That's right. So you got the whole good. That's right, exactly. Dean: So you got the whole scoop. Dan: I love it that you've got a buffer between you and the technology. Well, she controls the checkbook, so she might as well get the information, because she controls the checks. Yes, and Babs has been my authority on eating since I've met her. I mean that's one of the great benefits of being in relation she's always been good about that. You know, my life is two parts, before Babs and after Babs. Dean: Yeah, I know Absolutely. I'm much healthier since I've met her. Dan: I'm much healthier since I met her. Yeah, Anyway, yeah, but it's really interesting. You know that what you're introducing here to the Cloudlandia conversation is that we now have the opportunity to be much more discerning than we were before. Dean: Yeah, we have not only the opportunity but the responsibility, and that's what I think we wrestle with is that we can't just take all of the information and take it at face value to realize that that there's a level of building your own internal filters. Timeless Technology is that we're looking for advantage. Dan: That's what. I established right at the beginning is that you're looking for an advantage that, for a while, other people don't have, because that improves your status. That improves your status that you have an advantage, and it creates inequality. One of the things that people don't realize is that every time you create a new advantage, it creates inequality in your surrounding area, okay, and then other people have to respond to that, either by using your advantage, like imitating your advantage, or they canitating your advantage, or they can create their own advantage, or they can try to stop you from having your advantage, and I think that depends on your framework. So I think a lot of cancel culture is people not wanting you to have that advantage, so they won't let you talk about it, they won't let you do certain things and I think the cancel culture has probably been there right from the beginning, it just takes different forms. She's a witch, yeah, yeah, there's a witch, yeah, yeah. Can I tell you something about? That the salem, and also the ones that happened in Europe the witch thing, was. It was moldy grain, so usually the witch seasons happen to do happen when there was a lot of rain. Okay, and the grains got moldy and my sense is they created, they created, and so that a lot of the Fermenting. Yeah, there was a fermentation, but also it drove people a little bit crazy and there's a lot of investigation now of the which periods. Dean: Okay, salem is the most famous US. Dan: But it didn't happen. It didn't except for Salem Massachusetts. But they had several really wet seasons where the grain got moldy and my sense is that people were getting fermented grain on a daily basis and it drove me kind of crazy, yeah that made him weird. Dean: Weird it made him weird. I saw james carville. James carville said that the democrats should stop saying they're weird and start calling them creeps. Weird Weird is creeps as a label. They're creeps, you know yeah. Dan: Yeah. Dean: Yeah, yeah. Dan: I think it's funny to see. I would love to hear. Dean: I'd love to hear a podcast or a panel interview between you. Know, luntz the. I forget what his first name is Jeffrey Luntz? Is it the Republican wordsmith guy? I think it's Jeffrey. Dan: Luntz, I don't know him oh. Dean: Luntz yeah. Dan: Jeffrey Luntz. He's the one who does the panel discussions, that's right. Dean: And he gets the messaging, for he's the Republican wordsmith and James Carville is essentially that for the Democrats. I'd love to hear that. Dan: Yeah, I think James Carville is essentially that for the Democrats. I'd love to hear that. Dean: Yeah, I think James Carville is now. He's like the crazy ant upstairs. Yeah, I think so. Right, right, right. Dan: Because the last couple of weeks he said you know you better get over this mania real fast that you're having with Kamala Harris and he says, because he said you have no idea what's coming back against you. It'll take the Republicans three or four weeks to figure out what the target is here, and he says you better get over this real fast. He says it's going to be incredibly hard work over the next three months to get to the election, make sure your grains are dry here, don't get that fermented grain brain. Make sure your powder is dry too. Yeah, yeah, but it's an interesting thesis. This is where we've added a new dimension to Cloudlandia the psychotropic part of Cloudlandia yeah, I agree. Dean: There was a. Dan: Greek player, one of the Greek writers, playwrights. He talked about a place called Cloud Cuckoo Land. Dean: Okay, that's funny. Dan: Yeah, and he was talking about people who would just go off and make up new stuff and everything like that had no basis in current reality and he called it cloud cuckoo land. You know well, you know we've had a lot of that over the last 50 or 60 years yeah, I think what we're really introducing. Dean: Dan is the intersection you know the venn diagram of the mainland cloudlandia and Danlandia or Deanlandia. That's the one that we can actually control. Is Danlandia, yeah. Dan: Well, the big thing is, if you truly want to be a uniquely creative individual today, the resources are available for you to do it. Dean: Yeah. Dan: But you got to be really discerning about what gets allowed in across the borders into your thinking that's it exactly. Dean: Yeah, All right Dan. Dan: Yeah, I mean, yeah, I have to jump too. One thing about it is I'm going to watch that Joe Rogan church because I think that's interesting. Dean: I have to watch that Joe Rogan George because I think that's interesting. Dan: I have to laugh when Joe Rogan had. Dean: Peter Zion for a loop. Dan: I've never seen Joe Rogan thrown so much for a loop, because Peter Zion is nothing if not confident about his point of view. I mean, he's a very confident guy about his point of view and Joe wasn't ready for it and about every you know, every 90 seconds he said holy cow, oh wow. Oh yeah. Dean: Oh, I got to watch that one too, jesus Christ yeah. Dan: And you can see Joe sitting there. He said yeah he said next time I have this guy on no pot for 24 hours beforehand. This is moving, this is moving. I'm too slow here. I can't keep up with this you know, Peter Zion is like a jackhammer when he starts going you know he does a whack, whack, whack. Yeah, that would be Actually Jordan Peterson and Peter Zion would be an interesting one. Two brains, yeah, yeah, for sure. Maybe Elon Musk as a third person, jordan Peterson and Peter Zion would be an interesting one. Mm-hmm, Two brains yeah yeah for sure, Maybe Elon Musk as a third person. Dean: Imagine a panel. Yeah, exactly, there was a great. There was a show called Dinner for Five and it was a. It was an entertainment like movie one, where they'd have different directors and actors at dinner, just a mix of people and having just recording their conversation. No real thing. Jon Favreau did that show it was really great. Dan: No curating really. Yeah, anyway. Dean: Okay Dan. Dan: Very entertaining. We'll be here next week, yes, I always enjoy these. Dean: They go so fast. Yeah, thanks a lot. Okay, thanks, dan, I'll talk to you soon. Bye.

This discussion features Juniper, a sophisticated voice-based AI capable of tasks like writing and coding, and Mr. Beast, a unique creator exemplifying AI's potential. They delve into the attention economy and how digital value is formed without physical costs. The conversation draws parallels between today's AI adoption and early smartphone growth, questioning if technology genuinely enhances productivity. The hosts reflect on historical trends and the influence of tech giants in redefining efficiency and economic measurement.

In this episode of Welcome to Cloudlandia, I reflect on the successful launch of our inaugural CoachCon conference, which brought together 350 members of the Strategic Coach community in Nashville. The vibrant energy of Music City and the exceptional facilities of the Music City Center made for an experience surpassing expectations. Our discussion centers on cultivating the mental fortitude needed to remain anchored amid future-focused hustle. We connect this to aspects like political endurance while acknowledging the enrichment that unfolding daily actions alone confer on tomorrow's potential. SHOW HIGHLIGHTS We recap the inaugural CoachCon Conference in Nashville, noting the participation of 350 strategic thinkers and our partnership with Agile for event organization. I share my personal stance on cowboy attire and backyard barbecues, highlighting a preference for distinctively non-Western wardrobe choices. We reflect on aging and the evolution of long-term vision, contrasting my early career's short-sightedness with the strategic foresight demonstrated by successful individuals and families. I celebrate another birthday and contemplate the depth of understanding that comes with each passing year, using the experiences of Kathy Ireland as an example of life's cumulative experiences enriching future visions. We explore the importance of journaling and manifesting desires into reality, discussing how projecting our goals into the future contributes to personal growth. The discussion covers the importance of crafting a future-focused vision, especially as one grows older, to avoid feeling diminished with age. We examine the significance of living in the present moment and how our current actions lay the foundation for future success. Personal insights are shared on the perception of time and the possibility of slowing down our experience of it through heightened consciousness. We speculate on political endurance and the uncertainties in the political arena, likening it to a horse race with a focus on the candidates' abilities to sustain a full term. The conversation includes a mention of upcoming travel plans, expressing a commitment to continue these enlightening conversations from wherever life takes us, whether it be a London hotel or a Cleveland suite. Links: WelcomeToCloudlandia.com StrategicCoach.com DeanJackson.com ListingAgentLifestyle.com TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dean: Mr Sullivan. Dan: I am back from Nashville. Dean: That's what I hear. I am excited to hear all about it. It looked like a real party it was a total party. Two parties. Dan: Yeah, so providing some context for the listening audience. We had our very first community conference and I say that because you did not get invited unless you were connected to someone in the strategic coach community and it's our first conference of this kind called CoachCon. And as a result of it. I already committed at my birthday party, which was on the second night, two-day conference, second night and I said we're going to have one in 26. So we're thinking we'll do this every two years Okay, that's amazing. Yeah, and we had 350, which was good for, you know, our first experience. Dean: And. Dan: I will say that we're really committed to Nashville. Nashville is just such a great city to have a conference. It's just. The city itself has an enormous amount of energy and the Music City Center is just a marvelous venue. It is so big it staggers your imagination. It's two blocks long by almost two blocks wide, and if you look at it from the air, from above, it looks like a guitar. Dean: Right, right right. Dan: Yeah, which you wouldn't do in Toronto. Dean: It would have no meaning, it would have no meaning. Dan: It would have no meaning in Toronto. Okay, it would. Dean: And anyway I was working with go ahead. I was just going to say not to say that Toronto has a pretty wonderful convention center facility too, downtown, yeah, but Nashville has a great. Dan: Nashville has a great Nashville has a great convention center. That's the truth. Yes, yeah, as a matter of fact, one of the smart moves we made as a company is that we immediately hired a convention conference company called Agile. I think they're from Kansas City and Minneapolis. They have two branches to their company and so, right from the very beginning, our team members were working with their team members to create the event, and this was a year and a half in planning, and they just are the perfect interface between yourself and then the venue itself, who have their own team. So it's really it's really a triple play of three teams working together to create the event. Dean: And I mean it's such a, it's such an engine. I had such flashbacks, you know, seeing the footage that was coming out of there of the room and the setup and the way everything was. Or you know that we did an event roughly twice that size every month for 14 years. You imagine, like the engine that it takes to put that, to put that on the logistics of it. That was what the main event was. We'd have, you know, 600 or 800 people every month. It was something. Dan: Yeah, are you speaking about one of your? Dean: events. This was with Joe Stumpf when we did the buy referral for the real estate agents. That was what we did. Dan: Oh, that was where you did it, that's where you did it that's where you did it yeah, that's right well, here I'm trying to impress you and you're just tolerating me no, I mean there's some. Dean: There's an exciting energy around a uh, a big event like that. I mean there's, but it's a very different energy. Dan: Yeah, wasn't it in Nashville 14 times. Dean: No, we did. We were all over the country. We did one a month. We did one every month for 14 years. Wow. Yeah exactly so Nashville was in the rotation that's like 168. Dan: That's like 168 conferences. Dean: Yeah, we did over 200, actually is what it was, but that was like a circus coming to town every month, every month, yeah. Dan: Anyway, I was talking to one of the black backstage crew. I was talking to one of the black backstage crew. You know who'd do the get you ready for going on to the front stage and I said we have 350 people. If you had other conferences going on at the same time. Our size, how many could you have? And he says I think around two dozen dozen we could be doing in the same building at the same time. But then when you get outside of the music center it's just filled with all the sorts of clubs yes and broadway, which is their big party street, is about two block, two blocks away, and there's lots of hotels. Dean: There's lots of hotels around, so's lots of hotels around, so you can feed into it. Dan: I was at the Four Seasons in Nashville. Dean: Of course you were. Yeah, did you get a hat and some boots to celebrate your 80th birthday? The Nashville way? Dan: I did not, and I'll tell you, my approach to cowboy hats and cowboy boots is about the same as my approach to backyard barbecues, and that is, I will celebrate my 80th birthday without ever having participated, actually organized one of those, and so it's on the list that I'm going to try to get through my whole life without doing I love it. Dean: That's the greatest thing. Dan: Dan. Dean: I can't tell you how many times I've used the. You know people are going through their whole life hoping to never have to meet you. Dan: I was having. Dean: I had lunch with an attorney friend who's a personal injury attorney and you know he works primarily with people in accidents and I said you know the challenge with his marketing is that it's acute onset and you know nobody is preparing for or anticipating the need to meet you. Dan: And I said in fact most people are hoping to go their entire life without ever having to meet you and if they get to, good for them, you know, yeah, funny, yeah, yeah, some people's marketing challenges are more severe than others yeah that's exactly right, well, yeah you know, as you know to be being that we're right at the beginning, when I started my coaching life, which was 50 years ago, in 1970, the people which was called Top of the Table and the table is a previous organization which started, I think maybe 50 or 60 years before, which was called the Million Dollar Roundtable, and it was a certain amount of sales qualified you and you got to go to the acronym mdrt. That was the thing, and. But in the early 70s they had gotten together and said let's take a top 500 in the world and and establish ourselves as the top of the table. Okay, and so right off the bat, in 74 and 75, I had one who was just a great friend and promoter of what I was doing at that time, because it was just being out there testing out this thing called coaching for entrepreneurs. And then very quickly I got others because they talked to each other a lot without seeing each other as competitors. And one of the things that I really remember is just getting really, really deep into how life insurance agents operate. And it's a tough marketing proposition because you have to engage people in a conversation about what's going to happen after they die. I mean, that's the premise of life insurance and the other thing is you're doing it for other people. And really you're doing it, and I had one of the great ones. These were, in the first instance, they were all Toronto-based, that's where we were, and I remember this one he would deal with, very wealthy. One of the things that attracted to me to these top life insurance agents is that their entire clientele were entrepreneurial. Okay, they didn't have corporate people, they had people who created their own businesses. And I remember this one agent here in Toronto. He said the first thing you have to zero in on again, it's a difficult sale is what the individual, who's a wealthy individual? What do they love that they want to be remembered for having been a great person after their life? What is it that they love that they would ensure and he said so. He had this line of questioning with. That went something like this he said first of all, as we talk about this, do you love your wife? And the person would say no, not really, not really. He says do you love your children? That would be a flat no. And he says no, I don't love my children. He said do you love your employees? And he says no, I don't love my children. He said, do you love your employees? And he says no. Finally gets to number four is do you love your reputation such that after you die, people will say you know he really loved his wife, his children and his employees? He says yes, I do love my reputation, and he says, ok, let's ensure your reputation. He says until you find out what someone loves, you might as well not talk about your legacy, and everybody has a different one. So the big thing everybody has a something that they want to be remembered for. So he says that's the thing that we have to ensure. Dean: And it's amazing. Amazing, isn't it, that there's always the reason behind the reason. Dan: It's funny yeah well, well, there's ultimately. There's the reason, the others aren't a reason you know, and actually that's true, yeah, and you have to find out what makes the person tick. You know, know, I mean everybody who lives for a long time and is very active in doing it has something that's right at the center you know, and I think it's idiosyncratic. Dean: What do you mean by that? Do you mean, that it's? Dan: I don't think it's predictable. Dean: Okay, right. Dan: Yeah, there's a deeper. I don't think everybody is Well. If you have the money to be different, then you're different in the way you want to be different. I mean we're talking about people who can write a check and they can write a big check. And what do they write the check for is the big question. And they're not doing it out of need, they're doing it out of want. Dean: Right. Dan: My contention is don't do things out of need. Do them out of what you actually want, because that represents much more of who you actually are than doing things because you need to do them that's an interesting because that's why or is that why you spent so much time 25 years. Dean: I remember you saying you made a commitment to every day writing what do I want. I journal for 25 years. Yeah. Dan: And because I was coming off a divorce and bankruptcy which coincided on the same day, that was, August, August 15th 1978. Dean: Yeah. Dan: And you know, divorce and bankruptcy qualify as two bad report cards. Dean: Right. Dan: Right right right, yes, I mean any way you interpret it, it's a bad report card and so you know I was kind of in a state and one of the neat things when you go through a divorce and bankruptcy, people don't throw parties for you to have you come and explain it you know they give you a lot of peace and quiet of your own, you know, yeah. So I had about four or five months after August to think this through and I said you know, the reason why these things are happening is I'm not telling myself what I actually want. You know I'm assuming certain things about other people. I'm expecting other people expectations, assumptions about other people and other things. And I said, you know, I think the key here is that I'm not actually telling myself what I want. Dean: And so. Dan: I said myself what I want and so I said so. Nobody cares if I was divorced and bankruptcy, and nobody really cares whether I amount to anything you know you know, and I was 30, 30, 34 years old at that time. And once you hit 30, nobody cares you know, it just, we invest a lot in younger people until age 30 and then they kick you out of the nest and anything that's going to happen in the future, you're going to do it on your own. You're not going to get a government grant to do it. And so I said, well, what I'm going to do is I'm just going to have one goal here. So I said, well, what I'm going to do is I'm just going to have one goal here. For the next 25 years, every day, I'm going to keep a journal and I'm going to write in it something that I want, With one constraint I'm not going to use the word, because I'm not going to use the word. I just want it, I just want it. And I did that, I did it for 25 years I missed want it, I just want it, and I did that. I did it for 25 years. I missed 12 days. There are 9,131 days in 25 years including the six leap year days, and so it's 9,131. And I did them on 9,119 days and my relationship with Babs came out of that. The whole strategic coach came out of that. You know and all sorts of things, like the lifestyle I'm living and you know why today I don't have to think about money at all because the money's there and you know, and the type of people I'm spending my time with. So it feels good, but that that the other thing is I. What it proved is I have the ability to stick with something for 25 years, right on a daily basis on a daily conscious basis. Dean: So still journal. Do you, uh, do you still journal? Dan: well, Dean, that's a really great question. I do journal, but it's in the form of using my tools on a daily basis. Dean: I got you Okay, so you're thinking about your thinking every day, like my fast filter, my fast filters. Dan: Yeah, you know fast filters. I'm saying what I want. It's just mutated into different forms. I want it's just mutated into different forms, but there isn't a day that I go through where I'm not stating something that I'm planning to achieve sometime in the future. Dean: Yeah, yeah, yeah, yeah, that's really. That's something I'm coming up. Next April will be 30 years of, you know, daily journaling. Yeah, I mean of sequential, and I actually have all of the journals. It was April 1995. I would journal. I was always someone to write down my thinking, but not in an organized, archival kind of way. But April of 1995 is my journal number one the official like keeping that. Dan: So next year is the 30 years. Yeah, and it's so funny that you know, like you said, I think more than half your life. Dean: Yeah, that's exactly right. I just turned 58 on Friday and that was a you know, you mentioned you know at 30, I noticed that you did it at 29. Yeah, that there's a different you know different experience level at 58 than there is at you know 29. Dan: Oh yeah. Dean: Yeah, I remember when I first started with Strategic Coach in 1997, year one that was, I remember the three-year kind of vision thing was it was difficult for me to even like see three years into the future because everything up to that point had been constantly evolving. You know, and I just remember, as in real estate, you know, when I was young, starting in real estate, I remember there was talk of the, you know, halton hills the town where I was, had just released their 20 year plan and I thought to myself, man, that's like that's forever, that's a lot. I don't never get here. You know, 20 years, I can't imagine that they're thinking that far ahead. And I had a couple of experiences like that. One of the largest sale that I ever made was to an italian family that was land banking. They bought land on the corner of ninth line and steels in halton hills that wasn't going to be developed. Dan: we we're talking about Toronto. Yes, right, exactly Greater, Toronto area. Dean: Yeah, in Halton Hills that was like the outer edge of the greater Toronto area and their expectation was that this was going to be land that would be developed in 40 years and that was almost exactly true as to when it, you know, came about. It's just kind of that was their model. They would, you know, go, they were a development family and they would go out to the edge and buy the land that was inevitably going to be the development. So, you know, they owned a lot of land in Brampton and Mississauga that were, you know, at the time, rural areas that they bought, you know, 20 years previous, in the 60s, at that time, knowing that was going to be developed later on and what an interesting like long term vision, like that. But that tell that story, because I always like to have you know kind of I look at my birthdays, I like to have like a day of reflection and looking forward and you know real and yes, uh, two days ago was your birthday, that's right, yep, and so you know, looking, I have a completely different understanding and experience of what 25 years is, yeah, than I did when I was 29, right, and so it's like, not you know, because I can still remember cracking the you know seal on journal number one, april 1995, virginia Beach. That was the you know day one journal one, and I still I can transport there, you know know, right now. It's just amazing how your mind I'm just like I'm sure you can immediately remember your lunch that you had on the day you got bankrupt and divorced. You know, you probably recall that right there, but you couldn't imagine it was actually a good lunch yeah, that right yeah because it was on the credit card you were about to turn in. Dan: Yeah, the interesting thing about it is I've been working on a concept and I was reminded of it because for our top guest speaker at the conference we had Kathy Ireland, the very famous model. Dean: Oh, wait, it wasn't Joe Polish. Dan: As I said, we had our top speaker. It was Kathy Ireland. Joe was good. He was one of the three main speakers. Right yeah he should be delighted with that. Yeah, he should be delighted with that. Dean: Anyway. Dan: Kathy Erland talked about how her intent was not to become a model. Not that she was against becoming a model, but that was never her intention to be a model. And she was just approached when she was on the beach in Santa Barbara California when she was 17. On the beach in Santa Barbara California when she was 17. And an agent came up to her and said you know, I think there's a niche that if you wanted to become a model, you would really, you know, sort of a tomboy she's. You know, she was very athletic, she was very muscular and she, you know, she sort of had freckles and you know, and she did wonderfully for 15 years from age 17 to 32. And she was on many covers of magazines, especially Sports Illustrated, and but then when she was 32, she just decided to stop and while she was a model, she had taken a crack at creating different kinds of businesses, so it wasn't something new, she said. I always knew I was going to be an entrepreneur and that the modeling gave me a bridge from where I was born, where I grew up, to the outside world. And then she stopped at 32. And for the last almost 30 years's created a three and a half billion dollar global company. And it was really great. We have jeff madoff interviewers, so jeff, is how I know I had. Jeff is how I know kathy, because he had her as a guest at a marketing class that he teaches at one of the New York universities. But one of the things I found in common with her she said I like getting older because you just know so much more, and one of the things I'm really appreciating at 80 is that I can really I can think of my life in terms of at least seven decades. You know, the first one's a bit sketchy, you know, because you hadn't really become conscious. Dean: But you've recalled being out in the woods. Oh, no, no. Dan: I have very good memories below 10. And I think I've enhanced them some, but you have what's possible over long periods of time, you know and what you will stay with over long. I think one of the principal pieces of knowledge that you get as a benefit of getting older is you have a very clear idea of what exactly what you will stick with over a long period of time and we're just, and we're just trading reports here of something you stuck with and what I stuck with over a long period of time, and young people don't have the advantage of doing that that's exactly right. Dean: Yeah, you can't imagine and it's very interesting to see how I spoke things into existence in that journal, leading up to them, like describing what I want, and to see how they started out as a seed in the journal and then became reality. You know, something it's interesting to see and you wonder, you know, part of it is to keep that, you know, keep that rolling, keep it now looking forward in the next five. It's as you say, it's, you know, your I love about you at 80 is that your, you know future is still bigger than your past and that's kind of an exciting thing. Dan: Yeah, I will say. This doesn't naturally occur just by living years. Dean: No, no you have to be. Dan: I mean the. To make the future bigger than your past at 80 takes a lot of. Dean: Yeah, especially when. But maybe that goes to what your print too. Right, just achievement is a thing, that's a motivator for you. For the sake of parties, for the sake of parties. That's all the bigger parties. That's all the bigger parties. That's great, yeah, yeah. Dan: Someone was asking me that. You know, when I looked at the conference that we just had in Nashville, wednesday and Thursday, people said, well, how would you plan a conference? I said, well, I didn't plan the conference. It was my team members to plan the conference. So it was my team members to play in the conference. But I said my attitude toward the conference is what the party is going to be like on the final night. Yes, I work backwards from the party. What has to happen for it to be a great party? Dean: Right. Dan: Well, this is very exciting, that now it's just coincidentally, two years from now, we do it at the same time. Dean: That be, yeah, first week of may is a good day. Dan: It's a good time, it's good and we would do it at nashville and we would do it at the music city. I mean, we're far enough ahead on the schedule that we know it would be your 60th birthday. Dean: Yeah, that's right. Yeah, that'll be right in time for peak Dean on my health journey here. You know that'll be Back to my. Dan: That was the year of the peak Dean. That's exactly right, it's almost, like you know, a periodic visit of the northern lights. Yeah, yeah. Dean: No, I think that's very exciting. Yeah, and I've already said even more. Dan: I've already yeah, you put it in the calendar. It'll be the week of your birthday, probably okay, I mean I don't know what the week looks like, but let's find out now. Dean: I'm yeah, but yeah, nashville, early early 2026, may 10th is a Sunday. Yeah, it won't be that, it won't be on a. Dan: Sunday no, but it'll be the week. It'll be the week before, it'll be the week before. But the thing is now that they've done it once and we've got a date in the calendar. First of all, they can put the date in the calendar and they can get the event company plugged in. And they can get the event company plugged in, they can get the reservation at the Music City. They can get the hotel bookings I think the hotel bookings most hotels you can't get in for about six until six months before. Dean: But as early as you can. Dan: And yeah, we had a lot of bookings at the Four Seasons and you know, and we came in from the airport on Tuesday or on Tuesday? No, on Monday we came in, am I right? Dean: here. You came in on the Monday, yeah, because we spoke last Sunday yeah, I think I came. Dan: We came in on the Monday, yeah, and and we. But when we arrived, there was this whole meeting party of Four Seasons personnel. They came up to us and treated us like they liked us oh right, imagine that yeah, which I take regardless of what their motive is it doesn't matter, it still feels just as nice. Dean: Yeah, I think that's great. Mr. Dan: Sullivan is the general manager of the hotel. Oh, we're so happy to have you, Thank you. Thank you very much and a very friendly guy, yeah. So anyway, I'm going to work on this. The value of age. You know, there's a lot of people and I'm noticing them, because I'm starting to notice how people who are getting up in years I won't say they're my age, but they're getting up in years are falling into the general narrative of how people act when they get older and I'm just so convinced that they feel diminished because they haven't constantly worked on having their future bigger than their past. Yes, there's a point where they stop creating their future whenever that was there, was you know, well, and I think that you really have. Dean: It's a discipline that I constantly have to get myself to turn and have my gaze future focused, because as you do get older, you start that there's more to look back on. You know, and you spend a lot of time revisiting the past, but all the action is in the future. Dan: There's nothing, nothing you can do about the about the past, but yeah, but what I do is that I the past, if I remember. It can only be raw material for creating something new for the future. Dean: Yeah. Dan: Like when I go back and I remember a situation, I'll say now what did I learn from that situation that I can use in the future? You know, I don't accept the past's interpretation of itself. Dean: Yeah, say more about itself, yeah. Dan: Say more about that. Yeah, and I had a friend for a number of years who I'd gone to college with and we've, you know, we have been in touch for 20 years and he said you don't have any nostalgia, do you? You don't look back and have an emotional. And I said no, I mean, first of all, I was given a chance, you know, when I was having the experience, to appreciate what it was Okay. So it had a momentary opportunity to really imprint me with its importance. But if I'm looking back from 20 years ago, it's my interpretation of what it means to me going forward, not the interpretation. And I'm noticing, with the boomers, you know, there's nothing more disgusting than a nostalgic boomer. Dean: Yeah, like thinking about back in the day. Is that what you mean? 60s? Dan: well, 60s, you know, that's the usual. The 60s and 70s, you know, and they were going to turn the world on its head. And then they became civil servants, they got jobs as government employees or they became teachers and everything else. And then you get with them and they go back and they say, oh, those were the days, and everything like that. And it's kind of, but I have this notion that up until 30, society really supports you. Society invests in you, the government invests in you, the community invests in you, your parents invest in you, the teachers, everybody invests in you. And at 30, they cut it off and they set you free. And it's like I say about people say well, e know they have very high purchase. When the chicks are born, you know they're hundreds of feet up the eagles, and then on one day the mother eagle, just there's little eagles, they have wings. You know they have feathers, they have wings. She just pushes them all out of the nest. They have wings, she just pushes them all out of the nest. And the ones that don't hit the ground know how to fly. The ones who hit the ground, you don't have to worry about them. Wow yeah, and I think society at a certain point they just push all the 30-year-olds out of the nest and they want to see if you can make anything. Is there anything different or unique, and if there isn't, you just, more or less metaphorically, you hit the ground and you're nothing more than what things were before. Dean: There's nothing new. Dan: There's nothing new, but I pushed myself out of the nest when I was 18 years old, so the time until I was 30 didn't really mean anything. Dean: Right. Dan: But I don't comprehend nostalgia, because my emotions are in the present, they're not in the past. Dean: Yes, yeah, and that's what you realize, even in the future. I think when we were talking in Palm Beach earlier this year about the, you know the main thing is the future is really only shaped by the behaviors and habits and happens Really. Dan: The future is shaped by your present capabilities. Yeah, so I don't want to be looking backwards, as I'm living the present. I want to be fully alive because it's my up-to-dateness with the present that determines the quality of the future. Dean: Yes, yeah, bringing there here. Dan: Yeah, it's really interesting. We had a whole raft of speakers. Dean: Yeah, tell me about some of the highlights. What were some of the highlights? Dan: Well, I didn't get to all of them, because I went to every hour. You had a breakout session. I went to it, but there were different streams and tracks. I mean they're all going to be videoed. I mean they were all videoed so everybody's going to be able to see them. But I went to one and they had a couple of futurists there and I wasn't impressed. I wasn't impressed, and more and more over the last 10 years, since we did the collaboration with Peter Diamandis to create Abundance360, I always knew that people could be trapped in the past, in other words, that they were doing every day trying to hold on to the past. Okay, but I'm just as convinced now that people can get trapped into the future. They can get trapped, that they can't really be aware of what's going on right now because their mind is in a realm that hasn't happened yet and one of the things I know it makes them very nervous, makes them very anxious, anxious. And the thing that I found really interesting about these two speakers, the husband and wife team, was that they were making up all sorts of crazy words to describe what's happening, and you should be aware of this. And they had a word called templosion, which you know temp is, I guess, a Latin word for time, something and implosion, which I guess adds on a notion of explosion and that we're in a period of templosion, where there's hundreds of different ways that you're going to have to choose your life. Dean: And. Dan: I was sitting there and I said no, well, I know, 20 years, or I know 20 years from now, exactly what my life is going to look like. I don't know the details but, I, know it's going to be a direct extension of what I'm doing today. Dean: And. Dan: I know 80 percent of it. It will be expanding. I'll meet all sorts of new people. There's all going to be, but what's happening in the rest of the world and what other people are doing really don't, it doesn't really matter to me that much. Dean: I like that. I mean, that's what I realized in the journaling. I have two things. You something you said about. You know that spending time, you know, in the future is there's a lot of temptation or opportunity to just stay constantly planning and thinking about the future without actually you know, I've been using the word applying yourself. You know, I found that it's in our minds the things that motivate us to actually do something. We only do things in the present. So our own, you know our, you know our behaviors extended over time are what we define as habits, but it's really the behavior that's to be done today. You know, and I realized that writing in your journal and thinking about or planning for, or architecting or doing all these things that are future gazing is not actually applying yourself, it's not actually putting anything on the record. It's the equivalent of to the committee in our brain that actually controls what we do. It's the equivalent of quietly sitting in the corner coloring. Because no matter what anything that you do in your journal. The great deception is that it feels like that's actually making a difference. Right, that you're actually accomplishing something, but it's not. Until you break that barrier of getting it out of your head into and on the permanent record in the form of an action or a behavior. It's not going to do anything. Dan: Well, I think the big thing and I think it's a hard realization. I think it's maybe one of the harder realizations that nobody has ever lived in the future and nobody has ever lived in the past. Yeah, you only live in the moment. You know, and it and a lot of people just aren't capable of being conscious of the moment because their attention is being either dragged back backwards or pushed forwards and they're thinking about next, they're not thinking about next year. They're not thinking about, they can't think about next year because everything's happening right now. They can't think about 10 years ago, because everything's happening right now, and I think being present-minded is hard. Yes, I think it takes really an enormous amount of mental muscle to actually just be aware that things are happening right now and the way you handle things right now basically makes the future. Dean: Yes, that's the only thing that makes the future. It's the brick by brick layer. Dan: You know what I mean it's really the truth. Dean: It's that in the tapestry or whatever, that we can only see the accomplishment of it. But you realize that you can. Dan: I bet in the world of brick layers it's what a person can do in a day that really puts them at the top of their craft. Dean: I think you're absolutely right. Yes, and it's only on the reflection. You know, great walls are only built on the you know, compilation of daily accomplishment. Dan: Yeah. Dean: You know the thing is you can change any of it at any time. You know the thing is you can change any of it at any time. That's what I realized is in reflection, you know, when I was thinking about those, the elements of a perfect life, and really getting down to the, you know how DNA has, you know, the five elements of it, that if you look at the DNA of a perfect life, it's, you know, the elements are me, like everything. If I were to strip me naked and drop me on a deserted island, everything I have there, that's me, the portable things. Then time is life's moving at the speed of reality. 60 minutes per hour in perpetuity and you're always doing something in there, then environments are the things that are. You know. You basically put yourself in or you've been put in to an environment. That is your version of what's happening here, where, geographically, where you are, that where you live, what you have, what you do, all of those things are environments and you could, in theory, all of those things are environments and you could, in theory, move your, so I mean, you could completely change your environment. That's what you're thinking of the immigrant, right of you could leave everything behind and go change the environment and decide everything that you're going to do. Then the element of people meaning all the people that are around you, and money. So the combination of all of those five things are what create what we would call a life, you know, and I love like I find that infinitely entertaining too, you know in terms of yeah, the other thing is that, uh, one of the things that was predicted for me by other people is that as you get get older, time speeds up. Dan: Okay, and since I 70, I've experienced just the opposite. Time slowed down during the 70s and the years just took their time, and I think the reason is, I think it has to do with consciousness. You know, and I think that you know when you're, you know when you're a child, you're learning everything. So you're, you know, you're, everything is kind of new and you're exploring it and everything else, and then, as you get on, a lot of your experience you already knew that. So it's not significant, okay, but I think what happens with a lot of people, they are never actually creating their experience. There he is. I got a phone call that interrupted our phone call oh man, how rude somebody named Stephanie ok and. I immediately hit just to say you have no right. You're trespassing, that's right. Yeah, be gone. Where did I leave the thought that I was on? Dean: Well, you were talking about consciousness. That's what you were saying. Dan: Well, I think consciousness is the number of times during any time period that you're actually conscious of what's happening to you Okay. And I think it's massive when you're a child, because everything's new, right, but as we, let's say, we're now 20, we've actually mastered a lot of things that were new and now they're known, actually mastered a lot of things that were new and now they're known. I think, therefore, the number of situations when you're 20, that you're suddenly struck by something new is less than when you were, you know, four or five or six years old, okay, and so you're moving quickly from one moment of consciousness to another. And when you're six, it might be 20 things a day. That's a long day, but if it's 20 times a week when you're 20, that's a faster week, and if it's 20 times in a quarter, when you're 50 that's a really fast quarter and when it's 20 times, when you're 20 times in a year, when you're 70. I think that whether time is going fast or slow depends upon the number of consciousness things about something new that's happening in your life. And I found over the period of the last 10 years. I was back to having suddenly new conscious things that were happening. You know many times. You know many times a week or a day and time slowed back down, so it's actually being conscious. Dean: That's really, you know, that's almost like Euclidean, that's like euclidean geometry, you know yeah, that that harmonizes with something that I heard about. Why it the perception is that it moves faster is that when we're looking back, the routine reads as one experience, right? So you're looking back at the thing, if you've been, if your life becomes waking up in the same place, driving to the same job, sitting at the same desk, interacting with the same people and you look back over time at that, that all reads as one experience and it's only the new and novel consciousness moments that you were just talking about that get registered and recorded that single experience for some people may have. Dan: Another year just went by. Dean: That's exactly right and that's what oh well, that was fast where that was fast. Dan: Where's the time go? Where's the? Dean: time go. Dan: It's not a function of time, it's a function of consciousness. Right, that's exactly right, and we've had at least five conscious things in the last hour. I love that, Dan. We've done each other a favor over the last 60 minutes. Dean: I'm very excited about the culmination, the 60th. I'm reframing CoachCon as a peak theme celebration. I'm just I'm taking it for me, that's what it's. Dan: Not that you didn't have something to live for before, but we just put some kind of put a cherry at the top of your whipped cream. Yeah. Dean: I've had something that I was already on the path of you know, and that's kind of that's kind of great. Yeah, I just celebrated nine nine weeks of the peak Dean path here, so that's all it's very exciting. Dan: That's been a good nine weeks, hasn't it? It really has. Dean: Yes, it shows the whole you know thing of accountability and the plan and Somebody else's executive function, that's exactly right. Dan: Now I'm looking honestly. Dean: That's the thing Now. I'm looking for that in my you know, in deciding in my productivity now, in all the times that I'm, because I realized what an abundance of time I have you know, and very. I have what you would call very little environmental drag on my life in terms of time, commitments or obligations or people or other things, so it's a huge palette to play on Attempts on the part of other people to use up your life. Yeah, exactly, there's no claims to it, that's exactly right. So I've got no excuse. So now it's just like I get to architect this amazing adventure here. Dan: You know the thing that's going to be the highlight in the election campaign. It might happen in the next week or two where Trump finally sends the judge in the current trial in New York over the edge. He says I'm sending you to jail, and then the United States is just fixated on. Trump. He won't be in a normal cell. Of course He'll have a phone. Of course he'll have a phone and he'll be messages from Rikers Island, which is the main jail and he'll have lineups of everybody wanting to get his autograph and his picture taken in Rikers. And you know he'll be giving campaign speeches to all the prison guards and everything else. And meanwhile President Joe will have to be reminded who he is again and what his job is. Dean: Oh, my goodness. Well, we got six months. That's the exciting thing here. Dan: This is very exciting. This is very exciting. This is very, this is a and. And people say, isn't it a tragedy? I says what's a tragedy? And they said just the preposterousness presidential campaign. And I says, well, it depends on how you look at it. Because a lot of people say, well, this is crucial. You know the future, the world depends upon this. And I said, well, america has so much going for it, the United States has so much for it, it's got so much leadership at every level of activity that Americans are the only people on the planet in the history of humanity that can just treat domestic politics as a form of popular entertainment. Oh man, so I don't think you're approaching this correctly. You think that this is actually important, but it's entertainment. And then the question is who is the most entertaining candidate? And that I can predict yes. Dean: It would be amazing to see it all unfold, how it plays out. I still see Las Vegas still has all the odds makers still have Donald Trump as the winner. Dan: Yeah, I think it's in the 60s. Well, it depends on whether they're doing it with all the candidates or just the main two. But I think the betting markets I check every couple. I think the betting markets I check every couple weeks, the betting market. Yeah, it's been generally 60, 65 and you know and you know, which is surprising, because a lot of the big, wealthy democratic donors could be gaming the market, you know, just throwing a lot of money into the market. But but these are the las ve. I mean Las Vegas puts a bet on everything, so it's probably some legitimacy to what their bets are. Yeah, yeah, and it goes deeper than a particular issue. You know, it's just like. You know, it's almost like which one of them could actually be there at the end of another four years, and I think that's part of it. Holy cow yeah yeah, that's exactly true yeah, it's like a horse race, where you're betting to see if any of them could actually get to the finish line right oh my goodness, we know they could be at the starting gate. We just don't know which one's going to actually finish you know, yeah, that's so that's amazing, yeah all righty are we uh on next week? yes, nope, I'm on a plane trip to london on sunday of next week. So and the week after I, yeah, the week after I can do it from a hotel room in cleveland okay, perfect, but I'll have to give you the. I'll have to give you the date of the time. Dean: Okay, no problem. Dan: And I might have to get you up early. Dean: That's okay. It's my only thing on these Sundays. Yeah it's my only thing, so it's the highlight of my day Okay thank you, thanks, bye, bye.

In this episode of Welcome to Cloudlandia, I reminisce about our wonderful experience at the recent Cloudlandia conference at Canyon Ranch in Tucson facilitated by the legendary Joe Polish. We discuss the importance of maintaining an active lifestyle through routines like DEXA scans. Our conversation explores cultivating daily habits that balance productivity and creativity without overcommitting. Wrapping up, we tackle the nuances of time management as entrepreneurs and commitment levels' impact on execution. Discover how dependability and prudent social media actions shape future opportunities, drawing from Kevin O'Leary's wisdom. SHOW HIGHLIGHTS Dan and I delve into the significance of the series' theme song and its role in their listening routine, based on Chris's reflections. We discuss Chris's trip to Tucson and their perspective on the moderated conference experience led by Joe Polish at Canyon Ranch. We highlight the importance of maintaining consistency and improvement over time, drawing upon the eight profit activators as an example. Dan analyzes a typical day at Canyon Ranch through Chris's recount, emphasizing the value of health checks like the DEXA scan for body composition. We explore the paradox of having ample free time yet facing a lack of productivity due to multiple options. Dan and I discuss the various levels of commitment and how they influence the ability to complete tasks, especially in the entrepreneurial environment. The chapter on trust, money, and social media is explored, examining the challenges of relying on unpredictable and the personal ethos of dependability. We assess the intertwined nature of trust, money, and social media, referencing Kevin O'Leary's perspective on the potential long-term impacts of public actions. reflect on Chris's strategy for managing time and commitments, including his rule against traveling for marketing purposes. The episode concludes with us having a candid conversation about procrastination, commitment, and the challenge of executing tasks without external scaffolding. Links: WelcomeToCloudlandia.com StrategicCoach.com DeanJackson.com ListingAgentLifestyle.com TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dan: Welcome to Cloudlandia. You know, the theme song to this series might be the song that I've listened to more in my life than any other song. Dean: Oh, that's funny I like it. Dan: I was going through the archives and I said you know, I don't think I've listened to any song as much as I have this song. That's so funny. Yeah, I love it Good music though. It's good music. Dean: And good message. Dan: And it, I love it, it's good music, though. Dean: It's good music, yes, and good message. Dan: And it's good message. Dean: It's always a reminder. So welcome back. You've been on the road, arizona. Dan: Yes, how was that? Oh, it was great. We were in Tucson for about five days at Canyon Ranch, and the weather was absolutely superb. In Fahrenheit terms it was roughly about 75. Dean: Yeah, perfect right. Dan: Clear, cool nights, blue skies, no rain and the genius was great. Joe is really in the sweet spot. Joe Polish is really in the sweet spot because he's controlling it now with his interviews and I think that's terrific, because he had six different guests and if they're just giving a presentation, it can be from bad to really great. But what Joe provides, he just does a framework and of course he directs them with questions and he knows the audience, he knows the speakers, so he's doing a great job of moderating and I think that's a terrific move. Dean: I like the new setup too that he's got there, the stage with the kind of environment that's good, nice, the kind of environment that's good, Nice. Dan: Well, let's Proves that, if you just stick with some things long enough, you know it turns really superb after a while if you keep making improvements. Dean: Wow, I can't say enough about that being true. I was really. I've been thinking that about the. I've been going back looking at the eight profit activators as the example of how long you know I would say I've been working on this for 30 years, unconsciously, and the last 20 of it consciously and the distinctions, the reliable, that I've generated from all the ways that we've applied, all the number of data sets and iterations and different applications that are still like, it's just kind of great. It's a shortcut to really identifying what needs to be done, and every new iteration of a durable playbook is adding new distinctions. So much certainty in the things. I just can't wait to see, you know, the next 20 years of that real like dedicated application, because it's not going anywhere, you know. Dan: Yeah, I think you know I'm sort of a stick with things for a long time. Dean: Yes, yes. Dan: And I mean, if people are telling you they're getting value out of it, their checks indicate yes, yes, things going in a workshop and I'm, you know, I'm always seeing new things and and everything like that. But you know, we were. I was just reflecting that this is 35 years for the program, the workshop program, and it's pretty much not too different in 2024 than it was in 1989. I mean 2024 than it was in 1989. I mean it's basically you're doing thinking processes, you're chatting with each other individually, you're having general discussions, there's visuals to represent what's going to happen and all the money's up front. Dean: Yeah, I mean, listen, I call those things durable contexts and what you've got there, like the strategic coach program and the workshops, it's not unsimilar to what 60 Minutes has going for it, the. It's been the same context in sunday night 7 pm tick, tick, tick three long form stories on the most fascinating things in the zeitgeist right now. That's never going to get old. That's really. You know, it's like the same thing. You look at quarterly meetings gathered with your peers thinking about your thinking in a group of people who are thinking the same way. So I think that's the cheat code is understanding what those durable contexts are and allowing the content to fit within that. You know. Dan: Yeah, there was a great old parody, I don't know 20 years ago, and it's the new marketing manager for Coors Beer and he's saying yeah, and he's in a meeting with Mr Coors the current Mr. Coors and he says yeah. He said yeah, we've done a lot of research and you know we feel that the color that we've been using for the labels of Coors beer are not up to speed with what people really like and therefore we're suggesting that we switch the color of the labels. And Mr Coors says I like the color we've got. He says yes sir, yes sir, Mr Coors. Dean: Yes, sir, we're going to go with the color. Dan: And he says we feel that you know the typeface that we're using, the Coors typeface, is from the. It's really from the 19th century. And he said so we're suggesting this new typeface. And Mr Gores says I like the typeface the way it is. Dean: He says yes, mr Gores. Dan: And then he says we're thinking that the bottle is very in old shape, you know, and it's not really up to date with modern design and therefore we're recommending this new shape of the bottle and we want to change the color of the bottle too. And he says to Mr Kors says I like the old bottle and I like the color we've got. Yes, mr Kors, okay, we're all set to go on our new campaign right, that sounds like your conversation when they wanted to change the fonts right, yeah, yeah, yeah, I like Helvetica. We're going to stick with. Dean: Helvetica Awesome, I love it. Well, Dan, what was your? What's a day in the life in Canyon Ranch? You've been going there now for as long as I've known you. Dan: Yeah, 1990 was our first trip, so this is our 55th visit and many years. We've gone twice, twice. Well, it's a nice place, it's very congenial, it's very comfortable and it's well kept up. And, you know, the food is good. They have terrific massage therapists. I mean, they have dozens and dozens of massage therapists, some of them, one of them we have we've been seeing her for 25 years, you know, and there's just a nice quality. It's very predictable, there's no tension, it's very laid back, and so I get up in the morning and, you know, once we're set to go, I'll go out for a walk, and they have a two mile loop around the property oh wow and one of them is quite a challenging hill, okay. So what I could do is I go out and I start working the hill from top to bottom and I do that. I do that for about a half hour. You know. Dean: Up and down, you know gets the heart rate up yeah and now with my repaired knee I was gonna ask do you feel? Dan: the difference. Yeah, yeah, it's. Uh, there's a bit tenderness about especially coming down it's going up is fine, it's coming down. That puts more stress on your knee right and then then we go for breakfast and there's two choices they have sort of a very informal cafe and then they have a restaurant with full menu. And then I do a lot of reading. I read the Wall Street Journal on six days of the week and Babs and I just agree when we're going to rendezvous for lunch. Dean: She does a lot more. Dan: She does a lot more consultations. She does more investigating new things, which eventually I introduced to some of them. But she's much more active. She gets more tests than I do and I do one test probably every year for 20 years since the body composition. Oh, yeah, like a DEXA scan, right, right, dexa scan, yeah, and it's the gold standard as far as I can tell. You know, and then you compare and I got 20 years of records and you know, need some more care. Things are okay here and you know you go there and then the afternoon I'll have at least one massage a day and I do that. But I do a lot of reading. I've got my detective stories, my thrillers, my international geopolitical thrillers, and you know I'll wander around around and I get my steps in, I get my three rings on my apple watch bin and we meet for dinner. We usually do it pretty early and we you know and come home and I'll check the news, internet news and read some articles and then I'm off to bed and multiply that by five days. Dean: Do it again. Dan: Yeah, and you feel revived. Dean: Yeah. Dan: But I, you know, I mean at after 35, 50 years of coaching and 35 years of the company and the program. I don't really get that stressed out for my work. Right, I mean you know I'm in my unique ability. I have certain things to do every day. Dean: There's deadlines. Dan: There's always lots of projects going, and so it's not like to go on to free days, which Canyon Ranch always. Isn't that much of a change for me from? The way I operate on my workday. I'm never doing more than three projects for the day. I have lots of time between projects. I only hold myself accountable for getting three things done a day. My scheduler, Becca, always makes sure I have at least a half hour between anything that involves a meeting with someone else. And yeah, so that's pretty well that I mean. But I get a lot done. I mean I'm more productive at 80 than I was at 60. Dean: So yeah, that's my thing. How much of your time during the week like when you're on a typical home week, work week is scheduled like synchronous and scheduled with other people, versus you saying these are the three things I'm going to work on, or are they always involving other people? Dan: No, I have days when it's just me getting my part of a project done that has to be then sent off to somebody else. But I have days when there's no meetings. The vast majority of them are Zoom meetings, not in-person meetings. Dean: And I have a regular schedule the workshops are in the schedule. Dan: The two-hour catch-up calls that we've introduced for Zoom they're in the schedule. I have podcasts they're scheduled. The only thing that's left up to me is creating new tools. Dean: Right. Dan: You know, and the other thing is new chapters of the current book and that goes off, and then we have recording sessions and so on. But I would say that if I look ahead at a year, 85% of that year is going to be totally known on the first day of the year. Dean: Really, yeah, yeah, like with scheduled slots for when it's happening, yeah. Dan: Very interesting. Yeah, and I've introduced a new rule in 79, that I will never travel for marketing purposes. Dean: Right, exactly. Dan: Yeah, and I will never give a speech. I'll do an interview, but I won't do a speech. Dean: Right or. Dan: I'll put an audience through a thinking tool, but I won't give a speech, so my days of speechifying are in the past, right, right, right. And I won't give any speech for publicity purposes, I only give a speech for marketing purpose. I mean, I'll only do a public, you know, presentation and a movie tool only for marketing purpose. I'll only speak to audiences that are qualified clients, qualified prospects. Yeah, yeah, and that's basically an easygoing tourist's life. Dean: Yeah, exactly, I forgot, that's another thing. Dan: You have a birthday in about three days, right? Dean: That's right. May 10th that's exactly right may 10th. Dan: It's yes, right yeah, so that's what is that friday? Dean: that is friday, yeah, yeah. So that's that one little thing, that one week of time where I'm only 21 years younger than you. I catch up on you for a little bit and then you take over again. Dan: Yeah, I have to give you a teaser before I frustrate you. Dean: Okay, let's hear it. Dan: Yeah, no, it's 20. Dean: You get to be 21 years younger. I got you Right, right, right. Dan: Then it gets taken away from you. Yes, exactly, just when. Dean: I think I'm catching up. Yeah, yeah, a little boost. That's so funny. Yeah, I've forgotten that we're both Taurus. That's something we are very similar. I think that's why we have such an easy friendship. I think because we're essentially a lot alike, I mean our whole being. Dan: I think we're essentially lazy luxury-loving innovators. Dean: Lazy luxury-loving innovators, I like it. Dan: That's pretty true. Dean: It's the truth. You're absolutely right. Yes, yes, yes, in the best sense of all of those words. Dan: Yeah, yeah, yeah, and I think both of us exhibit sort of a lifestyle that's different from what we learned when we were growing up. Dean: That's true, yeah, I don't know what instilled it in us, but it was self-discovered. Really, Nobody taught us this. Dan: And we both like shortcuts. Dean: We both have a passion. Dan: It's very interesting I haven't actually driven a car in the city of Toronto in easily 25 years. Dean: I think that's amazing yeah. Dan: And you know I have a limousine company that handles all my scheduled stuff. And then Babs. You know we're very much in sync in terms of what we like to do for entertainment and for socializing we're very much in sync, and what it's allowed me to do is to really notice shortcuts in the city because I'll see. You know, I'm a real map addict. I like maps. And I'll see something I said. I wonder, if you go through this alleyway here and you come out here, whether it's a shortcut when there's busy times and I got about 20, 25 of them in the city that Google doesn't know about. Dean: Oh boy, okay, yeah, you've got the knowledge. Dan: Yeah, I got. I've got the knowledge. Google stays within the framework of what are considered official streets. You know they it doesn't, and probably they have to do that. I mean, that's not, it's not their job to be doing it and and so one of the limousine drivers said, you know, he went to the president of the company, the owner, and he says, you know, we should have mr sullivan up here, he knows more shortcuts than anyone I've ever seen and and the owner of the company. Why would we want the trip to be any shorter? Dean: Unbelievable, huh. Dan: Isn't that? Dean: funny, that's the best. Why would we want it to be any shorter? Dan: No, and I can see his point of view, I guess. Dean: but wow, I can't tell you, dan, how much I'm looking forward to being in Toronto. Dan: Yeah. Dean: Really am. Dan: Now you're coming in. When are you coming in? Dean: On a. Dan: Monday. Dean: The workshop's on a Monday the workshop is on Monday, right the 20th, so I think I'm going to come in probably the week before. I'll probably come in. I may come in at the very latest the 17th, and so I would be available for a table 10 or whatever table they assign us on the 18th, if that works in your schedule, and then I'm going to do a breakthrough blueprint on the 27th, 28th, 29th. So I'm going to stay for at least two weeks. Dan: Are you staying at the Hazleton I? Dean: believe so. Yes, there are the four seasons. Dan: one of the two yeah, because our wonderful French restaurant in Yorkville is gone. Dean: I know exactly. Dan: Jacques Bistro. You know, they basically packed it in at the end of the previous year, so the COVID year started in March 2020. So right at the end of 2019, they packed it in and their son you know, their son and daughter were. I was leaving this was right at the end of the 2019, I was there and I was going down the steps and he said Mr Sullivan, do you mind if I have your picture taken and we're putting together sort of, you know, a panorama of all the longtime guests? And I said sure, and then they they always closed down for the month of January, july too, yeah, yeah, in January, and they never came back. After January it was closed, and so I don't think they were sensing anything, but I think they had just more or less packed it in without telling anybody Because it's all gone. Now it's some other business. It was a very small restaurant, I know because it's all gone now and it's some other business. Dean: You know it's. It was a very small restaurant. Dan: You know I mean they may do, for they may do for almost 40 years with about at most they might've had 40 seats in the restaurant. That wasn't a very big restaurant Right. But let's Select is good, let's Select they sold. The two partners sold. They had been with it for 40 years and they sold and it's. You know the menu is smaller. There's some things not on the menu that I liked, but you know it's great. Dean: Have you been to? There's the new French restaurant in Yorkville, off of you know where, if you go Bel Air basically that where Bel Air meets Yorkville if you continue across Yorkville in that little alleyway, there's a new French restaurant. I think. Yeah, they didn't last. No, they didn't Okay. No, cause they came in just before. Dan: COVID right, yeah, they didn't last. Oh, they didn't Okay. No, because they came in just before COVID right? No, they didn't last at all. Okay, yeah, and I'm just trying to think. Dean: Sophia Is there another? Sophia is another one. I think it's new, but I haven't experienced it. Dan: Yeah. Dean: Yeah. Dan: Yeah, you know, there were a lot of casualties from the, you know. Dean: Yeah. Dan: Actually, Yorkville has gotten a lot less interesting because restaurants have gone out and retail stores have come in oh interesting. It doesn't have the same entertainment value that it did. Dean: Interesting, I may have to rethink Where's the new? Where would be a suitable place for a guy? Dan: like me, the Hazleton is really good. I mean, they're one restaurant there is really good, but you know I would go for Le Select, just for old time's sake. Dean: Of course, yeah, yeah. Dan: And we'll put it in the menu. I have a whole bunch of medical things. Usually on Saturday I go to my biofeedback program. Dean: I go to osteo-stron and I get my hair cut. Okay. Dan: But I can leave off the two medical things that day and just get my haircut. Dean: Okay, fair enough. Dan: And we'll, yeah, put it in for 1130. Would that be good? That's fantastic. Dean: I love it. Dan: Yeah, yeah, it's not table 10 anymore, but we can get the same table, yeah, and that's where we. Dean: That's where we, that's where we launched the podcast series the joy of procrastination was launched right there. Dan: Yeah, what are you thinking about procrastination now, after all these? Dean: years. I think it's amazing. I mean, I think this whole idea of the you know as a superpower, I think it's absolutely true. What I still I'll tell you what I'm personally working on right now is my ability to do what I say I'm going to do. At the time, I say I'm going to do it without any external scaffolding, and I'm realizing that. You know, I'm just now eight weeks into the health program that I'm doing with Jay and Team Dean all together there, and what I've found is that's working really well because it's created the external scaffolding and support and exoskeleton that allows me to stay on track, or create that bobsled run, as Ned Halliwell would say. And so now my attention in May here now is turning to myself. I have, Dan, an abundance of time. I have, all of you know, a consulting client that I talk to on Tuesdays at one. I have a my real estate accelerator group on Wednesdays at three, and then on alternate Thursdays, I have my co-agent call and my email mastery call, and so, all told, it's four to six hours a week of synchronous and scheduled requirement. Right, Then I basically have 100% of all of my time available, and I do. I've always sort of you know having free time leads to having the ability to be creative and do things, but what I find is I often end up in a paralysis of opportunity. you know of that I could do this I could do this, I could do this, I could all of those intentions. You know that I could do this, I could do this, I could do this, I could all of those intentions you know. But I very rarely get anything done. Fits and spurts right, and so that's what I'm really kind of. I'm really trying to figure out the formula for me on that. Dan: That's why I was curious about you know, you know, I would say this that I, if I didn't have obligations, or commitments. Let's say commitments, yeah, like I have, I have commitments. I wouldn't be very productive just on my own Right. I mean, I won't do something just because I want to do something. To see it, it has to involve my team and it has to involve my clients, otherwise I won't do it Right. And so I always have deadlines related to those two parties, and I really like deadlines. I really like deadlines because, you know, and usually I get it done just before it's needed. And the reason I like that is if I just have enough time to actually and I don't have any more time, I just have enough time to get something done, then I'm totally focused. If I've got more than enough time to get something done, then I'm totally focused. If I've got more than enough time to get something done, then I can be distracted by something else Me too. Dean: I realized I started thinking about a progression of the way things are going to get done. Most certainly is synchronous and scheduled is 100% certainty that it's going to get done. Then kernis and unscheduled is also getting done, like that's what other my consulting clients or the people that I work with we don't have necessarily every tuesday at one o'clock or whatever it may hey, are you available to talk? You know, on this day and we put it in the calendar and but it's not like recurring, that, it's not locked in obligation. I usually keep my calendar. You know I schedule those things about two weeks out. And then the next level up then. So that's synchronous and sort of unscheduled, but we'll do it. Then the next thing is asynchronous with a deadline, is likely to get done, but the thing where I want to be is asynchronous at my discretion and that's the most joyful thing, but nothing ever gets done. Dan: That's the reality, right? Yeah, it's really funny. I was having a conversation about it was with someone at Genius Network. You don't know them and they were talking about how they're really into Zen. Know them, and they were talking about how they're really into zen okay, and and you know the oriental, you know that you detach from, you know physical reality, more or less yes, and, and I said, you know I've read things about them. You know I've read things, but reading things about zen isn't them right you know, it's not them. You know, and and said the one thing I've noticed about people who are really deeply into Zen they're not real go-getters. Dean: Interesting yeah. Dan: Yeah, because for them, the things of the world, they're not really real. Dean: You know they're sort of delusional. Dan: And anyway, and I said, I have a really enjoyable engagement with the world. Yes, and it's entrepreneurial, so that makes it more enjoyable. I have nothing in my life that involves dealing with people who are in bureaucratic, private sector, bureaucratic or public sector. I have no nothing to do with anyone like that, and so everyone I mean my entire environment. I'm hearing an enormous amount of sound. Dean: Sorry about that. Dan: What I notice is that I live in almost like a complete entrepreneurial universe. I mean both business-wise and also socially you know, so I don't really know much about what's happening outside of the entrepreneurial world. I mean, I read it. I mean I read it on the internet, but it doesn't really impact on me. You know, I mean taxes do, inflation does and everything like that, but not in a serious way. And the exchange rate between the US dollar and the Canadian dollar is very comfortable right now. Dean: It's about $1.37. Dan: Okay, yeah, I always enjoy that. Dean: It's a nice offset. Dan: Yeah, people say, why do you live in Toronto with the taxes so high? And I says, well, it all depends on where your money is coming from. Dean: Right right, right right, and you know the patents are. Dan: We're up to 19 now. We have 19 patents so far. And that has its own asset value. And yeah, so it's really nice right now At 80, it's really at age 80. So it's really nice right now at 80, it's really at age 80. It's really nice. Dean: Yeah, is that so? I am curious, though, if so, the deadlines. If we think about that progression right Of synchronous and scheduled, synchronous unscheduled with a deadline and asynchronous at your discretion, where's your power zone? Are you able to spend time productively in asynchronous at your discretion, or does what drives your thing be the deadline? Dan: No, I let other people schedule my life. I let other people schedule my life. Okay, yeah so all the dates in the calendar are someone else's schedule and then they have their schedule for me to get the material in, because it always involves some sort of teamwork. Dean: Yeah. Dan: Before a workshop, you have to get the new artwork in according to the production team's schedule, not my schedule. Right and I have some really good rules with that. If it's 80%, good we're going to go with it, even though. I got a better idea at the last moment. I never load them up with last minute requests because from the audience's standpoint it's 100%. It's only our judgment that is 80%, right, exactly. Dean: They don't know. It's 100% of what they got. That's exactly right. Dan: Yeah, I don't know that there was something better that could have been done. They don't know that, so I'm pretty easy with them. Every once in a while there's a last-minute thing and because I never bother them very much, they're up to it. But if it was a steady diet that they had of the last minute, then you'd lose their ability to respond at the last moment. So I never take advantage of that, except there is some situations where you know it's a good idea to do it. Dean: Yeah, that's exactly right. How much of your time is spent brainstorming and sketching and thinking, like, working out an idea for a thinking tool or the content for a book? Because I imagine that's kind of where it all begins. Right, you're coming to the table, yeah, with the idea this is the book I'm to write, and how much of it is you, uh, I'm really curious about, like because I've discovered you know, my power verbs as part of our discussion through the joy of procrastination. But what would be? Do you have time like that where you're? Do you have a notebook that you use, or do you sketch, or do you know? Dan: I'm pretty much um. I'm pretty much a fast filter person, so yes, uh I get the idea and then I go through and I say this is the best result, worst result, and here's the five success criteria. Dean: And by the time I finish. Dan: By the time I finish, the first fast filter I'm launched and then it's right into the introduction, the chapter one, chapter two, chapter three, you know. So yeah but I was talking to a new member of genius network. A great family actually, a father and two sons all joined and it's called the pompa method and it's, you know, getting rid of all the metals in your body and everything. You're living with mold and everything else and so much of sickness comes from heavy metals in your bloodstream and it comes from very, very serious negative impacts of having mold in your house and I think you would be more in danger of that than we would here in toronto. I think florida's can be sort of damp, you know things. I would say that uncared for physical things in Florida deteriorate pretty fast, don't they? Dean: Yes. Dan: And anyway, and he didn't really know me at all, like there was no prior knowledge, when we met and I started talking and he says you know, I'm doing everything well, but not writing books. And he says I have some sort of block to the book. And I said do you have a book in mind? And he says, yeah, I've got notes and notes. And I said you know, the easiest solution to writing your one big book is not do that. What you want to do is write 100 books. Dean: Right. Dan: Yes, right, yes, book. And he says, well, how do I think about that? And I says, well, do you have a good chapter already? If you were going, to write a good chapter in your you know. You know it's a good idea, it's one chapter, it's one idea. Could you write a book on one idea. And he said yeah, but I've got so much more to say. I said I know you got we all do. I said we all got a lot more to say, but we don't have to say everything right now. We can say one thing right now and I showed him one of my books and he said, oh my God, oh my God, but it's so short. And I said yeah, and you can read it in an hour. Dean: I said it's big type too. Dan: It's 14 point type and it's Helvetica, very easy to read. And it's got lots of subheads. You could get the meaning of the book if you just read the subheads. If you didn't read all the text. Just read the subheads and the titles. You could get the meaning of the book, or you could read the cartoons or you could listen to the audible or you could watch the videos, know everything else. And it was like he, it was like a religious conversion. And he says, oh my god, I've got so much things that could become small books. And I said, yeah, the ebook. Research indicates that if your book is less than 60 pages, you'll'll get 85% complete readership out of it. Dean: Mine are 44. Dan: I only have 44 pages in a book and so, going back to your question, I don't have to do much brainstorming because I've done the same format over now. We're just completing number 38. Dean: Yes. Dan: I totally know One of the big problems of writing a book for the first time. Well, how long is it going to be? Dean: and what are the? Dan: chapters going to be. I know it's got an introduction, it's got eight chapters and it's got a conclusion, and then it's got a little section on the program in Strategic Coach. And then it's got a little section on the program in Strategic. Dean: Coach. Dan: So that's why I like repeating good formats, because you're not doing all this guessing. What's it going to look like? I know, I mean, I know what it's going to look like, I know how long it's going to be, I know what the pages are going to look like I know that. So that forces people to procrastinate and stop and everything else, and I've removed all that execution complexity right up front. And then I've got nine other people who are responsible for the finished product Right right yeah, and. I've got deadlines for them. Dean: The deadlines. Dan: You know they're already in the schedule. Basically it's a two-month project to get the book finished and all my deadline dates are in the schedule. They're just presented to me. These are the deadlines I said okay. I'm cool. So see, I'm being managed by other people's schedules and that takes a lot of the uncertainty on my part out of the way. Dean: Yeah, you know, what's funny is I've been thinking about my, because I'm very reliable in synchronous and scheduled things Meeting deadlines and meeting deadlines. Yeah, I'm never, you're never late, you're never unprepared. That's exactly right. That's why synchronous and scheduled for sure I would say you're never unprepared chat at somebody's event or as a guest on somebody's podcast, where I don't have to prepare what I'm going to talk about. I do it in the thing and that's why having the format that I've chosen for my More Cheese, less Whiskers podcast is the guest, is the focus, and I've been preparing for this conversation with them for 30 years and I bring all of that with it. I don't have to think about it ahead of time. So synchronous and scheduled, 100% gets done and it's right in my go zone. What I have been thinking about is if there were a way to think about signing myself to. Have you ever heard the term an FSO contract? It's in the entertainment business. People will contract with a entertainer's company for services of Dan Sullivan. So it'd be entering into a contract with strategic coach FSO Dan Sullivan and that would be a really interesting thing. If I had a way of thinking about myself, detached from myself, as a thing that I could tap into for services of Dean Jackson, it would be an interesting you know, I'm just applying it to myself. Dan: I don't trust the guy to show up Right, exactly, that's the thing He'll be on the way and he'll see something interesting. And then, yeah, you know you have to track him down. It's too much work, you know but I'm like you I'm very reliable as it comes to you know, you know commitments to other people. I'm very reliable. So I said and it's not work for me to do that. So you know, I just never, ever want to disappoint you know, I just never ever. Yeah, and but when I'm just dealing with myself, well it's, it's really loosey goosey, you know. Dean: Right. Dan: Yeah, He'll find some excuse, you know, you know he's very slippery. Dean: Yeah. Dan: Yeah, the neighbor's dog ate the homework. You know, you know, he's very slippery. Yeah, yeah, the neighbor's dog ate the homework you know, everything like that. Yeah, and I I put myself in the gap when I'm doing that, but what I've done is, over the years I've made things I'm really intensely interested in public offerings, in other words, I'm presenting it to an audience and I just things that I'm really intensely interested in. I've connected now with making money. Dean: Right. Dan: And you know, the making of money really makes things official. Dean: Yes, yeah, so yeah, very, I mean it's taken a long time. Dan: I mean, I'm not saying this, was you know, but more and more as I've gotten lazier. Dean: Right. Dan: Anything that I'm actually interested in doing better make money. Right right right, isn't that funny. Dean: That's still the motivator, even though as time goes on 1600s, early 1700s. Dan: He said the making of money is probably the most innocent thing that humans can engage themselves, involve themselves with. He said making money it's really clean, you know it's sort of a really clean activity and there's an exchange and you feel a real sense of accomplishment and achievement. You know, there's just something about something where it has to be good for both sides. It's got a much higher energy impact to it. Dean: It's good for me, it's good for them, and it's not just double the pleasure, it's 10 times the pleasure yeah, and I mean, you know the nice thing about it is that to do it sustainably, there has to be a durable exchange of value. You know it has to be. Yeah, that's what's so? That's what I mean. That's what's so clean about it. Right Is everybody wins yeah. I love that. That's what I love about marketing, you know, is that it's just such a great. I feel really great about being a connector in businesses who can really add value to people and getting the message out to the people who can need that value as much as possible. Dan: And you know the thing is, it's actually the creation of something new, that didn't exist and then, once the exchange has been happened, it exists something new has been created and you know, and it's a, it's kind of proof that you're real. Yes, right, right it's a, it's kind of proof that you're real. Yes, right, right, you know, I mean you have people involved in various you know involvement of psychiatric treatment and you know they said, well, I don't know if the world is real, I don't know if I'm real, and I said well, if you're only asking your opinion, it's going to be hard to pin down. Dean: Yeah, right on. Dan: You have to get some proof from someone who's not you that you know that what you do is valuable. Dean: Yeah, yeah, that's what the that's the true, that's the great thing about capitalism, you know is that it's? Voluntary. It's voluntary, right yeah? Dan: Yeah, yeah, yeah, I was watching. You know the Shark Tank guy. He's Canadian, kevin O'Leary. Yeah, yeah, I was seeing him and he was saying he was just telling the protesters on the campus that it's being noted in the job market who these people are and they don't realize the price that they're paying and they have masks. And he said, doesn't matter, we're picking up your eyeballs. He said that every single person who was involved in the january 6th you know the- yes they. Within about two months, they knew who every individual was and where he was, because the technology is now so good. And he said. They're being used at the university campuses by the police and everybody else and every one of you who's upsetting campus life and is doing that, it's noted that you were doing this and if your resume tries to present you're a different person from who you are in the student protest, doors just will be closed to you. You will never get any direct message that you were in the protest, but you'll notice over the 10 years after you go to college and go out in the marketplace that you don't have much opportunity and it's a really good talk. Because he says you think there's no cost to this. There's a big cost to this talk. Because he says you think there's no cost to this, there's a big cost to this. And he says you think you're inflicting the cost on someone else. I have to tell you, over 10 years the cost will be inflicted on you. And I just thought it was a neat little talk. Dean: Yeah, he's a pretty smart guy, I mean just like as a philosopher, you know. Dan: Yeah, yeah, yeah and anyway, but I found it interesting that you know this rears up every once in a while. It's a bit like a fever, you know that. But this is very well planned. All these students have been in training for the before they actually show up as a protest. They've been in training by, you know, by activists. You know trainers and the activists who train them are never there. They train them and then you know they're off camera and you know they're tracking down the money sources. These people are being paid, you know. I mean they're actually being paid to do this and everything like that you know and everything like that. But it's an interesting thing how it's harder and harder to do things in secret these days. Dean: I was just thinking that, like back in, you know the fifties and sixties, seventies, eighties, even. You know everything now is is on, everything is on camera. You have to assume that you're every move. Dan: Yeah, they're probably you know, communicating with other people on social media. You know they're yeah they're not just doing this in quiet, for right five, six, five, six days in a row, I mean they what got them out, you know, into the movement was probably social media. Hey, we're going to do this and nothing else. And you should come to a meeting and we're going to do this. And you know, I think late teens and early 20s people don't think too much about that, you know, they don't really think that it shows up. But we're, you know, in our company, we really do extensive social media searches when we have a job, you know, a job applicant. Dean: Oh, you do, oh yeah, deep dive. Dan: Yeah, yeah, deep dive. We had one woman and she came in and you know where our cafe is in the. Toronto office. And she came in and she was sitting out in the, you know, in the reception area and something about her just caught my attention. And then she came in and she was just perfectly done up, you know, I mean her clothes were great. Dean: And. Dan: I watched her as she went through the cafe back to Babs' office and I said she's just too perfect. I said there's something wrong here. And afterwards she left and they were saying, boy, what a resume. She has a resume and everything else. I said there's something too perfect about her. I said I get the sense that something's off about her. So they went searching and they found out that she had a whole separate life as a burlesque dancer. Oh really, wow, that didn't show up. That didn't show up. And she even had a you know like a brand name for who she was in her other work. She had a completely you know and she was in clubs and they're sort of not public clubs and everything like that and not that there's anything wrong with being a burlesque dancer If that's your, you know. I mean, I mean it's not really my, you know my favorite form of entertainment. But you know, but the fact is that she hid the other part of her life, and that's the sense that I got. There's something too perfect about her. There's another side of her that's not being seen, so it will be discovered. If you have another life besides the one that you're presenting, it will be, discovered. Yeah, there's no hiding now, right yeah, and the simple way is just be who you are. Dean: Ah, that's exactly right, that digital split. Yeah, and the simple way is just be who you are. Ah, that's exactly right, that digital split. Dan: Yeah, yeah, yeah. And you know, and the people that we really have long-term relationships with invariably are people who just do they. There's not another them. Right, yes exactly Right, right, right yeah. So anyway, did you learn anything about the way I approach things? Dean: I did. I mean, I think that's you know your organizing context. Like you know, I've been thinking about it in this terms of imagine, if you applied yourself, you know, and this is the applied portion of things and it sounds like your, the fast filter is the gateway into the applied world, right it's? yeah that's that starts. That makes it real because you're making it up and then you're making it real with a fast filter, yeah. And then that, when presented to your project manager or one of your project managers, you know you use the term, you know I mean executive function. Dan: You know you're lacking in executive function. I don't think that's true. I think, from a creative standpoint, you retain a lot of total executive function. I think what I've completely delegated to other people is management function. Dean: Yeah right. Dan: It's not executive function, it's executive execution function. I've got the starting execution, but then there's got to be a handoff. Starting execution. But then there's got to be a handoff and after the making it up stage then I have to hand it off to other people. Dean: I used to try to do the management function and I'm just no good at it. Yeah, and you know you're. The thing about the quarterly book is a. You know that's a viable construct. You know that's a durable context, that you're 38 quarters into a hundred quarter adventure, you know yeah, yeah, and that you know. So there's that sort of rhythm, contextual rhythm, that sticks with it. Dan: Yeah, yeah, that sticks with it. Dean: Yeah, yeah. Dan: It's kind of a future time commitment. You know, like I'm not, I'm 40% through a 25-year project, so that means I've got, you know, I've got 2039, that I hit At the end of 2039, I hit quarter number 100, you know yeah right, and you know, and that gives me an incentive to make sure you're there. Yeah, right, exactly. Oh, that's so funny. Whatever it's going to take, make sure you're there, because you know it won't do if it's just 95. Dean: Right, yeah, no, that's exactly right. I love it. Well, I found this very it sounded very interesting. I appreciate it and I'm very excited about table 10 reunion. Yes, so I'll set that up on the 15th or whatever. Dan: Yeah, you know what I'll do is. I'll say to the Maitre D just for today, can this be table 10? Dean: Yes exactly. Dan: It's only table 10 when Dean and Dan are there, that's exactly right. Dean: I know exactly where the table is, no matter what we call it, it's still there. I mean it's still there, I'm going to put it in Dan at 1130 on the 15th Perfect Table 10. Table 10. Dan at 11.30 on the 15th Perfect Table 10. Table 10. I like that. Dan: All right. Dean: Okay, thank you, so much Are we on next week Yep. We'll be back from Nashville Perfect. Dan: Yeah, we get back on Saturday, so this is great. Dean: Perfect. Dan: Well. Dean: I'm sorry I'm going to miss the big birthday bash, but I'm sure it'll be wonderful and we'll have exciting things to talk about next week. Yeah. Dan: Yeah, good. Dean: Thanks Dan. Dan: Okay, bye.

In today's episode of Welcome to Cloudlandia, Dan and I discuss the paradox of achieving more through minimal effort. Exploring concepts like the 'Crucial ABC Questions' and the 80/20 rule, we uncover how sometimes the best approach is to simply stand still—how inaction itself can be a powerful strategy. We share insights into the transformative nature of strategic scheduling and how it can liberate our lives from daily logistical burdens. By entrusting details to others and focusing only on meaningful tasks, forward-thinking time management elevates our experience and enables richer collaborations. Touching on varied successes, we reflect on the diverse challenges public figures face and the support networks shaping their approaches. SHOW HIGHLIGHTS We explore the concept of achieving more by doing less, focusing on the 'Crucial ABC Questions' to isolate growth problems and find their least-effort solutions. Dan and I discuss how inaction can sometimes be the most effective action, particularly when it leads to strategic delegation and efficiency. We delve into the 80/20 principle, highlighting how focusing on the 20% of efforts that yield 80% of the results can enhance productivity. Strategic scheduling is presented as a tool for life liberation, allowing individuals to indulge in what truly matters by delegating logistics to others. We share personal stories and insights on how public figures manage their time and the impact of their support systems on personal and professional growth. I share my approach to problem-solving by considering whether inaction could solve the problem or what is the least effort required to achieve the goal. We highlight the significance of having others manage your structured calendar to allow for freedom of choice and richer life experiences. Reflecting on success and fame, we examine how various degrees of support systems and self-reliance influence celebrities' lives and careers. Strategies for entrepreneurs on managing time and maximizing productivity include asking key questions to reduce time spent on issues and preparing for future growth. We discuss the importance of personal routines and structure in providing a sense of security and time management, and the philosophy of avoiding unnecessary risks. Links: WelcomeToCloudlandia.com StrategicCoach.com DeanJackson.com ListingAgentLifestyle.com TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dean: Mr Sullivan, Dan: Mr Jackson. Dean: There we are Back again. Dan: I have a question for you. Dean: Okay. Dan: Are there any problems you're solving today by doing nothing? Dean: Yeah, I love it. It's like a paradox. You know, I had a great time at our workshop this week going through that, the exercise. I've been thinking a lot about it, actually, like I really have over the last several days. I've been writing a lot of things and so I could share some of the things, but yeah, I'd like to hear one. Okay, so let's preface it. I love, by the way, how our podcast is really just one continuous conversation that we jump right into everywhere. Dan: Last one, so for anybody listening. Dean: Let me try and take my shot at explaining your. What do you call the tool? What do you call the thinking tool? Dan: The crucial ABC questions. Dean: The crucial ABC questions. So my understanding of it, having you explain it to me and having gone through the exercise, is that there are some number of goals or obstacles or things that you want to do. Dan: And I call them growth, I call them growth problems. Growth, In other words you have plans for growing something in your business life? For your personal life. But there is a problem. And I like the way, if you solve the problem, then the growth happens. Dean: Yeah, I like the way of thinking about a problem not as an emotional negative thing but as a math proposition. You know something that there is a solution, and that's really what we're looking for here. The problem, finding the problem is really the biggest, the biggest path to getting the solution. Dan: Yeah, you know you mentioned a math problem. That's like multiplication five times X equals 20. Right, okay. If you figure out what X is, then you have the. If you figure out what's relationship is between five and 20, then you've got a solution to the problem and you grow. Dean: I like that. So I think that the preface of identifying the problem you got to have a problem, so identifying the problem and isolating it to one particular thing can be a multi variable problem, you know. But one of the one of the variables of the problem is then to ask yourself is there any way I could accomplish this? By doing nothing, yeah? I think, that's really a great thing. Is there any way I could accomplish this by doing nothing? Dan: And. Dean: I think that alone, you know, is a really good way of doing, of thinking, because it lets you think about, you know, just as a solution. Is there a way to do this with doing nothing? Then, once you acknowledge that in 99 times out of 100, the answer is going to be no, yeah, that you then move on to be, which is what's the least that I could do to accomplish this or to solve this. Yeah, really, I'm a big fan of the. I'm a big fan of, you know, everything fits into the stand. The 80% approach is a great way of thinking about this. Could I get most of what I'm looking for with 80% of this. And you know the corollary to that 80, 20 and what's the 20? 20% of this to get 80% of the result. I think that's a really good. I think thinking paths that opens up for you and then see the magic is is there a? Who could do my minimum? I think that is the ultimate. That's the. You know we identified it as the. That's the way to. That's the way to pray while you're smoking versus smoking while you're praying. Dan: Yeah, yeah. Dean: I'll tell that again because I you told it on our last podcast but I've been thinking of all sorts of different applications of the smoking and praying yeah, the way I heard it was gentlemen goes to see the priest and asks him you know, is it, can I smoke? Well, I'm praying, and the pastor or the priest says well, you know, prayer is supposed to be a reverential thing and you should come with reverence. And so, no, I would say you shouldn't smoke while you're, while you're praying and anyway, and it came back several weeks later and within conversation, was asked go father, when should I pray? And the father says well, the Bible says you should pray without ceasing, should be in constant prayer and communion. And he says, so, should I pray while I'm gardening? Because, yes, being in nature and being with being present, you should definitely pray. Should I pray while I'm walking? Well, yes, you should pray while you're walking. Can I pray while I'm smoking? It's so funny simple syntax change that gets you to the outcome completely different than when you presented. Dan: It's a totally contextual yeah it's a totally contextual change, and so, going back to the three questions, so the first one is the way I can solve this, by doing nothing. If there's something you have to do, then what's the least you have to do. And if there's a least that you have to do. Is there someone who can do your least for you, with the result that you're solving the problem by doing nothing? Yeah but it's an interesting thing. Well, what's changed in your mind? I mean, when you put the three questions together, because this really starts with a conversation that created the entire podcast series that we've been doing for quite a long time? We've done quite a number of years We've done I think this is. The total is about 215. So this is episode 215 of our never-ending conversations, but it originally came back from my appealing. I just dropped a line when we were at a restaurant, los Select in Toronto and I said you know, I've been thinking about procrastination, and procrastination is an avoidance of something that really you're exhibiting. You're actually exhibiting wisdom because you know from your entire history of what works and doesn't seem to be working. The goal you have here, when you say this needs to be done, and you say, well, how am I going to do that? Well, the goal is an appropriate thing, it's exciting, it motivates you know it motivates some kind of action. It's just that you're not the one who's supposed to actually be doing the thing that you want. So it relates directly back to procrastination. Dean: I think, I think that it's in the same family, same root, yeah. Dan: It's a sense of family resemblance Exactly. Dean: Well, so I'll tell you the evolution of my thinking around. It is, you know, lillian is coming by today, lillian my assistant, and so I mentioned to you that one of the ways that I've been kind of applying this thinking is in my eating, in my meals. And you know I went to the process of with Jay Virgin, you know, we kind of outlined some great meal choices, 10 kind of power meals for me that are available here in Winterhaven through Grubhub and Uber Eats to be delivered. And I discovered the pre-arranged delivery you can arrange, you know, up to four days ahead that they will deliver at certain times. And so I've taken that was cut to the point of if I take that, if I want to eat great meals, is there any way I could do nothing about this? Well, there's not really any way because you have to arrange and eat the meals right. So what's the least that I could do and that led me to the pre-arranged things in combination of those meals, and factor my factor 75, that I've got some meals that arrive at my house once a week and they're very easy. They just, you know, require a couple of minutes to eat up, but they're perfectly portioned, already done, and delicious and nutritious and ready to go. And so my next level, thinking of this now from spurred from our conversation this week at in our FreeZone workshop, was to think okay, can I, is there a way I could have my portion of this done by someone? And so Lillian and I are going to experiment this week with her pre-arranging the meals to be to arrive at 12 o'clock and six o'clock, so mainly the 12 o'clock one that I that needs to arrive, because typically I use, I do, the factor meal for dinner. But that's going to be the experiment this week is here's the 10 meals. Dan: I don't really care. Dean: I don't really care which one it is, but let's rotate through them and at 12 o'clock something delicious will arrive at my doorstep without me having to do anything but eat the meal and I think that's, I think that's going to be my workaround for not having to, you know, really not having to do anything but eat. Dan: So does the? You have the 12 o'clock meal and the six o'clock meal. Are they different every day? Well, you got a map. If you just are talking about different combinations of two, and you basically have 20 things to work with, the combinations are in the thousands. Dean: Yes, that's exactly right. I think that's true. And it doesn't really it doesn't. There's no duds. You know I order, like the. I order six meals from Factor. So there's six days of the. You know six of those meal options I order from Factor and there's usually 30 plus meals to choose from. So I do have some favorite ones that and sometimes they're different and each week there are 30, but there's probably they probably rotate in you know several different ones Like yeah, so I'll see which ones I really which ones I like, and I may even be able to with a little bit of coaching. Thank you for reminding me of that. Then I'm going to look at that and see there's only so many variations. I'll just tell Lillian which factor ones I don't like. Dan: Yeah, but it's enormous the number of combinations because you're and there's actually, if you go on the internet, there's things that'll give you the different combinations. Like it'll give the different numbers you know, and it's a lot, it's really. It's really. I'm not sure it's over a thousand, but it's certainly in the hundreds. You know which. Dean: I'm very excited about the. So I'm very excited about that possibility, you know, because that's going to free up and I think there's something you know it's a great analog for everything. The next thing I've been doing is taking that and applying it to my content creation. Dan: Yeah. Dean: And I was just this morning going through the process of, you know, really getting to the point of what my, what is my core thing that I really like to do. So I'll say I'll talk a little bit more about that, but let's explore what you were saying. Dan: Yeah, let's go you know the interesting thing about bringing Lillian into the, you know, into the process we have a caterer who caters the meals for our workshops. So then, they could say 18 or 19 years. You know, and yeah, and my rule is any meal for the catering can be you can. You know, you can make the meals for the clients anything you want to think, but there has to be chicken, turkey chili, chicken chili. Right, right Then there has to be some kind of coleslaw and there should be some parmesan cheese, right? So my variation from day to day is which do I put in the bowl? First the parmesan cheese, the chili or the coleslaw, regardless of what else is on the food line? But then he makes our meals for Babzame at home, and this is lunches and dinners the same setup that you have, and it's really interesting because there's about it probably rotates. The salads have a variation, maybe three or four different kinds of salads, like. What's really interesting is the entrees, and they could vary. Let's say, there's 12 variations, 12 variations, and I never know what's coming for today, tomorrow or the next day. So something familiar, something we like, something we've had before, and then every once in a while he throws in a new one, right? So my sense, with Lillian doing the ordering it adds a little bit of surprise. Yeah, a little surprise, because you're saying, yeah, I wonder what's going to show up today. Yeah, you know, and it won't be the same as yesterday and it won't be the same as tomorrow. Right, and so I think it adds a little variety to certainty. Dean: What it removes is discretion. It removes variation and room for you know if it's all within this band. You get variety, but it's all from an approved playlist. Dan: You know, yeah, On a completely different, on a completely different, a completely different dimension. The way my year works. I don't like scheduling. Dean: Right. Dan: Okay, I don't like being responsible for scheduling. I don't want to be responsible for other people scheduling, so I work, and I've worked with a series of managers who do the various activities and my, you know really great EA Echamiller. Dean: Okay. Dan: And so, if you look at my entire year, I have 210 work days. Okay, so let's just talk about the work days 200. I have 100 and I have let me just think this 100, 250. 250, 250, 250. And 210 work days, which include both focus days and buffer days. Yeah, and 155 free days 155 free days, which adds up to 365. This year I've got a sort of an anxious decision to make because there's one extra day. I'm feeling the I'm feeling the pressure. I'm feeling the pressure that extra day in February. I'm oh geez. You know what will I do with it. You know it's eating me. It's eating me, dean. Dean: Well, you're going to be, is that? Are you going to be in Palm Beach then? Dan: Geez, I don't know. You know because I'm told where to show up. What is? The date of Palm Beach. You know, you know you're defeating me. I'm sorry, I'm sorry. Dean: Oh yeah, but I will be told when to go. You will be in Palm Beach, dan, of course. So, no for the summit. That's what I mean. I mean I will be in Palm Beach for that extra day. Well, 29th is when the extra day is I mean the extra. Dan: There's an extra day in February but the truth is 366 days in the year. Dean: So you know, I understand. That's the symmetry, the elegance of it being that February. Dan: Well, that's taken care of them. Dean: We can have a super happy fun day. Dan: Yeah, yeah, yeah. It's a day when I'm responsible for nothing. Dean: I think we should see if we can work to do that together that day. That would be a very nice day. Dan: Yeah Well see, just by expressing the problem life, I've solved it. Dean: Yeah. I think, that's probably a great idea. Dan: Is there any who can do my least effort here? You did it for me. So thank you very much, yeah, anyway, but the whole point is, my whole year looks like this it's all scheduled by other people, and so I have a right of refusal on this, and I have a right of free arrangement. My whole schedule from January 1st to the end of December is scheduled, and then there's free spaces. Every focus day has some free space in it. Every buffer day has free space in it. And then as far as the free days go, it doesn't specify too much of the activities, except things that have to be scheduled ahead of time things that have to be chosen ahead of time, like dinner engagements, but that's all done. I mean that's all done. So what would happen in Toronto? I'd be in the cottage. I wouldn't be in Chicago, because Chicago is strictly a work trip and everything We'll be down in Palm Beach. It won't be just for the conference. We'll have a day before and a day after, and going to Phoenix next week, I'm going to Argentina the next week and everything but everything that needs to be scheduled ahead of time is scheduled by someone else, arranged by someone else, so it allows me just to show up, but all these scheduled things are what I've said, that I want to do, or together, babs and I want to do. And then somebody else works out the scheduling and the arrangements and everything that's needed, putting transportation together, and it just allows me to move from day to day without the pressure of indecision. Have I scheduled that? And I can't believe the number of people who are incredibly successful who are still scheduling their own things. I just can't believe. Why are you doing this? Why are you doing this at this point? And they say, well, I don't like someone else telling me what to do. Dean: And. Dan: I says they're not telling you what to do. They're saying this is what you wanted to do and we made the arrangement for you. Dean: Yeah, exactly Great. I mean that's really. I'm laughing, dan, but for years that's been me. I mean I've been resistant to scheduling my take on. I mean it was right in my declaration of independence, kind of thing my freedom charter is my number one way of defining success has been I wake up every day and say what would I like to do today. I realize now that I've missed out on a lot, because it could be so much better if I were to just change one word is I wake up every day and say what would I like to do tomorrow. The future. Dan: I mean, that's really, that's the better, that's the real freedom. Yeah, you just changed smoking and praying. Dean: Yes, that's exactly what. I did, dan is because you're limited by what you can arrange. When your choice is today, when you're waking up and saying what would I like to do today, you're limited by what's available for the day, whereas if I say what would I like to do tomorrow, and tomorrow being an operative word for not today but in the future, what could I arrange today? That's really you know what it's the difference, dan. It's the difference between having conversation like this six weeks before February 29 and coming to the conclusion that, hey, it's a possibility that we can have a super happy, fun day and maybe we can make that happen for us. But if I were to wait until February 29 and wake up and say, what would I like to do? That I'd like to spend the day with Dan, I were to call you on any one of those days and say, hey, what are you doing today? The odds of us being able to spend that day together are slim to none. Dan: Yeah. Yeah, you mentioned your declaration of independence. But I said, if you're severely constrained by the lateness of your, you know, identifying something and getting ready for it, it's really not a great life. It certainly doesn't sound like liberty and it doesn't sound to me like you can pursue happiness. Dean: That's the truth. Yeah, it's really. I mean. Dan: Yeah, it's an interesting thing and, as you know from previous conversations and that I was bound in my late teenagers that I was going to go into theater, okay, and I'll say I dabbled with it for about five years. You know I actually was involved in the theater at, you know, an amateur level. I was involved with it but you know, I was in maybe 10 productions and one role or another. And the big thing that you begin to realize by the entertainment world is that people become stars. And I'm going to say two factors are here. They become stars because they are increasingly freed up from doing anything except entertain you know they're completely afraid of. And I'll say the other factor the reason they want to be a star is because they don't have to do anything except entertain. So there's both an effect and a cause there, but they're exactly the same. They're motivated not to have to do that. And I was reading once about, you know, moving in baseball from the minor leagues to the major leagues the top minor league is a huge jump to the major leagues and I consider sports a form of entertainment, so I'm relating it back to the same conversation. Okay, and the. I remember the shortstop, you know, and there was a year when about 12, 12 shorts in the major leagues came from the same town in the Dominican Republic and it's apparently short. It's the world center of major league shortstops. Dean: Okay, world head club, uh-huh. Dan: And you know, through a translator, because he doesn't speak English through a you know an interviewer asked him what do you notice, the biggest difference, biggest difference of being in the major leagues? And he said I don't have to wash my own laundry. He said I don't have to carry my own bags. Dean: Yes, I love that you know it was something, something a very similar conversation with someone this week who was I talking to about this I think I was talking more, I was having a conversation with Taki about that this week that thinking about, you know, pro sports like thinking about the athletes and the you know, thinking about the structure of the NFL, for instance, if I were an NFL quarterback, that there's very little that an NFL quarterback has to do other than bring themselves to be to perform on the day, right, that there's all of the everything else. Talk about, you know not having to do the carry your own bag or wash your laundry or anything like that. There's a very, very structured way of the of an NFL week. It's broken up into, you know, 16 weeks kind of thing, right as the main thing, and each week starts with a very organized structure and flow to the week where there are free days and focus days and buffer days. Of course Sunday is the big focus day that everybody you're ready for that. But you know Monday they I saw a you know week in the life of a NFL player and so Monday they watch film and get treatment for you know, their injuries or whatever you know body recovery kind of things. Tuesday is an off day, a free day. Wednesday is right back to practice, and Wednesday, thursday, friday, same Saturday is a travel day if they're going to you know a new city or whatever. And then Sunday is game day and everything is all 100% organized around them. There's lots of exoskeleton and lots of scaffolding to keep that. And a lot of hoos, a lot of hoos and mentioning Tataki, like the difference between that and professional tennis or golf even. You know there's some structure around the tournaments, but the individuals you know you're responsible for everything. You know it's all self directed and it's completely meritocracy. There's no signing a 10 year max contract in tennis. You have to win every week in order to win. You know, and I thought that's really. You know, it's really. I could probably do some therapy about my life choices, of why you know choosing tennis and golf as sports as opposed to continuing with team sports. You know. Dan: Yeah, I think the big thing I had a phrase because I actually went to see Frank Sinatra back in, you know back in the 70s. Dean: And. Dan: I came up with this line. One of the things you notice about Frank Sinatra right off the bat is Frank Sinatra does not move pianos. Right, Exactly oh that's so funny, you know he's got a whole team that comes in the day before sets up everything you know. I mean there's with a performance like Frank Sinatra there's literally dozens of people who are specialized, people that handle his whole trip, his whole lodging you know, and everything Great stars, taylor Swift to bring it up to the present moment. Dean: I mean she's probably got an army. Dan: She's probably got an army of people. You know, and uh 55 trucks to you know to bring the entire you know the entire physical set, the entire physical set, including the technology, and yes, and, and everything else, yeah, and. But you can see the difference to me. I remember Keith Richard Richard's of the. Is it Richard or Richard, keith? Dean: Richards. Dan: Yeah, richard. Keith Richards made a documentary film on Chuck Berry who so many of the 60s you have to remember that the stones started in the 1960s and he made a documentary film on Chuck Berry and it was a bit of. Keith Richards described it. He says it was a bit of total, almost admiration and worship for the musical skills of Chuck Berry but at the same time almost a sense of disappointment and kind of resentment towards Chuck Berry because he never built any kind of structure around him. Okay, thank you. And so he did this documentary for him that sort of traced him from his very poor, poor beginnings in the St Louis area and you know, and then. But he never. He went big simply because of his talent and the you know, the media for spreading his talent through the airwaves. And he became famous, but he never really took advantage of it. He really took it. You know he was playing that county fairs and everything throughout his career. Okay, but he inspired maybe hundreds or thousands of people who became successful in music just because of the sheer wizardry of his. You know his songs, his voice, you know his ability to play a guitar and everything else. So they did it and there was Bruce Springsteen was saying that he was like an 18 year old or 19 year old and was a, you know, got a really lucky gig at a fair in Pennsylvania county fair or something like that and as backup to Chuck Berry and he was just amazed. So they all got there about five, six hours. All the musicians got there five or six hours. And you know, four, five, four hours, chuck Berry's not there. Three hours Chuck Berry's not there. One hour Chuck Berry's not there. 20 minutes before the presentation, chuck Berry comes in, ignores the musicians, goes in to see the manager and comes out with a bag that's got his money in it in cash and then he just starts tuning those instruments. And finally Bruce Springsteen goes up to Chuck Berry and says Mr Berry. He says yes, boy. He says what are we going to play? He says what do we going to play, boy? We're going to play Chuck Berry music. That was his prep. Dean: That was his prep yeah. Dan: The name of that movie. Dean: I need to watch that because. Dan: No, just plug in. Keith Richards, yes, Just his you know documentary on Chuck Berry. He'll come up with it. But there's a great scene near the end of the movie where they go back to a theater in St Louis where, when he was growing up, chuck Berry had to sit in the balcony because he was black. It was, you know, wasn't segregated, that they couldn't go to the theater, but they had to sit in a certain section where they didn't have drinking fountains and didn't really have bathrooms, you know. And then they put on an actual performance in that theater as part of the documentary and it just shows the complete circle of him, starting when he couldn't be in the main part of the auditorium, certainly couldn't be on stage, and then being the star, and, but one of the things, they went and visited his home, which he had and this had, you know, his entire life. I think it may have been his parents home, but he had the home and it was pristine. You know it was beautifully kept up, not a, not a, you know, a rundown part of town, but not in a rich part of town either. It was you know sort of a modest house and everything you know, everything was kept up. It was you know, it was nothing rundown about it. And he was just taken through the house and they went to a door and he opened the door and their shelf on both sides were paint cans and paint brushes. And Keith Richards said what's this? He says well, you know, sometimes I didn't have gigs all the time, so I was a house painter. He says I paint houses. Wow, he says yeah, but yeah, but you know, that's in the past. That's in the past. He says why do you still keep? You know the brushes were fresh, the cans were cans. He says why are you keeping that round and check where? He says well, you never know. Dean: Oh, you never know. Wow, I would have to watch this. That sounds fascinating. Dan: Yeah. Dean: I love things like that, so that's really I think that'll be a good find. Good Now, I know what I'm in. Dan: Yeah, it's just a really, but he didn't believe in who's you know he just didn't believe in who's you know? Is there a way I can solve this problem with doing nothing. No, well, yeah, is there a? Way of solving the problem of too much fame and success without doing. Without doing anything? Dean: Yes, yeah, right, right, right. I mean wow, I mean yeah, I'm fascinated that I haven't heard about this before. So I almost like I just love that. Dan: Yeah, it's a long time ago. I mean, it's a long time ago. Dean: Yeah. Dan: Maybe something I saw 25 years ago. Dean: I remember it very distinctly. Dan: I remember it very distinctly yeah. Dean: So what has your insight been? In now, you know taking this out to the check writers as we say. What has been your experience? The reception of the ABC, thinking. Dan: Well, I think it's a very simple, what could very much be a daily tool, because things are always coming up which are things to be solved you? Know, and I mean so. For example, if you handle three of them today, the amount of time you thought you're going to have to spend on them has been severely reduced by simply asking the three questions Is there any way I can solve this by doing nothing. What's the least I have to do, and who could do my least? Well probably you were thinking that might take five or six hours and it probably takes 30 minutes. Okay, right. You know, it sort of takes 30 minutes, and I find usually the thing that the entrepreneur has to do is they have to communicate clear results for the right person, in other words, clear results to be achieved by the right person, with a clear understanding of why the projects were important and what are the measurable success factors of the project, which we call an impact filter. Dean: I was just going to say. If only there was an easy tool to convey that. Dan: There is one. It's called the impact filter, but if you handle that, then you've watched yourself probably four or five hours today which gives you time now to prepare for tomorrow. Okay. So you want to get yourself that you're not looking at today's growth problems. You're looking at tomorrow's growth problems, yes, okay. And you know, and what I've noticed with me is then that day I can put the. You know, this is a newly created tool, but before what I do is I can say okay, all clear and communicated about tomorrow, then I can move it another day in the future. And I keep buying myself days in the future by using this tool. I mean this has just occurred to me, you know, since I have one, as I created the tool for myself. And if it worked for myself, then there's a chance it'll work for the entrepreneurs. But then I have a full quarter now behind me of it working with the entrepreneurs and then I just move it more and more into the future. But I think it's you know, it'll already be in the client website for their tool inventory so that they'll be able to do it. But if you just had a habit of always the day before you're solving tomorrow's problems. I like that, that's when that really works over 25 years. Dean: Yeah, that's the consistency thing. Right is spending some time. What would I like to do tomorrow, and tomorrow being the operative for in the future? Yeah, I've been. I've been constantly evolving and experimenting on myself with different ways of organizing things like that, and you know, the gotten down to the plank, the pixel, the minimum unit of time being the 10 minute, the 10 minute unit where we have 110 minute units in a day, basically to up, deploy. And I've been following those hundreds all the way up right like so. 100 minutes is basically to 50 minute focus finders, which is the thing I have the most, that's, the most immediate control over right what am I doing in the next minutes about about this. Dan: Yeah. Dean: And then the 100, 100 hours is basically 8am Monday morning till noon on Friday, is basically 100 hours of time linearly. And that, you know, if I take that NFL type of structure of week, if you're looking at them that way, that's a big, that's a nice Focus. You know that that feels like that. And then a hundred days is Essentially a quarter, you know, looking at the things, with some little buffer in between them, you know, like giving room for some free days and things Aside, but, and a hundred weeks is really you can do almost anything in a hundred weeks, yeah. Dan: And so, yeah, I think that's the thing is I. I don't use my Apple watch for a lot of things, but the one thing I do is the timer and you know they have a timer app and my my favorite is 30 minutes you know, 30 minutes and and in other words, something may happen that requires a couple hours. I simply say what's going to get done over the next 30 minutes. Yeah, okay, and the thing that I find is true that if I didn't have that 30 minutes, when I look at what did get done over 30 minutes because I had the 30 minute framework, I Always get much more done in the 30 minutes, 30 minutes. Then I thought or I get 30 minutes worth of work done in 20 minutes. But if I didn't have the framework and it would always take me much, much more time, right because, I would take score, a score of commercial breaks. Dean: I know, and that's exactly true, right, like I do exactly the same thing. I've been thinking about what I really do, like my thing is running things through. I've been calling it the Deenatron 3000 that I've got the brain. There that I can operate right and yeah, if I treat it like a wood chipper, that I've got to feed stuff into it. They have it working. But I've got a. But the thing is to pile up. You know, like when I look at the things is to have the hopper loaded up with sequential. What is the? What are the next things that I'm going to do on that Stuff? You know, the 10 hours thing, what are the next 10 hours about? Because I noticed that the Deenatron 3000 doesn't really care what it's working on. It is very open to Suggestion, right, and that's why I would say that jumps yeah. Dan: I would just say that's true about the human brain and yeah. Dean: Generally as long as the brain really doesn't get. Dan: The brain wants to work on something and it does really care what it is. Yeah, it could be good or it could be bad. It does not care. It makes no moral distinctions. It makes you know. You know it Work on bad things just as with as much enthusiasm as working on good things. Dean: Yeah, it'll work on one thing the same way. It'll work on everything you know and if you're putting on the, you know, putting on some direction of it, feeding in, setting up a context for what it is that's Happening this hour, yeah, really, or this 30 minutes, that's, yeah. I think it's just adding, you know, a contextual Management layer in a way. Dan: Yeah, you know, it's like having not and then checking out if you're actually a manager. Dean: Yeah, right exactly. Dan: Yeah. Dean: I'm not a manager. I'm not either. Dan: I'm not a man manager, and you're not either you know I have to delegate Management, I mean. And the other thing is memory you know I delegate memory and I have. I always have someone with me. I remember there was a famous platform speaker, I think in the 90s, okay, and we were at Genius. We remain platform at genius. I'm pretty sure it was genius. It couldn't been the 90s, because genius didn't exist, it was some other. No, I think it was a big you know industry Conference and I was and I was on. I had been on before lunch and this guy joined me at lunch and and he was talking. You know, we should really work together and and so I was interested, you know, interested in the conversation, anything you know. Usually when somebody says we should work Together, usually means that he'd like me to work for him, you know. In any way, and so I just given my talk and I had my team of I didn't have team members, but there were clients Strategic coach clients at lunch with me and he was talking away and we were chatting everything and then all at once he looks at his watch and he says, oh my god, I'm on in three minutes I'm. And he says, here, I just will hand us a bill. He don't have to rake on a rush dog. And this guy was more famous than I was, I mean, as a platform speaker. He was times more famous than I was, but I had spoken in the morning at like 11 o'clock. I had had an hour and Someone came and got me at 9 o'clock and took me backstage and set there, you know. And we sat there and and I had three team members. I never traveled without three team members. Yeah, and the team members take care of arrangements and this person does that, you know, but I would never ever be. You know, just arriving. You know, just arriving, checkberry style. I would never just be arriving, I would already be there, I would already matter of fact, what I'd like to do with speeches is go out and talk to the members of the audience, because I Pick up. Q I pick up. Dean: Q's. Dan: You know, it's like Jay Leno who, if you got there. He was already there two hours ahead of time and he was chatting with you know, and he was just picking up material. Do you know what? Dean: Sorry but go ahead. I was gonna say, just on a similar thing, tony Robbins, who we were playing golf this is maybe ten years ago now, almost playing golf one day we're talking about I know I'm being successful when my declaration of it, we're talking about those things that you know, the number one thing, when I, you know, wake up every day and say what would I like to do the day, and Tony, when we were talking about it, he looked at me and he said dude, I don't have one of those days till March, and this was January, right, and his whole thing was a very different. He had that. He definitely had a what would I like to do tomorrow Approach to his life, because even in playing golf we were gonna. We were filming some video things for a program he was doing. So he arrived at my country club you know, two SUVs deep to six people and that you know assistants with assistants and the camera guys in the sound guy in the body, body guards. Yeah, the whole thing, and that is true, like I played golf with him in in In Fort Lauderdale he was done in Palm Beach, but I played golf with him and literally they arranged the, they arranged the tee time ahead of and behind and have a, you know, to Security ahead and behind that are following the, just following, you know, a hundred yards behind us at all times. Very funny, right by not just keeping these buffers around around whatever, a very different approach yeah it's whatever system he's required. Dan: But you know, I don't know. My feeling is timing and scheduling is idiotic and cratic. It's completely All in individual how an individual, what story they tell about their past and what story they're telling about their future. And that determines what the structure of today looks like that. So it's a structure and my, my sense is I don't, I never like being rushed. Dean: Okay, I always want to be. Dan: I always want to be prepared. Yeah and I don't like sudden surprises. Dean: Yeah. Dan: I really don't like sudden surprises and therefore, in order to Get that Structure around me, I give this, that same right, to all the people who work with me. They don't have to rush. There'll be lots of preparation before him. Then there'll be no surprises. It's very smooth, it's very calm. Everybody gets just to, gets to focus and you know, focus on what they're doing and then this just floats through time. This little system, you know, flows through time. Now, yeah, I deliberately played such a low key person throughout my career that I don't need security. Yeah yeah, yeah, and my, my sense of the sense of success Be as successful and well known as you can without requiring a security person. Dean: Right, yes, yeah. Warren versus Mark Zuckerberg. Dan: Well, Warren Buffett, you know he flies by himself. He flies by himself. You know he's just got his briefcase because he comes in and goes out the same day. And you know he's got a private jet and he gets picked up my limousine company is actually his limousine company when he comes into Toronto and he wants to sit in the front seat with the driver and he just gets to the driver all day and when he arrives at a place or someone's standing, you know they're standing on the curb, you know, yeah, on the sidewalk, and they take him in and he comes out, and you know pretty. You know, pretty much on time, and then he goes home. You know, you know he has his lunch with whoever and then goes home. Mark Zuckerberg has 24-hour security and the number of people involved. For him, his family and his chief officers is like 70. He's got like 70. He's got secret escape rooms, he's got tunnels and you know, and you know, I think, what your structure around you reflects, whether you think it's a safe world or a dangerous world. I think that's great. I think it's a safe world as far as I'm concerned. Yeah, yeah, I mean, I know it's dangerous for others, but I don't feel, I don't feel, or I stay away from places that are dangerous. Right yeah, it's like somebody gets Arrested in Russia and then you know America's got this thing is. You know that the country will come to your rescue one way or another. And I said why are you in Russia? What? Why are you even visiting there? Dean: I went right. Dan: Yeah or China. I wouldn't go to China, you know, I would even go there you know it's like the joke about that. Dean: You know what my yeah, I heard about these guys that were, you know, died in a base jumping Accident. Right, and I said that's this one thing. I know with certainty that my tombstone will never say Died in a terrible base jumping accident. Dan: Yeah, what are those flying suits that people right? Dean: exactly yes, is that base jump? That's what I was talking about and I think it is called. You know, I don't know what it is, but the human flying suits, but that's what they do. They jump off they jump off a cliff and, basically, just like those, they float, they've got a parachute. They've got a parachute yeah. Dan: Yeah, and you know, I've seen videos of the ones where it worked. Yeah, yes exactly. They don't show you. They don't show you the other ones. Yeah, that's exactly right. Yeah, why are you doing this? Yeah? Dean: I'm never gonna die in a park accident. Dan: Yeah, but I think it's, you know, different nervous system. You know, I think every nervous system is unique, you know, yeah, yeah, who's the guy who did in Yosemite Park there was a. It won the Academy Award and he did it with no ropes, you know, he just had his hands and feet. Dean: Oh. Dan: I don't know. Dean: Yeah, well, Linda Well. Dan: Linda, now that's a whole family. Dean: Yeah right rope workers. Dan: Now, this is the guy. He's a free climber. Oh, okay, right, right, and they all capitan is just a sheer cliff from top to bottom. You know, yeah, I think it's a couple thousand feet and anyway, and it usually takes climbers where they're using, you know, they're using the things that they drive into the rock and then they put the, you know, and they usually takes them A day and a half to do it, not you know, which requires that they stay overnight. They have to sleep right and that's you know and everything else. I think he did it top to bottom in about two and a half hours yeah. I just thought wow and he had a film crew at the bottom and at the top and that they were filming the film that became the you know the free solo. Dean: Was that what that was? Dan: Yeah, I don't know. I don't know what, anyway, but he just went to top to bottom, okay, and her bottom to top and in a Insanely short period of time. But he told the film crew that they wouldn't get any money. He said I am, you're only getting half the money and you won't get the other half, that if I fall and kill myself you don't catch it on film. Wow you know, and they're kind of leaning out at the top. You know they have, you know they have wires in that that keep them safe, which requires a certain you know a certain amount of courage itself to do that the people at the top but thinking that the guy bait might fall. And yeah, everything you know and everything but different nervous system. I don't have that nervous system. Dean: Me neither, me neither. Dan: Well, we covered a lot of territory today. Dean: We really did yeah. There's a lot of nervous. Dan: There's a lot of nervous systems that couldn't do what we're doing. Dean: Where we go, exactly yeah. Dan: Yeah, well, what's the script here Script it's listening to. It's listening to what he says next. That's so funny. Well, what are you gonna say next? I don't know until he says it right, we know we're gonna start with. Dean: Welcome to Cloudlandia. Yeah yeah, anyway very enjoyable. Dan: Always next week. I'm in just arriving in Argentina, so to be the weekend after yeah, I saw that we got a email from. Dean: I love that, you know. Becca and Lillian, just keep us on Triad ever. Dan: I just see it on. Dean: I don't even have to put the Podcasts with Dan on the calendar. What we put on the calendar is no podcast with Dan. Dan: That's the yeah, there's more uncertainty to that, isn't? Dean: there, that's exactly right. Dan: Yeah well. Dean: I'm excited about the possibility of the 29th. And oh, okay that present, but I think that would be fantastic. Okay, okay, thank you, Bye, thanks Bye.

SHOW HIGHLIGHTS We discuss the chaotic nature of daylight savings time, including its agricultural origins and debate over its current usefulness. We examine the historical development of measurement systems, particularly the metric and imperial systems, and their impact on cultural standards. I share personal anecdotes about adapting to metric measurements in Canada and look forward to a trip related to a stem cell project in Buenos Aires. We delve into the dynamics of capitalism and intellectual property, using Amazon's business practices as an example of market trend capitalization. We recount war stories from the frontlines of commerce and highlight the significance of trademarks in protecting intellectual property against knockoffs. Peter Zeihan joins us to provide a macroscopic view of global events and dissects the interconnected fabric of our world. We explore the influence of geography on politics, discussing factors such as Florida's appeal for real estate and the impact of political strategies on elections. We chart a course through personal development by focusing on the transformative power of daily habits and the pursuit of personal growth. I detail my health journey and the benefits of mentorship, high-protein diets, and habit stacking, as well as the challenges of technological transitions. We emphasize the neutral nature of habits and the importance of accountability in crafting disciplined routines for a life well-lived. Links: WelcomeToCloudlandia.com StrategicCoach.com DeanJackson.com ListingAgentLifestyle.com TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dean: Hello there, mr Sullivan, mr Jackson. You know, your Loudland announcer, who welcomes us to the call, always promises there's going to be others, but there never is. There's just one, just us. Dan: We're waiting for others to join. I am other. Dean: We're waiting for others to catch up. Dan: That's exactly right. Dean: Well, how? Dan: did you? How do you feel you're an hour short? Yeah, I don't like this. Dean: I've been confused about five times so far today. Dan: Okay. Dean: Part of the reason is my watch and my cell phone are in another time zone and that's reflected. Dan: My computer is still in Toronto. Oh, my goodness, that's so funny. Are you in Chicago right now? Oh, got it Okay. Dean: Yeah, it's a little F you from winter, you know you get this little kick. Dan: Okay, I'll leave, but I'm taking an hour with me. Dean: I mean, I mean it's go ahead. Dan: I was gonna say we can't complain because we got an extra day this year. We got 24 extra hours, so I guess we deducted it from that surplus. Dean: But that's in the past and that is, in the past, yeah, that's right, you know, I haven't really studied where that came from, but I think it has to do with farming Daylight savings. Dan: Yeah, I think it was to absolutely to extend harvest times in the summer. You know, work more. Yeah, I thought we were trying to get rid of it. We, as a you know that's the inclusive version of they thought they were trying, we try to try to get rid of it. Dean: Yeah, no, I haven't. I haven't really devoted an hour and a minute of time to that particular project. Dan: I know, Florida is. I know Florida is like Arizona is considering staying on daylight savings time at all times and not yeah, and I think there were a lot of states that were looking to do that and I thought, oh boy, what a, what a mess that would be. It's already enough of a nuisance that Arizona doesn't participate. Dean: You know I would vote for keeping it. Yeah you know why? Dan: Because it's quirky, it is a little bit quirky, and you know what for me in? Dean: Florida and I like quirkiness and other people, so why wouldn't I like quirky in the time system? Dan: Well, you know, it's the only way that I mark the season changes. That for me is like the transition into, you know, spring, summer, and then I know, when we get to to light savings, we get fall and winter. That's the only thing. It gets darker earlier. Dean: Yeah, it's really interesting because when this is, I'm changing the context here, but it has to do with weights and measurements. You know the metric system is a French creation. It was created, I think, during Napoleon's reign and you know he tried to standardize in uniform, make Europe uniform, because he wanted to be emperor of Europe, you know, then emperor of the world. You know folks like him sort of have those type of ambitions and so up until then, you know you had what is commonly called the imperial system of measurements in in the UK, great Britain. You know pounds and inches and miles, you know and you know, and Fahrenheit, you know, was the measure measured. And then you know, europe adapted the metric system. And but once Brexit happened. This is in 2016, the merchants who were permitted to go back to the imperial system for weights in stores oh wow, growth grocery stores. But the bureaucrats who run the you know who run the system in Britain. Dan: So you have sort of. Dean: I think it's a bit of an entrepreneurial versus bureaucratic standoff. And so it's a real mishmash in Great Britain now, and I kind of like that, because almost everything else about Great Britain is a mishmash. Dan: I think that's so funny. You know, it's like the. Dean: I like mishmashes. My favorite kind of food is a mishmash. Dan: There was a Saturday Night Live skit where the they were, you know, they were founding settlers, founding the United States and deciding, you know, the guy was saying how we would adopt a system of measurements. That would be, you know, there'd be one foot, is the thing, and they'll be three feet in a yard and the whole, you know, just made no sense because the metric system is such an easier system. You know how many feet in a mile. And they were saying nobody knows you know why it'll? Dean: you know why it'll never happen in the United States? Because of sports. Oh yeah, 100 yards for football 100 yards, a 350 foot home run, seven foot center. Yeah, exactly Right. Dan: Right, Right yeah but in Toronto. Dean: Well, they try to impose it on the sports reporting in Toronto, but nobody pays any attention to it. No, you know. Dan: I mean. Dean: I've never switched over. Dan: I've been in Toronto for 53 years, 1973, I think, is when the system international started. So you know, my first grade was Imperial, second grade was Si, so we started learning, you know, metrics and second grade, but I still think in Imperial I mean, it's so funny, we're always doing the conversion you know, yeah, and it's especially scary when it comes to temperature, because zero really means something in Fahrenheit, but it's, you know, it's sort of wishy washy and metric. Dean: Zero is like 32, 32 degrees. Yeah right, Exactly yeah, 32 degrees. The only place where it meets is 40 degrees minus 40 degrees. Dan: So it's exactly the same. Dean: Yeah, but who wants to have that experience? Dan: Oh man, that's so funny. So when is your next Buenos Aires? Dean: trip. It'll be Saturday, two weeks, so two weeks from yesterday. From yesterday and this is our fourth, and this may be then the last quick trip. And it'll probably be six months. Six months Now, we'll do six months and then probably, depending on how it shows up, six months from now. I'm talking about stem cell here stem cell treatments. And how are you feeling? Dan: Are you starting to notice the difference? Dean: I'm feeling great. Yeah, the biggest thing is there's still soreness in my knee. And but I feel very confident about it. You know, I mean before there was soreness in my knee and I wasn't feeling confident because, barring any kind of therapy, it was going to get more sore in the future and I have definite confidence that'll be less and less until the soreness disappears, you know because, the cartilage is definitely regrowing. Dan: I was going to say is there evidence Like do they quantitatively measure the? Yeah, you do it with an. Dean: MRI. The MRI can show what it was, and what I learned is that it doesn't layer from bottom to top like the new cartilage. This is, you know, exactly my cartilage that I lost in through an operation, through an accident, in an operation in 1975, so long time ago. And so in those days they just, you know, it was broken, it was torn, so they cut it out, you know don't need anymore. Yeah, yeah, yeah, they would glue it back together now they have a surgical clue now that they could glue it back together, but the but what it does, it comes in vertically. So it's this constant extension, like it's you know, it's a half of an inch, and then it's an inch. Yeah and it's very interesting how it comes in. It comes in sideways so it doesn't come in. You know it doesn't come. That you establish a base and then it builds on the base. Dan: Right. Dean: So it's anyway, but I can feel the difference going up and down stairs. That's where my you know my daily measurement is really that more and more I'm walking up and down stairs. Normally. Yeah oh, that's great. But the biggest thing is the brain stuff. Because they have an IV, you can't inject things into the brain, you have to. You know a thing called lymph which create a pathway into your brain. So you have the lymph sites one day and then two days later they put an IV and the cells are actually custom designed for the brain so they, once they get into your blood system, they go automatically through the new passage way that the lymph sites have created and then they go into your brain. But I really noticed in my EEG tests and then neurofeedback program that I'm in that my concentration, my focus, you know, not being distracted is improving enormously. Oh, that's amazing, yeah. Dan: That's awesome. So you've got, for example, we're. Dean: You know we're 13 minutes into the podcast and not once have I forgotten that I'm talking to you. Dan: Hey, there we go. I like that, that's good news. Dean: Yeah, you know, you count your progress where you find it. Dan: Yeah, that's so funny. So I have something for us to look at next for next time. I was talking with someone and they were sharing with me this guy, yanis Verifakis. Do you know him? Have you heard of? Dean: him? Yeah, I think I have heard the name, but I'm trying to think where. Dan: So he's just sent me a video called capitalism has mutated into something worse and he's talking about this. You know cloud. You know cloud migration or whatever, and how those things are, you know, really owning our. Well, I don't know enough to say. I just wanted to ask. I'm wondering if you had heard about him. But essentially saying, companies like Amazon, like these big companies, are fiefdoms that control our. You know the way we see things like. You know your Amazon store, for instance, when you go to Amazon, is very different than my Amazon store. You know, based on everything that I all my, all the data that they have about me, kind of thing. You know when it used to be in on the mainland, when you would go to downtown or you'd go to the shop area, you'd have all the stores. Everybody sees the same. Everybody sees the same thing. It's more of an equal landscape sort of thing. But now you know there's advantage in knowing. You know, in having this established. You know data that everybody that's what they really have is access to. You know amazing amounts of data. So this cloud, the cloud, is really changing. Who's winning in the? You know, even in a global sense, but borders and everything don't really matter anymore. It's not about that. I wonder if that kind of resonates with what you know Peter Zion is saying. Dean: But yeah, I think Peter Zion saying exactly the opposite. Dan: Okay, that's why I'm very curious, right Like that's you know yeah, he's saying borders matter more than ever. Okay. Dean: Because of transportation. Okay, so Amazon, you can do anything with Amazon, but it's got to be transported. Dan: Yes. Dean: And transportation is the great constraint you know, and so, for example, one of the problems that Amazon has with crime is traffic congestion in cities. You know so that they're promised that we can deliver it in. You know, if you order this morning, you'll have it by noon. Dan: Yeah, I've had that happen. Dean: If traffic permits. And then there's the labor costs of actually finding drivers that'll do this. You know, for more than just a short period of time. So you always have to be thinking of the labor costs. And yeah so so my sense is yeah, he's of a school. Whoever this man is, I'm suspecting that it's a man. Dan: Yeah, yeah, yeah. Dean: Does he identify? Does he identify as a man, I mean? Dan: yes, I think so. Dean: Okay, anyway, and yeah, it's the same thing. Capitalism doesn't really change. It simply changes the environment in which capitalism is being used, because it's really a methodology for growth. You know capitalism is? You know, first of all, it's about pricing, and Amazon are the great price competitors in the world. I mean that's. They introduced a whole new way that you know, whatever it was, the total cost of getting it to you and the price you had to pay, they could pretty well out compete anyone else. That's capital. Dan: That's capitalism you know, and they're moving property. Dean: You know they're moving property from. You know, actually the Amazon never owns any property. Dan: You know they they're just really, unless they do create or white label or do things themselves, they're pretty robust at that that. That that's been one of the things. That that's been one of the things that they have as an advantage is that they Create their own brand of stuff, that they see things that are, you know, new products or new things that are Selling, and then they create their own version of it or white label their own version of it you know, and it's very interesting yeah. Dean: Yeah, we've had not like a product per se but we've had a continual Conversation with the Amazon because with the three best-selling books that we did with them Hardy, the book comes out on a Monday and by Friday there's another book called who, not how, and it's the summary of who not how and you know you can kind of create a summary of any book now with artificial intelligence in about 10 seconds, you know 10 seconds, and then there. So our book will be listed on Kindle and you know. And and then immediately, within a month, you'll have a first one in five days, but in a month, if it's really selling, you might have seven versions of summary of who, not how, and we said, you know this is kind of Toddry, you know we talked to them and we've had about five of them, five or six of them taken down Because it's too close to our stuff, it's almost, you know yeah, but that, and did you register the trademark on who, not how? Yeah, that's and that's where we get them. That's what we get them with, because you can't, you can't, you don't have Exclusive control over a book title. You can have 10 books with with you know. With you know, by the same name, there could be 10 books out there called who. That's how. Right but you can't have been hardy, and what they were doing they had you know. Summary you know who, not how, by Dan Sullivan and Ben Hardy. Well, that that you're crossing the line there, you know, right, you know, and it's like flies and mosquitoes. You know, you just make sure you have good screens. You know and you make sure you close the door and everything but it's a constant. It's a constant thing but you know, and maybe it does as good. I don't know if it does as good. Somebody buys the summary and then they say hey. I better read the book, you know so. Dan: I don't know but. Dean: But it's no different from knockoff Rolexes in Hong Kong. Dan: Yeah, I see what I'm looking at. The thing now, the one right after it is it's not the how or the what, but the who succeed by surrounding yourself with. Dean: Yeah, I mean that's yeah, yeah, yeah, yeah, but you know it's Babs gets angry at it. I just considered it, as you know, it's like it's mosquito season, you know. Yeah, but I would say capitalism is no different now than it was in In the marketplace of Rome, and but it changes its methods. I mean it changes its presentation. That changes, but this thing about capitalism is changing. Let's create conscious capitalism, let's create humane. There's just capitalism and there's somebody's emotional response to it. Dan: Right, yeah, yeah, that's yeah. Dean: I mean Peter Zion. I mean, I've read so much, peter Zion. I could Sort of tell, you know, one thing we know is that the United States is better at it than any other country. Yeah, it's not universal. Dan: I think it's that like. It's very, it's really interesting. I watched some of his. I watched some of his videos, which I was fine and insightful, and I'm always surprised that you know he gets three or four hundred thousand people a day watching his dispatches. You know they're always it's really well done. He's good at articulating things and it's fascinating to me. Dean: It almost makes you want to go to Colorado too right. Dan: Yeah, it's beautiful, right. I mean it's almost yeah yeah. Dean: He says yeah, I, I'm Very easily communicating to you from thirteen thousand feet Everything which is kind of said you must be really in good shape you know, yeah, so yeah, but he's fairly. He's faster responding than anyone else in the world. An event happens on Tuesday. Dan: And by. Dean: Thursday. He's got an explanation for why it's happening. Yeah he's really remarkable. He's in my lifetime I've never come across anyone like him. Dan: Yeah, it's really like I'm. It's it seems like such a macro level view of things that I'm always. You know I'm kind of fascinated why you're so fascinated with this. Like I mean, when you've read the, the book, you said like seven times or something. Dean: I mean well, his latest book, yeah, seven times complete, yeah, seven times complete. Yeah, and you know, and what I'm looking for is there. You know, with anything, when I read them, yeah, is there sort of a deeper level that he doesn't go into, or and so what I did is I just came out with my latest book, which is the great meltdown you know, and then I Explained that wherever you are on the planet, you're constrained by the cost of money, the cost of energy, the cost of labor and cost of transportation and no two places are equal in risk and Relationship to those four constraints and the US is just that keeping those four costs the lowest of Historically. I mean right back to the beginning. They've just been better for all sorts of lucky reasons, mainly because their geography. Dan: The geography is so good. Dean: I mean we talked about Florida, that Florida is proof that God loves. Real estate agents in the state of Florida. Yeah, because you have on the East Coast. You have three, three waterfront. Dan: That's right exactly the ocean side and two intercoastals, and same all the way yeah the same all the way up the Gulf too. Dean: Yeah, the Gulf that goes all the way to Texas. But thank, you and the north of Florida goes all the way to Virginia. I think Virginia or Maryland is still you know, the inner. And what it does is it prevents large storm shroom actually hitting the mainland, because that buffer zone of the inner coastal, you know, just stops big waves, it stops everything. So, yeah, so any anyway. I mean you don't really have to go into the Atlantic Ocean very much once you start if you're taking a boat trip Private boat trip down the East Coast, if you start at Virginia. Dan: Really go down the intercoastal all the way yeah. Yeah, yeah, started an apple receiver proves that God favors. Dean: Yeah so funny. Yeah but you know, people are always trying to create a standardized global version of reality. That's been happening forever. But those four costs means there can be no standardization because it's I mean, it's different in or it's different where you live than it is in Tampa. Dan: Yeah, it's really interesting. I guess there's regional, like when you think about it's transferable on every level, right, like the whole, because the cost of transportation you know has, you know, the further away, the more remote you are, the more costs to get something to you. And so even if I think now I see kind of the thing that you're talking about, like if you go to a place where the labor costs are lower, perhaps you've got a balance with the cost of transporting the reduced goods that you've done back to where they're going to sell. So it all has to balance out. Dean: Yeah, well, I mean you can take the huge migration from New York, you know, from New York state, to Florida right now. And you know people explain it politically and everything. But just compare the four melt costs between you know the cost of money is lower in Florida, the cost of energy is lower in Florida, labor and transportation the costs are lower. And I mean there's a lot of political issues that make things expensive or inexpensive. But you know, I mean that. For example, the court case where Trump was found guilty, you know, two, three weeks ago for something that's an antiquated law from 150 years ago that's never been inflicted on anybody. That in a business negotiation he said his company was worth 1.2 billion and it turned out it was only 800 million and that's called negotiation. Dan: Right right right. I mean, I mean, I mean right, that's the whole thing. Is something is only worth what someone's willing to pay. Dean: Yeah, yeah. And they said well, this is fraud, but nobody was harmed, you know nobody was like any negotiation, nobody was harmed. You agree on a price and you know the banks made money. The other side made money, he made money. And well, the word is going out now don't invest in New York, don't do business in New York. Dan: I mean the moment that hits and. Dean: but the governor said, well, that's not what we meant by it. I'm sorry. Oh boy the horse is out of the barn, you know yeah right. Dan: I mean that's pretty crazy. I saw Kevin O'Leary was talking about just that, that he was saying he's having some good weeks right now. Yeah, that's the death knell for a New York investment. It's nobody's gonna do anything there, that's easy. Dean: So your melt cost just went through the roof just as a result of that court grilling. Dan: Yeah, this is. That's pretty wild, and so in big news we saw that Super Tuesday last week and Haley's out, but not endorsing Trump. That's not throwing, not, you know not. Dean: Yeah, well, she's likely the warrior in. Yeah, I don't have legs and arms left, but these are mirror flesh wounds. Dan: That's right, I can still bite you. I can bite your kneecap, yeah. Dean: And for the life of me I don't know what her game plan was, because I mean, she didn't do him any harm, but I just don't know. You know what her game was and doing what she did, do it. Dan: Right, did you have to think she? Dean: was bad. She was betting that the court system is going to stop him from being the nominee and that she would Right. Dan: And I was just going to say that was. I thought that that's her game plan is hang in there. As to just the last one standing at the end, yeah. If Trump does get you know taken off the or disqualified or whatever which by the way what do you think the likelihood of that is? Zero Zero likelihood Okay, so and I felt especially after the Supreme Court case last week where it came up, because of the Colorado. Dean: Yeah they sort of the states can't take them off, right. Yeah, and the nine Supreme Court, just as it was nine, did not. Dan: It's not an enormous. Dean: I mean you can't run a rick, you can't run a country this way, and I you can't have 50 states having different rules about who can run for. Dan: Right, exactly. Dean: Yeah, yeah. Dan: Yeah. Dean: That's what the Supreme Court's for. You know, that's in the Constitution. Yeah and yeah, but I don't really know. I mean maybe she'll get a talk show on, you know, but you know I can't figure out where what her future is based on this performance, you know right. So yeah, but I mean, yeah, politics is, you know, politics is not entrepreneurial, it's an entrepreneurial business, you know you know there's clear cut winners and losers, and she's a loser right now, right. Dan: And it's very interesting to see what the you know the RFK effect here. What's that's gonna who that's going to affect more? Do you know what the projection is or who is that? Dean: going to hurt more. Yeah it's hard to say you know really. No, I mean, I saw him because Joe Polish had a man yeah, genius, and you know. I mean a lot of it. They were talking. They weren't talking about politics. Dan: No. Dean: And then we went to dinner. We went to dinner at somebody's house in Scottsdale and I was kind of say he's really sort of an ideal candidate for the president of the country that no longer exists, like if he had run in the 70s or 80s he would have led the Democratic Party. I mean he would have made it, but I don't think the country exists anymore. That would elect him president. But if he got 3 or 4 percent more of one party's voters, then he makes a big difference. Dan: That's what I meant. He's like the green box on the roulette wheel, but he's the little edge that's going to the wild card in this. That could make it's not just black and red, it's not 50-50. He's a viable third party. I mean it's funny because we're definitely a three-party country in a two-party system. Really, that's the thing. Dean: Yeah, I mean it's made a difference in some elections like 2000. Well, yeah, Ross Perot got Bill Clinton. Bill Clinton would not have gotten elected. But the other one is Gore lost because there were 50,000 Ralph Nader votes in Florida. Dan: That's big. Dean: I mean he lost by 500. He lost by 500. Yeah, that was never brought up. Well, it was the Haining Chats. Dan: Haining Chats. That's right, that is so funny. Those words are fun. I've got some friends named Chad. I've got a couple. Dean: I don't want to hate any of my friends who are named Chad. Dan: Which one do you want, willardson or Jenkins? Dean: Yeah, chad Johnson is one of our coaches. Oh there you go yeah, I've never had so many Chad's in my life, that's funny, it's not a common name either. No, but it must be contagious. Dan: Yeah, I was like go through. I'm realizing Dean's not as common as you might think either. Dean: Yeah, yeah. Nobody gets called Bob or Tom or anything like that anymore. You know they're all the same. Yeah, exactly Exotic names, anyway, but yeah. And so the other problem was that with Gore nobody brought this up, but he lost Tennessee as home state I mean even as home state didn't vote for him. So there was a, you know but it's been more recently, although in 1948, I think, there were four people who got significant votes. Truman, sitting president, won, but he didn't win with 50%. He won, you know, 40, 46. Dan: Yeah. Dean: So yeah Well, I don't think a third party can ever win unless it's replacing one of the, unless it's replacing the one of the existing parties you know, yes, and that hasn't happened since the 1800s. Dan: Right yeah, did you watch the state of the union? No, I don't watch television. No, okay, but I meant the. You saw the highlights, or the summary or any highlights of it. I haven't had a chance yet to even see. Dean: I mean. What I saw is I've seen angry old people talking to themselves on the street. Dan: Right, exactly, and that's a video that very cleverly showed that he's given the same speech four times in a row. You know he's got the same exact talking points and it was so funny they'd show it from, you know, from 2000, and then they'd show 2000, this year, you know saying exactly the same, the same lines, and it's just. It was pretty funny, actually I was amazed. Dean: There was. I love that Well, did you ever? When Disneyland California Disneyland opened up, they had recreations. You know they were in plastic or rubber form of Abraham Lincoln and you know, George Washington and that. Yeah, the hall of presidents, right, right, but they're, you know, their arms moved and their lips moved because they had they had little tubes that had fluid in them and you know it would. They would manipulate the tubes, you know, and their hands would move. And they didn't show this at the state of the union. But were there a lot of those little hoses coming up behind him? I don't know. Dan: Watch Joe move. Watch Joe move. Dean: He's like so lifelike. Dan: Yeah. Dean: It's really. It's really the closest I've seen in. You know, a high stakes election president of the United States is as high as it gets when. It's like the emperor's new clothes, you know. Dan: Yeah. Dean: Nobody wants to mention that he's really. You know, this is the leader of the free world and say, geez, you know. Dan: Oh man. Dean: Yeah, you know. But you know you root for the home team whoever is the captain, you know regardless of who the captain is, you know so. Dan: Yeah. Dean: Anyway, but yeah it's interesting. But you know, somebody was saying I have a longtime Canadian member of the strategic coach goes back to the 80s actually, and I had breakfast with him last and he says you know, I just you know you know, he says I know Biden's bad, but I just can't, you know, I just can't stomach the fact that we would have Trump again. There's something about it, and you know he was going on for about five, 10 minutes. And I've had other situations in Toronto where Canadians are voicing their displeasure and I said you know, I read the US Constitution once a year. It doesn't take long to read, it's only typewritten. It's about 27 pages, you know. Dan: And most of it's just. Dean: You know, it's a set of rules, you know, and I said nowhere in the US Constitution does it say that American politics have to be pleasing to Canadians. Dan: Any more than the Guinea. Politics have to be pleasing right. Dean: Yeah, yeah, I mean, you can be on the happiest convenience matters? Not at all. Dan: That's so funny. Yeah, I can't wait to see how it all unfolds. I mean, certainly it's going to be an amazing six months or whatever we've talked about. Dean: Yeah, no, I just if you just say it's not politics, it's entertainment. Dan: Yeah, that's exactly right, pretty good entertainment, you know. Yeah, yeah, switching topics. Here I was. I've mentioned, I've been playing around with the, with the Adams. Dean: Yeah, did you get the connector for the? I did. Dan: I got that and on Monday I need to Connect with the gentlemen that sent it to me because, yeah, because, yeah, I need to figure out how to yeah the problem I explained. Dean: Yeah, I explained in my email that. Yeah, it's done in FileMaker which no longer exists, so it's hard to Transport it. Dan: It's hard to. He offered to, he offered to transport something that no longer exists. Right, exactly but he offered to help me, walk me through it, so I'm gonna yeah them up on that, yeah cuz. I do want it, I do want to try it, but it's been very interesting to watch this just the way. This is Claire, yeah, yeah, it's just. It's so satisfying to see I've had, you know, it shows I've got ten reps down of my habit of waking up and drinking 500 milliliters of water, first thing that you can stack. I'm looking, you know, to stack all these things. It's been. This was a great week. Dean: I have been working with JJ verge you know, I got your, we got your phone message, you know yes, yeah, where you yeah, yeah, together. A little Dean, you have witnesses now. Dan: Well, that's exactly it, right it's. I said to Joe like, well, behind the scenes, while we were in Palm Beach, there was so much kind of rallying and you know, going around in the most supportive way possible for, you know, to help me get on track. You know, weight-wise, health-wise and, and you know Joe Polish has been just above and beyond you know, in orchestrating and you know organizing all of this I mentioned last week. You know he came and spent a few days with me and really helped me get things on track. And I've been working with JJ. So you know this was my first week, you know, full. Joe left last Saturday, so this was my first week with JJ. But having the daily accountability and systems around, you know what I'm doing. It's certainly a who, not how type of thing is really you know the importance of having a who that's kind of Onboard and guiding things. But I get into this nice I'm accountable for in the more I send JJ, then you know the daily Story of yesterday, kind of thing with. She's got me hooked up on a Coronameter app which basically tracks my macros the protein, carbs, fat and calories of everything that I eat. She's helping with my you know menu selection and all this. So in the morning, after I drink my 500 milliliters of water, I Way every day and take a picture of the of the screen scale. Scale, yes, exactly. And then I send her my aura results for my sleep and readiness and yesterday's activity and Yep our goal. You know I was on average when we were looking at it before. I would average, you know, 2500 to 4,000 steps a day would probably be the average, with you know probably 3,000 plus 3200, the kind of median of what, how many steps I would get in a day. So we've set now 4,000 is the baseline, the minimum steps that I get every day, mm-hmm, and so I send her that activity to show what that is. And then my Chronometer and she's got me focused on Protein. First, eating, my, you know, getting, you know, almost 150 grams of protein per day, which is really it's a lot. I mean, that's it's. I never hunger. I'm never hungry and it's almost like getting into the routine of trying to lead, lead with that and stay well, I mean your body knows when it's had the necessary nutrition, and protein is the champ for giving nutrition. Dean: Absolutely complex, complex carbs and you know, and yeah, I mean yeah, you can. You know you can eat 5000 calories of Simple carbs and you feel hungry. Dan: Yeah, yeah. So this, you know this target. Dean: So I'm plus water make. Water makes a big difference, absolutely. Dan: Yeah, yeah, so it's been great. So the we you know tomorrow will be the you know the kind of Week on week weigh-in. But I'm already down like three and a half pounds from. So you know most 1%, 1% of that's the target I guess is 1% of body weight per week is a good to keep on and You're just getting in the habit and the routine and you know that every week she'll be in the cloud, that's exactly right, that's the goal 57 right now, you'll be 80, I'll be 58 in May. Yeah, yeah, yeah, and so yeah, so yeah. Certainly taking this long-term view of by my Well, it's habits, I mean yes, that's all it is, you know. Dean: What I was thinking, because I knew we probably Talk about this topic today, but I was thinking about just looking at habits as reality and they're either working for you or they're working against you, and that's yes, you know that's not an opinion, you know it's. It's just that you can tell whether the habits are supportive. Or that's supportive and the other thing I was thinking about, the gap in the game. And I think that if you just think in terms of replacing bad habits with good habits. Yeah, you stay in the game. Yes, and I think the gap is that you need to be penalized for your bad habits. You know I think there's a internal thing. You know that you should feel guilty, you should feel shame about your bad habits. I said they're just habits, right exactly. I said they're just habits, right, exactly, I said they're just habits, right, exactly, and that's. Dan: And so this, really this thing like looking at this week here, and I think that I had lunch with Leo or Weinstein yesterday. I went over to the Four Seasons in Orlando and we had a nice three and a half hour lunch and this was a lot of what we you mean Mr Good at everything. Mr. It's so. It's almost unfair, isn't it? Yeah, the guy's just so smart and everything Right. We had some great. We had some great conversations and yeah, this was. You know the fact that there's nothing else you can do but what I'm doing habitually on a daily basis. That's the only path. It's not. That's the thing is there's no, it's not like this monumental effort because it's a big mountain to climb, you know. To get to the top of, you know, mount 100 pounds or whatever, you know, the ultimate benchmark is. But to climb to the top of that mountain just requires that you've got to take steps every day. There's no possible way to get to the top in one day, and that's where it. Dean: And nobody gets more than one day every 24 hours. Dan: That's exactly right. So having that benchmark of 1% a week as what you can safely and consistently lose is just that, it's just stacking those things, and a day a week is the perfect, I think, amount unit of measurement, because it's you can't really that's the most important, more than the daily even you know like the variation in one day. It's more important over a week that you take that. So that's all I'm focused on is the week, and we're already at the routine I've already got. I'm very comfortable with consistency and habit, so I don't need a lot of variety in things. If I find certain things we've got now some meal combinations that really work for me, and if I can just, you know, stay on that track and continue to have the accountability, I think it's an inevitability, you know, is just the watching it happen. Well, it's like you're a profit activator, I mean just moving that to another thing. Dean: I mean, if you're doing all late and they're all contributing to a profit, it strikes me there's no, there's nothing to fix. Dan: Right, exactly. Oh, it's so funny, right. So, yeah, it's so funny. I mean just identifying that the key thing for me is just to continue raising the benchmark, right, like I'm raising my from 4,000 to 5,000 steps it's the minimum on my way to 10,000, you know, yeah, Do you measure steps or does that matter to you? Dean: I mean, it's not my main focus, but if I get the right number of steps, I get the high number of attendees on my activity. You know, and every, you know, every quarter or so I raise the number. You know the stuff. So I do right now probably average around 6 or 7,000. And yeah, and I've done 10,. You know, on some days, you know, when it's kind of walk in nature day, I'll get more than that. But you know but I'm doing a lot of things like my big thing that I've been working on for four months is I never get in trouble with my meals. I get in trouble with snacking between meals, and so I've eliminated that and I'm down, you know, five or six pounds just by doing that. Wow, yeah, yeah. So you know. Anyway, first of all, kudos to just you know. It really strikes me that Dean Jackson doesn't do anything and stick with it unless it makes intellectual sense. That's true, probably, yeah, no, I mean. Yeah, I mean unless I mean you know your habits and you know your. Yeah, we all have a measurement system on what constitutes progress. Yes, and my sense is until you get the way of something you can do every day, yeah, it's an intellectual satisfying, you don't do it. Dan: Yeah. Dean: And a lot of people try to make it emotional, emotional, you know that you know and everything that, but you can't sustain it. Dan: And even if it is, even if you get to the point, I agree with you 100%. By the way, I don't perceive it as emotional, but you know that often that's. You know well what's the cause of this kind of thing you know. But the reality is that even if you were to uncover an emotional issue, that still requires them that intellectually you have to figure out what's the mechanics of what needs to actually happen. You know it's like getting to the bottom of an emotional issue isn't, on its own, going to solve the problem, the same way that you know, figuring out the mechanics of what actually needs to happen. Yeah, happen, yeah. That's really the bottom line, but I'm very encouraged. This feels like a very different level of, you know, systemic change. Dean: That's happened here, yeah, yeah, yeah. Well it's a process you know. The process consists of you know and you keep. Every time I talk to you, you're adding some new habit to it. Yeah. Dan: Yeah. Dean: And my sense is that once you get the momentum of 10 good habits, you're motivated to have 20 good habits. I agree 100%. Dan: Yeah, I agree, because that then becomes a great game. You know, that's the I love to game-a-five things. That keeps us interested, you know. Dean: Okay, I have a meeting in. Five Minutes with Daniel White. Dan: Okay. Dean: And who's staying with us in Chicago? Dan: Chicago. Dean: Awesome. So, but I'll be, I'll. I have you in my calendar for next Sunday. Dan: Awesome. I'm not so we're going to be in Toronto next Sunday. You are going to be because on my calendar it says no Dan podcast. Dean: Yeah, but we have, but I will be there, okay, perfect. Dan: Fantastic. Dean: And in the same time. So Okay, Perfect Okay. Dan: Bye, bye, bye.

In today's episode of Welcome to Cloudlandia, I share insights from my experience at the Cloudland Summit. We discuss the carefully constructed approach to selecting impactful speakers and crafting their messages. Dan and I explore deeper implications of habits. From influencing personal growth to organizational culture and nations. Recent tech and political events show how biases stem from ingrained habits. We cover self-tracking progress through a daily habit-scoring system and cooking's role in health, wealth, and innovation. Overall, it's a thought-provoking look at intentional living and leveraging the mundane for extraordinary results. SHOW HIGHLIGHTS We discuss the Cloudland Summit and how major tech breakthroughs often come from the convergence of three pre-existing technologies. I share insights from my upcoming book "Everything is Created Backward," suggesting that innovation stems from remixing the past. We explore Perplexity, an AI tool that aids in research by suggesting further inquiries and providing references. We analyze the creation of iTunes as an example of innovation by combining existing elements in novel ways. I introduce the 'Top 50 Tool' I've devised to identify and refine daily habits that shape our lives and future selves. We examine the role of present habits in shaping our future selves and the effectiveness of setting goals for personal growth. We touch on the biases of Google's chatbot and the financial repercussions of such biases on a company's valuation. We discuss the number 51's significance in politics and business and the importance of counting fundamentals. We talk about the transformative power of cooking habits on health and wallets, and the broader implications on personal and national success. We tease the introduction of a new tool designed to track and score daily progress, highlighting the importance of consistent habits. Links: WelcomeToCloudlandia.com StrategicCoach.com DeanJackson.com ListingAgentLifestyle.com TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dean: Mr Sullivan, yes, it's Welcome to cloudland at time. Dan: Amen. I heard it's being recorded, so that's half the job right there. Dean: Yeah, and it's never going to let you down. Dan: That's right, Well, yeah what a what a whirlwind week. It was so good to see you and babs and everybody. Dean: We were shooting for one meal and we were shooting for one meal and that kind of ended up as five. Dan: Yes, what what can happen. Oh, that's, yeah. Nothing wrong with that. I like it. They were all playful. Dean: Yeah. Yeah, it was really interesting because I spent probably a day preparing for the Friso summit for our listeners. We just had our annual being the top level of strategic coach and and we have this every year it's it's a meeting Squeezed in between two drinking parties. Oh man, that's funny. Yeah, the meeting is so you can recover for the first from the first drinking parties so that you're ready to go for the second one. Dan: And I'll tell you what. I sold that to those pokeballs short, that was those are delicious. Dean: Yeah, I always find that alcohol is the almost failproof Of 10 times multiplier. There you go one dollar invested in alcohol Somewhere along the line, that always produces the 10 times positive result. Dan: Oh, good, that's noted. Dean: Yeah, I'm not sure that marijuana does that. Dan: Oh no. Dean: Yeah, yeah, anyway, yeah, but I spent a day on that conference and. What I did is we chose the speakers and then alanora called each of them to see if that was okay and we specified the topic, and that was all done by you know, alanora. And then what I did is I wrote a fast filter for each of the speakers, not on what they were going to talk about, but how they were going to talk, okay. And I thought it worked really well. I thought it worked really well. Dan: It really did. I mean the panels were, you know. It seemed like the whole thing moved quickly. Everybody was bringing valuable insight, even just the. The resources they were recommending, especially your. The ai panel, was fantastic, not too much. You know I I immediately came back and started using perplexity and I downloaded perplexity as so let we should probably set the stage for what perplexity is as a chat, gpt alternative and combined with kind of Google and yeah, well, it's interesting because I've done it on about 10 different Questions, you know. Dean: I asked a question and then I get an answer and uh then, but it's got Uh two neat things about it. At down below it has three more questions that you might ask. Okay, three more. Dan: Um, yeah, on the topic. Dean: That first of all gives you the original answer, and then it suggests three more things you might look into. But, at the top it's got four boxes and these are references that you can go to that indicate where it got you know the information to answer your question. And if you do all, if you do the first thing. And what I was asking was mark mills, who is a tech Thinker. He thinks a lot about what technology is doing to the world and he mentioned in one of his books it's called the cloud revolution that if you look at technology, almost all the breakthroughs happen as a result of combining three existing technologies. And he goes back and he goes rake back to Samuel Morris in the mid 19th century with the telegraph, and then he comes all the way forward to not to ai, but to when how the internet came into existence. You know, he puts the internet and talks about the three things that had to be there first before you could even think about Creating this new technology. And the reason is I'm writing a quarterly book right now which is called everything is created backward, and and what I mean by that is that you can't you can't create the future out of the future, because there's nothing there. Dan: Right right. Where's the stuff you know First of all, I've never been rendered in the simulation. Here it's unrendered. Yeah, nobody's ever been nobody's ever been there. Dean: You know they I mean. But the problem with it is that you have to do a awful lot of convincing With something you try to create out of the future, you know and but I gave the anxiety. I just wrote the first chapter, but the actually the introduction, and I use itunes as the example that steve jobs simply took three things that already existed. One was the mp3 player, which he apple already had. The ipod Okay, it already had millions of people already using the ipod, so he had a build-in. He had a build-in audience to go through with something new. The second thing is that nabster had already pretty well figured out how you use the internet to download single songs. Yes, okay and their only problem with their model was that it was illegal. They were stealing, they were stealing and that's that. Never has long shelf life. Dan: They were sharing something they were sharing. Dean: No, they weren't sharing, they were stealing. They were stealing other people's property and making money on it. Yeah, that's called theft, and and then apple had its operating system, so it was the mp3 player, the nabster innovation with the internet and the apple, you know, apples operating system for all of its computers, which it had many more already existing Customers, you know customers were already using it. And then he put it together and he created iJudon. You know it was an app that went on your apple platform and you could download music and then put it in your ipod. Dan: That's great and you're right, like it's. I see the triple play the things now I can. Just I'm looking at it. Dean: I mean, if you look at, artificial intelligence and work backwards as a result of three things. I haven't really analyzed that, but it seems to be three things that had to exist before, and so what I'm suggesting in the book is that the key to your future is actually what you're doing with the past, your past experience, what's available to you, yeah, and so that's. I think that's a tremendous breakthrough. I think this is a keen insight. Dan: Yeah, I mean, what was a keen insight for me? My biggest takeaway from the free zone. Dean: I was looking for a little bit more excitement on your part. Dan: No, I'm totally excited and this is where it's. It's related to what you're saying that when we had the conversation about Looking back at the habits that you've established, oh, yeah, now, yeah, that's what I meant is that, looking working Backwards, like that, everything that we've created right now is the some, you know, the accumulation of all of the Daily habits that I have instilled, right, the behaviors and habits and choices, and that only you know. I think it goes in that. I think that fits with what you're saying, that you can't. It's not about, you know, picking something in the future. When you said, what are the habits, what are the daily present habits of future dan or future dean, of where you want, and that's the real thing is that having to establish, though, those habits? Yeah, I've had a couple more thoughts. Dean: I've had a couple of birth thoughts since we talked in palm beach about how you could approach this, and so one of things and I have a tool that I've created which really hasn't gone into the program at all. It's called the top 50 tool and it's just a page and it's got 50 boxes, okay, and what you do, and what you do is when you have a number of things. So let's just Apply it to the present project. You have 50 existing daily Habits right now. Everybody does, you know everybody in the world and I'm just arbitrarily picking 50. Yeah, my sense is it's if you put all the habits, the little things that you've woven together to produce who you are today. Yeah you know it could be in the hundreds, you know hundreds or thousands, but you know it fills up the time. Yeah, you can account for it. Yeah, in the 24 hours, and then the waking hours. Probably there's probably habits you have at life and nighttime which bear Examination. But I said okay. So the first part of the project is just create a sheet. That's got, you know, it's got 50 boxes. You know five by 10, okay, okay, and number them one through 50. And then just you know, and every day as you go through, observe something else. For example, in our house I do the dishes, okay. Mm-hmm babs cooks and I do the dishes. So usually it hangs around, you know it hangs around. We have supper. You know we have not so much breakfast, but we had lunch and dinner and there's dishes and I just put them next to the sink, close to the dishwasher, and then I go about doing something and then I, and then you know I open the dishwasher and there's a previous meals already, clean dishes there, so I have to unload it and you know, put everything in the shelf and then I load it. Okay, and it's not a kind of how that I really like doing, but it's the agreement, you know Okay, so within the last three weeks I've adapted as soon as the meals finished, I do the dishes, okay. And in order I put the dishes in the dishwasher, and in order to do that, before the meal I look at the dishwasher and I unload it and put everything away so that when the meals finished, it's just a matter of rinsing the dishes and putting them in a dishwasher. Well that's two habits. That's two habits right there. Okay, so they would go down in boxes. You know two of the boxes, okay, but once I do it, and I'm doing it the way that I would like to see it, see me doing it in the future, you know. And you know, and sometimes we have staff in the house and they do it so that it gets taken care of, but it's not my, but when it's just Babs and me at our home and at our cottage. You know, two homes in Toronto, and a home in Toronto, a home in Chicago and then a cottage up north in Canada. Anyway, and I'm the dishwasher, you know. Dan: And I had to do it. Dean: So I said, since I'm gonna be doing this for the rest of my life, I might as well you know kind of improve it so that I actually enjoy the activity. Dan: Yes, I really like this, Dan, Like you're saying the same thing. I mean the things that have been triggered from our conversation about it in Palm Beach. You know, Like you just described, it's one of those things If, even if you ask yourself the question is there any way to not do anything? I mean, the thing is that the dish has gotta get done. Dean: Well, the other thing that's part of my relationship with Babs, you know, and she's commented a couple of times during the last two weeks and she said I really like it that you get it done right away. Yeah. Dan: Oh, there you go. Yeah, that's your target audience. Right there, I'm getting social proof from your target audience. That's the exact thing. Dean: This is. I can tell you, this is my number one target audience. Yeah, so let's say you go through and you fill up your 50, okay. You know, you get them. You know, maybe I'll take you two or three weeks and you just notice little things. You know how you get up in the morning, you know, you know how you get ready for the day and everything, but there's a lot of little habits. There's a lot of little habits there, and then you sort of reach 50 and you say now, how many of these? How many of these tomorrow, can I improve? I'll look at the habit. And then I'll say to myself how would I like this always to be going forward? And then you do it that way. You do it that way, and then you have to attach a point system to it, so you're scoring every day. Because, I don't stick to things I can't score. Dan: Right, well, you may like, dan, there's James Clear just launched his. Adams app, which is Adams A-T-O-M-S, and he's the guy that wrote you know Atomic Habits and this is exactly what you are talking about here. You know you can make, you can create habits that you want you can, and it gives you prompts or you can track. It's almost like wind streak in a way, right when you're adding things on it, but daily you can. So I set up my first habit that I set up just on Wednesday or Thursday I downloaded the app. Actually, I set up that I said I want to start with the first thing in the morning that I drink half a liter of water, the 500 milliliters of water. The first thing that I do when I wake up to rehydrate and do that. So I've done that. Now I've had Thursday, friday, saturday, sunday four rounds of that and it tracks your streak and it shows you your progress and so I've had four total repetitions so far. And the way they set it up is you put a purpose around the habit, like why you're trying to do this right. So the habit is that it's always like a place and a time and a reason. I think right, so it's a vote. And when they do your thing, when they give you the report, it's like congratulations, that's four votes for your healthy dean or whatever You're making. Every day you're making a vote. Dean: I think that's great yeah. Dan: I'm voting for this. So habits is the name of the, or Adams is the name of the app on iTunes. Dean: It's done in the app store, right. Dan: It's in the app store and it's just a yellow stacking yellow with like a white stacking thing. Dean: But yeah, I've periodically over the last dozen years been conferences for James's, you know, and I've always enjoyed his take on things. Dan: Yeah, and that's I mean. I like this Dan a lot. This is kind of gamifying thing. Dean: Yeah. Dan: Now. Dean: I can tell you what my if you call it my top 50 tool. Then there's a little arrow in each of the boxes and what you do is you press the arrow and it takes you to a page where you develop your criteria for what constitutes a great habit. Okay and then you attach numbers to the to that, and there's room, I think, for 10 criteria. Okay, and then you go through, and one of them is that I want to be more and more doing habits every day that are going to last the Rest of my life. Yes so that's that would be one criteria and I give my, I can establish the range, and and then you all you have to do is the criteria for one, and then that applies the criteria to all of them, and Then, as you go along, you start improving the criteria, and the moment you improve the criteria, it improves it for all of them. Okay, and then, as you go through, you notice that certain certain habits get a better importance score than others and it automatically, automatically prioritizes the 50, that this is number one, this is number two, this is number three. Rate to 50. What do you think about that? I really I mean would you? Dan: like to get that. Dean: Would you love to get? Dan: that. Where would one get one of these? Dean: Only from a particular person. Yeah, and it's right. Now, it's a file maker file, a file maker no longer Exists, but that this continues to work. Okay, this continues to work, okay, so I'll just send you the file maker oh, I like that a file maker form and, as you're going along, what it does is it give. I mean, I think the combination of the atom, the atom app and this tool probably Complets the circle it might be. Dan: I mean, I'd love to discuss what you're describing. Dean: Here's the tip sounds like as you go along, there's habits that are less important and they don't belong on the top 50. So there's another backup 50 and that they're in the backup 50. Dan: Okay, the farm team. Dean: Yes. Yes you can't have major league without a farm team. That's exactly right. Dan: I, like you know what's very. What's really interesting about this, dan, is if I was really Reflecting on my accumulated daily habits, right, if I look at what are my observable habitual behaviors? Right, and I went through the way I went through it was looking at the vignettes of each day, like looking at a timeline from the, the moment I wake up and and I was saying, you know, I have established Really good sleep habit of you know, my sleep window is Very uniform, my, you know, I woke up this morning I'm, you know, 8786 on my sleep and readiness score for my or ring. I get enough deep sleep and all that. So I've established that habit of Really a really good sleep window there. Then I started looking at, you know, my observable, if we were just somebody was following me around, logging my movements, like in a computer program or whatever, like just line items like Lining, describing every step or everything that I took part of. It is, you know, look, replacing now looking for the opportunities, like where do I want to establish this habit? And I think that little window of you know right, when I get up the first, you know the first hour of being awake. What do we want those habits to look like? Yeah, would future deans habits be? Dean: You know something there are constraints and deans, future habits. You know what? They are deans present habits? Dan: are yes, that's exactly it. I get it and that's what you're saying. I'm like you. Dean: Do anything in the future now you can't do anything in the future. You can only do things in the present. Yeah, the future. Dan: That's exactly right. Dean: Yeah, but I've been around the tech people and you know I mean, like the environmental movement, no more fossil fuels. That's a bullshit, is such a bullshit goal Because 80% of all the energy on the planet comes from fossil fuels. Okay, the other thing is that the people have these kind of goals are really not very good at getting anything done. Dan: Yeah. Dean: They went to university. They've been in university for six years, you know they've been in school since they were four years old. They've never actually done anything in the real world, you know and. But they're going to change the entire structure of the world and the problem is that it's not a plausible goal. Like no fossil Fields, you know, the other one is no borders. You know the thing we shouldn't have borders. Well, there are borders and people will kill for the borders. Yeah, right, but the thing is the people who set these type of goals in the future are some of the most incompetent people on the planet and it's really interesting that the the way you described it there. Dan: All these people, they're not accountable for the day we have. They're talking. They're just going and admonish people about this future. There's no fossil fuel because it's not actionable. Dean: It's not actually, and what they're trying to generate is tax money. They're trying to generate Donations. They're trying to but without ever producing any kind of satisfactory result you know, yeah, because they're just painting the ideal. Dan: And I wonder, how do we do that in our own lives? I mean, well, the big thing. Dean: Well, one of my things that have occurred to me is that all your goals for the future are actually you Operating, you personally as an individual operating at a higher level of capability, you know I mean you know, if you have a, you have one house and you have a house, another house that's bigger, it's better. You know it's got far more, it's more in the right place, it's. You know it's got about 10 Better criteria that you could say. And you say, well, that's my goal and I said no, that's actually the result of you being a Different and more productive person in the future. So every goal you have to bring back that it's you as a person operating at a higher level. You're making more money, you know, and that's number one. You know, yeah, and in order for you to make more money, you've got to look at what you're doing right now to make money and improve it. There may be, between you and that house, there may be, 10 Improvements that you have to make to how you're making money right now. Yes, yeah, this is yeah maybe eight profit activators. Dan: Which one? Dean: all the profit activators are habits, aren't they? Dan: they are, yeah. Yeah, you're absolutely right with metrics. I mean, that's part of the thing I think is that's measurable, right, everything you're describing. That be a good habit horrible habits. Yeah, huh, yeah, and I was dawned on me how long these habits, many of them, have been established. Like, I like your idea of the ranking of the habits. I mean that's it's, you know the numbering them, you know there's probably a Habit you know, but this is endless pursuit. It feels like you know an endless. Well, it's a daily person. Dean: It's a daily improvement activity. You know because what I'm finding? I've been doing this for about four months. Daily habits, and the first one and what I've been doing is I've been going to Buenos Aires. I've done it three times, for the fourth that's coming up in two weeks. And and there's basically six weeks before visits to Buenos Aires. So I said I'm going to create a 42 day cycle of changing certain habits. Okay, oh, wow, anchors is something right. Well, you anchor it in time, you give it a, and then so that's. You know, six weeks is 42 days. It's an odd time period and that intrigues me, you know. So I've got these 42 improvement, 42 day improvement periods. Dan: And then I say Just a lot to support the 42 is that. You know they say it takes 21 days to establish a habit and 42 is just twice that. So you get two cracks at 21 days to establish. Dean: You just explained why I did it. You just explained why I did that, but I didn't know that. Dan: There you go. No, that's great, though right Like that's a. Dean: I'm doubling down. Yeah, yeah yeah, I hadn't seen that. I had not seen that. Dan: Yeah. Dean: Anyway, but what I did? The first one, it was very simple no snacking between meals. I don't get into trouble with meals. I get in trouble with what happens between meals. Okay, okay. Dan: And. Dean: I aced it, I aced it, I aced it over 42 days, and then I started adding so the second one had two or three habits, the third one, you know, the 42, because I'm getting used to it, okay, and you know. And then all of a sudden I said pay attention to all your habits and just do it right. If there's something you have to do that day, do it the way you would like to have it done in the future, and then give yourself points for that. You know, and so. But there's an enormous Well. First of all, there's a dopamine hit to it, because it means that every day is valuable for learning and growth, and that's a, you know, that's a great thing. Dan: This is fascinating because that dopamine is healthy. Good, you're the beneficiary of the dopamine compared to like watching. Dean: You're your own dealer, yeah. Dan: Be your own dopamine dealer. Dean: Be your own dealer. Dan: That's a great title for a quarterly book, Ben. Dean: I just logged in. Dan: I mean, that's the truth. Dean: You never know. Anytime you talk to Dan, to Dean, you're going to get a new quarterly book out of it. Dan: Sometimes you get a major market book out of it. You never know. Dean: That's a good habit, that's a good habit. I don't know what it is about, dean, but anytime I'm around him I can count about you know, half a year down the road, and something he said is now a book. Oh wait for this. Dan: You know what the elegance of your 42, the 42 days, six weeks is? That you could get two rounds of that per quarter. It's just another nice, elegant fit. Dean: Well, you can get basically 42, you can get two rounds and basically oh right, then a quarter yeah. Dan: You can yeah 12 weeks. Dean: And then you get some free days to. Yeah. Dan: Go wild, I'm better. Yeah, enough of this structure. Dean: Enough of this structure, you know. But the interesting thing about it is you're actually, every time you improve a daily habit, you're exponentially improving your future. Yes, yes. And it's the only way. Yeah. And the thing is, there's certain habits you would like to change today, but you have to change some other habits before you can get to it. Yeah, so yeah, I'll give you an example. I've been listening to people talking about intermittent fasting. Yeah, Like you go a weekend without eating. I said no, I'm not anywhere near that. But what I've noticed is on Saturday and Sunday I can have 16-hour periods between meals. Dan: Okay, yeah. Dean: And I said, you know so, on Saturday we have dinner at three o'clock in the afternoon and then I don't eat again until so that's nine hours before midnight, and then I have, you know, I eat breakfast at seven and then that's 16 hours. Dan: Okay, yep. Dean: And that's intermittent fasting. Dan: Yeah. Dean: And I can do the same thing on Sunday over Sunday night and breakfast. So I said, no, I'll just start off. Once on a weekend I'll do it. And now I'm at the point where I can do it twice on a weekend. You know people said well, you know, it doesn't matter, unless you do it for a couple of days. And I said I can't do it for a couple of days. Dan: Right. Dean: My habits. Don't support it yeah. Dan: Yeah, and I mean I don't know what to do about it. Dean: So whenever people say you should do something, you have to check back and say, ah, interesting, but my habits don't support what you're talking about. Dan: Right, right. Yeah, this is amazing. I mean, I'm not really a dashboard and scorecard, but you're totally in control of that. Dean: You won't. Dan: Yeah, you're the only one who knows the habits? Dean: You're the only one that knows how you want the habits to be in the future. Here. Dan: Yeah. Dean: There's complete agency here on the part of an individual. You know, and you can know all the ramblings of other people about what you should do and you have to do this. No, it's not so. It's bullshit Right. Dan: Yeah, yeah, I mean this is yeah. And then there's a. There's a guy, rob Dierdek. I don't know if you know him. Dean: Yeah, yeah, yeah, I did mention him. Dan: Okay, yeah, that you know. Everything that we're talking about is exactly. You know what he's on board with. Everything he's talking about is Dave Tuchad, chad Jenkins. Dean: Willard oh Chad Jenkins. Dan: Chad Jenkins I gave him and Steve Dastante actually, yeah, Rob Dierdek back to back two podcasts called the most unrelatable podcast episode you'll ever listen to. And it was him describing to the what ends he goes to track and quantify and establish his daily habits. And it's fascinating, I mean just to see, you know, make things inevitable, you know. Dean: Yeah, and there one thing that makes you appreciate that nervous systems are really different. You know human nervous systems are really. You know, what appeals to one person doesn't appeal to other people, and I think that's a tough nut to crack for a lot of people, because they want what they're doing to be the truth. And I said well, it is the truth. Dan: It is the truth. Dean: It is the truth, but don't go beyond yourself with it. You know, you know and and I think it has a lot to do with your you know your early experiences in life, what you got used to doing, what you like to do, things that you didn't like, and I think and these are forming before we have the ability to be conscious about them. Dan: How many of your habits Dan in on looking at your list are 50 year old oak trees? Oh, yeah, yeah, I mean some of the habits are oh yeah. Yeah. Dean: Some of them are. Some of them are beyond 75 years. Dan: Right, and some of them you know. Dean: I'm probably not going to fool around with those. Dan: No. Dean: Not at first, not at first. Do not take on a 75 year habit. Right, exactly, yeah, but it's really interesting Now, as you know, this happens to if we we can shift the context. I've been very interested in the, the reason why, in the last two weeks, google has lost $90 billion it's market value because of that Right. Because of a stupid AI chat. Okay. Dan: Yeah, I don't know what happened, so you know well what they do. Dean: it's a new chat chat bot that, when you put in directions, it'll create graphics for you. Okay, Okay. I'll give you an example. A guy says can you give me a picture of Vikings? And it comes back and they're all black. Dan: Okay. Dean: Now. Vikings were the whitest people in the world. Dan: Yes, right, right. Dean: Northern European. Not much sunlight, you know. Dan: Yes. Dean: So, anyway, and that says show, give me a picture of the founding fathers of the United States. And there are a whole bunch of them sitting on that table and a number of them were black. So what? Okay, so just giving you the general context, that what's being reflected in the Google chat bot is the dominant political views of the organization. Interesting, isn't it so? And they're getting such backlash. Well, their stock valuation went down by 90 billion in about a week and a half, 90 billion they just dropped, you know, their stock value. Now I would interpret that as someone giving you feedback. Right, right. Dan: Right. Dean: Right, you know, because what a stock price is an estimation of the future value of something you know and what I realize is that now they're scrambling. They had everybody had to work all this weekend to correct the problem. But the problem isn't their chat bot, the chat. The problem is Google's dominant thought process. Okay, so what's being reflected in any organization's cloudlandia presence is what their mainland habits are. I mean I don't think you can communicate too much beyond what your dominant habits are as an individual and as an organization. Dan: Yeah, this is you know, and I wonder if that so you're thinking like the Google things as reflecting their own biases are coming through in the stuff that it's how do I? Dean: that they have a bigger game to change how people think you know I think they do. You know, and you know, and you know, and maybe they shouldn't be that ambitious. Maybe they should just change the way that they think. Dan: Yeah, there's no. It's so amazing to me that there really is no. Like it's difficult now to get objective stuff, to get objective information without that. You know I saw that sort of you see it coming through in the biggest companies like Google, all the media, the mainstream, meta, meta, yeah, that, you see the whole. You know I look at. I was sharing with you the headline, you know, when Donald Trump just won South Carolina by a landslide. You know over 60% of the votes, 39% to Haley, and the headline on Drudge was 40% of Republicans don't want Donald Trump. It was like, what an amazing like flip of not mentioning the historical trouncing that she got in her own home state. Dean: Yeah, yeah, yeah, yeah well, you know you know, in politics and in business the number 51 is really important. I tell people you know, when you own a business. There are two numbers that matter 51 and 49. 51 is the same as 100%, 51 is the same as 100% and 49 is the same as zero. Yeah, you don't understand the difference, the crucial difference, between 51 and 49, you're gonna have a rough life. You're gonna have a rough life. Yeah, and he has won three more tomorrow, and they were. You know, they were equal to the that he's been achieving everywhere else. He's now. There's now been seven states and he's won all seven. Yeah, but 40% of people don't want him. Dan: Yeah, 40% of Republicans don't want Donald Trump. That's right. Dean: Yeah, yeah, yeah. So the interesting, I think next Tuesday there's 15, you know, there's like 15, it's called. Super Tuesday Super Tuesday, yeah yeah, super Tuesday, and probably he'll be up by 22,. It'll be 22 to nothing by the end of Tuesday night, you know. And he said, and she'll be saying I'm gaining on him. Dan: Gaining on him. Don't give up yeah. Yeah, yes but it's like, it's like 22, 22 flesh wounds. Right, exactly, yes, I'm not dead yet I'm not dead yet Just a stump. Dean: no legs, no arms, but I can still bite you. Dan: Yeah, yeah, I can still bite you I can't quite. Dean: I can't quite figure out what her lawn game is by doing this short. You know her short term activity. I can't figure out what her lawn term plan is. Dan: Yeah, this. I mean what a year this is gonna be. It's gonna be a great year. Dean: This is a I think this is a tectonic shift year, and it's not just in the States. That happened in Argentina when we were down there, the new you know the new government that came in. It happened in Holland. It's kind of happening all over the world right now that people who know how to count are replacing people who don't know how to count. Dan: Yes, so amazing, Dan. I'm excited about the, about this, the 50. I'm excited to get that too. Dean: Yeah, I'll, I'll be in the office tomorrow and I'll have our tech team send you it. And it's just, you know, you just punch on it and it opens up and it's self-explanatory. There's it's called the top 50 tool. And then you know, you use 50 boxes on the first page and then you have a backup page that has 52 and you just start listing them and then you wanna grade them in terms of their priority as a habit, and then I think it fits in really well with what James is doing. Dan: Yes, I'm just that's the only habit I've established on there so far, but I think it's really, yeah, it's really, I think gonna be a great thing because you can anchor it to times, you know, like when you want to, when you want to establish this habit, like you were saying the dinner, the dishes, is what are you, how are you triggering that in measuring? So you're saying-. Dean: Well, you never lose if you do a habit that's from the past and it's not what you want in the future. You don't lose points if you do that. There's no losing points. You can only gain points, okay. Dan: Okay. Dean: So I've got a daily scorecard, okay, and like in the first 42 days, in. I've got a total of 122 points for you know, sticking to no snacks between meals. Dan: Oh good, that's great. So you're keeping like the tally of it. Dean: Yeah, I'm keeping a tally. And then when I go back to Buenos Aires and I said, next time I'm coming back and I you know, I don't remember exactly, but I added two or three more habits, you know, to it and as you're going through the day, you're becoming more and more conscious of your daily habits. If you do it 10 days in a row and you're tracking habits, the next habits on the list will suggest themselves to you. You don't have to go looking for them. You know you don't have to go looking for them, they're looking for you now. Dan: They want to get points they want to get points and they build. You get the momentum of the feedback too, right? Yeah, you know. Did Babs know what you're up to, or did she? Yeah, and just your observation. Dean: She's starting to do it herself. I mean, she was inspired to start. You know, start doing it. She won't do it to the maximum way that I do, because that's not what she does. But she knows she's with me, so she knows things will get better. Dan: Right, right right. Dean: Yeah, I'm around a good habit-forming person. I mean, that's just, I'll just hook on and I know things will get better, but anyway, yeah, and. But you know, what it's doing is that all humans are completely equal and that they only get 24 hours per day. That's true. Dan: That is true, your comment, the speed of reality. Dean: That's the speed. That's the speed of reality. Dan: Yeah, and I don't. I mean, it's funny when you say it. When I first started thinking about it I thought you know, is that too obvious? But it's, yeah, I think it's one of those. It's been right there. Dean: Well, the other thing that I can tell you a lot of the problem they're having in their life is they don't account for that truth, right? Dan: yeah, I think that's really the thing, right. It's tuning into the speed of reality and looking at the only times. The only time we can really have any action is today, and there's a hard stop. I mean, there's a hard stop on it that your sleep, you know, is a. There's no possible way for us to do anything tomorrow. Dean: Yeah, and the only impact you can have on yesterday is what you're changing today. Dan: Yes, and that's the thing I was having. So Joe Polish came up, came back with me from Palm Beach. He just left yesterday, but he spent three to four days with me here and I mean, we went through, we set up my total environment here for success, you know, in terms of eating, and we went through my kitchen and cleared out everything that isn't supporting the habit of future healthy being right, and we went through that kind of it was. So we were talking about the four C's two is the commitment, and then courage and capability. And so we went I don't cook and I've never cooked. I've never. You know, yeah, I've never cooked. No, don't really have any skill in that, but we went. Dean: That means that if we catch you cooking, we know something that's deeply wrong. That or? Dan: deeply right. I mean we went and got an Instapot. I don't know if you've heard of this device, but so the Instapot is a miracle vessel. I mean, you just put stuff in and push a button and then it cooks. It's like. So we went to the grocery store and we got some, you know, some organic chicken legs and chicken thighs and chicken breast, and we got some grass-fed ground beef 90-10 and we got some. We've had some. We've cooked the entire the whole four days that he was here. And so the thing is now I left this with a new capability, right Like. So now I've got and I said to Joe it's kind of like reframing. I think it's almost like getting back to my, to building a primal habit of going to the grocery store and hunting some dinner, hunting food. Right, go, hunt some chicken and bring it home and clean it and cook it and enjoy and eat it, you know, but how easy Rather than having food hunting you. Absolutely, that's exactly right. And so that capability, you know, like we, we literally just take the chicken, wash it some salt and pepper, put it in the pot, put some potatoes in there on top, whole, you know whole, just washed, you know, Yukon gold or gold potatoes, put it in there, press the button 11 minutes and it's the most delicious. Whole, you know whole, some. No, no oils, no anything. It's just so clean, right, You've got organic chicken, you've got the stuff, and it's delicious. And then we, you know, got on the pan. I learned some pan skills right Of being able to, just with some butter in the pan, you know, grass fed, organic butter, of course, and putting. We got some steaks that were like, thin cut. We got some pork chops that were thin cut, ground beef, all of those, just the same thing, just taking the meat, salt and pepper and a little bit of, if I wanted to add any spice or whatever to it, cook it on, you know, both sides, and there you go. We even chopped up zucchini and squash into little medallions and sauteed them in the in the pan. So this capability now of being able to see this is a better habit to do than well driving through somewhere, right. Dean: The big thing is that it's got a future reference, that you have a sense of who you'd like to be in the future as an individual. You know and you can only be that in relationship to the habits that you form right. Because you know, there's part of our day which requires focus. Concentration because it's new stuff, yeah, and therefore the habits have to be good. When we're not focusing directly on the activity, you have to have great habits, you know yeah and and yeah. the book I just came out with the great meltdown is that the US is the top country in the world because it's got the best widespread habits of people using innovative skills to lower the cost of money, lowering the cost of energy, lowering the cost of labor, lower cost and no country in the world can possibly match it. You know, yeah, yeah, the prices of things are up and down, unpredictable around the world, and but the US has a habit of always trying to lower the cost of anything. you know yeah and other countries don't have this, and so you know. You can see the difference between Canada and the United States right now. I mean it's really extreme. From the last time you were here, the difference the average per capita income in the United States is now lower than the per capita income of Mississippi. Dan: Wow, the United States, the in. Dean: Mississippi is number 50 and per capita income and the average. Canadian is now below, below the per capita is in the low Wow, yeah, I wasn't. Dan: it wouldn't have expected that. Dean: Yeah, and not only that, they don't freeze to death in Mississippi. Right that's exactly right. At least I got that going for them and that's basically. You can measure it from when the president, prime minister, came in, has been going downhill since this prime minister came in because he wants to save the world. Dan: Yeah, it's interesting, right, that's been funny to watch the. You know my algorithm, for you know, sending me things, video clips and stuff is now I get a lot of those, Pierre Polly. Dean: Yeah, yeah, smart guy. I had breakfast with him about five years ago. Yeah, smart guy, very smart, yeah, and from Alberta French speaking from Alberta, that's a pretty good. You know, that's a pretty good background. Dan: You know he's got a triple. Dean: That's a triple play Canadian that's a triple play for a Canadian. That's French, french. Dan: I mean that's, he's got it all covered because, it just doesn't get it. Dean: And then his wife is from Venezuela, she's a refugee. So she knows what a country gone wrong early looks like yeah, oh, that's funny. Yeah, yeah, and you know, so so anyway, but you can just see the difference that the United States is better at handling milk costs than Canada is. Dan: Yeah, wow. Well, dan, I'm excited, this is great. Seven days? Yeah, well, I'll tell you the tool I can promise you you'll have the tool by this time. Dean: Not this time, but by the end of the day. Tomorrow you'll have top 50 tool and just play around with it. I mean it's self-explanatory, you don't have to. There's no rule book that comes with it. You'll just play with it. Just remember, in every square where you put something, if you press the arrow it takes you to the criteria page. Okay, perfect. Dan: I'll do it. Dean: Yeah. Okay, then I'm interested in the teamwork between the top 50 tool and the Adams app. That'll be really interesting because I've been lacking a daily scoring system. You know, people won't stay with something unless they can score on a daily basis. That's the truth. Dan: That is true. Dean: Yeah. Dan: I can't wait. Dean: All right. Dan: I'll see you. I can't wait. I'll have it tomorrow. Dean: All righty. Thanks, Dan. I'll be on next week if you are, I am absolutely Okay. Dan: Okay, thanks, dan, okay, bye, bye.

In today's episode of Welcome to Cloudlandia, we reflect on serenity in nature and technology, drawing parallels between Cloudlandia and meticulously raked sand. Woven into our talk is AI and how it's changing everything, from Evan's course helping us out at work to all the crazy experiments shaking things up. We get into how innovation unexpectedly boosted my creativity, which we're calling "exponential tinkering". As our annual event nears, lessons in "exponential thinking" add to the anticipation of a reunited community and potential for growth. SHOW HIGHLIGHTS Dean and I explore the serenity of Cloudlandia and how it parallels the peacefulness found in Japanese Zen gardens, reflecting on the role of imagination in experiencing digital spaces. We discuss the success of Evan Ryan's AI course within our company and how it has encouraged experiments with AI across different teams. Dean introduces the concept of "exponential tinkering," highlighting how AI is revolutionizing the arts and content creation, with a nod to OpenAI's Sora tool. We contemplate the cultural shift toward immersive experiences like VR, while expressing skepticism about their long-term utility and appeal. Dan recognizes the importance of integrating existing consumer experiences to create innovative products, using Apple as an example. We highlight insights from Mark Mills' book "The Cloud Revolution" on the strategic importance of reshoring supply chains and repurposing shopping centers into logistics hubs. We compare Tesla's success to the sustainability challenges faced by other electric vehicle companies that are more dependent on government subsidies. We share anecdotes about the Soviet-era's illusion of luxury, and how modern-day explorers uncover the true state of Soviet infrastructure. We examine the declining enthusiasm for venture capital in the tech world and the concept of "cruel optimism" that can be prevalent in this sector. Excitement is expressed for our upcoming annual event, stressing the value of 'exponential thinking' and the potential growth of our community. Links: WelcomeToCloudlandia.com StrategicCoach.com DeanJackson.com ListingAgentLifestyle.com TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dean: Mr Sullivan how are you, mr Jackson? Dan: Well, welcome to Cloudlandia. I'm sitting out in my courtyard and it's a little bit of a cold, rainy morning. I don't know if you can hear the rain gently falling in the courtyard. It's relaxing. Dean: Do you have an? Dan: umbrella over your head. No, I'm in a. I have a covered, a covered area here that I'm sitting at about. I don't know what you call it, like a lamina or a loja, I don't know how it is, but it's a covered underroof thing, that's attached to my courtyard. Dean: What you're saying is that there's something between you and this guy. That's exactly it. Dan: I'm not getting rained on, I'm under covered, as they say. Dean: Yeah, well, it's sort of a poignant, almost like a Japanese. Stay right, yeah, this almost feels like a Japanese Zen garden. Dan: here I hear the like the little the water coming off the roof of a tile roof, so that it's very Japanese Zen actually, because the there's a spout that drains the water down into a drain. Yeah, so nice. Dean: Yeah, it's very interesting. When I was a teenager I sort of fell in love with Japanese culture. This would be early 60s, late 50s, early 60s and you know I read the literature, I looked at the artwork. I was interested in their architecture, their history, and then in my military. I was drafted into the US military and got sent to South Korea. And I'm an R and R. Rest and relaxation, that's what they called it. Dan: R and R I went to Japan. Dean: I went to twice, oh nice. And my memory is of being in the mountains, at a place where they really didn't speak English I don't know even now if they you know, having Americans who was part of their experience, but it was perfectly understandable. I mean, the hospitality was so great. But I can remember being in one of these little rooms where they had. They had sliding doors that would open up and you could see the mountain, you could see the water. And I remember it raining, but I was warm and I had tea. And I was sitting there and it sort of corresponded to what my teenage visions had been. I always remember that. Dan: That's great. I love it when stuff like that happens. Well, this would definitely be the kind of day that would be conducive to tea. Dean: And sitting out here. Dan: It was kind of a Zen garden that I have in the courtyard, so it's nice. Dean: Yeah, yeah. Speaking of Zen, there's a lot about the jump from the mainland to Cloudlandia that has a Zen-like quality to it, tell me more, tell me more, especially now with the. A lot about it, well, a lot about it. You have to imagine, in other words, that you only get as far in Cloudlandia as your imagination will go. I'm really seeing this. I'm kind of being a creative collaborator with Evan Ryan, still in his 20s, but he's been investigating artificial intelligence for the last 10 years, so he's well into it. So basically his adult life has been and he's got a very thriving business and he's got clients from all over the planet. But he wrote one book which was superb. It was called AI as your teammate and he put it together into a six-module coaching course for companies and our entire company went through that. Dan: Oh, wow. Dean: So it's six to our modules and just to the main. Purpose is just to get people over the hump that this is any scarier than any technology that they've already mastered. It's just a new technology. And it did wonders. It did wonders and I can see the last module was probably four months ago and I can see the investigations and the experiments that are going on across the company, each person sort of focusing on something different. And then Evan is writing a new book and I just shared an idea with him and maybe it be a topic that we would discuss today. But I said, there's all sorts of predictions being made by people about where AI is going and where it's going to take us, and both exciting and scary. The predictions are both exciting and scary and what I realized that all these predictions, no matter how expert the person tried to present themselves, was just one person's prediction. And more or less their prediction for everybody else was simply what they wanted to do for themselves, Right. Dan: Yeah. Dean: And I think Mark Zuckerberg and there's all sorts of people the big tech people and government people and everything, corporate people and I say you're trying to make this a prediction for the world, but it's only probably a prediction for you that this is the direction and what I realized is that there's an exponential breakthrough with AI and it's in the area of tinkering, which is a neat word, yes, Tinkering. So Evan and I talked about it and he's going to. You know, he's developing the idea as exponential tinkering. Dan: And I really like it. Oh, I like that. Dean: That's a good yeah, what a nice combination of words, because, there are kind of two words that are jarring when you put them together, that's very good. Dan: I like that a lot. Dean: Yeah, so what are you tinkering? Dan: with. So I'm tinkering with a couple of things right now and deep into the. Are you talking about technology things? Dean: No, yeah. Well, technology, or specifically AI, are you tinkering at all with it, seeing what it can do? Dan: I'm starting now to. Did you see the latest thing a couple of days ago? The release of Sora, the video creation tool. Now, that was OpenAI did that right. OpenAI has just I think it's only very limitally open to their top tier, you know, data users or whatever, but the demo reels of it you know, showing what it's capable of, and I mean it's certainly you see now where that's the final piece of the puzzle here, like two things have happened in the last 30 days that have really kind of cement where I see this going. I've been predicting here that 20, that you know, almost like the big change 1975 to 2025 will kind of look and the you know all these exponential improvements reaching the top of the asymptotic curve that there's You're using big words. Dean: Yes, so Asymptotic, asymptotic. I think that deserves a subhead for our listeners. Dan: Okay, Well, asyn, in math when you do exponential, it's exponentially increases, increases, and then it reaches a point where it's just marginally like improving slightly. You know, like there's not really the exponential leap, for instance, of going from. If we just take text, we've gone from, you know, writing it on papyrus or having people hand write stuff. Dean: Chiseled as on. Chiseled as in play. Dan: Whatever. And then Gutenberg was an exponential leap in that, but it got better in terms of when we were able to, you know, create digital photocopy and things like that, and we got to the text file where you could digitize text and that became a PDF. And now so everything you know, the functional like improvement in text, has really reached the top of. There's nowhere really to go from everything ever written available instantly on any device you have. And that same thing has been over the last 25 years, kind of cascading series of those with increasing complexity of them, right? I think it's not. That's the easiest thing to fully digitize is text. And then pictures were the next thing, that you could digitize pictures so we can transfer images, then moving pictures right? Audio, sorry, was next after text, audio images or images, videos. Now we're at the point where you know every piece of media video, audio, text or images is completely digitized. It's available on any device at any time you want it. And this next piece that's falling into place is the ability to generatively create, from description, images and videos that you can describe. And so when you take this Sora, and you take Dali and you take the all the things that are converging with the, with the AI, and we'll give them another two year runway, which would even sort of double their time that they've been in our world Mainstream they'll be fully cemented into the mainstream use. And then you look at what's happening with the release of Apple's new Air Pro goggles, or whatever they're calling them. Dean: Vision Pro. Dan: Vision Pro. Dean: And that is. You know everybody who's going to use any of this. Dan: Exponential tinkerers. Dean: Yeah, but that somebody who's doing it tinkerers. Tinkerers is just someone who's doing it for their own purposes. You know they're not trying to create something for anybody else, they're just for example, I gave you the example that I've had a real interest in. You know, I wrote a new book and I had. I was writing a new book and I had one chapter finished and it was how we put our company together, and the chapter was unique ability teamwork. That, basically, a fundamental difference between coach team members and other team members is that we everybody operates according to their own unique ability within unique ability teams. Okay, so that's that, but I've always had a fascination with Shakespeare. You know he's one of my five. Dan: Yes. Dean: You know, five lifetime role models Shakespeare, because he was not only a great poet, a great playwright, a great you know creator of, you know, creator of plays, but he was also a tremendous entrepreneur and he, you know, he created the first company that was self-sustainable and he created a new theater and everything else. So he was very entrepreneurial and seems to have made a pile through theater. And anyway, but I was always fascinated with the language form that was operating in London in the late 1500s and 1600s. So Shakespeare is 1560, 1560, 1660 years and it was called iambic pentameter and it was a structure where there's only 10 syllables per line. You get to the 10th syllable and then you go to a new line, and so I had one of my team members actually go to AI, go to chat GPT and say we would like to translate Dan's copy into iambic pentameter and it was back in 24 hours. Dan: You know came back and I was just fascinated. Dean: I was just fascinated with it because I thought differently about my own thoughts when I saw them come back in a different language form. In English but about a different structure. So I was sitting there, I was reading it and I gave it to some of our team and I said what do you think about this? And they said, wow, I get totally new thoughts from reading it. It's, you know, the basic ideas, but they're in a different language form. And I said now what I'd like to do is I hear it like it here. It's spoken, you know, by someone who was really great with Shakespeare's language. So it was a very famous actor who we have their recordings of, and so we open my team member, Alex Barley, who is British you know. So he's from the UK, so he has a feel for this type of language and he has a feel for theater. And then he worked with Mike Canig's, great friend of ours and. Mike. Mike gave him two or three other AI programs that he could take a look at and about four days later I get this wonderfully eloquent reading of a whole chapter in Iambic content and I listen to it every week. I listen to it every week and it does things for my thinking. Okay, and I've shown it to a few people. This is a you know. A number of people have listened to it and they're all say, wow, that's amazing. Dan: You did that. Dean: Why'd you do that? Why'd you do that? Dan: Why'd you do? Dean: that Just tinkering? I was just tinkering and I just. I kind of said you know, if I put this together with this and maybe put the two of them together with this, I wonder what it sounds like. And I have no intention of, I have no intention of going any further with it, but it really serves a purpose, that it really influences my own thinking and I've noticed that my writing has changed as a result of listening to this for three or four, three or four months, you know, I just I just get a different take on my own ideas. Dan: And. Dean: I call that tinkering, I just call that tinkering. Dan: I like that. Dean: And I believe that with AI, what you have, there was always tinkering in the technology world, but I think what AI does, it makes, it allows tinkering to be exponential. Dan: That's interesting. So there's, I'd say, yeah, you're, there's an artistry to it in a way. Dean: You know, in that there's, it's kind of like doing something for your own pleasure for your own yeah, and your own enhancements you know you see, you see an extension of a capability that you already have, but you can see new dimensions of the capability that you already have and that in itself is the reward, that in itself. And people say well, are you going to? You know, I tell people and they say oh, so are you going to actually produce this? And you know, you know like we produce our books. And I said no, I'm just doing it for my own reasons. Dan: I just like the feel of this. I just like the feel you know and. Dean: I do not think I'm unique in this experience. I think there's a hundred million people doing the same thing with something that kind of fascinates them. Dan: And I wonder if that's the artistic expression gene or something. I mean, that's our internal desire to chase our whims. Dean: You know, in a way, yeah, that's one of the great joys of the the reason I'm saying this is that we're always making the predictions about who the giant tech giant is that's going to dominate this and I said one I don't see it emerging. I think all of them are scrambling like mad so that they don't get left behind. But I don't think the idea of tinkering really exists in that world. You know quarterly stock prices, investments that's what they're looking for, you know, and everything else, but I don't see the dominant player, even. You know, even open. Ai is the dominant player. Dan: Have you had some experience? Have you tried the vision pros yet? Dean: No, I don't like goggles. Dan: I don't need. I mean I'm not inclined either. Dean: They're anti social. Dan: I wonder you know it's going to be. I know there'll be a lot of people at Free Zone next week that have them that are, so we'll get a chance to try that for sure. But I know my kenix has it. Dean: I know Leo as his one of the things that I always look at their past stage right now, but it'd be interesting checking their lives down six months from now whether they're actually using them. Dan: That's what I'm curious about, right Like it's so. Dean: I don't need to be first in with anything. Dan: Right, exactly, yeah, yeah, I think that this chasm it's getting, you know, I think it's getting wider and wider, this that there's even now, nuances of going deeper into Cloudlandia, because I think that's like immersively diving into Cloudlandia and I think that there's. Nick Nanton just posted a thing about some big movie director who was tweeted about. You know, just spent the day editing this is a feature movie, mainstream movie director saying you just spent the day editing in the Vision Pros with, in collaboration with his editor, on a big screen. They are theatrical, like movie screen size and just fascinated. He said. Dean: you know, no headache, no anything so I don't know, yeah well, where I think and I felt five, ten years, well, let's say five years ago when people were talking about visual reality, okay. Dan: Yes. Dean: And Peter Diamonis had a lot of proponents of this at Abundance 360 and I was sitting there and I said first of all, every everything that I've seen I find boring and the reason? because what you're seeing is the creation of one brain, and if it's not an interesting brain to begin with, the result of their creation of a VR program is exponentially less interesting. Okay, and what actual reality is good? You know, I look out in my yard and you have the same opportunity there. I look at them and I've got these seven giant oak trees in their yard, I mean they're a hundred, and ten hundred foot oak trees, and the reason I love those trees so much is nobody created them. There was no intention for this to happen. It was just a lucky acorn. Dan: Right the result of it. Dean: I mean they produce thousands, millions of acorns in our yard and it's just squirrel food you know, and and it's the nonintentionality that interests me, it's not the somebody's intention, okay, and one person's story really doesn't interest me for the first time if it doesn't include a lot of other people's stories you know, in other words. You're putting that together, so I don't know. I mean, I think there's a fundamental obstacle to all technological breakthroughs, and it's called human nature. Dan: Yeah, this is where that's. What I wonder, is the goggles? Them sound like it. Just it feels like, wow, this is a you know, unless we're at a point where I think the improvement of the vision pros is that you can actually see out of them. Dean: Well, you can see out of them and it's got the thing that I think is really going to make a difference, and that's all augmented reality. Yes, exactly In other words, you're looking at a real thing. Yeah, there are useful pictures, useful data, useful messages on it, and there's useful capabilities, in other words, there's like email and, I'm sure, the design. You know design tools and everything that you can do and that, I believe, is good, but it'll only, it'll take hold where the use of this speeds up an economic process that already makes money. But you can speed up an economic process. Dan: I'm seeing that, if everything is, you know, being shaped to drive us deeper into this cloudlandia existence here, that everything's happening in the goggles, that I was just had coffee with Stuart, my operations guy, and we were saying how it seems like there's a trend towards you know, I have you ever heard the term hostile design for architecture where the Starbucks one of the Starbucks here in Winter Haven just went under when it's 10 year renovation and they completely turned it into like a basket robin's? where it's all the character of you know a basket robin's. There's no sense of that third place kind of you know origin that Starbucks started with, where, when Starbucks was first getting started in the 90s, they had, you know, nice design, comfy chairs. It was inviting to come and get a coffee and sit and you know gather kind of thing. And now it's essentially designed with the hey, keep it moving, keep it moving kind of vibe to it. There's no, nothing about the chairs, the seating, it's just literally one long banquette with facing single wooden chairs. You know that, on and round table, so there's no comfort or invitingness to come and linger. Dean: Well, they commoditize, so you know. In other words, yeah they start off at very special places. Yeah, and you know you could go in if you could use it as an office, it could be your office all day if you were I think yeah. Dan: I think that's what happened is that post as we got into the last ten years where it became more, you know, wi-fi is ubiquitous and, you know, demanded in public spaces like that. That you know I was saying to Stuart. My theory about it is that in the 90s and early 2000s the internet was still a place that you had to go to right, like you, yeah, had to go to your computer to go there, and these third places were, of you know, an important part of you're putting that aside and you're coming to this third place to be there and as laptops and Wi-Fi and all these things made it possible that people could go and set up shop in the Starbucks and spend the whole day there, that became defeated, the whole purpose. It wasn't a third place, it was the place. 0:25:06 - Dean: You know, yeah, and the other thing it became every place. You know, I mean, when you commoditize, it's every place. And, and you know, I mean you know. And the other thing is that there was a fundamental change in the Starbucks culture and I can say exactly when it was. It was in the 90s and I think it was probably around 1995. They said there's a risky part of our future and that is we can't guarantee that we're always going to have good baristas okay, because the real right. The real skill I mean of Starbucks is who is? Where the baristas who can do the coffee, just right, and they said we can't. You know, it's too risky and that we become too dependent on these people, you know and they said we've got to make it mechanical and what they did immediately is that their espresso drinks, you know, whatever form it came in, was only 80% as good, but it was predictably 80. The moment you give away quality in order to achieve quantity, you've lost all uniqueness. Yeah. I agree, yeah and that's what they've done. And now the other thing is that they created their own competition because people seeing how a coffee operation works, they went to Starbucks University and got their degree, you know, and it probably take a year to do that and they went out and created their own independent coffee shops. So I think those unique coffee shops still exist, but they're not trying to take over the planet yeah, it's really. Dan: It's interesting. I'm looking for places like that, but you just it's kind of a sad thing. It's almost like you've talked often about the, the black cab knowledge of the drivers in London that they have London, I think London. Dean: London, birmingham and Manchester, I think they have, but the black cabs are the best cabs in the world. Yeah, okay, they're, just there's nothing to compare of what an experienced black cab driver with the black cab experience in the world. There's just nothing like it, and it takes you three years of dedicated study to even pass the test to become a black cab driver, you know and it's very interesting that all of that now can be. You know, anybody in their Honda Civic equipped with their iPhone, has the knowledge right on their phone well, actually it worked out, it didn't work out in London right, because Uber came in and they said well, you know, the Uber guys got it, but they have no feel for the city right and yeah, and so within six months of Uber coming in and actually threatening black cab developed its own Uber software, so now they have the Uber software plus the knowledge of the driver yeah, right it's like AI, an AI program defeating world champion, chess champion okay, yeah and within a year, the chess champions just said okay, we've upped the game and now it's us, plus our AI program, against each other. Dan: Yeah, it's very. You know, it's a-. Dean: Humans are infinitely smarter than technology. Dan: Yeah, it's a fascinating time to be approaching your 80th birthday right now too, you know, looking into the next decade here. Yeah, what are you guessing and betting on for the next few weeks? Dean: I'm betting that people's grasp of their past is now their trump card. Okay, that the future is completely and totally unpredictable, okay as far as I'm concerned. I mean, I think you could predict the future more in the 19th and you know the book you gave me, the 1990, the great change I would think was called the Great Change. If I think back to 1950, where I was alive, I think that the first grade teacher and I had a first grade teacher in 1950, sister Mary Josephia. Sister Mary Josephia, sometime, first grade she says the reason why you're learning this now reading, writing and arithmetic is that when you graduate from high school because nobody went to college in those days- you know, you left high school and you went and got a job. She says everybody's going to be looking in the job market at how good you are at reading, writing and arithmetic and showing up on time and finishing what you start and saying please and thank you and everything else. And she was totally correct. In 1962, exactly what she predicted was true. Okay, so try a first grade teacher in 2024, can she predict anything about what a first grader will experience 12 years later? Dan: Yeah, no chance yeah. Dean: And that's just a general condition on the planet. I just think the future is no longer predictable. So what's the unused resource? The unused resource is your past. Dan: Say more about that. What do you mean? The unused resource? Dean: Well, first of all, it's unique. I mean, if I sat down with you and asked you questions about your past and it went on for a year day in day out for a year. Not one thing that you say about your past during that year is anything but unique to you. That's true. Yeah, exactly that's where all the raw material is for creativity. It's not in the future, you know and it was so funny because I remember four or five times in abundance 360, peter would invite in people from Google, okay, and they had these moon shots, okay, and what was interesting about them? They were predicting new things in the future that hadn't been imagined yet, okay. And it seems to me like sparse ingredients, but it was what they were up to and there was presentation after presentation and they had videos on YouTube and everything else. And I said is there any customer experience in this? No, there was no customer experience. They were just making it up, you know, and they were sort of, and these teams were in competition with each other who could come up with the most convincing thing? That didn't exist. And then I kept track of it and over a 10-year period they shot all those projects down. They never went anywhere. Dan: Wow, yeah, they never went anywhere. Dean: Yeah, and I said, all you do is let's find three examples of things that people are already enjoying, and can we put them together in a new way and create something new where people already have experience? With at least a third of the new thing you know, and that's what Apple does. Apple never does anything. First they sit there and they say MP3 player, napster, making money doing this Internet. Let's put the three of them together and see where they go. Dan: Yeah, that's smart. They were doing triple plays and didn't even know it. Yeah, well, maybe they were, Maybe they were yeah that's your clever observation of it, right, exactly, yeah, put a framework over it. Dean: There's a great technology thinker by the name of Mark Mills, and he wrote a really interesting book called the Cloud Revolution. Okay, and it's really worth a read. Okay, and what he said? If you go backwards 100 years and you look for all the major technological breakthroughs that have more or less been the mainstream of the last 100 years, he says they you always discover it was never one thing, it was always three things. Dan: Oh really. Dean: He uses the radio, he uses electricity, he uses internal combustion, he uses cars, he uses airplanes, he uses, you know, motion pictures and all the major things air conditioning and everything, and he shows the three things that went together before the breakthrough was possible. Oh wow, and part of the reason is you're putting together already existing habits. Dan: Yeah, that's really. You have to piggyback on something that somebody's already doing, right. Dean: Yeah, that gives them their existing habit, even though you're adding. You know you're adding factors that are two other habits. But you have to get people something solid to stand on before you ask them to take a step into the new. Dan: What was the name of that book? Dean: again, it's called the Cloud Revolution. Okay, the Cloud Revolution. Yeah and he uses an interesting example and this is a prediction he's making for the future. He said, with reshoring take place. So that's one factor the supply chains are going to get shorter and shorter in the future, because COVID sort of proved to everybody that relying products that came from a hundred different places and required 5,000 miles of ocean travel to get to us wasn't reliable for the future products you know, foods and everything. So what? The major thing is that you're going to try to have supply chains were important with things as close as possible to where the customers are. And he said that's one trend. Okay, that's reshoring, that's that process of bringing your manufacturing and your industrialization back to close to you. That's one factor. The other factor is no longer obsolete shopping centers, Okay. And he said let's suppose that you just take every obsolete shopping center and you turn it into a combination of warehouse, factory and distribution center, Okay. Okay, All the existing infrastructure is built in. That's already zone. It's got huge parking, it's got some massive, big spaces like the big anchor stores, some massive big spaces. You already have delivery docks, you have truck docks that go underground and people go yes and everything. And he says but it's obsolete for the purpose it was created for. But he says if you think about it as a nexus point for trade supply routes in other? Words the raw material will come in and then supply routes going out to the actual customers. And he says all of a sudden you got a new use. But people are used to shopping centers, people work in shopping centers, you know and everything else he says well, you know, and they have major, usually they're situated where there's major transportation routes, there's major highways, there's, you know. I mean probably the best shopping centers are in places that have, you know, highway access. They have air airline, you know, ups, and so that he says just look, look at a lot of stuff that already exists. Put it together in a new way and people's habits already supported. Dan: That's smart. Dean: Yeah. Dan: I like those things, so that fits in with the whole. Jeff Bezos, you know what's not going to change in the next 10 years model, looking not at what's going to change, but what's not going to change, because that's what you can anchor on. Dean: Yeah, it's kind of like I'm just watching all the EV companies, the electric vehicle companies, with the exception of Tesla, because they've got a unique, established niche. I don't think any of the other companies that are based on a profit motive are making that forward, shutting, cutting back. Volkswagen is cutting back, gm is cutting back, everybody's cutting back, because they're losing anywhere from $30,000 to $70,000 on a vehicle and it doesn't look like it's going to get any better. Okay, and then, but what made it unnatural is the fact that you had to have massive government insistence for it to even get off the ground. Dan: Yeah, you just kind of hit something on the head there, because Elon Musk has definitely thrown his hat over the fence on electric vehicles and it is dominating the market for it, because he's all in on that, which is something that Ford and Volkswagen and all these companies can't do. They're not, they're only like dabbling in the electric vehicle markets, you know. Dean: Yeah they did it because there were massive subsidies, there was math, you know, and the states like California were mandating. You know, you know, and by 2035 we won't have any fossil fuel vehicles. Okay, and you know, if the strong arm of government's gonna come on and just forbid the alternative, well, of course we're going to invest our future in it. But those governments are going to be thrown out. I bet the government in California is throwing out within 10 years, I mean you know, by the way, that that just reminded me of something. Dan: I just watched the Tucker Carlson interview with Putin. Did you see that? Dean: Yeah, Parts of it. I saw a part Okay. Dan: Yeah, yeah, nothing extraordinary about that. That wasn't what I was getting to. But while Tucker was in Russia, he did a series of short Videos that were just kind of exploring what is it actually like in a, you know, post sanctioned Russia that you know, yeah, since they put sanctions in place and you know, and it was funny because he was describing, you know, like every visual that we have of, you know, communism in Russia is, you know, empty shelves and limited supply and limited Choice and utilitarian things. So he went, he did a interesting series where he went to a Russian Supermarket to see, okay, so what is it like like? What's day-to-day life like in Russia under sanctions during wartime? And it was, you know, the most fascinating like grocery store where you go in and it's the shelves are stopped with Everything you could imagine, all these things. It's a beautiful, clean store, very modern. Everything about it was amazing. They filled up their basket with what would be, you know, a week's worth of groceries for a family of four kind of thing, what you would get if you were kind of feeding a, a family of four and they, you know, found everything. They they wanted a beautifully you know, fresh baked bread, all the staples that you could need. They filled them all up. They all him and the producers kind of guessed that they would have, you know, $400 or 400 worth of groceries if they were buying it in America, kind of thing which was their frame of reference and Turns out they got all of that stuff for like a hundred and four dollars is what it's what it costs. Dean: Yeah, don't you find it fascinating that he found the one supermarket in all of Russia where that was. Dan: That's what I wonder. That's what I want. Dean: No, that's not you think he went there just have passers-by on his own, I don't like to go. Oh yeah, yeah, the Soviets had one in Moscow. It was right near the Kremlin. It was called gum GUM, if you look it up on Wikipedia. Huh, capital G, capital U, capital M, and you went in and it was just well-dressed shoppers, everything you know, I think that's that's might have been where he was. That might have been it, oh yeah, and it's, and it's a show place, it's a show play and that's what they found when they found out the history of it. Shoppers would go in and they would come out the front door and then they go around the block, go through the black door Backdoor and give back everything that they had bought, and then it was restocked on the shelves. Dan: Oh boy. Dean: They were all actors. Dan: Oh, wow, very interesting. I wondered the same thing, because they did. He went to a subway station that he admittedly said was the most beautiful. So we never seen a subway station as nice anywhere in in America and it was. They showed the footage of it. You know, beautiful artwork and chandeliers and steam, cleaned cleanliness and, no, no graffiti, all of those things. And it did have the sense of. Is this a show place? Because there's an interesting YouTube channel. There was a gentleman from the UK and his channel is called bald and bankrupt and what he does is he goes just solo with a single camera and he was touring all these Soviet Territories. All the outposts, you know, like that were the height of the thing, to compare, and every one of it is Just like everything is run down. And you know all of the Soviet Union, you know post Communism is completely, you know, run down. And what you would expect, right, what you would that, your Vision of it, and I think that you kind of just hit it on the head. That's that it's more likely. Dean: That's like a show place or a yeah that that subway system was put in the 1930s. Okay, they had the boss of it, was cruise ships, cruise ships came in the fame Because he put in. But there was. There was no Limit on cost and there was no limit on how many people died. Building, they asked, made about 20,000 workers died. Putting in the subway system Okay and and, but if those are not cost you pay any attention to, then you can build anything in the world. But, if you wanted to go to another city and see the subway, they wouldn't let you do that. You could only see the subway. That they, because subways were a bigger deal you know in the 1930s or 1920s. Then they are now. You know, because most people don't use the subways. But in Europe, you know, where people don't have cars and they live in very dense populated areas, subways make sense. I mean 80 percent of the Public transportation in the United States I'm talking about buses and subways and commuter trains is the greater New York area that once you get outside the New York area, only 20 percent of the public public Transportation public transportation exists because everybody's got private transportation. Dan: Yeah exactly right. Dean: I mean you got your own. I mean you got a plush Travel vehicle called the Tesla X. You know it's kind of neat. You don't use it 99% of the time, but it's nice having you know. Dan: You know what I said. I was talking about you. Yesterday the I was had to drive somewhere that was about an hour away, just over an hour Actually. Dan said a new high watermark for my migration north. I went just about a half an hour north of I for the first time since. What's it like? Dean: I mean do you need oxygen? Dan: I mean you know I was using the self-drive, which is just name. You know it's only in named and as it has a nervous breakdown if you take your hand off the wheel for more than 30 seconds at a time. But I said you know Dan Sullivan has it figured out. Dan Sullivan has had self-drive since 1997. Dean: You've had true self drive, self automatic, self drive you know it's an interesting thing, but what I notice, you know I'm just developing the reason. This thing about the past is interesting because I'm writing my new quarterly book right now and it's called Everything Is Created Backward, and what I mean everything that sticks is actually created by starting with the past and picking the best of, and I think three things is really a formula. I mean, there might be things where it's five things, but I think three is useful because you can go looking for three, okay, and what I'm seeing is that the tech world has basically ground to. A lot of people don't know this, but the investment part, the venture capital part of the tech world, has just hit a wall. I mean, there's a massive amount of money available, but nobody wants to invest it because so many things promised as new things in the last 10 years really haven't amounted to anything. It's about, I think about less, maybe around 10% of IPOs. You know, initial public offerings have panned out Okay. That's a high risk that you have a nine you know, a nine to one chance of losing your money if you invest in something new, and I think the hype factor for getting investment has lost its energy. Dan: Yeah, that's changes everything. This changes everything, oh that's no good, then that's a sure sign that it's doomed. Yeah, this changes everything should be your signal to run away. Dean: Yeah, and you know I mean, but it does change everything for certain individuals and this is the mistake. It's like Joe Polish calls this cruel optimism. Dan: You know cruel optimism Okay. Dean: Yeah, and he has a great take on this, and he said that that when it comes to you know, because he's very interested in addictions and how one gets off an addiction, and he says there's thousands of predictions that if you do this and do this, you get a work for you. And he said what's true about it is it'll work for somebody, okay, but it's their willingness for it to work that actually makes it possible. And so there's a lot of human agency to things turning out the way you want. If you take complete ownership and it has to work for you, probably it'll work. But if you think it's going to be done to you and you don't have to do anything probably it won't work. Yeah, that's a very yeah, but I thought it was. But he says it's very cruel Because when it doesn't work and it doesn't work, and it doesn't work, your addiction gets more powerful. Dan: I said to somebody I've been talking about. I've often talked about the difference between, in marketing, a slot machine versus a vending machine, and that's a great analogy. It's often the way that most businesses take on marketing. They put money in the slot machine and they pull the lever and they hope that something happens and they're surrounded in a room by all the other entrepreneurs. Dean: Yeah, we got two out of three. Or we got two out of three oranges. Dan: We got a trend going here, that's right, so everybody's pulling their slot machine and they're all in the same room and somebody hits the jackpot and they all flock over to that machine. Look at the crowd, See see, see, it works. They're like yeah, trying to do the same thing. And then you know every all the testimonials that you see. That's exactly what that reminded me of. It's cruel optimism that sometimes see it does work, but they're usually talking about something that happened quickly and to a great extent and once. And it's not the same as the predictable vending machines. Not every time I put in the dollar I get $10 out. Dean: But you know, one of them has. One of them comes with a dopamine factor and the vending machine doesn't come with the dopamine factor. Dan: That's the truth, isn't it? Yeah, but we're all seeking that excitement of the the lot machine. Yeah, it's a cruel optimism, that's funny. Dean: I think it's a good. I think it's a good title. You know, he everything but and. But. It has that somebody else's formula for the future is going to work for you. You know, so I have a. You know I have a little saying that in order to create a more, bigger and better future, you have to first start by creating a bigger and better past. And the reason is the past is all yours to work with. The future is nobody's to work with. Dan: Right. Dean: Yeah, and so my feeling is the greatest breakthroughs with the new vision pro, you know and you know the other AI technologies that are coming along with it is that my feeling is that the best breakthroughs for this will be actually an industrial work, where you're actually dealing with existing engineering. You're existing with existing infrastructure and I think quality control is going to go way up, as people can check out every system you know and they look at, you know they go backstage, they go into a boiler room and they can do a check with their goggles on of every piece of machinery and they have a checklist, does this check and does this check and nothing gets missed. And I think it's going to. The great greatest breakthrough is going to be an industrial quality control. I think that's where it's going to be most used Wow and warfare. I mean all the 35, the latest jets. They operate as six pilot, six plane units. And all, every one of the pilots is aware of the other five pilots and what they're doing. Okay, and they operate as this six person unit, their radar allows them to see 500 miles out in all directions. Okay, and they can see any threat coming, probably two or three minutes before the threat sees them, which makes a big difference, you know. So yeah, somebody said, all breakthroughs happen in three ways, all human, technological breakthroughs. Number one is weaponry. Okay, that's number one, number two is toys and number three is porn. Dan: So there's a triple play right there in the making. Dean: There's a triple play. I mean, if you can check off the box, if this is good for warfare, it's good for play and it's good for porn you got yourself a winner. Dan: Oh my goodness. Dean: That's funny, I like within three days. The biggest complaint about Apple's new vision pro was you couldn't do popcorn on it. Dan: You can't I mean, it's funny, isn't it? That's the way, that's the thing, oh man. Dean: Now, instead of being horrified by that, you're being told something important. Dan: Yes, exactly that's great. So this, this is the week, dan, this is our yeah, so we'll be in. Dean: Orlando at the four seas, in Palm Beach at the four seasons. So Thursday evening will be arriving there. I've got all day Friday completely free. And but we already have Saturday for dinner and Sunday dinner in the calendar with others who have requested it. Dan: Okay so so I got lots of time. Okay, so that's my plan Initially. I may come down Friday then, but Saturday was when I was going to arrive, so maybe, let's you know, put Saturday lunch for sure, yeah, if that works for you yeah, yeah, yeah, yeah and yeah. Dean: So we're completely, you know, completely flexible with those days All my materials for printing have to be in by Tuesday this week. Dan: Okay, so you're gonna. You're a relax and it's all underway. Dean: Yeah, it gets printed out of Chicago and it'll be sent to the team when they get to Palm Beach. It'll be in the four seasons and they'll just have all the materials for the workshop. Dan: Yeah, I'm looking forward to it. Okay, well, worst case scenario be Saturday at lunch, maybe Friday. I'll come down on Friday, okay. Dean: What'd you get? What'd you get out of today? Dan: Fascinating, I think this whole. I like this idea of the exponential thinker. Dean: I think that I will be there. You should chat with him about it. There's so many people. Dan: I'm looking, really looking forward to seeing everybody it's. I can't believe it's been a year. Dean: You know, yeah, yeah, yeah. So there, anyway, I think we're gonna have a good. We're gonna have a good, a good event. We have about 70 free zoners and we have another 90 guests. Dan: Oh my goodness, wow, okay, great. Yeah, so hopefully that will yield some new free zoners too. Dean: Yeah, okay, dean, see you on Saturday. Thanks, dan, bye, and just let Becca know, you know, and she'll work things out. Dan: Okay, that sounds great, okay, okay, thanks, bye, bye.

In today’s episode of Welcome to Cloudlandia, we embark on a reflective journey through the lens of history. We examine the perceived hardships of modern life compared to past decades like the 1950s and 1960s. Drawing on personal experiences, I note how some aspects of the human condition remain unchanged despite technological and social evolution. Shifting to practical topics, we discuss strategies for leveraging intellectual property, especially during economic downturns. Adapting to changes and maintaining resilience emerge as significant when transforming ideas into tangible assets. SHOW HIGHLIGHTS In this episode we reflect on how technological advancements have transformed personal and societal challenges compared to past decades. Dan examines the prevalence of mental health discussions in contemporary society versus the silence around such issues in the 50s and 60s. We explore the philosophical implications of our tech-saturated age through the ideas of Italian philosopher Augusto del Noce on atheism and technology. Dan and I question if the abundance of knowledge and advancements in AI truly contribute to happiness or complicate our understanding of the world. We consider whether technology, like virtual reality, adds new dimensions to life or repackages what has always existed. discussions on the military's use of advanced technology, such as eye-controlled systems, and its trickle into civilian life. We share insights on the transformation of media consumption habits and the strategic benefits of converting intellectual property into tangible assets. I underscore the importance of adaptability and resilience, especially when leveraging intellectual property during economic challenges. Dan and I share personal experiences, noting that while the geographical footprint expands, human connection and existence remain constant. We ponder the impact of innovations on our daily lives and the need to adapt to chase tangible achievements in the face of technological change. Links: WelcomeToCloudlandia.com StrategicCoach.com DeanJackson.com ListingAgentLifestyle.com TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dean: Mr Sullivan, Dan: Mr Jackson, Dean: it would be a tragedy if these calls were not recorded. It really would. Dan: That would be the truth. Dean: Isn't it nice? Dan: that they're automatically recorded and we don't have to remember to do it. Yeah, just feels organic, so welcome back. Yeah, it's been a few, a couple of weeks here. Dean: Yeah, you know, here's a, here's a thought that I was just pondering, that it seems to me that, as cloud by India expands people's real world experience not real world, but mainland experience they're both. Mainland experience seems to be more challenging and seems to be, in some cases, more vaccine and more traumatic. Okay, do you have some exhibits? That's my thought, that's my cheerful thought for the day. Dan: Do you have some exhibits for your argument? Dean: Well, there's such an emphasis now on meltdown, people having nervous breakdowns, which I don't remember at all growing up, you know 50s 60s? I don't remember any talk like this, but now it's constant, every day. You know people. Dan: And it's everywhere right. Dean: Like now this is. Yeah, I mean everywhere that I know it's much of the world in humanity that I don't know, but everywhere I know, it's not so much that the people that I'm talking to, our experience, and it's not that it's a narrative. You know that. You know these are the most trying times that humans have ever had, and I said well, first, of all. I don't even know how you would know that you know? Dan: how would you know? How would you know? Yes, I mean, if you haven't been there, you probably your knowledge of 150 years ago is probably pretty slim. Dean: How about the dark ages? That would have to be pretty yeah. Dan: Well, I, you know, I don't know, you know, I don't know. Dean: I mean, I think it's a comparison, and I think somebody's got a point to make. When they say the dark ages. Well, they probably weren't dark for the people who were in the dark ages. They probably weren't dark for the people who were in them. Dan: Right, exactly, that's so funny. Dean: Well, the Roman. Dan: Empire seemed to have a pretty good time, didn't they? Dean: Yeah, well, you know, life is life. You know, you know, and yeah, it's a discussion I have with people who are talking about the future and I said I'm going to guarantee you one thing about the future is that when you get there, it's going to feel normal. Dan: And we're going to. It's funny. Dean: I think that would be disappointing to a lot of people, because they think that the future is going to transform them. And I said well, not anymore than the past. Did I remember how? Dan: to find the old. I would say these are the good old times. Yeah, like that's the reality. Is wherever right now. It's just the distance of it right Like if you're thinking. You know, in the past, that was just a reflection of a moment in the present. At one point you know, yeah, well, the reason was we were thinking about the future. Dean: The reason was we were. We were at Genius Network this week and the subject of Apple's new Provision goggles came out. Okay, I don't know if you've experimented yet I haven't. And not, but they said this is going to change everything. Dan: And I said wait a minute. Dean: You're in a half. Ai was going to change everything. And you know I got up this morning and you know my life doesn't feel that much different than when the day before AI was introduced. Yes, at. Dan: GVT. Dean: Yes, and I said and so I began thinking about that that you're using basically a Cloud Landia phenomenon to save. That phenomenon is going to change everything. And and I said, well, you know, I mean who's talking. I mean my question is who's talking? Maybe it's going to change you, but you know, for most people there I mean half the world won't even know about it 10 years from now. Dan: Yeah, like that's. You know, it's so funny. It reminds me of the. You know, how do you? It's like asking a fish how do you like the water? Yeah, yeah, they don't have any recollection of what you're reading. The water, yeah, gen Z is now. You know, all the Gen Zs have no idea about a world without Internet and social media and everything on demand. I mean, they have no idea about there being three channels on TV that broadcast everything to everyone at the same time and not when you watch what they put out. I mean, that's pretty, it's pretty amazing, right, and it was in black and white. Dean: In black and white, on a dream. Dan: Yeah. Dean: You had to jiggle with the antenna to make sure that you're receiving that day. Yeah, you didn't think anything strange about it, that's just. You know, that's just what you had to do. Dan: Eating your TV dinner and it's tinfoil plate and your Jiffy popcorn. Dean: I remember those as being quite tasty. Dan: Yeah. Dean: Isn't that? Dan: funny though, dan. I mean, I do think about that a lot. I just I extended the southerly boundary of my footprint on the planet a couple of weekends ago. I was down in. Miami, in Brickle, at Giovanni Marceco's Archangel event. He invited me down and yeah, so it was just a you know another world. You know expand everything happening. You know people bustling around all in there, certainly a lot of traffic, every you know on the mainland things are Largely status quo, you know, and getting more. Dean: Yeah, you got to pick your time. You got to be more intelligent about picking when you decide to travel these things you know, but I got a feeling that's been that way, you know, Since we could transport ourselves. But I think the question I have is. What is it about, the president? That's not okay with you you know, and. I did this diagram, which I'm going to develop into a thinking exercise. I love that. Yeah, and it's, and I think you've seen it, I think you've seen it and what I have is a sheet of paper and the diagram goes from lower left to upper right. Okay, and down at the bottom there's a little circle and that's at the upper left. Upper right is a bigger circle, and underneath the little circle is here, and under above the Bigger circle in the upper right-hand corner is there, and then I draw a line that's got an arrow head you know, it's a straight arrowhead and it's called striving. Dan: And I said I'm. Dean: This is a portrait of your entire life. I'm going to tell you your as entrepreneurs. So I'm just going to tell you your entire life is. You're here and you're striving to get there. Striving, I said how many of you remember, this is the way it was at 10 years old, 30 years old, some of you 50 years old. I can remember 70 years old. Okay, that was just what I say. So let's say you start at 10 and now you're 60 years old and One thing is absolutely true you have a lifetime, 50 year habit every day, lifetime habit reinforced, of being here but striving to get there. I said so With that very pure habit in place. What do you think the chances are? At 60, you're going to be there. Dan: That's it's so, it's profound Right, but it fits in with the cap and the game too, in a way. Dean: Yeah, so actually 10 years ago. The reason I'm bringing this up is 10 years ago I Decided that I'm there and now, the job is not to get anywhere. The job is just to expand the quality and quantity of the there that I'm at mm-hmm okay and, and I had this exercise and you did, which is called your best decade ever, and I decided, when I look back, that I've achieved more Between 70 and a couple months, 80 70 to 80. I've achieved more in the last 10 years than I did in the previous 70 years. Dan: And what do you? Did you set out with that as your intention, or did you know? Is that my? Dean: intention. I just made a decision. I remember that 10 years ago, when I was 70 and yeah, there was, if you remember, there was a big party and I mean, how can I forget? Dan: you just recently forgave me for lying to you. Yeah there was a. Dean: Dirty lying culprit Involved in that and I love him in spite of that. Dan: I love, there we go, thank you. Dean: Thank you and anyway, but I was reflecting that I'm there, you know, I'm there and there's no. And it shows up in two ways, dean, and it is that I've noticed, and I this just occurred to me one day, because people say Would you like to meet so-and-so, and I said not really right really, and I don't have any particular reasons, it's like yeah, somebody said who's the person that, if you could, you would love most to have dinner with and I said Jackson. I said, certainly someone I know, certainly some what I know knows. You haven't met them yet. And I said, nah, I can't think of anyone you know. And they said yeah, but you know, yeah, I mean, is there anyone in the you know that's gonna be different in the future and I said yeah, but that just that's built into the formula. I said you know, every year we bring you know close to a thousand new entrepreneurs into the program and I know a lot of a thousand there's gonna be. You know a handful of them that I really get to know and they're you know, they're bright, they're exciting, they're ambitious, they're creative, they're doing all sorts of interesting things. I so, just as matter, of course, I'm gonna meet them and they said no. But you know, I mean, would you like to meet Taylor Swift? I said no, what would we talk about? And somebody was gonna introduce me Actually the I was described to this person. That person said I'd really like to meet him and it was a famous politician. They'd like to meet this guy. And so they said would you call him because he'd really like to talk to you? And I said but I don't have anything to say. He may think of a reason for meeting me, but I don't have any reason for meeting him, you know. And I've got so many really bright people that I know. That I'm having great conversations with I don't you know, I don't really want to. It would be a lot of effort, you know a lot of effort. Yeah it would be a, it would be a guess and a bet. Dan: Where I'm working with I'm working with guarantees, you know so. Dean: Anyway. But the other aspect of this where's the place in the world? You haven't been yet. I said can't think of any. You know that you'd like to really go to. I say I can't think of any. Right you know, maybe when I'm in London I'll head in the northwest direction rather than you know the other directions. Have already gone in to see what's five or six streets away and I know in. London. You're in London, you're always running into something new. No longer, no matter how long you're there, you're doing that. So I've got those two things and I think it's a function of the decision I made 10 years ago. You know that there's nobody I particularly want to meet. There's no one, a particular Place that I want to go, and I think the reason is because I've decided that. Dan: I'm there. Do you know? What's so funny, dan, is that is very similar thinking to what I did in 1999 with the. I know I'm being successful when I'm thinking about that. It's being is the state of being here. You can only, you can only be in the present doing it's being right being yeah, it's really interesting. Dean: I've been reading this several volume series by this Italian philosopher, truly a philosopher. Augusto del noce died around 1990 and it's on atheism. As it seems, that is Last 25 years of his life. He was just zeroing on this one subject of atheism, which is kind of a new thing on the planet, you know, goes back the beginning of it is maybe 400 years ago and it probably coincides when we to have the tools and we started to have a financing to do things scientifically, you know, and people notice that as they, they develop scientific concepts and then technology enabled them to measure In a way that they hadn't been able to measure. They discovered brand new things and they just said, since we have this growing ability and it seems like it'll grow forever why do we need God? So, why do we need heaven when we can create our own heaven here? And that was a guess in a bet and it's. It Seems to me that they haven't really been successful. But anyway, I was, I was just. I've read a couple of them twice and I'm on a new one right now, and he's just introduced this vast universe of different thinkers who contribute some aspect To what we would call atheism today. You know which is essentially the denial of that One there is a God and number two, that a God is needed. You know that perfectly okay, ourselves. And and since I've been writing that, I've just been increasingly aware of the topic, the subject I started the conversation with, on my part today. Which was, it seems to me, as we develop these incredible technological abilities. So there's no question that AI. I don't know anything about the new ones, so I don't have any opinion on it, but to that it's not making people happy right Like perfect. Dan: You know, there's great words that I heard Peter Diamandis talking about one time a perfect knowledge that you can see that we're moving to a place where we're wearing let's call them sunglasses now you know like goggles, not the big thing that apple just put out, but that's if we liken that to the first cell phones that were those big brick Cell phones. If we, you know, link that down to, if we take the progress of those, you know VR and AR, you know goggles to be more like, you know, super thin Sun glasses that just look like glasses and we couple that with the advancement in VR or in, you know, ai, in our pocket or attached to our Wrist or whatever, however that goes, that we will reach a point where we know we would have access to knowing everything about everything that's known by visual or auditory cues, right like being able to walk through A city and have, through facial recognition, everything about a particular person, or to walk through a forest and see every, you know, animal butterfly, you know all of those things then there's not going to be any mystery of things. I think you know, like if you just Fast-forward these things, the speed. Dean: Friction is what you're getting out of Peter D Amonus saying this. Dan: I'm saying, I'm looking, what Peter D Amonus said he was the one that I first heard say those words perfect knowledge and I'm translating it into when we're headed now, where we see that it's not too far of a stretch to see the combination of chat T AI and the, you know, ar Sunglasses augmented or virtual reality Sunglass or glasses to be able to view the world through those lenses and have reflected up on the screen or in front of us All the data about somebody or about anything that it sees. You know, it's really almost the way. You know, the need for the more friction Involved ways of gathering knowledge would have been like if you had to let's say you saw this amazing Flower or something out on a walk you'd have to remember, remember it or draw or make notes of it. Then you'd have to go to the encyclopedia you know a botany and you'd have to go through, or even go to the library and look in the dewy decimal card catalog system for Flowers and look for a book that you could scan through to find that maybe somebody has documented what this particular, what this particular flower is. The friction of gathering knowledge was so, you know, so involved in friction, and the more that you Knew, the more that you could store in your, in your brain. That was sort of a measure of Intelligence, right, or a measure of the fact that you knew stuff. That's an advantage for Things. But now if we get to a point where everybody has perfect knowledge, you don't. You have to look at it and see okay, that's the, you know Whatever that, whatever that is, or that person is this, or this product is this or that I'll get you. Dean: I'll give you someone who has a yearly experience of I'm very smart. You know him Peter Steven Poulter. The. IVF doctor and he says you know the thrill of being in this field because the all, basically most medical breakthroughs happen in the Pregnancy and like the first year of life. So most you know if you watch where the money goes and Medical science, it has to do with pregnancy, conception, pregnancy, birth and then probably the first year of life and the other one is the last 12 months of life. Okay, and that's Experimenting to see if we can keep someone alive. You know, beyond, yeah, normal and he says that. He says from my perspective as a Doctor and a scientist, he said every year it seems to me that we know 10 times more About pregnancy because he's an IVF doctor and vitro realization, and he's a great you know, and the Statistics gathered by the US government Indicate that's true he's in the top top. You know five and and he says but the problem is that when you know 10 times more, you're is set with the 10 times greater Universe of what you don't know. Dan: That the 10 times new knowledge has opened. Dean: Yes, yes okay. So, and I was just pondering this, as people are saying well, dan, have you tried out? There's a new provision, yet I haven't. Dan: I said no, I haven't. Dean: I haven't answered two questions. I don't have the answer to two questions. They said what's the questions? I said does this Experience a provision? Does it increase or decrease? Dan: I bet it just where would you put your main line, dopamine? Yeah, you don't even have to move your hands anymore. Dean: Yeah, yeah, that's the first question. The second thing, the second question I have if I don't do it, am I missing anything? Dan: I, you know. What's very interesting too is that to me, the visual that I'm getting also is that Even chat, gpt and all of those things are decidedly backward-looking, meaning it's only trained on what's known knowledge. Dean: Yeah, I'll actually. All creativity is backward-looking. Okay, I mean if it's worth anything, you know. Dan: I mean. Dean: I mean, the apple is really great at this, because apples never first to do anything, you know as right. Dan: There's a highly valued. Dean: You know on a consistent basis they're most highly valued corporation in the world. But they've never actually Done anything new. Just do what already exists a lot better. Dan: Wow, yes, so you wonder what is? So the probe and there is anything new. Dean: What I can see about the provision, because the goggles already exist. It's you know, it's an upgrade on you know what, palmer, lucky probably created the bag and then, you know emails already. They say you can do emails with your eyes and you know you can do search with your eyes. Dan: You can you know everything else. Dean: But I said, these things already exist. They're just pulling together and integrating something that wasn't able to be done. That the same time, you know, and you know it's really pricey, I mean it's, you know, I mean it's reassuringly expensive. They've tried other goggles how much is your program? Reassuringly expensive, that's that I'll tell you. The sales team is gonna have that line tomorrow. It's what? And they say, well, why is it? Reassure me? And I said you know, you know who's not going to be in the room. What they're doing is already exists with the US Air Force, and then All the pilots, that everything they, those pilots, do, is done with their eyes. They have this screen. That's not a screen. I mean, there's no screen, but they see a screen. They see the and they operate with five other planes. So almost every Mission where they sent one of the new hyperjets, the pilot feels himself as a group of six. He's a member of a group of six and he can tell exactly what the other five are doing. You know he doesn't have to turn. It said he doesn't because he can see it on the screen. Plus, he can see 500 miles in all direction. This is all done with the eyes. These pilots have to train themselves to do Everything with their eyes. Well, that already exists. You know they're bringing that down to a civilian, civilian thing. But you know the whole question I have are the stakes big enough that I would teach myself a new skill? Dan: Mmm, right, or does it fit, can you? Well, that's it right. This is. I've been Test-driving, by the way, dan the, and it gets good reaction. They can I. Is there any way for me to get this without doing anything Is a good place to start. Dean: Well, check your limit on your card. Yeah, and first of all it's an anti-social activity because you're putting goggles on, so nobody's going to be around you when you have your goggles. But Mike Kenix was there the other day and Mike said you know, he says you have your mind, has no grasp of you until you've done it. And I says that's fair. I said that's totally fair. I understand that the question Is there enough of a compelling offer that I would even want to have experience? And I think that would be measured measured in the mainland, not in, not in Kauvalandia, I think, whether it was worse. I think whether anything is worth it. It really has a function. Does it register? Is it measurable? Progress in the mainland, right, I think you're right. Well, I'll give you an idea, your studio, your great studio which, yes, we'll have our will have a copy of in September or October of this year. I'll see that the team is in there now. We have eight studios. I have eight studios and they're gonna be you know, up-to-date technologically and and but the thing that compelled me to, first of all, for us to Follow your lead and really investigate what your studio is doing, one of our team members whose key to the Execution here came down to Orlando you know, yes you're. And went there and they said it's fantastic and they're very helpful and they'll help us any way we want, and. But the thing was suggest how much you get done in the mainland was what prompted us to look into it. Dan: Yeah, I mean, that's it's so. You know, that was kind of that before you brought it up, even thinking, I remember the day sitting in the cafe writing in my journal about okay, I want to start doing more video stuff, and asking myself the equivalent of that. You know thinking, because I'm definitely trained in thinking who, not how. But I caught myself really going down a how path of thinking okay, what do I need? You know, at least two of these. I need two cameras, I need lighting, I need what am I going to have for the background? I was already visualizing how I would rearrange one of the rooms in my office to be the, you know, always ready studio kind of thing. And then it really dawned on me about that that it's already there. Is there? That's the equivalent of is there any way I can get this without doing anything? And we literally went, you know, straight there and set up, signed a contract and recorded the very next morning. I mean, it's just so funny that the pressure not allowed and I realized that was you know. I was at the end of the 12 weeks. I signed a 12 week contract that. I had already, you know, I had 12 weeks worth of content in you know, created and already documented, and we hadn't even reached the point of what one of those cameras would cost. Dean: Like. Each of them got three cameras that are $6,000. Dan: You know the microphones are $1,000 each. The that sound for the studio environment. I mean the whole thing, the software, the all of it. It's a crazy thing when you really start thinking about it's the only way to do this without doing anything, and that's part it's so parallel you know I've been talking about. Imagine if you apply your self SELF, sphere is things around you. Is there somebody else as a service or someone that you know that could just do this without you having to do anything? Dean: Yeah, the thing is that I'll you know, I can think of some team members that. I'll encourage and we'll you know we'll finance it. Have some finance. Who would be interested in looking that provision and see what application it would have to the normal course of business, of speeding things up, making things easier, you know, and everything, and so funny. I was having a conversation with someone and he said I mean, he was texting you know and about. We were with him for about two hours and he probably texted you know 15 times to our hours and received text and you know and to our he's excuse me, I just have to take five minutes to do this. And so I said what would you see on the average day that you're involved in texting busy? And I said, and I suspect, if you do it on five days a week, you actually do it on seven days a week. Dan: Yeah, exactly. Dean: I don't think you take a weekend off from this habit. So so anyway, and he says well, you know, a light day is maybe a hundred texts and you know, a really filled, filled up day is 400 texts. Dan: And. Dean: I said you know that you're lower number, 100. That's more than I've done in my lifetime. Dan: More than more texts than you've done. Yeah, yeah, 100. I haven't done 100. Dean: I haven't done 100 texts in my lifetime. I mean, yeah and it's, and that would be 95% to Babs, you know and you know, and mostly I use emojis. I've become very Egyptian. I can do. I can do hieroglyphics with emojis and I can get a message and I like it. You know thumbs up times three. You know times. Dan: Smiley guy with sunglasses you know, I mean, you can do a lot of creative work with emojis, but except that we're apart. Dean: The only reason I'm doing this because we're apart, you know we're not in the same location, otherwise we just chat. But the thing is that this person, when I look at what he gets done, I get sometimes more done than he does in a day, certainly in a week or a month, you know, a week, a month or a quarter I get 10 times more done and I don't do any of it. You know, I don't do any of that stuff. Dan: Yeah. Dean: I bet. That's part of the I mean it's not profitable productivity, it's the feeling, it's dopamine busyness yes, I agree 100%. Dan: That's exactly where I that's what I've been catching myself, you know is this is really taking a look at that and realizing how much of this is, you know, really counterproductive. You know a lot of ways. I was saying I had a breakthrough blueprint at celebration last week Monday, Tuesday, wednesday and we were talking about, you know, 19,. I was bringing up the idea that you and I had been talking about the 25 year frames, and you know we're talking about your 70 to 80 best decade ever, and how. You know, three years I'm going to be 60 and then it'll be 20. The next 25 year framework I'll be 85, you know. So, looking back 28 years ago you're not discussed like that takes you all the way back to, you know, 1996, 1995, whatever that, whatever that is and realizing that everything that we look at right now that is so important to our lives wasn't even in existence. Then you know, like we, I still remember in 1997, when internet was just starting to become mainstream and it was definitely a place out there that you went to go to. You know you would go to the internet from your primary world on the mainland and it was a distraction, it was something it was starting to dip into. Maybe you know TV time or something that you would do otherwise. And then I remember, you know, gradually it became more and more, and 2007 I view as the tipping point, when we started with the iPhone bringing the internet with us and the app world becoming vital functions for going through our days. And now we're at a point where it's so woven into our existence that it's like water and we don't even remember, you know, I mean, all the talk now is what would happen if the grid went down. Indeed, dan, what would happen if the grid, the internet, went down? Not the power, not electricity, but let's say that the network goes down. So many things would be, you know, so many things would be messed up. We don't know how to survive without it. I was joking about that article. I remember, in the New York Times or GQ, I think it was magazine had a journalist that they sent, you know, to try and survive in New York City for a week where their only means of contact with the outside world was the internet see if he could make it. And he searched, you know, in this bulletin board, and he found this restaurant, this Chinese restaurant that had a menu and they would. You could order delivery on the internet, you know, and he slowly survived with those things. But now it's so exactly the opposite that it would be challenging to survive in New York City a week without the internet you know, it's just so how things have switched. You're the closest thing you're the closest thing I know of to being, you know, amish in the I've been involved in it. Dean: Yeah, I mean yeah, and one is, my life is not that much different. I mean, I certainly made use of the technology. I mean there's no question and I enjoy the. You know, I enjoy the internet and I mostly enjoy it for YouTube, I would say YouTube yeah, because I can get really in-depth, one-hour explanations of a particular topic you know, and Peter Zion is very good at his eight minute, 10 minute, 15, very, very good at it and. I really enjoy that. And then I'll watch all the action scenes out of Denzel Washington's new Sicily film, you know and. I mean, you don't have to watch a whole Denzel Washington movie to get the essence, you know it's about 20 minutes of really hardcore violence, you know. Dan: Yeah right. Dean: And he, you know, and he wishes the other person hadn't gotten him into this situation. He says no, I was just going about my life here. You know, it would have been better if you left me alone but here we are, you know and you got about 10 seconds to decide whether you're going to live or not, you know. So I'm just looking at my watch right now and three seconds to say you know, and I enjoy that, it's like a little you know palate, you know refreshing. And then I'll go back and I'll look at some question that occurs to me. I wonder you know what happened in this historical situation? Sure enough, you can find one or two or three you know, yeah movies, or you know videos, or something on the internet. you know and you can do that and it's very conducive for my ADB brain to have that activity and people say well, how much. You read a lot. No, I told people you know I haven't watched television at all, and Joe I. It'll be six years that I haven't watched nothing. All the football. I haven't watched any of it, Nothing. I haven't watched anything, but what I've discovered is that no football game has more than 10 minutes of action. And so I just watched the highlights. And then I don't want to see the highlights for the other teams, I just want to see the highlights for my team. That's about six minutes. And I said, geez, all those games I spent watching hour after hour on television. I could have gotten 10 or 15 of the men and the time it would take to do it, but you know, you kind of zero in on what's the dopamine part of the exercise. You know the activity so, but I resist the notion that this is going to change my life. I just resist the idea. Well, this changes everything. And I said, well, you know, speak for yourself you know, change anything for me, right? Dan: And we're both tourists. Dean: We're both tourists, yes, and we will sacrifice no pleasure for something new. Dan: Right, oh man, that's so funny. Dean: Any existing pleasure. We will not put that on the table as a bet. Dan: Yeah, we like our current pleasures, that's right. Dean: Oh yeah, so you know, and the thing is, the world is made up of all sorts, and so you've got to have the people who are, you know, the people who are just crazy nuts about the future, you know and you know, and there's people who say well, you know, as far as human nature goes, I haven't seen anything particularly new in 79 years. Right, interesting, I'm not saying not interesting. I just haven't seen a lot of new stuff happening with the fundamental change in people. Dan: Right yeah. So how are you? How are you looking at your next best decade ever? You're months away, days away. Dean: Yeah, the big thing is that we've discovered a great capability in the last two years, and that is that our thinking tools, coach tools, seem to translate easily into patents. Okay, so we started in April with a big batch. We you know we put in dozens of applications and they're starting to come in and we've got 12 now since April, we've got 12 patents and these are, you know, these have asset values. They're like every patent is like you created a house, you know, and it's got a marketplace value. The moment you get the asset, you know, you get the you know notification from the patent bureau that this is now a patent. And there seems to be something good about our thinking tools. You know strategy circle, pre-focus and buffer days. There seems to be something about our thinking tools that resonate with what they consider to be a patent. You know, something that can be granted a patent. So this is very exciting, because all we're doing is taking stuff that's been created over the last 35 years and giving it an asset value beyond just getting paid for it in workshops, you know. So it's it's growing and we're not doing that. It's a whole team of other people. We just write it a check. And you know a year later, we get back an asset that is, at the minimum, 10 times more you know, greater than our investment. Dan: I mean that's you know 10 to one in a year is pretty good to return that investment. Dean: So I'm very excited about that because we just have vast Dean. You can't believe how much stuff we've got in the store room. You know just a sheer number of ideas that we have and all of them are popping up in my mind. We're going back through documents I created 25 years ago. I said, geez, that was a great idea, but it had no present use so it didn't have a value. But here you can take everything and increase the value. I would say, the next 10 years, the amount of asset value we will create in intellectual property and on patents will equal the total amount of, will be the total amount of revenues we've created since 1989. Wow, yeah. So that's what I'm excited about. Dan: Wow, and that's where the program is. Dean: That's where the program is going. I mean, Dean, if you went through all your, all your notes, all the notebooks that you created and everything else. I bet there's a gold mine there that it can't. Dan: No, I understand that intellectually, I understand that there's lots of that. I get that. I just I can't. When I have a hard time wrapping my mind around is to what end? You know like. I wonder what the. Dean: If you were ever in, you know. First of all, that tells you that its property is the fact that you can barrel against it, not that we need it. Dan: Right. Dean: And I will tell you, we had this scamper a little bit during COVID and we had this scamper a little bit during the meltdown in 0809 where we lost the bottom of our program. I mean the revenues for the people who were at the lowest level. We just instantly lost it, you know, for a year and a half or two years, and unfortunately we went into our own reserves, our own personal reserves. Dan: Absolutely. Dean: And we could. You know we could finance the company but it was nervous. Used up weeks of her time you know, I don't want to hear you just call a number and you say I'd like to. You know the way it's all set up now with the, you know, the appraisal companies and then the loans loan companies. It's all set up and we'll get to know all those people. So the assessed value is up to date every day, and so it puts you in a position where your cash confidence. I like the game that the strategic coach represents and I just wanted to go on and on, and I don't want to be, wasting time with nervous crises, right exactly. Dan: Yes, it's a good way of putting it nervous crises, that's a. Dean: Yeah, yeah, I mean, there's creative crises, but the nervous ones I could do without, right? Oh, that's so funny. Is there any way I can solve this problem? By doing nothing? That's right, I'm not doing anything. Dan: Well, that's as close as you could get. I guess, when you think about it like that seems to me perfect knowledge. Dean: Yes exactly All this numbers. Dan: Yeah. Dean: I don't get the value of knowing everything you know I don't get the value of instantaneously knowing what would. Yeah, and besides, we already created that technology. Dan: Who was that? Who was the famous? You know the old story of the gentleman that said he doesn't need to know those things. He has a button on his desk and whenever I need to know anything I'll push that button and seven men will show up in here and one of them will know the answer to what I'm looking for Henry Ford yeah it was Henry Ford, that's right. Dean: Yes, I could summon someone, but we've already created the technology for perfect knowledge. And you're going to say, dan, what is the technology? Dan: for perfect knowledge. Well, what is it? Dean: Dan, it's called God. Okay, so they don't have access to it. But they said, no, we're going to get off, we're going to get away. You know, and I'm not joking here, because when you read these books, you realize that it's a desire not to be dependent upon at all, upon the entity that created you. And I said, well, I'm okay with it, right, right. And they say, well, it's like you're dependent upon God. And I said, hey, well, first of all, I'm very comfortable to know that he exists, or she, whatever, in this transgender age Anyway. But I have a feeling. You know, I've had a feeling since I was a kid that I'm connected to something that's transformative and it's way above my ability to know things, and you know I'm okay with that, I don't lose any energy over that, but I think there's this one of the. In reading these many books on atheism I automatically translate. When I read a lot that is very deep subject and a person has spent their whole life doing it I always think is there some aspect of this that I can just capture and write a quarterly book on? And it came to me after I've been reading El Noce, the Italian philosopher, for about a year and what I came to is a title. I always go for the title. Dan: Yeah, of course that'll see. Dean: Yeah, and the title is atheism is very hard work. Dan: Oh boy. Dean: It's very hard work. Yeah, these guys people were atheists just have to. I mean, it's 24, seven. I tell you there's no harder work on the planet than being an atheist, oh my goodness. Because they're on the lookout for anybody who even suggests that there's a God, and you know it, they get angry and they you know they have to get into an argument. I said, geez, that's a lot of work, that's a lot of work. Dan: Yes, it's so funny, dan, and observant and true, it's like those things. It's funny. It's like those isms, right, like veganism. Yeah, you know, yeah. Dean: I mean you can't sleep, compel even jelly. I mean you can't relax, you can't sleep. I mean isms. Dan: I mean you know except quick start ism. Right, yes, you watch Dan Tucker Carlson's interview with Putin. Dean: Yeah, I think Tucker Carlson did himself a lot of good, uh-huh. Dan: I think so Absolutely. Dean: Yeah, I mean, he wasn't any different with Putin. Dan: You know, I mean, this is the guy who's gonna get you thrown off the top of the building. Dean: You know he didn't see many more you know, yeah, he's got more sex than he is with anyone Anyone. You know he just Right, right right. As a matter of fact, there's a couple of situations where he just kind of broke out laughing. Yes, exactly. Dan: I can't believe. Dean: You just said that. Dan: Right, but it was very interesting to hear Putin's history lessons. You know, going all the way back. Dean: Yeah, well you know, you gotta look at it from their point of view. They are the easiest country historically to invade. I mean they have about 13 different gateways where enemies can send their troops. It's a flat country, you know. Dan: Yeah. Dean: I mean US has 3000 mile moat on the east and they have a 5000 mile moat on the west and they've got pot smoking Canadians on the north, you know, I see their no threat, oh my goodness. And then you have the Gulf of Mexico and the Caribbean on the south and then where they're connected to Mexico, it's 200 miles of desert mountains. I mean you can die before you can get across that thing. So the US, but Russia is just the opposite. I mean not only can people invade, they've been invaded 50 times since his 800 number, you know, whatever the year is. I mean Right, they have real honesty, got reason for being paranoid. Dan: Yeah, it's so funny. I thought it was funny when he was saying how you know, he asked about joining NATO. I thought to myself because this isn't the whole purpose of NATO to protect against Soviet expansion. Well, let's get in on that. Why don't we join that too? Dean: But you know you got to look at it from his you know, I mean you don't have to agree with his point of view, but you at least have to know what his point of view is. And if I was his point of view, I mean he was born to nobody and he you know. Through diligence and hard work he got to be a colonel in the KGB. And I have to tell you if you were in the Soviet Union before it collapsed there was no more better job and status in the world than being, you know, a, you know, up and coming officer in the KGB. They got to travel, they had their own stores, they could have somebody arrested and killed. You know, you know pretty easily, and everything else I said you know. You can see it. He took his career, took a real drop when the wall fell. You know so well. Dan: Dan, we said it all. How do we do it? How do we do? I mean, we said it all really, but there's always knowledge though there's always more. Dean: That's exactly right, yeah, the one thing about what knowledge is being made up on a daily basis, so I don't know how the word perfect fits in there, right? I mean, we just created over the last hour, we just created some new knowledge. Dan: That's exactly right. That's what. So it's visually like. It's really interesting. That's my vision of that. It's future blind. You know that GPT it's all only feeds on what's already been created. Dean: Yeah, you know but there's still got to be some, if technology had feelings, which I don't think it does. I think AI should be more nervous about humanity than humanity should be nervous. Dan: Right. Dean: What are they going to come up with today? You know? I mean I feel like we've got it all organized every night and you know, at the morning and the morning we get back and the rock is down at the bottom of the hill again. We've got to push it up. That's so funny. That's so funny. Yeah, I think it's technology that's trying to keep up with humanity, and not the other way around. Dan: Well, I'm excited, dan. It's almost a couple of weeks. Yeah, we've got a calendar date. Dean: Yeah. I tell you we're going down the Thursday before we're arriving in the evening of the Thursday before. So, we've got Friday, saturday, sunday, monday. I think we got four days and we're at the four seasons. Dan: Yes, that's great. When are you leaving? Dean: Wednesday, the day after you know the day after the yeah, yeah, okay, yeah. Dan: So we will have some time. We're on track. Dean: We're on for next week. We're on for next week I like that, okay, perfect. Yeah, great Dan, we'll have a great week then. Great Dan, I will talk to you next week. Dan: Thanks Okay, bye.