Podcast: The High Performance
Published Date:
Mon, 25 Apr 2022 00:00:40 GMT
Duration:
1:18:35
Explicit:
False
Guests:
MP3 Audio:
Please note that the summary is generated based on the transcript and may not capture all the nuances or details discussed in the podcast episode.
This week’s episode is a conversation with Greg Hoffman, leader, creative and author. Greg worked at NIKE for almost 30 years, his last role being Vice-President of Global Brand Creative and Marketing Innovation. Greg shares with us how being a bi-racial man who was adopted by two white parents shaped his life. His relationship with NIKE first began when he saw they were the only advertising company, using people of colour in their advertisements.
He offers not only what it takes to be a leader in a global brand, but how to be a great one. He has a focus on empathy, understanding and empowering others. To be a great leader, Greg argues that you should never compromise soul or personality, but get rid of everything else in your way.
Greg's book 'Emotion by Design: Creative Leadership Lessons from a Life at Nike' is out now.
- - - - - - -
This month on the High Performance Circle... Oli Patrick joined us on The High Performance Tour 2022 and gave a great keynote on the three things you can do to improve your wellbeing and operate at the top of your game. Plus, ultra runner Simon Dent explains the performance benefits and common lessons shared between business and exercise. Sign up now to watch: www.thehighperformancepodcast.com
Also, check out our new weekly addition The Monday Motivation Newsletter. The purpose of Monday Motivation is to connect more regularly with you! We want to give Circle members a bit of inspiration, motivation and purpose at the beginning of each week. Whether that is a few key things to consider when facing the upcoming week, reading recommendations or ideas to think about when listening to the weekly podcast episode. Sign up now. Just go to www.thehighperformancepodcast.com
Hosted on Acast. See acast.com/privacy for more information.
###PODCAST EPISODE SUMMARY###
**Introduction**
- The episode features Greg Hoffman, a leader, creative, and author who spent nearly 30 years at NIKE, eventually becoming Vice-President of Global Brand Creative and Marketing Innovation.
- Greg shares his experiences as a bi-racial man adopted by two white parents and how it shaped his life.
- He emphasizes the importance of empathy, understanding, and empowering others in leadership.
- Greg's book, 'Emotion by Design: Creative Leadership Lessons from a Life at Nike,' is now available.
**Key Points**
- High performance involves meeting, achieving, and surpassing one's potential while making those around you better.
- A high degree of self-confidence and self-awareness are crucial for high performance.
- Attention to detail is essential, even for seemingly minor aspects, as they contribute to the overall quality.
- Empathy, curiosity, and a willingness to take risks are key ingredients for a life of innovation.
- Emotion is a powerful tool for connecting with people and telling compelling stories.
- High-performing teams are characterized by curiosity, a willingness to learn, and a desire to make a positive impact.
- Building trust with athletes and other collaborators is crucial for successful partnerships.
- Failure is an inherent part of innovation and should be embraced as an opportunity for learning and growth.
- Nike's culture of embracing failure and incentivizing risk-taking contributed to its success as an innovation leader.
- Creativity is a team sport that requires collaboration and respect between creative and business teams.
- Focusing on solving problems and fulfilling audience aspirations is essential for achieving business growth.
**Conclusion**
- Greg Hoffman's insights on leadership, creativity, and innovation offer valuable lessons for individuals and organizations seeking to achieve high performance.
- His emphasis on emotion, empathy, and teamwork provides a refreshing perspective on leadership in today's complex and interconnected world.
**Summary of the Podcast Episode**
**Title:** Unleashing Emotion: The Art of Creating Meaningful Connections Through Design with Greg Hoffman
**Guest:** Greg Hoffman, author of 'Emotion by Design: Creative Leadership Lessons from a Life at Nike'
**Key Points:**
* **Empathy, Understanding, and Empowerment:** Greg Hoffman emphasizes the importance of empathy, understanding, and empowering others as essential qualities for effective leadership. He believes that leaders should never compromise their soul or personality but should strive to remove anything that stands in their way.
* **Speed and Agility:** In today's digital arena, businesses need to eliminate the culture of waiting and permission. Speed and agility are crucial to adapt quickly to changing consumer behaviors and market trends.
* **Breaking Silos and Fostering Collaboration:** Hoffman advocates for breaking down silos and encouraging cross-functional collaboration. By bringing people together from different disciplines, teams can expand their peripheral vision, generate better results, and foster a high-performance environment.
* **Visualization and Storytelling:** Hoffman emphasizes the power of visualization and storytelling in conveying ideas and concepts effectively. He believes that creating a visual representation of an idea, such as a movie poster, can help people understand and connect with it more quickly and easily.
* **Self-Development and Training:** Hoffman stresses the importance of investing in self-development and training for teams. He encourages leaders to create opportunities for their teams to explore new ideas, learn from diverse perspectives, and bring those learnings back to the organization.
* **Transference and Innovation:** Hoffman highlights the significance of transference in innovation. He believes that ideas often come from outside a company's sector, and it is the leader's responsibility to identify and incorporate these external influences into their strategies.
* **Attention to Detail and Looseness:** Hoffman emphasizes the need for attention to detail and the importance of loosening up to discover new territory. He believes that leaders should strive to create designs that are intentional and evoke emotion while also allowing for some level of freedom and creativity.
* **Passion and Vulnerability:** Hoffman stresses the importance of passion and vulnerability in creating meaningful connections with consumers. He believes that brands that feel most human and relatable are the ones that resonate the most. Leaders should encourage their teams to reveal more of themselves and be vulnerable to build trust and camaraderie.
* **The Price of Innovation:** Hoffman acknowledges that innovation often comes with a price, as not all ideas will be successful. He encourages leaders to create a culture where failure is seen as a learning opportunity rather than a setback.
* **The Power of Three:** Hoffman advocates for the power of three in creative problem-solving. He suggests presenting three solutions to a problem, rather than just one or two, to foster a more thorough discussion and arrive at the best possible outcome.
* **Involving Clients and Communities:** Hoffman emphasizes the importance of involving clients and communities in the journey of creating products and services. By listening to their needs and incorporating their feedback, leaders can create solutions that are more meaningful and impactful.
* **Self-Knowledge and Understanding:** Hoffman believes that the true prize in competing and winning is the self-knowledge and understanding gained along the way. Leaders should strive to learn from their experiences, both successes, and failures, to grow and develop as individuals and leaders.
### Podcast Episode Transcript: Greg Hoffman, Leader, Creative, and Author###
**Summary**
This episode features Greg Hoffman, a leader, creative, and author, who spent nearly 30 years at Nike, eventually rising to the position of Vice-President of Global Brand Creative and Marketing Innovation. Greg shares his unique perspective on leadership, creativity, and the importance of empathy in achieving high performance. He emphasizes the need to be empathetic, curious, and never play it safe, but to instead play to win. Greg also discusses his book, “Emotion by Design: Creative Leadership Lessons from a Life at Nike,” which offers practical guidance on building stronger emotional connections and realizing one's potential to do so.
**Key Points**
* **Empathy, Curiosity, and Playing to Win:**
* Greg emphasizes the importance of empathy, curiosity, and never playing it safe in achieving high performance.
* He believes that leaders should be empathetic, understand what others see, and find things that others don't to better serve people.
* Curiosity helps leaders look outside themselves and bring diverse inspiration into their work, leading to greater achievements.
* Playing to win means being on the offense and constantly innovating, rather than playing not to lose.
* **The Power of Three:**
* Greg introduces the "power of three" as a guiding principle for effective leadership and creative thinking.
* He suggests that leaders focus on three key areas: empathy, curiosity, and playing to win.
* By mastering these three elements, leaders can foster a culture of innovation and high performance.
* **Emotional Connection and Legacy:**
* Greg highlights the importance of creating emotional connections with customers and stakeholders.
* He believes that brands that can tap into emotions and tell compelling stories will be more successful in the long run.
* Greg defines legacy as improving the lives of others and emphasizes the impact one can have through their work.
* **Sacrifice and Failure:**
* Greg acknowledges the sacrifices he had to make in pursuit of high performance, particularly in terms of maintaining close relationships.
* He also discusses the importance of allowing failure and viewing it as a necessary part of the creative process.
* Greg believes that failure is the price of creativity and that leaders should encourage their teams to take risks and push boundaries.
* **Creating a Culture of Creativity:**
* Greg emphasizes the importance of creating a culture that allows all kinds of people to feel like they belong.
* He believes that leaders should foster an environment where people feel empowered to share their ideas and take risks.
* Greg highlights the example of Nike, which managed to create a culture that fostered creativity and innovation.
**Conclusion**
Greg Hoffman's insights on leadership, creativity, and high performance provide valuable lessons for individuals and organizations seeking to achieve excellence. His emphasis on empathy, curiosity, and playing to win, along with his focus on emotional connection and legacy, offer a comprehensive framework for success. Greg's personal experiences, including the sacrifices he made and the importance he places on allowing failure, further illustrate the challenges and rewards of pursuing high performance. Ultimately, Greg's message is that leaders should strive to create a culture where all individuals feel valued and empowered to contribute their unique talents and perspectives.
# Greg Hoffman: Emotion by Design
**Episode Summary:**
This week, the podcast features Greg Hoffman, a creative leader, author, and former Vice-President of Global Brand Creative and Marketing Innovation at Nike, who shares insights from his book, "Emotion by Design: Creative Leadership Lessons from a Life at Nike." Greg emphasizes the importance of empathy, understanding, and empowering others to become great leaders. He encourages individuals to stay true to their soul and personality while eliminating obstacles that hinder their growth.
**Key Points:**
- **Empathy and Understanding:** Greg highlights the significance of empathy and understanding in leadership. He believes that leaders should genuinely care about their team members and strive to understand their perspectives and challenges.
- **Empowerment:** Greg advocates for empowering others and providing them with the necessary resources and autonomy to succeed. He emphasizes that leaders should trust their team's capabilities and encourage them to take ownership of their work.
- **Authenticity:** Greg stresses the importance of authenticity and staying true to one's soul and personality. He believes that leaders should not compromise their values or beliefs to fit in or please others.
- **Eliminating Obstacles:** Greg encourages individuals to identify and eliminate obstacles that hinder their growth and progress. He emphasizes the need to let go of limiting beliefs, fears, and distractions that prevent them from reaching their full potential.
- **World-Class Basics:** Greg emphasizes the significance of mastering the fundamentals and consistently delivering high-quality work. He believes that leaders should focus on executing the basics exceptionally well before attempting to innovate or implement complex strategies.
**Additional Resources:**
- Visit the High Performance Podcast website: [www.thehighperformancepodcast.com](http://www.thehighperformancepodcast.com/)
- Sign up for the Monday Motivation Newsletter: [www.thehighperformancepodcast.com](http://www.thehighperformancepodcast.com/)
- Purchase Greg Hoffman's book, "Emotion by Design: Creative Leadership Lessons from a Life at Nike": [Amazon Link](https://www.amazon.com/Emotion-Design-Creative-Leadership-Lessons/dp/1633699265)
**Overall Message:**
The episode emphasizes the importance of empathy, authenticity, and empowerment in leadership. Greg Hoffman encourages individuals to embrace their unique strengths, overcome obstacles, and strive for excellence in all aspects of their lives. He believes that by focusing on the fundamentals and staying true to their values, leaders can inspire and motivate their teams to achieve remarkable results.
[00:00.000 -> 00:06.840] Hey friends, you're listening to high performance our gift to you for free every week
[00:07.040 -> 00:12.560] It's the podcast that turns the lived experiences of the planet's highest performers into your life lessons
[00:12.560 -> 00:19.320] So today I'll have the greatest leaders thinkers sports stars entertainers and entrepreneurs to be your teacher now
[00:19.320 -> 00:25.360] I've waited for this episode for a long time. The man joining us today is someone I look up to so much.
[00:25.360 -> 00:27.020] What an incredible life he's lived.
[00:27.020 -> 00:29.140] What an amazing business he's worked at.
[00:29.140 -> 00:32.060] What stunning moments he's been central to.
[00:32.060 -> 00:34.660] On today's High Performance podcast,
[00:34.660 -> 00:37.060] lessons for your life from the former
[00:37.060 -> 00:42.060] Chief Marketing Officer of Nike, Greg Hoffman.
[00:42.260 -> 00:44.220] What makes high performance?
[00:44.220 -> 00:46.320] Yeah, it's you kind of meeting and
[00:46.320 -> 00:49.920] achieving and getting past your own potential, but I actually think certainly
[00:49.920 -> 00:54.580] in the time we're in today, it's about making those around you better. High
[00:54.580 -> 01:00.580] performance to me means a high degree of self-confidence and self-awareness. Hold
[01:00.580 -> 01:07.080] the smallest detail to the highest standard. That means the number of stripes on here
[01:07.080 -> 01:09.600] and how the, I'm just gonna get geeky on you,
[01:09.600 -> 01:13.060] and how the word is framed is the time spent
[01:13.060 -> 01:15.120] on that, the last 10%.
[01:15.120 -> 01:18.520] You're saying that these details matter just as much
[01:18.520 -> 01:20.900] as the coffee mug itself.
[01:22.160 -> 01:28.520] Be empathetic, be curious, and never play it safe, play to win. I think
[01:28.520 -> 01:32.080] they're the three most important ingredients to leading a life of
[01:32.080 -> 01:38.760] innovation. So I read Greg's book Emotion by Design when I was on a recent holiday
[01:38.760 -> 01:43.040] and I've never made more notes in a book than I did on this one. I was underlining,
[01:43.040 -> 01:46.440] I was circling, I was scribbling away and Harriet was laughing at me. We were on
[01:46.440 -> 01:50.640] the beach, we took a family holiday to Antigua and she was like, you know you
[01:50.640 -> 01:54.460] men are be reading that book, not writing that book. But there was so much in there
[01:54.460 -> 01:58.600] to learn from and what you will hear in this conversation is Greg talking about
[01:58.600 -> 02:03.440] what he learned from working with Kobe Bryant, how he dealt working directly
[02:03.440 -> 02:05.220] with LeBron James, what
[02:05.220 -> 02:09.760] it was like being involved in the campaign for Colin Kaepernick and taking
[02:09.760 -> 02:14.520] the knee at Nike. But you'll also hear about the struggles of growing up as a
[02:14.520 -> 02:18.760] mixed-race child being adopted by a white family, how he turned to art to help
[02:18.760 -> 02:25.460] him deal with racism, how he failed and he struggled, but how he managed to make his way
[02:28.040 -> 02:29.200] almost to the very top of Nike and
[02:32.600 -> 02:36.560] He's done it through putting emotion at the heart of everything and I think this is really interesting because actually we know more about each other than ever before because
[02:36.800 -> 02:37.800] You know
[02:37.800 -> 02:42.840] What Instagram post your friends are looking at all the comments that they're leaving and you can use find my friends to find out where?
[02:42.840 -> 02:44.540] Your family members are and what's going on?
[02:44.540 -> 02:46.080] You know so much about people
[02:46.080 -> 02:49.040] that you didn't know before but I think you know so little at the same time
[02:49.040 -> 02:53.560] because we're more connected but we're less connected on a really genuine
[02:53.560 -> 02:58.400] emotional level and Greg got to the emotion to the heart of people and
[02:58.400 -> 03:04.040] that's how he managed to tell the story of Nike through emotion so you're gonna
[03:04.040 -> 03:06.960] love this conversation of a man who has done amazing things.
[03:06.960 -> 03:09.600] I've taken loads from it for all the businesses that I'm involved in.
[03:09.600 -> 03:11.240] I know you will as well.
[03:11.240 -> 03:18.560] So sit back and enjoy today's high performance podcast with the former CMO of Nike, Greg
[03:18.560 -> 03:23.800] Hoffman with real words of wisdom and incredible learnings comes next.
[03:23.800 -> 03:27.840] Oh, and by the way, make sure you stick around to the very end of today's episode.
[03:27.840 -> 03:33.440] We're going to be joined by a high performance listener who has done something no woman on
[03:33.440 -> 03:36.060] the planet has ever managed before.
[03:36.060 -> 03:37.480] It's an amazing story.
[03:37.480 -> 03:39.880] She speaks to us after you've heard from Greg.
[03:39.880 -> 03:40.880] Enjoy the episode.
[03:40.880 -> 03:45.000] And hey, if you like it, please share it with anyone you know.
[03:45.000 -> 04:05.600] Thanks again for listening. doesn't sell B2B either. That's why if you're a B2B marketer, you should use LinkedIn ads.
[04:05.600 -> 04:10.720] LinkedIn has the targeting capabilities to help you reach the world's largest professional audience.
[04:10.720 -> 04:17.280] That's right, over 70 million decision makers all in one place. All the big wigs, then medium wigs,
[04:17.280 -> 04:22.160] also small wigs who are on the path to becoming big wigs. Okay, that's enough about wigs.
[04:22.160 -> 04:26.800] LinkedIn ads allows you to focus on getting your B2B message to the right people.
[04:26.800 -> 04:32.200] So, does that mean you should use ads on LinkedIn instead of hiring me, the man with the deepest
[04:32.200 -> 04:33.600] voice in the world?
[04:33.600 -> 04:34.600] Yes.
[04:34.600 -> 04:35.800] Yes, it does.
[04:35.800 -> 04:40.320] Get started today and see why LinkedIn is the place to be, to be.
[04:40.320 -> 04:43.560] We'll even give you a $100 credit on your next campaign.
[04:43.560 -> 04:46.480] Go to LinkedIn.com slash results to claim your credit.
[04:46.480 -> 04:48.800] That's LinkedIn.com slash results.
[04:48.800 -> 04:50.000] Terms and conditions apply.
[04:53.200 -> 04:57.520] On our podcast, we love to highlight businesses that are doing things a better way so you can
[04:57.520 -> 05:02.160] live a better life. And that's why when I found Mint Mobile, I had to share.
[05:02.160 -> 05:09.060] So Mint Mobile ditched retail stores and all those overhead costs and instead sells their phone plans online and passes
[05:09.060 -> 05:12.960] those savings to you. And for a limited time they're passing on even more
[05:12.960 -> 05:17.880] savings with a new customer offer that cuts all Mint Mobile plans to $15 a
[05:17.880 -> 05:27.800] month when you purchase a three-month plan. That's unlimited talk text and data for $15 a month and by the way the
[05:27.800 -> 05:32.000] quality of Mint Mobile's wireless service in comparison to providers that
[05:32.000 -> 05:37.240] we've worked with before is incredible. Mint Mobile is here to rescue you with
[05:37.240 -> 05:41.560] premium wireless plans for 15 bucks a month so say bye-bye to your overpriced
[05:41.560 -> 05:46.420] wireless plans those jaw-dropping monthly bills, those unexpected overages,
[05:46.420 -> 05:48.920] because all the plans come with unlimited talk and text
[05:48.920 -> 05:50.720] and high-speed data delivered
[05:50.720 -> 05:53.480] on the nation's largest 5G network.
[05:53.480 -> 05:56.200] Use your own phone with any Mint Mobile plan.
[05:56.200 -> 05:57.560] Bring your phone number along
[05:57.560 -> 05:59.560] with all your existing contacts.
[05:59.560 -> 06:01.160] So ditch overpriced wireless
[06:01.160 -> 06:03.240] with Mint Mobile's limited-time deal
[06:03.240 -> 06:10.220] and get premium wireless service for just 15 bucks a month. To get this new customer offer and your new 3 month unlimited
[06:10.220 -> 06:19.360] wireless plan for just 15 bucks a month, go to mintmobile.com.hpp. That's mintmobile.com.hpp.
[06:19.360 -> 06:27.520] Cut your wireless bill to 15 bucks a month at mintmobile.com.hpp. Additional taxes, fees and restrictions apply.
[06:27.520 -> 06:29.520] See Mint Mobile for details.
[06:29.520 -> 06:38.460] Well Greg, thank you very much for joining us on High Performance. Let's get straight
[06:38.460 -> 06:42.640] into this because you have worked with the likes of Kobe, you've collaborated with LeBron,
[06:42.640 -> 06:48.760] you've created campaigns for the Brazil national football team, you were involved in the famous period where
[06:48.760 -> 06:53.980] Colin Kaepernick helped to change the world with his involvement with Nike, you
[06:53.980 -> 06:58.240] have been responsible for the way that one of the most iconic brands in the
[06:58.240 -> 07:03.160] world is used. So taking all of that experience and putting it all into one
[07:03.160 -> 07:08.800] place, how do you define high performance when you sit before us today?
[07:08.800 -> 07:14.900] Well, I do think it's about taking risks and pushing past what you think is your potential,
[07:14.900 -> 07:19.900] going past that. And while you're doing that, making sure you're empowering others.
[07:19.900 -> 07:24.100] I think high performance is lifting up your teammates and team members.
[07:24.100 -> 07:25.200] And I think in this case
[07:25.520 -> 07:32.440] High performance in the terms of writing the book is what can you share with the world or other individuals?
[07:32.560 -> 07:34.240] That would be helpful
[07:34.240 -> 07:40.140] In terms of what the potential they're trying to reach in their life or in their profession
[07:40.400 -> 07:41.920] And when you wrote this book
[07:41.920 -> 07:43.920] Did you write it with a belief that?
[07:41.900 -> 07:43.900] And when you wrote this book Did you write it with a belief that?
[07:44.100 -> 07:50.040] anyone can think big in the way that you had to in your time at Nike that anyone can take a risk and
[07:50.580 -> 07:53.600] That anyone can achieve amazing things with the right people around them
[07:54.360 -> 08:01.400] Absolutely, and I do think that we all have creative capacity and it was part of I felt my responsibility
[08:02.060 -> 08:06.480] To share some of the things I experienced within a workplace
[08:06.480 -> 08:09.040] where people were allowed to live
[08:09.040 -> 08:10.960] up to their creative capacity,
[08:10.960 -> 08:13.800] whether they were a right brain or left brain thinker.
[08:13.800 -> 08:16.000] First of all, let's begin then with the difference
[08:16.000 -> 08:17.920] between the right brain and the left brain thinker.
[08:17.920 -> 08:20.320] For people listening to this that are thinking, hold on.
[08:20.320 -> 08:21.160] Yeah.
[08:21.160 -> 08:22.000] What's Greg talking about?
[08:22.000 -> 08:22.820] Explain that to us.
[08:22.820 -> 08:25.060] Yeah, well, right brain brain thinkers as I classify myself
[08:25.840 -> 08:31.320] Oftentimes you think in a lot nonlinear way you consider yourself somewhat of a creative type
[08:32.320 -> 08:39.280] Maybe a daydreamer as I like to describe them and maybe on the left side left brain thinkers are a bit more analytical
[08:39.440 -> 08:45.320] Maybe think more rationally and linear, but there's always two ways to solve a
[08:45.320 -> 08:49.840] problem. You know, you can take the long and windy road or you can go
[08:49.840 -> 08:54.440] straight down the linear path, but both can achieve exceptional results. There's
[08:54.440 -> 08:59.840] just not one way. And I definitely wanted to deliver that message here today.
[08:59.840 -> 09:04.040] So, if we can go back to the start of that journey that led you to seeing the world
[09:04.040 -> 09:07.720] in that creative right brain way, would you tell us a little bit about your own Ac os gallwn ni fynd yn ôl i'r dechrau o'r ffordd y gafodd i chi weld y byd yn y ffordd creadigol, y ffordd o'r iaith ddraig, a oeddech chi'n dweud wrthym ychydig o'ch
[09:07.720 -> 09:12.880] stori anhygoel eich hun, Greg, oherwydd i bobl sy'n gwybod, roeddech chi'n
[09:12.880 -> 09:18.480] bwyrwyrwyr a oedd wedi'i ddod o mewn at siws, ar siws mlynedd, gan ddau iaith
[09:18.480 -> 09:22.640] hwyr yn America. Ac un o'n cwestiynau ffavoreit rydyn ni'n hoffi'n gofyn i bobl yw, beth
[09:22.640 -> 09:27.500] yw'r gofynion o'ch blant, sy'n dal yn ymgynghyrchu ar gyfer eich llyfrgellau adultaidd heddiw? And one of our favorite questions we like asking people is what are the ghosts of your childhoods that still rattle around your adult bodies today?
[09:27.600 -> 09:33.000] What kind of lessons did you learn that you took into your successful adult life?
[09:33.280 -> 09:35.280] Yeah, well, no, that's that's a
[09:35.560 -> 09:40.000] great question and certainly being resilient and
[09:41.040 -> 09:48.120] You know not being satisfied with the status quo was something I experienced early on
[09:48.120 -> 09:50.280] as somewhat of an outsider,
[09:50.280 -> 09:55.000] certainly growing up in the school system that I did,
[09:55.000 -> 09:59.720] as someone who was biracial, half black, half white,
[09:59.720 -> 10:04.080] and grew up in a white experience, if you will.
[10:04.080 -> 10:07.520] Oftentimes I was looking from the outside in.
[10:07.520 -> 10:10.320] But it was sports and art, actually,
[10:10.320 -> 10:14.760] that allowed me to kind of flourish, to see my own talent
[10:14.760 -> 10:19.640] and activate the hidden talents that I had.
[10:19.640 -> 10:23.360] It's one thing to have innate talent or characteristics,
[10:23.360 -> 10:25.360] but oftentimes, they're buried inside and you
[10:25.360 -> 10:28.400] do need people to kind of reveal those for you.
[10:28.400 -> 10:32.880] And I think great teachers, great parents, great coaches are the ones that's part of
[10:32.880 -> 10:34.240] the role.
[10:34.240 -> 10:36.040] That's part of empathy, right?
[10:36.040 -> 10:41.940] The power of empathy and being empathetic, whether you're any one of those parental figures
[10:41.940 -> 10:45.880] I mentioned is extremely crucial for a kid's life.
[10:45.880 -> 10:52.040] It just so happened in the late 70s and early 80s, you were taught to not see color.
[10:52.040 -> 10:56.280] So adults back then weren't looking at your experience and saying, I wonder if he's doing
[10:56.280 -> 10:57.280] okay.
[10:57.280 -> 11:02.640] So the good news throughout all that is those experiences, some of the adversity I experienced
[11:02.640 -> 11:06.920] is I brought that with me over the years into the workplace.
[11:06.920 -> 11:10.480] And I was allowed to work at a company like Nike,
[11:10.480 -> 11:12.440] where I could bring my own perspective
[11:12.440 -> 11:14.400] and experience into the work.
[11:14.400 -> 11:18.040] And so when you mention campaigns like Colin Kaepernick,
[11:18.040 -> 11:21.680] I walk into the room and I evaluate those opportunities
[11:21.680 -> 11:23.320] with those experiences.
[11:23.320 -> 11:26.920] So when I am sitting across the room from someone
[11:26.920 -> 11:31.920] who is also biracial, who was also adopted by a white family,
[11:32.120 -> 11:36.160] I can relate and I can also amplify his message
[11:36.160 -> 11:38.260] with the platform we have.
[11:38.260 -> 11:42.520] So at the end of the day, I just wanna emphasize
[11:42.520 -> 11:47.480] that the power of empathy, and when when I say that it means seeing what maybe
[11:47.640 -> 11:54.660] Others see on the surface right but going beyond that and finding what others don't finding what is maybe
[11:55.220 -> 11:56.360] invisible
[11:56.360 -> 11:58.080] and that
[11:58.080 -> 11:59.360] applies to
[11:59.360 -> 12:05.960] Creating great stories and campaigns as well as I think being a great leader. How do we do that?
[12:05.960 -> 12:07.600] Yeah, well, I'll say this,
[12:07.600 -> 12:12.600] it's like, and I'll use the creative process as an example.
[12:12.760 -> 12:15.400] Every great innovation, whether it's product
[12:15.400 -> 12:18.280] or whether it's an advert, if you will,
[12:18.280 -> 12:21.380] the first part of that process is finding the truth
[12:21.380 -> 12:24.540] or insight that you wanna reveal to the world.
[12:24.540 -> 12:26.880] And it's not just right in front of you.
[12:26.880 -> 12:30.020] You don't just say Cristiano Ronaldo is fast
[12:30.020 -> 12:32.300] and then build a campaign off that.
[12:32.300 -> 12:34.600] It's gonna lack a level of distinction
[12:34.600 -> 12:36.640] because you haven't dug deeper.
[12:36.640 -> 12:39.000] And if you keep asking the questions,
[12:39.000 -> 12:41.600] is his first step faster than his opponents?
[12:41.600 -> 12:43.880] Like what is it about the speed?
[12:43.880 -> 12:45.680] And you go deeper and deeper.
[12:45.680 -> 12:49.840] You know, there's a famous Michael Jordan commercial,
[12:49.840 -> 12:51.660] which is my favorite.
[12:51.660 -> 12:54.360] I wasn't part of it, but that idea of, you know,
[12:54.360 -> 12:56.560] people spending the time with him to learn
[12:56.560 -> 13:00.080] that he missed 9,000 shots in his career
[13:00.080 -> 13:01.240] up until that point.
[13:01.240 -> 13:04.400] And 26 times he was asked to take the game winning shot
[13:04.400 -> 13:05.600] and missed. So you haven't even the game-winning shot and missed.
[13:10.960 -> 13:18.000] So you haven't even started how you're gonna reveal that, you're just getting under the assumptions and observations that people have at first glance and that's what separates the
[13:18.000 -> 13:23.200] best brands from the good brands is they're able to peel back the layers, right?
[13:23.920 -> 13:26.200] And what did your parents do to you
[13:26.200 -> 13:30.920] at that early age that allowed you to think in this way? How did they not only
[13:30.920 -> 13:34.480] feed your creativity but also help to build your resilience? Because we have a
[13:34.480 -> 13:38.800] lot of parents, a lot of teachers that listen to this podcast and I think the
[13:38.800 -> 13:41.760] insights that you can offer could be really valuable for them. That's a great
[13:41.760 -> 13:45.040] question and I maybe to answer it I want to illustrate
[13:45.040 -> 13:50.560] the bedroom I grew up with with my two brothers. We didn't have much, right? So it's a small room,
[13:50.560 -> 13:56.000] so you got to get three beds in there. Well, guess what the other three elements to that bedroom were?
[13:56.800 -> 14:03.440] My drawing and drafting table, a sand-filled weightlifting set in the middle, right? With,
[14:03.440 -> 14:05.120] I mean, the whole deal.
[14:05.120 -> 14:08.040] And then what they did is they put a wood frame
[14:08.040 -> 14:12.220] around the entire white wall on one of the walls
[14:12.220 -> 14:14.720] as if it was the frame for a painting
[14:14.720 -> 14:16.820] and said, this is your mural.
[14:16.820 -> 14:19.440] You can draw whatever you want on this mural.
[14:19.440 -> 14:22.900] And so that's where I started drawing all the sports logos
[14:22.900 -> 14:24.400] for all the teams I love.
[14:24.400 -> 14:30.340] That's what set me off this path of design and branding and marketing, as well as just
[14:30.340 -> 14:33.440] being obsessed with comic books and superheroes.
[14:33.440 -> 14:35.260] Part of that is escapism, right?
[14:35.260 -> 14:41.400] You're finding that in art because maybe in your daily life, you're facing some challenges
[14:41.400 -> 14:43.800] that you're not ready to maybe overcome.
[14:43.800 -> 14:46.160] So what I would say there is back to this
[14:46.280 -> 14:50.040] It's just like putting your teammates in the right position to win
[14:50.600 -> 14:57.320] Just like your your children you have to find those those hidden talents, right and do everything you can to
[14:57.520 -> 15:03.560] To support and foster them because it just doesn't happen on its own or by chance
[15:04.000 -> 15:05.320] So as a father of two children yourself now that are at college age it just doesn't happen on its own or by
[15:03.180 -> 15:07.360] chance. So as a father of two children
[15:05.320 -> 15:11.240] yourself now that are at college age,
[15:07.360 -> 15:14.680] what sort of methods did you use to allow
[15:11.240 -> 15:16.680] them to discover their own light? Great
[15:14.680 -> 15:18.600] question and it's funny when you start
[15:16.680 -> 15:20.520] put, hey I think you're really talented in
[15:18.600 -> 15:24.480] this area, you might get a little bit of
[15:20.520 -> 15:25.700] pullback. Part of it was really trying to emphasize
[15:25.700 -> 15:28.980] the characteristic of curiosity.
[15:28.980 -> 15:31.660] And again, if there's one rule I have in life,
[15:31.660 -> 15:35.740] it's be curious, complacency is the enemy of creativity
[15:35.740 -> 15:38.500] and so many other things in life, right?
[15:38.500 -> 15:42.140] And so with my kids, it's like every trip we took,
[15:42.140 -> 15:44.420] every time we traveled as a family,
[15:44.420 -> 15:46.160] it was about what are we going to see?
[15:46.560 -> 15:48.320] Who are we going to meet?
[15:48.320 -> 15:55.040] What are we going to do and let's talk about those experiences and let's appreciate the opportunities we have to learn
[15:55.600 -> 15:58.800] Being a lifelong learner you mentioned kobe bryant
[16:00.060 -> 16:01.260] unbelievable
[16:01.260 -> 16:06.280] Curiosity boundless and the fact that any time he walked into a room
[16:06.280 -> 16:11.280] where we were to talk about a brand strategy or a campaign,
[16:11.800 -> 16:15.280] the fact that he was the one delivering the insights
[16:15.280 -> 16:18.680] and the points of inspiration to us that he found
[16:18.680 -> 16:22.580] through new emerging technology or architecture
[16:22.580 -> 16:27.600] or entertainment, as he's going for his fifth championship,
[16:27.600 -> 16:32.040] he's finding the time to soak up everything around him
[16:32.040 -> 16:34.640] and then, like any great teacher,
[16:34.640 -> 16:38.660] wants to not just bottle it up, but share it with you.
[16:38.660 -> 16:40.520] And that gets back to your question
[16:40.520 -> 16:43.080] about what makes high performance.
[16:43.080 -> 16:45.640] Yeah, it's you kind of meeting and achieving
[16:45.640 -> 16:49.520] and getting past your own potential. But I actually think certainly in the time we're
[16:49.520 -> 16:52.680] in today, it's about making those around you better.
[16:52.680 -> 16:55.380] Toby Bryant Many people would have Kobe Bryant down as
[16:55.380 -> 17:00.760] the epitome of high performance. Sadly, he will never get the chance to come on this
[17:00.760 -> 17:08.000] podcast and for us to have this kind of a conversation. So, I'd love to hear from you when you look back on the time you spent with him.
[17:08.000 -> 17:13.920] Is there one memory or one day where you really felt that you had a true insight
[17:13.920 -> 17:18.720] into the way he thought, the way he acted, the way he felt that you would like to share with us?
[17:18.720 -> 17:26.560] Well, absolutely. I remember coming into a meeting, again, a yearly meeting, and he said, you know,
[17:26.560 -> 17:29.080] I got something to share with everybody
[17:29.080 -> 17:30.800] and you're just not gonna believe it.
[17:30.800 -> 17:32.620] And it's like, well, let's see what it is.
[17:32.620 -> 17:34.540] And he's like, you're just gonna have to wait, you know,
[17:34.540 -> 17:37.400] till we get closer to the end of this meeting.
[17:37.400 -> 17:40.280] But he kept referencing what he wanted to show.
[17:40.280 -> 17:42.400] And then it finally came time.
[17:42.400 -> 17:46.800] And basically what he had was a demo
[17:46.800 -> 17:51.300] on the early stage augmented reality technology.
[17:51.300 -> 17:53.140] You know, today we take it for granted.
[17:53.140 -> 17:56.200] You can go into a restaurant, hold up your phone,
[17:56.200 -> 17:57.600] put it on the QR code,
[17:57.600 -> 17:59.560] and you get a wealth of information,
[17:59.560 -> 18:02.360] or a store, or anything.
[18:02.360 -> 18:07.360] So here is one of the best athletes on the planet
[18:07.360 -> 18:11.720] coming to you with emerging tech to say,
[18:11.720 -> 18:15.080] I think this will help tell my story
[18:15.080 -> 18:16.840] and the story of how this product
[18:16.840 -> 18:21.840] will make you a better athlete if we use this and test it.
[18:22.040 -> 18:25.720] And that's actually was our job, right?
[18:25.720 -> 18:29.960] So you can imagine what it's like to be an audience to that
[18:29.960 -> 18:33.320] when your job as a marketer is to be aware of like
[18:33.320 -> 18:38.320] all the things, emerging trends in consumer engagement
[18:38.400 -> 18:39.960] and how you tell stories.
[18:39.960 -> 18:43.080] And so that's just one example to just say that
[18:43.080 -> 18:45.820] I know the phrase, be a lifelong learner
[18:45.820 -> 18:51.040] gets thrown around a lot, but that's what I take from him in that relationship.
[18:51.040 -> 18:58.160] Beyond basketball is this insatiable curiosity and will to learn from all aspects of life.
[18:58.160 -> 19:00.160] I think we can all take something from that.
[19:00.160 -> 19:04.760] But that to me was a big thing that I picked up in your book, Greg, that all of these elite
[19:04.760 -> 19:08.680] level athletes that you were lucky enough to work with or even the
[19:08.680 -> 19:13.180] comedians like Kevin Hart in a different domain, from the outside they
[19:13.180 -> 19:18.000] might appear to be almost like clothes or sort of vessels that you project a
[19:18.000 -> 19:21.280] story on, but it was actually the opposite of it, they were the ones that
[19:21.280 -> 19:26.360] were coming and challenge you and ask
[19:23.720 -> 19:28.160] questions. Is that often a little known
[19:26.360 -> 19:31.240] trait of high performers in your
[19:28.160 -> 19:35.120] experience that they push back,
[19:31.240 -> 19:37.360] they create friction as much as it appeared to them?
[19:35.120 -> 19:40.240] Yeah, oftentimes from the outside I
[19:37.360 -> 19:42.120] think whether it's us or professional
[19:40.240 -> 19:44.520] athletes or celebrities, it might
[19:42.120 -> 19:45.000] appear as if these individuals are one-dimensional.
[19:45.000 -> 19:50.000] And it's part of my job, right,
[19:50.000 -> 19:55.000] leading kind of the teams responsible for expressing the brand
[19:55.000 -> 20:00.000] in these athletes is revealing the mosaic of their personality
[20:00.000 -> 20:05.040] and the different characteristics and traits. And that's why you use humor a lot
[20:05.040 -> 20:08.680] because we can't all relate to the fierce competitor,
[20:08.680 -> 20:11.240] but we can relate to some of the,
[20:11.240 -> 20:14.760] whether it's the humor in sports
[20:14.760 -> 20:17.520] or the vulnerability that comes with failure.
[20:17.520 -> 20:19.200] We can all relate to that.
[20:19.200 -> 20:23.280] I think that's the essence of why Just Do It has resonated
[20:23.280 -> 20:27.720] because it's something that each generation can relate to
[20:27.720 -> 20:31.120] as well as everyday athletes, like at least myself.
[20:31.120 -> 20:32.520] I'm not gonna include you guys in that.
[20:32.520 -> 20:33.680] You're at a different level.
[20:33.680 -> 20:35.640] But, and so my point is,
[20:35.640 -> 20:38.360] is back to someone like Kevin Hart,
[20:38.360 -> 20:40.680] that most people didn't realize,
[20:40.680 -> 20:43.040] he not only loved fitness,
[20:43.040 -> 20:49.000] but it was about his willingness and pursuit of sharing that,
[20:49.000 -> 20:56.160] especially with underserved communities who have barriers and access to being fit or haven't
[20:56.160 -> 21:02.200] been inspired or spoken to in the right way or in a way that resonates in a deep way.
[21:02.200 -> 21:06.160] So I was very inspired through all the work we
[21:06.160 -> 21:13.220] did from him, because I think oftentimes, especially today, seeing so many influential
[21:13.220 -> 21:20.200] individuals use their platform to truly, you know, go beyond just products and transactions
[21:20.200 -> 21:25.200] and really make change in the world that
[21:22.840 -> 21:27.400] that we certainly need. But there's almost
[21:25.200 -> 21:30.000] like an unspoken bit in that relationship
[21:27.400 -> 21:32.720] that and the ones that you detail in the
[21:30.000 -> 21:35.600] book, which is they had to trust you. And
[21:32.720 -> 21:38.520] I'm interested about how did you build up
[21:35.600 -> 21:41.000] trust with these guys that must be
[21:38.520 -> 21:42.920] surrounded all the time by entourages
[21:41.000 -> 21:44.560] and people that are making demands of
[21:42.920 -> 21:46.440] the time that they were
[21:44.000 -> 21:49.240] willing to make themselves vulnerable in
[21:46.440 -> 21:51.800] your company to project an image? Yeah,
[21:49.240 -> 21:53.920] well certainly, you know, number one is
[21:51.800 -> 21:55.720] you always have to remember that
[21:53.920 -> 21:58.600] you're standing on the shoulders of those
[21:55.720 -> 22:01.000] who came before you. High performance to
[21:58.600 -> 22:04.600] me means a high degree of self-confidence
[22:01.000 -> 22:06.560] and self-awareness. If you take one away,
[22:04.600 -> 22:05.480] the other falls,
[22:05.480 -> 22:07.200] in my opinion, over time.
[22:07.200 -> 22:10.720] High confidence can get you pretty far in the short term,
[22:10.720 -> 22:14.240] but I think today, certainly where we're living as leaders,
[22:14.240 -> 22:16.600] we also need to be aware.
[22:16.600 -> 22:18.560] And so, first and foremost, being aware
[22:18.560 -> 22:22.320] that as a brand leader, you stand on the equity
[22:22.320 -> 22:24.400] that's been built before you, right?
[22:24.400 -> 22:28.000] And so, when an athlete comes in,
[22:28.000 -> 22:32.240] they're also, they've grown up with that brand,
[22:32.240 -> 22:35.580] back to the idea of emotion and emotion by the design.
[22:35.580 -> 22:38.080] They have that emotional attachment
[22:38.080 -> 22:42.380] that's born from years of seeing images
[22:42.380 -> 22:44.800] and films and slogans.
[22:44.800 -> 22:45.000] And so that's where that trust is built of seeing images and films and slogans.
[22:45.000 -> 22:48.040] And so that's where that trust is built
[22:48.040 -> 22:52.080] before they even come into the room oftentimes.
[22:52.080 -> 22:55.240] Then it's back to, I can't say this enough,
[22:55.240 -> 22:57.880] it's listening before you lead, right?
[22:57.880 -> 23:00.680] When I look at some of the times I missed
[23:00.680 -> 23:03.800] or we missed with a campaign or something,
[23:03.800 -> 23:05.720] it's because we didn't listen.
[23:05.720 -> 23:09.420] We had a preconceived idea of what we wanted to accomplish
[23:09.420 -> 23:11.880] and we just did that.
[23:11.880 -> 23:14.460] Versus you sit down with the athlete,
[23:14.460 -> 23:17.240] you really get deep on what barriers
[23:17.240 -> 23:20.880] they're trying to overcome in terms of athleticism
[23:20.880 -> 23:23.280] or in the game, or if it's storytelling,
[23:23.280 -> 23:26.740] what is it that they wanna say to the world?
[23:26.740 -> 23:30.840] Or how do they see, not how you see their style of play,
[23:30.840 -> 23:34.480] like how do they break down their style of play?
[23:34.480 -> 23:36.280] You know, and I think that's really important.
[23:36.280 -> 23:39.480] So I just happened to work at a brand
[23:39.480 -> 23:43.440] that embraced failure as success, right?
[23:43.440 -> 23:45.200] When you think of innovation,
[23:45.200 -> 23:47.520] if failure only equals failure,
[23:47.520 -> 23:50.120] you will not be an innovation leader,
[23:50.120 -> 23:52.280] whether you're a startup and are established brand,
[23:52.280 -> 23:53.560] you have to have that space
[23:53.560 -> 23:57.480] where people can miss every now and then.
[23:57.480 -> 23:58.920] So are you saying there that
[24:01.200 -> 24:04.760] failure is the price of creativity.
[24:04.760 -> 24:06.080] If you're gonna be creative,
[24:06.080 -> 24:08.120] you are going to fail at some point.
[24:08.120 -> 24:08.960] That's right.
[24:08.960 -> 24:11.480] And you have to allow that and embrace that.
[24:11.480 -> 24:15.600] Incentivize risk-taking in your culture.
[24:15.600 -> 24:16.720] Not on everything, but.
[24:16.720 -> 24:18.400] How'd they do that then at Nike?
[24:18.400 -> 24:20.320] I mean, you share a lovely story in your book
[24:20.320 -> 24:22.440] of when Jeff Hollister came into the room
[24:22.440 -> 24:24.520] when you had not been there very long
[24:24.520 -> 24:28.040] and he was the third employee to ever work for Nike and I
[24:28.040 -> 24:30.880] want to get the words right here you said he talked to the staff in vivid
[24:30.880 -> 24:36.320] detail about the values and the maxims that defined Nike and as he left the
[24:36.320 -> 24:41.320] room he delivered to give anything less than your best is to sacrifice the gift
[24:41.320 -> 24:45.160] like I get good bumps just saying those words, right? That's right.
[24:45.160 -> 24:49.440] So how was this culture created? How did you buy into this? How was the message
[24:49.440 -> 24:54.760] given to you at Nike that made it so powerful you spent your career in?
[24:54.760 -> 25:01.120] Well, I think in true fashion, it's the words, right? With the image of Steve
[25:01.120 -> 25:07.040] Prefontaine, the distance runner from the University of Oregon. And that's,
[25:07.040 -> 25:15.920] I think, Nike's ability and the art of the way it's built its brand is conveying those maxims
[25:15.920 -> 25:25.000] and those stories in a way that is vivid and oftentimes combining multiple mediums
[25:25.900 -> 25:27.460] to hit all your senses.
[25:27.460 -> 25:31.680] And so, me as a kid, it's like as a teenager,
[25:31.680 -> 25:34.560] for me to, during the 1984 Olympics,
[25:34.560 -> 25:39.260] to see the I Love LA ad on the little 12-inch
[25:39.260 -> 25:42.460] black and white TV of this musician Randy Newman
[25:42.460 -> 25:45.260] driving down the streets of LA singing, I Love LA.
[25:45.260 -> 25:48.420] And here comes Carl Lewis out of the screen
[25:48.420 -> 25:50.460] and into the Santa Monica beach.
[25:50.460 -> 25:53.540] And as a long jumper, I'm like,
[25:53.540 -> 25:56.100] I mean, this goes way beyond product, right?
[25:56.100 -> 25:57.780] And it's emotion.
[25:57.780 -> 26:01.120] Yes, it's about being in awe of what you're seeing,
[26:01.120 -> 26:04.860] but what's separated Nike from everybody else
[26:04.860 -> 26:06.160] is at the same time,
[26:06.800 -> 26:13.840] they're very clear on the invitation. They are inviting you to come along on this movement of
[26:13.840 -> 26:20.160] potential, always. This isn't just a product, it's a movement, right? And you get to be part of it.
[26:20.960 -> 26:27.560] And certainly as someone who got to participate in launching all the innovations
[26:27.560 -> 26:32.000] across all the different product categories for a couple of decades, you know, at the
[26:32.000 -> 26:37.680] end of the day, yes, we were very good about communicating the rational benefits of why
[26:37.680 -> 26:43.040] it will make you jump higher or run longer. But the last question we always made sure
[26:43.040 -> 26:45.000] we wanted to answer is,
[26:45.000 -> 26:49.000] how will this empower you to be a part of something greater than yourself?
[26:49.000 -> 26:53.000] So, if we're talking about a shoe that makes you fast,
[26:53.000 -> 26:56.000] we're going to lead with a statement called, find your fast.
[26:56.000 -> 27:00.000] And we're going to put you shoulder to shoulder with the best athletes in the world
[27:00.000 -> 27:02.000] because you belong with them.
[27:02.000 -> 27:05.200] When I work with, you know, even startups as well,
[27:05.200 -> 27:07.880] who are, you know, oftentimes just staring down,
[27:07.880 -> 27:09.080] perfecting that product,
[27:09.080 -> 27:11.440] trying to get it to market as fast as possible,
[27:11.440 -> 27:14.040] getting them to pull up for a minute and saying,
[27:14.040 -> 27:18.040] well, what is the invitation that I get to be part of?
[27:18.040 -> 27:21.400] And let's make sure we're building that world
[27:21.400 -> 27:23.360] in high definition.
[27:23.360 -> 27:29.240] I think that's really important. So in the spirit of empathy then empathy then imagine that so when you're working with some of these smaller
[27:29.360 -> 27:34.720] businesses that like you say that that they're looking at the bottom line the profits the market share and and
[27:35.080 -> 27:39.880] They're very numbers driven or left brain driven in the definition that you gave us
[27:40.160 -> 27:44.920] How do you empathize with them but still get them to bring the emotion in?
[27:44.880 -> 27:45.560] How do you empathize with them, but still get them to bring the emotion in?
[27:48.360 -> 27:48.600] Well, that's why I say creativity is a team sport.
[27:54.000 -> 27:54.280] You're not dividing an organization or a team in two, right? The whole thing and that's that's
[28:00.680 -> 28:01.360] honestly why I use the FC Barcelona example in the book, you know, the Pep Guardiola squad.
[28:05.000 -> 28:08.560] The 64 passes. Yes, and if you look, I mean, there's numerous examples of passing the ball 40, 50, 60 times
[28:08.560 -> 28:12.160] because there's unbelievable chemistry on the field.
[28:12.160 -> 28:15.160] It's like second nature or second sight.
[28:15.160 -> 28:17.860] Everybody's moving together, sharing the energy on the field.
[28:17.860 -> 28:24.100] And so, you know, part of my role as someone who is oftentimes leading the creative functions
[28:24.100 -> 28:26.080] of Nike, part of it is being a great
[28:26.720 -> 28:33.440] partner to the business teams and making sure we're moving on that field together. And I'm not
[28:33.440 -> 28:40.560] just saying that for effect, I really do mean that. And I always believe that great business
[28:40.560 -> 28:45.780] growth and revenue growth is a byproduct of a great business strategy.
[28:45.780 -> 28:47.800] You don't start the strategy by saying,
[28:47.800 -> 28:50.480] I wanna achieve great business growth.
[28:50.480 -> 28:52.900] It's like you start with what is the problem
[28:52.900 -> 28:54.160] we're trying to solve?
[28:54.160 -> 28:57.040] How is this gonna serve our audience?
[28:57.040 -> 28:59.760] Both the rational side and the emotional side
[28:59.760 -> 29:02.080] of our audience's aspirations.
[29:02.080 -> 29:03.320] What are they asking for us?
[29:03.320 -> 29:06.080] You have to, both the creative teams and the
[29:06.080 -> 29:12.560] business teams have to stay focused on that first and foremost. The consumer decides, like bottom
[29:12.560 -> 29:19.120] line. When you lose focus of that, that I think is when you start to get into maybe territorialism
[29:19.120 -> 29:25.640] or a lack of respect between different teams. And so that's why I like this idea of creativity
[29:25.640 -> 29:30.040] as a team sport, because you need the entire organization
[29:30.040 -> 29:35.040] to respect the craft of creative teams and individuals,
[29:36.360 -> 29:41.360] and the necessity for them to create the types of elements
[29:42.680 -> 29:45.640] and stories that are responsible for the
[29:45.640 -> 29:50.760] emotional connection, not just the rational one. And we can't do that if the
[29:50.760 -> 29:56.080] business teams aren't also brought in and respected in that way. Easier said
[29:56.080 -> 30:00.640] than done. And I sit here like, yeah, I mean it was just super, but yeah, it takes
[30:00.640 -> 30:04.800] years, you know, to kind of build that level of chemistry. Can we talk then
[30:04.800 -> 30:06.200] about how you do build that?
[30:06.200 -> 30:09.400] Because there are lots of business leaders that listen to this podcast,
[30:09.400 -> 30:13.300] there's some in the room right now, who want to get their business moving
[30:13.300 -> 30:14.200] forward as a whole.
[30:14.300 -> 30:19.700] And when you became CMO at Nike, one of the things you took on was changing
[30:19.700 -> 30:22.400] the structure to get everyone pulling in the same direction.
[30:23.100 -> 30:26.000] So what did you learn both from poor and good practice
[30:26.000 -> 30:31.000] that people listening to this can quite easily implement into their own businesses?
[30:31.000 -> 30:37.000] Yeah, we're in a digital arena now in terms of how a brand goes to market
[30:37.000 -> 30:42.000] and engages with the consumer in real time, second by second.
[30:42.000 -> 30:47.100] So the speed at which we have to work is evolving
[30:47.380 -> 30:48.420] as we speak.
[30:48.420 -> 30:51.180] And so you have to first and foremost,
[30:51.180 -> 30:55.900] eliminate a culture of waiting and a culture of permission.
[30:55.900 -> 30:59.260] Those wouldn't work on the football pitch either, right?
[30:59.260 -> 31:03.740] And you need to introduce and really cultivate
[31:03.740 -> 31:06.680] the characteristics of speed and agility, right?
[31:06.680 -> 31:07.920] And so how do you do that?
[31:07.920 -> 31:11.240] I think whether it's figuratively or literally,
[31:11.240 -> 31:14.720] you need to pull people out of these old silos
[31:14.720 -> 31:18.320] that might exist in a small or large company, right?
[31:18.320 -> 31:21.920] And you need to kind of reset this idea of,
[31:21.920 -> 31:24.360] I need to wait for a brief,
[31:24.360 -> 31:28.400] and then I need to wait to get consensus and approval.
[31:28.400 -> 31:31.680] All those take you away from being a high-performing team.
[31:31.680 -> 31:34.680] And so I'm very much into getting people,
[31:34.680 -> 31:37.160] that's why I like the newsroom mentality,
[31:37.160 -> 31:41.120] where people are sitting together shoulder to shoulder
[31:41.120 -> 31:42.900] with the different disciplines.
[31:42.900 -> 31:45.760] You're expanding your peripheral vision, number one.
[31:46.880 -> 31:53.760] You're probably getting to better results because you're embracing a level of discourse
[31:54.880 -> 32:00.640] and diverse perspectives that will make it stronger. And then, yes, at some point,
[32:00.640 -> 32:05.360] you do need to have an ability to get past those rule breaking,
[32:05.360 -> 32:07.160] who's gonna finally say we're good?
[32:07.160 -> 32:09.440] Because the last thing you can have too,
[32:09.440 -> 32:11.800] again, it gets back to speed and agility,
[32:11.800 -> 32:16.240] is as long as everybody knows what position
[32:16.240 -> 32:18.040] they're supposed to be in,
[32:18.040 -> 32:22.440] then they can optimally contribute
[32:22.440 -> 32:30.000] to this essentially a high-speed sports car. I used to use, one of the things I used in 2010 when I took on kind of trying to enter engage these teams was I took like a 1950s pit stop.
[32:30.680 -> 32:37.240] And I mean, I think it was almost a minute of hammering and taking the wheels off.
[32:37.280 -> 32:39.640] And then, of course, Formula One today.
[32:39.680 -> 32:43.040] And I would go here is like, we need to be here.
[32:43.840 -> 32:46.080] a minute of hammering and taking the wheels off. And then of course, Formula One today.
[32:46.080 -> 32:49.920] And I would go here, it's like, we need to be here.
[32:49.920 -> 32:51.880] But there's only one way we can do that.
[32:51.880 -> 32:54.720] And that's if we operate as one team.
[32:54.720 -> 32:56.720] We've been working independently.
[32:56.720 -> 32:58.760] We kind of really, to be honest,
[32:58.760 -> 33:01.000] look like this old pit crew.
[33:01.000 -> 33:02.360] We do.
[33:02.360 -> 33:03.640] And we're getting away with it
[33:03.640 -> 33:08.480] because we're operating on top of so much momentum and love that the
[33:08.480 -> 33:13.040] consumer has for us. But we need to quickly get to this and this
[33:13.040 -> 33:15.960] is like a second and a half. I mean, you guys would know more,
[33:15.960 -> 33:19.280] but it's just like, boom, and you're out. And that's the speed
[33:19.280 -> 33:22.880] at which you need to deliver to the consumers expectations
[33:22.880 -> 33:25.280] today. Otherwise, they'll, there's plenty of options.
[33:25.280 -> 33:29.040] I wonder how you saw that though, because you were in a business that was successful,
[33:29.040 -> 33:34.400] turning over billions of dollars. Everyone loved Nike. So, what was it that made you see
[33:34.400 -> 33:40.320] that it still wasn't right and could be better? Well, part of it was the rise of social media
[33:40.320 -> 33:49.240] platforms or social sharing platforms, you know, and I talk about, you know, uh, YouTube first coming on the scene in like 2005, right.
[33:49.240 -> 33:54.240] Before that, it was like, I send you a huge photo and it kills your whole email
[33:54.440 -> 33:57.660] for a day because you have no memory, you know, and here comes YouTube.
[33:57.660 -> 34:02.660] And now all of a sudden you can start to, so it's, it's a rolling evolving thing.
[34:03.460 -> 34:05.180] It didn't happen just over time,
[34:05.180 -> 34:09.540] but then Instagram really starts to rise in 2012.
[34:09.540 -> 34:12.300] And so back to this idea of
[34:12.300 -> 34:14.260] if you're getting outside yourself
[34:14.260 -> 34:16.980] and you're constantly looking at the landscape
[34:16.980 -> 34:18.780] and the cultural current,
[34:18.780 -> 34:22.380] especially within consumer behavior,
[34:22.380 -> 34:25.760] and you're seeing things like Facebook or Instagram
[34:25.760 -> 34:28.420] or YouTube and many others today.
[34:28.420 -> 34:31.960] And you have a way of, this is really important too,
[34:31.960 -> 34:34.360] you're not just talking about that stuff,
[34:34.360 -> 34:38.840] you're literally visualizing how you want to incorporate
[34:38.840 -> 34:41.820] that into your offense, right?
[34:41.820 -> 34:46.780] So I really believe in, and it's an overstated phrase right a
[34:46.780 -> 34:51.760] picture is worth a thousand words but how many times have you been in a
[34:51.760 -> 34:56.280] conversation it's like hey remember when we had that idea how come that we never
[34:56.280 -> 35:00.720] did anything about that because no one no one took it any further and there's
[35:00.720 -> 35:06.500] only so many times you can talk about something. And then years later you see someone else do it and making billions and you think, why?
[35:06.500 -> 35:07.500] I know.
[35:07.500 -> 35:08.500] Why didn't I?
[35:08.500 -> 35:15.840] So, one of the things I implemented early on is a visualization capability where any
[35:15.840 -> 35:20.640] meeting that happened, if there was a great idea in that meeting of how to use one of
[35:20.640 -> 35:25.680] these new emerging platforms, you walk out of it, you and you sit with the team,
[35:25.680 -> 35:30.320] and within a week, it's like, well, this is what that would look like. Do you know how much time
[35:30.880 -> 35:36.640] you save? And you know how much confidence you give someone to go beyond words and you actually
[35:38.080 -> 35:43.760] show someone? And that's why I always call it, you know, what's the movie poster of the idea?
[35:43.760 -> 35:46.780] Because a movie poster is like, you got to hook someone
[35:46.780 -> 35:51.140] like literally within a second within that image, no words.
[35:51.140 -> 35:54.620] Yes, the title of the movie, but that's that idea
[35:54.620 -> 35:57.900] of the power of visualization.
[35:57.900 -> 36:02.580] And it's no different than a coach, not only needs to tell,
[36:02.580 -> 36:07.400] but back to writing a book, it's not just telling it's showing so I have a vision
[36:07.820 -> 36:14.080] But I need to illustrate that vision in a way where you can see it not just hear me talking about it
[36:14.340 -> 36:19.780] but one of the other things that jumps out at me reading the book was the amount of time that you and your team would
[36:19.780 -> 36:21.560] invest in
[36:21.560 -> 36:26.480] Self-development and training So these are way days where you
[36:24.360 -> 36:28.680] describe you can play soccer in
[36:26.480 -> 36:30.760] Buenos Aires or you'd get the Bigfoot
[36:28.680 -> 36:33.440] Hunter to come and speak to your
[36:30.760 -> 36:36.160] guys. Like really quite eclectic
[36:33.440 -> 36:37.760] choices. But there was two things that I
[36:36.160 -> 36:40.280] was interested in. One, how much time
[36:37.760 -> 36:42.120] did you invest in in that self-
[36:40.280 -> 36:45.520] development and training? And secondly,
[36:42.120 -> 36:45.600] what were the kind of big innovations that
[36:45.600 -> 36:51.640] you took from that, that actually ended up with something tangible as a consequence?
[36:51.640 -> 36:57.920] Yeah, they're great questions. And I think it's something that you want to cultivate.
[36:57.920 -> 37:03.680] So that means, you know, really each quarter trying to figure out a way where you can share
[37:03.680 -> 37:06.280] as a team, even if you're not going anywhere,
[37:06.280 -> 37:07.960] what are people seeing,
[37:07.960 -> 37:09.880] either in their personal life
[37:09.880 -> 37:12.020] or in their professional life?
[37:12.020 -> 37:13.480] Because again, I'm a big believer
[37:13.480 -> 37:17.100] in creating what I call a vision advantage.
[37:17.100 -> 37:20.040] When an organization is working together
[37:20.040 -> 37:21.960] in a collective way,
[37:21.960 -> 37:24.600] that their vision expands
[37:24.600 -> 37:27.460] in terms of how they see opportunities, right?
[37:27.460 -> 37:30.920] Because if everyone's looking out and sharing
[37:30.920 -> 37:34.060] and you're bringing that back and discussing it,
[37:34.060 -> 37:35.980] that's so much more powerful
[37:35.980 -> 37:38.420] than what the opposite of that would be.
[37:39.620 -> 37:42.580] And that's why, you know, maybe once a year,
[37:42.580 -> 37:46.480] I would take the team on some of these trips.
[37:46.480 -> 37:47.480] That is why.
[37:47.480 -> 37:53.440] Where we'd have Maria Kondo, who wrote The Art of Tidying Up, come to talk to us and
[37:53.440 -> 37:56.480] someone could say, well, what does that have to do with?
[37:56.480 -> 37:59.560] Well, we can all be better editors.
[37:59.560 -> 38:06.500] Whether it's trying to edit down to the best slogan you've ever heard, or walking into Nike Town, London,
[38:06.500 -> 38:08.960] and feeling like it's a bit cluttered
[38:08.960 -> 38:10.860] and you need to get down to the essential story
[38:10.860 -> 38:14.400] you wanna tell, but I'll give you a local example.
[38:14.400 -> 38:17.040] I took the team to Savile Row,
[38:17.040 -> 38:22.040] and we spent some time with these amazing tailors, right?
[38:22.260 -> 38:24.380] Some of them had been doing this for 30 years,
[38:24.380 -> 38:26.280] or maybe more, to be honest.
[38:26.280 -> 38:30.360] And watching the level of craft and respect
[38:30.360 -> 38:34.280] that they had for the ceremony
[38:34.280 -> 38:37.600] of getting the best tailored suit.
[38:37.600 -> 38:38.440] And what did we do?
[38:38.440 -> 38:41.440] We walked out of that and we asked a simple question.
[38:41.440 -> 38:44.160] What would this look like for sneakers?
[38:44.160 -> 38:46.680] Within a year, we introduced the first
[38:46.680 -> 38:49.460] Nike sneaker customization shop, right?
[38:49.460 -> 38:52.060] Long before it became a thing, okay?
[38:52.060 -> 38:53.580] In New York City.
[38:53.580 -> 38:54.600] And guess what?
[38:54.600 -> 38:56.260] Within another year and a half,
[38:56.260 -> 39:01.160] we probably had over 100 of those sneaker shops, right?
[39:01.160 -> 39:04.100] Where you could walk in and customize the leather,
[39:04.100 -> 39:05.840] the color, you could put your name on it,
[39:05.840 -> 39:07.700] things we take for granted today.
[39:07.700 -> 39:11.120] But my point is, the inception of the idea
[39:11.120 -> 39:15.040] started by just spending time in a city like London
[39:15.040 -> 39:18.260] with individuals who are innovating in their own craft,
[39:18.260 -> 39:20.280] because here's the deal.
[39:20.280 -> 39:23.120] I've found anyway, certainly in marketing,
[39:23.120 -> 39:27.000] when there's been big revolutions in the way you market,
[39:27.000 -> 39:28.640] it comes from transference.
[39:28.640 -> 39:33.400] Oftentimes the ideas are coming from outside your sector
[39:33.400 -> 39:36.280] and your job is to pull those in.
[39:36.280 -> 39:39.280] We talked about the Air Max, right?
[39:39.280 -> 39:42.000] A huge shoe for the UK, right?
[39:42.000 -> 39:43.000] Big time.
[39:43.000 -> 39:45.060] Well, Nike Air,
[39:45.060 -> 39:46.640] Nike Air came from,
[39:47.980 -> 39:49.940] the exploration of space.
[39:49.940 -> 39:53.420] There was an engineer for NASA
[39:53.420 -> 39:56.900] who was creating astronaut helmets, right?
[39:56.900 -> 40:01.420] Or innovating for them with a blow molded rubber technique
[40:01.420 -> 40:06.720] and came to Nike and had those conversations. And you have a company that's open
[40:06.720 -> 40:12.800] to having that dialogue. And the next thing you know, it becomes arguably one of the greatest
[40:12.800 -> 40:23.200] innovations in shoe history and sneaker history. As a person with a very deep voice, I'm hired all
[40:23.200 -> 40:25.000] the time for advertising campaigns.
[40:25.000 -> 40:31.000] But a deep voice doesn't sell B2B, and advertising on the wrong platform doesn't sell B2B either.
[40:31.000 -> 40:35.000] That's why if you're a B2B marketer, you should use LinkedIn ads.
[40:35.000 -> 40:40.000] LinkedIn has the targeting capabilities to help you reach the world's largest professional audience.
[40:40.000 -> 40:49.880] That's right, over 70 million decision makers all in one place. All the big wigs, then medium wigs, also small wigs who are on the path to becoming big wigs.
[40:49.880 -> 40:52.000] Okay, that's enough about wigs.
[40:52.000 -> 40:56.440] LinkedIn ads allows you to focus on getting your B2B message to the right people.
[40:56.440 -> 41:01.600] So does that mean you should use ads on LinkedIn instead of hiring me, the man with the deepest
[41:01.600 -> 41:03.000] voice in the world?
[41:03.000 -> 41:05.720] Yes, yes it does. Get started today
[41:05.720 -> 41:11.600] and see why LinkedIn is the place to be, to be. We'll even give you a $100 credit on your
[41:11.600 -> 41:17.000] next campaign. Go to LinkedIn.com slash results to claim your credit. That's LinkedIn.com
[41:17.000 -> 41:20.300] slash results. Terms and conditions apply.
[41:20.300 -> 41:26.740] On our podcast, we love to highlight businesses that are doing things a better way so you
[41:26.740 -> 41:31.800] can live a better life and that's why when I found Mint Mobile I had to share.
[41:31.800 -> 41:36.480] So Mint Mobile ditched retail stores and all those overhead costs and instead sells their
[41:36.480 -> 41:39.800] phone plans online and passes those savings to you.
[41:39.800 -> 41:50.080] And for a limited time they're passing on even more savings, with a new customer offer that cuts all Mint Mobile plans to $15 a month when you purchase a 3 month plan.
[41:50.080 -> 41:56.480] That's unlimited talk, text and data for $15 a month.
[41:56.480 -> 42:01.280] And by the way, the quality of Mint Mobile's wireless service in comparison to providers
[42:01.280 -> 42:04.200] that we've worked with before is incredible.
[42:04.200 -> 42:05.360] Mint Mobile is here to
[42:05.360 -> 42:10.960] rescue you with premium wireless plans for 15 bucks a month. So say goodbye to your overpriced
[42:10.960 -> 42:16.480] wireless plans, those jaw-dropping monthly bills, those unexpected overages, because all the plans
[42:16.480 -> 42:22.640] come with unlimited talk and text and high speed data delivered on the nation's largest 5G network.
[42:22.640 -> 42:25.760] Use your own phone with any Mint Mobile plan.
[42:25.760 -> 42:29.000] Bring your phone number along with all your existing contacts.
[42:29.000 -> 42:33.620] So ditch overpriced wireless with Mint Mobile's limited time deal and get premium wireless
[42:33.620 -> 42:38.440] service for just $15 a month. To get this new customer offer and your new
[42:38.440 -> 42:48.880] 3 month unlimited wireless plan for just $15 a month, go to mintmobile.com slash HPP that's mintmobile.com slash HPP.
[42:48.880 -> 42:55.360] Cut your wireless bill to 15 bucks a month at mintmobile.com slash HPP. Additional taxes,
[42:55.360 -> 43:00.160] fees and restrictions apply. See Mint Mobile for details.
[43:00.160 -> 43:05.840] So what question would you encourage people to ask? And I'll set some context behind this Felly pa gwestiwn y byddwch chi'n hyrwyddo i bobl gofyn, ac rydw i'n mynd i ddod o'r cyfnod ymlaen ymlaen yma,
[43:05.840 -> 43:10.000] y byddwn i wedi bod yn cymryd rhan gyda'r teams sport, y byddai'n dod yn ôl
[43:10.000 -> 43:16.080] ymwneudwr gwestiwn i ddod a sgrifio at y chwaraewyr, ac maen nhw'n mynd, ac mae fy nghyfrifau'n fawr
[43:16.080 -> 43:19.920] yw nad oeddent wedi gofyn y cwestiwn o'r hyn roeddech chi'n ddysgu o'r ffyrdd o'r ffyrdd oedd e
[43:19.920 -> 43:24.480] rydych chi wedi'i ddysgu, y gallwch chi ddysgu, mae'n eithaf fel bod nhw wedi mynd, oh, roedd hynny'n ddiddorol,
[43:24.480 -> 43:27.440] ac yna mae'r dysgu'n mynd allan allan o'r adeilad, ac rwy'n ddiddorol you've taken that you can apply, it's almost like they've gone, oh that was interesting, and then the learning walks out of the building. And I'm interested
[43:27.440 -> 43:32.520] if there was anybody that maybe just listens to this podcast, what questions
[43:32.520 -> 43:36.000] should they be asking on the back of this that they can apply to that world
[43:36.000 -> 43:40.280] that you were doing at Nike? Yes, some of it is, I don't care if you're creating your
[43:40.280 -> 43:47.280] own website or your own podcast or Instagram page or personal brand, whatever it is, and you
[43:47.280 -> 43:52.880] can break it down with terms of what am I supposed to be looking at when I'm walking into an experience
[43:52.880 -> 43:59.200] like that. And you can say, here's the things that I'm seeing that are just visual or about style,
[43:59.200 -> 44:08.280] how a fashion brand uses color, right, is known for color, whether it's Hermes orange or Tiffany blue or that,
[44:08.280 -> 44:12.880] what would you take from that in terms of owning a color
[44:12.880 -> 44:14.880] for your personal brand?
[44:14.880 -> 44:19.040] I don't care if you're an employee of one yourself
[44:19.040 -> 44:20.880] and you're starting on that journey,
[44:20.880 -> 44:23.000] like what does that look like?
[44:23.000 -> 44:29.440] And then, you know, function function can be, wow, I walked into this space and the
[44:29.460 -> 44:33.360] the ceremony and journey they took me on in terms of all the
[44:33.360 -> 44:38.000] way down to how they packaged the product that I bought and
[44:38.020 -> 44:41.520] put it in the bag. If you've been to Japan, I mean, it's just
[44:41.520 -> 44:46.400] amazing the ceremony and the respect they have for products. Did you
[44:46.400 -> 44:55.280] learn anything from that? So oftentimes you're looking at high-level craftsmanship and pride
[44:55.280 -> 45:02.320] that people have in other sectors and you're saying, how would that translate into my business?
[45:02.320 -> 45:06.040] Again, it's not about, I know a lot of the things I share
[45:06.040 -> 45:09.560] in the book oftentimes are big, either big campaigns
[45:09.560 -> 45:14.480] or trips to amazing places, but it's amazing what you can do
[45:14.480 -> 45:18.600] just in the city you live in or even in the palm of your hand
[45:18.600 -> 45:19.760] through your phone.
[45:19.760 -> 45:22.740] And that's why, I mean, I wouldn't say I'm proud of it,
[45:22.740 -> 45:27.280] but I have 86,000 photos in my iPhoto
[45:27.280 -> 45:29.120] because I'm quite obsessed.
[45:29.120 -> 45:35.100] And I would say about 5,000 of those are just screenshots of things I see through my phone.
[45:35.100 -> 45:40.600] Could be quotes, could be an upcoming movie that's coming.
[45:40.600 -> 45:43.560] Whatever it is, I'm trying to capture all that.
[45:43.560 -> 45:48.200] And then I have a system, kind of a system, to log that.
[45:48.360 -> 45:51.540] Because all it's gonna take is one of those ideas,
[45:51.540 -> 45:53.880] one of those pieces of inspiration to hit.
[45:53.880 -> 45:57.200] On the one hand, you need to edit, edit, edit, right?
[45:57.200 -> 45:59.120] To reveal what matters most.
[45:59.120 -> 46:00.080] And on the other hand,
[46:00.080 -> 46:03.560] you need to constantly pull in inspiration around you.
[46:03.560 -> 46:05.300] So it's okay to have tension
[46:06.140 -> 46:11.900] Right. So that's a good thing. I'm talking attention in the book. You say stop trying to be perfect
[46:12.460 -> 46:19.600] Loosen up and you'll discover new territory. Hmm, but then at the same time you match that up with attention to exacting details
[46:21.100 -> 46:26.920] So, how can we be absolutely sure on the details and really focus on those tiny things, but
[46:26.920 -> 46:29.520] at the same time trying to loosen up?
[46:29.520 -> 46:30.520] Yeah, it's great.
[46:30.520 -> 46:35.280] And you speak to the contradiction, contradictions that oftentimes certainly rattle around in
[46:35.280 -> 46:36.280] my head.
[46:36.280 -> 46:38.140] And I want to say that that's okay.
[46:38.140 -> 46:44.520] Because if you're trying to go to new places and take the viewer or the audience to new
[46:44.520 -> 46:45.800] places in terms of something
[46:45.800 -> 46:47.560] that they hadn't thought of before,
[46:47.560 -> 46:50.080] then you're gonna have to push to that place.
[46:50.080 -> 46:53.360] And thankfully, that was actually, yeah,
[46:53.360 -> 46:58.280] my first job before Nike, I was too obsessed with perfection
[46:58.280 -> 47:02.520] and thankfully, my boss just came over to my computer
[47:02.520 -> 47:05.360] and took the computer mouse and essentially kind
[47:05.360 -> 47:10.680] of ruined the layout I had of this poster. But actually when I look back at
[47:10.680 -> 47:15.680] all the work I created during that time, that's the absolute best piece of work I
[47:15.680 -> 47:22.240] did because I broke out of this effort to always be precise and controlling in
[47:22.240 -> 47:31.280] terms of what I was creating. I guess what I'm saying is even the most eclectic design, a design that may even look messy at
[47:31.280 -> 47:37.080] first glance, emotion by design, the by design is about being intentional with
[47:37.080 -> 47:43.000] your choices, right? And being intentional to create that emotion and stir
[47:43.000 -> 47:45.120] that emotion in people.
[47:45.520 -> 47:49.880] And so I also, yes, I, I, I like to use a quote, you know,
[47:49.880 -> 47:51.440] from Albert Einstein and it's,
[47:51.680 -> 47:53.720] there's controversy whether he actually said it,
[47:53.740 -> 47:57.200] but make it as simple as possible, but not simpler.
[47:57.600 -> 47:59.480] So you're refining something,
[47:59.520 -> 48:02.400] you're subtracting something that's not essential,
[48:02.440 -> 48:06.000] but not to the point where you're losing the soul and the personality of
[48:06.320 -> 48:08.800] What it is you intend to bring to the world?
[48:08.800 -> 48:15.920] I think that's really important for people and you are trying to simplify the lives of your audience, right?
[48:15.920 -> 48:21.380] You don't want them to have to work through process. Would you go through to do that? Well, it would it would depend
[48:21.380 -> 48:28.320] So if you're designing certainly, let's just take a shoe or even a book cover.
[48:28.320 -> 48:34.300] Do the elements that exist add to the experience in a positive way?
[48:34.300 -> 48:38.840] Do they make it more intuitive to the reader?
[48:38.840 -> 48:49.480] Or do they create inconvenience and distraction and all those other things? And you start removing the things that aren't contributing to the greater good
[48:49.480 -> 48:56.820] And that's the that's the process of editing and I don't care if it's again a shoe this coffee mug or whatever
[48:56.840 -> 48:58.840] There's been a process of simplification
[48:59.560 -> 49:03.760] but not to the point where you remove the the feeling that
[49:04.200 -> 49:06.700] You want the person to have, right?
[49:06.700 -> 49:08.220] Because that can happen too.
[49:08.220 -> 49:11.020] And believe me, I've been responsible for work
[49:11.020 -> 49:13.340] that gets out there and it's flat
[49:13.340 -> 49:18.120] because we've spent too much time trying to be perfect
[49:18.120 -> 49:22.060] and taking a lot of things away that quite frankly,
[49:22.060 -> 49:25.200] we're contributing to that emotional kind of feeling.
[49:25.200 -> 49:30.400] So what would your jump off point then be, Greg? Because you can always keep finessing,
[49:30.400 -> 49:34.160] you can keep editing. Like, what was your moment when you go,
[49:34.160 -> 49:38.640] no, that's it, we launch, we get our products out there in the world?
[49:38.640 -> 49:42.640] Yeah, and I'll just keep saying this, that's why it's a team sport. Because
[49:42.360 -> 49:47.260] that's why it's a team sport, because you can't be objective if it's just you.
[49:47.260 -> 49:48.800] It's just not possible.
[49:48.800 -> 49:51.160] So you need people in your team,
[49:51.160 -> 49:53.620] and quite frankly in your life,
[49:53.620 -> 49:58.620] that are providing that, sometimes that tension.
[49:59.000 -> 50:00.880] Like, okay, we're at the point
[50:00.880 -> 50:03.320] where this has gone far enough.
[50:03.320 -> 50:04.160] Are you sure?
[50:04.160 -> 50:09.440] Yes, I'm sure, and here's why. And you're using each other as a sounding board.
[50:09.440 -> 50:14.400] Would you do that explicitly? Would you give somebody that role to say, I want you to come and be the
[50:14.400 -> 50:19.160] dissenter in this relationship? Would you give, would you assign people?
[50:19.160 -> 50:25.000] Yeah, well, I kind of, it's what I had, just the scale of the amount of work
[50:26.120 -> 50:28.360] and the global nature of it,
[50:28.360 -> 50:32.520] and the velocity of the stories we were putting out there.
[50:32.520 -> 50:36.340] We would go through three different checkpoints, right?
[50:36.340 -> 50:39.020] To kind of hone those stories, right?
[50:39.020 -> 50:41.320] Checkpoint one, and it's brought a sense,
[50:41.320 -> 50:43.040] what are we trying to say to the world?
[50:43.040 -> 50:45.680] And generally, how is this gonna look and feel? And phase two, it's like, okay, what are we trying to say to the world? And generally, how is this going to look and feel?
[50:45.680 -> 50:50.320] And phase two, it's like, OK, now we're getting closer.
[50:50.320 -> 50:53.240] And we're starting to go through that editing process.
[50:53.240 -> 50:57.440] And then the final phase is where you're, what I talk about in the book,
[50:57.440 -> 51:00.560] is obsessing that last 10%.
[51:00.560 -> 51:03.960] Because what I've found, and I'm sure you've found this in athletics,
[51:03.960 -> 51:06.320] is that often it doesn't help
[51:06.320 -> 51:08.660] if you've played 80 minutes and then you take
[51:08.660 -> 51:11.240] the last 10 minutes off because you're tired
[51:11.240 -> 51:13.000] and it's good enough.
[51:13.000 -> 51:16.680] You're up two-zero and it's pretty much in hand
[51:16.680 -> 51:17.620] and then you lose.
[51:17.620 -> 51:20.400] Well, the same thing applies to,
[51:20.400 -> 51:21.720] you know when you see something
[51:21.720 -> 51:24.020] that hasn't been finished well.
[51:24.020 -> 51:27.640] All you have to do is walk down the street and sometimes look at architecture
[51:28.280 -> 51:29.480] of
[51:29.480 -> 51:31.480] whether it's office buildings or
[51:32.000 -> 51:36.500] restaurants and things where it doesn't seem like that respect for
[51:36.880 -> 51:43.440] Finishing and the details was taken all the way at some point. The team said I think we're good
[51:43.480 -> 51:51.980] So who's in the room that's gonna say we're actually not and so that's when I say things like hold the smallest detail to the highest standard
[51:52.240 -> 52:00.000] That means the number of stripes on here and how the I'm just gonna get geeky on you and how the word is framed
[52:00.000 -> 52:06.220] Is the time spent on that the last 10%. You're saying that these details matter
[52:06.220 -> 52:09.940] just as much as the coffee mug itself.
[52:09.940 -> 52:12.440] If you look at Apple, man,
[52:12.440 -> 52:14.940] you're talking about an entire culture,
[52:14.940 -> 52:17.780] an employee base that is in lockstep
[52:17.780 -> 52:21.580] and understands that they all hold the smallest detail
[52:21.580 -> 52:22.580] to the highest standard.
[52:22.580 -> 52:28.480] And you feel that as a consumer when you buy their products you appreciate that you can't articulate
[52:28.480 -> 52:34.800] that but you are buying in and you're feeling that sweat that they've put into
[52:34.800 -> 52:36.160] every single thing.
[52:36.160 -> 52:39.360] What we're really talking about here is passion, it's passion for the thing
[52:39.360 -> 52:43.040] you're involved in, it's passion for the smallest detail, it's passion for making
[52:43.040 -> 52:46.960] it as good as it can be. There's an issue though with passion that you talk about in the book
[52:47.480 -> 52:51.560] Because what passion actually involves is us revealing quite a lot of ourselves
[52:51.960 -> 52:58.640] So what would you say to people for whom are revealing their passion makes them feel vulnerable. It makes them feel anxious
[52:59.520 -> 53:07.520] Well, yeah, I mean first and foremost if it's passion passion out, if you're not putting the passion into your products,
[53:07.520 -> 53:10.360] into that launch, into your marketing,
[53:10.360 -> 53:12.040] then how do you expect the consumer
[53:12.040 -> 53:14.000] to have passion for you, right?
[53:14.000 -> 53:16.240] So it's a two-way street, right?
[53:16.240 -> 53:19.320] So passion is absolutely essential
[53:19.320 -> 53:23.200] and emotion is part of passion, it drives passion.
[53:23.200 -> 53:29.240] But I believe that the brands today and the brands that are ultimately going to resonate
[53:29.240 -> 53:34.320] the most are the brands that feel most human, feel the most relatable.
[53:34.320 -> 53:38.240] Those are the brands that will feel the most personal, right?
[53:38.240 -> 53:40.480] And same with leaders today.
[53:40.480 -> 53:45.540] Back to that idea of engaging with your teams and each other, your peers,
[53:45.540 -> 53:49.400] on both the rational level and emotional level.
[53:49.400 -> 53:52.920] That means revealing a bit more about yourselves
[53:52.920 -> 53:55.000] and being a bit more vulnerable.
[53:55.000 -> 53:57.400] And it's not a sign of weakness.
[53:57.400 -> 54:02.400] It's a commitment to getting that level of chemistry,
[54:04.360 -> 54:05.000] camaraderie,
[54:05.240 -> 54:07.560] and trust that I think is needed
[54:07.560 -> 54:10.800] versus walking around like everything's good,
[54:10.800 -> 54:12.680] you know, because it's actually not,
[54:13.560 -> 54:17.920] you know, oftentimes with those that might be around you.
[54:17.920 -> 54:20.120] So how do you create those spaces
[54:20.120 -> 54:22.360] to allow people to flourish
[54:22.360 -> 54:30.400] because they're not fearing the repercussions on putting a little bit more of themselves out there.
[54:31.000 -> 54:38.800] Let's talk about that then because really early in your Nike career, you had the chance to design a logo for, and for people that don't know this,
[54:38.800 -> 54:43.120] Dion Sanders was kind of like a two-sport superhero prime time, right?
[54:43.120 -> 54:44.800] He played in the MLB and the NFL.
[54:45.380 -> 54:48.840] You were asked to design a logo for him and you failed.
[54:48.840 -> 54:51.440] Now you didn't get the gig, someone else did.
[54:51.440 -> 54:53.720] You put passion into it, you opened yourself up,
[54:53.720 -> 54:56.260] you were vulnerable in that position.
[54:57.440 -> 55:01.200] What did that teach you about being vulnerable,
[55:01.200 -> 55:03.960] failing and still being able to get up and go again?
[55:03.960 -> 55:08.680] And how did the culture at Nike feed and allow you to do that?
[55:08.880 -> 55:13.440] It's a great, great question because I hadn't experienced that yet.
[55:13.640 -> 55:16.200] It was it was pretty smooth sailing up
[55:16.400 -> 55:20.920] until that point through college, through the early part of the internship.
[55:21.120 -> 55:23.320] And you're feeling pretty good about yourself.
[55:23.520 -> 55:26.000] And then you're face facing this opportunity that in my head,
[55:26.000 -> 55:29.000] I should have known that they're just allowing you to do this.
[55:29.000 -> 55:30.000] Right?
[55:30.000 -> 55:32.000] You know, there should have been a voice like,
[55:32.000 -> 55:34.000] you really think that they're going to,
[55:34.000 -> 55:36.000] but I didn't have those voices yet,
[55:36.000 -> 55:37.000] that voices of doubt, right?
[55:37.000 -> 55:41.000] And thankfully, but I had my boss at the time,
[55:41.000 -> 55:43.000] he pulled me aside and it's like,
[55:43.000 -> 55:45.120] this is, it's back to that
[55:45.120 -> 55:47.020] price of innovation.
[55:47.020 -> 55:53.320] If you really want to flourish in this, this kind of arena, then you need to play the longer
[55:53.320 -> 55:54.320] game.
[55:54.320 -> 56:02.220] You need to realize that probably 75% of what you create may, may not make it right.
[56:02.220 -> 56:06.880] So maybe one out of four of your designs or solutions,
[56:06.880 -> 56:10.480] you know, are gonna be left on the cutting room floor,
[56:10.480 -> 56:13.080] but it's the one that gets through
[56:13.080 -> 56:15.400] and the impact that that can have
[56:15.400 -> 56:18.380] and what that can do for your reputation
[56:18.380 -> 56:19.560] is quite astounding.
[56:19.560 -> 56:22.480] And so I had someone there that kind of taught me that,
[56:22.480 -> 56:24.680] and then I took that forward.
[56:24.680 -> 56:26.080] And it's not for everybody,
[56:26.080 -> 56:29.120] because oftentimes I was asking people
[56:29.120 -> 56:33.360] to create four solutions for this problem
[56:33.360 -> 56:34.760] we're trying to solve.
[56:34.760 -> 56:36.760] Well, why do I have to do four?
[56:36.760 -> 56:38.480] So we have a fair way of ideas
[56:38.480 -> 56:40.360] and we can assess them against each other.
[56:40.360 -> 56:42.920] Well, but if we're only one of them's gonna,
[56:42.920 -> 56:44.480] you see where I'm going?
[56:44.480 -> 56:46.000] So it's not for
[56:46.000 -> 56:54.480] everybody, but it's up to the leader to create the space that gets people to that point or a team
[56:55.120 -> 57:02.320] to have each other's back and support each other when the work isn't being chosen or selected,
[57:02.320 -> 57:06.120] right? That's why I always believed in the power of three
[57:06.120 -> 57:09.140] when it came to trying to solve a creative problem.
[57:09.140 -> 57:11.760] I would do three book cover designs.
[57:11.760 -> 57:15.240] I would do three versions of the coffee mug.
[57:15.240 -> 57:19.400] And not just iterations, a continuum.
[57:19.400 -> 57:23.200] Because what it will do is allow us to have a conversation
[57:23.200 -> 57:30.880] to get to the most appropriate successful solution. If I just come in with one design, it's a
[57:30.880 -> 57:35.120] hostage situation. I mean, so if we don't choose it, then we're gonna lose a bunch
[57:35.120 -> 57:40.280] of time. If we do choose it, is that the best we can do? So that's why I say power
[57:40.280 -> 57:46.840] of three. You know, I oftentimes drove my team crazy, but I think
[57:44.720 -> 57:49.040] everybody ultimately would appreciate it
[57:46.840 -> 57:50.840] now. But there's some really good research
[57:49.040 -> 57:54.240] on that, isn't there, as well, where when you
[57:50.840 -> 57:57.160] offer people three choices as opposed to
[57:54.240 -> 58:00.240] say simply just two, people will make a
[57:57.160 -> 58:02.160] commitment in both higher numbers and
[58:00.240 -> 58:04.120] they stick to that commitment, don't they,
[58:02.160 -> 58:07.600] rather than, so it's escaping the
[58:04.080 -> 58:10.560] binary either or. That's right, yes.
[58:07.600 -> 58:11.800] That extra choice liberates people to
[58:10.560 -> 58:15.040] feel that they've got some degree of
[58:11.800 -> 58:16.800] commitment in it. Yeah, and choice and
[58:15.040 -> 58:19.120] ownership, you would feel you're more
[58:16.800 -> 58:22.360] involved in the process because you got
[58:19.120 -> 58:24.840] to kind of say your piece about what you
[58:22.360 -> 58:26.320] felt was that, And that gets back to this idea of,
[58:27.200 -> 58:31.360] make sure you're involving your client or your audience
[58:31.360 -> 58:34.100] or your own players in the journey
[58:34.100 -> 58:36.220] so that they have more pride and ownership
[58:36.220 -> 58:37.320] over the end result.
[58:37.320 -> 58:39.400] Again, another learning for me.
[58:39.400 -> 58:41.840] I created some big events,
[58:41.840 -> 58:44.220] like working on football all those years.
[58:50.080 -> 58:54.020] And I got to do these big Nike parks, right, where we'd come in and drop them in for a period of time, and then pull
[58:54.020 -> 58:57.560] them back out. And early on, I had no convert, I can tell you
[58:57.560 -> 59:00.480] this right now, I was not having conversations with the local
[59:00.480 -> 59:05.040] communities, where these parks would temporarily pop up.
[59:09.320 -> 59:09.680] That's when I get into this idea of leave a legacy, not just a memory.
[59:15.920 -> 59:16.160] So to me, you have a much better opportunity to create more ownership
[59:20.000 -> 59:20.320] with your client or your the community that you're serving.
[59:22.960 -> 59:23.280] If you've taken the time to sit and listen.
[59:27.880 -> 59:28.400] And that's why I hold up the Soweto football training center
[59:35.000 -> 59:35.080] That we we we put in in 2010 and here it is. It's 2022 and it's flourishing
[59:40.960 -> 59:41.600] It's a reminder as well of all the things that you've learned as you've got on this incredible journey through Nike
[59:45.720 -> 59:47.940] And you talk in the book that competing is exciting, winning is exhilarating,
[59:47.940 -> 59:50.560] but the true prize is always the self-knowledge
[59:50.560 -> 59:52.320] and the understanding that you've gained along the way.
[59:52.320 -> 59:53.960] And you've shared so much of that with us
[59:53.960 -> 59:55.560] over the last hour.
[59:55.560 -> 59:59.220] What would you say to people is the single most important
[59:59.220 -> 01:00:02.160] piece of understanding that you picked up
[01:00:02.160 -> 01:00:03.880] in all those years at Nike?
[01:00:03.880 -> 01:00:05.440] Yeah, it's a great question.
[01:00:05.440 -> 01:00:08.880] And by the way, yeah, Seb Coe, I wish I had said that,
[01:00:08.880 -> 01:00:12.560] but yeah, it's a great quote and one that I take with me.
[01:00:12.560 -> 01:00:14.720] Getting to one, to me, it's always,
[01:00:14.720 -> 01:00:17.560] it's back to the power of three, if I may, you know.
[01:00:17.560 -> 01:00:21.080] Be empathetic, be curious,
[01:00:21.080 -> 01:00:23.480] and never play it safe, play to win.
[01:00:23.480 -> 01:00:26.400] I think they're the three most important ingredients
[01:00:26.400 -> 01:00:29.100] to leading a life of innovation.
[01:00:29.100 -> 01:00:31.540] Being empathetic, see what others see,
[01:00:31.540 -> 01:00:33.660] but really spend the time to find the things
[01:00:33.660 -> 01:00:36.380] that others don't so you can serve people better.
[01:00:36.380 -> 01:00:39.720] Being curious, getting outside yourself
[01:00:39.720 -> 01:00:43.340] so you can pull different pieces of inspiration
[01:00:43.340 -> 01:00:46.160] from the world beyond your own
[01:00:46.160 -> 01:00:49.380] and bring that into what you're working on
[01:00:49.380 -> 01:00:50.740] to achieve something great.
[01:00:50.740 -> 01:00:54.240] And then finally, really hard to achieve
[01:00:54.240 -> 01:00:56.860] becoming a brand of distinction
[01:00:57.740 -> 01:01:00.820] if you're playing not to lose.
[01:01:00.820 -> 01:01:02.060] And that would be a big thing.
[01:01:02.060 -> 01:01:04.740] I worked at a brand that never played to lose.
[01:01:04.740 -> 01:01:08.480] Playing to win means you're on the offense. Brilliant. We've reached our
[01:01:08.480 -> 01:01:12.440] quickfire questions at the end, Greg. The first one is what are the three
[01:01:12.440 -> 01:01:16.680] non-negotiable behaviors that you and the people around you must buy into? Be
[01:01:16.680 -> 01:01:22.560] empathetic, be curious and never play it safe. Play to win. If you could go back to
[01:01:22.560 -> 01:01:31.640] one moment of your life, what would it be and why? Well this year as I look back it would be when I turned 18 I
[01:01:31.640 -> 01:01:36.340] didn't realize I found my birth families this year just just to put that out
[01:01:36.340 -> 01:01:40.940] there. I didn't and unfortunately my birth dad passed away two years ago so I
[01:01:40.940 -> 01:01:47.360] didn't actually meet him and I was told that he went to find me when I was 18.
[01:01:47.360 -> 01:01:50.880] But because of how laws are and were back then,
[01:01:50.880 -> 01:01:55.520] I would have had to put a note in the adoption folder
[01:01:55.520 -> 01:01:59.480] saying, yes, you can come and find me.
[01:01:59.480 -> 01:02:00.780] Well, obviously, you're 18,
[01:02:00.780 -> 01:02:02.200] you have other things that you're doing.
[01:02:02.200 -> 01:02:03.480] So if I could do one thing,
[01:02:03.480 -> 01:02:08.120] it would be to go back to that moment write that note and maybe we would have had
[01:02:08.120 -> 01:02:09.960] this incredible
[01:02:09.960 -> 01:02:15.320] 30 year relationship. I'm interested in how you now you dealt with that though because we've had a conversation here about
[01:02:16.040 -> 01:02:20.680] allowing failure allowing life to take its course not controlling too much just
[01:02:21.840 -> 01:02:25.640] but then you see a moment like that and I wonder whether despite all of
[01:02:25.640 -> 01:02:31.280] these years of being told that it's okay to make mistakes or life is not always
[01:02:31.280 -> 01:02:35.200] going to be perfect whether that was still been a really difficult thing.
[01:02:35.200 -> 01:02:40.480] Yeah, I mean it was very crushing in the moment, absolutely, but what was beautiful
[01:02:40.480 -> 01:02:46.140] that came out of it is I have the his family and
[01:02:46.140 -> 01:02:51.040] extended family has given me I have so much memorabilia and
[01:02:51.080 -> 01:02:54.960] objects and documents and photos that I could literally fill this
[01:02:54.960 -> 01:03:01.880] studio as a museum to his life. And the just the outpouring of
[01:03:01.880 -> 01:03:07.200] all the support and to be able to walk around with essentially his entire story,
[01:03:08.080 -> 01:03:13.280] all the way down to his wallet with all the information in it, to just everything.
[01:03:13.280 -> 01:03:20.160] So, with kind of maybe the disappointment and sadness that came with that, came this
[01:03:20.720 -> 01:03:28.860] unbelievable generosity and just the relationships I now have for all the people
[01:03:28.860 -> 01:03:30.620] that loved him.
[01:03:30.620 -> 01:03:34.220] And so, that is, at the end of the day, I'll take that.
[01:03:34.220 -> 01:03:38.300] I mean, as I said, it's been a huge life bonus.
[01:03:38.300 -> 01:03:45.120] More often than not, reuniting adoptees with birth families oftentimes doesn't work out.
[01:03:45.760 -> 01:03:50.480] Yeah, but it's so easy for you to think, could have had those 30 years.
[01:03:51.120 -> 01:03:51.440] Yeah.
[01:03:51.440 -> 01:03:56.400] How lovely though to think that a few years ago you didn't have the wallet and the memories and
[01:03:56.400 -> 01:04:00.240] the life of stories, you know, look what you've gained rather than what you could have had,
[01:04:00.240 -> 01:04:01.440] I suppose, if that helps.
[01:04:01.440 -> 01:04:04.320] Yeah, absolutely. No, I appreciate it. Yeah.
[01:04:05.280 -> 01:04:07.280] Tell us, how important is legacy to you?
[01:04:08.400 -> 01:04:10.160] I think, you know, again, for me,
[01:04:10.160 -> 01:04:15.160] legacy is how you improved the lives of others,
[01:04:15.400 -> 01:04:18.800] not so much about, I've read this book, a couple books,
[01:04:18.800 -> 01:04:20.040] but one of the books I read is
[01:04:20.040 -> 01:04:22.880] The Second Mountain by David Brooks, right?
[01:04:23.720 -> 01:04:27.200] And just that idea of the first mountain oftentimes
[01:04:27.200 -> 01:04:29.640] is just your ascent to achieve,
[01:04:29.640 -> 01:04:32.480] like oftentimes it's financial,
[01:04:32.480 -> 01:04:34.160] it's professional accolades,
[01:04:34.160 -> 01:04:36.960] sometimes it's awards, right, in the ad industry.
[01:04:36.960 -> 01:04:41.040] But yeah, this second mountain to me
[01:04:41.040 -> 01:04:44.380] is really where you leave the legacy
[01:04:44.380 -> 01:04:45.440] in terms of how are you
[01:04:45.440 -> 01:04:50.440] impacting the lives of everyone else and that's part of the purpose of the book
[01:04:50.440 -> 01:04:56.160] is trying to share a practical guide to help people build stronger emotional
[01:04:56.160 -> 01:05:00.520] connections and to realize their potential to do that. What's been the
[01:05:00.520 -> 01:05:05.600] biggest sacrifice you've made in pursuit of high performance? And would you make it again?
[01:05:08.100 -> 01:05:09.100] I left a lot of friends behind, no question.
[01:05:15.800 -> 01:05:23.600] And I moved pretty quickly, right, actually through college and into the workplace. And along the way, I lost touch with many people in pursuit of, you know, having that competitive edge.
[01:05:23.820 -> 01:05:24.820] of having that competitive edge.
[01:05:29.180 -> 01:05:32.060] And if I could go back, maybe try to find that balance, because what I can tell you today,
[01:05:32.060 -> 01:05:35.660] just even watching athletes and meeting them
[01:05:35.660 -> 01:05:38.780] and working with them, like even a Roger Federer,
[01:05:38.780 -> 01:05:43.780] you can achieve excellence and doing it with humanity.
[01:05:43.960 -> 01:05:46.080] And maybe that's not something I I knew
[01:05:46.080 -> 01:05:51.720] because you're locked in in your 20s and 30s and your final message for people
[01:05:51.720 -> 01:05:54.880] that have listened to this really interesting conversation for the past
[01:05:54.880 -> 01:06:00.320] hour for your one golden rule to living a high-performance life what would you
[01:06:00.320 -> 01:06:05.360] like to leave people ringing in their ears after this conversation?
[01:06:05.360 -> 01:06:10.280] And I apologize for going with three again, but it's the last three sentences of the book.
[01:06:10.280 -> 01:06:14.120] Be human, create emotion, leave your legacy.
[01:06:14.120 -> 01:06:15.120] Thank you so much.
[01:06:15.120 -> 01:06:16.120] Thank you.
[01:06:16.120 -> 01:06:17.120] Spending time with us.
[01:06:17.120 -> 01:06:20.440] I think it's so interesting to have this conversation because people could look at your book as
[01:06:20.440 -> 01:06:26.720] the former CMO of Nike and think that's a book about design and about brand but it isn't is it it's a
[01:06:26.720 -> 01:06:29.080] it's about emotion it's about reaching
[01:06:29.080 -> 01:06:30.120] people it's about the power of
[01:06:30.120 -> 01:06:32.960] communication and thank you so much for
[01:06:32.960 -> 01:06:34.400] spending time to come and talk to us
[01:06:34.400 -> 01:06:36.240] about it thank you both I really
[01:06:36.240 -> 01:06:38.800] appreciate it
[01:06:40.200 -> 01:06:43.360] Damien Jake what an interesting guy with
[01:06:43.360 -> 01:06:45.480] the most remarkable life and you know
[01:06:45.480 -> 01:06:51.120] he's obviously spent time around the most high achieving successful sports
[01:06:51.120 -> 01:06:57.520] stars on the planet but what has defined I think his success in his career is not
[01:06:57.520 -> 01:07:03.440] the names and what comes with hanging around with LeBron or Ronaldo or whoever
[01:07:03.440 -> 01:07:08.920] it's the fact that he's realized you can have a big famous name but unless you find the emotion or
[01:07:08.920 -> 01:07:12.100] the story behind that name then you're gonna struggle.
[01:07:12.100 -> 01:07:16.920] Toby Vallentine- 100% again it comes back to that one word that we see so often with our
[01:07:16.920 -> 01:07:21.600] high performers which is empathy rather than opinion. You might see these guys on
[01:07:21.600 -> 01:07:26.000] a TV screen and but they're one-dimensional if you just view them through that domain, step into their world, understand the demands, the gallwch weld y dynion hyn ar y sgrin TV, ond maen nhw'n unig-dimensionell, os ydych chi'n gweld nhw drwy'r domen honno,
[01:07:26.000 -> 01:07:29.000] ystafellu'r byddau nhw, deall y cyfraniadau, y pwysau,
[01:07:29.000 -> 01:07:33.000] eu stori ei hun, yw lle y gallwch ddechrau gysylltu
[01:07:33.000 -> 01:07:38.000] a chreu'r cymysgedd y gwnai Greig wedi'i wneud yn ei gyrfa.
[01:07:38.000 -> 01:07:40.000] Rwy'n cael llawer o wylio'r hynny.
[01:07:40.000 -> 01:07:43.000] Rwy'n hoffi'r ffaith bod yn cymryd ei chymryd ar y 10% diwethaf,
[01:07:43.000 -> 01:07:48.160] yn y mwyaf pwysig, ac yn aros i ddod at un o'r copi cofi yma ar ein set a'i ddecydu a oedd yn dda o hyd i ddod o hyd. the fact that he focuses on the last 10% being the most important and he ended up picking up one of the coffee cups here on our set and deciding whether it was
[01:07:48.160 -> 01:07:53.440] good enough or not. I also am a really firm believer and I really buy into what
[01:07:53.440 -> 01:07:58.600] he was saying there about allowing you to fail because failure is the price of
[01:07:58.600 -> 01:08:03.360] creativity and if only more of us could frame our struggles and our failures in
[01:08:03.360 -> 01:08:05.760] that way. When I was being creative, I was pushing the boundaries,
[01:08:05.760 -> 01:08:07.720] I was searching for the gold and stuff,
[01:08:07.720 -> 01:08:10.040] you won't get there without the failure.
[01:08:10.040 -> 01:08:12.080] What found interesting on this then, Jake,
[01:08:12.080 -> 01:08:15.400] is that you run Whisper, you co-founded Whisper,
[01:08:15.400 -> 01:08:18.080] so a big production company.
[01:08:18.080 -> 01:08:21.080] So how could you take what Greg was sharing
[01:08:21.080 -> 01:08:23.480] and either reinforce what you're already doing at Whisper
[01:08:23.480 -> 01:08:28.640] or introduce an idea that keeps that creativity alive? a'r rhai sy'n rannu, a'r rhai sy'n gynllunio'r hyn rydych chi'n ei wneud ar Whisper, neu'n cyflwyno sylfaen a'r hyn sy'n gael y creadigrwydd hwnnw i gyd.
[01:08:28.640 -> 01:08:33.520] Rwy'n credu bod y peth fawr ar Whisper a fyddem yn ei ddweud o'r hyn sydd wedi'i dweud o Greg,
[01:08:34.080 -> 01:08:40.720] yw ein bod ni'n bwysig ar y pwynt ymhell i'r busnes. Ac rwy'n credu bod y broblem oedd,
[01:08:40.720 -> 01:08:49.720] rydyn ni'n gwybod, pan ddechreuon ni'r busnes, oedd Sunderl and I were, well it was 10 years ago, so we were both in our early 30s, we probably weren't in a position where we were
[01:08:49.720 -> 01:08:53.320] able to be vulnerable and make mistakes and fail because we felt that that would reflect
[01:08:53.320 -> 01:08:57.240] badly on us. It's only now all these years later that we realise it wouldn't reflect
[01:08:57.240 -> 01:09:03.080] badly on us. We realise now that it would empower the people in the business to make
[01:09:03.080 -> 01:09:07.000] mistakes as well, and to realise that if we can make mistakes at the top of the business, y byddai'n gallu gweithio i gynhyrchu'r bobl yn y busnes i gynhyrchu'r pethau hefyd, ac i ddeall y byddai'n gallu gynhyrchu'r pethau ar y top o'r busnes,
[01:09:07.000 -> 01:09:09.000] y byddai pawb yn gallu gynhyrchu'r pethau.
[01:09:09.000 -> 01:09:11.000] Ac rwy'n credu eich bod gennym rywfaint o ffordd i fynd o'r hynny.
[01:09:11.000 -> 01:09:13.000] Rwy'n credu mai dyna'r peth rydyn ni'n ei gydnabod,
[01:09:13.000 -> 01:09:15.000] a'r peth rydyn ni'n ei gydnabod,
[01:09:15.000 -> 01:09:17.000] mae'n rhywbeth yr ydych chi'n ei gydnabod.
[01:09:17.000 -> 01:09:19.000] Un o'r gwybodaethau mwyaf rydw i'n ei gyrraedd,
[01:09:19.000 -> 01:09:21.000] yr hyn rydw i'n ei gyrraedd,
[01:09:21.000 -> 01:09:23.000] oedd y ddifrifiaeth o ffyrdd,
[01:09:23.000 -> 01:09:28.000] yn hytrach na'r ddifrifiaeth o ffyrdd o ddyn, neu o ddifrifiaeth o ddiddordeb, yn hytrach na dim ond ddiddordeb ddynion neu ddiddordeb gwreiddiol.
[01:09:28.000 -> 01:09:33.000] Roedd y ddiddordeb cognitif o gael pobl sy'n ymwneud â'r rhan fwyaf,
[01:09:33.000 -> 01:09:38.000] a gweithio gyda phobl sy'n ymwneud â'r stori gwych.
[01:09:38.000 -> 01:09:40.000] Pa oedd eich cymorth ar hynny?
[01:09:40.000 -> 01:09:44.000] Rwy'n credu bod hynny'n rhywbeth a gafodd Nike gynllunio gyda'r amgylchedd
[01:09:44.000 -> 01:09:47.700] a chreuwyd, ac rwy'n credu mai hynny'n un o'r pethau clus that is something that Nike managed to foster with the environment that they created and I think that is one of the key things is that don't underestimate
[01:09:47.700 -> 01:09:53.620] the importance of creating a culture and an environment that allows all kinds of
[01:09:53.620 -> 01:09:57.640] different people to feel like they belong. It's no good creating a certain
[01:09:57.640 -> 01:10:00.700] culture and then saying oh yeah yeah everyone feels at home here. Well ask
[01:10:00.700 -> 01:10:11.720] your people, go to your staff and say do you feel at home in this culture with five white middle class male leaders in the business? Does that make you as a 21
[01:10:11.720 -> 01:10:16.680] year old black female member of staff feel empowered? And feel like it's a culture for
[01:10:16.680 -> 01:10:20.600] you? I would suggest perhaps it doesn't. So I think that we have to be really careful
[01:10:20.600 -> 01:10:26.680] at not saying one thing and doing another and I think that he is a man who has learned so much
[01:10:26.680 -> 01:10:28.160] from the time he spent in that business.
[01:10:28.160 -> 01:10:30.120] And it was a pleasure of him to share it with us, wasn't it?
[01:10:30.120 -> 01:10:32.000] Oh, it was an absolute delight.
[01:10:32.000 -> 01:10:35.080] And I loved his own story married into that as well,
[01:10:35.080 -> 01:10:39.360] being the outsider, looking in and using that skill
[01:10:39.360 -> 01:10:43.160] of observation and empathy to power
[01:10:43.160 -> 01:10:44.940] a hugely successful career.
[01:10:45.000 -> 01:10:46.440] And now it's that time of the podcast and empathy to power a hugely successful career.
[01:10:47.880 -> 01:10:51.240] And now it's that time of the podcast where we get to meet someone who listens to the pod
[01:10:51.240 -> 01:10:52.200] and has been inspired.
[01:10:52.200 -> 01:10:55.160] And this is going to be an amazing conversation.
[01:10:55.160 -> 01:10:57.080] I want to introduce you to Rosie,
[01:10:57.080 -> 01:11:00.400] who got in touch to tell us how the podcast
[01:11:00.400 -> 01:11:02.940] was so impactful for her at a key moment in her life.
[01:11:02.940 -> 01:11:03.860] But I think, you know what, Rosie,
[01:11:03.860 -> 01:11:06.960] I think it should be you telling this story. So take it away.
[01:11:06.960 -> 01:11:11.120] Rosie Smith So I sent a message because, um, I had been
[01:11:11.120 -> 01:11:15.720] incredibly inspired by listening to the High Performance Podcast. Um, and it had come retrospectively
[01:11:15.720 -> 01:11:21.560] with a few, a series of successes, let's call them, of my own. I undertook the, um, all
[01:11:21.560 -> 01:11:26.280] arms pre-parachute selection course, which is the selection course to serve
[01:11:26.280 -> 01:11:29.140] with airborne forces in the British military.
[01:11:29.140 -> 01:11:32.920] And it's considered one of the elite arduous courses in the Army.
[01:11:32.920 -> 01:11:38.520] And I did the course, I passed it, I earned my wings and I served in an airborne brigade.
[01:11:38.520 -> 01:11:47.440] The slight nuance of sort of what I did was that I wasn't am the only woman to ever pass the course. And so quite a big
[01:11:47.440 -> 01:11:52.960] moment for the army, for myself, for the brigade, and hopefully for lots of the young girls coming
[01:11:52.960 -> 01:11:59.920] through the army after me. The course itself is, well, in its nature, very arduous. And on average,
[01:11:59.920 -> 01:12:04.400] from start to finish in the seven weeks, you'll get an average pass rate of about 32%
[01:12:02.300 -> 01:12:06.000] from start to finish in the seven weeks, you'll get an average pass rate of about 32% men.
[01:12:06.900 -> 01:12:09.740] And so for anyone to pass the course,
[01:12:09.740 -> 01:12:11.540] it's a pretty big deal.
[01:12:11.540 -> 01:12:14.020] And you also mentioned in your email to us, Rosie,
[01:12:14.020 -> 01:12:16.740] about you opened up the smock that you wore
[01:12:16.740 -> 01:12:18.280] and in the pocket you found a note
[01:12:18.280 -> 01:12:19.980] that you had ripped out and saved.
[01:12:19.980 -> 01:12:22.660] And that was a really kind of key moment for you,
[01:12:22.660 -> 01:12:23.820] wasn't it?
[01:12:23.820 -> 01:12:27.360] Yeah, so I was asked to come and do some recruiting talks
[01:12:27.360 -> 01:12:29.040] for those that were thinking about
[01:12:29.040 -> 01:12:30.600] becoming officers in the army.
[01:12:30.600 -> 01:12:31.800] I had a bit of imposter syndrome.
[01:12:31.800 -> 01:12:33.760] I thought, what do they want to hear from me?
[01:12:33.760 -> 01:12:35.080] All I did was pass the course.
[01:12:35.080 -> 01:12:36.600] It's not interesting.
[01:12:36.600 -> 01:12:38.200] But it was only around that time
[01:12:38.200 -> 01:12:40.360] that I took out the smock that I'd been wearing
[01:12:40.360 -> 01:12:44.080] on all the physical tests we'd been doing.
[01:12:44.080 -> 01:12:46.880] And I went to wash it and I took out of the pocket
[01:12:46.880 -> 01:12:48.680] a piece of paper, you're right.
[01:12:48.680 -> 01:12:50.680] And I'd forgotten I put it in there.
[01:12:50.680 -> 01:12:54.560] And I'm not one for those sort of inspo quotes
[01:12:54.560 -> 01:12:56.880] and the hashtags on Instagram or anything,
[01:12:56.880 -> 01:12:59.600] but I'd given to one of my really good friends
[01:12:59.600 -> 01:13:02.660] a calendar of a happy note per day.
[01:13:02.660 -> 01:13:04.520] And you rip it off and you get a happy note every day
[01:13:04.520 -> 01:13:09.920] to make you feel good about whatever you're doing. And on the first day of the test week, so the final
[01:13:09.920 -> 01:13:15.920] week where you do your eight tests to pass the course, the quote that came up was,
[01:13:15.920 -> 01:13:22.080] be strong, you never know who you're inspiring. And I did look at it in the morning in my glum
[01:13:22.080 -> 01:13:28.880] state of, they're never going to let me pass the course. They never let me pass the course. I thought, oh, do you know what? Actually, I'm actually going
[01:13:28.880 -> 01:13:33.600] to take my own advice there. And I ripped off the piece of paper and I put it in my smock and
[01:13:33.600 -> 01:13:37.040] it stayed in there for the whole course. And obviously I went on to pass the course. And it
[01:13:37.040 -> 01:13:43.200] was only though, after the course, when I actually gave myself time to reflect on the performance,
[01:13:43.200 -> 01:13:45.440] when I unzipped that pocket and I saw the note
[01:13:45.440 -> 01:13:50.640] and I realized, oh, it's not about my one success, me saying, oh, I just passed a course.
[01:13:51.280 -> 01:13:56.480] It's about the process. It's about the high performance. Now I can talk about high performance.
[01:13:56.480 -> 01:14:01.520] The high performance process that I went through to get there, it was about being strong at every
[01:14:01.520 -> 01:14:06.120] moment because somebody somewhere is being inspired and you
[01:14:06.120 -> 01:14:10.920] might not think it, but everybody inspires somebody.
[01:14:10.920 -> 01:14:14.880] And I think that that gave me a real, that was a real moment for me where I realized
[01:14:14.880 -> 01:14:19.040] you don't need to be an Olympic athlete to inspire someone.
[01:14:19.040 -> 01:14:26.640] In the same way that when I listened to your podcast, I'm as inspired, if not more inspired, by people I can't relate to because
[01:14:27.360 -> 01:14:33.120] they think outside of a box of what I'm used to. So Chrissy Wellington, for me, I'm a triathlete,
[01:14:33.120 -> 01:14:37.920] so she was perfect. Everything she said, I thought, yeah, tick, tick, I do that. But then I
[01:14:37.920 -> 01:14:44.160] listen to a footballer or a football manager or a golfer or a Formula One driver, and I think,
[01:14:44.160 -> 01:14:47.200] well, I don't really know what he talks about, but then when he
[01:14:47.200 -> 01:14:51.120] discusses his processes, his challenges, his mindset, I'm actually more
[01:14:51.120 -> 01:14:52.280] challenged by that.
[01:14:52.400 -> 01:14:58.000] And I realised that I'm as inspired by him as I am by somebody in my own field.
[01:14:58.520 -> 01:14:59.020] Brilliant.
[01:14:59.360 -> 01:15:03.320] Well, first of all, Rosie, congratulations on behalf of the whole of the high
[01:15:03.320 -> 01:15:08.480] performance team on passing what sounds like a pretty arduous programme. Rosie, cwmhaith i'r cymdeithas o ran y cymdeithas cyffredinol ar gyfer y program sy'n sain fel peth o'r ddiddorol.
[01:15:08.480 -> 01:15:16.400] Ond un o'n cwodaiadau ffavoriadol yw bod cyfansoddau'n dod o'r succes. Felly pan ydych chi'n ymdrechu ar y cwrs hwnnw
[01:15:16.400 -> 01:15:22.880] a'r gwybodaethau y byddwch chi'n eu cymryd i'r nesaf o fewn gwahanol ffeilion sy'n edrych i'w wneud'r un peth,
[01:15:23.600 -> 01:15:26.040] beth yw'r cyfansodau y byddwch chi'n eu cymryd iddo nhw, a gallant eu cymryd i'w gwillion. Pa argyfwngau y gallwch chi eu rhoi iddo
[01:15:26.040 -> 01:15:29.440] a allu eu cymryd ac ymddiried i'w bywydau eu hunain?
[01:15:29.440 -> 01:15:31.640] Rwy'n credu, i mi, mae'n ymddiried
[01:15:31.640 -> 01:15:34.160] a'r cyfrifoldeb o heriau,
[01:15:34.160 -> 01:15:37.240] heriau i'r meddwl, heriau i'r llyfr, heriau i'r eu hunain.
[01:15:37.240 -> 01:15:39.840] Dwi ddim yn unig yn gallu siarad am ymgyrchu P Company.
[01:15:39.840 -> 01:15:41.760] Dwi ddim yn unig yn gallu siarad am
[01:15:41.760 -> 01:15:43.560] yn ymwneud â swyddog a'r arme.
[01:15:43.560 -> 01:15:47.240] Oherwydd rwy'n deall I'm not only able to talk about becoming an officer in the army, because I understand
[01:15:47.240 -> 01:15:51.680] the process of challenging oneself along the way.
[01:15:51.680 -> 01:15:56.520] And I think it's all about seizing moments.
[01:15:56.520 -> 01:16:02.200] I don't want to use well-known quotes and just say seize the day, but very much seize
[01:16:02.200 -> 01:16:03.440] those moments.
[01:16:03.440 -> 01:16:07.880] And if you even think for a moment that you can, why would you not?
[01:16:08.400 -> 01:16:11.560] We really do have nothing to lose in just challenging ourselves
[01:16:11.560 -> 01:16:13.560] to be the best that we can be.
[01:16:13.560 -> 01:16:17.800] I realised that actually it was about finding where your limits are
[01:16:18.320 -> 01:16:22.640] and seeking them and and running at them head first
[01:16:22.640 -> 01:16:24.440] and just seeing where they get you.
[01:16:24.440 -> 01:16:28.000] Can I ask you when it was, when you were on selection and it was the lowest,
[01:16:28.000 -> 01:16:32.560] hardest, most difficult point, what was the tool that you used to get yourself through that? Because
[01:16:32.560 -> 01:16:38.320] there will without question be viewers listening to this who could make good use of your wisdom in
[01:16:38.320 -> 01:16:44.400] this area. I'm quite a logical thinker. I really enjoy anything sort of cryptical and I do crosswords
[01:16:44.400 -> 01:16:45.440] and I do Scrabble
[01:16:45.440 -> 01:16:51.200] games and stuff. And that's how I sort of channel my energy and I channel my fears and my feelings,
[01:16:51.200 -> 01:16:56.080] because I really did have some low moments. I can't, I honestly can't look back at the course
[01:16:56.080 -> 01:17:00.800] and tell young girls, oh, I was fine. I was confident the whole way through, have confidence,
[01:17:00.800 -> 01:17:07.440] because I wasn't. Particularly being the girl, the only girl on my course, I was housed in a different area.
[01:17:07.440 -> 01:17:11.920] I didn't have the camaraderie of a shared room with all the guys after each event talking
[01:17:11.920 -> 01:17:12.920] about how we did.
[01:17:12.920 -> 01:17:17.600] I went back into my four walls and I closed the door and I went into myself and said,
[01:17:17.600 -> 01:17:18.600] I'm never going to pass.
[01:17:18.600 -> 01:17:24.800] I had this huge self-doubt, but then I started playing Scrabble, which really calmed me.
[01:17:24.800 -> 01:17:26.700] And it really started making
[01:17:26.700 -> 01:17:30.280] me start looking at everything I was doing with more of a logic of, oh, there's always
[01:17:30.280 -> 01:17:32.680] something to be found in yourself.
[01:17:32.680 -> 01:17:38.120] Everything we do in life, we are given, let's say our seven letters and they don't say anything,
[01:17:38.120 -> 01:17:39.120] they mean nothing.
[01:17:39.120 -> 01:17:45.360] But somebody tells you, whether that's yourself or a podcast or a coach, they say to you, by
[01:17:45.360 -> 01:17:47.240] the way, there's a seven letter word in that.
[01:17:47.240 -> 01:17:51.100] Brilliant. Rosie, you're an inspiration, you're breaking down doors for others to
[01:17:51.100 -> 01:17:54.900] walk through, you are the epitome of high performance and so for us to hear that
[01:17:54.900 -> 01:18:00.100] our little podcast and our conversations have inspired you is extremely
[01:18:00.100 -> 01:18:03.240] humbling for us. So thank you so much for taking the time to speak to us and of
[01:18:03.240 -> 01:18:05.760] course to speak to the high-performance audience.
[01:18:05.760 -> 01:18:09.760] Thank you so much Jake and Damien.
[01:18:09.960 -> 01:18:14.600] You know what Damien, it almost feels to me like that needs a proper sort of post
[01:18:14.600 -> 01:18:19.200] conversation conversation like we would normally do after each episode. It's
[01:18:19.200 -> 01:18:22.400] very interesting isn't it that someone would be as successful and high
[01:18:22.400 -> 01:18:28.160] achieving and as high performance as Rosie and still get inspiration from the conversations
[01:18:28.160 -> 01:18:29.000] on this podcast?
[01:18:29.000 -> 01:18:30.520] And I'm not saying that we're the only place
[01:18:30.520 -> 01:18:31.360] you can get that,
[01:18:31.360 -> 01:18:33.960] but it is a reminder just to have an open mind.
[01:18:33.960 -> 01:18:36.560] You can achieve as much as her and still be looking
[01:18:36.560 -> 01:18:39.120] and searching and growing in other areas.
[01:18:39.120 -> 01:18:41.280] Yeah, I think that, again,
[01:18:41.280 -> 01:18:43.760] I'd quote Dr. Rangan Chatterjee from our chat
[01:18:43.760 -> 01:18:49.600] the other week about, he doesn't regard himself as a doctor, he doesn't regard himself as a father, Iawn, efallai y byddwn yn cyflawni Dr. Rongan Chatterjee o'n siarad y diwrnod diwethaf am ei bod yn ddiolchgar ei hun fel dofr, diolchgar ei hun fel father, diolchgar ei hun fel
[01:18:49.600 -> 01:18:54.640] gynhyrchwr podcast, diolchgar ei hun fel unigol ddiddorol, ac unrhyw amgylchedd y mae'n mynd i mewn,
[01:18:54.640 -> 01:18:59.440] mae'n adnabod y manteisio a'r ddiddorol i weithio allan sut y gallwn ei helpu pobl a gwneud
[01:18:59.440 -> 01:19:04.560] gwahaniaeth, ac rwy'n credu y gallwn ni gyd weithio gyda'r ddiddorol o rongan
[01:19:04.560 -> 01:19:06.160] a'r hyn sydd wedi'i wneud yno, mae Rose wedi gwneud yno, ddodwn ni gyd weithio gyda'r ymddiriedolaeth o'r Rhondda a'r hyn sy'n ei wneud yno.
[01:19:06.160 -> 01:19:12.240] Dod i'r podcastau hyn gyda'r meddwl agored, gwybod beth mae'n ei ddweud am eich hun
[01:19:12.240 -> 01:19:15.280] a sut y gallwch chi'n eu cymryd ac yn cymryd rhai o hynny.
[01:19:15.280 -> 01:19:18.160] Ac fel bob tro, yma'r wythnos, rydyn ni wedi cael llawer o'n gwybodaethau da i chi.
[01:19:18.160 -> 01:19:20.800] Roedd gennym un o'r hyn o Shell, sy'n cyflawni ar Instagram, yn dweud,
[01:19:20.800 -> 01:19:27.520] cwestiwn cyflym, rydw i wedi dod i swydd, a dwi ddim yn gobeithio ei gael. Rwy'n cael syndrome o ffyrddwyr yn mynd i mewn. Instagram saying quick question. I've just landed a job which I never expected to get I have severe imposter syndrome kicking in
[01:19:27.520 -> 01:19:32.480] Is there any of your interviews you think will be beneficial for me to listen to and all I'd say Damien is to shell
[01:19:33.020 -> 01:19:34.680] Listen to what Rosie just said
[01:19:34.680 -> 01:19:40.320] I mean she is achieving the most remarkable things and she said in our interview. Yeah, I had imposter syndrome. I think
[01:19:41.320 -> 01:19:46.160] You we just we just have to get it in our heads that everybody has imposter syndrome.
[01:19:46.160 -> 01:19:47.640] Everyone is making it up.
[01:19:47.640 -> 01:19:49.840] No one can believe they're quite on the journey
[01:19:49.840 -> 01:19:52.240] that they're on, and everyone feels
[01:19:52.240 -> 01:19:54.760] that they've got loads of issues
[01:19:54.760 -> 01:19:55.680] that no one else knows about.
[01:19:55.680 -> 01:19:57.560] Like you and me always say, before we go out on stage
[01:19:57.560 -> 01:19:59.920] to do our live high-performance nights,
[01:19:59.920 -> 01:20:01.520] the people in the audience are waiting
[01:20:01.520 -> 01:20:03.180] to hear all the things we know,
[01:20:03.180 -> 01:20:04.120] and all we're thinking about
[01:20:04.120 -> 01:20:05.720] is all the things that we don't know. And that is the human brain. Mae'r bobl yn y cymdeithas yn aros i ddweud yr holl bethau rydyn ni'n gwybod, ac yr holl bethau rydyn ni'n meddwl amdano yw'r holl bethau rydyn ni ddim yn gwybod.
[01:20:05.720 -> 01:20:08.200] Ac mae hynny'n y ddau dyn.
[01:20:08.200 -> 01:20:11.720] Mae'n dysgu i fyw gyda'i, yn hytrach na'i ddweud ei fod yn mynd allan,
[01:20:11.720 -> 01:20:13.240] rwy'n credu, yw'r cyfrin, efallai.
[01:20:13.240 -> 01:20:16.400] Iawn, yn amlwg. Rwy'n credu bod ymdrechion eu hunain yn y peth cyntaf,
[01:20:16.400 -> 01:20:19.280] ac y ffaith bod Sian yn gwybod bod hynny'n ei ffeinio.
[01:20:19.280 -> 01:20:22.720] Gall e ymdrechu rhai o'r strategaethau rydyn ni wedi clywed,
[01:20:22.720 -> 01:20:26.560] dweud, Dr Pippa Grain, gweld, ymdrechion ac yna'i gadau.
[01:20:26.560 -> 01:20:32.080] Felly os ydych chi'n gwybod bod y syndrome'n ffyrdd, desgrifio beth mae hynny'n golygu i chi, beth yw'r hyn
[01:20:32.080 -> 01:20:37.120] y mae hynny'n ei ddweud amdanoch chi, ac yna unwaith eich bod wedi'i gadau, yna gallwch ddechrau'n gadau
[01:20:37.120 -> 01:20:42.720] ac dweud, felly sut gallwch chi ddefnyddio'r ffyniad y mae gennych chi i ddysgu stori mwy positif ar gyfer
[01:20:42.720 -> 01:20:45.560] eich hun. Diolch hefyd i'r holl gofynion fawr rydyn ni wedi'u cael am yr episodio gyda Lewis Morgan to write a more positive story for yourself. Thank you as well to all the lovely comments we got
[01:20:45.560 -> 01:20:48.360] about the episode with Lewis Morgan.
[01:20:48.360 -> 01:20:50.360] We had a message here from Daniel Orr,
[01:20:50.360 -> 01:20:52.720] who said, what struck me was Lewis' three values,
[01:20:52.720 -> 01:20:55.200] love, empathy, and happiness.
[01:20:55.200 -> 01:20:57.440] We have similar values at my business, Talent Lab.
[01:20:57.440 -> 01:21:02.040] Be kind, have ambition, show respect, and love what you do.
[01:21:02.040 -> 01:21:03.920] And Alex Hill also got in touch to say,
[01:21:03.920 -> 01:21:08.060] loving the podcasts, I messaged previously mentioning how I was training to be a commercial pilot
[01:21:08.060 -> 01:21:12.180] now I've finally completed the training. I had a difficult period near the end
[01:21:12.180 -> 01:21:16.320] however I've failed my final exam which put me in a really bad place made me
[01:21:16.320 -> 01:21:20.160] lose all my confidence I was also making many excuses blaming everything and
[01:21:20.160 -> 01:21:24.040] everyone apart from myself and then I thought of the High Performance Podcast
[01:21:24.040 -> 01:21:25.360] I remembered the
[01:21:25.360 -> 01:21:31.040] 100% responsibility rule. Listening to your podcast, applying various skills and lessons
[01:21:31.040 -> 01:21:35.200] I learned along the way from you guys and your guests has been a great support for me,
[01:21:35.760 -> 01:21:40.720] my family and my partner, helping me get through the difficult time and finally pass my exam. I
[01:21:40.720 -> 01:21:48.000] wanted to say a big thank you. That's from Alex Hill. Well done, Alex, right? Well done Alex, iawn, rwy'n hoffi'r ffaith bod yna gweithle yno, nid dim ond y
[01:21:48.000 -> 01:21:52.000] cyfnod, ond yw'r hyn sy'n cael ei ddysgu ar y ffordd y mae, eto, yn eich gwirionedd, yn eich cyfnod, mae nifer o'n
[01:21:52.000 -> 01:22:07.320] gwestiwnau'n hyfryd a'n un o'r gweithwyr Alex. Yn y gwrs, ac mae'n golygu hefyd, felly, dwi'n gobeithio, dwi'n gobeithio, dwi'n gobeithio, dwi'n gobeithio, dwi'n gobeithio, dwi'n gobeithio, dwi'n gobeithio, dwi'n gobeithio, dwi'n gobeithio, dwi'n gobeithio, dwi'n gobeithio, dwi'n gobeithio, dwi'n gobeithio, dwi'n gobeithio, dwi'n gobeithio, dwi'n gobeithio, dwi'n gobeithio, dwi'n gobeithio, dwi'n gobeithio, dwi'n gobeithio, dwi'n gobeithio, dwi'n gobeithio, dwi'n gobeithio, dwi'n gobeithio, dwi'n gobeithio, dwi'n gobeithio, dwi'n gobeithio, dwi', think, oh yeah, that was cool, and then forget about them. As you heard there from Alex, as you heard from Daniel and Talent Lab,
[01:22:07.320 -> 01:22:09.560] actually as Rosie just spoke to us about,
[01:22:09.560 -> 01:22:11.880] it's about making notes, it's about using the skills,
[01:22:11.880 -> 01:22:13.040] it's about reminding yourself,
[01:22:13.040 -> 01:22:14.480] it's about going back for more.
[01:22:14.480 -> 01:22:16.000] And if you want to get more from us,
[01:22:16.000 -> 01:22:19.480] then every single Monday we release a motivational email.
[01:22:19.480 -> 01:22:20.640] If you wanna be part of the gang,
[01:22:20.640 -> 01:22:22.480] if you want to get a lovely hit
[01:22:22.480 -> 01:22:29.580] of high-performance motivation to your inbox every Monday, then just go to the highperformancepodcast.com, sign
[01:22:29.580 -> 01:22:33.660] up for our members club, it's free so you don't have to pay anything, you just need
[01:22:33.660 -> 01:22:37.820] to go deeper with high performance and yeah, I think you'd really enjoy getting
[01:22:37.820 -> 01:22:40.740] that email and having a look at all the other stuff we offer on there, right
[01:22:40.740 -> 01:22:45.480] Damo? I'd echo that Jake, I think that I feel really comfortable when we Rwy'n credu bod, rwy'n teimlo'n iawn yn ymdrechus pan fyddem yn siarad am
[01:22:45.480 -> 01:22:47.280] a yw'r llyfr newydd, a yw'r
[01:22:47.280 -> 01:22:48.960] podcast, a yw'r cyfnod o'r cwmni,
[01:22:48.960 -> 01:22:50.360] oherwydd nid ydym yn ceisio
[01:22:50.360 -> 01:22:51.760] rannu unrhyw un, unrhyw beth, mae
[01:22:51.760 -> 01:22:53.360] yna'n gwych, mae'n gwych gweithgaredd,
[01:22:53.360 -> 01:22:55.120] ac mae'n mynd yn llawn i'r
[01:22:55.120 -> 01:22:56.640] hearth o'r pwrpwrs o'r
[01:22:56.640 -> 01:22:58.800] gweithgaredd hwn, sy'n helpu
[01:22:58.800 -> 01:23:01.000] y mwyaf o bobl y gallwn
[01:23:01.000 -> 01:23:03.000] i ddechrau'n fwy agos i bywydau
[01:23:03.000 -> 01:23:04.240] cyflogau'n eang, ac os gallwn
[01:23:04.240 -> 01:23:05.200] chwarae ein rhan fach
[01:23:05.200 -> 01:23:09.840] yn ei wneud ac yn rhoi pobl y gwasanaeth gredaf, mae'n gynhyrchu ein syniad
[01:23:09.840 -> 01:23:13.920] o'n gynllun. Iawn, top man Damien, diolch yn fawr iawn. Diolch, Jake, roeddwn i'n hoffi
[01:23:13.920 -> 01:23:18.640] fel bob amser. I mi hefyd, diolch yn fawr iawn wrth gwrs i'n gwestiwn gwych Greg Hoffman,
[01:23:18.640 -> 01:23:21.600] mae'r llyfr ein dod i mewn nawr, byddwn yn gofyn i chi ddod i mewn i'w gysylltiad,
[01:23:21.600 -> 01:23:23.840] rwy'n meddwl oedd yn ddiddorol, byddwn yn ei gynhyrchu
[01:23:23.840 -> 01:23:25.960] yn yr holl busnesau rydw i'n cymryd rhan. Diolch yn fawr iawn i Eve, Gemma, I would strongly recommend you get your hands on it. I thought it was fantastic. I'll be implementing it in all the businesses that I'm involved in.
[01:23:25.960 -> 01:23:29.440] A big thanks to Eve, to Gemma, to Hannah, to Will,
[01:23:29.440 -> 01:23:31.120] to Finn from Rethink Audio,
[01:23:31.120 -> 01:23:32.540] but most of all, thanks to you
[01:23:32.540 -> 01:23:34.560] for coming back once more to High Performance.
[01:23:34.560 -> 01:23:36.240] Remember, there is no secret.
[01:23:36.240 -> 01:23:37.400] It is all there for you.
[01:23:37.400 -> 01:23:38.980] Be your own biggest cheerleader
[01:23:38.980 -> 01:23:42.200] and make world-class basics your calling card.
[01:23:42.200 -> 01:24:11.200] We'll see you next time. For the ones who get it done, the most important part is the one you need now, and the best
[01:24:11.200 -> 01:24:13.600] partner is the one who can deliver.
[01:24:13.600 -> 01:24:16.880] That's why millions of maintenance and repair pros trust Grainger.
[01:24:16.880 -> 01:24:21.280] Because we have professional-grade supplies for every industry, even hard-to-find products.
[01:24:21.280 -> 01:24:24.640] And we have same-day pickup and next-day delivery on most orders.
[01:24:24.640 -> 01:24:31.120] But most importantly, we have an unwavering commitment to help keep you up and running. Call, clickgranger.com
[01:24:31.120 -> 01:24:34.960] or just stop by. Granger, for the ones who get it done.