Podcast: The High Performance
Published Date:
Thu, 25 Aug 2022 00:00:09 GMT
Duration:
45:32
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.
A special bonus episode for you this week with former racing driver and now Chief Executive Officer of McLaren Racing, Zak Brown.
He shares his story from wannabe racer to McLaren boss, and highlights the importance of the attention to detail, surrounding yourself with mentors, and making tough decisions! With McLaren hitting the news this week with team changes, he also reflects on whether he could have done anything different.
We chat about Zak’s role as a leader, his motivations, and self-awareness. This conversation offers great takeaways to people looking to find their own way in business.
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# **High Performance with Zak Brown: Leadership, Ambition, and Self-Awareness**
## **Episode Summary**
In this special bonus episode, former racing driver and current CEO of McLaren Racing, Zak Brown, shares his journey from aspiring racer to McLaren boss. He emphasizes the importance of attention to detail, surrounding oneself with mentors, and making tough decisions. Brown reflects on his role as a leader, his motivations, and self-awareness, offering valuable insights for individuals seeking success in business.
## **Key Insights**
1. **Attention to Detail:** Brown highlights the significance of paying meticulous attention to detail in all aspects of leadership and business. He believes that success is achieved by focusing on the small things and constantly striving for improvement.
2. **Surrounding Yourself with Mentors:** Brown emphasizes the importance of having mentors and advisors who are more experienced and knowledgeable. He credits his success to the guidance and support he received from mentors throughout his career.
3. **Making Tough Decisions:** Brown acknowledges the necessity of making tough decisions, even when they are unpopular or difficult. He believes that leaders must be willing to take calculated risks and make decisions that are in the best long-term interest of the organization.
4. **Self-Awareness:** Brown stresses the importance of self-awareness and self-criticism in leadership. He believes that leaders must be honest with themselves about their strengths and weaknesses and constantly seek ways to improve.
5. **Authenticity and Likeability:** Brown emphasizes the significance of being authentic and likeable as a leader. He believes that leaders who are genuine and approachable are more effective in building strong relationships and motivating their teams.
6. **Work-Life Balance:** Brown acknowledges the challenges of maintaining a healthy work-life balance as a leader. He admits to struggling with this aspect in the past but emphasizes the importance of making time for family and personal well-being.
7. **Fear of Failure:** Brown reveals that he is driven by the fear of failure rather than the pursuit of victory. He believes that this mindset motivates him to constantly push himself and his team to achieve success.
8. **Learning from Failure:** Brown reflects on his early racing career and the realization that he would not become a successful Formula One driver. He highlights the importance of learning from failures and using them as opportunities for growth and development.
9. **Translating Different Worlds:** Brown discusses his success in connecting the corporate world with the world of motorsports. He emphasizes the need for listening, understanding, and asking questions to effectively bridge the gap between these two distinct domains.
10. **Mentorship and Sponge of Information:** Brown reiterates the value of mentorship and being a "sponge of information." He believes that leaders should constantly seek knowledge and guidance from those who are more experienced and knowledgeable.
## **Overall Message**
Zak Brown's journey from aspiring racing driver to McLaren CEO is a testament to the power of self-belief, hard work, and surrounding oneself with the right people. His emphasis on attention to detail, mentorship, self-awareness, and authenticity provides valuable lessons for individuals seeking success in business and leadership.
# Summary of the Podcast Episode: A Conversation with Zak Brown, CEO of McLaren Racing
## Introduction
- This special bonus episode features Zak Brown, former racing driver and current CEO of McLaren Racing.
- Brown shares his journey from aspiring racer to McLaren boss, emphasizing the importance of attention to detail, surrounding oneself with mentors, and making tough decisions.
- He reflects on his role as a leader, his motivations, and self-awareness, offering valuable insights for individuals seeking success in business.
## Key Discussion Points:
### 1. The Importance of Attention to Detail and Communication:
- Brown highlights the significance of paying attention to details and communicating effectively in business.
- He believes that listening, communicating, and aligning with others' needs is crucial for success.
- Brown emphasizes the value of playing the long game, building relationships, and leaving something on the table to foster long-term benefits.
### 2. Striking a Balance Between Success and Greed:
- Brown discusses the dichotomy between success and greed, emphasizing the importance of avoiding short-term wins that may lead to long-term setbacks.
- He advocates for patience and thoughtful decision-making to achieve sustainable growth and success.
- Brown shares his approach to managing patience by leaning on his team, empowering them, and avoiding being the sole decision-maker.
### 3. Hiring and Building a Strong Team:
- Brown shares his insights on hiring and building a strong team, emphasizing the importance of likeability, transparency, communication, and putting one's hand up to acknowledge mistakes.
- He stresses the significance of character, work experience, work ethic, and referrals in the hiring process.
- Brown highlights the importance of avoiding pet peeves that can lead to miscommunication and operational problems.
### 4. Non-Negotiables for Building a High-Performance Team:
- Brown identifies three non-negotiables for building a high-performance team: good communication, total honesty, and a strong work ethic.
- He emphasizes the importance of responding to emails and messages promptly, even if it's just to acknowledge receipt and provide a timeline for a response.
- Brown stresses the need for honesty, owning mistakes, and learning from them, rather than making excuses.
### 5. Reflecting on the Daniel Ricciardo Situation:
- Brown discusses the challenging situation with Daniel Ricciardo, a driver who underperformed despite his previous successes.
- He acknowledges that they tried various strategies to improve Ricciardo's performance, including car changes and personnel changes, but ultimately had to end the relationship early.
- Brown reflects on the learning experience, emphasizing the importance of having more performance protections in contracts to avoid similar situations in the future.
### 6. The Mystery of Ricciardo's Struggles:
- Brown expresses his困惑 and uncertainty regarding Ricciardo's struggles, stating that they were unable to unlock his potential despite trying different approaches.
- He highlights the inconsistency between Ricciardo's previous successes and his performance at McLaren, suggesting that it remains a mystery.
### 7. Overcoming Self-Doubt and Embracing Self-Confidence:
- Brown shares his approach to overcoming self-doubt, stating that he focuses on what he knows and is not afraid to ask for help when he doesn't know something.
- He emphasizes the importance of having a strong network of mentors and advisors to rely on for guidance and support.
- Brown believes that knowing what you don't know is a strength and that self-confidence comes from being able to seek help and advice from others.
### 8. Zak Brown's Golden Rule for a High-Performance Life:
- Brown's golden rule for living a high-performance life is to work smarter, not harder, by maximizing productivity and efficiency within the 24 hours available each day.
- He encourages individuals to be self-critical and recognize areas where they can improve, leading to increased productivity and efficiency.
- Brown emphasizes the importance of surrounding oneself with a strong network of individuals who can provide honest feedback and support.
## Conclusion:
- The conversation with Zak Brown offers valuable insights and advice for individuals seeking success in business and life.
- Brown's emphasis on attention to detail, communication, patience, and building a strong team resonates with the principles of high performance.
- His ability to overcome self-doubt, embrace self-confidence, and learn from mistakes serves as an inspiration for those seeking to achieve their full potential.
[00:00.000 -> 00:07.000] Hi there, I'm Jay Comfrey and this is High Performance, our conversation for you every
[00:07.000 -> 00:08.000] single week.
[00:08.000 -> 00:11.160] This is the podcast that reminds you that it's within.
[00:11.160 -> 00:14.800] Your ambition, your dreams, your purpose, they're all within.
[00:14.800 -> 00:20.720] All we do is help you unlock it by speaking to the greatest leaders on the planet so you
[00:20.720 -> 00:22.120] can learn their life lessons.
[00:22.120 -> 00:26.480] Alongside me, as always, for for this conversation professor Damien Hughes and today
[00:26.640 -> 00:30.300] We speak to one of the leaders in Formula one
[00:30.840 -> 00:34.900] Many came in having won seven Grand Prix's and was you know?
[00:35.180 -> 00:39.020] the hottest driver that you you could get and I think
[00:39.480 -> 00:43.240] We kind of maybe assumed and I think kind of rightfully so
[00:43.960 -> 00:45.640] That he was gonna pick
[00:45.640 -> 00:49.900] up where he left off. I don't think we could have done something differently to
[00:49.900 -> 00:55.080] make it more competitive. We tried all that. We just weren't able to unlock it
[00:55.080 -> 01:00.840] together and Lando's you know driving great and getting the car to perform so
[01:00.840 -> 01:03.960] I don't think there's anything sitting here that we would have done differently
[01:03.960 -> 01:05.000] or could have seen
[01:06.160 -> 01:06.780] You know
[01:06.780 -> 01:10.000] I think likeability when you're working as hard as we're all working
[01:10.560 -> 01:15.380] Because the leadership team that I have has the same work ethic as I do
[01:15.720 -> 01:17.720] So when you're working seven days a week
[01:18.080 -> 01:24.660] All hours of the day you got to like who you're working with so likeability has always been very important
[01:27.600 -> 01:33.120] When I do the same thing again? No, I would make those adjustments, because I think I could land in the same place, but
[01:33.120 -> 01:35.760] that's easy to say in hindsight.
[01:35.760 -> 01:42.840] And my sons have seen this, and I think they've advised me to slow down at times.
[01:42.840 -> 01:47.120] So I think, hopefully, while they've got great work ethic,
[01:47.120 -> 01:50.120] they've seen the downside, if you'd like,
[01:50.120 -> 01:52.620] of having work be too intense,
[01:53.560 -> 01:56.260] and I think they won't want to repeat that.
[01:56.260 -> 01:58.880] There's two types of successful people,
[01:58.880 -> 02:01.600] those that are the pursuit of victory
[02:01.600 -> 02:03.780] and those that are the fear of failure.
[02:03.780 -> 02:05.320] And I'm the fear of failure.
[02:07.320 -> 02:08.680] So yeah, we welcome Zach Brown
[02:08.680 -> 02:10.400] to the High Performance Podcast.
[02:10.400 -> 02:14.000] And look, Damien, this was recorded shortly
[02:14.000 -> 02:15.760] after they made a really big announcement
[02:15.760 -> 02:17.280] about the fact that Daniel Ricciardo,
[02:17.280 -> 02:19.080] who is a really popular driver for McLaren,
[02:19.080 -> 02:20.440] is gonna leave the team.
[02:20.440 -> 02:22.600] And we talk about that during this podcast.
[02:22.600 -> 02:24.560] And I think that, you know,
[02:24.560 -> 02:26.880] when we look at what's gyda Daniel a McLaren,
[02:26.880 -> 02:29.280] mae angen i ni weithio'n fawr o ymdrech drwy ddynion yma.
[02:29.280 -> 02:31.520] Mae'n haws i fod yn critigol o bob rhan,
[02:31.520 -> 02:33.680] ond mewn gwirionedd, mae angen i ni ddeall
[02:33.680 -> 02:36.800] os yw Zach, os yw'r bobl sy'n gweithio ar gyfer y tîm,
[02:36.800 -> 02:38.320] neu os yw Daniel,
[02:38.320 -> 02:40.000] bod pawb am yr un peth yma,
[02:40.000 -> 02:41.920] a oedd y cymorth a'r fwyaf,
[02:41.920 -> 02:44.320] a'r ffordd i fynd ymlaen yn y gwaith anhygoel.
[02:44.320 -> 02:47.000] Ac mae weithiau ddim yn gweithio fel hyn.
[02:47.000 -> 02:50.000] Ie, ac rwy'n credu y bydd pobl sy'n mynd i'r ffwrdd i'r cwrs hwn
[02:50.000 -> 02:52.000] yn cael deunyddau mewn gwirionedd
[02:52.000 -> 02:54.000] i'r diwygiad yma yng Nghaerfyrn.
[02:54.000 -> 02:56.000] Rwy'n credu bod yn aml pan fydd pobl yn mynd allan o'r busnes,
[02:56.000 -> 02:58.000] mae'n cyfleus iodd iawn
[02:58.000 -> 03:00.000] o'r type o sefydliad yw'r sefydliad.
[03:00.000 -> 03:02.000] A yw'n ymdrech ar bobl gyda chymorth a chyfrifoldeb?
[03:02.000 -> 03:04.000] A yw'n rhoi'r cyfrifoldeb arnynt?
[03:04.000 -> 03:31.120] Ac rwy'n credu y bydd pobl yn mynd i'r cwrs hwn yn gweld eu bod yn rhan o'r ffynonellau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r cymdeithasau, yw'r He came in and it was like a firework going off and the energy that he brought to the room I thought was really interesting because I think sometimes we interview people and the energy is not that great and then suddenly we start the
[03:31.120 -> 03:35.800] Interview and they say all the right things and they sort of they clearly have thought a lot about the interview
[03:35.800 -> 03:40.840] We're gonna have but actually the energy that Zack brought was really open really honest
[03:40.840 -> 03:47.000] I think people are gonna understand a lot more about not just McLaren, but about Zack Brown as well from the next hour Iawn, mae'r cyfan yn dweud bod rhai bobl yn llunio y staff pan fyddant yn ei ddod i mewn a rhai yn llunio y staff pan fyddant yn dod allan.
[03:47.000 -> 03:49.000] Mae'n debyg bod rhywun sy'n ei llunio pan ddod i mewn.
[03:49.000 -> 03:55.000] Gyda'r energia sylfaenol honno, nid oedd y sgwrs a'r cyfnod o'i gysylltu,
[03:55.000 -> 03:59.000] a'i ddod i mewn a rhoi cyfnod o'n cyfnodau cyfnodol, ddysg, cyfnodau cyfnodol.
[03:59.000 -> 04:00.000] Iawn, wel, gadewch i ni i'w wneud.
[04:00.000 -> 04:02.000] Ac i'r rhai ohonoch sy'n gwybod ddim am y ffordd,
[04:02.000 -> 04:06.720] mae'n rhaid i ni ddweud y byddai'n bwysig iawn i'r rhai sy'n ymdim yn ymdrech i ddod, ymgysylltu, a chyflawni, ac i ni roi rhai o'r cyflawni gwirioneddol, ddifrifol,
[04:06.720 -> 04:07.520] yn agor.
[04:07.520 -> 04:10.960] Iawn, wel, deallwn ni'r cwpwm yna. Ac i'r rhai ohonoch sy'n gwybod ddau ffyrdd o'r stori,
[04:10.960 -> 04:14.160] Zac Brown aroedd yn grwpio yn y Deyrnas Unedig, roedd yn ddiddorol o rân motograff,
[04:14.160 -> 04:17.200] ond roedd yna ddau ffyrdd o'r moment yna oedd e'n rhaid i'w ddod i'r sylwad mawr
[04:17.200 -> 04:20.960] na fyddai'n mynd i fod yn y nesaf Superstar Formula 1 o'r Deyrnas Unedig.
[04:20.960 -> 04:24.240] Ond fe wnaeth e'i ddod i'r positif. Fe wnaeth e ddefnyddio'r cyflwyniadau
[04:24.240 -> 04:29.320] a dewisodd ar y pryd fel rân motograff. Fe ddewisodd unig ymweliadau'r gwleidyddiaeth. star out of the States. However, he turned that into a positive. He used the contacts that he'd built up at his time as a racing driver. He created Just Marketing International.
[04:29.320 -> 04:33.960] He then built that up into a multi multi million pound business. He's been involved in Formula
[04:33.960 -> 04:37.440] One for years. And you know what he says in the interview, he just says, you know, I always
[04:37.440 -> 04:42.200] wanted to be a racing driver for McLaren. And I ended up as the boss. And I don't think
[04:42.200 -> 04:45.880] it's a bad message for people that sometimes you have to take a different route.
[04:45.880 -> 04:47.800] Sometimes things don't feel like they're working out,
[04:47.800 -> 04:49.960] but you know what, with self-belief, determination,
[04:49.960 -> 04:53.360] and as you're about to hear, loads and loads of hard work,
[04:53.360 -> 04:56.760] you can end up in that place where you really want to be.
[04:56.760 -> 04:57.760] So let's do it then.
[04:57.760 -> 04:59.620] They've generated some huge headlines
[04:59.620 -> 05:01.840] over the past 24 hours in the world of Formula One,
[05:01.840 -> 05:04.360] but let's get the truth behind the team
[05:04.360 -> 05:09.000] and his thoughts on the departure of Daniel Ricciardo. Here is Zac Brown on the
[05:09.000 -> 05:15.000] High Performance Podcast. On our podcast we love to highlight businesses that are
[05:15.000 -> 05:19.000] doing things a better way so you can live a better life and that's why when I
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[06:52.920 -> 06:57.120] Zach, thank you very much for joining us first of all. My pleasure. What does high
[06:57.120 -> 07:12.920] performance mean to you? High performance it means a lot of things to me. Energy, results, being very self-critical, always striving for
[07:12.920 -> 07:17.040] perfection but never quite getting there. Okay let's talk about the
[07:17.040 -> 07:20.940] self-critical element of all of those things because being kind to yourself is
[07:20.940 -> 07:24.360] an important part of high performance as well. I wonder whether this is something
[07:24.360 -> 07:27.480] that you can trace right back to the beginning, really,
[07:27.480 -> 07:31.460] when you were an aspiring racing driver and the fact that you maybe had to be hard on
[07:31.460 -> 07:35.000] yourself to get to where you wanted to get to, full of dreams, full of ambition.
[07:35.000 -> 07:42.880] Yeah, I found blaming other people doesn't really fix anything.
[07:42.880 -> 07:47.040] So I've always felt, whether it's to my racing career or my business career
[07:47.800 -> 07:49.800] You need to be
[07:49.920 -> 07:55.800] Critical of yourself because you're in control of everything even when things maybe but might be out of your control
[07:55.800 -> 08:02.600] But you control how you how you handle it. So I've always gone through life figuring out I need to do stuff better
[08:03.640 -> 08:08.080] To achieve and if you kind of don't own it, then how do you ever?
[08:08.840 -> 08:14.680] Fix it or improve so I'll walk away from today and I'll
[08:15.160 -> 08:18.920] Watch this when it airs and I'll go I wish I would have said that a little bit different
[08:18.920 -> 08:23.320] I wish I would have said that differently in that strive for perfection and always
[08:24.120 -> 08:27.180] Improving and that's kind of how I run
[08:28.520 -> 08:33.800] Run my life. So when did you discover this then we talk often about fault versus responsibility
[08:33.800 -> 08:35.800] Yeah, those are things in your life and not your fault
[08:35.840 -> 08:41.120] But they're your responsibility if you have that mindset you can then deal with them. When did you first I think from day?
[08:42.000 -> 08:45.000] day one because I never had the resources
[08:47.360 -> 08:49.920] to either start a company or racing,
[08:49.920 -> 08:53.840] cause I always had to get it from elsewhere.
[08:53.840 -> 08:56.080] And so I think I learned early on,
[08:56.080 -> 08:59.200] what do I need to do to get what I want
[08:59.200 -> 09:01.800] out of someone else to sponsor me
[09:01.800 -> 09:05.060] or be a customer or a client, whatever the case may be.
[09:05.060 -> 09:08.840] So I always kind of focused on what do I need to do
[09:08.840 -> 09:12.000] to get others to do what I want them to do,
[09:12.000 -> 09:15.200] to give me what I need so I can go do what I want to do.
[09:15.200 -> 09:17.040] So I think I learned early on,
[09:17.040 -> 09:19.720] nothing was going to be kind of gifted to me
[09:19.720 -> 09:23.000] or I wasn't fortunate to have things.
[09:23.000 -> 09:25.960] We were a middle-class family, so I didn't grow up poor,
[09:25.960 -> 09:28.840] but I didn't have food provided to me,
[09:28.840 -> 09:31.080] but as far as racing goes,
[09:31.080 -> 09:34.240] we didn't have that type of wealth,
[09:34.240 -> 09:38.320] and therefore learned early on I had to go get it,
[09:38.320 -> 09:41.720] and that was all about what do I need to do to go get it.
[09:41.720 -> 09:44.560] So what about the role of your parents in this sense,
[09:44.560 -> 09:47.080] because that sounds like that,
[09:47.080 -> 09:49.560] that that kind of mindset was nurtured and encouraged.
[09:49.560 -> 09:52.080] So will you tell us a little bit about that role?
[09:52.080 -> 09:56.160] Yeah, I think they had a big part to play.
[09:56.160 -> 09:59.360] My dad's a musician and music arranger.
[09:59.360 -> 10:02.520] And my earliest memories where he just was locked
[10:02.520 -> 10:04.440] in his room working.
[10:04.440 -> 10:07.580] So he was a workaholic and very passionate about
[10:08.440 -> 10:10.440] what he did and so
[10:10.620 -> 10:16.520] Early on it was like well dad's got a kind of a cool job and looks like it's not a job because he's not kind
[10:16.520 -> 10:18.580] Of checking in anywhere. So I think I got
[10:19.200 -> 10:23.120] Work ethic from him and kind of passion and then my mom
[10:23.640 -> 10:26.440] Was and is a self-employed travel agent.
[10:26.480 -> 10:29.640] She's quite a networker, extroverted,
[10:29.640 -> 10:34.640] going in and pulling in customers and clients
[10:34.760 -> 10:36.440] and did that through relationships.
[10:36.440 -> 10:39.480] So she was really good at what I call relationship marketing.
[10:39.480 -> 10:42.080] And I think I got that side from her
[10:42.080 -> 10:44.400] because that's a lot of, if I look at what I do,
[10:44.400 -> 10:51.420] I love what I do, it doesn't feel like a job. I'm a workaholic, but a lot of my work is about
[10:52.320 -> 10:56.960] Relationships, so I think if I look at what my mom and dad did which was totally different
[10:57.080 -> 11:01.200] It's kind of a blend of what I saw that I think I do today
[11:01.360 -> 11:07.400] And what about the kind of advice that they offered you is Is there any that stands out that you still use today?
[11:07.400 -> 11:10.800] They didn't really give me advice.
[11:10.800 -> 11:15.800] I think I more watched what they did as opposed to them.
[11:15.840 -> 11:18.420] You know, my dad didn't talk to me about work ethic.
[11:18.420 -> 11:20.860] I just saw what he did.
[11:21.800 -> 11:23.660] I saw how hard my mom worked.
[11:23.660 -> 11:27.700] So I never got kind of the speech of you know work hard or do this?
[11:28.040 -> 11:32.520] It was more I watched them operate, but you must have found a way
[11:33.160 -> 11:38.320] to live with ambition and desire and a belief that you can do great things because
[11:38.640 -> 11:42.800] It's not the norm to go on want to be a racing driver and go out and make it happen when you haven't got
[11:43.000 -> 11:44.000] millions of pounds
[11:44.000 -> 11:46.540] from your dad to fund that career and then equally when
[11:46.760 -> 11:51.360] That came to an end and we can talk about what that moment was like when you weren't gonna become the next
[11:51.800 -> 11:56.060] Superstar us Formula One driver then you pivoted into business and again
[11:56.440 -> 11:59.860] You must have had loads of ambition to make the business as successful as you did
[11:59.860 -> 12:06.520] So do you remember when that ambition first was sort of burning inside you to be better and how you channeled it? Yeah, I think
[12:07.480 -> 12:11.280] Very early on back to baseball baseball is what I wanted
[12:11.280 -> 12:13.560] I wanted to be a baseball player and I was I was good at baseball
[12:13.560 -> 12:19.200] What are we talking here? I'm going six seven years old and I was very good at baseball
[12:19.280 -> 12:22.900] I was terrible in school. I was definitely a
[12:23.440 -> 12:27.760] Problem child I was kicked out of a few high schools, most of the stuff fighting
[12:29.520 -> 12:35.200] And and not showing up and and I was very early on if I was into something
[12:35.920 -> 12:39.280] Uh, I was all in and if I wasn't into something
[12:40.000 -> 12:44.400] You I couldn't focus. I just had no interest and so I kind of had an on and off
[12:45.000 -> 12:47.720] Switch, but I think that on switch is
[12:48.520 -> 12:52.640] What's always driven me if I want something that I work extremely hard
[12:53.360 -> 12:54.280] To get it
[12:54.280 -> 12:59.640] I think now I've matured a bit that you know life can't quite be an on-off switch and when you're a CEO
[13:00.120 -> 13:03.160] Some of the stuff you'd like to turn off you need to to deal with
[13:03.720 -> 13:06.640] So can we talk about hard work then very briefly?
[13:06.640 -> 13:09.000] People often say on this podcast, yeah, I work hard.
[13:09.000 -> 13:11.200] Tell us what hard work looks like to you.
[13:11.200 -> 13:14.440] Hard work for me, I'm now 50 years old,
[13:16.040 -> 13:20.200] I've been going, working since I was about probably 15, 16.
[13:23.880 -> 13:28.760] I've been seven days a week, 12 hour days since then.
[13:30.560 -> 13:35.560] I'm working on getting better at work-life balance.
[13:36.200 -> 13:40.760] You know, I've missed birthdays and things, holidays,
[13:40.760 -> 13:51.280] which is in hindsight, I wish if I could do that over again, I wouldn't, but I don't think I'm the only CEO to tell that story that they've struggled with work-life balance.
[13:51.280 -> 13:57.520] But for me, I'm up and at it 5 a.m. and I'm routinely going to 10 p.m.
[13:58.120 -> 14:01.040] I travel 260 days a year.
[14:01.960 -> 14:03.800] It's a way of life for me.
[14:04.200 -> 14:07.760] So you're right, everybody says they work hard, but
[14:07.760 -> 14:12.960] I know how hard I work and I love it. I mean, it doesn't feel like work for me. I can always
[14:12.960 -> 14:21.320] make another call. And that's one of the issues that my wife tries to help me with is having
[14:21.320 -> 14:25.240] an off button sometimes, because it can become unhealthy
[14:25.640 -> 14:31.480] When you work as hard as some people do as I do. So can you tell us a little bit about the unhealthy?
[14:32.040 -> 14:34.040] element of that work ethic
[14:35.080 -> 14:38.540] yeah, you end up not being there for your your
[14:39.140 -> 14:42.920] family and your kids as much as you you should be
[14:43.720 -> 14:47.080] you know, you do get into a habit of,
[14:47.080 -> 14:48.840] I got to do the next phone call,
[14:48.840 -> 14:53.480] but actually if you may take out an hour to have dinner,
[14:53.480 -> 14:55.780] instead of eating at your desk,
[14:55.780 -> 14:58.640] you know, the world isn't going to come to an end.
[14:58.640 -> 15:02.700] So I kind of operate that everything's urgent,
[15:02.700 -> 15:04.440] but not everything's important.
[15:08.800 -> 15:13.560] And so it's manifested itself in missing too many birthdays and holidays and not taking vacations or being on vacation,
[15:13.560 -> 15:18.960] but still being on my phone during the vacation.
[15:18.960 -> 15:20.960] Now what I've done is learned to compromise,
[15:20.960 -> 15:26.960] where I'll set times when I'm on vacation where I'm off the phone and I'm allowed to be on the vacation. Now what I've done is learned to compromise where I'll set times when I'm on vacation
[15:26.960 -> 15:30.840] where I'm off the phone and I'm allowed to be on the phone
[15:30.840 -> 15:33.840] or I'll do it in the morning before everyone gets up
[15:33.840 -> 15:35.520] and I'll kind of shut down during the day.
[15:35.520 -> 15:40.200] And what I've found is when you have a great team around you
[15:40.200 -> 15:41.840] the world doesn't come to an end
[15:41.840 -> 15:43.560] if you're off your phone for an hour or two
[15:43.560 -> 15:47.300] but it takes some discipline when you're kind of addicted to to working
[15:47.300 -> 15:53.960] I'm interested also though in that link that you have here with McLaren with mind in terms of mental health and
[15:54.560 -> 15:59.440] When you describe that I'll be honest. It sounds exhausting, you know, and I appreciate that's
[16:00.040 -> 16:01.440] Probably not for everybody
[16:01.440 -> 16:07.620] But what are the mental health implications as well that you found of having such a ferocious work ethic?
[16:08.160 -> 16:10.160] stress, you know, I
[16:10.360 -> 16:12.360] definitely
[16:12.560 -> 16:18.560] Physical health right? I'm unfortunately not in the shape. I'd like to to be in I don't take time to
[16:19.200 -> 16:23.360] Work out I'm eating in hotel rooms. I'm eating on planes
[16:23.640 -> 16:27.600] And so I think the biggest thing I've noticed is, you know, I'm not in hotel rooms, I'm eating on planes. And so I think the biggest thing I've noticed is,
[16:27.600 -> 16:31.280] I'm not in the physical condition I'd like to be in.
[16:31.280 -> 16:35.520] And then I found that when I do kind of get a moment,
[16:35.520 -> 16:37.840] it's like, I'd rather lay down, I've run so hard,
[16:37.840 -> 16:40.240] than like the idea of going to a gym
[16:40.240 -> 16:43.040] and pounding it out for two hours.
[16:43.040 -> 16:44.720] Now, COVID was good for that
[16:44.720 -> 16:48.480] because I ended up just working on my treadmill all day.
[16:48.480 -> 16:52.240] So that was good, but now I'm back into my bad habits.
[16:52.240 -> 16:55.960] But I think for me, stress,
[16:55.960 -> 16:58.700] but it's something that we kind of started off
[16:58.700 -> 17:00.380] with being kind of self-critical.
[17:00.380 -> 17:03.760] I know this is my weakness and not my only weakness,
[17:03.760 -> 17:04.960] but a weakness,
[17:04.960 -> 17:05.680] and I'm working a lot
[17:05.680 -> 17:07.080] on trying to make it better.
[17:07.080 -> 17:08.280] But here's a question for you then.
[17:08.280 -> 17:10.320] It must be quite seductive in terms of the success
[17:10.320 -> 17:13.820] that you've had and you can clearly link your work ethic
[17:13.820 -> 17:16.500] to fairly tangible rewards.
[17:16.500 -> 17:18.580] Do you think if you'd have done anything differently,
[17:18.580 -> 17:20.900] say if you'd have had a more balanced family life
[17:20.900 -> 17:24.400] or you'd have maybe taken more time out for yourself,
[17:24.400 -> 17:26.320] you would have achieved the same success that you've had
[17:27.400 -> 17:29.800] you know, I find it hard to believe if I
[17:30.320 -> 17:36.080] Skipped that one day of travel or if I put the phone down for another hour that things would have been
[17:36.800 -> 17:42.280] Radically different, but I do think it's kind of a ways of working in an intensity
[17:42.440 -> 17:47.120] I'm not sure I I wouldn't kind of change what I've done. I'm happy with
[17:47.640 -> 17:49.640] Where we are and I've got a great
[17:50.160 -> 17:56.320] Family, so there's not been any permanent damage, but if you saw your son taking on those same traits
[17:56.760 -> 18:01.560] What would you advice? Yeah, I would definitely give him the advice of
[18:03.840 -> 18:06.000] Make sure you take some time off,
[18:06.000 -> 18:07.580] take those breaks.
[18:07.580 -> 18:09.800] So yeah, if I would,
[18:09.800 -> 18:12.180] would I do the same thing again?
[18:12.180 -> 18:14.300] No, I would make those adjustments
[18:14.300 -> 18:17.060] because I think I could land in the same place,
[18:17.060 -> 18:19.520] but that's easy to say in hindsight.
[18:19.520 -> 18:22.720] And my sons have seen this,
[18:22.720 -> 18:27.700] and I think they've advised me to slow down at times. So I think
[18:28.580 -> 18:32.340] hopefully while they've got great work ethic, they've seen the
[18:33.180 -> 18:39.860] Downside if you'd like of having work be too intense, and I think they won't want to repeat that
[18:40.540 -> 18:44.060] It's interesting this for me because I'm obviously a different level to you
[18:44.060 -> 18:47.000] But I I almost feel like I'm listening to myself talking here Mae'n ddiddorol i mi, ac rwy'n gwneud y pethau'n gwahanol i chi, ond rwy'n teimlo'n eithaf fel y byddwn i'n clywed i mi fynd i'r sôn.
[18:47.000 -> 18:49.000] Ond rwy'n credu y byddai pobl yn rhaid deall,
[18:49.000 -> 18:52.000] os ydych chi'n cyffrous o'r hyn rydych chi'n ei wneud,
[18:52.000 -> 18:54.000] ac rydych chi'n optimist,
[18:54.000 -> 18:56.000] ond bob tro byddai'r e-bwyswydd yn dod,
[18:56.000 -> 18:58.000] neu y byddai'r gysylltiad yn y cyfrin,
[18:58.000 -> 19:00.000] neu'r cyfrin,
[19:00.000 -> 19:02.000] a'r ffordd mwyaf anhygoel,
[19:02.000 -> 19:04.000] ac yn aml, dydyn ni ddim yn digwydd,
[19:04.000 -> 19:30.840] ond mae'r sylwad hwn yn y peth. Fellyn dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n The phone going all the time doing those deals. It's an addictive. It's an addictive life But the question is what's it about like are we sort of chasing something away missing something? Are we lacking something?
[19:30.840 -> 19:33.720] It's yeah it you know, it's definitely adrenaline
[19:34.240 -> 19:39.920] And you know the art of the the deal or whatever that whether that's a sponsor deal or signing a driver or an employer
[19:39.920 -> 19:41.680] It's just you know
[19:41.680 -> 19:44.480] Constantly pushing forward. I am
[19:48.080 -> 19:51.840] Optimistic that things will work out. I'm pessimistic in that I kind of assume the worst
[19:51.840 -> 19:53.440] and that's what drives me.
[19:53.440 -> 19:57.480] It was interesting when I sold my company,
[19:57.480 -> 20:01.000] they had a gentleman come in and interview me.
[20:01.000 -> 20:03.240] They wanted to kind of, what's this guy like as a CEO?
[20:03.240 -> 20:04.120] What are his hot buttons?
[20:04.120 -> 20:06.540] How do we kind of manage him?
[20:06.540 -> 20:10.440] And they said, there's two types of successful people.
[20:10.440 -> 20:13.180] Those that are the pursuit of victory
[20:13.180 -> 20:15.300] and those that are the fear of failure.
[20:15.300 -> 20:16.820] And I'm the fear of failure.
[20:16.820 -> 20:20.740] So I'm, that's where the paranoia comes in.
[20:20.740 -> 20:24.420] And I think that's where the drive comes in.
[20:24.420 -> 20:27.320] I think it's probably the unhealthier of the two
[20:28.240 -> 20:35.040] Scenarios is to kind of live in this constant fear that something bad is gonna happen and that's what I've always used
[20:35.700 -> 20:37.280] to motivate
[20:37.280 -> 20:42.820] Myself is I gotta get ahead. I gotta get further ahead because what if tomorrow's a bad day?
[20:42.820 -> 20:46.880] So that resonated with me when kind of the report came out
[20:46.880 -> 20:49.400] and I was like, there's those two types of individuals
[20:49.400 -> 20:53.280] and that's definitely my intensity.
[20:53.280 -> 20:56.200] But I think that comes with another layer of stress
[20:56.200 -> 21:00.200] than being that person who's pursuing the thrill of victory.
[21:00.200 -> 21:03.520] So let's talk about that first big failure then
[21:03.520 -> 21:05.280] in your racing driving career.
[21:11.520 -> 21:12.160] What did that do to you when you had to when that realization came that that wasn't going to be the pathway you were going to
[21:17.440 -> 21:18.160] Succeed. Yeah, so i've i've had um, lots and lots of failures of various
[21:21.600 -> 21:22.400] Sizes, right? You kind of have them every every day. Um
[21:26.000 -> 21:29.000] The the racing one was the biggest because that's what I wanted to do, was drive for McLaren, race for McLaren.
[21:29.000 -> 21:35.000] I'm happy where I've ended up, but it wasn't the first part of the dream job
[21:35.000 -> 21:38.000] was being in a race suit on the podium.
[21:38.000 -> 21:44.000] And I heard for 10 years that I was really good at sponsorship and marketing
[21:44.000 -> 21:45.700] and should maybe quit racing.
[21:45.700 -> 21:48.400] And that, when you're in the middle of your racing
[21:48.400 -> 21:49.640] and people are effectively saying
[21:49.640 -> 21:51.540] you're better at this than that,
[21:51.540 -> 21:52.660] that doesn't sit well with you.
[21:52.660 -> 21:55.520] For me, it motivated me.
[21:55.520 -> 22:00.520] But over time, I came to realize the right.
[22:01.560 -> 22:05.000] And I was on the track with people like Juan Pablo Montoya
[22:05.000 -> 22:07.000] and Josef Verstappen, Max's father,
[22:07.000 -> 22:11.000] and they were just doing stuff with race cars that I couldn't do.
[22:11.000 -> 22:15.000] And eventually, you don't want to believe it,
[22:15.000 -> 22:19.000] so I think it probably took me longer to be self-critical in a race car.
[22:19.000 -> 22:20.000] There's so many other variables.
[22:20.000 -> 22:22.000] Well, the car I was in wasn't that good, etc.
[22:22.000 -> 22:24.000] And there was some truth to that.
[22:24.000 -> 22:27.040] But then you do, after after enough time kind of go,
[22:27.040 -> 22:29.040] yeah, it's not going to happen.
[22:29.040 -> 22:32.000] And it was really the necessity to make a living
[22:32.000 -> 22:36.000] that drove me getting into the business I got into
[22:36.000 -> 22:39.000] as opposed to, I always had a passion for sponsorship
[22:39.000 -> 22:41.640] and working with people, but it was more,
[22:41.640 -> 22:43.040] I got to make a living now.
[22:43.040 -> 22:44.720] And that's how the business got started.
[22:44.720 -> 22:47.080] So you created Just Marketing International.
[22:47.080 -> 22:49.880] I remember when I arrived in Formula One as a presenter,
[22:49.880 -> 22:51.600] everyone was like, if you need to speak to the people
[22:51.600 -> 22:53.200] that do the deals in this sport,
[22:53.200 -> 22:56.440] JMI are the people that you need to go and meet.
[22:56.440 -> 22:59.400] So can you explain for people how you went about
[22:59.400 -> 23:03.640] not just setting up a business, but being successful,
[23:03.640 -> 23:04.920] being really successful?
[23:04.920 -> 23:08.840] Yeah, it started, I was sponsored by TWA, the airline,
[23:08.840 -> 23:11.000] and I was here my first five years of racing
[23:11.000 -> 23:14.760] in the middle 90s, and I got a deal to race back
[23:14.760 -> 23:17.440] in the state, so I went to TWA and said,
[23:17.440 -> 23:19.200] I'm gonna leave, go back to the states,
[23:19.200 -> 23:21.560] and they said, hey, the sponsorship's going great,
[23:21.560 -> 23:23.680] can't you place it with someone in pit lane?
[23:23.680 -> 23:25.320] You must know all the guys and gals and how the sport works, and I went, yeah, I could do that. And that's how the business got started.
[23:25.320 -> 23:28.720] I actually placed it with Nigel Mantle's Forma 3000 team.
[23:28.720 -> 23:30.360] And that was kind of the first sponsorship
[23:30.360 -> 23:32.560] I'd done for someone else.
[23:32.560 -> 23:34.440] Then, because I understood how the sport worked
[23:34.440 -> 23:37.760] and it's kind of the wild, wild west, kind of still is,
[23:37.760 -> 23:40.600] I'd built up all these relationships and contacts,
[23:40.600 -> 23:42.200] people that I wanted to have sponsor me
[23:42.200 -> 23:44.200] that I couldn't get to.
[23:44.200 -> 23:47.160] And then I got to the point where I was is, I'd built up all these relationships and contacts,
[23:47.160 -> 23:48.800] people that I wanted to have sponsor me
[23:48.800 -> 23:50.760] that I couldn't close,
[23:50.760 -> 23:52.800] and that's because I wasn't famous enough
[23:52.800 -> 23:54.720] for in Formula One or in NASCAR.
[23:54.720 -> 23:56.200] So I started going back to them and said,
[23:56.200 -> 24:01.200] look, you tell me what you're trying to get in business,
[24:02.280 -> 24:07.500] and then let me marry you up with the right racing team the right driver the right series and
[24:08.820 -> 24:10.820] overnight that just
[24:10.940 -> 24:13.500] Worked because there was very few people at that moment
[24:13.960 -> 24:17.480] Consulting the corporate side of the sport and I knew how much power
[24:18.020 -> 24:22.260] The corporate side of the sport has how did you work that out? Then if other people haven't managed?
[24:22.260 -> 24:24.980] I think everyone was working in their own
[24:22.320 -> 24:26.760] How did you work that out then if other people hadn't managed? Um, I think everyone was working in their own self-interest,
[24:26.760 -> 24:28.520] which was, it's about my racing.
[24:28.520 -> 24:30.960] So I'm trying to get money out of company,
[24:31.480 -> 24:35.880] ABC where no one was then consulting and you had all these
[24:35.880 -> 24:37.960] companies that wanted to come into the sport,
[24:37.960 -> 24:39.160] but they didn't know who to talk to.
[24:39.160 -> 24:41.040] Is that the right person? The wrong person?
[24:41.040 -> 24:43.800] Is that the right amount of money? What should I ask for?
[24:43.800 -> 24:46.660] And so I was able to, in an authentic way,
[24:46.660 -> 24:48.840] to be able to go to companies and say, look,
[24:48.840 -> 24:51.580] I know who you should deal with, who you shouldn't deal with.
[24:51.580 -> 24:55.040] I know what you should pay and how much power
[24:55.040 -> 24:56.720] you have as the check writer.
[24:56.720 -> 25:01.880] So I effectively got companies to say, I've got x budget.
[25:01.880 -> 25:03.400] Here's what I'm trying to do.
[25:03.400 -> 25:06.760] And then I worked the pit lane and, you know,
[25:06.760 -> 25:10.080] the sport has such a thirst for sponsorship.
[25:10.080 -> 25:12.080] I became very popular very quickly
[25:12.080 -> 25:15.360] because I was the guy with kind of the corporate checkbooks.
[25:15.360 -> 25:19.760] So I started the business just registering downtown
[25:19.760 -> 25:22.640] in Indianapolis for 25 bucks out of a rental house
[25:23.520 -> 25:25.800] with my girlfriend, who's now my wife.
[25:25.800 -> 25:27.000] She wasn't involved in the business,
[25:27.000 -> 25:28.840] but she was there supporting me.
[25:28.840 -> 25:30.600] And that's how the business got started.
[25:30.600 -> 25:31.800] I never had a business plan.
[25:31.800 -> 25:33.920] It wasn't intended to become a business.
[25:33.920 -> 25:35.880] It was like, well, I'm gonna just do deals
[25:35.880 -> 25:39.100] and take a piece of the action to make a living.
[25:39.100 -> 25:41.000] But then as it started to grow,
[25:41.000 -> 25:42.280] I was like, well, I need people to help me.
[25:42.280 -> 25:45.120] And that's how the business got started.
[25:45.120 -> 25:49.160] So I learned how to run a business by just doing it.
[25:49.160 -> 25:51.980] And then I've always had, and I have to this day,
[25:51.980 -> 25:53.060] a lot of mentors.
[25:53.060 -> 25:55.200] And I have an advisory team here at McLaren,
[25:55.200 -> 25:57.960] which is something that I had at JMI,
[25:57.960 -> 26:00.640] which was always trying to surround myself with people
[26:00.640 -> 26:03.820] that were smarter than me, more experienced than me,
[26:03.820 -> 26:04.700] asking advice.
[26:04.700 -> 26:08.040] So I've always been a kind of sponge of information.
[26:08.040 -> 26:10.080] There's two interesting things from your answer there
[26:10.080 -> 26:11.240] that really jumped out at me.
[26:11.240 -> 26:15.160] One was that phrase you used about authenticity,
[26:15.160 -> 26:17.020] people buying into you,
[26:17.020 -> 26:20.140] but also what you were doing was translating
[26:20.140 -> 26:24.360] two very different worlds and being able to connect them.
[26:24.360 -> 26:27.920] And that requires real listening skills. Would you tell us a little bit around?
[26:28.640 -> 26:34.240] Around that because again when you mentioned this this tribe of mentors you have that's still about this. There's a lot of us
[26:36.240 -> 26:37.480] I
[26:37.480 -> 26:41.200] Think you do need to know how to listen and listen
[26:42.080 -> 26:44.080] carefully and ask questions
[26:42.000 -> 26:42.100] Listen and listen
[26:44.100 -> 26:45.140] carefully and ask questions
[26:50.280 -> 26:51.160] You know don't kind of assume you you know, if you didn't understand something ask ask again
[26:56.540 -> 26:57.220] And then really understanding what someone wants. I found I found the best way to get something out of
[27:03.760 -> 27:11.860] Someone is to give them what they want. Not necessarily what you want to give them and I think that's why I aligned on the kind of the corporate side was I can get you what you want and
[27:12.420 -> 27:14.100] So so listening
[27:14.100 -> 27:20.280] Communicating and then I I've always played the long game. I have no doubt in
[27:20.900 -> 27:25.000] Some situations I've left something on the table,
[27:25.540 -> 27:26.780] but I think in the long run,
[27:26.780 -> 27:30.840] I've won a lot more than I've lost by playing the long game.
[27:30.840 -> 27:33.740] And I've seen people that are, you know,
[27:33.740 -> 27:37.100] as soon as the business card changes or that CMO
[27:37.100 -> 27:40.900] that was a sponsor has left, now they're unemployed,
[27:40.900 -> 27:42.820] you kind of drop the relationship.
[27:42.820 -> 27:43.660] I've stayed in touch
[27:43.660 -> 27:45.040] because they're going to end up somewhere else. So kind of, once you're I've stayed in touch because they're gonna end up somewhere else
[27:45.040 -> 27:50.420] so kind of once you're a friend, you're a friend for a life not you're a friend because you're writing me a check at the
[27:50.420 -> 27:52.040] moment and
[27:52.040 -> 27:56.720] and then I've always felt leaving something on the table is okay if you play the
[27:57.100 -> 28:03.160] The long game and that's how I've done all my relationships over the years. So you've managed to get the balance right between
[28:03.840 -> 28:07.340] Success and greed effective. Yeah, and you've seen other people make those mistakes
[28:08.140 -> 28:11.340] Definitely definitely and I think greed is short-term
[28:11.940 -> 28:13.500] wins and
[28:13.500 -> 28:18.380] There's sometimes that you go. I think I left something on the table, but I think in the long run
[28:18.380 -> 28:23.140] I've I've won a lot more because of that and there is a balance and I think
[28:23.940 -> 28:27.560] You know, it's like going over the limit on a race car you want to be on the limit yeah but if you go over
[28:27.560 -> 28:33.440] the limit you crash and I think I've seen a lot of people be greedy and they
[28:33.440 -> 28:37.760] kind of have a great five-year run but they're not around in ten years. So how
[28:37.760 -> 28:48.240] do you avoid that then? Doing by what I think is is right and being happy enough and just knowing when to stop. And I think it's a bit of an
[28:49.520 -> 28:58.160] instinct thing and getting into a range where I'm happy. And so I'm good. Let's go and we'll grow it
[28:58.160 -> 29:07.440] and it's going to be long term. And I know I'm going to get another bite at the apple or an upsell or renewal or you're gonna help me out when I come to you
[29:07.440 -> 29:09.320] you know, I think people can
[29:09.320 -> 29:15.940] Sense when you're greedy and they still may do a deal with you because they want or need to do that deal
[29:16.200 -> 29:19.700] But you create some resentment and I think that comes back and bite you
[29:19.700 -> 29:23.420] But there's an interesting dichotomy there because that requires patience as well
[29:23.420 -> 29:26.200] And yet you're in a fast paced world where you've said
[29:26.200 -> 29:29.360] the adrenaline of the deal gets you going.
[29:29.360 -> 29:31.280] So again, would you tell us a little bit
[29:31.280 -> 29:34.440] how you manage patience with the desire for action?
[29:35.280 -> 29:36.320] Yeah, it's a good question.
[29:36.320 -> 29:40.260] Patience is something that I think I've gotten better at
[29:40.260 -> 29:42.760] because if you do rush, you leave stuff on the table,
[29:42.760 -> 29:46.720] not just economically, but you're maybe not as thoughtful.
[29:46.720 -> 29:48.400] So I think I'm a lot more thoughtful now,
[29:48.400 -> 29:51.340] but I also have the benefit of having great people
[29:51.340 -> 29:52.180] around me.
[29:52.180 -> 29:55.960] So I think the way I've taught myself more patience
[29:55.960 -> 29:58.920] is to lean into the people that I'm working with,
[29:58.920 -> 30:00.360] trust them, empower them,
[30:00.360 -> 30:01.800] and kind of let them do their thing.
[30:01.800 -> 30:05.680] And that's forced me to not be the sole decision maker.
[30:05.680 -> 30:08.920] So I think I've learned more patience
[30:08.920 -> 30:11.880] by leaning into people.
[30:11.880 -> 30:14.960] I mean, it is where I am now.
[30:14.960 -> 30:17.160] Everything is team effort, right?
[30:17.160 -> 30:18.400] We're a thousand people,
[30:18.400 -> 30:21.560] we're a hundred plus people in the marketing department
[30:21.560 -> 30:23.760] and I couldn't do it without them.
[30:23.760 -> 30:26.840] And it was interesting. someone once said to me,
[30:26.840 -> 30:30.240] it was like, you know, when you have up to 100 employees,
[30:30.240 -> 30:34.920] you do 90% of the work and 10% is them.
[30:34.920 -> 30:36.720] Then when you get up to a thousand employees,
[30:36.720 -> 30:40.760] they do 90% of the work and 10% is you.
[30:40.760 -> 30:42.320] And then if you get north of a thousand,
[30:42.320 -> 30:45.000] it's like 90% them, 5% you, 5% luck.
[30:45.000 -> 30:49.000] And there's some, I think there's some truth to that.
[30:49.000 -> 30:52.000] So I think my job now is to be the captain of this big boat.
[30:57.000 -> 31:02.000] As a person with a very deep voice, I'm hired all the time for advertising campaigns.
[31:02.000 -> 31:04.000] But a deep voice doesn't sell B2B.
[31:04.000 -> 31:05.380] And advertising on the wrong platform doesn't sell B2B.
[31:05.380 -> 31:08.880] And advertising on the wrong platform doesn't sell B2B either.
[31:08.880 -> 31:12.960] That's why if you're a B2B marketer, you should use LinkedIn ads.
[31:12.960 -> 31:16.880] LinkedIn has the targeting capabilities to help you reach the world's largest professional
[31:16.880 -> 31:17.880] audience.
[31:17.880 -> 31:21.960] That's right, over 70 million decision makers all in one place.
[31:21.960 -> 31:25.640] All the big wigs, then medium wigs, also small wigs who are on the path to becoming big wigs and medium wigs. Also small wigs who are on
[31:25.640 -> 31:29.740] the path to becoming big wigs. Okay that's enough about wigs. LinkedIn ads
[31:29.740 -> 31:34.480] allows you to focus on getting your a B2B message to the right people. So does
[31:34.480 -> 31:38.680] that mean you should use ads on LinkedIn instead of hiring me, the man with the
[31:38.680 -> 31:43.920] deepest voice in the world? Yes, yes it does. Get started today and see why
[31:43.920 -> 31:47.200] LinkedIn is the place to be, to be.
[31:47.200 -> 31:50.000] We'll even give you a $100 credit on your next campaign.
[31:50.000 -> 31:53.680] Go to LinkedIn.com slash results to claim your credit.
[31:53.680 -> 31:56.040] That's LinkedIn.com slash results.
[31:56.040 -> 31:57.040] Terms and conditions apply.
[31:57.040 -> 31:59.680] Ryan Reynolds here from Mint Mobile.
[31:59.680 -> 32:03.400] With the price of just about everything going up during inflation, we thought we'd bring
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[34:07.000 -> 34:12.440] So can I ask then how you hire people, not just for the business, but also how do you
[34:12.440 -> 34:17.540] choose those people who you have around you in your inner circle, on your advisory boards?
[34:17.540 -> 34:19.680] What questions do you ask yourself?
[34:19.680 -> 34:26.160] So do we like each other? You know, I think likeability when you're working as hard as we're all working,
[34:26.160 -> 34:28.740] because the leadership team that I have
[34:28.740 -> 34:31.400] has the same work ethic as I do.
[34:31.400 -> 34:33.800] So when you're working seven days a week,
[34:33.800 -> 34:35.500] all hours of the day,
[34:35.500 -> 34:37.280] you got to like who you're working with.
[34:37.280 -> 34:41.120] So likeability has always been very important to me,
[34:41.120 -> 34:44.760] transparency, communication, putting your hand up.
[34:44.760 -> 34:47.040] And these are things that you pick up by instinct.
[34:47.040 -> 34:48.720] And then of course, a lot of referrals,
[34:48.720 -> 34:51.080] especially at the higher levels.
[34:51.080 -> 34:54.320] I do a lot of homework on the individuals,
[34:54.320 -> 34:58.520] talk to their former bosses and coworkers and clients,
[34:58.520 -> 35:01.000] whatever the case may be.
[35:01.000 -> 35:04.800] What I personally don't do is usually turn to the resume
[35:04.800 -> 35:05.840] and see where they went
[35:05.840 -> 35:09.280] to college because I didn't go to college.
[35:09.280 -> 35:14.600] What's most important to me is kind of character, work experience, work ethic, who do they know,
[35:14.600 -> 35:17.520] how have they presented themselves, and then some small things.
[35:17.520 -> 35:19.400] People spell my name wrong all the time.
[35:19.400 -> 35:20.400] They do that.
[35:20.400 -> 35:21.400] Yeah, yeah, yeah.
[35:21.400 -> 35:26.000] And what to me is, to me it's an intention to, I don't care how you spell my name,
[35:26.000 -> 35:28.000] it's an attention to detail, right?
[35:28.000 -> 35:31.000] We're very much in the detail business,
[35:31.000 -> 35:36.000] and you'd be shocked how many people write to me to apply for a job
[35:36.000 -> 35:37.000] and they get my name wrong.
[35:37.000 -> 35:38.000] And it's like, if you don't-
[35:38.000 -> 35:39.000] Is that an instant no?
[35:39.000 -> 35:40.000] It's a total no.
[35:40.000 -> 35:42.000] It doesn't even get, it's like, done.
[35:42.000 -> 35:47.460] So as a Damien with an A, I'm the, yeah, I with an a You know, it's amazing because if you send me an email
[35:48.400 -> 35:52.380] My name's in it. So you've spelt my name right in the email, but you've still got it
[35:52.380 -> 35:55.480] He said a C or Zed a CH or Zed a CK
[35:56.040 -> 36:01.140] But to me that's an attention to the far to detail and it's like if you can't get that, right
[36:02.060 -> 36:04.060] Well, it reminds me. There's a famous story
[36:04.060 -> 36:05.960] That's attributed about Walt Disney
[36:05.960 -> 36:08.720] that when he used to bring people into his business,
[36:08.720 -> 36:11.080] he'd take them for lunch beforehand
[36:11.080 -> 36:13.320] and he'd look to see whether they'd put salt and pepper
[36:13.320 -> 36:15.320] on the food before they taste it.
[36:15.320 -> 36:18.800] Because his idea was they're not open to new experiences,
[36:18.800 -> 36:21.880] they're already just stuck in old habits.
[36:21.880 -> 36:29.160] It's funny, I think we all have our own little pet peeves. Mine is obviously spelling in the name, uh, dating
[36:29.160 -> 36:34.040] documents because I live off of briefs and everyone does lots of
[36:34.040 -> 36:38.200] drafts and so I'll print out, stick them in the briefcase, go
[36:38.200 -> 36:41.360] to read them on a plane, and then they're not dated and it's
[36:41.360 -> 36:45.080] like, well, I'm not sure which one's. So that drives me nuts.
[36:45.080 -> 36:48.960] So everyone in here hears date the documents.
[36:48.960 -> 36:50.200] Number of pages.
[36:50.200 -> 36:51.920] You're going through a presentation.
[36:51.920 -> 36:53.680] Well, I've got a comment on page.
[36:53.680 -> 36:55.640] What's the page after the page after the page?
[36:55.640 -> 36:58.640] It'd be a lot easier if it just said page 12.
[36:58.640 -> 37:02.320] And then my other one, and this just leads to miscommunication,
[37:02.320 -> 37:04.960] is ASAP.
[37:04.960 -> 37:08.280] Calendars say Monday at 3 o'clock or Tuesday at 2.
[37:08.280 -> 37:11.560] There is no ASAP in a calendar.
[37:11.560 -> 37:15.040] And I think that leads to miscommunication.
[37:15.040 -> 37:19.040] Because if I said to you, I'd like it ASAP,
[37:19.040 -> 37:20.280] do I mean in an hour?
[37:20.280 -> 37:22.720] Do I mean in a week?
[37:22.720 -> 37:24.920] It leads to, so it's much easier for me to say,
[37:24.920 -> 37:25.140] I need that by Monday 3 o'clock. In an hour, do I mean in a week? It leads to, so it's much easier for me to say,
[37:25.140 -> 37:27.220] I need that by Monday three o'clock.
[37:27.220 -> 37:31.100] So those are my few operational pet peeves
[37:31.100 -> 37:33.260] that lead to problems, right?
[37:33.260 -> 37:34.820] If you're reading two documents
[37:34.820 -> 37:37.700] and you're reading the wrong one and you react to it.
[37:37.700 -> 37:40.600] So they're small things, but big things.
[37:40.600 -> 37:43.980] So I love that focus on removing ambiguity
[37:43.980 -> 37:45.060] from your world around you.
[37:45.060 -> 37:48.140] So if anyone was to come into your team
[37:48.140 -> 37:50.100] and be part of your inner circle,
[37:50.100 -> 37:54.560] what are the three non-negotiables that you say,
[37:54.560 -> 37:58.300] these are the things that I'm not prepared to compromise on?
[37:58.300 -> 38:02.460] Good communications, responding, so it drives me nuts.
[38:04.100 -> 38:09.020] I probably get 300 emails a day day and I respond to each one.
[38:09.020 -> 38:12.940] Even if it is, I'll get back to you next Monday.
[38:13.800 -> 38:16.820] I see people that let things sit.
[38:16.820 -> 38:18.000] It was like, well, I don't have an answer yet.
[38:18.000 -> 38:19.680] I was like, well, just go back to the person
[38:19.680 -> 38:21.300] and say, I don't have an answer.
[38:21.300 -> 38:24.920] You'll have, I get so many notes from people
[38:24.920 -> 38:25.280] that's like I sent a note, but no one responded. And then I'll go to the person. It's like, well, I haven't have an answer. I get so many notes from people that's like,
[38:25.280 -> 38:27.800] I sent a note, but no one responded.
[38:27.800 -> 38:28.760] And then I'll go to the person,
[38:28.760 -> 38:29.600] it's like, well, I haven't responded
[38:29.600 -> 38:30.480] because I don't have an answer.
[38:30.480 -> 38:34.520] It's like, yeah, but they don't know if you got the email,
[38:34.520 -> 38:35.680] when they're gonna hear from you.
[38:35.680 -> 38:38.080] Wouldn't it be so much easier to just respond with,
[38:38.080 -> 38:40.360] I'll come back to you next week or in two weeks or whatever.
[38:40.360 -> 38:43.640] So good communications, total honesty.
[38:43.640 -> 38:46.360] And, you know, of course everybody says that, right?
[38:46.360 -> 38:48.920] There's trust, there's honesty, there's work ethic, right?
[38:48.920 -> 38:50.520] The kind of standard here.
[38:50.520 -> 38:55.520] But what I mean, honesty, it's like own what you've done.
[38:55.640 -> 38:58.080] If you don't know it, just say you don't know it.
[38:58.080 -> 39:00.720] I always say in here, mistakes are fine.
[39:00.720 -> 39:03.120] Don't make the same one twice
[39:03.120 -> 39:04.400] because you learn from mistakes.
[39:04.400 -> 39:06.180] I mean, as Nicky Lauda once said,
[39:06.180 -> 39:08.560] he learned more from losing than he did winning.
[39:08.560 -> 39:10.280] And I kind of understand that.
[39:10.280 -> 39:12.480] But you've got to own them.
[39:12.480 -> 39:14.160] Don't make stupid mistakes.
[39:14.160 -> 39:15.200] But mistakes are OK.
[39:15.200 -> 39:20.760] But own them, and then learn from them, and then share them.
[39:20.760 -> 39:24.240] So kind of sitting in if there's something that's gone wrong
[39:24.240 -> 39:26.760] and no one puts up their hand. That's a that's an
[39:26.760 -> 39:29.880] onstarter, because we can work with mistakes, we can learn from
[39:29.880 -> 39:32.320] mistakes, but not if you're not going to bring them forward.
[39:32.480 -> 39:35.600] And talking about learning from things, what did you learn on
[39:35.600 -> 39:38.800] reflection from the Daniel Ricciardo situation where you
[39:38.820 -> 39:42.000] had a driver who wasn't necessarily performing in the
[39:42.000 -> 39:47.280] way that he or other people would have liked? And is there anything that you would have done differently if you could live that
[39:47.280 -> 39:52.520] situation all over again? Yeah I think it's an interesting one I mean he came
[39:52.520 -> 39:58.000] in having won seven Grand Prix's and was you know the hottest driver that you
[39:58.000 -> 40:03.520] you could get and I think we kind of maybe assumed and I think kind of
[40:03.520 -> 40:08.000] rightfully so that he was gonna pick up where he left off I think we kind of maybe assumed, and I think kind of rightfully so, that he was going to pick up where he left off.
[40:08.000 -> 40:12.000] I think my one learning there would really just be contractual.
[40:12.000 -> 40:16.000] I don't think there's anything we could have done differently for him as a driver.
[40:16.000 -> 40:23.000] Like I'm sitting here right now thinking, I don't think we could have done something differently to make him more competitive.
[40:23.000 -> 40:29.840] We tried all that. I think we've had to end the relationship early.
[40:30.540 -> 40:34.280] We've had to write a big check,
[40:34.280 -> 40:36.400] which is fine because that's the deal that we cut.
[40:36.400 -> 40:39.760] I think what I'll do different next time
[40:39.760 -> 40:44.760] is maybe have some more performance protections for us
[40:45.720 -> 40:48.840] and not just assume that a great driver's
[40:48.840 -> 40:49.980] gonna always be great.
[40:49.980 -> 40:51.480] I think that's the one learning
[40:51.480 -> 40:53.820] is more of a contractual one, but it's a big one.
[40:53.820 -> 40:54.760] And what can we learn?
[40:54.760 -> 40:56.760] Because for people that watch Formula One,
[40:56.760 -> 40:58.840] it's just confusing for someone to be so quick
[40:58.840 -> 41:01.000] and then to struggle as he did.
[41:01.000 -> 41:02.760] What can you tell us that we can learn
[41:02.760 -> 41:05.560] from so we can understand the situation better?
[41:05.560 -> 41:06.400] Yeah, it's interesting.
[41:06.400 -> 41:08.600] We're not sure, he's not sure.
[41:08.600 -> 41:10.900] You know, we've tried changing cars
[41:10.900 -> 41:13.060] and offering to change people
[41:13.060 -> 41:16.820] and it's been over two seasons, two different cars.
[41:16.820 -> 41:19.820] So we thought year one, maybe it just didn't gel
[41:19.820 -> 41:22.500] with the car, so let's see what'll happen in year two.
[41:22.500 -> 41:27.460] It's a totally different car, but we got to the point where our only strategy was hope.
[41:27.460 -> 41:30.660] And I think hope's not a great strategy.
[41:30.660 -> 41:33.500] So, you know, it's a great mystery.
[41:33.500 -> 41:35.840] We saw in Monza, it's in there.
[41:35.840 -> 41:37.300] I mean, there's no doubt.
[41:37.300 -> 41:40.300] The guy did not win eight Grand Prix's by accident.
[41:41.700 -> 41:43.960] We just weren't able to unlock it together.
[41:43.960 -> 41:46.840] And Lando's, youando's driving great and getting the
[41:46.840 -> 41:48.780] car to perform.
[41:48.780 -> 41:52.320] So I don't think there's anything sitting here that we would have done differently or
[41:52.320 -> 41:55.120] could have seen or should have known.
[41:55.120 -> 42:00.680] I think the only thing is just from a business standpoint, we could have contractually kind
[42:00.680 -> 42:02.920] of what if it doesn't work.
[42:02.920 -> 42:06.400] And I think we went into it so excited and not really
[42:06.800 -> 42:09.820] thinking of a downside scenario that I think we
[42:10.520 -> 42:14.420] But you also don't know if he would have got those contractual protections. I sit in here now
[42:14.420 -> 42:16.420] I can say well, I wish I would have had this in the
[42:16.680 -> 42:22.680] Contract, but who knows whether he would have agreed to it, but he also might have because he would have been going
[42:22.680 -> 42:24.680] Well, that's never gonna happen. So I'll
[42:28.680 -> 42:29.360] Agree to things in contracts. You've obviously been thinking over in your head. Yeah
[42:31.360 -> 42:31.680] Yeah, I know you've got to go
[42:34.040 -> 42:34.680] but I think the final question is
[42:39.320 -> 42:42.960] You there's been a fascinating conversation, you know full of advice for people But also full of sort of self-confidence and understanding and knowledge about the world
[42:43.400 -> 42:47.500] Where does self-doubt sit in your planet?
[42:47.500 -> 42:51.420] I think it's the paranoia, the fear of failing.
[42:52.440 -> 42:54.780] I don't have a lot of doubt.
[42:56.660 -> 42:59.440] What I know is what I don't know,
[42:59.440 -> 43:01.860] and I'm not afraid to go ask.
[43:02.720 -> 43:07.060] So when I doubt, I don't doubt I can do something
[43:07.060 -> 43:10.260] because I'm confident that if I don't know
[43:10.260 -> 43:11.780] how to do something, I'm very confident
[43:11.780 -> 43:13.780] I know someone who does.
[43:14.660 -> 43:16.440] So therefore, I don't ever like,
[43:16.440 -> 43:17.700] ooh, how am I gonna do this?
[43:17.700 -> 43:19.240] It's like, I've got this problem,
[43:19.240 -> 43:20.080] I don't know much about it,
[43:20.080 -> 43:22.460] but I'm gonna call this person on my advisory board
[43:22.460 -> 43:23.640] or I'm gonna call a board member,
[43:23.640 -> 43:24.900] I'm gonna call my chairman.
[43:24.900 -> 43:28.760] So I'm not uncomfortable with not knowing everything.
[43:28.760 -> 43:30.160] I kind of thrive on that.
[43:30.160 -> 43:32.160] And I think one of the strengths
[43:32.160 -> 43:34.740] is knowing what you don't know.
[43:37.280 -> 43:38.600] And so I don't have a lot of self-doubt
[43:38.600 -> 43:39.840] because I got a good Rolodex.
[43:39.840 -> 43:40.680] It's great.
[43:40.680 -> 43:42.400] And finally, your golden rule
[43:42.400 -> 43:43.520] that you'd like to leave people with,
[43:43.520 -> 43:45.500] your one message for people,
[43:45.500 -> 43:46.440] some of them have found it,
[43:46.440 -> 43:47.560] some of them are looking for it,
[43:47.560 -> 43:50.040] but your final message for living a high performance life.
[43:50.040 -> 43:53.080] Yeah, I think working hard is a given.
[43:53.080 -> 43:55.000] You can always work smarter
[43:55.000 -> 43:59.480] and trying to drive efficiency and cram more,
[43:59.480 -> 44:00.760] we've only got 24 hours,
[44:00.760 -> 44:02.280] whether you're president of the United States
[44:02.280 -> 44:04.160] or you or me.
[44:04.160 -> 44:06.880] So it's about how do you get more productivity out of that 24 hours whether you're president United States or you or me or so it's about how do you get more productivity out of that?
[44:07.720 -> 44:09.880] 24 hours and that's about working
[44:10.640 -> 44:13.600] smarter and you become working smarter by being
[44:14.720 -> 44:19.040] Self-critical and knowing that you can always do better and then that drives
[44:19.760 -> 44:23.160] Efficiency brilliant. Thanks for your time. My pleasure. Thanks for having me
[44:25.200 -> 44:25.680] Brilliant, thanks for your time. My pleasure, thanks for having me.
[44:31.200 -> 44:35.880] Damien. Jake. Well that was, you know, I sort of get the energy from that conversation that Zak obviously took into JMI, obviously brings to McLaren as
[44:35.880 -> 44:39.760] well, you know, that clarity of thought, the speed of thought, the confidence in
[44:39.760 -> 44:44.400] the way he talks, I liked it. Yeah, even the maximizing of his time with us that
[44:44.400 -> 44:45.960] we knew that he squeezed us into a very busy schedule but he's come in and he Iawn, i gyd, mae'r cymryd amser gyda ni, rydyn ni'n gwybod ei bod yn gysylltu ni i'r
[44:45.960 -> 44:49.760] sgenjwr fawr, ond mae wedi dod i mewn ac roedd ar gwrs ar y cyfnod ar y cyfnod ar y pwynt,
[44:49.760 -> 44:53.600] y gallaf gael cynghor i beth mae'r cyngheriaid o'i tîm yn eich bod yn ddweud.
[44:53.600 -> 44:54.880] Beth sy'n dod i'ch gilydd?
[44:54.880 -> 44:59.040] Gwybodaeth i'r deunydd. Rwy'n hoffi hynny, rwy'n hoffi'r pep-pêves honno. Rwy'n gwybod, rwy'n dweud
[44:59.040 -> 45:07.000] gwyrion, yr hyn roedd e'n dweud am ddweud enwau'n gwaed, ond rwy'n credu ei fod yn sylw ar y cydnabod. Rwy'n credu bod, pan nad yw pobl yn cymryd y broblem,
[45:07.000 -> 45:11.000] i weithio arno ac i gyd yn ymuno â'r cydnabod.
[45:11.000 -> 45:13.000] Mae'n amlwg yn ymwneud â'r cydnabod,
[45:13.000 -> 45:15.520] ac rwy'n credu bod y ffaith ei fod yn ymwneud â hynny.
[45:15.520 -> 45:16.720] Gall ddweud ei fod yn eiddo,
[45:16.720 -> 45:19.240] ond rwy'n credu yw'n ymwneud â'r cydnabod ar gyfer pobl eraill hefyd,
[45:19.240 -> 45:22.040] ac yn sicrhau bod pawb yn gwybod y enw,
[45:22.040 -> 45:23.200] y gwybod pant ydyn nhw.
[45:23.200 -> 45:26.660] A dweud wrthym pan ydych chi'n ymwneud ag y sgwrs gwaith anodd hon, oherwydd rwy'n credu y byddwn i'n rhaid i ni fod yn ddiogel iawn that everybody you know the name you know who they are and tell me where you sit on this hard work conversation because I always think we have to be
[45:26.660 -> 45:31.720] really careful not to come on this podcast and say work 24 7 and never have
[45:31.720 -> 45:35.000] a day off put work above family all of those things and it was great that you
[45:35.000 -> 45:37.960] you know you mentioned to Zack that McLaren have got this great relationship
[45:37.960 -> 45:42.560] with mind for mental health charity but let's be clear right for him it works he
[45:42.560 -> 45:47.000] didn't sort of you know break down saying actually this pushes me to my Ond dweud yn dda, iddo ddweud y byddai'n gweithio iddo. Doedd e ddim yn ymdrech i ddweud, yw'n gwneud y pwysau i mi i'r rhan fwyaf ac nid ydw i'n gallu ymdrechu.
[45:47.000 -> 45:48.320] Mae'n gweithio iddo.
[45:48.320 -> 45:52.400] Felly sut mae pobl sydd ddim a ddim eisiau gweithio fel hynny
[45:52.400 -> 45:55.640] yn cael eu hunain o ddifrif o leoedd y gwych, ydych chi'n credu?
[45:55.640 -> 45:57.360] Yna, mae'n cwestiwn ddiddorol.
[45:57.360 -> 45:59.920] Rwy'n credu y byddwch yn well-rhyngwladol i'w gysylltu â'i gwrthdro
[45:59.920 -> 46:03.200] oherwydd rwy'n credu y gwnech chi'r adeg hwnnw iawn.
[46:03.200 -> 46:05.680] Rwy'n credu y byddwch yn dda i ddod o'r lle hwyr. Rwy'n credu, ydw id chi ymdrech i'r adeg hwnnw. Rwy'n credu y gafodd chi'n dda i ddod o hyd i'r lle hwyr.
[46:05.680 -> 46:06.720] Rwy'n credu fy mod i'n ymdrech i,
[46:06.720 -> 46:08.080] rwy'n cwtio Eddie Jones,
[46:08.080 -> 46:09.040] yr hyn rydyn ni'n ei ddweud,
[46:09.040 -> 46:10.760] nid yw ar gyfer pawb.
[46:10.760 -> 46:12.400] Felly, nid ydym yn ymdrechu
[46:12.400 -> 46:14.320] i chi ddod o hyd i effaith gwaith Zach
[46:14.320 -> 46:15.640] o dan sefn dydd i'r wythnos,
[46:15.640 -> 46:16.480] dan dyn o'r dydd,
[46:16.480 -> 46:17.320] pethau fel hynny.
[46:17.320 -> 46:19.640] Rwy'n credu yw'n ymwneud ag deallu
[46:19.640 -> 46:21.000] pa,
[46:21.000 -> 46:23.080] fel lle rydych chi eisiau cymryd eich gwaith hawr.
[46:23.080 -> 46:26.000] Gwaith hawr efallai yn trini'r amser gyda'ch teulu,
[46:26.000 -> 46:28.000] ac mae hynny'n gallu bod yn yr un cyfrifol
[46:28.000 -> 46:30.000] fel gwneud hynny yn y gweithle.
[46:30.000 -> 46:32.000] Felly, mae'n debyg, fel pwy,
[46:32.000 -> 46:35.000] gwneud yn siŵr bod yna rhifau
[46:35.000 -> 46:37.000] sy'n alluogi'n eraill.
[46:37.000 -> 46:39.000] Ac rwy'n credu, o'n i'r cyd,
[46:39.000 -> 46:41.000] mae'n ymwneud â gwneud yn siŵr
[46:41.000 -> 46:43.000] bod gennych bobl yn eich bywyd
[46:43.000 -> 46:48.040] sy'n rhoi cymorth gwirioneddol i chi. Ac felly, dydyn ni ddim llawer o bobl yn mynd allan o gyflwyno Formula 1 sure that you've got people in your life that give you really honest feedback and so not many people walk away from presenting Formula One for the BBC right
[46:48.040 -> 46:52.360] but then not many people have their wife say the words it's me or the job
[46:52.360 -> 46:55.560] there aren't many people that walk away from presenting Premier League football
[46:55.560 -> 46:59.640] but again not many people have a wife that says you do realize your children
[46:59.640 -> 47:02.680] are seven and only you've never been around on a Saturday is that ever gonna
[47:02.680 -> 47:05.160] change so I think that I have to have sort of Harriet keeping check almost so ond nid ydych chi wedi bod ymlaen ar y Saturday, a byddai hynny'n newid? Felly rwy'n credu
[47:05.160 -> 47:06.400] y mae angen i mi
[47:06.400 -> 47:08.960] gael Harriet yn gwblhau,
[47:08.960 -> 47:10.640] felly, dwi'n meddwl, os yw cyflwyniad llawer
[47:10.640 -> 47:11.920] yn cael ei ddod allan, fe fydd hwnna'n y cyntaf
[47:11.920 -> 47:13.520] i ddweud, ydych chi'n meddwl
[47:13.520 -> 47:14.560] bod y podcast
[47:14.560 -> 47:15.600] neu'r cyflwyniad lawer yn eisiau
[47:15.600 -> 47:16.680] ymlaen o amser?
[47:16.680 -> 47:17.400] A ydych chi'n meddwl am ni?
[47:17.400 -> 47:18.960] Dwi'n meddwl, dwi'n meddwl am ni?
[47:18.960 -> 47:20.480] A dwi'n meddwl
[47:20.480 -> 47:21.520] y mae angen i chi
[47:21.520 -> 47:22.840] clywed y bobl hynny.
[47:22.840 -> 47:24.680] Dyna'r moment alarmbell i mi.
[47:24.680 -> 47:26.160] Gallwn i fod yn clywed yn fy mhob gofyn, iawn, rwy'n eithaf bwysig neu byddai'n dda i fod y ffwrddo o'r bobl hynny. I mi, dyna'r moment o'r alarm bell. Gallaf i gyd i gael fy ngwyrdd yn fy mhobl,
[47:26.160 -> 47:27.000] a dweud, ie, rwy'n eithaf bwysig,
[47:27.000 -> 47:29.280] neu byddai'n dda iawn i fod ymlaen ar y satwadau.
[47:29.280 -> 47:30.920] Rwy'n gobeithio na fyddwn yn ymrwymo ychydig,
[47:30.920 -> 47:32.160] ond ymlaen i'r ddiwedd,
[47:32.160 -> 47:33.120] mae Harriet yn ei ddweud,
[47:33.120 -> 47:34.280] oherwydd mae'n gwybod pa mor rwy'n ei wneud,
[47:34.280 -> 47:35.160] ac rwy'n ei ddewis,
[47:35.160 -> 47:36.800] ac mae'n cael ei hymryd o hynny.
[47:36.800 -> 47:38.040] Rwy'n credu na fyddai hi'n dweud hynny
[47:38.040 -> 47:39.200] pan fyddwn yn ei ffyrdd,
[47:39.200 -> 47:41.000] rydyn ni'n dod i'r pwynt o'r pwysig,
[47:41.000 -> 47:42.080] Ie, ond rwy'n credu,
[47:42.080 -> 47:44.120] rwy'n credu, mae'n mynd i'r pwynt
[47:44.120 -> 47:48.320] y sgwrs Zakk yw cael y rhan fawhan o'r amgylchedd yn eich bywyd,
[47:48.320 -> 47:57.520] yw i chi, eich cyfraniad yw Harriet a'r plentyn, ac yna mae pob peth arall yn dod o'r dda, ac rwy'n credu y byddwch chi bob amser yn ymwneud â hynny.
[47:57.520 -> 48:06.000] Felly rwy'n credu bod y ffaith bod eich bod yn glir, does dim amgylchedd yn eich byd, nad yw cyflogau'n fwy bwysig na'r amser o'ch teulu.
[48:06.000 -> 48:10.000] Ac rwy'n credu bod hynny'n eich gallu gwneud penderfyniadau gyda'r deunyddau hefyd.
[48:10.000 -> 48:14.000] A dwi hefyd yn hoffi yr hyn a dweud o'r Daniel Ricciardo,
[48:14.000 -> 48:16.000] yn mynd i'r tîm ar ddiwedd y seswn.
[48:16.000 -> 48:19.000] Roedd yn teimlo fel bod nhw wedi gwneud yr holl beth oedd gallu.
[48:19.000 -> 48:22.000] Ac rwy'n credu mai dyna un o'r heriau gwirioneddol mewn busnes a mewn chwaraeon,
[48:22.000 -> 48:26.000] yw pan dydych chi ddim yn cael gysylltiad neu gredd neu'r amser. pan ddau'r rhan fwyaf o'r gynllunau a'r sport, pan ddau'r rhan fwyaf o'r gynllunau a'r sport, pan ddau'r rhan fwyaf o'r gynllunau a'r sport,
[48:26.000 -> 48:28.000] pan ddau'r rhan fwyaf o'r gynllunau a'r sport,
[48:28.000 -> 48:30.000] pan ddau'r rhan fwyaf o'r gynllunau a'r sport,
[48:30.000 -> 48:32.000] pan ddau'r rhan fwyaf o'r gynllunau a'r sport,
[48:32.000 -> 48:34.000] pan ddau'r rhan fwyaf o'r gynllunau a'r sport,
[48:34.000 -> 48:36.000] pan ddau'r rhan fwyaf o'r gynllunayn a'r sport,
[48:36.000 -> 48:38.000] pan ddau'r rhan fwyaf o'r gynllunayn a'r sport,
[48:38.000 -> 48:40.000] pan ddau'r rhan fwyaf o'r gynllunayn a'r sport,
[48:40.000 -> 48:42.000] pan ddau'r rhan fwyaf o'r gynllunayn a'r sport,
[48:42.000 -> 48:44.000] pan ddau'r rhan fwyaf o'r gynllunayn a'r sport,
[48:44.000 -> 49:06.320] pan ddau'r rhan fwyaf o'r gynllunayn a'r sport, pan ddau'r rhan fwyaf o'r gynllun mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweud, mae'n dweudwylliant i gyd, lle mae pawb yn gwybod maen nhw'n llwyr i ddifail, fel y dywedodd, mae'n ddim ond y byddant yn ddysgu o hynny
[49:06.320 -> 49:08.280] ac yna'n mynd yn ddymach i'r nesaf.
[49:08.280 -> 49:09.120] Roedd e'n dda iawn.
[49:09.120 -> 49:10.120] Roedd e'n ddim iawn i mi.
[49:10.120 -> 49:11.280] Rwy'n credu y byddwn ni'n rhaid i ni
[49:11.280 -> 49:12.600] dod yn ôl a wneud yn fwy.
[49:12.600 -> 49:14.280] Ie, ond rwy'n hoffi'r energia hwnna,
[49:14.280 -> 49:16.600] felly rydyn ni'n cael digon o ddiddorol yno.
[49:16.600 -> 49:17.720] Dych chi'n gwybod beth mae hynny?
[49:17.720 -> 49:18.760] Unrhyw un sy'n clywed hynny,
[49:18.760 -> 49:20.640] parent, tîr, busneswyr, CEO,
[49:20.640 -> 49:21.720] dynwyr,
[49:21.720 -> 49:23.040] rheolwr hyrwyddo,
[49:23.040 -> 49:24.240] clywed ei hynny o'i energia
[49:24.240 -> 49:28.960] a clywed y ffordd y ddod o'r ystafell ac rwy'n credu CEO entrepreneur wannabe racing driver listen to his energy and listen to the way that he kind of came in and came out of the room and I think you get a good
[49:28.960 -> 49:31.400] understanding of how he's done as much as he has. Yeah it was a privilege.
[49:31.400 -> 49:34.760] Brilliant look Damien thank you so much for your company as always a big thanks
[49:34.760 -> 49:37.920] to the professor everyone needs a professor in their life thanks as well
[49:37.920 -> 49:42.760] to Finn to Will to Gemma to Eve to Hannah to Zach of course at McLaren and
[49:42.760 -> 49:46.540] the whole team at McLaren we spoke with Lando Norris a few months ago.
[49:46.540 -> 49:47.880] Don't forget you can hear that chat
[49:47.880 -> 49:49.960] by going into the High Performance Archives.
[49:49.960 -> 49:51.280] And now we get to speak to the boss,
[49:51.280 -> 49:53.680] and who knows, maybe in a few months' time,
[49:53.680 -> 49:56.480] we might get to speak to the latest driver to join the team.
[49:56.480 -> 49:58.000] But thank you very much for coming
[49:58.000 -> 50:00.280] to another conversation of High Performance,
[50:00.280 -> None] and we'll see you very soon for plenty more. you