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There we go.

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Hello, Louise.

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Hi.

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How are you?

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I'm good.

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How are you?

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Can you hear me all right?

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Yeah, I can.

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I'm just going to turn you down a little.

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Sure.

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What time is it?

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Are you still in London, I think I read?

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No, I'm in South Africa at the moment.

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Oh, wow.

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Yeah, completely different from what I read.

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Yeah, we're on other sides of the world.

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Where are you?

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It's Peyton.

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I'm in, correct, Peyton.

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I'm in Texas.

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Why was I expecting Jackson?

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So Jackson is the man in charge.

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But we've recently been getting, I think a week or two ago, we got a hundred applicants

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to come into this podcast, so he needed to take on some extra hands.

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Oh, okay.

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Okay.

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I can see there's a lot of prep.

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The language of the email that arrived really made me laugh because it sounded as if you

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were talking to naughty school children.

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Really?

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We'll be calling you at the time of your interview unless we see that you're diligently in the

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studio ready to go.

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I don't think anyone's quite used that kind of language with me.

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Yeah.

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No, I've been like this.

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For about 40 years.

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Yeah.

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Yeah, every day I get in, I'm like, okay, I have a meeting at 10 o'clock my time.

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I'm not sure what time it is for you, but right now it's 10 a.m. for me.

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And I'm like, okay, 10 o' one, let's send them a call.

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I'll see if they're having trouble.

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Let's figure it out if they need help getting in here.

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Not everybody figures out how to click the link for some reason, but it's every day.

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Well, maybe they haven't used SteamYard before.

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Yeah, maybe.

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But it's definitely improved since the early days, that's for sure.

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Yes.

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So how did you find Jackson's podcast?

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I think through PodMatch.

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Yeah.

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We've been getting a great, a lot of applicants through PodMatch.

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It's awesome.

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Have you had good interactions on it?

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I have.

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Actually, I've kind of been debating whether to let it go because some of them are really,

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some of them are kind of just a nice fireside chat, which is lovely if, you know, if that's

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what you're interested in doing.

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Right.

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And others, people bother to read your book, which is fantastic.

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Right.

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And they're probably, probably a handful out of the last three months.

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So I don't know if a handful is enough to justify the time it takes to work with it.

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To work with it.

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And actually, yeah, my PR person, I've just taken on somebody new.

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So I'm kind of, you know, I've just said to have a look at it if it's not, if it's, you

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know, if it's just too time consuming.

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Let's just go direct.

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Yeah.

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Let's just go direct because it is a bit of a time suck if you, you know, try and sort

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of work.

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And also, you know, it's not only spending time.

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I mean, as a host, it must be a nightmare when people don't turn up.

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I can appreciate that.

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But as a guest, you know, to show up and, you know, the focus isn't quite aligned with

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your own is also just a waste of time.

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So it's a bit of a debate.

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But I suppose, I suppose eventually you get better at filtering these things.

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But anyway, lovely to meet you.

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So, Peyton, you...

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Or let's have you on a team to do all of it for you.

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Well, yeah.

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I mean, I like to try everything myself to begin with because then I can get a sense

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of what I need to know and then pass it on once I've kind of figured out whether it's

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worth it or not.

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But yeah, it's all good.

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And here we are.

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So...

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Absolutely.

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Yeah.

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So do you know what to expect today, what this is?

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Because this is the pre-show.

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Yeah.

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This is a kind of pre-chat, you know.

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You tell me, Rob.

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And I don't want to presume or assume anything.

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Absolutely.

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So today is the pre-show.

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I've started recording this because as we go through, I'm going to ask you questions

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and the question will pop up below me.

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And it'll just be broad.

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Most of them will be very fairly broad questions.

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Like, tell me about your vision is a question that we ask every time.

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And it's very broad and it's meant to be.

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We want you to kind of take it and run with it how you, in your experience, how you've

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lived it.

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And so what the plan is, is if everything checks off and we're doing good, then I'll

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pass you on to Jackson at the Real Podcast.

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I'll send you a link.

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And then we will use these questions to give you promotional posts on our LinkedIn, our

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Facebook, our Twitter, or now it's X, on all of the social media podcasts to promote...

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From this recording today.

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Correct.

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Right.

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Okay.

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Got it.

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Yeah.

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And then...

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Post-production.

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Correct.

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A little bit.

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A little bit.

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Yeah.

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Okay.

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Do you have any questions for me before we jump into this?

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No.

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Okay.

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And it's Louise Mowbray.

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Is that correct?

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It's Louise Mowbray.

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Louise Mowbray.

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Okay.

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Louise Mowbray.

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So I'm going to jump in and I'm going to do a little introduction.

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Like, I'm speaking today with Louise Mowbray and please tell me about your vision is normally

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how I'll start off with the first question.

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Ready?

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Yeah.

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Absolutely.

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Okay.

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We are here today with Louise Mowbray.

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Please, Louise, tell me about your vision.

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What a beautiful, big, broad question.

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And yeah, I think about vision all the time.

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I think I've been very purpose driven for a long time, for as long as I can remember.

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And it's always about empowering the leaders and the teams and organizations that I work

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with.

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And I think it's kind of sent me on a learning, unlearning, relearning kind of journey over

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the last couple of decades.

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And I can't imagine it ending.

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So yeah, that's my key vision.

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Okay.

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Where did your vision come from?

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Where did it originate?

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Well, I started my career in the investment banking and technology and executive search

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sectors in London, working for listed companies.

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And I think by the time I got into executive search, that really switched it on.

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And I got to understand how organizations work, how careers work, how people work, how

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leadership works, and how cultures work.

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And met thousands of people during the course of that time.

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And it really inspired me because so many people have everything they need, but somehow

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are missing the mark.

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Something vital is missing, some connection to today, I guess we think of it as purpose

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and meaning, some sort of alignment to your first question, which is, what is your vision?

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And I think that we're all so hectic, we can get lost in the noise of life.

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And every now and again, sort of put our heads up and think, gosh, you know, why am I doing

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what I'm doing?

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And I witnessed that so many times.

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It really ignited a fire within me to help people to find that what I think of today

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as a golden thread.

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So you're hoping to be that sort of a, what is it, like a lighthouse pointing a direction,

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trying to give them more of a direction.

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Yeah, I think kind of a catalyst for change, and it's not so much a hope.

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I've been doing this, I've had my business for 19 years now, and worked with amazing

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people around the world, across the sectors and in lots of different cultures.

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And I think that what business needs from us today is different to last year or the

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year before.

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And the ability to actually stay agile, both in our thinking and emotionally agile, is

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really probably one of the most important things that we can develop for ourselves.

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So it's how we think rather than what we think, which kind of dictates the future that we're

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building for ourselves, our teams and our organizations.

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Absolutely.

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So what made you begin?

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In a way, what was your why?

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What's your why behind what you're doing?

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Well exactly as I've described.

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So that's sort of witnessing people who had all the right degrees, they'd been to the

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right schools, they'd worked for the right organizations.

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Every now and again, sort of looking up and thinking, you know, why am I doing this?

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You know, what's going on?

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And seeing within them this extraordinary capability, and yet it wasn't always switched

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on.

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And what it was perhaps wasn't aligned in a way that they could achieve what they set

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out to achieve.

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I think sometimes when we start working on developing ourselves, and there are very few

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leaders in business today who haven't done all sorts of things to start that development

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journey, it's a lifelong journey.

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Sometimes when we start, we can lope off in one direction and then another and somehow

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miss the mark in terms of keeping ourselves tethered to what our purpose is.

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And you know, our initial purpose for developing ourselves and our businesses may end up being

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quite different once we start exploring what that actually looks like.

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And the absolute joy in seeing people connected to that and being aligned to that and you

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know, the shifts and changes that they're able to make, I think just kept me going.

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It's the fuel, the rocket fuel that keeps me inspired and connected and interested and

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learning constantly.

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Absolutely.

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So my last question for you is kind of a two-parter.

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So the part one is why do leaders hide from funding their vision?

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And then part B is how do leaders lean into funding their vision?

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So at the top we have why do leaders hide?

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So I'm going to ask you what you mean by hide and which leaders are hiding, not the ones

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I work with.

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What do you mean by that?

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Give me some context.

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It's more like whenever first starting up, whenever you're needing the funding to start

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your dream up, a lot of people are afraid or hiding from it.

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Have you seen that in your experience?

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Well I typically work not a lot.

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I think that, you know, fear is an extraordinary thing.

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If we think of the different drivers, fear can touch a whole bunch of different actions

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and behaviors and thinking.

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When we start unraveling the root of our fear, where does it come from?

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Often it's some experience that we've had, you know, how we think is kind of molded by

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our mental models or our experiences that we've had in life.

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So the high highs, the low lows, the experiences we've had, you know, pre-work and certainly

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in the working environment.

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And I think also there's a lot of talk about how difficult it is to get funding.

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So if we listen to all the voices, you know, we would never get up and try anything.

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And I think the key thing is not only sort of a blind belief in yourself, but there has

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to be sort of a golden thread that runs through us, that, you know, is convinced that what

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we're doing has value in the world.

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And if we don't feel, you know, feel that and fear overrides that feeling, then there's

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some work to be done.

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And I typically work with people who are, yes, they might have a lot of fears, we all

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have fears.

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I mean, you know, it's kind of standard stuff.

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But who are self-aware enough to be able to know that that's what's going on.

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And then look at, you know, going on a forward motion in terms of development, you know,

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how do I still do this thing?

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Always makes me laugh because it's kind of the field of fear and do it anyway.

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But it's more than that.

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It's a deep self-awareness and self-knowledge.

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And for me, that's the root of all things.

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It's the root of our own personal growth and it's the root of the growth of our organizations.

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Without that, then we're skating around on the surface.

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And often, you know, that fear is stronger than our drive to actually get something done.

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So I think it's number one, do you believe in what you're doing?

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Does it have value in the world?

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Are you sure?

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Have you done everything you can to check that out?

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And then it's, yeah, okay, so I'm going to be afraid.

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You know, there are a lot of stories about this not working.

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But what can I do to, you know, to manage myself well enough to actually get over that

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and get on with it?

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Absolutely.

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Fear is always a part of human nature.

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It just is.

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Being afraid of what that next step is, it just holds a lot of people, prevents a lot

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of people from taking that step.

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And that's why we asked this question.

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But I think you had a great response to it.

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Yeah, thank you.

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I wrote a whole chapter in my book about uncertainty.

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You know, fear is rooted in not knowing what the answer might be.

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And just as a short sort of quip, you know, if we don't try something, we have zero percent

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chance of actually achieving anything.

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If we give it a bash, probably 50-50.

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And if it's a well-informed bash and we've done our research and we're well prepared,

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you know, the odds are far greater.

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So I think doing nothing means, you know, I think Einstein said it best.

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Actually there were quite a few quotes around this about, you know, getting on with it.

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Give it a try.

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Give it a bash.

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Give it a bash.

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Absolutely.

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Well, those are all of my questions for today.

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Do you have any for me before we go?

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No, Peyton, it's been a pleasure meeting you and yeah, great questions.

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Really good questions.

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I'm glad you like them.

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I've been working for Jackson for almost a month now.

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So I'm still, I feel like I'm getting into the rhythm of how these pre-shows are supposed

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to go, but I still feel like I'm rusty in some parts.

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So thank you for having such great answers to these questions.

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It makes me, I feel like every time I get in with somebody, it opens my eyes and I'm

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like, I could do this.

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I could, I can be professional in this.

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This is fun.

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But you are professional.

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So hats off to you.

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Thank you.

291
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Yeah.

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Well done.

293
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Absolutely.

294
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We'll be in touch for sure.

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I'll be in touch with you.

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Fantastic.

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Have a wonderful rest of your day.

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You as well.

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Bye.

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I know.

