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Tell me about your vision.

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So it's actually over 30 years ago,

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I worked for the largest company in South Africa

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called Anglo American, which was a massive mining house.

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And I was an engineer, I was a young engineer

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and very impressionable.

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And I got to fly on the corporate jet,

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which you don't really get to do at 22 for most people.

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And I was on the corporate jet, my very first trip

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and I was in a T-shirt, I was an engineer,

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I was flying to a mine site, T-shirt, jeans,

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smart shoes, but boots in my bag.

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All my fellow travelers arrived,

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being dropped off by their chauffeurs

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and they were all in suits, three-piece suits,

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smart shoes and I thought, well, I was a bit out of it,

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but got on the plane, I sat right at the back.

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And I was sitting there contemplating this flight

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because all these people were so much more senior

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in the organization than I was,

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but yet they greeted me like an equal

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when we got on the plane,

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wanted to know what I was doing there.

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In the head office where I worked,

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I was a certain level engineer,

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which meant I parked at the third parking lot

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away from the office.

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If I was one level higher,

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I would have parked in the second parking lot.

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That's how hierarchical the business was.

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So that's the backstory.

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We get on the plane, plane takes off,

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the pilot turns around and says,

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okay, you can move around now.

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And on the floor was an ice box on the plane.

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There was no service on the plane.

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So I figured I'm the youngest, most junior.

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I got up, I opened the ice box

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and I wanted to serve drinks to my fellow travelers.

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I got a tap on the shoulder

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and the joke I actually tell on stage

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is that I'm glad it was from one of the directors

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of the company, it wasn't from the hand of God

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because I was at 40,000 feet.

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Okay, so I didn't want to...

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So the director turned around to me

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and he said, please don't do that.

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And I said, hey, I'm young and whatever,

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I'm happy to do it.

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He said, no, in our planes,

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the most senior person serves the drinks.

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Now you think about that from this hierarchical situation

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where you were like literally,

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you ate in this canteen, not that canteen

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because of your status in the organization.

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That's where my interest in culture started,

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30 plus years ago,

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because I said if a company that was that structured

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could turn everything on its head

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in the confines of its plane, there was hope.

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And yes, over the years I built businesses.

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Then I left Anglo-American, went to business school,

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started my own businesses

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and I listed my first business in 1996

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on the Johannesburg Stock Exchange in education business.

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Went off to Inventure Capital for a number of years,

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came to Australia, started another business in 2001.

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But all through that, I've tried to create this culture,

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this culture of togetherness,

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of understanding the vision of where we're going.

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It all came together 11 years ago

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when I was training for a marathon

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and I had two cardiac stents.

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I almost didn't have a heart attack,

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I just had two stents.

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I had blockages.

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But that really focused me on what I wanna do

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and I wanted to share that vision with the world.

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I wanted to share that vision of how do you create

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these forward looking, amazing cultures

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where everybody buys into the values and purpose.

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And so that's what I'm driven by.

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I'm driven by sharing the experiences

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of listing companies on two stock exchanges.

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Because when I was in Inventure Capital,

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we listed a venture fund

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on the Australian Stock Exchange as well.

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And growing stuff from zero to,

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one of my current businesses now has done

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more than $3 billion of residential mortgages.

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So it's that combination of entrepreneurship,

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but also this deep, I guess, understanding of culture

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from years ago that I really wanted to change

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the world's culture.

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And that's how the culture project came about.

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You mentioned, thanks for sharing that, by the way.

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I think that was a great story.

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You mentioned that one of your highest director, right?

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And he put a hand on each other,

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he said, if you don't do that,

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only the highest people that will do that, right?

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Or senior, most people do that.

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It was actually, and I go to church

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and one of the things Jesus also did, right?

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He was the being this most senior apostle

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and he did that too.

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He served people to the lowest to them, right?

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Because that's why he came.

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I think that's a great story that you shared with me.

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I think that's amazing experience.

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Thank you for sharing that out.

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So is that what you say your vision kind of came from?

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Yeah, so my vision, and then it morphed.

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So I started off talking about being a culture futurist

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and speaking about cultures.

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And then I interviewed a company a couple of years ago.

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So I've interviewed 85 companies around the world,

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25 countries to try and understand

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what drives their cultures.

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And one of the companies had excellence as a value.

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Now you see, I didn't talk about vision and mission.

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I talked about value and purpose

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because I think those are bigger cultural drivers.

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And one of them had as a value excellence.

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And I asked them to explain the concept of excellence.

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And they said to me that excellence in their terminology

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was that you can never be perfect.

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But if you aim for perfection and you achieve excellence,

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you've done really well.

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And so that for me was kind of an eye opener

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because I said culture is bigger than that.

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Culture is excellence.

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And I now define excellence as showing up

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as the best version of yourself or your company every day.

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So even if you and Australians are renowned for going out

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and what they call going on a bender,

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going out on the beers for a night

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and feeling horrible the next day.

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And when I talk to companies and I talk to staff

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and particularly blue collar workers and I say to them,

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if you've been out on a bender

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and you are hung over to hell the next day,

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but you're showing up at work and you're doing the best

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you can despite your personal circumstance,

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I'm not encouraging you to go out on benders,

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but I'm saying then you are excellent on that day,

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you're showing up as the best version of yourself.

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And I said, so if you start at that level

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and the days you're not hung over,

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which is hopefully most of them,

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then you've got a target to show up

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as this excellent person every day.

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And so that's part of this whole evolution

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of what I now call the excellence project,

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which will be my third or fourth published book

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on excellence, on excellence in a broader sense.

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And what I mean by that,

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well, it's about optimizing culture, leadership and strategy.

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So I've expanded from just culture

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to both leadership and strategy

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and how those really give an organization

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the view of excellence.

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Thanks for sharing that.

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That's adding,

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not a lot of people think like that.

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There's a saying in first class business and vision pros

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that people don't care how much you know

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until they know how much you care.

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Yeah, absolutely.

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Absolutely.

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And so, yeah, I mean, we have little things,

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like tiny little things in our lives

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that we don't really care about.

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We have little things, like tiny little things

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in my current financial services group.

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Every Friday, the staff get lunch,

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whoever's at the office get lunch on my credit card.

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I've had staff in the past who have abused it

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and they're no longer my team.

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Not for that reason,

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but it was a cultural problem that they had,

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not understanding what being part of the team meant.

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It's about, I don't care if there's two people

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in the office on a Friday or 10,

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they come to me at about 11 o'clock

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and say, we're ordering lunch from sushi place,

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pizza place, burger place, chicken place.

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What do you want?

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And then kind of have your credit card to pay for it.

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That's awesome.

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That's amazing.

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Would you say that that is your why of your vision?

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What is your why?

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Why do you do what you do?

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Um, well, I've been a professional, oh no,

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I've been a speaker since I was 15

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and my late father died,

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my father died 25 years ago.

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When I was 15, he took me to Toastmasters

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and in 1984, I was South African Toastmasters champion.

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And so I've always loved being a speaker.

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And when I started my financial services group,

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I spoke a lot and I've sold over a billion dollars

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of mortgages from stage.

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When I had my stints and I had to reevaluate

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what I wanted to do with my life,

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I decided that that's my why.

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My why was to share the ups and downs, the learnings,

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the bad times and the good times with audiences,

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but with a very much a focused approach to them.

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So although I have sort of standard talks that I do,

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every single one is customized to the audience,

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to the people I'm talking to,

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to the experience that they are having.

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And that's my why, that's what drives me.

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When I see the lights come on in people's eyes

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and the dots joining in their heads,

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then I know I'm making an impact.

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Thank you for being here today.

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I'm really happy that you tuned in to Vision Pros Live.

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I'm looking forward to seeing your reactions

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as these episodes continue to move forward.

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This is gonna get more and more fun.

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We'll have more and more fun.

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We'll have more and more engagement as well.

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We'll invite people to participate in the show

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and thank you for giving us your time and attention.

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Have an excellent time building out your vision

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and becoming a Vision Pro yourself.

