WEBVTT

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How did your brand come into play? And when did

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you start that? And how does that relate to your

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vision that you so value? Well, it's been a journey,

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a development. So I think the fundamentals that

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I've always wanted to achieve remain the same.

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When I left the Marines, I set up Phoenix Obsidian.

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And then Phoenix Obsidian morphed into Serenity

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in Leadership. And Serenity in Leadership now

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is giving birth to rewilding the corporate mind.

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So it has been this journey. Things are... they're

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in tune with each other, but it has been a development.

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So Phoenix Obsidian was really picturing the

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Phoenix, this beautiful bird that lives for 500

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years. And it was about, come fly with me, fly

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on my back, see... how things are uh from a wide

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perspective um and obsidian is a is volcanic

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glass so it was about um bringing healing into

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business really um serenity and leadership took

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that sort of idea and then said well what kind

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of What kind of state do we need to be in as

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things are increasingly changing? And that was

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really finding a place of serenity within so

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that whatever's going on around you, you have

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a grounded approach where you are aware of your

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own process and you're not sort of totally knocked

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off your game all the time. by all the different

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things that are happening around you uh thank

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you sorry go on go ahead um so how how does that

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um how was that journey like when you started

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that brand and how long ago was that well phoenix

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obsidian was born in 1994 yeah uh and serenity

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in leadership came out of some work I was doing

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in India. And that was in 2016. Yeah. So Serenity,

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as I say, it's been a development journey. But

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for me, there's a huge amount of congruence in

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the thinking behind those different sort of envelopes,

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if you like. What lessons did you learn in being

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an entrepreneur in both the brands, I would say?

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I bet you learned a lot. I think our audience

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really appreciates the good, bad, and the ugly

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of entrepreneurship. So when you were trying

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to create that brand or creating the brand and

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running with it, what are some of the most significant

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lessons that you learned throughout that journey?

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Well, I think the major thing is how much do

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you believe in your own brand? You know, Phoenix

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Obsidian was a kind of weird name for most people.

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You know, a lot of people who go into consultancy,

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they just use their own surname, you know, Joe

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Bloggs and Co., Fred Smith and Co., and Associates.

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And that was never my... way of looking at things

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i wanted to see i i wanted to sort of represent

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what was deep inside me and for some people that

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was kind of a bit too wacky but i think really

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uh the point was that i'm too wacky for you then

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you're not ready for what i'm going to bring

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so one of the learnings was to to have confidence

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and faith in what i was presenting and it would

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resonate with the right people and we could do

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the right kind of work together um and you know

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i i think to a lesser extent we have the same

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with serenity and leadership because it's like

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well who the hell who who the hell thinks that

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they should be serene when they're leading you

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know we all got to be macho and we're all big

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ego and we're all going out there and we're gonna

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win well you know life's a bit more complicated

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than that um and so i think taking a stand and

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saying no this is how this this is what we stand

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for this is what we believe in uh if it if it's

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good for you then come work with us because we

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can do amazing things and if if we're too wacky

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then come back in a couple of years and see if

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we can then tell me more about about the the

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name you chose, Serenian Leadership, and switching

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from the Obsidian brand to Serenian Leadership.

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What was that transition like and why specifically

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did you choose that brand? Well, as I say, it

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actually came out of a retreat that I did in

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India. It was a darkness retreat. I spent seven

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days in darkness. And that sort of gave me some

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space to think and reflect. And I think that

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one of the things I came out with there was a

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greater sense of my own serenity. And I think...

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one of the things that we reflected on during

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that period of darkness was the masculine and

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the feminine and how the as i saw it the feminine

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is suppressed in both men and women in business

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while in life in society uh in the west particularly

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um although probably in most societies And I

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just felt like the feminine needs to come forward.

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It's not like we don't need the masculine. We

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need a functional masculine. We need a functional

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feminine. But people need to feel able to express

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themselves, their deeper selves, as opposed to

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feeling like part of me is not acceptable, so

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I've got to suppress it. it's the opposite of

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serene when you're doing that because you're

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using a lot of energy to not be your full self

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and i thought right well i want people to be

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them for their full selves bring their full selves

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to work uh and and feel like they can really

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express themselves entirely and in order to do

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that it's much easier if you're coming from a

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a congruent place of serenity within you. So

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I think that was the kind of thought process

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that went to creating serenity in leadership.

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Thank you for sharing that with me. I really

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appreciate that. My next question for you, Tom,

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is if you could imagine serenity in leadership

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in the foreseeable future ahead, where do you

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see Where do you see it going? Where are you

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going with your vision? Well, I've been writing

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a book for the last sort of six months and it's

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nearly complete now. And the title of that book

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is Rewilding the Corporate Mind. i'm doing is

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developing the idea of um how um different estates

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around the world are saying let nature take over

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let let nature be the leader rather than having

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a structured approach to farming where the earth

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has been overused to the extent that it's almost

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completely exhausted. And really, I then apply

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that principle to leadership and the leadership

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that we need for the future, which is absolutely

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not the leadership that has got us to where we

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are today. And you can see around the world in

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various countries that the last, the death throes

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of the old systems of leadership i mean typically

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right now being lived out in in the united states

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and so what i'm saying is that the leadership

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for the future is completely different and it's

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honoring where we've come from it's honoring

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our own inner wisdom it's honoring people It's

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absolutely not this divide and rule. It's not

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about a kind of directive style which says, you

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do this. It's much more about seeing a situation

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as a whole system and acknowledging that we are...

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We're not the leaders in this. We are part of

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the system. And then you're working with the

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system to bring about changes that really reflect

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the deeper movement that is taking place. So

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I don't know whether that sort of is really making

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it clear. I think that so often in organizations,

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I see leaders say, ah, there's the problem. Let's

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fix that problem. And what they do in fixing

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that problem is they create, they sow the seeds

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of three more problems because they're not looking

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at the whole system. They're only focusing in

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on one thing. And I think it's really important

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that we understand we have got to look at the

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whole system, which means that we've got to reflect

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and we've got to look at the different aspects

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and how they make up the whole. And then all

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this fix it, fix it. What's the solution? Move

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on. Doesn't work. Doesn't work. Life is much

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too complex and it's moving much too quickly.

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So we need people who honor the system. not try

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and break it or dictate to it because it doesn't

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work. Thank you for being here today. I'm really

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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. This

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is going to get more and more fun. We'll have

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more and more engagement as well. We'll invite

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people to participate in the show. And thank

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you for giving us your time and attention. Have

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an excellent time building out your vision and

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becoming a vision pro yourself.
