The Well of Ideas

Dean: Welcome to Cloudlandia, Mr. Sullivan.

Dan: What are you eating? I can hear the crackle of the. There's something that you're not revealing to the audience right off. I would like.

Dean: Is that right? You heard this, that sound right there?

Dan: Yeah. I would like full transparency, please.

Dean: All right. Well, I have in my hand. I've noticed that my voice has sometimes been getting a little raw. And so what I have in my hand right here is an individually wrapped Ricola dual action honey lemon lozenge, which I've got at the ready just in case.

Dan: Yeah.

Dean: Yes. Inside podcast secrets there.

Dan: I can see the commercial you have. I can see the Swiss, you know, the Swiss horn blower. The Ricola.

Dean: Ricola, that's right.

Dan: Yeah. Yeah, that's nicely done, actually. And. Yeah, so that's good. That's good. Yeah, yeah. And that was, that was a really good wrap up two hours that we had the other day on the Free Zone.

Dean: Yes, it really was.

Dan: Yeah. And yeah, I'm starting to see, we're getting a lot of interest. We have terrific wealth manager from the Bay Area, Alan Olson, who starting in December and talking to Richard Rossi, who we all know very well, and he's talking about the early part of next year. And I have.

Dean: Oh, nice.

Dan: Well, I have a really great IP lawyer coming in and he's coming in, you know, the early months of 2021. So, yeah, adding a lot of talent. Talent to the ranks.

Dean: That's what I, what I'm noticing is how, how long have we been doing this group now? How many?

Dan: It'll be three. Three years in April, I think. Three years in April.

Dean: Three years in April. And largely the same people. I mean, we've got a really good core group that's been from the beginning. So I'm noticing there's a shorthand there of we're getting more and more layers of, you know, awareness of what, what everybody does and starting to see a lot more collaborative opportunities there.

Dan: Well, it's kind of interesting. Yeah, you'll be interested in something. I've just modified a previous form and created a new one. The previous one was the Moving Future, which is a standard for the 10 times ambition program. And that's been in place for 10 years, maybe nine or 10 years. We've had that. But I was thinking of a Free Zone future. Free Zone future one. And it's designed the same way, so the layout is very, very similar. But you'll be, you'll be interested in this because I borrow from my friend Dean, I went to. I needed something And I went to the Dean Jackson

Dean: the. Well, ideas.

Dan: Ideas for Rent special. And I just have to bring it up on my computer here. Okay, yeah, right there. I'm just clicking on it right now. Come on, disobey me. Okay. Okay. So very, very, very interesting. And I just have to. You know, technology has to be cooperative too. You know, it's not just humans that have to. People are probably saying, what happened during this period.

Dean: Yes.

Dan: Yeah, we were looking.

Dean: Let me tell people while we're waiting, thanks to our sponsor, Ricola, about the wonderful delights of the honey lemon that is oozing down my throat, coating my. My vocal cords.

Dan: Yeah. Well, anyway, across the top on the moving future, you have morale, momentum and motivation. And it's morale for the last 90 days, momentum for the next 90 days, and then motivation for the next. And then I have something very, very interesting. I have. So what I have for the free zone future is ambition, creativity and cooperation. Okay. Okay. So those are the big words. And then on the next line down, I have vision, capability and reach.

Dean: Oh, yes, I'm very familiar with that.

Dan: Yes. And then the next line down, where we usually have last 90 days right now and next 90 days instead, I have commitment, courage and capability and confidence. Okay. And so if I put the three in each box together, what you have is ambition, vision and commitment.

Dean: Wow. Very nice.

Dan: And then you have creativity, capability and courage. Courage, yeah. And then the next one, you have cooperation, you have reach, and you have confidence.

Dean: I like this. This is great.

Dan: Yeah. And then you just brainstorm. You just brainstorm what these are. You just brainstorm and how many of them you have. And then down at the bottom, what I have is thinking about your thinking. What are the five new things that you have thought about? And just seeing where you are in brainstorming for ambition, creativity, and for reach. That's one of the great cooperation.

Dean: Yeah, that's one of the. That's the great thing about these tools is the. The insight, you know, that you get from. From those.

Dan: Yeah.

Dean: And being able to summarize that thinking

Dan: about your thinking, you know, And I have a book in the offing, in other words, it's one of the quarterly books. It's called Thinking about your thinking. And I said that most people, in fact, don't.

Dean: Most people don't think about their thinking. They just happens.

Dan: They think about a lot of other things, but they don't think about their thinking and say, well, what are they. If they're not thinking about their thinking, what are they thinking about? I said, well, they're thinking about things. Yes, they're thinking about things. And I've been in conversations with people where for the better part of the time that I was with them, they were talking about they own this, they're thinking about buying this, and they're fixing this up and they're trading this and they're going online and they're seeing if they can get this. And it's all about things. It's not about, you know, it's not about what they're thinking about. They're thinking. Yeah, about. About things. They're just thinking about the things. And then other people think about people.

Dean: Yes.

Dan: And they're thinking about this person, that person, this person. And they have technology which allows them to do this non stop from morning till night.

Dean: Yes, that's something.

Dan: And then other people think about thoughts. Okay, they think about thoughts and. But they're not their thoughts, their other people's thoughts. And I would say that almost all the killing on the planet since the very beginning has happened about people who think a thought and they don't like that other people are thinking a thought. In other words, other people are thinking a thought that doesn't agree with the thought that they're thinking. But neither sides actually thought up the thought. They, it was somebody else's thought that they were defending or trying to defeat and everything. So if you think about those three activities, thinking about things, thinking about people, thinking about thoughts that pretty well use up an entire lifetime without once during that period of time is actually thinking about your thinking.

Dean: Now that's not table 10 talk. You know, when we go to table 10, I think that's part of the delight of table 10 is I don't think we've talked about, I don't think we've ever talked about things or things like that. I mean, it's so.

Dan: Yeah, well, you peripherally and I peripherally have a discussion about the 4C's lifetime, you know, the 4C's lifestyle and now and who not how, as it relates to our personal life, we both thought about that, but who not how and the Four Seasons lifestyle are our thoughts that we've kind of created and developed and expanded and you know, in the marketplace. So they're not other people's thoughts. You know, there's nobody else's thought that I can't. I'm in touch with a lot of thoughts going back 2500 years. And I, I don't remember Aristotle ever talking about the four C's lifestyle.

Dean: The Four Seasons lifestyle.

Dan: That's right. And Plato. Plato. Plato definitely wasn't in the who not how. You know, he wasn't who not out kind of guy.

Dean: Right.

Dan: Yeah. So. Yeah. So cheese and cheese and whiskers. No.

Dean: Yeah.

Dan: Looking at Thomas Aquinas here. No cheese and whiskers.

Dean: No more Thomas. That's right. Yeah, yeah, yeah. Boy, it's fun when you think like when you start thinking about the collective stuff like this, like how you build this body of thoughts, you know, that build on each other. And I think that's really. I think that's really something.

Dan: Carl Marx, the eight profit makers. The eight profit making. Karl Marx. Karl Marx had no feel for that whatsoever.

Dean: The opposite of that. That's exactly right. Let's cut out.

Dan: Yeah.

Dean: The profit Stiflers 8 profits.

Dan: He had no feeling. He had no feel for that. Well, there are people. There are people who kill over the thoughts of Karl Marx, you know, and. Yeah, you know and you know, and, and so when about it? I'm going to draw this book. It was just saying. But all you have to do to think about your thinking is to look back over the last 90 days and say, where did I make my greatest gains?

Dean: Okay.

Dan: And let's just take the four freedoms. Let's just take four freedoms. Where did I increase my freedom of time, my freedom of money, my freedom of relationship and freedom of purpose. In order to do that, you have to depart from the world of thinking about things, thinking about people and thinking about other people's thoughts. And you have to look at your own experience. And you're the only person who has access to that experience. So right off the bat, if you're thinking about those experiences, it's unique. It's never happened before. No one's ever thought about your particular set of experiences before.

Dean: I've been thinking a lot this week about the, about Cloudlandia and about the. You know, we're talking about the vision capability and reach. And one of the things. This is a thought that I had. I had a nice fuck with Evan, Evan Pagan for about an hour the other day, which is a rare think. Hadn't done that in a long time with him. But you know, we were talking about coaching and we were talking about the. He's happy. He's running a program for virtual coaches now. And one of the thoughts that I've been having is this idea of moving into the results as a service economy. And I'm wondering about the. The role of coaching or the next evolution of coaching in a way that there. That Cloudlandia is offering the opportunity for in a way that it hasn't been possible, you know, many, many years.

Dan: So, no, I'm. Well, no, I think that the two go together. That the emergence of Glide Blandia and the emergence in. Emergence of coaching, actually, one is not possible without the other.

Dean: So here's an interesting thought. This is the way I described it to Evan, and I've been thinking this way, so I'll share the thought process here, show my work the path to get here. I was thinking, just as a metaphor or an analog, that let's say that there's an established marketplace for completed Rubik's cubes, that a completed Rubik's cube has a value of $1,000 in the marketplace, there's a ready buyer for Rubik's Cubes at $1,000. Now, if somebody gets this idea that, hey, you can make money solving Rubik's Cubes, that there's a market for it. So if you were to take that approach, the rugged individual, the how do I do this? Is the first thought, well, how do I complete a Rubik's cube? And so somebody might go and buy up a bunch of Rubik's Cubes or, you know, buy up raw materials, Rubik's Cubes, and say, I'm gonna solve Rubik's Cubes even though they don't know how. And their first thought would be, okay, I'm gonna figure it out. And they take the Rubik's Cube and first of all, in order to be able to do it, you need to. I need. In order to do it at scale, you need to be able to solve one Rubik's Cube. If you can't solve one, you can't solve a thousand of them. Right? You've got to be able to know how to solve one. So the first job is to figure that out. Now, the rugged individual would take the Rubik's Cube and through sweat equity and trying to great effort and experimentation, try to figure out how to solve a Rubik's Cube. Now, the next level of person might think, I think I could buy a book on how to solve a Rubik's Cube or watch some little. Watch some videos or a little, you know, Udemy course or something that I could learn to solve the Rubik's Cube. And they would find out very quickly with just a little bit of research, that there is a algorithm that will, in 28 moves maximum, solve a Rubik's Cube from any unsolved state. Meaning if you take this Rubik's Cube and you do these 28 moves. Somewhere between the 20th move and the 28th move, the Rubik's cube will pass through a solved state.

Dan: So if you know that just, just for my benefit, since I've never involved myself in this activity, what is a completed rubric? Rubik's cube.

Dean: Have you ever seen those cubes, Dan, that are.

Dan: No, I know what. I know. I know what it looks like. I know what it looks like, but I, I. Because since it didn't attract my attention,

Dean: you know, my brain was A completed Rubik's Cube is when. All the colors on all sides, all nine mini boxes are all the same colors on the appropriate.

Dan: And they're. And there are six sides. There are six sides.

Dean: That's exactly right. So there's six sides, six colors, and every. So they're all. All nine boxes are in. Are the same color. That's the solved Rubik's cube. And you do it by twisting and manipulating. Okay, so that's what I was saying is that from any unsolved state, there are 28 moves that if you like, you know, turn it back two, and then the top, you turn right, three. You know, those kind of things. If you do these 28 moves, somewhere between the 20th move and the 28th move, you'll have a completed Rubik's cube. Now, access to that knowledge probably reduces your time that it would take you to figure it out on your own, if you would ever figure it out on your own. And it increases the likelihood that you will be able to figure it out. And it does it. But it's asynchronous, and you have to put in the, you know, you have to connect the dots. It's just the instructions for it. No human interaction in this. Somebody figured out, hey, I know how to do it. Here's my blueprint for it. Go for it. Right? I'll sell you the blueprint for $25 a book, whatever it is. Right. Okay, then. And I. My visualizing on this was really almost at a flea market that we're going to, you know, progressive tables at the free market that the first one offers Rubik's Cubes for, you know, for, you know, $5, you could buy a unfinished Rubik's Cube. Then at the next table, for $25, you can buy the book that shows you how to solve a Rubik's Cube for $25. Okay, then the next stage would be, I'll help you solve the Rubik's Cube, right? Take my course on how to solve the Rubik's Cube. And you may spend, you know, you may spend $100 to go to a little bit course where you're in a room with people who are all figuring out how to solve the Rubik's Cube. And the thing would be that you're taking group coaching about this and hopefully your, you and your peers all together are collectively going to figure this out. Right. And at the next table, there's private Rubik's Cube coaching. I'll show you how to, I'll work with you one on one to help you solve this Rubik's Cube.

Dean: And that may be $250 to have a Rubik's cube coach who will show you how to do it and guide your hands and manipulate you through the process. And then the next gap up would be the, let's say, then there's a table at the end that says, I buy Rubik's Cubes for $1,000.

Dan: Finish Rubric, finish Rubik's Cubes.

Dean: I buy finished Rubik's Cubes for $500 for $1,000. But where I'm saying is that this is the current state of coaching is somewhere along that progression. And what I'm proposing is that there's, I think, a market opportunity for someone to put a boosh in between right beside the completed Rubik's cube that says completed Rubik's Cubes. $500. And you could buy the completed Rubik's Cube for $500 and then just walk one step to the next table and turn it in for a thousand.

Dan: Another five hundred. A thousand.

Dean: Yes.

Dan: Yeah.

Dean: Where you could double your, your money. So you just take it. It's the ultimate who, not how. And so I wonder, you know, there's something interesting both in the scale of that that I was talking about. The raw material for $5, the knowledge for $25, the help, you know, the, the course for $100. The coaching for $250. 25%. And. But you could buy the finished thing with no time investment and you could buy multiples of them at the same time. You could buy as many as you have cash for. You could take all the Rubik's Cubes and then turn them in. It's the, it's the. When you have a who that doesn't require any of your time. And I think that this, this is where I think there's big Cloudlandia opportunities here.

Dan: Yeah.

Dean: Is to really just get down to the bottom of it, that it's what you really want. What people in most cases In a lot of cases, really want. They want the, the end result. Like I look at the, you know, the, the marketplace for completed Rubik's Cubes, and all of this is, you know, story. It's just, you know, metaphors kind of thing. But the, you know, the end thing is that what people are applying, what people are taking coaching for or consulting or any of these things, it's not the terminal result. You know, the terminal result is the actual exchange in the marketplace, right, where their payoff is the result for the end user. Like the terminal thing of it is when somebody is completed. You know,

Dan: there was. There's a scene from an Indiana Jones movie that research for the holy. It's the Holy Grail or it's. No, the Search for the Ark. It's the Ark of the Covenant. Covenant, yeah. And Indiana Jones, Harrison Ford, is in a marketplace in hostile territory, and the crowd clears and there's this man who's got two swords and he whips them, you know, and he's about 6 foot, 6 foot 7. And, you know, and, you know, and he's clearly, you know, very, very skilled at using two swords in a fight. And Indiana Jones is in a hurry. So he watches the guy swishes, you know, he's demonstrating his thing. And then Indiana Jones pulls out his pistol and shoots the guy. And then he gets on with things. So the, the. What I, what I sense is that some people have a nose for fundamental activity that's always going to work to their benefit and it's always going to be valuable. And they go right to that and they bypass any intermediate, intermediate steps. And so I'm going to put a couple of metaphors together here and come back and look at the rubric. So there's Indiana Jones. Now, Indiana Jones said, you know, when you go to foreign territory, you've got to be able to be good with two swords. And so he spends two hours, two years of his time learning how to switch swords like the other person did. Indiana Jones is on a mission to find something. And this man is just an obstacle in the way. And so he uses, you know, pistol, you know, loaded pistol to eliminate the other man's. The other man is clearly more skilled than Indiana Jones is. And, you know, if Indiana Jones had practiced for two years to meet this man, it's not guaranteed that Indiana Jones would beat him. So. But Indiana Jones didn't have a goal of beating this guy. He had. He just. The other guy was just an obstacle and he got rid of him. So that's the Metaphor here. If you want to know what people train for, you got to get a feel for what the final result is that they're looking for. Okay.

Dean: Yeah.

Dan: So rubric's cube for some people would be the defining moment in their life. In other words, they have a goal that they finally got the six colors on six sides. So each, each side is just the six colors, one through nine, I guess. And is it letters or is it letters or numbers? I'm not.

Dean: They're just sides. Yeah. No letters or numbers.

Dan: Oh, they're just. They're just colors, right?

Dean: They're just colors.

Dan: Yeah, yeah, yeah. And the other thing now is thinking, you know, we're talking about the age of credentials where having gone to a certain university and studied certain subjects and got a degree, and then you have a title that goes along with the degree. So I was thinking about that in terms of strategic coach entrepreneurs. Going back the 31 years,

Dean: a little

Dan: bit more than 31 years, we've had strategic coach clients and I've had roughly about 6,000 plus who have been in my workshops over the last 31 years. I never remember an entrepreneur ever bringing up where they went to university, what they studied, what kind of degree they have. It's just never come up as a subject. And yet this is a major topic of conversation in the non entrepreneurial world. No. I went to the most famous rubric cubed university in the world and I had professor so. And so. And he taught.

Dean: I studied right under Mr. Rubik.

Dan: Yeah, yeah, Mr. Rubik. I mean, he, he, he's married to Mr. Rubik's daughter, you know, and, and he inherited the rubric fortune.

Dean: So.

Dan: Yeah, this is the, this is the real deal. And, and, but that has no, I have absolutely no interest in this topic. I have no interest in the skill, and I don't care who Mr. Rubrik was and you know, how his daughter turned out. And so the whole point is that it seems to me that there's an infinite opportunity for coaching because you're always going to find somebody of people who are passionately interested in this topic and they judge themselves not to be where they want to be, skill wise. And they'll pay for the. They'll pay. They'll pay for making the journey from not so good to really good.

Dean: Yeah.

Dan: And I guess you call that coaching.

Dean: Mm. And so, but. And I think that that's really. That there's an opportunity then that's for that last, that last step, the next determined step, you know.

Dan: Yeah. It's really interesting. YouTube is very interesting in this. In this conversation. So Sam Palter is Stephen Palter's youngest son. So I would say he's probably about 13 or 14 years old. And so he has probably for the last five years. So that take him back to, like, second or third grade. He said, any topic that my teacher brings up in any subject or my teachers when I go to school, any topic, I can go home that night and I can look at five different YouTube explanations of this topic. And the next morning, I know more. I know more than my teacher does. He says. He said, I tested out every class, every teacher, and the moment they bring up a topic and explain it the next morning using five YouTube videos, I know more about the topic than they do.

Dean: So he's like, yes, so tomorrow, next week, we're going to talk about this, this and this. So, by the way, yeah, you go home, you can watch these videos and know more than your teacher. That's pretty. That is true, that when you take, like, Khan Academy into the situation, too, which is just the most amazing.

Dan: Oh, yeah. You know, I went through. I went. I went through algebra. Lately I hadn't been. I hadn't, you know, hadn't been in touch with algebra as a classroom topic. Wow. You know, since 19. When would that have been?

Dean: I have in my library, Euclid's Elements in. In my library as a result of a conversation we had.

Dan: Yeah.

Dean: I have

Dan: book one. There's 47 propositions. And. And I one year memorized all 47. And I could go from number one, number 47, because they build on each other. They build.

Dean: That's interesting.

Dan: Yeah, yeah, yeah. And. And. But the Khan Academy is so great because, you know, I was looking at. What was I looking at? Set theory. Do you know what set theory is?

Dean: No. How are you saying it, Seth?

Dan: S. Set theory. It's called set theory. It's a formatics.

Dean: Oh, yeah. Okay. Theory. Yeah, yeah.

Dan: It's a form of logic. Okay, so. I'll establish a set. Okay. Selling. Okay, so the set is selling. S, e, l, l, I, n, g. Okay.

Dean: Cheese.

Dan: Okay. Whiskers. Now, cheese and whiskers are subsets of selling.

Dean: Okay.

Dan: Okay. Selling cannot be a subset of cheese. Subset cannot be a subset of whiskers. So they are understandable. Cheese and whiskers. That according to Professor Jackson, who I happen to know. As a matter of fact, I happen to have an exclusive Table 10 relationship with Professor Jackson in two different French restaurants in Toronto. Okay. Spend hours. Spend hours. New things were created out of the conversations. So when I Say that cheese and whiskers are subsets of selling. I got it from Professor Jackson. So I know that in the realm of set theory, they are subsets of selling cheese and whiskers.

Dean: Mm.

Dan: So that's. So I just want to let you know. But what it is that it proves that artificial intelligence cannot be superior to human intelligence

Dean: because it can't know that they can't understand how the connection.

Dan: Human intelligence. Human intelligence invented math. Human intelligence invented microchip. Microchip technology. Human intelligence thing. And artificial intelligence is just a subset of human intelligence.

Dean: Yeah, that's true. Yeah. I like this. I mean, that's. I've heard those things like.

Dan: So what I'm trying to put together here is that people are interested in all sorts of things.

Dean: Yes.

Dan: And I think what Evan is pointing on, that the Internet expands almost to the point of infinity the number of different things that people would be interested in that they would pay for coaching to get better at that thing.

Dean: Yes, that's true.

Dan: Yeah. I agree with that totally.

Dean: I do, too. I mean. And so your access to it. Your access to it is. Is so, you know, unlimited. Mm.

Dan: And the only question.

Dean: And you raise the bar.

Dan: I mean, you know, the only question is intellectual property law. Mm.

Dean: Yeah. And you look at. I mean, you think of things like, you know, the. That level of courses and things like at that level, you know, level three, or on our situation, the master class and Khan Academy and you all. YouTube. I would put in that category where you can learn. Yeah. How to do things.

Dan: It was interesting. I was having a discussion with. With Chris and Brandon Voss, you know, the. Chris Voss and his son.

Dean: I was just going to bring up his master class. It's fantastic.

Dan: Yeah. And the condition was that if masterclass took their thing, Masterclass then owned their intellectual property. And Chris said, no, you don't. No. You know.

Dean: Yeah.

Dan: Nay says, well, we own all the intellectual property of all the people that's on Master class. And he said, well, then you have a decision to make. If you want my material on masterclass, you're gonna have to make an exemption for me because you're not gonna own my intellectual property. And the master class gave in.

Dean: Yeah. Right. That seems like nobody would. Why would somebody give up their intellectual property to be. Yeah, that's. Yeah, that's.

Dan: It's a. I mean, it brings up interest. Because ownership, you know, there's.

Dean: Yes.

Dan: Thought there. This is a thought that's. In Silicon Valley world, that ownership will just disappear. People won't own things. People will just pay A little bit to use things. They won't own it. And I says, well, somebody's owning it. Somebody's owning it. I mean, if it's on.

Dean: That's true. I say about houses, you know, about the real estate market, that if people stop buying home, well, they're gonna. They're not gonna stop living in homes, and somebody has to own the homes that people are living. Yeah. So it's not the shelter. The shelter business is not going out of style.

Dan: Yeah.

Dean: It's firmly entrenched on one of our Maslow's hierarchy.

Dan: The interesting thing is that owned property means more to people than rented property.

Dean: Yes. Yes, it does.

Dan: You will infinitely improve owned property, but you. You will minimally improve rented property. I'm not saying you won't keep it nice and clean and everything else you will, but it has no value. You're not adding really any value.

Dean: You're only surface. Surface. Surface improvements. Right.

Dan: Yeah.

Dean: Aesthetic improvements. Yes. You're not gonna add on more space or add on. Yeah, yeah.

Dan: Okay. Okay. So I'm gonna throw a zinger at you.

Dean: Okay.

Dan: Rubric. Let's go back to Rubik.

Dean: Rubik. Rubik.

Dan: Rubik.

Dean: Yeah, yeah.

Dan: Rubik's. Rubik's Cube. And I'm saying, you know, the world is in dire danger now from climate collapse, okay? Climate collapse. And therefore humans, if they're using their time trying to become better at Rubik's Cube rather than devoting themselves to saving the planet, we're going to deem that. That, That's. That's immoral.

Dean: Well, you know, most of the Rubik's Cubes are made of plastic, too, so they're part of the problem.

Dan: It's even. It's even worse.

Dean: Yeah.

Dan: Even worse than I thought. Yeah, it's even worse than I thought. It's even worse than I thought. Yeah. So this, this. This movement towards greater mastery of Rubik's Cube, I say, is a threat to the climate on two fronts. On two fronts. First of all, it's made out of plastic. And then secondly, they're using time which could be devoted to saving the planet on mastering Rubik's Cube. And in a sense, they're kind of stealing from the other human beings on the planet.

Dean: Yeah. Yes.

Dan: What do you say to that? What do you say?

Dean: I. You know what I can't get past around climate is my. Like, I know there were ice ages, and at some point the Earth warmed itself up out of an ice age, well, long before the combustion engine or coal. And I'm just curious what makes us feel like this time is 100% human cost.

Dan: Mm. Yeah.

Dean: I don't know.

Dan: Yeah. Well, I think first of all, the. And the other thing is that there were virtually two things. One is that you have to be measuring something. You have to have a constant sense of measurement. As near as I can figure, we came out of the last ice age to the point where people said the last ice age was over at such a time there. And I can figure it's around 8000 years ago. It's around 8000 years ago. And what's been generally true that every. For the most part, let's say every century, kind of counting in 100 years. So it'd be 80 centuries. 80 centuries. At the end of every century, there had been noticeable disappearance of ice on planet. So every century for the last 80 centuries, the amount of ice on the planet covering land has been less than it was the century before. That would kind of tell me that. That what happened in the 79th and 80th century. Internal combustion. Internal combustion is rather a very, very late event in the overall warming of the planet, would you say?

Dean: Yeah, I would agree with that 100%. So, yeah. You know, I mean, so much of. Yeah. I mean, there's so much that we've got right now just in terms of.

Dan: Dean, you brought up Rubik's Cube. Look at the territory.

Dean: Look.

Dan: Look at the territory we've covered. Rubik's Cube.

Dean: I know. I mean, that's really something, isn't it?

Dan: Yeah. And it was all unpredictable. It was all unpredictable.

Dean: Yeah. This is infinite.

Dan: There was absolutely no predictability to where we went with that conversation. Yeah.

Dean: But delightful.

Dan: So what's Evan's take on. You brought him up as a jumping off point.

Dean: Yeah. I mean, that was this

Dan: thinking about your thinking. I said, I think what we like is that when I'm talking to you, I get to think about my thinking, and I think you feel the same.

Dean: Yes, absolutely. And that was what this was. When I was saying this to Eben, I put. I've been talking about the. This idea of the, you know, completed, the levels of the stuff that are removed from the terminal result that. I don't know. Terminal is the right word. What I'm saying is that everything. The reason that entrepreneurs are doing something is because what they're doing is going to help them do more of the thing that. That provides revenue for their business. Right. The end. The end result of it that realtors are learning how to do websites, learning how to do Facebook, learning how to do all These things so that they get appointments with people who are ready to list their house or ready to buy a house. Right. And all of those things go into that. They buy, they can buy leads, they can buy coaching on how to generate their own leads. They can do all of these things. And. But what I really think that the kind of next level opportunity is to deliver the actual result as a service, you know, like to deliver appointments with someone who wants to list their house or someone who wants to, to buy a house. Because I'm really realizing that in Cloudlandia there's so much efficiency if you know how to do something and it is suitable for the doing of it from the cloud remotely on behalf of someone else, where you can do and only do that thing. But then there's a. What I was saying, it's almost like it's sometimes it's less expensive to get the result for somebody than it is to have them give you money to show them how to get the result.

Dan: Oh yeah. Oh yeah, yeah, totally. Totally.

Dean: Yeah.

Dan: I mean, I mean that's very clear. Yeah, very clear.

Dean: And that's what I was saying is that coaching I'm having, I'm starting to realize the things that coaching, you know, can work for or the things where there's this other opportunity.

Dan: Well, first of all, here's the thing. Does going back to a concept that you introduced me to that if coaching requires me to do more houzz.

Dean: Yeah.

Dan: Is that a good thing?

Dean: No, that's, that's what I'm saying is

Dan: that, that I think where people coaching shows me how to get absolutely the right who for everything I want in life.

Dean: Right.

Dan: That's really, that's really worth a lot.

Dean: Yes, I think that's really the. But I think that's really the thing like when you're thinking about that it's not skill based coaching or things that are on the way to getting the result. Now there's an interesting thing that there are some situations if you're going to be a massage therapist, for instance, you're going to need to know how to be a massage therapist, that you're equipping yourself with the capability that ultimately is going to be your. The terminal result.

Dan: Yeah. Yeah. Well, since I'm married to one and she hasn't done it for 34 years.

Dean: Non practicing.

Dan: Yeah, she's a non practicing massage therapist, but without my relationship with her, I couldn't have built the company. And she said, you know, I'm starting to get tired up from all this massage that I learned Babs is a terrific massage therapist. I mean she was, she had a top notch clientele. She had, you know, she had three, three types of people. She had like airline crews, pilots and flight crews. And she had dancers, ballet dancers who wreak havoc. Who wreak havoc on their bodies. Ballet dancing is not recommended for long life. You do structural damage. And she had stunt stuntmen who did stunts and movies. And these are very stressful on the body, all three of these activities. And she was just known for kind of being a miracle worker. And so she practiced, I would say she was probably doing that for about four years before I met her. And she continued doing that for four more years, so eight years. And she said, you know, once you know it, you know it and there's not really anything else to know. And, and she says, and then people get a benefit from what you're doing for a couple days, but then they go back to the activity which made.

Dean: Right.

Dan: And there's no progress. There's no progress.

Dean: Yes.

Dan: And she said, your, your hands get tired out, you develop various maladies in your hands. She said, don't feel like doing this. And so we teamed up to create Strategic Coach. And now she, you know, she loves what she does. She puts teams together. You know, she got the whole team together. That took us from in person workshops to, you know, to virtual workshops, you know, huge, huge jump in capability and everything like that. So anyway, all depends, you know, I think coaching. Yeah. First of all, I totally agree. I've said to many that I think that coaching is to the 21st century what management was to the 20th century. It was the central role of industrialization was management, structure. Management. But I think in Cloudlandia the structure is people's aspiration and the aspiration is infinite. So the amount of coaching that you can have going along with people's aspirations is also infinite. Yes, yes.

Dean: So that's, it's kind of, it's a really. That's been on my mind with the guiding my, my VCR thinking.

Dan: Yeah.

Dean: Sessions here of thinking about the, you know, to think about all the capabilities that we have on tap. There's almost, you know, when capabilities are really just another. I think it's a head start way of kind of thinking about who. Because if you can identify what capability you need, then your search comes for the who. But you have to be able to identify what capabilities would require. And that's where your vision, which fits so perfectly with ambition. You know, what's your ambition? And then what's your vision for? That adds A layer of getting clear on the what's the things that are needed to.

Dan: It's really interesting. If you take ambition, if it's lacking either creativity or cooperation, it's a limited ambition. But if the creativity and the cooperation are growing, the ambition has no limits. Yeah, creativity, if it's lacking either ambition or cooperation, it'll be a limited creativity. Very limited creativity. But if both of those are growing, both ambition and cooperation, the creativity can be unlimited. And the same thing for cooperation, cooperation. If ambition or creativity is lacking, it's, you know, restricted and limited cooperation. But if the other two are growing, it's so all three of them. And you could do the same with, I mean, vision capability. Anytime you take three capabilities, if you have two of them that are the contributors to the third, and all of them are growing, it just grows and grows and grows. Yeah, you can't do that. You can't do that on the mainland, but you can do it in Quadlandia.

Dean: You know, it's the ultimate. It's the. Yeah, you think about. That's what the vision is. Taking and combining capabilities in unique ways to create a result. I mean, not, you know, all. Not since peanut butter and chocolate got together to describe. To create new capability called the Reese's Peanut Butter Cup. That's a really good. That's a really good combination of two capabilities. You got all the peanut butter people and all the chocolate people thinking, how are we going to sell more chocolate? And the peanut butter people thinking, how are we going to sell more peanut butter?

Dan: Yes.

Dean: Yeah.

Dan: I wonder how much. I wonder how much peanut butter Reese's cup sells. I bet it's more than a lot of the peanut butter makers.

Dean: I wonder, you know, you think about. Do you remember the. The advertising for the peanut butter cup when it first came out? The. The happy accident of, you know, somebody walking with chocolate and someone walking with their peanut butter and they bump into each other and the chocolate bar goes into the peanut butter and they go, hey, you got your chocolate on my peanut butter. Hey, you got your peanut butter on my chocolate. And then they taste it and collectively they realize, wow, this goes really good together.

Dan: I didn't see that. That's great.

Dean: Serendipity.

Dan: Wonder if we get a hold of that. I think I'll get a hold of it because that. That explains creativity and innovation. Yes.

Dean: And a perfect collaboration.

Dan: Yeah.

Dean: Yeah. I bet that there's without. And let me just give me one second, Dan, and I'm gonna do a little quick search here, but I bet that on YouTube I can find it. Reese's Peanut Butter cup original. Look.

Dan: Look at this cloud. Cloudlandia demonstration we're performing right in front of people's ears.

Dean: Original ad. Let's see. Original ad, vintage 80s. Reese's Peanut Butter cup commercial, 1972. There it is. I'm gonna send you the link.

Dan: This is perfect.

Dean: Yeah. 1972. That's the. These are great. That was their message before. Hey, you got your chocolate in my peanut butter. I mean, it's so good, right, that somebody saw that together, though. But what a great collaboration they've created. I love it. Yes, I will send that to you. And that's. But that's good. We have. What a. That's a great indication of. Of looking, you know, because those were two siloed things. Right. That were both head down, trying to figure out how to do more of. Of the individual.

Dan: Yep.

Dean: Yeah. But, hey, you bring the peanut butter, I'll bring the chocolate. Let's create something new, and then we'll have a reach rocket. Yeah.

Dan: Be interesting to see how the Snickers went. Went together. Well, I bet there were. I bet there were prior subsets of Snickers before. Yeah.

Dean: There's a set of. There's a great series on the History Channel called the Food that Made America. And one of the things was, you know, Mr. Hershey in Pennsylvania figured out how to make chocolate. And then Mr. Mars in Michigan, I think. I don't know where they were made. They add a malted. You know, you would make malted milkshake. Yep.

Dan: Because it's the gold standard. Like, it's the center of the confectionery world, and Snickers and everything else is positioned in concentric circles. Like, in the center circle is the Snickers bar, and then in concentric circles are other confectionaries. And it's just based on sales numbers, you know, and over time, Snickers has been sitting there for, you know, more than a half a century. It's been sitting there in the center, and it's just got the right combination of just about everything. And, you know, when people think about coming up with a new candy bar, it's. How far away from the center are they with their candy bar?

Dean: So there. All right.

Dan: All right.

Dean: What a success.

Dan: That's all we could do today, Dean.

Dean: Yeah. It was a delightful conversation.

Dan: We've done our best. We've done our. We've done our best. No one can fault us with not doing enough. We did. We did everything we could.

Dean: Everything we could. That's exactly

Dan: righty. I'm available two days after Christmas. Are you?

Dean: Me too. Of course. What else would I do? Okay, Dan, thanks. I'll talk to you soon. Bye.