Heading to the Clubhouse

Dan: Welcome to Cloudlandia, Mr. Jackson. Yes, I have a question for you.

Dean: Okay.

Dan: The theme song that plays before the podcast starts. We never get to hear. Hear her side of the story.

Dean: Maybe that's true. She's like, she doesn't want. Maybe she wants something.

Dan: I mean, he says letter shy, but, you know. And why is he saying all these things? Is there some suspicion that he's running around and, you know.

Dean: No, I think it's the. It's. I think it's Dan. It's. It's the Nice Guy anthem is what it is. He's. She's not interested in him. And he's saying, but I'm never gonna let you go. I'm never gonna run around. I'm never gonna desert you. I'm never gonna. Why not me? Because she's interested.

Dan: This is.

Dean: That she can't have.

Dan: Yeah, well, it's interesting because it points out the difference between jealousy and envy. Okay, that's true. He thinks he's got something, but there's a possibility he could lose it, and that's jealousy. Envy is where somebody has something and you want the other person to lose it, you know?

Dean: Yes.

Dan: Yeah. Words are important.

Dean: They really are. Those are. Those are, you know, culturally important words that. That Rick Astley is, you know.

Dan: Yeah.

Dean: For a generation.

Dan: Yeah. You know, I read that. You know, I've told you in the past, I've read this massive book by a German author. He wrote it in the 1960s, and it was called the Envy. And he points out something interesting about envy, because envy is a human constant. You know, it's going on all the time. And. And. But he said if you look at the psychological research, starting probably in the 1880s, you go forward, they list every sort of psychological problem that human beings have. But starting around 1880, envy disappeared as a human problem. He said it was a constant in human literature, philosophy, you know, in drama, you know, in stage fights and everything else. But he says starting around 1880, it just disappears. And if you bring up envy at a psychological conference, everybody goes mute. Nobody talks about envy.

Dean: Why do you think that is?

Dan: Well, because they're all envious. Ah, okay.

Dean: I see.

Dan: Actually, the modern world, which is sort of based on the concept of meritocracy, in other words, that, you know, everybody has an opportunity to develop themselves as far as they want to. I mean, there's a belief in that. I think it's a. Yes, more of a. It's more of a belief than it is a reality. But I think that meritocracy the notion that everybody's equal and that it's simply a matter of applying yourself that determines your outcome. I think it. Some people are up to that game and some people aren't up to that game.

Dean: Okay.

Dan: And, and, and my feeling is that the people who have been told that they're equal and that their success in life is totally dependent upon their efforts, they feel kind of outgunned right from the beginning. They're out competed right from the beginning because they're. They can tell who just have greater intelligence, greater creativity, greater skill, greater advantages. And it makes them very, very envious. But since envy is not discussed as a subject, they're caught up in their envy. And so what they do, instead of admitting to their own envy and saying, well, I'm envious, this, what they say is there's something wrong with the world, then we've got to change the world outside so that I don't feel this way. So I think the reason is that instead of people taking responsibility for their experience, more and more they've said we've got to change society so that I don't feel. I don't feel inferior. Anyway, that's my thought.

Dean: Their fault. Mm.

Dan: Their fault. Their fault. No. Something wrong with the system. There's something wrong with the system.

Dean: Yeah, we gotta change the system so it feels better in my. To my advantage. Makes things easier for me.

Dan: Yeah, yeah. And my sense is that the news media is very much about this because they're constantly finding faults with the system. I mean, if you look at the COVID experience over the past year, how much criticism has been coming from the news media?

Dean: It's so much better now under Biden. It's. Everything is rosy now.

Dan: Well, certainly. It certainly improved very quickly.

Dean: Oh, yes. I mean, oh, so funny.

Dan: Well, it was very, very interesting. I was having a conversation with somebody and they said, boy, the news over the last, you know, the last three or four weeks has just been crazy. You know, the news has been crazy. And I said, well, I think maybe the news media is crazy. And the reason is Trump isn't saying anything.

Dean: Yeah, it's true.

Dan: Isn't so quiet what happens to the news media if Trump doesn't say anything? Yeah, yeah, they're so. Yeah, this. The stock prices of the media companies are going to go down fast if Trump doesn't hurry up and say something.

Dean: Yeah, that's true. He's gonna open up. He'll show up on Clubhouse or something and break the Internet.

Dan: That'd be interesting.

Dean: It would be. I mean, imagine the Rally can have on Clubhouse.

Dan: You don't mind me asking because I know you're on Clubhouse. How many followers do you have?

Dean: I would say I'm in it, but not of it, Dan. So let's see what I've got right now. I'll tell you exactly because here's, here's the extent of what I've done on Clubhouse. Right Now I have 3.1 thousand followers on the Outhouse.

Dan: And without any, without any, without any effort or initiative whatsoever.

Dean: That's true. Yes.

Dan: So does mean that people, people will check out whether you're actually right now, this moment on Clubhouse or not. So they're on the lookout for anything that, where you're in.

Dean: I think that's what it like, I noticed that. So you get notifications when something's going on on Clubhouse. So if, and here's, here's the extent of what I've done. People have like pinged me into a room. So if they're doing a room, they can send out, you know, notifications, hey, invite, invite Dean, invite Dan, invite, whatever. So I see whoever it is, I'll see that Kevin Harrington was doing a room a few nights ago, Thursday, and they pinged me to come in. So I came into the room. They had about, you know, 1500 people, 1800 people in the room. Yeah. And so I got to share some stuff. And then all of a sudden, you know, ding, ding, ding, ding, ding. You get all these people following you. And I've done that a few times in other people's rooms where I've popped in. And they'll go, oh, Dean Jackson's here. Let's, let's see what he has to say. And you make a contribution. And then while you're talking, people are, oh, let's check out Dean and follow Dean. And so that's how it happens. I've had, I've done one room where I opened a room myself and I just put up, I said 10 minute marketing hot seats with Dean Jackson and opened it up and it automatically pings people who are following. And at that time, I think I had maybe 500 followers or something at that point. And I did, I opened it up and had about, you know, 80 people come in, including Paris Lampropolis. So I brought Paris in and made him a moderator with me. And we just did marketing hot seats for about 45 minutes. And then I had to run. I had to go and, you know, close it up. So it was, I think what it really brings is an audience on demand. You can pick a topic.

Dan: Well, here's. Yeah, well, we're comparing Cloudlandia to the real world. So let's just.

Dean: Right.

Dan: What you did, let's just take not the real world, but the mainland. Mainland, yeah, because they're, because they're both real worlds. They're just different worlds. So. And just reverse engineer what you did, you know, and can I ask you a question? How much thinking about this did you do before you actually opened the room for.

Dean: Oh, no, I saw. I was literally, I was like, I wonder what would happen if I open a room? And I said, how do I do this? Because I just wanted to go through the, the motions of seeing what it is thinking that, you know, I didn't know what. I didn't tell anybody I was doing it. I didn't announce it or, or send out invitations for it. So I was prepared for whatever happens. If one person comes, then, hey, we'll just, we'll talk about marketing and it not to be the worst thing that could happen. Right. And because I didn't, I didn't think nobody would come. But even if one or two or, you know, a dozen people come, you've got a nice little conversation. It's conversation on demand. That's really what I think it is. You know.

Dan: You know, this is, this is a fascinating capability. First of all, I'd like to introduce the whole notion, you know, in the mainland, ever since we, you know, when humans were first identified as humans, which, you know, there's a lot of contention about this, but it's about a hundred thousand years that were different from anything else. You know, like, humans are clearly different. And there's various. There's various, what they call humanoid humanoid people. And the most famous of the humanoids that are kind of like us, but not like us are the Neanderthals. And, but there's about, I think there's. At the hundred thousand mark, There are about 16 different humanoid variations and isolated from each other for the most part. And there's been some sort of crossover where we clearly weren't primates anymore. We weren't gorillas or we weren't chimpanzees. We were, you know, we were operating differently. So it's been about a hundred thousand years. And one of the things that happened immediately is that class systems developed and there's a lot of whimsical theorizing that in the old days people were very egalitarian and they shared everything and nobody had more status than anyone else. But it's more of a wish for the future than it is A description of the past. And in other words, that people are born unequally, you know, unequal in terms of the circumstances. Unequal. And you know what kind of brain you have. Unequal in terms of the strength that you have and the skills that you have and whether you're alert or not alert. So anyway, and what happens is that there's very definitely a stratification that happens in all human societies where some people are better than others and some people get rewarded more than others. And you can take everything away from everybody and redistribute it equally to everybody. But in About a year, 20% of them will have 80% of all the good stuff. Pareto's law. This is an Italian economist. Doesn't matter how you try to equalize human beings. If you let them loose for a year, pretty soon some will have more than others. And so what I was watching was Cloudlandia, because there's a myth about Cloudlandia that everybody's equal in Cloudlandia. But your clubhouse experience tells me that that's not true.

Dan: That there are some people who are perceived thought leaders in Cloudlandia and they have a higher status than other people.

Dean: That's exactly true. Yeah, I think you're absolutely right that everything. Yeah, that's true. It's an advantage going into. Into that kind of an environment to be. Yes. Because people look for the familiar. I think that there's something.

Dan: Well, the other, the other thing is, think about, think about your brain and the development of the eight profit activators, which you just practiced. Actually during this past week, you reinforced it with a new group of, you know, entrepreneurs who.

Dean: Yeah, I had a great day. I had a great strategic coach. Gentleman from Liechtenstein was on with us. Philip. Yeah, and he's, he's great. We had a great time, but we

Dan: have people signed up. He's actually, I think he's one of our virtual. One of our fridge. You know, we have the global virtual, which is. And I think he signed up in. You know, he was in the very first workshop that way. Global virtual and. Yeah, and we had never had anyone from that country before, so, you know,

Dean: a thousand people in all of Liechtenstein. That's funny. Yeah, but we had, we had people. We had Hawaii to Liechtenstein and all points in between. So it was funny. Mm.

Dan: Yeah. But the. I've been talking about. I've got a really neat exercise. I don't know if you were on the Free Zone two hour session when I introduced the Certainty Uncertainty focus.

Dean: Did you see that? No, I don't think so? No.

Dan: Well, it comes out of my experience with Stephen Palter and Stephen, for the audience listening, as a IVF doctor, in vitro fertilization doctor. And, you know, so he helps couples have babies when they've not been able to do it any other way. And so he's, he was feeling very limited and very, very restricted by the conditions of his medical specialty that they had a journal. So there was a journal. And every medical specialty has a journal. And this is like an 1850s and, you know, capability where they have an author, they have a society that controls it. And then every, you know, and it comes out maybe, I think probably quarterly or maybe it comes up monthly. There's three or four articles in there. And who gets their articles published is totally, you know, it's totally arbitrary and it's totally political. And then once a year they have a big conference where everybody comes from around the world and it involves mainland travel and mainland hassle and mainland, you know, time consuming difficulty. And. And he said, there's got to be a better way for all the people in my specialty to talk to each other and compare notes and do it, you know, in a much more efficient way. So he created a communication platform which is called Lodestone. And he's just taken off the shelf digital capabilities, including marketing capabilities and language analysis capabilities and, you know, virtual conferencing. And he's put them all together in one package and he's actually got a patent on it. And but what we were noticing that when Covid started, he. Because IVF in vitro fertilization was deemed a non essential medical specialty, which means they couldn't have any patients. And that went on for about, you know, four or five months, from March until September, October. And how were people going to respond to this? They had the layoff staff, they had to close clinics and everything because their specialty was deemed non essential by, you know, some government official or government, you know, politician.

Dan: And so what he did is he created a set of about six conferences every couple weeks where all the IVF doctors from around the world could talk about what was true about their experience, what was happening to their patients when they couldn't, you know, they actually couldn't follow through on procedures that they had already started and everything else. And we were talking about what happened in the course of those six conferences. So let's say it was over the course of maybe a quarter and a half. And I said, you know, it's really, really interesting. I'm getting a totally different picture about what a thought leader is in the 21st century an expert, if you will, that use the word thought leader. A thought leader is the person who can tell you where the border is between that which is certain and that which is not certain.

Dean: Can tell you the border between that which is certain.

Dan: Yeah, so let's go.

Dean: That's great.

Dan: So let's go a century ago and say, what's a thought leader? It's. A thought leader is the person who knows everything. The expert is the person who knows everything.

Dean: Okay.

Dan: But that can't be true in a world where new things are happening every day and new things are being created every day. A thought leader can't be someone who knows everything because they. There's no possibility of people knowing what new things are going to happen today, tomorrow, and the next week.

Dean: Right. That's. That's a great thing. So knowing the. This is certain and this is what we're working on. We're not sure about this yet. That they're right on the border, right on the leading. That's probably the leading edge or whatever, right?

Dan: Yeah. And the whole point is that I don't need to know what I'm. I just need to know what I can count on and then the others still to be found out. And my sense of confidence doesn't come from knowing everything. It's just knowing kind of the maximum that I can count on. And then I have to have my wits about me for the stuff that isn't known yet.

Dean: That's great. And how did you incorporate that into an exercise?

Dan: Well, I created. That I created. I. You know, and zoom limits me to eight and a half by eleven for the exercises. And that's been a great restriction because I've gotten a lot better at getting, you know, an entire thought.

Dean: 11 by 17. Yeah.

Dan: Yeah. So the way I did it, Dean, as I set it up, first of all, there's a first column that says a breakthrough that I'm thinking about, some great new thing I'm thinking about and kind of, you know, this is. This is what the breakthrough is that I'm looking. And this is why it's really important to me. And, you know, if it works, this is going to be the outcome if this new thing really works. Okay. So you write that down. So you're focusing on a particular thing in the future. It's an improvement. It's, you know, it's a what, you know, like in who, not how. It's the what that I'm looking for. And then you have a column that says what I'm Certain about this. In other words, that there are certain things I already know, things that I've already seen that gives me the confidence to actually commit myself to producing this bigger and better result in the future. Okay. So I write down everything that I know. I'm pretty sure about this. And then you have a line that comes down that's called the border. And on the other side of the border, this is what I'm uncertain about. Okay. And it was kind of funny because I walked to the Free Zoner through this and all of a sudden says, well, how is this different from a strategy circle? How's this different from an impact builder? How does this. Yeah, And I said, I said, well, the difference lies in actually doing the exercise. So I had him, you know, I walked him through it in a normal form, you know, give them so many minutes to do this, so many minutes to do this, so many minutes to do this. And then, then down at the bottom, I have insights, you know, what's your insight from this? And then put them in breakout groups and they came back and they said, this is kind of amazing because I, I find that I don't have that. What. The exercise frees you up from taking a stand on something that you think is going to happen. You don't have to take a stand on that. You just have to say, this is what I'm certain about this, and this is what I'm uncertain about.

Dean: There's a. I don't know whether it was. I think it maybe was in the fog of War A. There was the. That documentary where he was talking about the. The known. Known and the known unknowns. And that sounds like what you're describing, but he said where the. The wild card is the unknown unknown. The things that we don't even know, that we don't know yet. The things that are. Yeah. That we could be discovered could be the wild card in that situation. And then of course, the corollary to that is the things that we know that just aren't true.

Dan: Yeah.

Dean: That turn out to be wrong. That they.

Dan: Well, really, I think that's really the biggest weakness is the things, you know, that were saying, well, we can rely on this because anything opposite this simply can't happen.

Dean: Right.

Dan: You know, for example, I mean, just go back to a world, you know, a mainland situation. Well, it was mainland and Cloudlandia combined was the GameStop experience about four weeks ago. GameStop, based on the Reddit community, who are using a platform called Robinhood to suddenly have 3 million investors kind of decide we're just gonna support a couple of stocks here that the short, the shorters are punishing. Targeting, yeah, targeting. And we'll see what happens. Right loud. Okay, now, if you had interviewed a. One of the particular hedge fund that was shorting those stocks the day before, he says, you know, we got this one in hand. We'll. We'll knock these two stocks out. And the next day, they were almost knocked out. So 24 hours later, they were almost. And they, they lost 3. 3 billion. That's.

Dean: Yeah, yeah.

Dan: In my world. In my world, that's a lot of money. 3 billion is a lot of money.

Dean: Yeah.

Dan: And, and, and they had to be bailed out by two other hedge funds. Now, the whole point was that nobody in the hedge fund world had any idea that what just happened to this one hedge fund could have happened. In the hedge fund world, you know, they, you know, so that was. First of all, they didn't know it could happen. But the other thing is, because who we are, something like this can't happen to us. But it did, you know, so they just got introduced to a new dimension of reality.

Dean: Yes, exactly. Now they've. Add that to your known. Known. Yeah, that was previously unknown. That's right.

Dan: Well, it was kind of funny because at the end of the week, somebody wrote an article. He was watching the, you know, because people were taking sides. People were taking sides for the Reddit community, people were taking sides for the hedge fund community and everything. And he said the only, the only winner out of this whole thing over the last week is the stock market. It just added a new dimension.

Dean: Yes. Then now it's a, it's a. That is a great balancer. Right? Yeah, that's really. Yeah.

Dan: We can hedge the hedgers. There's now a device for hedging the hedgers. Yeah, like, you know, and, yeah. And so, but going back to the certainty uncertainty thing, that when we start a project, it's not so much that they're obstacles, it's just that we don't have the information to decide whether it's going for us or going against us. We just don't know. Okay, so you pose it as an uncertainty. Okay, so I'll give you an example. I put down as my project that I think that who. Not how is the central concept in the Strategic Coach universe. Okay. So I said instead of seeing the growth of Strategic Coach as an upward, you know, as an upward slope, and you learn this at the bottom of the slope, and as you go up the slope, you know, you learn these other Things. Why don't we see it as a circle? And the bullseye in the circle is who, not how. And then as you master who, not how, you go outward concentrically. You go concentrically. And then you, you know, you have the lifetime extender. You have free focus and buffer days. You have the largest check. You have unique ability, teamwork. But these are all driven by the fact that you didn't procrastinate in other ways. You procrastinated, but you didn't do the how. You found a who. And then there's all these different ways of thinking, all the circumstances. So I put a, you know, I put it down as my project. Now, this much I know. First of all, that who, not how is the most instantly communicated concept that I think we've come up with in the entire history of strategic Coach, you know?

Dean: Right.

Dan: Huh?

Dean: That's great.

Dan: No, it is. You know, and I always say, well, this is. Who said it the first time? It wasn't me, Dean Jackson. But I said, but I've never said it to anyone where they just didn't immediately get what it was about. And I said, that's a really.

Dean: I remember the first time. I remember you told me that the first workshop you did after the workshop where we talked about it and you said you've been saying it to the people after the workshop and never getting met with anything but instant like, oh, my, that's a. That's a big one. Yeah.

Dan: I've got a next door neighbor who has now bought eight of the who not how books for people. She's in the movie business and she writes books. And she says, there's just so many people I want to give this book to. Because she said, wow, they're procrastinate. She said, they spend half their life procrastinating.

Dean: Yes.

Dan: So anyway, why put this out? Well, I'm certain of this. I'm certain of this. I'm certain of this. I'm not certain of this. And I said, first of all, what's it going to do to our salespeople? What's it going to do to our program advisors? What's it going to do to our coaches? What's it going to do? And I don't know the answer to this. So there, you know, I'm suggesting what is a fundamental 25 year kind of transformation of how we talk about strategic Coach? And I said, there's just a lot. There's just a lot I don't know. There's just a lot I don't know. About this. And so, so instead of saying we're going to do this, I'm saying I can see that if we could pull this off, it would be probably a great thing. And I'm confident of this and this and this and this. But there's just a lot that I don't know about it.

Dean: Yeah. And let's try it all.

Dan: Yeah.

Dean: Yes. I think it's really. That helps you identify. What do you need? Like it helps identify the, you know, the questions that come up next. That's the. If you look at that feeds so nicely into strategy circle about the unknowns.

Dan: Yeah, yeah, yeah.

Dean: Well the other.

Dan: It keeps me from being polarized on the issue.

Dean: Yeah.

Dan: It's kind of like. And what I was noticing in the abundance360 as I was watching week go on that everybody was polarized with their favorite technology.

Dean: Yeah.

Dan: And what I mean by that, they say, well, this is going to change everything. You can forget about, you know, you can forget about fossil fuels. They'll be gone. And then.

Dean: Right.

Dan: And you've got to take a position. And I said, yeah, but you know, maybe there's a great many great unknowns about this that we just don't, you know, that we just really don't know about this. And rather than taking a polarized position on it, why don't you say, well, this is what I know about it and this is what I don't know about it. What do you know about it? You know.

Dean: Yeah, yeah, yeah, certainly. I mean you look at a lot of, you know, there's been a lot of things that we get exposed to at abundance360 that are. That I haven't heard any more about since we were first. Like if you go back seven or eight years, this was the eighth of it. Right. So you go back.

Dan: This was the, this was the ninth

Dean: year, this was the ninth. Okay. So yeah, I went, I didn't go to the first one. I was at the second that I haven't missed.

Dan: Yeah.

Dean: Since then. But the, yeah. But still a lot of those things were not really made any advancing. But you're. I think you, you hit it on the head earlier with the longevity things are the things that are. Seem to be making the big strides.

Dan: Well, I think the reason is the ones that make the biggest strides are the ones that apply to everybody. Longevity just happens to be something, you

Dean: know, even though we don't know

Dan: even

Dean: though we don't know whether they're working or whether they will work. That's an interesting.

Dan: But we're bouncing you know, I think probably consciously or unconsciously, we're bouncing off every day. Is this worth it today in terms of how much. How many years I still have to live? You know?

Dean: Right.

Dan: I think.

Dean: Oh, yeah.

Dan: Humans, you know, if you're. If you're 30 and you think you're going to live to 90, you can try anything. If you're 60 and you think you're going to Live to 70, there's only a few things that you're going to get interested.

Dean: No, that went. I went through exactly that situation with Homer McDonald, the guy I wrote stop your divorce with. When I Met Homer in 1998, he was 76 years old.

Dan: Yeah. And my age.

Dean: Right.

Dan: Not my age. My. He was my age right now.

Dean: But I'll tell you what, Dan, he was not. He wasn't your age then. He was older than you then. He was an older 76 than you are, a 77, if you know what I mean. And I know that was a definite, like, unknown for me, but if you're. If I was looking at it like what you just said, you're bouncing off things. I perpetually kind of kept stop your divorce as, you know, third or fourth place project because I was uncertain about how much do I want to put into building something on the back of or, you know, based in conjunction with someone that's 76 years old, you know.

Dan: Yeah.

Dean: I didn't see a 20 year window, which he actually lived for, you know, to 94 years old.

Dan: He got.

Dean: Yeah. Still strong and vibrant and, you know, right up to the very end, but.

Dan: Which is great.

Dean: Mm. But if I had known then, if I'd known in 1998 that we had a Runway of 18 more years.

Dan: Yeah.

Dean: It would have changed the way that I thought about it, you know.

Dan: Yeah. Yeah, it's. It's. It's really interesting. So longevity, I think, is. I think our consciousness, what we call human consciousness, is really somehow you know, structured around how long we've lived and how long we still have to live. Like what we value, what we value that we want to hold on to. What we, you know, what we would be interested in next, to devote our energies to, you know, to actually focus on and work for. And I think what happens with a lot of people is they. At a certain age, let's say at 60 or 70, they think that, well, there's nothing more that I can do for my personal life, but I'm willing to devote my time and energy to a collective project, like a charity or a political party, anything like that. Because they no longer see much progress in their own individual life. They don't. They don't. They don't really, really see that. And I've noticed with more and more people as I become conscious that I'm not doing this, that what I have planned for myself for the next 24 years till, you know, 2044, when I'm 100, is the biggest thing that I've ever undertaken in my personal life. And I think entrepreneurs really differ from the general population in the sense that they can stay with an individual vision of personal progress for much longer than most people can.

Dean: Mm. Yeah, that's all valid. That's an interesting take. You see all these. You know, it's very funny because I'm surrounded. I live in a neighborhood at a gated community. Most of the people are older than me. I've been lived here 18 years. And when I moved in, my thought was, you know, 20 years from now I'll be old enough to live in here. And. And, you know, it's a beautiful neighborhood. I love it. But I see these people now that were. That are kind of early 70s or late 60s that are kind of retiring and winding down. One of my friends and neighbors here just retired as a judge, but he was forced to retire at 65. And it's an interesting thing that, you know, here's a guy that now he's kind of. Is this the. The twilight for him? You know, he's. Yeah, and it's. It's really. It's. It's interesting to see that he's, you know, 12 years younger than you, but now it's like, come out to the end kind of thing, you know. Yeah.

Dan: Yeah. And so they. His, you know, his ability to plot an individual impact.

Dean: Yeah.

Dan: Been limited because up until then, it was granted to him.

Dean: Yeah.

Dan: You know, through the legal system. You know, the legal system actually accelerated him sort of to a very senior position, because the judge is a senior position and gave him, you know, gave him enormous impact on the world. You know, case. He had enormous impact. But on one day, his 65th birthday, you're done. Taken away.

Dean: You're done. And that's my thought, you know, as I. Because I've been. I see him as I'm driving out, we talk, but he's, you know, he's looking for some kind of project, and I definitely see his. I think there's so many, like, judge opportunities in Cloudlandia for, you know, to do something with him.

Dan: Yeah, it was very interesting, Joe. One of the genius network meetings had Sandra Day o', Connor, who was the female Supreme Court justice. And she was there, and she was in her. She was about 80 at that time. I think she's still alive, but I think she's kind of lost.

Dean: Yeah. Those Supreme Court judges. That's a life position.

Dan: Yeah. I mean, in many ways, to be a Supreme Court justice in the United States has got to be one of the great jobs. J O B. Yes. In the world.

Dean: Yeah.

Dan: Because once you've got it. And it's very interesting, I look back at the. The entire history of the Supreme Court since 1789, because it was instituted as part of the Constitution, and there's only been 113 of them. So it's 200, you know, 230 years. There's only been 113 of them. And that works out. I mean, if you divide 113 into 230, it comes out to average about 16 or 17 years. You know, that. And. And now, you know, the latest one that's, you know, Amy Barrett, who. She. Yeah. And she. She could put in 40 years easily.

Dean: Yeah, she's.

Dan: And great. Yeah.

Dean: It's like a poke job. Yeah.

Dan: Almost like.

Dean: Yes, exactly. Right, right.

Dan: Almost like a queen, you know, and. Yeah. So that the whole thing is going back to your point about abundance. 360 and what. You know what? Really. And I'm noticing the minutes and the hours that longevity gains every year in abundance. 360. So, like in the very first one that you went to. So this was eight years ago. Longevity maybe had 45, 50 minutes. Now it's got a whole day.

Dean: Yeah.

Dan: If you put all the time together. And it keeps, you know, it keeps elbowing out technologies that were promised eight years ago, but they really haven't made much of a mark. Longevity is making a real mark. And I said the reason is that everybody takes it personally.

Dean: Yes.

Dan: I mean, I'm still. I'm still trying to figure out 3D printing. I mean, it's 3D printing. Is there anything in my future that's going to require 3D printing? And. And I came to a conclusion. No, but there's clients of mine that 3D printing will be interesting, too. And I'll learn about 3D printing through my clients and their goals and their progress. But I don't need to know anything about 3D printing. I just, you know, it's like the Kevin Bacon thing that I can afford to be one relationship away from 3D printing.

Dean: Right. Yeah. I looked. One degree of separation. That's my whole thing that I really look at being able to be exposed to what and who's. That's really what abundance 3 does for me as you get exposed to what's possible or what's coming or what's out there in the world. And if you ever need that capability, who to talk to about it, that's the good thing. We've got the. Yeah, we've got the. A360 calling card, basically, that would get us, you know, well, an audience with anybody. Right.

Dan: Yeah. Well, the other thing is that you can take a look at every technology in A360 and you say, what degree of separation? Do I need a direct relationship with this, or do I. Do I need separation? Do I need. Is it one relationship away from it? Is it two relationships away from it?

Dean: Right.

Dan: And therefore, you can. You can position the importance to you by the number of separations that you can afford to have and still be up to date as far as the world goes.

Dean: That's smart. That's an interesting thought.

Dan: Yeah.

Dean: And I do use that 3D printing example all the time, though, in. In of the VCR formula that

Dan: I

Dean: forget what the gentleman's name is that had the automotive or the, you know, the parts 3D printing that they do the big equipment parts for machinery that's out remotely in the field. And. Yeah. Paul Heiss, and you know, the fact that they do tens of millions of dollars a year and are the leaders in the industry and they don't own a single 3D printer because they're using excess capacity of other 3D printers. And that's, to me, that. That's. That's a Cloudlandia VCR application. Beautiful.

Dan: Yeah, yeah, yeah. Well, I mean, the whole point is that we have our goals, you know, you and I have our goals, and there's a certain number of capability and, you know, zoom just happens to be a direct relationship. I want to have a direct relationship with this technology, you know?

Dean: Yeah, yeah, me too. I mean, because that's something that you. Yeah, we're gonna use, you know, and I think the jury's out on. On Clubhouse, but I think it's going to be a useful tool. Lee and I were just talking about you.

Dan: Well, here's the thing.

Dean: Yeah.

Dan: Here's the thing that I was going to suggest to you. You got 3.1, you know, 3.1 thousand or whatever it is right now. 3,000 followers. Multiply it by 10. 30,000.

Dean: Yeah.

Dan: One day, Dean has an idea, and before the end of that idea, he can bounce that idea off 30,000 people.

Dean: Yes. Exactly, Yeah. I think that's the thing. I think we, I mean, I said earlier, conversation on demand is really what you've got access to. Put up a topic, could ask a question, talk about, you know, market research or anything like that. I think the innovations.

Dan: Yeah. And the other thing is, I got a feeling that the answer should get would be better than 90% if you're talking about like sociological or psychological research. Yeah, 90%. Ben Hardy says, you know, he says 80% of all the psychological and sociological theories in the world are based on 22 to 29 year old graduate students at major universities, mainly in America. Mainly in America, yeah. He says, well, how representative are those 22 to 29 year olds of the human race? He says, not very much. And he said that one reason why, you know, like who, not how. And we're working on the Gap and the Gain now as our second book, so we have a 10 year deal with Hay House and the Gap in the Gain is the book for this year. And he says, you have to understand, he says, that your basis for research are all successful, ambitious entrepreneurs. He said, that's very unusual. Database.

Dean: Mm. Mm. Yeah. I mean, there's so check writers, you're

Dan: not writing checks to, you're not writing checks to them, they're writing checks to you. Check writer, yeah. Check writers have a much higher standard of what works and what doesn't work than people are being paid to test something.

Dean: That's true. That's true. Yeah. The whole. I'm seeing what's happening right now. Have you been in Clubhouse yet?

Dan: No, I made a commitment to Lee Richter.

Dean: Yeah.

Dan: Introduced me to it. So I just send her a. And I'll send you a copy of it. I sent her a fast filter and I said, these are my conditions, these are my conditions and this is what I want to get out of it. So I have a meeting with her on Tuesday, I have a Zoom meeting with her on Tuesday this week, and she's going to talk to me and she says, any way you want it. She says, I'll, I'll do it. She says, I'll introduce it, but down the road the two of us can go on together and we can have a clubhouse together. We can.

Dean: That's exactly right.

Dan: Yeah.

Dean: Yeah, we could have. Welcome to Club, the Cloudlandia Club.

Dan: And I'm, you know, I, I said 20, 21, March to March was my zoom year. And I said, I'm just gonna introduce another capability called Clubhouse for the next year, you know, for March, March, and I'll Just approach it. This is what I know. This is what I don't know, you know, and everything else. So. And I said, you know, I've got 24 of these years to go. And I said, maybe I'll just make one year about some new extension of, you know, cloud India capability.

Dean: The next thing. Yeah, take it, whatever.

Dan: The next thing.

Dean: Yeah, I like that a lot, Dan. So that's. Yeah. Lee. Lee was at my breakthrough blueprint this last week, and we were talking about that as a sidebar about bringing you into. Into Clubhouse and it. But it's interesting for me as an observer to see how it all happens. Like, even in the few weeks that it's been that I've been involved now, there's a lot of, you know, holy cow, what's this? What's. There's a lot of fomo. Everybody's like, fear of missing out. There's. It's. Yeah, you got to get on Clubhouse. You got to get in there and you know, what. What's all happening. And, oh, my goodness, there's this guy and, oh, there's this.

Dan: That's happening now, as far as I can see. I hope the. The founders of Clubhouse realize what they've done, but they've created a counter social media, as far as I can understand it from the outside. And I was just reading an article in the Wall Street Journal from Saturday that there's a virtual war going on now between Facebook and Apple because Apple is totally restricting Facebook's access to information about Apple clients. And that's like cutting off somebody's oxygen supply because their model, you know, and apparently Tim Cook always reminds me of someone who's kind of cool, you know. I mean. Yeah, not cool. Not cool in a fashionable sense. But I think he. He kind of looks like he's kind of unperturbable, you know.

Dean: Right.

Dan: But apparently Mark Zuckerberg is just ranting and raving about Apple and we're going to destroy Apple. We're going to. We're going to inflict pain on Apple. And I said, you know, the one who's talking in that, you know, in that particular vein, Emotional vein, is probably feeling that they're losing something, you know.

Dean: Yes.

Dan: Because Apple's got a pretty good record of privacy, you know, that they.

Dean: Yeah.

Dan: You know, they have billboards of saying our business is to stay out of yours, you know, and everything. So it's. It's really, really interesting. The warlords are fighting.

Dean: It's true. Yeah. And that's, you know, that is. It's Just that Apple is actually going to give people the choice. They're not cutting it out, they're saying no.

Dan: They're just saying no.

Dean: These guys. Yeah. Do you want to give these guys permission to track you everywhere you go? Right.

Dan: Yeah. Well, it's interesting because when I open my Apple sites every day it says in the last three weeks, 235 people have tried to track you and we've prevented it. You know, they give me a scorecard every day of what they're doing on my behalf.

Dean: That's great.

Dan: Yeah, yeah. And I said, well, that's cool. And I have evidence that it's true because my, the ads that are appearing as I'm reading articles and that never are anything that I, unless I've already indicated some sort of interest in this.

Dean: Right.

Dan: It's not just that I've mentioned a word or I, you know, I mentioned a thought or anything that's like where I really looked at, you know, I really did look at running shoes. Okay, well, this is

Dean: so. I'll tell you how scary it is. So this morning, Valentine's Day, and Luba was showing me because I was, I'm getting her this, this special tripod that moves to follow your when you move kind of thing for her training. She wanted this. So she was showing me on her phone, she was showing me this thing that she wanted to show it to me. And I was, I just was watching this video on her phone and then literally two hours later on my phone, I'm getting this video showing up on my Facebook news feed.

Dan: Yeah.

Dean: And I'm thinking to myself, like, how in the world does that. Are they, you know, are they tracking through my iPhone what I'm looking at on someone else's iPhone? I mean, in proximity, I guess. I mean, that's pretty, that's pretty wild actually. You know.

Dan: Yeah, yeah, yeah. And yeah, it's, you know, and they're doing it because they can do it. You know, the virtual capabilities are there for them to do it. But what they don't interest that, you know, what they don't take into account is that if people develop an emotion about this and it's. The emotion is against what they're doing, they're screwed. They're screwed.

Dean: Yeah.

Dan: You know, in other words, because human emotions can go contagious, you know, just, let's just cut these people off, you know. And so one thing, I can leave it with this going Back to the GameStop incident about a month ago. And it's kind of, you know, a compliment to the genius of Elon Musk. Because Elon Musk about five years ago was warring against the short, you know, the people who were shorting his stock. If you remember, he was going on that. And I think that Elon Musk has figured out and a new term was created over the last four weeks and it's called sentiment investing. Sentiment. People had sentiments.

Dean: Okay.

Dan: Yeah, I'd never see, I never seen that term before, but that the Reddit community developed a sentiment against a hedge fund. Against hedge funds. They've developed a sentiment and three, you know, three million. Three million. Three million investors with 10,000 each. That's 30 billion. That's $30 billion.

Dean: Yeah.

Dan: You can really, you can create some really powerful short range investment movement with $30 billion suddenly in the market. And I think what Elon Musk recognized is that I'm always going to be the hero to the people who hate the hedge fund. Hedge fund people.

Dean: Right.

Dan: And so he's occupying a spot on the other side of the sentiment divide where whatever Elon wants, we're for it. Yeah. Because there's no way you can justify the Tesla, the Tesla value evaluation in the marketplace based on the actual performance.

Dean: Well, there's sentiment. I see what's happening. You're like right now, I don't know if you know or follow that. In recent years, Taylor Swift had her, her catalog, her back catalog was bought by Scooter Braun and ultimately sold to a private equity firm. But Taylor does not own her catalog for her first six albums. And so it's become this big thing. And so she now is re recording her first six albums to own her own masters of this now. And the first of these songs was released this week. And they're showing now and tracking how the sentiment of people buying the new, you know, they're called it's the New Love Story, but then in brackets, Taylor's version or whatever the. Oh yeah thing was to make it that all of her fans who know the whole story are supporting. Buying, buying her version.

Dan: Yeah, she's declaring ownership and ownership is more than just the legal contract that backs it up, you know.

Dean: Yeah.

Dan: You know, like. Yeah, it's a, it's a very, it's a very, very interesting, very interesting topic.

Dean: And yeah, and sentiment, it's involved sentiment is her, Taylor, her audience is supporting this to screw the big money guys.

Dan: Yeah. And you know, it's just an observation on my part and you know, it's my opinion, but I think the reason why Trump did that speech, you know, on the January 6th that got him impeached is that he's got a really good hold, a sentimental hold on 74 million voters. He had to go right to the final moment that he was there for them, regardless of what kind of backlash he got, you know, and everything like that. And he now, you know, he sits there and he's got. He's got 74 million chips. He started asking 74 million chips. And, you know, and. And everybody's going to have to be the pilgrimage to Mar a Lago to, you know, if they want to be anything in the Republican Party over the next four years, they got to be. Yeah, make a pilgrimage to Mar a Lago and sort of plead their. Plead their case because he's got 74 million voters, you know, and.

Dean: Yeah.

Dan: Yeah. Wild sentiment's a big thing. Sentiment's a big thing.

Dean: Yeah.

Dan: Don't be a jerk.

Dean: Don't be a jerk. Well, I can't believe we've. It's been an hour already.

Dan: We've exhausted it. We.

Dean: We've exhausted it. Oh, that's so funny.

Dan: Yeah. Yeah. I'm looking forward to our first clubhouse. Clubendia.

Dean: Yes, me, too. I'll talk with Lee. See, that's a good. That's a good practical.

Dan: That's a good practical goal for me.

Dean: Yeah, I like it. I mean, this would be. There'd be nothing that we couldn't, you know, join in and have a conversation with people. You know, there'd be people who join in and listen and contribute. Be great.

Dan: Okay.

Dean: All right, Dan. Okay, I'll talk to you soon. Bye.