Observing What's Happening

Dean: Welcome to Cloudlandia, Mr. Sullivan.

Dan: There I am.

Dean: There he is. Welcome to Cloudlandia.

Dan: Yes.

Dean: From the Northern Ontario outpost.

Dan: Yeah. And we're having just the opposite weather from what they're having out west.

Dean: Oh my goodness. How is it? How has it been? You're too.

Dan: Well, for the last three days it's been very cold and rainy.

Dean: Oh, that's no good.

Dan: Oh, well.

Dean: Well, that's good. Well, I've missed you. That was two weeks now.

Dan: Yeah, yeah. Well, we're. We're having a great week, tremendous exercise week. And I have a cpap, you know, I use a CPAP at night.

Dean: Do you use it every night? I guess. Right? You have to. Yeah.

Dan: So I got it in 2011, in February of 2011, and I've missed five nights.

Dean: Wow. So you are. You're able to. Nothing. I've often wondered about that. How did you enjoy that? I mean, the outcome of it or whatever. What was the.

Dan: You know, I mean, Babs was the one that alerted me to the fact that I snort at night and she would jab me. But what she was worried about is that, you know, what happens is that there's this little flap at the top of your airpipe and it closes.

Dean: Yes.

Dan: So your heart speeds up because it's trying to get rid of the carbon dioxide. So it's very, very interesting. We breathe. We don't breathe so much to get oxyge breathes to get rid of carbon dioxide.

Dean: Carbon dioxide. That's interesting.

Dan: Yeah, yeah. And. And the. So anyway, I went to Canyon Ranch where we go a lot. And the doctor there is a sleep doctor that we have is, you know, his specialty is sleep. Sleep disorder.

Dean: So.

Dan: So I just signed up and what they do is they just. You just pack up for the night. They have a bedro. The medical center that's, you know, just like one of their. Yeah, like one of the guest rooms. But you go in and then they wire you all over your chest and. And you know, you're wired up and then you sleep half the night as you read. Anyway, you go to sleep and then in the middle of the night they wake you up and they put the CPAP on and. And it's a thing that fits over your nose. In my case, it keeps my jaw shut. And then it covers. Covers my nose. And when you turn it on, it just blows air through through a tube. And the blowing of the air kind of forces you to breathe. So the machine does your breathing for you, essentially. And meanwhile they're. They're taking a record and they, they video you and they also have an audio recording during the night. And then, you know, you get up in the morning and you go about your business. And then later the afternoon they have the, they have the stats back, you know, statistics of what happened. And it was really quite striking because it was a visual, you know, where they. There's a pen moving and it shows ups and downs. And it was like stormy seas for the first hour. You could see these big eruptions, you know, these big spikes. And the last four hours it was as common as can be. It's just a straight, more or less a straight line.

Dean: Wow.

Dan: So I said, well, you had me on hello, let's do it. And first of all, I found the actual being on the machine actually enjoyable. One is because you don't have to do any work. I mean. Yeah, you don't have to do the work. The machine is doing the work. Yeah. And ever since then, you know, I just did it one night, one week we went to Chicago and I forgot a piece of it and so I didn't do it.

Dean: So you had a whole week without it?

Dan: I had five. Five days. And it's the only five days that messed. I. When I'm packing to go on a trip, I make sure the first thing is wow.

Dean: And what was your experience on the five days?

Dan: Yeah, well, it was hard. I had to sleep. I had to sleep in a different position and still, I still woke up and I snored and you know, the whole thing. So it's one of those, those things where technology really helps.

Dean: Yeah, right.

Dan: Yeah, well, yeah, I've talked to other people about it. I've talked to other people about it. And Babs has got one now too, because once I stopped snoring, we discovered that she snored.

Dean: Oh, that's so funny.

Dan: Yeah, I said, you know, it's sort of scientific. Eliminate the possibilities. Well, I was the first possibility and we eliminated Dan as possibility. So there was only one thing left. But she didn't realize it because I was waking her up so much. She didn't really, you know, I mean, we never zeroed in on her and. But I'll tell you how different it is. So let's just take the, the first four hours of the night when I was just, you know, as normal. I was woken up 18 times in a two hour period. So they use a two hour period as their standard of measurement. That means that about every. What's that? That's about every six minutes.

Dean: Yes.

Dan: I was being kind of unsettled by the fact that my heart started racing and it was trying to get rid of, rid of the carbon dioxide.

Dean: Okay.

Dan: And that's, that's considered 18 times. So it's nine times an hour. 18 times during two hours is considered, is considered mild apnea, right?

Dean: Yeah.

Dan: In other words, I interrupted myself 18 times in two hours and that's considered mild. And I said, if that's mild, what's severe? He says, oh, you get it with pro football players. And one of the big things is how big your neck is. Right. You have a really big neck, then it has adverse effect. And he says, you know, truck drivers, some truck drivers, you know, really. And they said, can be, you know, they all wake themselves up every minute and a half.

Dean: Wow. Every 90 seconds. You're like.

Dan: Every 90 seconds. Yeah. So with the apnea, it's down to one time, one time during the two hour period, which is considered no apnea. Yeah.

Dean: So that's amazing.

Dan: So anyway, but one of the things is I sleep better. I get, I just get better rest, you know, like I'm really calm and sometimes I'll wake up in the middle of the night and I'm just sitting there and I'm so relaxed because I'm not doing any work. And you know, the machine is just doing the work. And then it gives you a record. It keeps, it keeps a record. You know, it's a, it's got a little chip in it and it keeps it recorded.

Dean: Do you have, do you use an aura ring as well?

Dan: No, I did, but I didn't really. The, the machine has a record and you can go through. For example, I just checked it this morning and over the last seven days I've gotten an average of nine hours sleep.

Dean: Wow, that's great, isn't it?

Dan: Yeah. And I'm swimming, you know, I'm swimming every day and I'm doing. Yeah, I have a, I have a real cardio circuit here because we have hills.

Dean: Yeah, right, hills.

Dan: So I really get, I really get, you know, I get about an hour of really good cardio every day. So I'm tired, I'm getting lots of sunlight and, and, and yeah, yeah, it's been great. I mean I, we've just had a delightful. It's going to be about nine days by the time we get back. Yeah, it's just been, it's, you know, and I don't mind it. I mean, you know, if you hadn't come to grips with weather by the time you're 77 years old, you know, you're, you Know, you're just. There's no hope for you.

Dean: Right, exactly. That's so great.

Dan: Yeah.

Dean: I thought about you. You know, it's an interesting August 1st today, by the way.

Dan: Happy August holiday here.

Dean: Yeah, I was. Yeah, that's right. Monday will be a holiday. Right, right. The. You said something a couple of conversations ago, we were talking about your. You were coming up on. That was in July, right? Was the first.

Dan: Yeah. So it was last Monday.

Dean: Last Monday.

Dan: Three years. Yeah.

Dean: And so you. Look at that.

Dan: You said something to the audience. What, the three years. I hadn't watched television for three years. So I made it through three years without watching. When I say television, I do watch some videos on the Internet.

Dean: Right.

Dan: Things. But just actually turning on the television. And we've got one of those weird systems where you have to do about five things to get the television on. And to save my life. And save my life today, I think I can't remember how to turn the television.

Dean: The rain dance you need to do to get it all to work. Yeah, exactly. But what you said, that was really been kind of rolling around in my mind is that there's paraphrasing from memory, but that there's nothing going on in. On television or out in that world that's more interesting than what's going on inside your brain, inside your own thoughts, your own. And I thought, man, that is such a. That's an interesting distinction that nobody's making. You know, I've been observing that.

Dan: Yeah, yeah, it's. It's really. It's really interesting. If you look at the progress of television, say, I think probably it became really mainstream in the early 1950s when you had the. When you had the three networks. And. And I read, you know, that Tim Wu is really a great historian of what he calls information companies. So that would be anything, you know, it would be radio, tv, yes. Internet and all things like that. Movies. And what he says is that by the 1970s, and this was a real. One of the major players in the television industry, one of the heads of the networks, and he says, you know, we've kind of got them now because when they sit in front of the television, real life is what's happening on the other side of the screen. Their lives are not real. And he says, and now we've got them. He says, we've got them. Once we can convince them that real life is what they're watching on the screen, not what they're actually living when the television was. And I always remembered that. And I said, well, we'll see about that, you know, and, and but for a lot of people it really is. And then of course social media really, you know, took that to the next degree that if they're not looking at their, they're not looking at their phone, you know, and you know, actually interacting what's happened. So it's kind of like what's really happening is somewhere else. It's not, it's not where they actually are.

Dean: Plato's caves.

Dan: Yeah, it's very much. Yeah. I mean there's some fundamental philosophical, philosophical and issues is what's reality for you? Is reality something that someone else is creating? Is it someone else that you're just a passive observer of? Is that. Yeah. So, you know, and you know, I think one of the enjoyable things about our relationship is that we do an enormous amount of thinking when we're alone and that thinking is really more important. I mean other people's thinking is useful or non useful. In other words, we tune in on other people what other people are thinking. But it does, it's not, it's not the trump card. The trump card is what you, you know, the decisions you're making. The.

Dean: Yeah, this is where I, this is where I kind of wonder aloud about this, you know, like so I notice that yes, there's a lot of. Whenever I turn my attention inward and with my notebook I spend a lot of time thinking and journaling and thinking of making sense of what I'm seeing. But a lot of the stuff that I think about is informed by what I'm observing. And for instance it's such a less outside input. But I look at what some of the biggest breakthroughs that I've had are things that come from observing what's actually happening right now out there. And so I look at like there's not many, you know, it's something we look at it like we sit in our strategic coach in our workshops or in our things and there's not many 55 year old men that are hip to what's going on with Kylie Jenner and Lil Nas X. And you know what, like I say that a lot of them have never heard. Maybe they've heard of Kylie Jenner, but they've never heard of Lil Nas X or to be able to understand the backstory of what's going on or Mr. Beast Burger that all of those things are. Because I spend a lot of time watching what's going on and balancing it, bring it through the processing plant that I've got of observing it, you know, not just I Guess that's a difference. If I'm not just taking it in as entertainment or whatever, you know, I'm watching with, with a purpose. But.

Dan: Yeah, yeah. Well, I think you've, you know, if I can observe, observe the observer here.

Dean: Right, yeah, yeah.

Dan: That, that going back, because we've had pretty well continuous conversations on a whole series of topics for the past decade. Okay. That what you have is a particular, what I would say, framework about how the world is developing. Okay. And, and part of your decision. And I, and I think all people have this, by the way. I think it's, it's that every, every human being has a particular take on the world. Okay.

Dean: Yes.

Dan: And what they look for is evidence from the outside to support their take. Mm. So you have a take that we've crossed over into an entirely new way of operating in, in the world. And yes, it's. And there's a border between, you know, the physical world and there's this new digital world that's been created. And you had that, you've had that for a long time because you, you, you know, you've actually turned this into different kinds of digital products, including your Mapp neighborhoods.

Dean: Yes.

Dan: Then went on the Internet and it was purchasable. You could actually purchase the eight part. I think it's an eight step process for a real estate agent.

Dean: That's right. Yeah.

Dan: Make sense. Where they could actually probably have the same customers over a 40 year period if they wanted to, because those customers would be moving from one type of home to another type of home based on what was happening in their life. And, and in any words, it didn't matter if one person went through all eight, wherever someone was, there was probably another step that they could make. That. That's right. You know, or a step down. They could do a step down. They might downsize. They could either upsize or downsize and, and also move to a nicer buddy to a nicer part of the. So it seems to me that you have a permanent model that you're working on and every, every quarter, every year, it's a better model because you have more evidence and more support and you've thought of new ways of thinking about this.

Dean: Mm.

Dan: My take is that, that everybody has this. Everybody has this. And that humans don't have general knowledge. They have very, very specific knowledge. Okay. And it's a bet we're making on the future. I have a exercise in the next quarter for the 10 times group and it's called Good at guessing.

Dean: Oh, yeah.

Dan: Are you good at Guessing.

Dean: I like that.

Dan: And then we take a look at what. First of all, because not everybody is, you know, we're all guessers, in other words, that Elon Musk is a guesser. You know, you know, you know, everybody's a guesser. And the reason is because the futures, the future is unpredictable. And some people are better at feeling out the way things are going that they aren't. And I would say it's because they're more conscious of the model that they've created. I think, I think Elon Musk has a, probably an extraordinarily well developed model about how things are going to go. And it puts him ahead of the vast majority of other people. You know, you don't have to be, you don't have to be a hundred miles ahead. You have to be at least your

Dean: bet and see how it, see how it goes, right?

Dan: Yeah, yeah. It's, it's relative. You have a relative.

Dean: Yeah, yeah. It's like you're sitting there and you're watching this wave and if you, yeah. Start paddling, you might be on the top of that wave. Yeah. At the time you're leaving. Yeah.

Dan: And if you look at every person, they have some sort of specialized knowledge that they've really focused on and developed over the course of their life. The only difference is, is, is that worth it? It's worth something to you because you stay with it. The only question is worth, is it worth anything to anybody else? Yeah, yeah. Because we're always looking for the person who has shortcuts. Right.

Dean: I'm thinking about, like my thinking. I've been consciously allocating more time to making the distinction of is this time here what I'm doing now? Is this, you know, opening my eyes to something new that's going to go, or is it, is it sharpening something? But I was, I was thinking about some, in thinking about capabilities, and I saw something that was pretty neat when I went to the, the Virtual Dining Concepts website. There they do a really good job of explaining what their concept is. They're essentially saying, we know you've got, you know, it's essentially, you've got this equipment, you've got the capability to do more than what you're, you're doing. That's what the excess capacity is. But when they look at it, what they do, when you strip away the vision of what your particular restaurant is, Right. You're left with the core things, which is the equipment. When you look at it, every kitchen in every restaurant has some combination of an oven, a Pizza oven, if they have that capability. A freezer, the ability to freeze stuff, fryer, a flat top griddle type of thing, and refrigeration. So those are the baseline elements that if you've got those capabilities, you can, you can add any of their virtual dining concepts to prepare their menu, add their vision, which is what recipes, concepts, all of those things are, you know, preparations, branding, all that stuff. You, you combine their vision with your capabilities and now you've got a, you've got an outcome, an ability. And the thing that was the thought that I had was the difference between a capability and an ability is the capability is the potential to do something. Right. But an ability is actually realized is easy.

Dan: That's exactly, that's a great distinct. So that's a great distinction. Yeah.

Dean: So a lot of people have the capability to, to do Mr. Beast burgers or to do Tiger Bites or Guy Fieri. A lot of people have the capability, but they don't have the ability. They have the vision the to do it. So when you combine vision with the capability, now you've got an ability to do something. And I thought that's really. So I kind of started looking at that like in other situations, like that's true.

Dan: Well, you know, I mean, and we acquire, you know, I think the ability improves by actually transforming capabilities into results. In other words, your ability to do

Dean: something and the number of times that you've done that is a skill. Skill is what comes from this. I was thinking about music, for instance. If we take the ability to, you know, create a hit song, the capabilities are, you know, a guitar and keyboard and a bass and drums or any, all the other instruments. But let's just take those big four. Anybody that has all of those things has the capability to produce something. But in the hands of McCartney and Lennon, those things, you know, in the Beatles that became. They've done it better than anybody ever. And sometimes it's not even the musicianship of it. There are technically better musicians. You know, it's, it's, you could argue, same thing with the Rolling Stones, same thing with any of the big bands. It's not necessarily, you know, that they're masterful things. It's all on the back of this, the reach that they've developed.

Dan: Well, the other thing that happens, I mean, it happens forwards where you have a capability and then you take the capability and produce a result. But it also happens backwards in the sense that you notice a new ability appears that's just on the, you know, it's just, it's A single person's ability. Because I think abilities are human. You know, they're actually what the human being can do. And then you have. Let's take Lennon and McCartney together. They were dynamite.

Dean: I mean,

Dan: there was something about them, you know, writing the music and, you know, putting the orchestration together and planning it that was extraordinary. And then it got copied and all of a sudden the Beatles changed the entire music world. Now you had 50 would be Beatles outfits out there. And some of them were quite good. I mean, some of them are quite good. And, and, and. But they. That's what happens when unique abilities take. Take advantage of a capability and they create something new in the marketplace. Then everybody else tries to imitate, everybody else tries to copy. Okay. And. And, you know, and the one really interesting example of that, it was the. The. The Jersey Boys. The musical. The Jersey Boys. So this is Frankie. Frankie Valli and the Seasons. Yeah, and it was very, very interesting. So I've seen it. I've actually seen it twice. I saw it. I saw it in. I saw it in Toronto and I saw it in New York. Different guests. We took different guests. Yes. And it was kind of funny. Growing up, I mean, I wasn't a real. Someone who was up on what the music was being played, but I do remember Frankie Belli and the Four Seasons. So I sat through the musical twice, and then I got home and I went on the Internet and I played the original. These were old video recordings of Frankie, actually, Frankie Valli, not the actors on stage, but Frankie Valli and the Four Seasons. And there were some interviews with Frankie Valli, the musicians, the musicianship in the play and the voices of the actors who were portraying Frankie Valli were infinitely higher quality than Frankie Valli in the first.

Dean: Right, yeah, yeah.

Dan: And Frankie Valli said, you know, first of all, the beat was much sharper. It was a much crisper beat. And. Yeah, and the reason why is they had dancing and everything like that. They had dancing and everything like that, you know, and Frankie Valli and the Four Seasons were bunch of New Jersey guys who got gigs at local clubs, you know, and then started making records and everything like that. But they were kind of drowsy. It looked like the beat was slower. And they, you know, he was clearly the superior talent. I mean, Frankie Belli just had a marvelous. He had a marvelous voice and everything like that. But all the. All the singers, you know, in Broadway, and it was a Broadway play and musical, they were much, much superior than they were. And Frankie Valli says. Oh, he says, we could never sing that good, he says, I enjoy going to see it, he says, because,

Dean: he

Dan: said, I sit there, I say, why boy, what we could have been Because. But yet the original has a quality to it that the play doesn't. Because reactors are pretending to be something where the originals were just being themselves.

Dean: Yeah. Isn't that something? And that's kind of like the. That's where there's lots of. You know, you're right. There's lots of Beatles cover bands that technically play the songs and play it well, but there's none. There's no. No cover bands in the hall of Fame, right?

Dan: No, no.

Dean: No cover bands in the Rock and Roll hall of Fame.

Dan: Yeah. And. But. But the. The process that you're talking about just shows, you know, and we've seen this and we've known it in, you know, all sorts of activities like. Like, you know, theater and movies and that. We know that there's this pushing out. The capability grows. And then every once while you have an ability that takes the capability to. To a new standard. Okay. And then everybody. And then everybody tries to capture this thing and build it back into a predictable capability.

Dean: Even that. Yeah, even that, then is, you know, the. The reach of it is the most critical thing that's gonna make the difference. There's so many. There's so many situations where people with, you know, amazing skill and abilities don't get. That's not enough.

Dan: Yeah. And I. I think part of it's

Dean: like the thing that's not the multiplier. That's not the multiplier. Yeah, the multiplier is the reach.

Dan: Yeah, yeah.

Dean: How much you're able to get that out into the world.

Dan: Yeah, yeah.

Dean: I was looking at a big.

Dan: Yeah. It's like streaming. You know, what streaming has done to the music world. And what I understand is that Drake, the, you know, the singer from Toronto, is the number one streaming artist in the world.

Dean: Yeah.

Dan: And he got on it right away. I mean, he understood. He understood the. What the potential was right away, and he started doing it. So he's just got huge. Huge. I mean, it's in the hundreds of millions. Hundreds of millions of people who just automatically. If it's straight, they. They download. They download.

Dean: See, that's the. That's a perfect segue, because now that I started thinking about this is what I've been doing with thinking about my thinking here, Dan. Instead of watching another Shark Tank episode, I've been turning my thoughts in.

Dan: Yeah.

Dean: This is the outcome here.

Dan: Well, you know, I mean, the whole Point is to understand what Dean Jackson is working on, because you're working on a capability that's unique in the world, that nobody. The only question is, do you take. Do you recognize it as such?

Dean: Yes, that's it. And this is where the reach of it. This is where. This is where I've been thinking now about the. The role of reach in something is whether, you know, it's somebody in the past has discovered somebody with reach, has discovered the Beatles or discovered somebody, or recognized that capability or ability and nurtured it and whatever put it into the. The world. And I think about, you know, the level. This is what I was thinking about that reach I've been trying to define what is reach. And really reach is. It's not just numbers. It's access to attention. Right? Is really what reach is. And there are different levels of attention that we have. Like the tippy top level of attention that you can have is your own. Raising fans like Drake, 200 million, hundreds of millions of people that whatever Drake puts out, they're immediately going to download and stream that. And that's how Beyonce, every now and then, they don't even, you know, last few times she'd done this, I was secretly been creating a whole album and then just launches her album, just said, oh, I got a new album. And it immediately breaks the Internet because she's got hundreds of millions of fans who just go and are gonna consume whatever she says, whatever comes out of her mouth, right? And that's the pinnacle, reach asset that we should. That we've got. That's the target. That's what we're moving towards, is having our own peak reach asset of people who will consume whatever we come out with. You know, then there's a couple of layers on that, that the next layer down from that, who are people who are. They're not your biggest fans, your raving fans, but they know you, they like you, they trust you, and they'll consider whatever you're saying if it matches with what they're looking for. And then you're going down to the level of people who know you and like you enough to identify themselves. These would be people who get on your email list, for instance, right? They're not a Raven fan yet, but they're somebody. They know you and they like you enough that they're saying, okay, I'm willing to investigate here, or I'm willing to. I think you. There may be something here. So those are the levels of things.

Dean: But the other. We're largely all of these. Then we Draw a line that there's now the people who don't know you yet. And the highest level of access that you can have to people who don't know you is accessible, reach access to other people's biggest fans on their recommendation. Like your. This is where influence comes in, right? That your, your influence, Dan, is such that if you tell somebody in person who's one of your biggest fans, this is what a referral is, right? Is if you tell someone that they need to do this, they need to. If they need marketing, they need to, to talk to me or they need to, you know, whatever we, you know, whoever you're recommending. That's the, that's the highest level of access to an unknown audience. Like when you say if you want to get in touch with the future, then you need to be in Peter Diamandis orbit.

Dan: Yeah, right.

Dean: Because he's got it all there. And the same thing and same. Your collaboration with Gino, with the, with the EOS community.

Dan: Right.

Dean: That. Those are the peak level of recommendations access to. Now you can give somebody platform access. Where I think about Dr. Phil and Dr. Oz, for instance, they started out as, you know, Dr. Oz and Dr. Phil for four or five years were heavy contributors to the Oprah world. Right. They were part of, part of the.

Dan: I think they just started off as guests, you know, they.

Dean: She. That's what I mean.

Dan: Yes. Yeah. And. And, you know, and then she'd have them back, back, back as regular, regular guests, you know, like. Yes, yeah.

Dean: And then they'd be featured. Yeah.

Dan: And then gradually they got their own startup. They got their own.

Dean: Because.

Dan: And then she pushed it. She pushed it. Yeah, she pushed.

Dean: Right.

Dan: And. Yeah, yeah. Well, the, the, you know, the biggest, you know, the biggest thing is that there's kind of a. I get a feeling at any given time, you know, and the world right now, which is largely, you know, a media world one way or another. Media, you know, it could be radio, it could be television, it could be, you know, it could be, you know, it could be the Internet, it could be the social media. So you've got this. You obviously have all new force in the world that's basically been created over the last hundred years. And the thing is that there's a center of attention at any given time, you know, for. And we've got a good example over the last 16 months. The center of attention has been a pandemic. And then. Yes. And then there's 20 different issues, you know, that are off the pandemic. And so it's Kind of like, you know, it's like a media hurricane. You know, it's circling and there's a center of it, and people want to know what's the best way for me in my daily life to kind of think about this and, you know, take action on this and be on the safe side of it, you know, and who do we believe that's telling us the news? And I would say that there's been probably a 50% loss of credibility in the last year of political authorities charged politically. And I believe there's been a 50% drop off in the believability of medical and scientific people on this issue because there's been too much conflicting and there's been too much going back and forth that people can't get a steady fix on anything.

Dean: Well, part of that people say got exposure to dissenting opinions in what appears to be as authoritative.

Dan: Yeah.

Dean: Voice as what used to be in the past. Right. You can look official.

Dan: Yeah. And the, the other thing is that politicians by, by definition are partisan. You know, I mean, it's one party or the other party, you know.

Dean: Yes.

Dan: And, and, and now we're discovering probably that medical authorities are partisan, that they're not objective. That they're not objective. And I think probably the biggest discovery, and it's probably one of the greatest discoveries of my lifetime, is that scientists are not objective. They play favorites. You know, that. And it has to do with their funding. Where does their funding come from? So people are starting to understand that the objectivity of science, you know, is, Is not a person, that the, the actual scientists are not objective. But there may be certain things that we just know, you know, I mean, and that's why science took on such a, you know, such a high authority, that there's just some things related to science, like turning on electric switch, which is so predictable and dependable. You say, well, it's like electricity, you know, if you put the switch on this way, you get the electricity. But the individuals themselves are not, you know, I think they're lacking in authority because they're just ordinary people. You know, they got a job and they don't represent science. A scientist is not science. A scientist is someone who studied science and has passed certain exams and has gotten a degree and everything else. But most of his life he's not being a scientist. Most of his life he's just being an ordinary individual. And then certain hours of the day and so many days per week he's doing work which technically qualifies as science. So he. So I I think that. But your point about the fact that there's now general awareness of what scientists are and scientists are not. Politicians are politicians not just. There's more knowledge. There's more. What. I would say more people can make judgments about what these people do than in the 1950s, for example.

Dean: Yeah, well, there's more. And this is what. It's confusing now that there's more. We're bombarded with so many competing voices, too. Right.

Dan: Yeah.

Dean: Like, it wasn't. I mean, in the old days when. If Walter Cronkite told you something, then that's. That's it. Or if the president said something that,

Dan: well, you know, famous. There was this famous battle in the Vietnam War. It happened in. In early 1968. Johnson, Lyndon Johnson was president, and he had been overwhelmingly voted in because he was the vice president when John Kennedy was assassinated. And he came in and it was a blowout election. But then things started happening during his four years. You know, you had all sorts of negative things happening, including economic and. And there was. It was called the TED Offensive, and it was an attempt by the Viet Cong to take over the south of Vietnam. And it was badly defeated. Badly defeated. The American troops, especially the Marines, just devastated the Viet Cong. It was the end of the Vietcong. The Viet Cong did not exist as a, you know, as a important battle group, now became North Vietnam Army. But Walter Cronkite and all the media made a decision that the Americans had lost that battle. And he came on and said, you know, this is another setback, setback for America. And Lyndon Johnson, the evening was watching Walter Cronkite. And he says, well, he says, if Walter Cronkite thinks it's lost, then I'm dead as a politician. And about a month after that, he said he wasn't going to run for president. And it came directly from Walter Cronkite saying to the American people, this is not a good war. This war is lost.

Dean: Isn't that amazing that there's the fact,

Dan: when they've done the historical, you know, the examination is that the Communist Vietnamese had better PR in the American news media than the President. The United States had. Yeah, yeah. So that. That. And so we begin to understand that it's the perceptions of things, not the reality of things that makes a difference.

Dean: And now anybody can be Walter Cronkite. That's the thing. Right? Yeah, we're all. Yeah, that's the voice.

Dan: Like Joe Rogan. I mean, Joe Rogan. Joe Rogan gets 100 million every day. You know, and there's this minor rebellion that shopping at Spotify, you know who, you know.

Dean: Yeah.

Dan: Paid 100 million. What's it. And what is it? Is Spotify. Is it Spotify?

Dean: Yes.

Dan: Yeah, Spotify. And there's this minor rebellion among the staff that, you know, that he's saying things that are incorrect, they're politically incorrect. He's got all sorts of opinions that we don't agree with. And so you've got. Even inside your companies now, if you look at why the Coca Cola and Nike and, you know, and all these companies are coming out in favor of what I think are politically partisan positions, you know, and the reason is, is that the. There's a 15% of their workforce who's going to leak things, is going to cause. Make them the news.

Dean: Yes.

Dan: They're going to object and everything else. Yeah. And CEOs don't become successful CEOs if that's going on inside their company because it drops the share price and Wall street goes down. If investors don't want any friction in there.

Dean: Right.

Dan: They don't want to see any friction, but it's a minority. And probably these people were protesters when they were in university. They, they cowed their professors, they cowed the administration and the universities, and now they're cowing the CEOs and management of their company. And that's all possible because of digital communications. Yeah.

Dean: The ability, you know, you wonder like if you. All those things pointing in the same direction kind of thing. The root end of it is probably in the transparency family, I guess. Right. There's no, there's no room for darkness and shielding things.

Dan: Yeah, yeah. Even the perception that things are being covered up. Yeah. As a fact.

Dean: Yeah.

Dan: You know, it's a, It's a fact. Yeah. Yeah. I think, you know, I, I've read a lot about the, of the impact of, you know, publishing, which had a huge impact on literacy. You know, hardly any. Before the printing press, hardly anybody was literate. Very, very small percentage. And then within about 200 years after, you had a very significant growing population of people who were literate. So. And they had access to their own documents, they had access to their own authors. And I mean, and a very small version. But you were alone with your thoughts. In other words, that the thing that people fear most, if you're totalitarian or you're a dictator, is that people are alone with their thoughts and they're making decisions that you don't know. Yeah. And I think this is why the Chinese have tried to establish a uniform, you know, Kind of suburb. What a surveillance society. They. They want to be able to see is this people. Is this person even looking at us? Wrong. You know?

Dean: Right.

Dan: What kind of thoughts is he thinking if his eyes are doing that, you know, and everything else. And that just shows because they have so much to cover up.

Dean: Yeah.

Dan: I mean, they've been a total secrecy society forever. For 4,000 years. For 4,000 years. You know. Yeah.

Dean: Well, now you look at people say. Walking around with our. With our goggles that show. There's Dan Sullivan and here's his social score and his credit score and his net worth and his. Everything is accessible. We. If there's no. There's no. No hiding. Really interesting.

Dan: That. Or you could just show up on time, do what you say you're going to do, finish what you said.

Dean: Right. So that.

Dan: Thank you.

Dean: Yeah. That they come to that own conclusion. Because that means

Dan: that's. You know. Have I ever told you that little routine of furniture store, Two furniture stores on the same street.

Dean: The. Which one was the best one in the. On the block.

Dan: Yeah. Yeah. And then they opted.

Dean: Say it again. Because I think that's. It's so true.

Dan: Well, it kind of shows you what happens. So one of them puts up a sign. The best. The best furniture store on the street. On the street. So they were on the same street. And then the other one says, best furniture store on the block. The other one said, best furniture store in the district. And then the city and then the suburb, then the town, the city and then the county, then the state and the country, and then the planet and then the solar system.

Dean: Yeah.

Dan: And then once one of them got to the solar system, the other one said, best store on the street.

Dean: Exactly.

Dan: We're local.

Dean: Yeah, we're local.

Dan: We're real. They're real.

Dean: Yeah.

Dan: Solar system somewhere. We're real. And I think that happens. There's this one upping that goes on and you get further and further removed from what the check writer or the customer is actually looking for.

Dean: Right.

Dan: Yeah.

Dean: Yeah. I think there's something. I mean, that was the. I want to get a couple of these on the record here for our two to pick up again for our next conversation. Because there was a couple of more levels of this reach. Right. Like, so your own reach has different levels of it, flavors from the people. It starts with them knowing you all the way up to them being your raving fan who will do anything you say. Then there's other people. Access to their layers of that same relationship that they have with people. Because everybody's got reach that is layered like that. Like there are certain people that if you just say to them, you need to go to this person, it's a done deal, they're done. And that's what we all want anyway. I mean that's, we really, that would be the best thing, is that we know who the right who is for something. If we have a who, that's the best thing. But if we don't have a who, I would hope that if you have a who, you can turn me on to your who. Right.

Dan: Well, it's a shortcut. You know the, the book that I'm sending out to everybody for the September, October, November, the next quarter coming out. So I bought a book and it's called the Secret of our Success. And I think I've told the author's name is Joe Heinrich and just a fascinating guy. But the thesis of the book is that humans are the only continually learning shortcut species on the planet. Why have humans dominated all the other species on the planet? You know, and the really big ones were mostly killed off. You know, the ones that are really big and dangerous, they didn't last very long. We killed off. And how did humans do that? You know, we're not really strong as creatures, we're not particularly fast, we can't climb trees very well and everything like that. How do we do this? And what it was is that we, we just combined our shortcuts to create shortcut breakthroughs, you know. Yes. Going from hunting to agriculture, from agriculture, you know, to, you know, and that, you know, learning that you don't kill off, you don't kill off other people if you can make them into customers. Yes. Yeah, great breakthrough. Great breakthrough actually, you know.

Dean: Yeah.

Dan: And everything like that. And, but it's the, it's the, is the other person have a thought? Do they have a way of taking action, a way of describing things that saves me time and energy? Right. That's exactly listening, listening to you. And I'm, you know, you know. Well, one thing I'm going to put in a request right now. Can you get a top notch expert on ghost chickens, Ghost kitchens for our summit next February? Could you get somebody here?

Dean: Well, I think I could. I was going to reach out to have Robert Earle on the isle of marketing zoom. And I was thinking about him for the, for the Genius Network annual event. But it might be a good thing for the, for the summit as well.

Dan: I mean you could, you could do them all because. Yeah, you know, the vast majority of the free zone people don't go to genius, right?

Dean: Exactly.

Dan: Yeah. Yeah.

Dean: But I think he would be better.

Dan: I mean. Yeah.

Dean: Because he's got a history of being that visionary that when I look at this access to reach. He clued in early on when he founded Planet Hollywood, that access to people's love for Bruce Willis and Sylvester Stallone would translate into, oh, they've got a restaurant, we got to go try their restaurant.

Dan: Yeah, yeah, that's. Maybe he'll be there. Maybe he'll be there.

Dean: Yeah, maybe he'll be there.

Dan: Yeah, you're in the Planet Hollywood restaurant in Kiev, the Ukraine. And hey, maybe Bill. Bruce Willis will be there tonight. That shows you the power of that, though.

Dean: Yeah. So I'm going to keep, I'm going to keep exploring this because what I found about if you don't, barring you having them and exhausting the opportunities of other people who have them, is we, the blessing is we can do it with outside reach through because now we can buy ads to show to people who are specifically looking for what it is that you offer. So if you're, if they're searching for what it is you do, they've got, you know, coaching for to grow my business. That's something people are looking for. You can get right in front of Those people with AdWords and with YouTube ads based on what they're searching on Facebook, you can find an audience of where they might be and put up a billboard. And then the closest thing is, you know, this falls into the horse for sale and the idea of being proximate to where somebody's about to make this decision. Like if you have a horse for sale in a, you know, in a weird place where somebody's looking for a horse, all you need is a sign that says horse for sale. And that's the same thing I thought about Snapple. When Snapple launched their mango flavor, they contracted with the Mango Growers association to put stickers on 10 million mangoes that said now available in Snapple. So you're going right to the people who already love mangoes with a message to market match that the person who loves mangoes is likely to buy Snapple. You know, that kind of thinking Vista Print started out. What launched them was they got their literature inside every box of Microsoft Publisher that was sold.

Dan: Yeah.

Dean: So people buy Microsoft Publisher, they're going to be desktop publishing and making brochures and business cards and stuff and they're going to want to get them printed.

Dan: So it's like Paul Abel. Paul Abel, yeah. You know, he's great. You know, he's got these great collaborations with payroll companies who automatically send out.

Dean: Yes.

Dan: You know, payroll statements to their, you know, to 50 million people. It's now 50 million number of payroll companies. And he just puts compliance information, gives them the latest compliance information related to, you know, work roles regarding their local city, their local county, their state, the federal and any change. And it satisfies the requirement for the employers that they've informed their employees. And he's even got a thing now that automatically tracks employees. So if they move, which a lot, you know, they're now remote learning and they've gone to another state, automatically the records are updated and the information now goes to them pertinent to where they are now. And you know, but he's using someone else's capability to. To enhance. Enhance his. Yeah, yeah. And we do that. And we're the. We're. And in the species of people who do that, there are people who are at the top and people who are at the bottom.

Dean: That's right. They have the capability.

Dan: Yeah. Everybody. Everybody's learning. It's is. Everybody's learning something. The only question is, is it stuff that individually moves you ahead? Yes. Yeah.

Dean: I've been thinking like you, I've said, what would Dan Sullivan do? As I think through that? And I think no, because you've got a very unique model of. This is the idea, this is the example. What's the thought process that I have to evaluate this by? And what's the example? So how would I apply this? And I thought like you could. I could present that idea of the proximity things like the horse for sale. You present those ideas and the thinking process would be who's got where our proximity things that, you know, that are available to help people navigate the capability navigate other people's reach.

Dan: One area where I think I really Dan. And something that was meaningful to everybody is why are you confident during this period and other people aren't? So that was everybody's experiencing, you know. Yes. The COVID started. I said, so why. Why are you thinking positively and other people aren't thinking positively? And then people analyze it and they, you know, they use their experiences. And the other thing is, why is this zoom thing such a breakthrough? So here's the thing that we're going to. We're having our best year ever right now.

Dean: Yeah.

Dan: Historically, this is the best sales year ever. We had our best June, July. Usually our lowest months are June and July in the sales year. And we just had two really super June, July.

Dean: That's awesome.

Dan: But the other thing is that we have about a third of our clients who said, well, I'm not renewing until. Until it's in person again.

Dean: Right.

Dan: Last year somewhere, you know, between March and the end of the year, they said to themselves, well, we'll just hold off and when you come back. So what's happening now is our. Starting in September with Chicago and then all through the rest of the year we're just getting this massive movement back of people who we're technically what we called out clients.

Dean: Right.

Dan: They didn't renew and now they're coming. So this would be our best. We call it out back in obi. Yeah, our best OBI year ever. So our best sales year and our best OBI year. And. And I said, I think, you know, part of it is that we just went right at the central problem of their confidence going through this and then their use of this new technological breakthrough. So.

Dean: Yeah, that's amazing.

Dan: Yeah.

Dean: And that's going to be hopefully the Delta maneuver holds out. The Delta variant does. Right. Where Florida just set a record yesterday for all of COVID the highest number of new cases in since the beginning of it. So Florida is like past its. And still.

Dan: Yeah. But you know, with a bullet that the only issue is hospitalization. And the numbers for the Delta are the. For hospitalization is really, really low.

Dean: Well, that's good.

Dan: Part of the reason is that communities have really, really increased enormously their capability to handle people and diagnose them and everything else without hospitalization. Okay. And so that the head of the cdc, we're pastime. So this won't be part of the program, but the CDC, this woman Walensky. Dr. Walensky. And so Brett Baer, who is probably the best evening TV guy on all of television, he's on Fox and He has the 7 o' clock to 8 o' clock with Brett Bayer. And he's pretty, you know, he's pretty kind of factual. He just lets people get out what they have to say. So he said, he said, I just. Dr. Wallenstein, he says, I just want to point out some numbers. The first number is that you have here is that the 164 million Americans have been vaccinated now. 164 million, is that correct? And she says, yes, that's correct. Correct number. And he says now in this Delta thing, and I don't know what he was looking at specifically, but he says, here are the numbers for the number of reported cases and here's the number of people hospitalized. And it's like against all the population in the United states. It's like.000, 1.002. He says this. Statistically, this doesn't even show up as a problem. And she says, and this is. This is where authorities lose their. Lose their credibility. She said, well, the numbers don't mean what they seem to mean.

Dean: Oh, my goodness.

Dan: That's what she said.

Dean: Yeah.

Dan: You could just see his eyes. His eyes just kind of went strange for a second. He says, what do you mean the numbers don't mean what they seem to. He says, the number. You agreed with the numbers. Why don't they mean what they mean? And she says, well, these are passive reports. And I said, passive reports? Yeah, what you have to have is active reports. Where? He says, well, which method have they used throughout. Throughout the COVID period? And she said, well, it was passive, but now we're changing the rules and what counts.

Dean: Oh, my goodness.

Dan: And people are at home, and they're kind of saying, rerun a roller derby. We can watch.

Dean: That's crazy. Yeah.

Dan: Yeah. But it just shows you that. Yeah, yeah. In other words, we've changed the rules. We've changed the rules.

Dean: So that's crazy.

Dan: Yeah, it's actually. It's actually five minutes to 12.

Dean: We've.

Dan: We've changed that. When the big hand is 11, it actually means it's at the top of the hour.

Dean: There we go. Perfect. I love it.

Dan: Anyway, great joy.

Dean: Yes. Always.

Dan: Always a joy. But give some thought to that. Getting somebody in to talk about that, you know, at the summit. That would be great.

Dean: I will. Yeah. I think you would be great. I'm gonna try.

Dan: It'll be live. I mean. Yeah, we can. You know, we can have big screen if we want, but it'll be live from. You know, I mean, we have them live on Zoom with a big screen. Because it'll be live in Phoenix.

Dean: Yeah. When are we doing that?

Dan: End of February.

Dean: End of February. Okay, perfect. Thanks, Tim.

Dan: Okay, bye.

Dean: I'll talk to you soon. Bye.