WEBVTT
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This program is designed to provide general information with regards
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to the subject matters covered. This information is given with
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the understanding that neither the hosts, guests, sponsors, or station
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are engaged in rendering any specific and personal medical, financial,
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legal counseling, professional service, or any advice.
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You should seek the services.
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Of competent professionals before applying or trying any suggested ideas.
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At the end of the day, it's not about what
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you have or even what you've accomplished. It's about what
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you've done with those accomplishments. It's about who you've lifted up,
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who you've made better. It's about what you've given back
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Thanzel Washington, Welcome to inspire Vision. Our sole purpose is
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to elevate the lives of others and to inspire you
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to do the same.
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Anthony Welcome.
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Hey, thank you, Doug. It's good to be here with you.
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I appreciate you inviting me on your show.
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Well, I'm looking forward to it. You know, it's really funny. Initially,
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when I was living in the US and doing these
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most most of the people I've talked to are from
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the US, and now I'm talking to people from all
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over the world and where you living at this point
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in time.
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Well, I'm originally from Washington, d C. I'm from the
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US and we are living in Rome, Italy.
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Wow, that's fantastic. I imagine you love that there.
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Yeah, we do, we do. We live in in an
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area called Costelli Romani. It's about half an hour outside
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of Rome, and I take the train into work and
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uh and and then the bus. It's uh. You know,
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it's a good it's a it's a it's a good
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lifestyle being in a in a small town here in Italy.
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That's wonderful. Well, what I'd love for you to do.
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I find it always fascinating to hear the story behind
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where you're you know, what you're doing, and so if
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you can share with you audience kind of the background
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of who you are, what brought you to doing what
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you're doing, and talk a little bit about what you're doing,
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talk about the book that you just written, and so
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on and so forth.
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Okay, thanks Doug. So well, So originally from from d C.
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I grew up there. I went to Berkeley to go
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to college, and you know, a lot of the family
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dysfunction happening in my life. I probably would have gone further,
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if I was a better swimmer, then then I Then
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I came back to to Washington and I ended up
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joining the Peace Corps, and so I went to Kenya.
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I was there for two years in a small region
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and about three hours inland from Mombasa, as a teacher.
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And then I went and did a lot of community
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development work there. I came back to the States did
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my masters at Harvard at their Public Policy School, focusing
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on leadership, and it was between the Public Policy School
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and Harvard Business School and yeah, and then I actually
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three weeks after the graduation, I was back in Kenya.
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I had started my first nonprofit organization, which I grew
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to over fifteen million dollars in revenues. We had about
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forty staff and built set up divisions in Kenya, Tanzania, Guatemala, Indonesia, Oakland, California, Washington,
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d c. Teaching disadvantaged youth how to start businesses and
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how to find employment and linking them with each other.
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So this was really the early early days of the
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Internet where these young people that for example, in rural
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Kenya could connect with young people in rural Indonesia and
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in inner city Oakland, California, and Washington, d C. And that.
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So I was running that organization for about nine years.
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Then I moved on to the board, found someone else
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to run it. And what I started to realize is
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that is that I really had a passion for writing.
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And at the same time, I also realized that the
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point of starting the organization was not to run it
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myself forever. I guess you could say I'm kind of
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a serial social entrepreneur, like I really wanted to create it,
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but then I found that running it was not was
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not my passion. You know, A lot of my time
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was was was fundraising, managing people. And I was really
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curious more about how to run an organization than actually
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running one. Which may sound strange, but I felt like
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as as a nonprofit leader, no one really showed me
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what to do, and there were and I didn't really
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you know, reading the books on it. It's kind of
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like playing basketball or tennis. You can't just just study
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about it. You got to go out and do it.
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And and so I learned on the fly, and I
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just became very curious about that. I also became very
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curious about personal development. I think based on some of
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the really challenging circumstances I had had growing up in Washington,
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and and so I started writing books. I started doing
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leadership development programs for other nonprofit leaders. It's funny. I
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went to the head of the Management Center in San Francisco,
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a guy named Bob Walker, and I went to him like, Hey,
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I'm thinking of transitioning out of this organization, you know,
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after being there for the nine years, and I have
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this idea, like, what if we were to develop a
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leadership development program for nonprofit leaders based on the same
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experiential education principles. So instead of you know, you know,
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you can't really dictate to leaders. You know, leaders don't
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like to be led, So what if it was really like,
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instead of bringing them certain abilities and ideas, bringing out
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the abilities within them through a very interactive experiential model.
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And he says, well, that sounds good. Why why don't
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you go ahead and do it in October. We'll recruit
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everyone for you. And I just just blew my mind,
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like really, So that was my first opportunity, and then
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that led to I did these programs and from there
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to India, Mexico, actually done them in over twenty countries
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since then, and so I've been a leadership trainer for
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the last thirty years, and then I decided somewhere around
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let's see, somewhere around my mid forties. I'm fifty eight now,
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some are my mid forties. I well really made realize
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that like I just couldn't keep doing these keynotes and
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leadership you know, leadership speeches anymore, because I felt like
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like I was just regurgitating the same information over and
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over again, and I really I felt like I wasn't
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backing up what I shared with credible research. So it
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was really at that point it was either going to
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be a midlife crisis or a PhD. And I ended
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up with both. So I went and I went to Barcelona,
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did my doctorate at ESA Business School, focusing on emotion
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and leadership, and I continued doing leadership trainings for Fortune
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five hundred companies like you know, like Google, Apple, Toyota, Boeing,
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most of the world's largest nonprofits like Save the Children
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Care and so forth. A lot of political leaders like
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government government ministers of G twenty, governments, mayors, they would
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come to Washing and DC for a few days of
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you know, personalized executive coaching, and so at that point
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really like that's around the time that I married my wife,
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who's from Mexico, and that decision and doing the PhD
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really the two best decisions I've ever made because they
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led to a really huge inflection point. And now we've
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got We've got two children and their trilingual in Italian, Spanish, English,
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and and I'm teaching at Luis Business School in Rome.
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I'm running their Center for Sustainable Leadership. I do now
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about four pro bono nonprofit leadership conferences every year. They
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are like two to three conferences in Africa and Latin America,
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also in Europe, done them in Rome and Amsterdam. Usually
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we have about one hundred and fifty to two hundred
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nonprofit leaders in Europe. It's more like around sixty or seventy.
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And I bring in a lot of other professors, which
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is actually turns out to be not so hard to
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do to get them to volunteer, because I start off with, hey,
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I'm volunteering. I do this pro bono. I'd love for
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these nonprofit leaders to be exposed to the really cutting
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edge research you're doing. And so we get these wonderful
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people to come in and we fly them all over
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the world. They come with me to Africa and a
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lot of America. In Mexico. Last August, we had nineteen
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thought leaders, half of them from Mexico, half from the
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US and Europe, and we did a three day leadership
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conference for about two hundred and twenty five Mexican nonprofits.
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So yeah, I really I got to say, I mean,
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I really love it. It's on the one hand, On
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the one hand, I love to write. I guess the
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only words about writing that have really, you know, cut
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so close to my heart more than any other would
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be glorious Steinem She once said, writing is the only
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thing that when I'm doing it, I don't feel like
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doing anything else. And that's how it feels for me.
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And yeah, let me ask you. Let me ask you
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a question about that, because it's interesting you've done all
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of this leadership training and you know, nonprofits and so
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on and so forth, and yet you've written this book
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Love and Suffering, which maybe that's leadership training, but it
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sounds to me and hopefully it's a little bit more
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on a personal level for generalized population.
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Well that's that's that's exactly right. So I kind of
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walked this tight rope between between personal development and leadership development.
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And at the end of the day, if you think
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about any leader you've ever met where you thought, oh, really,
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I'd really like to join this person, I really like
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to work with this person, it's it's probably because you
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found them to be a person of really good character,
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a person with really good values, person you like to
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hang out with, regardless of whether you're working together. And
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so I would say, all of all of the leadership
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principles I teach and that I research, they're really about
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a confluence between personal character and the and and our
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socio emotional abilities how we interact with others. So love
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and suffering is I go. Really So, you know, I
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teach leadership, I also teach organizational psychology at Louis Business School,
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and I've lectured on these topics at you know, Harvard, Stanford, Georgetown.
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And it's they're they're they're really to be a good leader.
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Say the saying I really like is that to be
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a good leader on the outside, you first have to
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be become a good leader on the inside. So it's
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really about how we approach our relationships, starting with our
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relationship with our with ourselves. So love and suffering is
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really about that, Like I I I have what I
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call the the the four plateaus to each a state
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of love, and I integrate psychological research, the latest psychological
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research on these plateaus, which are acceptance, forgiveness, gratitude, and love,
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and each plateau has an obstacle that has to be overcome.
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So to reach a state of acceptance, we have to
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overcome suffering. To reach to reach forgiveness, we overcome resentment.
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To reach gratitude, we overcome judgment. And to reach a
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state of love, we overcome what I call incarceration, which
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we can get to later if you like. But it's
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really about you know, I think a lot of people
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and myself included, sometimes we kind of walk around with
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our eyes covered by our hands and we cry about
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how dark it is. And so I think when with
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love and suffering, my attempt is to help people to
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remove their hands from in front of their eyes see
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the light, the love that's in front of them, but
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that we often overlook.
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Well, and you know, I kind of smile when you
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talk about the first step that is overcoming suffering, because
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that is definitely a Buddhist concept. Yeah.
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Buddhis is that there's there suffering and there's the cessation
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of suffering. Yeah. So yeah, So I'm not like one
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specific religion. I believe in God, but I don't. I don't.
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I'm more spiritual than religious. But I think a lot
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of our world's most you know, most attended and popular
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religions have this construct of of suffering and then and
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then love or passion emerging from it. So, for example,
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in in African cultures you have the phoenix rises, So
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not just religious but cultural context, you have the phoenix
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rising from the ashes you have in In fact, if
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you look at the word suffering, a lot of people
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don't know this, but the etymology of the word suffering
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suffering comes from p a t I patti in Latin
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or patire, which means to suffer. So for example, in
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Christianity we have the crucifixion, the suffering, the passion of
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Christ's I think about, you know, in the leadership coaching
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I've done, I think about this woman who came to
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me once. She's a marketing director of a fortune one
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hundred pharmaceutical company, and she told me, she said, you know,
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I have trouble tony waking up and just going to
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my job. That's how much I dislike it. I just
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don't feel authentic there. I don't enjoy it. And so
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I asked her to share, kind of from a psychoanalytical perspective,
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share about how she grew up, like what's important to
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her and why. And so she, over the next forty
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five minutes or so, shared with me a a long
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story about her childhood and how it really wasn't much
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of a childhood for her because most of it was
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spent nurturing her father before he passed away from cancer
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when she was twelve, like her and her mother taking
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care of her dad. And so I worked with her
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on making a career change. And I would say to