Transcript
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Hey there, this is James Carberry, founder of sweet fish media and one
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of the cohosts of this show.
For the last year and a half I've
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been working on my very first book. In the book I share the three
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part framework we've used as the foundation
for our growth here at sweetfish. Now
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there are lots of companies that have
raised a bunch of money and have grown
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insanely fast, and we featured a
lot of them here on the show.
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We've decided to bootstrap our business,
which usually equates to pretty slow growth,
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but using the strategy outlined in the
book, we are on pace to be
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one of inks fastest growing companies in
two thousand and twenty. The book is
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called content based networking, how to
instantly connect with anyone you want to know.
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If you're a fan of audiobooks like
me, you can find the book
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on audible or if you like physical
books, you can also find it on
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Amazon. Just search content based networking
or James Carberry. Car be a ARY
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in audible or Amazon and it should
pop right up. All right, let's
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get into the show. Welcome to
the Bob Gross show. I am Carlos
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Hidalgo, CEO and Co founder of
Visen CCX and author of the UN American
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dream. Today I have with me
a rather new friend who I met a
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number of months ago but have been
absolutely thrilled to get to know and and
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had great time with her in Seattle
recently and was an incredible host. Barocks,
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sorry, Kaia. Barack is a
writer, amplifier, speaker and go
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to market strategist. Barack, thanks
for joining the B to be growth,
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human to human segment. Thank you
so much for having me. It's for
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the light to be here. Well, as I mentioned, you and I
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are relatively new friends. We met
at marketing pross not all too long ago
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and then, as it happened,
you played a heck of a host to
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us in Seattle. But tell the
audience a little bit about who you are,
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what you do, your your history
or your passion for be to be
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and kind of what what you're up
too lately. Sure, so I am
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what I've been up to. I
so. I call myself an amplifier.
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I am a go to market argist. Content is my baby. People may
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be from there with me through content, marketing world and marketing props. Those
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are kind of the the networks in
the industries of the industry conferences I've attended
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and spoken at the most and I
my passion comes from really storytelling. So
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writing is where it all started for
me, and then ten years ago I
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just kind of stumbled into this content
marketing, social media community, everything that
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we get to play around with,
and I think smallest is I'm a small
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business advocate. That's where to be, to be really hume as a play
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and I've worked on a Plusthora of
project, but the ones that always have
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my passion are two ones where I
get to advocate and amplify and help other
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people tell their story. So I
whether that's doing it through my work at
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Yaser as a go to market strategists
with some of the clients that I'm working
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with. I'm not going to name
drop, but I have worked with people.
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Can look that up, but I've
worked with companies, you know,
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small to large, some of the
larger tech companies that were famliy with here
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in scattle, and I think that
it all comes down to as much as
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I loved to be and BTC,
what I have found is that, no
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matter who you're what the third with
the two is whether it's business or consumer,
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it all comes down to the same
tenants that I think that we're going
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to be talking about today. So
that's that's really where kind of a overview
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of what I've been up to the
past fifteen years. Well, awesome.
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I Love I love the term amplifier, and especially as we tell stories,
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and we both been in bb for
a long time and I know we've talked
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about this a little bit off the
air. I'm, I mean increasingly,
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to use the British term, gob
smacked at the content that seems to come
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out from so many brands that really
is just got awful. It's not compelling,
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it's not relevant, it is sterile, all of these things. How
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on earth you mentioned some tenants,
and so feel free to speak of the
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about that, but how on Earth
have we gotten so far away in be
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to be from being human in our
content? I think it has a lot
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to do with the fact that so
I think the Internet and social lydia fantastic.
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I think that they're great tools and
I think that, you know,
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having a landscape that is full of
competitors that are using the same tools,
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whether or not they're using it well
is a different story. I think that
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we've kind of gotten caught in this. Put things out, put things out
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in a way that's fast, in
a way that will it's just bombard our
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audience with content. It doesn't matter
if it's good or not. And I
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think depending on the size of your
company, there are a lot of stakeholders
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that may not necessarily understand what it
is that you, as a we as
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marketers, are trying to accomplish.
So we turned into kind of a execution
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arm and we're just trying to turn
out numbers and match, you know,
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goals that are set, not necessarily
with marketers input. So I think one
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of the biggest issues that we have, that I'm seeing and that I'm advocating
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for is the fact that as marketers, we have to be internal advocates for
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ourselves and the work that we do
and it and, as a result,
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our audience, because we know what
it is that they want to talk about
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and you know, there's, of
course, profits and there's, you know,
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job security and all of that.
But I think that we've gotten so
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used to the turn that we don't
take the time to really internally advocate and
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educate other stakeholders and breaking down those
silos that they understand, that they understand
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this strategy and the reason behind why
we'll pushing for more, as you said,
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humanized content, right it. So
I love that that you're talking about.
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Hey, advocating for what we do, right, advocating for ourselves are
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what I heard was our value,
and I've talked to people about that.
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is saying hey, look, you
are the evangelist for your craft in your
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organization. I don't think we can
just assume that people know what we do.
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So how does somebody go about that, because I hear so I'm so
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tired of your marketers going we want
to see it at the table. It's
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like, well, then do something
right then as a table that see the
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table, but also bring value to
the table, versus going well, you
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know, I'm just been turned into
an execution arm. I mean, am
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I wrong? Do we bear some
responsibility for that as marketers? Yeah,
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absolutely we do, and I mean
I've done the same thing and I'm at
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fault for this as well, because
we just, you know, sometimes we
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get some walk down and the biggest
thing that I have found, and what
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I when I talk to people and
when they ask me for advice or you
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know, what I'm talking to my
clients, is okay, so you know
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your goals, as in marketing,
are different and you want to understand and
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you want to communicate that value and
you want to see at the table,
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well then go find out what it
is that other people need and what their
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goals are, because the product marketer
versus the engineer, I'm just kind of
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thinking like there's a big company,
like product market versus engineer, versus CFO,
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versus like customer service, like,
they all have different goals. Yes,
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we're serving the same customer, but
they have internal goals that they're trying
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to do, they have different things
that they're trying to communicate. So if
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you want to be an advocate and
if you want to have a seat at
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the table and you want to provide
values to those other people that are within
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your company, then go and talk
to him and find out what their pain
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points are, the same way that
we talk to our customers. In the
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same way we find out what their
pain points are and what it is that
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they what, what it is that
they value. When they need look inwards
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and do the same thing for other
people who do have a seat at the
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table and then go okay, so
here's what I'm hearing here. Pain Point,
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here are the ways that I can
help you in the work that I
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do and let's work together. I
love that. It's really aligning what we
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do to the needs of the business. I was just going to say that's
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my I have a gift that I
use and presentations as like you got a
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ladder up the business goals and as
the kitten climate, a labber ladders.
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But it works. Yeah, it
does. And I think when I hear
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marketers saying, well, you know, I have different my goals are different.
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No, you're part of the business. If I want different goals,
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go start your own business. All
right. So I love that and I
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hope anybody who's listening really takes that
to heart and says, okay, if
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I'm not aligned with the goals of
the business, maybe I don't know what
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the business needs. That's that's the
first way. So I want to shift
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gears now because you've talked in the
introduction. You talked about amplifying and storytelling.
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Storytelling to me is, I mean
right. You go back to ancient
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civilizations and human beings have, our
human race has existed on stories and tales
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and fables and Lore and all those
things. So I'm always intrigued by storytelling.
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What are brands missing? What are
beat to breed brands missing in terms
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of making the story connect at a
human level? They make the story about
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them and not the customers. And
that's the biggest I mean, and it
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all boils onto that. So there
are different ways that people do it well
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and don't do it well and depending
on the company and the industry. But
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the biggest thing is we always the
common theme that I find in the failure
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of connection from baby brands is when, even in customer stories, even in
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case studies, you really talk about
how our products that X, Y Z,
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instead of saying, okay, here's
what our customer needed, here where
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they're struggles and here's the value we
brought. So it's not just about the
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numbers. Yet the numbers are important. The EX number of hours you save
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the company me an x number of, you know, dollars. A bottom
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profit, fantastic, but really get
down to the route of the connections.
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Those numbers won't matter to another customer
who's looking at vendors or who's looking at
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you know, those case cities to
go okay, well, great, that
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doesn't diffrenchiate you. Because another thing
is that when it comes to storytelling is
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that increase that connection. I can
look at by company that have the same
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facts, that are doing the same
exact things the same way and that are
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going to save me the same profit
or whatever it is that I need.
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What I'm looking for is, can
they tell my story? Are they going
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to do their values aligned with mine? Are they going to communicate with me
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and about me in a way that
reflects my bulsome values? And I think
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that's something that we're missing. And
be tob is that the end user.
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Even though it's a business, it's
still an end user, it's still a
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customer that has values and we need
to make sure that we're connecting but those.
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I think that's so important to talk
about the end user because I think
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sometimes a Beb we think, well, we're still into a business for selling
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to an account and one of the
things that I was even talking about yesterday
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with a colleague was saying we are
selling to people who feel, who emote,
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who have bad days, who have
fears, who are frustrated and,
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like you said, I even like
it even more the value component. So
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how do you go about finding the
values that a buyer has? You talk
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to them. Imagine, I know
I mean honestly, like I think you
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just have to pass to and I
know that their quotas and sales people are
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under incredible pressure and I'm not dismissing
that at all, but I think we're
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not taking the time and I think
the reason I we're seeing, and I
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mean I don't mean to get Super
Technlo, we're seeing low conversions on,
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you know, communications and outreach and
all of that, is because it's all
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cold and it cold calling and cold
emails are that. They're cold. So
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doing a little research, even before
you have a communication, people put a
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lot of information out there and a
lot of foods about themselves out there.
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To do a little diggings, do
a little understanding. Maybe talk to if
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you are familiar with other vendors that
you know they work with that are not
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your competitors, that are serving that
customer. Maybe go talk to them and
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find out what you can. I
just it's just talking. It's about information
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exchange, it's about and it's about
really listening. We're really not doing that
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well. So, yeah, so
why aren't we? It's see, I
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mean it seems so and I'm not
trying to insult anybody, but it just
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seems like Gee, if I need
to connect with you. So if Carlos
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wanted to connect with Barack and find
out what you're interested in rather than get
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ass I would maybe pick up the
phone. You know, we met it
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at in DC a number of months
ago. I was like, Oh,
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hey, we're going to be in
Seattle. Do you want to do drinks?
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You know, so it's but why
don't we do that when we get,
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when we cross the threshold into our
companies and realize we're trying to market
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two people? What's holding us back? What is it was? It's,
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yeah, it's numbers that are holding
us back, and it's, you know,
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and sales people have to hit certain
number of calls or outreach, marketers
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have to hit vanity metrics that you
know, on social media or emails or
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whatever it is that we're doing.
And we are. So I am I
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don't and I don't want to to
come acause I love data. I think
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that data is amazing and I think
that'll actually I just post it on like
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sin. About an hour before we
talked about how data is really going to
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be, you know, important and
a lot of me, to be marketers,
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actually need to get familiar with data
and then analyzing it and seeing actually
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pulling insight from it and telling that
story on the data. But I think
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it's a double lights towards because if
we're only blogged down in the numbers and
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the metrics and the quotas but we're
not looking at the bigger picture and the
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narrative behind them, then we're losing
that opportunity to really connect. I would
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much rather have, you know,
a thousand followers on twitter that fifty,
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sixty percent at a time. They're
all engage with me versus the person are
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engagement with me versus like tenzero followers. But I get to like them a
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tweet any given day. Like it's
sure it's about the it's about the quality
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of the connection and the communication,
I think, and I and it's still
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it goes back to our education as
well as marketers. We have a lot
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of insight that we really need to
share with the other the other departments and
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the other people, of course,
have been the same customer. Sure,
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okay, I like it and I
hope what I really hope is people are
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going, oh, okay, because
what you just said about quotas is I'm
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not saying, and I agree with
you. I don't think quotas are a
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bad thing, but what we have
to realize is that quotas cannot dictate what
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is behavior in terms of getting the
most we and I talked about this with
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exacts all the time, and I
believe you share the same view as my
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God. We got to be patient, like marketing, and getting getting a
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close up view of our customer is
not an overnight endeavor and we've got to
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make sure there's a difference between doing
things right and doing things right now,
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and I see so many companies saying
will get it right now. That doesn't
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that's not how it works. Yeah, and especially in BTB, we know,
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and like research touchdown even recently at
the Bob Customer Life Cycle is long
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and it evolved multiple touchpoints and involves
multiple people that we need to commit.
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So that's where also use data to
segments and personalize and make sure you're sending
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him you know you're communicating at touch
points that actually matter and that you know
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you have a narrative that you're following
in your communication. So yeah, like
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you said, and I had a
client I actually worked with a start out
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years ago and they were brand new
and it was a great idea and I
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really loved it. But we have
like a closed Beta and we were we
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were building a video platform and one
of the engineers was just like, okay,
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well, we want apple like numbers
up launch and said, first of
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all, that's not how that works. Second of all, you don't have
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to budget, we're apple like numbers
and third of all, we're doing a
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private, closed Beta launch. Your
public launch is not going to be so
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it was just setting expectations. But
that's what that's what people expect, is
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they see the big viral campaigns and
they're great, but you don't have the
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budget and even if you have the
budget, your apple like numbers, what
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apple like means to you might be
lower, it might not be one to
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one equivalent to the same number,
but it could be scaling down and it
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would can reflect the same thing.
So I think that. Yeah, and
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to be clear, apple didn't have
apple like numbers when it first started either.
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I mean, I don't know,
I don't know what's time about.
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They totally came out swinging right like
yeah, they are just every brand,
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every band good starts day one as
a Unicorn. I mean it's no surprise
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based on the conversations we've had kind
of your viewpoint on this, but I
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want to shift gears a little bit
because when we were sitting in that amazing
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restaurant you took us to in Seattle, we started to talk about just being
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human and part of the human condition
and the word failure came up. If
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I recall, we were kind of
talking about the American dream and some of
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the things that we had written in
there my wife. My wife has a
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chapter in it as well about some
of our failings and where we screwed up,
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and you said, you know,
you're I don't want to put words
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in your mouth, but I'm going
to. I'm gonna use the word fascinated,
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kind of fascinated with this idea of
you know, everybody's got a failure
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story and everybody has this either learnings. But what I'm finding, and feel
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free to disagree, is that people
are it's kind of like we know it
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but now all of a sudden were
very hesitant to talk about it. But
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I want to get your take because
it was really, for me, one
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of the highlights of the of the
conversation we had over those few hours,
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and just kind of see what you're
seeing in the whether it's be to be
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or just business in general or entrepreneurial
or whatever around failure. Yeah, so
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it's fast, because I feel a
lot will come the clouding. Yeah,
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I think so. It's fascinates me
and this is something that came of a
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few years ago. I had an
idea and then I actually fail to follow
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through with it, but I'm hoping
that I will be launching that interview series
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in two thousand and twenty about talking
about failure and just to kind of so
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I think they're kind of multiple ways
to talk about this. But I think
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what I'm seeing, and this is
kind of shifted over to possibly as people
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are talking about failure, even as
businesses, but they are putting a curated
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filters on it. So they are
they're not talking about their failure until they
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can wrap it up in a nice
little story, which great. That's fine.
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And you know, people talk about
entrepreneurs and business owners and CEOS talk
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about, you know, like the
first launch or the first something that they
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launched that they failed, but they
don't talk about it in the Rod grotty
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way. They don't talk about they'll
talk about their morning with teams, but
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they don't talk about the morning that
they actually fail to get up out of
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bed. They don't talk about the
missed phone calls and the emails that they're
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missing because, you know, they're
so bogged down and they're honestly, we're
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not talking about the human side effect
of failure that actually impacts us every day
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and the way that we deal with
it, in the way we manage it.
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And and when it comes to businesses, and obviously I don't think anybody
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should be getting away safe secrets when
it comes to their business. And I
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know it's a fine line, but
I think we want to see more of
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that transparency behind the scenes, like
when something goes wrong, when a server
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goes down. We don't want the
silent of like hey, we'll figure it
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out and let you know, and
then ten hours go buy and we're still
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frustrated. We want to know,
understand what's going on in the back end.
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We want to know, hey,
here's how our business is deal get,
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here's our process for it, here's
what we found, and then tell
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us about the learnings and you know. And if you need to have it
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as a narrative and tie it to
something else, don't side your product place,
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but tie you to like you know
three things. We learned when our
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server went down for ten hours and
here come much cost that we lost and
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here's what we're going to do better. So that's the business side of it.
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But when it comes to the entrepreneur
and human and just people, the
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narrative around failure is it's glossed over. Even if we even talk about it,
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it's glossed over. It's templicize it, we're putting it in a blog
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format that is tied up in a
neat little bow. And you know,
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we have perfect learning. Sometimes you
fail, you screw up and you don't
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learn anything from it, and we'll
talk about those two. Like he it's
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not only going to be some grand
life lesson that you're learning. Sometimes I
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failed at following up email and it
cost me like X, Y Z and
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okay, you know what I failed
and that was it and I'm and here's
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what I'm going to do better next
time. But you don't have to have
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like a not everything has to turn
into a perfect photo graphics that you're going
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to send out with here links her
blog posts. So so think that's where,
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yeah, I like that and I
like even, I think, the
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the brand. That's I mean I'm
when you talked about the server going down,
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I thought of, you know,
the collective fetal position that everybody want
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to into and Thanksgiving when facebook and
Instagram we're having their outages, and I
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remember saying to my wife, I
said, I said something about I guess
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they're down. I said I feel
bad for the people who are now being
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called in in those companies to fix
this on Thanksgiving Day. That's where my
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head went. I haven't heard anything
else on from either of the you know,
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from facebook, about why they want
out or anything. But wouldn't that
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make a brand so much more human? I mean failure again, as I
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said, it's part of the human
condition. I would love for an organization
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to go hey, yeah, we're
really sorry about this, here's what happened
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and here's the steps that we've taken. Why are brands taking those opportunities?
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And we'll talk about the entrepreneur in
a minute, but why aren't brain saying
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those opportunities to become more human?
Because I think, I mean, if
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I'm about face, facebook might be
like the weird example, but I think
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one thing might be and I'm not
super familiar with you know, process with
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shareholders and all of that. But
I'm sure they're mechanical their process douse these
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and legal blockers and all of that
set in place. Where larger companies like
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that, which I think they need
to have a crest of communications plan that
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also builds in humanity to it.
But when it comes to smaller companies,
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I think there's that fear of looking
weak and there's that fear of following their
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customers losing space in them. And
you know, and, but and that
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I lose faith in more in companies
when they don't tell me what happened and
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there's no transparency, because then I
won't know if five days or five weeks
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of five once down the line,
that's going to happen again. So I
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think I think it's the fear of
being vulnerable. I think there's probably legal
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stuff happening on the back end,
which obviously it is, but and it's
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probably a lack of having good crisis
of communications plan in place to fact through
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in the humanity to external communications.
Yeah, that that you just used a
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word that can strike fear into the
best of us. Vulnerability. And when
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you when you think about so,
shifting to the the entrepreneur, the individual,
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to get really raw and how you
failed. You know the mistakes you
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made. I mean you're really at
that point kind of going, Yep,
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I'm just going to lay it all
bear. That's a scary proposition. But
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again, I think, I mean
all of us have have a story of
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immense failure in our realize. If
you don't, you haven't lived long enough.
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But again, you've mentioned this interview
series. I'm curious, like in
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your in your experience and as you've
kind of prepped for this and even talk
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to some folks about it, like
what what's holding us back in that?
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I think of PAT is going to
emerge as I talked and more people,
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but I think it really goes down
to their root of and that's going to
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get super real for people when I
start talking about it. But how what
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your first exposure to failure? Was
it the kid? And how? You
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know, cultural, like family culture, where you were, where you grow
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up? You know, I think
that the definition of failure, in the
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concept of failure, varies a cross
cultures, as we know, and it's
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definitely a matter of how it was
received and how it was communicated to you
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when you were a kid and how
that evolved. As you can meet,
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as you met other people and as
you were exposed to different people in your
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life and in your first job and
things like that, and I think it's
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an evolution that really the root of
it is really in how you were exposed
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to failure as a kid and at
your first job and things like that,
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and I think that really takes hold
in our psyche and that will eventually shape
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how we define failure in our business. So that whole, and I'm a
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big believer in this, getting back
to that inner child right, which we
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never really out grow, we just
grow older and grayer and those things.
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So I love that you're tapping into
that aspect of it and that cultural aspect
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of it's really just goes back to
so much of family of origin. And
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then I would throw in, and
I want to your feedback on this,
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and my friend Tim Washer has said
this. The one thing that unite all
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seven billion plus of us is shame
and I believe that one of the reasons
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we don't like to talk about our
failings at any kind of raw, vulnerable,
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authentic way is because that voice of
shame can roar so loud. Are
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you finding that in some of the
work that you're doing? Yeah, but
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I'm pretty sure the voice of shame
is the loudest thing in my head most
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of the time. But and yeah, I think he's combs it up really
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well and I you know, I
actually that's exactly why it. Tim is
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on my list of people I'm going
to interview. He doesn't know that yet,
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but they can find out when he
listens to it. But and I
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I actually met him for the first
time when we met in DC as well,
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so he's such a fantastic human but
see is yeah, shame and and
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I think there's a I mean,
if we get into it, there's a
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whole bullying aspect of it and the
way we've you know, we've all been
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believe in our lives in different aspects, and social media and Internet has definitely
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amplivided in some ways and has also
brought out our humanity and others. But
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I think it's just a matter of
redefining and reconditioning an entire generation. This
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is not going to be something that's
conditioned out of us that quickly. But
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I think how we deal with it
and how we manage it as a society
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is definitely something that can involve enough. People are talking about it. Well,
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I love it. I'm excited that
you're going to do that. I
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would definitely add washerer to the list. He's you're exactly right. He has
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a great human he's a good friend
and, you know, I think you'll
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have a lot to offer. Brock, I want to thank you for taking
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the time. I know you're extremely
busy to be on the show. I
387
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think your insights are great. A
Big Fan, so thanks for taking the
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time, thanks for sharing your insights
and please keep everybody updated on the interview
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series, because I think it'll be
fascinating and I think as much as we
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as human beings don't like to talk
about it, I think we're actually drawn
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to vulnerability in a very interesting way. Yeah, absolutely, thank you.
392
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Thanks for having me. This has
been Super Fun to talk about and it's
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definitely vulnerable of me to talk about
things, but I'm working on so it's
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been nice. Full Circle. Well, the cats out of the bag now.
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Hey, in closing, where can
people follow up? Where can they
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find you? Where can they connect
with you? I they can to find
397
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me the easiest, poby on twitter, brock, Biz, back, Biz,
398
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all over to face, BERE AK, B I Z and yeah,
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just find me, follow me,
can connect with me if you're interested in
400
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being interviewed. I'm not just interviewing
marketers. It's going to be actually all
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walks of life and different industries and
different you know, I have a couple
402
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of active friends that I have lined
up. So if you're interested and maybe
403
00:29:38.670 --> 00:29:41.549
if you're not a marketer or if
you know someone who's super interesting has a
404
00:29:41.589 --> 00:29:45.670
great sporty Pew, he should come
find me. That sounds awesome. Well,
405
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thanks again, Barack. It was
a pleasure. Look forward to the
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next time we can have a chat
in person. This is a wrap for
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the this segment of the B Tob
Growth, human to human segment podcast.
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Thanks to Barack starry Kaia for being
our guest and again I am Carlos Hidalgo,
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author of the on American dream.
Everybody, have a great day.
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We totally get it. We publish
a ton of content on this podcast and
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it can be a lot to keep
up with. That's why we've started the
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BEDB growth big three, a no
fluff email that boils down our three biggest
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takeaways from an entire week of episodes. Sign up today at Sweet Fish Mediacom
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big three. That sweet fish Mediacom
Big Three