June 16, 2026

How AI Is Changing Leadership, Culture, and Team Success

How AI Is Changing Leadership, Culture, and Team Success
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AI is transforming business, but great leadership remains deeply human. In this episode, Divya Parekh speaks with Mark Lewis about how executives can embrace AI while strengthening the qualities technology cannot replace—vision, empathy, judgment, trust, and emotional intelligence. Discover how leaders can evolve into coaches, strategists, and culture-builders who drive stronger teams, better collaboration, and lasting success in an AI-powered world.

Beyond Confidence is broadcast live Tuesdays at 10AM ET on W4WN Radio - Women 4 Women Network (www.w4wn.com) part of Talk 4 Radio (www.talk4radio.com) on the Talk 4 Media Network (www.talk4media.com). Beyond Confidence TV Show is viewed on Talk 4 TV (www.talk4tv.com).

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WEBVTT

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The topics and opinions expressed on the following show are

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solely those of the hosts and their guests and not

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those of W four WN Radio. It's employees are affiliates.

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be directed to those show hosts. Thank you for choosing

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W four WN Radio.

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This is Beyond Confidence with your host d W Park.

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Do you want to live a more fulfilling life? Do

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you want to live your legacy and achieve your personal, professional,

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and financial goals?

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Well?

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Coming up on Dvparks Beyond Confidence, you will hear real

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stories of leaders, entrepreneurs, and achievers who have stepped into discomfort,

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shattered their satus quo, and are living the life they want.

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You will learn how relationships are the key to achieving

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your aspirations and financial goals. Moving your career business forward

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does not have to happen at the expense of your

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personal or family life, or vice versa. Learn more at

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www dot gwpark dot com and you can connect with

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vats contact at gwpark dot com. This is beyond confidence

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and now here's your host, w Park.

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Good morning, It's Tuesday, and I love being with you.

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So I do want to take a moment and have

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you think about as to how are you bringing AI

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into your world? And when I talk about AI is

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artificial intelligence, and it's important that you think about it

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because it is being around for quite some time and now,

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but generaldi it's so prevalent and it's changing, if I

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were to say, even like every thirty seconds. So if

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you're looking to get ahead, thank you for getting a book.

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For those who have already got a book. If you

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have not, go get our book, the AI Agency and

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it will help you get positioned for the next several

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years and get ahead of here. Well, let's bring in

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our guest. Welcome Mark.

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Thank you Devia.

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Great to be with you, absolutely and wonderful to have

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you on our show. So share it with our audience.

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Do you recall a moment from or multiple moments from

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your lifetime that have left a positive mark on you?

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Wow?

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I think it started when I was a very early age.

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My dad was an entrepreneur per se. He was a consultant,

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but he's the one that kind of engaged me in entrepreneurship.

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And I cut grass. I was a newspaper boy.

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I sold Christmas cards, so I kind of got into

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that entrepreneur spirit.

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But he also told me and really.

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Emphasize some of the things that I need to do

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to be successful. And when you learn that at a

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very early age, it carries over not only in your schoolwork,

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but when you first.

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Get a job.

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All those things enter into creating what I would say

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leadership principles that you develop over time that can make

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a difference, not necessarily in your life, but really what's

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more important in the lives of other people. What kind

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of things can you bring that can help support other

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people and be successful. And there's so much that goes

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into it. But I learned at a very early age

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for my dad, So it's not.

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Just one thing.

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It's multiple things that you learn over time that can

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make a difference, and you build upon what you learn

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to help other people.

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Absolutely, and being in Louisiana, I know you have built

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one of the fastest growing technology states in the country.

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So can you share with us what's your contribution there.

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Yeah, So when I was.

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Running the Louisiana Technology Council was a nonprofit group and

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Louisian was forty nine out of fifty states and technology employment.

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I took over the organization when it was basically almost bankrupt.

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I didn't get paid for a month, but I knew

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there was an opportunity. Since you're really at the bottom

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of the barrel, what can you do to emphasize or

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bring in technology in this It is to get people

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to stop thinking so much on tourism, which was the

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primary driver, and oil and gas. What can we create

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as an additional industry that can make a difference. And

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so for ten years we made and did some very

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significant things. We brought into CIO, Microsoft, We just did

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all those kind of things that would put technology on

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the map. And so for ten years we actually went

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from forty nine to thirty second in technology employment. And

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that's pretty substantial from two thousand and two to twenty

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twelve to make that kind of impact. And you know,

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my goal was really to help people. It's not that

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I did it myself. It was a combination of all

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the people that you that you bring into the organization

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that can make a difference that can help people grow

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and help them realize that technology can make a difference.

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And it's been pretty substantial and they continue to grow

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in that area.

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Oh that's fantastic. And what are some of the lessons

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you learned along the way that you can.

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Take Well, you know, the lessons I learned is you

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really need to engage in people who are smarter than you.

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And that is sound counterintuitive, but you bring in these

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experts that have they're experts, they have that expertise in

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their field that can make a difference and you let

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them do their job. So you want to hire the

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people that are smarter than you and you let them

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go ahead and let them do their job because they're

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good at it and you've given the resources and the

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tools that can make them as effective as possible and

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as successful as possible for the organization. It's just not

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one it's multiple expertise that come to a level that

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can really drive an organization to success.

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And that is such a valid point because when you

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have talent, talent is what takes organization to the next level.

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What So, now the question comes in, especially with the

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new generations who don't stick around much, what are some

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of the best ways and best practices in hiring top

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talent and as well as retaining them.

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So I think most executives or most people in the

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hiring business try to hire for skill. They want to

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bring that talent in there. They want to get the

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smartest person. But what I found is the best way

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to hire people is you hire for culture and you

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train for skill. That is paramount because when you hire

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someone and they don't fit into your culture, it creates

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toxicity within the environment, and it doesn't help people because

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they're not motivated. So you want to make sure that

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you have a cultural environment that everybody can surround themselves

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with really good people. And I think the best way

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to do that is to really engage what I call

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the unthinkable approach to hiring, is to find and do

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deep dives into how people think, how they react to stress,

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how they all the kind of things that can bring

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that person into an environment that can fit into the culture.

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And so it's really key in paramount. I stresses so

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much in my cl roundtables. You hire for culture, you

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train for skill. It's really easy because people are motivated

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and you provide tools to help increase their skill level.

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But it's really hard to change how a person thinks,

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how they react to things, how they communicate, because they

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typically bring that habit to the organization and that's a

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hard thing to change.

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Absolutely. And so when we talk about culture, so many

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times you talked about toxicity, what would you say are

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some of the key elements of having a culture that

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allows for failure and it also allows for that safe

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space that if there is toxicity, people can come to

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the forefront and talk about it.

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Well, it really is engaged. Now everybody, everybody's personality is different.

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So how do you get that right person? How do

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you figure out because when you do this this test

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that I've actually developed, nobody can prepare for it. I

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call it the unthinkable approach to hiring. But you want

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to engage in how they think. And I ask certain

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prompts like Vivia, if I'm going to interview you, I said, Tibby,

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I'm going to say one or two prompts. I wants

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the first thing that comes to your mind. There's no

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right or wrong answers, but you want to feel and

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you get to know somebody really quickly by by by

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these typical prompts, and I you know, I'll give you

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a food of them.

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The confident.

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I'll come off the top of my head, five single

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words that best describe you, favorite movie, favorite car, reincarning

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in as something other than a human being? What would

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that be if you had one hundred million dollars in lottery?

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What would you do it if you wanted?

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So all these answers create a pattern of how they

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fit into the culture. Now what's really important, though, is

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you can hire these people and you get the culture

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the way you want, but you've got to put in.

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You have to put in what I would call.

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Team work building activities that can help engage people like

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they're part of a family.

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And then you reward based on those activities.

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You give them goals, You have team building exercises, goals,

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they meet their goals, they get rewarded. All these things

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and factors enter into a successful organization and motivation, and

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they feel like they're part of something, part of what

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I call a family. You want a company that feels

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like it's a family environment.

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Absolutely so, in your considerable experience, do you recall any

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actual stories how that played out?

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Well?

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When I was working help being a manufacturing company, the

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sheet metal business, their culture was pretty pretty tough. So

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we analyzed all the people and well, the first thing

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you have to do is, I always say the best

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way to get rid of A players is to tolerate

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C players.

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So what can we do to help either engage a.

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C player and become or B and become an A player,

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or at the end of the day, how do I

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get rid of that toxicity and a C player. So

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some of the things that you do is you do

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team building activities, surround yourselves around people that can provide

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what I call core values. That company doesn't have core values,

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give them a team of building exercises or these core values.

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People can provide input into what are the five words

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that provide core values for a company and get everybody

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the input what the core value would be and they

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all get together and you pick five or six of them.

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So everybody's part of something that's part of the organization.

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Same with the mission statement of vision said you have

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to have employees that want to participate, or you get

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them to participate in where the company is going, how

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to go, what the future is going to look like,

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and they're feeling now they're part of something and engaging

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in activities that can really help the company be successful.

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Yeah, and core values. That's such a powerful thing. You

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know a lot of people don't talk about it, correct,

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but values is something that can help you charge through

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tough times in life, whether it is at work or

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whether it's in personal life. It can help you make decisions.

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What are some of the other team building activities that

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organizations can do?

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You know, one of my favorite one is what I

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call the start stop key routine. So you get and

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you ask three questions of all your employees and you

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get them documented, and it's really kind of anonymous, but

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you could say, what do we need to start doing

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that we're not currently doing. What do we need to

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stop doing that's really not beneficial, What do we need

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to keep doing that's really been really demonstrate success for

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an organization? And so everybody inputs and provides this information,

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You get on them all together and you list all

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these start stops, keep things, and then the team decides,

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well we need to start doing this. They all decide,

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and we're going to do these kind of things or

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stop doing these kind of things.

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And it's up to the CEO to make.

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Sure that those things that we've all agreed to are

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engaged upon, so they work towards what I call that start, stop,

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keep routine, and then you make sure that you adhere

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to what they want and you implement those things and

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they all agree to it. And that's what's important because

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now you're contributing to something that can be successful. And

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then look, one of the things I think most people

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forget to do, most leaders is they forget the compliment

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that they forget to say, you know, you did a

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great job. I really appreciate all the hard work that

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you did on this and that's not done enough show

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it through gratitude by giving them a small gift whatever,

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those little things. You know, it's the little things that

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people get to really make a difference. And so I

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think corporations need to show more appreciation for the work

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that's done that's outside the norm that makes a big

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impact on how people are motivated and how they contribute

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to the organization.

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So you've talked about values in your experience. What are

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some of the values that are critical to success of

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an organization or successful of a team, because you know,

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if teams are unsuccessful, organizations can be successful either.

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Yeah.

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Well, you know there's certain specific ones that I think

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every organization needs to have one is. One value is

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trust trust within the organization that the CEOs is going

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to do what he says he's going to do, he

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or she's going to say is going to do the

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trust and that the communication is a big thing for me.

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Look what's on your mind? You need to come tell

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me because a lot of times people keep things withinside them.

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So it's up to a good leader to engage in

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employees to communicate both the good and the bad. Same

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with the leader, communicate both the good and the bad.

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So there's a level of trust not only in the

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leadership side but also on the employee side. So trust communication.

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I like the word called going beyond. What can our

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organization do that sets us apart from other organizations that

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are competitors? So what are the little things that we

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can do that can set us apart that people can remember?

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And there's a lot of things that people come up with.

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You get with your employees, you can ask the same question,

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what do we need to do that shows that we're

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different than other people?

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And it could be simple, as you know, once you.

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Get an account going by and giving them bake cookies

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or something like that, or sending a thank you card.

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You know, when's the last time give you that You've

279
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got to a thank you card in the mail for

280
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all the great work that you're doing. Probably not too

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often the thank you card seems to have gone away,

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or really thank you card sent me a postal mail.

283
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That's different. Those are the kind of things that people

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remember more than getting the big things, to be honest with.

285
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You, Yeah, and those are such powerful things. As a

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matter of fact, I'm leading a leadership cohort just now

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and we're in the middle of probably likes. It's a

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seven week program, be almost halfway through, and one of

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the gentlemen just asked me for some help, which was

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not part of the the program that we're working on,

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and I helped him out. He's part of the cohort.

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And then when I come back for the next workshop,

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it's it's an in person thing, and I find a

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beautiful envelope sitting where my computer is usually and he

295
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had shed a handwritten note and I treasure them. I

296
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have all my handritten notes like that I've received because

297
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it's such a mix, it's makes such a huge difference.

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Yeah, And the situation with that is pretty rare. Not

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many people do that, and I think we need to

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get back to what I will call the attitude of gratitude,

301
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finding a way to thank people for what they've done.

302
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Simple things. Even in personal relationships.

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You know a lot of times my wife will do

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something and we take those kind of things for granted.

305
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But I'll go back and saying, you know, honey, you

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did a great job on dinner last night. It was

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a great meal. I really appreciate it. You know, it's

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it means it's so important to me, And that goes

309
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a long way, and you keep doing these over and

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over again, not all the time, but when it makes

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a difference and you can feel it when we feel

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something that's like really appreciated, We got we got.

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To let people know, and we don't.

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And that's really a critical important thing when it comes

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to leadership. CEOs or even anybody at any company level

316
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needs to understand that when you show gratitude, simple thank you, note,

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simple gift, whatever it may be, it doesn't have to

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take much. It makes a world of difference. And there's

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actually studies that show this. When you show gratitude, not

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only does it do great wonders for the person you

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00:17:23.759 --> 00:17:27.319
show it to, but it also does great wonders for

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you personally. It's like it's like I don't know what,

323
00:17:31.759 --> 00:17:34.960
I don't know how they describe it, but actually improves health,

324
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both your health and their health because the biggest disease

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in America is stressed. If you can release stress from

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00:17:40.200 --> 00:17:42.839
somebody by just showing, granted, doing all these kinds of

327
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things that can help them out, it helps their health overall.

328
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Absolutely. And Mark, you've worked with the CEOs during your

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cor own tables, So what would you say, like, you know,

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as you have worked with multitude of CEOs, what are

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some of the qualities that you're seen that they've brought

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to the organization that have made their organization successful.

333
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Well, I think an open level of honesty and transparency.

334
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You know, I've been running CEO roundtables probably going on

335
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thirteen years now, and the people, well, there's a lot

336
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of CEOs, especially younger CEOs. What the most important factor

337
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when you establish an organization is to establish structure and

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then rhythm. When I say structure, structure means a foundation

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for company success.

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That includes creating.

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A mission statement, a business statement so you know where

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the company's going, creating core values. These are the things

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that we adhere to as an organization, setting goals for

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all your company employees. These are foundational elements that a

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good leader needs to implement across the organization and then

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creating that infrastructure. That infrastructure being providing tools, resources, processes

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in place that could help them be successful based on

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that foundation that you've put the place for the company

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be successful. So you're probably only as good as your

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weakest link when you're creating that foundation. If you have

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a poor foundation, it's kind of have passard and eventually

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it's going to catch up to you. But when you

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have that foundation, when things get tough, that foundation comes

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into play and creates that rhythm over time that you

355
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keep adhering to to make sure that you can be successful.

356
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Absolutely, and that's such a relevant point that having that

357
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rhythm providing resources and support for people to be successful.

358
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Now we have focused our conversation a lot on people

359
00:19:44.119 --> 00:19:47.599
like you know, how to empower people. That said, with

360
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the advent of AI, the speed of business is changing

361
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so rapidly. It's and so many decisions need to be made,

362
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whether they're accessibility of information, expect and how are CEOs

363
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dealing with that?

364
00:20:07.039 --> 00:20:09.839
Well, it's important to let CEOs know that AI is

365
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a tool, a tool to be just like when the

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Internet came out, it was a tool for you to

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use to help you become a better organization, and so

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AI is similar to that.

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Tool, though it seems to.

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Be a lot more engaging and a lot more rapid

371
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fire going further, it's amazing what AI can do. But

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just like you said in your book and I really

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00:20:31.680 --> 00:20:34.960
highly recommend your book, is that there's a human element

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in the AI that I think a lot of people

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are missing.

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You can provide all this information, it gives.

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You what you you know, a summary of what you need,

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but it's the thinking on your end and the human

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element that eventually needs to be made from a decision,

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because I would say the information you put into AI

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could be garbage in garbage out right. Sometimes you can

382
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put information in the AI get an answer that you

383
00:21:00.920 --> 00:21:04.000
want that's not the right answer basically, So you have

384
00:21:04.039 --> 00:21:06.559
to be very careful how you use AI to be

385
00:21:06.599 --> 00:21:10.039
able to use it for an information gathering but adapted

386
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to what your needs are. And it's the human element

387
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that a lot of think a lot of people are missing.

388
00:21:15.440 --> 00:21:21.599
Absolutely, And so as these executives and leaders are gathering information,

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00:21:22.839 --> 00:21:26.400
as we call them information holders. What transition do they

390
00:21:26.440 --> 00:21:29.480
need to kind of move into so that they can

391
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handle AI with proper care while keeping the human element

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into the mix.

393
00:21:37.799 --> 00:21:41.960
Well, my recommendation at that point is most leaders don't

394
00:21:42.000 --> 00:21:44.839
know anything about AI, or they know a little bit

395
00:21:44.880 --> 00:21:47.319
about it. They need just like you would hire a

396
00:21:47.359 --> 00:21:51.279
financial expert or a human resource expert, they need to

397
00:21:51.400 --> 00:21:54.680
hire somebody who's engaged in AI. You know, you're a

398
00:21:54.680 --> 00:21:55.960
perfect person to be able to do that.

399
00:21:56.000 --> 00:21:56.759
You wrote that book.

400
00:21:56.799 --> 00:21:59.559
So I mean we need to hire somebody that can

401
00:21:59.799 --> 00:22:02.640
draw them and direct them and give them the knowledge

402
00:22:02.640 --> 00:22:05.160
and the tools that are necessary for them to use

403
00:22:05.200 --> 00:22:08.720
AI within their organization. It's almost like I hire an

404
00:22:08.720 --> 00:22:11.400
AI consultant to say, Okay, here's what I'm doing, here's

405
00:22:11.400 --> 00:22:13.359
where I want to go. Help me get to where

406
00:22:13.400 --> 00:22:16.400
I need to do the most effective way possible. And

407
00:22:16.440 --> 00:22:19.559
I think that's really really important going forward is to

408
00:22:19.599 --> 00:22:23.920
have somebody that has knowledge and AI that can bring

409
00:22:23.960 --> 00:22:28.279
nows resources and that knowledge to you to the company

410
00:22:28.400 --> 00:22:29.400
to be successful.

411
00:22:29.400 --> 00:22:30.880
And you can't do it on your own.

412
00:22:31.240 --> 00:22:34.920
Look, some of the problem with most executives I have

413
00:22:35.079 --> 00:22:37.799
is they try to do everything, especially when they're young

414
00:22:37.839 --> 00:22:41.279
as an entrepreneur, but as you transition and you get bigger,

415
00:22:41.359 --> 00:22:43.000
you've got to understand you've got to make this what

416
00:22:43.039 --> 00:22:46.400
I call paradigm shift and get and change your thinking

417
00:22:46.440 --> 00:22:49.880
in your mindset to be able to use outside resources

418
00:22:49.880 --> 00:22:52.759
to be successful. And AI, I think is no different

419
00:22:52.799 --> 00:22:55.759
than hiring a financial expert or whatever to do what

420
00:22:55.799 --> 00:22:57.200
you need to do for success.

421
00:22:58.400 --> 00:23:00.279
Thank you Mark first of all for your support. I

422
00:23:00.279 --> 00:23:05.839
appreciate it and talking about AI. You have brought AI

423
00:23:06.000 --> 00:23:08.720
into your own business. Tell us about that.

424
00:23:10.200 --> 00:23:13.680
Well, you would think that at my age I wouldn't

425
00:23:13.680 --> 00:23:16.319
be involved in a startup company, but I got involved

426
00:23:16.359 --> 00:23:19.359
with a startup company about four years ago and what

427
00:23:19.480 --> 00:23:24.000
we wanted to do is bring AI technology and we've

428
00:23:24.039 --> 00:23:28.279
done a startup basically, very very very generic in this.

429
00:23:28.759 --> 00:23:32.039
I'll be very quick and basically take video content what

430
00:23:32.119 --> 00:23:35.359
I call organic content, not made up AI videos, but

431
00:23:35.440 --> 00:23:38.279
we take organic content that people have and what we

432
00:23:38.319 --> 00:23:40.400
do is we cut and splice the best of those

433
00:23:40.480 --> 00:23:43.160
videos and create a single one for you automatically in minutes,

434
00:23:43.200 --> 00:23:45.240
based on the choices you make, and we do it

435
00:23:45.319 --> 00:23:48.640
frame by frame. So the whole idea is to be

436
00:23:48.680 --> 00:23:51.799
able to take all this content individual has or companies

437
00:23:51.839 --> 00:23:57.000
have TV stations, aviations, all this video that's in there.

438
00:23:57.160 --> 00:24:00.319
What can I do with it to be successful work?

439
00:24:00.400 --> 00:24:03.680
Instead of me having a videographer go through all this data,

440
00:24:03.720 --> 00:24:06.240
how can I sip through all this data, do all

441
00:24:06.279 --> 00:24:09.000
that what I call grunt work, and then produce something

442
00:24:09.039 --> 00:24:12.000
that's pertinent to me in the choice Because everybody has

443
00:24:12.079 --> 00:24:13.160
different ideas.

444
00:24:12.839 --> 00:24:14.160
Of what they want in a video.

445
00:24:14.640 --> 00:24:17.160
So what we've done is being able to take that

446
00:24:17.839 --> 00:24:21.440
through our patent technology to be able to give people

447
00:24:21.519 --> 00:24:23.640
and it's done in minutes where you don't have to

448
00:24:23.880 --> 00:24:26.720
hire videographers, but you can do it internally yourself.

449
00:24:29.480 --> 00:24:31.720
You mentioned four years, so it has been a journey.

450
00:24:31.720 --> 00:24:33.720
What are some of the lessons you've learned along the way.

451
00:24:35.319 --> 00:24:39.319
Well, one of the lessons raising money is tough. So

452
00:24:40.400 --> 00:24:42.799
I did this while back in nineteen ninety four. It

453
00:24:42.799 --> 00:24:44.440
seemed a little bit easier when I had an internet

454
00:24:44.440 --> 00:24:45.519
company who raised money and.

455
00:24:45.480 --> 00:24:47.599
Went to market and we sold them.

456
00:24:48.680 --> 00:24:51.319
When you start raising, one of the lessons learned is

457
00:24:51.559 --> 00:24:57.559
raising money, you have to really have what I would

458
00:24:57.559 --> 00:25:02.839
call structure or to find mission. What you're doing, how

459
00:25:02.880 --> 00:25:05.440
you go about doing it, how you can be successful

460
00:25:05.720 --> 00:25:08.200
where that money is going to go to. So raising

461
00:25:08.240 --> 00:25:12.359
money is tough. Startup is tough. A lot of startups fail.

462
00:25:12.960 --> 00:25:15.279
You got to have the right people to be able

463
00:25:15.279 --> 00:25:19.000
to do that. And spending money is tough, you know,

464
00:25:19.119 --> 00:25:21.519
because you got to have the right people do the

465
00:25:21.599 --> 00:25:25.799
right thing. So a startup today is much more difficult

466
00:25:25.880 --> 00:25:28.519
than it was, I would say twenty five years ago

467
00:25:29.559 --> 00:25:31.240
because of the way you have to and there's a

468
00:25:31.240 --> 00:25:32.960
lot of money out there, but you got to have

469
00:25:33.240 --> 00:25:37.039
all the processes or all the business plans and the

470
00:25:37.079 --> 00:25:38.200
goals and everything else you.

471
00:25:38.119 --> 00:25:40.400
Need to do to be a successful organization.

472
00:25:42.839 --> 00:25:48.079
You mentioned that having a startup is much tougher than

473
00:25:48.119 --> 00:25:52.799
what it was twenty five years back. Can you shed

474
00:25:52.799 --> 00:25:53.440
some leg on that.

475
00:25:53.720 --> 00:25:57.200
Yeah, I found that when we raised money for our

476
00:25:57.200 --> 00:26:01.160
internet company, it was a little a little easier. Of course,

477
00:26:01.160 --> 00:26:04.240
it was tough for the Louisiana back then that it

478
00:26:04.319 --> 00:26:05.079
is today.

479
00:26:05.759 --> 00:26:10.519
But what I found is being able to have the.

480
00:26:10.480 --> 00:26:15.680
Ability to track investments coming into it and have we

481
00:26:15.759 --> 00:26:19.440
go through Karta, which is an online service that tracks

482
00:26:19.440 --> 00:26:20.519
all the investments.

483
00:26:20.920 --> 00:26:21.559
You've got to be.

484
00:26:21.480 --> 00:26:24.079
Really specific because of the rules and the regulations have

485
00:26:24.279 --> 00:26:28.079
changed substantially over the last twenty five thirty years to

486
00:26:28.119 --> 00:26:30.680
be able to create an an investment vehicle like we

487
00:26:30.799 --> 00:26:34.279
have an AI. So you got to adhere to those

488
00:26:34.359 --> 00:26:37.519
rules and regulations. Seems to be more relaxed back then,

489
00:26:37.799 --> 00:26:40.599
but now they're they're much more difficult, and you want

490
00:26:40.640 --> 00:26:43.119
to make sure that you have and you adhere to

491
00:26:43.160 --> 00:26:46.880
those sec rules and regulations like we've done. Make sure

492
00:26:46.880 --> 00:26:50.119
that everybody has their stock, all that stuff that goes

493
00:26:50.160 --> 00:26:53.400
into it. We provide a service through a third party

494
00:26:53.400 --> 00:26:55.240
and be able to be able to make sure we

495
00:26:55.440 --> 00:26:55.960
keep all.

496
00:26:55.920 --> 00:27:00.960
That on track absolutely. And that's that's an important point

497
00:27:01.039 --> 00:27:04.079
because a lot of times what happens is that people

498
00:27:04.119 --> 00:27:06.799
have a passion, people have an idea, and then they think, oh,

499
00:27:06.920 --> 00:27:10.759
I can go and go ahead and start a startup.

500
00:27:11.359 --> 00:27:13.640
So if somebody is thinking that, what are some of

501
00:27:13.680 --> 00:27:18.200
the key essentials that they need to think about even

502
00:27:18.240 --> 00:27:20.799
before kind of seeing if the market idea is whible.

503
00:27:20.599 --> 00:27:23.519
Or not, well, I think they have to do a

504
00:27:23.519 --> 00:27:26.240
lot of research and development in terms of what their

505
00:27:26.319 --> 00:27:28.920
idea would look like and what other people are thinking.

506
00:27:29.039 --> 00:27:31.839
Now, I will tell you this much. You could talk

507
00:27:31.880 --> 00:27:32.440
to all these.

508
00:27:32.319 --> 00:27:34.920
People and they'll tell you that you get a lot

509
00:27:34.920 --> 00:27:37.759
of negative feedback. But my point on this is if

510
00:27:37.759 --> 00:27:41.640
you're really passionate about something and you have an idea,

511
00:27:41.759 --> 00:27:43.079
it might be a good idea, it might be a

512
00:27:43.119 --> 00:27:45.240
bad If you have an idea, if you're really passionate

513
00:27:45.279 --> 00:27:48.319
about it, I think you can make it work. The

514
00:27:48.400 --> 00:27:52.279
struggles that most entrepreneurs have is these peaks and valleys.

515
00:27:52.920 --> 00:27:54.839
You get to the plan point of going, oh, this

516
00:27:54.960 --> 00:27:57.480
is so hard, Why am I doing this. You've got

517
00:27:57.519 --> 00:27:59.880
to keep pushing. You got to going forward. You got

518
00:27:59.920 --> 00:28:02.160
to get people that to say, yeah, keep going, you're

519
00:28:02.160 --> 00:28:06.359
doing the right thing. That's difficult because you've come to

520
00:28:06.480 --> 00:28:10.640
a lot of times where I'm saying I just can't

521
00:28:10.640 --> 00:28:12.759
do this anymore, and you just got to trudge through

522
00:28:12.759 --> 00:28:15.799
it and eventually you'll be successful. That's the most difficult

523
00:28:15.799 --> 00:28:19.200
thing for entrepreneurs to do with within the startup. But

524
00:28:19.319 --> 00:28:21.519
if you get the right people and you have funding

525
00:28:21.559 --> 00:28:23.839
to be able to do it, go for it. You

526
00:28:23.880 --> 00:28:25.880
have to go for it only one condition. You've got

527
00:28:25.920 --> 00:28:27.519
to have the passion to be able to do it

528
00:28:27.680 --> 00:28:30.720
and have to stick it, stick it out, go through it,

529
00:28:30.839 --> 00:28:33.200
and you know eventually it's going to happen.

530
00:28:33.839 --> 00:28:34.799
That's just my opinion.

531
00:28:35.480 --> 00:28:35.680
Yeah.

532
00:28:35.880 --> 00:28:41.599
No, Well, you've lived it and so many times I've yourself,

533
00:28:42.400 --> 00:28:45.440
and definitely what you're sharing is that you have to

534
00:28:45.480 --> 00:28:48.119
stick it out. And so many times what happens is

535
00:28:48.160 --> 00:28:53.559
that that startup CEO comes to that edge I'm done.

536
00:28:53.839 --> 00:28:54.119
Right.

537
00:28:54.319 --> 00:28:58.039
What can they do in that moment when everything appears.

538
00:28:57.720 --> 00:29:03.640
Dark, Well, they can get with the people who supported

539
00:29:03.680 --> 00:29:07.519
them in the past and kind of get them some

540
00:29:07.599 --> 00:29:10.519
kind of motivation, get with family and friends, people who

541
00:29:10.640 --> 00:29:16.160
are mentors and they can maybe be their cheerleader. You

542
00:29:16.200 --> 00:29:20.599
can do it. You've done this before. You have everything

543
00:29:20.640 --> 00:29:21.240
in place.

544
00:29:22.000 --> 00:29:22.720
You can do it.

545
00:29:23.359 --> 00:29:25.319
You just have to get with people that convince you

546
00:29:25.359 --> 00:29:26.640
that you can do it, because they are going to

547
00:29:26.680 --> 00:29:28.359
be dark times where you don't feel like you're going

548
00:29:28.400 --> 00:29:30.039
to be able to do it. But you have a

549
00:29:30.039 --> 00:29:32.400
As long as you have a support team and you

550
00:29:32.480 --> 00:29:36.200
have a outside team or a mentor that you can

551
00:29:36.720 --> 00:29:40.200
obviously talk to, they're going to be able to help

552
00:29:40.240 --> 00:29:40.799
you through it.

553
00:29:42.119 --> 00:29:48.720
Absolutely. And there is your company now, and tell us

554
00:29:48.759 --> 00:29:52.640
more about it? What is it? What are your plans

555
00:29:52.680 --> 00:29:56.119
for it in the future? Tell us if you've written

556
00:29:56.160 --> 00:29:57.920
any books.

557
00:29:58.000 --> 00:30:00.880
Yeah, so, with the wall of media, we've done this

558
00:30:01.279 --> 00:30:03.920
probably almost five years now and we've raised one point

559
00:30:03.960 --> 00:30:07.319
two million. We're continuing to raise money. We're almost at

560
00:30:07.359 --> 00:30:10.799
the end of our line for money raised, but I

561
00:30:11.079 --> 00:30:14.039
continue to put money into it over time because I

562
00:30:14.079 --> 00:30:16.839
feel so passionate about the fact that this is going

563
00:30:16.880 --> 00:30:17.440
to succeed.

564
00:30:17.799 --> 00:30:20.359
Our end result, though, is this.

565
00:30:20.319 --> 00:30:23.279
This happened to me in nineteen ninety four when I

566
00:30:23.319 --> 00:30:25.240
started an internet company in New Orleans.

567
00:30:25.759 --> 00:30:27.000
We knew that some of the.

568
00:30:27.000 --> 00:30:30.839
Big boys were going to do what we're doing, and

569
00:30:30.880 --> 00:30:34.440
we were the first ones that provided Internet connectivity for businesses.

570
00:30:34.799 --> 00:30:37.079
People may not know this, but there was an ISDM.

571
00:30:37.160 --> 00:30:39.880
We were the first with ISDM, we were first with

572
00:30:39.960 --> 00:30:42.279
T one connectivity. A lot of people don't remember that,

573
00:30:42.640 --> 00:30:44.960
but we knew that a big boy's going to buy

574
00:30:45.039 --> 00:30:47.960
us out, and within three years that actually happened. With

575
00:30:48.039 --> 00:30:50.920
the ALI company that we put together. We think the

576
00:30:50.960 --> 00:30:53.960
same thing's going to happen. We have a patented technology

577
00:30:54.519 --> 00:30:57.079
that nobody else is doing, and they're all focusing on

578
00:30:59.279 --> 00:31:04.799
really text stuff, but nobody's really focusing on organic video

579
00:31:05.480 --> 00:31:08.759
that you can take and analyze it frame by frame,

580
00:31:08.960 --> 00:31:11.559
convert it to a data and then any videographer can

581
00:31:11.599 --> 00:31:14.279
say I want this, this and this and it'll cut

582
00:31:14.319 --> 00:31:16.559
and splice those things and produce a video and then

583
00:31:16.599 --> 00:31:18.960
you could do whatever you want it through a video

584
00:31:19.039 --> 00:31:22.480
editor like Final Cutpro. We think we're ahead of the

585
00:31:22.480 --> 00:31:25.799
game of that now, Apple, Google, Amazon, all those guys

586
00:31:25.839 --> 00:31:27.240
are gonna probably eventually do it.

587
00:31:27.440 --> 00:31:28.799
But we've got the technology.

588
00:31:28.839 --> 00:31:30.519
We've done a lot of research and they said, well,

589
00:31:30.640 --> 00:31:32.200
they can probably do that in three weeks.

590
00:31:32.359 --> 00:31:32.920
No, they can't.

591
00:31:33.000 --> 00:31:35.640
The other reason they can't because of what we've done

592
00:31:35.839 --> 00:31:40.240
in video analysts, frame by frame without the hallucinations.

593
00:31:40.359 --> 00:31:41.599
That's the key point about that.

594
00:31:42.119 --> 00:31:44.920
We think someone's going to say, I want your technology,

595
00:31:45.319 --> 00:31:47.680
I want to integrate to what we're doing, and we're

596
00:31:47.680 --> 00:31:49.839
going to have a competitive advantage over the big boys

597
00:31:50.119 --> 00:31:52.279
for a certain period of time. And that's the end result,

598
00:31:52.279 --> 00:31:54.039
and that's the goal that we're shooting for.

599
00:31:55.720 --> 00:31:58.319
And where can people learn information about your company?

600
00:31:59.240 --> 00:32:03.720
They could certainly go to Evolvemedia dot ai. They can

601
00:32:03.759 --> 00:32:07.880
certainly contact me at m Lewis at Evolvedmedia dot ai

602
00:32:07.920 --> 00:32:11.599
and send me an email and inquire about it. So

603
00:32:11.680 --> 00:32:15.119
I'm open, I mean anyway they can reach me. I'm

604
00:32:15.160 --> 00:32:18.599
happy to talk to them. Twenty four seven. I do sleep,

605
00:32:18.839 --> 00:32:22.359
but I'm very passionate about what's going on, So I'll

606
00:32:22.440 --> 00:32:26.680
take text messages, I'll take whatever throughout the day.

607
00:32:28.640 --> 00:32:31.400
I know, Mark, you're so passionate about it, and I'm

608
00:32:31.440 --> 00:32:34.559
positive that you know your company will succeed because you

609
00:32:34.640 --> 00:32:38.519
bring that passion and experience to it. Anything else you'd

610
00:32:38.559 --> 00:32:41.599
like to share with our audience about your contact information

611
00:32:42.519 --> 00:32:43.079
about your.

612
00:32:42.960 --> 00:32:48.359
Book, Yeah, they can go to Mark LEWISLLC dot com.

613
00:32:48.480 --> 00:32:50.880
I've got you know, I do some consulting work. I

614
00:32:50.920 --> 00:32:53.799
do CEO roundtables, I've got a book. Give a damn

615
00:32:53.839 --> 00:32:57.359
the cult to take in the cultural change that I'm

616
00:32:57.440 --> 00:33:00.680
passionate about because I think society is going down this

617
00:33:00.759 --> 00:33:04.200
path of self centered path that's hurting us.

618
00:33:04.039 --> 00:33:06.960
In a way. We don't have that interaction within people.

619
00:33:07.000 --> 00:33:10.359
I think technology has been great overall, but it hasn't

620
00:33:10.400 --> 00:33:13.839
been great for human communication, to be honest with it,

621
00:33:13.880 --> 00:33:17.599
even though it's increased human communication, the face to face

622
00:33:18.079 --> 00:33:20.559
communication I had when I was with IBM and doing

623
00:33:20.559 --> 00:33:25.400
all these things was significant and we're getting away from that.

624
00:33:25.599 --> 00:33:30.440
But they can learn more about me. I also want

625
00:33:30.440 --> 00:33:33.039
to appreciate you for all the AI work that you're doing.

626
00:33:33.039 --> 00:33:35.119
In the book you put out, I think that's really

627
00:33:35.119 --> 00:33:38.519
an important element in terms of how people can learn,

628
00:33:38.599 --> 00:33:41.799
especially on the leadership level, about what AI brings to

629
00:33:41.839 --> 00:33:44.759
the business and how they can utilivise AI to make

630
00:33:44.759 --> 00:33:45.559
it more effective.

631
00:33:45.640 --> 00:33:47.440
So you're doing great things with AI.

632
00:33:48.039 --> 00:33:50.480
I'm happy to be with you today, Thank you for

633
00:33:50.519 --> 00:33:53.799
all your support, and I look forward to continue to

634
00:33:53.839 --> 00:33:56.039
work for you with you in the future.

635
00:33:57.359 --> 00:34:01.079
Thank you Mark for sharing your wisdom because I know

636
00:34:01.279 --> 00:34:03.799
that what you shared is going to help a lot

637
00:34:03.839 --> 00:34:06.519
of people. And I'm sure Audience that you know you

638
00:34:06.680 --> 00:34:10.079
found so much value in what Mark has shared. Do

639
00:34:11.039 --> 00:34:15.239
check out his websites, both the websites, check out his

640
00:34:15.360 --> 00:34:19.840
book excellent book and I can tell you that you'll

641
00:34:19.960 --> 00:34:23.320
enjoy it. And if you, of course have any questions,

642
00:34:23.360 --> 00:34:26.639
Mark is very easy to approach connect with him. So

643
00:34:26.840 --> 00:34:32.920
thank you Mark for joining with us and sharing your nuggets.

644
00:34:32.960 --> 00:34:35.440
And thank you wonderful Audience for being part of the show,

645
00:34:35.480 --> 00:34:38.960
because without you, the show would not be possible. Reach

646
00:34:39.000 --> 00:34:41.199
out to us like you always do, let us know

647
00:34:41.239 --> 00:34:44.360
how we can serve and support you, and thank you

648
00:34:44.400 --> 00:34:47.440
on for being a tech genius. Be well and take

649
00:34:47.480 --> 00:34:48.519
care until next time.

650
00:34:49.320 --> 00:34:53.000
Thanks Divie, thank you for being part of Beyond Confidence.

651
00:34:53.000 --> 00:34:55.119
With your host, d v Park, we hope you have

652
00:34:55.199 --> 00:34:57.679
learned more about how to start living the life you want.

653
00:34:58.119 --> 00:35:01.679
Each week on Beyond Confidence, stories of real people who've

654
00:35:01.719 --> 00:35:05.880
experienced growth by overcoming their fears and building meaningful relationships.

655
00:35:06.239 --> 00:35:09.639
During Beyond Confidence, Dvpark shares what happened to her when

656
00:35:09.639 --> 00:35:12.079
she stepped out of her comfort zone to work directly

657
00:35:12.119 --> 00:35:15.159
with people across the globe. She not only coaches people

658
00:35:15.199 --> 00:35:18.679
how to form hard connections, but also transform relationships to

659
00:35:18.760 --> 00:35:22.119
mutually beneficial partnerships as they strive to live the life

660
00:35:22.199 --> 00:35:24.559
they want. If you are ready to live the life

661
00:35:24.559 --> 00:35:28.280
you want and leverage your strengths, learn more at www

662
00:35:28.360 --> 00:35:32.000
dot dwpark dot com and you can connect with vat

663
00:35:32.320 --> 00:35:35.880
contact at dvpark dot com. We look forward to you

664
00:35:35.960 --> 00:35:37.039
joining us next week.