Sept. 23, 2025

Success Is a Numbers Game: Change the Odds, Hit Bigger Goals

Success Is a Numbers Game: Change the Odds, Hit Bigger Goals
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In this high-impact episode of Beyond Confidence, host Divya Parekh is joined by award-winning strategy consultant and HBR contributor Kyle Austin Young to break down a bold truth: success isn’t just about willpower—it’s about odds.

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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The topics and opinions expressed on the following show are

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This is Beyond Confidence with your host dvpark. Do you

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want to live a more fulfilling life? Do you want

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

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financial goals? Well? Coming up on ZVO Parks Beyond Confidence,

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you will hear real stories of leaders, entrepreneurs, and achievers

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who have steps into discomfort, shattered their status quo, and

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are living the life they want. You will learn how

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relationships are the key to achieving your aspirations and financial goals.

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Moving your career business forward does not have to happen

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at the expense of your personal or family life or

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vice versa. Learn more at www dot divpork dot com

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and you can connect with tv ants contact dants dvpark

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dot com. This is beyond confidence and now here's your

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host TV Park.

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Good morning listeners. So great to be here with y'all.

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And I just want to share today. Sometimes it's important

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to extend kindness to yourself as well. So and when

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I talk about kindness is sometimes it's also the kindness

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comes as a gentle nudge, and I want to share.

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As it was, it was hard for me to wake

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up in the morning, and I gave myself a gentle nudge,

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got out of the bed, and this was not in

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the mood. And then all of a sudden I came

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upon this tiny little sprinkler and a ray of sunshine

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falling on it that inspired me to write the poem.

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So at my core of my heart, I am a writer.

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I just want to share that little poem before it

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gets started today. So this morning I nearly surrendered to

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the warmth of the bed, to the whisper that said stay.

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I rose, unwilling, steps heavy, the world dull and gray.

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Then a sprinkler scattering diamonds in the sun, ordinary turned luminous, resistance,

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turn and wonder, and I knew if I had not moved,

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I would have missed this miracle. So I want to

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invite your shelf to be kind to your shelf by

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even nudging, because sometimes we will give into our zone

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of comfort. So that's my little share for the day,

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and let's bring on our guest.

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I'm sorry, I didn't mean interrupt you.

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Oh no, you're fine. Welcome.

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Thank you for having me. What a beautiful poem. How

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am I going to follow that?

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Oh, it's it's just it was in the moment, nothing there,

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And I thought that it was very becoming. Since you

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talk about success, you talk about achieving those bigger goals

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by changing the odds.

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And.

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This experience was just very befitting. So let me ask

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you usually start out from your childhood, youth, or anyone

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in your life who left to positive mark on you.

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I appreciate that. Yeah, I'm going to tell a story

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from my early twenties. When I graduated college, I was

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very motivated to try to skip as many rungs as

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I could on the corporate ladder. I wasn't really inspired

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by the entry level positions that I was seeing, so

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I wanted to try to pursue something that had the

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opportunity to grow as a leader and to try to

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make a real impact in an organization. So I worked

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very hard and did some very creative things. I talk

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about those in the book when I talk about how

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to improve your odds of getting a promotion or a

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job that might feel out of reach. And I ultimately

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became the product development director at a growing health organization.

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And at that time, this was almost fifteen years ago,

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I was managing people who were twice my age, had

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more credentials, more experience, more education than I did. And

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it was great to get the job, but there was

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a lot of pressure and there were a lot of

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people who were really questioning whether or not I could

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do this well. And I knew that if I made

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a big mistake, there was going to be a risk

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that I wasn't going to be able to hang onto

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this job for very long. And I did make a

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big mistake. I made a mistake pretty quickly. Actually, I

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misunderstood a relationship that we had with a contractor, a

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graphic designer. I thought this person was being paid by

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the project, and turned out there being paid by the hour.

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I had either been told incorrect information, or I'd misunderstood

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or misremembered it, and so we had made some decisions

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in the work that we gave this person that had

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an enormous impact on our bill, things that we could

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have done internally. We sent off thinking that it was

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all paid for and it wasn't. And so again, this

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is about fifteen years ago, and one day I came

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to work, opened my inbox and I found an expected

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invoice for six thousand dollars that was not in the budget.

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And it was the result of this misunderstanding and the

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relationship we had with this contractor. And at first I

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thought he's mistaken, that that's not our agreement. Then finally

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I was able to find the original agreement from my predecessor,

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and I saw that the contractor was correct. He had

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built us appropriately and we really did owe him six

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thousand dollars. And this was that big mistake that I'd

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been dreading making that I thought I had the potential

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to derail this exciting position before it really even got going.

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And so I had to face the music and I walked,

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you know, walked through the halls to the cfo's office.

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I reported directly to the CFO and I knocked on

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the door. He was sitting there on the computer. He

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turned around. He said, what's going on? And I said,

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I need to tell you the truth. We have this

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contractor and I've misunderstood our relationship with him, and as

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a result, I've spent six thousand dollars that was not

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in the budget. And I take that really seriously. I

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feel terrible about this. It's not going to happen again,

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but I wanted to tell you directly and let you

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know that this happened. And I still remember the CFO

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again fifteen years ago. He leans back, he closes his eyes,

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he takes a deep breath, and I thought, I'm about

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to get fired. And then finally he leans forward and

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he said, you know, Kyle, when we learn something, there's

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usually a cost, and in some context we call that

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cost tuition. And in the context of you know, school,

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we're very very comfortable with the idea that learning comes

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at a cost. We're very comfortable with the idea that

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we pay tuition for the insights that we gained in

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this life. And he said, I think a lot of

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us forget that when we move into our professional lives,

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and you've recently made that transition from school into your

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professional life. And he said, we're going to call this

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six thousand dollars bill tuition, and the tuition is go

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find all the agreements that your predecessor entered into, read them,

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and do your best to abide by those terms. And

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then he just turned back around and went back to work, okay,

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And so I went back and I did exactly that,

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And it was a helpful lesson for me, both in

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the context of doing some homework to not make any

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assumptions about the terms of these different agreements that we had,

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but also this idea that learning comes at a cost,

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that we can call that tuition, and that when we

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are comfortable with the idea that we're typically going to

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pay some form of tuition or other in order to

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learn the things that we need to succeed in life,

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it can help us, you know, have the confidence to

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take risks and to experiment and to do the things

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that will ultimately make us better tomorrow.

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Yes, that's a beautiful story, and it's such a fine,

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such a fine example of leadership. Rather than penalizing you,

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he helped you see just a different side and a

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different angle from looking at the situation from a different

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lens and saying that listen, I'm here to support you.

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Just don't make it again. And he also gave you

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the path to that. I love that story. Thank you

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for sharing it. So share with us. You know some

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of the things you mentioned that you did not want

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to climb many wrongs while you reached to the top

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of the letter. So any of their stories, like you know,

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where did your life Johnny take you after that? And

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any nuggets as you grew in your career.

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Sure in the context of that organization, I ultimately did

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very well for several years and was able to have

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a great impact and got excellent reviews. I ended up

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being a part of a layoff, and so that derailed

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my life a little bit. I accepted another leadership position.

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I was laid off again. That derailed my life a

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little bit. And at that point I was tired of

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telling my wife that I'd lost my income so unexpectedly,

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so I decided to start consulting. I wanted a more

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diversified income. I wanted to have several clients so that

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I could never be in that position again. So I

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used the skills that I got from those two leadership positions.

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I started consulting and I was working with a long

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list of clients. These were all people who had big goals,

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and since I was just starting out at that time

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many years ago, a lot of them were people who

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other consultants had passed on. These weren't necessarily the people

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who were the most likely to succeed. I knew that

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my job, if I was going to find success in

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this field of consulting, was I was going to have

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to ultimately do everything in my power to optimize these

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people's odds of success, to do whatever I could to

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help them achieve the things that they wanted to achieve.

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Some people kind of base their careers around the idea of, well,

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I did what I was hired to do, you know,

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I did what I was paid for. I did my part.

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And I always recognized that if my clients weren't successful,

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even though they might have positive feelings toward me, if

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the projects failed, they weren't going to be able to

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pay me, they weren't going to be able to continue

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hiring me. That these people and their organizations had to

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be successful for me to be employed long term as

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a contractor with these different companies. So a lot of

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times I went well outside the scope of my job

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and trying to understand what would it really take for

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these people to find success, And through that I developed

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a tool which is the foundation of my new book.

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It's called a success diagram, and a success diagram is

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where you map out everything that has to go right

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for you or for your client to get the outcome

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that they want. Everything that has to go right. You

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brainstorm the potential bad outcomes, what are the things that

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could happen instead of what we need to happen, And

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you have an opportunity if you want to, to layer

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some very simple math on top of that that you

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can do on your cell phone calculator and get a

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real sense of your odds of success currently. And then

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in the book, I take people through a five step

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framework for improving their odds and when they're done, they

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can do the math again, see how it's improved, and

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make more informed decisions about what goals to pursue and

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make smarter decisions in the context of those individual goals.

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Yeah. No, absolutely, so it sounds like definitely creating that

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certainty in the uncertainty of situation and things. So if

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our listeners are like, you know, like you know, as

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they're listening to our conversation. I'm definitely sure they're curious, like,

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what are those five steps?

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Sure? Well, when I teach people, some of those steps

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are contextualized in the book, but the general principles First,

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you need to create a success diagram, and a success

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diagram the building blocks of that are what I call

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critical points. Critical points are everything that has to go

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right in order for you to get what you want. So,

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if you're comfortable with it, can I share an analogy

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of that?

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Oh? Please, definitely, And also kind of I'm sure, like

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you know, the next question is going to be that

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how do we know, like you know, which other right

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things or which other things that have to go right.

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Sure, I'm going to put that one on hold just

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really quickly while I explain the framework a little bit,

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and then I'll try to speak to how we identify

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the things that need to happen in order for us

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to accomplish our goal. So I'm going to use the

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analogy of maybe you are thinking about running a marathon,

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and you don't have a lot of time to prepare,

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but that's a goal a lot of people have, a

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lot of people are interested in running a marathon, and

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while a lot of organizational goals are very context specific.

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This is something I think we can all kind of

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wrap our heads around. So let's say you're preparing for

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a marathon on short notice. You have ninety days to

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get ready, and you know that's not a lot of time.

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So you hire a running coach, and your running coach

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tells you, we're short on time. But this is doable

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if you can do three things. She says, I have

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a plan that has three different steps. The first thing

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is you're going to have to stick to my fitness

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plan for ninety days. You're going to run, you're going

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to train, You're going to get ready physically.

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She says.

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The second thing you're going to have to do is

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you're going to stick to my nutrition plan. If you

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aren't eating the way that I need you to eat,

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you aren't going to be able to recover, you aren't

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going to be able to train. It's not going to work.

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And then she says, the third thing you have to

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do is I have a sleep schedule, and you have

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to sleep according to the sleep schedule so that you're

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going to be ready. And if you do all three

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of these things, I can get you to the point

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where you're going to be able to run that marathon

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in ninety days. All of my clients who actually stick

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with this plan are able to make it. But if

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you cheat on any of these things, if you only

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do one of them, or you only do two of them,

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or you only do them half the time, you're not

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going to be ready. You're not going to be able

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to finish that race in just three months. So let's

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take this idea. We're making this up, but this is

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a situation where we have three things that need to

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go right for us to accomplish our goal. We need

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to stick with a fitness plan, a nutrition plan, and

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a sleep schedule. Okay, so we have an opportunity to

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ask ourselves how likely do we think we are to

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accomplish each of those three steps? And I want to

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keep this really simple, but I am going to put

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some numbers to it. Let's say that I think if

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there's a seventy percent chance I'll stick with the fitness plan,

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a seventy percent chance I'll stick with a nutrition plan,

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and a seventy percent chance I'll stick with the sleep schedule.

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I'm keeping this very simple. There's three things that need

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to go right. We think there's a seventy percent chance

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that will do each of those things well. What most

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humans do in this situation is something called averaging. We

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look at a goal we consider, to some extent in

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our own minds, the things that need to go right,

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and if we feel good about each of them individually,

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then we will feel good about the goal as a whole.

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But that's actually not realistic. If these are true prerequisites

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to success, where every single one of them has to

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go right in order for us to accomplish what we

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intend to accomplish, then we can't average. What we actually

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have to do from a mathematical standpoint is we have

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to multiply. In this case, that's point seven times point

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seven times point seven. That's very easy. I've picked up

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my cell phone, I've typed that in and what I

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find is I have a thirty four percent chance of

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accomplishing this goal. If it's true that I have to

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stick with this fitness plan, this nutrition plan, and this

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sleep schedule in order to be ready to run this

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marriag on, I only have a thirty four percent chance

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of doing all three of those things, even though individually

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they look good. The odds that I'm going to slip

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up on at least one of them are pretty high,

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and the odds that I'm ultimately going to successfully run

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twenty six miles are very low. So what the book

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teaches you how to do is after you've created a

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success diagram, after you've gotten a sense of how likely

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you are to accomplish a goal, we then start brainstorming

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what are the potential bad outcomes that could keep you

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from accomplishing each of these individual steps. So let's take

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the idea of the fitness plan. What are some things

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that might keep me from following through and actually accomplishing

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what I'm needing to do in order to prepare physically well.

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It's possible that on a day when I have to run,

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it might be raining outside and I wouldn't be able

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to go for a run. What can I do in

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response to that, Well, it might be smart to have

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a gym membership. It might be smart to have a

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treadmill in my house. It might be smart to buy

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an extra set of running shoes and keep them in

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the car so that there's a break in the weather,

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I can make the most of it whenever and wherever

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I am. So those are some responses we could have

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to what if I'm concerned that I'm going to deal

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with the lack of motivation. You wrote a beautiful poem

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that started with you feeling like you didn't want to

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leave the warmth of bed, Right, Well, if I don't

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want to leave the warmth of bed on a day

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when I need to run, what can I do to

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help with that? Well, one thing that might help is

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maybe I need a running partner. Maybe I need someone

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who can bring some accountability and who can help me

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stay motivated to actually get up and follow through on

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these intentions. What's the third thing that could derail me?

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You know, it's possible that I could be derailed, and

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again I'm making these up as we go, but maybe

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by some kind of injury. So a good stretching routine,

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something that could prevent things like shin splints might be

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really smart. So what we're doing is we're trying to

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identify what are the bad outcomes that could keep us

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from doing this. And what most humans do in this

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situation is, rather than thinking about what could go wrong,

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we try to double down on this desire to succeed.

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We try to use desire as this antidote to uncertainty.

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If somebody said, you know, why are you so confident

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that you're going to be able to run this marathon?

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They might say, well, I just really want it, I'm

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really committed to this, I'm really focused. But at the

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end of the day, none of those things measurably improve

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your odds of success. Being really confident or being really

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focused isn't going to prevent the rain from coming tomorrow.

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Being really committed to running a marathon isn't going to

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prevent a shin splint. The things that could actually prevent

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that are what I call these hacks, these ways to

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try to take the risk out of a potential bad outcome.

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At a friend who read the book recently, he said,

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you've created a plan for systematically de risking your goals,

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and I think that there's a lot of truth in that.

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So what I teach people how to do is after

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they've identified their critical points, after they've layered some math

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on it potentially, and after they have identified the bad

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outcomes that could get in their way, we look at

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ways to make those less likely. And so I just

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want to demonstrate the impact of that. I talked about

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how in the previous example, we had about a thirty

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four percent chance of successfully being ready on race day

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based on what this running coach has told us. So

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let's change the numbers. Let's say that after creating all

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these contingency plans, after buying the extra set of running shoes,

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after getting the gym membership, after finding a running harder,

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after initiating the stretching routine, and being similarly intentional with

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the idea of a nutrition plan, with the idea of

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a sleep schedule. Let's say that after that we are

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convinced that there's a ninety percent chance will follow through

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from a fitness point of view, and a ninety percent

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chance will follow through from a nutrition point of view,

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a ninety percent chance will follow through from a sleep

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point of view. If we multiply that out, we find

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that we now have a seventy three percent chance ultimately

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being ready on race day. So we went from a

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thirty four percent chance of success to a seventy three

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percent chance of success. And we did that by diagramming

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what had to go right, being honest with ourselves about

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what could potentially go wrong, and using our creativity too,

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as my friend says, systematically de risk this goal, and

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in doing so, we took something that was a predicted

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failure and we turned it into a predicted success. There's

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a seventy three percent chance guarantee that you're going to

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follow through on all of these things. It doesn't guarantee it,

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but we've dramatically changed our odds over the course of

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a single goal that can change your outcome, over the

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course of many goals that can change your career, and

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over the course of a whole lifetime of goals that

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can change your legacy.

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Oh that was beautiful because what I'm hearing, Kyle is that, Okay,

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here's what you want, here's the outcomes, like you know

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you talked about like in Marathon in ninety days. You

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have your outcomes, and then what obstacles can get in

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the way. And now you have these obstacles, the potentials

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that could go wrong, that could happen, and you've got

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a plan into place. And that is such a beautiful

401
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way to have that because now you're removing the uncertainty.

402
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And when you remove the uncertainty, it takes the fear

403
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out of the equation. And most of the times the

404
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demotivation comes through having that fear of uncertainty, like, oh,

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what will happen if this goes wrong and that anticipation,

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So you're making that anticipation more tangible. So great insights.

407
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Now we have kind of passed out what does it

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look like, and of course in the book will go

409
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into details. I'm sure you know our listeners an audience

410
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will be looking to get your book. Is The next

411
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question that comes to mind is all right, I've got

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all of these things in place, Now how do I

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know which are the right things that I need to

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do to achieve my goal?

415
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That's absolutely right. I'm glad that you remember that question.

416
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I was going to bring us back there. I promised

417
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I would do my best. Obviously, I can't tell you

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the exact steps for every goal that you might want

419
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to pursue. If you're trying to earn a pilot's license,

420
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the steps to accomplishing that are going to be very

421
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different than if you're trying to grow tomatoes in your backyard.

422
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Some tips that I can give you are often the

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steps for how to accomplish something. Aren't that difficult to

424
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find If you go to the internet, if you go

425
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to chat GPT, if you do a little bit of research,

426
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if you buy a book about a specific goal in question.

427
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You're usually going to be able to find the recommendations

428
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of how to do something, or you can talk to

429
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someone who's already accomplished it before, say what did you do.

430
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You're usually going to be able to get a sense

431
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of what is expected of you if you do the research.

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I wrote this book because I felt like there was

433
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a gap. I felt like there were a lot of

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books telling you how to do things, but there wasn't

435
00:20:09.839 --> 00:20:11.799
a book that was helping you optimize your odds of

436
00:20:11.880 --> 00:20:15.240
actually accomplishing it. And so this was my attempt to

437
00:20:15.279 --> 00:20:18.359
give people a way to understand their odds, change their odds,

438
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and hopefully see better outcomes as a result. So, in

439
00:20:23.480 --> 00:20:25.720
terms of the context of an individual goal, those are

440
00:20:25.960 --> 00:20:28.759
a few tips for identifying what the steps might be.

441
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My goal, again, is to help you maximize your odds

442
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of ultimately accomplishing it, and also to give you an

443
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opportunity to prioritize and to make better decisions. A lot

444
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of the people I work with as a consultant are

445
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very smart, they're very ambitious, and they might have ten

446
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different goals that they're thinking about pursuing, and one of

447
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the big challenges for them is which one to pursue first,

448
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or some of them struggle to not say yes to

449
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all ten, and that they'll try to pursue ten different

450
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goals at the same time. One of the nice things

451
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about this framework is it's something that can help you

452
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prioritize when many people are considering which goal to pursue

453
00:21:02.400 --> 00:21:05.160
next in their lives, they'll resort to the idea of

454
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maybe looking at their personal values and saying, which goal

455
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aligns the most with my personal values. And there's wisdom

456
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in that some people will look at which goal might

457
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make the most things possible in the future, sort of

458
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an order of operations. There's a lot of wisdom in that.

459
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I talk about both of those things in the book.

460
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But the reason I think both of those frameworks are

461
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incomplete is they don't take into account your odds of success.

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And if you have a goal that is expected to

463
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fail the vast majority of the time, then it might

464
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not matter how much it aligns with your values. It

465
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might not matter what it could make possible if it

466
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were to succeed, because we don't expect it to succeed.

467
00:21:40.799 --> 00:21:42.440
And so when you have a framework like this, you

468
00:21:42.480 --> 00:21:45.240
can take the different goals you're considering you can create

469
00:21:45.240 --> 00:21:47.319
a success diagram, get a bird's eye view of what's

470
00:21:47.319 --> 00:21:49.119
going to have to go right in order to actually

471
00:21:49.160 --> 00:21:52.519
accomplish these things, and then you can make more intentional decisions.

472
00:21:52.839 --> 00:21:55.400
You can, in the context of knowing which goals actually

473
00:21:55.440 --> 00:21:59.359
are expected to succeed, stop and say which one aligns

474
00:21:59.359 --> 00:22:01.799
the most with my Bay values, Stop and say which

475
00:22:01.839 --> 00:22:04.640
one would make the most things possible in the future.

476
00:22:05.079 --> 00:22:07.079
You can also make smarter decisions in the context of

477
00:22:07.119 --> 00:22:10.079
an individual goal when you've mapped out the steps that

478
00:22:10.119 --> 00:22:11.960
have to go right. We use the example of running

479
00:22:11.960 --> 00:22:14.400
a marathon earlier. Those were three things that were being

480
00:22:14.400 --> 00:22:17.200
done concurrently. You needed to follow the fitness routine, the

481
00:22:17.279 --> 00:22:19.839
nutrition routine, and the sleep routine for the full ninety days.

482
00:22:20.000 --> 00:22:21.960
So that's a little bit different. But many goals are

483
00:22:22.000 --> 00:22:24.960
step by step. You maybe I need to get a

484
00:22:24.960 --> 00:22:27.599
person's approval, then I need to develop a prototype, then

485
00:22:27.599 --> 00:22:29.880
I need to sign a manufacturing agreement. Those are steps

486
00:22:29.880 --> 00:22:32.839
that would be in a more specific order. What you

487
00:22:32.839 --> 00:22:35.720
can find is that when you identify a low probability

488
00:22:35.720 --> 00:22:39.799
step along the path to success, sometimes it's very wise

489
00:22:39.839 --> 00:22:42.000
to put that at the beginning of your goal. It

490
00:22:42.079 --> 00:22:43.799
might not be the way you would have done it otherwise.

491
00:22:43.839 --> 00:22:46.200
But if there's a big risk of the project failing

492
00:22:46.440 --> 00:22:49.559
on step seven of ten, something that might theoretically be

493
00:22:49.599 --> 00:22:51.960
a few months out, if you can find some way

494
00:22:52.000 --> 00:22:55.319
to attack that now, then if it's successful, you're going

495
00:22:55.359 --> 00:22:58.680
to have dramatically improved your odds of success. If it

496
00:22:58.759 --> 00:23:01.160
is not successful, you're going to have failed fast. You're

497
00:23:01.160 --> 00:23:03.839
going to have learned that this is a goal that

498
00:23:03.960 --> 00:23:05.359
isn't going to pan out the way you wanted to,

499
00:23:05.480 --> 00:23:08.519
or at least not through this path much earlier in

500
00:23:08.559 --> 00:23:11.240
the process, before you've invested all the time and resources

501
00:23:11.279 --> 00:23:14.680
to get to that. So by front loading these lower

502
00:23:15.039 --> 00:23:17.880
or higher risk steps, steps that have a lower chance

503
00:23:17.920 --> 00:23:20.759
of succeeding, and moving the goal forward, you again have

504
00:23:20.799 --> 00:23:24.200
an opportunity to avoid a lot of potentially unnecessary costs

505
00:23:24.240 --> 00:23:26.519
to try more goals. And one of the things we

506
00:23:26.519 --> 00:23:28.160
talk about in the book in the first chapter is

507
00:23:28.200 --> 00:23:31.240
that repeated attempts can be very powerful. If I have

508
00:23:31.799 --> 00:23:33.920
a ten percent chance of accomplishing something, that doesn't mean

509
00:23:33.920 --> 00:23:35.720
I can't accomplish it. It means that over the course of

510
00:23:35.720 --> 00:23:38.200
ten attempts, we expect me to succeed nine times and

511
00:23:38.240 --> 00:23:40.640
fail one time. And one of the keys to being

512
00:23:40.720 --> 00:23:43.559
able to try several times is making sure that no

513
00:23:43.640 --> 00:23:47.119
one failure completely derails you forever. And the sooner in

514
00:23:47.119 --> 00:23:49.599
the process that you can fail when it's going to happen,

515
00:23:49.920 --> 00:23:50.759
the better off you'll be.

516
00:23:53.440 --> 00:23:58.119
Now some very powerful insights over there, and something that

517
00:23:58.160 --> 00:24:02.880
you mentioned about that it's not about giving up. It's

518
00:24:02.920 --> 00:24:09.200
about learning from those failures and creating those breeding grounds

519
00:24:09.200 --> 00:24:12.799
for future opportunities. So so many times what happens is

520
00:24:12.839 --> 00:24:16.680
that we have the outcomes you have talked about the

521
00:24:16.720 --> 00:24:20.640
steps that could derail it. Now, let's say you have

522
00:24:21.400 --> 00:24:25.839
multiple choices, how can you expose using your method, you

523
00:24:25.880 --> 00:24:27.559
know what the potential futures could be.

524
00:24:29.200 --> 00:24:31.799
Sure, well, that's the goal. By brand storing potential bad outcomes,

525
00:24:31.839 --> 00:24:33.359
The goal is to get a sense of what could

526
00:24:33.440 --> 00:24:36.400
go wrong so that we can then start proactively trying

527
00:24:36.400 --> 00:24:39.160
to prevent those things from happening. But I think that

528
00:24:39.200 --> 00:24:41.519
you made a really important point when it comes to

529
00:24:41.519 --> 00:24:44.240
the idea that what if something fails, how do we

530
00:24:44.319 --> 00:24:47.240
learn from it? This framework is designed to help you

531
00:24:47.359 --> 00:24:49.960
do that for a couple of reasons. One, a lot

532
00:24:49.960 --> 00:24:52.240
of people who fail at their goals this is surprising.

533
00:24:52.400 --> 00:24:54.359
They can tell you the goal failed, they can't tell

534
00:24:54.359 --> 00:24:56.759
you why. And one of the reasons I think they

535
00:24:56.799 --> 00:24:58.680
can't tell you why is they never stopped to actually

536
00:24:58.720 --> 00:25:02.599
consider the potential bad outcomes that could derail their chances

537
00:25:02.599 --> 00:25:05.160
of ultimately succeeding. And so they get to the end

538
00:25:05.200 --> 00:25:06.880
of something and they know that they didn't get the promotion,

539
00:25:07.240 --> 00:25:09.039
but they never stopped to try to understand why did

540
00:25:09.039 --> 00:25:10.480
not get the promotion. They never stopped to try to

541
00:25:10.519 --> 00:25:13.720
understand why did the business not succeed. And so this

542
00:25:13.799 --> 00:25:16.240
is something that can be incredibly helpful when you're trying

543
00:25:16.279 --> 00:25:18.519
to look back and trying to find those insights for

544
00:25:18.559 --> 00:25:20.880
two reasons. One, it can give you real insight into

545
00:25:20.920 --> 00:25:23.680
why the goal failed. You now have a map that

546
00:25:23.759 --> 00:25:26.119
you can turn to to try to pinpoint the exact

547
00:25:26.160 --> 00:25:28.880
moment where something went wrong, and that will tell you

548
00:25:28.920 --> 00:25:31.680
that that's an area where maybe you're lacking the resources

549
00:25:31.720 --> 00:25:33.720
to be successful. So if you're going to need that

550
00:25:33.799 --> 00:25:36.799
same person's approval for a different goal and you weren't

551
00:25:36.799 --> 00:25:38.519
able to get it this time, we should be very

552
00:25:38.559 --> 00:25:40.559
mindful of that as we consider future goals that might

553
00:25:40.599 --> 00:25:43.599
require that person's approval. It's also going to tell you,

554
00:25:44.480 --> 00:25:46.720
or rather remind you, of the things that did go well.

555
00:25:46.960 --> 00:25:48.880
It's going to show you the steps that you did accomplish.

556
00:25:48.960 --> 00:25:50.359
It's going to show you the steps that you took

557
00:25:50.680 --> 00:25:53.359
to minimize the risk with each one of those steps

558
00:25:53.359 --> 00:25:56.720
by attacking those potential bad outcomes. And so in doing that,

559
00:25:56.799 --> 00:25:58.359
you're now going to have a lot of strategies that

560
00:25:58.400 --> 00:26:00.839
you can apply to a future goal you are going

561
00:26:00.880 --> 00:26:02.440
to need. You know, we've made up the idea of

562
00:26:02.440 --> 00:26:04.839
a working prototype and a future goal. Well, everything that

563
00:26:04.880 --> 00:26:07.400
you apply to this situation, you now have a document.

564
00:26:07.480 --> 00:26:10.039
You now have a record that shows the actions you

565
00:26:10.079 --> 00:26:12.319
took and how they panned out when it came to

566
00:26:12.359 --> 00:26:15.200
that step in your process. So if you encounter another

567
00:26:15.240 --> 00:26:18.440
goal that has a similar prerequisite to success, a similar

568
00:26:18.480 --> 00:26:21.559
step that you have to accomplish, you can often repurpose

569
00:26:21.640 --> 00:26:24.039
the things that you've learned from these past projects. So

570
00:26:24.519 --> 00:26:27.319
by living more intentionally, it's easier to spot the insights

571
00:26:27.359 --> 00:26:29.839
as they come to us. And I think that these

572
00:26:30.279 --> 00:26:32.799
insights are all around us every day. It's just a

573
00:26:32.839 --> 00:26:36.920
matter of seeing them.

574
00:26:37.039 --> 00:26:39.920
Hmm. You said that it's a matter of seeing them,

575
00:26:40.640 --> 00:26:47.000
and that's the piece that's so many times what happens

576
00:26:47.079 --> 00:26:49.559
is that people don't have the awareness. People are so

577
00:26:49.720 --> 00:26:51.720
caught up in the loop and then they're stuck and

578
00:26:51.799 --> 00:26:54.599
like going through that spiral. What are some of the

579
00:26:54.640 --> 00:26:56.119
ways to bring people out of that?

580
00:26:58.480 --> 00:27:00.440
Tell me more about the spiral, specifically bring them out

581
00:27:00.480 --> 00:27:00.920
of what's spiral.

582
00:27:01.000 --> 00:27:04.160
And also for example, let's say you know somebody has

583
00:27:04.200 --> 00:27:06.720
failed a couple of times, Sure, and they know that

584
00:27:06.799 --> 00:27:09.440
the odds are there, but brain has its own way.

585
00:27:09.559 --> 00:27:13.279
Mind has its own way of derailing people when they're

586
00:27:13.559 --> 00:27:15.960
getting stuck into the negative spiral. Like you know, those

587
00:27:16.000 --> 00:27:20.119
negatives and negative emotions are there, and sometimes numbers may

588
00:27:20.160 --> 00:27:23.400
not mean as much during that time. So what could

589
00:27:23.400 --> 00:27:25.880
they do to move out of it?

590
00:27:26.519 --> 00:27:28.079
Yeah, it's a great question. Well, the beauty of this

591
00:27:28.160 --> 00:27:31.559
frameworks it gives you a proactive way to respond to

592
00:27:31.640 --> 00:27:33.880
those type of fears, and it all starts with asking

593
00:27:33.880 --> 00:27:37.119
the question why. If you're telling me I'm nervous as

594
00:27:37.160 --> 00:27:39.039
goal is going to fail, my response is going to

595
00:27:39.079 --> 00:27:42.799
be why. And then if you tell me, well, I'm

596
00:27:42.839 --> 00:27:44.039
worried that I'm not going to be able to get

597
00:27:44.039 --> 00:27:47.119
this person's approval, I'm going to say why. And if

598
00:27:47.119 --> 00:27:48.559
you say, well, I'm just worried they're going to be

599
00:27:48.559 --> 00:27:51.640
in a bad mood. And I'm going to say why, Well,

600
00:27:51.759 --> 00:27:55.000
sometimes they show up in a bad mood on days

601
00:27:55.039 --> 00:27:57.880
when you know that the weather isn't nice outside. Then

602
00:27:57.920 --> 00:28:00.759
I'd say, okay, great, now we've gotten somewhere. So if

603
00:28:00.799 --> 00:28:03.000
we wake up and the weather's bad, what are we

604
00:28:03.039 --> 00:28:05.079
going to do to try to change this person's mood

605
00:28:05.160 --> 00:28:07.000
before the conversation. Maybe we don't want to have a

606
00:28:07.000 --> 00:28:09.400
meeting with them first thing in the morning. Maybe we

607
00:28:09.440 --> 00:28:11.799
need some time for them to settle in. Maybe we

608
00:28:11.880 --> 00:28:13.960
want to send in a colleague to try to have

609
00:28:14.200 --> 00:28:16.880
a friendly conversation with them improve their mood before we

610
00:28:16.920 --> 00:28:19.559
go in there and ask for this. You know, maybe

611
00:28:19.640 --> 00:28:21.759
we want to try to reschedule the meeting. Maybe if

612
00:28:21.799 --> 00:28:23.640
I'm going to try to get someone's approval on a

613
00:28:23.720 --> 00:28:25.319
day when I think they're likely to be in a

614
00:28:25.359 --> 00:28:27.359
bad mood, maybe I'll send them a note and say, hey,

615
00:28:27.720 --> 00:28:29.839
book today, can we move this to tomorrow on a

616
00:28:29.880 --> 00:28:31.720
day when the weather's better. And this kind of silly

617
00:28:31.720 --> 00:28:33.920
analogy that we're making up, But the goal in all

618
00:28:33.960 --> 00:28:36.680
of this is that as we deal with the fears

619
00:28:36.680 --> 00:28:39.119
of things that could go wrong. A lot of people

620
00:28:40.640 --> 00:28:42.519
excuse me, A lot of people criticize us for that,

621
00:28:42.599 --> 00:28:44.960
and we say, hey, be positive, focus on the positive,

622
00:28:44.960 --> 00:28:48.480
you know, don't think so negatively. And I disagree with that.

623
00:28:48.519 --> 00:28:50.400
I think that these are real threats to our success,

624
00:28:50.400 --> 00:28:53.039
and I think that there's incredible value in trying to

625
00:28:53.119 --> 00:28:55.960
understand where the risk lies and trying to take away

626
00:28:56.000 --> 00:28:57.240
as much of that risk as we can.

627
00:28:58.839 --> 00:29:02.839
Yes. Absolutely, And that's the thing, right, the power of

628
00:29:02.920 --> 00:29:07.160
association that when you are negating your own feelings and

629
00:29:07.200 --> 00:29:10.079
emotions like oh, you've got to be positive, you're not

630
00:29:10.119 --> 00:29:13.279
acknowledging the failures that could happen. And it's super important

631
00:29:13.319 --> 00:29:18.279
to acknowledge that reality. So what I'm hearing and understanding

632
00:29:18.359 --> 00:29:21.920
call over here is that what you're doing is you

633
00:29:21.960 --> 00:29:26.960
are taking the goals and bringing some a dash of reality,

634
00:29:27.000 --> 00:29:32.480
a dash of planning, and a dash of acts that

635
00:29:32.759 --> 00:29:34.559
can preempt what could go wrong.

636
00:29:35.480 --> 00:29:37.319
That's exactly the goal. The goal is to preempt what

637
00:29:37.319 --> 00:29:39.559
would go wrong. Some people we use the phrase we'll

638
00:29:39.559 --> 00:29:42.039
cross that bridge when we come to it, but in

639
00:29:42.119 --> 00:29:46.039
many situations, you aren't going to be able to fix

640
00:29:46.119 --> 00:29:49.480
something once it's past a certain point. Whereas you could

641
00:29:49.839 --> 00:29:52.720
quite likely prevent it entirely once that person tells you no.

642
00:29:52.960 --> 00:29:56.240
For example, the person who's approval you need, you might

643
00:29:56.319 --> 00:29:59.000
not really have a path toward getting them to reconsider that.

644
00:29:59.079 --> 00:30:01.480
But if you can get the yes the first time,

645
00:30:01.599 --> 00:30:04.359
then that's certainly something that's worth being intentional about. So

646
00:30:04.759 --> 00:30:07.000
we joke that an ounce of prevention is worth a

647
00:30:07.039 --> 00:30:10.039
pound of cure. I think that focusing on your odds

648
00:30:10.039 --> 00:30:12.839
of success is one of the most reliable ways to

649
00:30:12.880 --> 00:30:14.799
get more of what you want in life. There are

650
00:30:14.799 --> 00:30:16.920
a lot of books that will teach you how to

651
00:30:16.960 --> 00:30:19.319
optimize some aspect of your life in general, how to

652
00:30:19.319 --> 00:30:23.039
become more emotionally intelligent, how to improve your habits, how

653
00:30:23.039 --> 00:30:25.599
to create a great morning routine. Each of those things

654
00:30:25.599 --> 00:30:29.720
can be individually valuable, but none of them are positioned

655
00:30:30.000 --> 00:30:33.359
to help us transform our odds in the context of

656
00:30:33.400 --> 00:30:36.519
a specific goal. To do that, we have to understand

657
00:30:36.720 --> 00:30:38.920
what's going to need to go right, what could go wrong,

658
00:30:39.119 --> 00:30:40.960
and what can I do to minimize the risk of

659
00:30:40.960 --> 00:30:44.240
those bad outcomes. If we start consistently doing that every time,

660
00:30:44.480 --> 00:30:47.599
we can truly change the outcomes that we're seeing each

661
00:30:47.599 --> 00:30:49.839
and every day. And you don't have to use numbers.

662
00:30:49.880 --> 00:30:51.640
The book is called Success as a Numbers Game, but

663
00:30:51.920 --> 00:30:54.079
this is a story driven framework. I just told you

664
00:30:54.119 --> 00:30:56.640
a story about running a marathon, and there weren't a

665
00:30:56.640 --> 00:30:58.119
lot of numbers in that. Even if we had taken

666
00:30:58.119 --> 00:31:00.359
the numbers out, we still could have experience against the

667
00:31:00.440 --> 00:31:02.759
power of it, identifying what was going to have to

668
00:31:02.759 --> 00:31:05.000
go right, brainstorming what could go wrong, and doing everything

669
00:31:05.039 --> 00:31:07.319
we could to take the risk out of those bad outcomes.

670
00:31:07.480 --> 00:31:10.480
We wouldn't necessarily have a prediction of how likely we

671
00:31:10.480 --> 00:31:12.680
were to succeed, but we could be confident that we

672
00:31:12.759 --> 00:31:15.920
did improve our odds of success. And you asked earlier,

673
00:31:15.920 --> 00:31:17.599
how do we identify the steps on the path to

674
00:31:17.640 --> 00:31:19.400
our goal? Well, there are going to be some goals

675
00:31:19.440 --> 00:31:22.519
where you may not have the full picture up front,

676
00:31:22.720 --> 00:31:25.519
and that's okay. What you can do is you work

677
00:31:25.559 --> 00:31:27.279
on the steps that you do know about. It may

678
00:31:27.319 --> 00:31:28.920
just be one step at a time. I know what

679
00:31:28.960 --> 00:31:31.000
the next thing that I need to do is great.

680
00:31:31.559 --> 00:31:33.279
We need to identify the risk and we need to

681
00:31:33.279 --> 00:31:34.640
do what we can to take it out of that

682
00:31:34.920 --> 00:31:37.000
And if we're successful at that step and we moved

683
00:31:37.000 --> 00:31:38.160
to the next one, we're going to do the same

684
00:31:38.200 --> 00:31:40.839
thing again, one step at a time, until we ultimately

685
00:31:40.880 --> 00:31:42.240
end up where we're hoping to end up.

686
00:31:43.720 --> 00:31:47.000
Yeah. No, that's definitely powerful. It's almost like driving your

687
00:31:47.079 --> 00:31:50.039
car and a fog you cannot see it. You have

688
00:31:50.119 --> 00:31:53.319
your headlights, and it's knowing that, Okay, I able to

689
00:31:53.359 --> 00:31:55.720
see the ten feet, then I'm going to see the

690
00:31:55.759 --> 00:31:58.359
next ten feet. And one thing I do want to

691
00:31:58.359 --> 00:32:02.160
come back on is when you talked about getting the

692
00:32:02.240 --> 00:32:07.920
approval of someone or having that opportunity to get the

693
00:32:08.039 --> 00:32:10.759
buy in from your stakeholders. So it's important to build

694
00:32:10.799 --> 00:32:13.839
the relationships that if you know where you're going, you

695
00:32:13.880 --> 00:32:17.400
know you've got to collect some of these buy ins.

696
00:32:17.440 --> 00:32:22.359
You've got to have influence on these people. So as

697
00:32:22.359 --> 00:32:24.680
you're thinking it through, you can even kind of go

698
00:32:24.759 --> 00:32:27.319
and do a deeper dive that Okay, what's in it

699
00:32:27.359 --> 00:32:30.000
for them, what's in it for you? And looking at

700
00:32:30.000 --> 00:32:33.359
it from you know, different lenses of like the personal

701
00:32:33.440 --> 00:32:37.119
lens and organizational lens and the relational lens. When you

702
00:32:37.240 --> 00:32:41.039
do that, that relationship will take you long ways. And

703
00:32:41.079 --> 00:32:43.119
going back to what you said is like, it's again,

704
00:32:43.559 --> 00:32:47.119
what could go wrong? So if you are anticipating that,

705
00:32:47.240 --> 00:32:51.519
then even the human factor is captured in.

706
00:32:51.480 --> 00:32:54.359
That that's absolutely right in the book. I sometimes call

707
00:32:54.400 --> 00:32:57.400
that passive probability hacking. If I know what's going to

708
00:32:57.440 --> 00:32:58.839
have to go right in the future for me to

709
00:32:58.839 --> 00:33:01.880
accomplish a goal that I'm actively pursuing, or maybe a

710
00:33:01.880 --> 00:33:04.640
goal that I'm just thinking about, I can start living

711
00:33:04.680 --> 00:33:07.680
my life today looking for ways to change my odds

712
00:33:07.680 --> 00:33:10.519
of success. So if there's a potential goal that I'm

713
00:33:10.519 --> 00:33:13.279
considering that's going to involve a certain person's approval, I

714
00:33:13.319 --> 00:33:17.960
can start investing in that relationship now in preparation for

715
00:33:18.279 --> 00:33:20.640
the possibility that someday I'll need it, whether you know,

716
00:33:20.680 --> 00:33:22.519
whether on a goal that I'm actively pursuing or one

717
00:33:22.519 --> 00:33:25.000
that I'm just considering. So when you have a sense

718
00:33:25.039 --> 00:33:27.440
of what you want to accomplish in life and of

719
00:33:27.480 --> 00:33:30.880
what it's going to actually take, you can start collecting

720
00:33:31.279 --> 00:33:33.720
assets and advantages, kind of in the same way that

721
00:33:33.759 --> 00:33:35.119
you know you might go on an Easter egg gun,

722
00:33:35.240 --> 00:33:36.920
You pick up the egg, you put it in your basket,

723
00:33:37.119 --> 00:33:39.400
and then you'll you'll open up the eggs later. I

724
00:33:39.440 --> 00:33:42.960
find that accomplishing our goals can be a lot like that.

725
00:33:43.039 --> 00:33:45.119
When we have a map of where we're headed, and

726
00:33:45.119 --> 00:33:47.559
that's what a success diagram is intended to be. It's

727
00:33:47.599 --> 00:33:49.720
been very helpful for my clients. It allowed me to

728
00:33:50.200 --> 00:33:52.319
empower them to accomplishing is that nobody thought they were

729
00:33:52.359 --> 00:33:54.920
going to accomplish. And that's what changed my consulting career

730
00:33:55.319 --> 00:33:58.400
was people succeeding who no one really expected to succeed,

731
00:33:58.440 --> 00:34:00.480
and they said, what's their secret advantage? How are they

732
00:34:00.480 --> 00:34:02.519
doing this? Well? I was doing everything I could to

733
00:34:02.559 --> 00:34:04.920
take the risk out of their goals and that led

734
00:34:04.920 --> 00:34:08.559
to some exciting opportunities writing for Harvard Business Review and Forbes,

735
00:34:08.599 --> 00:34:11.920
and Psychology Today, the Boston Globe, a host of other places,

736
00:34:12.199 --> 00:34:14.480
and ultimately I was really fortunate to get the opportunity

737
00:34:14.519 --> 00:34:15.280
to write this book.

738
00:34:16.480 --> 00:34:20.639
Congratulations Kyle on your success and you're absolutely right. You're

739
00:34:20.760 --> 00:34:24.199
using this great framework that allows people to have the

740
00:34:24.239 --> 00:34:26.800
clarity as to where they're going and allowing them to

741
00:34:26.880 --> 00:34:30.199
focus on the efforts that need to happen, and as

742
00:34:30.239 --> 00:34:33.880
a result of that, that creates momentum towards the goal.

743
00:34:34.000 --> 00:34:37.599
So thank you for joining us. Any last thoughts you'd

744
00:34:37.639 --> 00:34:38.800
like to share with our audience.

745
00:34:39.800 --> 00:34:41.280
Well, first and foremost, I want to say thank you

746
00:34:41.280 --> 00:34:42.719
so much for having me. I'm honored to be here.

747
00:34:42.719 --> 00:34:44.760
This has been a lot of fun. What I would

748
00:34:44.840 --> 00:34:47.360
encourage people to consider is that every goal that you're

749
00:34:47.400 --> 00:34:50.039
pursuing has two hidden numbers attached to it. There's a

750
00:34:50.079 --> 00:34:53.519
probability of success and a probability of failure. Most people

751
00:34:53.599 --> 00:34:55.719
never think about that. They assume that their goals, or

752
00:34:55.760 --> 00:34:59.880
their odds rather are unknowable. They're unchangeable and therefore irrelevant.

753
00:35:00.239 --> 00:35:01.920
I don't think that's true. I think that you have

754
00:35:01.960 --> 00:35:04.639
an opportunity to get a real sense of how likely

755
00:35:04.679 --> 00:35:06.920
you are to accomplish your goals. I think that in

756
00:35:07.000 --> 00:35:09.920
doing that, you can prioritize more effectively. I think that,

757
00:35:10.239 --> 00:35:12.800
perhaps even more importantly, you have an opportunity to change

758
00:35:12.840 --> 00:35:15.360
your odds. That's the subtitle to my book, Achieve bigger

759
00:35:15.400 --> 00:35:18.239
goals by changing the odds. Don't settle for the odds

760
00:35:18.320 --> 00:35:20.920
you're dealt. A lot of people they think the game

761
00:35:21.000 --> 00:35:23.000
is rigged. They think that it's so unfair that so

762
00:35:23.039 --> 00:35:25.280
many of the things they're trying to accomplish don't go

763
00:35:25.400 --> 00:35:28.119
the way that they want. And one of the challenging

764
00:35:28.159 --> 00:35:30.880
conversations I often have to have with clients is looking

765
00:35:30.920 --> 00:35:33.440
back at some of these goals and saying I wouldn't

766
00:35:33.480 --> 00:35:36.280
have expected that to succeed based on what I'm looking

767
00:35:36.320 --> 00:35:38.440
at in this success diagram. A lot of times people

768
00:35:38.480 --> 00:35:40.960
haven't truly considered what has to go right. They haven't

769
00:35:41.000 --> 00:35:43.519
truly considered the risks of what could go wrong. They

770
00:35:43.519 --> 00:35:46.960
haven't done the math and broken this kind of trap

771
00:35:47.000 --> 00:35:49.400
of averaging in their heads instead of realizing that if

772
00:35:49.440 --> 00:35:50.920
you need all of these things to go right, you

773
00:35:50.960 --> 00:35:54.280
can't average, you have to multiply. So I would encourage

774
00:35:54.280 --> 00:35:56.519
you to be very intentional about this. I know that

775
00:35:56.559 --> 00:36:00.199
it's tempting to just want to resort to willpower, to

776
00:36:00.199 --> 00:36:02.599
want to resort to desire, to want to resort to

777
00:36:02.679 --> 00:36:04.480
just the idea that I'm very committed to this goal.

778
00:36:05.000 --> 00:36:08.039
I would just say again, that is not an antidote

779
00:36:08.159 --> 00:36:11.880
to uncertainty. That is not a solution to the challenges

780
00:36:11.960 --> 00:36:14.840
or the risks that you're going to face. Being proactive,

781
00:36:14.920 --> 00:36:17.800
being intentional is, and it's so much easier to be

782
00:36:17.840 --> 00:36:21.280
proactive and intentional and effective if you have a diagram

783
00:36:21.320 --> 00:36:22.280
showing you what to look at.

784
00:36:23.760 --> 00:36:26.880
Absolutely some great points there, Kyle, and thank you for

785
00:36:26.960 --> 00:36:32.639
joining us. Some very powerful nuggets there, and a wonderful audience.

786
00:36:32.679 --> 00:36:35.000
I'm sure that you know you're going to head over

787
00:36:35.079 --> 00:36:41.760
to Amazon check out Kyle's website, and if you want

788
00:36:41.760 --> 00:36:45.400
to share your website very quickly and share with us,

789
00:36:45.440 --> 00:36:47.480
where can we find the books and how can people

790
00:36:47.480 --> 00:36:48.119
connect with you?

791
00:36:49.159 --> 00:36:51.480
Sure success is a numbers game, is the title of

792
00:36:51.519 --> 00:36:53.679
the book. I'm Kyle Austin Young. You can find that

793
00:36:53.760 --> 00:36:55.760
on Amazon. You can find the Marnes and Noble. You

794
00:36:55.760 --> 00:36:58.360
can buy it directly on the Penguin Random House website.

795
00:36:58.639 --> 00:37:01.000
I would very much appreciate that, and I'm confident that

796
00:37:01.039 --> 00:37:03.039
it'll have a big impact on your life if you

797
00:37:03.039 --> 00:37:04.760
want to connect with me directly. I was sharing my

798
00:37:04.800 --> 00:37:06.800
website url for a while and then I was on

799
00:37:06.840 --> 00:37:08.840
a show where I heard another guest say connect with

800
00:37:08.880 --> 00:37:10.719
me on LinkedIn, and I thought that was really charming

801
00:37:10.719 --> 00:37:12.840
and accessible. So you can find me on LinkedIn. I'm

802
00:37:12.880 --> 00:37:15.880
Kyle Austin Young. I have websites and contact forms and

803
00:37:15.920 --> 00:37:17.480
all of those things, but it would be a lot

804
00:37:17.519 --> 00:37:19.199
more fun to just have a conversation with you. So

805
00:37:19.320 --> 00:37:21.199
look me up, send me a message, be an honor

806
00:37:21.239 --> 00:37:23.679
to connect well.

807
00:37:23.440 --> 00:37:26.400
Thank you for joining us, and keep making the difference

808
00:37:26.440 --> 00:37:30.800
because it's important to make an impact in our lives. Today.

809
00:37:31.360 --> 00:37:34.760
We are surrounded by so many things that can be

810
00:37:34.800 --> 00:37:39.840
negative and that can be just pulling the people's morale down.

811
00:37:40.000 --> 00:37:43.519
So keep making a difference, keep making an impact and

812
00:37:44.719 --> 00:37:47.840
wonderful audience. Reach out to us, let us know how

813
00:37:47.880 --> 00:37:51.320
we can support you in your journey and help you

814
00:37:51.400 --> 00:37:54.639
live the life that you deserve. And thank you one

815
00:37:54.719 --> 00:37:58.119
for making the show possible. Be well and take care

816
00:37:58.519 --> 00:37:59.320
until next time.

817
00:38:00.320 --> 00:38:03.000
Thank you for being part of Beyond Confidence. With your host,

818
00:38:03.039 --> 00:38:05.400
d V Park, we hope you have learned more about

819
00:38:05.400 --> 00:38:08.039
how to start living the life you want. Each week

820
00:38:08.079 --> 00:38:11.119
on Beyond Confidence, you hear stories of real people who've

821
00:38:11.159 --> 00:38:15.320
experienced growth by overcoming their fears and building meaningful relationships.

822
00:38:15.679 --> 00:38:19.079
During Beyond Confidence, Vapark shares what happened to her when

823
00:38:19.079 --> 00:38:21.519
she stepped out of her comfort zone to work directly

824
00:38:21.559 --> 00:38:24.599
with people across the globe. She not only coaches people

825
00:38:24.639 --> 00:38:28.119
how to form hard connections, but also transform relationships to

826
00:38:28.199 --> 00:38:31.559
mutually beneficial partnerships as they strive to live the life

827
00:38:31.639 --> 00:38:34.000
they want. If you are ready to live the life

828
00:38:34.000 --> 00:38:37.760
you want and leverage your strengths, learn more at www

829
00:38:37.840 --> 00:38:41.519
dot Dvpark dot com, and you can connect with vat

830
00:38:41.760 --> 00:38:45.320
contact at dvpark dot com. We look forward to you

831
00:38:45.400 --> 00:38:46.519
joining us next week