The Silicon Valley-Pulpit Fusion

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W four WN Radio. This is
Beyond Confidence with your host w Park.

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Do you want to live a more
fulfilling life? Do you want to live

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your legacy and achieve your personal,
professional, and financial goals? Well?

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Coming up on voparks Beyond Confidence,
you will hear real stories of leaders,

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entrepreneurs, and achievers who have stepped
into discomfort, shattered their status quo,

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and are living the life they want. You will learn how relationships are the

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key to achieving your aspirations and financial
goals. Moving your career business forward does

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not have to happen at the expense
of your personal or family life, or

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vice versa. Learn more at wwdas
you don't divpark dot com and you can

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connect with div ant contact at divpark
dot com. This is beyond confidence and

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now here's your host, div Park. Good morning, so so thrilled to

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be here with you and just wanted
to share. We had some technical glitch

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and we were able to resolve it
thanks to one. He is amazing and

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that again goes back to sharing that
story about kindness and kindness also means having

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the right people around you because when
you surround yourself with the right people who

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look out for you, who are
not just there to support you, who

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are there to you know, think
through and see what could go wrong and

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help you problem solve. So it
really helps. So thank you one for

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your kindness. And for those of
you who have got a book books Expert

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to Influencer and the Entrepreneur's Garden,
think you think you, thank you because

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of you, we are able to
help entrepreneurs from Kiva dot org. And

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please also like what I want to
share with you is that if you have

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not got a box, please get
the books and let us know. We

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will be sharing with you free course
on a artificial intelligence on how you can

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use it. So reach out to
share with us and without further Ado,

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let's bring on our guest. Hi, good morning, Thanks for having me.

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Good morning. It is just fantastic
that we were able to kind of

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get you because it really is helpful
to have the guest, because I was

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thinking, like you know, it
has happened before where our guests I've had

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emergencies and not show up, and
then I'm scratching my head and thinking,

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Hmm, what am I going to
be talking about today? So I can

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definitely talk about having a conversation is
wonderful. Yes, thanks. So we

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start out usually from childhood. Do
you recall any moments from your childhood that

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stand out for you positively even today? Yeah, I was. I was

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very fortunate as a child to have
parents that believed in the arts and believed

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in my brother and I having a
chance to actually express ourselves through the arts,

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and so as a kid, I
was fortunate enough to have the opportunity

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to learn how to dance. I
spent ten years learning tap in ballet and

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then was able to take that and
I acted that, I sang, I

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did all kinds of things in the
arts, and still to this day I

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support the arts, not as a
performer and or an actor, but as

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one who is a philanthropist that supports
the arts. But I'll tell you a

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little story. It's funny you bring
it up, because it popped into my

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mind the other day. I was
seven years old, seven eight years old,

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and I was the understudy for Fritz
in the Nutcracker, in the Ballet

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of Nutcracker. And I remember being
in a situation where I was practicing doing

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all of the things that you know, if I was ever to step in.

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I never got to step in,
by the way, I never got

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the chance because he was never sick
and he was really great. And I

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was running around the stage and I
dropped the Nutcracker. I broke the Nutcracker.

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Now to everyone else, the adults, that was no big deal.

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They had another Nutcracker. To me, I had done the worst thing,

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Like I had it was the failure
of the failure, right that I had

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broken the broken the Nutcracker. And
I cried, and I thought I'd never

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get a chance. And I remember
the director coming up to me and putting

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his arm around me and said,
if that's the worst thing in light the

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light ever gives you, you're going
to be a lucky and fortunate young man.

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And you know, and that and
that, and that stuck with me,

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and I think it's a little bit
about for me at at that young

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age. There was a couple of
lessons in there. One is, you

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know, I was I was doing
my best. I was trying to prepare

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to get ready in case my moment
ever came, and and I was taking

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you know, I guess my own
little risk by by taking the nutcracker and

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doing the thing that I needed to
do. But you know, those things

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don't always work themselves out, but
they do work themselves out, and then

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we have to take those risks,
and we have to always try to be

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prepared and always try to be ahead
of the situation. And then it was

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also you know, an understanding that
for me that you know, there are

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many many things in life that are
going to run into us, that we're

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going to run into that are a
lot worse. And every time you drop

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the nutcracker or you break the nutcracker, they're probably going to be something else

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that will be worse than that.
And we just get over things and we

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move forward. And you know,
so I hadn't thought about that for years.

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Came up to me the other day, and now you're asked me the

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questions. So that's really funny.
Yeah. Now it's so profound that everybody

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drops the nutcracker, and it's so
symbolic of our failures, and we are

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so hard on ourselves thinking that we
cannot make any mistakes, and that's our

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fust mistake self. That's right,
that's right. So beautiful story. So

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as you grew up, I know
you're in tech. Were you interested in

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technology since you were young or was
there an event in your life that moved

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you towards it? Well, I
what I would say to you is that,

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you know, technology is really anything
that's been invented within our lifetime,

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right, So there are a lot
of things that were invented during my lifetime

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as a child that you know,
I saw and used for the first time.

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And I go back to a little
bit here with my father. My

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father was also an audio file and
so he built his own speakers, his

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own amplifiers, his own results.
Yeah, and the back when you could

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do those things, these days it's
really difficult to you know, we don't.

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I guess we could build our own
computers. I guess people do,

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but why would you anymore? But
but I was always fascinated, you know,

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by watching him, you know,
take these tubes, these cathode ray

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tubes and put them in, you
know, and all and all of a

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sudden, you know, music could
come out of it. And so so

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I was always fascinated by what technology
might have been or might might be.

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And then when I was in college, you know, it was the beginning

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of where you know, these big, huge computers would sit in large rooms

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and only a few people got access
to them, only the database administrators.

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All the rest of us would go
to them and say, here, run

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my four tran cards or you know, this is what you want out of

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it. And and I got a
chance early in college. It was just

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like a part time job at night
where I would shut down the computer.

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I would back up the discs and
these were huge, big discs that you

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would take out and then you would
put in and you would slide back in

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and the and the campus white computer
would go down at ten o'clock every night

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needed to be backed up. And
I got a chance to do that,

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and I thought that was really cool. And I would just sit around and

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I would play on this little really
wasn't a personal computer yet at that time.

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It was basically just a terminal and
you could, you know, play

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around with it and program in little
you know, animations and things like that,

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and I thought that was really awesome. And then I just sort of

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stepped away from all of it.
I was in radio and television and I

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was doing those things, and you
know, I was like looking at technology

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and wondering, you know, where
it was going to go, but I

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was not a particular user of it. And then I really came back to

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it when I was recruited to become
the head of HR for a video game

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company Electronic Arts EA. People would
know it as mostly and that was in

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the late nineties, and boy,
I was thrust into it because all of

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a sudden, I was living in
Silicon Valley and you know, the Internet

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had only shown up about four years
before that we all could get access to

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it, and so yeah, since
then, it's just been an immersion of

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technology. And you know, I
heard you mentioned, you know, in

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the in the prologue here about what
you're going to do with AI, and

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I'm fascinated with that and trying to
stay you know, on the cutting edge

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of where does artificial intelligence go?
And you know, what's our responsibility to

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AI and what's AI's responsibility and those
who build it back to us? And

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so, you know, we live
in a fascinating and amazing time where technology

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moves a lot faster than we can. My friend Kevin Kelly, who was

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the founder of Wired magazine, he
wrote a great book called What Technology Wants,

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and he actually believes technology is its
own kingdom that moves alongside the other

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kingdoms, and that it evolves whether
we like it or not. And yeah,

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so I'm I am fascinated by it. Yeah, absolutely. So it

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is interesting that you were in as
you mentioned that, you know, you

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were on the radio show and TV
you were in the media, and from

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there you made the transition into being
head of HR although it was for a

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company that was a new field.
How did that transition go? What?

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What did the change bring? Any
new challenges for you? Yeah? A

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lot. What I what I would
tell you is, so, you know,

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I was hired into the company and
I had been so my my arc

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was I got out of radio and
television media when I really decided that it

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wasn't it wasn't necessarily what I wanted
to do, but I knew I wanted

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to. I wanted to I didn't
want to be on the radio. I

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just I learned it didn't turn out
to be what I thought it was going

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to be. But I knew I
wanted to be in entertainment and media,

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but I had to figure out a
way to get back into it. Like

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and so I spent ten years at
PepsiCo in HR, hanging around everybody that

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I could that had anything to do
with marketing, advertising, buying, media

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creation, you know, public relations, getting to know them, trying to

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learn that language because someday I thought
maybe I'd get a chance to find my

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way back to entertainment and media.
And I told every headhunter, don't call

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me unless it's entertainment, air media. And then in the in the mid

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nineties, I started to say,
or a technology company that enables entertainment or

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media, which is why I got
the call for Electronic Arts. And so

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so I'm the head of HR being
recruited for really the first one at the

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company had really ever had. And
it's so funny because here I didn't have

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any of this technology background, but
I was getting recruited into a technology company.

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And my boss, the CEO at
the time, when he was recruiting

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me, was like you know,
I think you're great. I think you

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can do everything we want you to
do. But you know, this company

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is full of software engineers and software
animators, and I've got to stand up

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in front of them and say why
I hired you versus going out to a

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traditional technology company and bringing somebody in, because you're gonna be responsible for hiring

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them, hiring them, developing them, making sure that they reach their full

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potential, helping us organize, figuring
out the culture strategies, all those kind

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of things. And it's just one
missing piece in the jigsaw puzzle for me.

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And I need your I need your
help in figuring out, you know,

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how that all comes together. And
basically he was looking for a story.

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You know, what's the story that
I can tell people? And I

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said to him, well, Larry, you got to think about it this

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way. I went to Purdue and
he goes, yeah, I know it's

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a great engineering school and all that
stuff, but you were you were a

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liberal arts major And I said,
yeah, I know. I said,

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but I David a girl who was
a material science engineer. And he goes,

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all right, you've lost me.
You've lost me. What are you

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what are you talking about? And
I said, well, you have to

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understand. For my most of my
time in college, I hung around engineers,

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and I learned their aspirations, their
fears, their insecurities, the way

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they learn their difficulty and social interactions
when you're so technically minded, their need

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for validation, their their their need
to understand that what they're working on has

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more than just just a task.
It has to feel, it has to

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have purpose and it and for them
to put their their, their entire being

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into it, and just just how
vulnerable it is to be anybody who creates

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anything. And I said, you
take that along with my creative background.

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I said, that's why I think
I could do it. He goes perfect

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perfect. You answered my story,
And so I got hired. And and

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by the way, it was quite
a hiring process. It was fifteen different

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people, three different visits. We
called it the gauntlet. Basically, the

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idea was, you know, back
in the day, people would say,

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you know, oh, you got
to hire really fast, you got to

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hire really fast, and I was
not. It was the higher slow,

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higher slow. Make sure that you
know we're doing the right thing for the

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company, but we're also doing the
right thing for the individual. Because we

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don't want to make a bad hire
because it really hurts people if they come

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here and then they fail, and
then the next thing, you know,

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they got to find a job and
they got to explain it. So the

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company was very responsible that way.
So I went to the gauntlet, I

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get hired, and and I go
there and I'm totally lost. I mean

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I'm totally lost. I mean I
would go left, everybody else would go

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right. I felt like I was. I would stay right and everybody else

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would go left. And I had
come out of PepsiCo, which was known

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for a very hard charging, performance
driven academy kind of company and culture,

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and everybody wanted to hire somebody out
of PepsiCo because you know, that would

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be great to help us bring that
to the culture. But I also knew

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there was this thing called the PepsiCo
bounce where most people who leave PepsiCo and

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then went into another company would be
bounced out or they would quit within eighteen

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months because there just wasn't a cultural
mass match. And people would say they

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want you, but then you would
come there and that's not really what they

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wanted, or you would go there
thinking that they wanted you to move the

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place faster, and they didn't really
want to move faster, so there'd be

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a frustration. I was determined not
to make that happen to me. I

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left PepsiCo. It was one of
the high potentials on my way to the

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top, and I was like,
I'm taking this risk. I'm going from

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this big company this little company.
Everybody, everybody, including the CEO of

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PepsiCo, is telling me I'm making
the dumbest move I could ever make.

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What a stupid thing you're doing.
You're throwing your career away. And I

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said, I'm not going to mess
this up. So I said to myself

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I would start my first six months
with the company only asking questions, that

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everything that came out of my mouth
would be a question mark. Because if

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you go into a place and you
say, well, I think we should

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do it this way, or you
know, I think this is probably better.

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The people on the other end,
they don't hear a period at the

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end of the sentence. They hear
an exclamation point. And when you walk

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out of the room or they walk
out of the room, they get together

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with everybody else and they say,
I can't believe that guy's telling us what

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to do. He has even been
here a second, and he doesn't know

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us, he doesn't know the culture. And I've seen that so many times.

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I was like, Okay, I'm
not gonna let that happen to me.

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So I'm going to end everything with
a question mark, and I'm going

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to ask really hard questions, and
I'm going to say, why do we

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do it this way? Have we
ever thought about doing it any other way?

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Well, when we did it this
way prior what happened, does anybody

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else have any ideas on how we
could do it differently? And I was

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about six months in and the chief
creative officer of the company, I'll never

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forget it, he comes into my
cubicle, all worked in cubicles, and

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he goes, he stands at the
door, a big, tall guy.

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He's got his arms crossed and he's
looking at me like this, and he

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goes, I know what you're doing. And I said, what am I

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doing? And he goes, this
whole question mark thing you just asked?

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Keep asking questions. He keeps asking. He goes, you're afraid that if

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you express your opinion and your point
of view that you don't think that people

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will respect it because you haven't been
here or understand us well enough, and

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I said, that's exactly right,
that's exactly right. You got it.

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He walks into my cubicle, puts
his hand on my shoulder, and he

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says, you've now earned the right
to stop asking questions. And from that

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point on, I began to say
I asked the question, and then I'd

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say, well, I think,
and people would go okay, and all

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of a sudden, when I wanted
to go right, people went right,

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or I wanted to go left,
they went went left. And it was

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almost diva like like something in a
science fiction movie, where like you're behind

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the plasma, you know, and
you're trying to work your way through it,

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you know, and you pull your
way through it, and on the

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other side there it is, or
maybe it's the Chronicles of Narnia in the

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back of the closet, and you
know, you're open it up, and

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all of a sudden, there's a
new world. And from that point on,

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I was one of them, and
it was great. But those first

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six months, you know, and
I would just encourage anybody who's going into

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a new environment, new culture,
changing industries, changing jobs, maybe maybe

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getting promoted up into something that is
you know, where you get up in

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the morning and you're in the shower
going, you know, I'm not sure

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I know what I'm doing yet.
Use the power of the question mark.

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The power of the question mark.
It's a very very very powerful tool,

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and it will give you confidence and
it will it will give you license to

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actually go into places that you probably
shouldn't or couldn't go into when you're new.

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But you'll be able to go into
those places because you'll be able to

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ask questions and people will say,
oh, yeah, come here, let

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me tell you. Let me tell
you. People love to hear themselves talk.

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You're probably saying that right now about
me, probably going he loves to

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hear himself talk. He should shut
up. You're on a podcast, you're

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supposed to talk. Yeah, but
people love to hear themselves talk. So

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and you ask them questions you know
or you or you start with you know,

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tell me about you, and tell
me about your dreams for the company,

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or are personally or professionally. People
love they love to answer your questions.

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So the power of the question mark
is really is really something not not

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not to be not to be walked
over. Yes, no, I completely

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agree with you, because as a
coach and consultant. What has always happened

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is that when you step into any
place with curiosity, and as you mentioned,

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people love to talk about themselves or
do they love to hear their own

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voices, What happens is that you're
understanding, You're getting a deeper sense of

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who they are. And if you
know who they are, then you're going

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back to what you said earlier,
that you know what are their pain points

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and securitys, dreams, desires.
That helps you connect with them at a

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deeper level and get the pulse of
it. Because so many as I've worked

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with so many different executives from different
companies, what happens is that they go

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in as you mentioned, you know, when you're in a new job or

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in a new environment, it's all
about how do I make my mark?

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How do I build my presence,
So rather than focusing on that that I

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need to establish my expertise, as
you mentioned, using that power of question,

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it's powerful in itself. That and
the importance of building relationships. That's

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you know, and that's also what
happens when you talk to people and you

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ask them questions. I think so
many times, you know, people we

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all stumble in new jobs or new
experiences or anything that we're trying new.

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And you know, the question you
have to yourself when you stumble is will

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anybody be there to help pick you
up? Or will they just walk past

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you and let you just lay there? And the difference is the relationships.

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Like if you make a mistake and
you have a lot of great relationships inside

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of a company early on, people
will give you the benefit of the doubt

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and then they'll come and they'll try
to help you not make that mistake again

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or get over it. If you
don't have those relationships, if you've come

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in and it's about you and you
haven't built those and you're trying to prove

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yourself and it's just overly is and
you're not asking questions, you're doing it.

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When you stumble, you know,
there's there's likely a number of people

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are going you know, it's okay, I don't think I don't think he

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or she fits anyway, and you
know, and that's a problem for everybody.

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Yeah, and that's a really good
point. So as you continue through

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your journey, and I know that
you will have been on board of directors

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from President Obama to multiple other prestigious
boards, so share a bit about your

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journey and what are the lessons you
have pulled together from being on board of

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directors that you could share with her
audience. Sure, first of all,

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let me say this, everybody should
sit on a board of some type at

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some point in their life, because
there's an old adage where you sit is

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where you stand. And if you're
in a company and you look at the

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board of directors and you have no
clue why they do what they do,

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how they do what they do,
who they are, what they go through,

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any of those things, you look
at them as if there's some other

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entity, and they are not another
entity. They are part of and very

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important part of the success of the
company and ultimately you as a part of

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the company. So learning how a
board works and what they do and the

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pressures and all the things that they
have under them is an amazing, amazing

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experience. And you don't have to
be on a corporate board to do that.

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You can join a nonprofit board and
get the understanding. And because boards

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are board, they govern, they
govern an entity. It just so happens

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that for profit boards and nonprofit boards
have a different tax code, but they

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do the same thing. They have
a responsibility for fiduciary and governing and hiring

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and firing the leader of the of
the organization, and understanding and setting the

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strategy and supporting the strategy of the
organization, and making sure the organization is

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funded and growing and all those things. Representing shareholders, donors, It doesn't

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matter. And so sitting on a
board. If you want to be a

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CEO someday, or you want to
be a large leader of an entity that

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would have exposure to a board of
directors, go find yourself a board to

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sit on today in your local community, small company reach out. I mean,

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it's crazy the number of people who
like, well, I never would

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never get to be on a corporate
board. Do you have any startups there

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are out there who are dying to
have somebody who has expertise in sales,

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marketing, operations, technology, human
resources, I mean financial. It's crazy.

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They're all dying for it, but
they won't approach because, oh no,

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nobody would want to be on my
board. I'm just a little company.

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Go find yourself one, Go find
yourself. Okay, So that's that.

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There's some learnings in there too,
hopefully I mentioned. But here's the

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thing that is the best learning.
When you sit on a board, you

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get the broadest vantage point of the
organization. You're not stuck in a functional

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silo. You have to zoom out, be able to see the whole thing,

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and then bring it back into context
and say, all right, where

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is this organization going? And do
I believe from everything that I've seen that

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we're going in the right direction?
If not, what's my point of view.

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So sitting on a board is a
phenomenal thing because you get this,

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because you have this broad range of
it. You have to bring it all

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inside of you and you have to
develop a point of view. And that

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point of view has to be informed. And so you have to get informed

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and you have to be educating.
You have to learn. You have to

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know anything everything, And every time
you have to formulate a point of view

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about something you know, you've learned
twice. You've now learned not only what

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this organization would do, but you
also learned about your next job that you're

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going to have, what you would
do if you're in that situation. And

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so I've worked many with many entrepreneurs
that like have no respect for their boards,

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have no respect for their found for
their funders. I mean crazy enough.

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They don't like they look at them
as their enemy. It's a necessary

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and evil evil until I make them
go sit on a board and then they

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come back and they go, oh, oh, oh, I get it.

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That's why my board wants all of
the board materials for business days in

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advance, so that we can have
time to bring it all in and they

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can be better prepared when they come
into my board meeting and they're not sitting

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there going well, I just got
the materials this morning and I haven't don't

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have a clue, And then you
wonder why the meeting's unproductive. And so

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you learn the responsibilities of what it
takes to get the best out of a

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board when you go sit on a
board. And I would just tell everybody

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you know, go do it.
And again in the nonprofit world, it's

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it's the same, it's the same. The only thing in the nonprofit world

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is they want your money, to
right, You're not just you know,

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they want they want some money.
But I got to tell you, you

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know, find a cause you're passionate
about, find a find a board that

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you can afford to be on.
You know, it can be a few

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hundred dollars and and the board will
be happy, but they've got your your

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expertise. See, boards are for
a for a CEO or for an executive

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director of an organization. Boards are
like a jigsaw puzzle. And if they

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if they understand the philosophy. So
if you have a jigsaw puzzle on the

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on the front of the box,
top of the box is a picture,

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and that's the picture you're trying to
complete. And in a company, you

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have a strategy or an organization,
you have a long range plan, and

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that's the picture you're trying to complete. And so you've got board members,

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advisors, staff members, funders,
partners, anybody's got anything involved with the

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00:30:55.559 --> 00:30:59.240
company. If you're if you're in
charge, you've got to basically take your

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picture, make them excited about your
picture, and then cut up the pieces

388
00:31:04.519 --> 00:31:11.160
and give them one and say this
is your role and this is what you

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do to advance this organization. And
when you're given one of those pieces is

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organized and done well, you're given
one of those pieces. That pieces is

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00:31:23.480 --> 00:31:29.359
really important because if you don't fill
in your piece, there's that little blank

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cardboard gray area that the picture doesn't
come together. But when you do fill

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it in, you've learned something you've
accomplished, something you've made something better,

394
00:31:41.839 --> 00:31:48.640
and sitting on a board can give
you that validation and that fulfillment if you

395
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so choose to go do it.
So what I'm hearing I've had a limited

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00:31:57.039 --> 00:32:05.720
experience with nonproper organization is and it
definitely resonates with me that when you are

397
00:32:05.839 --> 00:32:12.160
sitting over there, you're zooming out
and looking at the entity as a whole,

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as an ecosystem, rather than just
as one function, especially if you're

399
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in a functional file or even if
you're a manager, that's right. And

400
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how from the resources to investment to
whatever is being distributed? So tell us

401
00:32:31.960 --> 00:32:37.599
how did you pull all of this
together and bring it in your book with

402
00:32:37.759 --> 00:32:43.839
your partner. Yeah, so my
friend Terry Brisbane and I wrote this book

403
00:32:43.880 --> 00:32:46.359
called the Faith Code. That's what
it looks like, the Faith Code.

404
00:32:47.240 --> 00:32:58.839
And so we wrote this book because
twenty plus years ago, right after the

405
00:32:58.880 --> 00:33:07.319
iPhone came out and Apple decided that
they would open up the app store that

406
00:33:07.359 --> 00:33:13.119
people could build apps on their phones. We'll all remember, if you're if

407
00:33:13.160 --> 00:33:21.000
we're old enough, the tagline,
there's an app for that. And Apple

408
00:33:22.519 --> 00:33:30.000
basically invited everybody into use the word
ecosystem into their technology ecosystem to build apps

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00:33:30.240 --> 00:33:36.519
on top of their platform, their
iOS platform. And I gave this talk

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at Purdue where I went to school, to the business school. Are you

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00:33:40.440 --> 00:33:46.839
building your life as a platform or
an app? And it was very early

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00:33:46.920 --> 00:33:52.039
days, very early days of this, but I use the metaphor and I

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00:33:52.079 --> 00:33:57.599
said, you know, a platform, as we know it is dependable,

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00:33:58.000 --> 00:34:02.759
it's consistent. They can be built
upon it. It operates the same way,

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00:34:04.160 --> 00:34:08.880
It very seldom crashes. It does
need to be updated, but we

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00:34:08.960 --> 00:34:15.320
count on it. In fact,
when we turn on our laptops or we

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00:34:15.440 --> 00:34:22.199
power up our phone, it would
be chaos if they boot it up differently

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00:34:22.320 --> 00:34:28.159
every day. It starts the same
way every single time, and we become

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00:34:28.599 --> 00:34:31.840
dependent upon it. And that's what
a platform does. And I said,

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00:34:32.519 --> 00:34:37.639
are we building our life as a
platform? And that those platform elements are

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00:34:37.679 --> 00:34:45.239
things like deep relationships, values and
principles that we believe in and that we

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00:34:45.360 --> 00:34:52.440
utilize in our life. Do we
have a faith that holds it up,

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00:34:52.559 --> 00:34:55.880
holds us up? Are we taking
care of our mind? Are we taking

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00:34:55.920 --> 00:35:01.000
care of our body? The things
the things that you know in faith,

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00:35:01.320 --> 00:35:05.639
faith being a part of taking care
of your spirit. You know, are

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00:35:06.119 --> 00:35:12.400
are we building our life on that
or are we building our life as an

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00:35:12.440 --> 00:35:16.039
app? And an app being things
that seem very important, but they come

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00:35:16.079 --> 00:35:23.880
and go like apps on our phones, and apps are have a proclivity to

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00:35:24.400 --> 00:35:29.679
fail quickly, or they crash,
or they change a lot, or they

430
00:35:30.000 --> 00:35:32.559
come and they go and all of
a sudden, Wow, that was the

431
00:35:34.159 --> 00:35:37.320
That was the weather app that I
always depend upon, but now it's gone,

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00:35:37.440 --> 00:35:40.159
you know. Or in the apps
of our life are things that we

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00:35:40.199 --> 00:35:45.320
think are really important, and they
are like our jobs, or where we

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00:35:45.400 --> 00:35:51.039
live, or maybe the friends,
the superficial friends that we have at the

435
00:35:51.079 --> 00:35:55.400
time, or our fashion or our
sports teams, or you know, the

436
00:35:55.519 --> 00:36:00.440
places that we like to travel to. And the question you have to ask

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00:36:00.559 --> 00:36:07.119
is you say, is my identity
rooted in those apps or is it rooted

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00:36:07.480 --> 00:36:13.360
in the platform? Because these apps
will crash And anybody who's ever lost their

439
00:36:13.440 --> 00:36:21.039
job or who hasn't lost a relationship, right that we we counted on and

440
00:36:21.079 --> 00:36:23.519
we thought that that was going to
be the love of our life or the

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00:36:23.719 --> 00:36:29.760
lifelong friend, or the or the
member of our family that we could always

442
00:36:29.840 --> 00:36:35.119
count on. That there's things fracture, and you know, how many people

443
00:36:35.639 --> 00:36:37.440
do we know? And we all
do and you you coach them and counsel

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00:36:37.519 --> 00:36:43.239
them who when the when the rug
is pulled out from underneath them about with

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00:36:43.360 --> 00:36:46.159
their job. They feel like they're
lost. Their self esteem is gone,

446
00:36:46.159 --> 00:36:51.039
their ego is gone. They don't
know what is next, what is next?

447
00:36:51.320 --> 00:36:53.480
And I would positive to say that
they're building their life on an app,

448
00:36:53.519 --> 00:36:58.079
not on a platform. M hm. And so I gave the speech.

449
00:36:58.880 --> 00:37:01.039
It resonated every time I'd go back
to Purdue, I'd run into somebody

450
00:37:01.119 --> 00:37:05.199
for years and years and then go, you know, I'm still I'm still

451
00:37:05.199 --> 00:37:07.559
hanging on to that. I'm trying
to build my life as a platform.

452
00:37:07.920 --> 00:37:12.239
And Terry Brisbane and my co author
my book had awesome to be the pastor

453
00:37:12.239 --> 00:37:16.639
of my church. We would get
together once a week and he heard me

454
00:37:16.679 --> 00:37:19.920
talk about this, and years later
he came back and said, you know,

455
00:37:19.960 --> 00:37:22.559
we should do a message series at
church on that, like, you

456
00:37:22.559 --> 00:37:24.480
know, you could do these app
things and the dangers of that and I

457
00:37:24.480 --> 00:37:27.880
could do the platform thing. And
I said, yeah, let's do that.

458
00:37:27.880 --> 00:37:29.760
So we did twelve part series.
It was a lot of fun.

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00:37:29.760 --> 00:37:34.760
We called it Life Apps. And
then coming out of that a few years

460
00:37:34.760 --> 00:37:37.679
went by, and one day over
coffee, he said, you know,

461
00:37:37.719 --> 00:37:40.360
we should write a book. We
should do a book on that. Now.

462
00:37:40.400 --> 00:37:44.239
I'd written a business book before,
back in two thousand and six,

463
00:37:44.440 --> 00:37:46.960
called Talent Force, and I knew
how hard it was to write a book.

464
00:37:47.840 --> 00:37:52.639
And you know how hard it is
to write a book, and anybody

465
00:37:52.679 --> 00:37:54.760
who aspires to write a book,
let me just tell you it's really hard.

466
00:37:57.559 --> 00:37:59.840
But he wanted to do it,
and I said, well, let's

467
00:37:59.840 --> 00:38:04.239
just do it. Sure, so
it took us eight years, eight years.

468
00:38:05.679 --> 00:38:12.440
But the book is written on with
a metaphor of the technology world understanding,

469
00:38:12.519 --> 00:38:15.559
because we call it the faith code. You know, are you building

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00:38:15.599 --> 00:38:19.119
your life as on this platform,
on this framework of faith, or are

471
00:38:19.159 --> 00:38:22.440
you building your life with a bunch
of apps that are out there that constantly

472
00:38:22.480 --> 00:38:28.199
are changing and and people are trying
to hang on to but they change on

473
00:38:28.360 --> 00:38:30.960
us and we don't know what to
do. So where do you go?

474
00:38:31.679 --> 00:38:35.440
Where do you go? You go
back to your platform, You update your

475
00:38:35.480 --> 00:38:38.880
platform, you update your operating system. Our belief is the operating system.

476
00:38:38.920 --> 00:38:44.920
We use the Bible, the Biblical
teachings as the operating system. And you

477
00:38:44.960 --> 00:38:47.400
know, those things don't change we
do, so you can go back and

478
00:38:47.440 --> 00:38:54.320
you can update, update yourself.
And yeah, and that's what it is,

479
00:38:54.360 --> 00:39:00.000
having that operating system. Whatever your
faith is, whatever your belief is,

480
00:39:00.119 --> 00:39:04.920
is having that faith that there is
something bigger than you, something that

481
00:39:05.000 --> 00:39:09.199
will sustain in because you're not there
alone, and that's what helps you get

482
00:39:09.280 --> 00:39:17.920
through the challenging times. Rusty,
thank you so much for your insights and

483
00:39:20.039 --> 00:39:24.239
in depth sharing. So where can
people find you and where can they connect

484
00:39:24.280 --> 00:39:30.199
with you? Yeah, so you
can find me on LinkedIn or on on

485
00:39:30.280 --> 00:39:35.559
my own website, which is rustyroof
dot com in the same mcal someplace you'll

486
00:39:35.559 --> 00:39:37.480
see it is are you e f
f dot com? And you can find

487
00:39:37.480 --> 00:39:43.239
the Faith Code, you know,
anywhere that you buy books and uh,

488
00:39:43.599 --> 00:39:45.159
you know, we'd love to would
love to hear from you if somebody reads

489
00:39:45.159 --> 00:39:50.000
the Faith Code as a point of
view or any interest in it. Would

490
00:39:50.039 --> 00:39:53.199
love to hear so. And thank
you so much for what you're doing for

491
00:39:53.360 --> 00:39:59.760
others, because what you're doing and
helping people live beyond confidence is you know,

492
00:40:00.280 --> 00:40:02.960
is noble, but it's also it's
what brings us all together, keeps

493
00:40:04.000 --> 00:40:07.599
us going. We need people who
encourage us and help us and help us

494
00:40:07.679 --> 00:40:10.000
keep moving through this crazy life that
we've been given. So thank you,

495
00:40:10.599 --> 00:40:15.119
thank you Estif for your kind ones
really appreciate that, and thank you for

496
00:40:15.159 --> 00:40:22.000
what you're doing. Just keep sharing
your wisdom because it helps people come out

497
00:40:22.000 --> 00:40:28.639
of the adversities and challenge. Sometimes
just hearing a sentence as you mentioned very

498
00:40:28.679 --> 00:40:34.079
powerful. Are you living your life
as a platform or as an app?

499
00:40:34.119 --> 00:40:37.559
What are you building in your life? So thank you, thank you and

500
00:40:37.320 --> 00:40:40.679
thank you listeners because without you,
the show will not be possible. And

501
00:40:40.719 --> 00:40:45.119
thank you on until next time,
be well and take care. Thank you

502
00:40:45.159 --> 00:40:49.519
for being part of Beyond Confidence.
With your host d V Parik, we

503
00:40:49.639 --> 00:40:52.559
helpe you have learned more about how
to start living the life you want.

504
00:40:52.000 --> 00:40:57.440
Each week on Beyond Confidence, you
hear stories of real people who've experienced growth

505
00:40:57.480 --> 00:41:01.960
by overcoming their fears and building meaningful
life relationships. During Beyond Confidence, Vpark

506
00:41:02.039 --> 00:41:06.519
shares what happened to her when she
stepped out of her comfort zone to work

507
00:41:06.519 --> 00:41:09.599
directly with people across the globe.
She not only coaches people how to form

508
00:41:09.679 --> 00:41:15.360
HERD connections, but also transform relationships
to mutually beneficial partnerships as they strive to

509
00:41:15.400 --> 00:41:19.559
live the life they want. If
you are ready to live the life you

510
00:41:19.599 --> 00:41:24.400
want and leverage your strengths, learn
more at www dot dwpark dot com and

511
00:41:24.480 --> 00:41:30.639
you can connect with vat contact at
dvpark dot com. We look forward to

512
00:41:30.679 --> 00:41:30.960
you joining us next week