It's the Emory. Happy first Let's Grow Sunday. It's a grow day. It's a Sunday. Here we grow. We're just warming up the space.
We're just warming up the space.
Fucking sick shit. Let me shoot this into some shit.
What's happenin' with tea?
I can't do anything with your...
The legality and permissibility.
I can't see it. I can't watch it. I can't feel it.
Happy Sunday grow day. Here we grow.
Hello and welcome everybody.
Welcome everybody to the Max Impact Show. This is the live spaces show that is all about empowering you, the changemakers, to maximize your positive impact in the world by leveraging the latest and the greatest of technologies.
So today we're trying a brand new concept and this is called Sunday grow day. Alright, so basically on Sunday grow day we're going to be growing over.
We're going to be growing over some book summaries chapter by chapter we can get into as much or as few details as we want to. That is the beauty of AI book summaries.
I'm going to be sharing this hack with you guys of how you can really absorb some of the core information from a book in about 30 minutes to an hour depending on how deep you want to get into the topics.
So I also, I also have a Chrome extension which I have paid for, which is called speechify. And speechify allows you to, you know, have different AI voices we've got some standard ones.
Several celebrities, including Snoop B or double G and also Mr. Beast have signed on to actually use their voice in fact I can share with you.
This little clip he actually Mr. Beast actually did an ad recently for speechify plus a bunch of other celebrities as a giant audiobook library and you can upload any file you want and it'll just read it back to you audibly.
So yeah, that was his speechify. So, I know we'll tease is extra cautious when it comes to copy right and legalities.
I'm glad you're here as co host, you know, there are different options we can go about it I can simply read these out for you as well that is also an option.
Did you read the TLC Jimmy did you read the TLC, the terms and conditions.
Ah, ha ha. So, I consulted my, my GPT AI lawyer but I did not in fact read all the terms and conditions.
That that's why that's why we have co host coming up here check.
I'll tell you about terms and conditions right you can kind of scroll down to what's pertinent and what's not. So, if you look at fair use rights, or if you look at like intellectual property rights within the terms of in conditions, that will tell you everything you need to know about the use for it.
Alright, well in real time, we're going to grow through this and just make sure we're doing this, and I'm glad we got many options right we can have, we can have my voice we can have other AI voices.
Okay, but here's what I'm gonna do. I'm gonna send this, okay.
Let me know copy pasta, all the legal stuff.
Very long T's and C's into GPT for and we're going to see if they can analyze that because I've actually already. I don't know if you noticed that earlier but while I was playing music it actually came out with GPT answering some of these questions.
So we've got the T's and C's coming up. Welcome Mr. McGee, welcome Steve, welcome Luminae and Vision. I think I'm making some of my fellow Thailand residents are people who staying here, a bit more nocturnal as, as we do these shows a bit late at this time but, but welcome everybody.
What time is it where you're at? It's 1am every max impact I do is one to two in the morning, I totally could have changed it, but I decided consistency was more important than sleep, or rather my sleep schedule so it just it just evolved to fit this.
Yeah, yeah, several, several people have become nocturnal because me, I will take responsibility for that. Okay, so can I use the voices in a live podcast.
We're checking with GPT. It's so funny we're consulting AI to see if we can use AI to speak out an AI.
This is great. I love it. Okay, live. Okay, so it turns into the D crucial determinant broadcasting.
Yep, yep, yep. Okay, so everybody is legal offense and commercial use. So it's not commercial. We have no sponsors. We're not selling anything. It's not generating revenue.
I'm pretty sure we're okay.
Speechify distribution, my podcast distribution.
That's again telling me to review.
You know, sometimes it's better to ask for forgiveness, Wilty. Not always.
Yeah, I just knew Wilty would swoop in here and be like have your read the 20 page terms and conditions, you know.
Okay, so here's what we're going to do. Here's what we're going to do. Okay, because I mean, you're probably correct. In most cases, you're probably going to be okay.
Because there's no monetization. I think that's typically when they come in. They're like, hey, you're making money off my brand, which, by the way, I paid for speechify. Okay, I paid for it.
Right. So description service, right? But at most, you may get a DMCA takedown, like you may have to delete the recording of the space, which is no biggie.
This is I'm just cleaning it from experience here. So we did.
We did an episode of Pinkfish Corner where we're highlighting up products, but we didn't have anybody from their team on the show. And we use their branding. And they reached out to us and they said, Where's this coming from? Why are you doing this?
And it was a simple explanation. Hey, we know the owner of the company. He's given his permission before in the past to use your branding. And we're just trying to highlight your product and expose it to more people.
And once we did that simple explanation, they're pretty cool with it.
Cool beans. Yeah, I think it's totally fine because this is non-commercial. We're just doing this to learn. And we're also promoting their tool. And they've officially signed off on this as celebrities. It's not like some random person took their voice.
Okay, so here's what we're gonna do. We're gonna go through a variety of voices as we summarize our first book. Okay, now the first book, which, as a lot of you guys know, who listened to Max Impact.
My first question on Max Impact is always start with why? What is your why? What gets you out of bed in the morning, etc. Well, this is inspired by a book, Cold Start with Why by Simon Sinek. Simon Sinek is a great, not only author, but also TEDx speaker.
I believe last I checked, it was the one of the most successful, the most successful TED Talks of all time is Start with Why. And so I'm getting it to summarize each chapter. And all of you guys can do this, by the way, to absorb and understand.
The key concepts of a book in, you know, 20 minutes to an hour, depending on how deep you want to go. You can prompt your GPT-4 or 3.5 even. Basically to say that your job is to summarize different books chapter by chapter. I'm gonna ask you chapter, blah blah blah.
Summarize chapter one, here we grow, Start with Why. Okay. And we're gonna start with, okay, we're gonna, we're gonna start with male voice, John, who's gonna say it. And then we're gonna go to just do do double G for a bit.
And then maybe Mr. Beast, and then maybe some of my voice, we're just gonna spread it all around. Okay. All right, here we grow, starting with John's voice. Chapter one, Start with Why. Welcome Carol and Vlad, Vladislav.
Okay, so this is purely audio, I want you to visualize three circles, okay? The biggest circle, then there's a medium sized circle and a small circle, which is inside one another, okay? Big to small. And then in between there, you see, you know, what, how, and then why in the core.
All right, and now we're switching voices over to new double G for the next paragraph.
Oh, quick question. That is 1.2. Correct. Yes. What do you think? Should we slow it down to point what just regular one? Let's see what the difference is. Let's see what one is. Okay. All right, one, this is 203 words per minute.
Damn, you know what, when I was using, okay, by the way, here's another hack for you guys, okay? So chat.futurum.one is actually, so my brother has used the API from chat GPT to make this. And basically, with this, you have templates, you have more privacy, they don't use the data to train, but basically, you can get a free trial for a month without, I think, having to put any cards down.
And using this, I can also select the paragraphs of the voice. It actually works a little bit better. And the summaries are slightly better. So we're moving to chat.futurum.one for the next paragraph of the golden circle. Okay.
The golden circle is the concept of the golden circle, a framework that Sonic refers to throughout the book. The golden circle has three layers. What every single company and organization on the planet knows what they do. How some companies and people know how they do what they do, whether you call it their differentiating value proposition or their unique selling proposition.
Why? Very few people or companies can clearly articulate why they do what they do. Sonic argues that most of the time we base our assumptions of what we think we know on easily accessible information, like what we do.
However, the capacity to reflect deeper and to understand and articulate our why is often neglected or not fully comprehended, which leads to uninspired leadership in lackluster organizational cultures.
He suggests that this is backwards and inverse the typical model with the golden circle, advising that we should instead start with why. When we start with why, our actions have a clear purpose and it helps to inspire and lead those around us by using a biology based approach to explain how the golden circle mirrors the human brain.
He implies that starting with why is not just a theoretical but a biological basis for resonating with others. The chapter posits that knowing your why gives you the ability to inspire not only yourself but others as well.
By establishing why you exist in any endeavor or organization, you provide a foundation upon which all other aspects, the how and the what, should be built and aligned. This alignment would lead to work that not only starts with inspiration but is sustained by data privacy policy.
OK, yeah, so even though Snoop sounds way more smooth company on cynic, you go cynic. But OK, so I'm going to say summarize chapter two and include examples.
So sometimes, you know, books will give you examples, etc. Add some, you know, stuff to this. So we're going to say to include that chapter posits that knowing your why gives you.
Sorry, I'm going to start right here. Here we grow with chapter two. OK, wait, it's just finishing to write the oh, great, we got some awesome examples here of companies that have started with why.
And so we're going to get into those right in the second chapter of start with why Simon cynic explores the contrast between manipulation and inspiration and driving human behavior, particularly in the context of business practices.
He introduces the concept of carrots and sticks, metaphorical tools for incentives and pressures, respectively, that companies frequently used to elicit desired behaviors from both customers and employees.
Cynic suggests that these manipulations can indeed work, but they are only short term tactics rather than long term solutions. Manipulations tactics carries price. Companies often manipulate costs, offering discounts, promotions, or very pricing structures to compel purchases.
Promotions. Another manipulation tactic is to offer various promotions to look customers such as buy one get one free deals or limited time offers fear.
This can play out in aggressive marketing campaigns that one of issues one might encounter if they don't purchase a product aspirations advertising frequently manipulates by playing on aspirations, suggesting that the purchase of a particular product will enhance status or lifestyle peer pressure.
The use of peer pressure asserts that everyone else is doing it. So these are bad ones are also joining to not be left out novelty.
Sometimes companies present products as new innovations to attract customers or even when the changes are trivial or superficial.
Cynic posits that while these tactics can certainly drive sales or behavior, they don't build loyalty or encourage any lasting relationship between the customer and the brand.
Most importantly, they do not contribute to a sustainable business strategy as they often require repeat applications to maintain effect.
Inspirational approach sticks conversely. Cynic advocates for an inspirational approach, which is at the heart of starting with why.
Inspiration comes from clearly communicating the organization's purpose or cause, why it exists beyond simply making money.
Examples of inspiration of the manipulation. Apple Inc. decided by Cynic as an example of a company that places its core belief.
Inspiration over manipulation. I like it.
Challenging the status quo and thinking differently at the forefront of its marketing and product development.
This one resonates with customers and has helped to foster a loyal customer base that feels a shared belief with the company.
Southwest Airlines. I hope you guys know about the Think Different campaign. It's a legendary campaign.
You can Google Think Different and you see all these famous inspirational people and really building for those creative types to move humanity forward is a big part of Apple's why.
And they did an excellent communication about in that campaign.
One airlines were competing with pricing schemes and frequent flyer programs carries.
Southwest Airlines focused on their white, democratizing the skies and made choices that were consistent with that belief, such as a no frills experience that made flights more affordable.
Harley Davidson. Cynic discusses how Harley Davidson's why it's not about the motorcycles, but about the lifestyle and the community.
Their customers purchase a piece of a lifestyle and identity, which goes far beyond the product itself.
In summary, Chapter 2 will start with why argues that while manipulations can generate short term results and can be part of a strategy,
they are not substitutes for a clear sense of why the company exists.
Companies that have a clear white can inspire action in both their customers and their employees and thus create more sustainable and meaningful success.
All right. And so now it's summarizing Chapter 3 for us.
And it makes you think, you know, you've seen people maybe with like Harley Davidson tattoos or, you know, really repping that brand.
So it's a motorcycle company, right?
And so it makes you think they're not just doing, obviously, these manipulation tactics that they describe.
They're really inspiring people about the lifestyle that really goes along with their brand.
Chapter 3 will start with why introduces and delves further into Simon Sinek's core concept, the Golden Circle.
Sinek presents this model as a method to explain how inspirational leaders and organizations think, act and communicate in the same way,
which is the opposite of everyone else.
The Golden Circle has three layers.
Why? This is the core circle and represents the purpose, cause or belief of an individual or organization.
It's the reason an organization exists and why people become loyal to it.
Not just because of what it does, but what it stands for.
How? These are the guiding principles or actions that bring the white to life.
They are the differentiating value propositions or the processes that describe how the organization fulfills its core belief.
What? The outermost circle represents the results of the why and the how.
It's the tangible products or services the organization sells or the jobs we do.
The model suggests that most people in organizations communicate by starting with what they do,
some then go on to explain how they do it differently, but very few start with what even know their why.
Sinek argues that they inspire leaders in organizations regardless of their size or industry,
all think from the inside out of the Golden Circle.
Starting with why? Examples provided by Sinek often reference Apple Inc.
As articulated by Sinek is to challenge the status quo and to empower the individual.
How? Apple communicates its unique value propositions, how they challenge the status quo through innovative and user-friendly products.
What? Their products, computers, smartphones, operating systems, etc.
serve as tangible proof of their why and how.
Sinek explains that Apple's communication is compelling because it starts with a clear why,
which draws in consumers who share their belief.
Instead of simply selling quality computers, which many companies do,
they sell the idea of thinking differently and their computers are a representation of that idea.
This strategy fosters customer loyalty and attracts employees who believe in the organization's cause,
which is far more sustainable than manipulating through price or promotions.
In essence, chapter 3 underscores that the sequence in which you communicate why, how, and what matters a great deal.
Companies that start with why are able to inspire their stakeholders to create a loyal following,
which is the basis for sustained success.
Those who start with what may achieve only short-term gains because they fail to connect with the deeper human instincts that drive behavior.
The belief and loyalty inspired by a compelling why.
Alright, so you got some examples there.
The Golden Circle, very important.
Okay, now we're going on to summarize chapter 4.
We could switch up the voice again if we want.
Mr. Beast is also on here.
Alright, alright, we're going to switch it up.
Okay, Mr. Beast, here we go.
Wait, that does not sound like Mr. Beast at all.
That's not like someone else.
I think we have to wait for it to finish typing.
I don't know what's starting the sentence.
Alright, so this chapter is called...
Simon Sinek ties the concept of the Golden Circle to human biology to explain why it is so effective.
He illustrates how our brains respond to the type of communication that aligns with the Golden Circle structure.
The structure of the human brain.
The outer layer of the brain, the neocortex, corresponds to the what level of the Golden Circle.
The neocortex is responsible for rational and analytical thought and language.
It processes facts, details, and the tangible aspects that a company or product offers.
The inner two layers, the limbic system, match with the how and why levels.
The limbic brain deals with feelings such as trust and loyalty, as well as all human behavior and decision making.
It has no capacity for language.
Sinek explains that decisions are made in the limbic brain.
The part that feels, but then they are rationalized with the neocortex.
The part that thinks and verbalizes.
This is why we can be drawn to a brand, product, or leader even if we can't fully articulate the reasons why.
People do not buy what you do.
Sinek presents Apple as a prime example, explaining that while there are other computer companies with products of comparable quality,
customers buy Apple products because they believe what we believe.
Resonating with Apple's focus on innovation.
Challenging the status quo and thinking differently.
To illustrate this emotional connection, a physiological reaction is involved.
For instance, when we interact with a brand or leader that communicates from the inside out.
Starting with why, we feel a natural inclination towards them because their message speaks directly to our limbic brain.
The role of the neocortex, however, the neocortex is still important in the process,
as it allows us to rationalize and verbalize our decisions.
This biological interplay underlines the significance of Sinek's golden circle model,
where an effective message starts with why emotionally compelling, is delivered through how the differentiation.
And is rationalized and made tangible by what the product or service.
In other words, when we communicate starting with why, we're talking directly to the part of the brain that controls behavior.
Then, we rationalize those decisions with the tangible things we say and do.
This is how the golden circle theory becomes actionable.
People are moved to act by their limbic brain.
And through their neocortex, they can express and rationalize that behavior, often by words like quality and features.
In summary, chapter four start with why presents the idea that biology explains why certain forms of communication are more effective than others.
Sinek concludes that if we want to influence others' behavior and inspire action.
Sinek concludes that if we want to influence others' behavior and inspire action.
In summary, chapter four, start with-
Whoa, whoa, whoa, okay, let me just take it up a minute.
It concludes that info-inspired action.
We need to speak to the part of the brain
that controls emotion and decision-making,
which means communicating in a way that starts with why.
This biological perspective on the golden circle model
suggests that when we articulate and live by our why,
we can resonate more deeply with others
and inspire them to take action, okay?
Chapter five, clarity, discipline, and consi-
In chapter five, we'll start with why.
Simon Sinek asserts that for an individual or organization
to become truly inspiring and to build a following,
it's not enough simply to understand
why they do what they do.
They must also be clear, disciplined, and consistent
in how they advance their cause or purpose, their why.
Clarity of why, it is paramount to have clarity of why.
This means understanding and being able
to articulate the purpose, cause, or belief
that inspires you to do what you do.
Sinek emphasizes that being clear about your why
also allows you to understand what you should do
and, crucially, what you should not do
Why don't we all type your why?
This can be the why of your organization.
It can be a personal why that you resonate.
Why do you do what you do?
Let's get clear about that in the comment section.
I will pin them up, give you a little shout out as well.
Discipline of how, the how pertains
to the specific actions and practices
that bring the why to life.
These are the principles or values
that guide how to realize your why.
Having the discipline of how means
having a set of principles or actions
that are followed consistently to demonstrate
This discipline ensures the integrity and authenticity
of the why through every aspect
of what the organization does.
Consistency of what, the what refers
to the actual activities you undertake,
the products you sell, the services you offer.
Everything you do, the what must be consistent
with your why, providing the evidence
that you do indeed believe what you claim.
Consistency means making decisions
that are aligned with your why
and being reliable in this alignment,
which in turn will help others understand
and trust your why through what they can see and experience.
Sonic further links these principles
When people see consistency between everything you say
and everything you do, they are more likely
to trust you in your product or message.
This trust leads to strong, lasting relationships
among employees, customers, and other stakeholders
essential to a business's long-term success.
While Sonic does not detail specific examples
in this chapter as in other chapters,
the idea can be applied widely.
For instance, consider a company like Southwest Airlines.
They exist to give people the freedom
to fly democratized air travel.
Through friendly customer service,
a fun atmosphere, and efficient operations.
Affordable and reliable air travel to multiple destinations.
Brigade, if all of you guys got a pen and paper
and write down what is your why,
what is your how, how are you committed
to dedicating yourself to the how,
as well as the what, the what is the end product
So I did ask you to give examples from the book,
and if there aren't examples,
I think it's making some up and applying it,
which is pretty cool, but.
Products that are intuitively designed
and offer seamless user experience.
In both examples, their success and the loyalty
of their customers are largely attributed
to the company's ability to maintain clarity
on why they do what they do,
to consistently act on those beliefs,
and to communicate a consistent message
through all that they do.
In summary, this chapter,
I'll read the summary while it pulls up chapter six.
Okay, in summary, this chapter is about the principles
that allow leaders and organizations
to sustain the integrity and impact on their why.
When an organization is clear about its purpose,
disciplined in its operations,
and consistent in its actions,
it creates a strong trust-based relationship
with customers and employees.
This trust becomes the foundation
for loyalty and sustained growth.
Sinek's point is that knowing your why is essential,
but living it out through every how
and what is what truly makes a difference.
All right, moving on to chapter six.
Chapter six, the emergence of trust.
In chapter six of Start With Why,
Simon Sinek examines the critical role of trust
in both leadership and organizational success.
He explores how trust emerges when we feel aligned
with the value system of a person,
a product, or an organization.
Sinek argues that trust is a feeling
that arises from the belief
that the other party shares our values and beliefs.
It's rooted in an Olympic brain,
the part of our brain that is responsible
for all our feelings, such as trust and loyalty,
as well as decision-making, and it doesn't have language.
Because it is a feeling, trust cannot be requested.
It must be earned through consistent behavior
that demonstrates commitment to shared values.
And now, back to you, Sinek.
Trust is built when we have a sense of who the other person
or organization is and what they believe,
which connects back to the concept of why.
When a leader or company is clear about their why
and consistently acts in ways
that are congruent with their beliefs,
they attract people who share those beliefs.
Trust also accumulates through the discipline of how.
The organization's values or principles
that guide how to bring the right to life.
When these principles are consistently upheld,
a strong culture emerges where people know
what to expect from one another.
As a result, people within these organizations
often feel like they belong to a tribe,
a feeling which is deeply rooted in human social development,
examples of trust-building.
Walmart, Sinek describes Walmart's original why,
which was to serve the community by offering low prices
to help people save money and live better.
Founded on Sam Walk in Southern Values,
this why resonated with people and enabled trust to form.
However, as Walmart grew, Sinek suggested
lost sight of its original why,
which led to a decline in trust.
Costco, in contrast to Walmart,
Sinek offers the example of Costco,
which has maintained a strong and consistent why,
to look after its customers and employees.
Costco's commitment to high wages for employees
and low prices for customers
is a demonstrable part of their how,
and it has fostered a high degree of trust
both internally among employees
and externally among customers.
The role of values and beliefs
at the heart of the emergence of trust
is the alignment of values and beliefs.
When people understand and believe in the why
of an organization and see that the organization's actions
are consistent with those beliefs, how?
They are more likely to trust and be loyal.
Leader's role in fostering trust.
Sinek also notes that leaders have a crucial role
They must be the embodiment of the organization's why.
People must trust a leader
before they can give themselves fully to an organization.
chapter six illustrates that trust
is not a checklist of actions to complete,
but rather a natural response that occurs
when people perceive that a leader organization
has a shared set of values and beliefs,
a clear why, and remains consistent
in living out those values.
This trust creates an environment
where strong, lasting relationships can flourish
and where people can feel a sense of loyalty and belonging.
These elements are essential for the long-term success
of any legal leader or organization.
All right, now we're going to chapter seven
entitled How A Tipping Point Tips.
In chapter seven, Simon Sinek delves into the concept
of creating a movement and achieving a tipping point
where an idea or product catches on
and spreads through a population
or demographic widely and rapidly.
Sinek argues that movements are initiated by leaders
who are clear about their why,
behave consistently with that why,
and communicate it effectively to the early adopters
early adopters and their importance,
drawing on the work of Malcolm Bliebel
and the diffusion of innovations theory by Everett Rogers.
Sinek discusses that the key to reaching a tipping point
is to attract and enroll early adopters,
the group of people who naturally want to be the first
to try a new idea or product.
These are not just the first users.
They are also the ones who appreciate the why
and will form an emotional connection
with the product or the cause.
They are the ones who feel it brings some greater value
to their lives that aligns with their own beliefs.
The law of diffusion of innovation.
Sinek outlines the law of diffusion of innovation
which suggests that the first two,
5% of our population are innovators.
The next 13, 5% of our population are early adopters.
The early majority are the next 34%,
followed by the late majority and the lagers.
Only after you attract the innovators and early adopters
do you cross a tipping point
where the majority start to adopt the product or belief.
Example of the tipping point.
One classical example often cited by Sinek
is the way Apple marketed its products.
Instead of focusing on the features
of their computers or iPods,
they sought to appeal to individuals
who appreciate innovation and design,
who desire to think differently
or who want to challenge the status quo,
These early adopters identified with Apple's why
and became its most loyal customers,
helping to spread the word on Apple's behalf.
Sinek also refers to the civil rights movement
led by Dr. Martin Luther King Jr.
Dr. King was able to articulate a clear why.
The belief in equality and the injustice of segregation.
And he attracted early supporters who shared this why.
The movement reached a tipping point
when enough people who shared these beliefs
and were willing to fight for them had joined the cause.
Building a sustainable movement to build a movement.
it is not enough to understand and have a why.
You need the discipline of how and consistency of what.
Movements require the participation of groups.
You have to rally others to join you.
The early adopters and innovators are instrumental
because they help spread your message to the early majority.
This traction is not gained by manipulating,
but by inspiring people who will then influence others.
In summary, chapter seven highlights
the importance of the why.
The early adopters and how the consistency
of how and what build a movement
that reaches the tipping point.
Sinek's core message is that startups, movements,
and leaders that want to achieve mass influence
must first inspire early adopters
who buy into their vision,
thereby paving the way for widespread acceptance
and creating a lasting impact.
Well, you want to discuss this?
Well, speaking of tipping points, right?
We feel that, I mean, I know we're closer
than we were three or four years ago, right?
But do you feel that a tipping point
with blockchain adoption is on the horizon
In their future, I'm talking like the next 12, 18 months.
I mean, we see the Bitcoin ETF
bring some mainstream players on board, right?
And then a lot of people are talking about
which is apparently just bound to happen as well.
So yeah, more mainstream adoption.
We're seeing more technologies come out
that I think will make it easier for people to use crypto.
Like account abstraction, all you need is to scan a QR
and a wallet's automatically set up.
So as people are on board in developing countries,
I think that's going to make a huge difference
and having to worry about the private keys
And I'm excited for the bankless debit card as well.
So you can just tap a debit card
and pay for regular things.
So yeah, lots of really interesting things happening.
I think there's going to be a whole bunch
of more waves of adoption
until we see like mass adoption,
but yeah, interesting to think about, right?
That was a good line there.
Only after you attract the innovators and early adopters,
do you cross the tipping point
where the majority start to adopt the product
So really like speaking to who those innovators are,
those early adopters is a good way to grow about it.
Mr. McGee's up here, what's up?
Do you want to see some before we go into chapter eight?
I think the blockchain adoption is at that tipping point.
I think that there's going to be a lot of investments
made behind the scenes in the US now that there are the ETFs.
It's likely that we'll be seeing these
in retirement portfolios and things like that.
There's a lot of things in retirement portfolios
that people aren't really aware of.
Like that's why in the United States, medical industries
and insurance industries and all this stuff,
they are propped up and they do very well
because it's tied to everybody's retirement
and they don't want their retirement to go down the toilet.
Well, now they're starting to tie crypto
So we're going to see more people
and more government agencies that are pro Bitcoin,
at least here in the United States.
Yeah, and I agree with that assessment too, right?
I would say the rarity when it comes
from an investment perspective
is people self-managing their portfolios, right?
Simply they may look at the yield,
they may look at like the length of time
that that yield is going to be,
but they don't really dig deep what it is.
They may see the blend of where the funds are allocated,
like international stocks or domestic stocks
or mutual funds or whatever.
And I agree with you too, James, right?
So the blending of those types of portfolios
is becoming more prevalent with digital currencies.
And so, yeah, I feel strongly that we're almost
at that tipping points event from occurring.
I believe the halvening, which right now
I just checked the calendar yesterday,
it looks like right now they're estimating April 21st
is going to go a long way.
And that's because when we look at the grand scheme,
I mean, that's over 90% of all Bitcoin
that will ever be in existence have been mined
and is in the circulating supply.
So there's a lot of opportunities still to be had,
but I feel that we're imminence on the tipping point
with blockchain technology and digital currencies.
Great application of the lessons.
Start with why, but know your how.
In chapter eight of Start with Why,
Simon Sinek Delves further into how leaders
and organizations can put their why, their purpose
Recognizing one's why is indeed crucial.
When it is equally vital to understand
how you will bring that why to life.
Knowing how, the how refers to the specific actions
taken to realize the why.
This is about the processes or values
that enable you to deliver on your why.
Sinek emphasizes that once you know your why,
your actions and communications should bring that belief
into the world through how in a way
that is tangible and actionable.
The role of discipline and consistency.
According to Sinek, knowing how requires discipline
staying true to your values and principles
even when there may be pressure to compromise.
Consistency is key to maintaining a clear message
and cultivating trust among your followers.
Your how strategies must be consistent over time,
repeatable, and non-contradictory.
The contribution of systems and processes.
Sinek highlights the importance of having the right systems
and processes to make the how possible.
There must be a robust method for implementing
the company's values and principles on a day-to-day basis.
This might involve creating a particular culture
within the organization, hiring practices aligned
with the why, or a leadership approach
that empowers individuals to make decisions aligned
with the company's core beliefs.
Examples of knowing how, Southwest Airlines.
Sinek uses the example of Southwest Airlines,
where the why involves democratizing air travel.
The how comes through in its unique approaches
to operations, such as quick aircraft turnaround
and no assigned seating to keep costs low
and flights frequent, allowing more people
Walmart, the chapter contrasts Walmart
under Sam Walton and after this passing.
Initially, Walton's how was to cherish
and visit his stores and staff,
ensuring his vision of customer service was implemented.
After he died, the leadership that followed
did not maintain these practices.
And Sinek posits that as a result,
Walmart's why became blurry.
Leaders as implementers of how.
Great leaders and organizations know why they do
what they do and how to do it.
Effective leaders need to be adept
They have to act as the tangible representation
of the organization's value system
and create an infrastructure
that allows those values to thrive.
Connection to the golden circle,
each element of the golden circle informs the other.
One needs how to bring it into the light.
So it's not just a noble idea,
but also a living, breeding organization culture
In summary, chapter eight emphasizes
that alongside a compelling vision,
our why and organization or movement
must have clarity on the systems, processes and principles
or how it delivers on that vision.
This ensures that why is not just a conceptual framework,
but also an actionable one
that can repeatedly be implemented
and experienced by all stakeholders.
All right, moving on to chapter nine.
So it's interesting that they talk about the infrastructure
to have this that are routinely,
systematized, consistent thing
in terms of how you implement based on
what are all the beliefs.
and we're going through this with Let's Grow Dow,
we go through like mission statement,
vision statement, values,
but then I also think like,
what are the beliefs and like principles?
Social bees has like principles before profits,
but like, yeah, really getting into what are all the
principles and ways of going about things,
how to have that consistent infrastructure
is some food for thoughts.
Chapter nine, let's start with why it addresses
the final element of Simon Sinek's golden circle model.
Sinek points out that once an organization
has established its wise purpose or belief
and is how the principles or actions that differentiate
if there needs to manifest this ethos through what it does,
the products, services, marketing, culture,
and other tangible results,
the what level of the golden circle describes
the tangible outputs that embody the why and how.
These are the things that we can see, touch, and purchase.
They are the evidence that a company or organization
is indeed living by their stated beliefs and values.
Consistency between why, how, and what.
Sinek emphasizes that for the what to be impactful,
it must align with both the why and the how.
Any misalignment can cause confusion or skepticism,
potentially eroding customer trust and loyalty.
But when what lines up with why and how,
it crystallizes the organization's message
and helps to attract and retain those who believe
Clarity, discipline, and consistency.
Clarity comes from knowing your why.
Discipline is consistently holding your operations
and decisions within the bounds of how.
And consistency pertains to making the what,
the results of your work.
Sinek underlines that these principles are essential
for maintaining the integrity of the golden circle
Sinek describes several instances of companies whose what.
Products and practices reflect their why.
Their sleekly designed, user-friendly products
are the what that demonstrate their why,
challenging the status quo and thinking differently
in how Apple's innovative approach to product design
Sam Waltham's Walmart reflecting on chapter eight.
Walmart's low prices and community engagement policies
were the what that embodied Sam Waltham's
by helping people save money so they can live better.
And his how dedication to customer service
and supporting the community.
The chapter serves as a reminder that leaders
or organizations must lead by example.
By ensuring that they're what aligns
with their vision and principles.
To create trust and achieve success,
leaders must ensure that everything their organization does
is a representation of their values and mission.
In summary, chapter nine consolidates the message
of the previous chapters by reaffirming the importance
of what in making the why observable and tangible.
Sinek makes it clear that an organization's products
and actions are the physical manifestations
And these must be consistent to maintain authenticity
and foster loyalty among those both inside
and outside of the organization.
The what serves as proof that the organization
is true to its work and committed to its cost.
One thing that might also be good now.
I'm gonna be retreating your whys inspirational stuff here.
We got people chime in in the comments.
Share what gets you out of bed in the morning.
James says, I can't sit idle while our house burns
I assume that's metaphorical.
Is that how you feel about climate change, Mr. McGee?
Yeah, there's a lot of problems out there
and we can't just sit idle.
There have been days where I'm like, this is terrible
but I can't quit because there's still problems
and they're not gonna get better unless we get up
and do something about them.
So yeah, I've retweeted that.
Will T says, my wife fulfillment of my mom's vision
for all basic means had to be met for all humans on earth.
I remember you explaining how your mom was sharing
that vision a while ago and you're carrying
38 years since you shared that vision with me.
And then you got your organizational why.
Our why, shore up the current educational gap,
education gap that exists by providing curriculum
that focuses on emerging technologies and life skills.
Shore up the current educational gap.
education and providing the curriculum.
I think that we can go deeper than that.
I feel like this is a really good,
or even, freaking out totally.
This is almost like the what, right?
It's the educational curriculum.
I said, think about the task in the assignment.
We're trying to type this out while we're listening.
Oh, yeah, I'm just kidding.
Yeah, putting you on the spot, yeah.
But yeah, as we think about these concepts,
thinking about how we can go deeper,
what will that have an effect on?
Why is that so important?
I think you can connect this back to your mother's vision
as well, as you think about your organizational why.
And yeah, so maybe finding that blend there.
All right, let's move on to chapter 10.
In chapter 10, let's start with why.
Simon's signing shifts to full.
I was gonna think, also think about the principles, right?
The principles, the actions,
the things that you systematize within your organizations.
How can you live this why?
And also make it something that can be a routine thing
This to the critical aspect of communication,
asserting the point that effective communication
is anchored in listening rather than speaking.
He challenges the traditional perspective
that more information leads to better communication
and instead suggests that it's about clarity and resonance,
not quantity of messaging.
The importance of listening.
Sinek argues that many organizations and leaders
are too focused on what they need to say or sell
They often miss what's most crucial,
listening to others to understand their needs and desires
and then framing communication through this understanding.
Good communicators are not only skillful
at expressing themselves,
but are also attentive to their audience,
ensuring that the audience receives their intended message.
Sinek emphasizes that communication is a two-day street
where feedback loops are necessary.
This means actively understanding
the response of the audience,
not just pushing a message out.
The ability to listen well allows organizations
and leaders to adjust their message
and tailor it for more effective
and meaningful engagement with their audience.
hear the case for a communication style grounded in wife,
a dialogue which reflects the organization's cause,
It's about expressing values and beliefs
that resonate with the audience,
thereby attracting and rallying those who share those beliefs.
Sinek introduces the concept of the salary test
to illustrate the importance of cohesive and focused action
based on an organization's wife.
The test is a metaphor for choosing actions and decisions
like picking food items from a store should be consistent
with and reinforce the company's core beliefs
When all decisions and communications
pass this test of aligning with the wife,
they strengthen the organization's purpose
and clarity in the market.
Examples of good listening.
Sinek presents examples where companies and leaders succeed
because they listen to what their customers believe and want.
These organizations allow this insight
to shape their communication,
ensuring that their products and marketing
speak directly to the beliefs and values of their audience.
Focus consistent messages.
The chapter culminates in the idea that delivering focus,
consistent messages that align with the company's core beliefs
Rather than spraying information and hoping the right message
sticks, effective communication cuts through the noise
by presenting a clear and unmistakable why.
In summary, chapter 10 reinforces the idea
that communication is far more about listening
and resonating with the audience than merely broadcasting a message.
Sinek underscores the importance of tuning into the audience's needs
and aligning the organization's messaging accordingly
to create authentic and powerful connections.
This chapter builds on the golden circle
by showing that the clarity of the why informed by listening to others
leads to the most effective forms of communication, data privacy policy,
We're into the final chapters of Start With Why by Simon Sinek.
I hope the wheels are turning as to what your why is, what your how is.
How are you going to create these systems
to live and, you know, be consistent with your your why
and tying that into communications as well,
I think is also a really key point.
Listening to your your customers, those early innovators,
And then, oops, sorry, and much better, Mike.
And then making sure that you're speaking in summary of that.
Chapter 10 reinforces the idea that communication is far more.
Couple of last couple of let's start with White Dales into scenarios
where organizations or leaders lose clarity of their why.
Simon Sinek discusses how losing sight of one's foundational purpose,
cause or belief can have detrimental effects on the organization's direction,
A fuzzy what can occur when an organization starts focusing solely on growth,
numbers or outside pressures such as shareholders demands
rather than its core reason for being.
When the original clarity of why starts to blur,
the organization may still know what it does and how it does it.
But the reason for doing it becomes unclear or muddled.
A fuzzy why can lead to inconsistent actions and decisions within the organization.
Companies often try to compensate for this by excessively promoting what they do,
leading to a reliance on manipulative tactics like price wars, promotions,
and fear-based advertising.
They might also diversify into areas that do not align with their original purpose
by looting their brand and eroding trust with customers and employees alike.
Examples of the fuzzy why.
Sinek talks about Walmart after the death of its founder, Sam Walton.
While initially, Walmart thrived on Walton's clear why of serving customers and communities
after he passed away, the new leadership failed to uphold that clarity.
This resulted in a business that began to prioritize profit and expansion over its original purpose,
thereby losing trust and loyalty from both employees and customers.
Likewise, he discusses how Apple lost its why during the mid-1990s
when it strayed from its core purpose and started to produce a multitude of products
that were not aligned with its ethos.
This area is characterized by a lack of focus and diminished brand loyalty,
which changed only when Steve Jobs returned to Apple and refocused the company on its original why.
Sinek suggests that companies and leaders can rediscover their why by looking back to their origins,
the founding principles, and the reasons the organization was created in the first place.
He also emphasizes the role of leadership in bringing the why back into focus
and allowing it to guide the company's decisions and actions.
Leaders play a critical role in maintaining the clarity of the why.
It's up to them to embody the original purpose, values, and beliefs of the organization
and to instill this mindset across the whole organization through consistent communication and action.
In conclusion, Chapter 11 highlights the dangers of losing sight of an organization's why
and offers insights into how leaders can steer the organization back towards its original purpose.
The premise is that clear why it's integral not only to the success but also to the identity of an organization.
When an organization's why goes fuzzy, it risks losing its distinctiveness, its culture, and its competitive edge,
realigning with the core why it can re-energize and refocus an organization,
leading to sustainable success and a revitalized identity.
So yeah, thinking about what is the way to realign that as a leader?
If things do go astray, how can you set things up to continuously run without you?
You know, things like a manifesto.
In rotary clubs, they have the four-way test where they test, you know, is something the truth?
Is it fair to all concerned?
And there's, OK, oh, wait, actually, we've got the next one up here.
But these kinds of rituals could be ways to consistently bring that into focus.
Will it build goodwill and better friendships?
Will it be beneficial to all concerned?
So this is like the four-way test.
So like when you go to rotary clubs, sometimes they'll read this out just to reinforce.
So this is an organization, by the way, that's been going for over 100 years.
And they have pretty strong values.
Is it fair for all concerned?
Will it bring goodwill and better friendships?
Will it be beneficial to all concerned?
That's like one example by having these things that could continue to do that.
Because, yeah, as a leader, you know, you think of different ones that have maybe left
an organization and come back, but Waukee did this, Steve Jobs did this, not by choice.
But but when that happens, you know, that's one way to try to realign what's important.
But, you know, when you're long and gone, having these rituals in place might be one way to continuously do that.
Simon Sinek explores the phenomenon of splits within companies and organizations.
Splits generally refer to instances where an organization parts ways with an original parent company, a division or leaders within the company,
often due to losing sight of the original one and failing to maintain alignment with core beliefs and values.
Splits can occur for a variety of reasons, often rooted in a lack of clarity or forgetting the original one of the organization.
As companies grow and success mounts, the pressure to continue expanding can lead to decisions that compromise the initial values
and direction that set the company on its successful path.
This stems from a shift in focus from why to what?
Prioritizing profits, sales or market share over purpose and belief.
Such schisms can lead to the creation of new companies or spinoffs that either reaffirm the original values or set out on a completely different course.
Splits can download a brand, create confusion in the market and may damage employee morale and customer loyalty.
Retaining the why to prevent splits or to manage them effectively.
Sonic stresses the ongoing importance of leadership's role in continually reinforcing and living by the original why.
Leaders must ensure that the why remains central to the organization's culture and decision making processes, regardless of size or success.
Sonic refers to companies that have undergone splits with sections of the business that were not aligned with the core of why either broke away or were divested.
He knows how such actions can be both necessary and beneficial when refocusing an organization on its why.
Sonic also discusses how after a split, companies can realign themselves with their why.
This process involves senior leadership taking deliberate actions to bring the original purpose back into focus and ensure that future decisions and policies are of this core belief.
Leadership and continuity.
Maintaining continuity as organizations evolve or devolve is crucial.
Good leadership will strive to steward the why throughout changes, transitions or splits.
Fostering an environment where the central beliefs and values remain the beacon for the company's trajectory.
In summary, Chapter 12 addresses the challenging dynamic of organizational splits and highlights the importance of understanding why they happen.
Sonic suggests that maintaining a clear and authentic way can help organizations navigate growth and change without losing their essence.
Splits can serve as a call for leadership to revisit and recommit to their company's founding principles, ensuring that any changes in structure or strategy.
Boom. We'll see. Did I see a hand raise up earlier?
In summary, Chapter 12 addresses the challenge.
Yeah, you don't have organizational splits.
Then I'll move down from it.
We can go. We can go back real quick.
Oh, it's OK. So I think it's very important to, you know, as far as what's being said right now in terms of as far as fragmentation of the market and things of that nature.
Right. We kind of the history of Kingfisher Corner, which everyone's going to learn more about on Thursday when we have our anniversary show.
But we kind of went through that ourselves with the brand and with our broadcast where we created our own split and fragmentation.
And it was very confusing to our audience.
So then we were kind of forced into picking a lane, right?
Which lane do we want to reside in?
Do we want to focus on other content creators or do we want to focus on education?
I think it's also like good analogy is like when sports teams, maybe they get a little ahead of themselves or they get a little.
For the britches and they have to go back to the fundamentals.
I feel all of that's relevant to in companies as well.
Yeah, definitely. And of course, there was the Ethereum splits.
Like, you know, some folks are still doing proof of work, Ethereum. Right.
But, you know, then, yeah, we were seeing examples of this happen.
And yeah, it's interesting to think about how to prevent that.
Because, yeah, as you kind of pointed out, it can can lead to some confusion and things like this.
But but, yeah, that's all relating back to those those values, right?
Those principles, the wise.
How do you stay true to that?
That's like a worst case scenario.
Like having to start with white.
Oh, hold on. Let me hear this bing, bong, bong.
OK, from the top. Second last chapter, guys.
We almost start with white delves into the roots of the individuals or an organization's why the core purpose causal belief that inspires action.
Simon Sinek suggests that to understand an entity's why it is crucial to look at the origin, the story behind its inception and the founders beliefs and values origins of the white.
The white generally stems from the founders of bringing experiences and influences.
It's the narrative that defines the culture of the organization and guides its vision.
This personal story shapes the way the founder sees the world and consequently how the company operates and what it values.
Discovery, not invention. Sinek emphasizes that why is discovered, not invented.
It's already present within the founders or leaders value system.
It must be excavated and articulated once discovered.
This why should permeate through the organization's culture, informing decision making at all levels.
Authenticity and the white, one of why is authentic, stemming from genuine beliefs and experiences.
It resonates more profoundly with employees and customers, attracting those who share similar values.
This authenticity builds a strong, royal following and fosters a culture of trust, stories and the white.
Leaders should use stories to convey the why.
Stories connect the past to the present and future, explaining why an organization exists in a human and relatable way.
These narratives help foster emotional connections with others, as humans are naturally drawn to stories and the clarity they can provide.
Examples of origins, Sinek refers to companies like Apple, where Steve Jobs strong personal values and experiences inform the companies while challenging the status quo.
He also examines the story of Walmart, which was fundamentally connected to Sam Walton's ideals and personal narrative about serving and valuing the customer.
Maintaining the why, as organizations grow, maintaining the why can become challenging.
Leadership transitions can particularly test the strength and continuity of the original why.
Sinek suggests rituals, symbols, and storytelling as means to help preserve the why integrity over time.
In summary, Chapter 13 underscores the significance of uncovering and understanding the roots of the why.
The origin stories provide the context that can inspire and guide organizations effectively over the long term.
By staying rooted in their foundational narratives, organizations can navigate change and maintain clarity of purpose throughout their evolution.
It's these origins that give organizations their unique identity and the ability to inspire those both within and outside their wall.
Nice. So we spoke about rituals before.
There's like the four way test that Rotary Club said is an example.
So maybe you have symbols for your values or within your logo or there are different symbols that have kind of come to mind.
I've seen a few examples of those.
And then and then storytelling, like having stories that could be recited about maybe it's like the origins of the organization and why this really motivates you as a founder, telling that story that maybe other people will be able to tell as the time goes on will be a great way to keep reinforcing that.
Because, yeah, it's one thing for for you as the founder to communicate your why.
But for everyone in the organization to also have a bit of a sense of that and to be able to communicate that as well to a somewhat similar and consistent degree, then they're always giving the same examples.
I did. I did include in my prompt to always give examples.
I think that is nice to add some some color to the stuff.
But look at this. In about one hour, we've gone through a full book with examples.
You know, I think we get we get a pretty good pretty good gist from this as well.
And I like that we can discuss these topics to and bring real life examples as well, like from Ethereum and to, you know, to the crypto overall and discussing different topics.
So I think it's going to become a thing.
I think I'm going to keep doing these Sunday grow days.
OK, we got one more chapter before the applause.
All right. Let me get to the last one.
Chapter 14 away from the top.
OK, here we go. In Chapter 14, I start with why Simon Sinek includes his exploration of how an organization is why or his purpose, cause or belief enables it to stand out in a competitive marketplace.
He challenges the conventional notion of competition and articulus, a new perspective on it, emphasizing the significance of focusing inward on your own.
Why, instead of fixating on the competition, redefining competition, Sinek suggests that true competition is not about beating rivals, but about doing yourself to be better
than you were before. It's about continuous improvement aligned with your why.
When an organization focuses on competing with others rather than on pursuing its own why, it can lose its distinctiveness and the trust it has built among those it serves.
Focusing on why, according to Sinek, when companies concentrate on their own why, they stop being directly comparable to their competitors.
They compete against themselves to advance their cause more effectively and authentically, which naturally distinguishes their products and services.
This inward focus helps them to be more innovative and retain a passionate, loyal customer base.
Inspirational leadership, the chapter also discusses how leaders who inspire, leaders who start with why approach competition differently.
They instill a sense of purpose and belief that goes beyond simply winning market share.
They create an environment where employees feel committed to the organization's cause, which drives them to innovate and excel.
Examples of the new competition, Sinek references examples of businesses and leaders who have embraced this mindset.
Apple, by focusing on their why, which is to challenge the status quo and to think differently.
Apple has continued to innovate in ways that resonate strongly with their customer base, essentially creating markets where there was no direct competition.
Southwest Airlines, with its why centered around democratizing air travel.
Southwest does not measure its success against other airlines, but on how well it serves its own objective to connect people and make travel accessible.
Creating lasting success, Sinek posits that when organizations orient themselves around their why, they can achieve lasting success.
Success that's measured not just by the market standards, but by how well they stay true to their why.
Consistent focus on why leads to a culture that is adaptive, innovative, and resilient against the fluctuating tides of marketplace competition.
The role of trust. The chapter places emphasis on the trust customers place in companies that authentically pursue their why.
This trust is crucial in the new competition, as it isn't easily eroded by competitive strategies or pricing.
Instead, it's rooted in the alignment of values and beliefs.
In summary, Chapter 14 argues for paradigm shift in our understanding of competition.
Success comes from continually improving and innovating in line with your own why, rather than getting preoccupied with external competitors.
An organization's true competition then is with itself and the progress it can make towards fulfilling its central cost or purpose.
When companies focus on their why, they differentiate themselves in ways that cannot be easily replicated, fostering a loyal customer base and an engaged workforce.
This is the new competition, one that inspires rather than overwhelms.
Data privacy. Let's grow.
OK, thank you, Snoopy, OGG, AI for doing the summary.
We'll be looking deeper into their terms and conditions to see how we'll do this for next Sunday, but but that was nice.
All right. So cool, cool. Great takeaways.
I'm glad we're able to go through this book in an hour with all the deep understandings.
Again, you could do this in 20 minutes.
You can have it just go summarize all the chapters and it'll give you a really small paragraph on each chapter and you can easily go through a book or you can go through and really have all these examples and really get to know.
I think, you know, bring in our own examples as well and discuss these topics.
This is like a mini book club we can do each Sunday.
So let me know in the comments section which book you want us to do for next week.
Ideally, something around leadership or positive impact or, you know, any of these topics.
Let me know which topics you're interested in delving into.
If there's a book you've been wanting to get to, but have just never found the time to do so.
If it's a pretty well-known book, then we can summarize it using AI.
So stay tuned for next Sunday, Grow Day.
We all going to say something before we conclude.
Any thoughts on your why, your sorry.
Go ahead. Can I put you on the spot for a minute?
Yeah. Yes, you make it, sir.
Would you be willing to co-host our anniversary space on Thursday?
Oh, snap. Yeah, absolutely, man.
So that's at my midnight, I believe.
Yep, let me just check Thursday calendar.
Yeah, we're good. I got a thing with cash upped in 11 to noon.
Oh, I think I'm available like right at that time.
I'm doing a live podcast, oh, not a live podcast, podcast, podcast.
Refi generation from 11 till midnight.
So I think like right on the minute, I might be like a couple of minutes late, but yeah, I'm down.
Well, the intro is like five minutes.
I love your intro, by the way.
I want to work on a solid intro for Max Impact.
Inspire me left, right and center, Will T.
Absolutely. So I'll be there at my midnight noon.
Will T's Kingfisher's show.
I'm very much excited for that Kingfisher's corner.
And yeah, happy days, guys.
Thanks for tuning into the first Sunday grow day.
Do let me know in the comments section of the spaces or in DMS which book you want us to grow through for next week.
And maybe we can like tweet some things about it, do some prep work for it and come with a bunch of examples.
And we can really delve into these topics.
A book a week, ladies and gentlemen, friends.
I think that's a pretty solid thing if we can really grasp the concepts and apply it.
So I'm going to commit to that every single Sunday.
I'm going to do this book summaries, GPT.
Say, say again, throw it out here now for next week.
I just throw it out here now.
A book example for next week.
The future is faster than you think.
Future is faster than you think.
Peter Diamandis and Steven Toddler are the authors and co-authors on it.
Let me just see if he's got it.
So yeah, everyone, suggest books for next week, and we'll pick one and go through it.
This seems like a very interesting one.
So yeah, always down to get into technology and all that good stuff.
Thank you for coming through.
We do normally end on a tune.
We have these mini traditions.
We have to do all of them.
You don't always have to.
I take tradition seriously.
You started by asking someone, what's your why?
I have literally done it for 400 plus episodes.
We take traditions very seriously here at Maxim fact.
OK, you know what we're going to do?
We're going to grow to SoundCloud.
And I'm going to play us out.
I'm going to play us out on something vibey this Sunday.
Hope you'll have an excellent start to your week next week.
Ooh, these are a little bit heavy for a Sunday.
I don't know if you'll want to hear that.
OK, this one's kind of vibe.
But oh, is this the right?
I really should prep all of my playing out songs,
not just my playing songs.
This is not what I was expecting.
We're just going to play a little bit of this instead.
See you tomorrow, friends.
Much love, Mr. McGee, Fighter's Gang.
Good to see you back in here.
We reached Steve Kaipi, King Fisher, a Japanese friend.
It's up for the regenecence.
Until next time, friends, keep doing what you love,
keep spreading love, and making impact.