“He was still standing in direct line of fire when he was risking his life to save mine. Bullets are whizzing around us, but he stabilised me in 10 minutes in the brick line of fire. And in the analysis afterwards, he says he doesn't know how my heart didn't stop. All the textbooks say it should have stopped. The only reason he believed that it didn't stop, was because I had never read those textbooks.”

“We didn't develop a detailed business plan. We said let's get something up and running. And we'll see how customers respond. So, we built a website, that some inventory. We were bootstrapping. So, we had to make two with what we had. The only marketing, we did was to set up a Facebook page.”

“In layman's terms it simply means being able to be more awake and alert, be more relaxed and rested, and being able to see those bigger pictures, see those finer details to fill those bigger pictures, and allow things to happen, more naturally, more organically. And so, you know, usually the top leaders, they're working hard, but they're not working hard, because they're functioning from a state of simplicity. In that natural state, where you're not overthinking things, you're not under thinking things, you're just in tune with the right thought at the right time.”

"And that's how I trained hypnotherapist’s from across the globe. I've trained thousand's of people from all over the world. And what we want to do is we want to make sure that we're actually dealing with the cause and not just the symptoms. So, it is a programme, but even when you look at it, 12 sessions, that's nothing compared to people who come to us for depression or chronic anxiety, who have seen a psychiatrist for years, and years. And all they do is go from one antidepressant to another and nothing has really changed except there's been numbed from the world.”

“And the current book, which is called do one thing and do one thing deep is about organizations and how we can just be more effective as an organization when we all understand what our purpose is, what the direction is that we are heading, and the part that we play in that.”

“Making sure that they're recognising people who are doing the one thing well and holding others to account who aren't particularly in their leadership teams. Yeah, so rewarding and recognising and celebrating what's happened, so that everyone can see, you know, that the journey has been one worth taking.”

“And there's a lot of work still that needs to be done to break down those barriers and reduce the stigma. So, people feel comfortable about talking about the problem acknowledging the problem and having the confidence to go and do something about that because we know that more than 60% of people with incontinence never actually seek help.”

“But trying to find that key to give them the power, the strengths to be able to make those changes is similar. In adults believing in themselves, part of it comes in believing in themselves. And I believe in adults, I believe in children, and I want everyone out there to believe in themselves as much as I believe.”

“Creating those role models and mentors of women who are successful in those areas and are able to do it with their own, in their own woman that way, alters society's understanding or perceptions or definition of what a woman is.”

“Audience journey is basically in any kind of presentation, or conversation or speech. It's the moment by moment, emotional, mental journey that the audience takes, while listening to what you're delivering. So, it's the actual in inner exploration, the path they take from where they are, when they come in, to the conversation, or the presentation or the speech to where they are when you finish. It's that path.”

“I took them on a journey themselves from when I didn't know what they don't know, to where I found out what they want to know. So, they came with me on that journey. So, part of it was the delivery and the way I styled it, but I think also, you know, I think I spoke to and about a huge part of the world and something that they're all feeling and going through.”

And I tried a number of things to keep the staff that I was employing, engaged and keep them staying working for me for the business longer. And I found over a period of time, what I was doing wasn't working. There was a gap in my skill set. And I didn't know what that gap was. And I remember having a conversation with the HR team at the time and saying, I don't know what I'm doing or what I need to do in order to change the results. But something needs to change.”

“I think the biggest challenge is the mental health of our workers or our employees has become really, really important for a whole range of reasons, we are making progress. But I think the biggest challenge is still that we've got a stigma around mental health problems.”

“I think there's always an element of overwork. In the community, there's a difference too, between hard work and overwork. I think that overwork is being created at the moment, by lack of people to employ and the current employment market.”

“We will go in and we will look into the business and see how we can translate that in order for your corporate executives to be able to live and breathe the brand.”

“Number one would be what is the product or services that you are selling? Yeah, and number two, which kind of customers are you targeting.”

“Appearance, behaviour, communication, the ABCs of image. So, there is no point in you dressing up very nicely, but at the end of the day, when you communicate, it doesn't sound professional. The language that you use, you know, your vocals and verbal cues are incongruent with your appearance, that will also affect the whole brand as well.”

”So, if you think of a patent, it goes towards an invention. Something that has a functionality, it does something and accomplishes something that would be a patent. A trademark is more on the branding side. When you think of the name of a company, name of a business, a logo, a catchphrase something, it is what the brand is. And then copyrights are going to be more on the creative side. So, if it's kind of creative in nature, you know, a book, a video, a sculpture, or a painting something that's on the creative side, you protect with copyrights.”

“And so again, it's one where you have to look and say how? what is the plan for the business? Are you looking for bringing on partners, investors, licencing it, setting it up for acquisitions, and then you start to look and say, now let's set up a structure that has the best protection.”

“And so executive presence remains a mystery to so many people.”

“Today, leaders need to be able to show empathy, they need to thank their teams, their team members, and they need to just be patient and listen. And so, there's a whole list of different core competencies that we could talk about. But those are at the top of my list. And decisiveness is another one, being able to make decisions quickly, even if it's in the virtual world.”

“Imagine you're in business. And every day you spend one hour learning a new skill, like how to market or how to communicate or how to write copy. And at the end of the year, you have 365 skills like Photoshop or video under your belt what we get to the bottom line to your competitive this.”

“So, what's your purpose? How much time do you have? And when you're done? What are you hoping to accomplish?”

“If you get that wrong, it doesn't matter how fancy the graphics, it doesn't matter how good the presentation, it doesn't matter, you know, where you put it, your target market just won't respond off.”

“So, the biggest mistake that I see with people killing their marketing campaigns is that they don't give it enough time.”

“And we do very little in paid advertising, almost no cold outreach. And people come and find us organically. And in the process of sort of figuring out how we're going to position ourselves in places where potential customers would come and find us versus having to chase after customers sort of led to the creation response.”

“Because if you're good at any channel, you can make anything work, right people will have community like growth, product lead growth, some people aren't very good at paid ads or cold outreach.”

“The area where the brain is most sensitive to and most willing to change is in the area of a risk to survive. So, risk is the area that is rich pickings for changing your behaviour. If you can set up a risk, your brain is interested. Because your brain just wants to survive, right?”

“But what we notice is true about that is that for anyone who does that, it just stops working. Because you can't trick yourself, you can't hold those two things at the same time. Your brain knows now that there's really no valid threat there.”

“Conflict is inevitable. Combat is optional. And in business, particularly when people have a conflict that arises, there's a couple of things that can go wrong, and they go wrong, because nobody ever sits us down and tells us how to manage conflict.”

“It's impossible to avoid disputes. What you can do is get to a dispute as soon as it arises and deal with it constructively, rather than letting it just escalate.”

“ Take your common returns, procedure, most retailers, you know, if they don't want to take it, they'll find every excuse under the sun not to take it. But that's not for the customer. That's a procedure that they've built in for themselves. So therefore, the customer experience is dilapidated at best, and it doesn't create customer loyalty.”

“I mean, the first thing that you really need to do is you need to make sure that whatever you're offering is what the customer wants. Plain and simple. If you're offering something that is, you know, done before, not done, well, not well thought out selfish or in genuine, then you're not going to win. No, what you're selling is a value added to your customer, that is the first thing you need to do. The second thing is to have the procedures and the systems in place to be able to sell it in a way that doesn't cause too much friction if there's too much friction in the way that I have to create a purchase.”

“And for that you need systems. And this is where our three habits three numbers come in really handy. And if you jump directly into systems and tactics, you might be the wrong systems and the wrong tactics. That's why we say stop, stop, stop! Before we build any system, we map out. And we calibrate with the three strategies.”

“You want to get the weak signals; you want to get the signals early”

” And that's our superpower. I don't try to change anybody. What I tried to do is okay, let's embrace it. We are creative. We are forces of nature. We need systems that you know, that channel this energy and form it into something focused, calm and consistent.”

“And for the team as well, it means that we've got wider access to talent, because we don't have to nail down into one particular geographical location”

“Prior to the pandemic, people were commuting for at least two or three hours a day getting to the office and getting home again. And suddenly their commute is from their bedroom to their office or their living room. And they've freed up so many hours in their day. So maybe you do end up doing 15 minutes, half an hour extra work in the day, but yet you actually end up being a lot more productive in that time.”