Sandbox
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0:00 - 0:06the art of war by Sun zu so this book is
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0:03 - 0:08thousands of years old and it is a very
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0:06 - 0:10insightful book because it not only
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0:08 - 0:15tells you about the different strategies
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0:10 - 0:18and insightful ideas behind war and the
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0:15 - 0:21aspects directly related to war however
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0:18 - 0:24it contains within a lot of information
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0:21 - 0:26regarding on how to carry yourself in
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0:24 - 0:28life and how to overcome one of the
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0:26 - 0:31greatest obstacles that you have which
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0:28 - 0:32is your own ego and aspects of your mind
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0:31 - 0:34and your character that you're
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0:32 - 0:36essentially in battle with that keeps
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0:34 - 0:38you away from doing the things that you
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0:36 - 0:40know you have to do to produce the
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0:38 - 0:41results that you want it also helps you
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0:40 - 0:44with dealing with day-to-day life
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0:41 - 0:46dealing with people areas like business
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0:44 - 0:48and career so what I've done is I've
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0:46 - 0:50pulled some points out of the book and I
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0:48 - 0:52want to share with you my insights and
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0:50 - 0:55perspectives on this and we're going to
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0:52 - 0:58go through each point that I gathered
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0:55 - 1:01from the chapters it's 13 of them and
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0:58 - 1:05each chapter contains a different topic
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1:01 - 1:07and what it does is it explains you know
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1:05 - 1:10the contents within it there's a lot of
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1:07 - 1:12Proverbs and insightful information no
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1:10 - 1:13matter where you are in your life it's
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1:12 - 1:16worth reading this book because it's
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1:13 - 1:18very revealing it tells you about what
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1:16 - 1:20is happening to you from areas that
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1:18 - 1:22you're not aware of in life because one
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1:20 - 1:25of the important quotes on this book is
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1:22 - 1:27all warfare is fought on deception or is
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1:25 - 1:29based on deception and everyone is
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1:27 - 1:31trying to get your attention in this
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1:29 - 1:33world and essentially your attention is
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1:31 - 1:36really valuable advertisers pay a lot of
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1:33 - 1:38money to get your attention this can be
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1:36 - 1:40beneficial because they can offer to you
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1:38 - 1:43very valuable products and services but
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1:40 - 1:44it can also be disadvantageous if it
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1:43 - 1:46takes you away from your purpose or your
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1:44 - 1:49grand strategy what you're trying to
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1:46 - 1:51accomplish so if you understand the
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1:49 - 1:53aspects of war and the strategies and
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1:51 - 1:56the concepts of war then it will give
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1:53 - 1:59you a deeper multi-level understanding
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1:56 - 2:01of reality and yourself a lot of people
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1:59 - 2:02shy away from the subject of war and
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2:01 - 2:05I've never been one to do that because I
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2:02 - 2:07realized that just about any type of
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2:05 - 2:10information that is available is valid
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2:07 - 2:12in certain areas and we need to learn
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2:10 - 2:15understand from different sources even
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2:12 - 2:17if areas we don't necessarily agree with
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2:15 - 2:19there's a lot of different nuances and
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2:17 - 2:21understandings but the important thing
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2:19 - 2:23is we have to make peace with what we're
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2:21 - 2:25reading and who we are as a person and
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2:23 - 2:27one of the best ways to do that is to
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2:25 - 2:29study very polarizing subjects so if
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2:27 - 2:32you're not a kind of person that studies
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2:29 - 2:34war for example or you are opposed to
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2:32 - 2:36war that's actually worth reading the
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2:34 - 2:38war manuals because you'll gain a lot of
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2:36 - 2:41insights to yourself there's a saying
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2:38 - 2:43that goes what you resist persists so
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2:41 - 2:46the more you try to avoid studying
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2:43 - 2:48certain subjects like war the harder it
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2:46 - 2:50is for you to overcome the certain
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2:48 - 2:52aspects of yourself that the strategies
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2:50 - 2:54of war and the concepts covered within
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2:52 - 2:56this book can help you overcome so you
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2:54 - 2:57can reach an even higher level so I'm
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2:56 - 3:01going to start with the points the first
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2:57 - 3:03is all warfare is based on deception so
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3:01 - 3:04again I'm going to apply this to life in
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3:03 - 3:06general I'm not going to apply this to
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3:04 - 3:08war might make some references
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3:06 - 3:10but because the concepts and strategies
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3:08 - 3:12that are contained within this book are
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3:10 - 3:13applicable for day-to-day life so that's
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3:12 - 3:15we're going to talk about from that
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3:13 - 3:18perspective all warfare is based on
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3:15 - 3:20deception so to me it's essentially this
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3:18 - 3:22world we live in where everyone is
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3:20 - 3:24trying to take your attention away from
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3:22 - 3:27what you're doing and put it into their
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3:24 - 3:29space so advertising for example or
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3:27 - 3:31social media or different people are
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3:29 - 3:33trying to take your attention away not
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3:31 - 3:34necessarily from a sinister perspective
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3:33 - 3:36but because they believe they know
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3:34 - 3:38what's best for you and they're trying
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3:36 - 3:39to take you towards your direction now
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3:38 - 3:41this can be advantageous or
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3:39 - 3:44disadvantageous a lot of times with the
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3:41 - 3:46distractions we have nowadays in the
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3:44 - 3:48realm of work for example career in
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3:46 - 3:50business they're not very advantageous
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3:48 - 3:52and even though the other person will
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3:50 - 3:54tell you it's advantageous you in your
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3:52 - 3:56heart note it's not advantageous so what
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3:54 - 3:59you have to do is you have to put
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3:56 - 4:01processes and systems in place to
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3:59 - 4:03prevent your attention from going in a
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4:01 - 4:05different direction and part of that is
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4:03 - 4:07the understanding that all warfare is
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4:05 - 4:10based on deception so a lot of things
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4:07 - 4:12that you're attracted to are not
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4:10 - 4:14necessarily beneficial for you if you
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4:12 - 4:16see a very attractive person someone
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4:14 - 4:17that you're attracted to understand
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4:16 - 4:19something that that's only the surface
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4:17 - 4:22what you see there's probably a lot more
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4:19 - 4:23to them and a lot more aspects to who
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4:22 - 4:25they are that
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4:23 - 4:27she might not be beneficial for you okay
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4:25 - 4:29so this can be true and it can be false
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4:27 - 4:31also but you've got to look at where
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4:29 - 4:34you're being deceived from seeing
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4:31 - 4:36reality from seeing the truth and it's
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4:34 - 4:39usually the things that trigger our
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4:36 - 4:41fears and insecurities that pulls us
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4:39 - 4:43towards a negative direction or in a
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4:41 - 4:46direction that's not favorable to us
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4:43 - 4:49next attack him where he is unprepared
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4:46 - 4:52appear where you are not expected so
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4:49 - 4:54again when you look at software or
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4:52 - 4:54certain kinds of apps and Facebook and
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4:54 - 4:57things like that
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4:54 - 4:59they really understand this concept and
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4:57 - 5:01they're really trying to you can say
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4:59 - 5:02attack your mind and get you to go in a
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5:01 - 5:05different direction when you are
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5:02 - 5:07unprepared so the key is to set up
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5:05 - 5:09things in your environment to avoid
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5:07 - 5:12distraction to place yourself in
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5:09 - 5:15environments that motivate and encourage
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5:12 - 5:17a high level of focus from prevent and
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5:15 - 5:19preventing yourself from being around
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5:17 - 5:21people that essentially are looking to
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5:19 - 5:23exploit you in a way that's not
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5:21 - 5:25beneficial for you when you are
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5:23 - 5:27unprepared people are not going to
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5:25 - 5:29attack you where you're strong your mind
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5:27 - 5:31is not going to be penetrated where
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5:29 - 5:33you're strong it's always going to be in
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5:31 - 5:36your weak areas and it's going to appear
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5:33 - 5:38when you are not expecting it to appear
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5:36 - 5:40so the important thing to understand is
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5:38 - 5:43to look at all the different scenarios
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5:40 - 5:45and situations in your life where you
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5:43 - 5:48are unprepared and where you're not
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5:45 - 5:49expecting distractions and things that
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5:48 - 5:52will move you in a different direction
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5:49 - 5:54again based on deception and figure out
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5:52 - 5:57how you can remove those so you can
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5:54 - 6:00focus on what really matters to you if
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5:57 - 6:03your opponent is choleric temper seek to
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6:00 - 6:06irritate him pretend to be weak that he
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6:03 - 6:08may grow arrogant so again one of the
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6:06 - 6:12things that takes us away from what we
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6:08 - 6:15are trying to do is emotions people
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6:12 - 6:17target our emotions advertisers target
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6:15 - 6:20our emotions everything is designed to
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6:17 - 6:22target your emotions and one of the most
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6:20 - 6:25powerful emotions is anger and
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6:22 - 6:28irritation so if people are angering you
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6:25 - 6:30or irritating you take a step back and
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6:28 - 6:31understand that they may or may not be
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6:30 - 6:34aware of what they're doing but the
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6:31 - 6:37bottom line is that it's impacting you
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6:34 - 6:39so that what you have to do
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6:37 - 6:41is remove yourself from those situations
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6:39 - 6:43again pretend to be weak that he may
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6:41 - 6:46grow arrogant so another thing is that
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6:43 - 6:47on the offensive side you want to be
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6:46 - 6:51humble you want to be a kind of person
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6:47 - 6:52that is very you know pragmatic and
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6:51 - 6:55going about your day to day activities
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6:52 - 6:56because then what happens is that those
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6:55 - 6:58that are sinister and out to get you
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6:56 - 7:01they're going to grow arrogant they're
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6:58 - 7:02going to create a false sense of
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7:01 - 7:03identity that they're winning and so
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7:02 - 7:05forth and that's going to eventually
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7:03 - 7:08take them down now that's actually a
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7:05 - 7:10good thing because when somebody does
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7:08 - 7:13not get results based on reality and
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7:10 - 7:15they get results based on arrogance and
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7:13 - 7:17egotistical reasons then that's not
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7:15 - 7:19serving people and they need to go down
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7:17 - 7:22and one of the ways that you can
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7:19 - 7:24facilitate that in a way that doesn't
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7:22 - 7:27necessarily cause you to fight a battle
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7:24 - 7:29with them is to be humble hold out baits
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7:27 - 7:32to entice the enemy fiend disorder and
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7:29 - 7:34crush them again people are using bait
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7:32 - 7:35to try to Lou you in a different
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7:34 - 7:37direction now I'm not saying these
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7:35 - 7:39things to make the world seem like it's
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7:37 - 7:42a negative place that's not what I'm
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7:39 - 7:44saying the reality of these things do
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7:42 - 7:47exist and what we have to do is
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7:44 - 7:51proactively be responsible for
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7:47 - 7:53protecting ourselves or protecting our
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7:51 - 7:55attention in different areas that are
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7:53 - 7:58important to us and understand when
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7:55 - 7:59we're being baited by the enemy because
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7:58 - 8:01the bait is going to take you astray
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7:59 - 8:05it's going to lead you astray
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8:01 - 8:07next waging war in war then let your
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8:05 - 8:10objective be victory not lengthy
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8:07 - 8:12campaigns so this is applicable in a lot
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8:10 - 8:14of areas of life for example in business
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8:12 - 8:16one of the things that I see people do
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8:14 - 8:18in business is they create these lengthy
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8:16 - 8:20campaigns these lengthy business
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8:18 - 8:21objectives that take forever to
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8:20 - 8:25implement in projects that are very
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8:21 - 8:28complex and it prolongs the victory or
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8:25 - 8:30even if they get there they screw it up
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8:28 - 8:32because there's so much complexity to it
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8:30 - 8:35and they don't end up actually getting
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8:32 - 8:38the victory they end up losing so the
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8:35 - 8:40ideal scenario is quick campaigns that
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8:38 - 8:43are designed to victory one of the
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8:40 - 8:45quickest routes to the end result I
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8:43 - 8:46remember I was at an event and I heard
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8:45 - 8:49Daymond John speak who was the founder
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8:46 - 8:50of FUBU and he said he tries to be one
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8:49 - 8:52step away from the money
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8:50 - 8:54which essentially what that means is
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8:52 - 8:57that you know and he's an investor he's
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8:54 - 8:59looking for businesses that are quick
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8:57 - 9:01and efficient to produce the outcome
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8:59 - 9:04okay so you see the application here and
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9:01 - 9:06it's not about creating these lengthy
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9:04 - 9:07processes and lengthy steps to get to
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9:06 - 9:10the end result because that just adds
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9:07 - 9:13unnecessary complexity but for looking
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9:10 - 9:15for the quick end result through a short
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9:13 - 9:17and efficient campaign now this doesn't
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9:15 - 9:19mean get-rich-quick or something that is
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9:17 - 9:21essentially a trick that is not
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9:19 - 9:22sustainable there's a balance here but
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9:21 - 9:24it does mean that you can simplify the
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9:22 - 9:25process and it doesn't have to be as
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9:24 - 9:29lengthy as it should
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9:25 - 9:31next attack by stratagem thus we may
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9:29 - 9:34know there are five essentials for
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9:31 - 9:36victory he will win who knows when to
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9:34 - 9:38fight and when not to fight
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9:36 - 9:41so essentially what that means is
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9:38 - 9:43conserve your energy live to fight the
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9:41 - 9:46battles that are worth fighting don't
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9:43 - 9:47give your attention onto things that
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9:46 - 9:49when you win
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9:47 - 9:50they're just for egotistical reasons
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9:49 - 9:53they're not actually moving your
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9:50 - 9:55objective forward he will win who knows
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9:53 - 9:58how to handle both superior and inferior
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9:55 - 10:00forces so understand that some people
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9:58 - 10:02are superior and some are inferior you
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10:00 - 10:05need to be able to work with those
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10:02 - 10:07energies to move your strategy forward
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10:05 - 10:10again if you're focused on an objective
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10:07 - 10:13outcome that is based on strategy and
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10:10 - 10:14not based on egotistical reasons then
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10:13 - 10:16you're going to see the possibilities
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10:14 - 10:18and opportunities to work with these
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10:16 - 10:21different superior and inferior forces
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10:18 - 10:23when someone is superior to us we tend
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10:21 - 10:26to put on a certain persona we try to
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10:23 - 10:27impress them we end up doing things that
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10:26 - 10:30don't necessarily move our objective
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10:27 - 10:32forward when someone is inferior we try
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10:30 - 10:34to take advantage of them we try to be
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10:32 - 10:35the right one we try to be the lecturer
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10:34 - 10:38instead of the person that works with
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10:35 - 10:40them to move the objective forward he
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10:38 - 10:43will win whose Army is animated by the
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10:40 - 10:45same spirit throughout all its ranks so
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10:43 - 10:47when you're creating a team for example
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10:45 - 10:49if you're building a business everyone
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10:47 - 10:51needs to have that spirit anytime the
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10:49 - 10:53spirit is broken you've got a weak link
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10:51 - 10:55you have to be able to penetrate your
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10:53 - 10:58organization with that same spirit if
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10:55 - 10:59you can't penetrate the ranks and
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10:58 - 11:01there's hierarchy in it understand
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10:59 - 11:03something when it gets up to a certain
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11:01 - 11:04level and that spirit is not there
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11:03 - 11:07everyone who that poor
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11:04 - 11:09person has as far as responsibility if
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11:07 - 11:12that person is a leader anyone who is
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11:09 - 11:14responsible to them is not going to have
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11:12 - 11:16that same spirit because as it trickles
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11:14 - 11:18down when it gets to that level where
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11:16 - 11:20there's the inefficiency of thinking or
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11:18 - 11:22the lack of spirit everyone under that
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11:20 - 11:24person is going to have that lack of
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11:22 - 11:26spirit because the information which
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11:24 - 11:28comes in the top down is not going to be
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11:26 - 11:31translated in a way where it's uniform
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11:28 - 11:33and that becomes very weak it becomes
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11:31 - 11:36cancerous to the organization and it can
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11:33 - 11:38be resulting or it can result in taking
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11:36 - 11:41down the entire operation and so forth
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11:38 - 11:43he who will win he will win who prepared
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11:41 - 11:46himself waits to take the enemy
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11:43 - 11:48unprepared so you always have to be
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11:46 - 11:49prepared you always have to be on this
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11:48 - 11:51doesn't mean you can't relax but when
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11:49 - 11:53you relax make sure you do in an
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11:51 - 11:55environment where you cannot be
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11:53 - 11:57persuaded and attacked you can be
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11:55 - 11:59vulnerable but it's important to then
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11:57 - 12:02place yourself in situations where you
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11:59 - 12:03are prepared and where people can't take
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12:02 - 12:05your taken advantage of you and you're
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12:03 - 12:07able to read the signs you're able to
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12:05 - 12:09become very present and know when you're
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12:07 - 12:12getting pulled in a direction that is
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12:09 - 12:15not favorable for you and when you're
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12:12 - 12:16dealing with people and you have to move
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12:15 - 12:18the strategy forward and you have to
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12:16 - 12:20attack do it in a place where there is
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12:18 - 12:23less resistance essentially when they're
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12:20 - 12:26unprepared he will win who has military
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12:23 - 12:30capacity and is not interfered with by
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12:26 - 12:33the sovereign so next we move on to
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12:30 - 12:36tactical dispositions what the ancients
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12:33 - 12:39called a clever fighter is one who not
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12:36 - 12:42only wins but excels in winning with
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12:39 - 12:45ease hence his victories bring him
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12:42 - 12:48neither reputation for wisdom nor credit
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12:45 - 12:50for courage so if you are a very
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12:48 - 12:52skillful fighter and you're always win
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12:50 - 12:55or you're in the state of mind of
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12:52 - 12:57winning when you win it's not a big deal
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12:55 - 12:59it's just a way of life it's just what
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12:57 - 13:02happens from day to day that's how you
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12:59 - 13:04know that you are in the ranks of
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13:02 - 13:06someone great is when they're looking at
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13:04 - 13:08the victories as just another step
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13:06 - 13:11forward this doesn't mean that they are
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13:08 - 13:13not appreciative of it it just means
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13:11 - 13:15that they don't become arrogant and form
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13:13 - 13:17an identity around their victories when
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13:15 - 13:18you become arrogant and form an identity
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13:17 - 13:22or you fee
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13:18 - 13:24the ego around your victories that ego
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13:22 - 13:27becomes your weak area you're no longer
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13:24 - 13:29performing from the same place that got
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13:27 - 13:31you the victories and then when you face
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13:29 - 13:33higher challenges that ego is going to
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13:31 - 13:34hold you back you're going to need to
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13:33 - 13:37break it down
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13:34 - 13:40thus it is war that is that in war that
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13:37 - 13:42victorious strategist only seeks battle
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13:40 - 13:45after the victory has been won whereas
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13:42 - 13:47he who is destined to defeat first
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13:45 - 13:49fights and afterwards looks for victory
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13:47 - 13:52so this is about controlling your
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13:49 - 13:55emotions getting really present and
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13:52 - 13:56understanding that you need to look at
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13:55 - 13:58strategy and you got to see the end
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13:56 - 14:01result and you got to go down the
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13:58 - 14:05pathway that is statistically likely to
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14:01 - 14:07produce the result that you want if you
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14:05 - 14:09don't see the steps that lead to the
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14:07 - 14:11outcome you need to figure out how to
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14:09 - 14:13see the steps because if you don't see
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14:11 - 14:15the steps then you're essentially going
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14:13 - 14:17and fighting a battle when you don't
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14:15 - 14:19necessarily know the outcome now there's
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14:17 - 14:21going to be situations where the odds
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14:19 - 14:23are not in your favor and if you have
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14:21 - 14:25the opportunity to go in the direction
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14:23 - 14:27another direction where the odds are in
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14:25 - 14:29your favor and that can move your grand
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14:27 - 14:32strategy forward why wouldn't you pick
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14:29 - 14:35it so it's important to think like a
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14:32 - 14:38strategist and understanding strategy is
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14:35 - 14:40a massive subject it takes a lot of
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14:38 - 14:42experience a lot of studying to really
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14:40 - 14:44grasp the magnitude and it goes on
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14:42 - 14:48forever the study of becoming a better
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14:44 - 14:51strategist goes on forever it deploys
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14:48 - 14:53both in the moment thinking and being
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14:51 - 14:55present to the variables that are
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14:53 - 14:57contained within the moment as well as
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14:55 - 14:59long-range thinking so you can see the
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14:57 - 15:01domino effect the trickle effect the
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14:59 - 15:04pattern recognition the possible
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15:01 - 15:06scenarios that can occur in the position
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15:04 - 15:07that you're taking or in the environment
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15:06 - 15:11that you're going in and knowing how to
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15:07 - 15:14work with it when it shows up energy
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15:11 - 15:17sons who said the control of large
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15:14 - 15:20forces is the same principle as the
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15:17 - 15:23control of a few men it is merely a
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15:20 - 15:26question of dividing up their numbers so
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15:23 - 15:28what this means is that you've got to
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15:26 - 15:32create a system you've got to create a
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15:28 - 15:35process and that system in process will
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15:32 - 15:37allow it to scale to higher levels when
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15:35 - 15:40you're building a team the same
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15:37 - 15:43ideologies that you instill at a lower
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15:40 - 15:46level with a few people are instilled as
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15:43 - 15:48the organization grows and as the
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15:46 - 15:50organization grows there are people
-
15:48 - 15:54there are processes and systems that are
-
15:50 - 15:57put in place to infuse the new people
-
15:54 - 16:02that are brought on board with the ways
-
15:57 - 16:05of how it works and the spirit and as it
-
16:02 - 16:08starts to increase the control is
-
16:05 - 16:10maintained through hierarchy and
-
16:08 - 16:13reporting and certain things in place
-
16:10 - 16:16that when a decision needs to be
-
16:13 - 16:18executed from the top down it flows
-
16:16 - 16:22through the entire organization and
-
16:18 - 16:23everybody executes in synergy now it's a
-
16:22 - 16:25lot simpler than it sounds because
-
16:23 - 16:28you're dealing with people and people
-
16:25 - 16:31can be rational and overly emotional and
-
16:28 - 16:34have their own agendas but you try to do
-
16:31 - 16:37it the best you can ok so next in the
-
16:34 - 16:39battle there are not more than two
-
16:37 - 16:42methods of attack the direct and the
-
16:39 - 16:44indirect yet these two combinations give
-
16:42 - 16:47rise to an endless series of maneuvers
-
16:44 - 16:49so think about in life when it's
-
16:47 - 16:52important to be direct when dealing with
-
16:49 - 16:54people and when it's important to be
-
16:52 - 16:55indirect sometimes when you're dealing
-
16:54 - 16:59with people you have to be direct
-
16:55 - 17:01because they can handle it or they can
-
16:59 - 17:04handle it in certain times or they
-
17:01 - 17:06require it to feel your trustworthiness
-
17:04 - 17:09but in other times it's important to be
-
17:06 - 17:12indirect because by being indirect you
-
17:09 - 17:14give them some space you help them
-
17:12 - 17:16understand things in a level where they
-
17:14 - 17:18figure it out on their own one of my
-
17:16 - 17:20favorite sayings is let the thoughts you
-
17:18 - 17:22are provoking come to them as if they
-
17:20 - 17:25were their own that's done through
-
17:22 - 17:26indirect methods through indirect
-
17:25 - 17:29methods you're not being manipulative
-
17:26 - 17:30but you're rather just being supportive
-
17:29 - 17:33you're stepping back and understanding
-
17:30 - 17:35that people are in different levels they
-
17:33 - 17:37have fears they have insecurities they
-
17:35 - 17:40have different agendas and goals and
-
17:37 - 17:43certain priorities and so forth and you
-
17:40 - 17:45got to be able to work with that in a
-
17:43 - 17:48way that might require
-
17:45 - 17:52being indirect energy might be likened
-
17:48 - 17:56to bending of a crossbow decision to the
-
17:52 - 17:58releasing of a trigger so energy is
-
17:56 - 18:02essentially a lot of presents a lot of
-
17:58 - 18:06awareness and a buildup a buildup of
-
18:02 - 18:10focus and then you are able to look at
-
18:06 - 18:13what you're trying to accomplish and
-
18:10 - 18:16releasing that build-up of energy you
-
18:13 - 18:19have to be able to feel it you can feel
-
18:16 - 18:20the energy a lot of people nowadays are
-
18:19 - 18:23not really becoming present to the
-
18:20 - 18:24energy of their environment the energy
-
18:23 - 18:27when it comes to dealing with people
-
18:24 - 18:29it's almost become kind of a far-out
-
18:27 - 18:31concept it really isn't
-
18:29 - 18:33you can feel when somebody has good
-
18:31 - 18:36energy charismatic energy negative
-
18:33 - 18:39energy you can feel it and you can get
-
18:36 - 18:41better at feeling it and within yourself
-
18:39 - 18:44when you've got focused energy or
-
18:41 - 18:48powerful present energy or energy that's
-
18:44 - 18:51very positive or it's purposeful you can
-
18:48 - 18:53allow that energy to build up so it
-
18:51 - 18:56intensifies and then when it's time to
-
18:53 - 19:00make your move you can release and
-
18:56 - 19:03infuse that move with your energy emit
-
19:00 - 19:07the turmoil and tumult a battle there
-
19:03 - 19:11may be seeming disorder and yet no real
-
19:07 - 19:14disorder at all amid confusion and chaos
-
19:11 - 19:18your array may be without head or tail
-
19:14 - 19:21yet it will be proof against defeat so
-
19:18 - 19:25when you look at an environment a
-
19:21 - 19:27marketplace life in general you'll tend
-
19:25 - 19:30to notice chaos you will see disorder
-
19:27 - 19:33things won't make sense understand
-
19:30 - 19:37something that within that chaos there
-
19:33 - 19:41is a process there is order your goal as
-
19:37 - 19:44a strategist is to be able to see order
-
19:41 - 19:46through the chaos not be pulled in
-
19:44 - 19:48through the chaos I know people that
-
19:46 - 19:51consider themselves to be strategists
-
19:48 - 19:54but they're not able to hold composure
-
19:51 - 19:57during tough situations or they might be
-
19:54 - 19:59at a level where they are not able to be
-
19:57 - 20:02a strategist so the way I look at it
-
19:59 - 20:04different different levels require
-
20:02 - 20:06different levels of strategic thinking
-
20:04 - 20:09different kinds of chaotic environments
-
20:06 - 20:11required different strategies someone
-
20:09 - 20:13who's a grand strategist when a really
-
20:11 - 20:16high level is able to maintain their
-
20:13 - 20:19presence of mind and see the process in
-
20:16 - 20:21the chaos and they're able to take what
-
20:19 - 20:24they see and translate it into the
-
20:21 - 20:27maneuvers that they get their team to do
-
20:24 - 20:29this is something that is very apparent
-
20:27 - 20:32in people that have a lot of experience
-
20:29 - 20:34there is a concept of German military
-
20:32 - 20:35term called finger spritzing befool
-
20:34 - 20:38essentially what it means
-
20:35 - 20:41it's fingertip field and essentially
-
20:38 - 20:45it's the ability to feel the environment
-
20:41 - 20:46that you're in and while you have a lot
-
20:45 - 20:48of different strategies in your mind
-
20:46 - 20:51while you have a lot of different
-
20:48 - 20:54tactics based on the environment and
-
20:51 - 20:56what you feel be able to deploy the
-
20:54 - 20:58right strategy to move it forward to
-
20:56 - 21:00move the objective forward this comes
-
20:58 - 21:02through experience those that were
-
21:00 - 21:06masterful war generals were said to have
-
21:02 - 21:09possessed finger spits and go full so
-
21:06 - 21:11what you need to realize is that you
-
21:09 - 21:14need to train yourself so that when you
-
21:11 - 21:16are in chaos you can maintain presence
-
21:14 - 21:19of mind one of the best ways to do it is
-
21:16 - 21:21to place yourself in chaotic situations
-
21:19 - 21:23a lot of people try to avoid chaotic
-
21:21 - 21:25situations but what you should do is
-
21:23 - 21:28systematically and strategically and
-
21:25 - 21:30intentionally place yourself in chaotic
-
21:28 - 21:35situations so you could see the process
-
21:30 - 21:38that exists within the chaos next weak
-
21:35 - 21:41points and strong sons who said whoever
-
21:38 - 21:43is first in the field and awaits the
-
21:41 - 21:45coming of the enemy will be fresh for
-
21:43 - 21:48the fight whoever is second in the field
-
21:45 - 21:50has to hasten to battle will arrive and
-
21:48 - 21:52has to hasten to battle will arrive
-
21:50 - 21:54exhausted
-
21:52 - 21:57therefore the clever combatant imposes
-
21:54 - 22:00his will on the enemy but does not allow
-
21:57 - 22:04the enemy's will to be imposed on him
-
22:00 - 22:08you have to be prepared organized and
-
22:04 - 22:11show up to your engagements and things
-
22:08 - 22:13that you do with a vibe and an energy of
-
22:11 - 22:17you controlling
-
22:13 - 22:20the dynamics if you show up with a vibe
-
22:17 - 22:22of not having control the dynamics and
-
22:20 - 22:26the other person shows up with a
-
22:22 - 22:28strategic clear thinking mind to control
-
22:26 - 22:31the dynamics then you are at the mercy
-
22:28 - 22:33of them because they will exploit your
-
22:31 - 22:36weaknesses they will exploit the areas
-
22:33 - 22:39that you're weak at now the key to this
-
22:36 - 22:43is to schedule things is to pre-plan
-
22:39 - 22:45things is to think long-range and look
-
22:43 - 22:49at all the possible different scenarios
-
22:45 - 22:52that could show up that could hinder
-
22:49 - 22:56what you have to do or that could throw
-
22:52 - 22:58you off and then plan accordingly you
-
22:56 - 23:01have to be able to show up and prepare
-
22:58 - 23:04for whatever it is the negotiation the
-
23:01 - 23:08meeting the discussion the business the
-
23:04 - 23:10whatever it is by preparing yourself for
-
23:08 - 23:13that interaction by doing things prior
-
23:10 - 23:15it could be like working out exercise
-
23:13 - 23:16eating healthy a lot of different things
-
23:15 - 23:17I don't know what the routine is for
-
23:16 - 23:21different scenarios it's different
-
23:17 - 23:23things but if you come prepared to play
-
23:21 - 23:26then you're going to be more
-
23:23 - 23:28advantageous than people that don't what
-
23:26 - 23:33I find in the business world is that
-
23:28 - 23:36people show up unprepared far more often
-
23:33 - 23:39than they should and they go unprepared
-
23:36 - 23:40not just because you know they might
-
23:39 - 23:42have liked them the minutes or whatever
-
23:40 - 23:44else the points the meeting but they're
-
23:42 - 23:46unprepared emotionally they get an
-
23:44 - 23:49argument with their spouse or boyfriend
-
23:46 - 23:51and girlfriend they're having road rage
-
23:49 - 23:53as are driving to the client meeting and
-
23:51 - 23:54so forth there's a lot of different
-
23:53 - 23:56scenarios that throw them off and that's
-
23:54 - 23:58part of the preparation you have to be
-
23:56 - 24:01prepared physically mentally emotionally
-
23:58 - 24:04and spiritually when you show up to the
-
24:01 - 24:07engagement an army may March great
-
24:04 - 24:10distances without distress if it marches
-
24:07 - 24:13through country where the enemy is not
-
24:10 - 24:16to me this is all about not fighting the
-
24:13 - 24:20battles that you don't need to fight if
-
24:16 - 24:23you are able to go to a destination and
-
24:20 - 24:25take a route that doesn't involve you
-
24:23 - 24:27fighting the battle or unnecessary
-
24:25 - 24:28friction why not take it
-
24:27 - 24:30when you get there you're better
-
24:28 - 24:32prepared you show up with the presence
-
24:30 - 24:34of mind now there are some situations
-
24:32 - 24:37like I said earlier where you want to
-
24:34 - 24:39put yourself in chaotic situations but
-
24:37 - 24:42it's not always advantageous to be in
-
24:39 - 24:44those chaotic situations prior to a
-
24:42 - 24:46interaction where you have to be your
-
24:44 - 24:48freshest now sometimes it can mix you up
-
24:46 - 24:50and get you out of your head and you
-
24:48 - 24:53should do that but the key to this is
-
24:50 - 25:00understanding that there are different
-
24:53 - 25:05kinds of avenues or pathways to get to a
-
25:00 - 25:06destination and if your enemy or enemy
-
25:05 - 25:08in this scenario can also be yourself
-
25:06 - 25:10because you can be triggered by certain
-
25:08 - 25:12circumstances in the environment throws
-
25:10 - 25:14you off when you get there you're just
-
25:12 - 25:16going to end up using your mental
-
25:14 - 25:19resources or whatever resources
-
25:16 - 25:21inefficiently rouse him and learn the
-
25:19 - 25:24principles of his or the principle of
-
25:21 - 25:27his activity or inactivity force him to
-
25:24 - 25:30reveal himself as to find out his
-
25:27 - 25:32vulnerable spots so essentially in the
-
25:30 - 25:35business world we're looking for
-
25:32 - 25:37different exploits that exist in the
-
25:35 - 25:40marketplace and in our competition so
-
25:37 - 25:42that we can position ourselves at that
-
25:40 - 25:44exploit and take that market share
-
25:42 - 25:46penetrate through that exploit and
-
25:44 - 25:48expansively take the market share over
-
25:46 - 25:51time there's a lot of them that exists
-
25:48 - 25:54we have to be able to deny our
-
25:51 - 25:57competition of these exploits so these
-
25:54 - 25:59vulnerable spots and we have to be able
-
25:57 - 26:01to find what these vulnerable spots are
-
25:59 - 26:05in the market place and with our
-
26:01 - 26:07competition this requires again direct
-
26:05 - 26:10and indirect methods I talked about this
-
26:07 - 26:13earlier direct and indirect methods to
-
26:10 - 26:14get the person to reveal now what's
-
26:13 - 26:16interesting is on the internet we have
-
26:14 - 26:19different tools and software and code
-
26:16 - 26:21and stuff like that that is able to spy
-
26:19 - 26:22on the competitor to be able to see what
-
26:21 - 26:25their vulnerabilities are and so forth
-
26:22 - 26:28but never underestimate the power of
-
26:25 - 26:30social engineering the ability to
-
26:28 - 26:33connect with people and get valuable
-
26:30 - 26:36data out of them to further your
-
26:33 - 26:40objective all men can see the tactics
-
26:36 - 26:40whereby I conquer but what none can see
-
26:40 - 26:44is
-
26:40 - 26:48a strategy out of which victory is
-
26:44 - 26:51evolved a lot of people are too tactical
-
26:48 - 26:54in their orientation in life they look
-
26:51 - 26:56at the few things that you do and they
-
26:54 - 26:58conclude that by you doing those few
-
26:56 - 27:01things that it produces a result they
-
26:58 - 27:03will fail to see your grand strategy the
-
27:01 - 27:05all the other things that happen in the
-
27:03 - 27:06background and the why you do those
-
27:05 - 27:08tactical things even if you win or lose
-
27:06 - 27:10because sometimes it's okay to
-
27:08 - 27:12strategically lose if it moves the
-
27:10 - 27:14objective forward they don't see the
-
27:12 - 27:15strategy and the reason why they don't
-
27:14 - 27:17see the strategy is because they're not
-
27:15 - 27:19strategic thinking a lot of people don't
-
27:17 - 27:22necessarily like thinking from a
-
27:19 - 27:25strategic standpoint because it actually
-
27:22 - 27:28forces them to really work the brain to
-
27:25 - 27:29really work the logical aspects the
-
27:28 - 27:32ability to recognize patterns an
-
27:29 - 27:34important aspect of human existence
-
27:32 - 27:36they're not necessarily motivated to do
-
27:34 - 27:38it you on the other hand need to become
-
27:36 - 27:41motivated to do it you need to become
-
27:38 - 27:43more strategic you can develop your
-
27:41 - 27:46strategic thinking by looking at
-
27:43 - 27:48different components analytical data so
-
27:46 - 27:51forth and looking for the insights and
-
27:48 - 27:53figuring out why things are why they are
-
27:51 - 27:55based on what happened and what happens
-
27:53 - 27:56if you try this other thing and what
-
27:55 - 27:59direction do you go on looking at
-
27:56 - 28:01optimization and things like that when
-
27:59 - 28:03you develop strategic thinking you can
-
28:01 - 28:05evolve your grand strategy you can
-
28:03 - 28:06create strategies that other people
-
28:05 - 28:08won't be able to understand because
-
28:06 - 28:09their mind is closed off to only seeing
-
28:08 - 28:12the tactics or not seeing the strategy
-
28:09 - 28:14you do not repeat the tactics which have
-
28:12 - 28:16gained you one victory but let your
-
28:14 - 28:19methods be regulated by the infinite
-
28:16 - 28:20variety of circumstances finger
-
28:19 - 28:23spritzing good fool I talked about this
-
28:20 - 28:25earlier most environments that you place
-
28:23 - 28:27yourself in are going to be different
-
28:25 - 28:28actually every environment that you
-
28:27 - 28:30place yourself in that you fight battle
-
28:28 - 28:32or whatever it is you're trying to do is
-
28:30 - 28:34going to be different you have to be
-
28:32 - 28:37able to train yourself to not be too
-
28:34 - 28:39fixated on one methodology to get the
-
28:37 - 28:40results diversify the moves that you
-
28:39 - 28:43make so you can gain better
-
28:40 - 28:46understanding and the different aspects
-
28:43 - 28:48of what makes that environment the way
-
28:46 - 28:50it is the components that make up the
-
28:48 - 28:52whole and how the environment responds
-
28:50 - 28:55to the different moves you make not just
-
28:52 - 28:57the moves you make in a one-step way
-
28:55 - 28:59but in a multi-dimensional way in a
-
28:57 - 29:01sequential way in a way that combined
-
28:59 - 29:04the different patterns of possibility
-
29:01 - 29:06and you have to be able to do that so
-
29:04 - 29:07when you achieve victory in one area try
-
29:06 - 29:09to achieve victory in many different
-
29:07 - 29:11areas even outside of the realm of your
-
29:09 - 29:14craft so you can develop a more
-
29:11 - 29:15multi-dimensional mind which thinks more
-
29:14 - 29:17strategically that looks for more
-
29:15 - 29:20opportunities for victory when you are
-
29:17 - 29:22placed in certain scenarios water shapes
-
29:20 - 29:25its course according to the nature of
-
29:22 - 29:27the ground over which it flows the
-
29:25 - 29:30soldier works out his victory in
-
29:27 - 29:32relation to the foe from whom he is
-
29:30 - 29:36facing therefore just as water retains
-
29:32 - 29:38retains no shape so in warfare there's
-
29:36 - 29:39no constant conditions again this goes
-
29:38 - 29:42back to my previous point you have to
-
29:39 - 29:43become like water as Bruce Lee said you
-
29:42 - 29:44have to be able to flow with the
-
29:43 - 29:47environment the different things to
-
29:44 - 29:49happen you can't be pissed off or
-
29:47 - 29:50offended that the environment didn't go
-
29:49 - 29:51the way that you want instead you've got
-
29:50 - 29:53a shape shift and go in a different
-
29:51 - 29:55direction and you got to be able to do
-
29:53 - 29:58it smoothly and quick and efficiently
-
29:55 - 29:59and gracefully like water does and water
-
29:58 - 30:02is a very powerful force because you
-
29:59 - 30:04cannot block the building up of water
-
30:02 - 30:07pressure over time it will break through
-
30:04 - 30:09unless you've got a wall or a dam that's
-
30:07 - 30:12strategically or not strategically but
-
30:09 - 30:14more powerful to hold it in but if the
-
30:12 - 30:16pressure builds up greater than that
-
30:14 - 30:19then it's going to break through so now
-
30:16 - 30:22the key to important aspect to
-
30:19 - 30:24understand is that if you become like
-
30:22 - 30:26water you essentially flow and what
-
30:24 - 30:29you're flowing is against the variables
-
30:26 - 30:31against the exploits against the
-
30:29 - 30:33competition and what people are trying
-
30:31 - 30:34to do to you and you're moving around it
-
30:33 - 30:36you're moving above that you're moving
-
30:34 - 30:39below it you're moving sometimes through
-
30:36 - 30:42it as you move as a force and you're
-
30:39 - 30:43okay with it you're not being offended
-
30:42 - 30:46when things don't go your way you're
-
30:43 - 30:48quickly collaborating or calibrating I
-
30:46 - 30:50should say to the environment and it's
-
30:48 - 30:52because of finger spritzing before we're
-
30:50 - 30:55not fit to lead an army on the march
-
30:52 - 30:57unless we are familiar with the face of
-
30:55 - 31:01the country it's mountains and forests
-
30:57 - 31:03its pitfalls and precipices its marshes
-
31:01 - 31:08and swamps familiarizing yourself with
-
31:03 - 31:08the terrain and your environment as much
-
31:08 - 31:11as you can
-
31:08 - 31:12is very important this doesn't
-
31:11 - 31:15necessarily mean you overthink it and
-
31:12 - 31:17you dedicate all your time to
-
31:15 - 31:20familiarizing yourself before you take
-
31:17 - 31:23action but instead it's worth developing
-
31:20 - 31:25the ability to familiarize your self in
-
31:23 - 31:28the environment by taking action because
-
31:25 - 31:31there's way more dynamics at play
-
31:28 - 31:33sometimes the environment responds to
-
31:31 - 31:35certain actions that you take so what
-
31:33 - 31:36happens is by doing that action you stir
-
31:35 - 31:40up the environment and you see a certain
-
31:36 - 31:41kind of response so by analyzing the
-
31:40 - 31:44terrain and everything and then seeing
-
31:41 - 31:46how everything responds based on
-
31:44 - 31:47different kinds of actions you're able
-
31:46 - 31:51to come up with different combinations
-
31:47 - 31:54and permutations to deploy as far as
-
31:51 - 31:57strategies towards your objective
-
31:54 - 32:00outcome let your plans be dark and
-
31:57 - 32:03impenetrable as night and when you move
-
32:00 - 32:06fall like a thunderbolt so to put up
-
32:03 - 32:08unnecessary resistance or to remove
-
32:06 - 32:11unnecessary resistance work in the
-
32:08 - 32:13backgrounds reveal very little of what
-
32:11 - 32:15you're trying to do because that what
-
32:13 - 32:16you're trying to reveal to somebody or
-
32:15 - 32:19what you're revealing to somebody will
-
32:16 - 32:22be used against you too by your
-
32:19 - 32:24competition so when you work in the
-
32:22 - 32:26background you're being humble you're
-
32:24 - 32:29looking at your outcome and your focus
-
32:26 - 32:32on the outcome and you're not interested
-
32:29 - 32:35in what other people think of you or how
-
32:32 - 32:37you look to others instead you do your
-
32:35 - 32:42daily disciplines you do your work and
-
32:37 - 32:45it's done in silence in quiet and it
-
32:42 - 32:48moves forward what needs to move forward
-
32:45 - 32:50to make the outcome possible and what
-
32:48 - 32:52needs to be revealed is revealed so
-
32:50 - 32:55think about that for a moment what you
-
32:52 - 32:59reveal should be revealed for strategic
-
32:55 - 33:03reasons either for reasons to recruit
-
32:59 - 33:06more people into your objective or to
-
33:03 - 33:07reveal certain kinds of stimulus to the
-
33:06 - 33:09environment in which you you look at the
-
33:07 - 33:12response you get and you adjust from
-
33:09 - 33:14there or to create a form of deception
-
33:12 - 33:17for your enemies who try to take you out
-
33:14 - 33:20but the moves that don't need to be
-
33:17 - 33:22revealed happen in silence those are the
-
33:20 - 33:25ones that move everything forward
-
33:22 - 33:27and as they move everything forward
-
33:25 - 33:29essentially all the facade all that you
-
33:27 - 33:32know surface level stub is looked at the
-
33:29 - 33:35way it's supposed to be looked at and it
-
33:32 - 33:36appears even to your competitors and
-
33:35 - 33:37your enemies that you're not making any
-
33:36 - 33:39progress but it turns out that
-
33:37 - 33:42underground you're making a lot of
-
33:39 - 33:44progress now a soldier's spirit is
-
33:42 - 33:47keenest in the morning by noonday it has
-
33:44 - 33:50began to flag and in the evening his
-
33:47 - 33:53mind is bent only on returning to camp a
-
33:50 - 33:56clever general therefore avoids an army
-
33:53 - 33:58when its spirit is keen but attacks when
-
33:56 - 34:01it's sluggish and inclined to return
-
33:58 - 34:03this is the art of studying moods it's a
-
34:01 - 34:07very self explanatory we've already
-
34:03 - 34:10covered that variations in tactics there
-
34:07 - 34:13are five dangerous faults which may
-
34:10 - 34:16affect a general number one recklessness
-
34:13 - 34:20which leads to destruction cowardice
-
34:16 - 34:23which leads to capture a hasty temper
-
34:20 - 34:27which can be provoked by insults a
-
34:23 - 34:31delicacy of honor which is sensitive to
-
34:27 - 34:33shame so these are applicable in
-
34:31 - 34:36business when dealing with people
-
34:33 - 34:40relationships and so forth how many
-
34:36 - 34:43times do we act inappropriately or fail
-
34:40 - 34:46to act as a result of this you can use
-
34:43 - 34:49these as a checklist actually to
-
34:46 - 34:52understand your actions or lack thereof
-
34:49 - 34:54the art of war teaches us not to rely on
-
34:52 - 34:57the likelihood of the enemy's not coming
-
34:54 - 35:00but on our own readiness to receive him
-
34:57 - 35:03not on the chance of his not attacking
-
35:00 - 35:09but rather on the fact that we have made
-
35:03 - 35:11our position unassailable so essentially
-
35:09 - 35:14what this means is that you've always
-
35:11 - 35:18got to be prepared you've always got to
-
35:14 - 35:20be as efficient with what you do how you
-
35:18 - 35:23work with your team you're learning
-
35:20 - 35:26you're studying and essentially your
-
35:23 - 35:28ability to think logically and
-
35:26 - 35:30critically as well as being present to
-
35:28 - 35:32the moment understanding the forces and
-
35:30 - 35:36dynamics in play and essentially just
-
35:32 - 35:38educating yourself through real life
-
35:36 - 35:40taking and the results you get based on
-
35:38 - 35:42the actions you take from the
-
35:40 - 35:45environment and your competitors and so
-
35:42 - 35:48forth and not leaving things up to
-
35:45 - 35:51chance and not being slack on the areas
-
35:48 - 35:53that you need to improve on if you see
-
35:51 - 35:55weaknesses go to work and improve those
-
35:53 - 35:58weaknesses improve them right away
-
35:55 - 36:01prioritize and focus on the ones that
-
35:58 - 36:02produce the greatest output or the ones
-
36:01 - 36:04that have your greatest weaknesses that
-
36:02 - 36:06can be exploited focus on those first
-
36:04 - 36:09but make sure you address everything
-
36:06 - 36:12with time and try to do it as fast as
-
36:09 - 36:14you can because if you are ready you
-
36:12 - 36:16don't have to get ready when the enemy
-
36:14 - 36:18shows up when the enemy shows up they'll
-
36:16 - 36:20see how strong you are and they'll turn
-
36:18 - 36:22around and go away because a lot of
-
36:20 - 36:24times they're looking to fight you where
-
36:22 - 36:25you're weak if they know you can win on
-
36:24 - 36:27the flip side I mention this earlier you
-
36:25 - 36:29don't fight battles where you know
-
36:27 - 36:30you're going to lose if they know that
-
36:29 - 36:33they're going to lose they're not going
-
36:30 - 36:34to fight you and thus your preparation
-
36:33 - 36:37your discipline and everything will
-
36:34 - 36:40prevent a lot of attacks that would have
-
36:37 - 36:43possibly come to you how to result as a
-
36:40 - 36:46result or as a result I should say of
-
36:43 - 36:48all the preparation and proactiveness
-
36:46 - 36:49that you've taken in everything you do
-
36:48 - 36:52because I believe how you do one thing
-
36:49 - 36:56is how you do everything the army on the
-
36:52 - 36:58march if in training soldiers commands
-
36:56 - 37:01are habitually enforced the army will be
-
36:58 - 37:05well-disciplined if not its discipline
-
37:01 - 37:07will be bad consistency with your people
-
37:05 - 37:11is very important if you put a process
-
37:07 - 37:13in place until you actually say the
-
37:11 - 37:15process is going to end you have to be
-
37:13 - 37:16consistent with it because if you're not
-
37:15 - 37:18consistent with it they're not going to
-
37:16 - 37:20have any respect for you they're going
-
37:18 - 37:21to say that then this is a weak area
-
37:20 - 37:23this person has a weak area and they
-
37:21 - 37:25have probably way more weak areas and I
-
37:23 - 37:28don't see that person as a leader a
-
37:25 - 37:32leader goes for first and enforces
-
37:28 - 37:33certain commands and habits and put
-
37:32 - 37:36systems and processes in place to make
-
37:33 - 37:38sure it's consistent as much as possible
-
37:36 - 37:40the more there is consistently
-
37:38 - 37:43consistency the more respect there is
-
37:40 - 37:45but if there is slack the respect will
-
37:43 - 37:48be lost and the army will follow suit
-
37:45 - 37:49they'll think it's okay to not have
-
37:48 - 37:52self-discipline
-
37:49 - 37:53and the processes that they deploy don't
-
37:52 - 37:56matter either for the people that they
-
37:53 - 37:59deploy them to and it's going to be a
-
37:56 - 38:00chain of chaos and not in the type of
-
37:59 - 38:03chaos and I mentioned earlier that grows
-
38:00 - 38:05you but a chaos that essentially will
-
38:03 - 38:08bring your organization down if a
-
38:05 - 38:10general shows confidence in his men but
-
38:08 - 38:13always insists on his orders being
-
38:10 - 38:16obeyed the gain will be mutual so again
-
38:13 - 38:18having confidence in people is trusting
-
38:16 - 38:20but that doesn't mean you don't have
-
38:18 - 38:23reports and processes in place that
-
38:20 - 38:26keeps your finger on the pulse so you
-
38:23 - 38:28can understand what's going on and then
-
38:26 - 38:31based on what's going on you make
-
38:28 - 38:33decisions so your order is essentially
-
38:31 - 38:36are being obeyed but they're not doing
-
38:33 - 38:39in a way when it makes the person feel
-
38:36 - 38:41restrained you have to believe in them
-
38:39 - 38:43but you also have to understand that
-
38:41 - 38:44there's human nature and you have to put
-
38:43 - 38:49things in place to prevent the bad
-
38:44 - 38:51behaviors terrain if fighting is sure to
-
38:49 - 38:53result in victory then you must fight
-
38:51 - 38:55even though the ruler forbid it if
-
38:53 - 38:57fighting will not result in victory then
-
38:55 - 39:00you must not fight even at the rulers
-
38:57 - 39:02bidding so this is where you have to be
-
39:00 - 39:03able to use your own judgment sometimes
-
39:02 - 39:07you're going to have to break the rules
-
39:03 - 39:11that's okay if the breaking of the rule
-
39:07 - 39:14provides the victory then you should do
-
39:11 - 39:17it and if the breaking of the rule has
-
39:14 - 39:20no consequences then you should do it
-
39:17 - 39:21now there's many nuances to this but
-
39:20 - 39:24that's essentially what it's getting at
-
39:21 - 39:26sometimes the strategists might deploy a
-
39:24 - 39:28strategy out there and expect people to
-
39:26 - 39:31follow it if a person is out in the
-
39:28 - 39:34arena on the battlefield and they've
-
39:31 - 39:37encountered a scenario which they feel
-
39:34 - 39:39that most likely the person who gave the
-
39:37 - 39:41orders of strategist couldn't see it and
-
39:39 - 39:43they have to make a decision and they
-
39:41 - 39:45know that by making the decision it goes
-
39:43 - 39:47against the orders of the strategist but
-
39:45 - 39:49however it creates a victory then they
-
39:47 - 39:52should do it and the strategist should
-
39:49 - 39:54be able to empower his people or her
-
39:52 - 39:58people to be able to make decisions on
-
39:54 - 40:00their own if those kind of regards do
-
39:58 - 40:02show up regard your soldiers as your
-
40:00 - 40:03children and they will follow you into
-
40:02 - 40:06the deep
-
40:03 - 40:08valleys look upon them as your own loved
-
40:06 - 40:12sons and they will stand by you even
-
40:08 - 40:15unto death so this is important to treat
-
40:12 - 40:17people in your organization like a
-
40:15 - 40:19family you have to be able to create
-
40:17 - 40:21that in your organization and you have
-
40:19 - 40:22to have a lot of respect for them and
-
40:21 - 40:24compassion for them and you have to be
-
40:22 - 40:27really interested in them doing better
-
40:24 - 40:31than you have done and it's interesting
-
40:27 - 40:33because by having this kind of view
-
40:31 - 40:36where you want them to do their best
-
40:33 - 40:38this it's paradoxical because they might
-
40:36 - 40:40actually leave you but because you've
-
40:38 - 40:42risen up so much that you care for their
-
40:40 - 40:44well-being they probably won't leave you
-
40:42 - 40:47because they recognize that you are a
-
40:44 - 40:48inspirational source a person in their
-
40:47 - 40:50life that actually really cares about
-
40:48 - 40:52them and that's kind of rare in
-
40:50 - 40:55organizations because a lot of people
-
40:52 - 40:58who run organizations they don't want
-
40:55 - 40:59people to leave because then you know
-
40:58 - 41:01they'll put all these systems in place
-
40:59 - 41:03to prevent people from leaving its
-
41:01 - 41:05scarcity thinking essentially they just
-
41:03 - 41:07want to keep people there and that
-
41:05 - 41:09restrains them and they don't feel like
-
41:07 - 41:10they're cared for the people in the
-
41:09 - 41:12organization don't feel like they're
-
41:10 - 41:13cared for and then what happens is they
-
41:12 - 41:16do end up leaving and ends up becoming a
-
41:13 - 41:20self-fulfilling prophecy however the
-
41:16 - 41:23paradox of wanting the best for your
-
41:20 - 41:25people even more so that if they leave
-
41:23 - 41:28you you will still be happy for them
-
41:25 - 41:30grows and builds the organization to
-
41:28 - 41:31such a high level that they can't leave
-
41:30 - 41:33you and if they do leave you they'll
-
41:31 - 41:36figure out some partnership with you in
-
41:33 - 41:38which both parties will win hence the
-
41:36 - 41:41same if you know the enemy and know
-
41:38 - 41:43yourself your victory will not stand in
-
41:41 - 41:47doubt if you know heaven and you know
-
41:43 - 41:50earth you may make your victory complete
-
41:47 - 41:52this is again about knowing what battles
-
41:50 - 41:55you should fight studying the components
-
41:52 - 41:57of your enemy your competitors etc and
-
41:55 - 42:00understanding where your strengths and
-
41:57 - 42:02weaknesses are and focusing if you're
-
42:00 - 42:04going to battle them on their weaknesses
-
42:02 - 42:05with your strings understanding what
-
42:04 - 42:08your weaknesses are and they're going to
-
42:05 - 42:10essentially attack your weaknesses with
-
42:08 - 42:14their strengths to put up defensive or
-
42:10 - 42:16deceptive methods to deflect the
-
42:14 - 42:17awareness on your weaknesses and put
-
42:16 - 42:20that awareness on your strengths they
-
42:17 - 42:22try to attack you with arrogance on your
-
42:20 - 42:24strengths but meanwhile you're strong
-
42:22 - 42:26there because you have essentially
-
42:24 - 42:26smokescreen them to go in a different
-
42:26 - 42:29direction
-
42:26 - 42:32that is all the kind of things that's
-
42:29 - 42:34important to understand prior to getting
-
42:32 - 42:37into battle prior to going into the
-
42:34 - 42:39environment now a lot of times you can't
-
42:37 - 42:42get all that data but the objective is
-
42:39 - 42:46to get as much of that data as possible
-
42:42 - 42:48and if you need to fight a battle try to
-
42:46 - 42:51put it more in your favor as possible
-
42:48 - 42:52and that comes as a result by knowing
-
42:51 - 42:55yourself your strengths your weaknesses
-
42:52 - 42:59your people and so forth that go to
-
42:55 - 43:02battle with you and that same of the
-
42:59 - 43:04opponent the nine situations throw your
-
43:02 - 43:06soldiers into positions where there is
-
43:04 - 43:08no escape and they will prefer death to
-
43:06 - 43:12flight if they face death there's
-
43:08 - 43:15nothing they may not achieve officer
-
43:12 - 43:18officers and men alike will put forth
-
43:15 - 43:19their utmost strength this is called the
-
43:18 - 43:21death round strategy and the death
-
43:19 - 43:23ground strategy is something we can
-
43:21 - 43:26actually do for ourselves we can take
-
43:23 - 43:30ourselves from the comfort and luxury of
-
43:26 - 43:32escaping out of the battle and actually
-
43:30 - 43:34place ourselves where we have to make
-
43:32 - 43:38out victorious we have to be victorious
-
43:34 - 43:40or we end up perishing now you could do
-
43:38 - 43:41this through accountability one of the
-
43:40 - 43:44things that I like to do is if I don't
-
43:41 - 43:45complete my list of tasks in my business
-
43:44 - 43:46for example by the end of day that have
-
43:45 - 43:48been outlined in the start of the day
-
43:46 - 43:51then I have to donate a certain amount
-
43:48 - 43:53of money to somebody a lot of different
-
43:51 - 43:55things that you can do that essentially
-
43:53 - 43:58causes you to feel the burn if you don't
-
43:55 - 44:00if you're not able to achieve the
-
43:58 - 44:04outcome and thus it'll motivate you and
-
44:00 - 44:06force you to do it and you can be very
-
44:04 - 44:08creative with this but we have to have
-
44:06 - 44:11something like that if we find ourselves
-
44:08 - 44:15constantly not hitting our objective
-
44:11 - 44:17prohibit taking the taking of omens and
-
44:15 - 44:21do away with superstitious doubts then
-
44:17 - 44:24until death itself comes no comity need
-
44:21 - 44:26be feared so one of the things that I
-
44:24 - 44:29like to do is avoid any type of
-
44:26 - 44:29superstitious doubts if something is
-
44:29 - 44:31superstitious
-
44:29 - 44:33is and it's going to help me think more
-
44:31 - 44:35empowered and it's going to move me
-
44:33 - 44:37forward then I'm going to accept it but
-
44:35 - 44:39if something says that I can't do what
-
44:37 - 44:42my grand strategy or my purpose in life
-
44:39 - 44:43is to be I'm not going to believe it the
-
44:42 - 44:45reason why I'm not going to do that is
-
44:43 - 44:48because it distorts the mind it's
-
44:45 - 44:51essentially a weakness when your brain
-
44:48 - 44:54is injected or infiltrated with a doubt
-
44:51 - 44:56or an idea that you can't achieve the
-
44:54 - 44:59outcome that you want by somebody else
-
44:56 - 45:01so the environment then what will happen
-
44:59 - 45:04is that you're going to look for ways to
-
45:01 - 45:06not get the outcome that you want so
-
45:04 - 45:10it's good to make sure that you only
-
45:06 - 45:13internalize the concepts that ensure you
-
45:10 - 45:15victory while being aware of the things
-
45:13 - 45:18that could hold you back or they could
-
45:15 - 45:20stand in your way but not becoming
-
45:18 - 45:23doubtful of yourself as a result of them
-
45:20 - 45:26next by altering his arrangements and
-
45:23 - 45:30changing his plans he keeps the enemy
-
45:26 - 45:34without definite knowledge by shifting
-
45:30 - 45:37his camp and taking securities roads he
-
45:34 - 45:40prevents his enemy from anticipating his
-
45:37 - 45:43purpose so essentially what this means
-
45:40 - 45:47is that you have to be able to
-
45:43 - 45:49constantly switch up the routine that
-
45:47 - 45:51you have in place if you're in a very
-
45:49 - 45:52competitive environment if you have a
-
45:51 - 45:54lot of people that are trying to take
-
45:52 - 45:56your position or if you have a lot of
-
45:54 - 45:59people that are trying to take you out
-
45:56 - 46:02not in a positive way then switching up
-
45:59 - 46:05your things that you do your routines
-
46:02 - 46:08your plans and everything like that will
-
46:05 - 46:10mix up your enemy they won't be able to
-
46:08 - 46:12figure you out and you might want to
-
46:10 - 46:13deploy some smokescreen strategies so
-
46:12 - 46:16that they think that they figured you
-
46:13 - 46:18out from a certain place only to have
-
46:16 - 46:20them be led astray and wasting their
-
46:18 - 46:23time essentially while you're actually
-
46:20 - 46:25making the moves that you need to make
-
46:23 - 46:27this goes back to what I talked about
-
46:25 - 46:31earlier where you have to be humble and
-
46:27 - 46:34not look for validation and certain
-
46:31 - 46:36kinds of approval from the environment
-
46:34 - 46:38and so forth you're essentially looking
-
46:36 - 46:41for objective data to help your strategy
-
46:38 - 46:42move forward and as a result of that
-
46:41 - 46:43you're going to have no need to one
-
46:42 - 46:46impress
-
46:43 - 46:48people and do things on in a environment
-
46:46 - 46:50people can see in a conspicuous way
-
46:48 - 46:52instead you're going to do it
-
46:50 - 46:55underground where people can't see and
-
46:52 - 46:57they're only going to know what you want
-
46:55 - 46:59them to know about you or what they need
-
46:57 - 47:02to know about you depending on what your
-
46:59 - 47:05strategic outcome is but your real grand
-
47:02 - 47:07strategy is done in silence and people
-
47:05 - 47:09can never figure you out even if they
-
47:07 - 47:10try their hardest they'll never be able
-
47:09 - 47:12to figure it out because when you know
-
47:10 - 47:14they're trying to figure you out you're
-
47:12 - 47:18going to give them certain information
-
47:14 - 47:21to lead them astray if the enemy leaves
-
47:18 - 47:23a door open you must Rush in so again
-
47:21 - 47:25when it comes to marketplace when it
-
47:23 - 47:27comes to competition your job is to
-
47:25 - 47:30exploit it and exploit it in a way
-
47:27 - 47:32obviously that's ethical but exploit it
-
47:30 - 47:34when it's open if you miss the
-
47:32 - 47:38opportunity you might not get it again
-
47:34 - 47:39every market or every competitor even
-
47:38 - 47:41yourself
-
47:39 - 47:43it's very unlikely that you're going to
-
47:41 - 47:45be a hundred percent spot on with
-
47:43 - 47:45everything you do like it's very
-
47:45 - 47:49unlikely
-
47:45 - 47:51so there are exploits there are weak
-
47:49 - 47:53areas you have to train yourself to be
-
47:51 - 47:55able to look for the exploits and the
-
47:53 - 47:58weak areas train yourself to do that in
-
47:55 - 48:01people and doesn't mean you actually act
-
47:58 - 48:03on the exploits and the weak areas but
-
48:01 - 48:05you study how to look for exploits in
-
48:03 - 48:07weak areas and if you need to act on
-
48:05 - 48:10them you do it if it's going to
-
48:07 - 48:13essentially hold you back if that person
-
48:10 - 48:14is trying to hold you back or if you
-
48:13 - 48:16need to so you can move the position
-
48:14 - 48:17forward again make sure that you're
-
48:16 - 48:20being ethical when you do this because
-
48:17 - 48:23there's repercussions in areas like
-
48:20 - 48:28business and so forth so the key here is
-
48:23 - 48:30understanding how to determine what an
-
48:28 - 48:32exploit is and where a door is left open
-
48:30 - 48:34and figure out how you can get in there
-
48:32 - 48:36in many different areas of your life and
-
48:34 - 48:41then knowing when to do it and when not
-
48:36 - 48:44to do it next the attack of fire move
-
48:41 - 48:45not unless you see an advantage use not
-
48:44 - 48:48your troops unless there is something to
-
48:45 - 48:51be gained fight not unless the position
-
48:48 - 48:54is critical you have time you have
-
48:51 - 48:56energy you have opportunity cost you
-
48:54 - 48:59have resources and you have
-
48:56 - 49:00be able to work with these if you don't
-
48:59 - 49:02know how to work with them you're going
-
49:00 - 49:04to exhaust yourself and you're not going
-
49:02 - 49:07to achieve your grand strategy same
-
49:04 - 49:09thing applies to business if you see an
-
49:07 - 49:11advantage then you move forward if you
-
49:09 - 49:13don't see an advantage why would you
-
49:11 - 49:14move forward in that thing when there's
-
49:13 - 49:16probably other things that you can do
-
49:14 - 49:19that there is advantage try to focus on
-
49:16 - 49:22things that have the advantage and then
-
49:19 - 49:25require as minimum input that can
-
49:22 - 49:27produce maximum output as possible again
-
49:25 - 49:29I talked about this earlier in the
-
49:27 - 49:32example when I brought up a Daymond John
-
49:29 - 49:35said about opportunity one step away
-
49:32 - 49:39from the money in the sense that you're
-
49:35 - 49:40looking for opportunities that are not
-
49:39 - 49:42like get-rich-quick
-
49:40 - 49:46but essentially opportunities that are
-
49:42 - 49:49arbitrage or that can easily be captured
-
49:46 - 49:53from the environment and executed upon
-
49:49 - 49:54instead of creating this complex process
-
49:53 - 49:57and all these different things you got
-
49:54 - 50:00to do just to eventually and inevitably
-
49:57 - 50:02hit the same outcome of the same level
-
50:00 - 50:04of profitability that you could have hit
-
50:02 - 50:07had you had shifted your thinking more
-
50:04 - 50:10into a different direction where you
-
50:07 - 50:13move only on advantages okay and again
-
50:10 - 50:17your troops and your people are valuable
-
50:13 - 50:19resources you have to be able to move
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50:17 - 50:21towards an advantage as quick as
-
50:19 - 50:23possible so you can get that outcome so
-
50:21 - 50:25you can gather more resources so you can
-
50:23 - 50:27build your troops further and then the
-
50:25 - 50:31same applies to them you have to instill
-
50:27 - 50:34that philosophy in them and a lot of
-
50:31 - 50:35times fighting is not necessary you know
-
50:34 - 50:38sons who talked about this even though
-
50:35 - 50:42this book is about war essentially the
-
50:38 - 50:45the ideal goal is to win the war without
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50:42 - 50:47any casualties or to win the war with
-
50:45 - 50:49the fewest amount of casualties not just
-
50:47 - 50:52you know brute force go at it this is
-
50:49 - 50:56strategy strategy's not done that way so
-
50:52 - 50:59you don't need to fight battles unless
-
50:56 - 51:03it's absolutely critical because those
-
50:59 - 51:05battles can be costly and you only fight
-
51:03 - 51:08the battles if you know you're going to
-
51:05 - 51:10win or the odds are in favor if you have
-
51:08 - 51:12to fight a battle and the
-
51:10 - 51:14odds are not in favor well then maybe
-
51:12 - 51:16what you've done is you've not
-
51:14 - 51:18preemptively and proactively figured out
-
51:16 - 51:20all the dynamics at plate that got you
-
51:18 - 51:22into that in a situation that could be
-
51:20 - 51:24too late but that's why it's important
-
51:22 - 51:26to start now and work with what you have
-
51:24 - 51:28most likely we're not in a situation
-
51:26 - 51:30where it's do-or-die and there's things
-
51:28 - 51:31we can do to prevent ourselves from
-
51:30 - 51:34being a situation where it's do-or-die
-
51:31 - 51:36so the key is to focus on that right now
-
51:34 - 51:39and place ourselves in as many
-
51:36 - 51:42situations where it's advantageous but
-
51:39 - 51:46also in situations that we don't find
-
51:42 - 51:48ourselves in a critical need to fight
-
51:46 - 51:51again if it isn't if it is to your
-
51:48 - 51:53advantage make a move forward if it's
-
51:51 - 51:56not stay where you are one of my
-
51:53 - 51:59favorite sayings that I got when I was
-
51:56 - 52:0124 years old from very successful
-
51:59 - 52:03entrepreneur was I was around that age
-
52:01 - 52:06very successful he said when in doubt do
-
52:03 - 52:07nothing and I've been reflecting upon
-
52:06 - 52:11that for many years when in doubt do
-
52:07 - 52:12nothing and over the years I tend to
-
52:11 - 52:14implement it more and more and the
-
52:12 - 52:16reason why it took me so long to
-
52:14 - 52:18internalize it is because when you hear
-
52:16 - 52:23a very simple statement like that
-
52:18 - 52:25oftentimes we overthink it and we add
-
52:23 - 52:28more complexity to it and then we don't
-
52:25 - 52:29end up doing it but then as you move up
-
52:28 - 52:31to higher levels and you can handle a
-
52:29 - 52:33higher level of complexity in you place
-
52:31 - 52:35yourself in different environments and
-
52:33 - 52:37you study these philosophies and you see
-
52:35 - 52:39how they work in in the world and so
-
52:37 - 52:42forth you realize that those very
-
52:39 - 52:45simplistic truth are oftentimes the way
-
52:42 - 52:48to go so when you're in doubt there's
-
52:45 - 52:50probably some aspect of whatever it is
-
52:48 - 52:52that you want to do that you're not
-
52:50 - 52:57analyzing or figuring out or being aware
-
52:52 - 52:59of that essentially if you execute on it
-
52:57 - 53:01it's not going to result in a favorable
-
52:59 - 53:02outcome so what I try to do is I try to
-
53:01 - 53:05place myself in as many situations that
-
53:02 - 53:07if I execute upon them there's no doubt
-
53:05 - 53:09but if there is a doubt I don't execute
-
53:07 - 53:11upon it because in any given moment of
-
53:09 - 53:13time you can either go left or right
-
53:11 - 53:14okay they're you right now listening to
-
53:13 - 53:17this you can stop and do something else
-
53:14 - 53:18or you could do something outside of
-
53:17 - 53:20whatever else you were going to do is
-
53:18 - 53:22only like you know few choices that you
-
53:20 - 53:23can make but each of those choices have
-
53:22 - 53:26a trickle effect of other choice
-
53:23 - 53:28and so forth so there's no point in like
-
53:26 - 53:30doubting something and sitting on that
-
53:28 - 53:32doubt because it just burns the mental
-
53:30 - 53:34resources instead it's better to be
-
53:32 - 53:36analytical about it and think about what
-
53:34 - 53:37the what the implications are and so
-
53:36 - 53:39forth but just simply doubting something
-
53:37 - 53:41and executing upon it when there are
-
53:39 - 53:43things that you can execute upon that
-
53:41 - 53:45have no doubt that are no-brainers that
-
53:43 - 53:49will produce a result isn't it better to
-
53:45 - 53:51do that use the spies knowledge of the
-
53:49 - 53:54enemy's dispositions can be obtained
-
53:51 - 53:57from other men hence the use of spies of
-
53:54 - 54:00whom there are five classes local spies
-
53:57 - 54:02having local spies means employing the
-
54:00 - 54:05services of the inhabitants of a
-
54:02 - 54:08district inward spies having inward
-
54:05 - 54:12spies making use of officials of the
-
54:08 - 54:14enemy converted spies having converted
-
54:12 - 54:16spies getting hold of the enemy's spies
-
54:14 - 54:20and using them for your own purpose
-
54:16 - 54:23doomed spies having doomed spies doing
-
54:20 - 54:26things openly for purposes of deception
-
54:23 - 54:29and allowing our spies to note of them
-
54:26 - 54:32and report them to the enemy surviving
-
54:29 - 54:35spies surviving spies finally are those
-
54:32 - 54:40who bring back news from the enemy's
-
54:35 - 54:43camp so different kinds of spies and the
-
54:40 - 54:46spies essentially is designed to help
-
54:43 - 54:49you understand the enemy again know
-
54:46 - 54:51yourself and know your enemy you have to
-
54:49 - 54:51know yourself and you have to know who
-
54:51 - 54:54you're up against
-
54:51 - 54:57now there's also the enemy within
-
54:54 - 55:00yourself and figure out some creative
-
54:57 - 55:02ways to infiltrate the enemy within
-
55:00 - 55:04yourself which is your own ego study
-
55:02 - 55:06yourself and then study your external
-
55:04 - 55:07world that's how you know yourself
-
55:06 - 55:09that's how you know your external world
-
55:07 - 55:12that's how you know the people because
-
55:09 - 55:15just as we go back to the beginning of
-
55:12 - 55:17the book all warfare is fought on
-
55:15 - 55:19deception so that means most likely
-
55:17 - 55:20you're being deceived by the people in
-
55:19 - 55:23front of you and again it's not about
-
55:20 - 55:27being paranoid but rather being
-
55:23 - 55:28objective and focused and aware that
-
55:27 - 55:31these dynamics exist and it's a way of
-
55:28 - 55:33life and if you want to rise up to
-
55:31 - 55:35higher levels of success or you want to
-
55:33 - 55:36play in environments where there's high
-
55:35 - 55:38amounts of competition under
-
55:36 - 55:40stand that this stuff is being used
-
55:38 - 55:42don't be in denial about it and then
-
55:40 - 55:45figure out ways to work with it so you
-
55:42 - 55:48can come out advantageous the enemy
-
55:45 - 55:50spies who have come to spy on us must be
-
55:48 - 55:54sought out tempted with bribes led away
-
55:50 - 55:56and comfortably housed they will become
-
55:54 - 56:01converted spies and available for our
-
55:56 - 56:03own service so again know just as you
-
56:01 - 56:06are deploying methodologies to research
-
56:03 - 56:08your competition other people are doing
-
56:06 - 56:09the same to you and there's many
-
56:08 - 56:12different ways of working with the
-
56:09 - 56:14people that they sent to you so that
-
56:12 - 56:17they can give them misinformation or
-
56:14 - 56:20give you information from your
-
56:17 - 56:21competitors and so forth hope you
-
56:20 - 56:24enjoyed this video this is a lot of
-
56:21 - 56:27information contained within this book
-
56:24 - 56:28and I'm not doing it any justice by just
-
56:27 - 56:31sharing these high-level points as you
-
56:28 - 56:33can see we've been discussing for about
-
56:31 - 56:36an hour and we've only covered like a
-
56:33 - 56:38handful of points here and essentially
-
56:36 - 56:41this book is something that you need to
-
56:38 - 56:42refer to as much as possible in
-
56:41 - 56:44different stages of your life to give
-
56:42 - 56:47you deeper level insights there's a lot
-
56:44 - 56:50more of insights if you go and study
-
56:47 - 56:52this book and again like I mentioned in
-
56:50 - 56:55the beginning studying war might not be
-
56:52 - 56:56in the top of the list for people but
-
56:55 - 57:00however I think it should be because it
-
56:56 - 57:04reveals an important aspect of human
-
57:00 - 57:05nature war does exist the war exists you
-
57:04 - 57:07know not just like traditional war what
-
57:05 - 57:09we actually consider war but
-
57:07 - 57:13competitiveness in business environments
-
57:09 - 57:15career social environments etc and the
-
57:13 - 57:18war in our own mind with our own ego and
-
57:15 - 57:20things like that do exist so we have to
-
57:18 - 57:23be able to study it understand it and
-
57:20 - 57:26apply it and be aware of the different
-
57:23 - 57:27aspects and refer to something like Sun
-
57:26 - 57:31Tzu's Art of War
-
57:27 - 57:32for insights and revelations for pieces
-
57:31 - 57:34that we might not have figured out yet
-
57:32 - 57:35because that's what this book is really
-
57:34 - 57:37helpful for if you want to copy this
-
57:35 - 57:39mind map it's in the bottom of this
-
57:37 - 57:40video in the link in the description
-
57:39 - 57:41thank you very much for watch this video
-
57:40 - 57:44I hope you enjoyed it I'll talk to you
-
57:41 - 57:44soon take care
- Title:
- Sandbox
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You can use this Sandbox to try out things with the Amara tool.
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Claude Almansi edited English subtitles for Sandbox | ||
Claude Almansi edited English subtitles for Sandbox | ||
Claude Almansi edited English subtitles for Sandbox | ||
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koma edited English subtitles for Sandbox | ||
Claude Almansi edited English subtitles for Sandbox |
Claude Almansi
Revision 1 = provided subtitles for Lecture 1.2 of Prof. Scott Plous' Social Psychology course
Claude Almansi
Revision 1 = provided subtitles for Lecture 1.2 of Prof. Scott Plous' Social Psychology course
Claude Almansi
Revision 1 = provided subtitles for Lecture 1.2 of Prof. Scott Plous' Social Psychology course