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

  • Revision 1 = provided subtitles for Lecture 1.2 of Prof. Scott Plous' Social Psychology course

  • Revision 1 = provided subtitles for Lecture 1.2 of Prof. Scott Plous' Social Psychology course

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