October 14, 2024 • 52 mins
Eric Erenstoft, CEO & Chief Performance Officer of E3 Capital Partners & ElevateID.org, is an executive coach, consultant, facilitator, best-selling author & creator of The Conscious Intelligence platform.
He works with clients applying Catalytic Leadership and Radical Unlearning to Peak Performance.
E3 Capital Partners, Eric provides fully licensed financial consultancy services including real estate brokerage, banking, correspondent services, expert witness and litigation support services.
Winning Business Radio is broadcast live Mondays at 4PM ET and Music on W4CY Radio (www.w4cy.com) part of Talk 4 Radio (www.talk4radio.com) on the Talk 4 Media Network (www.talk4media.com). Winning Business Radio is viewed on Talk 4 TV (www.talk4tv.com).
Winning Business Radio Podcast is also available on Talk 4 Media (www.talk4media.com), Talk 4 Podcasting (www.talk4podcasting.com), iHeartRadio, Amazon Music, Pandora, Spotify, Audible, and over 100 other podcast outlets.
Become a supporter of this podcast: https://www.spreaker.com/podcast/winning-business-radio--3075598/support.
He works with clients applying Catalytic Leadership and Radical Unlearning to Peak Performance.
E3 Capital Partners, Eric provides fully licensed financial consultancy services including real estate brokerage, banking, correspondent services, expert witness and litigation support services.
Winning Business Radio is broadcast live Mondays at 4PM ET and Music on W4CY Radio (www.w4cy.com) part of Talk 4 Radio (www.talk4radio.com) on the Talk 4 Media Network (www.talk4media.com). Winning Business Radio is viewed on Talk 4 TV (www.talk4tv.com).
Winning Business Radio Podcast is also available on Talk 4 Media (www.talk4media.com), Talk 4 Podcasting (www.talk4podcasting.com), iHeartRadio, Amazon Music, Pandora, Spotify, Audible, and over 100 other podcast outlets.
Become a supporter of this podcast: https://www.spreaker.com/podcast/winning-business-radio--3075598/support.
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Episode Transcript
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Speaker 1 (00:00):
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(00:20):
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Speaker 2 (00:30):
Churchill said, those who failed to learn from history are
condemned to repeat it. Kevin helen M believes that certainly
applies to business. Welcome to Winning Business Radio here at
W four CY Radio. That's W four cy dot com
and now your host, Kevin helen M.
Speaker 3 (00:52):
Thanks everybody for joining in again today. I am Kevin
Hallan and and welcome back to Winning Business TV and
Radio on four cy dot com. We're streaming live on
talkfortv dot com, and of course we're on Facebook and
that's at Winning Business Radio. And we're available in podcasts
after this live show today on tons of platforms pretty
(01:13):
much wherever you listen and watch your podcast content, YouTube,
Ourheart radio, Spotify, Apple, and the list goes on the
mission of winning business radio and TV. As regular viewers
and listeners know, is to offer insights and advice to
help people avoid the mistakes of others, to learn best practices.
Those are the how tos, the what tos, the what
(01:35):
not tos, right to be challenged and hopefully to be
inspired by the success the successes of others. Excuse me.
Those are consultants, coaches, advisors, authors, founders and owners, entrepreneurs,
people with expertise. But you know, virtually every successful person
I've ever had a chance to talk to has said
some form of failure in their lives and careers. So
(01:55):
every week I say, we all have to get our
knee skinned once in a while. I'm driven to keep
those scrapes from needing major surgery. Let's endeavor to learn
from history so we don't repeat it. I've spent the
better part of my career equipping businesses to grow from
solopreneurs to small and medium sized companies all the way
up to the fortune fifty. I've seen some of those
companies win into varying degrees. I've seen some fail I've
(02:16):
had the opportunity to rub elbow who excuse me, with
some of the highest performing people around, and with some
who probably should have found other professions. In my own businesses,
I've had a lot of success, of success can't talk today,
but some failures too. I like to think I've learned
a lot from those experiences. So of course you're going
to hear from me some insights and opinions, but more importantly,
(02:38):
you're going to hear from experts, those consultants, coaches, advisors, authors,
founders and owners and entrepreneurs. Today, my guest is Eric Arenstaff.
He's the CEO and Chief Performance Officer of E three
Capital Partners and elevateid dot org. So he's no exception.
Here's his bio. Eric Aaronsoft is the CEO and Chief
Performance Officer of E three Capital Partners and Elevated dot Org.
(03:01):
He's an accomplished executive, coach, consultant and facilitator, and best
selling author and creator of the Conscious Intelligence Platform. By
applying the principles of catalytic leadership and radical unlearning to
peak performance, Eric guides organizations and their leaders in all
business sectors, from finance to technology, law firms to healthcare,
(03:22):
distribution and manufacturing, women owned businesses, entrepreneurs and solopreneurs. For
over twenty five years, Eric has guided clients to optimize
their human resource through core competency identification and development, by
teaching positivity and catalytics skills, and by applying conscious candor
advanced communication and transformational leadership. Eric is an expert in
(03:44):
resolving conflict, stuckness and challenges related to rapid growth, scaling,
shifting roles, and key performance indicators. An expert in organizational communication,
company culture, empowering women in business, generational and cultural, diverse
city DEI, and employee retention. Eric delivers meaningful and profitable
results and removes the multitudes of impediments leaders and their
(04:08):
organizations to be challenged with. As CEO of E three
Capital Partners, Eric provides fully licensed financial consultancy services including
real estate brokerage, banking, correspondence services, and expert witness and
litigation support services. Additionally, wholesale lending and underwriting management, investment syndication,
purchase and acquisition and listing. In sales, Eric has worked
(04:30):
in and called six different countries home. He's had a
diverse background, including twenty seven years as a paramatic first
responder with the La County Fire Department and the Laguna
Beach Fire Department. He's a decorated competitive open water swimmer,
is a martial artist. He's a yoga and aerial and
mediation excuse me, meditation eats Eastern Arts practitioner, and on
(04:52):
top of that, he's a world adventure traveler. He holds
a BS in Sports Medicine and Business from Pepperdine University
and additional studies in business Marketing and related Support services
from UCLA. His independent studies have included world culture, mythology, philosophy,
and psychology. He grew up in Newport Beach, California, where
he currently resides. That's a mouthful, Eric, Welcome to Winning
(05:14):
Business Radio.
Speaker 4 (05:16):
That is that was quite a bio. Thank you, thank
you for having me.
Speaker 5 (05:21):
Of course, of course we appreciate you being here.
Speaker 3 (05:23):
I know you're busy, so you've got that extremely to
me interesting background.
Speaker 5 (05:27):
Will keep it easy.
Speaker 3 (05:28):
Tell us about Newport Beach for those that are not
familiar with Southern California.
Speaker 4 (05:31):
Well, Newport Beach, Southern California. Southern California is a dream
to live in. You know, it's it's coastal I grew
up near the water. I grew up in the water,
and you know all your I swam outdoors all year
around still do you know, even even when it's bad
weather and it's raining, we're still swimming outside because it's
(05:52):
only sixty five, you know. So it's a great place
to grow up to be a kid. Lots of the vactiam,
lots of health and fitness and ways to go out
and beautiful nature, lots to do.
Speaker 5 (06:07):
Sounds like it. Sounds like it.
Speaker 3 (06:08):
So fast forward a little bit. Why did you choose
Pepperdine into GWINTU At the time sports medicine.
Speaker 4 (06:14):
Well, I was on the path to become an orthopedic surgeon,
and Pepperdine was how the only pre med program called
sports medicine. Being a lifelong athlete, I wanted to, you know,
instead of biology and parasitology and all these science y
science stuff that is non human performance, Pepperdine was offering
(06:34):
the only program that was about human performance pre med.
UCLA soon thereafter came up with a kinesiology major and
similar to sports medicine, and now there's several universities. So
that's how I landed at Pepperdine it remained in southern California,
just out of in Los Angeles County and a smaller university.
(06:57):
But like I said, tops in the sports medicine program.
Speaker 3 (07:01):
But you at some point early on you pivoted more
into business. So talk about that. I don't know if
we'd call it a transition or maybe a different way
of thinking.
Speaker 4 (07:10):
Yeah, as I deferred med school finished Pepper nine, deferred
med school, had the opportunity to work and live abroad
and took that opportunity, both by advice to say, take
a year off. When you jump into med school. You've
been going to school for seventeen years straight. Your brain's exhausted.
And so I took that opportunity and started making a
ton of money working in business in the marketing and
(07:34):
advertising industry and living and working in other countries, and
it was amazing. So one year turned into four or
five years, and in that period of time I was
able to sort of gracefully say, you know what, even
though medicine is one of my interests, I think I'm
moving in a different direction. And having been a first
(07:55):
responder in paramedic with the Fire Department, especially swift Water
Open swift Water respond Team that kind of gave me
the the I guess the bellies full of that area
of medical service. That that was satisfying to me, and
I peacefully exited the med school.
Speaker 5 (08:20):
Tract makes sense, makes sense.
Speaker 3 (08:22):
So this is a little less sexy. But you started
your career in publishing. Tell us about that experience or
those experiences in publishing.
Speaker 4 (08:30):
Well, I, publishing is a little bit okay. There's different
areas of publishing, advertising and marketing sales. So I was
working with I was building strategic partnerships between media company
and different clients like.
Speaker 5 (08:48):
Toyota, Apple, Disney then right.
Speaker 4 (08:50):
Yeah, and then landed at Disney from there, and which
allowed me to do that on a very sweeping commercial level,
and where I would literally when you see Apple or
Toyota or Lexus or Budweiser or any of that you
know involved with Disney Productions or the Disney you know
(09:12):
multitude of what that company is. I was working on
the partnerships that allowed those those to happen a Toyota
at a theme park or in the pages of advertising magazines,
at the millions of hotel rooms around Tokyo or other
Disney parks, or think about the film you know Disney, Mirrormax, TOUCHTNE, ESPN,
(09:35):
ABC of Disney Radio like we're on right now, is
radio not Disney Radio. And of course events and parks
and everything that only Disney can do. So it's pretty
extraordinary opportunity to be able to go pitch Toyota or
go pitch the major agencies Sachi and Shaia Day in
these and create these packages that only I could, that
(09:56):
Disney could collaborate with to do that.
Speaker 3 (09:59):
And some serious brands, name brands, you know, household brands.
Speaker 4 (10:02):
Toy generated millions and millions of dollars for Disney, but
it also generated opportunities for you know what advertising and
marketing and strategic partnerships really do is it gets eyeballs
on consumers of these these Fortune one hundred and Fortune
five hundred companies that want to launch a product or
want to get their brand better known. And Disney had
(10:25):
both family brand but it also has early adopters and
high technology demographics as well. So it's a very powerful
population of audience for these different name brands, these big brands.
Speaker 3 (10:41):
So this is probably the hardest question you'll have, and
I'll ask you this a couple of times. No, no, no, no,
not at all. What what are maybe one or two?
Even one is fine key lesson learned from that experience
working with Disney and big brands.
Speaker 4 (10:56):
Wow, yeah, you know. The first thing that comes to
mind is, you know, Dizzey is as a fortunate one company,
it's a big company. It is an incredible company, but
as a big, bureaucratic, multi dimensional company, its strength is
its weakness too. And there was a lot of challenges.
I was running teams. I was headquartered at the corporate
(11:18):
headquarters in Burbank, but my actual report to my CEO
was in New York. So it was great to run
an entrepreneurial office in the headquarters. But what happens is
with any bureaucracy, it's really challenging when you and this
is really where the running teams in a bigger organization
and problems and communication and all the things that you
start to talk about in consulting and coaching, being able
(11:41):
to being able to effectively communicate and be peak peak productive.
Those tools really became the biggest lesson. How to communicate,
who to communicate with, how to convince people. I had
to also, by the way, by doing these strategies, by
going into Touchdow or ABC. I had to go to
the I had to be a synergist and actually a diplomat,
(12:03):
go into these other divisions. I was in the consumer
products division, go into the TV division, Go hey, they're like,
who the hell are you? You know, and actually sell
them on, Hey, we have a program we need to
bring you in on and they're like, you know, they
already have their plateful.
Speaker 5 (12:18):
So the inter internal selling, Yeah, yes, very.
Speaker 4 (12:23):
Powerful to to you know, to consensus build and to
and to build a team to success, to be able
to perform for our clients as well. So that was
a huge lesson in a fortune one in company and
an opportunity like Disney, which absolutely was a was a
gift to work with.
Speaker 3 (12:41):
Yeah, anybody that ever, I mean yes, any company, especially
the big ones, have their pitfalls, as you said, but
the experience at Disney, I've never heard talk to anybody,
and I've talked to a bunch that have worked there
one way or the other. They've all benefited greatly from
the experience, you know, certainly. So last question before the
first commercial, not a not a small question either to
(13:02):
take a minute or two, but all that time overlapped
the ocean rescue response. Yeah, because that was twenty seven years.
You don't stop everything else to do that, So talk
about how you do that concurrently.
Speaker 4 (13:12):
So as a waterman, I mean I grew up swimming.
I played what competitive water polos on the national junior team,
which was the feeder team, into the national team the
Olympic team for water polo, and in training one day
we came to the pool deck and there were some
people standing there and said, how would you like to
get paid to do this? Well, this was high.
Speaker 5 (13:32):
School, pretty good place to recruit though, right, Yeah, Well your.
Speaker 4 (13:36):
Friends are working at McDonald's drive through getting minimum wage,
and they're like, how would you like to make four
times out? And by the way, your office has an
ocean view and you're saving lives for a living while
you're out in the sun. And we said, and by
the way, you're already qualified by being able to be
absolutely sinkless in your ability to swim and navigate the ocean.
(13:57):
And I said, sign me, you know, so a number
of my car colleagues and I signed up and we
became Ocean Lifeguards, which turned into Ocean Rescue Response and
we did the boat, the beach, the unit and paramedic
training and all kinds of we got certified in scuba
and search and recovery. And now how did we have
(14:18):
a career school everything? Well, that became a seasonal thing.
And then when I actually got into corporate America, I
was able to take on hours, a minimum amount of
hours per year to stay certified and to stay active.
You know, there's no such thing as volunteers, so you're paid,
you're just not full time schedule and uh, and I
(14:39):
kept that up. I found, you know, more for public service.
At that point, I was serving. You're interacting with the public,
you are saving lives, and you're you're making a difference.
And I was actually at that point donating the money
that I earned back to things like ocean conservation and
other things. So I was able to do my public
(15:00):
service while still being a first responder, keeping my certifications.
And of course these organizations like La County Fire Department
are are honor and honored to serve.
Speaker 5 (15:13):
I love that. I love hearing that. All right, we're
going to take our first break. Eric will be right back. Everybody.
Speaker 3 (15:18):
We're going to be back in about one minute with
Eric Arenstoft.
Speaker 2 (15:26):
You're listening to Winning Business Radio with Kevin helenet on
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Speaker 2 (16:15):
And now back to Winning Business Radio with Kevin Helene
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Speaker 3 (16:35):
We are back with Eric emeron staff, CEO and Chief
Performance Officer of E three Capital Partners and Elevated dot Org.
So I want to get into martial arts. Not me personally,
I think I Shu probably should have done. That would
have been fun. But your martial artist three, if you
can say it that way, you're practicing multiple disciplines and
I'll just read these off for the audience, taichichwan, kravmaga,
(16:58):
and current ongoing trading. I don't even know what this
means for a showdown in akido black belt black belt? Okay,
So how did you get involved in martial arts? And
I know there's a tie in. We're going to get
to that taie and you can lead us into that
if you want. How does that apply to what you
do today?
Speaker 4 (17:15):
Everything you know? Eastern philosophy. I, first of all, I
was always enamored and fascinated with the Japanese culture, the
Eastern philosophies and cultures. And one of those, one of
those countries that I was able to work and live
in those six countries was Japan, and which was a
life experience for me, working and living within the culture.
(17:37):
The martial arts are just an application of that culture.
Eastern philosophy. You think of zen, you think of the
ability to perform in high pressure situations and conduct yourself,
you know, the warrior mentality and being able to underha
situational awareness. It was a way for you know, not
(17:58):
only to defend yourself. But it's an art, a martial
but it's also art, just like the yoga arts and
the aerial arts and the other arts that I did.
So yeah, defending myself, but it's really powerful in personal
sovereignty and personal development, where we learn that with much
power come as much responsibility, and your ability to wield
(18:20):
such power is also about being able to help and
protect people. And those disciplines are absolutely applicable to the
highest levels of living as a human being. So they're
very powerful when taught and when understood and learned as
(18:43):
broadly as that. And yeah, in terms of you know,
between my being a first responder with the fire department
and martial arts really has to do with you know,
performing well in high pressure situation, sound familiar, being able
to conduct yourself optimally when circumstances are not optimal, and
(19:05):
how to conduct ourselves and keep calm while all around
you are losing their head and blaming you.
Speaker 3 (19:11):
And the rescue doesn't happen in a few minutes after launch,
after we've had a break right exactly.
Speaker 4 (19:16):
I mean you you know, here's here's a situation. Ready,
go like, okay, I need to respond because everybody else
is walking the other way or saying somebody else will
take care of it. Well, I'm the guy that stops
and takes care of it and uh and has to
respond to it. So of course those are those are
in my coaching and consulting. Those are skills to be
able to not only perform optimally in high pressure situations,
(19:39):
but understand how to how to There's a lot of
self control and self discipline and ability to to really
focus in situations that that are you know that that
are not optimal. So of course being an athlete, being
(20:01):
a first responder, being a martial artist, these all serve
that to that ability, even whether you're in the boardroom
or you know, out out in the world.
Speaker 3 (20:14):
So this is like a chicken or egg scenario I'm seeing.
It's like, did all these things prepare you for what
you do or was it the other way around?
Speaker 4 (20:26):
Well, you know, I think Steve Jobs says, you don't
really see all the pattern of the dots until you
look back and see look in the past and see
how the dots you connect all the dots and they
make sense looking backwards. But now looking forward, I think
that I think that my upbringing, my life, my experiences,
my world experiences, evidently hopefully you're discovering created a very
(20:52):
unique human being. That's talking to you right now with
the unique background of combination of experiences from you know,
Disney to paramedic to martial artists to lifelong athlete to
best selling author of a conscious intelligence platform. So I
(21:12):
don't know, I'm me and and there's a lot, you know,
whether it's connecting with people out in the you know,
when you're dealing with emergencies, there are people that are
anything from you know, shootings where we're responding in venice
to to drownings, to people panicking and in situations that
they don't know what to do, and you have to
(21:34):
not only try to save lives, but you also have
to preserve your own, get someone out of danger and
save lives while trying to keep people at bay and
calm them down. Because the scene think about the scene
is that was I just describing your workplace or else's
work I mean, what's the difference there? There isn't a
(21:56):
distinction really in the way in the skills that we
use and the communityation skills, in the ability to communicate
with ourselves and process circumstances in such a way to
perform optimally.
Speaker 3 (22:11):
Well, We're going to get to the two businesses in
just a couple of minutes here. I want to ask
about the adventure travel. How'd you get into that and
what are some of the things you've seen in places
you've been.
Speaker 4 (22:20):
I love to travel and one of the you know,
first of all, my ever since I was the young kid,
my curiosity was over the top. I always wanted to
an incessant hunger to learn. I was both. I was
probably that annoying kid. I was the annoying kid that
sat close to the front of that room and the
first name that the teacher learned because I was learning
(22:44):
everything and asking questions and more questions. Well if this,
then why this? Well if this, then why this? They're like,
oh my god, go.
Speaker 5 (22:50):
You know, let's get this kid somebody else's class.
Speaker 4 (22:53):
So my incessant hunger to learn and curiosity. As far
as being an open water competitive athlete, that's one of
the ways that I find races, and I race and
compete all over the world. So that allows me to
travel to race. And while I'm doing that, you know,
I'm swimming Alcatraz, just swimming the Maui Channel to swimming
you know, Bond eyed ar Bronti in Australia and all
(23:16):
over the world. There's there's other adventures that I do,
Cape Town, South Africa and going out, you know, surfing
Jeffrey's Bay, there's I love to I'm physical and I'm active,
So I'm not one of those people that you know,
I might go to Hawaii, but I'm not going to
sit on the beach all day sucking down my ties
out of my tie Later after I do a nice
(23:37):
surf for an ocean swim or a hike in Haleakala
or something like that. So I just am an active
person by nature and and love to learn and interact
with nature, and and uh, there's just so much to
see in this world, and I feel like it's almost
fear of missing out. It's like, what's my next I
want to go see this? I want to I want
to go swim with whale sharks where they where they
(23:59):
were living right now? Where are they migrating? You know?
So I do that all right.
Speaker 3 (24:04):
So for those watching and listening, there is a tie
in here and we're about to get there. So two
companies that you run. Tell us first about the Three
Capital Partners E.
Speaker 4 (24:12):
Three Capital Partners is a financial services company. We work
primarily around real estate and finance, and so we've been
working with anything from multi general wealth families to working
with trust the state attorneys that have conflict. Again, there's
that word conflict. It'll come up over and over where
(24:32):
I can bring solutions, uh financial solutions to problems in
order to resolve issues and to get people to settle.
That's a lot more in that in the financial services company.
In Elevated dot Org, I know you call it elevate
I D. It's spelled no, It's okay, no, it's it's
(24:56):
spelled that way, but it's elevated. I D stands for
the visible distinctions, which are the distinctions within the conscious
intelligence paradigm that I delineate in the book. That is
a coaching and consulting executive coaching consulting company, and I
work with top level executives around conflict among other things.
(25:18):
There's usually through role shifts or rapid growth, we change
causes conflict. That's the human circumstance whenever we for some
reason we resist change, even though it's for the better
and because it's challenging and it gets us out of
our comfort zones. There's breakdowns around communication and around other
(25:40):
things that and our biases and all kinds of things
that create that conflict and challenge. And so I work
with executives to get to the next level and to
fulfill their highest and best expression of themselves in their organization.
So we do that. You know, there's methodology around that,
but it's around the conscious intelligence paradigm and with the
(26:03):
coaching and consulting really has to do with understanding how
businesses operate, and coaching really has to do with people.
So there are people in every organization, so you can
have functional issues, but there's also interaction and chemistry within
someone and the connective tissue are the people within an organization.
So if you're able to work with both of those parameters,
(26:25):
which a lot of people are either a coach or
a consultant, then I think that there is some perspective
that that kind of is my unique value proposition.
Speaker 5 (26:35):
So who are some of the.
Speaker 3 (26:38):
I mean not naming names, but what are some of
the type of companies that you might work with?
Speaker 4 (26:43):
Yeah, anything from the solopreneur or entrepreneur all the way
to within principles in larger companies. You know, they're high achievers,
they're powerhouses that are rising up every day with lofty
goals and they're the heads of company or they're within
the the C suite role, and you know, being a leader,
(27:04):
and I am an active CEOs that's another thing. I'm
pure to them. I'm in the trenches with them.
Speaker 3 (27:08):
Which which we talked about briefly earlier, that that's unusual.
Speaker 5 (27:12):
Yeah, give you a rare perspective.
Speaker 4 (27:14):
Here's the yeah, And here's the perspective that I see
with these leaders that they feel isolated because think about it,
you have to have you have to have the answer
to everything as the CEO of your company, and you
don't if you're if you're innovating, if you're a disruptor,
there's no answers. You're creating those answers sometimes and if
you're being honest, If you're being honest. But it's hard
(27:36):
to turn into your company and actually say to somebody,
I don't know what I'm doing. It makes you look weak,
it makes you so they don't do it. So where
do you go? Well, you need a pure advisor that
you could exhale to and that can help guide you
so that you don't have to turn inward or somewhere
that's going to expose if you know, if that's the
idea that you're trying to avoid those challenge and so
(28:01):
we can work within that conferce. So you're you're a
leader who is coachable, but also one that is understanding
that you are. Yeah, there's challenges with different people around you,
but you're the common denominator. So we're going to be
working on you too, and that's not a bad thing.
So the accountability factor is the biggest factor in being
(28:23):
able to bring you to peak performance and to keep you,
you know, highly achieving and getting you to the next level,
so to speak.
Speaker 3 (28:33):
So all right, that's a good place to pause. We're
going to take one more break. We'll be back in
about one minute with Eric Arenstoft.
Speaker 2 (28:43):
You're listening to Winning Business Radio with Kevin Helene on
W four CY Radio. That's W four C. Why dot
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Speaker 7 (29:00):
Yp dot com website is your local search engine. If
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(29:20):
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And save local.
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And now back to Winning Business Radio with Kevin Helene,
presenting exciting topics and expert guests with one goal in
mind to help you succeed in business. Here once again
is Kevin Helene.
Speaker 3 (29:52):
We're back with Eric Aaron Stoft. He is the CEO
and Chief Performance Officer of E three Capital Partners and
Elevated dot Org. Got it so talk about and I
want you to talk about the book here, best selling
author of Conscious Intelligence. It's a concept or series of concepts,
a paradigm that you developed. Talk about the book a
(30:14):
little bit, but let's talk about how that shows up
in the work you do.
Speaker 4 (30:19):
Yeah, so conscious Intelligence, it took me ten years, and
if I knew it took was going to take ten years,
Oh my gosh. So I identified this for this initial
challenge was why is there so much conflict in this world?
Why is there so much division? And divisiveness. Why is
there so much blame? It's funny that we see this
toxic environment magnified in the last four six eight years.
(30:44):
This concept came actually before any of that, but there
was still a lot of that going on, and sort
of like an excavation, I started peeling back. What there's
a distinction. I started to identify these different There's a
distinction between miscommunication and dis agreement. You cannot disagree if
you're not even communicating. Look into that for a second.
(31:05):
We can go I can do a three day lecture
just on that distinction alone. But what I started peeling
back was, well, then why is there miscommunication? There's all
kinds of distinctions within communication, within ourselves with other people,
with the definitions of certain terms that we conflate. And
what happens is when you don't have a vocabulary. I'll
(31:27):
use the vocabulary, but a spectrum of choices in which
to be able to articulate yourself and to articulate challenges.
When it's when that is shrunk down, you have less
choices and you tend to make bad decisions. If you
only have the choice between chocolate and than ice cream,
you're going to pick one or the other. But if
you knew that there was a thousand other flavors, you
might find one that you like better than one of those.
(31:50):
Why not understand? And that's if I was going to
define conscious intelligence in one word, it would be capital
P perspective, which is perspective, and that that is a
whole universe of wisdom within itself to be able to
have perspective and understanding of what's happening in your circumstances,
(32:10):
whether that's out and around you, whether that's with other people,
or the circumstances that are going on in your own self.
So self with a capital S so so that's conscious intelligence.
And it is an entire paragram diamond. It's organized in
such a way where it starts with within our personal
and it goes into elevated something that's bigger than ourselves.
(32:33):
And there are many distinctions out in that area as well.
And when you when you gain mastery over these distinctions,
you you will not look at the world the same
way ever again. And that's not a bad thing because
you will be seeing it. You'll know when you're you
have your bias glasses on, because we all have opinions.
(32:56):
We all see and develop our own opinions. Ability to
authentically be able to remove those and see perspective with
the capital P and understand which perspective you're in is
very powerful because a lot of times we try to
teach or we try to say something where we think
it's like universal, but it's really no, you're looking through
your lens. Yeah, that is a cause of breakdown. So
(33:18):
that's one of the concepts.
Speaker 3 (33:20):
So this may be an unfair question. If it is,
tell me how long does it take you to get
a person or a team to that point?
Speaker 4 (33:29):
So good question, and I love to integrate your work too,
because we overlap. You know what, I think it takes
three to six months to really get them up to
cruising altitude, in which case you're because you look as
you know, there's a curve at the beginning where you
have to understand the environment, you have to understand the
(33:50):
person you have to get in and because someone's going
to come to you with the problem with the challenge,
but it's usually not the challenge, it's just a it's
a it's the leaf of a deeper root issue that
you want to address, and when you start doing that,
you start identifying a lot of different branches and leaves
that are sort of from that poisonous fruit, so to speak,
or that challenge. So three to six months and then
(34:12):
on the idea is to ongoing because if you are
continuing to be an achiever and growing and scaling and everything,
then you're going to reach new challenges and you're going
to have a new conversation and have to continue to evolve.
So but really three to six months is is you know,
if any says.
Speaker 5 (34:29):
What do you do?
Speaker 4 (34:29):
You know? How much do you charge per hour? Or
or can we just do a one or three sessions,
I'm going to say I'm not for you.
Speaker 5 (34:36):
I do the same. I do the same, and Kevin,
just to integrate what you do.
Speaker 4 (34:40):
I'm looking at a thirty thousand foot view and I'm
working with CEOs on a broad number of issues. If
there's a sales team that is a challenge, there's a
sales team that a CEO is running, along with the
marketing team, along with an HR team. But when it's
going specifically into sales and performance that you know that
is yours. I'm bringing you win. That is your strong
(35:02):
suit and you're you're going to absolutely amplify and address
the challenges and get them going to perform. So so
we we overlap in that way. And you're a neck.
There's nobody better at working in the sales space than
you and Sandler. So it's great to give you a
(35:22):
plug and also thank you. I appreciate that perfective.
Speaker 3 (35:26):
There's a quote that was on your website or is
on your website, uh, and I just loved it says,
we cannot always control our circumstances, but we can control
how we conduct ourselves within them, we conduct ourselves optimally.
We're said to have grace, We're said to have mastery,
we're said to be accessing conscious intelligence. You want to
expand on that. I mean, that's powerful right there.
Speaker 4 (35:47):
It is powerful, and it is one of the one
of the sort of themes of my life and what
I try to live into. Have you ever seen a
first responder or in a disaster where they look like
they're going and they're looking like they're breathing normally, they're
walking with grace and ease while everybody around them are
(36:08):
running around. Their head's cut off, and you see this
person walking right in doing what they need to do,
getting control of the situation. That is the epitome vision
of what that quote is it is that we cannot
control what can You see a tornado coming, You can't
control that tornado, but seeing it coming, you can control
(36:29):
yourself and you can control what's happening.
Speaker 3 (36:32):
I can get the actions, your emotions, your thought process.
Speaker 4 (36:35):
It's like, that's happening. I can't control that, So I'm
not going to waste any energy controlling it. But I can.
And there's another distinction within conscious intelligence reacting versus responding.
A knee jerk reaction would be there's a tornado, let's panic.
And that's what you see ninety nine percent of the
world doing is panicking. And then you see the one
percent of people who are responding, they're like, okay, all right,
(36:58):
here we go. Here we go, and we and we
lean into it and we know what we can do.
And it doesn't mean that you're going to keep the
tornado from running through the house. Maybe your house is destroyed,
but we're not defined by our house. We're not defined
by the destruction that happens within that environment. We are.
(37:19):
We are defined by who we are inside. And even
understanding that distinction within that allows us to better understand
who we are and not how we're defined by others
or by outside, you know, outside reactionary things that are happening.
So there's a sense of identity that also grounds you
(37:41):
and roots you down. And getting to that in a
person and seeing their eyes light up with that, that
personal sovereignty and understanding it is a very powerful concept.
Speaker 3 (37:53):
Yet, so you talk about learning, what about on learning?
Another concept radical and learning.
Speaker 4 (38:00):
Yes, we in a nutshell, we are defined. We are
I think of if you think of a computer, you
think of a hard drive, you think of software, you
think of hardware. Like the computer system itself, you are
the computer system. You can't really change much of that.
Your upbringing, your socioeconomic your religion, so you can change
(38:21):
those things, but not when you are five, one, two, three,
four five. Your developmental stage is you're sort of pre wired.
But then there's software that we've things that we've learned,
and we've the choices that we've made in the and
the vision that we look through and we don't realize
sometimes the choices that we have. And the idea is
(38:41):
to understand what things we've been trained to do, like
scream when somebody scares you, or or flint should move
backwards when someone's throwing a punch at you when maybe
leaning in might be a safer place to go. But
we are taught certain responses and those some of those
(39:01):
things need to be untrained. Especially you hear someone raising
their voice, well, are they angry or are they just Italian?
Speaker 5 (39:08):
Or you excited?
Speaker 4 (39:09):
Right? Yeah, excited and passionate that they're using their hands.
If somebody is raising their voice, do they have a
medical condition or are they you know, so understanding the
situation and being able to unlearn those reactive things, there's
certain things someone's been victimized. There, there's a lot of
reasons why someone will react the trauma trauma. Trauma is
(39:33):
something that we have to unlearn if we are going
to heal from it and to prevail over it. And
there's a distinction within that survive you know, there's victim,
survivor and then what I call prevailing because even if
you're a survivor, you're still on that paradigm of victimization,
(39:54):
so you're you haven't eliminated. So those are distinctions that
once you understand the power of being able to to
look in a different perspective at our circumstances, we can
then unlearn the stuff that limits us and that may
make us make bad decisions. If you're starting to drown,
you start to paddle really fast and panic. Is that
(40:16):
the right thing to do? Or can I teach you
to unlearn and say if you actually just relax and
hold and you know, you can float without putting any
effort in and you can control your breathing, saw down,
save your energy, and you can actually keep in your
head and look for a way to get out of
the situation. So yeah, radical unlearning. Unlearning is just as
(40:40):
powerful as learning, especially when we've learned and look today,
look at the misinformation, disinformation and stuff that's going around.
If you don't have the tools, the distinction is to
be able to go wait a second, I just caught
that you said this. It wasn't false, but there was
no context and that content X is completely misleading and
(41:03):
you know that kind of thing. So it's in language,
it's in it's in truth.
Speaker 5 (41:08):
What's that facts versus truth?
Speaker 4 (41:10):
Yeah? Oh, lying, lying by omission is still lying, and
in communication. Sometimes we do that intentionally and they're using
it and exploiting it. Sometimes we don't know any better
because that is the way that we've been brought up
to the way of thinking. And if you can consider
that there are or at least like like I said,
once you start gaining the concepts of conscious intelligence, you
(41:34):
and you get perspective. You can't unsee that. It's like
I just saw a different perspective. You can't go back
and put your goggles back on, your blinders on. Once
you've seen it, You've seen like what is outside those walls.
You can't unsee it. And that is what's so powerful
about how your life will transform with perspective, with the
(41:55):
capital P. And that's what conscious intelligence is.
Speaker 5 (41:57):
That's so good.
Speaker 3 (41:58):
And what does it What does it mean to be
a catalytic leader? And how does one become one?
Speaker 4 (42:04):
So the old school way of thinking about leadership is
like that general that barking orders and you're going to
do this and and you know and push and power
comes from pushing people down and oppressing them or using force,
whether it's physical force or or other types of force.
Catalytic leadership is rooted in the exact opposite, which is
(42:29):
I gain more power by empowering others. And if you
look at the way that you run an organization, if
you are empowering your employees and your colleagues to be
able to perform optimally. What does that do It makes
the company company perform optimally, and what does that make you?
(42:50):
That makes you incredibly a successful CEO of a very
successful company, by the way, with people that love what
they're doing and get along and are working well with
each other. So catalytic leadership literally turns that oppressive power.
As matter of fact, oppression through force is the weakest
form of power that there is. The bully on the
(43:11):
playground resulting on size, bravado and fear is the weakest
form of power that there is. The most powerful is
to literally stand. You know, I like to say, like,
stand naked with nothing and have everybody surrounding you lifting
you up because you've lifted them up. And everybody knows
(43:33):
has had that mentor or that parent or somebody in
their life that said you can do this when you
didn't believe it yourself. They go, I got you, I
got your back, but you can do this. And if
they came to you today, it's that mentor that person
that you're just like that was your illuminary And if
they came to you today and said I need your help,
you would drop everything. You drop everything and say what
(43:55):
do you need me to do? And that's power empowering
somebody because there's gratitude in that, and there is the right.
I mean you, I think everybody, I think you feel it.
I think everybody feels that. Yeah, I would, I would
drop anything to help that person. I'm so grateful.
Speaker 2 (44:13):
So this is not limited to the business world, of course,
of course not.
Speaker 4 (44:17):
I mean catalytically, none of it is. I mean one
of the other things that I say business is personal.
If you're if there is just a mess going on
at home, who are you coming to What do you
bring into work? Are you you're tired, you're stressed, you're upset,
You're what kind of what kind of performance are you
(44:39):
going to have? Likewise, if everything is hitting the fan
at work and it's just everything's just going sideways, what
are you bringing home to your spouse, to your significant
to your kids. Are you going to have energy to
play with your kids? Are you going to have energy
to go out and socialize and be in the community. No,
So they're not unrelated there, And that's why we talk
(45:01):
about work life not balance now, it's work life integration
and the ability to be able to have that balance
in your life and work because business is personal and
personal is business. And what did I say earlier? A
company is about people, the whole function. I don't care
if you have a perfect plan and all the titles
(45:23):
and all the organized org chart is all good, but
the people are not connecting and working together and loving
what they do. You don't have anything if you don't
have the connection with the people, and that they're human beings.
That means that they have lives outside of work.
Speaker 5 (45:43):
That's really good.
Speaker 3 (45:44):
A couple of last questions, and these are longer answers too.
What's a lesson that you've learned recently? And recently could
be twelve, twenty four months, you know, just not twenty
years ago. Something that you want to share that you've
learned recently.
Speaker 4 (46:02):
Huh. I'll tell you one.
Speaker 3 (46:10):
Yeah.
Speaker 4 (46:11):
I could sometimes be disappointed in some of humanity, and
I catch myself getting down on that because I'm looking
at trying to live my life in such a way
that serves. And part of conscious intelligence is to be
able to have the temperance to say, just because you
think a certain way doesn't mean that you have to
expect everybody because you set the bar here doesn't mean
(46:34):
that everybody else is supposed to get over it. And
I'm not saying that I'm better or higher or I
don't hear that it's good good, but there's but there's
a level of standard that when you're serving so many
people in life and you're doing that as a as
your lifestyle, and you're not doing it to expect anything back.
But then it's just like one one extra thing in
(46:55):
humanity today didn't even get close to that bar that
you thought might might come back. Or you know, I
can get disappointed in humanity and I start I start becoming.
So the lesson that I've that I'm constantly learning is
to exhale and and understand that again that quote that
(47:17):
you said earlier, we cannot control our circumstances. I can
only control me and how I'm conducting myself within those circumstances.
It's just look, I'm a human being. Jesus. Sometimes I like,
can I get a Can I get some help here?
Can I get an amen from somebody here? You know?
(47:38):
So that is a learning Sometimes it's testing your patience
and testing your ability to just keep giving even though
you sometimes you know I'm an athlete, you don't quit,
but darn it. You know, there's also an Eastern quote,
you know, fall down seven times, get up eight. It
doesn't mean that you're not getting your you know what
(48:00):
out there, and to brush yourself off and to continue,
just to get up and run, keep going, keep going,
keep going, because that that that finish line, or at
least that that checkpoint might be just an inch away
and you are going to throw it in and go.
I have no more. So it comes back to the athlete.
(48:21):
It comes back to my hope and my my altruistic
hope in humanity that there's more people that want to serve.
And that's why I you know, I would give away
for free my book for everybody to learn. I want
the whole world to take a course on that because
it has to do with understanding another and understanding that
(48:43):
we're all connected.
Speaker 5 (48:44):
That's good.
Speaker 4 (48:45):
That's the lesson.
Speaker 3 (48:46):
All right, last question, that's awesome answer, by the way,
better than I would have thought. Why should who in
the listening and viewing audiences should reach out to you?
Speaker 4 (48:56):
And why if you are stuck or getting feel like
you're getting in your own way or there are challenges
that continue to come up that are even you might
be going, you know what, I can't get anybody to do?
You know, them, them, them them, and you stop and
(49:16):
you take a look at the mirror and go, maybe
there's part of me in this? Is there something that
I can do again? Conflict in the workplace, conflict comes
from growth, It comes from it comes from our progress,
and it comes from the ability our drive. You know,
if there's no conflict, then you're probably not an A
type and you're probably not driving to grow. And if
(49:39):
you're not growing, your shrinking because in a world that
is so dynamic, you have to keep growing in order
to keep up and stay with the current. So if
there is challenges within other people within a company, within
trying to level up, you're having growing problems. There's probably
a salesforce thing about development, so have it in also, Well,
(50:02):
let's let's evolve your sales team as well. But let's
get the leadership, the catalytic leadership adjusted and to get
and you keep your eye on the price and then
and and get out of your own way. That's when
you think of me to come in. I'm a peer,
I'm You're not broken, You're you don't need fixing. There's
(50:24):
an evolution. Even in the Navy seal training they call
it it's your next devolution, because once you develop some
of these skills and develop perspective with the capital P,
you're evolving. And once you evolve, it doesn't matter what
happens you. You can't unsee it, you can't unlearn it,
and it will. It will push you forward and it'll
give you the it will open up the opportunities that
(50:47):
you want to be able to gain the success and
that trajectory that you so badly are on the you know,
wanting to to achieve. I would say, think of me
when you're that and you want that.
Speaker 5 (51:02):
Well, we are out of time. Thank you.
Speaker 3 (51:04):
That went fast, Thank you very much, Eric, Yeah, it
goes quickly. You're spot on, spot on. I love what
you're saying, so.
Speaker 5 (51:11):
Thank you for the time.
Speaker 4 (51:12):
You know, it's a great you're a great host, and
I appreciate the conversation. Thank you the opportunity.
Speaker 3 (51:18):
You're and you're welcome again, by the way, and thanks
everybody for watching and listening. This is a show about
business and life too, but business challenges. If you've got
concerns about the growth of your company, maybe we should
talk you can drop me a note at Kevin at
Winning Business Radio dot com is one of my email addresses.
We are Winning Incorporated, part of Sandler Training. We develop
sales teams into high achievers and sales leaders into true
(51:41):
coaches and mentors. Thank you, producer, to producer and engineer
one for another job well done.
Speaker 5 (51:45):
Thank you one.
Speaker 3 (51:46):
Be sure to join us next week that's Monday, October
twenty First, my guest will be George Rolfing, owner of
Special Team Moving Company BTI. Until then, this is Kevin Halenian.
Speaker 2 (51:58):
You've been listening to Winning Busines this radio with your host,
Kevin Helenan. If you missed any part of this episode,
the podcast is available on Talk for Podcasting and iHeartRadio.
For more information and questions, go to Winning Business Radio
dot com or check us out on social media. Tune
in again next week and every Monday at four pm
Eastern Time to listen live to Winning Business Radio on
(52:21):
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let's succeed where others have failed and win in business
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(00:20):
for choosing W FOURCY Radio.
Speaker 2 (00:30):
Churchill said, those who failed to learn from history are
condemned to repeat it. Kevin helen M believes that certainly
applies to business. Welcome to Winning Business Radio here at
W four CY Radio. That's W four cy dot com
and now your host, Kevin helen M.
Speaker 3 (00:52):
Thanks everybody for joining in again today. I am Kevin
Hallan and and welcome back to Winning Business TV and
Radio on four cy dot com. We're streaming live on
talkfortv dot com, and of course we're on Facebook and
that's at Winning Business Radio. And we're available in podcasts
after this live show today on tons of platforms pretty
(01:13):
much wherever you listen and watch your podcast content, YouTube,
Ourheart radio, Spotify, Apple, and the list goes on the
mission of winning business radio and TV. As regular viewers
and listeners know, is to offer insights and advice to
help people avoid the mistakes of others, to learn best practices.
Those are the how tos, the what tos, the what
(01:35):
not tos, right to be challenged and hopefully to be
inspired by the success the successes of others. Excuse me.
Those are consultants, coaches, advisors, authors, founders and owners, entrepreneurs,
people with expertise. But you know, virtually every successful person
I've ever had a chance to talk to has said
some form of failure in their lives and careers. So
(01:55):
every week I say, we all have to get our
knee skinned once in a while. I'm driven to keep
those scrapes from needing major surgery. Let's endeavor to learn
from history so we don't repeat it. I've spent the
better part of my career equipping businesses to grow from
solopreneurs to small and medium sized companies all the way
up to the fortune fifty. I've seen some of those
companies win into varying degrees. I've seen some fail I've
(02:16):
had the opportunity to rub elbow who excuse me, with
some of the highest performing people around, and with some
who probably should have found other professions. In my own businesses,
I've had a lot of success, of success can't talk today,
but some failures too. I like to think I've learned
a lot from those experiences. So of course you're going
to hear from me some insights and opinions, but more importantly,
(02:38):
you're going to hear from experts, those consultants, coaches, advisors, authors,
founders and owners and entrepreneurs. Today, my guest is Eric Arenstaff.
He's the CEO and Chief Performance Officer of E three
Capital Partners and elevateid dot org. So he's no exception.
Here's his bio. Eric Aaronsoft is the CEO and Chief
Performance Officer of E three Capital Partners and Elevated dot Org.
(03:01):
He's an accomplished executive, coach, consultant and facilitator, and best
selling author and creator of the Conscious Intelligence Platform. By
applying the principles of catalytic leadership and radical unlearning to
peak performance, Eric guides organizations and their leaders in all
business sectors, from finance to technology, law firms to healthcare,
(03:22):
distribution and manufacturing, women owned businesses, entrepreneurs and solopreneurs. For
over twenty five years, Eric has guided clients to optimize
their human resource through core competency identification and development, by
teaching positivity and catalytics skills, and by applying conscious candor
advanced communication and transformational leadership. Eric is an expert in
(03:44):
resolving conflict, stuckness and challenges related to rapid growth, scaling,
shifting roles, and key performance indicators. An expert in organizational communication,
company culture, empowering women in business, generational and cultural, diverse
city DEI, and employee retention. Eric delivers meaningful and profitable
results and removes the multitudes of impediments leaders and their
(04:08):
organizations to be challenged with. As CEO of E three
Capital Partners, Eric provides fully licensed financial consultancy services including
real estate brokerage, banking, correspondence services, and expert witness and
litigation support services. Additionally, wholesale lending and underwriting management, investment syndication,
purchase and acquisition and listing. In sales, Eric has worked
(04:30):
in and called six different countries home. He's had a
diverse background, including twenty seven years as a paramatic first
responder with the La County Fire Department and the Laguna
Beach Fire Department. He's a decorated competitive open water swimmer,
is a martial artist. He's a yoga and aerial and
mediation excuse me, meditation eats Eastern Arts practitioner, and on
(04:52):
top of that, he's a world adventure traveler. He holds
a BS in Sports Medicine and Business from Pepperdine University
and additional studies in business Marketing and related Support services
from UCLA. His independent studies have included world culture, mythology, philosophy,
and psychology. He grew up in Newport Beach, California, where
he currently resides. That's a mouthful, Eric, Welcome to Winning
(05:14):
Business Radio.
Speaker 4 (05:16):
That is that was quite a bio. Thank you, thank
you for having me.
Speaker 5 (05:21):
Of course, of course we appreciate you being here.
Speaker 3 (05:23):
I know you're busy, so you've got that extremely to
me interesting background.
Speaker 5 (05:27):
Will keep it easy.
Speaker 3 (05:28):
Tell us about Newport Beach for those that are not
familiar with Southern California.
Speaker 4 (05:31):
Well, Newport Beach, Southern California. Southern California is a dream
to live in. You know, it's it's coastal I grew
up near the water. I grew up in the water,
and you know all your I swam outdoors all year
around still do you know, even even when it's bad
weather and it's raining, we're still swimming outside because it's
(05:52):
only sixty five, you know. So it's a great place
to grow up to be a kid. Lots of the vactiam,
lots of health and fitness and ways to go out
and beautiful nature, lots to do.
Speaker 5 (06:07):
Sounds like it. Sounds like it.
Speaker 3 (06:08):
So fast forward a little bit. Why did you choose
Pepperdine into GWINTU At the time sports medicine.
Speaker 4 (06:14):
Well, I was on the path to become an orthopedic surgeon,
and Pepperdine was how the only pre med program called
sports medicine. Being a lifelong athlete, I wanted to, you know,
instead of biology and parasitology and all these science y
science stuff that is non human performance, Pepperdine was offering
(06:34):
the only program that was about human performance pre med.
UCLA soon thereafter came up with a kinesiology major and
similar to sports medicine, and now there's several universities. So
that's how I landed at Pepperdine it remained in southern California,
just out of in Los Angeles County and a smaller university.
(06:57):
But like I said, tops in the sports medicine program.
Speaker 3 (07:01):
But you at some point early on you pivoted more
into business. So talk about that. I don't know if
we'd call it a transition or maybe a different way
of thinking.
Speaker 4 (07:10):
Yeah, as I deferred med school finished Pepper nine, deferred
med school, had the opportunity to work and live abroad
and took that opportunity, both by advice to say, take
a year off. When you jump into med school. You've
been going to school for seventeen years straight. Your brain's exhausted.
And so I took that opportunity and started making a
ton of money working in business in the marketing and
(07:34):
advertising industry and living and working in other countries, and
it was amazing. So one year turned into four or
five years, and in that period of time I was
able to sort of gracefully say, you know what, even
though medicine is one of my interests, I think I'm
moving in a different direction. And having been a first
(07:55):
responder in paramedic with the Fire Department, especially swift Water
Open swift Water respond Team that kind of gave me
the the I guess the bellies full of that area
of medical service. That that was satisfying to me, and
I peacefully exited the med school.
Speaker 5 (08:20):
Tract makes sense, makes sense.
Speaker 3 (08:22):
So this is a little less sexy. But you started
your career in publishing. Tell us about that experience or
those experiences in publishing.
Speaker 4 (08:30):
Well, I, publishing is a little bit okay. There's different
areas of publishing, advertising and marketing sales. So I was
working with I was building strategic partnerships between media company
and different clients like.
Speaker 5 (08:48):
Toyota, Apple, Disney then right.
Speaker 4 (08:50):
Yeah, and then landed at Disney from there, and which
allowed me to do that on a very sweeping commercial level,
and where I would literally when you see Apple or
Toyota or Lexus or Budweiser or any of that you
know involved with Disney Productions or the Disney you know
(09:12):
multitude of what that company is. I was working on
the partnerships that allowed those those to happen a Toyota
at a theme park or in the pages of advertising magazines,
at the millions of hotel rooms around Tokyo or other
Disney parks, or think about the film you know Disney, Mirrormax, TOUCHTNE, ESPN,
(09:35):
ABC of Disney Radio like we're on right now, is
radio not Disney Radio. And of course events and parks
and everything that only Disney can do. So it's pretty
extraordinary opportunity to be able to go pitch Toyota or
go pitch the major agencies Sachi and Shaia Day in
these and create these packages that only I could, that
(09:56):
Disney could collaborate with to do that.
Speaker 3 (09:59):
And some serious brands, name brands, you know, household brands.
Speaker 4 (10:02):
Toy generated millions and millions of dollars for Disney, but
it also generated opportunities for you know what advertising and
marketing and strategic partnerships really do is it gets eyeballs
on consumers of these these Fortune one hundred and Fortune
five hundred companies that want to launch a product or
want to get their brand better known. And Disney had
(10:25):
both family brand but it also has early adopters and
high technology demographics as well. So it's a very powerful
population of audience for these different name brands, these big brands.
Speaker 3 (10:41):
So this is probably the hardest question you'll have, and
I'll ask you this a couple of times. No, no, no, no,
not at all. What what are maybe one or two?
Even one is fine key lesson learned from that experience
working with Disney and big brands.
Speaker 4 (10:56):
Wow, yeah, you know. The first thing that comes to
mind is, you know, Dizzey is as a fortunate one company,
it's a big company. It is an incredible company, but
as a big, bureaucratic, multi dimensional company, its strength is
its weakness too. And there was a lot of challenges.
I was running teams. I was headquartered at the corporate
(11:18):
headquarters in Burbank, but my actual report to my CEO
was in New York. So it was great to run
an entrepreneurial office in the headquarters. But what happens is
with any bureaucracy, it's really challenging when you and this
is really where the running teams in a bigger organization
and problems and communication and all the things that you
start to talk about in consulting and coaching, being able
(11:41):
to being able to effectively communicate and be peak peak productive.
Those tools really became the biggest lesson. How to communicate,
who to communicate with, how to convince people. I had
to also, by the way, by doing these strategies, by
going into Touchdow or ABC. I had to go to
the I had to be a synergist and actually a diplomat,
(12:03):
go into these other divisions. I was in the consumer
products division, go into the TV division, Go hey, they're like,
who the hell are you? You know, and actually sell
them on, Hey, we have a program we need to
bring you in on and they're like, you know, they
already have their plateful.
Speaker 5 (12:18):
So the inter internal selling, Yeah, yes, very.
Speaker 4 (12:23):
Powerful to to you know, to consensus build and to
and to build a team to success, to be able
to perform for our clients as well. So that was
a huge lesson in a fortune one in company and
an opportunity like Disney, which absolutely was a was a
gift to work with.
Speaker 3 (12:41):
Yeah, anybody that ever, I mean yes, any company, especially
the big ones, have their pitfalls, as you said, but
the experience at Disney, I've never heard talk to anybody,
and I've talked to a bunch that have worked there
one way or the other. They've all benefited greatly from
the experience, you know, certainly. So last question before the
first commercial, not a not a small question either to
(13:02):
take a minute or two, but all that time overlapped
the ocean rescue response. Yeah, because that was twenty seven years.
You don't stop everything else to do that, So talk
about how you do that concurrently.
Speaker 4 (13:12):
So as a waterman, I mean I grew up swimming.
I played what competitive water polos on the national junior team,
which was the feeder team, into the national team the
Olympic team for water polo, and in training one day
we came to the pool deck and there were some
people standing there and said, how would you like to
get paid to do this? Well, this was high.
Speaker 5 (13:32):
School, pretty good place to recruit though, right, Yeah, Well your.
Speaker 4 (13:36):
Friends are working at McDonald's drive through getting minimum wage,
and they're like, how would you like to make four
times out? And by the way, your office has an
ocean view and you're saving lives for a living while
you're out in the sun. And we said, and by
the way, you're already qualified by being able to be
absolutely sinkless in your ability to swim and navigate the ocean.
(13:57):
And I said, sign me, you know, so a number
of my car colleagues and I signed up and we
became Ocean Lifeguards, which turned into Ocean Rescue Response and
we did the boat, the beach, the unit and paramedic
training and all kinds of we got certified in scuba
and search and recovery. And now how did we have
(14:18):
a career school everything? Well, that became a seasonal thing.
And then when I actually got into corporate America, I
was able to take on hours, a minimum amount of
hours per year to stay certified and to stay active.
You know, there's no such thing as volunteers, so you're paid,
you're just not full time schedule and uh, and I
(14:39):
kept that up. I found, you know, more for public service.
At that point, I was serving. You're interacting with the public,
you are saving lives, and you're you're making a difference.
And I was actually at that point donating the money
that I earned back to things like ocean conservation and
other things. So I was able to do my public
(15:00):
service while still being a first responder, keeping my certifications.
And of course these organizations like La County Fire Department
are are honor and honored to serve.
Speaker 5 (15:13):
I love that. I love hearing that. All right, we're
going to take our first break. Eric will be right back. Everybody.
Speaker 3 (15:18):
We're going to be back in about one minute with
Eric Arenstoft.
Speaker 2 (15:26):
You're listening to Winning Business Radio with Kevin helenet on
W four CY Radio. That's W four cy dot com.
Don't go away. More helpful information is coming right up
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Speaker 2 (16:15):
And now back to Winning Business Radio with Kevin Helene
presenting exciting topics and expert guests with one goal in
mind to help you succeed in business. Here once again
is Kevin Helene.
Speaker 3 (16:35):
We are back with Eric emeron staff, CEO and Chief
Performance Officer of E three Capital Partners and Elevated dot Org.
So I want to get into martial arts. Not me personally,
I think I Shu probably should have done. That would
have been fun. But your martial artist three, if you
can say it that way, you're practicing multiple disciplines and
I'll just read these off for the audience, taichichwan, kravmaga,
(16:58):
and current ongoing trading. I don't even know what this
means for a showdown in akido black belt black belt? Okay,
So how did you get involved in martial arts? And
I know there's a tie in. We're going to get
to that taie and you can lead us into that
if you want. How does that apply to what you
do today?
Speaker 4 (17:15):
Everything you know? Eastern philosophy. I, first of all, I
was always enamored and fascinated with the Japanese culture, the
Eastern philosophies and cultures. And one of those, one of
those countries that I was able to work and live
in those six countries was Japan, and which was a
life experience for me, working and living within the culture.
(17:37):
The martial arts are just an application of that culture.
Eastern philosophy. You think of zen, you think of the
ability to perform in high pressure situations and conduct yourself,
you know, the warrior mentality and being able to underha
situational awareness. It was a way for you know, not
(17:58):
only to defend yourself. But it's an art, a martial
but it's also art, just like the yoga arts and
the aerial arts and the other arts that I did.
So yeah, defending myself, but it's really powerful in personal
sovereignty and personal development, where we learn that with much
power come as much responsibility, and your ability to wield
(18:20):
such power is also about being able to help and
protect people. And those disciplines are absolutely applicable to the
highest levels of living as a human being. So they're
very powerful when taught and when understood and learned as
(18:43):
broadly as that. And yeah, in terms of you know,
between my being a first responder with the fire department
and martial arts really has to do with you know,
performing well in high pressure situation, sound familiar, being able
to conduct yourself optimally when circumstances are not optimal, and
(19:05):
how to conduct ourselves and keep calm while all around
you are losing their head and blaming you.
Speaker 3 (19:11):
And the rescue doesn't happen in a few minutes after launch,
after we've had a break right exactly.
Speaker 4 (19:16):
I mean you you know, here's here's a situation. Ready,
go like, okay, I need to respond because everybody else
is walking the other way or saying somebody else will
take care of it. Well, I'm the guy that stops
and takes care of it and uh and has to
respond to it. So of course those are those are
in my coaching and consulting. Those are skills to be
able to not only perform optimally in high pressure situations,
(19:39):
but understand how to how to There's a lot of
self control and self discipline and ability to to really
focus in situations that that are you know that that
are not optimal. So of course being an athlete, being
(20:01):
a first responder, being a martial artist, these all serve
that to that ability, even whether you're in the boardroom
or you know, out out in the world.
Speaker 3 (20:14):
So this is like a chicken or egg scenario I'm seeing.
It's like, did all these things prepare you for what
you do or was it the other way around?
Speaker 4 (20:26):
Well, you know, I think Steve Jobs says, you don't
really see all the pattern of the dots until you
look back and see look in the past and see
how the dots you connect all the dots and they
make sense looking backwards. But now looking forward, I think
that I think that my upbringing, my life, my experiences,
my world experiences, evidently hopefully you're discovering created a very
(20:52):
unique human being. That's talking to you right now with
the unique background of combination of experiences from you know,
Disney to paramedic to martial artists to lifelong athlete to
best selling author of a conscious intelligence platform. So I
(21:12):
don't know, I'm me and and there's a lot, you know,
whether it's connecting with people out in the you know,
when you're dealing with emergencies, there are people that are
anything from you know, shootings where we're responding in venice
to to drownings, to people panicking and in situations that
they don't know what to do, and you have to
(21:34):
not only try to save lives, but you also have
to preserve your own, get someone out of danger and
save lives while trying to keep people at bay and
calm them down. Because the scene think about the scene
is that was I just describing your workplace or else's
work I mean, what's the difference there? There isn't a
(21:56):
distinction really in the way in the skills that we
use and the communityation skills, in the ability to communicate
with ourselves and process circumstances in such a way to
perform optimally.
Speaker 3 (22:11):
Well, We're going to get to the two businesses in
just a couple of minutes here. I want to ask
about the adventure travel. How'd you get into that and
what are some of the things you've seen in places
you've been.
Speaker 4 (22:20):
I love to travel and one of the you know,
first of all, my ever since I was the young kid,
my curiosity was over the top. I always wanted to
an incessant hunger to learn. I was both. I was
probably that annoying kid. I was the annoying kid that
sat close to the front of that room and the
first name that the teacher learned because I was learning
(22:44):
everything and asking questions and more questions. Well if this,
then why this? Well if this, then why this? They're like,
oh my god, go.
Speaker 5 (22:50):
You know, let's get this kid somebody else's class.
Speaker 4 (22:53):
So my incessant hunger to learn and curiosity. As far
as being an open water competitive athlete, that's one of
the ways that I find races, and I race and
compete all over the world. So that allows me to
travel to race. And while I'm doing that, you know,
I'm swimming Alcatraz, just swimming the Maui Channel to swimming
you know, Bond eyed ar Bronti in Australia and all
(23:16):
over the world. There's there's other adventures that I do,
Cape Town, South Africa and going out, you know, surfing
Jeffrey's Bay, there's I love to I'm physical and I'm active,
So I'm not one of those people that you know,
I might go to Hawaii, but I'm not going to
sit on the beach all day sucking down my ties
out of my tie Later after I do a nice
(23:37):
surf for an ocean swim or a hike in Haleakala
or something like that. So I just am an active
person by nature and and love to learn and interact
with nature, and and uh, there's just so much to
see in this world, and I feel like it's almost
fear of missing out. It's like, what's my next I
want to go see this? I want to I want
to go swim with whale sharks where they where they
(23:59):
were living right now? Where are they migrating? You know?
So I do that all right.
Speaker 3 (24:04):
So for those watching and listening, there is a tie
in here and we're about to get there. So two
companies that you run. Tell us first about the Three
Capital Partners E.
Speaker 4 (24:12):
Three Capital Partners is a financial services company. We work
primarily around real estate and finance, and so we've been
working with anything from multi general wealth families to working
with trust the state attorneys that have conflict. Again, there's
that word conflict. It'll come up over and over where
(24:32):
I can bring solutions, uh financial solutions to problems in
order to resolve issues and to get people to settle.
That's a lot more in that in the financial services company.
In Elevated dot Org, I know you call it elevate
I D. It's spelled no, It's okay, no, it's it's
(24:56):
spelled that way, but it's elevated. I D stands for
the visible distinctions, which are the distinctions within the conscious
intelligence paradigm that I delineate in the book. That is
a coaching and consulting executive coaching consulting company, and I
work with top level executives around conflict among other things.
(25:18):
There's usually through role shifts or rapid growth, we change
causes conflict. That's the human circumstance whenever we for some
reason we resist change, even though it's for the better
and because it's challenging and it gets us out of
our comfort zones. There's breakdowns around communication and around other
(25:40):
things that and our biases and all kinds of things
that create that conflict and challenge. And so I work
with executives to get to the next level and to
fulfill their highest and best expression of themselves in their organization.
So we do that. You know, there's methodology around that,
but it's around the conscious intelligence paradigm and with the
(26:03):
coaching and consulting really has to do with understanding how
businesses operate, and coaching really has to do with people.
So there are people in every organization, so you can
have functional issues, but there's also interaction and chemistry within
someone and the connective tissue are the people within an organization.
So if you're able to work with both of those parameters,
(26:25):
which a lot of people are either a coach or
a consultant, then I think that there is some perspective
that that kind of is my unique value proposition.
Speaker 5 (26:35):
So who are some of the.
Speaker 3 (26:38):
I mean not naming names, but what are some of
the type of companies that you might work with?
Speaker 4 (26:43):
Yeah, anything from the solopreneur or entrepreneur all the way
to within principles in larger companies. You know, they're high achievers,
they're powerhouses that are rising up every day with lofty
goals and they're the heads of company or they're within
the the C suite role, and you know, being a leader,
(27:04):
and I am an active CEOs that's another thing. I'm
pure to them. I'm in the trenches with them.
Speaker 3 (27:08):
Which which we talked about briefly earlier, that that's unusual.
Speaker 5 (27:12):
Yeah, give you a rare perspective.
Speaker 4 (27:14):
Here's the yeah, And here's the perspective that I see
with these leaders that they feel isolated because think about it,
you have to have you have to have the answer
to everything as the CEO of your company, and you
don't if you're if you're innovating, if you're a disruptor,
there's no answers. You're creating those answers sometimes and if
you're being honest, If you're being honest. But it's hard
(27:36):
to turn into your company and actually say to somebody,
I don't know what I'm doing. It makes you look weak,
it makes you so they don't do it. So where
do you go? Well, you need a pure advisor that
you could exhale to and that can help guide you
so that you don't have to turn inward or somewhere
that's going to expose if you know, if that's the
idea that you're trying to avoid those challenge and so
(28:01):
we can work within that conferce. So you're you're a
leader who is coachable, but also one that is understanding
that you are. Yeah, there's challenges with different people around you,
but you're the common denominator. So we're going to be
working on you too, and that's not a bad thing.
So the accountability factor is the biggest factor in being
(28:23):
able to bring you to peak performance and to keep you,
you know, highly achieving and getting you to the next level,
so to speak.
Speaker 3 (28:33):
So all right, that's a good place to pause. We're
going to take one more break. We'll be back in
about one minute with Eric Arenstoft.
Speaker 2 (28:43):
You're listening to Winning Business Radio with Kevin Helene on
W four CY Radio. That's W four C. Why dot
Com don't go away? More helpful information is coming right
up right here on Winning Business Radio.
Speaker 7 (29:00):
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(29:20):
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Speaker 5 (29:28):
And save local.
Speaker 2 (29:33):
And now back to Winning Business Radio with Kevin Helene,
presenting exciting topics and expert guests with one goal in
mind to help you succeed in business. Here once again
is Kevin Helene.
Speaker 3 (29:52):
We're back with Eric Aaron Stoft. He is the CEO
and Chief Performance Officer of E three Capital Partners and
Elevated dot Org. Got it so talk about and I
want you to talk about the book here, best selling
author of Conscious Intelligence. It's a concept or series of concepts,
a paradigm that you developed. Talk about the book a
(30:14):
little bit, but let's talk about how that shows up
in the work you do.
Speaker 4 (30:19):
Yeah, so conscious Intelligence, it took me ten years, and
if I knew it took was going to take ten years,
Oh my gosh. So I identified this for this initial
challenge was why is there so much conflict in this world?
Why is there so much division? And divisiveness. Why is
there so much blame? It's funny that we see this
toxic environment magnified in the last four six eight years.
(30:44):
This concept came actually before any of that, but there
was still a lot of that going on, and sort
of like an excavation, I started peeling back. What there's
a distinction. I started to identify these different There's a
distinction between miscommunication and dis agreement. You cannot disagree if
you're not even communicating. Look into that for a second.
(31:05):
We can go I can do a three day lecture
just on that distinction alone. But what I started peeling
back was, well, then why is there miscommunication? There's all
kinds of distinctions within communication, within ourselves with other people,
with the definitions of certain terms that we conflate. And
what happens is when you don't have a vocabulary. I'll
(31:27):
use the vocabulary, but a spectrum of choices in which
to be able to articulate yourself and to articulate challenges.
When it's when that is shrunk down, you have less
choices and you tend to make bad decisions. If you
only have the choice between chocolate and than ice cream,
you're going to pick one or the other. But if
you knew that there was a thousand other flavors, you
might find one that you like better than one of those.
(31:50):
Why not understand? And that's if I was going to
define conscious intelligence in one word, it would be capital
P perspective, which is perspective, and that that is a
whole universe of wisdom within itself to be able to
have perspective and understanding of what's happening in your circumstances,
(32:10):
whether that's out and around you, whether that's with other people,
or the circumstances that are going on in your own self.
So self with a capital S so so that's conscious intelligence.
And it is an entire paragram diamond. It's organized in
such a way where it starts with within our personal
and it goes into elevated something that's bigger than ourselves.
(32:33):
And there are many distinctions out in that area as well.
And when you when you gain mastery over these distinctions,
you you will not look at the world the same
way ever again. And that's not a bad thing because
you will be seeing it. You'll know when you're you
have your bias glasses on, because we all have opinions.
(32:56):
We all see and develop our own opinions. Ability to
authentically be able to remove those and see perspective with
the capital P and understand which perspective you're in is
very powerful because a lot of times we try to
teach or we try to say something where we think
it's like universal, but it's really no, you're looking through
your lens. Yeah, that is a cause of breakdown. So
(33:18):
that's one of the concepts.
Speaker 3 (33:20):
So this may be an unfair question. If it is,
tell me how long does it take you to get
a person or a team to that point?
Speaker 4 (33:29):
So good question, and I love to integrate your work too,
because we overlap. You know what, I think it takes
three to six months to really get them up to
cruising altitude, in which case you're because you look as
you know, there's a curve at the beginning where you
have to understand the environment, you have to understand the
(33:50):
person you have to get in and because someone's going
to come to you with the problem with the challenge,
but it's usually not the challenge, it's just a it's
a it's the leaf of a deeper root issue that
you want to address, and when you start doing that,
you start identifying a lot of different branches and leaves
that are sort of from that poisonous fruit, so to speak,
or that challenge. So three to six months and then
(34:12):
on the idea is to ongoing because if you are
continuing to be an achiever and growing and scaling and everything,
then you're going to reach new challenges and you're going
to have a new conversation and have to continue to evolve.
So but really three to six months is is you know,
if any says.
Speaker 5 (34:29):
What do you do?
Speaker 4 (34:29):
You know? How much do you charge per hour? Or
or can we just do a one or three sessions,
I'm going to say I'm not for you.
Speaker 5 (34:36):
I do the same. I do the same, and Kevin,
just to integrate what you do.
Speaker 4 (34:40):
I'm looking at a thirty thousand foot view and I'm
working with CEOs on a broad number of issues. If
there's a sales team that is a challenge, there's a
sales team that a CEO is running, along with the
marketing team, along with an HR team. But when it's
going specifically into sales and performance that you know that
is yours. I'm bringing you win. That is your strong
(35:02):
suit and you're you're going to absolutely amplify and address
the challenges and get them going to perform. So so
we we overlap in that way. And you're a neck.
There's nobody better at working in the sales space than
you and Sandler. So it's great to give you a
(35:22):
plug and also thank you. I appreciate that perfective.
Speaker 3 (35:26):
There's a quote that was on your website or is
on your website, uh, and I just loved it says,
we cannot always control our circumstances, but we can control
how we conduct ourselves within them, we conduct ourselves optimally.
We're said to have grace, We're said to have mastery,
we're said to be accessing conscious intelligence. You want to
expand on that. I mean, that's powerful right there.
Speaker 4 (35:47):
It is powerful, and it is one of the one
of the sort of themes of my life and what
I try to live into. Have you ever seen a
first responder or in a disaster where they look like
they're going and they're looking like they're breathing normally, they're
walking with grace and ease while everybody around them are
(36:08):
running around. Their head's cut off, and you see this
person walking right in doing what they need to do,
getting control of the situation. That is the epitome vision
of what that quote is it is that we cannot
control what can You see a tornado coming, You can't
control that tornado, but seeing it coming, you can control
(36:29):
yourself and you can control what's happening.
Speaker 3 (36:32):
I can get the actions, your emotions, your thought process.
Speaker 4 (36:35):
It's like, that's happening. I can't control that, So I'm
not going to waste any energy controlling it. But I can.
And there's another distinction within conscious intelligence reacting versus responding.
A knee jerk reaction would be there's a tornado, let's panic.
And that's what you see ninety nine percent of the
world doing is panicking. And then you see the one
percent of people who are responding, they're like, okay, all right,
(36:58):
here we go. Here we go, and we and we
lean into it and we know what we can do.
And it doesn't mean that you're going to keep the
tornado from running through the house. Maybe your house is destroyed,
but we're not defined by our house. We're not defined
by the destruction that happens within that environment. We are.
(37:19):
We are defined by who we are inside. And even
understanding that distinction within that allows us to better understand
who we are and not how we're defined by others
or by outside, you know, outside reactionary things that are happening.
So there's a sense of identity that also grounds you
(37:41):
and roots you down. And getting to that in a
person and seeing their eyes light up with that, that
personal sovereignty and understanding it is a very powerful concept.
Speaker 3 (37:53):
Yet, so you talk about learning, what about on learning?
Another concept radical and learning.
Speaker 4 (38:00):
Yes, we in a nutshell, we are defined. We are
I think of if you think of a computer, you
think of a hard drive, you think of software, you
think of hardware. Like the computer system itself, you are
the computer system. You can't really change much of that.
Your upbringing, your socioeconomic your religion, so you can change
(38:21):
those things, but not when you are five, one, two, three,
four five. Your developmental stage is you're sort of pre wired.
But then there's software that we've things that we've learned,
and we've the choices that we've made in the and
the vision that we look through and we don't realize
sometimes the choices that we have. And the idea is
(38:41):
to understand what things we've been trained to do, like
scream when somebody scares you, or or flint should move
backwards when someone's throwing a punch at you when maybe
leaning in might be a safer place to go. But
we are taught certain responses and those some of those
(39:01):
things need to be untrained. Especially you hear someone raising
their voice, well, are they angry or are they just Italian?
Speaker 5 (39:08):
Or you excited?
Speaker 4 (39:09):
Right? Yeah, excited and passionate that they're using their hands.
If somebody is raising their voice, do they have a
medical condition or are they you know, so understanding the
situation and being able to unlearn those reactive things, there's
certain things someone's been victimized. There, there's a lot of
reasons why someone will react the trauma trauma. Trauma is
(39:33):
something that we have to unlearn if we are going
to heal from it and to prevail over it. And
there's a distinction within that survive you know, there's victim,
survivor and then what I call prevailing because even if
you're a survivor, you're still on that paradigm of victimization,
(39:54):
so you're you haven't eliminated. So those are distinctions that
once you understand the power of being able to to
look in a different perspective at our circumstances, we can
then unlearn the stuff that limits us and that may
make us make bad decisions. If you're starting to drown,
you start to paddle really fast and panic. Is that
(40:16):
the right thing to do? Or can I teach you
to unlearn and say if you actually just relax and
hold and you know, you can float without putting any
effort in and you can control your breathing, saw down,
save your energy, and you can actually keep in your
head and look for a way to get out of
the situation. So yeah, radical unlearning. Unlearning is just as
(40:40):
powerful as learning, especially when we've learned and look today,
look at the misinformation, disinformation and stuff that's going around.
If you don't have the tools, the distinction is to
be able to go wait a second, I just caught
that you said this. It wasn't false, but there was
no context and that content X is completely misleading and
(41:03):
you know that kind of thing. So it's in language,
it's in it's in truth.
Speaker 5 (41:08):
What's that facts versus truth?
Speaker 4 (41:10):
Yeah? Oh, lying, lying by omission is still lying, and
in communication. Sometimes we do that intentionally and they're using
it and exploiting it. Sometimes we don't know any better
because that is the way that we've been brought up
to the way of thinking. And if you can consider
that there are or at least like like I said,
once you start gaining the concepts of conscious intelligence, you
(41:34):
and you get perspective. You can't unsee that. It's like
I just saw a different perspective. You can't go back
and put your goggles back on, your blinders on. Once
you've seen it, You've seen like what is outside those walls.
You can't unsee it. And that is what's so powerful
about how your life will transform with perspective, with the
(41:55):
capital P. And that's what conscious intelligence is.
Speaker 5 (41:57):
That's so good.
Speaker 3 (41:58):
And what does it What does it mean to be
a catalytic leader? And how does one become one?
Speaker 4 (42:04):
So the old school way of thinking about leadership is
like that general that barking orders and you're going to
do this and and you know and push and power
comes from pushing people down and oppressing them or using force,
whether it's physical force or or other types of force.
Catalytic leadership is rooted in the exact opposite, which is
(42:29):
I gain more power by empowering others. And if you
look at the way that you run an organization, if
you are empowering your employees and your colleagues to be
able to perform optimally. What does that do It makes
the company company perform optimally, and what does that make you?
(42:50):
That makes you incredibly a successful CEO of a very
successful company, by the way, with people that love what
they're doing and get along and are working well with
each other. So catalytic leadership literally turns that oppressive power.
As matter of fact, oppression through force is the weakest
form of power that there is. The bully on the
(43:11):
playground resulting on size, bravado and fear is the weakest
form of power that there is. The most powerful is
to literally stand. You know, I like to say, like,
stand naked with nothing and have everybody surrounding you lifting
you up because you've lifted them up. And everybody knows
(43:33):
has had that mentor or that parent or somebody in
their life that said you can do this when you
didn't believe it yourself. They go, I got you, I
got your back, but you can do this. And if
they came to you today, it's that mentor that person
that you're just like that was your illuminary And if
they came to you today and said I need your help,
you would drop everything. You drop everything and say what
(43:55):
do you need me to do? And that's power empowering
somebody because there's gratitude in that, and there is the right.
I mean you, I think everybody, I think you feel it.
I think everybody feels that. Yeah, I would, I would
drop anything to help that person. I'm so grateful.
Speaker 2 (44:13):
So this is not limited to the business world, of course,
of course not.
Speaker 4 (44:17):
I mean catalytically, none of it is. I mean one
of the other things that I say business is personal.
If you're if there is just a mess going on
at home, who are you coming to What do you
bring into work? Are you you're tired, you're stressed, you're upset,
You're what kind of what kind of performance are you
(44:39):
going to have? Likewise, if everything is hitting the fan
at work and it's just everything's just going sideways, what
are you bringing home to your spouse, to your significant
to your kids. Are you going to have energy to
play with your kids? Are you going to have energy
to go out and socialize and be in the community. No,
So they're not unrelated there, And that's why we talk
(45:01):
about work life not balance now, it's work life integration
and the ability to be able to have that balance
in your life and work because business is personal and
personal is business. And what did I say earlier? A
company is about people, the whole function. I don't care
if you have a perfect plan and all the titles
(45:23):
and all the organized org chart is all good, but
the people are not connecting and working together and loving
what they do. You don't have anything if you don't
have the connection with the people, and that they're human beings.
That means that they have lives outside of work.
Speaker 5 (45:43):
That's really good.
Speaker 3 (45:44):
A couple of last questions, and these are longer answers too.
What's a lesson that you've learned recently? And recently could
be twelve, twenty four months, you know, just not twenty
years ago. Something that you want to share that you've
learned recently.
Speaker 4 (46:02):
Huh. I'll tell you one.
Speaker 3 (46:10):
Yeah.
Speaker 4 (46:11):
I could sometimes be disappointed in some of humanity, and
I catch myself getting down on that because I'm looking
at trying to live my life in such a way
that serves. And part of conscious intelligence is to be
able to have the temperance to say, just because you
think a certain way doesn't mean that you have to
expect everybody because you set the bar here doesn't mean
(46:34):
that everybody else is supposed to get over it. And
I'm not saying that I'm better or higher or I
don't hear that it's good good, but there's but there's
a level of standard that when you're serving so many
people in life and you're doing that as a as
your lifestyle, and you're not doing it to expect anything back.
But then it's just like one one extra thing in
(46:55):
humanity today didn't even get close to that bar that
you thought might might come back. Or you know, I
can get disappointed in humanity and I start I start becoming.
So the lesson that I've that I'm constantly learning is
to exhale and and understand that again that quote that
(47:17):
you said earlier, we cannot control our circumstances. I can
only control me and how I'm conducting myself within those circumstances.
It's just look, I'm a human being. Jesus. Sometimes I like,
can I get a Can I get some help here?
Can I get an amen from somebody here? You know?
(47:38):
So that is a learning Sometimes it's testing your patience
and testing your ability to just keep giving even though
you sometimes you know I'm an athlete, you don't quit,
but darn it. You know, there's also an Eastern quote,
you know, fall down seven times, get up eight. It
doesn't mean that you're not getting your you know what
(48:00):
out there, and to brush yourself off and to continue,
just to get up and run, keep going, keep going,
keep going, because that that that finish line, or at
least that that checkpoint might be just an inch away
and you are going to throw it in and go.
I have no more. So it comes back to the athlete.
(48:21):
It comes back to my hope and my my altruistic
hope in humanity that there's more people that want to serve.
And that's why I you know, I would give away
for free my book for everybody to learn. I want
the whole world to take a course on that because
it has to do with understanding another and understanding that
(48:43):
we're all connected.
Speaker 5 (48:44):
That's good.
Speaker 4 (48:45):
That's the lesson.
Speaker 3 (48:46):
All right, last question, that's awesome answer, by the way,
better than I would have thought. Why should who in
the listening and viewing audiences should reach out to you?
Speaker 4 (48:56):
And why if you are stuck or getting feel like
you're getting in your own way or there are challenges
that continue to come up that are even you might
be going, you know what, I can't get anybody to do?
You know, them, them, them them, and you stop and
(49:16):
you take a look at the mirror and go, maybe
there's part of me in this? Is there something that
I can do again? Conflict in the workplace, conflict comes
from growth, It comes from it comes from our progress,
and it comes from the ability our drive. You know,
if there's no conflict, then you're probably not an A
type and you're probably not driving to grow. And if
(49:39):
you're not growing, your shrinking because in a world that
is so dynamic, you have to keep growing in order
to keep up and stay with the current. So if
there is challenges within other people within a company, within
trying to level up, you're having growing problems. There's probably
a salesforce thing about development, so have it in also, Well,
(50:02):
let's let's evolve your sales team as well. But let's
get the leadership, the catalytic leadership adjusted and to get
and you keep your eye on the price and then
and and get out of your own way. That's when
you think of me to come in. I'm a peer,
I'm You're not broken, You're you don't need fixing. There's
(50:24):
an evolution. Even in the Navy seal training they call
it it's your next devolution, because once you develop some
of these skills and develop perspective with the capital P,
you're evolving. And once you evolve, it doesn't matter what
happens you. You can't unsee it, you can't unlearn it,
and it will. It will push you forward and it'll
give you the it will open up the opportunities that
(50:47):
you want to be able to gain the success and
that trajectory that you so badly are on the you know,
wanting to to achieve. I would say, think of me
when you're that and you want that.
Speaker 5 (51:02):
Well, we are out of time. Thank you.
Speaker 3 (51:04):
That went fast, Thank you very much, Eric, Yeah, it
goes quickly. You're spot on, spot on. I love what
you're saying, so.
Speaker 5 (51:11):
Thank you for the time.
Speaker 4 (51:12):
You know, it's a great you're a great host, and
I appreciate the conversation. Thank you the opportunity.
Speaker 3 (51:18):
You're and you're welcome again, by the way, and thanks
everybody for watching and listening. This is a show about
business and life too, but business challenges. If you've got
concerns about the growth of your company, maybe we should
talk you can drop me a note at Kevin at
Winning Business Radio dot com is one of my email addresses.
We are Winning Incorporated, part of Sandler Training. We develop
sales teams into high achievers and sales leaders into true
(51:41):
coaches and mentors. Thank you, producer, to producer and engineer
one for another job well done.
Speaker 5 (51:45):
Thank you one.
Speaker 3 (51:46):
Be sure to join us next week that's Monday, October
twenty First, my guest will be George Rolfing, owner of
Special Team Moving Company BTI. Until then, this is Kevin Halenian.
Speaker 2 (51:58):
You've been listening to Winning Busines this radio with your host,
Kevin Helenan. If you missed any part of this episode,
the podcast is available on Talk for Podcasting and iHeartRadio.
For more information and questions, go to Winning Business Radio
dot com or check us out on social media. Tune
in again next week and every Monday at four pm
Eastern Time to listen live to Winning Business Radio on
(52:21):
W four CY Radio W four cy dot com. Until then,
let's succeed where others have failed and win in business
with Kevin Helenan and Winning Business Radio to do it.
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