April 28, 2025 • 30 mins
It's graduation time. Russ has three people in his expanded family getting college degrees this month. The advice Lone Rock Leadership co-founder Russ Hill would give them is no different than what he says he would share with so many of you who are trying to lead teams and companies.
• Contrary to popular belief, your college major rarely determines your career success
• Research shows intolerance of uncertainty correlates directly with higher anxiety and lower happiness
• Studies reveal each additional two hours of daily sitting increases depression risk by 27%
• Financial stability gives you freedom to make career decisions without fear
• James Dyson built 5,126 failed prototypes before creating his successful vacuum
Focus on what you can control, embrace uncertainty, and keep moving forward - physically and professionally. These principles apply whether you're graduating college or leading an executive team.
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
We've got three yes, count them up three members of
our family that this week aregraduating from college.
What advice should I give them?
I'll tell you what I plan tosay in this episode.
Speaker 2 (00:24):
This is the Lead in 30 podcast with Russ Hill.
You cannot be serious.
Speaker 1 (00:30):
I guess that's not exactly true what I said at the
beginning.
This isn't advice I plan togive them.
This is advice I have beengiving them, thoughts that I've
been sharing with them over time.
So let me explain.
You're like three kids kidsrushed, even like triplets that
are all graduated college.
No, so, um, when I say threeminutes, by the time you listen
(00:54):
to this episode, they will havealready walked the stage.
And so, um, I'm I'm avoidingthe emotion of that experience,
um, and by recording this beforethey walk.
Here's who's walking our oldestson.
And so he's graduating, um,from the Marriott school of
(01:14):
business at BYU and um andbeginning his career, which I'm
so excited for him.
It's just a remarkableaccomplishment.
Your first kid graduatescollege.
A lot of you have been throughbefore Others of you.
You're like man, I can't evenimagine a kid getting out of
diapers, much less graduatingcollege.
And so you're like I'd neverhave a kid ever, and that's fine
(01:34):
for you.
So our oldest is graduating, andthen his wife, who he married a
year ago, which is awesome andexciting she's graduating and
then beginning law school.
As a matter of fact, we'resuper excited for her.
She got accepted into a reallyhard to get into a law school
(01:54):
and that's exciting for them.
And so she's walking, husbandand wife walking together, which
is so fun.
And then our future son-in-law,my daughter, our daughter is
engaged to be married at thetime I'm recording this in the
next, uh, less than two months,which we're really excited.
So we'll have two kids who'vegotten married in less than less
(02:15):
than a year, um, which is,which is so fun.
We're in that stage of life andwe're so excited.
Who she's marrying?
He's a longtime family friend,actually our son's best friend,
which is a whole nother episode,a whole nother fun topics.
We've known him for a long timeand and then, uh, ultimately
his uh, uh, my daughter and himstarted dating and he's
(02:37):
graduating.
So that's where the threefamily members so one kind of
one, one blood relative, if youwill, and then two, uh in will
and then two in-laws orsoon-to-be in-laws graduating,
and so that phase of life is onmy mind, and I know you aren't
graduating, most likely rightnow if you're listening to this
episode, or maybe you are, butmost of you aren't and you
(02:59):
probably don't have any kids.
Maybe you have kids that aregraduating or did recently or
upcoming.
This episode really isn't aboutcollege.
That's not really my desirehere.
What I want to talk about is acouple of human desires and how
they can get in the way and howwe can be successful managing
(03:19):
them.
As people, as listeners of thispodcast, we have a desire to be
successful, to lead others andto, to, to grow, um, in our
careers and personally,professionally, intellectually,
spiritually, physically allthose areas, right.
So I'm going to talk about thatin this episode.
Welcome into the lead in 30podcast, in less than 30 minutes
.
In every episode, I give yousomething to think about, an
(03:40):
example, a framework, uh, um, abest practice, a story,
something that I want you to.
I think there'd be value insharing with you.
I work in a leadership lab.
Lone Rock Leadership is thename of our company.
I'm Russ Hill, if you're new tothe episode.
I make my living coaching,consulting senior executive
teams of some of the world'sbiggest companies.
I've got some colleagues, someof my co-founders of our company
(04:05):
, and then we've got a team thatworks for us and we have both
the consulting business thatworks with executive teams and
then we we have a, a leadershipdevelopment company that trains
mid-level managers and up andcoming managers across
organizations.
You can find out more aboutwhat we do, watch videos, look
at stuff all that kind of stuffat LoneRockio.
So LoneRock is in LoneRockleadership LoneRockio.
(04:30):
Okay.
So let me I'm going to talkbreak this down into three
different areas and and and thisis on my mind as they're
walking the stage because thereis this desire and see if you
can remember this when yougraduated from college or when
you began your career, whateveryour life story is, we have this
desire to be able to see aroundthe corner and we want
(04:56):
visibility far into the future.
So we're neurologically wiredto hate fog.
So we're neurologically wiredto hate fog.
We don't like it.
We don't like a lack ofvisibility.
We want to be able to see intothe future.
And so you're graduating fromcollege and you want your career
laid out and you want this job,and then you're going to go to
(05:16):
that one.
You're going to be at thiscompany for that long.
And you feel this pressure incollege because you got to pick
a major and you don't want toscrew that up.
Because what if I pick thewrong major?
Is that going to be?
I'm going to pick something,I'm going to invest all this
money in it and and and I'mgoing to go get this education
at age 20 or 22 or whatever itis.
If I make the wrong decision atage 21, it could screw me at
(05:39):
age 45.
Wrong Like that.
Let's just put that to bed.
Your college degree does notaffect your career in any
substantive way.
Period.
Now, some of you are like whoaRuss.
I totally disagree.
If you major in art, like you,think that's going to help you,
(06:01):
or behavioral, whatever, or thewhat you know, how's that going
to help somebody?
It do.
You know what I, you all I makea living coaching executives of
some of the world's biggestcompanies.
Name them johnson and johnson,amazon, walmart, lockheed Martin
(06:23):
, hormel, cigna, general Motors.
I mean, you can go through thelist, not flexing.
I'm just trying to make thepoint here that I'm in the room.
Our firm is in the room overthese last 15 plus years, so I'm
walking in these executives.
We don't do what we do for free.
We charge a lot to our clients.
(06:44):
We are worth it.
If there wasn't ROI, theywouldn't keep renewing, they
wouldn't keep us with them foryears and years and years.
So we bring value.
We work our butts off to bringvalue to the room.
How many times?
How many times has a seniorexecutive at Amazon, walmart,
(07:07):
general Motors, hormel, lockheedMartin, ford, name the hospital
company, name the healthcarecompany, name the company?
How many times have they askedme what I majored in in college?
Zero, zero.
How many times have they askedme about my mba?
Never guess what I'd have totell them if they did.
(07:29):
I don't have one, I didn't needone, so college.
Now some of you can debate.
You can say well, we're us, butin this specific career, you
have to have this license andthis, whatever.
Okay, yes, medical credentialed, like where you have to go get
(07:49):
this certification and that andwhatever that might matter.
Okay, and this isn't an episodeabout college, like I got to
get off this topic because someof you disagree with me
passionately and I totallyvalidate the way you're thinking
and there are examples youcould cite that are super
important and if you want topreach that to your kids or
message it to the world, I justapplaud you, go for it, do it.
What you know is right or youthink is right, go do it.
(08:11):
For me, it's about grit, it'sabout working hard, it's about a
growth curve, it's aboutcommitted to learning and
development, it's about figuringit out.
It's about an education on thestreet every day.
It's about a changing market.
It's about the fact that myneeds, my, the things I value,
what I'm interested in at 30 wasway different than 20.
At 40 was way different than 30.
(08:33):
At 50 was way different.
Whatever at 80.
It's so different now Okay, I'mnot really 80, but I'm
imagining it will be okay.
So, yeah that I.
I graduated from college with adegree in communications.
I was going to go conquer themedia world.
15, 16, 17 years, in, whateverit was, I lost track into the
(08:54):
media business, where I thoughtI'd retire, where I thought I'd
spend my entire life.
I went yeah, I'm done, done,I'm.
Yeah, I'm good.
Thanks everybody, it was anamazing ride.
I'm out Wait what.
You can't leave this career.
This is everything you'vestudied your whole life.
Yeah, I'm bored.
I like the growth curve isflattened.
I want to do something else, somove over here.
(09:16):
Then I do that for three years,okay.
Then people call and they'relike, hey, you gotta come and
interview with our consultant.
I'm not a consultant.
What the crap are you talkingabout Consultant's like a dirty
word?
Those are those losers thatdon't do anything and charge a
lot.
Okay, and they travel a ton andwhatever.
I don't want to do that.
And then I joined a consultingfirm.
And then, you know, I go inthese rooms and these executives
(09:38):
are like, well, we expect valueand you better bring it.
I'm like, holy crap, I can'tmeasure up to that.
I figured it out.
So what I care more about thanyour college degree, your
diploma, the school you go to,and, holy crap, if you're going
deep in debt to get youreducation, change it.
My kids, all three and I'm notsaying this because it's not
(09:58):
because we make a buttload ofmoney or whatever, it's not
about that at all None of mykids will graduate with debt.
Not a dollar, not a dollar ofdebt.
They've got nothing to pay back.
Is that because mom and dadgave them a gravy tray.
No, they've worked their buttsoff for that.
We've contributed to it too,but I'm not paying $30,000 or
(10:23):
something.
Anyway, this is just a soapboxhere.
And so you're going why?
I want my kid to go to thiscollege, and it's $35,000.
That's fine, for per semester,that's all right, and my kid's a
hundred thousand dollars.
Okay, well, that's what youchose and that's what they chose
, and that works for you, andthat's all right.
I'm not, I'm not criticizing anyof that.
(10:44):
I'm just suggesting.
Maybe it's not necessary, andI'm suggesting that there are
alternatives great educations ata fraction of the cost.
And what matters most is notthe sheet.
I don't know hardly any sheetof paper worth $150,000.
I haven't seen it.
(11:04):
But I can tell you what's worthmillions of dollars hard work,
ingenuity, agility, humility,curiosity, grit, social skills,
networking.
Give me that sheet of paper,that sucker, I'll stamp it with
$2 million.
It's worth.
(11:24):
But this, hey, I know.
I know everything that theprofessors, that the academics,
said was required of me.
I know it all.
Well, great, you're, you're,you're well.
I go to college to network, tomeet people, to form connections
to date, to get out from myparents' house, to learn how to
(11:46):
live, to survive, to hit reseton life.
I don't get everything handedto me.
I got to work hard.
I got to figure out how tobalance life.
I got to figure out what Iprioritize, what's important.
That's why I go to collegeobviously had some passion.
None of that is in my notes, onthe screen I'm looking at, but
(12:08):
so you could disagree.
I'm just offering you somethingto think about.
That's what I do.
I'm not telling you I'm right.
I'm not telling you to changethe way you view it.
Not telling you that you needto.
Not none of that.
I'm not preaching to you thatthis is the best way.
I'm telling you it's what Ithink and it could be absolutely
wrong for you.
You could adamantly disagreeand I my argument, hopefully,
(12:30):
has made your position evenstronger.
So I validate your perspective.
I validate looking at itdifferently.
I validate exceptions anddifferences and all of that.
Okay.
So we graduate.
Now let me get to the freakingpodcast episode outline that
I've got in front of me.
So we graduate from college andwe're in college choosing a
major.
And what do we want?
We want to see the future.
(12:50):
We can't.
It's not possible.
You can't see around corners.
There's no visibility beyond amile or two max.
I can't tell you what themarket's going to do.
I can't tell you what you'regoing to value doing 10 years
from now.
So here's what now.
Now let me just give you somescientific and psychological
(13:11):
data around this intolerance ofuncertainty.
And and this is I, I I, we dida bunch of research for
different aspects of thispodcast.
There are studies out therethat find that the more
intolerance you have ofuncertainty, the lower your
happiness and the higher youranxiety.
(13:32):
The lower your tolerance ofuncertainty, the higher your
level of unhappiness and anxiety.
So what's the punchline, what'sthe takeaway?
You've got to tolerateuncertainty.
You can't see around corners.
Now there's another conditionneed for cognitive closure.
(13:53):
They call this NFC and you wantquick, definitive answers.
It shows that anyway, there'sall this research around.
I don't have time for it, Idon't care about it.
Here's the main point there isno closure.
Okay, you can't put like youcan't know the answer.
And then the last thing I talkabout as far as scientific data
around this is this illusion ofcontrol all kinds of study, all
(14:15):
kinds of research around thisthat when you think you have
control or you have to havecontrol.
You have all of these triggers,all this unhappiness, all of
these problems.
So what do we need to realize?
We have to tolerate uncertainty.
We have to realize there's nota lot of closure, there's a lot
of open-ended things, and weonly have so much control.
(14:37):
Focus on what we control.
That's the mindset.
So, graduating from college,going out into the world and
even 20 years later, that'sreally important for us to
understand.
We have to tolerate uncertainty.
We have to realize there's notclosure.
This chapter is not going toend all nice and neat before we
(14:58):
go on to that one.
And control is an illusion.
We only have so much.
We need to focus on what we cancontrol.
Now let's talk about motion.
If you listen to this podcaston a regular basis, you know
that this is one of my favoritewords motion.
I think it's a difference maker.
(15:19):
I think it is a differentiatorbetween those that are
successful and those that arenot.
I think it's the differencebetween those are happy and
those that are not.
I think it's the differencebetween those that are learning
and growing, those that are not.
Motion and when I use motionthat way, obviously it's a broad
(15:39):
definition, but I want to giveyou a few examples and some data
to back this up.
Here's the first one.
This is fascinating.
There's actually some brand newresearch it came out in the
last couple of months thatlooked at accelerometer data.
So those are the little watchesdevices that you wear, many of
(16:04):
us, you know, in our Applewatches or our Garmin or
whatever that we wear.
It's tracking, it's anaccelerometer, right.
So where it tracks how manysteps we're taking, elevation
change, you know you're going upor down flights of stairs, how
fast is your heart beating, allthat sort of thing.
So they tracked more than80,000 adults for almost a
(16:28):
decade.
This research is fascinatingand and yes, we're getting into
some of the physical aspects ofit and I'm going to take it back
to kind of a mental or workethic standpoint in a moment,
but there's connection betweenthe two.
So what the data showed is thatthere is a 27% higher risk of
(16:53):
depressive symptoms.
I'm reading this in case youcan't tell tell 27% higher risk
of depressive symptoms for eachadditional two hours of sitting
time a day.
Okay, so let me say that slowerfor those of you on the
treadmill Okay, that aren'tthinking and you're having
(17:14):
trouble getting oxygen to yourbrain, but your accelerometer is
like is like off the chartsright now.
You're not our problem.
Well, physically, but I don'tknow about career wise, and
spiritually and emotional allthat.
So let's talk about that aminute.
But what so?
The basic takeaway?
So let me say it again, I'llgive you the kind of the
punchline, the data, and thenI'll explain what the headline
(17:36):
is.
So more than 80,000 adults, 10years, nearly 10 years,
accelerometer data.
What did they notice?
That a 27% higher risk ofdepressive symptoms for every
additional two hours a day yousit down.
So if I sit down for two hoursa day, I have a 27% higher rate
(18:01):
of depression, basicallydepressive feelings.
We're not talking about clinicaldepression and all that.
That's a different episode,that's a different podcast.
We're talking about feelingdown.
We're talking about feeling ina funk.
We're talking about losing hope.
We're talking about not beingmotivated.
We're talking about feelingdown.
We're talking about feeling ina funk.
We're talking about losing hope.
We're talking about not beingmotivated.
We're talking aboutsurrendering.
We're talking about the fogthat exists in our minds.
(18:24):
If I am active physically fortwo hours a day, I have a 27%
lower chance, I guess you wouldsay, than somebody who doesn't
move of depression.
Then it goes up another twohours.
It's 27% higher chance it goesup another two hours.
Another 27% higher is.
So the punchline is the moreyou sit around, the higher the
(18:47):
odds are of you having feelingsof being in a funk, feeling um,
feeling bad um and pessimist uhattitude, not clinical
depression, but like depressivefeelings.
And I could give you way moreabout that study.
It is fascinating.
It's not the only one, it'sjust the latest research and
(19:08):
it's just and so in that case,that's why I go to the gym.
It's one of the reasons.
Usually six days a week, fromtraveling or things or whatever,
not as much.
But I, I, I'm okay with thatbecause I'm active.
I'm walking across thoseenormous airports, I'm walking
out to the rental car, I'mwalking to the hotel, I'm
(19:29):
walking into the client meeting,I'm on my feet for four hours
in front of this executive team,my heart's racing because I got
to nail this thing and do that,and that executive is
challenging this and the CEO isdoing that and they've got this.
So I'm very active on thosedays.
So I don't need the gym as muchbecause I'm physically active.
I think motion matters a ton.
(19:51):
Motion matters a ton.
I think the older you get to,at 20, it's not as important.
Well, at 30, it's moreimportant than 20.
At 40, it's more important than30.
At 50, it's way more important.
You get the idea.
We got to keep our brainsengaged.
We got to stay out of the funk.
(20:19):
What's another example that allof you can relate to?
Covid, that freaking pandemic.
When we all went into the dumblockout lockdown nobody could go
anywhere, like insane.
Now we look back at that andthe history of it.
I'm not going to get into thepolitics and you, everyone, can
believe whatever they want tobelieve, but, um, I think the
the basic sign I don't think Iknow the science now says and
the thinking in the rearviewmirror is that was a total
mistake locking down everything,kicking our kids out of school,
not letting them walk acrossthe graduation stage.
(20:40):
I saw my son Camden, who's outserving a church mission right
now.
I mean ADHD, right, he's gotthese attention issues and he's
creative off the charts and he'sgot a memory like you can't
believe but needs stimulationand he's sitting at the kitchen
table for day after day afterday in an online class.
Almost killed him.
I mean emotionally,psychologically, mentally, just
the funk, insane.
(21:01):
So the whole freaking globewent through that.
No wonder we were all ticked ateach other and bitter and angry
and yelling and whatever else.
We're still dealing with it.
It's still fading for some ofus.
Some of you are just stuck inthat forever now.
But so the science shows, thescience shows, the data shows
physically active.
So how does that relate to thecollege graduate?
(21:23):
Like, what do you mean Be inmotion?
Do I mean physical?
Absolutely.
Do not sit at the desk at homeevery day.
Don't have a job, get up, lookfor one.
Don't like be active physically.
But it's not just physically,is a big part of it.
Like period, end of story.
That's everything I just saidis all the science shows it.
(21:46):
I promise you, the more isolatedyour teenager is sitting in his
or her bedroom playing videogames, scrolling social media,
the more challenged they will be.
I see it, you see it, we allsee it.
And so we got to get them inmotion.
That means you got to have ajob.
That means you got to go toschool.
(22:07):
That means you've got to go dothis work.
That means you got to go to thegym.
That means you got to do thesethings, not because we care
about all that other crap, butjust, we need you in motion, and
for those of us who arethirties, forties, fifties,
we've got to get up, we got toget moving.
Okay, super important.
But now let me go to how thatapplies to a career.
(22:30):
Motion for me means when, when,um, that, what was it?
I can't even keep track of allthe episodes, you guys, but I
think it was this episode Imentioned.
Maybe it was the last one thatI mentioned, um, that when we
launched lead in 30, when welaunched our, the initial part
of our leadership trainingcompany, we were no longer just
(22:50):
going to be in the executiveconsulting space, but now we
were going to put products onthe shelf for leadership
development and mid-levelmanagers and organizations.
We did a webinar.
A thousand people showed up.
Incredible, like so many people, nobody bought, nobody bought,
humiliated, embarrassed, all thestuff right.
I've told that story a lot oftimes.
It's pivotal for me, it's asignature experience for me and
(23:15):
it would have been very easy toget in the fetal position to sit
and stew, to think and think,and think and plan, and plan and
plan and to contemplate and todesign and sit at a computer and
just think and whatever.
No, we needed to be in motion,back out in the market.
Go, go, go, try again, tryagain, try again.
In motion, putting forth effort.
(23:37):
What that does is it lifts yourmood.
There's all the.
I got all this research infront of me and and I'm not, I
don't have time to get into it,you don't care about it anyway.
You know, it's just commonsense that when you're in motion
so college I go back to thescene that I started the episode
with got kids graduatingcollege.
(24:02):
Number one you can't see aroundcorners, there's no way, and
you're wired to want to be ableto predict the future.
You're wired to want closure.
You're wired to feel likeyou're in control and tolerate
the uncertainty.
Embrace it.
It's going to be the rest ofyour life.
Embrace the lack of control.
So many things out of yourcontrol.
You can't control mask mandates.
You can't control lockdowns.
You can't control tariffs.
You can't control the market.
(24:22):
You can't control up or down orcustomers or any.
You can't control whether you,your boss, thinks this or that,
or that person gets promoted tothat, or what the policy is.
You can't control any of that.
Embrace it.
Focus on what you control, andI'm going to go even a degree
further than I had in my notes.
Here you build a stablefinancial situation so that
nobody has too much control overyou.
(24:44):
So when someone says the termto you, we're going to cut this
division, we're going to fireyou because we don't like the
way you're doing this, or wehave a different thought or
whatever.
It doesn't matter.
It's one person's opinion.
It's a strategic change indirection, has nothing to do
(25:06):
with your value.
I had a CEO the previous firm Iworked for, the.
This is no joke.
I've told the story before, butI'll remind you about it here
because I just remembered it.
I had one CEO who wanted tofire me.
His executive team was totallyuncomfortable with disruption.
They were totally in the wrongseats.
They were misleading theorganization.
We weren't scaling at all.
(25:27):
We were bought by privateequity and there was no plan for
us to grow the firm at all.
I happened to be one of thevoices.
Yes, was I a little tooaggressive in saying that?
No question, I leaned intosecond leader.
For those of you that have beenthrough lead in 30, the 30 day
leadership cohort experience,you know exactly what I'm
talking about.
That's my default position.
I lean too much into it.
I was too direct, but so be it.
And and and, yeah, I would dothat differently.
(25:49):
But it rubbed people the wrongway and I just felt no one was
listening.
No one was listening and Icared deeply about the firm.
I cared deeply about my future.
I believed in what we weredoing and so I spoke up and I
had a CEO that thought I wassaying the right things.
That's what he told me behindclosed doors, when nobody else
was in the room.
He said it over and over again.
And and then when his executiveteam a few members who were
(26:11):
defenders of the status quo whentheir sharp claws came out and
they wanted to off with my head,he, he, he.
He knew in his heart that no,and in his head, no, I shouldn't
do this.
But yet these executives aresaying that Russ is one of the
problems.
Anyway, before he could fire me, he got fired, but he was
(26:32):
leading into it Like he thoughtoff with his head right.
The very next CEO this is nojoke.
The next CEO, like probably acouple of months later, he comes
in, he assesses the situation.
Does he come over to me andfire me?
No, you know what he does.
He offers me chief strategyrole in the, in the firm.
He says to me on the phone heyRuss, we think that you, you
(26:55):
understand the future, you canlead us in the right way.
The very same company, two morethan two like polar opposite
perspectives and two more thantwo like polar opposite
perspectives.
So like is my ego way inflatedbecause, well, we think you
should be.
I actually turned down theposition, like for a day and a
half it inflated my ego.
I felt like redeemed.
(27:15):
I felt like finally somebodygets it.
My value was restored.
And then I realized, oh, thisisn't about that.
And is that what you want?
No, and and and and.
Because I would.
It was less than a year laterthat we were launching our own
firm, anyway, um, so we don't.
We don't over inflate our valueor under inflate our value
based on the perspective ofothers.
(27:36):
They're one data point.
And so we have stability in ourown, our own finances and in
our own world, so that we're notso dependent.
Now, that takes a little whileto build up, but it comes
through consistent spending lessthan you make, period.
So we're teaching thisprinciple to our kids.
We're trying to model itourselves right so that we have
financial stability, so we'renot defined by our job, by our
(28:00):
position, by the parking space,by the office, by any of that.
If that defines who you are,that's messed up.
It's totally messed up.
It can be part of who you are,but but you're bigger than the
company, you're bigger than thetitle, and if not, then you, you
, you aren't growing fast enough, you aren't.
So anyway, my last point, causeI got to finish up and get this
(28:21):
under 30 minutes, but I got tocut these episodes shorter.
I'm sorry these last few havegone so long.
I went a while where I wasn'trecording podcast episodes as
frequently, and so I got a lotto say, and so I want to share
one last example.
Let's do this in the last 60seconds James Dyson.
James Dyson, in the 1970s,wanted to make a bagless vacuum,
(28:43):
and so he lived in ruralEngland in the 1970s and his,
his vacuum keeps clogging, it'slosing suction, so he decides to
start building um a design.
Do you know how many prototypesof the vacuum a bagless vacuum
that he built before he actuallysold something in the market
(29:06):
and took off?
This is look it up chat, gpt,it, search, grok with it.
James Dyson built 5,126prototypes that failed and it
was in prototype 5,127 that heactually found a buyer and it
(29:34):
went off the shelves in Japan.
You can, you can dig into itand it sold.
Amazing.
It won design awards and thenit went on.
To let me find the data, I justwant to get this line to you
really fast.
It went on in Britain.
18 months later, his firstBritish model, the DC zero one,
grabbed half of the Britishmarket and vacuum bags started
(30:00):
to vanish.
You can't see around the corner,you don't control a lot and you
got to stay in motion.
That are the lessons.
Those are the lessons of lifethat I just would want a college
graduate to understand.
You can't all those things.
All those things I just said.
That's what's on my mind inthis episode of the Lead in 30
(30:23):
podcast said.
Speaker 2 (30:29):
That's what's on my mind in this episode of the Lead
in 30 podcast.
We've got three yes, count them up three members of
our family that this week aregraduating from college.
What advice should I give them?
I'll tell you what I plan tosay in this episode.
Speaker 2 (00:24):
This is the Lead in 30 podcast with Russ Hill.
You cannot be serious.
Speaker 1 (00:30):
I guess that's not exactly true what I said at the
beginning.
This isn't advice I plan togive them.
This is advice I have beengiving them, thoughts that I've
been sharing with them over time.
So let me explain.
You're like three kids kidsrushed, even like triplets that
are all graduated college.
No, so, um, when I say threeminutes, by the time you listen
(00:54):
to this episode, they will havealready walked the stage.
And so, um, I'm I'm avoidingthe emotion of that experience,
um, and by recording this beforethey walk.
Here's who's walking our oldestson.
And so he's graduating, um,from the Marriott school of
(01:14):
business at BYU and um andbeginning his career, which I'm
so excited for him.
It's just a remarkableaccomplishment.
Your first kid graduatescollege.
A lot of you have been throughbefore Others of you.
You're like man, I can't evenimagine a kid getting out of
diapers, much less graduatingcollege.
And so you're like I'd neverhave a kid ever, and that's fine
(01:34):
for you.
So our oldest is graduating, andthen his wife, who he married a
year ago, which is awesome andexciting she's graduating and
then beginning law school.
As a matter of fact, we'resuper excited for her.
She got accepted into a reallyhard to get into a law school
(01:54):
and that's exciting for them.
And so she's walking, husbandand wife walking together, which
is so fun.
And then our future son-in-law,my daughter, our daughter is
engaged to be married at thetime I'm recording this in the
next, uh, less than two months,which we're really excited.
So we'll have two kids who'vegotten married in less than less
(02:15):
than a year, um, which is,which is so fun.
We're in that stage of life andwe're so excited.
Who she's marrying?
He's a longtime family friend,actually our son's best friend,
which is a whole nother episode,a whole nother fun topics.
We've known him for a long timeand and then, uh, ultimately
his uh, uh, my daughter and himstarted dating and he's
(02:37):
graduating.
So that's where the threefamily members so one kind of
one, one blood relative, if youwill, and then two, uh in will
and then two in-laws orsoon-to-be in-laws graduating,
and so that phase of life is onmy mind, and I know you aren't
graduating, most likely rightnow if you're listening to this
episode, or maybe you are, butmost of you aren't and you
(02:59):
probably don't have any kids.
Maybe you have kids that aregraduating or did recently or
upcoming.
This episode really isn't aboutcollege.
That's not really my desirehere.
What I want to talk about is acouple of human desires and how
they can get in the way and howwe can be successful managing
(03:19):
them.
As people, as listeners of thispodcast, we have a desire to be
successful, to lead others andto, to, to grow, um, in our
careers and personally,professionally, intellectually,
spiritually, physically allthose areas, right.
So I'm going to talk about thatin this episode.
Welcome into the lead in 30podcast, in less than 30 minutes
.
In every episode, I give yousomething to think about, an
(03:40):
example, a framework, uh, um, abest practice, a story,
something that I want you to.
I think there'd be value insharing with you.
I work in a leadership lab.
Lone Rock Leadership is thename of our company.
I'm Russ Hill, if you're new tothe episode.
I make my living coaching,consulting senior executive
teams of some of the world'sbiggest companies.
I've got some colleagues, someof my co-founders of our company
(04:05):
, and then we've got a team thatworks for us and we have both
the consulting business thatworks with executive teams and
then we we have a, a leadershipdevelopment company that trains
mid-level managers and up andcoming managers across
organizations.
You can find out more aboutwhat we do, watch videos, look
at stuff all that kind of stuffat LoneRockio.
So LoneRock is in LoneRockleadership LoneRockio.
(04:30):
Okay.
So let me I'm going to talkbreak this down into three
different areas and and and thisis on my mind as they're
walking the stage because thereis this desire and see if you
can remember this when yougraduated from college or when
you began your career, whateveryour life story is, we have this
desire to be able to see aroundthe corner and we want
(04:56):
visibility far into the future.
So we're neurologically wiredto hate fog.
So we're neurologically wiredto hate fog.
We don't like it.
We don't like a lack ofvisibility.
We want to be able to see intothe future.
And so you're graduating fromcollege and you want your career
laid out and you want this job,and then you're going to go to
(05:16):
that one.
You're going to be at thiscompany for that long.
And you feel this pressure incollege because you got to pick
a major and you don't want toscrew that up.
Because what if I pick thewrong major?
Is that going to be?
I'm going to pick something,I'm going to invest all this
money in it and and and I'mgoing to go get this education
at age 20 or 22 or whatever itis.
If I make the wrong decision atage 21, it could screw me at
(05:39):
age 45.
Wrong Like that.
Let's just put that to bed.
Your college degree does notaffect your career in any
substantive way.
Period.
Now, some of you are like whoaRuss.
I totally disagree.
If you major in art, like you,think that's going to help you,
(06:01):
or behavioral, whatever, or thewhat you know, how's that going
to help somebody?
It do.
You know what I, you all I makea living coaching executives of
some of the world's biggestcompanies.
Name them johnson and johnson,amazon, walmart, lockheed Martin
(06:23):
, hormel, cigna, general Motors.
I mean, you can go through thelist, not flexing.
I'm just trying to make thepoint here that I'm in the room.
Our firm is in the room overthese last 15 plus years, so I'm
walking in these executives.
We don't do what we do for free.
We charge a lot to our clients.
(06:44):
We are worth it.
If there wasn't ROI, theywouldn't keep renewing, they
wouldn't keep us with them foryears and years and years.
So we bring value.
We work our butts off to bringvalue to the room.
How many times?
How many times has a seniorexecutive at Amazon, walmart,
(07:07):
general Motors, hormel, lockheedMartin, ford, name the hospital
company, name the healthcarecompany, name the company?
How many times have they askedme what I majored in in college?
Zero, zero.
How many times have they askedme about my mba?
Never guess what I'd have totell them if they did.
(07:29):
I don't have one, I didn't needone, so college.
Now some of you can debate.
You can say well, we're us, butin this specific career, you
have to have this license andthis, whatever.
Okay, yes, medical credentialed, like where you have to go get
(07:49):
this certification and that andwhatever that might matter.
Okay, and this isn't an episodeabout college, like I got to
get off this topic because someof you disagree with me
passionately and I totallyvalidate the way you're thinking
and there are examples youcould cite that are super
important and if you want topreach that to your kids or
message it to the world, I justapplaud you, go for it, do it.
What you know is right or youthink is right, go do it.
(08:11):
For me, it's about grit, it'sabout working hard, it's about a
growth curve, it's aboutcommitted to learning and
development, it's about figuringit out.
It's about an education on thestreet every day.
It's about a changing market.
It's about the fact that myneeds, my, the things I value,
what I'm interested in at 30 wasway different than 20.
At 40 was way different than 30.
(08:33):
At 50 was way different.
Whatever at 80.
It's so different now Okay, I'mnot really 80, but I'm
imagining it will be okay.
So, yeah that I.
I graduated from college with adegree in communications.
I was going to go conquer themedia world.
15, 16, 17 years, in, whateverit was, I lost track into the
(08:54):
media business, where I thoughtI'd retire, where I thought I'd
spend my entire life.
I went yeah, I'm done, done,I'm.
Yeah, I'm good.
Thanks everybody, it was anamazing ride.
I'm out Wait what.
You can't leave this career.
This is everything you'vestudied your whole life.
Yeah, I'm bored.
I like the growth curve isflattened.
I want to do something else, somove over here.
(09:16):
Then I do that for three years,okay.
Then people call and they'relike, hey, you gotta come and
interview with our consultant.
I'm not a consultant.
What the crap are you talkingabout Consultant's like a dirty
word?
Those are those losers thatdon't do anything and charge a
lot.
Okay, and they travel a ton andwhatever.
I don't want to do that.
And then I joined a consultingfirm.
And then, you know, I go inthese rooms and these executives
(09:38):
are like, well, we expect valueand you better bring it.
I'm like, holy crap, I can'tmeasure up to that.
I figured it out.
So what I care more about thanyour college degree, your
diploma, the school you go to,and, holy crap, if you're going
deep in debt to get youreducation, change it.
My kids, all three and I'm notsaying this because it's not
(09:58):
because we make a buttload ofmoney or whatever, it's not
about that at all None of mykids will graduate with debt.
Not a dollar, not a dollar ofdebt.
They've got nothing to pay back.
Is that because mom and dadgave them a gravy tray.
No, they've worked their buttsoff for that.
We've contributed to it too,but I'm not paying $30,000 or
(10:23):
something.
Anyway, this is just a soapboxhere.
And so you're going why?
I want my kid to go to thiscollege, and it's $35,000.
That's fine, for per semester,that's all right, and my kid's a
hundred thousand dollars.
Okay, well, that's what youchose and that's what they chose
, and that works for you, andthat's all right.
I'm not, I'm not criticizing anyof that.
(10:44):
I'm just suggesting.
Maybe it's not necessary, andI'm suggesting that there are
alternatives great educations ata fraction of the cost.
And what matters most is notthe sheet.
I don't know hardly any sheetof paper worth $150,000.
I haven't seen it.
(11:04):
But I can tell you what's worthmillions of dollars hard work,
ingenuity, agility, humility,curiosity, grit, social skills,
networking.
Give me that sheet of paper,that sucker, I'll stamp it with
$2 million.
It's worth.
(11:24):
But this, hey, I know.
I know everything that theprofessors, that the academics,
said was required of me.
I know it all.
Well, great, you're, you're,you're well.
I go to college to network, tomeet people, to form connections
to date, to get out from myparents' house, to learn how to
(11:46):
live, to survive, to hit reseton life.
I don't get everything handedto me.
I got to work hard.
I got to figure out how tobalance life.
I got to figure out what Iprioritize, what's important.
That's why I go to collegeobviously had some passion.
None of that is in my notes, onthe screen I'm looking at, but
(12:08):
so you could disagree.
I'm just offering you somethingto think about.
That's what I do.
I'm not telling you I'm right.
I'm not telling you to changethe way you view it.
Not telling you that you needto.
Not none of that.
I'm not preaching to you thatthis is the best way.
I'm telling you it's what Ithink and it could be absolutely
wrong for you.
You could adamantly disagreeand I my argument, hopefully,
(12:30):
has made your position evenstronger.
So I validate your perspective.
I validate looking at itdifferently.
I validate exceptions anddifferences and all of that.
Okay.
So we graduate.
Now let me get to the freakingpodcast episode outline that
I've got in front of me.
So we graduate from college andwe're in college choosing a
major.
And what do we want?
We want to see the future.
(12:50):
We can't.
It's not possible.
You can't see around corners.
There's no visibility beyond amile or two max.
I can't tell you what themarket's going to do.
I can't tell you what you'regoing to value doing 10 years
from now.
So here's what now.
Now let me just give you somescientific and psychological
(13:11):
data around this intolerance ofuncertainty.
And and this is I, I I, we dida bunch of research for
different aspects of thispodcast.
There are studies out therethat find that the more
intolerance you have ofuncertainty, the lower your
happiness and the higher youranxiety.
(13:32):
The lower your tolerance ofuncertainty, the higher your
level of unhappiness and anxiety.
So what's the punchline, what'sthe takeaway?
You've got to tolerateuncertainty.
You can't see around corners.
Now there's another conditionneed for cognitive closure.
(13:53):
They call this NFC and you wantquick, definitive answers.
It shows that anyway, there'sall this research around.
I don't have time for it, Idon't care about it.
Here's the main point there isno closure.
Okay, you can't put like youcan't know the answer.
And then the last thing I talkabout as far as scientific data
around this is this illusion ofcontrol all kinds of study, all
(14:15):
kinds of research around thisthat when you think you have
control or you have to havecontrol.
You have all of these triggers,all this unhappiness, all of
these problems.
So what do we need to realize?
We have to tolerate uncertainty.
We have to realize there's nota lot of closure, there's a lot
of open-ended things, and weonly have so much control.
(14:37):
Focus on what we control.
That's the mindset.
So, graduating from college,going out into the world and
even 20 years later, that'sreally important for us to
understand.
We have to tolerate uncertainty.
We have to realize there's notclosure.
This chapter is not going toend all nice and neat before we
(14:58):
go on to that one.
And control is an illusion.
We only have so much.
We need to focus on what we cancontrol.
Now let's talk about motion.
If you listen to this podcaston a regular basis, you know
that this is one of my favoritewords motion.
I think it's a difference maker.
(15:19):
I think it is a differentiatorbetween those that are
successful and those that arenot.
I think it's the differencebetween those are happy and
those that are not.
I think it's the differencebetween those that are learning
and growing, those that are not.
Motion and when I use motionthat way, obviously it's a broad
(15:39):
definition, but I want to giveyou a few examples and some data
to back this up.
Here's the first one.
This is fascinating.
There's actually some brand newresearch it came out in the
last couple of months thatlooked at accelerometer data.
So those are the little watchesdevices that you wear, many of
(16:04):
us, you know, in our Applewatches or our Garmin or
whatever that we wear.
It's tracking, it's anaccelerometer, right.
So where it tracks how manysteps we're taking, elevation
change, you know you're going upor down flights of stairs, how
fast is your heart beating, allthat sort of thing.
So they tracked more than80,000 adults for almost a
(16:28):
decade.
This research is fascinatingand and yes, we're getting into
some of the physical aspects ofit and I'm going to take it back
to kind of a mental or workethic standpoint in a moment,
but there's connection betweenthe two.
So what the data showed is thatthere is a 27% higher risk of
(16:53):
depressive symptoms.
I'm reading this in case youcan't tell tell 27% higher risk
of depressive symptoms for eachadditional two hours of sitting
time a day.
Okay, so let me say that slowerfor those of you on the
treadmill Okay, that aren'tthinking and you're having
(17:14):
trouble getting oxygen to yourbrain, but your accelerometer is
like is like off the chartsright now.
You're not our problem.
Well, physically, but I don'tknow about career wise, and
spiritually and emotional allthat.
So let's talk about that aminute.
But what so?
The basic takeaway?
So let me say it again, I'llgive you the kind of the
punchline, the data, and thenI'll explain what the headline
(17:36):
is.
So more than 80,000 adults, 10years, nearly 10 years,
accelerometer data.
What did they notice?
That a 27% higher risk ofdepressive symptoms for every
additional two hours a day yousit down.
So if I sit down for two hoursa day, I have a 27% higher rate
(18:01):
of depression, basicallydepressive feelings.
We're not talking about clinicaldepression and all that.
That's a different episode,that's a different podcast.
We're talking about feelingdown.
We're talking about feeling ina funk.
We're talking about losing hope.
We're talking about not beingmotivated.
We're talking about feelingdown.
We're talking about feeling ina funk.
We're talking about losing hope.
We're talking about not beingmotivated.
We're talking aboutsurrendering.
We're talking about the fogthat exists in our minds.
(18:24):
If I am active physically fortwo hours a day, I have a 27%
lower chance, I guess you wouldsay, than somebody who doesn't
move of depression.
Then it goes up another twohours.
It's 27% higher chance it goesup another two hours.
Another 27% higher is.
So the punchline is the moreyou sit around, the higher the
(18:47):
odds are of you having feelingsof being in a funk, feeling um,
feeling bad um and pessimist uhattitude, not clinical
depression, but like depressivefeelings.
And I could give you way moreabout that study.
It is fascinating.
It's not the only one, it'sjust the latest research and
(19:08):
it's just and so in that case,that's why I go to the gym.
It's one of the reasons.
Usually six days a week, fromtraveling or things or whatever,
not as much.
But I, I, I'm okay with thatbecause I'm active.
I'm walking across thoseenormous airports, I'm walking
out to the rental car, I'mwalking to the hotel, I'm
(19:29):
walking into the client meeting,I'm on my feet for four hours
in front of this executive team,my heart's racing because I got
to nail this thing and do that,and that executive is
challenging this and the CEO isdoing that and they've got this.
So I'm very active on thosedays.
So I don't need the gym as muchbecause I'm physically active.
I think motion matters a ton.
(19:51):
Motion matters a ton.
I think the older you get to,at 20, it's not as important.
Well, at 30, it's moreimportant than 20.
At 40, it's more important than30.
At 50, it's way more important.
You get the idea.
We got to keep our brainsengaged.
We got to stay out of the funk.
(20:19):
What's another example that allof you can relate to?
Covid, that freaking pandemic.
When we all went into the dumblockout lockdown nobody could go
anywhere, like insane.
Now we look back at that andthe history of it.
I'm not going to get into thepolitics and you, everyone, can
believe whatever they want tobelieve, but, um, I think the
the basic sign I don't think Iknow the science now says and
the thinking in the rearviewmirror is that was a total
mistake locking down everything,kicking our kids out of school,
not letting them walk acrossthe graduation stage.
(20:40):
I saw my son Camden, who's outserving a church mission right
now.
I mean ADHD, right, he's gotthese attention issues and he's
creative off the charts and he'sgot a memory like you can't
believe but needs stimulationand he's sitting at the kitchen
table for day after day afterday in an online class.
Almost killed him.
I mean emotionally,psychologically, mentally, just
the funk, insane.
(21:01):
So the whole freaking globewent through that.
No wonder we were all ticked ateach other and bitter and angry
and yelling and whatever else.
We're still dealing with it.
It's still fading for some ofus.
Some of you are just stuck inthat forever now.
But so the science shows, thescience shows, the data shows
physically active.
So how does that relate to thecollege graduate?
(21:23):
Like, what do you mean Be inmotion?
Do I mean physical?
Absolutely.
Do not sit at the desk at homeevery day.
Don't have a job, get up, lookfor one.
Don't like be active physically.
But it's not just physically,is a big part of it.
Like period, end of story.
That's everything I just saidis all the science shows it.
(21:46):
I promise you, the more isolatedyour teenager is sitting in his
or her bedroom playing videogames, scrolling social media,
the more challenged they will be.
I see it, you see it, we allsee it.
And so we got to get them inmotion.
That means you got to have ajob.
That means you got to go toschool.
(22:07):
That means you've got to go dothis work.
That means you got to go to thegym.
That means you got to do thesethings, not because we care
about all that other crap, butjust, we need you in motion, and
for those of us who arethirties, forties, fifties,
we've got to get up, we got toget moving.
Okay, super important.
But now let me go to how thatapplies to a career.
(22:30):
Motion for me means when, when,um, that, what was it?
I can't even keep track of allthe episodes, you guys, but I
think it was this episode Imentioned.
Maybe it was the last one thatI mentioned, um, that when we
launched lead in 30, when welaunched our, the initial part
of our leadership trainingcompany, we were no longer just
(22:50):
going to be in the executiveconsulting space, but now we
were going to put products onthe shelf for leadership
development and mid-levelmanagers and organizations.
We did a webinar.
A thousand people showed up.
Incredible, like so many people, nobody bought, nobody bought,
humiliated, embarrassed, all thestuff right.
I've told that story a lot oftimes.
It's pivotal for me, it's asignature experience for me and
(23:15):
it would have been very easy toget in the fetal position to sit
and stew, to think and think,and think and plan, and plan and
plan and to contemplate and todesign and sit at a computer and
just think and whatever.
No, we needed to be in motion,back out in the market.
Go, go, go, try again, tryagain, try again.
In motion, putting forth effort.
(23:37):
What that does is it lifts yourmood.
There's all the.
I got all this research infront of me and and I'm not, I
don't have time to get into it,you don't care about it anyway.
You know, it's just commonsense that when you're in motion
so college I go back to thescene that I started the episode
with got kids graduatingcollege.
(24:02):
Number one you can't see aroundcorners, there's no way, and
you're wired to want to be ableto predict the future.
You're wired to want closure.
You're wired to feel likeyou're in control and tolerate
the uncertainty.
Embrace it.
It's going to be the rest ofyour life.
Embrace the lack of control.
So many things out of yourcontrol.
You can't control mask mandates.
You can't control lockdowns.
You can't control tariffs.
You can't control the market.
(24:22):
You can't control up or down orcustomers or any.
You can't control whether you,your boss, thinks this or that,
or that person gets promoted tothat, or what the policy is.
You can't control any of that.
Embrace it.
Focus on what you control, andI'm going to go even a degree
further than I had in my notes.
Here you build a stablefinancial situation so that
nobody has too much control overyou.
(24:44):
So when someone says the termto you, we're going to cut this
division, we're going to fireyou because we don't like the
way you're doing this, or wehave a different thought or
whatever.
It doesn't matter.
It's one person's opinion.
It's a strategic change indirection, has nothing to do
(25:06):
with your value.
I had a CEO the previous firm Iworked for, the.
This is no joke.
I've told the story before, butI'll remind you about it here
because I just remembered it.
I had one CEO who wanted tofire me.
His executive team was totallyuncomfortable with disruption.
They were totally in the wrongseats.
They were misleading theorganization.
We weren't scaling at all.
(25:27):
We were bought by privateequity and there was no plan for
us to grow the firm at all.
I happened to be one of thevoices.
Yes, was I a little tooaggressive in saying that?
No question, I leaned intosecond leader.
For those of you that have beenthrough lead in 30, the 30 day
leadership cohort experience,you know exactly what I'm
talking about.
That's my default position.
I lean too much into it.
I was too direct, but so be it.
And and and, yeah, I would dothat differently.
(25:49):
But it rubbed people the wrongway and I just felt no one was
listening.
No one was listening and Icared deeply about the firm.
I cared deeply about my future.
I believed in what we weredoing and so I spoke up and I
had a CEO that thought I wassaying the right things.
That's what he told me behindclosed doors, when nobody else
was in the room.
He said it over and over again.
And and then when his executiveteam a few members who were
(26:11):
defenders of the status quo whentheir sharp claws came out and
they wanted to off with my head,he, he, he.
He knew in his heart that no,and in his head, no, I shouldn't
do this.
But yet these executives aresaying that Russ is one of the
problems.
Anyway, before he could fire me, he got fired, but he was
(26:32):
leading into it Like he thoughtoff with his head right.
The very next CEO this is nojoke.
The next CEO, like probably acouple of months later, he comes
in, he assesses the situation.
Does he come over to me andfire me?
No, you know what he does.
He offers me chief strategyrole in the, in the firm.
He says to me on the phone heyRuss, we think that you, you
(26:55):
understand the future, you canlead us in the right way.
The very same company, two morethan two like polar opposite
perspectives and two more thantwo like polar opposite
perspectives.
So like is my ego way inflatedbecause, well, we think you
should be.
I actually turned down theposition, like for a day and a
half it inflated my ego.
I felt like redeemed.
(27:15):
I felt like finally somebodygets it.
My value was restored.
And then I realized, oh, thisisn't about that.
And is that what you want?
No, and and and and.
Because I would.
It was less than a year laterthat we were launching our own
firm, anyway, um, so we don't.
We don't over inflate our valueor under inflate our value
based on the perspective ofothers.
(27:36):
They're one data point.
And so we have stability in ourown, our own finances and in
our own world, so that we're notso dependent.
Now, that takes a little whileto build up, but it comes
through consistent spending lessthan you make, period.
So we're teaching thisprinciple to our kids.
We're trying to model itourselves right so that we have
financial stability, so we'renot defined by our job, by our
(28:00):
position, by the parking space,by the office, by any of that.
If that defines who you are,that's messed up.
It's totally messed up.
It can be part of who you are,but but you're bigger than the
company, you're bigger than thetitle, and if not, then you, you
, you aren't growing fast enough, you aren't.
So anyway, my last point, causeI got to finish up and get this
(28:21):
under 30 minutes, but I got tocut these episodes shorter.
I'm sorry these last few havegone so long.
I went a while where I wasn'trecording podcast episodes as
frequently, and so I got a lotto say, and so I want to share
one last example.
Let's do this in the last 60seconds James Dyson.
James Dyson, in the 1970s,wanted to make a bagless vacuum,
(28:43):
and so he lived in ruralEngland in the 1970s and his,
his vacuum keeps clogging, it'slosing suction, so he decides to
start building um a design.
Do you know how many prototypesof the vacuum a bagless vacuum
that he built before he actuallysold something in the market
(29:06):
and took off?
This is look it up chat, gpt,it, search, grok with it.
James Dyson built 5,126prototypes that failed and it
was in prototype 5,127 that heactually found a buyer and it
(29:34):
went off the shelves in Japan.
You can, you can dig into itand it sold.
Amazing.
It won design awards and thenit went on.
To let me find the data, I justwant to get this line to you
really fast.
It went on in Britain.
18 months later, his firstBritish model, the DC zero one,
grabbed half of the Britishmarket and vacuum bags started
(30:00):
to vanish.
You can't see around the corner,you don't control a lot and you
got to stay in motion.
That are the lessons.
Those are the lessons of lifethat I just would want a college
graduate to understand.
You can't all those things.
All those things I just said.
That's what's on my mind inthis episode of the Lead in 30
(30:23):
podcast said.
Speaker 2 (30:29):
That's what's on my mind in this episode of the Lead
in 30 podcast.
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