July 17, 2024 • 30 mins
Feliciano School of Business faculty members in the department of Information Management and Business Analytics, Dr. Mahmoud ElHussini and Dr. George Elias discuss issues and problems being faced by business professionals. On this podcast, they again discuss what your body language says about you. Dr. Moe and Dr. George breakdown issues and problems being encountered by entrepreneurs, executives, and all levels of managers.
Co-Hosts Background:
Mahmoud (Moe) Elhussini, MS, MBA, DBA, is an Instructor Specialist at Montclair State University. He is also the president and founder of The Growth Coach Allentown - Somerville. A consulting and business coaching company. Moe has worked in data & operations management for over a decade. He then switched to business consulting, helping companies build ERP and customer interface systems. After that he transitioned into international business development, helping companies manage their internal organic growth or through mergers and strategic alliances. Moe has published a couple of handbooks, one on emotional intelligence and another on servant leadership. He is currently working on a third that revolves around overcoming sales objections. Moe has a BA in Biology from Rutgers University, an MBA in Global Management, and MS in Information Management, and a DBA in Geopolitics and Strategy. At Montclair University, Moe is part of the Information Management and Business Analytics Department. He teaches Business Decision Making, Operations Management, and Statistics in Business courses.
George Elias, Ph.D., PMP is Chief Systems Engineer for Space and Airborne Systems leading initiatives in integrated spectrum management and mission avionics at L3Harris Technologies. Additionally, Dr. Elias is as an adjunct professor at Montclair State University’s department of information management & business analytics where he teaches business operations and statistics. Dr. Elias is experienced in leading the development and production of complex hardware and software system solutions including: electronic warfare systems, communication systems, and space systems. Previously, Dr. Elias served as the Director of Capture Excellence & Business Development Operations for the Electronic Warfare Sector. As an L3Harris Technologies Certified Enterprise Capture Lead, Dr. Elias was responsible for directing large, complex pursuits across the enterprise. In addition to systems engineering and business development, Dr. Elias has held roles in finance, quality assurance, operations/manufacturing, modeling and simulation, project engineering, program management, and Internal Research and Development (IRAD). Dr. Elias has a Doctorate in Systems Engineering, a Masters Certificate in Project Management, and a Masters in Computer Science from Stevens Institute of Technology. Additionally, Dr. Elias has a Bachelors in Computer Information Systems from Rutgers, the State University of New Jersey & New Jersey Institute of Technology. Finally, Dr. Elias has a Mini-MBA from Rutgers, the State University of New Jersey.
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Transcript
Episode Transcript
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Speaker 1 (00:08):
Hello everyone and welcome back to our episode, our
new episode of Back to Basics.
I am Moel Husseini and I amhere with my good friend, george
Elias.
How are you, george?
Speaker 2 (00:18):
How are you doing Great?
Super excited to be here in anactual studio instead see what
we're doing from our homes.
Can you believe this is our21st episode.
Speaker 1 (00:27):
Wow.
So for those who don't knowwhat George was talking about,
we've done about 20 episodes orso voice podcasts, so this is
our first video one.
Yeah, it's fun.
Yeah, first time we're face toface.
Yeah, how's the summer treatingyou?
The 100-degree weather, dailytemp.
Speaker 2 (00:45):
Well, you know, I like my summers hot and my
winters cold, so I'm okay withit, but it does present
challenges with trying to getoutdoors and work out and
whatnot I know.
I know, I know.
So what have you been up to?
Speaker 1 (00:56):
Nothing, just a couple of summer classes, and
I'm doing my usual coaching.
Speaker 2 (01:01):
How's that been going for you?
Speaker 1 (01:05):
It's going well.
It's going well Really, nocomplaints.
You know one idea or one topicI was thinking about for today
and tell me if you.
I know we had ended with adifferent topic last time, so I
was thinking that we can maybetalk about limiting beliefs,
limiting thoughts in a business,setting right how they impact
the decisions that we make, theopportunities that we take.
(01:25):
What do you think of that as atopic?
I think?
Speaker 2 (01:28):
it's a great topic.
Should we talk about that?
Sure, do you have any examples?
Speaker 1 (01:31):
Do you know what made me really think about it?
A couple of clients that I hadthat I was visiting over the
past couple of weeks.
Right, I noticed, besides thetask at the work part, right, I
realized that they're assessingtheir activity, their
opportunities, more.
(01:54):
They're defining them more bylimitations versus their
potential.
So they were thinking aboutwhat parameters limit me from
doing this or nah, you know, Ican't do this, this is too much
right.
Most of it, I noticed, wassubjective, like they were
limiting themselves from doingthings, not objectively, but
(02:16):
based upon notions and ideasthat they had in their mind.
That I was listening to themand I thought it's not real
right, me knowing them andknowing what their potential is,
I felt like they were limitingthemselves in ways that is
unrealistic.
And I'll give you an example.
You were just asking about anexample, a very simple example.
(02:37):
A sales manager was talking tome and he was telling me we're
talking about how they canrevise their customer
acquisition strategy.
What do you guys use?
I'll just call him joe.
What do you guys use, joe?
Well, we do abc and d.
Do you do any phone calls?
No, we can't make any phonecalls.
(02:57):
We can't cold call prospects.
It doesn't work for us and hewouldn't even discuss it right.
And I was thinking about well,maybe cold calling prospects
doesn't work.
But what if you defineprospects as people that you've
met at a networking event,people that know you, and you
try to call them right?
The fact that you've calledsomebody once and they didn't
(03:19):
pick up their phone, maybebecause they're busy out of town
, doesn't shut down the ideathat maybe you can call them
again or that you can try itwith someone else.
That's the most recent exampleI can think of.
What are your thoughts?
Speaker 2 (03:32):
No well.
So you know it's interestingthat you're bringing this up in
the context.
You're bringing it up becauseyou know a lot of times in
business, you know, our thoughtsand our beliefs and our mindset
really cause us to be biased.
Speaker 1 (03:48):
I agree.
Speaker 2 (03:49):
And it actually limits us from maybe considering
possible solutions oralternatives, and it will also
cause us sometimes to pick thewrong alternative just because
we may believe or have some sortof thought that we can't do it
that way.
Speaker 1 (04:09):
Or we can't do it at all.
Speaker 2 (04:10):
Or we can't do it at all.
Speaker 1 (04:11):
I agree with you.
Speaker 2 (04:12):
Or who says that you tried it before, but did you try
it in the right way?
So these beliefs and thoughts,they tend to be reinforcing on
themselves.
So you know, once you have thisbelief or thought or mindset in
your head, that you can't dosomething or you're not good at
(04:32):
something or something's notachievable.
The fact that you never trymeans that you're right.
Yeah, you actually became.
Speaker 1 (04:41):
I agree with you.
Speaker 2 (04:42):
You actually become correct in your assessment,
right.
Speaker 1 (04:46):
Take it from the first step, because I agree 100%
that it starts as like anorganic virus that will keep
growing.
As time goes by, you'rereinforcing it over and over and
over and it becomes its ownentity, pushing you down that
belief, entity, pushing you downthat right, that belief but
(05:12):
take it from the first step.
Speaker 2 (05:13):
What do you think causes that limiting belief?
Yeah, so, so, like, whatcreates belief?
I, I think that there's a,there's a lot of causes.
Yeah, you know, you know myinstant thoughts are what causes
belief.
I go to childhood, right, and Ithink about parents and how
they talk to their children, orteachers or something of that
(05:33):
nature.
And you know, to give you anexample, let's say some kid
tries to play basketball for thefirst time, comes home and just
is distraught because theydidn't do so.
Well, right, the other kids onon the on the court were better,
and the mom or the dad or youknow a friend that says that's
okay, basketball is not yourthing.
Yeah, right, that's a limitingidea, that's a limiting thought,
(05:58):
right, and to me, that sort ofseeds that kid with a thought
well, basketball's not my thing.
And they may actually believeit.
And to me there's even levels ofbelief.
Right, there's maybe top-levelservice beliefs, but then
there's certain beliefs that maybecome very deep in your
conscious.
(06:19):
And let's say that basketballexample.
Well, maybe that spawns intoI'm just not athletic, right,
and then you just stop athleticsin general.
Well, because now you don't workout, now you don't try, you're
right.
At that point you becomeunathletic.
Yes, right.
So you know.
These sorts of things come upand sometimes they're
(06:41):
well-intentioned, right, like,you know, this adult or this
mentor or was saying in a way totry to comfort this child,
right?
But because of that impressionit spawns and the same thing
happens in business- yeah right.
Somebody tells you you can't dothat or we've tried that, we've
been there.
It can become a service beliefor it can be coming deeply held
belief.
The deeper that belief is held,the harder it is to change or
(07:06):
affect.
Speaker 1 (07:07):
To break out of it.
Speaker 2 (07:07):
And those beliefs start affecting your mindset.
So if you have limiting beliefs, you may start having things
like a negative mindset, right,and then that mindset creates
thoughts and actions andactually changes your entire
reality, because you actuallyperceive everything through that
mindset, right?
(07:28):
so it's a conviction that youget, that you're so that the sad
part is that example youbrought up in your consulting.
Yeah well, I can't cold call, Ican't do this, I can't do that.
Well, at some point that personhas just boxed themselves in,
right, I can't do anything.
I am now stuck in thissituation and they're calling
the consultant to tell them howthey can succeed inside that box
(07:52):
.
Speaker 1 (07:52):
Yep, right within their limitations.
Speaker 2 (07:54):
And you're saying who built that wall?
You did right, they limitedthem themselves.
Yeah, right.
So the the interesting partabout this is, as a manager, as
a leader, you can limit yourselfand have these limited mindsets
.
You can actually create yourteam to limit themselves.
(08:15):
It cascades down to your teamAbsolutely.
Speaker 1 (08:17):
You know the same thing with families.
Speaker 2 (08:19):
Families just end up having deeply held beliefs.
We're just an unathletic family.
I'm just using the same example.
We're just an unathletic family.
I'm just using the same example.
We're an unathletic family.
Well, because they never try,they never work at it.
They're right right Now.
Imagine if they could figureout how to get out of that
belief, out of that mindset, andactually work out and try to
(08:41):
become athletic.
Chances are they would be thenright.
And the same thing withbusiness if you perceive there's
barriers that you can'tovercome and you convince
yourself you won't overcome,them right?
Speaker 1 (08:53):
I agree, I agree well said from my humble experiences
, the origin of it that Inoticed that and we talked about
this.
I, I think in one of our firstepisodes.
I see it when I'm talking toyou and I'm not saying you, but
when I'm talking to one of myclients, a friend, a person,
(09:15):
someone else, what formulatestheir limitations or how they
think of themselves and theirpotential is I would think of it
maybe something they're bornwith, genetics, right, may, I'm
not tall enough.
I can't do anything about it.
I can't play basketball, forexample, or so.
(09:36):
It's something like hereditary,something that you get from a
role model, somebody that youknow what you're growing up,
when you're still in your teens,and you look at somebody wow,
this person, that's who I wantto be on.
I'll be like mike right, likemike jordan remember when we
were in college, that was acommercial that came out.
And the third one yourexperiences that you start
developing as you grow right, Iusually think those three areas
(10:01):
is what defines how we willlimit ourselves.
Now there's the whole idea, too, that do I even believe in
limitations?
I know you take a lot of Idon't want to say risks,
calculated risks in yourathletic life and you always.
We talk about it a lot and it'svery impressive.
Right, you do believe inpushing that limit, but some
(10:21):
people a they're just destinedto be this.
These are my limitations.
This is my comfort zone.
I'm going to live in it, right,and within that, they set their
standards based upon whatthey're born with, what their
family like you're talking about, the experiences they get from
their families or the rolemodels, right, and they define
(10:43):
everything that they do and theytake it to work.
They follow the same mentalityat work that they do at home.
Do you see what I mean?
So I think it marriesintersects with what you're
talking about, but that was mystarting point of how I started
thinking about it.
What is it that leads people tosay that's my, my limit?
(11:06):
Right, this is what I can do.
I'm a risk taker, I'm not arisk taker, and so on?
Speaker 2 (11:13):
Yeah, so some of that I agree with you may have to do
with some nature right and someof it may have to do with
learned responses, learnedresponses or an observation.
I think, well, first let mejust take this approach and then
we'll get back here.
Limitations knowing your limitsisn't necessarily a terrible
(11:36):
thing.
Altogether right when they'rerealistic.
Right, understanding somethingthat's dangerous and my limit is
to not hurt myself or dosomething that's just, you know,
going to really Break thingsright, no, no calls home to
cause harm.
No, knowing your limits, that'snot what we're talking about
(11:57):
here.
We're talking about limits thatare self-imposed, right like
they agree like that's that'syou know, and you're right.
I do test those beliefs andthose limits and in in various
ways, whether it's Running ordoing obstacle course races or
trying martial arts and thingslike that and I do it because I
want to get better and be bettertomorrow.
(12:19):
So part of that is more of ayou know I'll introduce this a
growth mindset.
Speaker 1 (12:25):
Yes.
Speaker 2 (12:25):
That's a growth mindset.
So you know, one of the thingsthat was introduced to me was
this idea of in order to be anexpert at something, it takes
about 10,000 hours, right.
So if you want to be a pianist,it's about 10,000 hours.
You want to be really an expertat the guitar or running, you
(12:47):
have to put 10,000 hours into it.
That means eight hours a day,five years, right?
So that's the type of effort.
So it takes a long time to getinto that, that period of
learning and growing.
That can be hard yeah especiallyif it's athletics or trying to
play the piano.
If you try to put me on thepiano at first, I'm not gonna be
(13:11):
that.
Good, yeah, it's gonna takeyears before I can play
something that I'm gonna behappy with.
Right, good, yeah, it's goingto take years before I can play
something that I'm going to behappy with.
Speaker 1 (13:18):
Right yeah.
Speaker 2 (13:19):
And.
I think that period is hard.
I think it's the same thingwith business.
It takes a long time to knowyour way and your limits and
what you need to do in business.
Right, that's 10,000 hours.
Now, if you've gone throughthat 10,000 hours and you're
like man, I'm still not good,that's not my thing.
Maybe that's a limit that'sjustified, right, but to me
(13:41):
that's the litmus test, right,because until you've put the
effort into it, maybe that couldbe your thing if you tried.
Speaker 1 (13:48):
Let me ask you something, because I don't know
if I agree or disagree with you,but I want to ask the question
first.
So you're saying the limitingbelief is something and me and a
task situation limiting myselfis something else.
Speaker 2 (14:01):
I.
Speaker 1 (14:02):
I think that the you don't think they're connected.
Speaker 2 (14:05):
I think the limiting thought yes comes.
Comes about sometimes eitherfrom other people who prompt you
with it right, or, I think,there's times where you
self-limit yourself becausethings are hard.
Speaker 1 (14:16):
But don't you think that leads into whether or not
you test your limits within atask?
Speaker 2 (14:23):
So it depends on your personality, right?
So, me, I'm a type of personwhere I think something's hard
and I get excited over thechallenge, right?
So there's something in me thatsays I like this challenge.
It's a challenge, it's a puzzle, it's something that I need to
do.
Well, that's because I enjoythat piece of it.
Speaker 1 (14:46):
You enjoy taking the challenge because of your
personality.
I enjoy it.
Speaker 2 (14:50):
Not everybody enjoys that, true, and I'm just
pointing out that if you, if you, want to be good at something,
typically it takes effort.
Most people don't walk intosomething and just be good, yeah
Right.
And if you look at the peoplethat are good at things, maybe
there's an ounce of naturaltalent, maybe there's an ounce,
but they practice that all thetime.
(15:11):
You know I was thinking so.
You know I'm, you know my dayjob, I'm an engineer.
I think to myself from when Igrew up, I played Legos, I took
things apart.
Speaker 1 (15:25):
I took my phone apart .
You know I did that right.
Speaker 2 (15:29):
I tinker and I like to know how things work.
I've been doing that since Iwas like two years old, right.
I put in more than 40 years ofthinking about how the world
works and things work.
It's hard to compete withsomebody who's younger than if
somebody who's?
younger than me doesn't have asmuch experience and didn't put
that much effort into it.
(15:49):
How do they know how everythingworks then?
Right, they just don't have theexperience.
Right, it's the same thing withsoccer, Same thing with
business, Right?
If you have parents that areentrepreneurs and business
people and every day at thedinner table they talk about
business, what are the kidslearning?
They're learning about business.
They're learning aboutrelationships.
(16:11):
They naturally, even inchildhood, start getting good at
it.
Speaker 1 (16:15):
Think about it, at it , think about us.
Let's think about, because yousaid, yeah, 10 000 hours.
Speaker 2 (16:19):
I agree let's keep it .
Yeah, I know, yeah, yeah let'skeep it simple.
Speaker 1 (16:23):
We, in the same manner.
Formulating a habit or breakinga habit takes two to three
weeks, right to break a habit.
Usually, on average, that'swhat it takes to to change it.
So to change a habit in thesame logic, right, if I believe
that I can't stop smoking, thatmy father used to drink, so now
(16:47):
I have to drink and I can'tbreak out of that cycle.
I'm using some just general,like the first example that
comes to my mind, but my, my dadwas athletic.
He used to run every day in themorning.
I can or I cannot right Makingthose decisions.
That also falls under thelimiting belief.
Speaker 2 (17:05):
Completely, completely.
And again, I think we naturallycome up with these limiting
beliefs, and some are notterrible, right.
Some are not terrible.
Some could be good andlife-saving even.
But in the case of I can't stopsmoking or I can't lose weight
or I can't do do things likethat, the fact of the matter is,
(17:25):
if you actually believe youcan't that, then it becomes true
yes, but if that's what I meant, but if you were able to catch
yourself in that mindset and say, hey, that's a limiting mindset
, and say, how can I changeright, maybe you'd have a chance
and we can talk some other timeabout that I was going to say
this how do we counter it?
Speaker 1 (17:47):
Yeah, we'll talk about that in the next episode,
but we're on the same page.
We're on the same page withwhat you're talking about.
Speaker 2 (17:52):
Go ahead, but we're on the same page with what
you're talking about.
What was go ahead?
But just one more thing I thinkthe limiting beliefs are
sometimes a self-defensemechanism.
Yeah Right, you're afraid thatif you were to try and put
yourself out there on it, youmight find out that you fail
Right, and that's hard.
Speaker 1 (18:11):
Right.
So your defensive mechanism isto just say that.
Speaker 2 (18:13):
I'm not going to do it.
Speaker 1 (18:15):
Okay, I'm not going to do it.
Okay, I'm processing whatyou're saying.
But, yeah, no, I agree with you.
I agree with you.
And here's now, if we take itthe next step, right, I am a
manager, I am a VP, I have myteam of 80 people.
Now, imagine you go into a jobwith that mentality.
What kind of culture thatcreates for your team?
(18:39):
Right, that's one extreme.
On the other hand, if I walkout of this building and I look
at it and you tell me, mo, let'spush this building one block
down, I know we can't do itright back here, crazy, georgie,
we can't do that.
I figured out.
But you know what I mean,though, right, like you wouldn't
be able to do it.
But if you ask me to take on aproject right, because I'm
(19:05):
trying to take it to show, like,where the limit is that you
mentioned before you ask me, mo,take on this project that I've
never done before, I also needto know when to say yes to
something and when to say no.
I don't want to take a biggerbite than I can chew, because I
see it work in both ways inbusinesses, right?
(19:26):
Sometimes, yes, I'm too scaredto take the risk, but sometimes
some people take on thingsthat's too big for them and it
backfires.
Speaker 2 (19:35):
So that's true, but some level of risk is important
to be able to take in business.
Speaker 1 (19:41):
And that's the question what is that?
How far?
Speaker 2 (19:44):
So I would say in that case, like in the example
of I've never done somethinglike this before, you know, I
think my advice to thatindividual would be something
like be honest with that personwho's tasking you.
Say, hey, I've never donesomething like this before.
I might need some extraguidance.
Speaker 1 (20:01):
But that's the thing.
What if you don't even know?
That's my point.
Like, imagine this, I don'tmean to interrupt you, but to
take it so you can properlyanalyze it.
You're my boss.
You tell me, mo, we needsomebody to manage our new sales
team in Japan.
We me, mo, we need somebody tomanage the new, our new sales
team in Japan.
We're putting you there.
Can you handle it?
Yes, sir, I can.
I've never been out of Jersey orPennsylvania right, I've never
(20:22):
been out, I, so I don't know forme to come and tell you right
what questions to ask or whateven to talk about, because I
delusionally think that I can doit.
Speaker 2 (20:34):
So I would say, if I tasked you with something like
that, I would maybe have aproblem as a supervisor.
Right there you go.
That's my point.
Speaker 1 (20:43):
That should be on the manager to actually be able to
read the person.
Speaker 2 (20:49):
That's true.
But let's say I tasked you withsomething like that and let's
just switch it up a little bit.
Let's say you had the beliefthat I've never been out to
Japan.
I don't know how they do sales.
I, you know you have thatlimiting mindset.
It should be my job to explainto you why you're a good fit for
that and to objectively lay itout.
(21:10):
Hey, you have these other goodqualities.
I understand that's a stretchfor you.
We're going to get you help inthat aspect so you can learn.
Here's a book to read.
Here's how they look at it.
Here's some backgroundinformation, and it should be my
job as supervisor to help youthrough that.
Speaker 1 (21:27):
And I agree and my point is that sometimes, because
we talk about limiting beliefsand it being a toxic and
negative culture right, wetalked about that.
And cascading down to your team, if I'm the kind of person that
always limits myself versuschallenging myself, but, on the
other hand, right, if I do havean individual that I'm assigning
(21:49):
him or her to do something, Ihave to realize if they are that
kind of pessimistic, verycautious, whatever you want to
call it kind of person, or ifthey're one type of person that
always puts themselves,challenges themselves, with
risks, without properlyassessing it.
So as a manager, I have to beable to read both types of
(22:12):
individuals.
Speaker 2 (22:12):
So I completely agree .
So I was working on a proposalresponse right for in business.
This is actually a true storyand one of the main engineers on
the program came to ourstand-up meetings we have quick
15-minute stand-up meetings totalk about how it goes and every
word that came out of his mouthwas negative.
(22:32):
Every reason why we can't getthere, we can't do this, we
can't do that, we can't do thisright.
He just listed he had a wholedozen of them, right and I said
stop, stop.
I said I don't wanna hear anymore about why we can't do it, I
only wanna hear reasons why wecan.
And the whole room changed.
(22:55):
The whole room changed andeverybody started explaining the
background.
We had this and that and thetimeline.
You know that we won that.
We actually won that Nice Right, and it was because the whole
team stopped having the picturesin their heads of failure and
the whole team started thinkingabout how they're going to win.
Speaker 1 (23:15):
Visualizing the success.
Speaker 2 (23:17):
Yes, so I agree, one individual coming with negative
thoughts.
They're infectious, right, andit can affect not just them as
an individual, it can affect theteam, it can affect the company
, it can affect the nation, itcan affect humanity in itself.
I know one of the examples thatI had told you about was about
(23:39):
flight.
So I've recently read a book onthe Wright Brothers.
What I find amazing is, priorto the Wright Brothers' first
flight in that Wright Flyer,there was a belief mankind-wide,
like worldwide belief, thatlighter-than-air flight for
human beings was impossible.
There were scientific paperspublished saying that is
(24:02):
impossible.
Scientists were going aroundsaying you can't fly people,
they're not meant to, they can'ttoo much weight.
You know it'll never happen.
Once the Wright brothers did itand it got out, it's like 50
years later there was commercialaircrafts.
I mean the speed at which itwent.
So somehow Leonardo da Vinciwas doing drawings of flying
(24:26):
machines.
I think he believed that it wasgoing to be one day possible.
Somewhere along the way therewas some limiting belief that
became infectious acrosshumanity and then, once it was
realized you could do it.
Bam, and it happens all thetime the four-minute mile.
People believe it wasphysically impossible for a
(24:47):
human being to run a mile infour minutes.
One person did it.
Next year everybody was doingsub-four-minute miles.
Does that mean that theycouldn't before?
I would say no, they couldbefore, but this limiting belief
, even across worldwide, stopspeople from breaking through
(25:10):
something right.
So I actually believe thatthere's a lot of limiting
beliefs us as human beings havethat limit humanity in general,
and I think that the folkslistening to this podcast if
you're a human being and you'relistening, you're amazing and
you should believe that you'reamazing and you should believe
that you can achieve even morethan you think.
(25:31):
So if you put your mind to itand you work hard, that's
achievable.
Speaker 1 (25:38):
I mean, I always knew that I was amazing.
Speaker 2 (25:40):
You are, but in all seriousness think about this.
Speaker 1 (25:43):
So the point is that we're trying to make that that
negative state of mind could be,as a starting point, a mental
block in our mind that stops usfrom doing this, doing this,
doing this, doing this, doingthis.
So the idea is, as a concept,before we even get into
different examples, right, as aconcept, people should, as a
(26:07):
starting point, believe thatthere's no such thing as a
negative state of mind.
There is something being there,is being of mind, there is
something being there is beingcautious, there is something
being calculating and the risksthat you're taking.
But we should not kind of likethe example you talk about,
because I see this all the timeyou sit in a meeting.
People hate change.
We know that in the businessworld people and that's why we
(26:28):
have like change managers peoplehate change, right?
They don't want to go from onething and I've seen this all the
time when we used to buildcustomer master databases.
People don't want to go fromone thing and I've seen this all
the time when we used to buildcustomer master databases People
don't want to go from the oldschool way to the new way, and
it's probably going to be faceda lot with AI.
So we know people hate change.
But where was I going with this?
But the idea is that it's onething to properly calculate that
(26:51):
change and see where it's goingto assess it, versus from the
beginning saying ah no, I'm notgoing to do this, I don't even
want to try this.
Right, people have tounderstand that there's to look
at the potential in somethingand not the limitation in it.
Speaker 2 (27:07):
So yeah, so I mean I again I don't want to get too
far into like the countermeasurefor the limiting beliefs, but
they're infectious, they makeyou biased.
They, those limiting thoughtsbecome, change your whole
mindset.
So you look through the worldthrough this mindset of
limitation.
It can grow beliefs.
(27:29):
Those beliefs can get deeprooted and reinforce your
thoughts generations to come itcan, right, it can.
So I don't want to get into thecountermeasures so much, but
truthfully, just identifyingthat limits, limiting ideas and
limiting beliefs and limitingmindsets exists, mm-hmm, is a
(27:49):
good thing, right?
So folks should be askingthemselves am I limiting myself?
Right and I'm biased and I'mlimiting myself for, for some
unknown reason, yeah, or is thisa true limit?
Right, exactly?
Is this a true physical worldlimit that you know is just not
(28:12):
practically overcome, you know?
Does that make?
Speaker 1 (28:15):
sense and actually I think that is the best way to
conclude this episode, which isthe one takeaway I would give
people watching or listening isto ask themselves, when they do
see something as a challenge orsomething that they used to say
no to, to think about, why arethey thinking it's impossible or
(28:35):
difficult or whatever the wordis right, why are they saying
that To look at it objectivelyversus subjectively, based upon
their past, based upon aperception, based upon, et
cetera, et cetera, et cetera.
I know we're almost out of time, right, do you?
Are you okay with the nextepisode we have if we start
(28:57):
breaking I know we talked abouta couple examples, but we start
breaking this down and look atways, how people can kind of
take baby steps, tread carefully, to try to start chipping away
at this block.
Speaker 2 (29:11):
I think that would be good to talk about.
I'll bring up one of the termsnow.
So opposite of a limitingmindset would be a growth
mindset, right, so we can talkabout how you shift your
perspective and your thoughtsand your beliefs from
limitations to growth, and Ithink that would be good to
(29:32):
figure out what that looks like.
Speaker 1 (29:34):
Agreed, good discussion, good discussion.
We'll take it there.
We'll take it to that next.
That looks like Agreed, gooddiscussion, good discussion.
We'll take it there.
We'll take it to that next step, next time.
Speaker 2 (29:40):
All right.
Well, thank you, mo, for comingdown.
Speaker 1 (29:42):
You are very welcome.
Speaker 2 (29:43):
And thank you to everyone that helped put this
podcast together.
Yes, thank you, your amazingteam, thank you.
Appreciate it so we can wrap itup.
Yes, sir, so let wrap it up.
Yes, sir, so let me just readthis out thank you all for
listening to this episode ofback to basics on the business
edge, brought to you byFeliciano School of Business at
Montclair State University.
We hope you enjoyed the podcast.
(30:05):
If you have any feedback orideas for future podcasts for us
, we're all ears, thank you.
Speaker 1 (30:10):
thank you, george see you next time.
Take care, awesome, thank you.
Hello everyone and welcome back to our episode, our
new episode of Back to Basics.
I am Moel Husseini and I amhere with my good friend, george
Elias.
How are you, george?
Speaker 2 (00:18):
How are you doing Great?
Super excited to be here in anactual studio instead see what
we're doing from our homes.
Can you believe this is our21st episode.
Speaker 1 (00:27):
Wow.
So for those who don't knowwhat George was talking about,
we've done about 20 episodes orso voice podcasts, so this is
our first video one.
Yeah, it's fun.
Yeah, first time we're face toface.
Yeah, how's the summer treatingyou?
The 100-degree weather, dailytemp.
Speaker 2 (00:45):
Well, you know, I like my summers hot and my
winters cold, so I'm okay withit, but it does present
challenges with trying to getoutdoors and work out and
whatnot I know.
I know, I know.
So what have you been up to?
Speaker 1 (00:56):
Nothing, just a couple of summer classes, and
I'm doing my usual coaching.
Speaker 2 (01:01):
How's that been going for you?
Speaker 1 (01:05):
It's going well.
It's going well Really, nocomplaints.
You know one idea or one topicI was thinking about for today
and tell me if you.
I know we had ended with adifferent topic last time, so I
was thinking that we can maybetalk about limiting beliefs,
limiting thoughts in a business,setting right how they impact
the decisions that we make, theopportunities that we take.
(01:25):
What do you think of that as atopic?
I think?
Speaker 2 (01:28):
it's a great topic.
Should we talk about that?
Sure, do you have any examples?
Speaker 1 (01:31):
Do you know what made me really think about it?
A couple of clients that I hadthat I was visiting over the
past couple of weeks.
Right, I noticed, besides thetask at the work part, right, I
realized that they're assessingtheir activity, their
opportunities, more.
(01:54):
They're defining them more bylimitations versus their
potential.
So they were thinking aboutwhat parameters limit me from
doing this or nah, you know, Ican't do this, this is too much
right.
Most of it, I noticed, wassubjective, like they were
limiting themselves from doingthings, not objectively, but
(02:16):
based upon notions and ideasthat they had in their mind.
That I was listening to themand I thought it's not real
right, me knowing them andknowing what their potential is,
I felt like they were limitingthemselves in ways that is
unrealistic.
And I'll give you an example.
You were just asking about anexample, a very simple example.
(02:37):
A sales manager was talking tome and he was telling me we're
talking about how they canrevise their customer
acquisition strategy.
What do you guys use?
I'll just call him joe.
What do you guys use, joe?
Well, we do abc and d.
Do you do any phone calls?
No, we can't make any phonecalls.
(02:57):
We can't cold call prospects.
It doesn't work for us and hewouldn't even discuss it right.
And I was thinking about well,maybe cold calling prospects
doesn't work.
But what if you defineprospects as people that you've
met at a networking event,people that know you, and you
try to call them right?
The fact that you've calledsomebody once and they didn't
(03:19):
pick up their phone, maybebecause they're busy out of town
, doesn't shut down the ideathat maybe you can call them
again or that you can try itwith someone else.
That's the most recent exampleI can think of.
What are your thoughts?
Speaker 2 (03:32):
No well.
So you know it's interestingthat you're bringing this up in
the context.
You're bringing it up becauseyou know a lot of times in
business, you know, our thoughtsand our beliefs and our mindset
really cause us to be biased.
Speaker 1 (03:48):
I agree.
Speaker 2 (03:49):
And it actually limits us from maybe considering
possible solutions oralternatives, and it will also
cause us sometimes to pick thewrong alternative just because
we may believe or have some sortof thought that we can't do it
that way.
Speaker 1 (04:09):
Or we can't do it at all.
Speaker 2 (04:10):
Or we can't do it at all.
Speaker 1 (04:11):
I agree with you.
Speaker 2 (04:12):
Or who says that you tried it before, but did you try
it in the right way?
So these beliefs and thoughts,they tend to be reinforcing on
themselves.
So you know, once you have thisbelief or thought or mindset in
your head, that you can't dosomething or you're not good at
(04:32):
something or something's notachievable.
The fact that you never trymeans that you're right.
Yeah, you actually became.
Speaker 1 (04:41):
I agree with you.
Speaker 2 (04:42):
You actually become correct in your assessment,
right.
Speaker 1 (04:46):
Take it from the first step, because I agree 100%
that it starts as like anorganic virus that will keep
growing.
As time goes by, you'rereinforcing it over and over and
over and it becomes its ownentity, pushing you down that
belief, entity, pushing you downthat right, that belief but
(05:12):
take it from the first step.
Speaker 2 (05:13):
What do you think causes that limiting belief?
Yeah, so, so, like, whatcreates belief?
I, I think that there's a,there's a lot of causes.
Yeah, you know, you know myinstant thoughts are what causes
belief.
I go to childhood, right, and Ithink about parents and how
they talk to their children, orteachers or something of that
(05:33):
nature.
And you know, to give you anexample, let's say some kid
tries to play basketball for thefirst time, comes home and just
is distraught because theydidn't do so.
Well, right, the other kids onon the on the court were better,
and the mom or the dad or youknow a friend that says that's
okay, basketball is not yourthing.
Yeah, right, that's a limitingidea, that's a limiting thought,
(05:58):
right, and to me, that sort ofseeds that kid with a thought
well, basketball's not my thing.
And they may actually believeit.
And to me there's even levels ofbelief.
Right, there's maybe top-levelservice beliefs, but then
there's certain beliefs that maybecome very deep in your
conscious.
(06:19):
And let's say that basketballexample.
Well, maybe that spawns intoI'm just not athletic, right,
and then you just stop athleticsin general.
Well, because now you don't workout, now you don't try, you're
right.
At that point you becomeunathletic.
Yes, right.
So you know.
These sorts of things come upand sometimes they're
(06:41):
well-intentioned, right, like,you know, this adult or this
mentor or was saying in a way totry to comfort this child,
right?
But because of that impressionit spawns and the same thing
happens in business- yeah right.
Somebody tells you you can't dothat or we've tried that, we've
been there.
It can become a service beliefor it can be coming deeply held
belief.
The deeper that belief is held,the harder it is to change or
(07:06):
affect.
Speaker 1 (07:07):
To break out of it.
Speaker 2 (07:07):
And those beliefs start affecting your mindset.
So if you have limiting beliefs, you may start having things
like a negative mindset, right,and then that mindset creates
thoughts and actions andactually changes your entire
reality, because you actuallyperceive everything through that
mindset, right?
(07:28):
so it's a conviction that youget, that you're so that the sad
part is that example youbrought up in your consulting.
Yeah well, I can't cold call, Ican't do this, I can't do that.
Well, at some point that personhas just boxed themselves in,
right, I can't do anything.
I am now stuck in thissituation and they're calling
the consultant to tell them howthey can succeed inside that box
(07:52):
.
Speaker 1 (07:52):
Yep, right within their limitations.
Speaker 2 (07:54):
And you're saying who built that wall?
You did right, they limitedthem themselves.
Yeah, right.
So the the interesting partabout this is, as a manager, as
a leader, you can limit yourselfand have these limited mindsets
.
You can actually create yourteam to limit themselves.
(08:15):
It cascades down to your teamAbsolutely.
Speaker 1 (08:17):
You know the same thing with families.
Speaker 2 (08:19):
Families just end up having deeply held beliefs.
We're just an unathletic family.
I'm just using the same example.
We're just an unathletic family.
I'm just using the same example.
We're an unathletic family.
Well, because they never try,they never work at it.
They're right right Now.
Imagine if they could figureout how to get out of that
belief, out of that mindset, andactually work out and try to
(08:41):
become athletic.
Chances are they would be thenright.
And the same thing withbusiness if you perceive there's
barriers that you can'tovercome and you convince
yourself you won't overcome,them right?
Speaker 1 (08:53):
I agree, I agree well said from my humble experiences
, the origin of it that Inoticed that and we talked about
this.
I, I think in one of our firstepisodes.
I see it when I'm talking toyou and I'm not saying you, but
when I'm talking to one of myclients, a friend, a person,
(09:15):
someone else, what formulatestheir limitations or how they
think of themselves and theirpotential is I would think of it
maybe something they're bornwith, genetics, right, may, I'm
not tall enough.
I can't do anything about it.
I can't play basketball, forexample, or so.
(09:36):
It's something like hereditary,something that you get from a
role model, somebody that youknow what you're growing up,
when you're still in your teens,and you look at somebody wow,
this person, that's who I wantto be on.
I'll be like mike right, likemike jordan remember when we
were in college, that was acommercial that came out.
And the third one yourexperiences that you start
developing as you grow right, Iusually think those three areas
(10:01):
is what defines how we willlimit ourselves.
Now there's the whole idea, too, that do I even believe in
limitations?
I know you take a lot of Idon't want to say risks,
calculated risks in yourathletic life and you always.
We talk about it a lot and it'svery impressive.
Right, you do believe inpushing that limit, but some
(10:21):
people a they're just destinedto be this.
These are my limitations.
This is my comfort zone.
I'm going to live in it, right,and within that, they set their
standards based upon whatthey're born with, what their
family like you're talking about, the experiences they get from
their families or the rolemodels, right, and they define
(10:43):
everything that they do and theytake it to work.
They follow the same mentalityat work that they do at home.
Do you see what I mean?
So I think it marriesintersects with what you're
talking about, but that was mystarting point of how I started
thinking about it.
What is it that leads people tosay that's my, my limit?
(11:06):
Right, this is what I can do.
I'm a risk taker, I'm not arisk taker, and so on?
Speaker 2 (11:13):
Yeah, so some of that I agree with you may have to do
with some nature right and someof it may have to do with
learned responses, learnedresponses or an observation.
I think, well, first let mejust take this approach and then
we'll get back here.
Limitations knowing your limitsisn't necessarily a terrible
(11:36):
thing.
Altogether right when they'rerealistic.
Right, understanding somethingthat's dangerous and my limit is
to not hurt myself or dosomething that's just, you know,
going to really Break thingsright, no, no calls home to
cause harm.
No, knowing your limits, that'snot what we're talking about
(11:57):
here.
We're talking about limits thatare self-imposed, right like
they agree like that's that'syou know, and you're right.
I do test those beliefs andthose limits and in in various
ways, whether it's Running ordoing obstacle course races or
trying martial arts and thingslike that and I do it because I
want to get better and be bettertomorrow.
(12:19):
So part of that is more of ayou know I'll introduce this a
growth mindset.
Speaker 1 (12:25):
Yes.
Speaker 2 (12:25):
That's a growth mindset.
So you know, one of the thingsthat was introduced to me was
this idea of in order to be anexpert at something, it takes
about 10,000 hours, right.
So if you want to be a pianist,it's about 10,000 hours.
You want to be really an expertat the guitar or running, you
(12:47):
have to put 10,000 hours into it.
That means eight hours a day,five years, right?
So that's the type of effort.
So it takes a long time to getinto that, that period of
learning and growing.
That can be hard yeah especiallyif it's athletics or trying to
play the piano.
If you try to put me on thepiano at first, I'm not gonna be
(13:11):
that.
Good, yeah, it's gonna takeyears before I can play
something that I'm gonna behappy with.
Right, good, yeah, it's goingto take years before I can play
something that I'm going to behappy with.
Speaker 1 (13:18):
Right yeah.
Speaker 2 (13:19):
And.
I think that period is hard.
I think it's the same thingwith business.
It takes a long time to knowyour way and your limits and
what you need to do in business.
Right, that's 10,000 hours.
Now, if you've gone throughthat 10,000 hours and you're
like man, I'm still not good,that's not my thing.
Maybe that's a limit that'sjustified, right, but to me
(13:41):
that's the litmus test, right,because until you've put the
effort into it, maybe that couldbe your thing if you tried.
Speaker 1 (13:48):
Let me ask you something, because I don't know
if I agree or disagree with you,but I want to ask the question
first.
So you're saying the limitingbelief is something and me and a
task situation limiting myselfis something else.
Speaker 2 (14:01):
I.
Speaker 1 (14:02):
I think that the you don't think they're connected.
Speaker 2 (14:05):
I think the limiting thought yes comes.
Comes about sometimes eitherfrom other people who prompt you
with it right, or, I think,there's times where you
self-limit yourself becausethings are hard.
Speaker 1 (14:16):
But don't you think that leads into whether or not
you test your limits within atask?
Speaker 2 (14:23):
So it depends on your personality, right?
So, me, I'm a type of personwhere I think something's hard
and I get excited over thechallenge, right?
So there's something in me thatsays I like this challenge.
It's a challenge, it's a puzzle, it's something that I need to
do.
Well, that's because I enjoythat piece of it.
Speaker 1 (14:46):
You enjoy taking the challenge because of your
personality.
I enjoy it.
Speaker 2 (14:50):
Not everybody enjoys that, true, and I'm just
pointing out that if you, if you, want to be good at something,
typically it takes effort.
Most people don't walk intosomething and just be good, yeah
Right.
And if you look at the peoplethat are good at things, maybe
there's an ounce of naturaltalent, maybe there's an ounce,
but they practice that all thetime.
(15:11):
You know I was thinking so.
You know I'm, you know my dayjob, I'm an engineer.
I think to myself from when Igrew up, I played Legos, I took
things apart.
Speaker 1 (15:25):
I took my phone apart .
You know I did that right.
Speaker 2 (15:29):
I tinker and I like to know how things work.
I've been doing that since Iwas like two years old, right.
I put in more than 40 years ofthinking about how the world
works and things work.
It's hard to compete withsomebody who's younger than if
somebody who's?
younger than me doesn't have asmuch experience and didn't put
that much effort into it.
(15:49):
How do they know how everythingworks then?
Right, they just don't have theexperience.
Right, it's the same thing withsoccer, Same thing with
business, Right?
If you have parents that areentrepreneurs and business
people and every day at thedinner table they talk about
business, what are the kidslearning?
They're learning about business.
They're learning aboutrelationships.
(16:11):
They naturally, even inchildhood, start getting good at
it.
Speaker 1 (16:15):
Think about it, at it , think about us.
Let's think about, because yousaid, yeah, 10 000 hours.
Speaker 2 (16:19):
I agree let's keep it .
Yeah, I know, yeah, yeah let'skeep it simple.
Speaker 1 (16:23):
We, in the same manner.
Formulating a habit or breakinga habit takes two to three
weeks, right to break a habit.
Usually, on average, that'swhat it takes to to change it.
So to change a habit in thesame logic, right, if I believe
that I can't stop smoking, thatmy father used to drink, so now
(16:47):
I have to drink and I can'tbreak out of that cycle.
I'm using some just general,like the first example that
comes to my mind, but my, my dadwas athletic.
He used to run every day in themorning.
I can or I cannot right Makingthose decisions.
That also falls under thelimiting belief.
Speaker 2 (17:05):
Completely, completely.
And again, I think we naturallycome up with these limiting
beliefs, and some are notterrible, right.
Some are not terrible.
Some could be good andlife-saving even.
But in the case of I can't stopsmoking or I can't lose weight
or I can't do do things likethat, the fact of the matter is,
(17:25):
if you actually believe youcan't that, then it becomes true
yes, but if that's what I meant, but if you were able to catch
yourself in that mindset and say, hey, that's a limiting mindset
, and say, how can I changeright, maybe you'd have a chance
and we can talk some other timeabout that I was going to say
this how do we counter it?
Speaker 1 (17:47):
Yeah, we'll talk about that in the next episode,
but we're on the same page.
We're on the same page withwhat you're talking about.
Speaker 2 (17:52):
Go ahead, but we're on the same page with what
you're talking about.
What was go ahead?
But just one more thing I thinkthe limiting beliefs are
sometimes a self-defensemechanism.
Yeah Right, you're afraid thatif you were to try and put
yourself out there on it, youmight find out that you fail
Right, and that's hard.
Speaker 1 (18:11):
Right.
So your defensive mechanism isto just say that.
Speaker 2 (18:13):
I'm not going to do it.
Speaker 1 (18:15):
Okay, I'm not going to do it.
Okay, I'm processing whatyou're saying.
But, yeah, no, I agree with you.
I agree with you.
And here's now, if we take itthe next step, right, I am a
manager, I am a VP, I have myteam of 80 people.
Now, imagine you go into a jobwith that mentality.
What kind of culture thatcreates for your team?
(18:39):
Right, that's one extreme.
On the other hand, if I walkout of this building and I look
at it and you tell me, mo, let'spush this building one block
down, I know we can't do itright back here, crazy, georgie,
we can't do that.
I figured out.
But you know what I mean,though, right, like you wouldn't
be able to do it.
But if you ask me to take on aproject right, because I'm
(19:05):
trying to take it to show, like,where the limit is that you
mentioned before you ask me, mo,take on this project that I've
never done before, I also needto know when to say yes to
something and when to say no.
I don't want to take a biggerbite than I can chew, because I
see it work in both ways inbusinesses, right?
(19:26):
Sometimes, yes, I'm too scaredto take the risk, but sometimes
some people take on thingsthat's too big for them and it
backfires.
Speaker 2 (19:35):
So that's true, but some level of risk is important
to be able to take in business.
Speaker 1 (19:41):
And that's the question what is that?
How far?
Speaker 2 (19:44):
So I would say in that case, like in the example
of I've never done somethinglike this before, you know, I
think my advice to thatindividual would be something
like be honest with that personwho's tasking you.
Say, hey, I've never donesomething like this before.
I might need some extraguidance.
Speaker 1 (20:01):
But that's the thing.
What if you don't even know?
That's my point.
Like, imagine this, I don'tmean to interrupt you, but to
take it so you can properlyanalyze it.
You're my boss.
You tell me, mo, we needsomebody to manage our new sales
team in Japan.
We me, mo, we need somebody tomanage the new, our new sales
team in Japan.
We're putting you there.
Can you handle it?
Yes, sir, I can.
I've never been out of Jersey orPennsylvania right, I've never
(20:22):
been out, I, so I don't know forme to come and tell you right
what questions to ask or whateven to talk about, because I
delusionally think that I can doit.
Speaker 2 (20:34):
So I would say, if I tasked you with something like
that, I would maybe have aproblem as a supervisor.
Right there you go.
That's my point.
Speaker 1 (20:43):
That should be on the manager to actually be able to
read the person.
Speaker 2 (20:49):
That's true.
But let's say I tasked you withsomething like that and let's
just switch it up a little bit.
Let's say you had the beliefthat I've never been out to
Japan.
I don't know how they do sales.
I, you know you have thatlimiting mindset.
It should be my job to explainto you why you're a good fit for
that and to objectively lay itout.
(21:10):
Hey, you have these other goodqualities.
I understand that's a stretchfor you.
We're going to get you help inthat aspect so you can learn.
Here's a book to read.
Here's how they look at it.
Here's some backgroundinformation, and it should be my
job as supervisor to help youthrough that.
Speaker 1 (21:27):
And I agree and my point is that sometimes, because
we talk about limiting beliefsand it being a toxic and
negative culture right, wetalked about that.
And cascading down to your team, if I'm the kind of person that
always limits myself versuschallenging myself, but, on the
other hand, right, if I do havean individual that I'm assigning
(21:49):
him or her to do something, Ihave to realize if they are that
kind of pessimistic, verycautious, whatever you want to
call it kind of person, or ifthey're one type of person that
always puts themselves,challenges themselves, with
risks, without properlyassessing it.
So as a manager, I have to beable to read both types of
(22:12):
individuals.
Speaker 2 (22:12):
So I completely agree .
So I was working on a proposalresponse right for in business.
This is actually a true storyand one of the main engineers on
the program came to ourstand-up meetings we have quick
15-minute stand-up meetings totalk about how it goes and every
word that came out of his mouthwas negative.
(22:32):
Every reason why we can't getthere, we can't do this, we
can't do that, we can't do thisright.
He just listed he had a wholedozen of them, right and I said
stop, stop.
I said I don't wanna hear anymore about why we can't do it, I
only wanna hear reasons why wecan.
And the whole room changed.
(22:55):
The whole room changed andeverybody started explaining the
background.
We had this and that and thetimeline.
You know that we won that.
We actually won that Nice Right, and it was because the whole
team stopped having the picturesin their heads of failure and
the whole team started thinkingabout how they're going to win.
Speaker 1 (23:15):
Visualizing the success.
Speaker 2 (23:17):
Yes, so I agree, one individual coming with negative
thoughts.
They're infectious, right, andit can affect not just them as
an individual, it can affect theteam, it can affect the company
, it can affect the nation, itcan affect humanity in itself.
I know one of the examples thatI had told you about was about
(23:39):
flight.
So I've recently read a book onthe Wright Brothers.
What I find amazing is, priorto the Wright Brothers' first
flight in that Wright Flyer,there was a belief mankind-wide,
like worldwide belief, thatlighter-than-air flight for
human beings was impossible.
There were scientific paperspublished saying that is
(24:02):
impossible.
Scientists were going aroundsaying you can't fly people,
they're not meant to, they can'ttoo much weight.
You know it'll never happen.
Once the Wright brothers did itand it got out, it's like 50
years later there was commercialaircrafts.
I mean the speed at which itwent.
So somehow Leonardo da Vinciwas doing drawings of flying
(24:26):
machines.
I think he believed that it wasgoing to be one day possible.
Somewhere along the way therewas some limiting belief that
became infectious acrosshumanity and then, once it was
realized you could do it.
Bam, and it happens all thetime the four-minute mile.
People believe it wasphysically impossible for a
(24:47):
human being to run a mile infour minutes.
One person did it.
Next year everybody was doingsub-four-minute miles.
Does that mean that theycouldn't before?
I would say no, they couldbefore, but this limiting belief
, even across worldwide, stopspeople from breaking through
(25:10):
something right.
So I actually believe thatthere's a lot of limiting
beliefs us as human beings havethat limit humanity in general,
and I think that the folkslistening to this podcast if
you're a human being and you'relistening, you're amazing and
you should believe that you'reamazing and you should believe
that you can achieve even morethan you think.
(25:31):
So if you put your mind to itand you work hard, that's
achievable.
Speaker 1 (25:38):
I mean, I always knew that I was amazing.
Speaker 2 (25:40):
You are, but in all seriousness think about this.
Speaker 1 (25:43):
So the point is that we're trying to make that that
negative state of mind could be,as a starting point, a mental
block in our mind that stops usfrom doing this, doing this,
doing this, doing this, doingthis.
So the idea is, as a concept,before we even get into
different examples, right, as aconcept, people should, as a
(26:07):
starting point, believe thatthere's no such thing as a
negative state of mind.
There is something being there,is being of mind, there is
something being there is beingcautious, there is something
being calculating and the risksthat you're taking.
But we should not kind of likethe example you talk about,
because I see this all the timeyou sit in a meeting.
People hate change.
We know that in the businessworld people and that's why we
(26:28):
have like change managers peoplehate change, right?
They don't want to go from onething and I've seen this all the
time when we used to buildcustomer master databases.
People don't want to go fromone thing and I've seen this all
the time when we used to buildcustomer master databases People
don't want to go from the oldschool way to the new way, and
it's probably going to be faceda lot with AI.
So we know people hate change.
But where was I going with this?
But the idea is that it's onething to properly calculate that
(26:51):
change and see where it's goingto assess it, versus from the
beginning saying ah no, I'm notgoing to do this, I don't even
want to try this.
Right, people have tounderstand that there's to look
at the potential in somethingand not the limitation in it.
Speaker 2 (27:07):
So yeah, so I mean I again I don't want to get too
far into like the countermeasurefor the limiting beliefs, but
they're infectious, they makeyou biased.
They, those limiting thoughtsbecome, change your whole
mindset.
So you look through the worldthrough this mindset of
limitation.
It can grow beliefs.
(27:29):
Those beliefs can get deeprooted and reinforce your
thoughts generations to come itcan, right, it can.
So I don't want to get into thecountermeasures so much, but
truthfully, just identifyingthat limits, limiting ideas and
limiting beliefs and limitingmindsets exists, mm-hmm, is a
(27:49):
good thing, right?
So folks should be askingthemselves am I limiting myself?
Right and I'm biased and I'mlimiting myself for, for some
unknown reason, yeah, or is thisa true limit?
Right, exactly?
Is this a true physical worldlimit that you know is just not
(28:12):
practically overcome, you know?
Does that make?
Speaker 1 (28:15):
sense and actually I think that is the best way to
conclude this episode, which isthe one takeaway I would give
people watching or listening isto ask themselves, when they do
see something as a challenge orsomething that they used to say
no to, to think about, why arethey thinking it's impossible or
(28:35):
difficult or whatever the wordis right, why are they saying
that To look at it objectivelyversus subjectively, based upon
their past, based upon aperception, based upon, et
cetera, et cetera, et cetera.
I know we're almost out of time, right, do you?
Are you okay with the nextepisode we have if we start
(28:57):
breaking I know we talked abouta couple examples, but we start
breaking this down and look atways, how people can kind of
take baby steps, tread carefully, to try to start chipping away
at this block.
Speaker 2 (29:11):
I think that would be good to talk about.
I'll bring up one of the termsnow.
So opposite of a limitingmindset would be a growth
mindset, right, so we can talkabout how you shift your
perspective and your thoughtsand your beliefs from
limitations to growth, and Ithink that would be good to
(29:32):
figure out what that looks like.
Speaker 1 (29:34):
Agreed, good discussion, good discussion.
We'll take it there.
We'll take it to that next.
That looks like Agreed, gooddiscussion, good discussion.
We'll take it there.
We'll take it to that next step, next time.
Speaker 2 (29:40):
All right.
Well, thank you, mo, for comingdown.
Speaker 1 (29:42):
You are very welcome.
Speaker 2 (29:43):
And thank you to everyone that helped put this
podcast together.
Yes, thank you, your amazingteam, thank you.
Appreciate it so we can wrap itup.
Yes, sir, so let wrap it up.
Yes, sir, so let me just readthis out thank you all for
listening to this episode ofback to basics on the business
edge, brought to you byFeliciano School of Business at
Montclair State University.
We hope you enjoyed the podcast.
(30:05):
If you have any feedback orideas for future podcasts for us
, we're all ears, thank you.
Speaker 1 (30:10):
thank you, george see you next time.
Take care, awesome, thank you.
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