February 20, 2025 • 13 mins
Unlock the secrets of high-stakes communication with none other than Sean Spicer, former White House Press Secretary and master strategist. Ever wondered how communication can shift the course of political landscapes or influence public discourse? Our conversation with Sean unveils the fine line between tactics and strategy and highlights the power of a goal-oriented approach. From his invaluable experiences in Washington, DC, to the technological tidal wave transforming how messages are conveyed, Sean sheds light on how democratized platforms like social media provide unprecedented opportunities to engage with a polarized world.
Sean doesn't just talk the talk; he walks us through real-life examples of leadership challenges and the importance of strategic buy-in. With insights from his time at the RNC, you'll learn the intricate dance of defining problems, proposing solutions, and rallying stakeholders to turn vision into reality. Plus, Sean invites you to explore his dynamic digital presence with interactive YouTube shows and a twice-weekly newsletter, offering a front-row seat to his ongoing projects and lively discussions. Whether you're an aspiring communicator or a seasoned pro, Sean's insights are your guide to navigating the complex world of political communication.
#SeanSpicerShow #Ideagen #GLS2025
Sean's Linkedin: https://www.linkedin.com/in/spicersean/
Learn more about the Sean Spicer Show here: https://www.seanspicer.com/s/the-sean-spicer-show
View the entire 2024 Global Leadership Summit here: https://www.ideagenglobal.com/2025globalleadershipsummit
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:11):
Welcome to IdeaGen TV live from Washington DC.
Honored and privileged to havea fellow Rhode Islander here,
fellow colleague in the WhiteHouse, sean Spicer.
Sean, welcome, good to see you.
Thanks for having me.
Great to see you here, lookinggood as always.
So you've enjoyed an extensivecareer in communications.
You've done a lot.
(00:32):
You've been press secretary,white House press secretary.
You have your own show.
You.
You know how to communicate andyou've been in the White House,
like I mentioned, and theRepublican National Committee,
nrcc.
I remember those days a longtime ago.
I'm dating you.
It's not possible becauseyou're still 20.
But you know, sean, what is thekey to effective communication.
Speaker 2 (00:58):
A couple things.
I think too many times peopleconfuse tactics with strategy.
So they'll say okay, let's putout a press release, let's send
a tweet.
You have to have with strategy.
So they'll say okay, let's putout a press release, let's send
a tweet.
You have to have a strategy,where do you want to end up?
And then work backwards, right.
So too many times people focuson the tactic and they'll want
to hey, we should get the bossto give a speech, we should go
out and do that.
Those are all tactics.
It's sort of like building ahouse and just saying, okay,
(01:19):
let's go, bunch of boards, youhave to have a plan, you have to
know where you want to go,where you want to end up.
And too many times I thinkpeople chase the tactic and
don't have a comprehensivestrategy.
So in a crisis situationobviously today we're dealing
with a tragedy there's a lot ofgroups that are like let's get
something out.
Why, why are you doing that?
What's the goal?
Who's the audience?
(01:39):
And think backwards what areyou trying to actually affect
change with?
Is it that you want an audienceto know something?
Because I think too often peoplejust literally uh, I had a
phrase during media training.
Too many people put thesecretary and press secretary so
they'll pick up the phone andthey'll be like hey, tell the
boss, oh, there's a reporterfrom the washington post that
wants to talk to you.
(01:59):
Okay, well, a secretary doesthat.
There's no element of strategyor thought that have gone into
that.
Why do do they want to talk toyou?
Should you talk to them?
What's the message you want toget out?
And too often it's just oh well, I don't know.
They called and, like I said,anyone can answer a phone and do
that.
Good communicators thinkthrough the process and the
strategy that they want to endup at and work backwards that
(02:21):
they want to end up at and workbackwards.
Speaker 1 (02:24):
You know that's incredibly insightful, and so
what methodologies do you use,do you employ when crafting
messages to ensure it'simpactful and can resonate with
different audiences andstakeholders?
Speaker 2 (02:39):
So I think, again, part of it is to understand what
their goals are.
What are they trying to achieve?
So, like in a place like DC, isit that you want to elevate
your status, you want to be partof the conversation, you want
to be a player in a policydiscussion?
That's a very different thingthan trying to change the
outcome of a specific policy,right?
So a lot of times you get a CEOof an association and they want
to elevate their status withinmaybe DC or within the community
(03:02):
, within Capitol Hill, withinmaybe DC or within the community
within Capitol Hill.
But that's very different than,hey, we have a bill or a piece
of legislation that we're tryingto stop, and so part of it is
making sure that everyone agreeson the goal.
What is it that you're actuallytrying to do, or stop, or
amplify, and then take stock ofwhat you have?
Not everybody's good ontelevision and part of it is
(03:25):
risk.
Right, it's like investing.
You sometimes will sit downwith the broker and they'll say,
okay, what's your degree ofrisk?
How much do you want to get outthere?
When do you need yourinvestments to mature by, et
cetera.
Well, the same thing's truewith stakeholders in a
communications fight.
Some of them are like I want todo all this, but I don't want to
say anything.
I don't want us to be publicabout it.
It's like, okay, well, that'snot going to happen.
(03:45):
So part of it is to berealistic with the folks as far
as what is it going to take todo that?
Who are the people that youhave?
And one of the things I like totell clients once in a while is
like sometimes you can have acoach, but you need players.
So I can sit back and say, hey,I can tell you what to do, what
we need to happen, but there'sgot to be other players on the
field.
So maybe it's the CEO, maybeit's some other outside
(04:08):
stakeholders, board members,whatever but you've got to have
a team.
It's not just hiring one personand going OK, it's a quick fix.
Speaker 1 (04:16):
You know it's, it's an interesting time in
Washington and around the world.
What, what are some of the waysyou can overcome the challenges
in a polarizing environment interms of communication?
Speaker 2 (04:30):
Well, never before have so many tools been at
people's disposal.
When I first got into thebusiness, if you wanted to go do
a bunch of TV hits, you had togo to a television studio.
You could even do satellitetours, but they had to be.
I mean, you can do a satellitetour pretty much off your own
computer these days if you'vegot strong internet and a good
background and all that kind ofstuff.
(04:51):
The ability to communicatethrough social media channels
and everything else has allowedanybody to have the opportunity
to engage, and so part of it isusing the tools available to you
in an effective way.
So part of it is using thetools available to you in an
effective way, and so it used tobe.
You know, hey, if you wanted toget involved in the
conversation, you had to go buy,you know, a thousand points of
(05:11):
TV in certain markets.
Now you can do it with a lotmore effective and accountable
ways.
What I mean by that is you knowNielsen will tell you, if you
buy a thousand points of TV, theaverage viewer sees it seven
times.
They can't prove that, it'sjust, it's a guess.
Speaker 1 (05:27):
Sorry, TV people.
Speaker 2 (05:29):
But the consultants get 15% of the buy so they love
it.
But when you do digital tactics, you can geo-target who you
want.
You can look at thedemographics of who you want and
you can find out did they click, Did they act, Did they do
something?
So it's not saying that one'sbetter than another, but part of
it is now figuring out whatyou're trying to achieve, who
the audience is, and having somedegree of accountability.
Speaker 1 (05:49):
Incredible.
So what's the most valuablelesson you've learned?
Managing high stakescommunications.
Speaker 2 (05:57):
I think what I said at the beginning, which is to
know your principle, know whattheir goals are and be clear on
them.
So we, usually when I'm engagedwith them, I'll write a plan
and be like do we agree thatthis is what we want to do?
This is how we want to do it,so that when you go back, that
there's no misunderstanding,because too often I think people
(06:17):
come out and say like, oh myGod, I saw that I always tell
people to use the investmentstrategy.
Again, it's not all guaranteedupside right.
So you punch a story out.
You might bring some people outof the woodwork that suddenly
ate on you or oppose what you'redoing, and so explaining the
risk to them, making sure thatthey understand that not
(06:38):
everything is send something out.
Everybody loves you.
And also to to manage that likethere are people who will watch
something and say, oh, I shouldgo on television.
I should just, could you justget me on Fox?
Like, yeah, sure, yeah, it alsogives you a balloon ride over
the Washington monument.
I mean it just that's not howit away.
It's like that's not.
(07:08):
You know, there's a degree ofreality when it comes to the
goals and the expectations andyou've got to make sure that
everyone's clear on what thoseare.
Speaker 1 (07:15):
So what lessons?
You've worked in government.
You work with corporate leaders.
What lessons can each learnfrom each other in terms of
effective communication?
Speaker 2 (07:24):
Well, one.
You know everyone's got a roleto play.
Lawyers have a role to play.
Your policy people have a roleto play and understand like
bring your communicators in.
What are your goals?
What are you trying to do?
But I find, you know, I watch alot of law and order, so I
always think that I can be alawyer, but I can't.
And it's the same thing withwhat we do.
(07:45):
It's a profession and too manytimes good organizations bring
the communicators in at thefront end hey, this is what
we're trying to do.
Can you help craft a plan to doit?
But on the flip side, I've beenpart of several organizations
where it's like okay, so what wedid is we sent this thing out,
Now can you fix it?
It's like trying to put thegenie back in the bottle and
(08:05):
that doesn't work.
It doesn't work like that.
And so good organizationsunderstand that everyone's got a
role to play and respect therole of what the communications
team is supposed to be doing.
Bad ones go ahead and do stuffand then try to get people to
say, ok, now fix it or mold it,whatever.
And once the ship has sailed,there's only so much you can do.
Speaker 1 (08:27):
Sean, you've worked with a lot of leaders across the
spectrum, across sectors,across Washington and around the
world.
What would you say are some ofthe key qualities that you've
seen that are essential foreffective leadership?
Speaker 2 (08:44):
It depends.
So I mean, I spent 26 years inthe military and there's a
different ethos there, which youknow.
Taking care of your sailors, inmy case in the Navy, is
critical.
If you want employees torespect you and to work hard.
They have to feel like there'svalue in what they're doing.
And so knowing your people,knowing what they do, knowing
how they contribute, knowing howto motivate them I mean there's
(09:07):
simple little things that youcan do to highlight people's
work, knowing your own strengthsand weaknesses, like you have
to be able to do like a SWOTanalysis of yourself what are
you good at, what are you notgood at and trust the people
that can build that team upright.
So I find the best leaders arethe ones that empower you and
(09:29):
recognize their strengths andtheir weaknesses.
Speaker 1 (09:32):
That's great and I agree You're a leader.
This is more of a personalquestion, but what is an example
of a leadership challenge thatyou have overcome that you can
share with our global audience,and how you achieved it through
effective communication?
Speaker 2 (09:54):
Just trying to think off the top of my head.
Look, when I was at the RNC inthe latter part of my tenure
there, we recognized several bigproblems that the party had and
we went out, gathered the rightpeople together, figured out
how to get buy-in Because that'sthe other thing.
(10:14):
Part of this is, when you havean issue, getting the buy-in
from the right people is whatmatters.
And so we went out and reformedthe entire primary debate
process because we explained theproblem really well.
We gave them a solution.
So when we present the problem,half the time a good leader
will go and say we've got aproblem, here's how I think we
can solve it.
What do you guys think?
(10:35):
Let's get some buy-in If youjust simply say, hey, here's the
problem, you're going to get a.
You know everyone in the worldis going to have an opinion.
You're going to get 50different directions and not buy
in.
So what we were able to do inthat particular situation is we
knew we had a problem.
We knew the party was losingits grip on something.
We devised a solution that wethought was a smart one.
(10:56):
We figured out who the rightpeople were that we need to get
buy in from and then sort of gotthem to get in with us on the
solution and ultimately it wasan unbelievable, huge success.
But part of it was the processby which we did that.
If you walk into a room andjust tell everyone here's what
we're doing, you might besuccessful 50% of the time at
most.
But I think if you get thebuy-in from them as to that they
(11:20):
feel like they're bought intothe problem that exists and the
direction that you want to go,your degree of success, of
having success will be a lothigher.
Speaker 1 (11:28):
Incredible insight, incredible.
And a final question for you,which is what is your call to
action for our global audience?
You're a communicator, you're aleader, you've served in our
nation and thank you for yourservice.
What is it that you would say?
The one thing that you wouldsay look, this is essential.
This is essential forcommunicating effectively.
Speaker 2 (11:53):
Well, again, I would go back to know what you want to
accomplish.
I mean, anyone can make noise,especially in these days.
You can send out tweets, youcan put out statements, you can
do videos, but you have to knowwhere you want to go.
And too many times, like I said, I see people just throwing
tactics at a wall and thenhoping that it gets them
somewhere.
I mean, sometimes you mightactually be somewhat successful
(12:15):
in that, but if you don't knowwhere you want to go, then
people aren't going to followyou.
Number one, and your likelihoodof success is pretty small.
Because it's like waking up andgetting into a car, just you
know, starting to drive and hopethat you end up exactly where
you wanted to go, without a map,without a destination in mind,
without a map, without adestination in mind.
I mean, maybe you might getlucky and be happy where you end
(12:36):
up, but the odds are prettygood that if you don't do any of
the planning, you don't have aset of where you want to end up.
Speaker 1 (12:45):
I don't want to disparage a state, but who knows
where you end up.
Fair Sean, how do people learnmore about your work and what
you're doing?
Speaker 2 (12:52):
You can send cash.
So my website is se,seanspicercom.
Do a newsletter twice a week.
It's free.
You can always become a VIPmember.
And then I've got two shows onYouTube, my YouTube channel.
Every night One is live at 9o'clock every morning Myself,
mark Halpern, a guy named DanTurrentine, who was a Capitol
Hill chief of staff.
He worked for Hillary Clintonand it's the only live
(13:14):
interactive show about politics.
So for a half hour we talkabout the issues of the day and
then we take questions fromanyone around the world.
It's actually unbelievablyunique.
We've got a live event Sundaynight in DC and then at six
o'clock, same channel.
I have a tape show which is alittle bit more political.
But two shows, both on myYouTube channel that you're
(13:36):
always free to go to.
Just go to YouTube, sean Spicer, just get past all the Melissa
McCarthy stuff.
You get there.
Speaker 1 (13:43):
Sean Spicer.
Thank you so much.
Welcome to IdeaGen TV live from Washington DC.
Honored and privileged to havea fellow Rhode Islander here,
fellow colleague in the WhiteHouse, sean Spicer.
Sean, welcome, good to see you.
Thanks for having me.
Great to see you here, lookinggood as always.
So you've enjoyed an extensivecareer in communications.
You've done a lot.
(00:32):
You've been press secretary,white House press secretary.
You have your own show.
You.
You know how to communicate andyou've been in the White House,
like I mentioned, and theRepublican National Committee,
nrcc.
I remember those days a longtime ago.
I'm dating you.
It's not possible becauseyou're still 20.
But you know, sean, what is thekey to effective communication.
Speaker 2 (00:58):
A couple things.
I think too many times peopleconfuse tactics with strategy.
So they'll say okay, let's putout a press release, let's send
a tweet.
You have to have with strategy.
So they'll say okay, let's putout a press release, let's send
a tweet.
You have to have a strategy,where do you want to end up?
And then work backwards, right.
So too many times people focuson the tactic and they'll want
to hey, we should get the bossto give a speech, we should go
out and do that.
Those are all tactics.
It's sort of like building ahouse and just saying, okay,
(01:19):
let's go, bunch of boards, youhave to have a plan, you have to
know where you want to go,where you want to end up.
And too many times I thinkpeople chase the tactic and
don't have a comprehensivestrategy.
So in a crisis situationobviously today we're dealing
with a tragedy there's a lot ofgroups that are like let's get
something out.
Why, why are you doing that?
What's the goal?
Who's the audience?
(01:39):
And think backwards what areyou trying to actually affect
change with?
Is it that you want an audienceto know something?
Because I think too often peoplejust literally uh, I had a
phrase during media training.
Too many people put thesecretary and press secretary so
they'll pick up the phone andthey'll be like hey, tell the
boss, oh, there's a reporterfrom the washington post that
wants to talk to you.
(01:59):
Okay, well, a secretary doesthat.
There's no element of strategyor thought that have gone into
that.
Why do do they want to talk toyou?
Should you talk to them?
What's the message you want toget out?
And too often it's just oh well, I don't know.
They called and, like I said,anyone can answer a phone and do
that.
Good communicators thinkthrough the process and the
strategy that they want to endup at and work backwards that
(02:21):
they want to end up at and workbackwards.
Speaker 1 (02:24):
You know that's incredibly insightful, and so
what methodologies do you use,do you employ when crafting
messages to ensure it'simpactful and can resonate with
different audiences andstakeholders?
Speaker 2 (02:39):
So I think, again, part of it is to understand what
their goals are.
What are they trying to achieve?
So, like in a place like DC, isit that you want to elevate
your status, you want to be partof the conversation, you want
to be a player in a policydiscussion?
That's a very different thingthan trying to change the
outcome of a specific policy,right?
So a lot of times you get a CEOof an association and they want
to elevate their status withinmaybe DC or within the community
(03:02):
, within Capitol Hill, withinmaybe DC or within the community
within Capitol Hill.
But that's very different than,hey, we have a bill or a piece
of legislation that we're tryingto stop, and so part of it is
making sure that everyone agreeson the goal.
What is it that you're actuallytrying to do, or stop, or
amplify, and then take stock ofwhat you have?
Not everybody's good ontelevision and part of it is
(03:25):
risk.
Right, it's like investing.
You sometimes will sit downwith the broker and they'll say,
okay, what's your degree ofrisk?
How much do you want to get outthere?
When do you need yourinvestments to mature by, et
cetera.
Well, the same thing's truewith stakeholders in a
communications fight.
Some of them are like I want todo all this, but I don't want to
say anything.
I don't want us to be publicabout it.
It's like, okay, well, that'snot going to happen.
(03:45):
So part of it is to berealistic with the folks as far
as what is it going to take todo that?
Who are the people that youhave?
And one of the things I like totell clients once in a while is
like sometimes you can have acoach, but you need players.
So I can sit back and say, hey,I can tell you what to do, what
we need to happen, but there'sgot to be other players on the
field.
So maybe it's the CEO, maybeit's some other outside
(04:08):
stakeholders, board members,whatever but you've got to have
a team.
It's not just hiring one personand going OK, it's a quick fix.
Speaker 1 (04:16):
You know it's, it's an interesting time in
Washington and around the world.
What, what are some of the waysyou can overcome the challenges
in a polarizing environment interms of communication?
Speaker 2 (04:30):
Well, never before have so many tools been at
people's disposal.
When I first got into thebusiness, if you wanted to go do
a bunch of TV hits, you had togo to a television studio.
You could even do satellitetours, but they had to be.
I mean, you can do a satellitetour pretty much off your own
computer these days if you'vegot strong internet and a good
background and all that kind ofstuff.
(04:51):
The ability to communicatethrough social media channels
and everything else has allowedanybody to have the opportunity
to engage, and so part of it isusing the tools available to you
in an effective way.
So part of it is using thetools available to you in an
effective way, and so it used tobe.
You know, hey, if you wanted toget involved in the
conversation, you had to go buy,you know, a thousand points of
(05:11):
TV in certain markets.
Now you can do it with a lotmore effective and accountable
ways.
What I mean by that is you knowNielsen will tell you, if you
buy a thousand points of TV, theaverage viewer sees it seven
times.
They can't prove that, it'sjust, it's a guess.
Speaker 1 (05:27):
Sorry, TV people.
Speaker 2 (05:29):
But the consultants get 15% of the buy so they love
it.
But when you do digital tactics, you can geo-target who you
want.
You can look at thedemographics of who you want and
you can find out did they click, Did they act, Did they do
something?
So it's not saying that one'sbetter than another, but part of
it is now figuring out whatyou're trying to achieve, who
the audience is, and having somedegree of accountability.
Speaker 1 (05:49):
Incredible.
So what's the most valuablelesson you've learned?
Managing high stakescommunications.
Speaker 2 (05:57):
I think what I said at the beginning, which is to
know your principle, know whattheir goals are and be clear on
them.
So we, usually when I'm engagedwith them, I'll write a plan
and be like do we agree thatthis is what we want to do?
This is how we want to do it,so that when you go back, that
there's no misunderstanding,because too often I think people
(06:17):
come out and say like, oh myGod, I saw that I always tell
people to use the investmentstrategy.
Again, it's not all guaranteedupside right.
So you punch a story out.
You might bring some people outof the woodwork that suddenly
ate on you or oppose what you'redoing, and so explaining the
risk to them, making sure thatthey understand that not
(06:38):
everything is send something out.
Everybody loves you.
And also to to manage that likethere are people who will watch
something and say, oh, I shouldgo on television.
I should just, could you justget me on Fox?
Like, yeah, sure, yeah, it alsogives you a balloon ride over
the Washington monument.
I mean it just that's not howit away.
It's like that's not.
(07:08):
You know, there's a degree ofreality when it comes to the
goals and the expectations andyou've got to make sure that
everyone's clear on what thoseare.
Speaker 1 (07:15):
So what lessons?
You've worked in government.
You work with corporate leaders.
What lessons can each learnfrom each other in terms of
effective communication?
Speaker 2 (07:24):
Well, one.
You know everyone's got a roleto play.
Lawyers have a role to play.
Your policy people have a roleto play and understand like
bring your communicators in.
What are your goals?
What are you trying to do?
But I find, you know, I watch alot of law and order, so I
always think that I can be alawyer, but I can't.
And it's the same thing withwhat we do.
(07:45):
It's a profession and too manytimes good organizations bring
the communicators in at thefront end hey, this is what
we're trying to do.
Can you help craft a plan to doit?
But on the flip side, I've beenpart of several organizations
where it's like okay, so what wedid is we sent this thing out,
Now can you fix it?
It's like trying to put thegenie back in the bottle and
(08:05):
that doesn't work.
It doesn't work like that.
And so good organizationsunderstand that everyone's got a
role to play and respect therole of what the communications
team is supposed to be doing.
Bad ones go ahead and do stuffand then try to get people to
say, ok, now fix it or mold it,whatever.
And once the ship has sailed,there's only so much you can do.
Speaker 1 (08:27):
Sean, you've worked with a lot of leaders across the
spectrum, across sectors,across Washington and around the
world.
What would you say are some ofthe key qualities that you've
seen that are essential foreffective leadership?
Speaker 2 (08:44):
It depends.
So I mean, I spent 26 years inthe military and there's a
different ethos there, which youknow.
Taking care of your sailors, inmy case in the Navy, is
critical.
If you want employees torespect you and to work hard.
They have to feel like there'svalue in what they're doing.
And so knowing your people,knowing what they do, knowing
how they contribute, knowing howto motivate them I mean there's
(09:07):
simple little things that youcan do to highlight people's
work, knowing your own strengthsand weaknesses, like you have
to be able to do like a SWOTanalysis of yourself what are
you good at, what are you notgood at and trust the people
that can build that team upright.
So I find the best leaders arethe ones that empower you and
(09:29):
recognize their strengths andtheir weaknesses.
Speaker 1 (09:32):
That's great and I agree You're a leader.
This is more of a personalquestion, but what is an example
of a leadership challenge thatyou have overcome that you can
share with our global audience,and how you achieved it through
effective communication?
Speaker 2 (09:54):
Just trying to think off the top of my head.
Look, when I was at the RNC inthe latter part of my tenure
there, we recognized several bigproblems that the party had and
we went out, gathered the rightpeople together, figured out
how to get buy-in Because that'sthe other thing.
(10:14):
Part of this is, when you havean issue, getting the buy-in
from the right people is whatmatters.
And so we went out and reformedthe entire primary debate
process because we explained theproblem really well.
We gave them a solution.
So when we present the problem,half the time a good leader
will go and say we've got aproblem, here's how I think we
can solve it.
What do you guys think?
(10:35):
Let's get some buy-in If youjust simply say, hey, here's the
problem, you're going to get a.
You know everyone in the worldis going to have an opinion.
You're going to get 50different directions and not buy
in.
So what we were able to do inthat particular situation is we
knew we had a problem.
We knew the party was losingits grip on something.
We devised a solution that wethought was a smart one.
(10:56):
We figured out who the rightpeople were that we need to get
buy in from and then sort of gotthem to get in with us on the
solution and ultimately it wasan unbelievable, huge success.
But part of it was the processby which we did that.
If you walk into a room andjust tell everyone here's what
we're doing, you might besuccessful 50% of the time at
most.
But I think if you get thebuy-in from them as to that they
(11:20):
feel like they're bought intothe problem that exists and the
direction that you want to go,your degree of success, of
having success will be a lothigher.
Speaker 1 (11:28):
Incredible insight, incredible.
And a final question for you,which is what is your call to
action for our global audience?
You're a communicator, you're aleader, you've served in our
nation and thank you for yourservice.
What is it that you would say?
The one thing that you wouldsay look, this is essential.
This is essential forcommunicating effectively.
Speaker 2 (11:53):
Well, again, I would go back to know what you want to
accomplish.
I mean, anyone can make noise,especially in these days.
You can send out tweets, youcan put out statements, you can
do videos, but you have to knowwhere you want to go.
And too many times, like I said, I see people just throwing
tactics at a wall and thenhoping that it gets them
somewhere.
I mean, sometimes you mightactually be somewhat successful
(12:15):
in that, but if you don't knowwhere you want to go, then
people aren't going to followyou.
Number one, and your likelihoodof success is pretty small.
Because it's like waking up andgetting into a car, just you
know, starting to drive and hopethat you end up exactly where
you wanted to go, without a map,without a destination in mind,
without a map, without adestination in mind.
I mean, maybe you might getlucky and be happy where you end
(12:36):
up, but the odds are prettygood that if you don't do any of
the planning, you don't have aset of where you want to end up.
Speaker 1 (12:45):
I don't want to disparage a state, but who knows
where you end up.
Fair Sean, how do people learnmore about your work and what
you're doing?
Speaker 2 (12:52):
You can send cash.
So my website is se,seanspicercom.
Do a newsletter twice a week.
It's free.
You can always become a VIPmember.
And then I've got two shows onYouTube, my YouTube channel.
Every night One is live at 9o'clock every morning Myself,
mark Halpern, a guy named DanTurrentine, who was a Capitol
Hill chief of staff.
He worked for Hillary Clintonand it's the only live
(13:14):
interactive show about politics.
So for a half hour we talkabout the issues of the day and
then we take questions fromanyone around the world.
It's actually unbelievablyunique.
We've got a live event Sundaynight in DC and then at six
o'clock, same channel.
I have a tape show which is alittle bit more political.
But two shows, both on myYouTube channel that you're
(13:36):
always free to go to.
Just go to YouTube, sean Spicer, just get past all the Melissa
McCarthy stuff.
You get there.
Speaker 1 (13:43):
Sean Spicer.
Thank you so much.
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