February 4, 2025 • 33 mins
Mastering Influence: Technology Meets Humanity with Fabio Marquez
In this episode of The Human Code, Don Finley hosts Fabio Marquez, an award-winning executive and internationally recognized expert in influence, leadership, sales, and service excellence. Fabio discusses his journey from an engineer at IBM to mastering the art and science of influence, and how he helps leaders and professionals communicate effectively, build trust, and create lasting impact. The conversation explores Fabio's MAGNA Influence Blueprint, a framework for understanding motivation, aspirations, and decision-making, while also discussing the role of AI and automation in shaping the future of business. Join us for an insightful dialogue on leadership, influence, and the future of work.
00:00 Introduction to The Human Code Podcast
00:49 Meet Fabio Marquez: From Engineer to Influence Expert
01:12 Fabio's Journey: Overcoming Challenges and Finding Success
01:33 The MAGNA Influence Blueprint
02:06 Personal Stories of Influence and Connection
05:25 Understanding Human Behavior in Business
16:31 The Role of Technology in Influence
21:06 The Future of Business: Small Teams and Big Impact
28:06 MAGNA Influence Fundamentals
32:11 Conclusion and Final Thoughts
Sponsored by FINdustries
Hosted by Don Finley
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Don Finley (00:00):
Welcome to the Human Code, the podcast where
technology meets humanity, andthe future is shaped by the
leaders and innovators of today.
I'm your host, Don Finley,inviting you on a journey
through the fascinating world oftech, leadership, and personal
growth.
Here, we delve into the storiesof visionary minds, Who are not
only driving technologicaladvancement, but also embodying
(00:23):
the personal journeys andinsights that inspire us all.
Each episode, we explore theintersections where human
ingenuity meets the cutting edgeof technology, unpacking the
experiences, challenges, andtriumphs that define our era.
So, whether you are a techenthusiast, an inspiring
entrepreneur, or simply curiousabout the human narratives
(00:44):
behind the digital revolution,you're in the right place.
Welcome to The Human Code.
Today, we're honored to welcomeFabio Marquez, an award winning
executive, internationallyrecognized speaker, and expert
in influence, leadership, sales,and service excellence.
With over 20, 000 hours on stageand a career spanning more than
20 countries, Fabio has helpedbusinesses double, triple, and
(01:07):
even 10x their profits whileimproving customer satisfaction
and talent retention.
But Fabio's journey wasn'talways about influence.
Starting as an engineer at IBM,he quickly realized that
technical expertise alone wasn'tenough.
Human connection was the key tosuccess.
From overcoming a speechimpediment to becoming a world
class speaker, Fabio hasmastered the art and science of
(01:27):
influence, helping leaders andprofessionals communicate more
effectively, build trust, andcreate lasting impact.
In this episode, we'll dive intoFabio's MAGNA Influence
Blueprint, a framework forunderstanding motivation,
aspirations, and decision makingthat can transform the way we
connect with others.
We'll also explore how AI andautomation are shaping the
future of business, and howentrepreneurs can leverage
(01:50):
technology without losingauthenticity and human touch.
Join us for this dynamicconversation on leadership,
influence, and the future ofwork, with insights that will
change how you think aboutsuccess in both business and
life.
I am here with a good friendnow, Fabio Marquez.
And what I gotta say is, Fabiohas spent more hours on stage
(02:12):
than many people have spentbecoming an expert in what
they're doing.
So, the man, understands publicspeaking.
He understands how to conveymessages.
There is a way of influence thathe has that we're going to dive
into today.
But Fabio, one, thank you somuch for spending the time with
us today.
And two, how'd you getinterested in the intersection
(02:33):
of humanity and technology?
Fabio Marques (02:35):
Thank you, Don, for opening this space for us to
discuss the art and science ofinfluence.
Well, your question is veryinteresting because, you know,
growing up, I had a speechimpediment.
So the first profession I chosewas engineering because I
thought, I don't have to talk topeople.
I will deal with machines.
And so, I started studying to bean associate engineer when I was
(02:59):
14 and then I blended intoengineering itself and I was
working with machines.
I was working for Siemens and Iwas working for IBM and then
something happened when I wasworking for IBM.
I was like an assistant engineerfor a very experienced guy.
The guy has like 20 yearsworking for IBM and we were
(03:21):
visiting one of his clients andalthough he was very experienced
and very, knowledgeable andcompetent.
For some reason, the level ofsatisfaction of that customer,
that client, was not very highwith his services.
And then a few months later, heretired and IBM didn't have a
replacement for him and for hisposition.
Serving IBM, and other clients.
(03:42):
Actually, we were serving, veryhuge, you know, data processing
clients in Brazil.
And then I was put as areplacement for him and the most
important clients we had.
And I was terrified because Ihad like less than a year
working for IBM and I wasreplacing a guy that had two
decades working for IBM, So Iwas kind of terrified.
(04:05):
So my strategy, although I stillhad some.
Some problems speaking at thattime.
Whenever I was called to fix amachine, in one of our clients,
I first, before touching themachine, I was talking to the
clients and making sure theyknew what I was going to do, how
long it was going to take sothey could rearrange their job
(04:28):
flow until I was done with themachine, Suddenly, And the next
survey they did, the level ofsatisfaction went up.
So everybody was, how is thatpossible?
Fabio is less experienced, lessknowledgeable, has less, you
know, everything than the otherguy.
Why are his clients more, moresatisfied now?
(04:49):
So then it clicked.
It was because I was not onlyfixing machines, I was fixing
the humans as well.
Don Finley (04:56):
Ah,
Fabio Marques (04:57):
fixing anxiety.
I was avoiding anxiety attacks.
I was really dealing with their.
the pressure they were feeling,I will, I was putting myself
into their shoes and, and tryingto give them some, you know,
ground for them to relax while Iwas fixing the machines, So that
made all the difference, andthat clicked in my mind, and
that made me really focus Anddecoding the human nature, how
(05:22):
people think, how they behave,how they make decisions, And
then, although I was still anengineer working for IBM, then I
went to another company, stillworking as an engineer for
medical equipment, I wasstudying more and more the
science of human behavior andhow to interact with other
people.
And soon enough in the nextcompany I was working for, we
(05:42):
were like a position in 127thplace in the rank.
in three years later, we were innumber three.
Don Finley (05:50):
Congratulations.
Fabio Marques (05:51):
yeah, the only thing I did differently was I
was connecting with our clientsin a different way.
I was really, talking to them.
I was present in the moment whenthey were talking to me.
I was listening to themcarefully and I was realizing,
okay, this guy's moved by logic.
This guy's moved by status.
This guy's moved by comfort andconvenience.
(06:11):
And I was adapting mycommunication and my message to
those things I was uncoveringabout those people.
And that made our organizationin Brazil, the top one in Latin
America, and the third mostprofitable in the world.
In our multinational company.
And that made me like, a young,award winning executive.
(06:31):
I was 23 and I won this award,the best executive in the world
for that company.
I was kind of surprised,
Don Finley (06:38):
Yeah, yeah.
Fabio Marques (06:39):
But then I said, wow, this is super powerful.
And then I made a decision.
This is going to be my wholefocus for the rest of my life.
So even, Now, for other twoyears, I developed my team to
replace me because I decided I'mnot going to be here.
I'm going to open my ownconsulting company.
So, I spent two years developingmy team, and when I left, they
(07:00):
continued my legacy, and untiltoday, They are recognized as
one of the best in the industryfor health care and medical
equipment.
And I started in 1996 in my owncompany and never stopped, So
it's 28 years now, givingspeeches and workshops in 20
countries about the art andscience of influence and how we
can, of course, ethically useinfluence.
(07:22):
When presenting, when leading,when selling, when negotiating.
Don Finley (07:25):
I gotta say that like every time I hear your
story it just becomes moreinteresting and like the passion
that you bring to the table isexceptional.
when you talk about the abilityfor you to fix problems
technically was secondary.
To your ability to connect withpeople.
And I've also noticed that in mycareer as well, that like, I
went from Barclays, which, youknow, highly regulated
(07:47):
environment to working for avending machine company.
And we made the software and thehardware for the vending
machines and a very interesting,but my one customer was Coca
Cola.
And like I was three days intothe job and I was already on
site with the customer runningthe project.
So similar to you trial by firetype of perspective.
(08:08):
And it wasn't going well, Likeat first there was a complete
disconnect in the tech, but thenthere was also just the
disconnect in the people who areworking on it.
And so bridging that gap, whatended up really helping was
before we would have statuscalls, I would call the project
manager.
tell him what my status wasbefore we got on the call.
(08:28):
And even if it was an absolutedumpster fire, his executives
would be like, you guys used tobeat up on Finley, but now he
tells you the world's on fireand you guys are okay with it.
And it's because I was able tomake him part of the solution
and to help just be like, Hey,here's what's happening.
You're not going to besurprised.
But here's where we are going.
(08:49):
So just the same way that you'resaying like the, the anxiety,
the fears, we help to calm thatdown and it's been super
helpful.
That project manager has sinceleft and started his own
business.
And I'm, I sit on the board ofhis business now.
So like, it really is like anexceptional Space to be when you
recognize that like we weredoing business with people and
(09:13):
we just happen to havetechnology as the tool that we
expose on this.
Fabio Marques (09:19):
Yeah.
Technology is supposed to servehumans, not the other way
around.
Don Finley (09:23):
that's so true.
So true.
And so you've been consultingfor 28 years now with your own
business.
How has the evolution of yourinfluence and the practices
changed over those, almost threedecades?
Fabio Marques (09:37):
Well, by practicing throughout all those
years and by serving so manydifferent industries, like 300
plus companies I have served inall kinds of industries,
manufacturing, food, beverage.
insurance.
So I was little by littlefinding the common ground
because every industry has, itsspecifics, but at the same time,
(10:01):
they all have the same thing,humans, So, what is the common
ground between all humans, nomatter your, your profession, no
matter your, you know,education.
So little by little, I wasFinding that at the beginning, I
was just thinking about, whypeople buy things, Why people
buy products, services, orideas.
Then I was expanding, okay, canI use that to leadership as well
(10:26):
and not be only attached to theMaslow pyramid of needs?
Yes, so we can also use the samereasons people buy ideas and
products and services.
They can buy dreams.
They can buy a leader they canbelieve on.
They can buy anything, even hopethey can buy because of those
things.
And okay.
And what else?
(10:47):
I was asking myself, well,depending on the moment you are,
throughout the day, you might bethinking more.
as a user of those things you'rebuying, or maybe as a
specification expert, or maybeas a financial decision maker.
So I need to really identify notonly your motives to do
something, in what thinking modeyou are at that moment, to
(11:09):
really connect quickly to yourline of thought, to better
interact with you.
And on top of that, yourpredominant behavior, because
again, based on the pressures,you are feeling from life or
what's going on, you can be morein a dominant mode, more in
influential mode, more inharmonizer or analytical mode.
(11:31):
And that also impacts the wayyou make decisions and, the
power I have to influence you ornot.
So little by little I wasputting together.
So, behaviors.
I need to be aware of, ways ofthinking I need to be aware of
and motives to buy or motives toaction I need to be aware of.
(11:53):
And I was little by littlecreating what I call now the
Magna Influence Blueprint.
So it's a complete map to helpme influence people, not only
once, but, build promising, winwin relationships through all
the weeks, months, and years.
That's why, you know, I haveclients that have hired me over
and over again for more than ahundred times, and they keep
(12:16):
hiring me again and referring meto all the places.
I never spent really much inadvertisement so far.
Maybe in 28 years, I spent likea thousand dollars in ads.
And all my clients came from myprevious clients opening doors
for me and new clients, justbecause they believe I can add
value to their friends as well.
And that's actually is a resultof my influence map, because I
(12:39):
create a system where silently.
I create this seed inside theirbrain to talk about me to other
people.
of course, I was able to addreal value to their experience,
So everything is very ethical,every, based on truth and real
value.
Otherwise it doesn't work,
Don Finley (12:57):
and I can definitely appreciate that.
cause we've got to always comeback to like, what is the ethics
that we are?
What are the values and theintention that we're bringing
into these moments?
for me, I only work with friendsnow.
It's kind of this thing and eventhough we may not be friends
when we first meet, I want toexpress that as the intention
because I care more about youthan I do about like any one
(13:20):
project that we'll end up doingtogether.
And although like we are goingto delivering work to you and
being, performing highly capablethings and making sure that your
project is successful.
It's more the relationship thatends up mattering.
when you're looking at yourinfluence map and the creation
that you have here, where do youstart?
are, there's certain earmarksthat you look for in how a
(13:41):
person is communicating or howthey're making decisions.
cause I can imagine that yourmap is probably it could be
quite detailed, and at the sametime you're applying it in real
time during communication.
Fabio Marques (13:54):
Yeah.
Yeah.
Well, the first step is,connect, So my first intention
is how can I connect with thatperson, So the first thing that
we can notice very easily is howpeople are behaving, because
that is reflected on their bodylanguage and tone of voice, So
if people are speaking with lotsof energy, I know they're either
(14:14):
in the dominant behavior orinfluential behavior because
that's the way people in thosebehaviors, they communicate with
lots of energy, So, okay, eitherthey're in dominant or
influential behavior.
Now I see the focus of theirconversation.
If they're asking or talkingabout results, goals, options,
(14:34):
tasks, processes, peace.
dominant mode.
If they're talking about peoplein relationship, influential
mode.
So it's immediate.
in seconds, I can say, okay,that person is in dominant mode,
influential mode, analyticalmode, or a harmonizer mode.
Harmonizer and analytical, theyspeak slower and in a calmer
tone of voice like this.
(14:55):
So if people were talking likethis, I know they're not
dominant or influential.
They're harmonizer oranalytical.
And if they're more focused ontasks, analytical or numbers, if
they're more focused on howpeople feel and friendships,
harmonizer.
So I identify the behaviorfirst.
And of course I, I adapt to thatbehavior at the very, First
thing I do to connect with thatperson.
Don Finley (15:17):
How often do you see people switching, um, the, model
of communication?
Yeah,
Fabio Marques (15:23):
you can even lead that change.
when you start talking tosomeone and that someone is in
the dominant mode, many peoplestart talking to you in the
dominant mode because they'reafraid of you.
They don't know you.
They don't trust you.
So they assume the dominantposition.
Like, don't mess with me.
Okay.
I know what I'm talking about.
I'm boss here.
I'm the client, whatever.
Don Finley (15:44):
little chest beating,
Fabio Marques (15:45):
Yeah.
So like this, They start withthe dominant mode.
When they realize I'm notagainst them, when they realize
they can trust me, when theyrealize I am connected with
them, and I really respect themfor who they are, sometimes they
switch to analytical, so theycalm down and talk more about
what they want specifically innumbers, or they start talking
(16:05):
about what they want in terms ofrelationship and feelings.
How they want to feel aboutthis.
So I know if they're switchingto analytical, to harmonizer or
even to influencer.
So yes, we can lead that changewhen we make people feel more
comfortable with us, they canrelax and they become, a softer
(16:27):
version of their behavior,easier to deal with.
Don Finley (16:30):
That is incredible.
So how has technology playedinto your world?
I mean, you have an engineeringbackground, you have the
experience on that side, but I'mcurious of like, how in the
public speaking and theinfluence world has technology
been influencing you and morespecifically, the latest
iteration of AI that we've hadin the last two years with
(16:51):
generative AI and also, I don'tknow if you've played around
with a GPT 4.
0 advanced voice.
Fabio Marques (16:58):
Not yet.
Not yet.
Don Finley (16:59):
Okay, going back to the question of, how's tech
influenced you?
Fabio Marques (17:05):
You know, for me, since the very beginning, even
before AI and everything else.
I always saw technology as a wayto free my mind and free my time
so I can be more human, So I canbetter connect with human
beings.
So everything I do in mybusinesses, I try to use
technology to free my time.
So everything that isrepetitive, Operational tasks
(17:28):
that are repetitive.
I try to implement some kind oftechnology to automate that,
Just to give you an example, Igenerate more revenue now than I
generated like five years agoand I have one sixth of the,
headcount that I had.
So I had much less peoplegenerating more revenue because
a lot of things are automated bytechnology.
(17:48):
In terms of AI, I use AI toreally test some ideas.
And to see, what is out there.
So let's say, I wanna see how,people are talking about
influence.
So I go to AI and say, okay,write me something about, and I
try to be very specific of whatI want.
So the result I know is, AI wentto all over the world, And
(18:11):
collected all kinds of, andconsolidated everything.
And boom, that's it.
That's the consolidated versionof it.
Everything that is going onabout that topic.
So that gives me like a sense amI still connected with what is
really important to people.
And I can do that with sales,with relationships any topic and
AI will give me like an extract,A summary of everything out
(18:34):
there that people care about.
And that will help me stay on mytoes and am I still
communicating with people theright way, But I have to confess
something to you, my friend.
The more and more I use AI togive me those answers, the more
and more I realize that peopleare desperate for authenticity
Don Finley (18:54):
Yes.
Fabio Marques (18:55):
and truth.
So you can have the best salesletter or sales video or sales
page in the world if they don'tfeel authenticity in there.
If they feel like it's very wellwritten, amazing copyright, but
no truth, no authenticity, nofeeling.
Don Finley (19:12):
Yeah,
Fabio Marques (19:12):
And we are getting more and more savvy as
humans to, to sense if there istruth and authenticity behind
those amazing copyrights becauseof everything that is going on
right around us.
Don Finley (19:26):
I mean, you're definitely hitting on a note of
what 2024 has been for YouTubewell is like, if you see before
2024, it was all just flashybanner styles, kind of like fast
hitting sort of space.
And that was what was trending.
But now you see the authenticcreator coming through.
And that process of of being whoyou are and expressing that into
(19:51):
both your offer, your sales,what, however it comes out in
your business is incrediblyimportant.
Um, you also hit on somethingthat was I'd like to come back
to that.
You now have one six, the staffthat you did before.
And we've seen this trend in, inthe business, in the world
where, in the eighties, for meto generate 10 million worth of
(20:12):
revenue, I needed a team of 50today.
I need like one or two and we'regetting to the point where even,
Sam Altman is saying he's got atext message thread going where
they're like, they're waiting.
or they're betting on whenthey're going to see the first
billion dollar company that'srun by one person.
and I'm curious if thetechniques that you have
(20:33):
encountered and you've developedover the years be implied, can
be applied on the influence ofourselves.
and an understanding of our ownawareness.
Because I think in theseenvironments, like I see and I
can hear from you that you arevery authentic in your passion
for the work that you're doing.
And that makes it probably veryeasy for you to actually do this
work because of the strongconnection there.
(20:56):
But as we get to these smallerand smaller companies, how do
people find their own passion toconnect in the same way that
you're connecting to Magna andthe, the influence that you
provide?
Fabio Marques (21:06):
Well, one thing that I, realized a few years
ago, in the future, mostcompanies will be small
businesses.
As you said, like one man showcan run a billion dollar
organization in the future.
So one thing that I, I once had120 people working for me, It
was in 2 21, 1,001 to 2001.
I had 120 people and, but Irealized that people actually,
(21:31):
they grow faster when they runtheir own business.
When there are employees, theykind of relax too much because
they trust the company will takecare of them.
It's like a small version of,the government taking care of
me, No, the company will takecare of me.
So I don't have to really be thebest I can be.
If I fail one or two days,that's all right.
the company will take care ofme.
(21:52):
When they are really, selfemployed or they are owners of
their own business, they don'tthink that way.
They say, I have to be my verybest every single day.
Because nobody's taking care ofme.
I have to take care of myself.
So the idea of owning your ownbusiness or being a self
employed is more, it conduciveto achieve excellence than to be
(22:13):
an employee.
So I decided many years ago thatI don't want to have many
employees.
I want to have a lot of businesspartners.
They are solopreneurs.
They were connected with me, butthey don't, owe me anything.
I don't owe them anything.
this is a business relationship.
I see them as my clients, not asmy employees.
And they see me as their client,not their boss.
(22:35):
So we see each other as clients.
And if I see everybody asclient, I treat everybody to the
best of my ability.
I do my very best.
To please my clients and they dotheir very best to please me and
to make me happy and to make memore than happy to make me
successful.
And I want to make themsuccessful as well.
If everybody's successful,everybody wins.
(22:55):
Everybody grows, even if we areone man shows, So the future is
technology is available toeverybody.
You don't need to have like 10,20 employees anymore to grow.
You can have like 20 robots, youcan have like 20 softwares, you
can have like 40 softwares, Ihave like 40 softwares running
right now.
So you can have softwaresrunning things for you, and you
free your time to be connectingwith other human beings, doing
(23:19):
business, to be reallyunderstanding each other, and
see how can I help you, how youcan help me.
And this will create moreresponsibility, more awareness,
more human connection, becausewe are free to grow without
having to slave people into ouremployees.
Don Finley (23:39):
think that is fantastic.
Fabio Marques (23:41):
I'm not saying that it's bad to have employees.
I'm just saying that
Don Finley (23:43):
No, no, no.
I think what I'm hearing,
Fabio Marques (23:47):
will grow without having to have employees or many
employees.
Don Finley (23:52):
I've been running industries now for 11 years
coming up on 12 years now.
So we're getting to a dozen.
I have told people, countlessly,that starting a business and
being an entrepreneur has beenthe best self-development tool
that I have ever had.
Because if I'm not hitting mynumbers.
I'm not hitting my numbers, Likethere is something here that
(24:12):
isn't.
There's nothing wrong with myclients.
There's nothing wrong with thepotential clients.
But if I'm not able to convey,like you said, with
authenticity, what we can do andhow we can provide that and how
we can help them meet theirneeds, then that's going to
hurt.
If our team is struggling,that's on me.
Fabio Marques (24:31):
Hmm.
Don Finley (24:32):
And to be able to have that, setting in which you
have, you know, your partners asyour clients and your client of
theirs as well.
You're setting that stage forlike, Hey, we're all creating
success here.
do you feel that it is amotivation by fear or a
motivation of passion and love?
what helps set that stage?
Fabio Marques (24:50):
Motivation by purpose.
Don Finley (24:52):
By purpose.
Okay.
Fabio Marques (24:54):
Because, you know, as I'm not their boss
anymore, When I'm not theirboss, they're not obligated to
serve me or to work with me.
So they will only work with meif they see purpose in what I'm
doing, and if that purpose isaligned with their purpose.
So this is true leadership.
This is true influence.
It's not influenced byhierarchy.
(25:16):
It's not influenced by, bypower, by authority.
It's influenced by purpose.
So when they feel like I'mhelping them achieve their
purpose, and they feel likethey're helping me achieve my
purpose, we are aligned inpurpose.
Everybody works trying theirvery best.
to deliver excellence.
So we defeat the mediocritythinking, Because when I say,
(25:39):
Oh, the company will take careof me.
If I fail, that's all right.
I don't need to be my besttoday.
People will forgive me.
I just give my boss like anexcuse that I'm not so well
today.
He's going to forgive me.
He's going to cover for me.
So, again, I was an employee andI was not mediocre.
I'm not saying every employee is
Don Finley (25:56):
No, no, exactly.
Fabio Marques (25:57):
Alright, and of course, we know that the most
successful employees are theones who are entrepreneurial
spirit, So they don't haveexcuses.
They go for it and they getthings done.
So of course, every company thatis blessed to have employees
with entrepreneurial spirit,they're good to go.
we have stages in life and manypeople need to go through the
(26:20):
employment first so they canunderstand how to run their own
business later.
That's all right.
Okay.
I'm just saying that, no, theway I'm setting my organizations
is, I am connecting with my,partners, based on purpose and
in this pursuit of excellence.
I tell everybody, and that's whywe created the International
(26:40):
Excellence Society What isinternational excellent society?
It's the congregation of all mypartners.
So, we believe that mediocrityis the mother of all evil.
When people feel mediocre, theydon't feel they're good enough
to win by the rules, so they banor break the rules.
they don't feel like they'regood enough to win, honestly.
(27:01):
So they lie, they steal, theyscheme, To fool other people.
But when you feel like you'regood enough because you're
living excellence every day,you're not afraid.
When you're not able to dosomething, you go back to study
and learn and evolve.
You don't have excuse like, Oh,I don't know, so I'm going to
like, no, you don't know.
So you're going to study andlearn and grow and then you come
(27:22):
back better.
That's the way we think.
And that's how we use technologyto allow us to learn faster, to
grow faster.
Even AI can be a good teacher.
If you have any doubt, use AI togive you some answers, but don't
use AI to replace you.
Don Finley (27:38):
exactly.
We have the statement of we'reusing it for augmenting
intelligence, It's not replacingintelligence.
It's basically that tool to helpbe reflective of where you're
at.
God, I've enjoyed this so much.
I feel like there's plenty morequestions and we're definitely
gonna have to bring you back sowe can dive deeper into some of
these areas.
What's one thing that you wouldjust like to leave the audience
(28:00):
with?
how can they best preparethemselves for, you know,
embracing more human connection?
Fabio Marques (28:06):
Well, let's simplify, then the Magna
influence map is huge.
Of course, you need to study alittle bit deeper, but let me
give you the, the fundamentals.
So everybody here listening canstart applying tomorrow or today
if they want.
Don Finley (28:20):
Yes.
Fabio Marques (28:20):
So the reason I gave influence, my influence
map, the name Magna influenceblueprint is because I created
an anachronism for Magna.
Okay, MAGNA means something ofgreat distinction, something of
great importance, greatsignificance.
So MAGNA influence would be thegreatest of all kinds of
(28:41):
influence, But also, I createdan acronym for MAGNA.
So M A G N A, Motivations,Aspirations, and Goals,
Nurturing Agreements.
So the very simple thing aboutMAGNA, how to influence other
people is, okay, how do Can Iuncover their motivations?
Motivations means motives toaction.
(29:04):
That's the source of the wordmotivation is motive to action.
They put it together motivation.
So what is your motive to dosomething?
If I want you to buy from me,what would be your motive to buy
from me?
If I wanted to work with me,what would be the motive?
And of course, they're relatedto your purpose, to your
beliefs.
So if I'm interested inlistening to you and understand
(29:25):
your beliefs.
Your purpose, your values, Istart connecting with your true
motivations, your true motives,As long as I, realize what
motivates you to do something,I'm automatically more connected
to you because I can adapt mycommunication to say things that
are connected to your beliefs,your values, your motivation.
The second thing is, okay, onceI understand your motivations,
(29:49):
where are you coming from?
Where are you going to now?
Your aspirations?
Because I have to be the bridgebetween where you're coming from
and where you want to go.
That's how you see me as avaluable resource to connect
with when you see me as abridge.
So you have motives to dosomething, motivations, and then
you have aspirations, where youwant to go, who you want to be.
(30:12):
So I start asking you about yourdreams.
your major objectives in life,and I start understanding your
aspirations.
And then to really build thebridge, then I ask you about
your short term goals.
So motivations, aspirations, andyour short term goals.
The step by step you need toreach your dreams by your
(30:35):
purpose, beliefs, and values.
So when I understand your goals,your short term goals, I see
your goals.
With clarity, how I cancontribute to your goals, how I
can be a resource for you tohelp you accomplish those step
by step goals until you reachyour destination.
And so motivation, aspirations,and goals, I'm ready to nurture
(30:59):
agreements.
I would say something like this.
I see that you want to changeyour business because you're not
satisfied with the results youhave had so far.
the kinds of Clients you havebeen working with are not
aligned to your beliefs andvalues.
Is that right?
They're motivational.
Yeah, that's right.
And I see that you want tobecome a company that is a
(31:21):
reference of excellence.
People come to you because theywant to achieve higher levels
of, of success using ourservice.
That's your aspiration to bethat resource.
People come to you.
Is that right?
Yes.
And you have like three maingoals to start in that journey.
(31:41):
You say, yeah, that's right.
If I can help you go throughthose steps and achieve your
destination faster, would you bewilling to work with me?
They go, of
Don Finley (31:51):
Absolutely.
Fabio Marques (31:52):
So I just need to understand motivation,
aspiration, and goals, and I'mready to nurture agreements.
So this is the fundamentals ofMAGNA Influence.
And of course, when youunderstand the whole map, you
know how not only to connect andinfluence but to keep that
connection growing and growingand opening new doors to you in
other areas as well.
Don Finley (32:11):
that is absolutely fantastic.
so when we post this, what Iwant to see from our audience is
how they've applied magna intheir lives.
so basically it's going torequire people to listen and
then come back a week later topost it.
But you know what?
We'll see what the best commentsare.
I know for our nextconversation, I will also be
showing up with the expressionof how I'm doing this.
(32:34):
once again, Fabio, thank you somuch for spending time with us
today.
It's been a blast.
Fabio Marques (32:38):
thank you for the opportunity.
You know, the more people knowabout this, the better the world
is going to be.
Don Finley (32:44):
Absolutely.
Thank you for tuning into TheHuman Code, sponsored by
Findustries, where we harness AIto elevate your business.
By improving operationalefficiency and accelerating
growth, we turn opportunitiesinto reality.
Let Findustries be your guide toAI mastery, making success
inevitable.
Explore how at Findustries.
(33:05):
co.
Welcome to the Human Code, the podcast where
technology meets humanity, andthe future is shaped by the
leaders and innovators of today.
I'm your host, Don Finley,inviting you on a journey
through the fascinating world oftech, leadership, and personal
growth.
Here, we delve into the storiesof visionary minds, Who are not
only driving technologicaladvancement, but also embodying
(00:23):
the personal journeys andinsights that inspire us all.
Each episode, we explore theintersections where human
ingenuity meets the cutting edgeof technology, unpacking the
experiences, challenges, andtriumphs that define our era.
So, whether you are a techenthusiast, an inspiring
entrepreneur, or simply curiousabout the human narratives
(00:44):
behind the digital revolution,you're in the right place.
Welcome to The Human Code.
Today, we're honored to welcomeFabio Marquez, an award winning
executive, internationallyrecognized speaker, and expert
in influence, leadership, sales,and service excellence.
With over 20, 000 hours on stageand a career spanning more than
20 countries, Fabio has helpedbusinesses double, triple, and
(01:07):
even 10x their profits whileimproving customer satisfaction
and talent retention.
But Fabio's journey wasn'talways about influence.
Starting as an engineer at IBM,he quickly realized that
technical expertise alone wasn'tenough.
Human connection was the key tosuccess.
From overcoming a speechimpediment to becoming a world
class speaker, Fabio hasmastered the art and science of
(01:27):
influence, helping leaders andprofessionals communicate more
effectively, build trust, andcreate lasting impact.
In this episode, we'll dive intoFabio's MAGNA Influence
Blueprint, a framework forunderstanding motivation,
aspirations, and decision makingthat can transform the way we
connect with others.
We'll also explore how AI andautomation are shaping the
future of business, and howentrepreneurs can leverage
(01:50):
technology without losingauthenticity and human touch.
Join us for this dynamicconversation on leadership,
influence, and the future ofwork, with insights that will
change how you think aboutsuccess in both business and
life.
I am here with a good friendnow, Fabio Marquez.
And what I gotta say is, Fabiohas spent more hours on stage
(02:12):
than many people have spentbecoming an expert in what
they're doing.
So, the man, understands publicspeaking.
He understands how to conveymessages.
There is a way of influence thathe has that we're going to dive
into today.
But Fabio, one, thank you somuch for spending the time with
us today.
And two, how'd you getinterested in the intersection
(02:33):
of humanity and technology?
Fabio Marques (02:35):
Thank you, Don, for opening this space for us to
discuss the art and science ofinfluence.
Well, your question is veryinteresting because, you know,
growing up, I had a speechimpediment.
So the first profession I chosewas engineering because I
thought, I don't have to talk topeople.
I will deal with machines.
And so, I started studying to bean associate engineer when I was
(02:59):
14 and then I blended intoengineering itself and I was
working with machines.
I was working for Siemens and Iwas working for IBM and then
something happened when I wasworking for IBM.
I was like an assistant engineerfor a very experienced guy.
The guy has like 20 yearsworking for IBM and we were
(03:21):
visiting one of his clients andalthough he was very experienced
and very, knowledgeable andcompetent.
For some reason, the level ofsatisfaction of that customer,
that client, was not very highwith his services.
And then a few months later, heretired and IBM didn't have a
replacement for him and for hisposition.
Serving IBM, and other clients.
(03:42):
Actually, we were serving, veryhuge, you know, data processing
clients in Brazil.
And then I was put as areplacement for him and the most
important clients we had.
And I was terrified because Ihad like less than a year
working for IBM and I wasreplacing a guy that had two
decades working for IBM, So Iwas kind of terrified.
(04:05):
So my strategy, although I stillhad some.
Some problems speaking at thattime.
Whenever I was called to fix amachine, in one of our clients,
I first, before touching themachine, I was talking to the
clients and making sure theyknew what I was going to do, how
long it was going to take sothey could rearrange their job
(04:28):
flow until I was done with themachine, Suddenly, And the next
survey they did, the level ofsatisfaction went up.
So everybody was, how is thatpossible?
Fabio is less experienced, lessknowledgeable, has less, you
know, everything than the otherguy.
Why are his clients more, moresatisfied now?
(04:49):
So then it clicked.
It was because I was not onlyfixing machines, I was fixing
the humans as well.
Don Finley (04:56):
Ah,
Fabio Marques (04:57):
fixing anxiety.
I was avoiding anxiety attacks.
I was really dealing with their.
the pressure they were feeling,I will, I was putting myself
into their shoes and, and tryingto give them some, you know,
ground for them to relax while Iwas fixing the machines, So that
made all the difference, andthat clicked in my mind, and
that made me really focus Anddecoding the human nature, how
(05:22):
people think, how they behave,how they make decisions, And
then, although I was still anengineer working for IBM, then I
went to another company, stillworking as an engineer for
medical equipment, I wasstudying more and more the
science of human behavior andhow to interact with other
people.
And soon enough in the nextcompany I was working for, we
(05:42):
were like a position in 127thplace in the rank.
in three years later, we were innumber three.
Don Finley (05:50):
Congratulations.
Fabio Marques (05:51):
yeah, the only thing I did differently was I
was connecting with our clientsin a different way.
I was really, talking to them.
I was present in the moment whenthey were talking to me.
I was listening to themcarefully and I was realizing,
okay, this guy's moved by logic.
This guy's moved by status.
This guy's moved by comfort andconvenience.
(06:11):
And I was adapting mycommunication and my message to
those things I was uncoveringabout those people.
And that made our organizationin Brazil, the top one in Latin
America, and the third mostprofitable in the world.
In our multinational company.
And that made me like, a young,award winning executive.
(06:31):
I was 23 and I won this award,the best executive in the world
for that company.
I was kind of surprised,
Don Finley (06:38):
Yeah, yeah.
Fabio Marques (06:39):
But then I said, wow, this is super powerful.
And then I made a decision.
This is going to be my wholefocus for the rest of my life.
So even, Now, for other twoyears, I developed my team to
replace me because I decided I'mnot going to be here.
I'm going to open my ownconsulting company.
So, I spent two years developingmy team, and when I left, they
(07:00):
continued my legacy, and untiltoday, They are recognized as
one of the best in the industryfor health care and medical
equipment.
And I started in 1996 in my owncompany and never stopped, So
it's 28 years now, givingspeeches and workshops in 20
countries about the art andscience of influence and how we
can, of course, ethically useinfluence.
(07:22):
When presenting, when leading,when selling, when negotiating.
Don Finley (07:25):
I gotta say that like every time I hear your
story it just becomes moreinteresting and like the passion
that you bring to the table isexceptional.
when you talk about the abilityfor you to fix problems
technically was secondary.
To your ability to connect withpeople.
And I've also noticed that in mycareer as well, that like, I
went from Barclays, which, youknow, highly regulated
(07:47):
environment to working for avending machine company.
And we made the software and thehardware for the vending
machines and a very interesting,but my one customer was Coca
Cola.
And like I was three days intothe job and I was already on
site with the customer runningthe project.
So similar to you trial by firetype of perspective.
(08:08):
And it wasn't going well, Likeat first there was a complete
disconnect in the tech, but thenthere was also just the
disconnect in the people who areworking on it.
And so bridging that gap, whatended up really helping was
before we would have statuscalls, I would call the project
manager.
tell him what my status wasbefore we got on the call.
(08:28):
And even if it was an absolutedumpster fire, his executives
would be like, you guys used tobeat up on Finley, but now he
tells you the world's on fireand you guys are okay with it.
And it's because I was able tomake him part of the solution
and to help just be like, Hey,here's what's happening.
You're not going to besurprised.
But here's where we are going.
(08:49):
So just the same way that you'resaying like the, the anxiety,
the fears, we help to calm thatdown and it's been super
helpful.
That project manager has sinceleft and started his own
business.
And I'm, I sit on the board ofhis business now.
So like, it really is like anexceptional Space to be when you
recognize that like we weredoing business with people and
(09:13):
we just happen to havetechnology as the tool that we
expose on this.
Fabio Marques (09:19):
Yeah.
Technology is supposed to servehumans, not the other way
around.
Don Finley (09:23):
that's so true.
So true.
And so you've been consultingfor 28 years now with your own
business.
How has the evolution of yourinfluence and the practices
changed over those, almost threedecades?
Fabio Marques (09:37):
Well, by practicing throughout all those
years and by serving so manydifferent industries, like 300
plus companies I have served inall kinds of industries,
manufacturing, food, beverage.
insurance.
So I was little by littlefinding the common ground
because every industry has, itsspecifics, but at the same time,
(10:01):
they all have the same thing,humans, So, what is the common
ground between all humans, nomatter your, your profession, no
matter your, you know,education.
So little by little, I wasFinding that at the beginning, I
was just thinking about, whypeople buy things, Why people
buy products, services, orideas.
Then I was expanding, okay, canI use that to leadership as well
(10:26):
and not be only attached to theMaslow pyramid of needs?
Yes, so we can also use the samereasons people buy ideas and
products and services.
They can buy dreams.
They can buy a leader they canbelieve on.
They can buy anything, even hopethey can buy because of those
things.
And okay.
And what else?
(10:47):
I was asking myself, well,depending on the moment you are,
throughout the day, you might bethinking more.
as a user of those things you'rebuying, or maybe as a
specification expert, or maybeas a financial decision maker.
So I need to really identify notonly your motives to do
something, in what thinking modeyou are at that moment, to
(11:09):
really connect quickly to yourline of thought, to better
interact with you.
And on top of that, yourpredominant behavior, because
again, based on the pressures,you are feeling from life or
what's going on, you can be morein a dominant mode, more in
influential mode, more inharmonizer or analytical mode.
(11:31):
And that also impacts the wayyou make decisions and, the
power I have to influence you ornot.
So little by little I wasputting together.
So, behaviors.
I need to be aware of, ways ofthinking I need to be aware of
and motives to buy or motives toaction I need to be aware of.
(11:53):
And I was little by littlecreating what I call now the
Magna Influence Blueprint.
So it's a complete map to helpme influence people, not only
once, but, build promising, winwin relationships through all
the weeks, months, and years.
That's why, you know, I haveclients that have hired me over
and over again for more than ahundred times, and they keep
(12:16):
hiring me again and referring meto all the places.
I never spent really much inadvertisement so far.
Maybe in 28 years, I spent likea thousand dollars in ads.
And all my clients came from myprevious clients opening doors
for me and new clients, justbecause they believe I can add
value to their friends as well.
And that's actually is a resultof my influence map, because I
(12:39):
create a system where silently.
I create this seed inside theirbrain to talk about me to other
people.
of course, I was able to addreal value to their experience,
So everything is very ethical,every, based on truth and real
value.
Otherwise it doesn't work,
Don Finley (12:57):
and I can definitely appreciate that.
cause we've got to always comeback to like, what is the ethics
that we are?
What are the values and theintention that we're bringing
into these moments?
for me, I only work with friendsnow.
It's kind of this thing and eventhough we may not be friends
when we first meet, I want toexpress that as the intention
because I care more about youthan I do about like any one
(13:20):
project that we'll end up doingtogether.
And although like we are goingto delivering work to you and
being, performing highly capablethings and making sure that your
project is successful.
It's more the relationship thatends up mattering.
when you're looking at yourinfluence map and the creation
that you have here, where do youstart?
are, there's certain earmarksthat you look for in how a
(13:41):
person is communicating or howthey're making decisions.
cause I can imagine that yourmap is probably it could be
quite detailed, and at the sametime you're applying it in real
time during communication.
Fabio Marques (13:54):
Yeah.
Yeah.
Well, the first step is,connect, So my first intention
is how can I connect with thatperson, So the first thing that
we can notice very easily is howpeople are behaving, because
that is reflected on their bodylanguage and tone of voice, So
if people are speaking with lotsof energy, I know they're either
(14:14):
in the dominant behavior orinfluential behavior because
that's the way people in thosebehaviors, they communicate with
lots of energy, So, okay, eitherthey're in dominant or
influential behavior.
Now I see the focus of theirconversation.
If they're asking or talkingabout results, goals, options,
(14:34):
tasks, processes, peace.
dominant mode.
If they're talking about peoplein relationship, influential
mode.
So it's immediate.
in seconds, I can say, okay,that person is in dominant mode,
influential mode, analyticalmode, or a harmonizer mode.
Harmonizer and analytical, theyspeak slower and in a calmer
tone of voice like this.
(14:55):
So if people were talking likethis, I know they're not
dominant or influential.
They're harmonizer oranalytical.
And if they're more focused ontasks, analytical or numbers, if
they're more focused on howpeople feel and friendships,
harmonizer.
So I identify the behaviorfirst.
And of course I, I adapt to thatbehavior at the very, First
thing I do to connect with thatperson.
Don Finley (15:17):
How often do you see people switching, um, the, model
of communication?
Yeah,
Fabio Marques (15:23):
you can even lead that change.
when you start talking tosomeone and that someone is in
the dominant mode, many peoplestart talking to you in the
dominant mode because they'reafraid of you.
They don't know you.
They don't trust you.
So they assume the dominantposition.
Like, don't mess with me.
Okay.
I know what I'm talking about.
I'm boss here.
I'm the client, whatever.
Don Finley (15:44):
little chest beating,
Fabio Marques (15:45):
Yeah.
So like this, They start withthe dominant mode.
When they realize I'm notagainst them, when they realize
they can trust me, when theyrealize I am connected with
them, and I really respect themfor who they are, sometimes they
switch to analytical, so theycalm down and talk more about
what they want specifically innumbers, or they start talking
(16:05):
about what they want in terms ofrelationship and feelings.
How they want to feel aboutthis.
So I know if they're switchingto analytical, to harmonizer or
even to influencer.
So yes, we can lead that changewhen we make people feel more
comfortable with us, they canrelax and they become, a softer
(16:27):
version of their behavior,easier to deal with.
Don Finley (16:30):
That is incredible.
So how has technology playedinto your world?
I mean, you have an engineeringbackground, you have the
experience on that side, but I'mcurious of like, how in the
public speaking and theinfluence world has technology
been influencing you and morespecifically, the latest
iteration of AI that we've hadin the last two years with
(16:51):
generative AI and also, I don'tknow if you've played around
with a GPT 4.
0 advanced voice.
Fabio Marques (16:58):
Not yet.
Not yet.
Don Finley (16:59):
Okay, going back to the question of, how's tech
influenced you?
Fabio Marques (17:05):
You know, for me, since the very beginning, even
before AI and everything else.
I always saw technology as a wayto free my mind and free my time
so I can be more human, So I canbetter connect with human
beings.
So everything I do in mybusinesses, I try to use
technology to free my time.
So everything that isrepetitive, Operational tasks
(17:28):
that are repetitive.
I try to implement some kind oftechnology to automate that,
Just to give you an example, Igenerate more revenue now than I
generated like five years agoand I have one sixth of the,
headcount that I had.
So I had much less peoplegenerating more revenue because
a lot of things are automated bytechnology.
(17:48):
In terms of AI, I use AI toreally test some ideas.
And to see, what is out there.
So let's say, I wanna see how,people are talking about
influence.
So I go to AI and say, okay,write me something about, and I
try to be very specific of whatI want.
So the result I know is, AI wentto all over the world, And
(18:11):
collected all kinds of, andconsolidated everything.
And boom, that's it.
That's the consolidated versionof it.
Everything that is going onabout that topic.
So that gives me like a sense amI still connected with what is
really important to people.
And I can do that with sales,with relationships any topic and
AI will give me like an extract,A summary of everything out
(18:34):
there that people care about.
And that will help me stay on mytoes and am I still
communicating with people theright way, But I have to confess
something to you, my friend.
The more and more I use AI togive me those answers, the more
and more I realize that peopleare desperate for authenticity
Don Finley (18:54):
Yes.
Fabio Marques (18:55):
and truth.
So you can have the best salesletter or sales video or sales
page in the world if they don'tfeel authenticity in there.
If they feel like it's very wellwritten, amazing copyright, but
no truth, no authenticity, nofeeling.
Don Finley (19:12):
Yeah,
Fabio Marques (19:12):
And we are getting more and more savvy as
humans to, to sense if there istruth and authenticity behind
those amazing copyrights becauseof everything that is going on
right around us.
Don Finley (19:26):
I mean, you're definitely hitting on a note of
what 2024 has been for YouTubewell is like, if you see before
2024, it was all just flashybanner styles, kind of like fast
hitting sort of space.
And that was what was trending.
But now you see the authenticcreator coming through.
And that process of of being whoyou are and expressing that into
(19:51):
both your offer, your sales,what, however it comes out in
your business is incrediblyimportant.
Um, you also hit on somethingthat was I'd like to come back
to that.
You now have one six, the staffthat you did before.
And we've seen this trend in, inthe business, in the world
where, in the eighties, for meto generate 10 million worth of
(20:12):
revenue, I needed a team of 50today.
I need like one or two and we'regetting to the point where even,
Sam Altman is saying he's got atext message thread going where
they're like, they're waiting.
or they're betting on whenthey're going to see the first
billion dollar company that'srun by one person.
and I'm curious if thetechniques that you have
(20:33):
encountered and you've developedover the years be implied, can
be applied on the influence ofourselves.
and an understanding of our ownawareness.
Because I think in theseenvironments, like I see and I
can hear from you that you arevery authentic in your passion
for the work that you're doing.
And that makes it probably veryeasy for you to actually do this
work because of the strongconnection there.
(20:56):
But as we get to these smallerand smaller companies, how do
people find their own passion toconnect in the same way that
you're connecting to Magna andthe, the influence that you
provide?
Fabio Marques (21:06):
Well, one thing that I, realized a few years
ago, in the future, mostcompanies will be small
businesses.
As you said, like one man showcan run a billion dollar
organization in the future.
So one thing that I, I once had120 people working for me, It
was in 2 21, 1,001 to 2001.
I had 120 people and, but Irealized that people actually,
(21:31):
they grow faster when they runtheir own business.
When there are employees, theykind of relax too much because
they trust the company will takecare of them.
It's like a small version of,the government taking care of
me, No, the company will takecare of me.
So I don't have to really be thebest I can be.
If I fail one or two days,that's all right.
the company will take care ofme.
(21:52):
When they are really, selfemployed or they are owners of
their own business, they don'tthink that way.
They say, I have to be my verybest every single day.
Because nobody's taking care ofme.
I have to take care of myself.
So the idea of owning your ownbusiness or being a self
employed is more, it conduciveto achieve excellence than to be
(22:13):
an employee.
So I decided many years ago thatI don't want to have many
employees.
I want to have a lot of businesspartners.
They are solopreneurs.
They were connected with me, butthey don't, owe me anything.
I don't owe them anything.
this is a business relationship.
I see them as my clients, not asmy employees.
And they see me as their client,not their boss.
(22:35):
So we see each other as clients.
And if I see everybody asclient, I treat everybody to the
best of my ability.
I do my very best.
To please my clients and they dotheir very best to please me and
to make me happy and to make memore than happy to make me
successful.
And I want to make themsuccessful as well.
If everybody's successful,everybody wins.
(22:55):
Everybody grows, even if we areone man shows, So the future is
technology is available toeverybody.
You don't need to have like 10,20 employees anymore to grow.
You can have like 20 robots, youcan have like 20 softwares, you
can have like 40 softwares, Ihave like 40 softwares running
right now.
So you can have softwaresrunning things for you, and you
free your time to be connectingwith other human beings, doing
(23:19):
business, to be reallyunderstanding each other, and
see how can I help you, how youcan help me.
And this will create moreresponsibility, more awareness,
more human connection, becausewe are free to grow without
having to slave people into ouremployees.
Don Finley (23:39):
think that is fantastic.
Fabio Marques (23:41):
I'm not saying that it's bad to have employees.
I'm just saying that
Don Finley (23:43):
No, no, no.
I think what I'm hearing,
Fabio Marques (23:47):
will grow without having to have employees or many
employees.
Don Finley (23:52):
I've been running industries now for 11 years
coming up on 12 years now.
So we're getting to a dozen.
I have told people, countlessly,that starting a business and
being an entrepreneur has beenthe best self-development tool
that I have ever had.
Because if I'm not hitting mynumbers.
I'm not hitting my numbers, Likethere is something here that
(24:12):
isn't.
There's nothing wrong with myclients.
There's nothing wrong with thepotential clients.
But if I'm not able to convey,like you said, with
authenticity, what we can do andhow we can provide that and how
we can help them meet theirneeds, then that's going to
hurt.
If our team is struggling,that's on me.
Fabio Marques (24:31):
Hmm.
Don Finley (24:32):
And to be able to have that, setting in which you
have, you know, your partners asyour clients and your client of
theirs as well.
You're setting that stage forlike, Hey, we're all creating
success here.
do you feel that it is amotivation by fear or a
motivation of passion and love?
what helps set that stage?
Fabio Marques (24:50):
Motivation by purpose.
Don Finley (24:52):
By purpose.
Okay.
Fabio Marques (24:54):
Because, you know, as I'm not their boss
anymore, When I'm not theirboss, they're not obligated to
serve me or to work with me.
So they will only work with meif they see purpose in what I'm
doing, and if that purpose isaligned with their purpose.
So this is true leadership.
This is true influence.
It's not influenced byhierarchy.
(25:16):
It's not influenced by, bypower, by authority.
It's influenced by purpose.
So when they feel like I'mhelping them achieve their
purpose, and they feel likethey're helping me achieve my
purpose, we are aligned inpurpose.
Everybody works trying theirvery best.
to deliver excellence.
So we defeat the mediocritythinking, Because when I say,
(25:39):
Oh, the company will take careof me.
If I fail, that's all right.
I don't need to be my besttoday.
People will forgive me.
I just give my boss like anexcuse that I'm not so well
today.
He's going to forgive me.
He's going to cover for me.
So, again, I was an employee andI was not mediocre.
I'm not saying every employee is
Don Finley (25:56):
No, no, exactly.
Fabio Marques (25:57):
Alright, and of course, we know that the most
successful employees are theones who are entrepreneurial
spirit, So they don't haveexcuses.
They go for it and they getthings done.
So of course, every company thatis blessed to have employees
with entrepreneurial spirit,they're good to go.
we have stages in life and manypeople need to go through the
(26:20):
employment first so they canunderstand how to run their own
business later.
That's all right.
Okay.
I'm just saying that, no, theway I'm setting my organizations
is, I am connecting with my,partners, based on purpose and
in this pursuit of excellence.
I tell everybody, and that's whywe created the International
(26:40):
Excellence Society What isinternational excellent society?
It's the congregation of all mypartners.
So, we believe that mediocrityis the mother of all evil.
When people feel mediocre, theydon't feel they're good enough
to win by the rules, so they banor break the rules.
they don't feel like they'regood enough to win, honestly.
(27:01):
So they lie, they steal, theyscheme, To fool other people.
But when you feel like you'regood enough because you're
living excellence every day,you're not afraid.
When you're not able to dosomething, you go back to study
and learn and evolve.
You don't have excuse like, Oh,I don't know, so I'm going to
like, no, you don't know.
So you're going to study andlearn and grow and then you come
(27:22):
back better.
That's the way we think.
And that's how we use technologyto allow us to learn faster, to
grow faster.
Even AI can be a good teacher.
If you have any doubt, use AI togive you some answers, but don't
use AI to replace you.
Don Finley (27:38):
exactly.
We have the statement of we'reusing it for augmenting
intelligence, It's not replacingintelligence.
It's basically that tool to helpbe reflective of where you're
at.
God, I've enjoyed this so much.
I feel like there's plenty morequestions and we're definitely
gonna have to bring you back sowe can dive deeper into some of
these areas.
What's one thing that you wouldjust like to leave the audience
(28:00):
with?
how can they best preparethemselves for, you know,
embracing more human connection?
Fabio Marques (28:06):
Well, let's simplify, then the Magna
influence map is huge.
Of course, you need to study alittle bit deeper, but let me
give you the, the fundamentals.
So everybody here listening canstart applying tomorrow or today
if they want.
Don Finley (28:20):
Yes.
Fabio Marques (28:20):
So the reason I gave influence, my influence
map, the name Magna influenceblueprint is because I created
an anachronism for Magna.
Okay, MAGNA means something ofgreat distinction, something of
great importance, greatsignificance.
So MAGNA influence would be thegreatest of all kinds of
(28:41):
influence, But also, I createdan acronym for MAGNA.
So M A G N A, Motivations,Aspirations, and Goals,
Nurturing Agreements.
So the very simple thing aboutMAGNA, how to influence other
people is, okay, how do Can Iuncover their motivations?
Motivations means motives toaction.
(29:04):
That's the source of the wordmotivation is motive to action.
They put it together motivation.
So what is your motive to dosomething?
If I want you to buy from me,what would be your motive to buy
from me?
If I wanted to work with me,what would be the motive?
And of course, they're relatedto your purpose, to your
beliefs.
So if I'm interested inlistening to you and understand
(29:25):
your beliefs.
Your purpose, your values, Istart connecting with your true
motivations, your true motives,As long as I, realize what
motivates you to do something,I'm automatically more connected
to you because I can adapt mycommunication to say things that
are connected to your beliefs,your values, your motivation.
The second thing is, okay, onceI understand your motivations,
(29:49):
where are you coming from?
Where are you going to now?
Your aspirations?
Because I have to be the bridgebetween where you're coming from
and where you want to go.
That's how you see me as avaluable resource to connect
with when you see me as abridge.
So you have motives to dosomething, motivations, and then
you have aspirations, where youwant to go, who you want to be.
(30:12):
So I start asking you about yourdreams.
your major objectives in life,and I start understanding your
aspirations.
And then to really build thebridge, then I ask you about
your short term goals.
So motivations, aspirations, andyour short term goals.
The step by step you need toreach your dreams by your
(30:35):
purpose, beliefs, and values.
So when I understand your goals,your short term goals, I see
your goals.
With clarity, how I cancontribute to your goals, how I
can be a resource for you tohelp you accomplish those step
by step goals until you reachyour destination.
And so motivation, aspirations,and goals, I'm ready to nurture
(30:59):
agreements.
I would say something like this.
I see that you want to changeyour business because you're not
satisfied with the results youhave had so far.
the kinds of Clients you havebeen working with are not
aligned to your beliefs andvalues.
Is that right?
They're motivational.
Yeah, that's right.
And I see that you want tobecome a company that is a
(31:21):
reference of excellence.
People come to you because theywant to achieve higher levels
of, of success using ourservice.
That's your aspiration to bethat resource.
People come to you.
Is that right?
Yes.
And you have like three maingoals to start in that journey.
(31:41):
You say, yeah, that's right.
If I can help you go throughthose steps and achieve your
destination faster, would you bewilling to work with me?
They go, of
Don Finley (31:51):
Absolutely.
Fabio Marques (31:52):
So I just need to understand motivation,
aspiration, and goals, and I'mready to nurture agreements.
So this is the fundamentals ofMAGNA Influence.
And of course, when youunderstand the whole map, you
know how not only to connect andinfluence but to keep that
connection growing and growingand opening new doors to you in
other areas as well.
Don Finley (32:11):
that is absolutely fantastic.
so when we post this, what Iwant to see from our audience is
how they've applied magna intheir lives.
so basically it's going torequire people to listen and
then come back a week later topost it.
But you know what?
We'll see what the best commentsare.
I know for our nextconversation, I will also be
showing up with the expressionof how I'm doing this.
(32:34):
once again, Fabio, thank you somuch for spending time with us
today.
It's been a blast.
Fabio Marques (32:38):
thank you for the opportunity.
You know, the more people knowabout this, the better the world
is going to be.
Don Finley (32:44):
Absolutely.
Thank you for tuning into TheHuman Code, sponsored by
Findustries, where we harness AIto elevate your business.
By improving operationalefficiency and accelerating
growth, we turn opportunitiesinto reality.
Let Findustries be your guide toAI mastery, making success
inevitable.
Explore how at Findustries.
(33:05):
co.
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