Featuring Chuck Garcia, CEO of Climb Leadership International

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Episode Transcript

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The following is a paid podcast.iHeartRadio's hosting of this podcast constitutes neither an
endorsement of the products offered or theideas expressed. It's time for Mind Your

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Business on seven ten w R andthe iHeartRadio Network to present the weekly business
radio show produced by the award winningmarketing firm bottom Line Marketing Group BLMG,
sharing business and marketing strategies to makeyou and your business successful. Now here's
your host, the president and founderof bottom Line Marketing Group yets Hawks Sapless.

(00:51):
Thank you for joining me in anotheredition of Mind Your Business right here
on seven ten war the voice ofNew York and around the world on the
powerful I Heart Radio Network. Ohsuspense, suspense, suspense. What should
I do? I want to sharemy guests, But first, you know
the opener, it's radio. Whatcould I do? Forgive me here?
But it's incredible guests. First ofall, a first and foremost, we

(01:15):
feature such a great lineup of guests. I mean, my gosh, we
had this. We had the CEOof sack Swift Avenue, Steven Stado.
We had the former vice chair atGE and CMO, Beth Comstock. We
recently had the president and CEO ofDale Carnegie, Joe Hart and so many
other great guests and tonight's guest.Oh, I'm sorry, it's radio.

(01:37):
Just a little bit more suspense wouldgive me here. I gotta be a
mentioned thank my team. My guestswould have my He would really give me
petch if I didn't thank my team. It's my team here at BLMG.
Special shout out and a thank youto Mikael Sriuley, DJ Nachi and so
many others that make the show sosuccessful. A special thank you to at

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seven ten w R Darren, PeterRobert, thank you, Thank you zev
zeb Brenner for the shout out beforehe precedes me here on seven ten.
And to the various different channels thatwe are syndicated on, KNUCKI Radio,
the articles in the Jewish Home,Business Class clips, and so many others.
Boat without further ado, going totonight's incredible guests, Chuck Garcia.

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Chuck is the CEO of Climb LeadershipInternational. I'm gonna give you a little
bit a bit of his bio.If you're not impressed, I don't know
what planet you're on. He's climbed, by the way to the highest points
in this planet but okay. Chuckis the founder of Climb Leadership International.
He coaches executives worldwide on public speaking, emotional intelligence, and executive presence.

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His Amazon best selling book at Climbto the Top is soon to be followed
with a new release, which we'regoing to talk about a tonight show.
He's in the faculty of Columbia Universityand he spent twenty five years in leadership
positions at Bloomberg, black Rock andCitadel Investment Management. Tonight show is all
about emotional intelligence and how it impactsyour future, especially in leadership positions,

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Integrating emotional skills into the complexity ofeveryday life and turning chaos into learning lessons.
Without further ado, Chuck Garcia,welcome to mind your business It Suck.
Thank you for the wonderful and beautifulintroduction, and I so appreciate as
you were beginning. You're a narrationto thank the team, so I want

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to do the same. I knowit takes a village to produce a radio
show. Same to me. Thankyou to you Suck in your team for
the opportunity to be here with youtoday. I am so honored, very
special, well also a special shoutat to the one who connected us,
John McLaughlan and John. Yeah,John, if you hear us, thank
you, And I sent him anemail a couple of days a letter know

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him on John, thank you.I so appreciate that introduct What a great
friend of both of us and somany Chuck, let's just go down memory
lane. You were on Wall Street, you answered to Mike Bloomberg. I
mean, you had senior leadership positionsand you've channeled that, taken that incredible
amount of experience and now are coachingleaders worldwide to talk about the journey of

(04:18):
Yeah. First, as I wasascending to my career, I'd like to
think that you can think a fewsteps ahead and what am I going to
do with this? Where is itgoing to take me? And the answer
is, you don't know. You'reso caught up in doing what it is
you're paid to do. But alsowhen you leave the office, there's a
wife and children and all these otherconsiderations. So, as I was climbing

(04:39):
my career and so grateful to bein the gravity of Mike Bloomberg, I
I don't know say it's by accident, but after my many years of leading
sales for our Latin American team atBloomberg. We were selling what are known
as Bloomberg Terminals south of the border, opening it up business in all these
countries. I started to every singleMonday there was a meeting at Bloomberg to

(05:04):
bring together the management team and tospeak to the entire salesforce. So every
manager of their division, I wasone of them. All of us had
an opportunity on a lot of differentMonday morning meetings called the MMM, to
be able to give an update.What's going on in our business, what
are we seeing, What can wetalk about and share with our colleagues that

(05:26):
they may benefit from our struggles,our challenges and our victories. And every
Monday, somebody got up there andthey talked about what they did. And
as I was watching them, Isaid, they're not real excited about it.
They're hitting all the right things.But what I was seeing as I
was closing my mouth and opening myears, I said, when I get

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up to speak in front of theteam, that's a substandard. They're not
making me feel anything. I'm notlearning from them. That's not a style
I want to emulate. So Igot up on Monday mornings with great enthusiasm,
and I was very happy to tellthem not just the things that I
was doing great. Instead, Iled with the vulnerability of I had a

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situation. This is what happened.I didn't handle it well. It was
my greatest lesson. Little did Iknow people were noticing that. I didn't
know they were noticing that. Butand it wasn't as if I was trying
to do something, Hey I'm goingto do better than you. I just
felt I owed the audience my best, not a substandard. Hey here's what
we're doing, and this is what'shappening. So that led yitsok ultimately to

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take in a full time job whereI was stepping on stage all over the
world in the service of the Bloombergorganization. By traveling the world and stepping
on stages, and I it wasan untrained speaker. There were no TED
talks at the time. I readthe Dale Carnegie book, which I loved,
on public speaking and how to winfriends and influence people. I was

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self taught. So the journey ultimately, while I didn't know at the time,
it was giving birth to what Idecided to do. And nine years
or ten years ago, when Iwas coming down a very big mountain in
Alaska. Something inside of me waschanging that caused me to act. And
as I flew home from that mountainexpedition, I was grateful for the guides

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that led me up these treacherous mountains. But what I left about my guide
Jitsak. They were calm under theway of storms, terrible weather, high
elevation. We were exhausted going home, I said, all right, this
is my time. I so admirewhat they did for me and a bunch
of people like me who everything theycould to get us to the top and

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to the bottom of that mountain.I said, from now on, I
am going to dedicate my life inthe service of others. I am going
to teach people the thing that Iwish somebody taught me. I couldn't think
of a higher honor. Now.There are a couple other considerations that led
me to that moment that I talkedabout in my book, and a climb
to the top. But the journeyto Yatsok, I can say was unexpected,

(08:03):
it was exciting, it was unknown. So I'm heightening contrast here.
There there were all these ups anddowns, but the most important part,
I can't think of anything more fulfillingbecause I know one day when I'm called
to Hey, Chuck, what youdo with your life? Short of raising
my children, nothing has been morefulfilling than teaching my college students, than

(08:24):
helping people to do what it isI learned how to do. And that
journey led me to a very wonderfulplace that brings me here to this table,
into your studio. Wow, howdo I get to my next question
after that? Who? By theway? Not just even just jolt forward?
What's the name of the upcoming title? And is it available now for

(08:46):
at pre release right for contacts.My first book as A Climb to the
Top, that was published in twentysixteen, and I was here in this
studio with Yatsocks when we're discussing thebook. The second book is the emotion
companion to a Climb to the Top, and A Climb to the Top uses
mountaineering as a metaphor for how toclimb careers. But the toolkit is not

(09:07):
ice, axes and crampons. It'scommunication techniques, just as you and I
are doing right now. The secondbook, it was in my heart over
the last couple of years since Imy personal brand, public speaking and emotional
intelligence. Since I wrote the bookon public speaking, I felt there was
a void. What can I giveto my clients, to my students that

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addresses the emotional component of how wecommunicate to each other. The book is
called The Moment That Defines Your Life, integrating emotional intelligence and stoicism when your
career, family, and life areon the line. It will be available

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on February sixth, two twenty Wait. Wait, wait, you gotta wait
till then? Unfortunately we do howYeah, I thought it's available for pre
release. Indeed, in fact,that's what I was gonna say. Yeah.
Who. While the book will belaunched on February six, twenty twenty
four, anybody can go into Amazon, Barnes and Noble, Target, the

(10:15):
online bookstore is thrift Books, whateverthat may be, and they can order
the book. So it is availableright now. Go into Amazon or available
for order, go into your bookstorewherever that may be. Type in Chuck
Garcia the Moment that Defines Your Life. You can order that book too,
amazing, amazing, And again online. What is the address where people can
go to to pre order the book? You can go to Amazon dot com

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and you can simply type in eitherChuck Garcia dots either Chuck Garcia or the
title of the book, The Momentthat Defines Your Life. If you type
in Chuck Garcia, you'll see twobooks, A Climb to the Top and
The Moment That Defines Your Life orBarnes and Noble or any online store.
Now talking about the upcoming book,it's about perception and how it dictates a

(11:01):
person's life. Can you please explainhow perception of a situation, especially in
times of challenge, can make orbreak a person. Think about Yitzak the
way we were brought up in school, and I say this with all due
respect, what school did. Itawarded you, or rewarded you for getting

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things right, and it punched you, so to speak, for getting things
wrong. So if you got nineof that exam right, congratulations. However,
what do I know what I didafter that exam was done. I
forgot ninety five percent of whatever itis I was studying for it because I
was onto the next test. Whatschool didn't teach me? Which is why
I wrote the book and why Ido what I do. There was something

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missing in what happens when you facean adversity, when you face a struggle
in a challenge, there's nothing inthat exam model that helps me to confront
it, to face it, toovercome it. No tools none, So
we wing it. And what Ifound is as I was training people to
speak, or as I was hearingtheir stories, there was a common thread

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among all of them, and itwas they didn't learn the tools. They
never knew the tools. How doI operate and how do I approach that
situation? Well, if you spendyour time approaching the situation and your mind
is chaotic and you feel that youare focusing on the problem and you're not
focusing on the solution, or you'reso busy trying to fill your mind,

(12:33):
because that's how we were taught.What happens if in that moment of adversity,
you take a moment to clear yourmind. Because what we know is
everything that every machine that we touch, when in doubt, we hit a
reset button. But as human beingsjitsuk who teaches us to reset, to
stay calm, to count to threein our head, and if we haven't

(12:56):
calmed down by then keep counting sooneror later. If you just stop,
all of your action and all thatneedless energy that is burned on the problem,
what if we could flip it.What if instead of putting all that
energy into the struggle, what ifwe could put that energy into the fix,
into the resolution. But we don't. Nobody taught us that some people,

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I think, are naturally better thanothers when it comes to that,
but some people are naturally better atplaying the violin. Right. So the
perception is and this is the birthof the book came through from certainly what
I teach an emotional intelligence, beingaware of the situation. But the next

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part that I included in the bookwas a philosophy that I didn't understand in
college. When people talked about thisthing called stoicism, I misunderstood it or
misread it. I misperceived it.It's like, what is this thing?
And I thought, when I startedto hear about this thing called stoicism,
it is your unfeeling. But it'snot that. It's you may become unfeeling

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in the context that requires your mindto slow down and to look at the
situation. Almost as if if youwere a consultant, or if I came
to you for advice, what wouldyou say? What would you do?
But we don't do that. Ourminds are so cluttered with the avalanche of

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all of the information, the solutions, the sixty four brands of toothpaste you
could buy, the hundreds of choicesyou have for bottled water. How are
we supposed to get through a daywhen our minds are so exhausted? What
do we do? Every time?I learned and I helped people, and
I learned this from the mountains.What happens when it begins to rain.

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You could complain about the rain,but that's not going to solve your problem.
And we think about even the weather, which everyone talks about it.
And what we know is when somebodywalks into a meeting, we know they
bring the weather with them. Youknow they're partly cloud e, they're pouring
rain, they're in a blizzard.You know it, you see it,
you hear it. But instead offocusing on the weather, the survivalist doesn't.

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The survivalist figures out, I needa roof, I need food,
I need water. That's it,three things, shelter, food, and
water. So instead of thinking about, oh my god, what am I
gonna do? Calm the mind.First thing, go for shelter. Don't
even think about anything else. Infact, you're not thinking about the blizzard
because that bliddras doesn't care about you, but I care about resolving it.

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So my call to action for someoneto read this book is regretfully, we
were not taught self awareness, Wewere not taught how to be stoic.
But why that is a tool thatactually matters when we face the adversity.

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So if there's someone listening, whoever had a problem in your life and
you never faced adversity, maybe that'snot relevant. I know there's eight billion
people on the planet. I don'tknow how many I know, but everybody
I know has been served something unexpectedand what did they do? Were they
equipped? Were they certainly not prepared? They sometimes ill prepared? And the

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book was written to help everyone understandwe are with you. We recognize you
have a situation or a problem.There is a tool kit and in the
moment that defines your life. Idescribe through each chapter narrating powerful stories from
people who were in their struggle.What can we learn from them? As

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it relates to the tools of emotionalintelligence we refer to as EQ, it
can be measured, so it's aquotient. Think about one way. Now,
add to that the philosophy of stoicism, clearing the mind. Everybody take
a moment to think about how welearn. We learn by filling the mind.
There's nothing wrong with that, andthat's a wonderful privilege. We have

(17:03):
to learn these things from the peoplethat teach us. But in retrospect,
when I think about my education,I wish somebody had taught me to clear
the mind. And when you lookat the great athletes, what do They're
all equally skilled. Why does onedo better than the other? It's the

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mindset. They clear their mind.At the line of scrimmage on a football
game, the soccer player that hasto kick the penalty kick, there isn't
anyone in that stadium that doesn't understandthis guy is capable. The woman whoever's
kicking the ball is capable of firein that ball into the goal. They
have the feet, they have theskills. Does the mind catch up?

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And do you clear the mind sothat that goalie does not exist? You
are going to put that ball inthe top right hand corner of the goal.
There's nothing you can do in thatmoment that's going to improve your skill
set. But there's a lot youcan do that's gonna prepare the mindset,
because the mindset drives the ability toget that ball into the net. We

(18:06):
have not been taught that and thatis my mission. By the way,
I mean, audience is not gonnabe too happy. I'm gonna go to
a commercial break because they're like,let him talk, let him talking.
But just among the accolades. Somethingthat resonated with me way back when when
John mclackin got us in touch.How many professors out there and not knocking
anyone, do you know take theirstudents to the top of a mountain.

(18:29):
It's not just talk Like like,I'm honored to write about Chuck. He
talks to talk and climbs the climb. We're gonna take a short commercial break
before I do. To find outmore information about Chuck is the easiest way
to Chuck ourca dot com. Indeed, go to Chuck ourca dot com.
There's a contact tab you can dothat, and there's also you can contact

(18:51):
me if you want to reach outon my email. It's Chuck at any
of my company's climb Leadership Chuck atclimb leadership dot com. We're gonna take
a short commercial break. Stay tuned, ever wished as you're sitting alone in
a corner at one of those networkingevents that you could connect better with other
people. Ever beat yourself up becauseyou didn't speak up again at that meeting,
or have been sweating buckets terrified beforea presentation because you aren't confident about

(19:15):
your public speaking skills. We've allbeen there. The good news is you
can change. For over one hundredyears, millions of lives have been transformed
because of our courses. At DaleCarnegie, we develop people's confidence, leadership
abilities, communication skills, public speakingskills, and human relations. Both are
public courses and customized corporate workshops haveproven results. We all have goals,

(19:41):
but only a limited amount of timeto reach those goals. Let Dale Carnegie
help you get there. For furtherinformation, visit us online at Dale Carnegie
dot com. That's Dale Carnegie dotcom, where you can explore all the
training courses and regional locations that areavailable to you. Dale Carnegie dot com.

(20:07):
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one nine one one, and we'reback. Mind your business with these lexaphlis
right here on seven ten w oR. And joined by a very special

(21:11):
individual, someone who walks the walkand climbs the climb, Chuck Garcia.
He is a member of the facultyat Columbia University. He runs a very
successful organization called Climb Leadership International,and he coaches executives from again we're not
allowed to say because you know it'sconfidential, but executives and many different types

(21:36):
of settings, from perhaps a companyof one to a company of many.
And his first book, A Climbto the Top, is an Amazon best
selling book, and his upcoming bookwhich you can buy on Amazon Now pre
order, and I imagine that thepre order that it gives them the ability

(21:57):
that when that book comes out inthe first it even tells you that it
says there. You go to Amazondot Com, you type in either Chuck
Garcia or the moment that defines yourlife. I will come right up now.
Emotional intelligence. Chuck, you talkabout it in your first book.
It was an article on Time magazineback in the late nineties, and that

(22:21):
hate you like a ton of breath. It did. And I remember yatsak
As I was thinking about. Iwas in the midst of my career ascension,
and I was speaking on stage alot. And I remember I had
a speaking engagement in Tokyo. AndI go to Tokyo and I get in
front of this large Japanese audience andthe lights go down, and I had
it all ready to go. Whateverit is I delivered in New York only

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a week before. By golly,I'm going to deliver the same thing in
Tokyo. And I delivered in Tokyo, and I sense as I'm speaking to
my Japanese audience, they're not lookingat me either or not listening. And
from there I said what I didn'tknow what was happened, But what I
knew in the moment of stepping onthat stage, I can't do to this

(23:06):
audience what I did to my NewYork audience. It hit me like a
lightning bolt because I was looking intothe barrel of the eyes of an audience
that seemed they weren't paying one lickof attention to me. Why was that.
It was a moment that was startlingfor me because what I forgot to
do was to adjust my style.I didn't know my audience, because three

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days later I delivered the exact samespeech to a Singapore audience that love the
style. The culture appreciated my style. The Japanese doesn't. But I state
that because it wrangled me emotionally whenI was on that stage and I felt
when it was done and I couldn'twait to finish this thing because this is

(23:52):
a colossal failure. I need toget off of this stage. But it
was the best teacher I ever had. It taught me, but it wasn't
the teacher of the mind. Itwas what I felt in that moment.
I was disappointing people that were spendingan hour with me and it's I don't
think they were disappointed in what Isaid. They just didn't like the way
I said it. I was veryanimated, and it's not that they didn't

(24:17):
appreciate the animation. It's just theyweren't a customer. I wasn't their style.
There was a translator or you,there was. There were two simultaneous
translators, and so people were keyinginto me. They were listening to me,
most of them on with the headphones, so they were getting it all
in Japanese. But I spoke toofast, I was moving too much.

(24:38):
I was doing the things that theydidn't connect to them. But you suck
what was born out of there.I'll never forget how I felt in that,
and there was nothing in my mindthat could have done it differently.
It was my heart that was aching. It was a heartbreak or I said,
oh my god, I have disappointedthree hundred people. How could I
do that? But it hit me, It hit me emotionally. And that's

(25:03):
just one example. There were biggerproblems to solve than Chuck Garcia talking to
a Japanese audience, but to me, at that moment, that was important.
I blew it. I screwed it. Up, I said, what
do I do that emotional moment?It professionally became my best teacher. It
taught me one I was unprepared andill equipped because I didn't know my audience.
I should have taken the time tounderstand how do I get in front

(25:26):
of that audience? But I saythat because as through that, I said,
where do I learn how to dealwith this emotion? Now? I'll
say all that because I was marriedwith children, and when you are married
with children, emotions go. Everybodyknows that. So I wasn't thinking about
this solely from my profession. Iwas thinking about this, could I learn

(25:48):
how to manage my emotions that wouldcross over not just at work but at
home, because I was too bifurcatedin my mind to think that at work
I'm one way and home on anotherway. That's ridiculous, that's not scalable.
We should learn something once and itshould apply to every situation. So
throughout the course of the nineties,this social science called emotional intelligence was sparked

(26:15):
by a book called Emotional Intelligence WhyEQ is More Important than IQ, written
by a Harvard guy named Daniel Goleman. And I read it and I said,
Oh my god, why don't Iknow this? And what he talked
about is the four models of emotionalintelligence. So think about in your mind
the four things that make us whowe are. Number one self awareness?

(26:40):
Am I aware of the impact Ihad on that Japanese crowd? I wasn't
until it hit me. Second,social awareness that's reading the room, that's
knowing where you stand, and notonly aware of myself. Am I aware
of the audience? I was not. I had no social awareness. I
blew it. I was talking toa wall instead of adjusting and speaking in

(27:02):
a way that I thought we'd connectwith them. So self awareness, social
awareness. The next two relationship managementand self management. So think about now
what we have gone to in thismodel, the act and the implication.
If I'm not self aware, whatimplication does that have towards the ability for
other people to want to be inmy gravity? Zero zero? I never

(27:26):
learned that. In school, wecontinue to memorize, cram, exam,
regurgitate. But here I am.Now somebody is reacting to me, and
I don't know how to react.So as I was reading about eq,
Yetsaka said, oh this is andthen I started asking my friends, You
guys know what it is? Whatare you talking about? I Q?

(27:47):
That's what Q? What? Whatother Q could there possibly do to be
successful? I said, oh,there's a gap. So as I was
reading it, I was becoming thethings that I was reading, and I
didn't know whether it was right orwrong, because nobody taught me. Just
like with public speaking, I hadto just test it and try it.
But what it taught me to clearthe mind that when I'm in a situation,

(28:11):
instead of getting all riled up andreacting, a simple technique and it's
called stop talking, start counting.Now we got radio here, so I
don't want to politicially long, butthink about every situation you're in. Now,
anyone who's listening, rewind the tapeto a discussion you had with your
boss, your spouse, whoever thatmay be. What did you likely do?

(28:33):
You talk too much, You talktoo fast, You responded too quickly
in the reaction to the thing thatyou heard that you didn't like. Instead,
and this was a learned behavior.I had no idea. I just
kept fighting back. Clear the mind. You're hearing what someone is saying to
you and you don't like it.Here is the interesting part. It is

(28:56):
much harder to stop the moment ofa behavior you've been doing all your life
than to learn a new one.So what I had to learn? Yet?
So how am I going to teachthis? The first thing I had
to do was create the awareness thatpart of learning to be emotional intelligence is
stopping certain behaviors, no different thanhabits. How do you stop a habit?

(29:18):
It's hard, But now we're talkingabout emotional habits because it has implications
on your career, It has implicationsin your marriage and your relationship. So
I wanted to bring EQ to lifein the moment in a way that someone
had not written about it quite thatway before. I wanted it to be
a fresh, innovative way, andI wanted to blend in because I didn't

(29:40):
give enough appreciation for the philosophy ofstoicism for clearing the mind and how the
juxtaposition of the tools you learn inemotional intelligence and how your mind calms down
and perceives a situation that you stepout of it and you give thought to

(30:02):
what is happening in this moment,and instead of me being a jerk and
talking and screaming, calm down,take a step back. This is hard
to do and it seems so simple. So that's where eq get sucks started
to make it into the body ofwhat I could do in the service of

(30:22):
helping somebody to become a better communicator. Now, Chuck, you as we
as we said, you talk totalk, you climb to climb. You've
you've climbed Kilimajaro, You've climbed othermountains, You've taken teams along. I
have many And what you, whatyou clearly are espousing, is learn from
life. Learn from life. Couldyou please? You touched on it,

(30:45):
but just I just have to holdon to this for another minute or two.
That concept of self arrest in timesof an emergency. Yeah, you've
actually experienced it in the personal conversationyou shared with me. Can you actually,
just, I guess, in aconcise way, share this story because
that had an impact in your life, and no doubt in fact, what
I'm about to say, thank God, what I'm about to say is a

(31:07):
metaphor for how we leave our lives. I was climbing on a mountain with
a team in the Caucasus Mountains inRussia and the tallest peak in Europe,
what is geographically Europe, is calledMount Elprus and it is on the border
of the country Georgia and southern Russia. It took us about ten days to
get to the top of the mountain. And we got up there and we
were exhausted. I was exhausted.I was like, oh my god,

(31:27):
I'm wiped out. Eighteen thousand,five hundred foot elevation. Everybody high five
hugged. It was really cool.There was a Japanese Norwegian team on the
team with us, and they areall these languages and it was really fun.
So we start our descent and onething I'll say about mountain climbing,
and this is a little foreshadowing here, eighty percent of accidents and mountaineering happened
on the downhill. We were nowdescending, and we were at an elevation

(31:51):
of around seventeen thousand feet. Now, when you climb big glacial mountains,
you climb as a team. Youwere typically clipped to them through You have
a rope and a harness on you, and you have these series of tools
called carabineers that you clip in andyou are now with other people and if
one falls, everybody falls. Wehad unclipped. At a certain point we
felt that we were in a prettysafe place we could unclip. Everybody be

(32:12):
drinking water, and we began toproceed down the mountain. Unclipped my crampon,
the very things at the bottom ofthe boot that helped us to grip
into the snow and ice hit anexposed piece of granite. As that happened,
I slipped and I was on aridge. I slipped and I fell
off the side of the mountain seventeenthousand feet above. I started falling.

(32:36):
I immediately adjusted, so I wasfalling feet first. I am flying down
this mountain. I have two cramponson my boots, and I have an
ice axe in my right hand.As I'm descending the mountain. In my
mind, I felt like it wasout of some cartoon. I was looking
at myself in slow motion, goingdown rapidly. What I did was what

(33:00):
Mike Bloomberg taught me years ago.When you are in a bad situation,
do what you were trained to do. And mountaineers we learned something called self
arrest. This is a metaphor forlife when you're in danger. Stopped talking.
What I had to do when Iwas in that danger falling off the
mountain. I took my right handwith my ice ACKs, I smashed it

(33:23):
into the mountain. I took mytwo crampons on my feet. I smashed
them in the mountain. It's calledself arrest. Fortunately I was now self
arrested. But I was clinging ontothe mountain the way a cat clings onto
the wall, wondering how did Iget here. I hear from the top

(33:45):
and there were eleven people on ourteam. I hear somebody screamed down,
Chuck, are you okay? Iwas within an earshot, and I screamed
back, yeah, I'm fine.It took about three minutes, but what
I saw above is somebody coming down. They said, Chuck, We're coming
to get you, and I knewthey were. Next thing I know my
guide, his name is Mark Ripper. Mark comes down to me, just

(34:07):
slowly descending, but very efficiently.He looks at me right in the eye.
He takes a caribbean or he clipsinto me. I'm clipped into him.
He is now belayed, which meanshe has clipped into the eleven people
above on a rope. We areall tied together. I was in such
a panic at the time, andI was about to rush up to get
back up to the mountain and Marksaid to me at the time, he

(34:28):
said, Chuck, hold on.He looked right in my eyes. He
said, take a breath, lookaround, look at the sun, look
at the sky. Think about allthe people who love you, Think about
the people you have loved. Lookhow blessed we are to be here.
And I couldn't believe he said that. I said, oh my god,

(34:51):
I fell off a mountain and he'stalking about who I love this guy.
And then at some point, asMark calm to me down, he put
my mind. He used the stoicismtraining so that I could put my mind
in a peaceful way because I wassafe. Then he said, chuck climbing,

(35:12):
which is the protocol, And Isaid, climb on. Mark began.
I got up. But you suck. When I think about that moment,
that was the most emotionally intelligent leadershipmoment I have ever seen. You
can't read about it in a book. You can't well, you could watch
it on ted Lasso, which I'ma big fan of, which does talk
about emotional intelligence. That you suck. I have fallen off mountains, but

(35:34):
it's because of the wonderful guides thathelped me, and they became my best
teachers, and I said, Iam going to bring this because we've all
fallen off proverbial mountains. What dowe do channel the moment? Wow Wow
by Chuck your new book, TheMoment that defines your Life? How can

(35:55):
people preorder it? Go to Amazondot com. You can type in one
of two things. You could typein the Moment that defines your life the
title of the book, or youcould type in Chuck Garcia. If you
type in Chuck Garcia, you seea couple of books. But we are
grateful for the opportunity to publish TheMoment that Defines Your Life Amazon dot Com.

(36:15):
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paycheck dot com. Powerful people,famous names, impactful content leaders who are
able to engage their teams more effectively, who are demonstrating a level of understanding
and empathy. It doesn't mean we'renot going to hold people accountable. We
have to hold people accountable for results. And at the same time, as
a great quote, which is Idon't care what you know until I know

(38:36):
that you care. The clip youjust heard is from the CEO of Del
Carnegie, Joe Hart. For morefantastic business advice, follow us on Instagram
at business class Clips. The futurethat you envision for yourself and your business
is totally attainable. You need supportalong the way, and as entrepreneurs,
having a team around you that supportsyou in achieving what that vision is is

(38:57):
vital and that is something that theCovenant Group is committed to delivering. Most
of the times that people come tothe Covenant Group using it's that they want
to enjoy what they're doing, theywant to have more quality time. What
they want to have financial independence orfinancial security. My name is Keith,
I'm Norm trainer. We educate acoat entrepreneurs to build a high performance business.
We are in essence, design engineers, and we're helping entrepreneurs design the

(39:22):
business that's right for them and thenexecute the idea of having somebody coach you
through the hard times and the businessand think through what it is to have
an inventory of client activity and whatit is to build a base of revenue
and to think like a business person. It's just not common in our industry.

(39:43):
My name is Mark Pardon, I'mDean Harder, I'm Alvin Brown,
I'm Jay Langford. My name isLuke Goodet. I'm Andrew McKinnon. And
I'm building a high performance business.And I'm building a high performance business.
And I'm building a high performance businessselling a high performance business. Learn more
by visiting www dot cont group dotcom. And we're back for the last

(40:09):
segment of ten Night's Incredible Show withChuck Garcia. We're talking about emotional intelligence
and his upcoming book, The MomentThat Defines Your Life. It is available
for pre order at Amazon. OnAmazon just typing his name Chuck Arcia,
you can buy his previous book,A Climb to the Top. That's a
great book and his upcoming book youcan pre order on Amazon, The Moment

(40:32):
That Defines Your Life. Chuck,thank you again for carving out of your
crazy, hectic schedule. You coachleaders around the world. You're and the
you're, you're part of the teamat Columbia University, and you uh,
you just you squeezed us in.Thank you. We appreciate that. I
am honored to be here, andthank you for having me. Determination,

(40:57):
adaptability, and collaboration three qualities forleadership, and really, anyone climbing the
corporate ladder, can you please talkabout those three critical life principally. Yeah.
In two thousand and two, Yetsuk, I was sitting in my office
one day and somebody sent me aninvitation to this to connect with him on
something I never heard of called LinkedIn. I didn't know what it was.

(41:20):
I accepted intake because I know theguy who's a friend of mine is like,
all right, and then I callhim what the hell am I doing?
And he told me what it is. Here we are twenty years later,
and everybody I know, my collegestudents and everyone uses LinkedIn to some
capacity, and every year LinkedIn publishestwo important lists and this is really about
job demand. And what they publishis the words that appear on more job

(41:42):
ads, the millions of people,the companies looking for talent, the talent
looking for a company. What arethe skills that employers are looking for?
And they published two lists. Oneof them is the heart skill. The
science technology is what's the top artificialintelligence, blockchain technology, cloud computing,
all those things. This is whatthe employers want. Okay. My realm
is the other side of it.They call them the soft skills, but

(42:05):
to me, they are not softat all. We call them leadership competencies.
And what I speak often everyone inmy world is on LinkedIn, and
when I ask them, what isthe world demand of you? Especially people
asking for career advice? Oh,work hard or you follow your passion.
Ridiculous, that's terrible advice. Whatis good advice? Reading the demand?
As you do as a marketing company, you help your clients read the demand

(42:30):
and act on. Okay, solet's act on what LinkedIn is telling us.
And this is data driven, Thisis not subjective. And if you
look at the like LinkedIn top fivesoft skills, will give it the respect
soft skill list. It is remarkablewhat comes up on that list. Number
one this appears more than anyone else, and it's not just for the musicians
and the artist. Is creativity.Think about the engineer, the doctor,

(42:52):
whoever you are, the need tobe creative, bringing creative solutions to conventional
problems. Number two persuasion right outof how to win friends and influence people
from Dale Carnegieve, which is mycareer bible. Number three collaboration. The
companies are actually telling you how importantit is to play on the team.

(43:13):
That it's not about you. Yourability to make others better makes you more
valuable. Number four adaptability and Iam so happy to communicate. Number five
emotional intelligence finally made its way.So what you were describing on this question,
you're sucking. You could call thesewords many things. The message here,

(43:36):
As the world has changed, havewe changed with it? Have we
retooled and taught the skills that theemployers continue to demand and that they update
every year. These skills that I'mdescribing, they work in the office,
they work on a mountain, theywork in marriage. Think about if you

(43:57):
could devote your stuff buddies now AndI'm not suggesting stop accounting and engineering in
bio. That's important. That's yourleft brain. But every human being has
two sides of the brain. Leftis the logic and the analytical side,
right is creativity, collaboration, emotionalintelligence. To me, the people that

(44:20):
work with me, you are notand you will never be at full career
capacity until you have found some equilibriumbetween your left and your right brain.
Many of my students left brain getan a be technically perfect great half capacity
until you have activated and developed creativity, persuasion, adaptability, all of those

(44:45):
so they have become critical, notjust foundationally for someone starting a career.
Here's the best part. Because Itrain so many leaders. What do I
train the leaders on? Duh?Creativity, persuasion, collaboration, adaptability,
and emotional intelligence. So it's notonly your entry point in your career.
That's how to get to the top. Because for those the common thread For

(45:09):
many executives, they've been promoted onthe strength of their technical competence. The
job description has radically changed the unpreparedand equipped to execute on that because they
haven't been skilled. They're winging it, but they've been pretty successful, so
what the heck? And then theystruggle. What I do is to help
them as their job description has beenredesigned. Most important part of your life

(45:30):
and you know it in marriage,you know it in partnership is adjustments.
Life is a continuous series of adjustments. The question is why do we adjust.
There's a million things you could adjust. My recommendation to every listener.
Adjust that list learn to develop it. Read the books, go to classes,
take the seminars. Forget the clamexam in memorizing not your past,

(45:52):
not your future, Chuck, Iknow that you will present a again.
You're part of the faculty at Columbia, but you did share on the on
a previous engagement that we had.What does Warren Buffet have on his way?
He's one smart guy. He isone smart guy. And I will
say proud of, very proud Columbiyour graduate. When he was asked for
advice, and I remember when whenpeople were watching him and they're like,

(46:15):
mister Buffet, what's the one pieceof advice you would give? And they
break out their pen and they're readyto write, and they're thinking this is
gonna be a whopper. What hedidn't say? You know, if you
just follow your passion and chase yourdreams, and if you work just a
little a bit harder you too couldbe the next Bill Gates. He didn't.
He took a very big pause,and he said, and he looked

(46:37):
right down the barrel of the audience, improve your communication skills and increase your
value in the marketplace by fifty percent. The engineers, yitsucks, were stunned.
What that's what you're telling us.I don't want to I want to
know how to become a billionaire.Improve your communicating. He went right back

(47:00):
back to it. He said,because he you had Dale Carnegie, the
president Dale Carnegie, on your show. He talks about on my wall,
you will not see the University ofNebraska or Columbia University on my wall.
You will see the certificate to DaleCarnegie Institute. And he also said,
I took a course in public speakingand it changed my life. Now.

(47:21):
I love Warren Buffett not just becausehe's worth one hundred and thirteen billion dollars.
He's a wonderful man and he givesgreat advice, and it's honest and
it's real, and it's accessible,and it's not the same mold. If
you just work just a little hard, give me a break. Everybody works
hard, but yit suck. Arethey working smart? Are we servicing our

(47:45):
children and our students by just continuingthe model, getting ninety nine and you'll
be fine. Oh my god,the amount of people that show up with
me with brilliant minds that say thatI'm unhappy, I'm unfulfilled. Hey,
I understand that. I feel yourpay. But let's try to approach this
a different way. Let's redefine notonly what it means to be smart,

(48:07):
what do you want from your life? Because if you just keep doing what
you're doing, you're going to keepgetting what you've always got. So we
have to think differently, and Ithink get sucked. That's what I try
to do every day, try tohelp people to help themselves. And how
do we do it? Every decisionwe make is driven from either the mind,

(48:27):
the heart, or the intuition,one of the three that can only
be Most of the important ones aredriven from the heart. This is important.
So what does a heart do?Go to the LinkedIn top five saw
skills. You don't need mean forthat, you can do it. This
is the advice I wish other peoplewould give, but I know you do.
You're very big at at others too. But we need to redefine what
it means to be smart and whatit means to be happy. Chuck,

(48:50):
we have around only seven minutes leftto the show at the time, flies
on the set with you the sameproblem last time. We have a high
class problem, champagne problem. Man. You have a book coming out in
early February twenty twenty four. Itcan be pre ordered now by going to
Amazon. What do they need todo? Amazon dot com? You can

(49:10):
type in one of two things ifyou remember my name, Chuck Garcia's all
you Gotta do? Or the nameof the book is the moment that defines
your life? Now I refer toit as the moment because it's very simple,
but the moment that defines your life. On Amazon dot com you will
see it come up. You canpre order it. It will be available
and ship to you on February sixth. Now, Chuck, you are the

(49:32):
consummate mensch. So are there anyshout outs you wish to share? Because,
as you said, it takes takesa toil to build a village.
To write a book takes a tremendousteam. Perhaps you want to share some
thank you I do and thank youfor giving me the your time to do
it. This was writing the momentwas a mountain climb, and anyone who's
ever climbed a mountain, you don'tclimb mountains alone. You don't climb careers

(49:55):
alone. My agent on the bookis a wonderful branding company that is behind
me called Two Market Media, andI want to give a shout out to
Steve Carlos, Uricia Rosenberg, CarlyVella, Mike y'all know who you are.
Thank you for everything you do forme. I am grateful, especially
the publisher what they connected me with, and we had a deal really quickly
because we knew we were onto somethinggood, that something would be and I've

(50:20):
had years to test it, soI knew what I wanted to write about
it didn't know exactly where it wouldgo. But when we went to the
publishers, I want to give ashout out to Postal Press. They are
the imprint on the book and they'vebeen wonderful to work with. The editors,
they've been all great. The bookwill be distributed through Simon and Schuster,
So in the publishing industry, there'sa lot of different elements at work,

(50:43):
but I want to give a shoutout to all of them because they
are They've just been incredibly special tome in getting this book to market,
and for that I am grateful.Chuck. In the last four or five
minutes, let's talk about really whatthe book is all about. How do
people know what moment defines a life? In fact, during the conversation tonight,

(51:08):
we talked about self arrest, findyourself, mindset, But how do
they know what moment? Yeah,that's the most compelling party. It sucked
because if we think about our lives, the one conclusion that I have found,
not only in my own life butin helping others, we overestimate the

(51:30):
value of planning. I'm not sayingit's bad to plan. It's good to
have a plan. But what anygeneral will tell you is the battle plan
never survives the first shot. Solet's get out of that metaphor. Let's
just think about our lives. Itsuck. What I feel we underestimate,
and this is why I wrote thebook. We underestimate two things. We

(51:53):
underestimate the importance of self correction,that's adapting when things do not go as
plan, And we underestimate temperament.How do we behave in adversity? So
what the book is really about anyonewho sits around and plans. I appreciate

(52:14):
that, but I don't know much. But what I can guarantee it's not
going to go as planned. Sohow do you act and how do you
react when the outcome is not whatyou expected? Right? So if it's
not what you expected, what happensnow? And this is what people notice.
They don't notice your planning. Theydon't see your planning, they don't

(52:35):
watch it. They don't know whatyou planned. But what they know is
how you act and how you react. And what is the consequence of acting
and reacting to somebody? When youstart blaming them that the plan didn't go
Is that what you're going for?You're not solving the problem, you're working
it. You're exacerbating the problem whenyou start thinking about, oh my god,

(52:58):
it didn't go as planned because nobodytaught us how some I'll give credit
to the athletes. They are taughtthat if you're a pitcher in baseball and
there's a guy in second and thirdand there's you know, you got the
greatest hitter in the history coming up. They are taught that. They are
taught how to pitch out of ajam. Why aren't we taught as children
and as college students to pitch outof a gem. We're not. We

(53:20):
just keep memorizing that picture. Can'tmemorize it. He's about to face the
greatest hitter in history. So howdo we learn to deal with the moments
when they come? And they willcome. Here's the coolest part. Yit
suck. We can't predict it.But as human beings, people have been
writing. The Greeks iman writing aboutthis since thousands of years ago. You

(53:43):
will have a moment. This couldbe a life defining moment. How are
you going to act and react whenthe moment comes to greet you? Your
choice? The book is about beingprepared for the thing you can't predict.
Think about the enormity that well,am I supposed to sit around and predicted?
No, it's going to happen.Two nights ago in the Hudson Valley

(54:05):
it was eight inches of rain intwo hours. Who could have predicted that's
a storm of a lifetime. Well, how do we act? They've been
wonderful femus coming out there, thepoliceman, the fireman, phenomenal reaction.
They're trained to do it. We'renot trained to react to the blizzard to
the flood. So the book isfor anyone. If you're struggling, if
you're facing a challenge, well let'sjust say everything is going great. What

(54:30):
I hope you will do is getlost in the stories that the people that
I wrote about, that I hadthe privilege of writing about in this book,
that you will learn from them.They will become your teachers and that
you can relate. You may notbe going through the exact same thing,
but you're going to be going throughsomething similar. And when you do,
are you ready? Think about that? Are you ready or are you ill

(54:52):
equipped and unprepared for the unpredictable?My assertion, get ready for what you
can't predict and when it happens,it's going to be just another day.
No worries. You're going to getthrough it. Clear the mind, stop
filling it. Learn how to adaptto the thing you can't predict, because
it will be here. What anincredible show why and what a shame we're

(55:13):
at a time. But before Igo, Before I go, Chuck,
how can people pre order the bookThe Moment that Defines Your Life? Go
online? You can type in Amazondot com like as many people do.
Whatever it is you buy on Amazon. You can also type in one of
two things Chuck Garcia, and youwill see two of my books. Or
you can type in the moment thatdefines your life. The book will come

(55:36):
up. You can pre order it. Hit the button, the book will
be yours. I'm gonna be gettingmany requests about this show, So first
of all, Miko ensure is thatby Monday morning it is up on Spotify
and all the other channels. That'sthe audio, the video is up,
and approximately four weeks and you'll beable to watch this incredible episode of Mind

(55:57):
Itsines. This wraps up, Ohman, it went so fast. Wraps
up a great edition of mind Business. Tune in again next Sunday night for
another great edition of Mind Your Business. Right here on seven to ten Wore,
the Voice of New York have asuccessful week. Seven ten War and
the iHeartRadio Network present Mind Your Business, hosted by the President of bottom Line

(56:21):
Marketing Group, Jitsok Saffliss. Foundedin nineteen ninety two, bottom Line Marketing
Group is a strategic, creative andexecution driven marketing agency helping businesses by clarifying
and promoting their vision, mission andpurpose. To support its lead generation and
customer retention initiatives to gain market sharein their industry. Mind Your Business focuses
on business and marketing strategies for success. Tune in every Sunday evening at ten

(56:45):
pm for this intriguing radio show.Is Jetsok interviews Fortune five hundred executives,
business leaders, and marketing gurus froma wide variety of business industries. Now
Yetsok and his guests offer their knowledgeand expertise to help you be six successful
every Sunday night on Mind Your Business. Powerful people, famous names, impactful

(57:13):
content leaders who are able to engagetheir teams more effectively, who are demonstrating
a level of understanding and empathy.It doesn't mean we're not going to hold
people accountable. We have to holdpeople accountable for results. And at the
same time as a great quote,which is, I don't care what you
know until I know that you care. The clip you just heard is from
the CEO of Del Carnegie, JoeHart. For more fantastic business advice,

(57:35):
follow us on Instagram at Business ClassClips. The proceeding was a paid podcast.
iHeartRadio's hosting of this podcast constitutes neitheran endorsement of the products offered or
the ideas expressed,