Featuring Keita Demming, director of development & innovation at The Covenant Group

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Episode Transcript

(00:00):
The following is a paid podcast.iHeartRadio's hosting of this podcast constitutes neither an
endorsement of the products offered or theideas expressed. The following show was pre
recorded. It's time for Mind YourBusiness. On sevent ten, WAR and

(00:33):
the iHeartRadio Network to present the weeklybusiness radio show produced by the award winning
marketing firm bottom Line Marketing Group BLMG, sharing business and marketing strategies to make
you and your business successful. Nowhere's your host, the president and founder
of bottom Line Marketing Group, YitzhakSaphliss. Hello, Hello, and welcome

(00:58):
to another edition of Mind You're bBusiness. Right here on sevent ten,
w are the voice of New Yorkand the powerful iHeartRadio Network. A special
thank you to you the great listenerof this show, and of course tonight
we are featuring Keita Devink. Heis about to release an incredible book called

(01:19):
Strategy to Action Run your Business withoutit running You and every leader everyone running
a business of any size that's ontheir mind. They want to run the
business without it ruining and just runningtheir life in a thousand different pieces.
Before we get to our guests,a special thank you to the great team

(01:42):
here at bottom Line Marketing Group BLMG, who make the show happen week in
and week out. Without them,it's virtually impossible. Really, Michail Nachi
DJ, thank you so much formaking this and doing all the work behind
the scenes to make it possible.And to the great full at sevent WR
zeb Brenner, thank you for theshout out, and a special thank you

(02:04):
to all those that stop me anywhereand everywhere giving me feedback. They see
the business class clips, they sawthe YouTube, they heard us on Nuki
Radio, of course, they heardus on seven to ten w R on
iHeart on Spotify. Oh, theyread those columns in the Jewish Home.
It's all about providing incredible business contentand that's why we sought out to have

(02:25):
Keda deming on the show. Keitais releasing a book on November twenty second
Strategy to Action Run your Business withoutit running you Now. Keita is the
director of Development and Innovation at theCovenant Group, and he's an award winning
educator and coach who is working totransform companies into places and spaces that are

(02:47):
idea driven and people centered. Now, obviously it's confidential, I'm not going
to share, but I do knowsome of the people and companies that he
has transformed, and they have justgreat praise for Keita. Keita, thank
you so much for joining us hereon Mind your Business. Thank you roving
me your shuck and it is alwaysa pleasure. I want to thank you
for the number of times you've hadus on your show and always supporting the

(03:12):
work we do, sharing good work, and especially the stuff you did at
the Pinnacle. I think that stuffthat's going to be remembered for the ages,
So thank you for that. Yes, yeah, that was some conference.
There really was. And what alineup that you had? What what
a what a lineup? That wasspecial. I know if we get distracted
on that, we'll be talking aboutthat for the next hour. So we're

(03:34):
going to have to get to whatwe're uh, what we're set out to
accomplish today, and especially you know, coming on that title Strategy to Action.
You know, I would be remissif we went off topic and we
didn't follow through. So to walkus down, you know what memory lane
here, what was the aha moment? You do this work? Uh,

(03:55):
day in and day out. Companiesof many different sizes, probably companies have
one to a company of many asnormous fondos, saying what what What was
the aha moment when you said,you know what, I gotta commit this
to print. I got to writeabout this. You know what, it's

(04:15):
it's the John Donnelly. I washaving a conversation with him today and he
was saying that people who are truemass as to their craft humble themselves their
craft, which is that they're alwayslearning. They never feel like they know
everything. It's sort of the moreyou know, the more you realize how

(04:36):
little you know. And the germor the seed for this book was planted
by our clans. In it,we lay out a framework that our plans
love and use every single day,and they kept asking us to say,
hey, we want to read moreabout this. We love this framework.
It's so helpful. I have iton my desk printed, but I'd like

(05:00):
to read more about it. Andwe'd just never written about it, and
part of it we were so busywith our class doing the work that we'd
never take any time to write it. And then I remember, I think
we did a session with you duringCOVID, so around this time we did
a conversation with you, and themessage for us at the time was never

(05:21):
let a crisis go to waste.How was this crisis like gift for you?
So instead of looking at what arethe downsides, et cetera, what's
his silver lining in the crisis andthe silver lining in a crisis for me,
I was like, oh, man, I got the time to write
this book that my clients have beenasking me to write for a long time.

(05:42):
And the first year of COVID Ididn't. I was like everybody's stumbling
through it. And in the secondday of COVID, I kind of really
committed to writing the book. SoI would win twenty twenty one two,
give my book to an editor whobasically made me rewrite it, and now
it's coming out in twenty twenty three. It's taking three years of love and

(06:06):
art and putting everything that I hadto make to write a book a busy
professional. So one of the thingsI would say, the book is intentionally
shot, intentionally punchy. It getsthe point really quickly. So my thinking
is, if you buy this bookand you're flying from New York to San

(06:30):
Francisco, I wanted you to readthe book on the flight from New York
to San Francisco and back. That'swhat I was thinking when I wrote this
book, and how do I dothat? And as you come off the
plane, you can apply something fromthe book in your business, not because
you have to, because the bookhas inspired you too. So that's where

(06:53):
the impetus writing the book came from. I don't know. Is that helpful?
Absolutely? Now let's go into thetitle. Now, the title is
really at the core of what youdo and provide for your clients day in
and day out at the covening group. Strategy to Action. You know,
that's such a powerful title. Iteven it gives an adrenaline rush, strategy

(07:16):
to action. Every executive, everyleader dreams of strategy, but then not
everyone's able to execute. Perhaps youcould discuss even just that headline, what
it stands for strategy to action.Maybe maybe I'll talk about it by telling
a story. Sure that recently Soabout three days ago, I was taking

(07:42):
a quote from a prospect, apotential client of ours, and he was
telling me. I asked him,if one of the first things we say
is tell me about your company,what are some of your pain points?
Et cetera? And throughout he saidthree times, we value all people.
We continue to invest in our people, all people are number one. So
I stop to them and I saidit might if asked your question, how

(08:05):
much money do you set aside investingyour people on an annual basis? I
said, good question. I haveto look into that. I'm not sure.
I don't think we've ever deliberately setaside money for his people. We
just do it as it comes about. We have already done that. So
they got cool. So how muchtime do you set aside to investing your

(08:26):
people on an annual basis? Goodquestion. I would have to look into
that to get back to you.So I said to him, you've said
three times on this call that youvalue people and you want to invest in
your people. That's what you're saying. I just asked you two questions around
how much money do you spend onyour people? How much time do you
invest in them? And you couldn'tanswer those questions. That's a very clear

(08:50):
gap. So in our work wetalk about you can tell what people value
in two ways, how they spendtheir time and how they spend that money.
If you're not spending time or moneyand your people, and you're saying
that you value your people and youinvest in your people, they will begin
to get resentment if that's your constantmessage, but they don't see any time

(09:13):
or money being dedicated towards them.It means there's a gap between your intention
and your action. Now, thatstory is one that I happened this week.
But the reason striatee action is whatit is is because I kept seeing
similar stories over and over and overall, which is people say things they

(09:35):
declare all company is about this,our mission is about this, our vision
is about this. But when youask them show me your calendar, how
does what jenior candar reflect your statedmission and vision? There was almost always
a gap. There was never everan alignment between that and I and I

(09:58):
think that that is a genesis ofwhat this title is about. It's about
telling people that there are four thingsyou have to define before you even begin
to grow your business. What's yourdesired future? Where do you want to
be five, ten, fifteen yearsfrom now? What are you prioritizing right
now to ensure that you make thatfuture reality? The third one is how

(10:20):
do you create alignment in you inyour world? So everything you do when
you wake up, the first actionyou do is towards your desired future,
towards what you've decided to do five, ten, fifteen years from now,
and then where you allocating resources toensure that they support your stated desired future.

(10:41):
Because what this book is about issaying, Okay, you've stated this,
you've declared this, here's the approachthat you go about you used to
go about in making this a reality. That's where our title comes from,
and that's how I want people tothink about STRATEGI action and how how they

(11:01):
two can start to see the realitiesof there will come into play. Is
that yeah, it's And now thebook is going to be available on November
twenty second, is it available forpreorder? So if your book is available
right now, So if you goanywhere where you buy books, most people
go to Amazon and you type instrategy, actually type in my name,

(11:22):
you can pre order the book rightnow and as soon as it's ready it
comes in. I suggested preorder rightnow. That would be the number one
thing Final author is having as manypre orders as possible. But I don't
want to pre order because I justasked you. I wanted to preorder because
you resonate with having a gap betweenyour stated intention and how you live your

(11:43):
life every day. If that's whatyou have ever experienced. Then I think
you should pick it up and shareit with somebody, tell a friend about
it. And I coming on Novembertwenty seconds. So you can buy Christmas
gift, so seasonal gifts, whateveryou celebrate, you can buy gifts for
folks and celebrate that way. AndKITA, so it's in it. How
is it spelled A E I TA deming d E M m I n

(12:03):
g dot or one of the thingsI've learned about publishing a book. I've
learned my name as very s yourfriendly. There's only one key to the
ming. If you search k IT A d mm I eng you'll find
my website and that's where you findthe links. But just go straight to
Amazon and you'll get it there.Amazing. When you take a short commercial
break, stay tuned. Take yourcompany's leadership and management skills to new heights.

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Have the bottom Line Brew weekly newsletterdelivered straight to your inbox. Well,
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brandspaycheck dot com. That's brandspaycheck dotcom. The following show was prerecorded,

(15:18):
and we're back Mind your Business withleads examples right here on seven ten WR,
the voice of New York and aroundthe world on the powerful iHeartRadio network.
And the case you're wondering, whencan I watch this episode with Keita.
Sure, it's going to be upon YouTube and you can be alerted
automatically if you subscribe to the channelon YouTube. We're at seven ten wor

(15:41):
Mind your Business Again on YouTube seventen wr Mind your Business, And of
course on the channel you can accessthe wealth of material from guest fortune five
hundred executives and corporate leaders of manytypes of businesses that have all been featured
on the Mind Your Big Business Showand they're available on YouTube at seven to

(16:03):
ten Worm on your Business. Tonight'sguest Key to Deming. He's releasing a
new book, Strategy to Action.The title itself drives the energy strategy to
Action. Every leader deals with this. They have ideas, they have a
vision, but how did they turnit into action? How did they execute?
And the subtitle is run your businesswithout it running you. I'm going

(16:25):
to jump into something that you addressin the Bookkeda, and that is something
that every leader has to deal with. But I'm asking within the framework of
strategy to action, dealing with problems, dealing with issues? How problem solving?
How does that jib How can aleader deal with issues and solve problems

(16:51):
while still maintaining their focus on executingtheir vision. So there are two things
I want to talk about. Probablytalk about this one a little bit later,
but the first one is how doyou talk about the problems? What
kind of conversations you need to have? What are the conversation skills are you
going to have around problems? Andthat's a whole specialty in itself. How

(17:11):
do you manage conflict, et cetera? How do you not let get how
do you create psychological safety? Howdo you what do things that really drive
decision making? And it comes rightback to conversations. But before you get
into that, the number one thingthat I've noticed is that people don't understand
the nature of the problem that's infront of them. So what I mean

(17:33):
by that is there are all kindsof examples about this in history, and
thanktfully this is not what I usein the book, but hopefully gets a
message across. So in Vietnam,the leaders or those in power had a
real problem with rats in their cityor in Vietnam, and they decided to

(17:53):
get the citizens to bring us rattales and get a price or they get
money, and what happens is thatpeople started to breed rats and bring details,
and they started to see little ratsright around the city with no tales,
and they realized that people were becomingvery entrepreneurial about how to get rewards

(18:18):
for the rats. Most of uswill look at that as unintended consequence.
So you say we'd had an interventionin place, and that's an unintended consequence.
I disagree with that notion. Ithink it is an unintended consequence.
But the problem was that initially youassume the problem was simple. You assumed

(18:40):
if I do this, then I'llget a particular outcome, not recognizing that
if I do this, maybe I'llget a specific outcome. So in the
book I talk about it is adifference between if then thinking and if if
maybe if then maybe thinking, Andwe need to understand that the world is
getting more and more complex. Sofor simple problems, if then makes a

(19:03):
lot of sense. If I putthese three ingredients together, I could make
a recipe. That's great. That'sif then thinking. It works really well
in computer programming and simpler problems tohit this button, this thing executes and
machine kind of thing. If youput this thing on a conveyor about it
wraps up the bops or whatever.That's great. Once you introduce variable as

(19:25):
the complexity human beings, et cetera. The thinking that gets you add is
if then maybe and maybe piece iswhere you have to apply strategy. You
put your strategy of Like, ifwe put this idea initiative concept in place,
we are very confident we'll be successful. And that takes some thinking,

(19:49):
that takes some analysis, that takessome really careful approach to planning to be
able to really understand that, hey, we are not one hundred percent show
that this is going to work,but we're pretty confident given what we know
that if we do this, we'llbeat our competition. We've been the best
in the market, were et cetera. And that's the distinction. For the

(20:11):
first thing that people need to recognizeis that am I dealing with a simple
problem or am I dealing with acomplex problem? And most people take all
the problems, they say, andthe approach that you take with a complex
problem is more experimental. Hey,let's test this does this work? How
does this respond? So let's goback to the rat tail example. If

(20:33):
we pay people for ats, they'llkill the rats and we'll get rid of
rat population. No, people aresmart and clever. We pay people for
ats. They'll breed their rats.They cut their rats so they don't have
to go hunt. It's much easierto breed rats and then bring you to
tears. And that's because they assumethe problem, the solution to the problem
was simple. And they have countlessexamples of that throughout society, throughout life,

(20:57):
where people just assume the problem that'sin front of them is one that's
straightforward and easy, and that isto me one in the most on one
mistakes people make. There's another greatexample of There was this problem this building
owners had at the elevator and theretenants kept complaining that the elevator was slow.

(21:22):
So the tenants were demanding a fasterelevator. We want a faster elevator.
And what they did is they putmirrors in the lobby of the of
the elevator. All the complaints stoppedbecause people started to look at themselves and
they stopped complaining, and they wereabout to invest millions in this faster elevator.
So sometimes you have to think about, how do I really address this

(21:47):
issue? What's the real problem here? So I think the idea of problem
solving and what kind of problem isthat? What kind of problem are you
facing? Is a very real onethat a lot of people ignore. Yeah,
absolutely, no, no, no, absolutely, that's that's you know
what it's you know, incredible howcreative people really need to be in problem

(22:11):
solving. You know, many timespeople are just like it, exactly,
like what's in front of them,Let me just deal with that head on,
not realizing there are other creative waysand many times, you know,
inexpensive ways to deal with an issue. But it's just a matter of really
understanding what the pain point is andthen coming up with the with the approach

(22:36):
I mean I did about the elevatoris a great example, A great example,
A great example. Okay, nowthere's something you touched on, and
that is the importance of conversations.And I know at the Covenant group they
speak about this frequently, and thisis I would like to address this point.
Strategy to action good. An executive, let's say, is a great

(23:00):
drill sergeant. He knows how toyou know, how to get things done.
He doesn't have time for conversations.What is the background, what is
the psychology? Why are conversations someaningful, so important in order to gain
buy in to execute a vision todo so. I don't understand the idea
of he doesn't have time for conversations. But let me, I mean,

(23:25):
can I can I throw a question? Yeah? Sure? Sure. I
wanted you to think about some tasksyou want to get accomplished. Me.
You'd think of a task in yourbrains, ok anywhere? Okay, how
do you accomplish that task without havinga conversation? Yeah, so I would
just respond by by just kind ofpicking up and doing it myself. But

(23:51):
of course I need to delegate andI'll need a team to get me there.
But the way to do it,you know, without is just my
sell. But of course then I'mhitting the glass ceiling because there is a
limited amount of hours and energy thatI could devote to it. So there
are two things I want to pointout to you. One is we can't

(24:12):
do anything without first having a conversationwith ourselves. I should move this pen,
I should like start writing my book. I should. We have to
have self talk is how we drivebehavior and as the first thing that people

(24:32):
don't recognize. So in the conversation, the conversation is happening at three levels.
One with yourself, one way ina circle. That's your loved ones,
your closest people, their closest employees, their closest teammates, whoever.
And then the third one is thesector system that you're trying to affect or
you trying to have an impact on. So what I want people to understand

(24:56):
or take away from this book isthat conversation is the action. So there
is no such thing as I don'thave time for conversation, because we can't
do anything in this world without aconversation, at least with ourselves. So
if I want to go and run, I have to convince myself to put
on my shoes, go and run, and do the whole thing. And

(25:18):
while I'm only run, I haveto convince myself to run not one k,
not two k, but five K, and I have to convince myself
every step not to give up.So when I say conversation is the action,
I mean conversation is the action.I mean there's nothing we can accomplish
in this world without conversation. Conversationis the heart of every single thing we

(25:41):
do. So, for example,one of the things that we know from
science is that there are three thingshuman beings do better than any and any
other animal in the planet. Numberone is our capacity for language. No
other animal has the capacity for languagelike we do. That we know of,
we have the highest capacity for language. The second is our ability to
set go We can set goals tenfifteen, twenty two hundred years in advance,

(26:06):
where animals can't do that. Soanimals can do like seasonal planning maybe,
and that its eye is debatable ofwhether or they set a goal or
whether that's instinct to it. Thecirin thing is we can share goals.
We can have shared goals. Thoseare the three things that separate us as
human beings that make us the onlyspecies that is changing the planet, that

(26:29):
has impacted the planet the way ithas. That is what makes us human
being. That is our fundamental thingthat made us be able to build skyscrapers
in New York, send people tothe moon, et cetera. As those
three things, language, a setting, ability to share goals. You cannot
do any of those three things withoutconversation. You cannot do it without even

(26:52):
if you believe in the rugged individualnarrative, you have to have the conversation
with yourself that the limits doubts andphase and all these things. And that's
what I mean by conversation is theaction, and that we have to move
away from thinking that conversations and machinesand that the way to get performances character
and stick, et cetera. Theway to get performance is to get people

(27:12):
to dream or buy into what divisionis. And that's that's what I mean
by conversations are the most important piecein business, and most people don't even
pay attention to It's not even onDarata. Now, Keita, I does
profound really that the importance of havinga conversation with yourself take out the time

(27:33):
that yeah, I mean this profound. I was speaking with Keita Deming.
He is an award winning educator andcoach at the Covenant Group and he's releasing
a book. It's coming out Novembertwenty second, Strategy to Action. Keita,
how can people pre order the book? So you can pre order the
book by visiting my website key Tomdot com that's k E I T A

(27:55):
D E M M I N geneAnd you can go to Amazon and search
my name or search Strategy to Actionand hit that pre order button. Get
some really good gifts for the Seasonwith your friends. It comes on November
twenty second. It's designed to bea book that makes strategy and implementation of

(28:15):
strategy very simple. I could haveeasily called this book the one page Strategy
Plan, but I didn't. Butthat's what he said this book is about.
It's about how do we make itvery very simple for people to set
a Google and a vision and thenhave a plan for implementing that googlal vision.
And if that's of interest to you, check out a book tell Me

(28:36):
dot Com or Strategy to Action.We're going to take a short commercial break.
Stay tuned. Take your company's leadershipand management skills to new heights.
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(29:00):
and I'm a former fighter pilot anda squadron commander in the Israeli Air Force.
Our workshops offer an empowering training experiencethat will push your boundaries and help
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(29:26):
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(29:48):
linebrew dot com. I ever wished, as you're sitting alone in a corner
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(31:04):
back Mind your Business with the sucthalf's right here on seven to ten WR.
And for those that are like,hey, I want to watch this
show, of course it will beup on YouTube. If you want to
be automatically notified, simply click onsubscribe on our YouTube channel. Our YouTube
channel is seven to ten WR Mindyour Business and you'll be treated to this

(31:27):
interview in a video format. Tonight'sguest KEITHA. Deming. He is an
award winning educator and coach. Heis at the Covenant Group and he is
releasing a brand new book, Strategyto Action. Run your Business without It
Running You. In the first fewsegments of tonight's show, we discuss problem

(31:48):
solving and some other key issues thatcome up with any with any leader that
is looking to implement a strategy.Right Strategy to Action, It's all about
implementation. We now open this particularsegment of tonight's show, Keita by asking
you a very key question that youthat you deal with on a daily basis

(32:10):
when you deal with clients. Wheredo most people get stuck in implementing their
vision? Meaning a leader has tohave a dream. And like you discussed
during the show, what's your fault? What's your two year plan, your
five year plan, your ten yearplanned? Went okay? Why do many
people they don't they they they envisionthe road, they have a vision for

(32:32):
the road, but they don't getthere. Where do they get stuck?
Loaded? Question? There? Iloaded. It's this that many places that
place to get stuck. And I'mtrying to think about where is the place
that most people get stuck and doubts. Undoubtedly in my mind is that most
people get stuck? And let melet me recast us by telling your story.

(32:55):
Sure, we had a client comein and we did all this planning
around this is the future they wantedto build. This is the structure of
the organization he had to do.This is systems and processes. You had
to implement data. This is howmuch wruth we believe we would get if
we implemented these for strategies, blahblah. We did our whole session for

(33:16):
this. Lots of time invested,et cetera. At the end of all
this playing, this guy looks atme and says, I know exactly what
I need to do. I believein this, in this strategy we put
forward, I think this would significantlygrow a business, probably five times or
ten times. I am not sureI'm willing to pay the price in the

(33:37):
short term for the games that I'mgoing to get in the long term.
I think that's why most people shotfall shot. Most people fall shot because
they're not prepared. They're not preparedto pay the price today for the bigger
return tomorrow. So not prepared tomake the sacrifices today for the bigger returns
tomorrow. So for simple, simplethings, I Am not going to have

(34:00):
the ice cream. I'm going tohave an apple instead. That's a short
term cost for a long term yearthat, especially when it's intangible. The
more intangible it is, the moreI think, the harder time people have
paying the upfront costs for that.So in the book, what I talk

(34:20):
about is that people are more comfortablewith things that are personal, immediate and
certain. They're less comfortable with thingsthat are organized, deferred and a gamble.
Things that are organized different in agamble, tend to be the things
that redefine your life, help youmake leaps in life. You don't go
one two, you go one,five, one ten, one twenty when

(34:44):
you do things that are organized differentin the gamble. So at the Covenant
Group, we are a saying whenwe talk about the single biggest differentiation between
high performance and average producers is thetime primal times better which you think that
plan. The first thing you needto do is exten and the timeline.
I'll give you a very practical exampleof that. R I recently tore my

(35:07):
ACL by m I knee, andbefore I told my ACL, I started
in January and I set a oneyear fitness goal and a five year fitness
goal. So I had two goals. When I told my a cl in
April April second of this year,I was upset. I was pissed,
and I thought, like, allmy goals all the window. Went to

(35:30):
my trainer on and stuff, andhe said, wait, whoa stop,
this sucks. In the short term, all your goals are all the window
for the first two years for sure, because you have to have surgery always.
You're not going to be running afive kN in next two years.
Nothing in your five year goals change. You could still meet every single one

(35:53):
of your five year goals even withthis hiccup. This is an injury that
will take me out for a yearexactly. So from April second of when
I bought the injury, I'll havesurgery in October. Based on the surgery,
I won't be able to go fora run until six months after the

(36:13):
surgery, which is April of twentytwenty four. So I've been set back
by one year. But in thattime, there are all kinds of other
things I could do. Because it'sonly my one leg that's a problem,
I can do all kinds of otherthings to keep myself on target. One
of my goals was to run aten g that I can't start until April

(36:35):
or twenty twenty four, But byDecember of twenty twenty four, I'll be
running a ten k, right.So the reason that I could have that
inside is in January I had setmy one and five year goals. So
when this catastrophic thing happened, amassive injury, et cetera comes in my

(36:55):
world, I already have a plan. It just needs to be tweaked a
little bit to have prehab, postabet cetera. And there's the other thing,
because I was already in the habitof getting in shape, it's strong.
By going to that surgery, theyshort on my recovery time. So
my train and I what we've doneis is just completely changed everything I'm doing

(37:20):
right now, and it's all gayto making sure I go into that surgery
as strong as possible. That decreasesthe time that I'm out of commission on
the other side. So one ofthe things we talk about our work is
high performance, distinguished and distinguish themselvesand what they do before, during,
and after. Most you to focuson the during. I'll give you an

(37:43):
example. In sales, everybody wantsto know what's the magic word? What
do I say in the conversation,et cetera. That's what That's what I
consented about. People who really makeleaps, people go from two times.
They don't do two times. Peoplewill go build a who grow in the
business five times, ten times,fifteen times. During times, those people
they focus on what they to dobefore, during, and after. So

(38:05):
for me in my surgery, it'sthe same thing. What am I doing
before to get myself ready for thatsurgery? I will walking exercises, doing
certain kinds of exercises, et cetera. I'll spare you the details of it,
and every single day I'm doing it, and then during as soon as
possible, I have to start exercisingas soon as possible. One of the

(38:25):
things I've done is I bought astationary bike because I was riding up at
the gym, which is a fiveway to walk for me, and I
realized, once I have the surgery, I'm'm going to walk to the gym.
So I bought a stationary bike secondhand, cost me three hundred bucks,
and that gym is going in mybasement, so that once that surgery happens,
I just have to walk from mybedroom to the next room, get

(38:49):
on your bike, and start myrehab. So reduce to friction. So
it's what you do before, during, and after, and that applies to
everything you do in life. Thatapplies to are you great business, That's
how you manage your mind, yourrelationship with your best friend, et cetera.
It's just these fundamental principles that ifyou follow them, the increasing chances
of you having success expansionally. Anda lot of people will recognize that.

(39:14):
And now another quick point because wehave to go to commercial break in two
minutes, and just from the vantagepoint of your new release strategy to action
is and I enjoy this that youhad a five year plan. There was
unfortunately a setback, but you didn'tthrow out the baby at the bathwater.

(39:35):
How many times do executives like,oh, no, that's it, it
can't happen. Now forget it.They just like everything comes apart. No,
you shared that you could still meetthat five year goal even though there
was a setback. Can I makea really important distinction? Sure? I
think it's really important. With myexample of my knee, my fitness goes

(40:00):
are all within my control, sonone of the assumptions didn't change. So
the cat the crisis happened, andI could just jump back on that because
they're all very personal. Take theexample of the pandemic for example, I'm
seeing this only time with companies.You have two kinds of we have three

(40:20):
CEOs who are the pandemic has changedeverything, therefore we need to change everything
in our business. The pandemic isnow over, let's get back to our
plan. And then they're the CEOSOdoing a hybrid. The pandemic has impacted
our lives. We need to seewhat still applies and what new we need
to add. Spoiler alert is thehybrid that's probably going to have the best

(40:43):
performance. This is the best performance. So it's it's not about throwing the
baby out of the bath water.Going back to the type of problem you
have, it's what the type ofcrisis you're dealing with. So there are
three things that impact social change ingeneral, the paradigm, and a paradigm
does two things. That defines boundariesin which you work, and it defines

(41:06):
the rules of play. The pandemicchange, but the changing rules for playing
and the change the boundaries the wayresource is flow in a system. The
pandemic has changed way resources flow.People are now working from home, they're
not driving out down, people areworking online on that's the resource flows in
the system has changed. And thenthe social relationships have changed the way people

(41:27):
interact. There are way less coolerconversations happening. So the paradigm has shifted.
It is we are watching social changehappen. The number one thing I
wanted to remember from my book fromStrategy, et cetera. A strategy is
a hypothesis you use your tactics totest the hypothesis and as we wanted.

(41:49):
Number one lessons that I think peopleneed to take away from the book that
and that's very different from my injury. Is one type of crisis, the
pandemic, which was absolutely transformative,and you have to take different approaches to
that, if that makes sense.So it's not about I could jump back
on the band model in my training. I can't do that out my company,

(42:10):
but I can, but I don'tthink we're successful. That's be said
Keita Deming. His new release isgoing to be on November twenty Second Strategy
to action run your business without itrunning you, Keita? How could people
preorder? First of all, youcan preordit right now. Most people probably
do that at Amazon. You canvisit my website keytliving dot com where I

(42:34):
have all the major sellers on mywebsite. Also, you can sign up
for my mailing list. I sella mailing I send out a newsletter every
two weeks which is packed with stuffthat I'm talking about today. I have
a mailing list which an open rateof forty percent, which is apparently really
really high, and it's early thestreet. Yeah, so if you want
to get that kind of value.Visit my website, key that I'm going

(42:57):
a conversation. My name k itT A D E M G. What's
the strategy adoption and you'll final copyof the book and ain't gonna follow me
anyway at k Deeming. We're goingto be back with the last segment of
tonight's show with Keita right after this. The defining moment in your life could
be transformational, and when that momentcomes, you need to be prepared with

(43:21):
emotional intelligence. Hi, I'm ChuckGarcia, author of Amazon's best seller Acclimb
to the Top, and my newbook called A Moment That Defines Your Life
is coming out in February twenty twentyfour. Learn how to integrate modern practices
of emotional intelligence with classic stoic philosophies. Pre order on Amazon today. The

(43:45):
future that you envision for yourself andyour business is totally attainable. You need
support along the way, and asentrepreneurs, having a team around you that
supports you and achieving what that visionis is vital. And that is something
that the Covenant Group is committed to. The Most of the times that people
come to the Covenant Group using it'sthat they want to enjoy what they're doing.
They want to have more quality time, what they want to have financial

(44:07):
independence or financial security. My nameis KEITHA. Duming. I'm Norm Trainer.
We educated Cord entrepreneurs to build ahigh performance business. We are in
essence, design engineers, and we'rehelping entrepreneurs design the business that's right for
them and then execute the idea ofhaving somebody coach you through the hard times

(44:28):
in the businesses and think through whatit is to have an inventory of client
activity and what it is to builda base of revenue and to think like
a business person. It's just notcommon in our industry. My name is
Mark Parton, I'm Dean Harder.I'm Alvin Brown, I'm Jay Langford.
My name is Luck Goodett. I'mAndrew McKinnon. And I'm building a high

(44:49):
performance business. And I'm building ahigh performance business. And I'm building a
high performance business. Building a highperformance business. Learn more by visiting www.
Dot Covenant group dot com. Takeyour company's leadership and management skills to
new heights. Imagine soaring through thesky in a military grade f the five

(45:15):
flight simulators just as the real thing. I'm Koby reggaev CEO and founder of
the Squadron and I'm a former fighterpilot and a Squadron commander in the Israeli
Air Force. Our workshops offer anempowering training experience that will push your boundaries
and help unleash your company's full potential. Visit us at the Squadron dot com

(45:39):
to learn more. That's the Squadrondot com to learn more. The following
show was pre recorded and we're backMind Your Business of these examplus right here
around seventy ten WR, the Voiceof New York and the or the Powerful.

(46:00):
There we go iHeartRadio Network. That'show people accesses around the world.
And of course tonight's show will beup on YouTube. If you want to
be automatically notified when this video episodegoes live, simply subscribe on YouTube.
We're at seven to ten wor Mindyour Business SEVN ten wor Mind your Business

(46:21):
and many of these clips are goingto be on the Powerful Business Class channel
on Instagram. We're at Business ClassClips. If you click and follow,
you automatically get a free daily sixtysecond clip which is packed with a great
short tip that could get you aheadin the business world. Tonight's guest Keita
Deming. He is releasing a book. It's coming out on November twenty second.

(46:44):
It is available for pre order.Strategy to Action run your business without
it running you. And before Iget to my last two questions, Keita,
how could people pre order the book? Visit Amazon dot com type in
KEITHA. Deming and said, whydo you find it as one of me
in type and rag deduction? Orvisit my website keith im dot com.

(47:06):
I have links to other resellers bothin the US and Canada where you're going
to buy a copy of the book. Can you be one of the floss
people to get a copy of abook that I think is going to have
an impact on people's lives? NowHere is an interesting question, and it's
really you know, it's it's aI don't say rough and tumble type of

(47:27):
question, but really, in termsof running a business, there are tactics.
There are certain day to day processes, there are things that have to
happen, and in terms of gettingthings done. Now, this vision and
this strategy, how do you kindof put that all together? Vision strategy,

(47:47):
but then the real world stuff,tactics have to get factored into the
whole picture. How do you howdo you make that all happen? So
in the book, one of thethings I talk about is that therefore overarching
themes that I think building your desiredfuture comes down to. Number one is

(48:10):
defining what that desired future is,prioritizing what you need to the strategy is
going to take to help get youthere, aligning your short term activities with
the desired future you say you want, and then how you're going to allocate
resources there. The last two,which is the alignment and resource allocation,

(48:34):
is all about tactics, and tacticsis an extension of your strategy. Tactics
are what your strategy looks like inaction. So this book could have easily
been a strategy to strategy and tacticshow to make your business run without it
running you. That could have beena title. But what I want people
to focus on is the action.And there's a question that I ask in

(48:55):
that book, which is the nextoption I'm about take in radical service of
my desired future or the future Isay I want, I'm about to pick
up your chocolate cake? Is thisaction in radical service of the future I
want? I'm about to buy thisnew Lamborghini. Is this action in service

(49:20):
of the future, I say,I want. I'm about to spend frivously
on this thing. Is this aptionin service of the future? I say,
I want? If you took thatone question, you applied that in
your life and said, Okay,is this action I'm about to take in
service of my desired future? That'sa very profound question. And here's the

(49:42):
thing I think most people don't dois I started this by saying, all
option is driven by conversation, andmost importantly conversation in with yourself. So
here's a trick that I think youcan take away from today. And I
got this from a guy who wrotea book called Chatter. His name is
escaping me right now, but it'sphenomenal book named of this chatter. What

(50:06):
you think she talks about is thatit's called a flying the World technique.
And what you do is you say, Okay, I'm very determined to get
into particular kind of shape fitness level. So I have some goals and it
includes a certain amount of weights andrunning a particular distance, et cetera.
That's that's my goal, right,That is Keita two point zero. So

(50:32):
I'm about to make a choice.Do I go to the bar and meet
my friends and go I do Ispend forty minutes on the bike. What
would Keita two point oh do?Keita two point oh will get on the
bike. So I get my teamon the bike. So get yourself all

(50:52):
the ego there. I say,like Beyonce has Sasha face, Kobe had
the Black mamber. Those things areincredible mental trips, mental tricks or hacks
to use to bring out the bestyou possible, Which is when Kobe was
in the court, he was ablack member. It wasn't Kobe brand.

(51:15):
The black member was dangerous and bad. He was like a dominant force right.
What he was doing was building anall to ego to himself, talking
about that two point zero version himself, that version of himself that is unstoppable
on the court. Nobody can touchit. Each of us has that in
us. But where does that start. It starts with the conversation you have

(51:40):
with yourself. Everything we do comesright back to conversations. In our words.
We talk about practice, we talkabout habits, we talk about mindset,
we talk about everything. What theresearch is very clear on is action
is what leads to the transformation,and the first action you have to take

(52:01):
is the way you talk to yourself, the kinds of conversations you have with
people in it in a circle,and the way you talk to the sector
system where you're trying to impact theinfluence. Let me just spend a couple
of minutes with the people who arein a circle, and I'll tell a
quick story. When I was sixteenseventeen, actually, I had an injury

(52:23):
and I decided to play rugby.I've been playing rugby for about three months
and the coach after the training,a guy walked up to me and said,
Hey, they're looking at you tojoin the Trinidad national team, but
they think you smoke, drink andparty too much. I didn't know the
guy was my dad's spend any time, but that's not the point. I

(52:45):
decided that day when you talked tome, I was kind of thrown off,
like who are you? Who's thisguy? And I decided, you
know what, if they're looking atme, I need to do everything in
my power to make sure that Imake that team. I went home and
my best friend at the time wasmy brother and a bunch of guys I
grew up with. I had tostop hanging out with my brother. I

(53:08):
had to stop hanging out with mybest friends, guys I knew forever,
because those are the people who wereinfluencing my behaviors. I wasn't about to
change them. There's no way inthe world I to get them to stop
smoking and all that. They stillsmoke to this day. They all smoke
reader and all that. To thisday. I've never I don't. And
I made that decision at seventeen thatI was going to do everything in my

(53:30):
power to make sure I made thatteam. So I started waking up about
five am, then training, Itrained before school, after school, et
cetera. And I made that nationalteam. I think that was a turning
point in my life. I madea decision. I'll give you an example.
There was a test that we hadto do, and I knew that
if I was the fastest and fittestperson in the league, they had to

(53:52):
pick me. I'd only been playingrugby for five or six months, so
they weren't picking me for experience.That was my that wasn't my competitive edge,
that wasn't the highest and best useof my skill. The way they
could use me is I had tobe the fastest and fittest person in the
league. And that's what I trainedto do, and that is called a

(54:13):
strategy. My strategy to get ontothe team was to be the fastest and
fittest under nineteen player in the entireleague, and I knew if I did
that, they had to pick me. You apply that same thing to your
business. How do I show what'sthe thing I need to do to make
sure my customers pick me every singletime over my competitor. And that is

(54:38):
where that is really heard of strategy. Once you figure that out, the
implementation and execute s that is yourtalcentics and that is something I think a
lot of people struggle and that's whyI wrote this book, and that's why
I think this book would have amassive impact on a lot of people in
their lives, because if you getthat right, you don't just like double

(54:59):
your business, You make leaps inyour life and your business. You transform
everything you do because you've done anactivity that's absolutely transformative, strategic, and
well executes it. Incredible, incredible. We're at a time, but before
I let you go, how couldpeople pre order the new book Strategy to
Action run your business without it runningyou start by visiting my website keytamy dot

(55:22):
com and subscibeing to my newsletter.Every two weeks I sent out tidbits and
things that I'm learning, et cetera. People love that that newsletter and go
anywhere that. Do you buy books, Type in keys at imming or Strategy
Action and purchased a book. Youwill get it done November twenty second or
November twenty third, depending on whatpart of the world you're in. And

(55:42):
I look forward to seeing how thisbook came back to one of the things
I just want to ask everybody,if you buy this book, I want
to hear from you. I wantto hear how you put the actions into
the real rule. So I wantto hear from you. So find me
on keys at imming dot com andI hope you get a lot of value
from that book. Amazing, We'reat a time, what a great show.
Tune in again, Nixton and Ifor another great edition of Mind Your

(56:05):
Business right here on seventy ten WRthe Voice of New York have a successful
week seven ten War and the iHeartRadioNetwork present Mind Your Business, hosted by
the president of bottom Line Marketing GroupJitzak Saphliss founded in nineteen ninety two.
Bottom Line Marketing Group is a strategic, creative and execution driven marketing agency helping

(56:29):
businesses by clarifying and promoting their vision, mission and purpose to support its lead
generation and customer retention initiatives to gainmarket share in their industry. Mind Your
Business focuses on business and marketing strategiesfor success. Tune in every Sunday evening
at ten pm for this intriguing radioshow. Is Jitzoc interviews Fortune five hundred
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(56:53):
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(57:14):
iHeartRadio's hosting of this podcast constitutes neitheran endorsement of the products offered or the ideas expressed