December 17, 2023 • 21 mins
Perhaps you think I'm a manipulative bastard to conduct social experiments using these methods. But I'd rather see a few people be successful, then see hundreds bumble through life.
If what you know can help someone, why not share it in a meaningful way. Your knowledge has value, but most don't know it. Here's a unique approach that helps.
This approach helps position you as an expert. It helps find those who will produce, verses those who will not. You'll solve real problems that matter.
You can do this with no money, or all the money in the world. Everything about this method makes a difference in the real world and business.
Are you willing to do what is necessary to help bolster your subject authority, or will those insights die with you? You could make the difference.
If you want to lead your market, to be a recognize expert and authority, pay close attention. This practical example can make all the difference in your outcomes.
WARNING: The frank and blunt conversation here isn't for everyone. This example contains a sensitive and politically charged topic. Listener discretion is advised.
You can choose to be weak or strong. If you want the tools to be strong, join us for free at https://www.insidestrategicrelations.com/newsletter/
#CommunityBuilding #ProblemSolving #CriticalThinking #ProblemStatement #RootCause #TrustVerify
Become a supporter of this podcast: https://www.spreaker.com/podcast/inside-strategic-relations--3010682/support.
If what you know can help someone, why not share it in a meaningful way. Your knowledge has value, but most don't know it. Here's a unique approach that helps.
This approach helps position you as an expert. It helps find those who will produce, verses those who will not. You'll solve real problems that matter.
You can do this with no money, or all the money in the world. Everything about this method makes a difference in the real world and business.
Are you willing to do what is necessary to help bolster your subject authority, or will those insights die with you? You could make the difference.
If you want to lead your market, to be a recognize expert and authority, pay close attention. This practical example can make all the difference in your outcomes.
WARNING: The frank and blunt conversation here isn't for everyone. This example contains a sensitive and politically charged topic. Listener discretion is advised.
You can choose to be weak or strong. If you want the tools to be strong, join us for free at https://www.insidestrategicrelations.com/newsletter/
#CommunityBuilding #ProblemSolving #CriticalThinking #ProblemStatement #RootCause #TrustVerify
Become a supporter of this podcast: https://www.spreaker.com/podcast/inside-strategic-relations--3010682/support.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:01):
If you want to accomplish more,you can't be a big old whissy.
You can't be a sissy. Youcan't be afraid. You've got to go
forward with a clear and active plan. In today's episode, we're going to
talk specifically about that. I'm justin hit with inside strategic relations. If
you're a business owner and executive,if you're responsible for other people's good well
being through their paychecks or your ownfinancial wellbeing as a head of the household,
(00:25):
then pay close attention to get thingsdone. We must hold people accountable.
We must have a clear and activeplan for implementation. We must address
and qualify problems and find the rootcause to move towards the outcome we desire.
It's most important that you know whatoutcome you desire. So I do
(00:46):
social experiments to test the implementation ofhistorical strategies. Because I've been doing this
for twenty three years. I've hadcoaching clients, I've worked in high stakes
environments. I've been in the trencheswith techniques that I will recycle into the
current economy using a social experiment todetermine whether or not it's relevant. I'm
(01:10):
going to share with you one ofthose social experiments, but I'm going to
keep the discretion of the members quiet. So basically, what I've established is
a small group of individuals that werepreviously pumping me for funds, so they
reached out to me. I'm apermaculture design consultant. I write about food
security, I write about sustainability,and these folks reached out, and it
(01:34):
became very clear that these folks reachingout with for me were either desperate in
their situation or otherwise trying to scamme. Now I constantly get sweetheart scam
contacts, I constantly get phishing emails. I constantly get a lot of different
things because of the publicity related tothe podcast, publicity related to the websites,
(01:57):
and so folks will come out ofthe woodwork. So what I decided
was to take this specific group ofindividuals who I could help with their solution,
because if they're really having food insecurity, if they're really having clean water
issues and sanitation issues, those arethings I can help them solve, not
by giving them money, but byhelping them with specific implementations. Again,
(02:23):
it doesn't matter what this is.This could be a problem in your business
where people keep coming to you andsaying we've got this problem. We need
to solve it. It could bea problem in your industry you're solving for
clients. It doesn't matter what itis. The key is you can do
a social experiment around it to testideas and concepts before you roll out.
And ultimately it doesn't have to bewith the original group. It could be
(02:45):
a proxy, like what I've donehere. Now, the key thing of
helping these individuals is we have todefine the problem. So these folks are
in a country that most would considera third world country. They're showing me
pictures of orphans, They're showing mepictures of water, They're showing me pictures
of their life conditions and situation.The first thing I did was verify their
(03:07):
location. I either used the metadatathat's in the files they sent over,
which by the way, many ofthe files they sent over were actually just
searched off the internet their stock files, but the ones that I got them
to take locally, so I hadthem take a local picture. Helped me
determine through landmarks and the a fewother acts beesk whether they were really taking
(03:31):
the picture, and then I usedthe gpis the GPS code from the image
itself found their location on a satellite, verified some information and realized these people
really are desperate. They're really ina bad situation. They don't have clean
water, they don't have proper sanitation, and they've resorted to scamming because they
(03:53):
are contacting hundreds of people on Facebook, scamming individuals for five or ten dollars
here and there, and they're raisingabout one thousand dollars a month, but
the money that they're raising is notbeing distributed to help local individuals. Now,
ten or fifteen of these people theystart talking to each other, I
end up with twenty or thirty ofthese people contacting me direct. So I,
(04:16):
after I verified of that group whichones are actually in desperate dire straits.
Because I read did this whole thingon each of the individuals who would
participate, I now am going tofocus those resources on helping those individuals.
So what's the lesson here, Well, if there's problems in the marketplace,
(04:38):
you want to validate those problems todetermine whether it is the actual problem at
hand, that problem statement, oris there some other root cause. Now,
in this case, the root causeincludes government regulations on the use of
seeds or the actual holding of seeds. It is illegal where they're at to
grow a plant, take the seedsfor that plant and transform to another party,
(05:00):
or to trade them with other people. So if you've got a papious
seeds, for example, you can'tjust trade them for orange seeds from somebody
else. There's licensing, there's weirdthings in their country. So we're looking
at ways to get around it.Now, by the way, I'm not
spending a full time job on this. I am very specific that we are
(05:20):
going towards results. As I openedthis podcast episode, it is about the
results, not about the activity.And so what we've done here is now
I've identified the people who are legitimatelyhaving problems, and then, using satellite
technology because I know their actual physicallocation, I contacted every NGO within a
(05:43):
reasonable distance of their location, andin doing so I engaged other people who
could provide local solutions. Now thiscomes from my Hurricane marketing system, where
we talk about how service providers canbasically be heroes to their community to a
major event and use that to buildcustomer loyalty and build actual tangible results from
(06:05):
a human perspective. And so whatI'm doing is I'm finding the local market
that has jerry cans, for example, I'm finding the local resources to get
charcoal, I'm finding local resources toget sanded. I'm doing the things these
individuals cannot do because all they haveis cell phones. They're using data networks
or a shared Wi Fi in thevillage in order to reach out on Facebook.
(06:30):
And because they're reaching out, I'mwilling to invest the time in those
who are legitimately in need, andso we're finding them jerry cans, water
containers. There is recently a floodin the area, so water filtration and
sanitation is important. We're doing recauseanalysis. I'm enrolling people to help these
individuals. Nobody's getting paid, yeteverybody's cooperating because again there's a shared mission.
(06:54):
We're applying methodologies and technologies in aplace that has no resource, which
is essentially a proxy for a postnatural disaster or post you know, for
these people, it is the apocalypsebecause they literally have Say here's the problem.
There's people using bush toilets. Thatmeans people are literally crapping in the
(07:15):
woods, and then when it rains, that washes into the boreholes, which
is the only source of water forthese villages. And so now they have
human waste going into their only sourceof water, and then people drink the
water and they end up with worms, they end up with illnesses, they
end up with other things. Now, the individuals on the ground actually know
(07:36):
this is a problem, but theydon't have tools and solutions to solve it,
or local regulations doesn't allow them tosolve it. So what we're doing
is we're interacting with these individuals whoare have legitimate needs, and we're doing
baby steps to move them towards thesolution. Now, the reason I took
the individuals who were reaching out tome directly, and when word spreads,
(07:59):
a lot of people contact. Thesepeople can not give me money for my
time. So what I did isput them together in a group, And
by putting them together in a group, I'm encouraging them to help each other.
Now, it's not working very wellbecause the mentality is is demand and
need, and that's what happens whencustomers in a marketplace are really struggling,
they're going to try anything because they'redesperate for a solution. But the more
(08:22):
desperate they become for a solution,the less likely they're work together because it
becomes competitive for limited resources. Andso we have to overcome that. And
that's what we're working on right now, is helping the individual see that while
they each have nothing, they eachhave something. And this is a key
principle in the strategic relations methodology.And if you want to sit down personally
(08:45):
and talk about how this works inyour environment, I can simply do that
in a paid consultation or in somekind of discovery call. But let's get
back to the main point. Ifwe have ten people in a group and
each of them are equally poor,each of them are equally desperate, the
probability of one of those individuals havinga practical and useful solution that will alleviate
(09:07):
the level of discomfort for the otherpeople is very, very high. So
let's say each of them have adiscomfort between one and ten for sanitation in
their community. And some people havea one discomfort, which is a very
low discomfort, and some of themhave a ten discomfort that's very high.
(09:28):
If I go through as the facilitatoror as a mediator for the group,
and I help them work out wherethey are on the scale, I can
take the people who have the lowestamount of discomfort and have them share their
practical best practices. Now, rememberall these folks are on the ground in
the same community. They could betwenty kilometers from each other or one hundred
kilometers from each other. But I'veconcentrated this group. And now somebody says,
(09:54):
well, we use dry toilets inour village. We raise our toilets
up high enough so when the floodscome that we don't have have any wash
out of the waste. And thenwe've made blocks of dry toilets where people
can come in and use the bathroom, and that reduces the number of people
who use bush toilets. Great.One person has an idea, which I
then syndicate to the other nine people, and now it's up to the other
(10:18):
nine people to adopt. But doyou see what we're talking about here,
Even though they're all equally poor inthe areas that matter of sanitation, food
security, and clean water, theyhave varying degrees of discomfort. And we
take those that have the least discomfortbecause they found practical solutions for their area,
(10:39):
and we syndicate those ideas to therest of the group. Now everybody
moves on the gauge. So ifthey had a ten discomfort in sanitation.
Now maybe they have an eight discomfortin sanitation. See, the person who
has no discomfort in sanitation doesn't lose. In fact, we positioned them as
an expert, which opens up incomeopportunity. Now, in a country that
(11:03):
has a failing currency and a countrythat has hyperinflation, and a country that
has limited resources, and even resourcesthat are controlled by central authority such as
a tribal leader or a local government, they can still barter on the authority
by training each other, expanding theknowledge that they have, then forming together
(11:24):
a syndicate or group, a privatebenefit organization that then goes out and helps
the next people. Now, onething that was interesting in this environment is
that when one neighbor gets clean water, other neighbors get jealous and physically common
take that clean water. So what'sthe solution for that? Now, again
(11:45):
I'm trying to share with you practicalexamples in a worst case scenario. All
of these methodologies work incredibly well whenyou're not in a worst case scenario.
But in this case, when oneneighbor has a low discomfort level with something,
other neighbors find out and they willphysically come and take those things.
So one of the properties has fruitsand vegetables, and they have a lot
(12:09):
of things going on, and peoplewill come and crap in their gardens on
purpose because they're jealous of the fruitsand vegetables. And I say, well,
here's the solution. First off,you could get an AK forty seven,
which evidentally is something easy to dothere, and you could defend your
property and that was the humorous kindof break the ice approach. Or you
(12:30):
could teach the neighbors how to growtheir own beautiful gardens, because that's evidently
something you know how to do.If someone gets jealous of what you're doing,
it is evidence that you know whatyou're doing and that you're doing it
well. But to reduce the jealousyand get the cooperation, which is what
strategic relationships is about, we've encouragedthese individuals to go train their neighbors to
(12:52):
exchange knowledge. They don't have money, they don't have food, they don't
have clean water, they don't havesanitation, but they have some level of
knowledge in an area of specialty orexpertise which they can exchange with their neighbor.
Because the neighbor is doing this outof desperation, not out of malice.
(13:13):
This malice or desperation, even ifit does exist, can be softened
by sharing ideas and concepts. Hey, I noticed you took a big,
giant, steamy dump in my garden, and I'd like to offer you an
opportunity to have your very own gardento let nice, big steamy dumps in.
Do you mind if we come overand have a conversation about this and
I help you build a garden.In fact, I'll even bring you some
(13:35):
plants. See when they when theyrealize that there is not competition, There
is no competition anywhere, and thatcooperation through mutually beneficial exchanges, which is
free market, will often solve theseproblems. So now instead of neighbors coming
over and crapping in your garden,and I and this is a real example,
by the way, folks, andI'm having these private conversations with individuals
(13:58):
and where dealing with the psychology.You know, they're embarrassed, they're concerned,
they're afraid their neighbors are going tocome take the harvest when it comes
time to harvest. And I'm saying, invite them over and then encourage them
to grow their own. It's confusingfor them, but the basis here is
this. When that neighbor has abeautiful garden and experiences the same challenge of
(14:20):
others being jealous, and then educatesand reduces that jealousy, you start building
a community, and that community createsa new normal. So, hey,
why you're crapping in my garden whenwe have these nice, clean, dry
toilets which are creating fertilizer and biologyin our environment so that we can all
(14:41):
have beautiful and healthy gardens. Thesemethods of strategic relations work in the business
environment. They work in the cutthroatcorporate environment. They work in the most
competitive and tough environments, and throughthis social experience, I'm demonstrating that they
also work in areas that have masspoverty, that have mass problems. Now,
(15:07):
the reason that I'm taking the timeto implement these things is because I
do really care about these individuals wellbeing and I have a personal satisfaction in
solving these problems. Now, it'sfascinating in this environment how the individuals don't
want to cooperate even though they canliterally walk to some of their neighbors.
And when they do, they realizethat cooperation versus competition, They realize mediums
(15:33):
of exchange they realize they're not aspoor as they think they are. Ultimately,
they realize that the money is notgoing to be the solution because the
money has too many strings attached.See the same jealousy, the same malice
that happens with a neighbor crapping insomeone's garden is what happens when individuals start
(15:54):
becoming successful and the local government council'slike, wait, where'd you get all
that money? And so I've actuallyseen a situation where there was a fundraiser
setup and I'm not giving these folksmoney. I'm not doing fundraisers, but
there is a fundraiser setup and themoney never made it to the individuals because
some local official came in and quote, I'm doing air quotes quote taxed the
(16:15):
money. And so there's even aproblem with NGOs coming in the organization into
the area because the NGOs are gettingtaxed, they have to pay bribes,
they have to pay funds to localindividuals, and still not be able to
deliver aid. So again, theonly solution here is for the individuals to
help themselves, and they help themselvesby building stronger communities. They start building
(16:41):
networks of information and resources, andthen through the technology that's available today,
because they literally have mobile phones.Now I've talked to some of these folks
on the telephone. We're talking overFacebook. They can talk over What's app,
but they are literally you can hearin the background people screaming, and
it's like a marketplace. They haveto go to a marketplace to use Wi
(17:03):
Fi and then they only have fiveminutes. Folks, it doesn't matter what
your situation is. These techniques andmethodologies work. I've shared a few of
them here. The key is isthat you build people up, you bring
people together, you cultivate people.The money has no value. The relationships
are everything. More importantly, howyou apply those relationships to solve meaningful problems,
(17:30):
that's priceless. So I hope I'mgiving you useful information and that's my
goal with this podcast. In fact, this podcast has been a social experiment
for many years. Now, Igive you useful chunks and I monitor to
see who actually uses them, andthose are the people where I'll concentrate my
interest and then of course, ifyou ask questions, I'll tailor my response
(17:51):
to your questions. Overall, though, these techniques work in the marketplace to
increase your earnings, decrease your value, to limit the opportunity well, to
limit the problem of getting laid offbecause you have new opportunities coming to you
all the time, and to ultimatelyposition you as an expert or an authority
in a specific market. By doingthese things, you gain greater influence,
(18:12):
greater control over the outcomes, andthen if there is an adverse situation,
you have a skill set to overcomethat adverse situation. I'm justin hit with
Inside Strategic Relations, where we transformbusiness relationships into profits. Those profits come
in many forms, and ideally thesethings will relieve, alleviate human suffering,
(18:33):
increase personal freedoms, and drive forwardgreater opportunities for our children. If you're
interested in that topic or you havequestions, visit me at www dot inside
strategic relations dot com. At thatwebsite, we have a free newsletter.
We also have a contact page whereyou can ask your questions, and then
(18:53):
again I will answer those questions inthe podcast. I don't care about the
thousands of people who listen to thisand then listen to another podcast, and
then listen to one more podcast,and they end up never taking any action.
I care about the action takers,the individuals who have actual need in
their home, in their community,in their business, who want to raise
(19:15):
their hand and say yes, I'mwilling to work. And if you're willing
to work, we have tools,resources, ideas, and concepts that,
once implemented, will transform your existencethrough the relationships that you develop, through
the people you meet, through theproblems you solve. Now listen to this
podcast carefully one more time. Iwant you to have a notebook in front
(19:37):
of you to take notes. Tounderstand that you can structure people, you
can challenge people, you can validateconcerns and frustrations. And the last tip
really is that if you have yourstaff coming to you all the time and
saying you know, what problems doI have? You want to look at
grouping them up by their topic areaand then figuring out who already has answers,
(20:00):
indicate those best practices, and thenask individuals to solve their own damn
problem. I know that last partwas probably a little rush in there.
I can go into more detail inanother program. I can answer your question
about it. But if folks arecoming to you and they are not able
to solve their own problems, andthe reason they're coming to you is because
they're reverse delegating, because they're jealousof your position, because they have expectations
(20:22):
of you that are unreasonable, becausethey are not thinking, because they're weak.
There are so many reasons why thesimple challenge of oh, well,
tell me a little bit more aboutthe problem. What do you think might
be a great approach to solve thisproblem? And then ultimately what kind of
implementation can we do to test Thatis what I've shared with you here at
(20:44):
a practical example. That is what'sgoing to help you get to the next
level. That is what is goingto help build people. By building people,
we all benefit. I want tothank you for being a part of
the Inside Strategic Relations podcast. Ihope you're subscribed to the podcast. I
hope you'll share it with your colleaguesand your peers, and I really hope
if you have any questions, thatyou don't leave this podcast with those questions
(21:08):
churning in your head. In fact, even if you wake up in the
middle of the night sweating worrying abouta problem. I want you to feel
comfortable that you can visit www dotInside Strategic relations dot com, go to
the contact page and simply ask yourquestions. I'm just in hit with the
Inside Strategic Relations newsletter, where wehelp you transform business relationships into profits. Guaranteed
If you want to accomplish more,you can't be a big old whissy.
You can't be a sissy. Youcan't be afraid. You've got to go
forward with a clear and active plan. In today's episode, we're going to
talk specifically about that. I'm justin hit with inside strategic relations. If
you're a business owner and executive,if you're responsible for other people's good well
being through their paychecks or your ownfinancial wellbeing as a head of the household,
(00:25):
then pay close attention to get thingsdone. We must hold people accountable.
We must have a clear and activeplan for implementation. We must address
and qualify problems and find the rootcause to move towards the outcome we desire.
It's most important that you know whatoutcome you desire. So I do
(00:46):
social experiments to test the implementation ofhistorical strategies. Because I've been doing this
for twenty three years. I've hadcoaching clients, I've worked in high stakes
environments. I've been in the trencheswith techniques that I will recycle into the
current economy using a social experiment todetermine whether or not it's relevant. I'm
(01:10):
going to share with you one ofthose social experiments, but I'm going to
keep the discretion of the members quiet. So basically, what I've established is
a small group of individuals that werepreviously pumping me for funds, so they
reached out to me. I'm apermaculture design consultant. I write about food
security, I write about sustainability,and these folks reached out, and it
(01:34):
became very clear that these folks reachingout with for me were either desperate in
their situation or otherwise trying to scamme. Now I constantly get sweetheart scam
contacts, I constantly get phishing emails. I constantly get a lot of different
things because of the publicity related tothe podcast, publicity related to the websites,
(01:57):
and so folks will come out ofthe woodwork. So what I decided
was to take this specific group ofindividuals who I could help with their solution,
because if they're really having food insecurity, if they're really having clean water
issues and sanitation issues, those arethings I can help them solve, not
by giving them money, but byhelping them with specific implementations. Again,
(02:23):
it doesn't matter what this is.This could be a problem in your business
where people keep coming to you andsaying we've got this problem. We need
to solve it. It could bea problem in your industry you're solving for
clients. It doesn't matter what itis. The key is you can do
a social experiment around it to testideas and concepts before you roll out.
And ultimately it doesn't have to bewith the original group. It could be
(02:45):
a proxy, like what I've donehere. Now, the key thing of
helping these individuals is we have todefine the problem. So these folks are
in a country that most would considera third world country. They're showing me
pictures of orphans, They're showing mepictures of water, They're showing me pictures
of their life conditions and situation.The first thing I did was verify their
(03:07):
location. I either used the metadatathat's in the files they sent over,
which by the way, many ofthe files they sent over were actually just
searched off the internet their stock files, but the ones that I got them
to take locally, so I hadthem take a local picture. Helped me
determine through landmarks and the a fewother acts beesk whether they were really taking
(03:31):
the picture, and then I usedthe gpis the GPS code from the image
itself found their location on a satellite, verified some information and realized these people
really are desperate. They're really ina bad situation. They don't have clean
water, they don't have proper sanitation, and they've resorted to scamming because they
(03:53):
are contacting hundreds of people on Facebook, scamming individuals for five or ten dollars
here and there, and they're raisingabout one thousand dollars a month, but
the money that they're raising is notbeing distributed to help local individuals. Now,
ten or fifteen of these people theystart talking to each other, I
end up with twenty or thirty ofthese people contacting me direct. So I,
(04:16):
after I verified of that group whichones are actually in desperate dire straits.
Because I read did this whole thingon each of the individuals who would
participate, I now am going tofocus those resources on helping those individuals.
So what's the lesson here, Well, if there's problems in the marketplace,
(04:38):
you want to validate those problems todetermine whether it is the actual problem at
hand, that problem statement, oris there some other root cause. Now,
in this case, the root causeincludes government regulations on the use of
seeds or the actual holding of seeds. It is illegal where they're at to
grow a plant, take the seedsfor that plant and transform to another party,
(05:00):
or to trade them with other people. So if you've got a papious
seeds, for example, you can'tjust trade them for orange seeds from somebody
else. There's licensing, there's weirdthings in their country. So we're looking
at ways to get around it.Now, by the way, I'm not
spending a full time job on this. I am very specific that we are
(05:20):
going towards results. As I openedthis podcast episode, it is about the
results, not about the activity.And so what we've done here is now
I've identified the people who are legitimatelyhaving problems, and then, using satellite
technology because I know their actual physicallocation, I contacted every NGO within a
(05:43):
reasonable distance of their location, andin doing so I engaged other people who
could provide local solutions. Now thiscomes from my Hurricane marketing system, where
we talk about how service providers canbasically be heroes to their community to a
major event and use that to buildcustomer loyalty and build actual tangible results from
(06:05):
a human perspective. And so whatI'm doing is I'm finding the local market
that has jerry cans, for example, I'm finding the local resources to get
charcoal, I'm finding local resources toget sanded. I'm doing the things these
individuals cannot do because all they haveis cell phones. They're using data networks
or a shared Wi Fi in thevillage in order to reach out on Facebook.
(06:30):
And because they're reaching out, I'mwilling to invest the time in those
who are legitimately in need, andso we're finding them jerry cans, water
containers. There is recently a floodin the area, so water filtration and
sanitation is important. We're doing recauseanalysis. I'm enrolling people to help these
individuals. Nobody's getting paid, yeteverybody's cooperating because again there's a shared mission.
(06:54):
We're applying methodologies and technologies in aplace that has no resource, which
is essentially a proxy for a postnatural disaster or post you know, for
these people, it is the apocalypsebecause they literally have Say here's the problem.
There's people using bush toilets. Thatmeans people are literally crapping in the
(07:15):
woods, and then when it rains, that washes into the boreholes, which
is the only source of water forthese villages. And so now they have
human waste going into their only sourceof water, and then people drink the
water and they end up with worms, they end up with illnesses, they
end up with other things. Now, the individuals on the ground actually know
(07:36):
this is a problem, but theydon't have tools and solutions to solve it,
or local regulations doesn't allow them tosolve it. So what we're doing
is we're interacting with these individuals whoare have legitimate needs, and we're doing
baby steps to move them towards thesolution. Now, the reason I took
the individuals who were reaching out tome directly, and when word spreads,
(07:59):
a lot of people contact. Thesepeople can not give me money for my
time. So what I did isput them together in a group, And
by putting them together in a group, I'm encouraging them to help each other.
Now, it's not working very wellbecause the mentality is is demand and
need, and that's what happens whencustomers in a marketplace are really struggling,
they're going to try anything because they'redesperate for a solution. But the more
(08:22):
desperate they become for a solution,the less likely they're work together because it
becomes competitive for limited resources. Andso we have to overcome that. And
that's what we're working on right now, is helping the individual see that while
they each have nothing, they eachhave something. And this is a key
principle in the strategic relations methodology.And if you want to sit down personally
(08:45):
and talk about how this works inyour environment, I can simply do that
in a paid consultation or in somekind of discovery call. But let's get
back to the main point. Ifwe have ten people in a group and
each of them are equally poor,each of them are equally desperate, the
probability of one of those individuals havinga practical and useful solution that will alleviate
(09:07):
the level of discomfort for the otherpeople is very, very high. So
let's say each of them have adiscomfort between one and ten for sanitation in
their community. And some people havea one discomfort, which is a very
low discomfort, and some of themhave a ten discomfort that's very high.
(09:28):
If I go through as the facilitatoror as a mediator for the group,
and I help them work out wherethey are on the scale, I can
take the people who have the lowestamount of discomfort and have them share their
practical best practices. Now, rememberall these folks are on the ground in
the same community. They could betwenty kilometers from each other or one hundred
kilometers from each other. But I'veconcentrated this group. And now somebody says,
(09:54):
well, we use dry toilets inour village. We raise our toilets
up high enough so when the floodscome that we don't have have any wash
out of the waste. And thenwe've made blocks of dry toilets where people
can come in and use the bathroom, and that reduces the number of people
who use bush toilets. Great.One person has an idea, which I
then syndicate to the other nine people, and now it's up to the other
(10:18):
nine people to adopt. But doyou see what we're talking about here,
Even though they're all equally poor inthe areas that matter of sanitation, food
security, and clean water, theyhave varying degrees of discomfort. And we
take those that have the least discomfortbecause they found practical solutions for their area,
(10:39):
and we syndicate those ideas to therest of the group. Now everybody
moves on the gauge. So ifthey had a ten discomfort in sanitation.
Now maybe they have an eight discomfortin sanitation. See, the person who
has no discomfort in sanitation doesn't lose. In fact, we positioned them as
an expert, which opens up incomeopportunity. Now, in a country that
(11:03):
has a failing currency and a countrythat has hyperinflation, and a country that
has limited resources, and even resourcesthat are controlled by central authority such as
a tribal leader or a local government, they can still barter on the authority
by training each other, expanding theknowledge that they have, then forming together
(11:24):
a syndicate or group, a privatebenefit organization that then goes out and helps
the next people. Now, onething that was interesting in this environment is
that when one neighbor gets clean water, other neighbors get jealous and physically common
take that clean water. So what'sthe solution for that? Now, again
(11:45):
I'm trying to share with you practicalexamples in a worst case scenario. All
of these methodologies work incredibly well whenyou're not in a worst case scenario.
But in this case, when oneneighbor has a low discomfort level with something,
other neighbors find out and they willphysically come and take those things.
So one of the properties has fruitsand vegetables, and they have a lot
(12:09):
of things going on, and peoplewill come and crap in their gardens on
purpose because they're jealous of the fruitsand vegetables. And I say, well,
here's the solution. First off,you could get an AK forty seven,
which evidentally is something easy to dothere, and you could defend your
property and that was the humorous kindof break the ice approach. Or you
(12:30):
could teach the neighbors how to growtheir own beautiful gardens, because that's evidently
something you know how to do.If someone gets jealous of what you're doing,
it is evidence that you know whatyou're doing and that you're doing it
well. But to reduce the jealousyand get the cooperation, which is what
strategic relationships is about, we've encouragedthese individuals to go train their neighbors to
(12:52):
exchange knowledge. They don't have money, they don't have food, they don't
have clean water, they don't havesanitation, but they have some level of
knowledge in an area of specialty orexpertise which they can exchange with their neighbor.
Because the neighbor is doing this outof desperation, not out of malice.
(13:13):
This malice or desperation, even ifit does exist, can be softened
by sharing ideas and concepts. Hey, I noticed you took a big,
giant, steamy dump in my garden, and I'd like to offer you an
opportunity to have your very own gardento let nice, big steamy dumps in.
Do you mind if we come overand have a conversation about this and
I help you build a garden.In fact, I'll even bring you some
(13:35):
plants. See when they when theyrealize that there is not competition, There
is no competition anywhere, and thatcooperation through mutually beneficial exchanges, which is
free market, will often solve theseproblems. So now instead of neighbors coming
over and crapping in your garden,and I and this is a real example,
by the way, folks, andI'm having these private conversations with individuals
(13:58):
and where dealing with the psychology.You know, they're embarrassed, they're concerned,
they're afraid their neighbors are going tocome take the harvest when it comes
time to harvest. And I'm saying, invite them over and then encourage them
to grow their own. It's confusingfor them, but the basis here is
this. When that neighbor has abeautiful garden and experiences the same challenge of
(14:20):
others being jealous, and then educatesand reduces that jealousy, you start building
a community, and that community createsa new normal. So, hey,
why you're crapping in my garden whenwe have these nice, clean, dry
toilets which are creating fertilizer and biologyin our environment so that we can all
(14:41):
have beautiful and healthy gardens. Thesemethods of strategic relations work in the business
environment. They work in the cutthroatcorporate environment. They work in the most
competitive and tough environments, and throughthis social experience, I'm demonstrating that they
also work in areas that have masspoverty, that have mass problems. Now,
(15:07):
the reason that I'm taking the timeto implement these things is because I
do really care about these individuals wellbeing and I have a personal satisfaction in
solving these problems. Now, it'sfascinating in this environment how the individuals don't
want to cooperate even though they canliterally walk to some of their neighbors.
And when they do, they realizethat cooperation versus competition, They realize mediums
(15:33):
of exchange they realize they're not aspoor as they think they are. Ultimately,
they realize that the money is notgoing to be the solution because the
money has too many strings attached.See the same jealousy, the same malice
that happens with a neighbor crapping insomeone's garden is what happens when individuals start
(15:54):
becoming successful and the local government council'slike, wait, where'd you get all
that money? And so I've actuallyseen a situation where there was a fundraiser
setup and I'm not giving these folksmoney. I'm not doing fundraisers, but
there is a fundraiser setup and themoney never made it to the individuals because
some local official came in and quote, I'm doing air quotes quote taxed the
(16:15):
money. And so there's even aproblem with NGOs coming in the organization into
the area because the NGOs are gettingtaxed, they have to pay bribes,
they have to pay funds to localindividuals, and still not be able to
deliver aid. So again, theonly solution here is for the individuals to
help themselves, and they help themselvesby building stronger communities. They start building
(16:41):
networks of information and resources, andthen through the technology that's available today,
because they literally have mobile phones.Now I've talked to some of these folks
on the telephone. We're talking overFacebook. They can talk over What's app,
but they are literally you can hearin the background people screaming, and
it's like a marketplace. They haveto go to a marketplace to use Wi
(17:03):
Fi and then they only have fiveminutes. Folks, it doesn't matter what
your situation is. These techniques andmethodologies work. I've shared a few of
them here. The key is isthat you build people up, you bring
people together, you cultivate people.The money has no value. The relationships
are everything. More importantly, howyou apply those relationships to solve meaningful problems,
(17:30):
that's priceless. So I hope I'mgiving you useful information and that's my
goal with this podcast. In fact, this podcast has been a social experiment
for many years. Now, Igive you useful chunks and I monitor to
see who actually uses them, andthose are the people where I'll concentrate my
interest and then of course, ifyou ask questions, I'll tailor my response
(17:51):
to your questions. Overall, though, these techniques work in the marketplace to
increase your earnings, decrease your value, to limit the opportunity well, to
limit the problem of getting laid offbecause you have new opportunities coming to you
all the time, and to ultimatelyposition you as an expert or an authority
in a specific market. By doingthese things, you gain greater influence,
(18:12):
greater control over the outcomes, andthen if there is an adverse situation,
you have a skill set to overcomethat adverse situation. I'm justin hit with
Inside Strategic Relations, where we transformbusiness relationships into profits. Those profits come
in many forms, and ideally thesethings will relieve, alleviate human suffering,
(18:33):
increase personal freedoms, and drive forwardgreater opportunities for our children. If you're
interested in that topic or you havequestions, visit me at www dot inside
strategic relations dot com. At thatwebsite, we have a free newsletter.
We also have a contact page whereyou can ask your questions, and then
(18:53):
again I will answer those questions inthe podcast. I don't care about the
thousands of people who listen to thisand then listen to another podcast, and
then listen to one more podcast,and they end up never taking any action.
I care about the action takers,the individuals who have actual need in
their home, in their community,in their business, who want to raise
(19:15):
their hand and say yes, I'mwilling to work. And if you're willing
to work, we have tools,resources, ideas, and concepts that,
once implemented, will transform your existencethrough the relationships that you develop, through
the people you meet, through theproblems you solve. Now listen to this
podcast carefully one more time. Iwant you to have a notebook in front
(19:37):
of you to take notes. Tounderstand that you can structure people, you
can challenge people, you can validateconcerns and frustrations. And the last tip
really is that if you have yourstaff coming to you all the time and
saying you know, what problems doI have? You want to look at
grouping them up by their topic areaand then figuring out who already has answers,
(20:00):
indicate those best practices, and thenask individuals to solve their own damn
problem. I know that last partwas probably a little rush in there.
I can go into more detail inanother program. I can answer your question
about it. But if folks arecoming to you and they are not able
to solve their own problems, andthe reason they're coming to you is because
they're reverse delegating, because they're jealousof your position, because they have expectations
(20:22):
of you that are unreasonable, becausethey are not thinking, because they're weak.
There are so many reasons why thesimple challenge of oh, well,
tell me a little bit more aboutthe problem. What do you think might
be a great approach to solve thisproblem? And then ultimately what kind of
implementation can we do to test Thatis what I've shared with you here at
(20:44):
a practical example. That is what'sgoing to help you get to the next
level. That is what is goingto help build people. By building people,
we all benefit. I want tothank you for being a part of
the Inside Strategic Relations podcast. Ihope you're subscribed to the podcast. I
hope you'll share it with your colleaguesand your peers, and I really hope
if you have any questions, thatyou don't leave this podcast with those questions
(21:08):
churning in your head. In fact, even if you wake up in the
middle of the night sweating worrying abouta problem. I want you to feel
comfortable that you can visit www dotInside Strategic relations dot com, go to
the contact page and simply ask yourquestions. I'm just in hit with the
Inside Strategic Relations newsletter, where wehelp you transform business relationships into profits. Guaranteed
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