The Most Underrated Skill Every Leader Needs — Robert Kennedy III

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[SPEAKER_00]: If I ask you a question, your brain can't help but answer it.

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[SPEAKER_01]: I can hijack your brain by asking you a question.

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[SPEAKER_01]: You might not say it out loud out of your mouth, but your mind processes it.

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[SPEAKER_01]: So I leverage that in stories.

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[SPEAKER_00]: Welcome to the Jason Mark Campbell Business Podcast, where we explore what it really takes to sell, lead and grow a business, and ultimately live well.

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[SPEAKER_00]: In every episode, we go beyond tactics to discover how entrepreneurs and leaders across different sectors are growing with love, impact, and integrity.

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[SPEAKER_00]: Welcome back everybody to the Jason Markhamville podcast.

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[SPEAKER_00]: I'm very excited about the conversation we're going to have today, which is a key aspect for success.

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[SPEAKER_00]: A close cousin to sales, which you know is very near and dear to my heart.

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[SPEAKER_00]: But it's going to be something that in today's age where a lot of people are emphasizing on automating.

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[SPEAKER_00]: AIifying, seeing how everything could be put in a box, and everybody be ran like robots.

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[SPEAKER_00]: We're losing one of the key skills that has been behind the success of so many, and is still more relevant today than ever.

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[SPEAKER_00]: And this is the art and the science of communication, especially if you're in a leadership position.

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[SPEAKER_00]: If you're out there running your business, you're going to be working with clients, you're going to be working with employees, you're going to be working with vendors.

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[SPEAKER_00]: And as much as we're looking to simplify a lot of our businesses, perhaps with AI processes, we're still going to be interacting with humans on the other end.

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[SPEAKER_00]: How are we using our communication?

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[SPEAKER_00]: Is it actually benefiting us?

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[SPEAKER_00]: Or is it actually standing in the way from a lot of the things that we want to achieve in the world?

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[SPEAKER_00]: We're going to unpack this art of communication.

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[SPEAKER_00]: Why so important?

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[SPEAKER_00]: What are the key tweaks we can make in the way that we

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[SPEAKER_00]: able to stand out as a leader and have more success in our businesses.

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[SPEAKER_00]: And the person I'm bringing to speak about this is none other than Robert Kennedy III, also known as RK3.

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[SPEAKER_00]: He's the founder and CEO of Connecticut Communication, a leading communication presentation training firm.

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[SPEAKER_00]: The man has been delivering keynotes, presentation, coaching and consulting with so many industries, whether that's in the large enterprise space or for those who are at the beginning stages to learn this art, this magic of communication.

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[SPEAKER_00]: so that whenever you enter a room you are magnetic, you get to get people to work in your favor in alignment with your vision and you get to recruit them in a powerful way.

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[SPEAKER_00]: I'm very very excited to have him on the show as he leads various workshops such as voice of a leader presenting with power and authenticity and speaking for influence and all of those are going to be extremely useful on your journey of entrepreneurship and scaling your business.

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[SPEAKER_00]: RK3, welcome to the show.

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[SPEAKER_00]: Welcome.

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[SPEAKER_01]: Welcome.

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[SPEAKER_01]: I'm so glad to be here.

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[SPEAKER_01]: You had, man.

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[SPEAKER_01]: You, you have me thinking that I did some good stuff with that intro dude.

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[SPEAKER_01]: Thank you very much.

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[SPEAKER_00]: No worries.

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[SPEAKER_01]: Appreciate it.

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[SPEAKER_00]: I do not have to make a one clarification.

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[SPEAKER_00]: You're known as RK3, or I could call you Robert.

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[SPEAKER_00]: Do you have a preference?

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[SPEAKER_00]: either's fine.

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[SPEAKER_01]: So the arcade three comes from a couple of things.

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[SPEAKER_01]: Number one, back in the day, I was in music.

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[SPEAKER_01]: And I was composing, I was writing songs.

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[SPEAKER_01]: And so when I was writing, I decided I was going to become my own publishing company.

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[SPEAKER_01]: And so I was looking for a name for publishing.

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[SPEAKER_01]: So I came up with this name, K3, K3 Music.

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[SPEAKER_01]: And so I started a website, my very first business that I started was a gospel music promotions website and it was K3Music.com and we had a radio station and internet radio station that was attached to it and of course people listened to the radio back in the early 2000s it caused traffic to go through the roof and so I had a partner and he would call me Arc A3 all the time, because of the the website the K3 and all of that so it kind of stuck and then of course you know in the

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[SPEAKER_01]: 2010's ish, there was that football player in Washington that was R.G.

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[SPEAKER_01]: 3 and people kind of thought I stole it from him.

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[SPEAKER_01]: I'm like, no dude, I'm a little bit older than him.

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[SPEAKER_00]: Well, you know what's funny is I actually have a story which involves the Washington football team too Yeah, that's probably the first time mentioned it, but my name's Jason Campbell But I have to go up towards Jason Mark Campbell because if you look up Jason Campbell You will find a former quarterback for the Washington team called Jason Campbell and He's also number 17 on his jersey, which is my racing number when I used to dirt bike and

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[SPEAKER_00]: That's a double coincidence that's pretty funny, so Washington's pulling strings on us here.

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[SPEAKER_01]: They are!

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[SPEAKER_00]: Something's going on in Washington.

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[SPEAKER_00]: Well, it's a pleasure to have you here.

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[SPEAKER_00]: You know, you've been leading a lot of workshops.

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[SPEAKER_00]: You've been supporting a lot of people on the entrepreneurial fields.

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[SPEAKER_00]: You know, I kind of said this in the intro, where it sounds like a lot of where energy is being put today is on automation systems AI.

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[SPEAKER_00]: That's the big talk of the town.

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[SPEAKER_00]: Communication seems to have taken a back seat.

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[SPEAKER_00]: I mean, I'd be curious to know, what have you seen around the topic of communication are people still prioritizing it?

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[SPEAKER_00]: And if they're not, what are the biggest things you see that they're missing out if they're not talking about the art of talking?

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[SPEAKER_01]: You know, I don't know that communication is taking a back seat any more than it did before, you know, I think what's taken a back seat is people thinking that they're communicating.

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[SPEAKER_01]: when they're really not or they're thinking that they're communicating because a machine is doing making some of it easier.

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[SPEAKER_01]: And so they say, yes, I'm better communicating, better writing emails because Claude or chat GPT, you can write the email for me.

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[SPEAKER_01]: So yeah, we're losing some of that, but from a corporate standpoint, a lot of the organizations that I work with,

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[SPEAKER_01]: They've not prioritized communication enough, especially when it comes to their leaders.

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[SPEAKER_01]: For me, as a leader, the number one skill that you can build is communication.

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[SPEAKER_01]: As a matter of fact, Warren Buffett said this many years ago, if you want to increase your value by 150% to any organization, the best thing that you can do is learn how to be an amazing communicator.

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[SPEAKER_01]: He spent

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[SPEAKER_01]: I think it was a hundred dollars on a Dale Carnegie course and he said that was the best investment that he's ever made in business There you go.

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[SPEAKER_00]: You know, now I've worked in the government as an intern like back when I was like 19 years old That was a large organization experience, but you know, there's an assumption that I would have that for most people that are brought to a leadership position to highest of executives inside organization There's an assumption that I had that communication skills is something they would have by default for being in those positions

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[SPEAKER_00]: Is that a false assumption?

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[SPEAKER_00]: Yes, it is.

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[SPEAKER_01]: Yes, so I've done workshops, which is hilarious to me.

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[SPEAKER_01]: I've done workshops on communication, team building, connection, leadership, and there are times where I'm doing this workshop.

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[SPEAKER_01]: And in the workshop,

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[SPEAKER_01]: You have some of the attendee saying, oh my gosh, our executives should be here.

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[SPEAKER_01]: Oh my gosh, our CEO should be here.

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[SPEAKER_01]: I had one workshop where they were saying that.

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[SPEAKER_01]: And then, at lunchtime, the CEO kind of bops in because it was a group lunch and the CEO came in and I had a conversation with the CEO,

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[SPEAKER_01]: And he pleasant guy, affable guy, but I could tell right away just from his interactions with me, his communication skills with me that he would have trouble with guiding or inspiring his people to move to action, especially if there was something crucial or critical happening.

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[SPEAKER_01]: So yeah, that is something that leaders need a little bit more of.

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[SPEAKER_00]: What do you think is the biggest element that's missing in most leaders communication skills?

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[SPEAKER_00]: Because there's maybe a big difference we need to highlight, which is like, okay, everybody can talk, but not everybody can communicate kind of thing.

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[SPEAKER_01]: Yeah.

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[SPEAKER_01]: Yeah.

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[SPEAKER_01]: So the the biggest missing piece,

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[SPEAKER_01]: and here's the funny thing.

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[SPEAKER_01]: We all are equipped to do this naturally, but we shy away from it, especially in the work space, and that is to connect.

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[SPEAKER_01]: If you ever watch kids playing around, kids connect really easily.

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[SPEAKER_01]: And they do that by finding elements that are common between them.

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[SPEAKER_01]: They might tell the little story, oh, I did that, or I do you like this?

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[SPEAKER_01]: And they'll share that bit of information.

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[SPEAKER_01]: As grown-ups, we tend to default towards influence, or somebody that is in a position of authority.

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[SPEAKER_01]: And so the authority person doesn't always have to connect.

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[SPEAKER_01]: because we listen just by their position.

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[SPEAKER_01]: Now, listening and executing and doing stuff because you've taken ownership of it are very different.

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[SPEAKER_01]: So as a leader, I would say connection is the biggest skill that you've got to incorporate inside of that communication and one of the best ways to do that is through learning the art of storytelling.

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[SPEAKER_01]: If you can tell a story, you can create connection through emotions because you're tapping into shared experiences or memories.

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[SPEAKER_00]: I was going to inject and say that I love what you spent, you mentioned about how one somebody's in a place of authority, like people are forced to listen.

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[SPEAKER_00]: So that's actually the opposite of what you're doing.

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[SPEAKER_00]: So where I said, oh, yeah, if they're in leadership, they must be greater communication, rather they're given authority, people are forced to listen.

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[SPEAKER_00]: So if they're doing it bad, it's probably amplifying the negative effects.

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[SPEAKER_01]: I had to use this word, but I'll say subservient or people who are in roles that are not leadership roles.

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[SPEAKER_01]: They are the employee, they're not at that hierarchical level or at org chart level.

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[SPEAKER_01]: They're typically not going to tell the leader that they're not communicating effectively.

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[SPEAKER_01]: what they'll do is they will tune it out, they'll nod and say, yes, and then you'll see that the project doesn't get done on time.

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[SPEAKER_01]: People leave early.

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[SPEAKER_01]: They do just enough.

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[SPEAKER_01]: They don't do more than they have to.

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[SPEAKER_01]: There are a variety of ways that that shows up.

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[SPEAKER_01]: But when a leader is a communicator

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[SPEAKER_01]: bought into a vision that a leader has shared.

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[SPEAKER_01]: They go above and beyond.

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[SPEAKER_01]: They speak about a leader in a certain way.

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[SPEAKER_01]: They do extra.

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[SPEAKER_01]: They bring themselves.

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[SPEAKER_01]: They bring additional resources.

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[SPEAKER_01]: They feel invested.

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[SPEAKER_01]: in it.

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[SPEAKER_01]: They don't feel afraid to say, hey, here's this new idea.

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[SPEAKER_01]: Can we consider this?

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[SPEAKER_01]: They feel a part of the entire team and they feel okay with leading.

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[SPEAKER_01]: So if there's a training or workshop, they don't have a problem with sharing the information with the leader.

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[SPEAKER_01]: Instead of whispering, Bob should be here.

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[SPEAKER_01]: Bob should be learning this stuff.

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[SPEAKER_01]: in the workshop.

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[SPEAKER_01]: They would say, Hey Bob, we had this great workshop today and Robert talked about this, this and this.

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[SPEAKER_01]: I think this was a great skill for all of us to engage with.

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[SPEAKER_00]: That's a different type of leader.

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[SPEAKER_00]: when you speak about this, I, my mind automatically went into thinking if your skills and communication as a leader are no good, you probably have created a culture that's probably detrimental to the productivity of your business, where it's almost like you've separated yourself, there's whispering happening in the back office that people don't come to you.

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[SPEAKER_00]: That's probably not the most ideal state to be in, but as a leader yourself, if that's the state that you're in, that must trigger a lot of insecurities as well.

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[SPEAKER_00]: That must not be fun.

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[SPEAKER_00]: Are you doomed?

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[SPEAKER_00]: If you've already found yourself that you stepped into that, or you can actually have protocols to change the situation.

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[SPEAKER_01]: Well, so there are the different layers of this.

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[SPEAKER_01]: You can learn communication.

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[SPEAKER_01]: You can learn better communication skills.

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[SPEAKER_01]: Awareness is one of the first steps here though.

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[SPEAKER_01]: You've got to be aware that that is a skill that you're deficient in and you can improve where you need some growth in that area.

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[SPEAKER_01]: The other, when we make the statement, if a leader is deficient in communication, it's probably not a good thing or they're doomed for failure.

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[SPEAKER_01]: You know, there are a lot of different nuances or elements in that.

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[SPEAKER_01]: Sometimes a leader has around him, people who are good communicators.

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[SPEAKER_01]: So, you have the CEO of the company, but the CFO and the CIO and the CTO, they are good communicators.

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[SPEAKER_01]: So, there's that buffer.

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[SPEAKER_01]: The leader says this and they're like, oh my gosh, Bob's not going to get their attention with that.

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[SPEAKER_01]: So, let's alter it a little bit.

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[SPEAKER_01]: And so, they do and they share that.

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[SPEAKER_01]: And the other piece of this is that sometimes, people who are poor communicators,

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[SPEAKER_01]: are just really nice people.

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[SPEAKER_01]: They're really sweet, right?

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[SPEAKER_01]: And so the CEO that I mentioned that the team was whispering about in a meeting, he wasn't a bad person.

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[SPEAKER_01]: He wasn't evil.

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[SPEAKER_01]: He didn't do things negative.

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[SPEAKER_01]: He created an environment where he was nice.

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[SPEAKER_01]: But he was not communicating in a way that got things moving in an efficient fashion.

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[SPEAKER_01]: He didn't communicate in a way that allowed people to have clarity.

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[SPEAKER_01]: And when they had clarity, they were able to be together and go after things in a more unified way.

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[SPEAKER_01]: So they had an okay environment because he was nice.

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[SPEAKER_01]: He didn't treat people bad.

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[SPEAKER_01]: But could he have been better?

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[SPEAKER_01]: Could he have been more inspiring?

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[SPEAKER_01]: Could he have created a better vision or pointed people to a north star?

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[SPEAKER_01]: More effectively?

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[SPEAKER_01]: Could he have lit peoples' insides on fire?

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[SPEAKER_01]: Could he have turned their passion volume up?

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[SPEAKER_01]: If he was a more inspiring and better communicator, yes, he absolutely could.

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[SPEAKER_01]: That would that made a difference in a company?

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[SPEAKER_01]: Yeah, every time I've seen the leader that is able to do that for the organization, it shows up in their revenue, it shows up in how people operate, it shows up in the brand, it shows up how people talk about their workplace.

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[SPEAKER_01]: So, yeah, they're not doomed for failure, but the signs are there.

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[SPEAKER_00]: Well, I'm glad you clarify because to be honest, my mind went straight to like, oh, yeah, bad communicators are the A whole leaders, like the ones that are just like, arg, and things done, and it's basically they're just getting people to disconnect.

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[SPEAKER_00]: But you talk about, I would almost call it like the nice guy syndrome is like a leader that's very neat and wanting to be liked by people, so he's not pushing, he's not.

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[SPEAKER_00]: Challenging and he's not providing Collinate like containment for the team to be there for the team, right?

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[SPEAKER_00]: And so there's some mindset around what you're supposed to do as a leader because if you're just assuming like I just need people to like me.

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[SPEAKER_00]: That's a very self-centered orientation for your leadership to style

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[SPEAKER_01]: Yeah, yeah, and I think when we say self-centered people automatically go to arrogant, negative, narcissistic, and self-centered doesn't necessarily mean that self-centered could be a very insecure person.

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[SPEAKER_01]: They're struggling with, oh my gosh, how do I do things to be liked?

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[SPEAKER_01]: How do I not offend my team?

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[SPEAKER_01]: How do I keep the temperature down?

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[SPEAKER_01]: Right?

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[SPEAKER_01]: And it's about them rather than figuring out, okay, how do I lift people up?

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[SPEAKER_01]: How do I get people more engaged?

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[SPEAKER_01]: How do I get their ideas?

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[SPEAKER_01]: How do I allow them to take ownership of this,

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[SPEAKER_01]: thing that we're building so that they can feel like they contributed to it, they can feel like, oh my gosh, it wasn't just Bob's idea, it was all of us and we made this amazing thing.

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[SPEAKER_00]: You know when I'm having these conversations by the way I'll tell you one of my selfish things that happens by running this podcast as I'm always gathering insights that I know can help me and this is one that I've tripped up on like I do have that I want to be liked as a leader in the organization I'm leading now like I've leaned into that it's especially if like results are down I was like well did I do a good job and now I'm not oriented on the vision of the business I'm oriented on my own needs and I think that's a nudge that I always want to be reminded so I'm appreciative of that

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[SPEAKER_00]: And I kind of wanted to take it into the direction that you've already hinted at, which is you spoke about the power of stories and I wanted to understand when it comes to communication, if you're trying to align the team, what role does the stories have to play in that?

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[SPEAKER_01]: Yeah.

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[SPEAKER_01]: Well, people make decisions.

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[SPEAKER_01]: In organizations, we would like to think that people make decisions smart people make decisions based on the data.

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[SPEAKER_01]: The numbers, the logic.

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[SPEAKER_01]: But every human being, we are emotional human beings.

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[SPEAKER_01]: We are made with emotion.

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[SPEAKER_01]: No matter how much somebody will tell you, I'm very illogical.

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[SPEAKER_01]: They make decisions.

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[SPEAKER_01]: Apples to apples, two things being equal.

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[SPEAKER_01]: They're gonna make a decision based on the emotion.

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[SPEAKER_01]: You walk into a car dealership.

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[SPEAKER_01]: They're two cars on the floor.

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[SPEAKER_01]: Both of them have the exact package.

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[SPEAKER_01]: Both of them have the same insides.

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[SPEAKER_01]: Both of them have the same horsepower, the same model, same make, same here.

17:31.512 --> 17:32.813
[SPEAKER_01]: But they're two different colors.

17:33.653 --> 17:37.235
[SPEAKER_01]: One is electric blue and the other is brown.

17:38.646 --> 17:39.787
[SPEAKER_01]: where do you make the decision?

17:40.327 --> 17:44.249
[SPEAKER_01]: You make the decision by which color makes you feel better.

17:44.369 --> 17:48.371
[SPEAKER_01]: I like the blue, so I'm making a decision based on that.

17:49.211 --> 17:55.275
[SPEAKER_01]: People make decisions based on emotions, and so the more that I can connect with an emotion,

17:56.195 --> 18:16.172
[SPEAKER_01]: is the more that people will feel like you're number one a real person, like you understand, you're not a loof and you're at two levels or five levels above them, and so you can't connect with the problems, the challenges, the emotions that they're having, you're just an authoritarian, telling them what to do and you're disconnected.

18:16.817 --> 18:16.997
[SPEAKER_01]: No.

18:17.538 --> 18:25.866
[SPEAKER_01]: As a leader, if I can share, yeah, I might be at a different space now, but 15 years ago, I was sitting at the same desk.

18:27.267 --> 18:33.794
[SPEAKER_01]: And we had the same challenge, the economy shifted, and we were all in fear of our jobs.

18:33.814 --> 18:37.037
[SPEAKER_01]: We were all in fear that layoffs were going to be coming.

18:38.318 --> 18:39.039
[SPEAKER_01]: Here's what we did.

18:40.304 --> 18:41.545
[SPEAKER_01]: We had to buckle together.

18:41.605 --> 18:48.190
[SPEAKER_01]: Some nights we stayed a little bit later, but one of the biggest things that we did was we didn't just think about this as a job anymore.

18:48.510 --> 18:59.739
[SPEAKER_01]: We had cookouts and we got closer together and we learned a little bit more about each other so that when things got hard, we were able to have more empathy towards each other.

18:59.759 --> 19:01.801
[SPEAKER_01]: And that's how we made it through that season.

19:01.821 --> 19:04.703
[SPEAKER_01]: So I know right now the economy feels this way.

19:05.824 --> 19:06.965
[SPEAKER_01]: Here's how we can make it through.

19:08.553 --> 19:08.693
[SPEAKER_01]: Right?

19:08.713 --> 19:10.074
[SPEAKER_01]: Because that leader is done that.

19:10.414 --> 19:11.115
[SPEAKER_01]: He's been there.

19:11.215 --> 19:12.816
[SPEAKER_01]: She's been there before.

19:13.597 --> 19:17.460
[SPEAKER_01]: And so the feeling that you're having about what's happening now is not a solo feeling.

19:17.500 --> 19:20.001
[SPEAKER_01]: It's not an isolated feeling.

19:20.082 --> 19:22.743
[SPEAKER_01]: It's something that your leader understands.

19:22.783 --> 19:28.127
[SPEAKER_01]: And you can trust that anything that they do is not just for their own self-serving interest.

19:29.088 --> 19:32.510
[SPEAKER_01]: It's for the benefit of the organization as a whole.

19:32.810 --> 19:34.430
[SPEAKER_01]: And that's what stories do.

19:34.470 --> 19:45.495
[SPEAKER_01]: That's the emotion that they do because the moment that you tell a story, the moment that you tap into an emotion, the person's brain immediately flips through its mental role effects of experiences.

19:45.855 --> 19:46.836
[SPEAKER_01]: Do I want to experience that?

19:46.876 --> 19:47.836
[SPEAKER_01]: Have I experienced that?

19:47.956 --> 19:49.517
[SPEAKER_01]: Do I not want to experience that?

19:49.757 --> 19:51.758
[SPEAKER_01]: How did that feel the last time that happened?

19:51.878 --> 19:53.058
[SPEAKER_01]: It's flipping through all of that.

19:53.338 --> 19:54.739
[SPEAKER_01]: And it's looking for connections.

19:55.139 --> 19:56.380
[SPEAKER_01]: Our brains don't like open loops.

19:57.500 --> 20:02.006
[SPEAKER_01]: Our brains are always looking to connect to something and emotions are a big in that way.

20:02.787 --> 20:07.673
[SPEAKER_00]: I'm definitely someone that understands the power of the storytelling, why we got to go into that space.

20:07.954 --> 20:11.558
[SPEAKER_00]: I'm wondering for somebody who's like, okay, well, I'd love to communicate better.

20:12.059 --> 20:13.160
[SPEAKER_00]: I want to be a better leader.

20:13.861 --> 20:31.254
[SPEAKER_00]: Oh, we were talking about stories, I don't know if I have stories, and I mean, I think there's two sides to the coin, maybe there's some older individuals who feel like they don't have any stories, or maybe somebody at the early stage of their careers who might not have had much experience, which makes them feel insecure about having to lean into stories.

20:31.775 --> 20:36.058
[SPEAKER_00]: What do you typically do to get people to recognize the stories within them?

20:37.163 --> 20:39.224
[SPEAKER_01]: Yeah, there are two things that we look at.

20:39.264 --> 20:43.366
[SPEAKER_01]: Number one, when we say stories, people immediately go to once upon a time.

20:43.666 --> 20:46.688
[SPEAKER_01]: And when I talk about storytelling, it's not always about once upon a time.

20:46.968 --> 20:49.509
[SPEAKER_01]: Sometimes I'm talking about the structure of a story.

20:49.990 --> 20:54.432
[SPEAKER_01]: I might be talking about the context, the character, the conflict, and the conclusion.

20:54.712 --> 20:59.795
[SPEAKER_01]: How do you share information in a way that allows people to lean in?

21:00.195 --> 21:01.275
[SPEAKER_01]: So if I'm in a meeting,

21:02.716 --> 21:06.779
[SPEAKER_01]: and I want to introduce a new product to people.

21:06.879 --> 21:10.542
[SPEAKER_01]: Typically, we start out the meeting and we say, hey, everybody, so glad you're here.

21:10.842 --> 21:12.864
[SPEAKER_01]: I wanted to introduce the ABC widget.

21:13.084 --> 21:16.947
[SPEAKER_01]: We're going to have this going to market in about three months, and here's the launch plan.

21:19.073 --> 21:22.514
[SPEAKER_01]: most of the people sitting in that room are kind of like, okay, yeah, that's that's nice.

21:22.914 --> 21:30.156
[SPEAKER_01]: But there is some piece of them that's wondering what is this and why are we launching this and what does this have to do with anything?

21:30.176 --> 21:32.257
[SPEAKER_01]: What's the backstory behind this?

21:33.577 --> 21:36.278
[SPEAKER_01]: So you've missed, you've gone directly to conclusion.

21:37.123 --> 21:44.065
[SPEAKER_01]: And you've missed the other three elements of story that really create that tie-in that grab people.

21:44.145 --> 21:48.206
[SPEAKER_01]: So I've got to share, hey, this is what's going on with the company.

21:48.246 --> 21:50.787
[SPEAKER_01]: This is what we've been experiencing for the last three months.

21:51.307 --> 21:54.268
[SPEAKER_01]: We've been experiencing a downturn due to this.

21:54.368 --> 22:02.970
[SPEAKER_01]: As a result of that, we've had our customers, we've had more negative reports than ever before, and these are the things that are happening.

22:03.907 --> 22:15.054
[SPEAKER_01]: Okay, based on that, we've decided that we need to have a portal that customers can share their information and get an immediate response.

22:16.655 --> 22:17.816
[SPEAKER_01]: Let's make it stuff on both the spot.

22:18.476 --> 22:21.178
[SPEAKER_01]: So based on that, we've decided to launch this.

22:21.198 --> 22:22.419
[SPEAKER_01]: So that is a story.

22:22.719 --> 22:23.580
[SPEAKER_01]: That is a story.

22:23.620 --> 22:24.781
[SPEAKER_01]: I just shared with you.

22:24.801 --> 22:26.001
[SPEAKER_01]: And it's not a personal story.

22:26.402 --> 22:27.402
[SPEAKER_01]: It's a product story.

22:27.422 --> 22:28.383
[SPEAKER_01]: It's a strategic story.

22:29.913 --> 22:33.696
[SPEAKER_01]: But for those who say they have no stories, we live life.

22:33.756 --> 22:39.020
[SPEAKER_01]: We're on this beautiful blue ball called Earth, and we've all had very similar experiences.

22:39.260 --> 22:41.622
[SPEAKER_01]: All of us have taken a test at some point.

22:42.242 --> 22:44.604
[SPEAKER_01]: Whether it was your driver's license, exam.

22:45.064 --> 22:51.909
[SPEAKER_01]: All of us have studied in elementary or high school or college for an exam, and it was challenging.

22:52.790 --> 22:54.691
[SPEAKER_01]: All of us have had a hurt.

22:54.911 --> 22:59.034
[SPEAKER_01]: We've fallen and skinned our knee at some point.

22:59.254 --> 23:03.756
[SPEAKER_01]: All of us have had the opportunity to try to learn a new skill.

23:03.977 --> 23:08.399
[SPEAKER_01]: In this day and age, in this year that we're in a lot of us are trying to learn AI.

23:10.135 --> 23:12.456
[SPEAKER_01]: Right, a lot of us are trying to learn new things.

23:12.576 --> 23:16.978
[SPEAKER_01]: And when I, when you say, oh, my gosh, I'm trying to learn this new AI program.

23:16.998 --> 23:17.738
[SPEAKER_01]: And it's so hard.

23:17.978 --> 23:27.042
[SPEAKER_01]: Somebody's going to say, oh, my gosh, yeah, I remember when I was trying to learn this new CRM that we're dealing with or when the new windows update came out.

23:27.062 --> 23:31.644
[SPEAKER_01]: And I had no dog on idea, what to do with it, it felt so hard.

23:31.964 --> 23:32.944
[SPEAKER_01]: Right, connection.

23:33.164 --> 23:36.926
[SPEAKER_01]: I've just created connection over shared technological experiences.

23:37.786 --> 23:37.966
[SPEAKER_01]: Right.

23:38.006 --> 23:39.307
[SPEAKER_01]: So we, we've all got stories.

23:40.679 --> 23:57.789
[SPEAKER_00]: So when somebody is going out and tapping into a bit of these stories, are there ways of failing in telling a story like, are there certain things you want to watch out for to not do so that if you're going out there and you're, you know, maybe testing this out, maybe you've never incorporated stories in the way that you communicate.

23:58.350 --> 23:59.610
[SPEAKER_00]: Are there things to look out for?

24:01.211 --> 24:01.992
[SPEAKER_01]: Don't talk too long.

24:05.455 --> 24:25.968
[SPEAKER_00]: oh my god okay well first let me tell you a story which is yeah in my workplace i know that there's you know we do some daily reporting on what's happening in various departments and as always a department where the person's like hey well i had really stressed they'll tell the story it's a long story and it's gonna be around the most benign thing

24:26.988 --> 24:47.482
[SPEAKER_00]: And it's like that could have been a two second update on a daily scrum, the person capitalized on five to ten minutes of just explaining all the stresses that they went through and the context of it and I feel bad because sometimes I have to interrupt them and being like, so what's the point they're just like, oh, no, I just want to make sure you guys knew that was happening and I'm like, oh, oh.

24:47.983 --> 24:48.383
[SPEAKER_01]: Thank you.

24:48.403 --> 24:49.545
[SPEAKER_01]: Thank you very much.

24:49.646 --> 24:50.507
[SPEAKER_00]: That came up.

24:51.188 --> 24:52.270
[SPEAKER_00]: You talked about awareness.

24:52.310 --> 24:53.692
[SPEAKER_00]: That might be the first step for them.

24:53.733 --> 25:00.163
[SPEAKER_00]: But even as a leader, if you're seeing somebody's doing that, or if you don't want to repeat the same thing, any words of advice there?

25:01.260 --> 25:04.322
[SPEAKER_01]: Yeah, so understanding the audience and understanding the context.

25:04.442 --> 25:16.769
[SPEAKER_01]: If I've got a 60 minute meeting and I want to make sure that that meeting stays on track and I also want to inspire people and get them moving in the right direction, then I've got to say, OK, I've got five minutes.

25:16.789 --> 25:19.150
[SPEAKER_01]: How can I make the most of those five minutes?

25:19.390 --> 25:23.993
[SPEAKER_01]: How can I utilize a framework to structure what I'm talking about?

25:24.053 --> 25:29.356
[SPEAKER_01]: So there's a framework that I share with a lot of people that who asked me for public speaking advice.

25:30.316 --> 25:31.056
[SPEAKER_01]: a lot of my clients.

25:31.076 --> 25:34.197
[SPEAKER_01]: I share with them the ease framework, which is EASE.

25:35.257 --> 25:38.258
[SPEAKER_01]: Energy, ask, story, explain.

25:38.818 --> 25:42.558
[SPEAKER_01]: And I tell them, build it backwards, but deliver it forwards.

25:42.958 --> 25:43.699
[SPEAKER_01]: So what do I mean?

25:44.399 --> 25:44.799
[SPEAKER_01]: Explain.

25:44.859 --> 25:47.019
[SPEAKER_01]: What's the point that you want people to understand?

25:47.059 --> 25:48.680
[SPEAKER_01]: What's the takeaway that you want them to have?

25:49.060 --> 25:49.560
[SPEAKER_01]: Okay, cool.

25:50.020 --> 25:54.621
[SPEAKER_01]: What is the story that you can share quickly that will make that point come to life?

25:54.841 --> 25:55.481
[SPEAKER_01]: Okay, great.

25:56.141 --> 26:05.446
[SPEAKER_01]: What is a question that you can ask that leads into the story or prepares people for an experience, starts a video in their brain.

26:06.147 --> 26:11.009
[SPEAKER_01]: And then energy, what type of experience do I want them to have?

26:11.029 --> 26:12.330
[SPEAKER_01]: What's the energy that I want them to have?

26:12.350 --> 26:13.611
[SPEAKER_01]: Do I want them to be reflective?

26:14.071 --> 26:15.111
[SPEAKER_01]: Do I want them to be

26:16.232 --> 26:23.937
[SPEAKER_01]: energized because that determines the type of question and story and how I deliver, all of that information.

26:24.137 --> 26:25.799
[SPEAKER_01]: And I can do that really quickly.

26:26.539 --> 26:35.845
[SPEAKER_01]: If I'm leading a meeting five minutes up at the top, I use that framework, I use that structure, I share my story and I get through it to the end of the story and I say, here's what this means for us.

26:36.426 --> 26:38.027
[SPEAKER_01]: Here's what this means for you.

26:39.824 --> 26:40.725
[SPEAKER_01]: We need to do this.

26:41.406 --> 26:44.871
[SPEAKER_01]: If we don't do this in the next three months, this will be the result.

26:45.411 --> 26:49.196
[SPEAKER_01]: And if we get that result, then we will have failed our customers.

26:50.152 --> 26:51.533
[SPEAKER_01]: That's not who we are, right?

26:51.573 --> 26:54.115
[SPEAKER_01]: And so I've made that point pretty quickly.

26:54.575 --> 27:06.204
[SPEAKER_01]: So the biggest thing that trips up a lot of people is they speak or they share stories, but they don't utilize frameworks or they don't utilize structure in order to help them.

27:06.264 --> 27:13.370
[SPEAKER_01]: So being aware of your audience, being aware of your context and using structure to feed people the information that you ultimately want them to have.

27:14.185 --> 27:22.308
[SPEAKER_00]: I'm glad the acronym spells ease as well because I think for a lot of people, especially in the public speaking context, is the most intimidating experience.

27:22.348 --> 27:37.413
[SPEAKER_00]: But if I take what you just shared is going, and I love how you start backwards for planning, but when you deliver it is like you choose the energy, and the second part that A, that's the one I felt less clear about because the story in the outcome, I can see how that deliver.

27:37.893 --> 27:40.734
[SPEAKER_00]: The ask is like, you started with a question, is it?

27:40.894 --> 27:42.235
[SPEAKER_01]: Yeah, so here's an example.

27:43.452 --> 27:57.299
[SPEAKER_01]: Let's say that the story that I want to tell is about a rough time in business or a time where I try to sell a product and I got rejected.

27:58.460 --> 27:59.921
[SPEAKER_01]: Okay, that's a story that I want to tell.

28:00.301 --> 28:01.722
[SPEAKER_01]: My question might be very simple.

28:03.943 --> 28:10.166
[SPEAKER_01]: How many of you have ever tried to share some information and you got turned down?

28:11.668 --> 28:15.531
[SPEAKER_01]: Does anybody like being rejected, right?

28:16.812 --> 28:21.015
[SPEAKER_01]: And so when you ask that question, what you've done now is you've primed the brain.

28:21.215 --> 28:23.617
[SPEAKER_01]: What you've done is primed them for something else.

28:23.637 --> 28:24.638
[SPEAKER_01]: You've opened that loop.

28:24.678 --> 28:28.161
[SPEAKER_01]: Remember I told you that our brains don't like open loops.

28:28.541 --> 28:29.602
[SPEAKER_01]: You've just primed it.

28:31.250 --> 28:31.450
[SPEAKER_01]: Right?

28:31.590 --> 28:33.932
[SPEAKER_01]: And when you prime that, they want more.

28:33.972 --> 28:35.673
[SPEAKER_01]: They start asking you, okay, what's next?

28:35.713 --> 28:37.193
[SPEAKER_01]: That's what their brains are asking you.

28:37.534 --> 28:41.716
[SPEAKER_01]: Our brains go through this process known as instinctive elaboration.

28:42.737 --> 28:48.120
[SPEAKER_01]: And what that simply means is that, if I ask you a question, your brain can't help but answer it.

28:49.841 --> 28:52.762
[SPEAKER_01]: I can hijack your brain by asking you a question.

28:53.783 --> 28:57.085
[SPEAKER_01]: You might not say it out loud out of your mouth, but your mind processes it.

28:57.925 --> 28:59.246
[SPEAKER_01]: So I leverage that in stories.

29:00.241 --> 29:02.964
[SPEAKER_00]: I'm already thinking about this from a sales perspective.

29:03.024 --> 29:08.309
[SPEAKER_00]: That framework is so powerful just on a sales call to get a pattern interrupt.

29:09.194 --> 29:11.456
[SPEAKER_00]: and just have a structure where you want to take people.

29:11.957 --> 29:15.740
[SPEAKER_00]: And I say this because I just got off of a marathon of a ton of sales call.

29:16.360 --> 29:18.762
[SPEAKER_00]: And in this case, this is where people that had applied.

29:19.563 --> 29:21.205
[SPEAKER_00]: And I'll show you exactly how I was using it.

29:21.225 --> 29:24.367
[SPEAKER_00]: And now that I've just heard this, I'm already thinking how to do this completely differently.

29:24.808 --> 29:30.092
[SPEAKER_00]: People had applied, I'm breath work instructors, but never took the next step to actually book a call.

29:31.013 --> 29:34.815
[SPEAKER_00]: And I'm just calling them and saying, Hey, are you still interested in becoming a breath work instructor?

29:35.516 --> 29:47.183
[SPEAKER_00]: There's a power in that what you're sharing, saying like, most people who, you know, start the process and never book a call have seen a pattern in their life where they get started on something they want and they never never complete it.

29:47.583 --> 29:49.924
[SPEAKER_00]: Is that a pattern that you've seen happen in your life before?

29:49.944 --> 29:51.946
[SPEAKER_01]: Hmm.

29:52.346 --> 29:52.586
[SPEAKER_01]: Yep.

29:52.926 --> 29:57.449
[SPEAKER_00]: Like now I've just hijacked the brain in a very different way using your framework.

29:58.189 --> 30:21.464
[SPEAKER_00]: Yep, yep, no, it's not about what they're buying for them, but it's like from the pattern that they've seen of not completing what they want in their life, and I Sorry arcade three I'm taking notes, but this is all right old right, so it's like for people who like might be listening to this me like Oh cute framework, but like the results that this brings from a leadership or so I mean, I'm thinking on a sales example, but

30:21.904 --> 30:29.678
[SPEAKER_00]: When people start taking this seriously, they mean you do your workshops, people bring you in, the results that happen from that are probably nothing short of miraculous.

30:29.698 --> 30:33.465
[SPEAKER_00]: Like what are some of the transformations that happen when people really embrace these concepts?

30:34.735 --> 30:37.697
[SPEAKER_01]: Well, number one, I've seen sales double.

30:37.757 --> 30:39.958
[SPEAKER_01]: I've seen people just become more confident.

30:40.038 --> 30:44.020
[SPEAKER_01]: Number one, because they've got a structure that they work in.

30:44.540 --> 30:49.303
[SPEAKER_01]: So they've come into their organization in the sales department and said, hey, here's this binder.

30:49.503 --> 30:49.983
[SPEAKER_01]: Here's this book.

30:50.003 --> 30:56.147
[SPEAKER_01]: Here are all these scripts that you've got to read through and they're reading and they're not connecting with the scripts, because here's what happened.

30:56.167 --> 31:01.890
[SPEAKER_01]: You've got a script and you've got these people on the other end that are human beings and they're not reading a script.

31:02.290 --> 31:10.616
[SPEAKER_01]: And so they're sharing stuff and you're kind of like holy smokes and you're going down the page trying to find out where in the script you need to jump to in order to connect with them.

31:10.896 --> 31:23.846
[SPEAKER_01]: No, if you've got a structure in your brain that you can utilize really easily, you can have a conversation with anybody and sales and leadership are really about conversations.

31:25.025 --> 31:30.367
[SPEAKER_01]: It's not one way, it's not about me telling you what to buy, what to do, how to do it.

31:30.847 --> 31:33.868
[SPEAKER_01]: It is me finding out, okay, where are you?

31:34.448 --> 31:37.369
[SPEAKER_01]: What challenge are you going through right now?

31:37.649 --> 31:42.531
[SPEAKER_01]: What is the problem that you want to most solve right now in this moment?

31:43.071 --> 31:46.772
[SPEAKER_01]: And if I can get that information by asking you a question,

31:48.221 --> 31:54.426
[SPEAKER_01]: and either hearing your answer or seeing your response, because not everyone is going to give you a verbal response.

31:54.446 --> 32:03.354
[SPEAKER_01]: Sometimes the response is visual, especially if you're on stage, you might ask a question to the room and say, how many people have experienced like this?

32:03.714 --> 32:10.841
[SPEAKER_01]: Or you might take it outside of the yes, no realm, or the close realm, and you ask a more open question.

32:11.261 --> 32:15.044
[SPEAKER_01]: And you get people to start thinking, you say, what was it like the last time?

32:16.126 --> 32:17.250
[SPEAKER_01]: That this happened.

32:18.534 --> 32:19.217
[SPEAKER_01]: How did you feel?

32:21.057 --> 32:47.019
[SPEAKER_01]: and you see people turning and their eyes rolling up into their brains a little bit looking up to the left because they're trying to process and remember what that was like and what they were feeling and and now you've tapped into their nostalgia and you if you're able to do that you're starting that that's one way to build trust when you create emotions positive emotions with people it's easier for them to trust you.

32:48.529 --> 32:58.016
[SPEAKER_00]: So, on listen into this podcast, we've shared a few stories, we have a framework we get to apply right now, we've enforced the fact that we need to have some stories and we all have them.

32:58.657 --> 33:06.463
[SPEAKER_00]: If someone's wanting to go down the path of mastering their skills and communication, do you have some exercises or first steps we encourage people?

33:06.523 --> 33:10.506
[SPEAKER_00]: I mean, we talked about awareness first, should we be self-assessing?

33:10.526 --> 33:14.269
[SPEAKER_00]: I'd be just curious if someone wants to take action immediately from this conversation.

33:15.675 --> 33:20.915
[SPEAKER_01]: You know, one of the reasons why people don't tell stories is because they don't capture them.

33:22.492 --> 33:27.354
[SPEAKER_01]: They feel like, okay, if I need to share a story, I don't know where to pull it from.

33:27.374 --> 33:28.675
[SPEAKER_01]: I get lost.

33:28.715 --> 33:31.056
[SPEAKER_01]: I don't know how to pull a story out of my pocket.

33:31.076 --> 33:31.976
[SPEAKER_01]: And that is practice.

33:32.297 --> 33:35.378
[SPEAKER_01]: This is a great book called Storyworthy by a guy named Matthew Dix.

33:36.078 --> 33:38.059
[SPEAKER_01]: And in that book, he has this practice.

33:38.079 --> 33:41.281
[SPEAKER_01]: He says, at the end of each day, he gets a piece of paper.

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[SPEAKER_01]: And he writes down five things that he did that day.

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[SPEAKER_01]: It doesn't matter what they are.

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[SPEAKER_01]: I went to the gas station and when I went to the gas station, I went inside to get a bag of cheetos.

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[SPEAKER_01]: Okay.

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[SPEAKER_01]: All right.

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[SPEAKER_01]: I was driving and I came to a stop light and I saw some guy with one of those those signs where he was flipping it and I thought it was cool.

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[SPEAKER_01]: Okay.

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[SPEAKER_01]: That's the experience.

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[SPEAKER_01]: So he writes down five of those and then on the other side of the paper, Joe's a line on this other side of the paper, what's the lesson or what did I learn or what was meaningful about that experience?

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[SPEAKER_01]: So the more that I do that is the more that I'm intentionally capturing

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[SPEAKER_01]: Right?

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[SPEAKER_01]: And when I capture a moment and then I grab a meaning from that, I can deliver a message.

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[SPEAKER_01]: Right?

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[SPEAKER_01]: And so that's, it's the capturing of that.

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[SPEAKER_01]: That's that's the first step.

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[SPEAKER_01]: Capture those moments so that you can derive meaning.

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[SPEAKER_01]: And when you're able to derive meaning, you're able to create so many more connections with what is happening in your world and also the world of your audience.

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[SPEAKER_01]: I'm not going to answer your question dude.

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[SPEAKER_00]: I think you did.

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[SPEAKER_00]: You start capturing these moments.

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[SPEAKER_00]: And as you were asking this where my mind went, I kind of went on a journey because I started thinking of stories that have happened for me in the recent time.

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[SPEAKER_00]: And I thought I would might want to have an opportunity to see if I've been a good student of your lessons because I think I have an idea of how to apply this if you would indulge me.

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[SPEAKER_00]: Which is, I go.

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[SPEAKER_00]: I'm in a leadership position, right?

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[SPEAKER_00]: So I have a meeting later.

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[SPEAKER_00]: And one of the things I wanted to reinforce

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[SPEAKER_00]: is actually really much in the space of communication where AI initiatives I don't think are going to solve replacing the humanity that people crave.

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[SPEAKER_00]: There's trends that people are basically rejecting any form of AI and are kind of disconnecting when AI is in their face and not wanting to engage with the brand.

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[SPEAKER_00]: So that's kind of the results I want to bring for people, right?

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[SPEAKER_00]: And there's a story that I've had, which is a communication I've had with somebody this morning that I want to use and communicating

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[SPEAKER_00]: And the question that I would use, or the ask would be, who here has found themselves getting disconnected as soon as they know that it's an AI on the other side.

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[SPEAKER_00]: And the energy I want to leave the people with is just getting them inspired about connecting with people and making sure the activities that they're doing is bringing more humanity as opposed to AIifying everything.

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[SPEAKER_00]: So I'm going through these, and here's how I would deliver this if I was a student of RK3, which is

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[SPEAKER_00]: Has anybody here had a chance to interact with some sort of brand, whether that's through a chat bot?

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[SPEAKER_00]: And you realize it was a, on the other side, and it just did not answer your question.

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[SPEAKER_00]: And you left just frustrated, disconnected, and all you just wanted to do is ask for a human.

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[SPEAKER_00]: And that took some time, but you were so grateful for the brands that did bring a human versus pissed off at the ones that had no human.

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[SPEAKER_01]: Yeah, I wouldn't even ask that a little bit differently for an emotion perspective when when I say has anybody here, that is kind of a yes or no question.

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[SPEAKER_01]: I might ask, how did you feel the last time that you've called a company?

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[SPEAKER_01]: And you spent three minutes on the phone talking back and forth with somebody that you assumed was somebody that understood your problem only to realize

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[SPEAKER_01]: You'd been talking with a chat bot for the last three minutes.

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[SPEAKER_01]: How did that make you feel?

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[SPEAKER_01]: Ah.

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[SPEAKER_01]: Ooh, okay.

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[SPEAKER_01]: And like, here's what that does.

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[SPEAKER_01]: Instead of them kind of saying, checkbox, yes, I remember that experience.

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[SPEAKER_01]: What's happening now is they're going back to the emotion of it.

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[SPEAKER_01]: And they're reliving.

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[SPEAKER_01]: Ooh, I got angry.

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[SPEAKER_01]: I didn't feel good.

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[SPEAKER_01]: I felt dismissed.

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[SPEAKER_01]: and you can even go further.

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[SPEAKER_01]: Okay, tell me some of the feelings.

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[SPEAKER_01]: Tell me, tell me what did you feel?

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[SPEAKER_01]: And I felt dismissed.

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[SPEAKER_01]: I felt, and now you'll see people's passion begin to come out, because they're literally in the moment.

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[SPEAKER_01]: They're in the moment.

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[SPEAKER_01]: And they're sharing the feeling with you.

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[SPEAKER_01]: So now that you've got it, you've got them.

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[SPEAKER_01]: You've got their attention.

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[SPEAKER_01]: And now you can say, well, here's why I'm asking you that.

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[SPEAKER_01]: I remember and you can tell a story.

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[SPEAKER_01]: And then here's what this means for us.

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[SPEAKER_01]: Here's how we stand out today in a sea of sameness, in a sea of AI.

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[SPEAKER_01]: Here's how we become more intentional about this.

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[SPEAKER_00]: So Robert, this is the value when somebody actually gets support coaching consulting on their communication is they get to have this and I know this is something you do with a lot of businesses and individuals and to get that like it instantly clicks and it's like shortcuts to success.

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[SPEAKER_00]: So I'd be very curious for anybody who's listening to this and like they get it.

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[SPEAKER_00]: If you master communication, everything in your life gets better, whether that's as a leader in your sales.

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[SPEAKER_00]: in managing the staff, negotiating with vendors, even getting better relationships with your family, it all drills down to communication.

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[SPEAKER_00]: What are the best ways people can get more resources from you can connect with you and can start implementing more of that internal lives?

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[SPEAKER_01]: You can go to amplifiedvoyshq.com that is our main, what is the word I want to use, our site where you can get some resources for that.

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[SPEAKER_01]: We have a few downloads there, but we've got an event that we do regularly called the Story Vault Remix, and if you go to Story Vault Remix.com.

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[SPEAKER_01]: you can sign up for that.

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[SPEAKER_01]: What is the story vault remix?

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[SPEAKER_01]: Well, we just talked about not finding stories or people not feeling like they have stories.

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[SPEAKER_01]: So what we developed is a session where we will help you to pull out and unlock some of those stories.

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[SPEAKER_01]: And then how do you structure them and deliver them so that they can be more impactful and meaningful in your workplace, in the office,

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[SPEAKER_00]: I'm checking out the website right now.

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[SPEAKER_00]: It sounds like you guys have a really cool experience that people can go through.

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[SPEAKER_00]: If you want to unlock stories, you want to master communication.

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[SPEAKER_00]: That's definitely where it starts.

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[SPEAKER_00]: And for larger organizations that want to bring you in to help their leadership team to take it to the next level, would you guide them to Robert Kennedy3.com or would there be a better resource?

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[SPEAKER_01]: Yes.

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[SPEAKER_01]: Robert Kennedy3.com is the first place that they can go to for me to speak or share workshop experiences with them.

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[SPEAKER_00]: Well, arcade three, this has been a great conversation.

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[SPEAKER_00]: I'm so glad I brought you in.

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[SPEAKER_00]: I had just mentioned before we hit record that I hadn't dived into communication as a topic in a long time.

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[SPEAKER_00]: And to me, this is just a powerful reminder of number one.

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[SPEAKER_00]: How important is it is?

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[SPEAKER_00]: Number two, how much more room for improvement that I have and for everybody listening, I think that you will realize that improving your communication skills is an,

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[SPEAKER_00]: ever growing thing that you can always take to the next level and with every level that you take it, the success amplifies.

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[SPEAKER_00]: And I'm so grateful we got to go and have this conversation.

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[SPEAKER_00]: The framework you gave of ease is just a very great way for anybody who wants to get started and immediately improve the way they communicate, whether that's in team meetings or leading the entire organization.

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[SPEAKER_00]: and there's so much more to what people can learn with you.

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[SPEAKER_00]: I'm so grateful we got to have a taster of it, immediate things to put into action, and for those who want to go deeper on the journey, we're going to put all the relevant links so you can go down that journey and continue learning from someone who's really helping inspire leaders and more, other communication skills and how it's going to be able to help you on the journey that you're on.

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[SPEAKER_00]: I wanted to give you some space for some closing words as we're getting towards the another conversation.

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[SPEAKER_01]: Wow, space for some closing words.

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[SPEAKER_01]: Well, you know what, I will just land here.

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[SPEAKER_01]: When I was in the music space, I would lead choirs or lead groups.

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[SPEAKER_01]: And we would do these exercises.

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[SPEAKER_01]: And when I told them to breathe in immediately, people's shoulders went up and they did all of these crazy contortions.

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[SPEAKER_01]: And I said to them, well,

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[SPEAKER_01]: When I tell you to breathe, you do it wrong, but when you do it normally, you do it correctly.

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[SPEAKER_01]: It's the same with storytelling.

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[SPEAKER_01]: We are naturally good storytellers.

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[SPEAKER_01]: Repetition is what's going to make us more effective at it.

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[SPEAKER_01]: But you don't need to think about, oh my gosh, what do I need to do to become a better storyteller?

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[SPEAKER_01]: Little kids are naturally good storytellers.

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[SPEAKER_01]: And we just need to tap into the inner child in us, tap into our memories.

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[SPEAKER_01]: And as I shared the exercise of writing down and capturing your daily stories, the more that we do that, the more that we can tap into our natural instinct, the tell stories.

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[SPEAKER_00]: Beautiful.

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[SPEAKER_00]: Robert, thank you so much for coming on the show.

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[SPEAKER_00]: I'm really glad we got to have this conversation.

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[SPEAKER_00]: I know that you're planning a potential trip in Southeast Asia, so we're going to get the chance to connect in person.

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[SPEAKER_00]: For everybody else that's going to show, know that you can connect with him online.

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[SPEAKER_00]: We're putting all the resources for you to stay in touch, learn more, and go deeper into the art of communication.

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[SPEAKER_00]: This is obviously the most wonderful tool that you can develop and we encourage you to go deeper into this space.

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[SPEAKER_01]: That was beautiful, my friend.

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[SPEAKER_01]: Thank you.

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[SPEAKER_00]: Thank you for listening to the Jason Mark Campbell business podcast and of course keep selling with love.