Seth Godin – Leadership vs. Management - What it means to make a difference

uh let me

make

sure my technology is working if my slides could go up somewhere perfect my microphone is on. I'm in Stockholm today. Stockholm, okay, thanks for coming, so I live in New York, near a fjord, like you live near a fjord. a saltwater estuary tide going one way and brackish the other, day after day, year after year, millennia after millennia, digs a hole in the rock and that's how we were taught to run our organizations, do it and then do it again and then do it again and that. hard work repeated over time consistently can build a really big fjord, but today I'm here to talk about bike racing in Italy.

Here's a real video of a guy losing a bike race and discovering that doing the same thing over and over again isn't really the best method and maybe if he tried using aerodynamics a little differently to play with a set different rules could discover how in the descent he could get ahead of everyone else and this idea that innovation could pay off now. and then it leads us into a lot of thoughts about

management

and

what

we should do next, thinking that's confusing, so I came to talk about the confusion, I came to talk about the fact that we got a lot of things wrong and that it's possible. and it's imperative that we think about it differently, so I've only given this talk once before, so it's a little disjointed, but I hope it plants some seeds under your skin and

make

s you think about it.

The first big idea is this

leadership

. and

management

are different things,

leadership

is not management and vice versa, management goes back to Henry Ford, to scientific management, to Frederick Taylor, to the idea that if we could build a job where an obedient person can do it and create value, we could pay people a lot. Henry Ford was able to go to the workers in Detroit and give them a 10x raise in one day because he said if you come to the assembly line and do

what

I tell you, I'll pay you a lot of money and that spread.

The idea spread that we could use it to make truffles and chocolates because as long as we get the system to work efficiently, we're fine, and from there it moved on to another food business. This is one of my favorites. It's somewhere in India. They didn't have enough room to put the place where the guy rolls next to the place where the guy cooks, so this is brilliant management engineering because one person took an innovation and then figured out how to make the system more efficient. You can tell because there's no sound but when it clicks when you hit when you're about to throw it you hit the roller so the guy knows how to prepare anyway what we discovered then is that big factories are more efficient than small ones, big organizations. where there are people doing what they were told, the River Rouge plant that Ford built was so big that it took all day to get from one side to the other, that this idea that there is a top-down method not only works for cars, it works for almost everything, so this is an old slide from eight years ago: how far does each person in the united states live from a mcdonald's now you can imagine that it is now even more yellow and less dark because mcdonald's discovered that management works, so a McDonald's manager is not supposed to innovate, no We are supposed to start selling spaghetti during the slow times to see what happens, the job of the people at McDonald's is to produce it and do what we are told over and over again that works until it stops working and when the world changes we are in trouble when the world changes management always fails because we don't understand how to move forward and that's okay you say I don't live on Easter Island that's okay I don't have a book depository Well, it's not okay if we say, for example, you used to work in newspaper publishing because you can see what happened, it's not okay if you used to be a travel agent because you can see what happened, it's not okay if you're one of the four million people who drive a truck in the united states for a living because cars drive themselves and it's not okay if you live on planet earth and the climate changes because the point is the world is changing whether you want it or not.

No, and it's changing faster than ever. So, faced with all that change, we are not going to be able to get out of it, we are going to have to lead and leadership is not the same as management, okay, so the next idea is that responsibility and authority are different things: Managers need authority, they tell people what to do, but leaders need to take responsibility, so I'll give you a little example. If you search on Google for the great arturo toscanini, you should type the great arturo toscanini. all these photos of the maestro he was the most famous and important musical director of the 40s and 50s in the united states he worked with disney he was the director of the nbc orchestra so when he recorded beethoven's fifth he was able to record it like this it's a song funeral is slow it's a chance for the great man to show everyone that he knows exactly what he's doing and it became the standard this is how good my friend ben zander is supposed to sound he's not the self proclaimed great ben zander he's not he has fancy work that doesn't have a fancy orchestra, he recently recorded a version of beethoven's fifth and it sounded like that and people say that's wrong, it's too fast, how dare you?

Well, Ben can point out that this is how Beethoven wrote it, but the question is how dare you. The part is really interesting because he has no authority, the key is that he is taking responsibility, he is saying it's up to me, I did the math, I did the research, if you don't like it you don't have to continue, but it's up to me. , the great victor frankel. He said that one of the problems with the United States is that we have a statue of liberty but we do not have a statue of responsibility and this is the reason why it is difficult for people to stop being managers and start exercising the leadership that managers They say do this. because I said it and leaders can say let's go there, who wants to come, that if you have a special hat that says you're the boss, you're probably a manager, but what leaders can make what leaders.

What we should do is not ask or demand authority, but rather insist on taking responsibility, so when we talk about Lean, and we've been talking about it a lot, it's kind of a parade of failures. Nowadays, the word Lean actually

means

poorly what it

means

to manage. or leading or organizing or doing anything with lean is that you are willing to make mistakes, that's all it means, so you know those meetings you complain about all the time, the ones where everyone has to wear color-coded clothing and sit there pretending they are. paying attention for hours at a time why do we have those meetings?

We have those meetings so we can wait everyone else out until someone finally takes responsibility because if that's not what we're trying to do, why not just? send a note nothing actually happens in the meeting other than people absolving themselves of responsibility. They taught us this and many other things about management at school. Education is not the same as school. It used to be similar, but now they are very different. It is right that we go to school to take standardized tests to get good grades, to get into a famous university, to be able to go to the placement office and be chosen by a company to do a stable job, to go to those meetings and exempt ourselves from responsibility and then one day we will gain authority so we can be in charge school was invented by industrialists by the same people you work for it was invented 100 years ago 150 years ago because we didn't have enough obedient factory workers it's very hard to get someone who grew up running through the woods solving their own problems discovering interesting things, it's very difficult to get that person to come work nine hours a day in a dark room doing the same thing over and over again, so we invented school so that they would be prepared, but we don't educate people, we don't teach them how to solve interesting problems, we don't teach them how to lead, and as a result, when you come to work, of course, you're surprised, disappointed, angry, and upset. you have to do those other things because we forget to help you understand that something else is going on here the alternative is to see what happens see what happens if you don't see what happens if you do when you think about being leaders so that that meeting that meeting that you hate, What would happen if you just didn't go?

What if you just didn't show up and do something important instead so that those people you're constantly harassing with your marketing material would miss you if you weren't there? You appeared as a human being instead of a pawn in a giant corporate system. What if you figured out how to take responsibility? This is the hard part because you don't want to make a mistake. We teach you that in school you don't want to take responsibility. responsibility, we teach you that in school, but what Eric has pointed out what this whole lean thing is about about what innovation is is the repeated process of making mistakes, learning from it, taking responsibility and doing it again, so i have a surprisingly large amount of sports references in my talk i'm not exactly sure how they snuck in but here's one of them, they play this game in US soccer, this is the army navy game this year and what you see here is that the navy is behind by one point, there are some Seconds left in the game and Bennett Mooring is the kicker, if he makes it, they win, if he makes a mistake, they lose, well, he missed it and in At the press conference afterwards, Bennett Mooring did something impressive, he said: "It's my fault, it's not the weather." it's not the center it's nothing, I just missed it and two, I wish I would have won, but I'm glad it happened because I learned a lot from the process we just went through.

Isn't that what education is supposed to do? We have a shortage of trophies, we have a shortage of people who haven't figured out how to learn from what's going on and that's what we can teach our kids and that's what we can teach our co-workers and yes, that's what we can teach ourselves. to ourselves. A little aside here the next thing we do wrong is this idea of ​​what quality is and what to do about it. The first thing I'll do is help you understand that quality actually means something, it doesn't mean luxury. doesn't mean sophistication doesn't mean expensive quality means meeting specifications doing what it's supposed to do exactly what it's supposed to do that's what managers do managers make sure we meet specifications and I have to tell you that now quality is the easy part You have an eight hundred dollar device in your hand that is incredibly complicated and works every time you get in your car and you can drive almost anywhere you want to go without fear of it breaking down if you get in a car. a plane. and you know it's not going to fail because we've solved so much of what used to be a giant problem that we built the administration around.

You can thank this guy, Edwards Deming. Edwards went to automotive companies in the United States in the 1940s and 1950s. and he told them that they have a big quality problem, their cars suck and the reason they suck is because the tolerances are so bad, everything barely fits and the reason is the way they make the cars and I can help you and Ford. and Chrysler and GM told him to go away so he went to Japan and that's why Toyota cars are the best cars in the world for the money. That is why in 1985 a Toyota Corolla was better than a Rolls Royce in quality because it met the highest specifications.

The prize that a manufacturer in Japan can win is the Edwards Deming medal because he discovered something really important, an idea that has been stolen by the lean management movement and the idea is quite simple, the way it used to work is that there are a hundred pieces in the trash. the car is going down the assembly line the worker grabs a piece he screws it in if it doesn't fit you know what he does with it he throws it in the waste bin and grabs another piece because don't slow down the assembly line keep it moving deming said that is wrong, get rid of all the leftover parts, there is only one part in the bin, maybe two each time the worker picks a part, the person from the factory next door who makes the part runs and puts another one in, so if the part doesn't fit what's going on you have to shut down the assembly line stop all that is heresy in Detroit stop everything here's the question how many times do you think they have to stop the entire assembly line before that part gets much better?

It takes about a day and now the pieces fit together perfectly, so management became very good at this quality thing, but we don't need to be so good anymore because we have artificial intelligence, we have robots, we have low-paid labor and the fact is that the Nordic countries are never going to win again because you are better in quality than everyone else, that is not going to happen, you can't get there, no, the alternative isexcellence, and excellence is different from quality, coined my friend Tom Peters. of course and in pursuit of excellence excellence is this if a caring human being were here, what would they do in this customer service environment in this environment where we are making a decision in this environment where we have the option to choose what Would someone care? do it because you met a caring receptionist and you met a caring employee and you met a caring CEO at that time, so excellence is about leadership, it's not about management.

Leadership is solving interesting problems, looking for them and deciding. to solve them even if they are not on your agenda because the managers are the slaves of their agenda an educational story for you get a job as a teacher you are assigned to a really very poor placeneighborhood in florida shows up and most of the kids who are 10 or 12 years old they can't read they hate the textbook it's vaguely racist it's completely irrelevant he tells the students give me the textbooks back and he takes them away it's not on his agenda it's not even his problem then he buys a bunch of cheap blank cameras and black and he sends the kids home and tells them to take pictures of their life, they come back with the film and he puts them in the dark room he teaches them how to develop the film and then they take the pictures and he tells them write these stories write these stories and children tell you we don't know how to write and then they learn because they like the idea of ​​writing our own story without an agenda being the designers of what happens next not being a pawn in the system that is part of what it means to be lean because first you take responsibility, then you find the problem interesting, and then you are willing to fail along the way to do it.

The other thing that's happening in the Nordic countries is that you understand design. I mean, just drinking from this glass is better than drinking from a typical glass, but to understand what designing is, it's not about being pretty, you can design software. you can design prices you can design a system is to ask two questions for who is it and for what because who is it for the answer is never for everyone if it is for everyone you have already failed and what is the point what change are you looking to make this journey that you want the customer, whether the customer is a co-worker or someone who buys from you or a student who and what is it for and now that we live in a world where there are seven billion people and two billion are connected to you through one click you can choose who it's for and the more specific you are the better you will be and the more specific you are and the change you're looking to make the more likely people are to find you so this is George Heilmeier, he invented the LCD screen and He was the director of Darpa and put together this list years ago that I will share with you.

You can take a quick photo if you want to see it later. Here are questions you can ask. yourself as a designer, right, we can do it with intention, we can do it on purpose, if we want, we can make change happen and the only reason you're not making more change happen is because you're afraid and afraid because you don't want to take on responsibility and that can lead to writer's block. Writer's block, of course, is just a variation of leader's block. I don't have good ideas, I don't know what to do next, I don't have a voice inside me that I don't know well.

I have to tell you a little about the background of writer's block. Some of you have heard of Percy Shelly, a sort of pirate poet, not a very good poet, who lived about 150 years ago. Percy Shelley had a wife, her name was Mary, she was an amazing writer, Mary Shelley gave us Frankenstein, which lasts to this day, but back to Percy, Percy invented writer's block, he wrote a poem about sometimes the fact. that the muse does not speak to you, it is not up to the poet to write poetry, it is up to the gods to speak to the poet and maybe he will write some poetry.

This is a stupid idea and it spread from Percy to other poets who were looking for a way to hide and then it spread to novelists and then it spread to surfers and everyone else in the world and this idea of ​​writer's block is a crazy because plumbers don't understand plumber's block, you know how to talk, write down what you want to say, you're done, there's no such thing. What's called speaker's block, so there's no such thing as writer's block, and when it comes to being a leader, what you have to understand is that it's not something you're born with, it's something you choose to do, so why why everyone is so afraid of jeff bezos and the next thing he's going to do and the next thing he's going to do and the next thing he's going to do is simple, he doesn't have leader lock, he calculated a cycle and he just does it over and over and again and the same is true for Steve Jobs' career, he just decided to do it, he overcame the fear and did it and I understand that this is difficult, this is a real sign of who exactly more risk you are supposed to play, like this which is the only image. of me in the presentation, I'll let you guess which one I am.

I'm the least happy person to ever play hockey in my life in the history of the world, so I had hair. The thing is, there are two things you need. To know about hockey, the first is to be good at hockey, you need to know what to do next, you need to figure out where the puck is going, you need to be smart, I confess I was pretty good at it, but the second is a lot. Much to my father's chagrin, he was a coach. The second thing is that you have to be willing to take a hit.

That hockey doesn't work. If every time someone goes for the puck, you run away. I was me. The point is that leadership is similar. That's why I started with this idea of ​​being wrong and leading and taking responsibility because you will get beat up if you don't care enough to get beat up you can't be a leader on the other hand management has constantly drilled into your three . emotions because that is how fear, shame and anger controls you from the first degree that managers use fear, shame and anger to make you do what they want you to do and we no longer have to live that way, they have washed our brain to live that way, but it's not necessary and, in fact, it's essential to the future of this nation, this economy, this world, that we figure out how to lead, so I said brainwashing, I don't take that lightly.

How many of you heard the story of Icarus? and Daedalus, everyone is right, the gods banished you to a desert island to live their lives, but Daedalus is an inventor, he gets a bunch of feathers, transforms them into wings, puts it on Icarus's back with wax and says , my son, we. You're going to fly out of here, but don't fly too high, don't disobey your father, do what you're told because if you fly too high, the wax will melt and you'll surely die, and we all know that Icarus joke gets arrogant. Icarus has Arrogance Icarus disobeys direction flies too high and dies except that wasn't the story in 1700 or 1500 or 1200 or for a thousand years before they changed it, you can look it up.

I'm not making it up, they changed it. The original story. It was like that and it had one more phrase at the end but more important my son said Daedalus don't fly too low because if you fly too low the water and the fog will weigh down your wings and you will surely perish and we are guilty of flying too low we are flying too low because we believed Managers, we believe industrialists, we think it is not our turn and we are afraid to put our humanity and our excellence into work, so there is this term soft skills, I hate this term Because it diminishes them, they should be called real skills.

What we need when we hire people is not the fact that they can code one percent better or that they can lift one more pound. We are looking for something else, so my late friend. and professor zig ziglar in 1970 postulated something that may sound familiar zig said: i want you to imagine that there is this computer somewhere and that you can write on it all the attributes that you look for in a new employee for a new boss for a new colleague - worker to get someone to work for you, even your spouse, what attributes are you looking for if you typed them into this magic computer, it could find someone for you, yes, Zig Ziglar invented the Internet and LinkedIn, so let's try it if you can think of the attributes, what would you choose?

I'll give you a couple loyal, brave, connected, committed, shout out to me a couple of attributes you're looking for in the perfect boss, coworker, employee, keep going, creative, trustworthy, keep going, excellent, one more, fantastic, so I got them. It's there for you and I'm sure we could find 40 more and if we came up with all of them, I hope we can agree that if you could find someone like that, it would be amazing, it would be totally fabulous. amazing, so here's the question, this list are those gifts, attitudes or skills, let's look again, gifts, attitudes or skills, gifts set us free if you're not born with them, you're out of luck, attitudes are skills, well, It turns out that most of them are attitudes because you can decide what makes them a skill because they can be taught and therefore the question we need to ask ourselves as we move forward to build these teams and become the leader we seek to be is: will you decide?

Will you put in the effort to learn these skills that are much easier to learn than Pearl, PHP or Apache? In the future, what will differentiate a worker we want to hire from a robot we are going to put to work for us? free are these attitudes these soft skills are real skills and they are a choice one of the skills we are going to need is understanding decisions because that is what leaders do what we do all day most of us don't do it we dig ditches most of us don't organize latrine chores most of us don't peel potatoes what we do is make decisions so my friend Annie Duke, the best poker player in the world, won four million dollars in one year and just published a book next month on decision making this is the question she asks think very carefully right now about a good decision you made in 2017.

Did everyone make at least one good decision last year? Think about that decision. You don't have to tell me what it is, but here it is. the decision you made was that you chose something that worked instead of choosing something that didn't work that's what almost everyone does they don't tell me a good decision they tell me a good result but I didn't ask you for a good result I asked you for a good decision and the results and decisions are not related the chances are that good decisions lead to good results, but if you have a great result that does not mean it was a good decision if you buy a lottery ticket and win 50 million dollars that is not a good decision that was a stupid decision only idiots buy lottery tickets you were lucky congratulations but don't tell me you made a good decision because you didn't get it right so if you say well I bought bitcoin it's not there you can say it was a good result but it wasn't a good decision, you didn't have new data, you just got lucky, so in the future we need to learn to get better at making real good decisions and not get left hanging.

In the idea that the result is the point, one thing that blocks us is sunk costs. Sunk costs are our enemy because they weigh us down. They prevent us from innovating. They prevent us from moving on to the next thing. What is the sunk cost? a gift from the you of yesterday to the you of today and you don't have to accept that gift if you don't want to, so if 10 years ago you went to Harvard and you have a law degree from Harvard, the talks cost you a lot of money and a lot of time and now you no longer want to be a lawyer the fact that it cost you a lot of time and money is irrelevant that costs your old self a lot of time and money and the old you is to give you the title today and if you don't want it say no, thank you because Its purpose is to help you get where you want to go, so these two clues, results and some costs, I think will help you understand that decisions are difficult and decisions are important so please don't waste time making decisions about things that they don't matter there is a big

difference

between a choice and a decision the options don't really matter vanilla or chocolate I don't know I don't need to spend a lot of time making decisions it's a choice if it makes you happy make the decision when you come to a fork in the path, you should take it safely, but you should not obsess about making decisions all day. decisions you make whether you quit this job whether you launch that product whether you fire this person whether you hire that person these decisions about investments of time and money and effort and brand and trust are very important and we are ignoring them all because we are so busy deciding who to follow on Facebook, that's a choice, not a decision, okay, the next big idea that we miss a lot is quitting smoking, quitting smoking is for winners, not losers.

I wrote a book called The Dip a bunch of years ago, here's the summary. summary at the beginning when we do a project there is a lot of excitement we are launching a new division we are doing this we are doing this everyone is on board it's January I joined the gym yes, but inevitably it starts to suckIt gets worse, everyone leaves the gym in March, right, almost no one leaves in April, you're in pre-med, you get your parents to buy you dinner the first day, but then you have to take organic chemistry and it's during organic chemistry that everyone abandons this. the bottom and if you manage to get over the bottom at the other end then you can win, so there are two times when you should give up and there is one time when you should never give up, you should never give up at the bottom, that's for fools, or you should quit early it starts because you see the journey and you say I don't have the resources to do it or you should quit at the end because you're over the crisis and it wasn't worth it, but too often our organizations, oh, it's 1995.

Let's start a split of the Internet and they do it for a couple of years and then the bubble disappears, so they stop and abandon in the crisis again and again, that's what we do in institutions. The next big idea is marketing and it is empathy. empathy is the path to customer attraction this is the deal everyone else doesn't know what you know doesn't want what you want doesn't believe what you believe what we have the opportunity to do is not say if I were you I would leave blank because I'm not you, all you have to do is imagine what that other person needs, so JK Rowling isn't 12 years old, but she figured out how to write the best-selling book series of all time for 12 years.

John Wooden, the most successful basketball coach of all time, was only 5 10 years old. And I guarantee you that if he went toe to toe with an NBA player he would die, but he understands how to coach a 20 year old or he understood the person whose legs designed pantyhose was a man these are three examples of how to bring a level of empathy to what we do to be able to say finally I know what I need you to do but you don't care about me I need to understand what you want Do I need to understand the way you see the world?

Because it's up to you to decide what to do next and if I can't be in your shoes enough to give you good options, you won't choose me and therefore, I can't go back to this mvp idea and create innovation, if failure doesn't work. is an option, then neither is success, so what we need is a process, a process, it's not about I know the right answer, it's this big arrow, I know the right answer. It's a process and the process, if I turn it around enough times it will work, I just don't know how what leaders do is find processes, what managers do is find paths and what you're looking for is a process that you can repeat over and over again. .

Once again and the fuel you need for that is possibility. Possibility helps us realize that we can overcome it. I'm not responsible because if we can see in our heads that it's possible, it's easier to take ownership of it, so the extraordinary Steve Wozniak will be on stage. with me later steve saw the apple ii in his head before he knew how to make it once you can see it even if you make a mistake you can accept the loops i want to give you a specific computer example about this i learned four weeks ago this is the other one father of computing, Bill Atkinson, if you use a Windows computer, that's all Mac or PC, it exists because Bill Atkinson, in a caffeine-fueled rage, figured out how to make certain parts of Windows work.

Here's the extraordinary story, most of you know that they developed much of the graphical interface at a place called Xerox Park and that some people at Apple gave tours of Xerox Park. Well, Bill Atkinson took a 90-minute tour of this device at Xerox and returned to Apple and months later was tasked with writing the code to make Windows work. He remembered on his tour of they couldn't do it on a photocopier, he was wrong, he was wrong, he thought he had seen it but he hadn't, but because he thought he had seen it, he knew it was possible and because it was possible he did it, so we don't need people in Nordic countries to be fast followers because other places are going even faster, we need you to be leaders, we need you to find out what's going to happen next this is my favorite slide of all the ones I'm going to show you today this is the solvay conference every three years physicists meet to talk about physics this is the best 1927. there are 29 people in this photo are albert einstein marie curie niels bohr it was said that heisenberg was there but it is not certain but the key to everything is that 17 people in This photo won the Nobel Prize in physics and almost everyone won it after the A photo was taken, you didn't win a Nobel Prize and then you were invited to solve one, you won the Nobel Prize because you were invited to solve one, you sat there and looked at your left and you looked from your angle, this is possible and once it is possible then you can be responsible and once you can be responsible then you can build a process so I am asking for a level of mindfulness a level of mindfulness to be able to say yes, that just happened, no, my god, I am.

I'm going to lose my job that just happened that what industrialists trained us to do is want the world to be exactly one way we have been hypnotized to go to specifications to discover some level of perfection this leads to a Buddhist term called dukkha which means suffering the suffering that occurs when the world doesn't turn out the way we expected when our story of how the world is supposed to be doesn't match the way the world is so if you sign up for a process if you sign up to understand Sometimes there will be round holes and square pegs what should I do now you get rid of all the drama and you can be a leader again and as a leader what you are looking for is enrollment because sooner or later the people who work for you the people who follow you are voluntary in the wizard of oz two wizard of oz references in one day in the wizard of oz when dorothy was talking to the lion and the tin man she didn't say i order you to come with me to oz she got volunteers people to raise their hands people to follow the path that what we are asking of them are not tactics, tactics are easy managers love tactics we are asking them for goals and strategies where there are no manual where there is no map but there is a compass and that helps a compass to help us to go from here to there a compass that says when we deviate this is where the right loop is I cannot give you a map or even a fictitious map because if I give you a fictitious map it will not help you in your job as a leader: draw the map and then find the volunteers you need to build the tribe.

The tribes started by Charlton Heston 5,000 years ago are groups of people. that are connected by a culture by a way of being in the world by a costume we had tribes for spiritual reasons and tribes for work reasons we had community tribes the red hat ladies and hundreds of cities the red hat boys who pay fifteen thousand dollars to They enter the triathlon in Hawaii even though they know they are going to lose, why do they go? 'cause the other red hat guys are there these red hat guys the white hat guys the Star Trek guys it's deep within us so I'm going to time you let's see if you can do better than them which they did very well in Oslo, okay, stop, that was excellent.

Five seconds beat you by one second in Oslo, but five seconds. Each group claps at a different rhythm. Some groups are slow. They're fast clappers, how did you know I didn't make eye contact? It turns out that people like to do what other people do. We like to be in sync. So what is your job? Your job as a leader is simple, connect us, challenge us, build a culture, communicate with us, be clear. about it, commit to where we're going, you don't have to invent these people, the Beatles didn't invent teenagers, they just showed up to guide them.

Bob Marley did not invent Rastafarians, he appeared to lead them. Simple marketing tips. People like us. do things like this, that's all, that's all you need, remember who is going to decide who people like us are, what things like this are, it's up to you so that each of you is prepared, I'm sure of that and none of you. you're ready, you can't be ready because ready means you're sure it's going to work and you can't be sure, so I didn't show you the end of that video tape that we started with in Italy, here we go, he's doing great , he's in first place, keep it up, manage that process, honey, it's working, super, you're going to the, what do they call it, the Tour de France, except someone copies you and then you know what you have to do?

You have to start everything. once again, that's what you're signing up for we have no place for sheep here you're signing up for a loop for a process of vulnerability you may remember the great movie singing in the rain this is the key scene gene kelly dancing storm what you didn't know until this moment is that he had an umbrella the whole time but it's not called singing with an umbrella it's called singing in the rain the rain is the point vulnerability is the point leonard bernstein said the famous phrase: i don't know what the question is, but the answer is yes, so here we are in this world with all these rules, all these expectations and now you see it, now you see that there is an alternative.

Some people you give them a mile and they take an inch, but that's No, now that you see it, you can do something about it, so the last story I want to tell you happened to me about five years ago at an Amazon event. It was extraordinary. I was with my family. Playwrights. Authors. Some really great people. mexico five degrees celsius it's very cold give everyone a blanket we go up to this table they build a big fire as the sun sets standing by the campfire is neil armstrong neil armstrong is standing there telling us the story of his epic journey and while talking the The moon rises over his shoulder and he turns and says I've been there ladies and gentlemen there are footprints on the moon there are footprints on the moon we sent a ship with a computer as primitive as the one steve wozniak invented and we got there and we came back 50 years ago, footprints on the moon, so given what you have, the connection to so many people, trust in the resources, the fact that there is a roof over your head and a safety net, given that you have got it and there is a generation coming behind us What are you going to do for them?

Where are you going to take them? whether by device or for brave people who want to talk, but I just want to leave you with this every time I come to the Nordic countries. I am delighted, I am delighted with the design, I believe and I love the climate, but above all the people. The people here are very positive, very attentive and connected, and what your audience tells you what your people tell you what your clients tell you is simple, we need you to guide us, I hope they thank you for your attention.