Chris Hare

What was interesting is they then went and re-architected their entire process of closing and they took it from using human centered design and took it from 30 days to two days.

What was interesting is they then went and re-architected their entire process of closing and they took it from using human centered design and took it from 30 days to two days.

So you imagine the impact that has on the business, but that shows the power of when the CEO has a narrative that they're then working with the business, not shoving it down and saying, you must do this thing, but having that narrative catch people's vision and propel them forward.

So you imagine the impact that has on the business, but that shows the power of when the CEO has a narrative that they're then working with the business, not shoving it down and saying, you must do this thing, but having that narrative catch people's vision and propel them forward.

I found it, and the young people listening might need to go to Wikipedia and look up what a cassette is, but I find it helpful and more visceral to think about narratives and our personal narratives as a cassette tape, a tape that's playing in our head, right? And that we're constantly writing and rewriting that and adjusting that.

I found it, and the young people listening might need to go to Wikipedia and look up what a cassette is, but I find it helpful and more visceral to think about narratives and our personal narratives as a cassette tape, a tape that's playing in our head, right? And that we're constantly writing and rewriting that and adjusting that.

This is the future I'm creating, or this is what's happening in the present, or this is what happened in the past, and we fuel that with stories. So I'll give you a few different practical examples. So one, I have this one CEO that I work with. He's a serial CEO and board member. And Chicago MBA, you can go Chicago, I know you're a fan. Chicago MBA, McKinsey consultant.

This is the future I'm creating, or this is what's happening in the present, or this is what happened in the past, and we fuel that with stories. So I'll give you a few different practical examples. So one, I have this one CEO that I work with. He's a serial CEO and board member. And Chicago MBA, you can go Chicago, I know you're a fan. Chicago MBA, McKinsey consultant.

When he came to me, he said, it was, how do I, I have one narrative that I use with private equity, another that I use with venture capital, another that I use with board roles when I'm interviewing. And then I've got my hippie yoga community and my nonprofit work.

When he came to me, he said, it was, how do I, I have one narrative that I use with private equity, another that I use with venture capital, another that I use with board roles when I'm interviewing. And then I've got my hippie yoga community and my nonprofit work.

yeah that's a great question look we've honestly had hundreds of thousands of challenges and they can really span from existential through to incidental so existential for example was just identifying our purpose what are we we're not quite a grassroots organization we put these races together we raised quite a bit of Are we in a grassroots NGO? Are we an events provider?

yeah that's a great question look we've honestly had hundreds of thousands of challenges and they can really span from existential through to incidental so existential for example was just identifying our purpose what are we we're not quite a grassroots organization we put these races together we raised quite a bit of Are we in a grassroots NGO? Are we an events provider?

Are we an anti-slavery charity? Just figuring that out in the early days was really tough. We've had other stuff since. For example, we had one event that was literally received a threat from ISIS at the peak of the ISIS terror wave in the 2010s. And we had to make a spot decision whether to cancel our event or to continue it.

Are we an anti-slavery charity? Just figuring that out in the early days was really tough. We've had other stuff since. For example, we had one event that was literally received a threat from ISIS at the peak of the ISIS terror wave in the 2010s. And we had to make a spot decision whether to cancel our event or to continue it.

So you have these sort of momentary hurdles and you have the existential ones. The way I always think about it is like climbing a mountain. When you climb a mountain, and let's say it's a totally novel new mountain that hasn't really been climbed before, you identify an approach from where the perspective that you have, you'll of course miss things.

So you have these sort of momentary hurdles and you have the existential ones. The way I always think about it is like climbing a mountain. When you climb a mountain, and let's say it's a totally novel new mountain that hasn't really been climbed before, you identify an approach from where the perspective that you have, you'll of course miss things.

And then you attempt to summit or wherever you attempt an approach. And often there are obstacles and maybe you get about halfway and then there's an ice field and... It's insurpassable, and so you turn around and you reevaluate your approach. But fundamentally, the goal is the same, which is to summit that mountain.

And then you attempt to summit or wherever you attempt an approach. And often there are obstacles and maybe you get about halfway and then there's an ice field and... It's insurpassable, and so you turn around and you reevaluate your approach. But fundamentally, the goal is the same, which is to summit that mountain.

And sometimes you get really close, and you're so close that it's very tempting to carry on. But again, there's some kind of threat, a big crevasse or whatever, that just isn't worth the risk. And of course, if you're very lucky and if you're very good at it, you do summit the mountain.

And sometimes you get really close, and you're so close that it's very tempting to carry on. But again, there's some kind of threat, a big crevasse or whatever, that just isn't worth the risk. And of course, if you're very lucky and if you're very good at it, you do summit the mountain.