Dr. Jake Tayler Jacobs

And there's amazing writers that we use as sources to help us come up with the concept.

That we identify as operational blindness.

And I'm going to read this section from chapter one of operational blindness, and it's called The Elephant Everyone Forgot.

I want you to follow along if you go and get the book.

If not, just listen.

And I'm going to read, I'm going to start at page 22 and I'm reading to page 24 live here.

And I think this new iteration of the show, I think y'all are going to love it.

If you do get the book, I do want to tell you this, that in the table of contents, it's not broken down like chapters, 12 chapters, 10 chapters in the title of the chapter.

How it's broken down inside the book.

is the table of contents is actually by subcategories and topics.

If you're newer to the pod class or the podcast, what I would say is fundamentally the structure of how I teach is in frameworks.

They're like isms, they're like parts, if you will.

That allows for me to give you things or tools to add to your tool belt as a leader and be able to execute from the information versus just being fluff motivational stuff.

So all throughout the book, there's so many topics, over 100 topics.

semi-topics that you really can just expound on.

And the purpose of the book is for you to read it, of course, through and then use it as a manual to be able to focus on taking care of some of the operational blindness areas that you have.

So we're going to go to page 22, The Elephant Everyone Forgot.

And on page 22, here we go.

In 1993, Lou Gertzner became the CEO of IBM, a company that virtually everyone had written off as dead.

The numbers were catastrophic.