Dr. John Demartini

See, when you're living by your highest values and you're prioritizing your life, your blood glucose noction goes into the forebrain, activates the medial prefrontal cortex, the ventral portion, and creates an objective, reasonable mind that's not emotive, not impulsive and instinctual where we distort subjectively our reality. We're now seeing things as they are, not as we fantasize them to be.

And when we do, we set real objectives. And the purpose of the executive center in the brain is to transform fantasies into true objectives. And the second we set up a fantasy with a pleasure without a pain, we are designed to have a phobia and an anxiety and an uncertainty to come up to let us know we've done that. So our phobias are really basically let us know we're addicted to a philia.

And when we do, we set real objectives. And the purpose of the executive center in the brain is to transform fantasies into true objectives. And the second we set up a fantasy with a pleasure without a pain, we are designed to have a phobia and an anxiety and an uncertainty to come up to let us know we've done that. So our phobias are really basically let us know we're addicted to a philia.

Our nightmares are letting us know we have a fantasy. When we set true objectives and we mitigate the risks and we calm down the fantasy and we now have a strategy, we increase the probability of achieving as an entrepreneur. And that means we're not going out with a fantasy that we know better than the customer. We know what they need. Let's just project that onto the customer.

Our nightmares are letting us know we have a fantasy. When we set true objectives and we mitigate the risks and we calm down the fantasy and we now have a strategy, we increase the probability of achieving as an entrepreneur. And that means we're not going out with a fantasy that we know better than the customer. We know what they need. Let's just project that onto the customer.

We go out there and actually do the research to find out what people are willing to buy. What do they want? and we actually meet and find sustainable fair exchange and equity between ourselves and other people, where we can't wait to deliver it, they can't wait to get it, so there's a demand and supply balance. The second we do, we're on our way.

We go out there and actually do the research to find out what people are willing to buy. What do they want? and we actually meet and find sustainable fair exchange and equity between ourselves and other people, where we can't wait to deliver it, they can't wait to get it, so there's a demand and supply balance. The second we do, we're on our way.

But many people have fantasies that they know better than the market and better than the people, and then they end up having anxieties and fears because it's not having a demand, and they're wondering, what are we doing? They think they've got to do more slick marketing or something. But that's not it. It's meeting people's needs.

But many people have fantasies that they know better than the market and better than the people, and then they end up having anxieties and fears because it's not having a demand, and they're wondering, what are we doing? They think they've got to do more slick marketing or something. But that's not it. It's meeting people's needs.

That's what an entrepreneur is, caring enough about humanity to actually find a problem that humanity is facing, a niche that you can't wait to get out and solve, and dedicating your life to solving it. And the greater the challenge you solve that you go after, the greater the potential business you got.

That's what an entrepreneur is, caring enough about humanity to actually find a problem that humanity is facing, a niche that you can't wait to get out and solve, and dedicating your life to solving it. And the greater the challenge you solve that you go after, the greater the potential business you got.

I didn't have that in 2008 and 2009 were big years. We're not for you. But about a year ago, maybe when the inflation was starting to kick in, I noticed that there was a change because I was doing a lot online and people wanted live events again. So I had to revamp because I was on my ship just sailing around the world doing online business.

I didn't have that in 2008 and 2009 were big years. We're not for you. But about a year ago, maybe when the inflation was starting to kick in, I noticed that there was a change because I was doing a lot online and people wanted live events again. So I had to revamp because I was on my ship just sailing around the world doing online business.

All of a sudden, I'm going, oh, I'm going to go over to another location now and fly somewhere. So there was an adaptation there. But it was basically caring about the market enough to meet the market's needs. That's all it is. If we don't meet the market's needs, business goes down. And there's no forever, it's never have to worry about it. It's a moving target. Life is changing.

All of a sudden, I'm going, oh, I'm going to go over to another location now and fly somewhere. So there was an adaptation there. But it was basically caring about the market enough to meet the market's needs. That's all it is. If we don't meet the market's needs, business goes down. And there's no forever, it's never have to worry about it. It's a moving target. Life is changing.

People are changing. Needs are changing. You have to care enough about humanity to meet the needs and keep up with it. That's the entrepreneur. That's the game. I had a challenge in 2003 when we started to go to war, when George Bush wanted to go to Iraq. I had about a two-week lull there. All of a sudden, people just stopped.

People are changing. Needs are changing. You have to care enough about humanity to meet the needs and keep up with it. That's the entrepreneur. That's the game. I had a challenge in 2003 when we started to go to war, when George Bush wanted to go to Iraq. I had about a two-week lull there. All of a sudden, people just stopped.

I didn't really see anything in my life in 2008 or 2009 that didn't happen. I boomed during that time. But I did have it about a year ago. A year and a half ago, I started noticing a downturn. That's what resilience and adaptability is about. But you know, I was speaking in Iran to the government of Iran a number of years ago on change management. I had the government there.

I didn't really see anything in my life in 2008 or 2009 that didn't happen. I boomed during that time. But I did have it about a year ago. A year and a half ago, I started noticing a downturn. That's what resilience and adaptability is about. But you know, I was speaking in Iran to the government of Iran a number of years ago on change management. I had the government there.

Yeah, I had 200 government leaders and I had 400 leading entrepreneurs there and 22 ministers of the state.