James Keyes

I set this thing off, almost blew myself up. Didn't manage to get off the ground, but it did create quite a little fire. So I snuffed out the fire and then left. Came back and discovered I had nearly burned down half the neighborhood. So here's a kid trying to learn. And I was dubbed a bad kid in the neighborhood because I almost burned the place down.

I set this thing off, almost blew myself up. Didn't manage to get off the ground, but it did create quite a little fire. So I snuffed out the fire and then left. Came back and discovered I had nearly burned down half the neighborhood. So here's a kid trying to learn. And I was dubbed a bad kid in the neighborhood because I almost burned the place down.

Leadership's about change and evolution. It changes the root of all commerce. Do you think about it? Someone needed something and someone satisfied that need and got paid for that service. Commerce begins, right? It does. It's the heart of all commerce. And then that person got a little bit complacent and somebody else said, hey, I'm going to change things and give you another way to satisfy.

Leadership's about change and evolution. It changes the root of all commerce. Do you think about it? Someone needed something and someone satisfied that need and got paid for that service. Commerce begins, right? It does. It's the heart of all commerce. And then that person got a little bit complacent and somebody else said, hey, I'm going to change things and give you another way to satisfy.

And then change occurs, right? Again, and someone profits from it and someone else perhaps doesn't. And so change is at the heart of all commerce. And yet... When change occurs, as humans, we naturally resist. We get worried because it creates that fear thing. There's only two responses to change.

And then change occurs, right? Again, and someone profits from it and someone else perhaps doesn't. And so change is at the heart of all commerce. And yet... When change occurs, as humans, we naturally resist. We get worried because it creates that fear thing. There's only two responses to change.

You can either respond favorably and see it as opportunity, or you can start blaming, feeling sorry for yourself, put your head down. So it's not the change that matters. Change is good. Change good or bad change and be positive. It's response to change that separates winners from losers.

You can either respond favorably and see it as opportunity, or you can start blaming, feeling sorry for yourself, put your head down. So it's not the change that matters. Change is good. Change good or bad change and be positive. It's response to change that separates winners from losers.

That's a really good question. I literally grew up in circumstances where I didn't even know what options were out there. Business to me was the factory my dad worked at, and I didn't want any part of that. So business was kind of dark and dirty and hard. Or the alternative was it was typing class. I remember in high school, we had typing class, no frame of reference whatsoever.

That's a really good question. I literally grew up in circumstances where I didn't even know what options were out there. Business to me was the factory my dad worked at, and I didn't want any part of that. So business was kind of dark and dirty and hard. Or the alternative was it was typing class. I remember in high school, we had typing class, no frame of reference whatsoever.

It's for me all about where am I going to either learn the most or contribute the most? One of those two things. So somebody comes to me with a board seat and maybe a company I know nothing about or an industry I know nothing about, but if it's an opportunity to really learn a lot,

It's for me all about where am I going to either learn the most or contribute the most? One of those two things. So somebody comes to me with a board seat and maybe a company I know nothing about or an industry I know nothing about, but if it's an opportunity to really learn a lot,

because there are really good people on that board and it's a dynamic company that I'm going to learn from, learn a whole new industry, I may go do it. And that's my criteria. Am I going to learn from it or is it something, man, I can really help these folks get to the next level.

because there are really good people on that board and it's a dynamic company that I'm going to learn from, learn a whole new industry, I may go do it. And that's my criteria. Am I going to learn from it or is it something, man, I can really help these folks get to the next level.

And I'd like to use my many, many years of experience to help them because I believe they're on the right track, but I can really contribute to this entity. And then this is probably a fun factor too. Is this going to be fun?

And I'd like to use my many, many years of experience to help them because I believe they're on the right track, but I can really contribute to this entity. And then this is probably a fun factor too. Is this going to be fun?

Absolutely. I am always amazed at how people try to specialize so early in their career. We've got kids now trying to be an engineer when they're in the sixth grade. It's great that somebody thinks they know what they want to do. I have no idea. Maybe I'm the exception, but I don't think most of us are mature enough even throughout high school to truly know what things will excite us.

Absolutely. I am always amazed at how people try to specialize so early in their career. We've got kids now trying to be an engineer when they're in the sixth grade. It's great that somebody thinks they know what they want to do. I have no idea. Maybe I'm the exception, but I don't think most of us are mature enough even throughout high school to truly know what things will excite us.

the rest of our life. So, I encourage more breadth of knowledge and understanding and I've become a bit of a junkie about the more I learn, the more I can do. So, I'm just passionate about learning more stuff because I find it's interesting.

the rest of our life. So, I encourage more breadth of knowledge and understanding and I've become a bit of a junkie about the more I learn, the more I can do. So, I'm just passionate about learning more stuff because I find it's interesting.

I can go anywhere in the world now and mix in different cultures very comfortably because I've learned about those cultures and I've learned about the people from those cultures. It makes it far more interesting to travel when you know what you're dealing with. It's not just taking pictures of recognizable buildings and monuments and things.

I can go anywhere in the world now and mix in different cultures very comfortably because I've learned about those cultures and I've learned about the people from those cultures. It makes it far more interesting to travel when you know what you're dealing with. It's not just taking pictures of recognizable buildings and monuments and things.

It's really, really mixing with people and getting to know them. And when you're doing that, if you can talk about... Flying airplanes, that's one of their passions. Or music, it just makes it even a richer experience. And I think anyone can do that.

It's really, really mixing with people and getting to know them. And when you're doing that, if you can talk about... Flying airplanes, that's one of their passions. Or music, it just makes it even a richer experience. And I think anyone can do that.

If you were to say where would you go if you had a preference, I'd say, well, tell me what you're going to let me do. If I'm going for food, I'd probably go to France. Because the restaurants are fabulous. If I'm going for relaxation and killer beaches, I'd probably go to Thailand. I love the Thai culture and I love the beaches there and the food and the people are so sweet.

If you were to say where would you go if you had a preference, I'd say, well, tell me what you're going to let me do. If I'm going for food, I'd probably go to France. Because the restaurants are fabulous. If I'm going for relaxation and killer beaches, I'd probably go to Thailand. I love the Thai culture and I love the beaches there and the food and the people are so sweet.

If I wanted to just have fun, I'd probably go rent a car and blast around the streets of the southern coast of France, the Amalfi Coast in Italy. If I want to go to a show and see theater, I'd probably go to London. There's so much richness out there. Anyway, this is the lightning round. I got to stop.

If I wanted to just have fun, I'd probably go rent a car and blast around the streets of the southern coast of France, the Amalfi Coast in Italy. If I want to go to a show and see theater, I'd probably go to London. There's so much richness out there. Anyway, this is the lightning round. I got to stop.

I listen to everything. And this is the problem. She talked about time. There's not enough time in my life to listen to everything I want to listen to. Last evening, I was former chairman of the Dallas Symphony. Last evening, I listened to Mozart, cello and violin. Today, I'm going to speak at a school and I'll be introduced to Snoop Dogg's Drop It While It's Hot. That's a bit of a range there.

I listen to everything. And this is the problem. She talked about time. There's not enough time in my life to listen to everything I want to listen to. Last evening, I was former chairman of the Dallas Symphony. Last evening, I listened to Mozart, cello and violin. Today, I'm going to speak at a school and I'll be introduced to Snoop Dogg's Drop It While It's Hot. That's a bit of a range there.

But I was inspired by the space program at the time. As a kid, I grew up watching the Apollo missions and Buzz Aldrin walk on the moon and Charlie Duke and guys like that. And so I thought, okay, these guys came from nothing and they've become astronauts. So maybe that's a path for me. I want to be an astronaut and I can do really cool things. So that was my first dream to be an astronaut.

But I was inspired by the space program at the time. As a kid, I grew up watching the Apollo missions and Buzz Aldrin walk on the moon and Charlie Duke and guys like that. And so I thought, okay, these guys came from nothing and they've become astronauts. So maybe that's a path for me. I want to be an astronaut and I can do really cool things. So that was my first dream to be an astronaut.

Yeah. Two things. I was working at McDonald's and I had two interesting career opportunities. One was a guy, I don't know who he was, but he was this kind of thuggy looking guy. And he used to call me Jimmy. Jimmy, got a deal for you. Come to work for the boss. Come work for the man. We'll take care of you, Jimmy. Be an interesting life. And this is up in the Northeast. And

Yeah. Two things. I was working at McDonald's and I had two interesting career opportunities. One was a guy, I don't know who he was, but he was this kind of thuggy looking guy. And he used to call me Jimmy. Jimmy, got a deal for you. Come to work for the boss. Come work for the man. We'll take care of you, Jimmy. Be an interesting life. And this is up in the Northeast. And

I kind of knew what he wanted me to do. And he's like, hey, Jimmy, you're going to make a lot of money, Jimmy. I'm really glad I didn't get on that path. I was right out of The Sopranos. You know, I could have been in one of those bad movies. So that was one. Thank you. But no, I don't think I don't think I need to meet the boss at the same time.

I kind of knew what he wanted me to do. And he's like, hey, Jimmy, you're going to make a lot of money, Jimmy. I'm really glad I didn't get on that path. I was right out of The Sopranos. You know, I could have been in one of those bad movies. So that was one. Thank you. But no, I don't think I don't think I need to meet the boss at the same time.

At the same time, I was offered an opportunity to go to Hamburger U. So here's two alternatives. Hamburger U and become a store manager within the McDonald's system. McDonald's was just growing at the time. I don't know what the job was, but turning both of those down and instead getting a degree in...

At the same time, I was offered an opportunity to go to Hamburger U. So here's two alternatives. Hamburger U and become a store manager within the McDonald's system. McDonald's was just growing at the time. I don't know what the job was, but turning both of those down and instead getting a degree in...

gave me far more options than I would have ever had at Hamburger U. While my life may not be as colorful as it would have been working for whoever that was, I think it was a good decision. Absolutely.

gave me far more options than I would have ever had at Hamburger U. While my life may not be as colorful as it would have been working for whoever that was, I think it was a good decision. Absolutely.

It's very simply one word, freedom. Okay. It's why the book is called Education is Freedom. It's all about freedom. People think it's about money. Money is just a tool to give you freedom. But even without money, knowledge is what gives you freedom. You can have the freedom to... Have you ever seen that show, Billion Dollar Undercover Billionaire? Yeah. Yeah.

It's very simply one word, freedom. Okay. It's why the book is called Education is Freedom. It's all about freedom. People think it's about money. Money is just a tool to give you freedom. But even without money, knowledge is what gives you freedom. You can have the freedom to... Have you ever seen that show, Billion Dollar Undercover Billionaire? Yeah. Yeah.

They drop these people on the street with like 100 bucks and see if they can become rich again. Interestingly, it's really not about money. Everybody thinks, oh, that's about making money. No. These people have the knowledge... Yes. ...to then go out and give themselves a lifestyle that gives them freedom. Yeah.

They drop these people on the street with like 100 bucks and see if they can become rich again. Interestingly, it's really not about money. Everybody thinks, oh, that's about making money. No. These people have the knowledge... Yes. ...to then go out and give themselves a lifestyle that gives them freedom. Yeah.

I wrote the book for the 18 to 20-year-old me that was a kid that had no idea that he could afford to do anything. beyond the immediate community and experience of family members who didn't have the opportunity to go to college or live the lifestyle that I lived. And so, I wrote it kind of for me.

I wrote the book for the 18 to 20-year-old me that was a kid that had no idea that he could afford to do anything. beyond the immediate community and experience of family members who didn't have the opportunity to go to college or live the lifestyle that I lived. And so, I wrote it kind of for me.

It was like what I would have told my 18 to 20-year-old self that, hey, tremendous opportunity and the secret to your success is in books. And by the way, I'm going to give you a roadmap to even make it simpler because here's a pathway, what to learn, how to learn, or why to learn. If you do these things, you will be successful. So that was my target.

It was like what I would have told my 18 to 20-year-old self that, hey, tremendous opportunity and the secret to your success is in books. And by the way, I'm going to give you a roadmap to even make it simpler because here's a pathway, what to learn, how to learn, or why to learn. If you do these things, you will be successful. So that was my target.

Now, what I've found though, Adam, I'm shocked at the demographic threat. Because while I targeted that audience, the biggest response has been from 25 to 40 that are early in their career saying, I need to get to that next level. How do I do it? And they're finding that same roadmap applies to them.

Now, what I've found though, Adam, I'm shocked at the demographic threat. Because while I targeted that audience, the biggest response has been from 25 to 40 that are early in their career saying, I need to get to that next level. How do I do it? And they're finding that same roadmap applies to them.

Even older people can see that lifelong learning really can make their life richer, even if they're retired.

Even older people can see that lifelong learning really can make their life richer, even if they're retired.

Set out to do that. Fell a little bit short of the astronaut thing, at least so far in my life. You never know though. Yeah. What did that even look like? Well, Adam, that would imply I even knew the path to be an astronaut. All I knew is that to be an astronaut, I'd better be smart.

Set out to do that. Fell a little bit short of the astronaut thing, at least so far in my life. You never know though. Yeah. What did that even look like? Well, Adam, that would imply I even knew the path to be an astronaut. All I knew is that to be an astronaut, I'd better be smart.

That's a good, concise way to say it. It's what it's all about because fear is such a killer of individuals, of careers, of corporations, of society. And the antidote to fear truly is knowledge.

That's a good, concise way to say it. It's what it's all about because fear is such a killer of individuals, of careers, of corporations, of society. And the antidote to fear truly is knowledge.

Well, I've got a website, James. I use James for the website. It's very formal. You can tell I'm a really formal guy. So jameswkeys.com and that's my website. And then at jkeys, first initial, last name at jkeys author. I'm on TikTok and Instagram and Facebook and all those and Twitter, all those locations. And I'm trying to put out content that

Well, I've got a website, James. I use James for the website. It's very formal. You can tell I'm a really formal guy. So jameswkeys.com and that's my website. And then at jkeys, first initial, last name at jkeys author. I'm on TikTok and Instagram and Facebook and all those and Twitter, all those locations. And I'm trying to put out content that

We'll take little pieces of the book and hopefully help to change some lives. That's my goal in life now is to help everybody realize their full potential because it's really not hard. If I can do it, seriously, anybody can use these same things to eliminate fear and to unlock opportunity.

We'll take little pieces of the book and hopefully help to change some lives. That's my goal in life now is to help everybody realize their full potential because it's really not hard. If I can do it, seriously, anybody can use these same things to eliminate fear and to unlock opportunity.

And so literally I said, well, if you really want to be an astronaut, you better study because they have to be smart. I dove into learning and I dove into school and I loved science. You know, I was trying to learn as much as I could. One of my failures, I said, I'm going to learn how to be a rocket scientist and that will be my path to being an astronaut.

And so literally I said, well, if you really want to be an astronaut, you better study because they have to be smart. I dove into learning and I dove into school and I loved science. You know, I was trying to learn as much as I could. One of my failures, I said, I'm going to learn how to be a rocket scientist and that will be my path to being an astronaut.

And a guy named Robert Goddard, like the father of modern rocketry, grew up in this town not too far from where I grew up. So I was kind of inspired by him. And I said, I'm going to work on my own rocket. So I took an old flashlight and I put some fins on it and a nose cone on it. I had the body of the flashlight and I took a baggie and I put gas in it.

And a guy named Robert Goddard, like the father of modern rocketry, grew up in this town not too far from where I grew up. So I was kind of inspired by him. And I said, I'm going to work on my own rocket. So I took an old flashlight and I put some fins on it and a nose cone on it. I had the body of the flashlight and I took a baggie and I put gas in it.

I thought, well, if I put gas in it and if I control the flow of gas, I maybe make it fly. Pretty silly. I was like seven years old or eight years old, something like that. So, I set this thing off, almost blew myself up, didn't manage to get off the ground but it did create quite a little fire.

I thought, well, if I put gas in it and if I control the flow of gas, I maybe make it fly. Pretty silly. I was like seven years old or eight years old, something like that. So, I set this thing off, almost blew myself up, didn't manage to get off the ground but it did create quite a little fire.

So, I snuffed out the fire and then left, came back and discovered I had nearly burned down half the neighborhood. Fire took off. So, here's a kid trying to learn, trying to be a rocket scientist and I was dubbed a bad kid in the neighborhood because I almost burned the place down.

So, I snuffed out the fire and then left, came back and discovered I had nearly burned down half the neighborhood. Fire took off. So, here's a kid trying to learn, trying to be a rocket scientist and I was dubbed a bad kid in the neighborhood because I almost burned the place down.

I am a commercially rated pilot. I don't fly commercial airlines. I fly a Citation, which is I'm at 40 to 45,000 feet above most of the commercial airlines. Wow. Without a need for a co-pilot.

I am a commercially rated pilot. I don't fly commercial airlines. I fly a Citation, which is I'm at 40 to 45,000 feet above most of the commercial airlines. Wow. Without a need for a co-pilot.

Yeah, it's curiosity. Creativity, interestingly. Einstein called creativity intelligence having fun. Yeah. And it's so true. I mean, think about it. Playing music is actually a form of mathematics. People don't think about it that way, but if you look at a score, it is mathematically correct in terms of beats and notes and structure and the way it comes together.

Yeah, it's curiosity. Creativity, interestingly. Einstein called creativity intelligence having fun. Yeah. And it's so true. I mean, think about it. Playing music is actually a form of mathematics. People don't think about it that way, but if you look at a score, it is mathematically correct in terms of beats and notes and structure and the way it comes together.

It's almost a subliminal use of mathematics when you learn how to play an instrument, but it's also fun. And so it's kind of, it makes learning fun. And curiosity is that innate. that we all have as children. I mean, how many kids do you know that don't run around asking why? And they're just curious about everything because their minds are just developing and they just can't get enough.

It's almost a subliminal use of mathematics when you learn how to play an instrument, but it's also fun. And so it's kind of, it makes learning fun. And curiosity is that innate. that we all have as children. I mean, how many kids do you know that don't run around asking why? And they're just curious about everything because their minds are just developing and they just can't get enough.

Want to learn more and more and more. And if we can learn as adults also to keep asking why, there's just so much more richness that we can enjoy. Why just look at art? Why not practice it? And then the next time you go to a museum after you had a canvas and played around with some paint and mixing colors, the next time you go to a museum, you look at a great masterpiece.

Want to learn more and more and more. And if we can learn as adults also to keep asking why, there's just so much more richness that we can enjoy. Why just look at art? Why not practice it? And then the next time you go to a museum after you had a canvas and played around with some paint and mixing colors, the next time you go to a museum, you look at a great masterpiece.

It's so much more meaningful when you've actually done it yourself.

It's so much more meaningful when you've actually done it yourself.

Well, I'll share a story with you. I use this story sparingly because honestly, it sounds a little flaky. Shortly after being named CEO, I ended up with a dream. Now you see why I don't tell the story very often. But it was an incredibly powerful dream.

Well, I'll share a story with you. I use this story sparingly because honestly, it sounds a little flaky. Shortly after being named CEO, I ended up with a dream. Now you see why I don't tell the story very often. But it was an incredibly powerful dream.

And I was probably having that natural hesitation that we all have, maybe a little imposter syndrome, whatever it is that says, oh my gosh, I'm the dog that caught the car. Now I... Worked my whole career to try to be a CEO. Now I am one. Am I able to do this? Am I capable of doing this? And in this dream, I was told I was going to get a gift.

And I was probably having that natural hesitation that we all have, maybe a little imposter syndrome, whatever it is that says, oh my gosh, I'm the dog that caught the car. Now I... Worked my whole career to try to be a CEO. Now I am one. Am I able to do this? Am I capable of doing this? And in this dream, I was told I was going to get a gift.

And I was given tasks and I was sent off to do these tasks. And I came back from every task. Then I woke up. Darn it. I woke up too early. I didn't get my gift. And I write down three words, change, confidence, and clarity. I said, what the heck does that mean? The next morning I'm thinking about it and this, I didn't get my gift. And then I started talking about it.

And I was given tasks and I was sent off to do these tasks. And I came back from every task. Then I woke up. Darn it. I woke up too early. I didn't get my gift. And I write down three words, change, confidence, and clarity. I said, what the heck does that mean? The next morning I'm thinking about it and this, I didn't get my gift. And then I started talking about it.

Virtually everybody that I shared that story with said, that is your gift. How do you think you got there? You were able to take the worst kinds of change from the time you were a little kid and turn that into a positive. So you've recognized that change equals opportunity. That is the very acronym CEO. Change equals opportunity. That's the role of a CEO.

Virtually everybody that I shared that story with said, that is your gift. How do you think you got there? You were able to take the worst kinds of change from the time you were a little kid and turn that into a positive. So you've recognized that change equals opportunity. That is the very acronym CEO. Change equals opportunity. That's the role of a CEO.

And you're the best person we know at being able to deal with change, good or bad. And you've got this weird sense of confidence that you can do anything. I realize now that all it is is a matter of learning. I don't learn to do anything.

And you're the best person we know at being able to deal with change, good or bad. And you've got this weird sense of confidence that you can do anything. I realize now that all it is is a matter of learning. I don't learn to do anything.

And then they said the third thing is you've got this weird sense of clarity that you break complex things into really simple terms that you can then communicate it out Clearly, change, confidence, and clarity, that was the gift of those three things that I didn't even know I had, I think anyone can use to find their own personal or professional success.

And then they said the third thing is you've got this weird sense of clarity that you break complex things into really simple terms that you can then communicate it out Clearly, change, confidence, and clarity, that was the gift of those three things that I didn't even know I had, I think anyone can use to find their own personal or professional success.

Well, I've hit a lot of walls in my career. People forget that 7-Eleven was bankrupt back in 1991, shortly after I joined the company. And I thought, Man, what a bad career decision. I went from a major oil company to 7-Eleven thinking that it was going to be a great career trajectory, and I find them now bankrupt. This is one of those things that change equals opportunity.

Well, I've hit a lot of walls in my career. People forget that 7-Eleven was bankrupt back in 1991, shortly after I joined the company. And I thought, Man, what a bad career decision. I went from a major oil company to 7-Eleven thinking that it was going to be a great career trajectory, and I find them now bankrupt. This is one of those things that change equals opportunity.

The company had 10 years of same-store sales declines, was really on a difficult trajectory. It was growing still, but it was having trouble keeping up with competitors, and it ultimately had to file for bankruptcy. But That gave it the opportunity to reinvent itself.

The company had 10 years of same-store sales declines, was really on a difficult trajectory. It was growing still, but it was having trouble keeping up with competitors, and it ultimately had to file for bankruptcy. But That gave it the opportunity to reinvent itself.

We were able to look at the success of our licensed operations around the world, places like Japan, Taiwan, Thailand, bring those learnings back to the United States. So we were able to reinvent the company and come out of bankruptcy as a successful entity. For me personally, it ended up being a great opportunity because I thought I was going to lose my job like everybody else.

We were able to look at the success of our licensed operations around the world, places like Japan, Taiwan, Thailand, bring those learnings back to the United States. So we were able to reinvent the company and come out of bankruptcy as a successful entity. For me personally, it ended up being a great opportunity because I thought I was going to lose my job like everybody else.

But we came out of bankruptcy and I ended up with a promotion and was put in charge of strategic planning for the new enterprise, led to then a career trajectory that gave me an opportunity ultimately to be CEO of 7-Eleven.

But we came out of bankruptcy and I ended up with a promotion and was put in charge of strategic planning for the new enterprise, led to then a career trajectory that gave me an opportunity ultimately to be CEO of 7-Eleven.

So we took adversity, crisis, and then turned it into the next 10 years, 15 years of significant success, which when we sold the company in the year 2005, gave me the opportunity then to take on the challenge of Blockbuster. So I went into Blockbuster, eyes wide open. I knew it was going to be a challenge. Didn't know the kind of challenge we would face. Yeah.

So we took adversity, crisis, and then turned it into the next 10 years, 15 years of significant success, which when we sold the company in the year 2005, gave me the opportunity then to take on the challenge of Blockbuster. So I went into Blockbuster, eyes wide open. I knew it was going to be a challenge. Didn't know the kind of challenge we would face. Yeah.

Because no one thinks about Blockbuster and 7-Eleven as the same thing, except they're two iconic brands, right? If you think about the nature of Blockbuster's business, it wasn't renting DVDs. That wasn't their business. Their business was convenient access to media entertainment. It's a convenience business, not unlike 7-Eleven. They made the pivot

Because no one thinks about Blockbuster and 7-Eleven as the same thing, except they're two iconic brands, right? If you think about the nature of Blockbuster's business, it wasn't renting DVDs. That wasn't their business. Their business was convenient access to media entertainment. It's a convenience business, not unlike 7-Eleven. They made the pivot

from VHS tapes, which is where the industry started, to DVDs. DVDs were more convenient access to media entertainment. So they made that pivot successfully. The digital transition was coming. Clearly it was coming. I wanted to take the company there. My very first act as CEO was to buy a streaming video company called Blockbuster On Demand.

from VHS tapes, which is where the industry started, to DVDs. DVDs were more convenient access to media entertainment. So they made that pivot successfully. The digital transition was coming. Clearly it was coming. I wanted to take the company there. My very first act as CEO was to buy a streaming video company called Blockbuster On Demand.

So we had a massive competitive advantage versus Netflix because Netflix had DVDs by mail, very little else. They'd It had streaming, but they had very old movies. MovieLink had new releases, which was 80% of the Blockbuster business. So we had a much better offering, arguably, a streaming platform, DVDs by mail, stores. In case you didn't want the one you got by mail, you could exchange it.

So we had a massive competitive advantage versus Netflix because Netflix had DVDs by mail, very little else. They'd It had streaming, but they had very old movies. MovieLink had new releases, which was 80% of the Blockbuster business. So we had a much better offering, arguably, a streaming platform, DVDs by mail, stores. In case you didn't want the one you got by mail, you could exchange it.

We had kiosks. So we had something called total access, which is any way you want your media entertainment, we have it for you. Pretty compelling competitive advantage, right? So you say, what happened? Well, we also had a billion dollars of debt.

We had kiosks. So we had something called total access, which is any way you want your media entertainment, we have it for you. Pretty compelling competitive advantage, right? So you say, what happened? Well, we also had a billion dollars of debt.

That occurred from an IPO, in other words, a public offering that Viacom once owned Blockbuster, and they spun it out and created a new entity, a public company called Blockbuster. In 2004, put on a billion dollars of debt. Third of which was due in 2009. Now, if you remember what happened in 2008, something called Lehman Brothers occurred.

That occurred from an IPO, in other words, a public offering that Viacom once owned Blockbuster, and they spun it out and created a new entity, a public company called Blockbuster. In 2004, put on a billion dollars of debt. Third of which was due in 2009. Now, if you remember what happened in 2008, something called Lehman Brothers occurred.

Financial market collapsed around Lehman Brothers failure and others. And we had a refinancing that we had to get done. Yeah. It's like being in a commercial airliner at 40,000 feet and all of a sudden the air gets sucked out. You have a decompression. That's what happened to Blockbuster.

Financial market collapsed around Lehman Brothers failure and others. And we had a refinancing that we had to get done. Yeah. It's like being in a commercial airliner at 40,000 feet and all of a sudden the air gets sucked out. You have a decompression. That's what happened to Blockbuster.

You better call me Jim, though, Adam. I put James on the book because I wanted to be more formal, but nobody will know who it is if they call me James.

You better call me Jim, though, Adam. I put James on the book because I wanted to be more formal, but nobody will know who it is if they call me James.

We had to put the aircraft in a bit of a dive, if you will, preserve cash and get to a safe altitude to be able to then climb back up. So we took it through a restructuring and had a successful sale of the entity to Dish Networks. So in spite of popular belief, Blockbuster didn't liquidate. They didn't go away.

We had to put the aircraft in a bit of a dive, if you will, preserve cash and get to a safe altitude to be able to then climb back up. So we took it through a restructuring and had a successful sale of the entity to Dish Networks. So in spite of popular belief, Blockbuster didn't liquidate. They didn't go away.

They were sold to Dish Network, who ultimately had a different strategy or 100% streaming and 100% streaming via mobility. They were a bit early in their strategy and ultimately closed the stores down. They still own the brand. You never know. It may come back one day.

They were sold to Dish Network, who ultimately had a different strategy or 100% streaming and 100% streaming via mobility. They were a bit early in their strategy and ultimately closed the stores down. They still own the brand. You never know. It may come back one day.

There's an expression for that, a technical expression. I'll give you the technical business term. Yes. It's called a grin fucker. Yes, sir. Yes, sir. That's a good idea, sir. That. But it's true. It occurs and it's just so frustrating. Look, the root cause of that is fear. People are afraid they're going to lose their job. Fear is the biggest killer. of careers, of companies, even societies.

There's an expression for that, a technical expression. I'll give you the technical business term. Yes. It's called a grin fucker. Yes, sir. Yes, sir. That's a good idea, sir. That. But it's true. It occurs and it's just so frustrating. Look, the root cause of that is fear. People are afraid they're going to lose their job. Fear is the biggest killer. of careers, of companies, even societies.

They're coming to get you. They're going to take something from you. They got something that you don't have. Isn't that unfair? Fear is the lowest common denominator. It works. It's a motivating tool. There's only two ways to motivate people. You motivate them through hope and through inspiration. Or you scare them. So take that same reaction now. Put yourself in a corporate environment.

They're coming to get you. They're going to take something from you. They got something that you don't have. Isn't that unfair? Fear is the lowest common denominator. It works. It's a motivating tool. There's only two ways to motivate people. You motivate them through hope and through inspiration. Or you scare them. So take that same reaction now. Put yourself in a corporate environment.

Somebody does something that you think, I may lose my job. I may fail. Or I don't think that's a good idea, but I don't want to tell him. It's either fight and be disruptive in the work environment. We've all seen it. Somebody being obnoxious in a boardroom and demonstrating non-productive behavior, just being argumentative for no reason. Or It's the corporate version of flight, which is inertia.

Somebody does something that you think, I may lose my job. I may fail. Or I don't think that's a good idea, but I don't want to tell him. It's either fight and be disruptive in the work environment. We've all seen it. Somebody being obnoxious in a boardroom and demonstrating non-productive behavior, just being argumentative for no reason. Or It's the corporate version of flight, which is inertia.

I do nothing. Yes. Both are bad. Both can be cured, but only through knowledge. Because what happens when you're afraid? If you're afraid of the dark and you turn on the light, you realize, oh, that's silly. I didn't have anything to be afraid of. Well, knowledge is light. Communications is a way to spread the light. So in a time of crisis...

I do nothing. Yes. Both are bad. Both can be cured, but only through knowledge. Because what happens when you're afraid? If you're afraid of the dark and you turn on the light, you realize, oh, that's silly. I didn't have anything to be afraid of. Well, knowledge is light. Communications is a way to spread the light. So in a time of crisis...

communications from the leadership are critically important because that's the light that takes away fear throughout the organization.

communications from the leadership are critically important because that's the light that takes away fear throughout the organization.

Change, confidence, clarity. Well, the clarity of Communications is both inbound and outbound. So listening is critically, critically important. As humans, we are often guilty of trying to formulate our response before fully understanding what someone's trying to tell us, trying to hear and truly understand what that person's trying to tell me.

Change, confidence, clarity. Well, the clarity of Communications is both inbound and outbound. So listening is critically, critically important. As humans, we are often guilty of trying to formulate our response before fully understanding what someone's trying to tell us, trying to hear and truly understand what that person's trying to tell me.

And then trying to be very clear in my communications also so that I'm not triggering that fear response. Because once I trigger that, once I've made them afraid, I've lost, I won't get truth.

And then trying to be very clear in my communications also so that I'm not triggering that fear response. Because once I trigger that, once I've made them afraid, I've lost, I won't get truth.

What I'm trying to communicate in my book is that leadership is about change, constant change. inevitable, lifelong change. It's constantly changing as a leader, being able to adapt to different circumstances, different times, different styles, because you have different people with different reactions. And that constant adaptation to change as a leader, I think is what's critically important.

What I'm trying to communicate in my book is that leadership is about change, constant change. inevitable, lifelong change. It's constantly changing as a leader, being able to adapt to different circumstances, different times, different styles, because you have different people with different reactions. And that constant adaptation to change as a leader, I think is what's critically important.

People forget that 7-Eleven was bankrupt back in 1991, shortly after I joined the company. And I thought, man, what a bad career decision. I went from a major oil company to 7-Eleven thinking that it was going to be a great career trajectory. And I find them now bankrupt. This is one of those things that change equals opportunity.

People forget that 7-Eleven was bankrupt back in 1991, shortly after I joined the company. And I thought, man, what a bad career decision. I went from a major oil company to 7-Eleven thinking that it was going to be a great career trajectory. And I find them now bankrupt. This is one of those things that change equals opportunity.

If you think about the nature of Blockbuster's business, it wasn't renting DVDs. That wasn't their business. Their business was convenient access to media entertainment. It's a convenience business, not unlike 7-Eleven. They made the pivot from VHS tapes, which is where the industry started, to DVDs. DVDs were more convenient access to media entertainment. So they made that pivot successfully.

If you think about the nature of Blockbuster's business, it wasn't renting DVDs. That wasn't their business. Their business was convenient access to media entertainment. It's a convenience business, not unlike 7-Eleven. They made the pivot from VHS tapes, which is where the industry started, to DVDs. DVDs were more convenient access to media entertainment. So they made that pivot successfully.

The digital transition was coming. Clearly, it was coming. I wanted to take the company there. My very first act as CEO was to buy a streaming video company called Blockbuster On Demand. So we had a massive competitive advantage versus Netflix because Netflix had DVDs by mail, very little else. They had streaming, but they had very old movies.

The digital transition was coming. Clearly, it was coming. I wanted to take the company there. My very first act as CEO was to buy a streaming video company called Blockbuster On Demand. So we had a massive competitive advantage versus Netflix because Netflix had DVDs by mail, very little else. They had streaming, but they had very old movies.

MovieLink had new releases, which was 80% of the blockbuster business. So we had a much better offering, arguably, a streaming platform, DVDs by mail, stores, in case you didn't want the one you got by mail, you could exchange it. We had kiosks. So we had something called total access, which is any way you want your media entertainment, we have it for you.

MovieLink had new releases, which was 80% of the blockbuster business. So we had a much better offering, arguably, a streaming platform, DVDs by mail, stores, in case you didn't want the one you got by mail, you could exchange it. We had kiosks. So we had something called total access, which is any way you want your media entertainment, we have it for you.

Pretty compelling competitive advantage, right? So you say, what happened? Well, we also had a From an IPO, in other words, a public offering that Viacom once owned Blockbuster, and they spun it out and created a new entity, a public company called Blockbuster. In 2004, put on a billion dollars of debt. Third of which was due in 2009.

Pretty compelling competitive advantage, right? So you say, what happened? Well, we also had a From an IPO, in other words, a public offering that Viacom once owned Blockbuster, and they spun it out and created a new entity, a public company called Blockbuster. In 2004, put on a billion dollars of debt. Third of which was due in 2009.

Now, if you remember what happened in 2008, something called Lehman Brothers occurred. Financial market collapsed around Lehman Brothers failure and others. And we had a refinancing that we had to get done. Yeah. It's like being in a commercial airliner at 40,000 feet and all of a sudden the air gets sucked out. You have a decompression. That's what happened to Blockbuster.

Now, if you remember what happened in 2008, something called Lehman Brothers occurred. Financial market collapsed around Lehman Brothers failure and others. And we had a refinancing that we had to get done. Yeah. It's like being in a commercial airliner at 40,000 feet and all of a sudden the air gets sucked out. You have a decompression. That's what happened to Blockbuster.

The company had 10 years of same-store sales declines, was really on a difficult trajectory. It was growing still, but it was having trouble keeping up with competitors, and it ultimately had to file for bankruptcy. But... that gave it the opportunity to reinvent itself.

The company had 10 years of same-store sales declines, was really on a difficult trajectory. It was growing still, but it was having trouble keeping up with competitors, and it ultimately had to file for bankruptcy. But... that gave it the opportunity to reinvent itself.

We had to put the aircraft in a bit of a dive, if you will, preserve cash. and get to a safe altitude to be able to then climb back up. So we took it through a restructuring and had a successful sale of the entity to Dish Networks. So in spite of popular belief, Blockbuster didn't liquidate. They didn't go away.

We had to put the aircraft in a bit of a dive, if you will, preserve cash. and get to a safe altitude to be able to then climb back up. So we took it through a restructuring and had a successful sale of the entity to Dish Networks. So in spite of popular belief, Blockbuster didn't liquidate. They didn't go away.

They were sold to Dish Network, who ultimately had a different strategy for 100% streaming and 100% streaming via mobility They were a bit early in their strategy and ultimately closed the stores down. They still own the brand. You never know. It may come back one day.

They were sold to Dish Network, who ultimately had a different strategy for 100% streaming and 100% streaming via mobility They were a bit early in their strategy and ultimately closed the stores down. They still own the brand. You never know. It may come back one day.

We were able to look at the success of our licensed operations around the world, places like Japan, Taiwan, Thailand, bring those learnings back to the United States. So we were able to reinvent the company and come out of bankruptcy as a successful entity. For me personally, It ended up being a great opportunity because I thought I was going to lose my job like everybody else.

We were able to look at the success of our licensed operations around the world, places like Japan, Taiwan, Thailand, bring those learnings back to the United States. So we were able to reinvent the company and come out of bankruptcy as a successful entity. For me personally, It ended up being a great opportunity because I thought I was going to lose my job like everybody else.

But we came out of bankruptcy and I ended up with a promotion and was put in charge of strategic planning for the new enterprise, led to then a career trajectory that gave me an opportunity ultimately to be CEO of 7-Eleven. So we took adversity, crisis, and then turned it into the next 10 years, 15 years of significant success, which when we sold the company in the year 2005,

But we came out of bankruptcy and I ended up with a promotion and was put in charge of strategic planning for the new enterprise, led to then a career trajectory that gave me an opportunity ultimately to be CEO of 7-Eleven. So we took adversity, crisis, and then turned it into the next 10 years, 15 years of significant success, which when we sold the company in the year 2005,

Gave me the opportunity then to take on the challenge of Blockbuster. So I went into Blockbuster, eyes wide open. I knew it was going to be a challenge. Didn't know the kind of challenge we would face. Yeah. Because no one thinks about Blockbuster and 7-Eleven as the same thing, except they're two iconic brands, right?

Gave me the opportunity then to take on the challenge of Blockbuster. So I went into Blockbuster, eyes wide open. I knew it was going to be a challenge. Didn't know the kind of challenge we would face. Yeah. Because no one thinks about Blockbuster and 7-Eleven as the same thing, except they're two iconic brands, right?

If you're a leader listening to this, you have employees who work with you. They might be particular things they're really passionate about. As an organization, are you able to even implement something like a matching program that every dollar they donate to a particular organization, your organization matches it?

If you're a leader listening to this, you have employees who work with you. They might be particular things they're really passionate about. As an organization, are you able to even implement something like a matching program that every dollar they donate to a particular organization, your organization matches it?

As a leader, you call meetings unnecessarily. You've always had an 8.30 Monday morning meeting. So you still have the 8.30 Monday morning meeting. And I'm suggesting maybe what you want to consider is every time you ask someone to spend their minutes with you, they never get them back.

As a leader, you call meetings unnecessarily. You've always had an 8.30 Monday morning meeting. So you still have the 8.30 Monday morning meeting. And I'm suggesting maybe what you want to consider is every time you ask someone to spend their minutes with you, they never get them back.

So as a leader, can you eliminate some of the distractions, including how you are a distraction to your team as well? I often consult to organizations, let's just say even on their environment. Some of my clients have moved from offices to open plan productivity. And while open plan is collaborative and it's fun and it's energetic, it can also bring its own set of challenges.

So as a leader, can you eliminate some of the distractions, including how you are a distraction to your team as well? I often consult to organizations, let's just say even on their environment. Some of my clients have moved from offices to open plan productivity. And while open plan is collaborative and it's fun and it's energetic, it can also bring its own set of challenges.

And so for many of my clients, I've had to be able to teach them, how do you pay attention in these fast-moving open plan environments? So I want to encourage the leaders, have a look at where you can eliminate distractions. Maybe encourage people to wear headphones if they're trying to get work done. Book a meeting space if they're trying to get very thoughtful strategic work done.

And so for many of my clients, I've had to be able to teach them, how do you pay attention in these fast-moving open plan environments? So I want to encourage the leaders, have a look at where you can eliminate distractions. Maybe encourage people to wear headphones if they're trying to get work done. Book a meeting space if they're trying to get very thoughtful strategic work done.

Allow some of your team members to work from home if they're working on something strategic and important. Start cancelling meetings that are unnecessary. Stop sending emails late at night. Oh my gosh, so many leaders that I work with, I beg them to stop sending emails late at night.

Allow some of your team members to work from home if they're working on something strategic and important. Start cancelling meetings that are unnecessary. Stop sending emails late at night. Oh my gosh, so many leaders that I work with, I beg them to stop sending emails late at night.

That's not actually going to take you a lot of time, but as an organization, you're saying we stand for something. It might be as a leader that you have the opportunity to control sponsorship dollars for different events. Maybe that's a way. So you may not have a lot of time on your hands, but you may have resources. It could be the opposite.

That's not actually going to take you a lot of time, but as an organization, you're saying we stand for something. It might be as a leader that you have the opportunity to control sponsorship dollars for different events. Maybe that's a way. So you may not have a lot of time on your hands, but you may have resources. It could be the opposite.

While it may be out of your brain and in someone else's inbox, every time you send a team member an email late at night, you're stealing minutes from their family. And I want you just to think about, you can write the email, just don't send it. Save it as a draft and send it tomorrow.

While it may be out of your brain and in someone else's inbox, every time you send a team member an email late at night, you're stealing minutes from their family. And I want you just to think about, you can write the email, just don't send it. Save it as a draft and send it tomorrow.

There are so many ways as a leader, we can help prevent this wasted money and time when we start focusing on how we can eliminate being a distraction.

There are so many ways as a leader, we can help prevent this wasted money and time when we start focusing on how we can eliminate being a distraction.

It could be you don't have a lot of financial resources to contribute, but you do have time where you could volunteer and you could help. So I think it is that outer concentric circle of community. But I do believe each of us has a responsibility to truly take care of the community we serve in and the greater world.

It could be you don't have a lot of financial resources to contribute, but you do have time where you could volunteer and you could help. So I think it is that outer concentric circle of community. But I do believe each of us has a responsibility to truly take care of the community we serve in and the greater world.

But I think each of us every day can make different decisions around what we're putting our attention towards that have a greater impact on the world. And I think for each of us, it doesn't have to be something we're spending time on every day. I just want to raise the awareness of how we're investing our global attention. The first thing I would suggest is eliminate distractions.

But I think each of us every day can make different decisions around what we're putting our attention towards that have a greater impact on the world. And I think for each of us, it doesn't have to be something we're spending time on every day. I just want to raise the awareness of how we're investing our global attention. The first thing I would suggest is eliminate distractions.

According to the Information Overload Group, it costs US businesses $588 billion every year because of constant interruptions. So think about how do we eliminate distractions? And just as a leader, one of the biggest distractions is you. You as the leader are often the problem, right?

According to the Information Overload Group, it costs US businesses $588 billion every year because of constant interruptions. So think about how do we eliminate distractions? And just as a leader, one of the biggest distractions is you. You as the leader are often the problem, right?

Because you're constantly saying to your team, hey, you have a second, you have a minute, you have a second, you have a minute. It's never a second. It's never a minute. And then you might say to someone, hey, can you, what do you think about this? Now that person then takes that and says, oh my God, my boss wants me to go find out about this. And so they go on this path.

Because you're constantly saying to your team, hey, you have a second, you have a minute, you have a second, you have a minute. It's never a second. It's never a minute. And then you might say to someone, hey, can you, what do you think about this? Now that person then takes that and says, oh my God, my boss wants me to go find out about this. And so they go on this path.