Patrick McAndrew

And that was a very interesting experience because I realized, you know, if you want to pay, I don't know, what is it? It's somewhere in the region, like 160 or 180,000 for an MBA at Columbia University. I got to go in and see those people in that room. Amazing networking, amazing conceptual frameworks and models and ways of thinking about business.

And that was a very interesting experience because I realized, you know, if you want to pay, I don't know, what is it? It's somewhere in the region, like 160 or 180,000 for an MBA at Columbia University. I got to go in and see those people in that room. Amazing networking, amazing conceptual frameworks and models and ways of thinking about business.

But so much of business is about your own internal game. You know, the actual dynamics of business are not that difficult. There are problems which need to be solved. Absolutely. And problems keep arising. But what's the challenge there? Well, the inherent challenge is the capacity to sustain change and the capacity to be malleable and adaptive. I think that's what our unique concept

But so much of business is about your own internal game. You know, the actual dynamics of business are not that difficult. There are problems which need to be solved. Absolutely. And problems keep arising. But what's the challenge there? Well, the inherent challenge is the capacity to sustain change and the capacity to be malleable and adaptive. I think that's what our unique concept

capacity as human beings are, is this capacity to mutate, to be one way and then to recognize that the environment has changed. I must mutate into another way. But yet I can retain my true essence. I don't lose myself under the conditions of the environment. I maintain myself, but I'm not bound to this identity. I'm good at this or I like this.

capacity as human beings are, is this capacity to mutate, to be one way and then to recognize that the environment has changed. I must mutate into another way. But yet I can retain my true essence. I don't lose myself under the conditions of the environment. I maintain myself, but I'm not bound to this identity. I'm good at this or I like this.

So therefore I'm only going to try and find a business that operates on the fundamentals of me being very good at doing stuff on a computer, but I don't want to interact with people in person. Well, I've just cut off so much opportunity to myself. So maybe if I can develop certain qualities of how I engage with others, much more will show for me.

So therefore I'm only going to try and find a business that operates on the fundamentals of me being very good at doing stuff on a computer, but I don't want to interact with people in person. Well, I've just cut off so much opportunity to myself. So maybe if I can develop certain qualities of how I engage with others, much more will show for me.

So I saw in all of these environments that I went into that these people are learning a lot of information, but it's not taking them so far because they're not learning about themselves. In fact, they're neglecting themselves. They're only trying to develop this 10% area, which it feels like it's directly relevant to business.

So I saw in all of these environments that I went into that these people are learning a lot of information, but it's not taking them so far because they're not learning about themselves. In fact, they're neglecting themselves. They're only trying to develop this 10% area, which it feels like it's directly relevant to business.

But there's this other 90% which determines your clarity, your conviction, your essence, your value, your sense of self-worth. And if you're clear in all of that, you can achieve a whole lot more and you can feel content and you can feel like your whole life is... is in alignment. It doesn't feel like it's so fragmented.

But there's this other 90% which determines your clarity, your conviction, your essence, your value, your sense of self-worth. And if you're clear in all of that, you can achieve a whole lot more and you can feel content and you can feel like your whole life is... is in alignment. It doesn't feel like it's so fragmented.

So I began in that journey by teaching people about focus because that was the thing through my exposure to different environments of teaching speed reading. I realized, wow, okay, these people that I'm meeting, they're very driven. They're not lacking motivation yet. Companies are spending, you know, thousands, tens of thousands, every conference for a motivational speaker.

So I began in that journey by teaching people about focus because that was the thing through my exposure to different environments of teaching speed reading. I realized, wow, okay, these people that I'm meeting, they're very driven. They're not lacking motivation yet. Companies are spending, you know, thousands, tens of thousands, every conference for a motivational speaker.

The people don't need motivation. They've plenty, they've plenty drive. What they lack is a pragmatic sense of how to organize themselves. They're missing internal structure. It's pretty chaotic in there. So the first place that I approached was focus because I thought that people needed help with focus, which they did.

The people don't need motivation. They've plenty, they've plenty drive. What they lack is a pragmatic sense of how to organize themselves. They're missing internal structure. It's pretty chaotic in there. So the first place that I approached was focus because I thought that people needed help with focus, which they did.

But then over years and years of doing that, working with Pacific Life, Lincoln Financial, Morgan Stanley, all these companies, I realized, okay, I can teach you how to focus and I can make you very good at doing the tasks efficiently, but there's a deeper problem there. There's a much deeper problem and it's your capacity to regulate yourself.

But then over years and years of doing that, working with Pacific Life, Lincoln Financial, Morgan Stanley, all these companies, I realized, okay, I can teach you how to focus and I can make you very good at doing the tasks efficiently, but there's a deeper problem there. There's a much deeper problem and it's your capacity to regulate yourself.

It's your capacity to actually regulate and relate to yourself. And that's actually more of the foundational layer that causes a lot of the problems that leadership problems, strategic problems. There's a company I got called in to work with last November. They had 26 primary initiatives. The word primary and 26. And initiative and 26. Yeah, it's not all aligning. But where is that coming from?

It's your capacity to actually regulate and relate to yourself. And that's actually more of the foundational layer that causes a lot of the problems that leadership problems, strategic problems. There's a company I got called in to work with last November. They had 26 primary initiatives. The word primary and 26. And initiative and 26. Yeah, it's not all aligning. But where is that coming from?