Speaker 1: I get a team. It's Craig Anthony Harpret's the You Project.
Speaker 1: I hope you're bloody fantastic. It's six o five in
Speaker 1: the PM in the thriving metropolis of Melbourne, down the
Speaker 1: bottom of Australia. And as you know we have this
Speaker 1: show goes now into are you sitting down? Are you ready?
Speaker 1: This show goes into about ninety countries and we have
Speaker 1: people from all over the world who, for whatever reason,
Speaker 1: choose to tune in. So thank you to all you people.
Speaker 1: And I chat. I would say at least three or
Speaker 1: four times a week I chat to someone who isn't
Speaker 1: in Australia, and today I'm doing exactly that. His name
Speaker 1: is doctor Carlos Davidovich. Did I get that right?
Speaker 2: Doc? P perfect?
Speaker 1: And where are you? Tell my audience where you are?
Speaker 2: I'm in Madrid, Spain right now?
Speaker 1: You're in Madrid. I thought you said I'm in my dream,
Speaker 1: so I said, what a great place to be.
Speaker 2: Well, that happens all the time.
Speaker 1: Now, could you tell my crew? I'll try to speak slowly.
Speaker 1: Is the Australian accent hard for you?
Speaker 2: Depends? No, I can't understand you.
Speaker 1: I'll try it well, that's we're probably about equal in
Speaker 1: terms of understanding each other, although you, I think you're
Speaker 1: probably easier to understand the me. Tell my audience a
Speaker 1: little bit about your background and who you are, doc,
Speaker 1: if you would, and what you do.
Speaker 3: Okay, Jess in a nutshell, I mean born and raised
Speaker 3: in Argentina. I'm originally from Argentina. I'm MD, medical doctor.
Speaker 3: I work as medical doctor and also I was an
Speaker 3: executive in business in pharmaceutical, mainly in biotech, so quiet
Speaker 3: niche area. In one moment, I decided to move to
Speaker 3: Europe for personal reasons, not for work, and I had
Speaker 3: to reinvent it myself absolutely and I ended doing what
Speaker 3: I'm doing today.
Speaker 2: I'm executive coach.
Speaker 3: I work with companies very practical way, and what I
Speaker 3: do is to bring I would say practical tips coming
Speaker 3: from neuroscience.
Speaker 2: I don't talk about science.
Speaker 3: I talk about I would say human behavior with the
Speaker 3: support of neuroscience and that how that works in organizations
Speaker 3: and business.
Speaker 2: So what I do is try to bring common topics.
Speaker 3: Could be feedback, could be a growth mindset, could be
Speaker 3: the process of changing the brain. And then to share
Speaker 3: I would say the most accurate and possible practical tips
Speaker 3: on how to deal with that in an organization. As
Speaker 3: you know, Craig, the issues in organization is not about
Speaker 3: the technicality, it's not about the products. It's about how
Speaker 3: people relates with people could be your team, or could
Speaker 3: be your clients or customers. But in the end, it's
Speaker 3: about human behavior and that is what happened. That's my
Speaker 3: specialization to say, to say it in a way, and
Speaker 3: I work now here, but I was living seven years
Speaker 3: in Canada. I work with the rest of Europe Asia
Speaker 3: now from my home, and that is another I would.
Speaker 2: Say positive side effect of the pandemic. I mean now
Speaker 2: we can work from home and all over the world
Speaker 2: and people accept it.
Speaker 3: So that's what I do coaching, and I give a
Speaker 3: lot of talk and lectures. I would say, more of
Speaker 3: the election workshops or different topics applying neuroscience in organization.
Speaker 2: That's what I do.
Speaker 1: What do you think? I mean? I think one of
Speaker 1: the things that everyone has in common, whether it's at
Speaker 1: work or at home, whether it's personal or professional doc
Speaker 1: is that if not everyone, nearly everyone wants to be
Speaker 1: a better version of themselves. You know, whether that's mentally, emotionally, physiologically,
Speaker 1: you know, health, business, career. What do you think some
Speaker 1: of the and I know there's a diverse cross section
Speaker 1: of reasons, but what are some of the bigger barriers
Speaker 1: that get in the way of us and our possibilities,
Speaker 1: us and our potential us and the hard performance version
Speaker 1: of us.
Speaker 2: It's an excellent question.
Speaker 3: And Okay, in the next four hours I will expell you.
Speaker 1: Okay, everybody, get comfortable. This could take a while.
Speaker 2: So let me think just a few seconds.
Speaker 3: I will say that the main barrier and I will
Speaker 3: go I will say cliche is the main barrier is ourselves.
Speaker 3: It's I coach many, many, many, many people, and where
Speaker 3: you can find is this. I like to use the
Speaker 3: metaphor many of us due to the way we deal
Speaker 3: with ourselves, the way we criticize ourselves so much.
Speaker 2: We go through life at the end doing what we
Speaker 2: want to do.
Speaker 3: But it's like the metaphor is like walking with a
Speaker 3: backpack full of stones, so it takes so much energy.
Speaker 3: And my work always is to help people to at
Speaker 3: least to take some stones out of the backpack. And
Speaker 3: going back to your question, the key point is again
Speaker 3: I will say another cliche is how much do you
Speaker 3: understand yourself, how much you listen to your inner narrative
Speaker 3: and you can identify the different characters that we have inside.
Speaker 2: I like to present this. I have a metaphor of multiple.
Speaker 3: Brains, so different brains. In the end we will work
Speaker 3: as one. Okay, I mean they are all intertwined. But
Speaker 3: it's about we have different voices inside all of us,
Speaker 3: and we are healthy.
Speaker 2: It's not schizophrenia, so this is normal.
Speaker 3: Question always with my clients is hey, let's identify which
Speaker 3: of your inner voice are you giving too much power?
Speaker 3: For instance, is the one that is criticized your inner critic?
Speaker 2: How much power will you give to your inner critic,
Speaker 2: because a little bit.
Speaker 3: Is okay, because we'll push you to move forward when
Speaker 3: what is too much will frize you and you will
Speaker 3: stop doing.
Speaker 2: So. What is your level of feeling of guilt?
Speaker 3: Because I like to explain that, for instance, guilt and
Speaker 3: responsibility is a polarity.
Speaker 2: They are the two extreams of the same line.
Speaker 3: What I want to say is what you want to
Speaker 3: say is, hey, man, if you feel guilt, I cannot
Speaker 3: avoid that.
Speaker 2: You will feel guilt if your level of guiltness is.
Speaker 3: Too high, But move as soon as possible to the
Speaker 3: responsibility side. Most of them, they have a completely opposite
Speaker 3: emotional impact. I feel guilt is a negative emotion. I
Speaker 3: don't want to move I don't want to make a
Speaker 3: mistake again. If I feel responsible means I can do it,
Speaker 3: and definitely I will be more productive.
Speaker 1: Makes sense, correct, Yeah, hundred percent. I feel like sometimes, Doc,
Speaker 1: there's a bit of space between self loathing and self awareness.
Speaker 1: You know, self awareness is I could do better, I
Speaker 1: got that wrong. I know what I did wrong. I'm
Speaker 1: going to make a different decision or take a different path,
Speaker 1: embrace the new behavior, ask a better question, whatever, Whereas
Speaker 1: self loathing is I'm an idiot, I always get this wrong.
Speaker 1: I'm always you know that, blah blah. I think the
Speaker 1: difference for me, the challenge over the years, because I
Speaker 1: can have a tendency to beat myself up, right, is
Speaker 1: to recognize what I did wrong, acknowledge it, but not
Speaker 1: immerse myself in self loathing.
Speaker 3: You know, absolutely, But this is the way to hold
Speaker 3: yourself back. And like I told you before, if you can,
Speaker 3: I like to say, can we delete this inner critic voice?
Speaker 2: Maybe not?
Speaker 3: Can we control and manage that voice? The answer is yes,
Speaker 3: it's huge. Yes, Yes, in my personal experience, because I
Speaker 3: also have that voice inside. I learned through years, through years,
Speaker 3: I learned how to deal with it. First of all,
Speaker 3: conclusion number one, that inner critic voice that you call
Speaker 3: self loading is not your friend, is not playing at
Speaker 3: your side.
Speaker 2: Yeah, it's pulling you down.
Speaker 3: Yes, So at the moment you can second concept, this
Speaker 3: inner critic voice is not you.
Speaker 2: I like to define it's a virus that got into
Speaker 2: you when you were very young, when you're very very,
Speaker 2: very very young. This is this is a relationship, the.
Speaker 3: Combination of family environment plus your own personality. It's a combination.
Speaker 3: So it's not blaming the outside. It's a combination. That
Speaker 3: combination allows you to let these virus to get into you,
Speaker 3: this inner critic and will stay with you the rest
Speaker 3: of your life in post or syndrome. Call it whatever
Speaker 3: you want. At the moment you understand that is not
Speaker 3: helping you, then you can start doing something. In my
Speaker 3: personal right, I will say, what I learned is how
Speaker 3: to download.
Speaker 2: The volume of this voice.
Speaker 3: Number one, so don't and I like to use the
Speaker 3: image is take the power away from this voice.
Speaker 2: Don't use so much puck. We give the power to
Speaker 2: this voice.
Speaker 1: Yeah, yea.
Speaker 3: And the second thing is, okay, I will I will confess.
Speaker 3: I will do a confession. My technique with myself that
Speaker 3: I share with my clients is.
Speaker 2: By the fault.
Speaker 3: When I hear that inner voice criticizing me and pull
Speaker 3: me myself, I do exactly the opposite of my voice
Speaker 3: is saying, by the fault, I not even think about it.
Speaker 3: When the voice says, don't do it, I do it.
Speaker 3: When the voice says go that direction, I go.
Speaker 2: The opposite direction. And so far it's working.
Speaker 3: What I mean is, let's get away of what Kaneman
Speaker 3: called the system one.
Speaker 2: I don't know if you remember.
Speaker 3: System one is about instinctual reactions. It's about survival reactions.
Speaker 2: And that is full of stereotype, full of assumption, full
Speaker 2: of biases.
Speaker 3: Yes, that inner critic voice loves these kind of things
Speaker 3: because it's leveraging the power of those biases. Yeah, to
Speaker 3: hold ourselves back, and that is what we need to
Speaker 3: work against. So again, all of us, we did in
Speaker 3: the end many things in life, but the effort was
Speaker 3: too high, too much effort. And that's why I use
Speaker 3: a metaphor, all the backpack full of stones.
Speaker 1: Yes, yes, yeah, and what is I mean. I love
Speaker 1: this whole kind of metacognitive journey of thinking about how
Speaker 1: we think and thinking about you know, even for me,
Speaker 1: like I was a morbidly obse kid, right, So I
Speaker 1: was a fat kid at school and had some good
Speaker 1: experiences and bad experiences, and I grew up in rural
Speaker 1: Australia in the country, I was an any child. I
Speaker 1: had all of these mostly good experiences, right, But in
Speaker 1: a large way, how I think and how I s
Speaker 1: the world and even my beliefs and my values, and
Speaker 1: a lot of that is at least in part a
Speaker 1: byproduct of just where I've been and what I've seen.
Speaker 1: And then I think most of us don't actually do
Speaker 1: a deep dive into our own thinking where we ask
Speaker 1: ourselves where where did that belief come from? I didn't
Speaker 1: choose that belief? Why do I?
Speaker 2: You know?
Speaker 1: And even that whole self awareness piece doc of realizing
Speaker 1: that I'm looking at the world through my own lens,
Speaker 1: so what I'm seeing is my version of the world.
Speaker 1: It's like you and I are in the same conversation
Speaker 1: right now, but we're not in the same experience because
Speaker 1: you're the yeah, And it's like if we have twenty
Speaker 1: thousand people listen to this. Probably nobody is going to
Speaker 1: have for the entirety of the show an identical experience.
Speaker 1: You know, you and I are the stimulus or the stimuli.
Speaker 1: And then they're going to process the data and some
Speaker 1: of them will say that was great, and some of
Speaker 1: them will say that was crap.
Speaker 3: Absolutely, and that is correct. This is normal, and we
Speaker 3: need to accept this normality. I like to call it
Speaker 3: the ripple effect, you know, so because we can say
Speaker 3: whatever we believe or we want to say, but we
Speaker 3: need to be I will say, humble enough and open
Speaker 3: and flexible enough to.
Speaker 2: Respect other people's perceptions.
Speaker 3: So and stop saying you see it like me, right,
Speaker 3: No you don't, yes, and I will know. I will
Speaker 3: bring another thing that's very known. Right, we don't see
Speaker 3: the world as it is. We see it as we are,
Speaker 3: so all of us we have different components of our lens.
Speaker 3: This is normal. At the moment that we accept the
Speaker 3: normality of these things, then we can deal with them.
Speaker 3: At the moment we fight with those facts that are
Speaker 3: around us all the time, we are generating the problem ourselves.
Speaker 2: You mentioned one.
Speaker 3: Word, Craig that I would say is essential on the
Speaker 3: whole story called metacognition. I didn't want to bring the concept,
Speaker 3: but not to make a complicated Metacognition is thinking about thinking.
Speaker 2: Another word, is the typical situation that.
Speaker 3: I'm doing something and in one moment I ask myself
Speaker 3: what am I doing? That is metacognition that is observed
Speaker 3: myself at the moment I can observe myself. This is
Speaker 3: a fantastic I will say, sign that I can control
Speaker 3: myself in a positive way. Yes, I'm going back to
Speaker 3: the different inner voices that plays inside of us. If
Speaker 3: I let my reptilian brain very primitive, very survival, very
Speaker 3: is zero sum game.
Speaker 2: Give the power to that voice. My life will.
Speaker 3: Be quite miserable just to say me one way. But
Speaker 3: if I'm in control, I will try to highlight positive emotions.
Speaker 3: I will try that my positive emotions will hijack in
Speaker 3: a positive way in my rational brain. Let's put it
Speaker 3: like this, and I will leave my survival brain or
Speaker 3: voice just for emergency when really I'm in danger and
Speaker 3: I need to survive and I cannot think. But please today,
Speaker 3: based on what happened in certain part of the world,
Speaker 3: and mainly based on the news, the news knows very clearly,
Speaker 3: if I can aim the reptilian brain or survival mode,
Speaker 3: we will sell more newspapers.
Speaker 2: It's very simple.
Speaker 3: Active activating the survival mechanism of people means I'm the
Speaker 3: owner of their will and I can decide what I
Speaker 3: want and they cannot escape from my power.
Speaker 2: Makes sense what I'm saying. I don't want to make
Speaker 2: it complicated.
Speaker 1: No, No, it's great, it's great. You know what fascinates
Speaker 1: me doc that people are drawn to attracted to watching
Speaker 1: bad news or sad news or like And I don't know,
Speaker 1: I'm sure you know this, but a few times around
Speaker 1: the world they've tried to run news services like thirty
Speaker 1: minutes News that only presented good news. It was all news,
Speaker 1: but it was only good news. And they all failed
Speaker 1: because no one wanted to watch it.
Speaker 2: No I wanted to watch it. This is a very
Speaker 2: basic understanding of human behavior.
Speaker 3: Yeah, so remember that the brain has many basic rules.
Speaker 2: Now that one of them is the brain needs to needs.
Speaker 3: To have a plan about the future. It's creating plan
Speaker 3: of the future all the time. The brain doesn't care
Speaker 3: that the plan is going to happen. What the brain
Speaker 3: cares that has a plan. The reason number why that's
Speaker 3: the question.
Speaker 2: The why is because.
Speaker 3: Then the brain feels that can do some kind of prevention,
Speaker 3: can be prepared for that future. Okay, negative news is
Speaker 3: the one that will activate faster, sooner and a more
Speaker 3: powerful way my brain because my brain will sense will
Speaker 3: not go to the details of them, that doesn't matter,
Speaker 3: but the brain will feel, hey, there is a danger.
Speaker 3: It's a threat around me. Then I need to activate
Speaker 3: all my protection of my defensive mode or survival mode
Speaker 3: to be prepared. That's the only reason. And I will
Speaker 3: say a joke now that people.
Speaker 2: Love the Weather channel. Tell me why people will like
Speaker 2: the Weather.
Speaker 1: Channel complaining.
Speaker 3: Because no, no, because the weather is telling you about
Speaker 3: what's going to come, what is going to happen, telling
Speaker 3: you about the future, then it can be prepared.
Speaker 1: So remember, we love certain We love certainty, don't we.
Speaker 1: We love predictability. We love to know what's coming.
Speaker 2: That goes in the same bucket.
Speaker 3: And I like to say that uncertainty is the kryptonite
Speaker 3: of the brain.
Speaker 2: Uncertainty.
Speaker 3: The brain hates uncertainty for one simple reason, cannot be prepared.
Speaker 3: The key negative impact of the pandemic besides the medical issue.
Speaker 2: We'll not go there and millions of people die.
Speaker 3: The main psychological and emotional impact was uncertainty.
Speaker 2: Yes, was that nobody knew what was coming.
Speaker 3: Nobody knew what's going to happen. Everybody was making stories
Speaker 3: about in a month, it's over to months whatever. So
Speaker 3: what I'm trying to say there was no way to
Speaker 3: be prepared, and that is that is very danger for
Speaker 3: our behavior and for our emotional stability. So when I
Speaker 3: coach people let's go, let's go, let's get away from
Speaker 3: the pandemic and go back to normal situation and company,
Speaker 3: the way that I can help them to come down
Speaker 3: and be in control is getting the right information. And
Speaker 3: because because information is what gives you the opportunity to
Speaker 3: do something, That's what I mean. So in another word,
Speaker 3: when I work a lot in how to neutralize uncertainty,
Speaker 3: because uncertainty is what plays absolutely against our behavior, our
Speaker 3: decision making process. And you know much better than me
Speaker 3: that we live in a Voca world, right, I mean
Speaker 3: the the Vuka acronym. You know, and and and and
Speaker 3: now even more I will say now that jump to
Speaker 3: the next level booka world. So at the moment that
Speaker 3: we accept that the Voca world is the normal, the
Speaker 3: new normal.
Speaker 2: Then we can start feeling differently.
Speaker 3: So what I'm trying to say is always there is
Speaker 3: a way to deal with the external world, but we
Speaker 3: need to try to define properly what's going on another thing.
Speaker 2: Sorry, go ahead, please correct.
Speaker 1: No, sorry, I was just gonna say. Also, I mean
Speaker 1: one of the the practical realities of the human experience too,
Speaker 1: is that a lot of what I need to deal with,
Speaker 1: you need to deal with, we all need to deal with,
Speaker 1: is that moving forward, there will be uncertainty, there will
Speaker 1: be discomfort, there will be you know, there will be challenges,
Speaker 1: and so like part of our survival is to be
Speaker 1: able to navigate all of the unknowns, the uncertain, the unfamiliar,
Speaker 1: the uncomfortable, you know, because without that capacity to be
Speaker 1: able to adapt, because the world is dynamic and things
Speaker 1: are not set in stone and we can't predict the future,
Speaker 1: it mostly Yeah. So while so while like uncertainty might
Speaker 1: be kryptonite for the brain, I feel like in another
Speaker 1: way oppositionally, it's almost a gift in that it helps
Speaker 1: me become adaptable and resilient and capable, and it builds
Speaker 1: skill and understanding and confidence, you know, Like because for me,
Speaker 1: so much of what I've had to do over the
Speaker 1: last thirty years, developing businesses and all of the things
Speaker 1: I've done, it's been fraught with uncertainty. Like it's been,
Speaker 1: there's been more unknown than known. And in the middle
Speaker 1: of that, in the middle of all of that, you're like, well,
Speaker 1: I need to adapt, I need to learn, I need
Speaker 1: to evolve, I need to get better, I need to understand.
Speaker 1: So it's like this juxtaposition. While the brain's terrified of it,
Speaker 1: but in terms of our potential, it's almost necessary for development.
Speaker 3: You're so right, Craig, and I want to complete my
Speaker 3: previous idea. Uncertainty is kryptonite for the brain at the
Speaker 3: moment that the brain is not accepting uncertainty as the
Speaker 3: normal way of living. Right And based on your comment,
Speaker 3: and I love it so at the moment that the
Speaker 3: brain understands that.
Speaker 2: And again another applichie that change is the only thing
Speaker 2: that is stable.
Speaker 3: At the moment that we understand this, then we can
Speaker 3: deal We can deal with the external world in a
Speaker 3: different way.
Speaker 2: One of my.
Speaker 3: More requested workshop today is called the New Queue. I'm
Speaker 3: sure you heard about it. So it's not about the IQ,
Speaker 3: is not about the EQ. Now we talk about.
Speaker 2: The AQ or adaptability question.
Speaker 1: Yeah, I love it, I love it.
Speaker 2: Adaptability question is not about resilience.
Speaker 3: Resilience one component And and do you know what is
Speaker 3: the key factor of people with a high AQ or
Speaker 3: high adaptability question? The key component is the ability to unlearn.
Speaker 1: I love that, love that.
Speaker 2: How much am I prepared to give away knowledge that
Speaker 2: is not useful anymore? How much I can really accept
Speaker 2: that I need to study again? How much? How much
Speaker 2: I access? It's not studying again because it's not starting
Speaker 2: from zero.
Speaker 3: I mean we are, we have an experience, but that
Speaker 3: I need to learn something new.
Speaker 2: But to be able to learn.
Speaker 3: If I don't und learn, I cannot accept it. I
Speaker 3: like to quote one professor from Singularity University, and may
Speaker 3: you heard about it? A Singularity university is the one
Speaker 3: that they described is AQ. They say, don't let your
Speaker 3: past success will interfere in your future success.
Speaker 1: Yes, yeah, I love it.
Speaker 2: We realize so much in my past. And I will
Speaker 2: tell you why.
Speaker 3: I don't want to complicate a story, and tell me
Speaker 3: if my Spanglish is okay?
Speaker 1: So far okay, But you're going pretty good. You're doing
Speaker 1: better than I am.
Speaker 3: So the point is how I understand that that is
Speaker 3: exactly what you said, that my capacity to adapt to
Speaker 3: these new circumstances is what makes me strong.
Speaker 2: Yes, that's the only way. There is no other way.
Speaker 3: Yes, So the IQ you need to have the minimal
Speaker 3: IQ to get a job, you know, I mean, okay,
Speaker 3: EQ is about connection, communication, emotional intell But the AQ,
Speaker 3: they say, and it's true, is the only one that
Speaker 3: will take you to.
Speaker 2: The next level of success.
Speaker 1: Mmmmmm yeah, one hundred percent. I love it. And it's
Speaker 1: it's not something that's spoken about enough. Like I talk
Speaker 1: a lot, you probably like this analogy. My My undergrad
Speaker 1: degree is exercise science or exercise physiology. So I spent
Speaker 1: a lot of time. I owned gyms. Do you call
Speaker 1: them gyms in gymnasiums? So I owned a bunch of gyms.
Speaker 1: But you know, the basic premise of getting strong and
Speaker 1: strength training, and you know resistance training is that you
Speaker 1: do something hard, you work against resistance to create an
Speaker 1: addit an adaptive response, and the response is strength and
Speaker 1: muscular endurance and power and speed and muscle growth, hypertrophy,
Speaker 1: all of these things. But all of this growth and
Speaker 1: development and improvement and adaptation comes out of doing something hard,
Speaker 1: you know, and it's the same. It's the same with
Speaker 1: your brain. It's the same with with you know, in
Speaker 1: your career. It's the same with developing as a speaker
Speaker 1: or a podcaster or a you know, it's the same principle.
Speaker 1: You work against resistance and eventually, you know, you adapt
Speaker 1: and you start to develop.
Speaker 3: Absolutely absolutely, I mean, but again, the step number one
Speaker 3: is to accept this circumstance and to accept. And when
Speaker 3: I work with people regarding change and people start very reluctant,
Speaker 3: I mean more changes, I don't know if I can
Speaker 3: do it. But the first step I go to, the
Speaker 3: first place I go to is write down a list
Speaker 3: of changes that you already went through and that you
Speaker 3: were able to overcome. It's funny because we don't really that.
Speaker 1: Yes, so the.
Speaker 3: Fear of a new change still is there, even though
Speaker 3: we already we already adapted yourself to many changes. Yes,
Speaker 3: I could say, I mean almost every day. When we
Speaker 3: think that we have routines is drong. We don't have routines.
Speaker 3: We need to every day we are creating something. It's
Speaker 3: an illusion of routines that we repeat the same thing.
Speaker 3: But every day can change. Every our life and in
Speaker 3: one second can change in one minute, you know what
Speaker 3: I mean. So, what I'm trying to say is, AAA,
Speaker 3: let's be aware what is really happening every day in
Speaker 3: your life. And let's then understand that you were already
Speaker 3: adaptable enough to stay alivee for instance.
Speaker 2: Yes, so, and the point is how to take this
Speaker 2: to the next level?
Speaker 3: So how to be proactive in this adaptability?
Speaker 2: Cautioned?
Speaker 3: Yeah, I mean, how to understand this as as a
Speaker 3: normal Yes?
Speaker 1: Yeah, I love that. One of the questions I ask
Speaker 1: audiences is how do I stay productive and proactive and
Speaker 1: effective when I can't be bothered? You know, when I'm
Speaker 1: when I'm lacking motivation, when I'm not inspired, Because that's
Speaker 1: the thing is when ow when when our fuel is
Speaker 1: inspiration and motivation. As soon as we're not in that state,
Speaker 1: you know, we tend to drop the ball metaphorically, we stend,
Speaker 1: we tend to stop doing you know. So I think
Speaker 1: the real challenge is staying How do I keep doing
Speaker 1: what I need to do when the initial enthusiasm has died.
Speaker 1: You know, we see this with New Year's resolutions.
Speaker 2: Absolutely gets excited for a week. Yeah, there is a
Speaker 2: trap there.
Speaker 3: What you're saying, and I will let me play levels advocate.
Speaker 3: I need to have enth enthusiasm to do something. In
Speaker 3: the answer is I need to be motivated. The answer
Speaker 3: is here. Yes, but let's get away to look all
Speaker 3: the time for a shoot of dopamine.
Speaker 2: Yes, because that is the trap.
Speaker 3: Yes, So motivation many times is something unfollow I try
Speaker 3: to get you know what I mean, I objective or
Speaker 3: goals whatever that maybe in the way, I will not
Speaker 3: be happy all the time. I will not be excited
Speaker 3: all the time. When you talk about GM, when I
Speaker 3: talk about physical activity, tell me that everybody is happy
Speaker 3: doing physical activity and what.
Speaker 2: Meanwhile they are doing that? It's not true. I have
Speaker 2: an objective, no health.
Speaker 3: I mean, I wonder my health will be better. I
Speaker 3: want to see my body in a better shape. But
Speaker 3: in the process, yes, it's not gonna be nice all
Speaker 3: the time. So I need to accept that that is
Speaker 3: part of the process. When you say how to get
Speaker 3: motivated all the time? Okay, wait, wait, wait, wait wait.
Speaker 3: First of all, stop looking for external motivations. Work deeply
Speaker 3: on what really motivates you in this life, because the
Speaker 3: inner motivations is the only one that.
Speaker 2: Will last longer.
Speaker 1: Yeah, yeah, so all of.
Speaker 2: Us will love carrot and steaky you know.
Speaker 3: I mean, okay, I receive a prah, but that is
Speaker 3: short term benefits.
Speaker 1: Yeah.
Speaker 2: One thing I wanted to share with you is regarding adaptability.
Speaker 3: So I'm bringing something I was going to tell it
Speaker 3: and I didn't think when we talk about adaptability and
Speaker 3: we talk about this resistance for the change, yes, that
Speaker 3: will take me to a lack of motivation. There is
Speaker 3: one question I need to as to myself in which
Speaker 3: way I build my identity the phinician of who I am.
Speaker 2: What I'm going is to the following thing.
Speaker 3: Sure, the resistant to change is because I want to
Speaker 3: stay in the same place because I feel that's my identity.
Speaker 2: That is a mistake.
Speaker 3: If I understand that my identity is my capacity to
Speaker 3: be adaptable, then I can change.
Speaker 2: All the time.
Speaker 1: That is great.
Speaker 3: My power of inadaptable, then there's no problem with changes.
Speaker 3: And in another way, I like to tell my clients,
Speaker 3: keep your.
Speaker 2: Eyes very open.
Speaker 3: To find those motivations, to find those objectives and whatever
Speaker 3: has happened to you in daily basis. Don't try to
Speaker 3: create something from nothing. What I'm trying to say is
Speaker 3: you want to change your one hundred.
Speaker 2: And eighty degree do it? Where's the problem.
Speaker 3: But let's fine, what is the real motivation to do
Speaker 3: that change? I mean, you're totally correct. What you said
Speaker 3: is absolutely correct. Without motivation, without enthusiasm, we cannot do
Speaker 3: a thing. So what I'm saying is when I hear
Speaker 3: mainly politician or whatever they say from the last thirty years,
Speaker 3: I always saying the same thing when they say like this.
Speaker 2: You know, because.
Speaker 3: I I said, oh, poor guy, my goodness. So you
Speaker 3: never change, you never thought a different way. If you
Speaker 3: are thinking the same way for thirty years, man, you're dead.
Speaker 1: Yeah.
Speaker 3: Going back to your going back to your topic about
Speaker 3: keep ourselves motivated.
Speaker 2: This is not easy, and I need to accept that
Speaker 2: it's not easy. I need to accept the life is about.
Speaker 3: Apps and down and I need to learn how to
Speaker 3: deal with those apps and down.
Speaker 1: Yes, So you know you're talking about like when we
Speaker 1: talk about goals and objectives, we talk about the thing
Speaker 1: that we want. So we talk about the what, the what,
Speaker 1: what do you want? And then underneath that is the why.
Speaker 2: The why is the key.
Speaker 1: The why is the key because that's what you really want.
Speaker 1: It's like I say, I want to lose twenty kilograms.
Speaker 1: What I really want is I want to be less
Speaker 1: self conscious. What I really want is I want to
Speaker 1: be more attractive to a potential mate. What I really
Speaker 1: want is to be able to run around with my kids.
Speaker 1: What I really you know. And then when I get
Speaker 1: another level down, what I really want is to be happy.
Speaker 1: And I think that on some level, I think that
Speaker 1: in this in this hypothetical, I think that weight loss
Speaker 1: will be a conduit to that other thing, or I
Speaker 1: think a wage increase will be a conduit to the
Speaker 1: thing that I you know. But so it's trying to
Speaker 1: it's getting clear about what you want, but perhaps more importantly,
Speaker 1: getting clearer about why you want that thing, because I
Speaker 1: think that sometimes we're so driven to achieve certain outcomes,
Speaker 1: and then we achieve them and we feel empty because
Speaker 1: the thing we thought it would do for us it
Speaker 1: does not. We thought that external thing would create this
Speaker 1: internal reality and it doesn't.
Speaker 3: Yeah, because remember that we project our future based on
Speaker 3: our past. Yeah, so then we will never create something
Speaker 3: really different. So that's why I'm saying we need to plan,
Speaker 3: but I will. I will call a friend of mine
Speaker 3: that always when I was too much in planning and
Speaker 3: too much saying we need to do this. He always
Speaker 3: told me, Hey, Carlos, stop, there live space for the magic.
Speaker 3: And what I want to say is you need to plan,
Speaker 3: you need to have objective, but be very open your
Speaker 3: eyes and your mind to what's happening in the way.
Speaker 3: I'm sure you know the concept of setting depity. One
Speaker 3: of the most important discoveries in the world was certain depity.
Speaker 3: People looking for A and finding B that c depity,
Speaker 3: you know, but they were able to see They were
Speaker 3: able to see it because they were open minded to
Speaker 3: see it. So please, when we walk in certain directions,
Speaker 3: stop expecting that you will know every single stable's going
Speaker 3: to happen.
Speaker 2: No, No, you need to know what you're going to walk.
Speaker 3: And then pay attention because many new things will come.
Speaker 2: In your way.
Speaker 1: Yeah that if you are.
Speaker 2: Not open minded, you will not see it at all.
Speaker 2: I don't know. I don't want to complicate the story.
Speaker 2: What I want to say is.
Speaker 3: We cannot create a future without having that space for
Speaker 3: the unknown.
Speaker 1: Yeah, and sometimes that's where the joy is. Sometimes exactly, that's.
Speaker 2: That's what the magic. That's what the magic is.
Speaker 1: Hey, just quickly, so a couple of things I want
Speaker 1: to reverse over a little bit. So interestingly, I also
Speaker 1: talk about the importance of unlearning. Tell me one, tell
Speaker 1: me one, tell me one thing, Doc, that you needed
Speaker 1: to unlearn, something that for you you did, perhaps a
Speaker 1: one id on or something that yeah, you needed to
Speaker 1: let go of or changed your mind on.
Speaker 3: The first idea comes to my mind is my career.
Speaker 3: I started as a medical doctor, a very traditional one,
Speaker 3: and I thought already I knew my path, let's say,
Speaker 3: and my life was exactly exactly the opposite. I cannot
Speaker 3: tell you how different it was from my Many people
Speaker 3: ask me.
Speaker 2: Many times, many people. Okay, they asked me, Carlos.
Speaker 3: Your medical doctor, how you now you're a coach and
Speaker 3: doing what are you doing?
Speaker 2: Blah blah blah.
Speaker 3: And the first reaction inside is thank god I was
Speaker 3: able to be open enough to understand that my past
Speaker 3: that was not that learning process was just part of
Speaker 3: the story, not the whole story, and not to stick
Speaker 3: myself to one specific identity let's go use that word
Speaker 3: that would have would have kept me in one place
Speaker 3: that definitely was not a happy place. Yeah. And then
Speaker 3: and then I left Argentina and then went to Europe
Speaker 3: and then Canada.
Speaker 2: I tell you the truth, Craig. If you ask me.
Speaker 3: How that happened, the answer is I don't know so,
Speaker 3: but but I have some credit. Okay, was no blind.
Speaker 3: My credit was to be attentive, and at the moment
Speaker 3: that those possibilities came in my way, I made the decision.
Speaker 3: I take full responsibility. I was not I was not
Speaker 3: able to predict the future. None of us are able.
Speaker 3: So be prepared for this unknown because this is this
Speaker 3: unknown is what happened every moment in our life.
Speaker 2: When people say it's so boring my life, I say,
Speaker 2: but are you really?
Speaker 3: I mean, are you observing? Are you open enough to
Speaker 3: see what's going on around you? Are you listening what
Speaker 3: happened with people around you? And if not, start walking away?
Speaker 3: I mean do something. Yeah, so stop waiting that that
Speaker 3: happiness will come to you. Yeah.
Speaker 2: You need you need to build, You need to build
Speaker 2: it somehow.
Speaker 1: Yeah. Well, we're very much creatures of habit sometimes as well.
Speaker 1: But I think also one other thing that interested me.
Speaker 1: You were talking about identity, and we've also taught spoken
Speaker 1: about mediccognition, and like, what I find interesting is that
Speaker 1: a lot of people get their sense of self or
Speaker 1: identity from their beliefs or their job or their ideas.
Speaker 1: And so when your identity is tied into your beliefs
Speaker 1: or your ideas, or your philosophy or your theology or
Speaker 1: your ideology whatever any of the ologies, when your identity
Speaker 1: is intertwined with that, you pretty much become unteachable because
Speaker 1: the moment that anyone questions what you think or your
Speaker 1: belief you feel like you're being attacked, and they're attacking
Speaker 1: your identity. So like, if I believe that whatever, this
Speaker 1: is the best way to worship God, or this is
Speaker 1: the only or this is the best way to live, unequivocally,
Speaker 1: this is the best way every human should live like me.
Speaker 1: This is the best way to eat, this is the
Speaker 1: best way to exis eyes, and this is the best
Speaker 1: way to manage your body. And I unequivocally believe that,
Speaker 1: and I think that I am right. Then I also
Speaker 1: assume that everyone who disagrees with me is wrong.
Speaker 2: Right.
Speaker 1: So it's like a very arrogant, self righteous power that
Speaker 1: we put ourselves in, unknowingly perhaps, but it's it's like,
Speaker 1: when your beliefs are so intertwined with your personality and
Speaker 1: your identity, it's very hard to unlearn.
Speaker 3: Absolutely unless our learning is part of your identity.
Speaker 2: Yes, and we can adopt that.
Speaker 1: I love that. Yeah.
Speaker 3: Yeah, And you use already several times the word belief.
Speaker 3: And you know you know better than me as a
Speaker 3: human being, we cannot be alive without belief.
Speaker 2: We can't.
Speaker 3: So we need to have a constructor of the world,
Speaker 3: whatever it is. I don't care, but we need to
Speaker 3: have an image of the world. Those are beliefs for
Speaker 3: good or a bad.
Speaker 2: Yeah.
Speaker 3: The basic understanding that is so hard to understand is
Speaker 3: if I was able to build my belief anyone else
Speaker 3: can do it, but not necessarily in my way.
Speaker 2: Yes, so I need so today.
Speaker 3: You know the E and I diversity, equality and and
Speaker 3: inclusion is a big topic for good or a bad.
Speaker 2: Yes and I. One of my workshop is about that.
Speaker 2: It's about biases, unconscious comunity, bias. That is the E
Speaker 2: and I and.
Speaker 3: I always say, listen, listen. Let's let's talk about two things.
Speaker 3: The basic rule of the reptilian brain, I will tell you.
Speaker 3: But another thing is this is not about diversity of
Speaker 3: external aspect. This is diversity of thoughts. That we need
Speaker 3: an organization people thinking. Definitely, if everybody thinks in the
Speaker 3: same way, the organization will not succeed. Definitely when not succeed,
Speaker 3: because always going in the same direction makes sense what
Speaker 3: I'm saying. So, I'm a fanatic of technology, great fanatic,
Speaker 3: you know, even though as you can see, I'm not
Speaker 3: exactly twenty years old.
Speaker 2: A guy may too, may too. I'm a fanatic of tenology.
Speaker 3: And the main reason is because broad brought us the
Speaker 3: whole world closer to each other. Yes, in one moment,
Speaker 3: we like it or not, It's like this. In one moment,
Speaker 3: one of my sons, many many years ago, he said,
Speaker 3: because my friend he's in Buena Sided, Okay, in Argentina.
Speaker 3: And he said, because my friend in Singapore. And I said,
Speaker 3: you don't have a friend in Singapore. What are you
Speaker 3: talking about.
Speaker 2: No, he was.
Speaker 3: Playing online with somebody in Singapore and he felt a
Speaker 3: connection with someone that he will never meet.
Speaker 2: This is magic. I was.
Speaker 3: I was leaving Craig in statistically the most diverse city
Speaker 3: in the world, that is Toronto, Canada. That's the most
Speaker 3: diverse city in the world between sixty five seventy was
Speaker 3: not born in Canada. And then you can see the
Speaker 3: process that will lead the rest of the world. When
Speaker 3: you start leaving this diversity every day, the reptilian brain
Speaker 3: will stop reacting. And now, if you let me, I
Speaker 3: will share something. Now, the basic rule of the reptilian brain.
Speaker 3: Whatever whatever looks differently than me, things differently than me,
Speaker 3: say something differently that I think or I thought, I believe,
Speaker 3: is potentially my enemy or it's danger. So because it
Speaker 3: doesn't belong.
Speaker 2: To my try this is the basic rule of the
Speaker 2: reptilium brain.
Speaker 3: What is the way to neutralize this co existent in diversity?
Speaker 3: When we live in an environment the people are different,
Speaker 3: my reptilian brain will take as normal and we'll stop reacting.
Speaker 2: So please, let's share.
Speaker 3: Please, let's get together, Please, let's get connected.
Speaker 2: That's the way.
Speaker 1: Well, you and I are starting the ball rolling right now.
Speaker 1: Absolutely too weirdos from different countries, totally, absolutely, But don't
Speaker 1: you think. I mean, I don't know how old you are,
Speaker 1: don't want to ask, doesn't matter. But even me, right,
Speaker 1: I've done this nearly two thousand times, just this right,
Speaker 1: And that's not including all the other calls I have
Speaker 1: around the world. But you know, like I did a
Speaker 1: thing last year, not last year, the year before with
Speaker 1: Hewlett Packard.
Speaker 3: I did.
Speaker 1: I am a twelve month program where every I spoke,
Speaker 1: and I spoke every time. It was about four and
Speaker 1: a half thousand people in over forty countries. And what's amazing, Doc,
Speaker 1: I'm in my office at home, which I am right now,
Speaker 1: and I'm talking to four and a half thousand people
Speaker 1: in real time. They can write questions, they can even
Speaker 1: turn on their microphone and ask a question. They're in
Speaker 1: a myriad of different countries. There's no lag and I'm
Speaker 1: sitting in a T shirt and bare feet, right. I
Speaker 1: don't have to get on a plane. I don't need
Speaker 1: to go anywhere. They don't need to go anywhere. And
Speaker 1: I remember doing that. That was only a couple of
Speaker 1: years ago, for the whole year, and I was thinking,
Speaker 1: the world is so amazing, like what we have. You know,
Speaker 1: there's bad stuff going on, but I'm with you, like,
Speaker 1: not all technology is good, but some technology is bloody incredible.
Speaker 2: I love it.
Speaker 3: I'm a fanatic that, yeah, we cannot.
Speaker 2: We need to keep clear what really is going on
Speaker 2: in the world.
Speaker 3: What I mean is there is one bias that is
Speaker 3: quite common called the availability heuristic. Sounds very complicated, but
Speaker 3: what in one word means is whatever I will listen
Speaker 3: more often, for instance, and news what comes to my
Speaker 3: ears more often my brain will take it as the
Speaker 3: truth and is wrong.
Speaker 1: Yes, this is.
Speaker 2: The power of news.
Speaker 3: If you and I'm sure you heard about the book
Speaker 3: fact Fulness one guy Gosling that he did a real
Speaker 3: analysis of the situation in the world.
Speaker 2: This is the world we are living today. Is the
Speaker 2: best version ever of the world.
Speaker 4: Yeah, less words, believe it or not, less more education,
Speaker 4: less hunger, I mean, whatever parameter you want to measure,
Speaker 4: this is the best time ever.
Speaker 2: Yes, so please don't miss the point. That's what tell me.
Speaker 1: Yeah, No, hey, listen, we've got to get you back
Speaker 1: at some stage if you would like to come back.
Speaker 2: But I would love to.
Speaker 1: So appreciate talking to you. So interesting. Now, your book
Speaker 1: is called five Brain Leadership, right, yep, correct, So tell
Speaker 1: us a little just give us a snapshot of the
Speaker 1: book and yeah, and we'll wind up and we'll figure
Speaker 1: out where people can connect with you. But tell us
Speaker 1: a little bit about the book.
Speaker 3: Five Brain Leadership is to show in a provocative way,
Speaker 3: a different way to understand yourself and your people around.
Speaker 3: I define metaphorically, that's different brains, you know. I mean,
Speaker 3: in evolution, we have three brains here reptively an emotional Russian.
Speaker 3: The heart is full of neurons, and our God is
Speaker 3: full of neuronsin cells, and they are very, very active
Speaker 3: in the interaction with a big brain. What I do
Speaker 3: in the what I present in the book is a
Speaker 3: different narratives, those different voices, how how they interact with
Speaker 3: each other, and how they interact with us. And then
Speaker 3: I like to represent or present it like the inner team.
Speaker 3: Those brains or those voices or those narratives is an
Speaker 3: inner team. It's five members, five members with different personality
Speaker 3: and different goals. But keep in mind that you can
Speaker 3: be in control. You can decide which one will be
Speaker 3: in charge.
Speaker 2: This is the key concept based on that.
Speaker 3: Each chapter is a different topic, the process of changing
Speaker 3: the brain, unconscious cognitive biases, how to take care of yourself,
Speaker 3: and to stop talking about time management. Please stop talking
Speaker 3: at all time management because that is absolutely wrong. We
Speaker 3: never manage time. The only thing that we do, and
Speaker 3: Craig you know it better than me, is we manage energy.
Speaker 2: That's what we do.
Speaker 3: The body is all the time managing energy and balancing energy.
Speaker 2: Never time.
Speaker 3: To get to leverage. Time is a consequence. It's a
Speaker 3: collateral consequence of managing energy. So focus on how you
Speaker 3: can manage your energy better. That's the chapter one and two.
Speaker 1: Yeah, I love it all right. By the way, is
Speaker 1: there an audio book or no.
Speaker 2: Now yet it's coming.
Speaker 1: Tell people how to connect with you, find you, follow
Speaker 1: you social media or wherever.
Speaker 3: Easiest way my website w W Carlos Davidovich dot com
Speaker 3: or LinkedIn I mean Carlos david MD is very easy.
Speaker 3: I always respond to messages because I love the interaction
Speaker 3: and the communication.
Speaker 2: I think it's the easiest one.
Speaker 3: There is Facebook and Instagram, but LinkedIn is the most No,
Speaker 3: let's say in this.
Speaker 1: Right now, we're going to say goodbye off air, but
Speaker 1: let's officially say goodbye on air. So I appreciate you,
Speaker 1: thanks so much for being on the You project. You're
Speaker 1: a font of wisdom and insight and storytelling and I
Speaker 1: appreciate you so much.
Speaker 2: Thanks a lot. Thanks to you, Craig for this opportunity.
Speaker 1: That was great pleasure.