Speaker 1: Welcome to Office Hours, where we sit down with the
Speaker 1: world's most important chief executives and answer your most pressing
Speaker 1: questions about leadership, career, and life. I'm Mike Steib and
Speaker 1: I am honored today to welcome Mayor Eric Adams, a
Speaker 1: former New York City Police Captain, state Senator, Borough president,
Speaker 1: and now the one hundred and tenth mayor of the
Speaker 1: Great City of New York. Mayor Adams, Mike, how's it
Speaker 1: going as someone who's raised two kids and three companies
Speaker 1: in this wonderful city. I am really excited and proud
Speaker 1: to be sitting down with the man who runs this town.
Speaker 1: Welcome to the show.
Speaker 2: Thank you very much. Good to be on with you.
Speaker 1: Mister Mayor. The format here is a lot like real
Speaker 1: life office hours. Our listeners have questions for the boss,
Speaker 1: and we answer them. We had a ton of interesting
Speaker 1: questions for you, and Tim and I have edited it
Speaker 1: out the ones that should have been three to one
Speaker 1: one calls, and we've really focused down on the lessons
Speaker 1: that you've taken from your time in public service that
Speaker 1: our listeners can apply to their day to day work
Speaker 1: and career growth. So sound good?
Speaker 2: Are you ready? Yeah? Yeah, yeah, Okay, great, We've.
Speaker 1: Got a first a question from David and Queens.
Speaker 3: Question for you, mister Merrick, you run the most complex
Speaker 3: city in the world. Can you talk about how you
Speaker 3: plan your day and organize your team just stay on
Speaker 3: top of everything.
Speaker 2: Thanks big fan.
Speaker 4: Well, you know, actually, David just about answer to the question.
Speaker 4: There's a bird that was hidden in his question. Organize.
Speaker 4: It's all about organizing yourself and complexity is really based
Speaker 4: on disorder. If you put things in an orderly manner
Speaker 4: or fashion that is trained for your brain, because what's
Speaker 4: an orderly wait for me may not be an orderly
Speaker 4: wait for someone else. So, as a former computer program
Speaker 4: started out my professional career programming with fourtrand assembly and cobold.
Speaker 4: That's hieroglyphics now, but those who are part of the
Speaker 4: program in universe know they're aware of that.
Speaker 2: I believe in.
Speaker 4: Flow charts, I believe instructure. I believe in using spreadsheets
Speaker 4: and grass and it allows me to really manage this
Speaker 4: extremely complex city. The city is not hard, it's value
Speaker 4: and so and matter yourself as I do. To be
Speaker 4: a fighter pilot, you fly that instrument that plane based
Speaker 4: on your instrument panels. I have created a bunch of
Speaker 4: instrument panels. You cannot fly this plane called NYC if
Speaker 4: you're trying to do it based on memory. I look
Speaker 4: at my dashboard, my instrument panels, and it tells me
Speaker 4: everything I need to know.
Speaker 1: Now, a lot of our listeners may not fully appreciate this,
Speaker 1: but you have a team of over three hundred thousand people.
Speaker 1: You've got an annual budget of over one hundred billion dollars.
Speaker 1: We sit down here with chief executives. It's hard to
Speaker 1: find a chief executive who has a bigger or more
Speaker 1: complex organization than the one that you manage. People know
Speaker 1: you as the politician, but really you lead as the
Speaker 1: chief executive.
Speaker 4: CEO Yes, NYC, I'm the CEO of NYC, And you know,
Speaker 4: I'm glad you stated that, because that's the proper analysis.
Speaker 2: We must look at this.
Speaker 4: I spoke with a group of business owners at JP
Speaker 4: Morgan this morning, and you look at their budgets and
Speaker 4: the number of people that they manage.
Speaker 2: It comes nowhere near what I have to do every day.
Speaker 4: But not only are they making widgets, that's different from me.
Speaker 4: I'm making widgets and I have to deal with when
Speaker 4: the building collapse. I have to deal with when someone
Speaker 4: is shot. I have to deal with when it's a
Speaker 4: train derailment. And so it's one thing to run your
Speaker 4: corporation based on how many widgets you produce. I have
Speaker 4: to run a corporation based on how many lives I
Speaker 4: say and how I respond quickly. You know, I'm in
Speaker 4: the pocket like a quarterback. I must look at the
Speaker 4: entire field, move the fall ball down the field. Even
Speaker 4: though I was sacked one play earlier, I can't allow
Speaker 4: that sack to stay in my head.
Speaker 2: I got to trust my.
Speaker 4: Teams around me, stay in the pocket and stay focused downstream.
Speaker 1: Now, was there for someone who's earlier in their career
Speaker 1: and doesn't have an organization the size of yours to
Speaker 1: support them and that they have to support. Is there
Speaker 1: like one trick or tool you recommend. Does it trick
Speaker 1: out your calendar or use posted notes or use Excel?
Speaker 1: What's the best way to organize yourself if you run
Speaker 1: a small team or you're an individual contributor?
Speaker 4: Got to do it in real time. I'm a big
Speaker 4: Google doc guy. You know this way you can monitor
Speaker 4: things in real time and be able to communicate. But
Speaker 4: I'm a strong believer you have to work harder than
Speaker 4: your teammates. You have to give one hundred and twenty
Speaker 4: percent if you expect your tea team members to give
Speaker 4: you one hundred percent. So you should be up there earliest.
Speaker 4: You should be the last one to you know, turn
Speaker 4: off the likes at night.
Speaker 2: And then you must be emotionally intelligent.
Speaker 4: A lot of people like to be academically smart and
Speaker 4: professionally gifted, but emotional intelligence, I think is one of
Speaker 4: the most important tools you could have. Understand how your
Speaker 4: teammates are feeling, and understand how you are feeling so
Speaker 4: that you can be the best that you can be,
Speaker 4: so you can bring out the best in them.
Speaker 2: I love it.
Speaker 1: One of the things I've always found helpful, and my
Speaker 1: teammates know this. The calendar for me is the operating system.
Speaker 1: Whenever people tell me like I don't have time to
Speaker 1: you know, I miss my workout every day, I'm like, well,
Speaker 1: do you miss your eleven o'clock meeting and they said no,
Speaker 1: I'm like, it's in your calendar. If you really want
Speaker 1: to work out, get in your calendar, put it in
Speaker 1: at six thirty, and show up on time. It's not
Speaker 1: once you commit right and once you put it in the.
Speaker 2: Books, and that's so important.
Speaker 4: You know what else, Mike, what we must understand our
Speaker 4: brains are hardwired to do nothing.
Speaker 2: It's a very interesting relationship our brain has.
Speaker 4: Our brain has the capacity to do everything, but it's
Speaker 4: hardwired to do nothing.
Speaker 2: The brain wants you to put everything in automatic.
Speaker 4: Mold so that you could run run away from the
Speaker 4: lions and tigers and bess because that's what the primary
Speaker 4: focus we've had. So when we start to say that
Speaker 4: I'm going to the gym automatically, the brain is going
Speaker 4: to say, no, you don't want to go to the gym.
Speaker 4: You have to start out understanding that the brains want
Speaker 4: you to do as little as possible so that you
Speaker 4: can have everything you need to run away from the
Speaker 4: lions and tigers and baths.
Speaker 2: The lions and tigers and beads now.
Speaker 4: Are the everything that is going on around us, and
Speaker 4: we need to understand that. I lean into the fact
Speaker 4: that I pushed through the nodes so I can get
Speaker 4: to the yess. Yeah, you know one of the first
Speaker 4: famous sayings I heard. In order to live the life
Speaker 4: you want to live, you have to do the things
Speaker 4: you didn't want to do.
Speaker 1: We'll end on that. That's beautiful. Let me go next
Speaker 1: to Julia, who's in Austin. I hope she's not in
Speaker 1: New Yorker who moved to Austin, But we got Julia
Speaker 1: in Austin.
Speaker 5: At the start of your campaign, the other candidates were
Speaker 5: leaning hard into defunding the police and zero tolerance COVID policies.
Speaker 5: You campaigned on a very different set of principles and
Speaker 5: it worked. How did you know at the time that
Speaker 5: your plan was going to resonate with voters?
Speaker 1: And mister Mayer, I love this question, you know, because
Speaker 1: Michael Porter says strategy is about deliberately choosing to be different.
Speaker 1: Would you would you define your campaign that way? Or
Speaker 1: how you How might you respond to that question?
Speaker 2: Well, I don't.
Speaker 4: I don't know why people consider them the difference. I'm
Speaker 4: just a ballhead entering where and you know, enjoy the
Speaker 4: nightlife mayor, so I don't find I think every man
Speaker 4: in the country is bullhead and wear airing and go
Speaker 4: out and support their nightlife industry. So I don't think
Speaker 4: I'm different. That's a great question.
Speaker 6: The secret to my source was that I understood that
Speaker 6: the decision was going to be made by people on
Speaker 6: social security and not social media.
Speaker 2: I say that over and over again when you stay.
Speaker 4: In contact with the people who are every day people, heartbreaking,
Speaker 4: blue collar workers. And when I say blue collar, heartbroking,
Speaker 4: I'm not only talking about the person who's the auto mechanic.
Speaker 4: I'm talking about the person who is a finance person
Speaker 4: or an accounting It's about just working hard. And I
Speaker 4: was listening to those hardworking people, and I knew that
Speaker 4: public safety midt everything. So when others were saying defund
Speaker 4: the police, I was saying, give it the police to support.
Speaker 4: They deserve to keep our cities safe because the prerequisite
Speaker 4: to our prosperity is public safety.
Speaker 2: And I believe that, and everyday New york Is believed
Speaker 2: that as well. Well.
Speaker 1: It really felt like at one point or the campaigns
Speaker 1: in New York or there were a lot of candidates
Speaker 1: who were selling something that just a lot of a
Speaker 1: lot of the voters weren't buying. And I think that's
Speaker 1: why your message resonated so well. And you know, for
Speaker 1: people who work on the corporate side, it's it's a
Speaker 1: lesson You've got to you've got to listen. I think
Speaker 1: you listened to your constituents obviously.
Speaker 2: It's gone a long way, and you have to say
Speaker 2: among them.
Speaker 4: You know, you can't be a good shepherd if you
Speaker 4: don't smell like a sheep. If you know, if you're
Speaker 4: never among the sheep, how were you going to fully
Speaker 4: understand of what they are feeling? As far too many electeds,
Speaker 4: official and political leaders and corporate leaders like, how often
Speaker 4: does the CEO actually go out to their fast food
Speaker 4: chain to see if people are saying good morning?
Speaker 2: How could I help you?
Speaker 4: How often does a person go out to this store
Speaker 4: or this shop or their or their place where the
Speaker 4: actual product is being distributed. How often do they go
Speaker 4: to the tax firm if they are a tax service,
Speaker 4: to see how is that person treated. If you don't
Speaker 4: inspect what you expect, your product will always be suspect.
Speaker 1: Head into that and I and our listeners, No, I'm
Speaker 1: in New Yorker. I've been in New Yorker for over
Speaker 1: twenty years, and I can vouch for the sauce on this.
Speaker 1: I've I've been out having a good time, and Mayor Adams,
Speaker 1: I've seen you out having a good time too. It
Speaker 1: really makes it makes it feel real. It makes it
Speaker 1: feel real like when your mayor is consuming the city
Speaker 1: the way the rest of us do.
Speaker 4: Because this is a twenty four hour, seven day a
Speaker 4: week city, not a nine or five city. And so
Speaker 4: when I go out to a restaurant and go into
Speaker 4: the kitchen and talk to the cooking staff, or take
Speaker 4: a selfie with the waiters, or when I finish dinner
Speaker 4: and I head to the hospitals and see the nurses
Speaker 4: who are doing a four to twelve, or if I
Speaker 4: take the sell Way station at two in the morning
Speaker 4: to see the rookies who are doing the overnight shift,
Speaker 4: it is saying to people that my mayor recognize me
Speaker 4: and does not treat me differently because I don't do
Speaker 4: bankers hours.
Speaker 2: That's not the city.
Speaker 4: The city's a twenty four hour city, and I want
Speaker 4: them to see their mayors out there with them as
Speaker 4: they run the city and keep it alive and thriving.
Speaker 1: That's such great advice. This next question is it's a pivot,
Speaker 1: but it's I think this is one you can be
Speaker 1: really helpful with. From Tony and Princess Bay.
Speaker 7: I am allows your public speaker like really lousy. You
Speaker 7: both make it look easy to get in front of
Speaker 7: people and talk. Can you get those suggestions somebody who
Speaker 7: wants to get better at it. Thanks, great question. First
Speaker 7: of all, I'm allowing the public speaker. Also, I'm socially awkward.
Speaker 7: I don't feel comfortable in front of the crowds.
Speaker 2: So what do I do. I come prepared by the
Speaker 2: time I stand up to give a speech.
Speaker 4: I said it over and over in my head, and
Speaker 4: I made it my life story. And if anyone who
Speaker 4: has followed me, then notice that my speeches are based
Speaker 4: on my personal journey.
Speaker 2: And when you're saying.
Speaker 4: Your personal journey, you don't always have to write anything
Speaker 4: down because it's your story. It has already been written
Speaker 4: down in your memory and in your heart.
Speaker 2: And anyone that really listened closely.
Speaker 4: When I talk about homelessness, I'm talking about living on
Speaker 4: the verge of homelessness and living from relative to relative
Speaker 4: without a permanent bed. When I talk about learning disabilities,
Speaker 4: I talk about my dyslexia.
Speaker 2: That's not hard to or to try to figure out
Speaker 2: the speech about.
Speaker 4: When I talk about the mistakes I made in life,
Speaker 4: I expose myself to the criticism because I give those
Speaker 4: real life scenarios. So my advice to him is be
Speaker 4: authentic and no matter what you do, built in your
Speaker 4: narrative and your story, and you'll see that you don't
Speaker 4: have to write everything down.
Speaker 1: Mister bean, would you prepare? You don't memorize a speech?
Speaker 4: Right you?
Speaker 2: Sort of?
Speaker 1: Do you like? Sort of do the highlights or the
Speaker 1: bullet points for yourself and run through it in your head,
Speaker 1: because I don't think I've ever seen your reading a
Speaker 1: piece of it.
Speaker 4: No, I do exactly that you know, no matter what
Speaker 4: topic is. And I have to be blessed. I lived
Speaker 4: the full life. There have been good days and bad days,
Speaker 4: but each one of them have been learning days and.
Speaker 2: The fullness of that life.
Speaker 4: It has given me an opportunity to speak with people
Speaker 4: from personal experiences. And so even a young person that's
Speaker 4: starting out, if he or she is talking about how
Speaker 4: do you have a good comeback? Talk about that broken heart,
Speaker 4: Talk about that first love you had that broke your heart.
Speaker 2: Talk about the.
Speaker 4: Dog that you lost that you know, ran away from home.
Speaker 4: Talk about losing your first job. Talk about the nervousness
Speaker 4: of getting your first job and how you felt and
Speaker 4: how you dropped the ball.
Speaker 2: You'll be surprised. I don't care if you're thirteen.
Speaker 4: There's a whole lot of life stories, stories inside even
Speaker 4: a thirteen. You just identify them and incorporate, incorporate them
Speaker 4: into any conversation you have.
Speaker 1: I think that that advice to be to be personal
Speaker 1: and authentic goes a long way. I'd also say to Tony,
Speaker 1: the Mayors has done it so many times. It's done
Speaker 1: it so many times, and you've had this added advantage,
Speaker 1: which is offen in front of the camera, so you
Speaker 1: get to see how it went. I might suggest Tony
Speaker 1: or anyone who's trying to become a better public speaker,
Speaker 1: set up your iPhone, give your speech in front of
Speaker 1: the phone, and turn around and watch it, make some
Speaker 1: of your own notes. Try it again. I've seen that,
Speaker 1: Like you don't notice you touch your face all the time,
Speaker 1: you don't notice that you're pacing, You don't notice that
Speaker 1: you say on a thousand times until you watch it
Speaker 1: through somebody else's eyes. And for me personally, it's it's
Speaker 1: helped to get a little bit better at that.
Speaker 8: Yes, and be and critique yourself, you know, be honest
Speaker 8: and critique yourself. And perfection is not a humanistic characteristic
Speaker 8: So if you find yourself perfect, then is obvious you're
Speaker 8: not looking at the real you.
Speaker 1: Yeah, that's right. We got a quick commercial. Don't go anywhere, Okay,
Speaker 1: I've got the next questions from Sanjay and Park Sloop.
Speaker 3: New York is the most diversity in the world, yet
Speaker 3: Mayor Adams is only the second mayor who's a person
Speaker 3: of color, and we still have yet to have a
Speaker 3: woman as mayor. What do you both see as the
Speaker 3: systemic issues causing this? And what should people and employers
Speaker 3: in the city do to lift up more diverse leaders?
Speaker 4: So important, and diversity is our most secret, impotent weapon.
Speaker 4: And you learn so much from diverse environment. It's almost
Speaker 4: a Shakespearean tragedy. When someone only knows individuals who look
Speaker 4: like them, talk like them, eat the same food, do
Speaker 4: the same things. You're just never growing. Growth is leaning
Speaker 4: into healthy discomfort. And what I believe we need to
Speaker 4: do is each time we take a step, we should
Speaker 4: bring others with us. And so what does that look like?
Speaker 4: It looks like that. When I became the mayor, I
Speaker 4: made sure with the first women become the police commissioner,
Speaker 4: the first woman become the fire commissioner of the second
Speaker 4: woman to become the chief of staff or mayor, the
Speaker 4: first African American woman to become a first deputy mayor.
Speaker 4: So when you look around, you're seeing all these first
Speaker 4: first Korean American to become the Commission of Small Business Services,
Speaker 4: the number of Muslims that I have that are first,
Speaker 4: so so many first that you're seeing. I'm bringing other
Speaker 4: people with me, So history should not be about me.
Speaker 4: History should be about everyone you bring with us. And
Speaker 4: then all of a sudden, we no longer use in first.
Speaker 4: We're using something called this is just normal.
Speaker 1: It's just normal, mayor something I've also, you know, in
Speaker 1: our city, tech and finance are two of the biggest industries,
Speaker 1: and those are industries that have a tendency to lack diversity,
Speaker 1: especially in the leadership ranks. And one of the things
Speaker 1: I've noticed that at work is if there's a company
Speaker 1: where everybody looks alike, they have a tendency to be
Speaker 1: recruiting from the same schools. They have a tendency to
Speaker 1: be going after the same MBAs. They have referral programs.
Speaker 1: So you get a whole building full of people who
Speaker 1: look alike, and then you give them an extra bonus,
Speaker 1: they go find you somebody else from their circles. There's
Speaker 1: something that some companies get wrong in the pipeline that
Speaker 1: I know as a leader, I've worked really hard on
Speaker 1: in trying to diversify that pipeline way upstream so that
Speaker 1: we see all the best talent, not just the best
Speaker 1: talent that comes from the same you know, the same
Speaker 1: few schools in the same few places.
Speaker 2: Well, said Mike, I could not have said bet. You know.
Speaker 4: I was talking to a group of corporate leaders and
Speaker 4: they would talk about recruitment, and I stated that everyone
Speaker 4: is not on LinkedIn. You know, sometimes you have to
Speaker 4: go off the beaten path to find a talent that
Speaker 4: is not on that path. You know how much talent
Speaker 4: we have in Nitsche public housing in this city, young
Speaker 4: people who know how to put their those to the
Speaker 4: stone and just grind along. The talent is so deep
Speaker 4: and if you are really aggressively enough to leave your
Speaker 4: place of comfort and lean into discomfort, you would be
Speaker 4: amazed at the talent that is out there. And that
Speaker 4: is what I believe we should do, and it is
Speaker 4: it makes you, makes you produce a better product, have
Speaker 4: a better company, and really get the type of ideas
Speaker 4: that you would really have overlooked.
Speaker 1: All right, next question is Lauren in Manhattan.
Speaker 9: I've been in corporate leadership for a number of years
Speaker 9: and thinking ahead to the next chapter of my life,
Speaker 9: I feel like more women with my leadership experience should
Speaker 9: be in politics. But frankly, I have no idea where
Speaker 9: to start after thirty years in the private sector.
Speaker 2: What do I do next?
Speaker 4: That's a great question, that is an authentic question. Next
Speaker 4: thing to do is if you have not I'm going
Speaker 4: to just excuse me if I'm taking things for granted.
Speaker 4: But the first thing to do is to sit down
Speaker 4: and get a real civic book, read through all the
Speaker 4: levels of government, and then make notes in the margin
Speaker 4: like I do, of who's your congressperson, who's your US Senator,
Speaker 4: who's your state senator, who's your assembly person, your council person,
Speaker 4: your district leader. Then make a note of all of
Speaker 4: the political clubs in your community and start joining them
Speaker 4: and visiting them. Then visit your precinct council meeting, your
Speaker 4: community board meeting, your PTA meeting. Even if you don't
Speaker 4: have children, you can still hear what's going on in
Speaker 4: the school to get an understanding. And lastly, go volunteer
Speaker 4: in one of those offices. Sit down with them, be
Speaker 4: part of their committees, learn what they are doing, help
Speaker 4: them write their legislation if it's a lawmaker, or or
Speaker 4: help them with some policy, and then you'll get a
Speaker 4: real taste. Do you really want to do it? You
Speaker 4: understand the frustrations and difficulties knowing that you always don't
Speaker 4: get what you want.
Speaker 2: There's a lot of compromise, and from.
Speaker 4: There you can then make up your mind which you
Speaker 4: like to run for office. And by working on someone's campaign,
Speaker 4: you could understand the challenges of running for office, raising money,
Speaker 4: having someone who's broken and in pain of yell.
Speaker 2: At you or call you names.
Speaker 4: You need to really get the fullness of what being
Speaker 4: the elected official is like and not the believe glamor
Speaker 4: of it.
Speaker 1: I do want you to know though, in the private
Speaker 1: sector they call us names too. That's an experience that's
Speaker 1: been shared. One thing I'd love to your perspective on this,
Speaker 1: mister Maryland. I've also I remember when I was in
Speaker 1: high school, we met our congress person and it was
Speaker 1: like I just met Tom Brady. I was like, I
Speaker 1: can't believe we met a congress person. And then I
Speaker 1: grew up and I got a job, and I gave
Speaker 1: money to a couple of congress people, and now they
Speaker 1: won't stop calling me on my cell phone. So I've
Speaker 1: also found that a way to get involved politically can
Speaker 1: also be to open the checkbook for candidates that you
Speaker 1: admire and whose campaigns you want to support. Would you
Speaker 1: agree with that?
Speaker 2: So so true?
Speaker 4: And candidates really respect those who who volunteer helped them out.
Speaker 4: They're volunteering in their community, who contribute to campaigns because
Speaker 4: you're saying you support the ideas.
Speaker 2: And it's very expensive to run for office.
Speaker 4: I had to raise millions of dollars to run for office,
Speaker 4: and you know, you have no idea where those dollars
Speaker 4: are coming from. But people believe in your vision and
Speaker 4: your mission, and they, you know, they step up and
Speaker 4: assist you in accomplishing that.
Speaker 2: And one would ask, well, what does that money go.
Speaker 2: It goes to mailing TV times, It pays for staffers,
Speaker 2: it pays for literature.
Speaker 8: Sure, it's a very expensive endeavor to run for office.
Speaker 1: It helps you get the helps you get the message out.
Speaker 1: I think you're going to like this next question. It's okay.
Speaker 1: DeAndre in New York City says Hi.
Speaker 2: Mike, I've heard your talks on stress management and resilience.
Speaker 7: Mayor Adams must have the most stressful job out of anyone.
Speaker 2: Can you guys talk about how you deal with the pressure?
Speaker 2: And that's that is an amazing question.
Speaker 4: And think about this for a moment, Mike, where is
Speaker 4: that tor probably the most important skill all of us
Speaker 4: are going to have to acquire?
Speaker 2: Where does you?
Speaker 4: And I would probably do research, we do a ted talk,
Speaker 4: we may sit in a seminar somewhere, But.
Speaker 2: What is the average person? What is the average.
Speaker 4: American get the information they need to deal with what
Speaker 4: we all know we're.
Speaker 2: Going to face, and that's the stress of life.
Speaker 4: That is why I believe it should be taught in
Speaker 4: our educational institutions.
Speaker 2: We are going to introduce breathing.
Speaker 4: Exercises to our children, meditation, mindfulness because our children are
Speaker 4: going to have to undergo so many changes in their lifetime.
Speaker 2: They're not like me twenty two years in a police department.
Speaker 2: They're lucky. They're gonna say twenty two days.
Speaker 4: You know, my son after the third day, he said, Dad,
Speaker 4: I'm looking for my next job. You know, change is
Speaker 4: going to be a constant in their life. So we
Speaker 4: need to give them the tools they need not only
Speaker 4: to be academically smart, but emotionally intelligent. We need to
Speaker 4: teach them how to eat right, how to sleep right,
Speaker 4: how to deal.
Speaker 2: With the inner tools that they need.
Speaker 4: We focus so much on external tools, but it's time
Speaker 4: for us to look inward and give people the internal
Speaker 4: the internal tools that they need instead of the external tools.
Speaker 4: We think it should be done in schools, we think
Speaker 4: it should be done in professional environments, and we think
Speaker 4: it should be done.
Speaker 2: In our colleges and other places.
Speaker 4: Everyone should incorporate mental tools to help them to deal
Speaker 4: with the stress that they're facing in life.
Speaker 1: And I know it's something that my employees and I
Speaker 1: hear this from a lot of other CEOs since COVID.
Speaker 1: It just feels like there's some other challenge every other
Speaker 1: week as a professional. And there was a phase where
Speaker 1: everyone was like, I'm burned out and they were saying
Speaker 1: to their employer, what are you going to do about
Speaker 1: the fact that I'm burned out? And I'm finding now
Speaker 1: that employees are turning that back around in the saying
Speaker 1: to themselves this, I think this is a professional survival skill.
Speaker 1: What am I going to do yes to not burn out?
Speaker 1: Now do you have any tricks. I know you've got
Speaker 1: a great book on plant based diets. You seem to
Speaker 1: be fit, you don't seem to sleep.
Speaker 2: What are you like? What are the few things.
Speaker 1: That you recommend for staying sharp and maintaining that right
Speaker 1: those right attitudes.
Speaker 4: If I could just give people one item that I
Speaker 4: would say, the most important thing is food.
Speaker 2: Food. I saw my day with a green smoothie.
Speaker 4: After I exercise and meditate and say, my friends, I
Speaker 4: do a green smoothie. It's a great way to start today.
Speaker 4: Some spinach, kale, bakchoi, blueberries. You know I start today right.
Speaker 4: If you start to day putting the right food in
Speaker 4: your body, you will have a good day and the
Speaker 4: level of energy you need to get through your day.
Speaker 4: Your body's like a machine. You would not put water
Speaker 4: in your BMW, so you should not put bad food
Speaker 4: in your body.
Speaker 1: It's really terrific advice, mister mayor Romas at a time,
Speaker 1: Is there anything you want to leave us with, anything
Speaker 1: you wish we had asked or any final words?
Speaker 2: Was them? No? Not at all.
Speaker 4: Great speaking with you and look forward to speaking with
Speaker 4: you some more. People enjoy you know your show that
Speaker 4: you're gonna kick off. They enjoy you as a person
Speaker 4: you have You have great energy, and I look forward to.
Speaker 2: Your show expanding, growing and just have a lot of fun.
Speaker 4: If I could tell people one thing, uh, you know,
Speaker 4: you don't climb to the top of the mountain and
Speaker 4: complain about the view.
Speaker 2: Enjoy every moment of it. I wake up every.
Speaker 4: Day and no matter how difficult the day is, I said,
Speaker 4: you know, damn it, I'm the mayor of New York City.
Speaker 2: I don't have the right to complain about anything.
Speaker 1: Wonderful, mister Mark, thank you for your service and thank
Speaker 1: you for coming here today. This has been really special.
Speaker 2: Thank you. Take care of.
Speaker 1: Friends. I hope you enjoyed that conversation with Mayor Eric
Speaker 1: Adams as much as I did. You know, as I
Speaker 1: reflect on it, I have to take away that may
Speaker 1: Or may not have come through direct from all of
Speaker 1: your questions today, but Mayor Adams really loves the people
Speaker 1: he serves in the city, and then he seems to
Speaker 1: love being mayor. Did you get that sense like he
Speaker 1: really gets energy from being out there pressing the flesh
Speaker 1: and being a politician and running the city that he
Speaker 1: grew up And it's really cool. And you know, if
Speaker 1: I was going to take one extra lesson from today's conversation,
Speaker 1: find find that thing for yourself, Find that thing that
Speaker 1: gives you that level of energy and excitement and gratitude
Speaker 1: in your work every day. You know what friends you
Speaker 1: deserve to love what you're doing too, So don't forget
Speaker 1: where to find me online at Mike steib On, Twitter, Instagram, LinkedIn,
Speaker 1: et cetera. But more importantly, we love getting your questions.
Speaker 1: Your questions are what drive the show forward. Call us
Speaker 1: anytime and leave your question in the voicemail at one
Speaker 1: two one three four one nine five nine six. That's
Speaker 1: us number one two one three four one nine five
Speaker 1: nine six. If you call and leave a question my
Speaker 1: next guest and I will answer it. Can't wait to
Speaker 1: hear from you. Thanks everybody. I want to thank Mayor
Speaker 1: Adams and his team coming on today. I want to
Speaker 1: thank the Mayor for his service and all of his
Speaker 1: amazing insights. And of course I always want to thank Jen, Meg, Jada,
Speaker 1: Matt and the team at Blue Duck Media for pulling
Speaker 1: this all together, Dylan and Christopher at iHeart, and Ben
Speaker 1: and the team at William Morris Endeavor for all their
Speaker 1: support office hours. Is a production of Blue Duck Media
Speaker 1: and distributed by iHeartRadio.