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Speaker 1: Welcome to the Tutor Dixon Podcast.

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Speaker 2: Right now, we are seeing all kinds of things happening

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Speaker 2: in the world. We've got Bobby Kennedy going into the administration.

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Speaker 2: He's been talking about how we have all of these

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Speaker 2: chemicals in our food.

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Speaker 1: And we're not eating healthy.

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Speaker 2: And I find this interesting because right now, I, as

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Speaker 2: you all know, I'm a cancer survivor. So I go

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Speaker 2: to my cancer doctor every six months, and I went

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Speaker 2: in this time, and this is the first time I've

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Speaker 2: seen her since this all kind of blew up, and

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Speaker 2: I said, so, what's it like with this new you know,

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Speaker 2: going forward with Bobby Kennedy and everybody going into the administration?

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Speaker 2: And she immediately pulled up like these are all the

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Speaker 2: healthy foods you can eat, and it was something that

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Speaker 2: we'd never talked about before, which I found fascinating because

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Speaker 2: I was like, oh, even my doctor's office is taking

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Speaker 2: this in a different way. It was like suddenly like

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Speaker 2: eat fresh fruit, fruits and vegetables, and here's a website

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Speaker 2: to go to and we don't necessarily want to put

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Speaker 2: chemicals into your system.

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Speaker 1: So I thought that was interesting.

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Speaker 2: But in the midst of this, I saw that there's

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Speaker 2: a new movie coming out and we have with us

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Speaker 2: one of the producers. His name is Eric Gardner, and

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Speaker 2: the movie is called Confessions of a CEO, My Life

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Speaker 2: in an out of Balanced World. So in the midst

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Speaker 2: of this with Bobby Kennedy because I bring him up

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Speaker 2: because he's mentioned in the movie quite a bit and

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Speaker 2: he's a part of this, but also because we have

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Speaker 2: had this crisis in the last few weeks of the

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Speaker 2: year with the United Healthcare CEO being gunned down on

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Speaker 2: the streets of New York, and I think a lot

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Speaker 2: of it is because of some of the things you

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Speaker 2: cover in this movie, where people feel like it is

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Speaker 2: an out of balanced world, that CEOs are making a

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Speaker 2: lot of money and the people are actually suffering. So

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Speaker 2: that was a long setup, but Eric, I think it's

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Speaker 2: just so interesting what's happening.

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Speaker 1: So thank you so much for coming on.

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Speaker 3: Well, thanks, Tudor.

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Speaker 4: I really appreciate the call, and I'm really excited to

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Speaker 4: talk about the movie.

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Speaker 2: Good awesome, So that it actually follows a CEO who

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Speaker 2: kind of had a reawakening, right, So explain a little

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Speaker 2: bit about how how did this happen and how did

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Speaker 2: you decide this was a really powerful movie. And I

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Speaker 2: mean timing is very interesting too, So it will be

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Speaker 2: a very powerful movie that's coming out in January.

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Speaker 4: Well, the movie is about Tom Geegax, and he is

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Speaker 4: a businessman from who grew up in Midwest in Indiana

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Speaker 4: and he ended up running a tire excuse me, he

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Speaker 4: ended up running a tire company in Minneapolis and it

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Speaker 4: was it was, it got to be huge, and he

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Speaker 4: was kind of the mogul he was in Minneapolis. But

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Speaker 4: he was hit within a three month period, he was

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Speaker 4: hit with throat cancer. His wife found out at his

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Speaker 4: affairs and divorced him, and his business was overextended, so

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Speaker 4: it was about to go under, and so he he

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Speaker 4: had a rude awakening. And what he did was he

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Speaker 4: after he hit rock bottom, he decided to rebuild his

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Speaker 4: life around balance. And he was lucky because he met

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Speaker 4: Deepak Chopra early on and talked to about balance and

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Speaker 4: learned how to meditate. And once he started doing that,

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Speaker 4: it opened up his world and so he started to

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Speaker 4: listen to other people.

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Speaker 3: He started to put his ego aside.

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Speaker 4: He started to he just made his whole life around balance,

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Speaker 4: and the company turned around completely and he ended up,

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Speaker 4: you know, his company got more successful than ever and

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Speaker 4: he he he you know, men infences with his family

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Speaker 4: and he found somebody. He and his wife broke up,

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Speaker 4: but he found and he found somebody who is his

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Speaker 4: lifelong partner to this day.

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Speaker 3: And he recovered from cancer throat cancer.

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Speaker 4: So what he did was he sold his company to

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Speaker 4: Bridge some on Tire for just a boatload of money.

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Speaker 4: And then he went out in the world and started

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Speaker 4: sharing his message about how you could help business and

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Speaker 4: life and people can work together through balance and so.

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Speaker 4: And it's like, and he's not a he's a capitalist.

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Speaker 4: He's a straight up capitalist. He's not like a woo

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Speaker 4: woo guy. And so he but he his whole thing

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Speaker 4: is about the business has to make money, the business

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Speaker 4: has to surprice. You have to take care of your shareholders,

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Speaker 4: you have to take care of your employees, you have

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Speaker 4: to take care of yourself and so and your community,

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Speaker 4: and you're part of your community. And so he works

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Speaker 4: towards that. And so he came up with a system

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Speaker 4: and he was a very popular speaker, and he went

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Speaker 4: around the world and he also became an advisor to

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Speaker 4: a very eclectic bunch of people, like he was Al

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Speaker 4: Gore's advisor, and he helped al Gore and he ended

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Speaker 4: up being Deepak Chopra's CEO of his company. And he

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Speaker 4: helped and he helped start his company. And he also

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Speaker 4: worked with the other side of the aisle, and you know,

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Speaker 4: and and Jesse Ventura was a friend of his too,

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Speaker 4: So the whole nine yards was it was he just

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Speaker 4: he He became an advisor to you know, Robert Kennedy

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Speaker 4: for water keepers and helped turn those guys around. There's

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Speaker 4: a there's an organization called the Center for Science and

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Speaker 4: the Public Interest that does food labeling.

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Speaker 3: He worked with them.

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Speaker 4: So he worked with all these He worked with all

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Speaker 4: these organizations to help to help them function and to

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Speaker 4: help them them do good in the world. And then

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Speaker 4: his uh and he wrote a couple of best selling books.

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Speaker 4: So that that that you know.

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Speaker 2: That was a but he had to all so have

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Speaker 2: like there had to have been an awakening that changed

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Speaker 2: how he decided to run things and run his life.

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Speaker 2: Because in the trailer I was watching, there's a moment

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Speaker 2: where he says, I thought, if I saw people smiling,

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Speaker 2: they weren't working hard enough. And I've heard this from

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Speaker 2: many CEOs that kind of have had this awakening. And

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Speaker 2: for some of them it was a religious awakening. For

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Speaker 2: others it was something had happened in their life. But

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Speaker 2: it was like I pushed people so hard. And I

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Speaker 2: think oftentimes CEOs have that level of competitiveness and drive

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Speaker 2: and they expect it and everybody, but everybody brings something

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Speaker 2: different to the table. And so the one gentleman I'm

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Speaker 2: thinking of, he was like, you know, I had to

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Speaker 2: realize that what drives me doesn't drive the person in it,

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Speaker 2: and maybe doesn't drive the person in development.

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Speaker 1: And in fact, maybe to me they look like.

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Speaker 2: They're not moving fast enough, but they're creating something I

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Speaker 2: would never be able to create. But how do you

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Speaker 2: get that across to people who kind of become this

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Speaker 2: he's driving forces in their company, but they end up

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Speaker 2: making people miserable.

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Speaker 3: Well that's a thing, that's a real thing.

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Speaker 4: And how he got there is after he hit his

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Speaker 4: rock bottom and when he was you know, he still

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Speaker 4: had the trappings of the company and it was it

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Speaker 4: was huge, and but he was broke, you.

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Speaker 3: Know, miserable and and had cancer.

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Speaker 4: Uh, once the radiation healed his cancer, he went through

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Speaker 4: very very intense therapy and and he was very fortunate

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Speaker 4: to have some have some people really who really you know,

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Speaker 4: worked with him and he's and he's not you know,

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Speaker 4: we put it in the movie how you know, group

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Speaker 4: therapy and and he also got involved in spirituality and

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Speaker 4: which which is how you know, early on he met

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Speaker 4: with Depok about just caring about others and caring about

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Speaker 4: the universe.

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Speaker 3: And so he.

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Speaker 4: Eventually had had an awakening and then where he said,

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Speaker 4: I am going to change my life. I'm going to

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Speaker 4: and it's it's in the film he had this. It

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Speaker 4: was just it was just this. It finally just hit

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Speaker 4: him like a bolt of lightning where it's like this

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Speaker 4: is going to be things are going to be different.

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Speaker 4: And then he but then he had to put it

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Speaker 4: into practice. So yeah, and it's it's it's it's tough too.

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Speaker 4: It's tough to you know, to deal with all these

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Speaker 4: individual personalities. But I mean the good news is is

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Speaker 4: Tom is a is still a systems guy. So he

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Speaker 4: literally came up with a system where you know, where

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Speaker 4: there's checks and balances, where where you can look after people.

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Speaker 4: And his one of his big things is is he's

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Speaker 4: he's you know, he's warm hearted yet tough minded. So

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Speaker 4: because sometimes, you know, sometimes the solution is you have

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Speaker 4: to let somebody go.

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Speaker 3: You know. So it's not like it's not like, oh,

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Speaker 3: everybody just it's not.

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Speaker 4: Everybody has to do their thing and everybody has to work,

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Speaker 4: and everybody has special needs.

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Speaker 3: But then you know, there's still accountable.

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Speaker 4: Like in Tom's system, everybody is accountable, so you know,

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Speaker 4: so it's just because you know, so so just because

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Speaker 4: Tom had you know, or John or somebody you know

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Speaker 4: has has special needs, you want to attend to them,

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Speaker 4: but they still have to they still have to be

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Speaker 4: accountable because of work.

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Speaker 2: So that's kind of how this this guy that I'm

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Speaker 2: talking about, who had come out and said, you know,

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Speaker 2: I've struggled with being too rough on people. They met

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Speaker 2: with somebody who said, okay, you can do these personality

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Speaker 2: tests with people and then they have these different markers

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Speaker 2: of how they handle a stressful situation, how they handle

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Speaker 2: daily life, and just their their personality compared to yours.

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Speaker 2: And so he said, you know, in our office, we

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Speaker 2: had people fighting and in many cases where they were like,

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Speaker 2: why wouldn't you do it this way?

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Speaker 1: He said, we all took these tests and then they.

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Speaker 2: Actually put their scores up on their doors and next

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Speaker 2: to their desks, so people would go, Okay, I can

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Speaker 2: see you solve problems this way. I solve problems that way.

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Speaker 2: That's why we're both mad about the way this is moving.

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Speaker 2: I mean, I think that's an extreme but it shows

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Speaker 2: somebody who really went I've made mistakes.

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Speaker 1: I want to change it.

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Speaker 2: I want to make sure that people feel comfortable here,

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Speaker 2: and not letting people off the hook if they're not

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Speaker 2: doing the job, but making sure people know how to

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Speaker 2: communicate with each other.

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Speaker 3: Yes.

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Speaker 4: One of the things that's kind of interesting though, is

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Speaker 4: it's there's is that.

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Speaker 3: Tom when you're working with Tom, because.

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Speaker 4: Tom is an example of what of what the system

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Speaker 4: is and when you're especially when you're in a person,

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Speaker 4: when you're a person of authority, it's like there's a

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Speaker 4: big difference between being firm and being a.

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Speaker 1: Dick, right, Yeah, it's.

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Speaker 4: And a lot of times people in our society they

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Speaker 4: think that they're not being firm unless they're being a

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Speaker 4: dick and so and then start sorry.

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Speaker 3: Of my lack of it.

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Speaker 1: No, I totally get what you're saying.

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Speaker 4: But it's like, but it's like, you know, sometimes like

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Speaker 4: when you're the boss, you have to bite your tongue

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Speaker 4: and listen for a second. And you may be roiling inside,

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Speaker 4: but you know you're never going to see Tom Lose

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Speaker 4: as cool. And it's and the and it's in these

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Speaker 4: situations so much of it. Like in one of his

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Speaker 4: talks when went through all of his talks when he

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Speaker 4: was speaking, he uh, one of his talks, he you know,

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Speaker 4: he talked about how you present yourself is as much

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Speaker 4: a part of your message as your actual message. So

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Speaker 4: you know, so let's say, I'm I'm, I'm you know,

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Speaker 4: I have some issues with you know, with Bob or

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Speaker 4: or Sally or somebody like that.

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Speaker 3: In the office, and I know they work in a

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Speaker 3: certain way.

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Speaker 4: Pretty much know if you come flying in their door

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Speaker 4: and say what the f is going on and why

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Speaker 4: isn't this happening, that pretty much.

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Speaker 3: Is going to ruin whatever sort of situation.

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Speaker 4: And the end of the day was so fun is

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Speaker 4: like so many CEOs shoot themselves in the foot because

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Speaker 4: you know, they think that that's going to motivate them,

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Speaker 4: and actually that undermines them. And at the end of

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Speaker 4: the day, you know, they're part of the whole, the

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Speaker 4: whole organization too, So you know, so it's like, so

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Speaker 4: it's like, you know, unless you're a sick organization where

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Speaker 4: the company struggles and the CEO still makes millions bowing well.

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Speaker 1: I mean, that's an interesting example.

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Speaker 4: You want everyone to do well because then everybody succeeds.

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Speaker 1: Let's take a quick commercial break. We'll continue next on

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Speaker 1: the Tutor Dixon podcast.

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Speaker 2: So Boeing was this incredible company, and I think that

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Speaker 2: you know, we all thought we all felt very safe

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Speaker 2: with Boeing, and Boeing is a great example of a

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Speaker 2: company that started to look at profits and step away

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Speaker 2: from manufacturing. And when this all started to go down,

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Speaker 2: As someone who came from manufacturing, I was like, there's

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Speaker 2: no way that Boeing would take the risk of not

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Speaker 2: making sure it was safety first. But this is this

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Speaker 2: is where corporate greed comes in. And I think this

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Speaker 2: is where the average American starts to turn on every

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Speaker 2: corporation because once they see Boeing a brand, they all

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Speaker 2: know everybody.

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Speaker 1: Most everybody has flown on a plane.

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Speaker 2: Most everybody has said to themselves at one point or

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Speaker 2: another when they're in a plane, how does this actually

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Speaker 2: keep me in the air? You know, so you are

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Speaker 2: when you hear that the door has blown off. You're like,

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Speaker 2: oh my gosh, what the heck is happening? And then

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Speaker 2: you find out, well, it's because they move their headquarters away.

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Speaker 2: They started to focus on profits. They were like, well,

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Speaker 2: you know what manufacturing is like second second to profits.

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Speaker 1: That's terrible that.

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Speaker 2: That undermines people's trust in all corporations.

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Speaker 1: So what do you do then?

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Speaker 3: Just I'm fascinated by you being a manufacturing family.

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Speaker 4: My dad made parts for Bone I grew up and

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Speaker 4: my dad's a metal lyrics I actually would work.

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Speaker 3: In the summer is driving driving, you know, and to Seattle.

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Speaker 2: So we had a steel foundry, so we made parts

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Speaker 2: for We didn't do so much aerospace, but you know

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Speaker 2: other MANUF all other John Deere, Caterpillar, all those things.

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Speaker 3: Yeah, Zimmers in South Bend, Indiana. We used to work

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Speaker 3: with those guys.

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Speaker 1: Really, that's so interesting.

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Speaker 2: Yes, So you know, I mean, you know that this

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Speaker 2: as soon as you have a disaster like that, it

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Speaker 2: is I mean, it is so hard to.

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Speaker 1: Come back from.

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Speaker 2: But I think it has broken down people's trust across

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Speaker 2: the country. There's been this massive pushback against the rich CEO.

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Speaker 1: We started to see it.

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Speaker 2: I would say when the Teamsters went up against Yellow

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Speaker 2: Freight and ups and they were like, we're not getting

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Speaker 2: enough money. And then you saw the big strike here

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Speaker 2: in Michigan with the auto workers against the auto companies.

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Speaker 2: And that's to me, that's really close to home because

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Speaker 2: I worked in the auto industry as well. But also

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Speaker 2: I see our state, the taxpayers paying these corporations a

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Speaker 2: billion dollars a year to stay in Michigan. Then the

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Speaker 2: employees are saying they're not getting good money, and the

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Speaker 2: CEOs are extraordinarily like beyond what you private jet wealthy.

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Speaker 2: You know, this is like the kind of stuff that

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Speaker 2: Americans will never achieve, and it creates this animosity. And

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Speaker 2: then I think that that sort of all came together

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Speaker 2: and that's part of the reason that we see this

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Speaker 2: situation with the United Healthcare CEO in New York City.

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Speaker 1: And I don't excuse that or.

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Speaker 2: Make this excuse for that, but I think that there

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Speaker 2: are tensions brewing. And it makes me so nervous that

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Speaker 2: because one lunatic, one psycho went out and did this,

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Speaker 2: that it will make people feel like or there will

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Speaker 2: be copycats or you know, we've seen this uprising on

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Speaker 2: social media, and I like to think that it's not

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Speaker 2: as many people as we think. But once somebody says

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Speaker 2: something so radical it is like they are supporting this lunatic,

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Speaker 2: then it just gets kind of blown up, like, oh

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Speaker 2: my gosh, there are people who actually supported this psycho.

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Speaker 2: But it makes me nervous because of when you you

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Speaker 2: produce a movie like this, you did it because you

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Speaker 2: know there are CEOs that are taking more than they

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Speaker 2: should and the people aren't doing well, and right now,

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Speaker 2: that's not a good place to be when nobody can

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Speaker 2: afford anything well.

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Speaker 4: I mean in speaking to that that if you watch

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Speaker 4: this movie thinking you should go out and shoot people,

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Speaker 4: then you've completely missed the point.

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Speaker 1: I hope nobody ever thinks that, right that.

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Speaker 3: Is not that is the opposite of what this movie about.

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Speaker 4: The movie is about people being kind to each other,

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Speaker 4: and shooting people is not being kind to each other.

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Speaker 4: And so and so it's really important that the takeaway

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Speaker 4: from this movie is that balance and listening to others

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Speaker 4: and being kind to others and thinking about others and

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Speaker 4: thinking about how we all live in a world and

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Speaker 4: how to make that happen, and not being you know,

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Speaker 4: like I said earlier, not being a dick is like,

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Speaker 4: is the takeaway from the movie, because right now there's

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Speaker 4: so few things that you can do, and people feel

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Speaker 4: like they're frustrated, and so, you know, and so what

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Speaker 4: we want people to get from the movie is the

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Speaker 4: solution to the problem is too be kind and to

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Speaker 4: listen to others and talk to people who are differently

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Speaker 4: and try to do the right thing.

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Speaker 3: It's taught. It's like, you always need to do the

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Speaker 3: right thing, and.

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Speaker 4: And that's and and so that's why you know and

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Speaker 4: so and so you know, saying that there's you know,

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Speaker 4: a problem with CEOs.

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Speaker 3: Yes, there is a problem with CEOs, but.

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Speaker 4: Taking extreme action into your own hands is it's only

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Speaker 4: going to make things worse.

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Speaker 2: I wonder if then there's also a message to not

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Speaker 2: just to CEOs and and the working the work group

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Speaker 2: or the workforce, but also to those people who are negotiating,

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Speaker 2: like the Shaan Fains of the world. Sean Fain had

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Speaker 2: this massive protests or massive strike against the auto companies,

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Speaker 2: but then he had the largest increase that they've ever seen.

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Speaker 2: So is there a message there to come out and say, look,

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Speaker 2: this is a great industry.

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Speaker 1: They have treated us so well. We negotiated.

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Speaker 2: Sure, We had an argument, just like anybody has an

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Speaker 2: argument and a negotiation, but it came out to be

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Speaker 2: positive for us. I just wonder if there's a message

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Speaker 2: for everybody in here that they can come out, because

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Speaker 2: I hear what you're saying about it's about being kind

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Speaker 2: to one another man. We've lost that a lot of

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Speaker 2: that in our culture today.

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Speaker 4: Yeah, and well, the other thing about it is also

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Speaker 4: being respectful.

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Speaker 3: And that's where the wo woo stuff.

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Speaker 4: It's not like, you know, it's not super weird when

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Speaker 4: we talk about spiritualities. I mean spirituality, it's not that complicated.

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Speaker 4: It's just like, you know, treat people like you would

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Speaker 4: if you're mother's house. Yeah, I mean it's like you

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Speaker 4: don't have to just you don't have to just fly

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Speaker 4: off the handle. And so the other thing about it

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Speaker 4: is respect is mutual. So you know, if I'm a

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Speaker 4: worker negotiating with a CEO or I'm a CEO, you know,

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Speaker 4: negotiating with a worker, respect has to be mutual, can't

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Speaker 4: It's once it's one sided, then it's not it's things

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Speaker 4: aren't going to go well. And a CEO is an

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Speaker 4: actual job, like we need CEOs Like that's it gets

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Speaker 4: kind of lost in the shuffle.

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Speaker 1: That's also a tough job, you know.

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Speaker 2: I mean for the people who complain about it, I'm like,

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Speaker 2: you're not working twenty hours a day, You're not working

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Speaker 2: on airplanes.

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Speaker 1: You're not you get to go home at night and

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Speaker 1: be with your family.

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Speaker 2: The life of a CEO is very different than what

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Speaker 2: I think people think it is. It's not caviar and

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Speaker 2: private jets every day. It may be a private jet

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Speaker 2: that you're working on and you will end up going

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Speaker 2: to another country and you're spending the night there. You're

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Speaker 2: missing the kids recital, You're missing this and that. You

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Speaker 2: miss a lot of life to make sure a company

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Speaker 2: of that size survives for the people that work there.

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Speaker 4: Yeah, I mean no, when we were like Tom is

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Speaker 4: a as a born CEO, and it was really interesting

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Speaker 4: when we were working on the film together because that's

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Speaker 4: not normally the workflow of making a film, but you know,

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Speaker 4: you could really see how you know, we had committees,

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Speaker 4: we had this, I mean, the organizational stuff, the organizational

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Speaker 4: stuff to make a successful company is a real job.

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Speaker 3: And it's like and there are good CEOs and there

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Speaker 3: are betsios.

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Speaker 4: There are some that do you know that do you know,

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Speaker 4: spend all their time in their private jets and and

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Speaker 4: you know, and don't do the work. And you know,

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Speaker 4: and there's some that steal from their employees and their

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Speaker 4: employees who steal from their employers too.

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Speaker 3: I mean, there's it's it's across the board.

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Speaker 4: I mean, it's but it's but I think that, you know,

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Speaker 4: getting back to what you were saying, is that having

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Speaker 4: respect for others when you're when you're in those discussions

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Speaker 4: and thinking because you know, too often I don't know

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Speaker 4: what the CEOs are thinking.

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Speaker 3: But you know, a lot a lot of times workers

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Speaker 3: think that, you know, who is.

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Speaker 4: This guy, he's it's ninety percent of the guy, but

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Speaker 4: who is this woman or who is this person? And

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Speaker 4: and they you know, they shouldn't, you know, but there's

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Speaker 4: they're tough jobs, and it's a real job.

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Speaker 3: It's in it, you know, in.

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Speaker 4: A hierarchy, every every rung is important and so you know,

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Speaker 4: and and they all have to work or you can't

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Speaker 4: go up the ladder.

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Speaker 2: So it seems like there's going to be a pushback

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Speaker 2: on corporate profits over safety, and I think that covers

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Speaker 2: many different corporations. I mean, I think RFK made a

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Speaker 2: statement that was corporations are driven by high profits, annual revenues,

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Speaker 2: and shareholder value. They don't care about the land, the water,

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Speaker 2: the people, the richness of life. You shouldn't be able

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Speaker 2: to make money by poisoning public water ways and by

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Speaker 2: poisoning the air.

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Speaker 1: It's been interesting for or.

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Speaker 2: I think I can pull from Michigan again because we've

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Speaker 2: recently seen the governor here partner with a company from

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Speaker 2: China who's coming in and they are going to be

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Speaker 2: taking seven hundred thousand gallons of water every day. And

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Speaker 2: the people have now been educated on this stuff thanks

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Speaker 2: to people like RFK Junior who've come out and said

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Speaker 2: there are dangers, but also people from years before who've

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Speaker 2: talked about the environment and the climate and all of that.

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Speaker 2: When you have a company that takes this kind of

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Speaker 2: water and they run it through these types of chemicals,

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Speaker 2: are they being good stewards? Are they being careful with

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Speaker 2: the land around them? And this is something that I

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Speaker 2: feel like we have an opportunity as the people to

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Speaker 2: also pushed back on. But it creates a different dichotomy

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Speaker 2: as well, because you have now many CEOs going into

443
00:22:48,280 --> 00:22:52,840
Speaker 2: public life and being a CEO of a company is

444
00:22:52,880 --> 00:22:55,480
Speaker 2: not the same as being the CEO of a state.

445
00:22:55,680 --> 00:22:56,200
Speaker 1: It's not a.

446
00:22:56,160 --> 00:23:00,920
Speaker 2: Dictatorship when you mix politics with business, and I think

447
00:23:00,920 --> 00:23:03,640
Speaker 2: a lot of people get confused by that and they think, well,

448
00:23:04,320 --> 00:23:07,040
Speaker 2: this person can make all these decisions or that person.

449
00:23:07,080 --> 00:23:10,080
Speaker 2: I mean, gosh, in Michigan, we had somebody that made

450
00:23:10,119 --> 00:23:13,440
Speaker 2: a decision from the standpoint of a CEO and did

451
00:23:13,440 --> 00:23:16,080
Speaker 2: poison the public water by doing that. You know, there

452
00:23:16,119 --> 00:23:19,240
Speaker 2: are there are mistakes that can be made if you

453
00:23:19,320 --> 00:23:24,240
Speaker 2: aren't thinking about every different aspect of how you manage

454
00:23:24,680 --> 00:23:25,639
Speaker 2: the position.

455
00:23:25,320 --> 00:23:25,679
Speaker 1: That you're in.

456
00:23:25,720 --> 00:23:28,959
Speaker 2: Whether you are the CEO of a company or you

457
00:23:29,000 --> 00:23:31,560
Speaker 2: are running a state, those things all have to go

458
00:23:31,680 --> 00:23:35,080
Speaker 2: through other people. You in the company, you may be

459
00:23:35,200 --> 00:23:36,639
Speaker 2: a dictator in a state, you or not.

460
00:23:38,119 --> 00:23:39,920
Speaker 3: Yeah, it's a there's a difference.

461
00:23:39,960 --> 00:23:42,639
Speaker 4: It's funny that you bring up RFK because you know,

462
00:23:42,760 --> 00:23:48,080
Speaker 4: people forget that before he got into the vaccination world,

463
00:23:48,200 --> 00:23:53,399
Speaker 4: he was probably I've heard it said that he is

464
00:23:53,960 --> 00:23:57,320
Speaker 4: the one person who is most responsible for cleaning up

465
00:23:57,359 --> 00:24:01,320
Speaker 4: the water in North America through his water keeper organization.

466
00:24:02,040 --> 00:24:06,600
Speaker 4: And it's funny because how that organization started was these

467
00:24:06,880 --> 00:24:11,160
Speaker 4: these fishermen on the Hudson They they they were going

468
00:24:11,160 --> 00:24:13,840
Speaker 4: out of business because they're fisher dying in the in

469
00:24:13,880 --> 00:24:15,680
Speaker 4: the Hudson because there's so much pollution.

470
00:24:16,040 --> 00:24:17,760
Speaker 3: So they started suing the polluters.

471
00:24:18,080 --> 00:24:20,760
Speaker 4: And you know, and it's funny how how it's really

472
00:24:20,800 --> 00:24:24,560
Speaker 4: comes across well that that you know, these subsidies that

473
00:24:24,640 --> 00:24:29,560
Speaker 4: polluters get, they they're a cheat, They're they're anti they're

474
00:24:29,720 --> 00:24:33,520
Speaker 4: an anathematic capitalism because it's a you know, it's a

475
00:24:33,640 --> 00:24:36,320
Speaker 4: it's it's you know, you're getting the public to pay

476
00:24:36,320 --> 00:24:39,520
Speaker 4: for your you know, your manufacturing costs. And if your

477
00:24:39,520 --> 00:24:45,040
Speaker 4: manufacturing costs can't cover the the cost of cleaning up

478
00:24:45,080 --> 00:24:48,879
Speaker 4: your mess that you create, then you probably shouldn't be

479
00:24:48,920 --> 00:24:52,960
Speaker 4: in a business. That's how capitalism works. You know, if

480
00:24:53,000 --> 00:24:56,919
Speaker 4: your manufacturing costs can't cover you know, the the creation

481
00:24:57,000 --> 00:24:59,480
Speaker 4: of your product, then you know, that's and that's just

482
00:24:59,480 --> 00:25:02,600
Speaker 4: what it is, you know. So that's why they want

483
00:25:02,600 --> 00:25:03,320
Speaker 4: all their suits.

484
00:25:03,520 --> 00:25:06,240
Speaker 1: Let's take a quick commercial break. We'll continue next on

485
00:25:06,320 --> 00:25:08,120
Speaker 1: the Tutor Dixon Podcast.

486
00:25:11,280 --> 00:25:13,280
Speaker 2: When people go to see the movie, because it is

487
00:25:13,280 --> 00:25:15,800
Speaker 2: coming out in January. When people go to see the movie,

488
00:25:15,840 --> 00:25:18,000
Speaker 2: what should they be expecting to walk away with?

489
00:25:18,240 --> 00:25:24,520
Speaker 4: I think they should walk away with the idea that

490
00:25:25,000 --> 00:25:30,200
Speaker 4: the people I'm sitting next to are valuable and they

491
00:25:30,240 --> 00:25:33,199
Speaker 4: have something to say. And the people I see in

492
00:25:33,240 --> 00:25:36,800
Speaker 4: the street, the people I work with, the people are

493
00:25:37,520 --> 00:25:41,960
Speaker 4: worthy of my attention and they're worthy of my kindness,

494
00:25:42,000 --> 00:25:43,200
Speaker 4: and they're worthy.

495
00:25:43,000 --> 00:25:44,280
Speaker 3: Of me valuing them.

496
00:25:44,600 --> 00:25:47,560
Speaker 4: And that doesn't mean I have to do whatever they say,

497
00:25:47,680 --> 00:25:49,680
Speaker 4: or that doesn't mean I have to be a milk

498
00:25:49,760 --> 00:25:54,640
Speaker 4: toast or a doormat, but I should. Everybody has ideas,

499
00:25:54,880 --> 00:25:59,840
Speaker 4: and if we promote the ideas and the end of

500
00:26:00,040 --> 00:26:06,640
Speaker 4: visual then you know then and not take them for granted,

501
00:26:07,000 --> 00:26:09,720
Speaker 4: then things will be better. And that's something that you

502
00:26:09,760 --> 00:26:11,840
Speaker 4: can just do in your daily life. And it's just like,

503
00:26:11,960 --> 00:26:15,160
Speaker 4: you know, just hold hold your tongue for five seconds.

504
00:26:16,840 --> 00:26:19,200
Speaker 2: Well, I think that's I mean, I think that's great

505
00:26:19,200 --> 00:26:22,880
Speaker 2: advice for all of us, especially if you are someone

506
00:26:22,960 --> 00:26:26,280
Speaker 2: who is entrepreneurial and you want to start up a

507
00:26:26,320 --> 00:26:28,960
Speaker 2: company or you're trying to run a company right now.

508
00:26:29,040 --> 00:26:32,080
Speaker 2: I think a lot of people feel it's funny because

509
00:26:32,080 --> 00:26:36,560
Speaker 2: I went to a meeting here locally at our local chamber,

510
00:26:37,600 --> 00:26:40,000
Speaker 2: and they were talking to all the businesses about, you know,

511
00:26:40,040 --> 00:26:42,119
Speaker 2: what is what is the culture now? How do you

512
00:26:42,160 --> 00:26:45,920
Speaker 2: bring people in? They had some students from the local

513
00:26:46,720 --> 00:26:49,480
Speaker 2: community college come in and they were to saying, you know,

514
00:26:49,720 --> 00:26:54,359
Speaker 2: we need to have hours that are flexible. If we

515
00:26:54,400 --> 00:26:56,160
Speaker 2: come in and eat one day, we should be allowed

516
00:26:56,200 --> 00:26:57,800
Speaker 2: to come in at ten the next. And you're talking

517
00:26:57,840 --> 00:26:59,960
Speaker 2: to a bunch of people in a manufacturing town, you know,

518
00:27:00,200 --> 00:27:02,720
Speaker 2: like you punch in at a certain time, you punch

519
00:27:02,720 --> 00:27:03,760
Speaker 2: out at a certain time.

520
00:27:04,520 --> 00:27:06,120
Speaker 1: And I think that.

521
00:27:06,119 --> 00:27:09,800
Speaker 2: It was very unrealistic for these students to think this.

522
00:27:10,200 --> 00:27:14,080
Speaker 2: And yet when they sat down, boy, the teachers up auroriously,

523
00:27:14,200 --> 00:27:18,920
Speaker 2: oh yes, clapping, clapping, and the people that were running

524
00:27:18,960 --> 00:27:21,280
Speaker 2: the chamber were clapping, all We're so glad, and they

525
00:27:21,359 --> 00:27:23,600
Speaker 2: kept saying, this is an employees market, this is an

526
00:27:23,600 --> 00:27:25,960
Speaker 2: employees market. And I was sitting at a table with

527
00:27:26,000 --> 00:27:28,560
Speaker 2: a bunch of guys from steel foundries and manufact or

528
00:27:28,640 --> 00:27:31,720
Speaker 2: and machining shops, and they were all they all looked

529
00:27:31,720 --> 00:27:32,520
Speaker 2: at me, and they were like.

530
00:27:32,880 --> 00:27:34,840
Speaker 1: What how do we explain to them?

531
00:27:35,280 --> 00:27:38,080
Speaker 2: We can't we can't do that, you know, And I

532
00:27:38,480 --> 00:27:41,520
Speaker 2: just wonder if this is this movie is kind of

533
00:27:41,800 --> 00:27:44,640
Speaker 2: a movie that should shift culture in the way where

534
00:27:44,680 --> 00:27:48,240
Speaker 2: you not only see that the CEO is responsible to you,

535
00:27:48,280 --> 00:27:50,879
Speaker 2: but you are also responsible to the CEO, none of

536
00:27:50,920 --> 00:27:52,640
Speaker 2: you succeed without each other.

537
00:27:53,359 --> 00:27:56,920
Speaker 4: It's yeah, that's that's that's the thing and the other.

538
00:27:57,119 --> 00:27:59,600
Speaker 4: But it's really important to be able.

539
00:27:59,359 --> 00:28:01,880
Speaker 3: To have a different sorry with focus.

540
00:28:01,960 --> 00:28:05,400
Speaker 4: It's really important to have a difference of opinion without

541
00:28:05,720 --> 00:28:08,480
Speaker 4: it breaking down. And that's the thing. So it's like,

542
00:28:09,080 --> 00:28:12,520
Speaker 4: you know, in a perfect world, when the students are

543
00:28:12,560 --> 00:28:15,639
Speaker 4: talking about something, if they're you know, you want to

544
00:28:15,680 --> 00:28:19,399
Speaker 4: listen to them. But listening to someone doesn't mean agreement.

545
00:28:19,680 --> 00:28:22,840
Speaker 4: It just means listening. And that's the key. It's like,

546
00:28:23,040 --> 00:28:25,880
Speaker 4: it's very we talk about that in the movie. It's

547
00:28:26,160 --> 00:28:29,879
Speaker 4: you know, there's a difference between not being rude and

548
00:28:29,960 --> 00:28:32,119
Speaker 4: being a milk toast and rolling over. And a lot

549
00:28:32,200 --> 00:28:34,440
Speaker 4: of times, you know, in a situation like that where

550
00:28:34,480 --> 00:28:37,240
Speaker 4: somebody who doesn't have a lot of experience in a situation,

551
00:28:37,720 --> 00:28:40,479
Speaker 4: you give them their platform to speak, and because they

552
00:28:40,520 --> 00:28:43,080
Speaker 4: don't have a lot of experience in an organization, they

553
00:28:43,080 --> 00:28:45,080
Speaker 4: think that because you're listening to them, you're going to

554
00:28:45,120 --> 00:28:48,080
Speaker 4: do everything they say, which you're probably not going to

555
00:28:48,160 --> 00:28:50,959
Speaker 4: do any of it.

556
00:28:50,200 --> 00:28:56,800
Speaker 3: But so where the disconnect is is how do you.

557
00:28:56,920 --> 00:29:00,120
Speaker 4: Keep them on the line and keep them working and

558
00:29:00,160 --> 00:29:03,360
Speaker 4: keep them productive and keep them feel valued without rolling

559
00:29:03,400 --> 00:29:06,920
Speaker 4: over for everything, for everything they do. And then because

560
00:29:07,000 --> 00:29:09,120
Speaker 4: at that point in the two because it's a two

561
00:29:09,160 --> 00:29:12,160
Speaker 4: way street, there may be something that can be used

562
00:29:12,160 --> 00:29:14,360
Speaker 4: out of it, because you know, I've worked in manufacturing too,

563
00:29:14,760 --> 00:29:16,600
Speaker 4: and it's like, you know, this whole thing about like

564
00:29:16,840 --> 00:29:18,760
Speaker 4: you know, if you're if you're you know, if you're

565
00:29:19,000 --> 00:29:21,600
Speaker 4: if you're you know, in a foundry and the parts

566
00:29:21,640 --> 00:29:22,960
Speaker 4: have to go out and they have to get to

567
00:29:23,000 --> 00:29:26,479
Speaker 4: Seattle by a certain time. Everybody has to you know,

568
00:29:26,840 --> 00:29:28,920
Speaker 4: you have to be there at six in the morning,

569
00:29:29,440 --> 00:29:32,200
Speaker 4: and everybody has to be there pouring steel. And so

570
00:29:32,640 --> 00:29:35,200
Speaker 4: it's like if somebody has this great idea about like

571
00:29:35,360 --> 00:29:38,480
Speaker 4: wanting to show up at a certain time, you have

572
00:29:38,560 --> 00:29:42,120
Speaker 4: to have in your organization a way to hear them.

573
00:29:43,400 --> 00:29:48,200
Speaker 4: But then they know that they are not always going

574
00:29:48,280 --> 00:29:48,840
Speaker 4: to be.

575
00:29:50,440 --> 00:29:52,320
Speaker 1: Follow Yeah, I think it's really different.

576
00:29:52,760 --> 00:29:55,480
Speaker 2: It's different today than when when I was growing up,

577
00:29:55,600 --> 00:29:57,680
Speaker 2: and certainly when my dad was growing up. I could

578
00:29:57,760 --> 00:30:01,800
Speaker 2: remember when I was toward the end of working with

579
00:30:01,840 --> 00:30:04,720
Speaker 2: my dad, he would just be like, this is so

580
00:30:04,840 --> 00:30:07,800
Speaker 2: weird to me that you have to coddle people, you know,

581
00:30:07,880 --> 00:30:11,080
Speaker 2: because that he was in the steel industry when it

582
00:30:11,120 --> 00:30:15,080
Speaker 2: was like brutal. You know that you you either do

583
00:30:15,200 --> 00:30:18,080
Speaker 2: what everybody says or you're just gone. You know, nobody's

584
00:30:18,120 --> 00:30:20,600
Speaker 2: going to tolerate. It was a bunch of burly old

585
00:30:20,640 --> 00:30:22,520
Speaker 2: men and they were going to beat the crap out

586
00:30:22,560 --> 00:30:22,760
Speaker 2: of you.

587
00:30:22,840 --> 00:30:24,960
Speaker 1: Right, So this idea of.

588
00:30:25,000 --> 00:30:27,239
Speaker 2: Changing is different, But I think it's a it is

589
00:30:27,560 --> 00:30:30,160
Speaker 2: a new generation of you're right feeling they need to

590
00:30:30,200 --> 00:30:33,360
Speaker 2: be heard, and so maybe it is that discussion of okay,

591
00:30:33,400 --> 00:30:36,840
Speaker 2: but let's talk, let's let's troubleshoot this. If you come

592
00:30:36,840 --> 00:30:39,360
Speaker 2: in at ten, you're a part of a team. This

593
00:30:39,440 --> 00:30:43,040
Speaker 2: is not this The line that you work on doesn't

594
00:30:43,080 --> 00:30:44,240
Speaker 2: run at different hours.

595
00:30:44,280 --> 00:30:46,480
Speaker 1: Like if you don't show up, your buddy doesn't get paid.

596
00:30:46,520 --> 00:30:48,640
Speaker 2: You know, if you shut down the line, you you

597
00:30:48,680 --> 00:30:50,000
Speaker 2: shut down everybody's work.

598
00:30:50,120 --> 00:30:53,800
Speaker 1: And it's it is. That's why, that's.

599
00:30:53,600 --> 00:30:56,280
Speaker 2: Why CEOs do get the big bucks, because it is

600
00:30:56,360 --> 00:30:59,080
Speaker 2: not easy, and there are a lot of conversations, and

601
00:30:59,120 --> 00:31:02,360
Speaker 2: there are a lot of concessions, and then there are

602
00:31:02,800 --> 00:31:05,040
Speaker 2: you know, the tough conversations of no, you just have

603
00:31:05,080 --> 00:31:06,160
Speaker 2: to you have to deal with it.

604
00:31:06,200 --> 00:31:07,320
Speaker 1: This is what we do here.

605
00:31:08,240 --> 00:31:11,000
Speaker 2: We have also heard lately that parents have gotten really

606
00:31:11,000 --> 00:31:14,320
Speaker 2: involved when kids are working, like parents of twenty five

607
00:31:14,400 --> 00:31:17,240
Speaker 2: year olds have gotten involved. So it's a whole different

608
00:31:17,720 --> 00:31:20,080
Speaker 2: society that we're looking at. But I think it'll be

609
00:31:20,120 --> 00:31:23,800
Speaker 2: fascinating to watch the movie and see who it impacts most.

610
00:31:23,840 --> 00:31:27,480
Speaker 2: Does it impact CEOs? Does it impact the workers? But

611
00:31:27,560 --> 00:31:30,240
Speaker 2: I'm excited to see it. So tell us again, when

612
00:31:30,400 --> 00:31:32,160
Speaker 2: does it premiere and where can people see it?

613
00:31:32,680 --> 00:31:37,200
Speaker 4: We are premiering in theaters across the country. We're going

614
00:31:37,240 --> 00:31:41,160
Speaker 4: to be in Los Angeles in January thirteenth and fourteenth.

615
00:31:41,440 --> 00:31:45,160
Speaker 4: We're going to be in January and other places where

616
00:31:45,360 --> 00:31:49,040
Speaker 4: our distributors is just are just our distributor is booking

617
00:31:49,120 --> 00:31:52,480
Speaker 4: theaters now, and then in February we will hit the

618
00:31:52,520 --> 00:31:54,680
Speaker 4: streaming market and then everyone is going to be able

619
00:31:54,720 --> 00:31:56,600
Speaker 4: to see us. And there's going to be a big

620
00:31:56,840 --> 00:32:01,120
Speaker 4: publicity push too, and so it's coming.

621
00:32:01,200 --> 00:32:02,320
Speaker 3: It's a couple of months, you're.

622
00:32:03,240 --> 00:32:04,840
Speaker 4: One of the things I wanted to say too, is

623
00:32:04,880 --> 00:32:11,320
Speaker 4: that they, uh, it's not just like, oh, be you know,

624
00:32:11,400 --> 00:32:13,360
Speaker 4: be nice to each other and then and then everything's

625
00:32:13,400 --> 00:32:17,360
Speaker 4: going to be great. There are very specific examples, specific

626
00:32:17,440 --> 00:32:20,680
Speaker 4: things you can do, like there's a program that you

627
00:32:20,720 --> 00:32:24,000
Speaker 4: know and that you know of like you know, checklist

628
00:32:24,080 --> 00:32:26,440
Speaker 4: of things that run a company. It's very there's a

629
00:32:26,520 --> 00:32:30,600
Speaker 4: lot of very practical information. Like you know, Thomas Swiss,

630
00:32:31,080 --> 00:32:34,360
Speaker 4: I'm Scandinavians from the Midwest. You know, we're all like

631
00:32:34,600 --> 00:32:37,240
Speaker 4: very practical people, and so we have lists and stuff

632
00:32:37,280 --> 00:32:38,959
Speaker 4: like that. So you're not gonna it's not just going

633
00:32:39,000 --> 00:32:41,840
Speaker 4: to be some some you know, some in the clouds thing.

634
00:32:41,880 --> 00:32:45,320
Speaker 4: There's it's very practical and very specific that everyone can

635
00:32:45,720 --> 00:32:48,040
Speaker 4: can make their lives better by watching this movie.

636
00:32:48,280 --> 00:32:49,040
Speaker 1: Good awesome.

637
00:32:49,120 --> 00:32:51,080
Speaker 2: Give us the name one more time and tell people

638
00:32:51,680 --> 00:32:53,560
Speaker 2: make sure they know that they can go and they

639
00:32:53,560 --> 00:32:54,720
Speaker 2: can stream it eventually at home.

640
00:32:54,760 --> 00:32:55,560
Speaker 1: So give us the name.

641
00:32:56,320 --> 00:32:59,760
Speaker 4: It's called Confessions of a CEO and it's coming to

642
00:32:59,840 --> 00:33:04,120
Speaker 4: you in February, and please watch it because it'll make

643
00:33:04,120 --> 00:33:05,560
Speaker 4: your life much better.

644
00:33:06,080 --> 00:33:06,840
Speaker 1: Well, that's awesome.

645
00:33:06,880 --> 00:33:09,520
Speaker 2: Thank you so much, Eric Gardner, Thank you for spending

646
00:33:09,560 --> 00:33:10,440
Speaker 2: some time with us today.

647
00:33:10,520 --> 00:33:12,560
Speaker 3: Thank you so much, Tudor. It was a pleasure talking

648
00:33:12,600 --> 00:33:13,920
Speaker 3: to you. It's like it was great.

649
00:33:14,400 --> 00:33:15,760
Speaker 1: It was so much fun.

650
00:33:15,800 --> 00:33:17,880
Speaker 2: Thank you, and thank you all for listening to us

651
00:33:17,920 --> 00:33:20,600
Speaker 2: on the Tutor Dixon Podcast. For this episode and others,

652
00:33:20,600 --> 00:33:23,480
Speaker 2: go to Tutor Dixon podcast dot com. The iHeartRadio, app,

653
00:33:23,520 --> 00:33:26,560
Speaker 2: Apple Podcasts or wherever you get your podcasts and join

654
00:33:26,640 --> 00:33:28,280
Speaker 2: us next time. Have a blessed day,