E68: Lessons from a Chief Audit Executive (CAE) with Julio Tirado

I am pleased to talk with Julio Tirado for this week’s #jammingwithjason #internalauditpodcast episode where discuss lessons he’s learned from being a CAE. You’ll hear how Julio’s career brought him to be a CAE, and suggestions he has for those of you that aspire to become a CAE.

It’s just me and Julio down at the school yard … jamming and talking shop (could help putting in the Paul Simon reference 🙂

We discuss many things including: how to put the user (i.e. our audit client) at the center of the relationship, the importance of every auditor having a basic understanding on IT and security, considering the consequences of our audit recommendations, the need for project management skills, and how all internal auditors have to spend a little time selling.

Julio Tirado is the CAE for Spirit Bank in Tulsa, OK.

Jamming with Jason is the #1 #internalauditpodcast in the world has interviews and discussions (jam sessions) relevant to Chief Audit Executives and professionals in #internalaudit, risk management, and compliance.

Transcript

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Jason Mefford: Welcome everybody to another episode of jamming with Jason. Hey. Today I am honored to be with Julio to Otto or Toronto. If you want to say it that way too.

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Julio Tirado: Well done.

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Jason Mefford: Well done. All right.

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Jason Mefford: So, you know, and I have to say to because my

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Jason Mefford: Mind just works a little funny, right. So again, when I knew that we were getting on the call today because I like to bring music and a little bit too.

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Jason Mefford: You know, so of course

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Jason Mefford: When I when I saw you know your name on my calendar to, you know, it’s like, I go to that Paul Simon song me and Julio down

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But

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Jason Mefford: So I had to listen to that this morning to and then it’s like

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Jason Mefford: You know those

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Jason Mefford: Kids really got in trouble. They got thrown in jail. We’re not gonna do anything like that today.

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Jason Mefford: But I’m glad I’m glad to have you with me today. So, Julio is the he’s the chief executive of spirit Bank, which is I think you guys are pretty much regional there, right, you’re in the Oklahoma area.

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Julio Tirado: We are. Yeah. We’re based out of Oklahoma just shy of 700 million in assets and five branches and entirely Oklahoma base.

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Jason Mefford: That’s pretty good though 700 million for five branches. That’s pretty good. Yeah.

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Jason Mefford: Pretty good size pretty good sized well you guys will keep growing. And of course, then you’re going to

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Jason Mefford: Start bumping up on those other limits that then create a whole bunch of compliance issues for you, but you’ll worry about that when you get to that point.

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Jason Mefford: But yeah, thanks. Thanks for joining me, you know, on hair because I wanted to, you know, maybe just give

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Jason Mefford: Give people at first because I know we talked before we started recording about a couple of points that we’d like to kind of bring up because I think that are important, but

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Jason Mefford: Just first maybe kind of give people a little sense of, you know what your career entailed how you’ve gotten to this point of being a chief audit executive because I always think it’s interesting for

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Jason Mefford: People to see the various pathways that people become the chief executive. Yeah.

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Julio Tirado: I’d be happy to. So the, the internal audit journey for me started in April 2007 the bank hire me as an internal auditor and actually it almost didn’t happen, kind of a quick story in late

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Julio Tirado: Late oh six early oh seven I was looking for a job. I was looking for a job in the investment world and couldn’t find anything in Oklahoma City, which is that at the time.

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Julio Tirado: And in early, early oh seven I decided to broaden the criteria and see what else is out there and came across this job called internal auditor gaviglio salary range and

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Julio Tirado: I said, Hey, I got a degree. I got a finance degree I match fit the box and applied to my surprise, I got a call instead of the interview.

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Julio Tirado: And the moment I hung up the call. I said to myself, what the heck did I just do had no idea what I mean it was one of several that I applied to

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Julio Tirado: So I did what any student would do I would do a little more homework and I bought a book. I think it was a Barnes and Nobles

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Julio Tirado: It was called something to the effect of the handbook or of internal audit and an hour into the book I dropped and I almost called the recruiter to cancel the interview.

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Jason Mefford: Like, I don’t want to give them to us at all right.

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Julio Tirado: That’s on the south coast. So this corporate government is that I had, I was clueless.

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Julio Tirado: But I kept the interview, and I’m not afraid of the unfamiliar. So, in hindsight, it was one of the best decisions I’ve ever made.

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Julio Tirado: learned so much. So I worked for spirit bank for six years. And then I decided to take the leap into a startup. Number two, I had done a start up before before spirit.

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Julio Tirado: And started a consulting company and the my own name. Joe dates right and associates did that for slightly over two years that was went very well have several clients.

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Julio Tirado: I was about the transition into the famine phase a feast and famine relationship and my wife had some develops medical issues. She had to quit working

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Julio Tirado: And long story short, it made more sense for me to go back to being a blowing. So at the time at the chance to go work at a technology company as a project manager role.

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Julio Tirado: And six months into it, the CEO Sberbank call. They said, Julio come back to the bank and they made me the the CRM risk off the CRM officer and the information security officer. And I did that for about a year.

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Julio Tirado: At which point I was asked to go back to audit where they need to be more and I’ve been doing that ever since. And you know that year in security and risk really informed my thinking. It helped me

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Julio Tirado: Appreciate the, the importance of the security side of the house. I know that one year I dove as deep as I could, I mean, as you know, as a as a finance major

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Julio Tirado: I had to

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Julio Tirado: Be caught up really quickly and and that I did to the best of my ability. So that informed me as a CA is internal auditor significantly. So I’ve used security.

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Julio Tirado: from a slightly different perspective, because that year, but I’ve been in. So in in that role since 2016 and just working hard every day to upscale get caught up and continue to tackle this.

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Jason Mefford: One, I think it’s great you know because your, your experience is is very similar to many other people

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Jason Mefford: Right. I mean, I remember when I first, you know, because I got the accounting degree I got the CPA, I went to work at a couple of account big accounting firms.

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Jason Mefford: You know, laughed because one of my clients hired me to start an internal audit department as the chief audit executive, you know, hey, we need this come in, build it out.

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Jason Mefford: And I remember you know going to like my first III conference. And I think build the ship was still the president back then. And, you know, he’s like, I’m proud to be an internal auditor, you know, and all this kind of stuff. And Bill was just just kind of that way and and in

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Jason Mefford: You know, I grew up in the external side but

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Jason Mefford: But most of us, you know, end up in internal audit. I mean, there’s there’s very few people in internal audit the probably as a little kid were saying, I’m going to be an internal auditor. When I grow up.

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Jason Mefford: There’s more of those people now right but but you know in in the day we all just kind of fell into it. You know, like you said you got you got your finance degree you were looking for a job that’s thing internal audit and you get the job.

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Jason Mefford: Yeah, and then

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Jason Mefford: Obviously, you must have liked it. If you hung around for

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Jason Mefford: Six years to begin with. Right.

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Jason Mefford: So, so you kind of fell into it. But then you then, you know, like you said, you ended up kind of going off to do some other things right, some independent consulting to begin with. Go back to a tech company, but not as an internal auditor, but more in the PM. Oh.

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Julio Tirado: Yeah, yeah. That was, that was another

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Julio Tirado: Role

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Julio Tirado: Right. And then I was working with the audit team that was very interesting. Yeah.

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Jason Mefford: Yeah, so, so I think it’s it’s it’s interesting because I want to delve in a little bit to a couple of these other

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Jason Mefford: experiences that you’ve had. Because like you said, you know, you look at security and it a little bit different than maybe some other some auditors do

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Jason Mefford: Because you’ve actually have that job right and and so the more perspective and the differences that we have it. It really helps us is we actually talked about before we hit record about having empathy for other people.

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Jason Mefford: That’s the end that

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Jason Mefford: Actually makes us better auditors so i’m i’m interested, you know, to when you when you went back to that tech company in a project management role. Again, that was totally new for you.

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Jason Mefford: I mean, was that something again where you were like, hey, I should, you know, I need to improve my project management skills. So I’m gonna go find a job in project management or

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Jason Mefford: Did it kind of just fall into you. How did that work.

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Julio Tirado: Well, I was, I was very open minded about what jobs that was looking for because I had to time everything properly.

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Julio Tirado: And. And it just so happened that role was a was heavier toward it governance, but it was an IT governance slash project management role. So that was a really good fit.

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Julio Tirado: Yeah, but I went in there, excited about trying something new and I was planning to go for that PMT certification soak in. And as much as I could. PM wise.

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Julio Tirado: And and only did it for a little while, but that little while was very insightful learn so much about the technology departments working together from from an agency perspective, you know, hey, I’m feeling it disease from the other side, not the auditors. So that was very, uh huh.

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Jason Mefford: Well now you know those are areas that you’re audited, you know, effectively. And so again, you’ve seen it from both sides. So, so I think that’s interesting because, you know, I think a lot of times people

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Jason Mefford: You know, they kind of wonder and you know if you’re the chief audit executive and you’ve got to kind of come up with a team.

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Julio Tirado: Yeah.

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Jason Mefford: You know, in my opinion, if you’ve got a team of probably five or more, it’s probably a good idea to have some people in your team that actually have some of these project management skills, maybe hire somebody who’s a p MP, because what do we do every day. We’re doing projects are high.

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Jason Mefford: So actually understanding project.

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Jason Mefford: Management, how it works, how that translates in into the, into your organization because a lot of times we’re auditing things that our projects I think is actually a really good idea. So it’s interesting that you actually have that background.

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Jason Mefford: How do you think that’s helped you and you know now in your career going forward.

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Julio Tirado: Well as a part of that experience. I got to learn, for example, about age agile.

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Jason Mefford: Yep.

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Julio Tirado: Project management, which has, you know, is becoming a thing now in the audit and assurance space.

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Julio Tirado: So I love to see us think that way because you’re right, if you if you step back and look at the big picture.

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Julio Tirado: What is an internal audit operation, it’s a collection of a bunch of projects that have to be managed.

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Julio Tirado: So it makes sense if we take a project management methodology we are going to be more organized, hypothetically, more efficient therefore less stressed.

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Julio Tirado: So it’s very logical to think like a project manager in the audit whenever we’re thinking about what to do. What do you value which managed to organize with

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Julio Tirado: So that was synergistic and obviously, as I mentioned, now that you know Agile is a thing. People always talking about it. Every article has agile audit this

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Julio Tirado: Blending in the profession.

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Jason Mefford: Well, and it’s interesting. I don’t, I don’t know if if you get the same sense that I do, but a lot of people are talking about agile, but a lot of people don’t really get it.

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Julio Tirado: It’ll take a while.

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Jason Mefford: It’ll. It’ll take a while. And because because again it’s not just about doing audits fast or having stand up meetings during, during the thing. This is like a fundamental change to how we have historically

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Jason Mefford: The kind of documentation that we’ve done you know if we’re going to fully embrace an agile methodology. It’s pretty foundational folks in some of the changes that we’re going to have to do to really get to that point. But it but it’s, you know, like you said, and and

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Jason Mefford: It’s a concept. I think it’s here to stay. It makes a lot of sense.

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Jason Mefford: We should, we should incorporate more of it.

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Jason Mefford: Because, you know, honestly, if your company is using an agile methodology for its projects.

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Jason Mefford: Wouldn’t it make a lot of sense for us to do it more that way too. So it’s something that they’re used to as well.

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Jason Mefford: Plus, it gets more feedback from the customer quicker. They’re more involved in the process, which I think is important as well. But that’s going to have to a lot of auditors are going to have to

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Jason Mefford: Get used to that fact and realize we can get that kind of feedback from customers and it’s okay. And they can be more involved in the process. And it’s okay.

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Jason Mefford: So,

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Julio Tirado: When earlier about about empathy. You know this this forces, if we’re a small tech startup and when you were using agile to

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Julio Tirado: Develop and do what we do with the user is going to be at the center of the process. So, likewise, if we’re

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Julio Tirado: Treating putting the department heads the client, the company’s as the as the user in the center of the process, hypothetically, it would

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Julio Tirado: Lead to a better relationships, hypothetically, would lead to better communication and much less less stressing stressful. Exit meeting better audit committee meeting. So putting people in the center. Maybe one of those those buy products. I’ve got a job.

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Jason Mefford: But I’ll probably isn’t that’s actually going to that adds more value to right right and and again when we would deliver report or whatever our results are

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Jason Mefford: It’s going to be much more tailored to that particular user if we’re actually considering and thinking about them at the center of the relationship

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Jason Mefford: That’s right, as opposed to, hey, we’re this external group coming in and we’re doing all this stuff and then we’re going to flop, this report over to. Yeah. And you’ve got 30 recommendations you have to go implement and half of them you thinking, why are you even asking me to do this right

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Jason Mefford: So yeah, that’s a that’s

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Jason Mefford: Yeah, good experience. And so again, like I said, you know, having some of those skill sets are having people on your team that understand that I think makes makes us stronger team overall right

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Julio Tirado: Nothing but value add if you have that opportunity. Certainly, certainly do it. And I would say that there are so many resources when I

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Julio Tirado: When I think about what was available in 2007 when I started versus now if in 2007 you told me, hey, Julio, you should learn some project management for XYZ reasons.

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Julio Tirado: Well, then I might have been a little more uncertain what. Where do I go to what book. Bye. Bye now.

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Julio Tirado: These, these programs that you can leverage more variety resources. There are literally a button press away.

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Julio Tirado: To learn about anything you can one in this case particularly agile, so you may not have somebody in your team, who is a project manager wasn’t project manager, but he can gain these skills and implemented in it as best as make sense.

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Jason Mefford: Well, it’s interesting that you bring up 2007

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Julio Tirado: As well, right, because

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Jason Mefford: That was a

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Jason Mefford: I’ve heard a lot of people talk about this, and especially from a, from an IT perspective and we’re going to jump into kind of talking a little bit more about some of the tech and rescue

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Julio Tirado: Stuff.

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Jason Mefford: You know here soon. But 2007 was really kind of a seismic shift in

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Jason Mefford: The world.

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Jason Mefford: It will. It was tough year for banking because it was right, you know, right at the time of the financial collapse, but from a technology perspective.

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Jason Mefford: 2007 was there was some big seismic shifts, you know, the smartphone. The, the internet have been around, but really kind of the two point O side of it started really kind of coming in and so

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Jason Mefford: You know the world that we see ourselves in now and 2020 is largely shaped by a few of the events that happened in 2007 2008 so it’s kind of interesting. Again, that you bring that back because yeah if we were talking in 2004

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Jason Mefford: A lot of this stuff wouldn’t be as relevant because it hadn’t happened yet. And we and we don’t have some of that stuff. Right.

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Julio Tirado: It’s any interest employment, a lot has changed. And it seems like things are changing at a faster rate.

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Jason Mefford: They are in fact some of the other stuff that I’ve read, I’m trying to remember the name of the book. It’s going to escape me right now.

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Jason Mefford: The the

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Jason Mefford: The speed of change in it is quicker than as humans we can comprehend and

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Jason Mefford: Consider the implications of it.

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Jason Mefford: So that’s, that’s why a lot of people now are like well put the brakes on all this AI stuff because we really can’t figure out yet or process how this is really going to

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Julio Tirado: impact us yeah that’s that’s a big challenge.

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Julio Tirado: Right.

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Jason Mefford: You’ve seen the same thing with with compliance issues other stuff because we will jump into information security because we have kind of a

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Jason Mefford: Common commonality there as well. Right.

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Jason Mefford: We were both kind of head of information security and privacy and security is one of those things where the regulations can’t keep up with the technology because

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Jason Mefford: We don’t understand the

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Jason Mefford: Implications of some of the technology until a few years later, and by that time.

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Jason Mefford: We’re trying to regulate something that was three or four years old. But there’s something new that’s completely different. Right.

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Jason Mefford: So, so, yeah. So you go from kind of this CMO role in back to the bank in era. And it’s kind of the sea. So, so, you know what, what kind of stuff, I guess. Did you learn from that experience because I think you were

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Jason Mefford: You were in that role for a year or so.

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Jason Mefford: Before you

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Jason Mefford: Move back over to the audit. Right. Okay. So, so what kind of stuff did you learn, you know, during that

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Jason Mefford: Phase of your career. That’s kind of translated over

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Julio Tirado: I would say that the, the number one thing that I got out of that experience was a greater sense of empathy and not to be redundant here a greater appreciation for the, the consequences of an audit recommendation.

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Julio Tirado: All the folks across the bank.

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Julio Tirado: on the security side, I felt the impact of the recommendations on the RM side, I had a more transparent discussion.

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Julio Tirado: With managers all across the bank, because the RM component required. I mean with everybody and talk about risk issues in a very proactive way, you know, in a very team oriented way because in that moment, those moments.

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Julio Tirado: I was in the auditor asking for things I was the guy said, Hey, I’m thinking risk you’re thinking risk. Let’s work together. What can go wrong. Let’s make sense of the world a little bit

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Julio Tirado: Or that gave me an appreciation for for being on the other side of the discussion and be more sensitive to the impact and I’m in the very beginning like anybody who’s brand new to intern audit.

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Julio Tirado: Women are probably more focused on being good at what we do, understanding the issues, probably not thinking a whole lot about OB the consequences of this recommendation terms of resources in time and so on.

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Julio Tirado: So that made me more flexible, more flexible in, in the, the recommendation more flexible in the follow up process. For example,

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Julio Tirado: From a very risk based perspective, somebody may I may have an auto recommendation. Now, they may pertain to policy or procedure, a written document.

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Julio Tirado: And I would be more than happy to wait for months for that to be done as opposed to a higher risk issue, which is a promise action within a week within two weeks. So a risk based approach to audit follow up Kim out of the exposure to the risk of security side.

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Julio Tirado: And on the security side, you know, I remember what I had learned pertaining to security before that rolled it was very, very

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Julio Tirado: Shallow

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Julio Tirado: I just didn’t understand enough

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Julio Tirado: All the moving parts. And the way that I could think about it now is with security. I am a I mean imagine. Imagine Jason you’re taking care of a mansion of 65,000 doors and windows.

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Julio Tirado: Your job is to control every door every window keep track of everybody who has a key when the kids lost you get reissued maintain the roof and so on. And someone and someone, someone, someone

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Julio Tirado: That is your job as the maintenance as a person who owns that mansion.

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Julio Tirado: You’re the CEO, you’re the IT director. So you got all these different places that were attackers can attack, whereas the attacker just needs one window one door.

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Julio Tirado: So I get a whole lot more appreciation for how difficult that challenges absolutely influence how perform security audit what ask what is reasonable, what isn’t reasonable what’s effective what isn’t effective

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Julio Tirado: It forced me to learn about certain control frameworks, like the CIS top 20 security controls framework, the NIST cybersecurity framework.

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Julio Tirado: And and so since that exposure. I’m going to continually putting pressure to up my knowledge of the security side.

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Julio Tirado: Because as you know, the attackers are getting more advanced attacks themselves getting more advanced. It’s a cat and mouse game. So who’s you know how behind. Are we gonna be no so

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Jason Mefford: When your analogy of that big mansion is is great to try to put it into perspective, right, not only do you have all those doors and windows and everything on the outside, but you got people on the inside of the mansion right and and how many of the security.

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Jason Mefford: Issues have come because, you know, again, the CIO, the sea. So they’re worried about, you know, usually. First off, external kind of stuff.

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Jason Mefford: Right, because that’s, again, where it’s like we

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Jason Mefford: Don’t want you know anonymous to

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Jason Mefford: You know,

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Julio Tirado: Well, that’s good.

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Jason Mefford: News. Yeah, that’s right. So so so that’s that’s where there’s a lot of the abuse but there’s a lot of stuff coming inside to right it’s like

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Jason Mefford: I don’t even have to attack you on the outside. I’m just going to have you know a mole hired in your organization and your IT department and I’m gonna let them sit there dormant for a year, whatever. Right.

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Jason Mefford: Till I figure out what’s going on. And then I’m going to do an attack from inside. And most of the time, people don’t even realize or maybe they get through the window. Now they’re inside they close the window.

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Jason Mefford: Nobody really knows they were there.

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Jason Mefford: But they’re inside the house for a

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Jason Mefford: Year and a half, and then they pull the trigger on on the security.

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Jason Mefford: That happens all the time. And this this this intruder now has an invisibility cloak for about nine months going throughout your mansion. You don’t even know that they’re

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Jason Mefford: You know the 35,000 square foot mansion. Right. There’s lots of drapes. They can hide behind or whatever.

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Jason Mefford: Well, I don’t even know their, their

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Julio Tirado: Sizes. I mean, I know that’s that’s a silly analogy, sometimes, but it just highlights how difficult the challenges is for a lot of organizations. So we have to we have to step on a game.

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Jason Mefford: Well, and I think to that’s, that’s where again some of this empathy comes back is because, you know, we’ll go in. We have maybe a very narrow scope on what our audit might be

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Jason Mefford: And we come back and say, well, you know, NIST says you’re supposed to have a cyber security policy, and you don’t have one. So our recommendation is go write a policy.

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Jason Mefford: And you hand that, you know, to the CIO, or the sea. So, and they look at it and say, well, I’ll get to your policy, but first off, I’ve got all these guys outside like really suspicious.

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Jason Mefford: And I got to worry about them first before I worry about your piece.

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Jason Mefford: Of paper.

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Julio Tirado: That’s not all. And it’s absolutely

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Jason Mefford: And and so we just have to be under understanding of that or what you said, the consequence of our other recommendations, because I think I think sometimes will love a recommendation over without realizing how much time and money.

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Jason Mefford: It’s actually going to take and without this is what I’m trying to push people to do now to is you know before you make a recommendation. Why don’t you kind of do a little ROI thing for people

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Jason Mefford: So that they can understand because if I’m the manager, if I’m the CEO of a company and you come to me and asked me to do something that’s going to cost me $100,000 let’s say

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Jason Mefford: I’m going to look at that and say, what do I get

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Julio Tirado: For my hundred thousand dollars.

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Jason Mefford: And and even though you tell me, well, it’s best practice or its compliance. We have to do it well.

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Jason Mefford: If I don’t do this. What’s it going to cost me. Well, you’re gonna get in trouble. How much am I gonna get in trouble for well you might get fined $20,000

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Jason Mefford: Well you know what, I’m not gonna do it. I’m, I’m, I’m at that point, I’m going to say, okay, well, that’s nice. But I’m not going to spend $100,000 to avoid 20

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Julio Tirado: I’m just gonna throw a rational. Absolutely. And that that discussion, you know, being being in that situation will hurt your relationship with the manager. Oh, yeah. So it’s and we need to have with us.

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Jason Mefford: Yeah, and so we can we can start to think more about what really are the consequences. Now, if it’s, you know, if it’s compliance based

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Jason Mefford: I get it right, we have to say, you know, regulation 1234 or five says we have to do it. We’re not doing it. We should probably do it right and then it’s management’s decision at that point. But companies decide all the time, not to be compliant with certain things.

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Jason Mefford: But the one where to, you know, that we should really be conscious of these consequences are the ones that we think the company should do or its best practice. So we should do it. Those you better really have thought through, because

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Jason Mefford: If you come up with a BS you know recommendation that just costs money without much benefit that’s going to significantly damaged your relations.

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Julio Tirado: I, well, I think, as a rule, you just want to generally be informed, whatever you put on a piece of paper, whatever you convey to a manager, you have to be informed what data supports your conclusion I want one of the things that I make sure I do during an engagement is

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Julio Tirado: Commit to all the managers that have a there’s any high risk medium risk issue, even just remotely I immediately call say hey,

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Julio Tirado: Whomever. What do you think about this, am I headed the right direction. This is a real concern by the time we get to the end of an engagement.

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Julio Tirado: There will be no surprises. No, no, no uncertainty about whether in a recommendation, you’re making make sense. You should flush that out throughout the engagement, it’s, it’s sort of kind of very agile.

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Julio Tirado: You know, in between, you’re talking to your manager multiple times. But if you’re if you’re in a position where you’re you’re hoping that you your recommendation is going to make sense that tells you you haven’t done your homework, you have to

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Jason Mefford: If you’re hoping it probably doesn’t better do your homework.

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Jason Mefford: And Don’t. And Don’t just I remember I worked for a manager one time and and at the beginning of this engagement, the manager told me I want you to give me seven recommendations on this project I want at least seven recommendations.

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Jason Mefford: Like, where the hell does seven come from anyway, right, I mean, it’s like, that’s just some arbitrary number my

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Julio Tirado: Lucky number right it’s

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Jason Mefford: Election. It’s a lucky number

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Jason Mefford: But it’s, it’s, you know, we don’t. We shouldn’t go into any of the engagements thinking that either.

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Julio Tirado: Having some preconceived notion

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Jason Mefford: We should only be providing recommendations if they’re actually useful if we’ve thought about if you’re just hoping or trying to

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Jason Mefford: You know, if you have a belief that the number of recommendations you give equates to the value you’re providing

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Julio Tirado: You need to stop thinking that

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Jason Mefford: Right away.

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Julio Tirado: I think you said it really well, you know, listen to your latest podcasts on independence and you had you had mentioned

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Julio Tirado: how critical it is for us to to add value they have to remember that we’re not 100% independent and that we are in a way that work for a company x are paid about company x to perform audits, a company x

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Julio Tirado: It’s important to feel that pressure that we constantly are valuable now feeling title to be the auditor. I remember

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Julio Tirado: I forgot how many years ago. But you know when Danny Brandon was a chairperson of the IAA his team have a real I believe was was being relevant or something to the effect of being relevant. Yeah. And when that came out today must have been relevant that’s not so sexy right so it’s

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Julio Tirado: But after you think about it for a minute, it’s so critical. So, fundamental if you’re not relevant than why would you continue to be in that position. So if we continuously ask ourselves, are we adding value at this is this pushing your company organization forward.

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Julio Tirado: Hopefully we’ll avoid you know those scenarios of having a fixed number of findings or being uncertain about what you’re delivering

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Jason Mefford: Well, and I think it’s, you know, that idea of relevance is really important and its relevance to whom

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Jason Mefford: relevance to the company relevance to the client that we’re working with. That’s why you know the the idea of agile and having the user at the center is important because

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Jason Mefford: If we’re not being relevant to them, then at some point. And I’ve seen this happen over and over again, at some point, the CFO is going to get tasked with cutting costs.

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Jason Mefford: And they’re going to turn around and they’re going to go you know that internal audit department isn’t really that relevant to us.

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Jason Mefford: And if they feel that way if they don’t feel like you’re relevant. I don’t care if you feel like you’re relevant no damn it. You know, we’ve got to have an internal audit department because every great company has an internal audit department and we’re

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Jason Mefford: We’re a key component to governance, but we believe that

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Jason Mefford: We preach that as a profession, but it’s what the other people believe that’s really important. And if they don’t think you’re relevant, you’re going to be one of the first places to get cut

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Julio Tirado: That’s, that’s a valid point i what I’ve told some folks that I’ve talked to that were interested in getting an internal audit already in it for a little bit.

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Julio Tirado: Was I wish I was told, early on that when you’re in internal auditor 80% of the time you put on the analytical hat and 20% you put on the sales hat.

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Julio Tirado: You may say, well, sales had you’re an author, you’re not supposed to be selling anything. Well, you kind of are you selling confidence, you’re selling ideas.

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Julio Tirado: You’re selling wisdom, you know, if I want to share something, you know, I work for a financial institution. We care a lot about emerging trends emerging risks. You mentioned

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Julio Tirado: At one point, AI, a very hot topic very fancy buzzer. We care about those fancy buzzwords, we want to be ready as much as possible so we can be a source of wisdom to share with our folks. So we have to sell confidence so

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Julio Tirado: The the the perception that what we say makes sense that what we say is that have driven the was as informed so has to be part of the equation. I don’t know if it’s at 20 or 6040 they’re selling has to be part of the equation.

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Jason Mefford: Well, and it’s probably because this is maybe a good distinguish or because actually I don’t know that I’ve talked to anybody in this way before. So I want to, I just want to kind of dig into this just a little bit more is

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Jason Mefford: That I think the further up you go in the Internal Audit organization, the more that may be changes to right so so yeah at the lower level. Maybe it’s something like 8020 right and this will give people a little peel behind as far as what is he, he actually does right in your role.

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Jason Mefford: Are you still at 20 or I’m guessing that the sales number is much higher.

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Julio Tirado: Right, if it was

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Jason Mefford: Like it would like it was for me. Right, so

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Jason Mefford: The further up we go in the organization, the more we have to manage those relationships we have to sell yourself sell our

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Jason Mefford: Sell the function sell the value that we’re doing. Right. And a lot of your job ends up doing that. I don’t know. You know, if you were to put numbers on it. Where would you put it as a

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Fifth,

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Jason Mefford: The other way.

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Julio Tirado: In my case is probably closer to 6040 or 7030 but the, you know, the important part, or that sells but I know selling that word can be really dirty very, very, very unfriendly.

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Julio Tirado: But you just replace it with being having good we’re having to relationships. And that’s the, that’s the issue. You will have good relationships with people so we can all collectively address the issue. I have to maintain objectivity. There’s 100%, you know, non negotiable. I get that.

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Julio Tirado: But that doesn’t mean I can’t have good relationships with people that can’t mean doesn’t mean I cannot be open with folks and vice versa.

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Julio Tirado: And the way to test whether you have a good relationship, in my opinion.

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Julio Tirado: Is if you are told by the order department manager. Hey, can you add this thing or this SEC this two or three things your Otter program.

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Julio Tirado: I need independent brains to double check this or maybe this is the political issue. I’m not getting support Julio hook me up. You know when you when you have that. Or maybe phrase it I know in order to shouldn’t be told us. But that’s when you know i think you make

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Jason Mefford: Yeah, I know. I normally wouldn’t tell the auditor.

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Jason Mefford: But I like you. I know you’re a cool guy. Right. Yeah. They it’s just about recognizing we’re part of the same organization. Yeah.

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Julio Tirado: Let’s just keep that in mind whenever we do everything.

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Jason Mefford: Well, and I think I agree with you totally on that you know that a lot of times, people talk about. I want to be a trusted advisor. I want to be a trusted advisor.

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Jason Mefford: Well, you can tell if you’re already are, or if you’re not

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Jason Mefford: And like you said, if, if the audit clients, you know, coming to you at the beginning, or I remember a call that I got from

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Jason Mefford: My last company where I was CA. It was one of our controllers or one of our factories and he called me and he said, Now I know you guys haven’t been out here for for a couple of years. Right. And so I know I’m probably going to be up on the schedule soon I’m just guessing. Right.

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Jason Mefford: And I’m like, Well, you know, maybe I mean it was one of our better controlled

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Jason Mefford: Activities, so we weren’t as concerned about them as we were some other ones, but he calls me anyway kind of says that he says because I’m thinking about, or I want to kind of change some of our processes out here, but I’d rather talk to you.

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Jason Mefford: And kind of work.

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Jason Mefford: Through what I’m thinking and the changes with you before I make them to make sure that we’re doing it right.

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Jason Mefford: That’s your that’s your test when people call you when they ask you, those kinds of things, then it’s like, cool, I must be providing some

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Jason Mefford: Value right they must trust me, if somebody walks in and like you said, they’re like I normally wouldn’t tell the auditor this but

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Jason Mefford: And they tell you

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Jason Mefford: you’ve established some relationships.

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Jason Mefford: And trust with them that they’re actually asking for your advice. See trusted advisor. They trust you and they want your advice if people are not asking you for advice.

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Jason Mefford: You’re not a trusted advisor.

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Julio Tirado: That’s, that’s an opportunity for improvement. That’s that one yeah i i suspect part of the equation is recognizing that in our jobs. We can contribute to anxiety. I think my time is an internal auditor is kind of a part time honorary psychology degree that

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Julio Tirado: Is that why I’ve been studying psychology

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Jason Mefford: Yeah.

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Julio Tirado: Honestly, tell me the truth is truth to the people that aren’t familiar with this jobs about are going to feel anxious about the audits right so

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Julio Tirado: We have to do everything we can, within reason to minimize the potential anxiety, which means in the very beginning of an engagement being open about the objective is about the order plan.

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Julio Tirado: Being open about what are your concerns having a very friendly discussion. So if we minimize that anxiety. That’s good. That’s, I would think that’s a required condition to get us closer to the trusted advisor condition, you have to not having data between the client and who we are.

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Jason Mefford: Well, yeah. Because if they’re feeling anxiety, it’s going to be difficult to get the work done to. And so there is and that’s where, you know, again, we use the word psychology here. But, you know, again, folks. When I talk about technical and soft skills.

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Julio Tirado: High

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Jason Mefford: You know, a lot of time a lot of some of those skills in the soft area are some of the psychology. It’s not just how you write your report.

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Jason Mefford: It’s not just how you give your PowerPoint presentation to management. It’s a lot of this other stuff. There’s a lot of stuff to the soft skills and we are not spending enough time.

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Jason Mefford: Focusing on those. And that’s leading to some, some of the some of the trouble because you’ve got to reduce that anxiety and build those relationships. There’s soft skill ways of doing that. And we need to spend more time doing that.

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Julio Tirado: And that’s been an issue as far as I recall. Since 2007 soft skills being in the top of skills and we need folks and assurance to really make their competency. So hopefully we can move the needle.

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Jason Mefford: I hope we’re listening, you know, again,

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Jason Mefford: The older I get 2007 doesn’t seem that long ago to me that that was 13 years for

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Jason Mefford: Many of my people listening to this, we’re still, it could have been in grade.

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Jason Mefford: School, you know, at that point, still

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Jason Mefford: But yeah, we’ve been talking about it, but we need to get off our butts and actually do something more about it, instead of just just talking about it so

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Jason Mefford: Now this is. But again, like normal. We just kind of blow through time. So we’re going to have to kind of wrap up.

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Jason Mefford: For today, but we’ll probably have to go deeper on a future episode. But I wanted to kind of ask you to that I always like to ask CA’s you know is if

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Jason Mefford: If you were. I mean, could you got people on your team and other people that if you’re kind of mentoring them or trying to help them you know if if

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Jason Mefford: There’s that old Rod Stewart song. You know, I wish that I knew you know now what I knew then I kind of a thing. I said that wrong, but anyway.

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Jason Mefford: It can’t sing the song right now because my brain is going somewhere else. But you know so much of the time the older we get, we wished we had learned certain things.

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Julio Tirado: Earlier in our career.

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Jason Mefford: So maybe you know what’s maybe one suggestion that you give to people that are kind of moving up in their career. And, you know, maybe someday aspire to be a CA.

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Jason Mefford: What, what do you wish you would have known or learned maybe earlier in your career that you’d kind of impart wisdom to other people.

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Julio Tirado: Well, it has a great question.

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Julio Tirado: So,

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Julio Tirado: I would say two things. The first one be is if you had to choose between learning to be a great leader.

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Julio Tirado: When before you need to become a great leader versus learning it when you’re in the middle of fires all over the place.

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Julio Tirado: Properly right so we all in our, in our business degrees may have a leadership class, you take the class you’ll get a good grade that may may go out in one ear out the other.

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Julio Tirado: But if you’re planning on becoming a good at putting yourself in eligible someday. Take your time to study the books.

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Julio Tirado: Pick your pick your, your leader, lots of books out there. Do your homework, prepare in advance for that. Just like you prepare for the CPA exam or the CIA exam. I thought that was so critical.

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Julio Tirado: So building leadership skills. Early on, makes a lot of sense. I think a big challenge folks that are in the sea level has to be

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Julio Tirado: What may be the bombarding of all these emerging concepts and issues that are coming at us. So if you’re brand new to internal audit and you’re envisioning some they getting to management.

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Julio Tirado: Why not take some of that time and build some foundations in technology because the world is becoming more interconnected. That’s completely undeniable. There’s

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Julio Tirado: You’re going to have a bazillion IoT devices in people’s homes. Everyone’s gonna have Amazon Echo

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Julio Tirado: You know, we’ll have autonomous cars on the road, you know, things are changing. So, the earlier you can expose yourself to the technology fundamental security fundamentals.

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Julio Tirado: As you progress in your career, you’re going to have opportunities to build on that, as opposed to wait until you absolutely need it so preparing

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Julio Tirado: For tablet technology competency and building on some leadership skills early on. So when you can when the opportunity strikes you can be ready to pull the trigger.

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Jason Mefford: Now, that’s great wisdom because again you know it’s

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Jason Mefford: If, if we want to be, to the next level. Right. You have to act like you’re already at the next level, right. That’s good. That’s going to help

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Jason Mefford: get you there. So like you said, you know, the, the better we can be at being a leader earlier on, the more likely it’s going to be that we will actually will be that leader someday.

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Jason Mefford: And and i think it’s good to what you what you’re saying here about technology because I’ve seen this. I mean, I’ve helped you know, hundreds, thousands of people try to pass the CPA exam. And one of the big topics that a lot of people really struggle with is it

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Jason Mefford: You know, in the past, you know, especially the CIA exam because of how it kind of started and

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Jason Mefford: You know, trying to make CIA similar to CPA from a professional standpoint, there was a whole bunch of finance and accounting stuff on there. There still is right, but in my opinion you know that stuff doesn’t matter so much. Now as the it stuff does

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Jason Mefford: If you don’t have a basic understanding of it you know in kind of, you know,

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Jason Mefford: General controls level, all of that kind of stuff. How the applications, you know, and the hardware interacts with each other and some of the technical controls that might be in there. If you don’t, if you can’t stand back and really kind of understand in general how the technology is working.

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Jason Mefford: It’s going to be really difficult to almost audit anything in the future because everything has an IT component to it.

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Julio Tirado: That’s a valid point. I would love to see folks getting finance and accounting degrees also doing a a minor name is

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Julio Tirado: Or I may just have a regular degree getting a a Coursera specialization in some somewhere in technology security Cisco, whatever. There are lots of ways to supplement your business background. So the early we can make that part of who we are, for sure. The better off we’ll be out

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Jason Mefford: Oh yeah, well, and because it really there’s there’s sometimes if we don’t have some of that basic background, right, like I was, you know, I was talking with somebody and there was a client that they’re dealing with that they had some reporting issues.

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Jason Mefford: And it got missed by audit okay and and understandable.

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Jason Mefford: When, when you kind of, you know, step back as armchair quarterbacking is always like, well, you should have known. Well, I understand why they probably didn’t catch it, but

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Jason Mefford: If, if some of those people on that team maybe had a better understanding of it, they would have realized that this this link there. They’re all these transactions over here, we’re never making it to the report.

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Jason Mefford: And why was that it was it was a system issue, it was a it was a PM. Oh issue with with a system upgrade and a very large percentage of transactions that never got pulled over.

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Jason Mefford: Somebody missed. Right, so it project should have caught it.

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Jason Mefford: Internal Audit should have caught it. Right. But again, it’s like it’s it’s having these people with these different perspectives, having a basic knowledge and understanding of some of these things.

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Jason Mefford: Somebody over the course of this 10 year period should have gone. Uh, what about these things. Right. And so, you know, like you said, I love that you brought that up about technology, because I think every auditor needs to have a basic understanding of technology.

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Jason Mefford: It doesn’t mean everybody’s got to go get a cease and, you know, or

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Jason Mefford: Or, like you said, but even some of these other things like a Coursera certification, you know, other other courses that you can take that teach you a little bit more about it.

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Jason Mefford: Going to benefit you way in the future.

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Julio Tirado: The resources are everywhere. The biggest challenge now isn’t what’s accessible to me it’s, which one do I pick which resource, do I choose over the other. Yeah, no.

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Jason Mefford: Good stuff. Good stuff. All right, we got to wrap up for today, but I want to keep going.

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Jason Mefford: Or

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Jason Mefford: He was a pleasure. Well, thank you, Julio for coming on. I really appreciate you taking the time. And I know you’ve been a loyal listener. So I appreciate always getting that

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Jason Mefford: Feedback to so everybody else is out there listening because again I don’t I don’t get the direct feedback because I don’t get to see your face as you’re watching

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Jason Mefford: Or listening to these things. So, you know, please reach out to me, LinkedIn, email me, whatever, just kind of let me know.

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Jason Mefford: If you’re enjoying what you’re liking the most so I can do more of that because I’m really here to serve and try to get some of this information out here today and I really appreciate Julio coming on, because you gave some really good information for people that were listening so

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Julio Tirado: You’ve asked me.

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Jason Mefford: Well thank you and everybody go out, have a great week and we’ll catch you on the next gentleman with Jason episode so yeah

6 Impacts to Consider for Business Continuity Planning (BCP) – CAEB E44

In this weeks’s video I talk about business continuity planning (BCP) which is always a relevant topic anytime our organizations experience crisis events like the one we are going through now with COVID-19.

It amazes me each time we go through an event, how unprepared most organizations are. This give us the opportunity to help our organizations learn and improve from these events (in fact, if you are like I was many of you may be a part of your BCP team and are literally helping execute the plan now). After each event there is an opportunity to refine our plans, and this is one area where we can help provide value as we come through the initial challenges.

I know many IIA, ACFE, ISACA, etc… local meetings, conferences and trainings have been cancelled, leaving some of you and your teams without your normal monthly CPE hour options.

cRisk Academy has hundreds of courses available on-demand where you can earn CPE virtually, at about the same investment you would normally spend going to a local chapter meeting, but the on-demand courses you can take any time, any where, and on any device.

You and your team can join the thousands of professionals each month getting on-demand, webinar and certification training.

Perfect for these times when many are working from home and in-person is just not an option.

Perfect also in the future when things go back to normal.

Why spend 3-4 hours out of your work day for 1 hour of CPE when you can do it online without the travel time?

Sign up for a free account at: https://ondemand.criskacademy.com/?affcode=105582_jpp6czlf

Stay safe my friends.

Transcript

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Jason Mefford: Welcome to another episode of The chief audit executive briefing. Hey at this week. I wanted to talk a little bit about business continuity planning.

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Jason Mefford: Now I know with a lot of the things that have been going on a lot of your organizations have turned back to their BCP plan and you’re probably implementing it.

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Jason Mefford: But what we find is, each time one of these things happens most organizations aren’t ready for it. So even when they have a plan.

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Jason Mefford: Or sometimes their plan is actually not as effective as it could be. And that’s because there’s really six different things.

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Jason Mefford: That you need to be thinking about from an impact perspective that I want to talk to you about today.

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Jason Mefford: Okay. But to start with. I just want to, you know, share with you and experience from my career in this is, you know, was a different event.

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Jason Mefford: But it was a time when we had to access our business continuity plan and we learned some things

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Jason Mefford: You know, by going through these events and I’m guessing that this is kind of similar to what’s going on in your organization as well.

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Jason Mefford: So I’m here in California and some of the things that we have to deal with our Earthquakes, fires and then usually the resulting mudslides

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Jason Mefford: When we get heavy rain after a fire. And so what happened is the company that I was working for. We had a couple of different incidents that actually happened within a very short period of time.

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Jason Mefford: And one of them that happened was we had. It was a larger earthquake, it wasn’t, it wasn’t really very big, but it, it happened during business hours.

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Jason Mefford: And it wasn’t very far from our headquarters, where the epicenter was, I think it was only about a three and a half on the Richter scale.

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Jason Mefford: But it was enough that it shook the office and it shook up our employees. Okay.

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Jason Mefford: Now, at that point, you know, we had a BCP plan in place. In fact, our admin manager in our headquarters was the one who was kind of designated as the point person.

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Jason Mefford: And so when the earthquake happened, I was expecting the admin manager to pick up the phone decide what we’re going to do, because everybody started asking do we evacuate the building. Do we go home. What are we supposed to do.

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Jason Mefford: So, you know, again, our admin manager was the one who had the primary responsibility for that. Now, the issue was our admin manager had just retired.

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Jason Mefford: And so it was a man that had been with us for a long time and I didn’t even think about that in the transition of him retiring.

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Jason Mefford: And a new admin manager coming in that she did not realize she was the one with the responsibility for it. So she was looking to me and I was looking to her and then we finally realized what actually happened.

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Jason Mefford: Now, again, we had, we had a plan in place. In fact, we actually had extra food in the headquarters in case, for example, our employees could not go home.

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Jason Mefford: The problem was, you know, that again when that event happened when the earthquake happened.

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Jason Mefford: And we started going through our BCP plan, we realized, for example, that the food that we had had actually expired. So we’d purchased it before it was already, but it was actually expired.

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Jason Mefford: So there’s little things like that that you start to learn as you go through these kind of events. And again, I’m guessing that most of your organizations are experiencing some of this now.

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Jason Mefford: Where maybe they had a plan, but they’ve never had to actually implement it. And so there were some things that you can learn or some lessons learned.

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Jason Mefford: To kind of move forward. At that point, this is a good opportunity for you to get involved, usually in that process and to be able to help out. So first, you know, to be able to help

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Jason Mefford: But also to be able to understand maybe where there are some areas for improvement. Now that brings me to the next point that I want to talk about, which is

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Jason Mefford: The plans themselves plans themselves should not be based on particular events. Okay. And so, so what I mean by that is no organization should have had a coronavirus response plan because the problem is we didn’t know that coronavirus or co VI de

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Jason Mefford: Was going to be the event, we didn’t. We couldn’t anticipate that that was the event because this particular virus strain didn’t exist, a while ago. Right.

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Jason Mefford: And so we can’t anticipate the actual event, but we can anticipate those six different impact areas. And so as you’re developing business continuity plans.

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Jason Mefford: They should be focused on how do we deal with the impacts of these six areas, regardless of what the event happens to be

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Jason Mefford: Okay, because it doesn’t matter what the event is almost every single crisis issue has the same six impacts and here they are. The first one you lose access to your facility.

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Jason Mefford: So in this particular one that we’re going through now all of you are probably experiencing that

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Jason Mefford: With things like the quarantines and requiring people to work at home you have lost access to the most part to your facilities.

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Jason Mefford: So as a result, if there are things that are physically at your facilities that you need access to. You may have limited access to it now.

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Jason Mefford: So that’s one of the areas that you want to be focusing on in your plan area. The second one is a loss of communication.

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Jason Mefford: Now in this particular event that probably did not impact you, because the power wasn’t out and we could still communicate via phone, email, things like that right video chats. So that probably wasn’t a big deal for you.

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Jason Mefford: The third one is the loss of power and again in this instance that the event didn’t normally have an impact on your power.

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Jason Mefford: But again, you’ve got to see where some of those correlations are if you lose power, you probably lose communications. You probably also lose the fourth one which is data.

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Jason Mefford: Because everything is tied or is usually electronic now so that if we don’t have power. We can’t access our communications and we can’t access our data. Okay.

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Jason Mefford: In fact, we can’t access our facility usually either because we can’t see there, you know, we can’t get in because the security systems and we can’t actually see because there’s no power in the building.

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Jason Mefford: So those are kind of the first four that normally end up happening now. The fifth one relates to supply chain disruptions.

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Jason Mefford: And so again, in this particular event that we’re going through now you can see where the supply chain has been impacted

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Jason Mefford: So companies that rely, for example, on a lot of imports from China have been impacted because obviously a lot of that has slowed down.

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Jason Mefford: Because of you know some of the impacts to these businesses around the country as well the supply chain has been impacted a lot more people are purchasing online putting a lot more

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Jason Mefford: Demand on kind of the, the transportation and that ends up having some supply chain impacts or if any of the companies that you’re partnering with have an issue with this again that can impact your supply chain.

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Jason Mefford: Now the last one. The sixth one is employee casualty or absenteeism and so those kind of go together because either you know in some crisis’s you may actually have some of your employees die.

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Jason Mefford: Which would be employee casualties, or they could just be absent from work because either they’re sick or for some reason, like, you know, we have here in California quarantine.

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Jason Mefford: They’re not able to come into work. So they have to be able to work from home. Now again, these are the six areas that your plan should be should be dealing with

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Jason Mefford: And that’s why this issue, even though. Again, a lot of people have to work from home. Now, a lot of companies, for example, have options for employees to be able to work from home.

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Jason Mefford: So because of that, the impact from employee absenteeism is decreased again, regardless of what the event happens to be

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Jason Mefford: So again, just wanted to kind of go through that with you a little bit today, take this as an opportunity to be able to help your organization, improve its business continuity planning going forward.

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Jason Mefford: If you have any questions, if you’re not really sure where to start just reach out to me. I’ve dealt with this a lot and I actually have some

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Jason Mefford: Industry experts that I turn to as well so that if you’re needing a little bit more help on this, just let me know and we’ll see what we can do to help. So with that. Have a great rest of your week, my friends, and I’ll talk to you next week.

E62: Leadership in Times of Chaos

In times of chaos and crisis, people look for the leaders. At these times, even when as a leader you may want to retreat to your cave … it’s more important to show up as a leader. Retreating to your cave may just be one of the worst things you could do.

In this #jammingwithjason #internalauditepisode I discuss the qualities of leaders in times of chaos, what you should be doing as a leader, and how to take care of yourself while you care for others.

You want to listen to this whole episode, since it takes a very interesting turn at the end, you won’t be expecting.

Beware of fake leaders. Many people who think they are leaders are actually followers, just copying what others are doing. If you are like most people, I’m sure you’d prefer the real deal, instead of a cheap copy. Beware of people pretending to be leaders who are really followers. Fake leaders tend to show up in numbers during times of chaos and often dupe people. Don’t be one of those people.

If you are ready to BE a leader as a Chief Audit Executive, download your copy of the 2020 CAE Survey Report and register for the weekly CAE Briefing (btw both of which are absolutely FREE) at: http://bit.ly/CAE-Survey-2020

If you are a CAE ready to go to the next level as a leader in your career and really elevate internal audit in your organization, instead of holding onto the traditional model that no longer works, join the CAE Forum at: https://jasonmefford.mykajabi.com/caeforum

Fire & Earth Podcast E67: What’s On Your Desk #3

In this episode we share a few items we keep around our offices and the meaning behind each one. Not only do you learn a little more about each of us, but each item we discuss ultimately leads to some discussing some tips and wisdom on simple things you can do to unlock your potential.

Learn what a blank check, facial tissue, flosser, and Rodin’s thinker statue have to do with unlocking your potential, and learn a little more about each of us too. There might even be a cameo appearance by the King himself, Elvis Presley 🙂

The Fire and Earth Podcast gives you practical advice and keys to unlocking your potential in life and business, hosted by Dr. Kathy Gruver and Jason Mefford. Real, raw and unscripted.

#fireandearthpodcast #whatsonyourdesk #potential #elvis #elvispresley

Transcript

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Kathy Gruver: Hey everybody, welcome to another episode of the fire on Earth podcast, I’m your co host Kathy Gruber.

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Jason Mefford: And I’m Jason Medford, and since we’re loving these episodes so much. So this is another what’s on your desk.

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Jason Mefford: I know it’s like they kind of start off random but we end up talking about something cool. So again, you know, hang out with this. This is kind of the craziness part of it, but you’re going to learn something from the episode to

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Kathy Gruver: Like, all right, I’ll start. So, um, this is a collection of things and you might be like what okay Kleenex

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Kathy Gruver: flosser lip stuff asthma inhaler. No, you shouldn’t live in my office right except for the fact that I found I would be sitting here on

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Kathy Gruver: My computer doing work, and oh my nose would be running and have to get up and go to the bathroom, come back to the Kleenex, I feel like lip stuff and I have to go find my person and I can’t breathe. I have like so many of my tooth.

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Kathy Gruver: So what I realized is from my productivity.

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Kathy Gruver: Surround yourself with those practical things that you need to get through the day, even if they’re not office supplies are not work related

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Kathy Gruver: There are these personal items that you are going to need through the day, and to go find them, especially because I have a home office, like so many of us do.

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Kathy Gruver: What is that doing to my productivity is that pulling me out of what I’m doing right now and forced me to go find

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Kathy Gruver: A lawyer, find the lip stuff because then what happens is I go, I’ll just do a couple dishes and suddenly 25 minutes has gone by, I forgotten what I’m doing in my office.

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Kathy Gruver: So I keep these practical things around me that I know I’m going to need and that way I don’t have to break. What I’m doing here in my office. So they’re practical hundred Capricorn, but that’s that’s what I got for the first one.

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Jason Mefford: Well, but it’s it’s a great productivity hack for people, right, because

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Jason Mefford: When, when you start to get in the zone and you’re working on a particular thing to get up have to walk, you know, across the House to go and get something is going to take you out of that rhythm.

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Jason Mefford: So it’s funny that you bring that up. This isn’t my thing, necessarily, but on my desk. I have this Orange Bowl. And guess what’s in it. Some lips kind of stuff.

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Jason Mefford: You know, nail files, you know, a little, a little knife, you know, stuff like that, too. So I actually doing the same stuff didn’t even think about that. But there’s see again people. Here’s a great

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Jason Mefford: Productivity hack for you is in one of the things that I’d heard is if it takes you especially if you’re trying to

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Jason Mefford: Create habits or build habits to if if it takes you more than two or three seconds to do something, you’re probably not gonna do it and and

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Jason Mefford: You know, or you end up getting up and kind of breaking your routine. So that’s, you know, again, having stuff like that that you know you’re going to use near you is a fabulous productivity hack.

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Kathy Gruver: Yes. Now, on the flip side of that, just to be contrary to what I just said, please do get up and move every once in a while.

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Jason Mefford: Yes, yes, yes.

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Kathy Gruver: Don’t stay so stropped your desk that hours go by and you haven’t moved because I can do that too, especially I’ve been really pushing the speaking thing and

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Kathy Gruver: You know, doing speaking proposals searching for speaking gigs and I can easily sit her for three or four hours and not move.

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Kathy Gruver: So do make sure you get up, you don’t want to change yourself to the desk. You do have to get up and p and, you know, do all that stuff. Please get up to pee. Don’t do that in your office.

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Jason Mefford: Know bucket in the corner.

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Kathy Gruver: Inventor that did that all you

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Kathy Gruver: Know feedback in the milk bottles. Who was that anyway. That sounds weird but surround yourself.

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Kathy Gruver: They’re going to make your life more productive and easier, but also do make sure you take a break, decent trade. Get up, walk around the room, go do other things. So just to throw that in not to be too strict about the whole don’t get up.

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Jason Mefford: Alright, so, so here’s, here’s my next one I got to get into costume for this here. So just, just, just a minute. For those of you that are watching the video, you’re going to get this. For those of you that are listening audio wise, you’re probably not going to get it. But here we go.

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Jason Mefford: Thank you. Thank you. Thank you very much. Thank you very much.

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Kathy Gruver: Oh my

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Jason Mefford: I have my Elvis glasses full with, you know, the all the sideburns on him.

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Please.

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Jason Mefford: Falling in love with you. I don’t know. Right. So anyway, I’ve got these Elvis. They’re very goofy Elvis classes. Right.

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But

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Jason Mefford: It reminds me of a couple things. So one of the companies where I was an executive, we used to Halloween was a big thing for us and we would

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Jason Mefford: Forgot we’d have monthly employee meetings at the headquarters as well. And so I I kind of became almost like the corporate clown, if you will, where I would actually dress up and and do some really kind of dorky things

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Jason Mefford: So I use that. Yeah, I know me. Right. But yeah, so I have. I had a fall on Elvis costume with my glasses and everything will

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Jason Mefford: Go up, but it’s a, you know, so it’s it’s kind of a reminder to me of some of that kind of stuff. But, you know, again, tying it back in. On a more serious note, right, I mean we’ve

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Jason Mefford: When, when you look at somebody like that, who’s an Elvis impersonator there’s lots of Elvis impersonators right

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Jason Mefford: But when they get into the role, baby. They’re in the role right and so they they show up and they act just like you know their, their version of Elvis would

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Jason Mefford: We’ve talked about ego, States trying to get into the right ego stage showing up the way that we need to

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Jason Mefford: Sometimes that means, you know, putting on costume or just like an actor would prepare for the role.

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Jason Mefford: Of doing that too. So this also has a meaning for me have to remember to kind of show up and that ego state that need to be able to do whatever it is that I’m I’m doing at the time. Thank you. Thank you. Thank you very much for listening.

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Kathy Gruver: Everybody, don’t worry.

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Jason Mefford: Yeah, don’t worry about it, put it back in the closet. But imagine

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Kathy Gruver: That. And that’s actually great. I’m just, you know, I all about dressing up by a room full of full of costumes, but it reminds us to play.

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Kathy Gruver: Yeah, and I think that’s the other thing is, you know, we’ve held up our little Yoda is in our Miyagi is and you’re all this stuff in it. All of that stuff actually to reminds us to play.

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Kathy Gruver: And I think that’s so missing as adults. And frankly, I kind of missed out on a lot of plays a kid because I was an only child. I was so serious. And I was so into accomplishing things and my to do list, even when I was a little kid.

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Kathy Gruver: That I feel like I missed a lot of that frivolous play that meaningless play wasn’t play for purpose, except for just to play.

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Kathy Gruver: And so to throw in those glasses and play for a couple seconds. That’s a great way to to get out of that seriousness to get out of that to shift states to give yourself a break in order to

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Kathy Gruver: To be more productive. So I think we take breaks and we get silly, a little bit if that’s okay. It’s fabulous.

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Jason Mefford: Well, and it’s actually on a deeper, you know, level, even though I’m kind of a goofy guy.

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Jason Mefford: For me as an executive in a corporate environment, right, you’re usually seen as like this very serious and approachable person as well.

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Jason Mefford: And by me actually kind of showing and, you know, doing a little bit of play and and and you know kind of the self deprecating humor and some other stuff. It allowed me to

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Jason Mefford: Develop a different relationship with the employees in the company.

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Jason Mefford: And and there was some backlash, because some of the other executives didn’t like that I was had those relationships and they didn’t, you know, but it’s like

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Jason Mefford: But I showed up and actually played that way and it developed into actually real connections with people.

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Jason Mefford: So to, you know, if you’re if you’re, you know, business owner, if you’re if you manage people don’t just be that stuffy person who never shows up to play actually let a little bit of your personality out and and and try to connect with people better

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Jason Mefford: Because it makes a huge difference in in the culture in your organization and in your effectiveness with the team that you’re with. So

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Kathy Gruver: Absolutely. Let your soft underbelly can matter.

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Kathy Gruver: So I don’t know. Alright, so, oh so many choices so much cannot her. Um, so I have not ever pulled this off my, this has been up for ages. So this is a blank check

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Jason Mefford: Hmm.

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Kathy Gruver: And I have written to myself.

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Kathy Gruver: To the tune of $5 million and in the memo line. It says, prosperity and grace I wrote this in

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Kathy Gruver: April of 2010 it was now.

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Kathy Gruver: And this has been pinned up on my bulletin board and I see it every day because it’s right. It’s a little bit above eye level, but it’s right by like some account numbers and things like that right to my

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Kathy Gruver: Left. I’ve got a little pegboard kind of thing. And to me, it’s a reminder of that prosperity and abundance and that the universe is

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Kathy Gruver: Generous and we all deserve to have those things we need to have those things we want. So to me it’s just that little paper reminder, because we all know what a check does we’ve all checked. We’ve all received checks, we know, we know what that symbolism is

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Kathy Gruver: Numbers are incredibly potent symbols. They go straight into our subconscious. So every time I look at that and I see those words prosperity and grace. I know that these things are floating to me from the universe. So I’ve had that pinned up there for 20 years or 10 years

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Jason Mefford: Well, and it’s easy to yeah yeah cuz you said it was 2010 right so it’s been 10 years

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Jason Mefford: In the in here. You know, I think it’s, um,

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Jason Mefford: It’s a great thing to. I mean, it’s up on a peg board is kind of like, you know, some of you probably heard about vision boards. Right. And a lot of people talk about vision boards. Well, I have one sitting over here to, you know, that you can’t see, off, off to my right.

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Jason Mefford: But it’s, it’s a, a physical representation of some of those things that we’re trying to, you know, visualize and actually have come into our lives. And I love the idea of the check. I actually have a check, sitting up on mine too.

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Jason Mefford: It was one of those you know anybody that listens to jack Canfield there’s a, you know, great story that jack tells about writing himself $100,000 check and sure enough he didn’t. He didn’t get $100,000 it was 90 some thousand dollars. And he’s like, that’s probably close enough.

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Jason Mefford: But it’s it’s it’s it’s it’s one of those. Again, it’s, it’s

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Jason Mefford: To help us in visualizing some of these things and the reminder like for you have abundance having little things like that in your life that remind you

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Jason Mefford: Even even on a subconscious level. You may not sit and stare at it at your vision board every day for 10 minutes but you’re seeing it out of the corner of your eye.

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Jason Mefford: And your subconscious is picking it up. Whether you realize it or not. So that’s, again, you know,

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Jason Mefford: I think on a on a on a way deeper level for everybody. This is one of the reasons why we’re doing silly episodes like this as well, right, is to help you realize to put things in your life to remind you, or to encourage you to get where you want to be. Yeah.

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Kathy Gruver: Absolutely. Well, and I, I believe that everything that we’re surrounded by influences us. This is one of the reasons and way back, if you remember when we talked about

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Kathy Gruver: To talk to Sarah Caputo and she was talking about organizational psychology and how to set up your space and you know if

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Kathy Gruver: And I actually just recently did this. I went to the store and I got a new kind of calendar thing and I got little Stacie trays.

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Kathy Gruver: Because I’m a pile person. I don’t do file. How do piles, which is fine if they’re organized in such a way so now rather than having piles spread. I’ve got piles stacked

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Kathy Gruver: And I have found it to be so useful to me and I am being so much more productive. So I put those systems in place. So getting rid of the clutter as much as a joke, but having a cluttered desk. To me it’s perfectly ordered

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Kathy Gruver: It works for me to have these things around me. So it’s about setting up your space and putting things in your space that help you move forward, not just a bunch of crap filed around

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Yep, yep.

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Jason Mefford: Alright, so my next one.

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Jason Mefford: Is this little statue. And again, for those of you that are listening audio wise. This is the sculpture. The Thinker that Rodin did

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Jason Mefford: French sculptor and I’ve actually seen. I can’t remember. I believe I bought this one in San Francisco.

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Jason Mefford: There’s several of the thinker statues and different art museums and places around the world. I’ve seen it. I don’t know, three or at least three or four times in person and just got that and and in the reason again is

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Jason Mefford: You know, like, like a silly, silly story right when my kids were little. They listened to Arthur so you know it’s a little cartoon oh cartoon character. Okay.

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Kathy Gruver: Movie with

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Jason Mefford: Oh yeah, no, no, this, this, so the

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Jason Mefford: The cartoon Arthur and in there. There’s a lot of, you know, singing and some other stuff. Anyway, Arthur was, you know, was kind of a smarty smart kind of kid, but there was this one kid in the in it with that they called the brain.

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Jason Mefford: And he was like, you know, the, the Uber smart kid, probably a little bit nerdy my probably can relate to him for a lot of reasons.

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Jason Mefford: But I remember in one of the episodes, you know, they see, he’s like, I have the great brain. Well now engage in my favorite activity thinking

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Jason Mefford: I’m, I’m, you know, it goes through like that. I don’t know. For 20 seconds or something like that. And then at the end. He’s like, Oh, that was very satisfying. Right.

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Jason Mefford: Which is, you know, again, it’s just goofy.

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Jason Mefford: But at the same point. I’ve always been a thinker, you know, if you look at my, you know, my, my Myers Briggs. I’m a TI. I’m a thinker. I’ve always been a thinker. I’m a thought leader, most of what I do.

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Jason Mefford: Is is the result of my thinking, creating new models, creating new content, you know, and doing things like that to where

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Jason Mefford: A lot really a lot of what I what I’ve done, even in my corporate career was required a lot of thought.

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Jason Mefford: And I remember there was an you know another executive whose office was down the hall from mine. And so he always had to walk by my office to go get coffee or go to the toilet or whatever.

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Jason Mefford: And and I remember him walking by one time. And I’m just sitting there and my desk and he stops and he goes, Jason. Do you get any work done every time I come by here. It looks like you’re just sitting there and thinking

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Jason Mefford: And like Bob, you don’t know how much of my job is just thinking like right and and even now you know in in my businesses, a lot of what I do is thinking. And so it’s

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Jason Mefford: You know, again, kind of the reminder to me of, even though it may not seem like quote unquote work to people, most of the work I actually do is in my mind. And in thinking and the things that I create from my mind. So it’s just a another reminder for me for that.

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Kathy Gruver: Yeah. And that actually what that reminds me of what that sparks in me is the fact that we all do things differently.

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Kathy Gruver: And that some people ponder things and then you know after however much time. That is a this finished thing. Whereas, I’m like, let’s do it now. And, you know, all have an idea for a business and 10 minutes later I’ll have a website and

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Kathy Gruver: It just, it all comes to me and I just move on it, and my ex husband was like you. He was he’s a writer. He’s a brilliant writer, he’s actually going to be on the show. At some point, talking about travel and

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Kathy Gruver: Self evolution, that sort of thing. But he would do that he would mention this thing to me and like month would go by and I’m thinking, are you doing anything with that same

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Kathy Gruver: Thing, and it would percolate and it wouldn’t run into me, my very driven Capricorn do itself was like you’re fucking around like are you getting anything done.

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Kathy Gruver: And then like after months that just this full beautiful thing would be there, like he was hiding the flower somewhere and then you pull it out when we like being there was just a whole flower. Yeah, so it was

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Kathy Gruver: It you show me the finger reminds me that we all have different processes and we have to be patient. Only with our own, but others. And I have a fun fact about that statue.

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Jason Mefford: Oh, do

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Kathy Gruver: I do so when I went to Rome I toured the Vatican Museums now. I figured, what am I gonna get back to Rome, when am I going to get back to the Vatican Museum. So I paid for a private tour.

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Kathy Gruver: So it was me and three other women who also happen to be from California, who also happen to be traveling alone and the guide this guide was amazing. She won top guides and how many hundreds of guys are there like three years in a row.

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Jason Mefford: Wow.

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Kathy Gruver: We’re walking through the museum and walking and we got to see things that nobody. She was unlocking doors that nobody else gets to go into. And when we’re in the Sistine Chapel. We were the only ones in there.

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Jason Mefford: Nobody else it’s it’s hard to get in there. I didn’t, I didn’t get in because the waiting line was too long. When

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Jason Mefford: We went

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Kathy Gruver: In after hours. We’re sitting at laying on the floor, looking at the ceiling. She’s talking, we’re doing the video. We’re doing all this stuff you don’t normally get to do. But anyway, we walk past this one statue and I stopped.

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Kathy Gruver: I kind of looked at it and she goes, Kathy. What do you thinking. And I said, I’m thinking that looks like a knockoff of the finger like it’s the same shape. It’s the same this and she goes,

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Kathy Gruver: That used to be when you were studying sculpture. They had these certain forms that you would start with that as a student, then you made something from that base form thinker is one of those

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Jason Mefford: So really the way to

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Jason Mefford: Teach, teach the artists.

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Kathy Gruver: They’d hand them this already somewhat set shape and then you could create whatever you want it from it.

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Kathy Gruver: As a template, basically. And they had another one of these statues that came from the same template as the thinker and she’s like really cool that you notice that nice look I understand patterns patterns. I get. And as soon as I looked at that I went

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Kathy Gruver: That looks like the thinker and I was totally right. It was really cool. So there, however many statues out there that came from basically the same starting point the same template as the thing

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Jason Mefford: The same the same inspiration, right, if you, if you will. And then each artist kind of took that so well and I like what you said to because each one of us is different. I mean, you’re much more of a just jump in and start going

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Jason Mefford: Where, where I’m more of the thinker, but you know as an entrepreneur. I have to learn more, to have

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Jason Mefford: How to balance that more because either one of either one of the extremes isn’t going to necessarily serve you, but I know that that’s my primary disposition, but I still have to get up off my button do something right

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Jason Mefford: Right, I can’t just sit there forever, la, la, la, you know, kind of stuff. I actually have to do something about it, too.

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Jason Mefford: But you know there. There’s a lot of power that can go in from some of the brain or which again is why I geek out on all this stuff because

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Jason Mefford: My main muscle. And I know it’s not a muscle is my brain, right, so I’ve got to do what I can to work my brain. But I’ve also got to temper that with the

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Jason Mefford: action that you take as well and then stop kind of pause reflect on what what happened. Okay, now take the next action and keep kind of moving forward as well. I think that

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Kathy Gruver: I think that’s why we’re such a good Paris. You know when you and I started time. We’re like, let’s do a retreat. And we were like we had planned out and then we kind of stopped and went, Wait.

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Kathy Gruver: Isn’t that sort of the end result. Like, why are we so

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Jason Mefford: We

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Kathy Gruver: Had this like getting into this whole, you know. And then same thing with the podcast. I was like, How’s your podcast and I was ready to like let’s record now and we’re like, wait, wait, wait.

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Kathy Gruver: Yeah, title, we don’t have it, you know. So the two of us work that that yin and yang. So nice together of the thinker and the viewer and the, you know,

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Jason Mefford: Well, and it works out. But it’s even because as we were talking here. I remembered somebody who I’d met. I don’t even remember it was in some social setting that I can’t remember, but they were a ride her

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Jason Mefford: As well and and i remember they were they, I think just gotten out of a relationship.

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Jason Mefford: And and i remember the person saying, you know, if I get into another relationship.

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Jason Mefford: It has to be with an artist kind of person because you know like you were talking about with your ex husband that you know a lot of the creative process for a writer.

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Jason Mefford: Is thinking and it doesn’t seem like work to people who especially work with their hands or a physical more physical in the work that they’re doing.

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Jason Mefford: And, you know, kind of brought up that that was one of the problems in their relationship. And so they recognized and knew that they needed somebody who could understand that when they’re

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Jason Mefford: When they’re sitting around reading something or doing something else. They were actually doing work to prepare for whatever they’re writing

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Jason Mefford: You know, as well, but that that we have to again kind of figure that out but work what the right compromise or the the right compromise is not the right word, the right

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Jason Mefford: Combination collaboration kind of thing with, you know, the different people, especially in a team.

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Jason Mefford: Trying to make sure that your team is complementing each other and you have these various skills or different ways of doing it together. Because when you do, you can be a much stronger team. And if everybody’s exactly the same way.

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Kathy Gruver: Absolutely. And that’s why, and we have not yet had someone on to talk about diversity and inclusion. I actually have a really great guy for that we should have on but that’s one of the things he was saying is when you have different cultures. When you have different

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Kathy Gruver: Sexes when you have different races. When you have different you know all of that lens different perspectives and a balance to a team to an organization that if you have just a bunch of old white guys, you’re going to get a bunch of old white guy decisions.

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Kathy Gruver: Using that as the best example but you know it’s it’s even looking at our government, looking at the Senate and looking at the

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Kathy Gruver: Supreme Court, you know, there isn’t diversity enough to represent this culture yet. Hopefully we’re moving in that direction. Um, but it’s the same thing. It’s like we want to have those different types of of acting people actor actors not actors like performers, but you know thinkers doers.

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Kathy Gruver: All the Myers Briggs stuff there has to be a good combination on that. So I love these episodes.

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Jason Mefford: Alright, so it’s a couple things from both of us and a little you know postulating on the importance of them and how to

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Jason Mefford: You know, but again, like we said before, it’s the one of the reasons why we’re doing this is, you know, try to surround yourself with things that inspire you, that remind you of certain things.

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Jason Mefford: That help you to go and become be that person that you want to be and and unlock that potential that’s within all of us.

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Jason Mefford: So plus you get to learn weird things

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Jason Mefford: About us

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Kathy Gruver: Weird Things

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Kathy Gruver: weird enough

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Jason Mefford: Yeah, yeah, yeah, yeah, yeah. Okay.

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Kathy Gruver: Well, this was fabulous. I’m I’m Kathy Gruber. I can be reached at Kathy Griffin calm.

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Jason Mefford: And I’m Jason method I can be reached at Jason method calm, so go out. Have a great rest of your week and we will catch you on the next episode of the fire and earth podcast. So, yeah.

E54: Networking is for Sales People

#Internalaudit professionals don’t need to networking, they need community.

In this #jammingwithjason #internalauditpodcast episode I explain the differences between networking and joining a community, and believe me there is a big difference. Even when people think they have community it is often just networking, which is a big waste of time.

Networking is for sales people to collect sales leads. Unless you are trying to sell people products or services, it’s time to stop networking and join a community.

I also discuss the elephant in the room with the world-wide corona virus pandemic and some ways you can minimize the impact on your career.

Join the thousands of people training each month with cRisk Academy at: https://ondemand.criskacademy.com/?affcode=105582_jpp6czlf

If you are a #ChiefAuditExecutive ready to join a community of top CAEs from all over the world, schedule your complimentary no-obligation 30-minute call with Jason Mefford to see if it’s right for you at: https://jasonmefford.mykajabi.com/caeforum

Have conferences, trainings and meeting been canceled you planned to attending this year? If you are like most people, the answer is YES.

Are you trying to figure out how to get yourself and your team the training you need?

If you are a manager or #chiefauditexecutive responsible for training, book a complimentary 15-minute call to explore the various virtual training options that would work best for you and your team.

Mefford Associates has been doing virtual #internalaudit #training for years, so this is nothing new to us. Book a call to learn about options for you and your team. calendly.com/jasonmefford/15min

Jamming with Jason is the #1 #internalauditpodcast in the world has interviews and discussions (jam sessions) relevant to Chief Audit Executives and professionals in #internalaudit, risk management, and compliance.

Transcript

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Jason Mefford: Welcome to another episode of jamming with Jason. Hey, my friends, welcome back. It is good to be with you again this week.

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Jason Mefford: Hey, this week I want to talk about networking and I’m going to explain here in just a minute why I’m talking about that.

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Jason Mefford: And why this episode is actually titled networking is for sales people. But before I get into that, just because of a lot of the things that are going on in the world right now.

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Jason Mefford: So we know that there’s a pandemic with coronavirus that is starting to impact people all over the world. So I didn’t want to ignore.

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Jason Mefford: You know, the big elephant in the room. And so before we get into our regular discussion today I want to talk to you a little bit about that and some of the impacts that you may be feeling

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Jason Mefford: From this, but also some of the things that you can do. So this week’s episode the show notes are going to be a little bit longer than normal.

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Jason Mefford: Because I’m going to go through and talk about a few things. And I want to make sure that you have links so that you can access some of these resources as well.

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Jason Mefford: So this week, don’t just listen. But actually go into the show notes and click on the links and get yourself some help. Okay, so

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Jason Mefford: You know, depending on where you’re at in the world. This coronavirus pandemic is probably affecting you in different ways, but I know here in Los Angeles, where I live, you know, we’ve gotten to the point now where a lot of schools are actually closing

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Jason Mefford: They’re banning kind of large group gatherings. So a lot of events are being cancelled as well.

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Jason Mefford: And I know this, you know, how does this affect you. Well, obviously, if you have children, if the if the schools end up closed where you’re at.

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Jason Mefford: If you are starting to work maybe from home because your office has actually closed and they’ve actually asked you to stay at home.

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Jason Mefford: This is going to start to change kind of your daily or weekly routine that you have. Okay. Now, just as I said, you know, schools are closing

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Jason Mefford: As, as a result, well you know there’s been a lot of training and conferences that have actually been canceled as well. So even this week come into, you know, the GAM conference from IIA. That’s a big event where a lot of audit management and in chief audit executives.

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Jason Mefford: You know, end up going to that conference each year. Well, it’s been cancelled the live event in Las Vegas has been canceled.

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Jason Mefford: They’re still trying to do some virtual stuff, but they’re scrambling on that here at the last minute, so you know as an example.

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Jason Mefford: If you were going to the game conference, all of a sudden you have a free week because you physically can’t be there. And unless you’re you’re tuning in virtual you’re not getting the information. Okay.

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Jason Mefford: Now, I know I’ve seen that too with, you know, local II chapters in other people that are doing live training. They’re canceling that training.

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Jason Mefford: Which means, again, if you’re one of those people that was relying on going to one of these live trainings.

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Jason Mefford: You know, for a couple of different reasons to be able to get your CPA get trained, get some ideas for how you can change or do things differently.

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Jason Mefford: Or even just to kind of network. And we’re going to get back to that. Remember, that’s what we’re going to be talking about today. But let me get through first these these couple of other items as well.

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Jason Mefford: So if you’re one of those people that is, you know, find yourself right now and going, oh man, how am I going to get my training. What am I gonna do

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Jason Mefford: Well, I got some very good news for you. Okay, I saw things like this coming. Many years ago, that’s why. Four years ago, I started see risk Academy

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Jason Mefford: Now see risk Academy is the largest on demand webinar and certification training platform for internal auditors so thousands of people go through our training each month.

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Jason Mefford: And it’s established, it’s already there. We’re not scrambling like everybody else is to try to start switching from in person to virtual

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Jason Mefford: We saw this going on for a long time. And so we have hundreds of courses that are out there.

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Jason Mefford: And available for you to be able to take from the comfort of your home office wherever you happen to be

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Jason Mefford: It’s completely virtual so there’s no coronavirus risk with C risk Academy. Okay.

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Jason Mefford: So one of the links that I have down below for you is, again, if you find yourself in that situation where you’re like, oh man, how am I going to get my training this year.

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Jason Mefford: Since everything is getting canceled see risk Academy may be exactly the right thing for you so down below. I’ve got links where you can sign up. You can register for a free account.

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Jason Mefford: And then you just select or pick the training that works for you. So like I said, search through the hundreds of courses, find out what information you need.

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Jason Mefford: And get registered, you only pay for what you actually use and here’s something that we do different to there’s a 30 day money back guarantee.

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Jason Mefford: So most online training providers do not provide that we do. So again, there’s no coronavirus risk. There’s also no risk of getting a bad course.

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Jason Mefford: Okay, and we’re actually, you know, actively bringing on new instructors, because we’re trying to have some of the best

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Jason Mefford: Internal audit risk and compliance instructors on the platform, providing their training. So again, check out that link down below.

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Jason Mefford: Now, because of the time to I’m going to tell you about a special offer on see risk Academy right now there’s a new certification course that we have called the certified total quality auditor.

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Jason Mefford: Now this is a certification course that you can get in one to two weeks and it teaches you the principles of total quality auditing.

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Jason Mefford: Okay, so it’s a it’s an actual topical practical thing for you to be able to improve the quality

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Jason Mefford: Of your internal audit department. So in how you do it as an individual auditor, but also how you as your whole team can actually improve the quality

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Jason Mefford: Of the assurance that you’re giving. Now the reason I’m telling you this is we just launched this at the beginning of the month.

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Jason Mefford: And right now, you can save $500 on this course if you register before the end of March. So if that’s something that is of interest to you. Don’t miss out on saving $500 you know

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Jason Mefford: Get registered for that before the end of the month. And again, I’ve got that link for you. Down below, that’ll take you right to the course the coupon is already applied. All you have to do is go ahead and register and pay

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Jason Mefford: The next thing you know, again, if you are a chief audit executive or maybe somebody who reports directly to the CA your kind of that number two level in a bigger audit organization.

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Jason Mefford: I know a lot of you were planning to go to GAM this year, many of you cannot travel and cannot go to GAM. So, there again that once in a in a year opportunity is now gone.

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Jason Mefford: Okay, but there are other options. You know, again, I told you I’ve been seeing things like this coming for a long time. That’s why I facilitate what’s called the chief audit executive forum.

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Jason Mefford: The ca forum is actually a group of top chief audit executives from all over the world. We meet virtually each month. So it’s not a oh my goodness, I only get to go once a year.

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Jason Mefford: You actually get to meet with top chief audit executives once a month, but it also provides you a whole bunch of other benefits and things that I can’t get into here.

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Jason Mefford: But again, I’ve got a link down below for that, you know, part of that includes actually having some personal one on one time with me. Each month as needed.

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Jason Mefford: And really having me in your corner. So again, you know, I don’t, I don’t do much one on one coaching. Most of the coaching that I do with Chief Executives is done within the chief audit executive forum.

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Jason Mefford: Excuse me. So again, if, if you’re one of those people that are missing out on GAM

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Jason Mefford: Here’s another option for you. But it’s not just a couple of days, once a year. It’s actually support for you. Throughout the year, as I said in these group calls. There’s other

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Jason Mefford: Courses and information that kind of get included with this. And so if if that sounds like exactly something that you are looking for.

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Jason Mefford: Click on the link down below and and fill out a very brief application so that you and I can have a 30 minute discussion to see if the chief audit executive forum is for you.

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Jason Mefford: It’s no obligation, you don’t have to. It’s not a pushy sales call or anything like that because I only want people in the group.

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Jason Mefford: That want to be in the group. And so we get on the call for a half an hour. We talk about what you’re trying to accomplish. See if this would be a good fit for you.

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Jason Mefford: If it is, then we get you registered and get you and to that so that you can have that support throughout the year.

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Jason Mefford: So that’s another option. Again, like I said, you know, if GAM Gam is getting cancelled, maybe if you’re a local II CHAPTER has has ca roundtables

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Jason Mefford: They’re going to get cancelled to right but the chief audit executive forum does not, we do not cancel it, it’s virtual and so you have an opportunity

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Jason Mefford: To participate and get that support throughout the year as well. Now it’s an actual community.

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Jason Mefford: And I’m going to, I’m going to talk to you later about networking as we get further into this and you’re going to start to see the difference between networking

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Jason Mefford: And actually having a community. So, the chief audit executive forum is a community. Okay, and hold on. I’ll explain to you what that is.

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Jason Mefford: Now the last thing on this area as well is. Some of you may be looking at this and again you know people on your team, you had scheduled to go to certain training during the year.

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Jason Mefford: And again, as I told you, you know, a lot of I chapters are canceling their trainings, a lot of in person conferences summits, you know and and seminars are being cancelled as well.

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Jason Mefford: So you may be sitting there thinking, oh my goodness, how am I going to get my people trained this year again.

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Jason Mefford: I’ve known about this for a long time, folks. So at method associates, we have been doing virtual training for internal audit groups for years.

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Jason Mefford: So again, this is not something that we’re trying to scramble at the last minute to figure out how to do this for people

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Jason Mefford: We have been doing this for years. And so there are lots of different virtual training options for you and your team, either through see risk Academy and it kind of an on demand format.

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Jason Mefford: But also in live virtual options for you and your team. So again, if you’re one of those people that’s thinking, My goodness, how am I going to get this training done

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Jason Mefford: That we were thinking to do this year again down below. There is a link and if, if that is exactly something that sounds like what you are needing there is a link for you to set up a short 15 minute call with me.

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Jason Mefford: Just to go over and talk about what you’re trying to accomplish and what the best virtual options would be for you and your team.

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Jason Mefford: So again, if you’re somebody in that situation. You’re like, yep, that’s what I need. Again, down below. There is a link for you to be able to just have a quick call with me. See what the different options are.

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Jason Mefford: Okay, I told you this, the show notes. There’s going to be a lot more down below.

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Jason Mefford: So make sure that you go and take a look at the show notes because links to all of these things that I’ve just talked to you about

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Jason Mefford: Are going to be down there. And so again, regardless of which platform you’re on. You should see them.

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Jason Mefford: You know, if, if you don’t, for some reason, then you can always go to my website. Jason medford.com

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Jason Mefford: Forward slash jamming with Jason and you’re going to get all of the complete show notes on my website. So nothing gets truncated they’re all of the information will be there.

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Jason Mefford: Okay, so now let’s switch over to what I wanted to talk to you today about which is networking

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Jason Mefford: And the reason that I bring this up is, I hear a lot of internal auditors saying are talking about networking. Okay. Now let me explain to you.

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Jason Mefford: What networking actually is. Okay, there’s some different groups and I’ll, I’ll use some examples because, for example, there’s a group called be and I, which I think is business networking international or something like that.

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Jason Mefford: It’s usually a local group of business owners who meet each month, and they get to know each other and they kind of send referrals back and forth to each other.

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Jason Mefford: It is a networking group. Now, if you’ve ever gone to a DNI meeting and I’ve been to several

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Jason Mefford: You go, and it’s really, it is a networking event. You are going looking for sales leads people that you can sell services to okay

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Jason Mefford: You may be going to look for some providers of services that you need to buy

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Jason Mefford: But for the most part people go to networking events to try to find sales leads. They’re looking for people that they want to sell product or services to okay

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Jason Mefford: So when you go to a networking event everybody in the room. What do you think they’re thinking oh if I talked to this Jason is he going to be somebody I can sell something to

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Jason Mefford: So when you know Joe comes up to Jason and says, Hey, Jason. I’m Joe what’s going to be on Joe’s mind, how can I find out quickly if Jason is somebody I can sell to

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Jason Mefford: And the discussion is going to be tailored around whether or not I think Jason is a prospect and I can sell something to him.

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Jason Mefford: If it’s not Joe’s not going to talk to me for very long is going to shake my hand, he’s going to ask me a couple of questions.

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Jason Mefford: And if he doesn’t think I’m an ideal client for him. He’s going to move on to someone else, very quickly.

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Jason Mefford: So in networking events you normally do not really establish relationships, other than, you know, shaking hands with people getting to recognize people’s faces.

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Jason Mefford: And knowing what people do for a living. That’s it, because you’re trying to sell to them. Okay. You’re not trying to get to know them.

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Jason Mefford: As a person, you’re just trying to sell them something okay now even some other events where there is an educational component to it. So think of things like I I capture meetings.

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Jason Mefford: Or one that I’ll talk about is the national speakers Association, which is a group. It’s an organization here in the United States of professional speakers.

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Jason Mefford: So again we need, you know, eight times a year or something like that and and usually again. The format is you know there’s time for people to quote unquote network at the beginning.

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Jason Mefford: In the breaks and things like that. And then there’s a little educational component to it so meetings like that. There’s an educational component. And there’s a networking component

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Jason Mefford: Now, if the education is something you’re interested in. If it’s something that you

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Jason Mefford: Need for your business, then it’s great, right, because it’s education, you’re learning, you can make changes. You can do things different. And so the educational component can be great.

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Jason Mefford: The networking side, like I said, even though it’s, it’s an association group. Most of the people as they’re talking with other people during those events.

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Jason Mefford: It’s just like those big meetings, they’re looking for, or trying to find people that they can sell stuff too. And so usually the conversations are very superficial

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Jason Mefford: And superficial conversations, do not actually lead to relationships and and you know what I’m talking about. Okay. I want you to, I want you to sit there and think about some event that you’ve gone to

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Jason Mefford: And somebody walks up to you and they start, you know, hey, I’m Jason, you know, what’s your name and about the first question they asked us. So what do you do right

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Jason Mefford: And they ask you, maybe a couple of questions and then all of a sudden, either they get very disinterested in you and they leave.

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Jason Mefford: Or they start on kind of this sales pitch to you and you probably feel a little sick to your stomach and you’re thinking, My goodness, what are you trying to do right, we don’t even know each other.

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Jason Mefford: And you’re already trying to sell me something. Well, folks, that’s what networking usually is. And so when I hear

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Jason Mefford: Internal Auditor saying things like, well, I already get networking. It just kind of blows my mind. Okay. Because as the title says networking is for sales people.

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Jason Mefford: If you are trying to sell something then go to networking events. Okay, get all your networking that you can get

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Jason Mefford: But I’m pretty sure that most of you in internal audit risk and compliance. You’re not trying to sell people things when you go to certain events.

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Jason Mefford: But if you’re going to networking events. That’s what everybody else is trying to do either you’re the target or you’re trying to sell to somebody else.

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Jason Mefford: So networking for internal auditors doesn’t make a lot of sense to hear what I’m saying. That’s why I say networking is for sales people.

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Jason Mefford: Internal Auditors don’t need networking what internal auditors need is a community. Okay. And again, I know some of the local chapters kind of try to do this. But here’s the issue.

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Jason Mefford: Most of the time when we show up to those kind of events we act like it’s a networking event. And so we do the same thing. We have seen this, you know, kind of mimic to us in going to these kind of events.

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Jason Mefford: The discussions end up being fairly superficial and we never actually develop a relationship with the other person.

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Jason Mefford: You have to get deeper and understanding, getting to know them better. You know, I’ve talked about the principles of influence before

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Jason Mefford: You going through some of those kind of steps, but actually trying to get to know people as a human being that’s that’s part of what you need to be able to develop the relationships and be able to have a community.

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Jason Mefford: Now I told you before about the chief audit executive forum and I told you it is not networking. It is a community.

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Jason Mefford: And I don’t know how many times I have heard people say this to me.

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Jason Mefford: Okay, they’ll, they’ll hear the concept and they’ll say something like, well, I don’t need to pay for networking. I have a bunch of free networking already. Well, good for you. But as I told you before, networking is not what you need. You need a community and for a community to actually

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Jason Mefford: You know, be there and and kind of go forward so that it can always support you, there are costs that go along with that, folks. Okay. And you can see this already. Any, any organization that just relies on volunteers.

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Jason Mefford: cannot sustain itself for very long. And so again, I know many of you are involved in local II and I’m going to give this to you as an example. Okay.

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Jason Mefford: Now, I used to be a chapter President myself I was also a district representative. So I was responsible for different chapters around the US.

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Jason Mefford: I’ve served on lots of I international committees as well. Okay, so I understand what it’s like to run a chapter

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Jason Mefford: And local chapters are relying on volunteers. Okay, and that’s why so many chapters struggle.

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Jason Mefford: Because they’re relying on volunteers. They’re not really charging or they’re charging a very small amount. And so, financially, they always have some difficulties. Okay.

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Jason Mefford: They rely on big events like my local chapter there to de van event that they rely on for a lot of their money for the year just got canceled.

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Jason Mefford: Which means financially, it’s going to be difficult for them. This next year.

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Jason Mefford: Now, the other thing with these free groups is because they don’t have a lot of money or because they’re charging very little for people to be able to participate.

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Jason Mefford: The educational side of it often is lacking they rely on somebody who maybe is not an expert.

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Jason Mefford: Works for a professional service firm that wants to come in and network with you. So they’ll give you a free

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Jason Mefford: You know, they won’t charge you to talk for an hour, but they’re going to talk about the services that they want to sell to you.

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Jason Mefford: And they’re going to use that as an opportunity to try to find sales leads, because those people from the professional service firms that show up are usually sales people. Okay.

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Jason Mefford: So they’re using those chapter meetings as a way to actually find sales prospects. So that’s why when you go to some of the events.

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Jason Mefford: The title looks great. You show up and you’re like, yeah, that kind of sucked okay and and a lot of times it does some of some of its very good some of its okay some of it just sucks.

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Jason Mefford: And the reason is because it’s free or practically free anything that is free or practically free will not have a high quality aspect to it.

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Jason Mefford: Why, because you know what the professional speakers that people that actually really know their stuff. They do this for a living. And would you expect an expert, a world class expert to want to work for free.

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Jason Mefford: Do you want to do your job for free. Now, everybody should have said no. Right. So again, if you want to have higher quality.

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Jason Mefford: You can get all the free stuff that you want free networking free quote unquote community.

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Jason Mefford: It just isn’t going to be there for very long because what typically happens is those people that volunteer their time they get burned out.

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Jason Mefford: Or they move on to another organization they can no longer end up helping out. That’s why those things tend to really struggle or burnout and just not end up happening.

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Jason Mefford: The chief audit executive forum, as I told you is not networking. It is a community. Okay. And it’s run by and supported by a team of people

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Jason Mefford: That takes some money to do. But you know what the quality is hire as well. So you get what you pay for.

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Jason Mefford: So if you’re one of those people that ends up saying, oh, I don’t need to pay for networking, I get plenty of free networking

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Jason Mefford: Well, guess what you’re getting a whole bunch of free value and free usually does not equal value. OK. So again, as internal auditors. You don’t need networking

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Jason Mefford: You need a community and you need to be able to find a place that becomes a community for you because here’s the difference between networking and community. Yeah, when it really comes down to it.

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Jason Mefford: When you go to a lot of those meetings and you’re just talking superficial chit chat BS with people. If you have a problem if you need something if you have a question. There’s a very good chance those people will not be there to support you, when you need help.

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Jason Mefford: If you are a part of a community, a community where you actually develop relationships with people they know who you are. You know who they are.

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Jason Mefford: When you have a problem when you have a question. When you need something those people will be there for you.

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Jason Mefford: That’s the big difference between networking and just superficial versus actually being a part of a community. Okay. You got it.

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Jason Mefford: If you didn’t go back and listen to this episode. Again, but like I said folks in internal audit risk and compliance. You don’t need networking

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Jason Mefford: You need a community and so quit trying to network and instead try to join things that are actually a community to be able to help you grow and learn as an individual.

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Jason Mefford: But also to be able to have that group of people there when you need something. And when the other people need something that you’re there for them.

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Jason Mefford: As well, a community is both a give and take. And so again, if you’re only a taker. If you only want people to answer your questions. But you’re not there to support other people

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Jason Mefford: Then a community probably isn’t for you, and you probably should work on, you know,

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Jason Mefford: Do some soul searching people if you’re only a taker, then, that sucks. Okay. If but if you really want to be a part of a community actually give and take. That’s what a community does

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Jason Mefford: Then go out and find that because like I said networking is not what you need. You need a community.

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Jason Mefford: So with that, my friends, I’m going to sign off this week, make sure, again, because at the beginning of this, I told you a whole bunch of stuff.

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Jason Mefford: And all the links for that are down below in the show notes. So with that, stay safe and I’ll talk to you next week on the next episode of jamming with Jason. See ya.

Fire & Earth Podcast E66: Sensory Visualization

In this #fireandearthpodcast episode we dig into how using more of our senses when visualizing can make all the difference. Many people have some difficulty visualizing … i.e. closing your eyes but just seeing blackness. Instead of just trying to visualize pictures, image what it would feel like, smell like, and sound like to help activate more of your senses.

Get ready to complete an exercise during the podcast to help you in identifying without judgement to aid in your mindful practices and make it easier to visualize.

The Fire and Earth Podcast gives you practical advice and keys to unlocking your potential in life and business, hosted by Dr. Kathy Gruver and Jason Mefford. Real, raw and unscripted.

#fireandearthpodcast

TRANSCRIPT

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Kathy Gruver: Hey everybody, welcome to another episode of the fire and earth podcast, I’m your co host Kathy gruver

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Jason Mefford: And I’m Jason Medford Hey everybody. Today, let me just kind of give you a little background on what we kind of wanted to talk about

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Jason Mefford: Because you know some of these episodes are honestly is things that we’re learning in our own life, or maybe things that were struggling with as well.

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Jason Mefford: And so we want to bring that and share that with you too. That’s part of the reason why we are doing this right.

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Jason Mefford: Now we’ve talked a lot about, you know, things like visualization, you know, as, as part of helping you to manifest, but

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Jason Mefford: One thing that, you know, especially the last few weeks. I mean, I start noticing when i when i see things or hear things 234 times, that’s a synchronous stick type of thing that I need to listen to

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Jason Mefford: And so, you know, one of one of these things that I’ve been learning more and since Kathy’s really kind of an expert on some of this stuff to we’re going to, we’re going to delve in a little bit deeper on this, but it’s

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Jason Mefford: It’s increasing your kind of sensory aspect to some of the manifestation and visualization

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Jason Mefford: Right and Kathy. I know you’ve you’ve helped lots of people with this. I’m guessing there’s other people like me that have are more literal left brain kind of people and so as we’re sitting here trying to visualize. Again, I don’t see the clear pictures more

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Jason Mefford: Like you do right so

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Jason Mefford: I’m, I’m still trying to somewhat imagine it in my mind, but I, but I have difficulty sometimes just trying to think about just the picture right like I’m watching a movie or something like that.

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Jason Mefford: And like I said, I’ve heard things from a couple of different people and in some of the like self hypnosis kind of stuff that I’ve gone through bringing more senses into it.

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Jason Mefford: And it’s just really, it’s made a difference for me. And so wanted to talk a little bit about that. And then I think we said we might actually do a little exercise on this to try to help people with that so

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Kathy Gruver: Yeah, no, that’s, that’s such a good point. And when I teach meditation. I’ve had so inevitably there’s one every other conference. So that goes

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Kathy Gruver: Like can’t sit still. Okay. We don’t have to sit still, you can do a walking meditation you can do in, bring your body into it. And because I’m a visual kinesthetic

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Kathy Gruver: I love the feeling aspect of that. So there are times during hypnosis session where I might have somebody, you know, I’ll say, you know, reach out

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Kathy Gruver: And open that door and I will actually have them reach out with her hand and turn the knob or there’s a an exercise in hypnosis called the great room.

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Kathy Gruver: Where you’re sitting in a room and it’s surrounded by post it notes or pieces of paper and you know they are things that you want to get rid of. And I will sit there with a tablet of paper.

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Kathy Gruver: Killed a lot of trees doing this but sit there with a tablet of paper and say don’t tear it off and I’ll have them character piece of paper and crumple it and throw it. And, you know, so by the end of the session. There’s paper all over my office so

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Jason Mefford: You’ll actually have them physically do

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Kathy Gruver: Oh, yes. Okay. Because yeah, that was yeah that that grade that gray room that you’re talking about, that was

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Jason Mefford: Actually, one that I went through. In fact, it was yesterday.

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Jason Mefford: That the person actually, you know, walked through the meditation of, you know, you’re kind of it, you’re in this round gray room with a dome ceiling. It’s gray. You know, he did it where it was white and red pieces of

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Jason Mefford: Paper on the wall and so

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Jason Mefford: You know, you try to envision that it’s, you know, I kind of did it more like post it notes.

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Kathy Gruver: Because that’s

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Kathy Gruver: Not what I want to know to a picture, but yeah.

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Jason Mefford: Yeah, so, you know, something that you you physically see yourself go up, grab those red pieces of paper and crumpled up. So you’re actually having people physically do some of that stuff to

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Jason Mefford: during the session. Interesting. Okay.

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Kathy Gruver: Yeah, because since the brain doesn’t recognize what we’re thinking about and imagining

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Kathy Gruver: And what’s actually happening you you visualizing stuff happening in your body, or you you know that’s why when we watch movies, we can get so into them because we forget that we’re not actually helping Tom Cruise get the bad guy as

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Kathy Gruver: We wake up in the dream. And we’re like,

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Kathy Gruver: Having sex with my neighbor, you know, because we, our brains, like we did that thing. I actually had a client sit down with me. This was several years ago and he was so upset.

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Kathy Gruver: I thought, Oh my God, what is he about to tell me what did he, he’s like I did something so horrible. I’m like, Okay, what did you do, and he goes, I dropped on had sex with my neighbor’s wife and I think I should tell him, and I’m like, I think you shouldn’t I

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Jason Mefford: Think that’s not going to go to place

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Kathy Gruver: No, that’s not going to go well. But he felt so guilty.

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Kathy Gruver: But his brain thought it actually happened. You know, so our brains are amazing in that way. So actually having somebody do that action, you know, signing that contract over and over again.

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Kathy Gruver: Right. This is why we like writing things down. That’s the kinesthetic aspect of it and again

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Kathy Gruver: Because in fact other episodes. When we write something cursive that loopy stuff. We’re not taught anymore, it goes straight to the subconscious. There’s a connection between the brain and the hand and that writing

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Kathy Gruver: That helps us get stuff done. It’s kinesthetic, and if you go way back in history got sympathetic magic where the tribes, people would actually dress in like deer skins and horns and they would reenact the hunt.

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Kathy Gruver: basically telling the gods, what they wanted. Well, now we know there’s no gods course, actually we don’t know that there could be gods Zeus sitting up there going, haha.

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Kathy Gruver: That they did the sympathetic magic to kind of let the universe know hey this is what we want.

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Kathy Gruver: It actually kind of works because our brains move towards things that we know things that we’re familiar with. So reenacting that thing we want. That’s good. Please over and over again. Our brains are going to be more apt to get us in the position for that thing.

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Kathy Gruver: That was my spiel on that.

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Jason Mefford: Well, this is one of those episodes, too. Right. So everybody that’s watching, not just listening, you’re going to keep seeing my head go down because I’m writing a ton of notes because I’m learning a bunch from this too, so

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Jason Mefford: You know, again, just like Kathy said that, I mean, here’s another thing too is you don’t have to just listen to the podcast. Actually, if you if you

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Jason Mefford: You know, are in a place where you can sit down, take a few notes on this, it’s going to help you remember and incorporate some of this stuff into your subconscious ease here. Yeah.

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Kathy Gruver: Absolutely. Okay. And our brains. Also, and this is the exercise to do an exercise.

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Jason Mefford: Let’s do an exercise.

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Kathy Gruver: So I don’t remember where I heard about this exercise I might have made it up. I don’t know. I don’t remember, but when I went on the when I did my retreat in the Dominican Republic.

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Kathy Gruver: I brought this bag of random objects. And I remember just like walking around my house just grabbing random things. My husband going, what are you doing

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Kathy Gruver: Because it was just random like a golf ball and a

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Kathy Gruver: figurine and a piece of have a pen, and he’s like,

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Kathy Gruver: And I sit for an exercise. So our brains strive to identify things so it needs to label things it labels things good and bad it labels things, you know, scary not scary. It is what our brain does

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Kathy Gruver: And so in mindfulness practices. We don’t want that judgment. We don’t want to label that stuff. There’s just stuff this decides whether it’s good or bad.

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Kathy Gruver: So Jason get a year something within arm’s reach and

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Jason Mefford: I knew. Yeah, so

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Kathy Gruver: Okay, I don’t want to say what it is. Okay, so close your eyes and just hold it in your hand. Okay.

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Kathy Gruver: And I don’t want you to identify what it is.

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Kathy Gruver: Now you know what it is because you picked it up. Normally I would have everyone, close your eyes and just plop something in their hand. So if you’re sitting at home right now. Please don’t do this if you’re driving

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Kathy Gruver: But if you’re at home. Have someone around you put something in your hand, that you don’t know what it is, or just randomly grab something off your desk out of your purse out of your bag and just feel that thing and feel the texture of it.

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Kathy Gruver: Is it smooth, is it rough. Is there a shape to it.

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Kathy Gruver: Kind of roll around in your hands and see what it feels like. And then notice what the way it is. Is it heavy, is it light.

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Kathy Gruver: And see if you can just experience this thing without having to identify what it is, without having to think, Oh, I have a golf ball just be with that object and then kind of rub it on the back of your other hand and how does that feel as that rough. Is it smooth.

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Kathy Gruver: Does it smell like anything.

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Kathy Gruver: Mine doesn’t

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Kathy Gruver: shake it around. Does it make noise tablet on the table with it sound like

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Kathy Gruver: Now here’s the challenge. I want to open your eyes and look at it without identifying it just notice

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Kathy Gruver: What the shadows are what the color is

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Kathy Gruver: Can you see what the texture is just by looking at it.

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Kathy Gruver: Now, we would normally do that for much, much longer. But that’s sort of the exercise is just being with this object without having to identify it without having to judge what it is.

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Kathy Gruver: And it’s really tough because your brain wants to be like, I wonder what this is, because that’s an exercise to someone hands you something and you try to figure out what it is about looking

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Kathy Gruver: The ladies that I was on the retreat with they loved this exercise we did this three times because they found it so challenging and so interesting to try to just experience something without having to judge it without having to name it. So how did you find that Jason

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Jason Mefford: What was interesting because it was, I guess. Sure we do the reveal of what it actually

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Kathy Gruver: Yeah. What are you

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Jason Mefford: I i’m actually holding. It’s a little. It’s a crystal.

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Kathy Gruver: Oh yeah, that’s perfect.

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Kathy Gruver: Like a quartz.

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Jason Mefford: Yeah, it’s a, it’s like a pink court so

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Kathy Gruver: Yeah.

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Jason Mefford: You know, it’s, you know, again, I mean, some of the words. Maybe they were kind of going through my head. It is heavier,

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Jason Mefford: Because it’s it’s it’s pretty good size. I mean, it covers most of most of my palm.

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Kathy Gruver: Yeah, right.

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Jason Mefford: It’s cold.

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Jason Mefford: Right. So even though you know again. I mean, you know, things like rocks, you know, they pick up the heat and everything else. I’m sure if I if I sat here and held it for a long time.

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Jason Mefford: That would get warmer, but it’s it’s cool to the touch, compared with my skin.

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Kathy Gruver: You know,

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Jason Mefford: Being a human at 98.6 it’s it’s it’s four sided

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Jason Mefford: Right, but it’s not

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Jason Mefford: Because it’s kind of like, you know, it’s got a flat 123 sides right

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Jason Mefford: And sharp because the the the edges of it are actually sharp, because it’s not a Polish stone. It’s just, you know, it’s rough

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Jason Mefford: You know, and what you can actually, I guess now as I’m as I’m feeling it, but not looking at it. I didn’t notice before until I looked at it, too. But it’s got a bunch of cracks in it.

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Jason Mefford: Right. Because, because, you know, courts like this usually has kind of some fissures through

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Jason Mefford: It and and now that I see that are identified that you can actually feel where some of those cracks are as well. Right, it’s it’s pointed it’s it is

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Jason Mefford: Rough

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Jason Mefford: Hmm.

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Jason Mefford: Interesting.

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Kathy Gruver: So what that’s trying to do is to be present without judgment.

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Jason Mefford: Yeah.

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Kathy Gruver: Which will help us in our visualization, which will help us in our communication or leadership. I actually just randomly grabbed this little skunk.

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Kathy Gruver: That a friend of mine made she’s the same person that got me the little least oh so when we did the what’s on your desk episode this little guy.

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Kathy Gruver: They got a 3D printer at the company that I do work for. And so she 3D printed me the skunk. And it’s really light and I didn’t. I’ve not really held this before I just stuck it on my desk, it’s incredibly light. It’s got a texture, the entire thing has a texture to it.

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Kathy Gruver: And I think if someone just handed this to me. I could tell it was probably, I don’t know that I would definitely wouldn’t have known it was a skunk, but it’s got a smooth bottom and it’s just got this really cool texture and appointee little nose and it smells like nothing

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Kathy Gruver: But yeah, it’s kind of there’s rough spots and they’re sharp swelling. His little hair is really rough and

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Kathy Gruver: You know, he’s got this point put little points and stuff on the tail. So it was kind of a cool activity for me, even though I was kind of do directing you as well. But I did close my eyes and was doing it along with you.

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Kathy Gruver: I think that’s a great exercise and sometimes when I’m doing longer workshops on the stress reduction, like I’m about to do a three hour workshop I will have everybody do this.

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Kathy Gruver: Because it’s a mindfulness practice, but it also awakens that kinesthetic part of ourselves because so often we go through our day not feeling anything

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Kathy Gruver: And we don’t pause and think about that we can. What are we hearing, you know, what are we, smelling, what, what are we feeling too. And for those of us who are really kinesthetic, I think it’s a great way to tap into that that relaxation response that relaxation techniques sort of thing.

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Jason Mefford: Well, even because you know again like as, as you know when when you’re going through a hypnotherapy session with people, you’re, you’re incorporating a lot more of these things into it right because

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Jason Mefford: Because again, you’re, you’re trying to if you’re doing something where there’s a visualization aspect to it. Right you are, you’re trying to get

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Jason Mefford: You know, and again, for me this was this. This is a little different. Right, I’m learning but you know of incorporating colors. You know, you know, feel the tree bark look up and see how green the leaves are right. So you’re you’re pulling a color into it. So you

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Jason Mefford: Can see what is, you know, see how the wind is moving the leaves. Right. So you’re you’re hearing some of these kind of different things as well. You know, I’m like you said, you know, reach out and

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Jason Mefford: And feel yourself touch the door knob and open the door knob that there’s these little things that the, the more that we incorporate in it’s going to make those those visualizations more lively

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Kathy Gruver: Right.

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Jason Mefford: And it’s going to activate those different parts of our brain.

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Jason Mefford: Because that’s, that’s one of the things, as I’ve

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Jason Mefford: Studied, you know, neurobiology is is there’s different parts of the brain that are associated with each sense. And so the more of the senses.

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Jason Mefford: Like it said, What is your thing.

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Jason Mefford: Smell like. Yeah. Well, that seems kind of weird, right, it was like when Peter said, Jason, what does money smell like. And I’m like, I don’t want to pull out my wallet, right, because I’m literal

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Jason Mefford: But, but when you you know like in that instance, when we were talking with him earlier previous podcast, you know, for him, he was talking about, well, to him money smells like the ocean.

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Jason Mefford: Is money allows him the freedom to be able to walk on the beach and smell the ocean air.

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Kathy Gruver: Right.

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Jason Mefford: And so again, any of those things that we’re doing the more sensory we can we can get in it, I think, the easier it makes us from a visualization and consequently the manifestations side.

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Jason Mefford: So many people are just trying to just see a static movie go on in their head but pulling more of that stuff into it will actually help

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Kathy Gruver: And and we have this debate, all the time, but pretty much all hypnotherapist agree. You can’t have hypnosis without visualization

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Kathy Gruver: Whether it’s, you know, a progressive muscle relaxation, where you’re picturing your, you know, your feet up through your body or you’re walking down the stairs or you’re in the hot air balloon, you know, visualization and hypnosis go hand in hand. And so, for people who

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Kathy Gruver: Quote can’t visualize and there are people that truly cannot see pictures in their head, they can they can experience it without having to see it.

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Kathy Gruver: Because just because you can’t visualize something you still know something like if you can’t visualize and I send you to the store for a lemon. You don’t have to look up what a lemon looks like before you buy it.

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Kathy Gruver: You know what a lemon is you might just not be able to see it in your brain. So

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Kathy Gruver: Yeah.

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Jason Mefford: And I think we still see it, but it’s not. It’s not like watching a movie or TV.

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Kathy Gruver: Oh no, they can’t see anything.

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Jason Mefford: In nothing at all.

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Jason Mefford: Nope, okay.

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Kathy Gruver: No picture. Like, if I say picture cap. She gets nothing

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Kathy Gruver: Huh, yeah. No, that’s a thing. I can’t hear what it’s called.

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Jason Mefford: Yeah. Cuz there’s there’s very few people though. I think that fall into that right

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Kathy Gruver: Yeah, no, it’s, I mean, there are people visualize well. But no, I had a client who literally cannot see a picture in your head.

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Kathy Gruver: Yeah, if your childhood home. She’s got nothing.

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Jason Mefford: Okay and see for me. I don’t, I don’t see a clear, crisp picture in color, necessarily, but I can, you know, like you said, when you say a lemon. I’m not seeing a lemon. But my mind is still kind of picturing it even though I’m not seeing it. So I think that’s anyway.

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Jason Mefford: That’s where I said, I’m probably down further on that end, but it’s

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Jason Mefford: It’s in, I think, to probably the more that I do it, the better. I’m going to get at it.

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Kathy Gruver: Totally is

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Jason Mefford: Going through an exercise like we just

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Jason Mefford: Did is, is, you know, the more you do things like that, the easier it’s going to be when you know like again if

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Jason Mefford: Let’s say now if you said hey picture pink courts. Well, I just touched that pink courts. Right. And so again, that that physical tactile thing that I did. And going through that exercise my brains programmed what I just saw and learned and it’s bringing back that picture to me.

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Jason Mefford: In my brain.

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Kathy Gruver: Yeah. And one of the there’s something called heavy, light, which you can use either to see how his hypnotize level, somebody is like if you’re doing a stage show, you’ll have the entire audience do this.

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Kathy Gruver: Take someone that’s really suggestible or it’s a great induction is you picture backup rip my head off you picture.

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Kathy Gruver: Book heavy books in one hand and balloons tied to another one. And they gets heavier and heavier and this hand floating higher and higher.

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Kathy Gruver: And your hands actually start to separate because your brain goes oh I’m holding books in a balloon.

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Kathy Gruver: And you have people open their eyes and they’re like, totally. You’re like, oh my god.

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Kathy Gruver: Because your brain is so powerful. So we can picture what those. I mean, I’ve seen people’s bicep. Just go blank. When you say there’s heavy books, you can see the strain and to hold the books up. It’s pretty spectacular. It’s really cool.

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Jason Mefford: So that’s a, that’s a way, like you said, for stage shows for the hypnotist to be able to determine who’s more suggestible

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Kathy Gruver: Yep.

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Jason Mefford: Which is going to actually allow them or greater chance are actually going to go

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Kathy Gruver: Under and be able to

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Jason Mefford: Relate it needs to be done during, during the show.

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Kathy Gruver: Yeah, it’s also an induction. So I’ve done, I’ve gotten clients into hypnosis using that

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Kathy Gruver: So I’ll have you know when when your when your hand with the books touches your lap. You’ll go deeper and hypnosis. I’ll put in the other hand down. It’s also a what we call improver

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Kathy Gruver: It shows you your brains following instructions because if you I can’t be hypnotized. And you do that to somebody in their hands are now like this like

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Kathy Gruver: Oh my god, that’s so cool, you know, or will do you know magic fingers, where the fingers good magnetic fingers closer

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Kathy Gruver: That proves that that shows them that it works.

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Well, and

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Kathy Gruver: It works, you know,

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Jason Mefford: It’s funny because actually, my wife Alli and I, we were going through like a

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Jason Mefford: online program that I got. And she’s kind of going through it to one of one of the exercises was, you know, hold, hold up your hand, you know, everything together.

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Jason Mefford: Hold it out. Close your eyes. Imagine your body sending energy to your hand.

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Jason Mefford: And so you just sit there and think of, you know, or try to imagine visualize energy going to your hand and he’s just sitting there talking, you probably have your eyes closed for maybe 30 seconds as he’s talking and you open your hand, you know, and mine was like this.

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Right.

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Jason Mefford: alleys was actually like. I mean, she was like, oh, you know,

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Jason Mefford: He’s got a lot more energy.

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Kathy Gruver: Than I did necessarily call

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Jason Mefford: Again showed that even though, you know, like you said, those magnetic fingers to the other stuff that

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Jason Mefford: The mind can actually do that.

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Kathy Gruver: Matter. Yeah.

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Jason Mefford: I was doing asleep hypnosis, you know, one time and, you know, they said, open your eyes. But you can’t open them.

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Jason Mefford: Try. Okay, I’m going to try it. It was like, holy crap. I really can’t open my eyes. It’s like I’m trying, and I can’t do it.

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Kathy Gruver: Yeah, well, that’s another one of those prefers and like my adult talks about that, you know, try the harder you try

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Kathy Gruver: The more you realize you can’t open them because to him with his language stuff. He says the word try indicates failure.

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Kathy Gruver: Can you pick me up after work. I’ll try. I’m means you’re probably not showing up. You know, so unless you want

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Kathy Gruver: Someone to fail, especially I’m talking about hypnosis about real life you know you use the word, try, try, try as hard as you try to open your eyes. You just can’t. Your brain goes, Oh, I can’t. Oh, shoot. You’re right, you know,

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Kathy Gruver: What I’m like Mendel’s things we we use trial and hypnosis.

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Jason Mefford: Ah yeah cuz I’ve heard

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Jason Mefford: I’ve heard it from the other side.

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Kathy Gruver: As well.

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Kathy Gruver: The eyes getting stuck shot. Oh my god, that’s so because you’re just like, I don’t know when you see a person like going like this and it’s not

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Kathy Gruver: Working now.

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Kathy Gruver: Yeah, good.

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Um,

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Jason Mefford: Yeah, so I mean I think

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Kathy Gruver: That’s, you know, again, we did

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Jason Mefford: You know, trying to trying to just provide some some tips for people again. Right. So, you know, again, some of you may be

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Jason Mefford: Trying to do visualization trying to manifest certain things in your kind of struggling because you’re you don’t feel like you’re doing it. Try to start incorporating some more sensory type of things into it to make it more

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Jason Mefford: more lively. Because, because, because there’s the other thing I mean like you were talking about before, right, is if if the person is predominantly more of a kinesthetic person as you’re trying to visualize the more kinesthetic

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Jason Mefford: Activates, if you will, that you can bring in, whether that’s physically crumpling up the paper or, you know, seeing yourself touch the doorknob feel the coolness of the door knob, you know, turn it, you know, what does that for 990 to 90 degrees, you know, to open the door, whatever it

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Jason Mefford: Is right each of those things for a kinesthetic person is going to make that more real for them.

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Jason Mefford: Yeah, or, or even this

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Jason Mefford: The smelling or you know that one of the things that I’ve heard before you know is, is people talking, are you, you hear background noise and that’s okay. The more background noise you hear the deeper you go right

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Jason Mefford: So yeah, something like that is is something that

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Jason Mefford: That will be more effective for somebody who’s more of an auditory

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Jason Mefford: Kind of person. So, you know, again, if you if you know kind of what your preferences are what I usually say is just try to incorporate as many of them as you

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Jason Mefford: Can

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Jason Mefford: If you don’t know, and even, even if you’re predominantly one, the more you involve the more it’s going to stick in those different places in your brand.

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Kathy Gruver: Sure. Of course. Well, but in reality. If we look at what we’re doing right now we’re touching things we’re hearing things were smelling things were tasting things were sense. I mean, the senses go all the time.

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Kathy Gruver: And smell is actually incredibly powerful one. Because that goes straight to the brain. And a lot of our memories come from smelling something and it’s so funny. My boyfriend. I were finishing up watching the good place.

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Kathy Gruver: Love that love that TV show. Oh my god.

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Kathy Gruver: But one of the episodes. When they get to the good place. It’s it always smells like your favorite thing. And so for cheating, who was a philosopher. He went

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Kathy Gruver: Oh, old books in the library. Any other certain smells just take you back to something right, whether it’s cookies or well

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Kathy Gruver: To me it would be this smell of this sweet grass that I remember, not only from like mowing lawns and Pittsburgh, but also the sweet grass. I remember smelling in England when I was there.

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Kathy Gruver: That would be my happy place smell takes you straight back to something, whether it’s a certain perfume where you’re like, Grandma, you know, I mean, it’s like, that’s

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Kathy Gruver: So we’re surrounded by all that. So in hypnosis and visualization and in in

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Kathy Gruver: Abundance work is real. As you can make it the more apt. It’s going to be to happen. So make it is real bring everything in. And that way it’s gonna you’re going to get more of what you want. I’m still doing this that abundance that 21 day abundance program, we’re almost done.

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Kathy Gruver: But, um, yeah, making these visualizations real for you is, is key.

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Kathy Gruver: Yeah, all right. We blown through our time once again.

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Jason Mefford: So, there again, there’s another tip for you to go out, try, try, you know, something a little bit different because, you know, like we’re all about here. No one thing works for every person. So try some of these different things. We’re bringing your lots of different things on

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Kathy Gruver: Purpose some things

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Jason Mefford: work better for other people.

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Jason Mefford: Than others.

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Jason Mefford: You know, even when Mike Mandela was on

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Jason Mefford: You know, and he was he was talking about the rock star. I mean Mike’s one of the best hypnotherapist in the world and he couldn’t with hypnosis get through to this guy, but the mapping exercise.

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Kathy Gruver: Just like

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Jason Mefford: totally changed. Right. You know, so, so again, try some of these different things. Here’s another one. You know that we’re talking about today, bring in more sensory more more of your senses into the things that you’re doing. And it’s going to make it much more vibrant

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Kathy Gruver: Yeah, and also just in life experiences things on a different level. If you’re not, you know, take something off your desk, and what does it feel like, oh, this is smooth. It’s cold. It’s got some rib.

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Kathy Gruver: That’s it. It’s got a flat bottom. Oh, there’s a little bumps on the ball, you know,

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Kathy Gruver: It’s a white out thing. I don’t need to identify this as a white out container. I just want to experience this thing as a as a thing, you know, without having to label it judge it that’s going to change how you approach every aspect of life as well. So go out, grab grab something not someone

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Kathy Gruver: HR calls

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Kathy Gruver: People

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Jason Mefford: Know, Bob, kill the white out late the white out but not your coworker.

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Kathy Gruver: Was causing problems. We need to go to Bob right for the bombs out there. Okay, well we’re again coming something fun to try go experiment go out, make the world a better place. Okay, I’m Kathy Gruber. I can be reached a Kathy Gruber calm.

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Jason Mefford: And I’m Jason method I can be reached at Jason method calm, so go out, try something new this week and we’ll catch you on the next episode of the fire and earth podcast. See ya.

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Yeah.

E53: Resolving Conflicts at Work with Ken Cloke

Conflict seems like a dirty word, one most people want to avoid. Unfortunately it is a part of everyday life at work and in our personal lives, so we need to understand it and learn how to deal with conflict.

In this #jammingwithjason #internalauditpodcast episode I discuss conflict concepts with Ken Cloke from his book: Resolving Conflicts at Work: Ten Strategies for Everyone on the Job.

Ken Cloke is a world-recognized mediator, dialogue facilitator, conflict resolution systems designer, teacher, public speaker, author of numerous books and articles, and a pioneer and leader in the field of mediation and conflict resolution for the last 37 years.

Ken created the Center for Dispute Resolution in Santa Monica, CA, where he has been a mediator, arbitrator, facilitator, coach, consultant and trainer, specializing in communication, collaborative negotiation, dialogue facilitation, and resolving complex multi-party disputes, including thousands of marital, divorce, family, community, grievance and workplace disputes, collective bargaining negotiations, organizational and school conflicts, sexual harassment, discrimination, and public policy disputes; and designing preventative conflict resolution systems for public and private sector organizations.

Get your copy of Ken’s book through Amazon at: https://www.amazon.com/Resolving-Conflicts-Work-Strategies-Everyone/dp/0470922249

Learn more and connect with Ken at: https://www.kencloke.com/

#conflictresolution #conflict

Transcript

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Jason Mefford: Well, Welcome everybody to another episode of jamming with Jason. Hey. Today I am very honored to have Ken cloak on with me.

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Jason Mefford: Can is the director of the Center for dispute resolution and founding president of mediators beyond borders. Now he’s a mediator arbitrator attorney coach consultant and trainer. That’s a mouthful.

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Jason Mefford: But he really focuses on negotiation, you know, dealing with difficult people resolving conflict. And so I’m glad to have can on because I know many of you deal with difficult people difficult conversations and sometimes get into conflicts, so welcome can

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Ken Cloke: Thank you, Jason.

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Jason Mefford: Now I realize we’re talking a little bit before to that we’re actually just down the street from each other to you’re in Santa Monica. I’m down in Long Beach. So we’re both in the Los Angeles area.

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Jason Mefford: But maybe you know give people just a brief synopsis because you’ve had

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Jason Mefford: A tremendous career and you’ve been around for a while. You’ve written lots of books, lots of articles, just give people a little flavor kind of for for where you’re coming from because you’re somebody they needed listen to

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Ken Cloke: Okay.

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Jason Mefford: Well, not to set you up bigger

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Ken Cloke: Very good. Well, the, the basic idea is that

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Ken Cloke: We experience conflicts from cradle to grave.

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Ken Cloke: Everybody grew up in a family in which there was conflict, they grew up in a neighborhood in which there was conflict went to school experience conflicts there have had conflicts in their personal lives with partners and spouses with kids with in the end, especially in the workplace.

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Ken Cloke: So that’s Fact number one fact number two is nobody has been trained in how to handle it.

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Ken Cloke: Or almost nobody so very few people between kindergarten and 12th grade took a class that was dedicated to conflict resolution.

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Ken Cloke: So what do we do when we face conflict. And I think the answer is we revert back either to genetic programming and the neurophysiology of the brain which fundamentally is the fight, flight, or freeze reflex.

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Ken Cloke: Or we revert back to our families of origin and what we learned from our parents and how they handled conflict which wasn’t very good necessarily either so

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Ken Cloke: And the third thing that we go to is whatever the organizational culture tells us we ought to do when we’re facing conflict.

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Ken Cloke: But the problem with organizational culture is that it has a fundamentally limited scope in terms of how we understand conflicts and what we do about them.

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Ken Cloke: So the essence of what I have been doing for the last 40 years is trying to figure out, what do we do that can actually be more successful than what we’re doing from either from any of those sources. Yeah.

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Jason Mefford: Well, and I think it’s good. It’s actually because as you were talking because I’ve been studying psychology will snow on the side for like 2025 years

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Jason Mefford: And you know it’s it’s funny that you say like that, you know, when we normally end up in conflict.

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Jason Mefford: We tend to go back to one of those kind of things right and we don’t. We won’t go down the whole ego state rabbit hole and

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Jason Mefford: You know some of the stuff on this because we want to give people some practical things but

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Jason Mefford: You know, you know, hopefully everybody that’s listening. You can think about that because conflict we usually see as a bad word. Right. It’s something like

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Jason Mefford: I don’t want to. I don’t want to have to deal with conflict. And it’s funny because like, as you said, right, that that

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Jason Mefford: You know, fight, flight, or freeze. We tend to kind of go back into that and I know for myself, personally, I don’t really like conflict and most of the time, I tend to kind of freeze and lock up

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Jason Mefford: Right. And I’m trying to work through that. I mean, again, like you said, Some of that’s, you know, familial issues and other stuff from before.

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Jason Mefford: So, you know, today, maybe we can help people just kind of help start taking some of those first steps understanding you know when they get in some of these situations. Some ways to think about it a little bit differently. So we don’t just revert back

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Jason Mefford: To what we’ve done in the past because I know for me if I just revert back to what I’ve done. It doesn’t always turn out the best for me.

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Jason Mefford: Right.

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Jason Mefford: So yeah, so let’s i think it’s it’s interesting, you know, I kind of read through some of your one of your books resolving conflict at work.

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Jason Mefford: Where you kind of go through 10 strategies and I think you kind of touched a little bit on it as you were as you were starting to but in the book, you talk about how really conflict is two sided

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Jason Mefford: Yeah, as well. Right. So I want to bring this topic up because especially you know a lot of people listening, we’re

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Jason Mefford: We’re in those roles where we’re always looking for the bad thing or the negative side of everything. And so when a word like conflict gets thrown out there.

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Jason Mefford: I think most people’s first reaction is, Oh, this is like a threat right it’s a bad thing.

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Jason Mefford: But conflict can also be that opportunity as well. Right. Can you maybe talk to that just a little bit because I think, you know, again, we want to try to reframe some of how people think about conflict because like you said we deal with it every day.

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Ken Cloke: Yeah so conflict is really two things.

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Ken Cloke: The first thing that it is. Is it is

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Ken Cloke: The we can think of it in several different ways. First of all, we can think of it as

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Ken Cloke: Any place where there are two or more truths.

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Ken Cloke: Which each of those truths thinks that it’s the only one.

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Ken Cloke: So the first piece is that there is two or more, but the second please piece is how we handle the presence of two or more truths, how we feel about it conflict is disruptive of old paradigms.

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Ken Cloke: Of old ways of doing things. It is if I can define it slightly differently. It’s the sound made by the cracks in a system.

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Ken Cloke: An organizational system, a social system, a family system.

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Ken Cloke: And so we are uncomfortable with a change with change and conflict is simply the sound of something that is telling us

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Ken Cloke: Whatever it is that we’ve been doing before.

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Ken Cloke: The ground is disappearing from underneath that thing and it’s beginning to change into something else. So if we have two truths and we assume that only one of them is the only truth.

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Ken Cloke: It’s going to be uncomfortable for us. But if on the other hand, we assume that there is some new insight that we could gain from the combination of these truths. If we could think about what the conflict is trying to tell us that we could learn from

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Ken Cloke: If it is pointing us in the direction of a set of skills that are a little bit beyond the ones that we have had up till now.

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Ken Cloke: If it is

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Ken Cloke: Showing us

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Ken Cloke: Areas where we could improve

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Ken Cloke: Then we’re going to start to think about it in a different way. So a different word that we can apply to conflict is generative conflict.

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Ken Cloke: Hmm. It is a conflict that generates some brand new way of doing things. Because if we think about a conflict is simply something that isn’t working for somebody

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Jason Mefford: Yeah. Well, and I think it’s, it’s interesting how you say that because as you were talking, you know, lots of companies talk about wanting to be innovative.

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Jason Mefford: But to truly be innovative, there has to be some differences of opinion or some conflict. Right. Yeah.

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Jason Mefford: And so I think, I think that’s where, you know, again, to try to help refrain people conflict is not always bad conflict can be a generative process like you talked about that gets us to a a better solution. Right. Yeah.

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Jason Mefford: Like you said, these, these two two or more truths. So right, you could have two people that have two different opinions about something.

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Jason Mefford: Both of them can be partially right can be right, but there could also be a third or fourth or fifth option as well. Maybe that these two people hadn’t considered to begin with. Right.

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Ken Cloke: Exactly. So, for example, even in mathematics, where there may be a single truth, like what is four plus five, the answer clearly is going to be nine

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Ken Cloke: But if on the other hand, we ask a question like what is the square root of 16

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Ken Cloke: We will get not only

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Ken Cloke: One answer, but to

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Jason Mefford: Hmm.

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Ken Cloke: In other words,

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Ken Cloke: There is four and there is minus four.

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Jason Mefford: Oh, right. There you go.

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Ken Cloke: And that’s for x squared for x cubed. There are three correct answers.

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Ken Cloke: For X quad core tick. There are four correct answers, potentially. So here’s the point of this is, the more complex things become, the more correct answers, they’re likely to be

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Ken Cloke: And if we take as an as an illustration inside any corporate organization. There’s a lot of focus on change on as you said innovation.

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Ken Cloke: Now, what are the truths with innovation. Well, the first truth is that there is something perhaps positive that is being introduced and a second truth might be there is something positive, that is being lost.

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Jason Mefford: But opportunity lost sight of it.

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Ken Cloke: Yeah, so maybe that there is something valuable in the old way of doing things. And there’s something valuable in the new way of doing things.

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Ken Cloke: So we if we approach the change process by just focusing on what’s valuable in the new way of doing things, we will lose the value in the old way of doing things. So

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Ken Cloke: A more nuanced and successful way of approaching changes to try to recapture what was good about the way that we’ve been doing it in the past and what wasn’t good. And what could the new way of doing things add to that. So we can say that change is mandatory improvement is optional.

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Jason Mefford: I like that change is mandatory right improvement is optional.

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Jason Mefford: Yeah, because there’s always going to be changed, right, there’s that whole saying the only the only constant in life is change right

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Jason Mefford: Because it does. I mean, everything

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Jason Mefford: Everything evolves and moves around us. But I think it’s interesting you know like what you said to that most of the time when conflict comes up and

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Jason Mefford: You know, again, we’re kind of talking from a corporate environment and maybe some of the kinds of things that

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Jason Mefford: You know the listeners might might find themselves in conflict with right you know an auditor goes out. They do, they do an audit, they come back with a recommendation.

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Jason Mefford: And sometimes those recommendations may be very prescriptive. Like, you must do this right. Well, obviously, the person who’s receiving that is probably thinking in their mind.

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Jason Mefford: I don’t necessarily need to do it that way. Right. So there’s are two truths that start to kind of come into this right

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Jason Mefford: Because both parties are coming at it, thinking that, you know, again, this is how I think it needs to be done so. So when you when you start getting into something like that. So there’s kind of a conflict scenario, if you will.

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Jason Mefford: How, what are some things I guess that we can do to try to flesh that out more and and not have that that conflict.

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Ken Cloke: Come up.

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Jason Mefford: You know the one I think that we just kind of talked about was realize there’s more than one right way. I think right so so if we’re, you know, providing some solution and think this is the only way you can do it. We’re going to have trouble.

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Ken Cloke: Yes. So, for example,

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Ken Cloke: Now we can think about not just a corporate environment, we can think about

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Ken Cloke: Marriages partnerships relationships families.

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Ken Cloke: Relationships with coworkers neighbors, any number of those things. So if you present the problem as

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Ken Cloke: You guys have been screwing up. So we’re going to bring in a group of Auditors to come in and tell you how badly. You’ve done things

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Ken Cloke: And to tell you how you ought to be doing them in the future. What’s the attitude going to be if we translate that into a marriage or a family. And the answer is everything about it.

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Ken Cloke: A lot

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Ken Cloke: Of course they are, because of how it’s been set up. But if on the other hand we can present it as here’s a way in which you guys could be way more successful than you’ve been up until now.

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Ken Cloke: We’re going to multiply the your success rate and give you a set of brand new skills and really support you and getting to excellence.

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Ken Cloke: And a place where you feel so good about what you’re doing.

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Ken Cloke: And where you are. So acknowledged for the positive contribution that you are making to improvement in the organization. It’s just going to be unbelievable.

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Ken Cloke: Well, that’s a whole different approach. How do we get there. So there are practical skills that can help us get there, but in the first place. The whole culture around auditing inside the organizations that I’ve worked in a lot of fortune 100 companies and fortune 50 companies, etc.

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Ken Cloke: And, you know, smaller mom and pop places plus families and relationships.

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Ken Cloke: A lot of the

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Ken Cloke: The attitude needs to get shifted and that’s a part of shifting the organizational culture, but there are some things that the auditor is themselves can do or anyone can do

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Ken Cloke: In the first place,

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Ken Cloke: To focus on the future rather than the past

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Ken Cloke: Because we can argue forever about who did what, in the past, and the only purpose of that is to fix blame and nobody wants to be blamed.

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Ken Cloke: And truthfully. It isn’t a matter of blame. It’s a matter of trying to be to pinpoint with accuracy.

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Ken Cloke: What it was that wasn’t working. And this is actually a major contribution that auditors can make to since to organizational success. A second tool is to focus on the problem as an IT rather than as a you

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Ken Cloke: As if the problem is a you what you’re going to get and virtual and this is we’re talking now about what works in marriages and families.

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Ken Cloke: As well as what works in the workplace. If you approach your partner and say,

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Ken Cloke: You did this or you are a terrible person, you’re going to get two responses. One is defensiveness, and the other is counter attack every time.

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Ken Cloke: Right, so that’s fight or flight, and we know that we’ve triggered something and it wasn’t our intention to trigger it. That’s just a question of skill.

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Ken Cloke: And being able to figure out how do we present this so that the person doesn’t feel like they’re the problem, but instead we, together we focus on the problem as you know out there.

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Ken Cloke: It’s a third thing. How do we do that. Well, if we take as an example, a common, you know, sort of accusation. Let’s say you are lazy. Okay.

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Jason Mefford: So we’ve got four times I am

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Ken Cloke: Nothing.

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Ken Cloke: Yeah, so the first thing we’ve got the pronoun you right. What if we shift the pronoun to an it. How do we do that, we say there’s a lot of work to be done. How should it be divided

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Ken Cloke: Functionally, that’s the equivalent of you are lazy, but a much more successful way of doing it. The second is the word, are you are well that’s a judgment as opposed to you. Good, or it is or

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Ken Cloke: Here’s the way we would like it to be.

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Ken Cloke: And the third thing is the word lazy, which is the insult.

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Ken Cloke: And what we can now look at is how we could reef way. This is a tool that we use in conflict resolutions called reframing reframing means looking at it slightly differently, describing it in different terms. So one of the ways that we can describe it differently.

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Ken Cloke: Is

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Ken Cloke: By identifying what we call interests. So a position is what you want an interest is the reason why you wanted

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Ken Cloke: And so I’m positions are

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Ken Cloke: You made a mistake here. No, I didn’t. Yes, you did. No, I didn’t. Yes, you did. You know, and

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Jason Mefford: You know that just keeps going on and on and on.

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Ken Cloke: Yeah, I’ll never stop. And who cares, right. It’s not going to change anything. On the other hand, I’m looking at it as, for example, now

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Ken Cloke: How do we make this person more successful. How do we assume that their goal is to look good inside the organizational culture.

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Ken Cloke: To become to get promoted or advanced within the organizational, you know, sort of system.

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Ken Cloke: Or in any event to just feel good about themselves and how they do well this is absolutely doable. But what we have to do is we have to find out.

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Ken Cloke: what their interests are in advance. So for auditors, in particular, trying to find out what it is that what are your goals here. Um, what do you want to know about what’s working and what isn’t working, creating a collaborative auditing process.

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Ken Cloke: For people buy in in advance to and help design the questions that will be asked, um, who helped actually gather the information

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Ken Cloke: So that they have an investment, it doesn’t come from the outside. It’s something we’re doing together auditing is actually not just the auditor its responsibility. It’s something everybody needs to know about from the beginning, like, you know, if you’re auditing afterwards.

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Ken Cloke: One of the things that you’re going to be picking up is what should have been done at the beginning. Right. That’s a kind of feedback loop. And that’s a collaborative process of design, how to design processes that actually work more effectively inside organizations financial processes.

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Ken Cloke: You know, all kinds of different processes within the organization. So those are a couple of things that can be done.

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Jason Mefford: And those are really good things actually to because I my, like, my mind is just going through this point right because it’s it’s nice, actually, that you kind of

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Jason Mefford: Hit on some of these topics, because I’ve been. I’ve been trying to tell my profession.

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Jason Mefford: That there’s some things we need to change right and and i think you know as you started going through talking about, you know, one of the things you were doing is what I call future pacing.

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Jason Mefford: Right where you’re actually taking people forward into the future, having them, you know, kind of think about what the future would look like.

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Jason Mefford: And focus more on the future and those future results, instead of those past mistakes as well. Right.

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Jason Mefford: Because, because again, usually as people that are in audit or some sort of an assurance function. They’re always like I said there harping on

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Jason Mefford: You know, you made a mistake in the past, you made a mistake in the past, but nobody really wants to hear that right and and that that attitude. It’s kind of a negative attitude and it’s going, that by itself is going to lead to some of the conflict.

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Jason Mefford: But we can change this around.

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Jason Mefford: You know that that you

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Jason Mefford: Are lazy is a great example that’s it sounds harsh, like you said, but but two people that were working with in a corporate environment, giving somebody a recommendation probably feels like an insult.

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Jason Mefford: Like telling somebody you are lazy right and so take out the word you guess because we can try to, you know, come up with with something else.

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Jason Mefford: And and try to reframe it so maybe if you can talk a little bit more about reframing because I think that’s an important part of kind of changing the communication. Right.

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Ken Cloke: Yeah. Yeah, absolutely. So we can think of this on a lot of different levels.

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Ken Cloke: Let me just give a simple example.

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Ken Cloke: Maybe a family example of, of how we can think about doing this.

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Ken Cloke: I don’t know if you I know that you were talking before you have a son, you know, and so a lot of people have teenagers probably everybody in your call can read can remember being a teenager.

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Ken Cloke: And teenagers have conflicts with their parents. So if we take an example of that conflict and we say curfew as an example. Well, what is what’s the conversation after curfew.

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Ken Cloke: And the answer is going to be number one. I’m yelling and screaming

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Ken Cloke: A accusations insults none of that’s going to do anything for anybody except drive people further apart.

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Ken Cloke: The second is, if we go back to the word lazy for a second. We can see and then we’ll go. We’ll come back to curfew. We go back to the word lazy, we can see that there are three ways of saying it fundamentally one is as an accusation, you are lazy to is as a confession

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Ken Cloke: Which is, I’m working really hard here.

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Ken Cloke: And I see that you’re not helping. And that makes me feel like you don’t respect me or the work that I’m doing. And when I see you taking time off. I like to take time off, too. So I’m jealous.

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Ken Cloke: And

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Ken Cloke: I’m also my feelings are hurt because it’s

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Ken Cloke: The third form. So this accusation. There’s confession and beneath bows. There is a request.

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Ken Cloke: Every accusation can be seen as a request the request and you are lazy is can you give me a hand.

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Ken Cloke: It’s all you are lazy means. It means, can you give me a hand plus

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Ken Cloke: I’m having a strong emotional reaction to this and I’m a little ticked off about the way that you’ve been behaving.

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Ken Cloke: So I’m going to turn, can you give me a hand here into an accusation. So you will understand that I’m getting emotional actually plugged in here.

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Ken Cloke: I’m getting angry and frustrated about this. And that’s what you are lazy actually is. It’s the combination of the request or the confession with

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Ken Cloke: The dire.

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Ken Cloke: Some how to communicate how we’re feeling. So now back to the

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Curfew

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Ken Cloke: In the curfew example, you’ve got the teenager and the parent yelling at each other that’s going nowhere. So what happens mom or dad steps in and says, you’re going to be home by 10 o’clock or else

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Ken Cloke: And that’s the typical management approach to solving the problem management gives a direction. All you have to do is know what the boss wants and you’re, you’re done. But that’s going to work for a while, but it’s not going to work with a 16 year old.

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Ken Cloke: And it doesn’t work in the workplace with any employee who’s got any intelligence or, you know, desire to have a voice in how they work, or anything else. It’s just, it’s not a successful strategy, except it stops the conflict.

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Jason Mefford: So that’s probably why people will that that’s probably one reason why we tend to go back to those things, right, because

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Jason Mefford: It’s easier to just say I’m the boss. Do it. Or I’m the parent, you must be home at 10 o’clock instead of actually dealing with the underlying conflict, it’s harder to do that.

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Jason Mefford: Yeah, it takes more work.

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Ken Cloke: So the second step. And then the next step after this one I guess is the third step now is the teenager says, I want to be home by 2am

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Ken Cloke: And now you’ve got a negotiation and but that’s a step forward from you’re going to be home by 10 o’clock or else now it’s a conversation. It’s a relationship.

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Ken Cloke: It’s much more complicated, but it is more complicated and that. And so the process, the conversation matches how complicated. The problem is, and now we can get even more complicated and we could say, why do you want me home at 10pm.

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Ken Cloke: And why do you want to be home at 2am that’s interests and that’s the reframe is when we go to the why question and now with the parent is going to say when you ask why 10pm, they’re going to say, safety and say why 2am the teenager is going to say fun being with my friend right

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Jason Mefford: Is it yeah and that’s and that’s one of those though we’re now at least since you’ve asked some of those questions. Now you have kind of these

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Jason Mefford: These barriers. If you’ve earned that boundaries, I guess, right. So, so now you can start to actually negotiate work through that conflict by discussing and saying,

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Jason Mefford: Okay well on school nights, maybe 10 o’clock is a better thing. So let’s say hey on on school nights be home by by this. Maybe if there’s certain times a Friday, Saturday, or if there’s something you know in particular that you want to do, then we’ll just we’ll say okay 2am is fine.

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Ken Cloke: Yeah, these nights. Right. Yeah. So I think that’s exactly right. But notice what’s happened. Notice the difference between yelling and screaming. You’re saying 10pm, or else

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Ken Cloke: The, you know, just sort of the straight negotiation without any understanding of interest between 10pm and 2am

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Ken Cloke: And now the conversation that you’re describing, which is okay. How about if we look for a solution that satisfies your interests and my interests. That’s a higher level of relationship.

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Ken Cloke: A higher level of skill. I’m a and it permits a higher level of problem solving, because you’re able to come up with a more complex set of solutions to the problems.

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Ken Cloke: So if we go back to two to 10pm, or else that’s just not a very successful way of solving a problem and auditing people are in involved in trying to find more successful ways of solving problems. That’s really what I how I understand your question.

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Ken Cloke: So we can keep on getting better and better at doing that.

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Jason Mefford: Well, and I think it’s interesting because, you know, as you said, like when we talked about guess. Here’s my here’s to to real world kind of experiences, right, that people can

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Jason Mefford: Can learn from and now go back in their, in their day you know they’re on their whole life, but their day job and their personal life.

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Jason Mefford: And start to think about because as you were talking about, you know, lazy that word being either an accusation a confession or request, right, and sometimes a combination of those

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Jason Mefford: The thought that kind of popped in my mind that I just want to, you know, kind of double check with you. There’s probably no need for the accusation to begin with.

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Jason Mefford: Yeah, right. I mean, if we could

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Jason Mefford: So there’s there’s one kind of practical tip is if we can just remove the accusation out of it completely right.

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Jason Mefford: Yeah, you know, because like that. Let’s say the teenager. Maybe you’ve, you’ve already agreed to or set the curfew at 10 o’clock.

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Jason Mefford: And if this, you know, the teenager walks in at 11 o’clock or 2AM. Then again, because of the emotion, the parents feeling. They’re scared they’re wondering what’s going on. They’re worried about their safety thinking oh they’re dead in some ditch somewhere right

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Jason Mefford: Yeah, so there, they’ve got all these pent up emotions that are going on. So when the kid walks through the door.

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Jason Mefford: They probably do start yelling at him and, you know, doing stuff right

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Jason Mefford: I say him because you know girls would never do this right

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Jason Mefford: Guys, but, you know, if we

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Jason Mefford: If we kind of remove that and then start to ask some of the better better questions. Right. And I think to and in asking because one of the

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Jason Mefford: One of the things I like to say is I’m curious why you would say that

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Jason Mefford: Or I’m curious of whatever right that that’s kind of a simple way to start that discussion. Right. So again, my parents say 10 O’clock teenager says two o’clock. Well, I’m curious why you think two o’clock would be appropriate. That’s going to start to get down into these interests. Right.

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Ken Cloke: Exactly right. And

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Jason Mefford: Instead of the necessary positions on where you’re at, okay, well, maybe there is a good reason why right

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Jason Mefford: And so kind of back to our auditing thing, you know, it almost becomes that same kind of a juggle back and forth, you know we we found a lot of bada bada bada we we recommend that you do this you know 10 o’clock and the manager in the array goes no two o’clock.

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Jason Mefford: And we’re like, no 10 o’clock. No two o’clock right and if we just continue to not have the conversation.

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Jason Mefford: Because, because I found this a lot in my career, you know, sometimes when we make a recommendation or do something like that when you actually stop and listen to the other to the manager. The other person you’re dealing with. They usually had a really good reason.

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Ken Cloke: Mm hmm.

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Jason Mefford: You know, and it’s like we can at least find a middle ground. If not, hey, you know what, maybe our you know tunnel vision in this area is not the right one to have remember two or more truth.

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Jason Mefford: That we both think are correct, but but but both may be correct or both may be wrong route until we start having that discussion.

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Ken Cloke: Yeah, if we think about

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Ken Cloke: The problems that are faced in most organizations are complex.

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Ken Cloke: And if you create if you have a complex problem and organizations themselves are complex, just like relationships are in families are complex. So if you think about what will happen predictively. If you have a complex problem and you try to address it using a simplistic method.

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Ken Cloke: What you. What can you predict the outcome will be. And the answer is, people are going to get upset because some aspect of the problem hasn’t been considered

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Ken Cloke: Yeah, and your solution will not be as successful. And so that’s one piece of it. A second piece of it is a part of the complexity.

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Ken Cloke: Is the emotional response that people have to the way that the problem is addressed what the problem means to them at an emotional level and auditors, in my experience, have not been trained well in handling emotionally intense conversations

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Ken Cloke: I did. That’s why I’ve been talking about emotional intelligence.

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Jason Mefford: That has to be brought into it because it’s

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Jason Mefford: It’s hard to have these conversations and communicate that way if you’re

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Jason Mefford: Not thinking about it or realizing that 90% of what we do is emotion based

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Ken Cloke: Yeah i i don’t i worked for a while with a auditing group inside a major fortune 100 entertainment company.

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Ken Cloke: And work with the auditors for probably a couple of years. And one of the things that I noticed that happened was,

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Ken Cloke: Because of the way that they were perceived by everybody else inside the organization. It gave rise to a kind of defensiveness so that the auditors came into the conversation already feeling defensive about what they did and feeling prickly and anticipating

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Ken Cloke: Negative negativity.

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Ken Cloke: And therefore, you know, everybody else would sort of perceive them as coming in, you know,

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Ken Cloke: As it kind of emotionally closed off not particularly available for conversation. Now, this doesn’t mean that you adopt a, you know, sort of emotional attitude towards mathematics. Right.

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Jason Mefford: I’m really sad that four plus four is a right

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Ken Cloke: So that’s not going to help you solve that problem and a lot of auditing. It consists of logical sequential rational, you know, analytical types of functions and auditors, in my experience, tend to be really good.

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Ken Cloke: At that form of thinking. We’ve got two hemispheres of the brain. And that’s a lot of real estate to devote to emotion. If it isn’t particularly useful.

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Ken Cloke: Yeah. But it turns out that it really is useful because we live in societies and a lot of what emotional intelligence is about

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Ken Cloke: Is monitoring our relationships with others and figuring out how to make those relationships successful and successful means collaborative

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Ken Cloke: And what that means is asking questions is, you are exactly as you were saying, trying to find out what’s going on for somebody else what their needs are. Why this is important to them.

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Ken Cloke: So every one of your listeners can go turn to their spouse or their kid next in their next argument and just say, Why do you feel so strongly about this issue. What does it mean to you, why does it matter.

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Ken Cloke: Tell me what’s really going on for you.

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Jason Mefford: Okay, those are great questions. So everybody, pause, rewind. Listen to that again write them down.

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Jason Mefford: Yeah, those are golden questions.

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Ken Cloke: Yeah, here’s another one that’s really useful that I’ve worked with the auditors on

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Ken Cloke: What is one thing that we can do in the auditing department.

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Ken Cloke: That would be beneficial to you.

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Ken Cloke: That would strengthen our ability to support you in the work that you’re doing. But there’s one thing we could do or address

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Ken Cloke: Now, if you start with that question. People are going to start to say, oh, you know what, maybe there really is something

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Ken Cloke: And what turned out in the organization that I was working in with the auditors was they were actually able to make the organization, much more successful.

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Ken Cloke: By collaborating with the people that they were working with to design in advance, things that would be much more successful with their customers, they could actually produce reports.

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Ken Cloke: In advance that could be useful for the customer, and especially for the team that was. I mean, not, not only in marketing and sales, but in production, and a whole series of different areas, the auditors actually were able to be a kind of

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Ken Cloke: A source of insight in the organization into what wasn’t working as well as it could. And when you present it that way, all of a sudden it becomes a completely different attitude and relationship. Well, it does. And it’s it’s it’s funny.

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Jason Mefford: You know, because we’ve talked about identifying their interests, a few times.

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Jason Mefford: And I think, you know, another word that people can substitute for interest is objectives.

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Jason Mefford: Or goals. Right. And so again, I’ve been trying to get people to think about that too because like you said when you go back to

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Jason Mefford: That group that you’re working with. And try to identify their interests, identify what their objectives are, how can we help you better

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Jason Mefford: Achieve those particular objectives. Why do you need to achieve those objectives, you know, what are the things that are that are getting in the way. Right, that that may be or are a pain. Is there, is there a way that we could maybe look at that and help through that.

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Jason Mefford: Right. And I know like you said you work with that team, you know, for a while and it’d be nice if we could go, you know, snap our fingers and poof, everything changes right but

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Jason Mefford: We talked a little bit about the organizational, you know, kind of system and culture and structures that

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Jason Mefford: If we’re working in a place where we feel a little defensive as people an audit, because that’s just kind of how we’re perceived, it’s going to take a little bit of time, you know, doing this over and over again for people to actually believe us, and trust us and want to ask for help.

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Jason Mefford: You know as well because you’ve actually got to show it, you know, words are not enough. You’ve actually got to show it. So, so that’s the important thing too is, I love that question. You know what, you know, what’s the one thing that we can do.

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Ken Cloke: To help you well.

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Jason Mefford: When people give you that feedback you better do something about it.

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Jason Mefford: If he had don’t next time you ask

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Jason Mefford: You’re not going to get an answer.

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Ken Cloke: Yeah, very good, very good. Yeah, another question might be, what do you see as your mission in this part of the organization and how could auditing help you achieve that your goals, your mission, etc. Another piece of this, what I did in the organization that I worked with

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Ken Cloke: Or what what what they did. As a result of this work that we did together was they found the areas of the organization that they were having the most difficulty with

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Ken Cloke: And they then embedded auditors into those areas of the organization where they worked for a month, you know, three months, whatever it was that they decided on and

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Ken Cloke: Vice versa, they had people from that other part of the organization come into auditing as advisors to auditing on how they could improve their relationship.

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Ken Cloke: And this was really magical. There was a lot of cross fertilization that took place, everybody learned a lot from the experience and they formed a really close tight relationship with each other. So what they did was they created client focused teams that included auditors on every team.

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Ken Cloke: That was focused on a particular client or customer

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Ken Cloke: The auditor, was a member of that team.

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Ken Cloke: Yeah.

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Jason Mefford: I was just because I think that’s great. It actually goes back to one of the strategies that you talked about in the book. Right. Listen empathetically you know and responsibly.

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Jason Mefford: If if actually doing that where you’re having these kind of short rotation side.

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Jason Mefford: So you’re sitting in their chair you understand a little bit more about what it, what it takes, or what it is to do what they need to do.

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Jason Mefford: It makes that communication so much easier the more empathetic, you are, which happens to you know relate to emotion to like we’re talking about before. Right.

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Jason Mefford: Yeah. Wow, good stuff.

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Ken Cloke: Good stuff. Yeah.

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Jason Mefford: Holy smokes. Good stuff. Well, hey, I

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Jason Mefford: Don’t want to hog your time. I could sit here and talk to you for hours.

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Jason Mefford: But I know you got other things that you gotta, you gotta get done to but

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Jason Mefford: Hey, I really appreciate you, you know, going through and sharing this because, you know, like you said, conflict. I think for most people kind of seems like a negative word. Yeah. And if we can change our perspective about it and realize, you know,

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Jason Mefford: I love that separate. How did you say that separating

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Jason Mefford: separating it out so it’s it’s it’s an it right kind of a thing is is a great thing because I think so much of the time we take things personally

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Jason Mefford: And the more we can kind of separate that and just actually focus on the interest in what’s really important, then we can we can reduce that conflict and actually develop in strengthen those relationships which we need to have

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Ken Cloke: Yeah, yeah. And the truth is,

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Ken Cloke: They don’t even know us well enough to

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Ken Cloke: You know, sort of intentionally insult us

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Ken Cloke: become defensive about it when we don’t have to. Yeah. And that triggers a cycle of blame and

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Ken Cloke: counter attack that is completely unnecessary. So if we can stop taking it personally and realize that we lose effectiveness. When we do that,

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Ken Cloke: And it isn’t even really what they what they mean. Nobody’s thinking about us. They’re just thinking about themselves.

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Jason Mefford: That’s one of life’s lessons right there. Right.

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Jason Mefford: Now is is we think everybody’s, you know, worried and thinking about us and all this kind of stuff. They’re not

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Jason Mefford: So just let it go right kind of a deal. Wow, well can. Thank you. Thank you so much. You have any, any final you know parting bits of wisdom, I guess, to kind of wrap this up that we haven’t talked about them to make sure that

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Jason Mefford: Yeah, you’ve already given a lot of questions and things people can actually go back and put into practice. But how would you like to wrap up.

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Ken Cloke: I would say two things. The first is, I’ve been doing this for 40 years now.

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Ken Cloke: And I have yet to hit bottom

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Ken Cloke: This is really exciting stuff. And there’s a lot of learning that goes on. It’s continuous learning

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Ken Cloke: And skill improvement. And the second thing is that about 100% of the people who come to see me are totally and completely stuck.

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Ken Cloke: And out of that hundred percent are totally can completely stuck about 95 to 98% end up becoming unstuck.

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Ken Cloke: Well that’s pretty massive and out of the 95 to 98% who become unstuck about another 98% of that 98% have no problems enforcing their agreements, even though I’m not the judge of the cop who stand or the manager is standing over them.

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Ken Cloke: Why well the answer is because this really is what works at a human level. And so I just want to encourage your listeners to

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Ken Cloke: Try this stuff out. If you want, go to my website. There are a lot of resources there it’s WWW dot Ken club com or just look up conflict resolution will try to learn a little about it. If there’s one book you want to read. I think it’s getting to yes by Roger Fisher, in theory,

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Jason Mefford: I have that on my shelf over here. Hey,

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Ken Cloke: It’s a great little book and lots of fundamental, you know, sort of ideas in it, but there are hundreds of books.

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Ken Cloke: That have been written about this topic. And I’ve written a few of them. So I just want to recommend that your readers listeners really continue to to look at this and learn from their conflicts.

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Jason Mefford: Well, because like you said, this is one of those where it’s a continuous. It’s a lifelong learning, kind of thing, right, I mean,

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Jason Mefford: No matter how long we live, we’re never going to be, you know, perfect all the time. There’s always going to be some conflict that comes up always some things that we learn

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Jason Mefford: But like you said, you know, most of the people that actually try it and implement some of these principles like we’ve been talking about. They get unstuck.

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Ken Cloke: Yeah.

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Jason Mefford: They don’t have as many conflicts, as everybody else does, right. So,

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Jason Mefford: Actually learning it

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Jason Mefford: Practicing it you know and and to realize, again, it’s, it’s a long term process. You’re not going to do it right the first time.

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Jason Mefford: But if you learn and you improve and get better each time they just gets better and better and better and having a lot less conflict in your life means a lot less stress.

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Jason Mefford: As well. Right. So yeah, it’s, it’s a great thing to have. So yeah, everybody. Make sure you know can refer to book.

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Jason Mefford: Getting to Yes from Fisher. That’s a great book I’ve read that a few times myself.

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Jason Mefford: And check out Ken’s books, you know, I read through a lot of the resolving conflict at work great book. It actually gives you 10 strategies to kind of think about it in the workplace environment.

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Jason Mefford: go to his website can club com in really just try to figure out, because we want to resolve conflict, we want to reduce conflict.

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Jason Mefford: And if you really want to, you know, kind of take internal audit to the next level at your organization. Take your career and your personal life to the next level, we’ve really got to get comfortable with in dealing with conflict, instead of, you know, freezing up or running away from it.

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Ken Cloke: Well said. Jason

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Jason Mefford: Well, thank you.

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Jason Mefford: Well can thanks again and Hey everybody. Have a great rest of your week and I’ll catch you on the next episode of jammin with Jason, so yeah.

Fire & Earth Podcast E65: Mind / Body Medicine

Research has shown a strong correlation to what we feel in our bodies and our mind and emotions. Ever been guilty of saying you have a pain in your neck? Often we find out someone or something is the cause of our pain in our neck.

In this #fireandearthpodcast episode we jump into how some of the words that have made our way into language like “pain in the neck,” “pissed off,” etc… actually have something to do with deep set emotions we are feel that get suppressed and stuffed down only to show up as physical symptoms. When we confront and release the emotion often our physical pain goes away.

The Fire and Earth Podcast gives you practical advice and keys to unlocking your potential in life and business, hosted by Dr. Kathy Gruver and Jason Mefford. Real, raw and unscripted.

#fireandearthpodcast

Transcript

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Jason Mefford: Welcome to another episode of the fire and earth podcast, I’m your co host Jason Medford

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Kathy Gruver: And I’m Kathy gruver and I’m sure we’ve all had an experience, Jason. If you’re anything like me, where we’re like, oh gosh, I have a pain in my neck or have a pain in my butt or I

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Kathy Gruver: Have this uneasy feeling in my stomach like I can’t stomach. This or like someone getting under my skin or I have to

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Kathy Gruver: Put that you know the good foot forward or whatever it is. We’ve all had these experiences and we have, I figured out for one of my books like 80 something

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Kathy Gruver: Phrases like pain in the neck pain in the butt. I can’t stomach this weight of the world on my shoulders. There’s a lot of phrases like that that connect a mind in the body. So that’s what we’re going to talk about today.

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Jason Mefford: Well, and I think it’s fascinating because like you said, you know, it’s, it’s, and I’m sure you’ll you’ll talk a little bit about this, but the pain in the neck one I’ve heard this so many times. Right.

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Jason Mefford: If somebody comes in, they’re complaining about pain in the neck and I’ve had this pain in my neck for so long. And then it’s like, well, Who or What Is the pain in your neck.

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Jason Mefford: And so you figure it out. And boom, the pain in your neck is gone, right, because because will

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Jason Mefford: You know, I think we’re pulling some different things. You’ve obviously done a lot of work on this written books on it.

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Jason Mefford: before we started recording. We were talking about Dr Sarno so we’ll probably pull him in a little bit, because you know I’ve, I’ve always had different back pain right and it’s pretty common for people to have back pain.

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Jason Mefford: It’s usually nothing physical. But it’s again it’s this mind body connection. And there’s different places in our body where we hold things and everybody’s different. For me, it’s usually in my back.

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Jason Mefford: Sometimes in my neck but

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Jason Mefford: Usually there’s about two or three places in my back where I feel it.

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Jason Mefford: And those of you listening. You may be the same way. Right. You feel certain places in your body. And, you know, they may become kind of a little bit chronic so we’ll go through and talk a little bit about this and maybe some ways of how you can actually release.

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Jason Mefford: Some of these things.

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Kathy Gruver: Yeah. Gosh, so many stories about that. So the very first one that actually sort of turned me on to this mind body medicine medicine.

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Kathy Gruver: The mind body medicine thing.

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But

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Kathy Gruver: It’s early folks.

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Kathy Gruver: So I had always been into Louise hay and her little blue book where she had these correspondences of

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Kathy Gruver: What was happening in your body and what emotions went with that. I wish I had her book close by, because it is

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Kathy Gruver: such powerful stuff. And I remember even in college flipping through that. Like, I literally circled all the weird things that I had happened.

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Kathy Gruver: And looked at the correspondence and literally every single one. I went. Yep. Lungs asthma grief. Yep. This and the data that I saw. I had a client in my office.

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Kathy Gruver: She was coming for weekly massage. She had carpal tunnel like symptoms. She was not diagnosed with carpal tunnel, but she was clearly having problems.

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Kathy Gruver: This woman so wanted to get better. She was taking her anti inflammatory she was getting massage every week she was doing her stretches she changed her workstation. She was wearing the brace at night. I mean, like she was doing everything right physically

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Kathy Gruver: And after about the third week I was making no headway with her at all. And it was driving me crazy.

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Kathy Gruver: I was all admit taking a little too much responsibility for her healing. It’s like I felt like I could fix her which as a therapist. We can’t do, but

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Kathy Gruver: I was young so I finally I’m working on her arm. And I said, Okay, this is clearly missing something. I said, Tell me again when this hurts.

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Kathy Gruver: She thinks about it for a second. She says, well, it’s when when I’m grasping things when I’m gripping like like drunk hair dryer, because I have trouble lifting a bottle of wine. I thought that was horrible.

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Kathy Gruver: So I

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Jason Mefford: Gotta fix

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Kathy Gruver: To fix that, but I listened to her words. She’s like grab grasp grip. And I thought about it for a second. And I finally said, Well, is there something you’re grasping too tightly. Is there something that you need to let go. And I did that with my hands and she looked at me and she goes,

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Kathy Gruver: I don’t want to let my kids go

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Kathy Gruver: Yeah, and I’m like, whoa, because I didn’t expect her to have an answer or one that profound. And I said, Well, what do you mean

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Kathy Gruver: And she then told me the story about how when she was a little kid, her brother had just gotten his driver’s license at 16. The first time he took the car out by himself, he was struck by a drunk driver and killed never came home.

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Kathy Gruver: And it ripped the family apart. Now I don’t have kids and I can’t imagine what it’s like to lose a child, especially in that circumstance. I mean, just how horrible.

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Kathy Gruver: ripped her family apart and now her kids were 15 and a half and 14 and they wanted more freedom and she was terrified let them go.

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Jason Mefford: guessing that they both wanted to get a driver’s license to

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Kathy Gruver: Yes, especially the 15 and a half. It was like, I want to go drive and she’s like, No.

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Kathy Gruver: And I said, Wow, I said, I’m so sorry. That’s so awful. Have you told them this story. And she said, well, they knew I lost my brother, but they never told them how

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Kathy Gruver: And I said, Look, I’m not a therapist. I’m not telling you what to do. I said, but I would suggest you go home and you tell them that I said if nothing else.

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Kathy Gruver: It will explain to them why you have these fears and these concerns, you’re not just going to be crazy overbearing mom explaining to them that there’s reason there’s emotion. There’s deep

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Kathy Gruver: Set emotion behind your decisions. So that’s going to help them understand you more. And she’s like, Oh, that’s kind of an interesting idea. Okay.

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Kathy Gruver: So she comes back the following week, I said, How are you feeling. She goes, oh my god my hands feel so good. And we did this normal therapy and then near the end of the massage. You go, oh,

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Kathy Gruver: I forgot to tell you about last week I said oh what she goes, Well, I really thought about what you said my discuss it with my husband and

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Kathy Gruver: So we decided yet let’s tell the kids so that night after she saw me after dinner.

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Kathy Gruver: She pulled up photo albums and they sat around and she told them about her brother, and she told them very specifically what happened.

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Kathy Gruver: And she kind of teared up and said, you know, this is why I’m so afraid to let you go, cuz I’m afraid you’re not going to come back and they’ll cry together and they have this great moment.

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Kathy Gruver: And from that point forward, her hands started getting better. So she didn’t need to see me every week. It became every other week, then every third week. Then once a month, and I think I saw her. One more time. And I’ve never seen her again.

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Kathy Gruver: I don’t believe that it was 100% emotional but when she cleared that emotional thing when she let that emotion go

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Kathy Gruver: It helped it was the final thing. Now, I do not have a double blind placebo control that says yes, it was her letting go that solved the rest of this problem.

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Kathy Gruver: But it clearly contributed and I have seen this over and over again with my clients when they release that emotion when they acknowledge and

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Kathy Gruver: Process that that aspect of their pain of their discomfort of their sleep issue of all that stuff resolves that’s how I got into all of this, I can thank that woman who

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Kathy Gruver: Listen to what I suggested, and then shared her experience.

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Jason Mefford: But i think that’s that’s a great story.

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Jason Mefford: You know, for what for what we’re talking about here because again you know I

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Jason Mefford: A lot of the time the different pain that we’re feeling in our body. There is some emotional aspect to it.

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Jason Mefford: Right and and there’s different ways to get through it. I mean, for her going home. Having that honest and open conversation with her whole family. Sometimes, all we have to do is verbalize it.

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Jason Mefford: And and and what’s funny. I mean, one of one of the guys that I’ve, you know, heard some of the stuff that he does. It’s like

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Jason Mefford: You know, some of you need to verbalize it doesn’t even necessarily have to be using our language to describe it, but just moving

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Jason Mefford: Your mouth he, I think he has, you know, if you don’t want to actually say something out loud. Just say, talking, talking, talking, or something like that. Some, some kind of word right to where everything is, like, it’s like that character group from whatever

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Jason Mefford: Guardians of the Galaxy or whatever, all the tree says is, I am Groot I am Groot I am group right but we regardless of what is sometimes verbalizing or getting it out helps right i mean

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Jason Mefford: Some of the different therapy options that we’ve talked about on here. You know, like brain spotting hypnosis, some of these other things. It’s trying to get back into that.

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Jason Mefford: You know, for this lady was a big T trauma, right, her brother died unexpectedly, tragically, you know, that’s, that’s something that she is holding on to and until, until she releases that it went dormant for a while, probably right.

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Jason Mefford: Yeah, because I’m guessing again. She didn’t have these carpal tunnel like

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Jason Mefford: You know symptoms and tell her children started getting to that age and now all of a sudden that

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Jason Mefford: That emotional experience that

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Jason Mefford: wasn’t fully processed comes back to the surface and it’s like

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Jason Mefford: You know, hey, activate hands are going

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Kathy Gruver: Yeah, there we go. So

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Kathy Gruver: So I have a funny one.

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Kathy Gruver: I had a client come in for his massage and I knew my husband had worked with him, so I knew his work situation. I knew his boss. I knew all this stuff and he came in for his neck, and I said, so here’s the pain in your neck.

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Kathy Gruver: Seriously.

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Kathy Gruver: And he goes from probably my boss. I like yeah it’s typically the boss or the spouse.

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Kathy Gruver: And so I was working on his neck, working on his neck, and I said, so what else is going on. And he goes on, man. He goes, I have this all, sir.

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Kathy Gruver: I said, really. Oh, that’s awful. I said wasn’t feel like, and he goes, Well, I get this burning and then it bubbles up every once in a while. Now I’m immediately thinking anger, frustration, that’s what it says to me, and I said, oh, that’s interesting. I said so.

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Kathy Gruver: So what’s eating at you.

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Kathy Gruver: And he goes, well it’s spicy food. Yeah, no, I know that. But like, what’s what’s eating at you. And he goes, Well, you know, it’s like if I eaten and lay down. He’s so he’s not hearing me

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Kathy Gruver: Mm hmm. And then I finally said, I figured gestures would help right because I didn’t want to tell him what I thought it was I wanted him to kind of get there. So I said, No, no, I know what is what is eating at you.

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Kathy Gruver: And he goes, Oh God, I’m sorry. I totally was totally missing what you were saying I’m tomato sauce onions.

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Kathy Gruver: And he lists all these like okay here’s so not getting this, you still not getting this

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Kathy Gruver: So that was hilarious because it’s like, to me, also kind of have to get there yourself. You can’t be like, hey, what if

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Kathy Gruver: So then fast forward. I have another client he shows up. I said, how’s your body doing. He goes, I have blood in my urine. And I said, Wow, that’s really out of my scope of practice.

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Kathy Gruver: This is not blood and urine, kind of, it’s not on my resume and he goes, I don’t know, I went to the doctors, I get kidney stones, all the time. I’m sure that’s what it is. I went ok

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Kathy Gruver: So I’m massaging HIM AND I KNEW HE WORKED AT THE UNIVERSITY, AND HE WAS CONSTANTLY frustrated. No one could do anything right. Everybody was stupid. You know, fill in the blanks and

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Kathy Gruver: I finally is where I’m massaging them and doing his Mac has he also had a pain in the neck, and I said, So how’s work going. I know you’ve been having some frustrations. They’re not stupid. He just goes on this rant.

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Kathy Gruver: And I said, oh, so

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Kathy Gruver: The blood in the urine thing. And he goes, Oh, yeah, yeah. And I said, so who’s pissing you off.

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Kathy Gruver: He goes, What, and I said, Who’s pissing you off. And he goes, Oh, I see what you’re saying. The blood in the urine. Yeah, yeah. No one’s pissing me off. No one’s pissing me off. And I went, Okay, this is your past. He goes, nope.

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Kathy Gruver: Within 10 minutes he was again back on this rant about how everybody, no one can do anything right. He can’t retire because he wants it gives us full pension and done little and I said, Wow, you sound really pissed. And he goes, yeah, no, no, no, I

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Kathy Gruver: Never thought. There’s just, there’s just, there’s just these the the series of little irritations huh. And I said, oh, like kidney stones.

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Kathy Gruver: And he looks at me and he goes,

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Kathy Gruver: Uh huh. Yeah.

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Kathy Gruver: Well ultimately turned out not to be kidney stones. It turned out to be bladder cancer.

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Kathy Gruver: And he did the smartest thing he could, he quit two years before his full pension two years before the full everything and he did the cancer treatment in this cancer has not come back that I know.

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Kathy Gruver: I am not saying he causes own cancer. I would never say that I have heard health practitioners, say your anger caused your breast cancer. Oh my god, why would you say that to someone dealing with cancer. Now, what I will say,

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Kathy Gruver: Is if you don’t listen to what your body is telling you it will get louder. It’s the little kid in the store that’s yanking on mommy.

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Kathy Gruver: Mommy, mommy, mommy, mommy. And then she’s throwing stuff off shelves, because she wants your attention.

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Kathy Gruver: The little things that are happening in your body is a signal that something needs to be addressed. If you ignore it.

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Kathy Gruver: It’s going to get bigger and bigger and bigger, like the crack on the windshield that you swear, you’re going to fix and one day you come out the entire windshield shattered address this stuff when it’s a kidney stone, don’t wait till it’s bladder cancer. Yeah.

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Jason Mefford: Well, and it’s funny because, you know, in all three or four of the different examples that you’ve shared there was actually language that goes along with it too. Right.

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Jason Mefford: Yeah, you know, you know, urine being pissed off, you know, there’s again another you know term that kind of comes up, well, something in our excretory factors. Right. However, I’m not a doctor but

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Jason Mefford: Some something in that in that area is kind of messed up, which probably led to us coming up with hey I’m pissed off. And that’s where it shows up right in the neck. You know, he’s a pain in the butt.

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Jason Mefford: Yes Gatica

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Kathy Gruver: Yeah.

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Jason Mefford: You know who’s, who’s the pain in the butt, you know, kind of thing. And what’s funny is that

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Jason Mefford: You know, in the examples that you shared some of the people were still trying to just go left brain analyze spicy.

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Jason Mefford: Yeah, right.

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Kathy Gruver: So,

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Kathy Gruver: What

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Kathy Gruver: But, but usually we in I think for me, this is

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Jason Mefford: This is where it’s hard because you know i know this, I get it. And so when I have certain pains in my back. I know I’m holding on to some emotion. There’s some thing probably going on.

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Jason Mefford: I don’t consciously know what it is usually right and so I think a lot of times we may not consciously know what it is, even if we realize, hey, there’s some emotion. I’ve got to work through. There’s some thing I’ve got to cleanse purge whatever word you want to use right

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Yeah.

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Jason Mefford: And so how how how how do I do that or I guess, as you’ve worked with

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Jason Mefford: With people before once you start to recognize this, how, how are some of the best ways for us to try to work through this

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Kathy Gruver: Right. I think it’s important to identify what it is. Oh, it’s this is the last example, it’ll give you because I just, this is what I do all day but I had a gentleman in my office, he was having a lot of low back pain. Now, he was a floor installer.

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Kathy Gruver: Well of course he is. He’s crawling around the floor. He’s in awkward positions. He’s under sinks. He’s trying to lay down tile and all this stuff and he was having pretty bad low back pain, and I don’t do this with everybody.

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Kathy Gruver: But for him. I had this hit of talk about mind body stuff. I don’t do this with everybody. Some people, they just played soccer too hard that weekend you know it.

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Kathy Gruver: was totally logical that is back with her with the job that he has in his age. But I said, hey, I said, you know, just from a mind body perspective is, I just want to throw this out. I said the low back tends to be money issues sex issues and personal support issues.

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Kathy Gruver: He was dead quiet and I’m like, Okay. Either he thinks I’m a crazy person or he’s processing or he fell asleep or he didn’t want whatever he was a brand new client. And after about 20 minutes I hear. Oh.

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Kathy Gruver: I said what you guys I say that what you said it. Okay. And he goes, first of all, which one do you want to start with. I went I as everyone says

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Kathy Gruver: And he said, You know, honestly, I, I’ve really been kind of worried about money.

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Kathy Gruver: And I said, really. And he goes, yeah, if this was during the recession and all this stuff. And he said, yeah. He goes, you know, my client load my customer base is really down because I actually had to let a couple of my workers go

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Kathy Gruver: He goes on. I’m really kind of concerned about it. And I said, oh, he goes, Yeah, I haven’t, I haven’t told my wife.

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Kathy Gruver: And I went, Really, I said, Do you think she’d be upset and he goes, oh, no, we’re total partner. She’s incredibly supportive

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Kathy Gruver: And I said, well, look, I’m not a marriage counselor. I said, I’m not a therapist. I’m not about to tell you what to do.

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Kathy Gruver: I said, But wouldn’t you feel better if you could actually share with her your concerns and you guys can work as a partnership to fix that. He goes, you know, I probably and I should probably do that.

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Kathy Gruver: So I send them off. He comes back for his next massage. And he goes, thank you. I said what he goes I talked to my wife. He goes, I got home that night and I sat her down and expressed my concerns I express my worry

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Kathy Gruver: And she pulled out the book she pulled up the checkbook. She pulled out her savings account we looked at our budget, he said. And we realized that if I don’t get any more clients. This year we’re totally fine.

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Kathy Gruver: So it was that thing that feelings aren’t facts. Do I know that to be true thing, and he was sort of spiraling from that feeling of lack

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Kathy Gruver: And him said sharing with his wife, which he clearly was feeling a little guilty about not sharing with her sharing with his wife looking and actually

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Kathy Gruver: verifying the books because I actually have had my low back about a couple of times, it seems to me when I’m worried about money. And so what I do is I look at my checkbook and my client load and go, Kathy, you’re fine.

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Kathy Gruver: He said, Thank you. That was really cool. He goes, but let me ask you this. I said, What’s that he goes isn’t everybody concerned about money sex or personal support. Why don’t we all have back pain, and I went

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Kathy Gruver: Interesting point. I said, are we suppressing that are we expressing it. Are we dealing with, are we handling it and even dr john Sarno healing your back pain.

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Kathy Gruver: He talks about that. It’s those repressed emotions that anger that you’re stuffing. It’s those emotions. You’re holding on to because emotions are ugly. We’re not taught how to deal with those

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Kathy Gruver: If you put it in your body as physical pain you pay attention to that.

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Kathy Gruver: So I think it’s another way for our body to process stuff out. If we’re not dealing with those emotions. How often have we been stress. Stress. Stress. Stress. Stress. Stress. Stress and then we get sick or we get a headache or we get a stomach problem where we get

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Kathy Gruver: That’s what all of this does. That’s what our body’s trying to do to regulate this stuff.

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Kathy Gruver: So I feel like it was that talking to the woman’s kids. It was quitting the job and getting out of that situation. It was releasing those emotions and dealing with that situation on the physical plane that helps those emotions heal.

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Jason Mefford: Yeah, because really it’s it’s about. It’s not that we don’t all experience those emotions.

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Jason Mefford: But if we work through them. They kind of they kind of dissipate.

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Jason Mefford: If we stuff them down if we don’t deal with them, then after a while they will usually end up showing up at different places in our body. Right.

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Jason Mefford: And I think it’s interesting because you talked about, you know, low back pain money sex personal support that’s also your root chakra, you know, area which does have something to do energetically with

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Kathy Gruver: One as well. Yes.

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Jason Mefford: Oh, it’s it’s it’s

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Jason Mefford: It’s, it’s interesting. Yeah, you know, as far as some of these different places in what it is that you know but like you said, We just got to kind of identify it and then kind of go through it. I mean, Dr Sarno you know he’s got a great book healing back, man.

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Kathy Gruver: Right, yeah.

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Jason Mefford: Okay, there’s, there’s also a documentary about him, that’s out. Now that I saw and and you know, just kind of the synopsis of

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Jason Mefford: You know synopsis of his book, right, is that most of the back pain is not something physically wrong, but it’s the stuffing of emotions and what he saw was that there’s a lack of oxygen, getting to those certain

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Kathy Gruver: Parts of your bag.

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Jason Mefford: And because of the oxygen depletion that that’s that’s what’s causing it. That actually if you can increase the oxygen to those areas.

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Jason Mefford: That it’s it actually starts to go away and you work through the emotions or the stuff that comes up and for most of the people that he’s dealt with in his practice over the years, you know, he passed away a few years ago, I believe.

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Jason Mefford: That that tended to be the thing that actually helped them, you know, get rid of it. Whether you know they go to their GP and it’s like herniated disc. We got to go cut on you and all this kind of stuff. But it was it’s as inflammation.

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Jason Mefford: In those parts of your body because of the lack of oxygen.

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Kathy Gruver: Yeah.

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Jason Mefford: So, you know, against

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Jason Mefford: Well, yeah, good.

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Kathy Gruver: Well, I just say the other thing that he brought up and I don’t remember the number. So I’m going to make them up.

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Kathy Gruver: They looked at 100 people and they did MRI CT X rays of 100 completely asymptomatic people know that pain at all. No back discomfort and something like I’m making this up 50% of them had

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Kathy Gruver: herniated discs. Bulging discs narrowing of stuff. Correct, this and that but zero symptoms. So if you’re starting to have pain somewhere and you go and have this imaging and it shows something

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Kathy Gruver: That isn’t necessarily from the crack the ideation. The bulging, it could be something else, because you have all these other people that have those things, but no symptoms.

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Kathy Gruver: So that’s where Western medicine, kind of, I wish all the problem, it’s this thing and you know what we got on us.

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Kathy Gruver: Was I’m having neck issues and Jason immediately said, What’s the pain in your neck. Well, I’m having some of those right now.

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Kathy Gruver: Now, do I have structural stuff going on. I got a shit ton of structural stuff going my neck is it’s bad folks but

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Kathy Gruver: It can get better with physical therapy with me, figuring out what those emotions are me releasing those emotions. I mean, I fully what I do, you know, so yeah. But this is how we got this idea for the show is I’m having a pain in my neck. It’s not you, Jason.

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Jason Mefford: It’s not me.

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Jason Mefford: It’s that one as well and and you know again for me. Like I said, I get

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Jason Mefford: I get various pains in my back. Right.

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Jason Mefford: You know, and the end there at specific places, you know, one of those places is a little back

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Jason Mefford: You know, but but also you know some some other different areas. And so again, it’s just trying to kind of, you know, recognize it identify it. Try to think about

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Jason Mefford: You know, in for me. A lot of times it’s like, I don’t know what what the emotion is that I’ve got a process through. I don’t know what the, you know, big T little T trauma thing is that I have to work through. I just know there’s something there.

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Kathy Gruver: Yeah.

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Jason Mefford: But one of the things that I’ve heard and this kind of, you know, goes back to some of the NLP kind of stuff, because I know you’ve actually done some work around NLP to write

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Jason Mefford: Is, you know, the, the question that a lot of times you’ll hear people say you know when when they say, Well, I just don’t know what it is and and the practitioner will say, well, if you knew what it was, what would it be

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Jason Mefford: And use it the first time, people were like, Well, I just told you. I don’t know. Well, I know that. But if you knew what it was, what would it be and asking ourselves questions like that.

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Jason Mefford: Consciously. We don’t know the answer, and sometimes boom right at that point, you’re like, Oh, I get it right. Like when you’re talking to the lady, you know, with the carpal tunnel. I don’t want to let my kids go. She knew, like right away.

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Jason Mefford: Sometimes that happens just like right away. We know, and other times it’s like, I don’t know. Right. So you ask yourself some of those questions kind of self coaching, if you will. And then just let it go. And at some point, your brain is going to tell you what it is.

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Jason Mefford: Right, it might be one of those shower moments or whatever else were just

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Kathy Gruver: Out of the blue.

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Jason Mefford: It’s like, holy shit yeah I’m totally know what this is. Now, right.

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Jason Mefford: You can actually try to deal with it.

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Kathy Gruver: Right. And it’s so funny, what we know and we I think so many times we say, I don’t know. We totally do. We just don’t want to say anything. I was sort of

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Kathy Gruver: Casually when I was at a party, and we were talking. Somehow, it was all women. So we got on sex.

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Kathy Gruver: Because you know that’s what we’ve been talking about. If you didn’t already know.

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Kathy Gruver: And we were talking about like experimentation and like BDS NAM and like all this crazy stuff and the woman says to me, Oh, I just, I just, I’m so comfortable doing that. And I said why

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Kathy Gruver: And she was, well, I don’t know. I said, Yes, you do. Just. Well, I think it’s probably and she goes,

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Kathy Gruver: So the rest of the night, anytime. She’d say, I don’t know, I’d say, Yes, you do. She had an immediate answer.

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Kathy Gruver: Where’s her go to thing was, I don’t know. Yes, you do. What was probably and she would have this the whole thing, you know. So by the end of this conversation when she was ready to go home and put in lingerie for her husband.

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Kathy Gruver: I’m sure me that was

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Kathy Gruver: Blocked because I was talking about things that

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Kathy Gruver: I do anyway.

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Kathy Gruver: And she was like, I can’t do it. Why, I don’t know. Yes, you do. Okay, sure I do, but it was amazing. It’s like she just had to be challenged

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Kathy Gruver: To answer that question, and what is Mike Mandela say pretend and then pretend you’re not pretending, your brain goes well, what

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Jason Mefford: Well, that’s like, because I think that knee jerk reaction to I don’t

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Jason Mefford: Know is

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Jason Mefford: I don’t know consciously is what we mean.

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Kathy Gruver: Right. Well, I don’t want to tell you

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Jason Mefford: Or I don’t want to eat. Yeah, it’s either. I know consciously and I don’t want to tell you or I don’t know consciously

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Jason Mefford: Well, you might not know consciously, but

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Jason Mefford: Subconsciously your brain and your body knows. And so if you’ll actually listen and allow the answer to come back because I’ve even seen this with people. I mean, the power of asking questions.

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Jason Mefford: Is is is great. I mean, that’s where, again, a lot of the value comes from coaching and other things like that is somebody actually asking you the right kind of questions. So you

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Jason Mefford: Can get your own answer. And I’ve seen people that will that will do this for like they’re they’re talking along and they’re like,

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Jason Mefford: Oh. You know that guy that did that back pain book. What’s his name with, you know, I can’t remember. What’s the guy’s name that did the back pain. Oh, sorry. No, that’s right. Okay. And, and just kind of asking yourself. Little things like that.

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Jason Mefford: Ends up, like I said, I’ve seen this in. It wasn’t a coaching. They were just trying to remember but

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Jason Mefford: As as they were frustrated. They couldn’t remember but the minute that they kind of ask themselves that question. Poof.

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Kathy Gruver: It comes out because your brain doesn’t like open loops, your brain doesn’t like mysteries. This is why we can still think about

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Kathy Gruver: From 20 years ago did that that cheat on me or not because we don’t have an answer. So our brains going to keep working on that. That’s why two o’clock, you know, weekly

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Kathy Gruver: was the name of that girl is sitting next to me in English class. Ah, you don’t in two o’clock in the morning, you’re like,

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Kathy Gruver: You know, your brain is going to keep working on that until it figures it out and that can drive us crazy because sometimes there’s no answer. We’ll never know if the guy 20 years ago cheated on us. We will ever know that

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Kathy Gruver: You know, we might, you know,

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Jason Mefford: It doesn’t really matter 20 right

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Kathy Gruver: To our brain, it does because it needs to have closure on that needs to figure that out. Anyway, I don’t think he did and that’s really great. She says hi

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Kathy Gruver: Yeah. So ask yourself those questions, look at the problems that you’re having physically and see what corresponds to that get Louise Hayes book. I love her little book john sorrows book. There’s so many that my book. I have a whole list of course buttons in there.

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Jason Mefford: Yeah, you’ve written a few books on this too, so

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Kathy Gruver: Yeah, but I think I came up with 80 or 85 different body language and things that we use now. So it’s kind of fun.

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Kathy Gruver: Yeah.

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Jason Mefford: So, and again, if this is not, you know, we probably should give a little disclaimer thing to right

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Jason Mefford: I mean, obviously, if you have physical symptoms of stuff you should go see a doctor.

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Jason Mefford: Please, you know, but but like I said, there’s been a lot of research and a lot of things that have come out that a lot of times it’s not necessarily something structurally that’s causing the pain and so

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Jason Mefford: when that’s the case. Again, try some of the different things that we’ve been talking about because they they work for lots of people. I mean, several examples of Kathy’s talked about some of her clients how some of these techniques of help them so

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Kathy Gruver: Yeah, they’re amazing. So we’re not physicians, we’re not a you caused her own pain and disease. We’re not saying never see your doctor again he’s smart people. Come on. But, and if this helps improve everything, even by 10%. Why would you not do that.

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Kathy Gruver: You know, so anyway. So there it is. Go forth examine yourself. Look at your own bodies. See how that’s connected to your mind. Because I guarantee you it is in some way so lovely. I like that was a fun one. Okay. Kathy Gruber. I can receive Kathy gruber.com

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Jason Mefford: And I’m Jason effort. I can be reached at Jason method calm, so go out, ask yourself some questions, work through whatever you need to work through and, you know, get rid of those pain in the neck and pain in the butt and stop being pissed off so much

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Jason Mefford: So here we go.

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Jason Mefford: Sex and go have sex. So you don’t have a lower back pain.

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Jason Mefford: Yeah, alright.

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Jason Mefford: And we’ll see you I will

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Jason Mefford: On the next episode of the fire Earth.

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Jason Mefford: Podcast. So, yeah.

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Yeah.

E52: Lessons from a Chief Audit Executive (CAE) with Tom Harris

I am please to bring back Tom Harris for this week’s #jammingwithjason #internalauditpodcast episode where discuss lessons he’s learned from being a CAE. You’ll hear how Tom’s career brought him to be a CAE, and suggestions he has for those of you that aspire to become a CAE.

In an earlier episode I spoke with Tom about Internal Audit’s Role in System Implementations, so if you missed that one make sure to go back and take a listen.

Tom Harris, the Vice-President of Internal Audit for National CineMedia joins me to provide a case study on how he took an approach of embedding members of his internal audit team into the project team, and even helped drive the user-setup portion of the project. We explore the risks and benefits of taking different approaches. While embedding internal audit into the project team may limit objectivity and assurance projects for a time, it just may be one of the best way to provide long-term value to the organization and deepen relationships with management.

Jamming with Jason is the #1 #internalauditpodcast in the world has interviews and discussions (jam sessions) relevant to Chief Audit Executives and professionals in #internalaudit, risk management, and compliance.

Transcript

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Jason Mefford: Welcome to another episode of jamming with Jason

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Jason Mefford: Hey, welcome back. My friends, I am

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Jason Mefford: excited to be talking today with Tom Harris.

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Jason Mefford: And so it’s one of those episodes that I love to do, where we’re talking to a chief audit executive and just kind of understanding and learning, you know,

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13037924924: What it’s like to

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Jason Mefford: Become a chief audit.

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Jason Mefford: Executive and what it’s like to actually have the role. So, Tom, welcome aboard. How you doing today.

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13037924924: I’m doing well. Thank you. Thanks for having me on your show.

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Jason Mefford: Yeah, so, so maybe just just give people a little

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Jason Mefford: thumbnail sketch of, you know, kind of the way that you progress through your career.

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13037924924: And how you got to become a

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13037924924: Chief audit executive today.

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Jason Mefford: Because I think it’s, it’s always interesting for people to kind of understand the pathway that people took to get to get to where you’re at.

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13037924924: Sure, sure. Absolutely. Well, I guess my my education undergraduate in finance kind of got me.

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13037924924: Introduced to accounting and and I thought a lot of audit was about that. But as I got my first internal audit job in retail

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13037924924: began to realize it’s not really about accounting internal audit is very much about people very much about processes how things get done, why they should get done and how those kinds of things can impact the business’s success and the success of the people.

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13037924924: My first job was in retail, as I mentioned, I also moved into manufacturing or I learned quite a bit more about how things are made and how things are done.

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13037924924: spent probably six, seven years and audit and a couple of different roles and then moved into an operational role for a PC manufacturing company back in the 1990s and as a commodity manager. I spent a lot of time working with

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13037924924: The strategic suppliers who would build things based on specs that that marketing department came up with our sales said they wanted

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13037924924: What components we needed to buy so that we could manufacture things and sell them and do so in a high volume. So that was pretty interesting. From there I moved into a product marketing role.

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13037924924: Where I managed a category of third party peripherals. Some of those were branded for the company that worked for gateway at the time. Some of those were just straight up HP and Epson and that was pretty interesting. And then of course the the world came to an end. Sure.

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13037924924: I remember the century. Yeah, yeah, yeah. You know, we had the tech bubble. We had 911 and we had just a horrible recession that that caused me to move out of that operational role and I wanted to get back into audit. I found it. It was a good good time to make that move.

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13037924924: And at that point in time. It was kind of interesting because the my first six, eight years within audit. It was like, yeah, this is a job. I like

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13037924924: But I didn’t think I wanted to spend my career doing that when I came back to realize just how interesting of a job. It is how different it is

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13037924924: So I became a lot more serious about my profession. That’s when I sat in past the CIA exam. And then I also, you know, certified internal audit and then also pass the information systems audit exam couple years after the CIA and then two to three years after that.

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13037924924: Took and passed the CFP so with with some credentials, I was able to progress. My career a little bit more. And I think it’s not so much the letters after my name as it is learning the language of what these different specialties talk about right.

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13037924924: Right with systems on it. You have to be able to talk to the network people. You have to be able to talk to the CTOs and the CIOs in the language that relates to them.

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13037924924: And that’s, to me, I think, a really key part of success is being able to go into senior VP of Sales have a conversation with him in a way that that relates and connects and make sense.

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13037924924: Walk, walk down the hall step into the chief general counsel have a conversation with her in a way that makes sense about

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13037924924: Some of the same things, or maybe different things, but do it in a way that really connects with the people and let them know that you’re engaged with their business and that you’re concerned about

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13037924924: addressing the problems that they have in front of them at the at that time.

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13037924924: And so being able to essentially walk down the hallway at each of the C suites and talk in the language that connects with those senior managers.

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13037924924: Is absolutely critical. You’ve got to have all of this knowledge and about the business and how to solve these problems. But if you can’t really presented in a way that those senior managers connect with it doesn’t really matter. So

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13037924924: For those. Yeah. Yeah. So, those, those letters mean something. But it’s, it’s not really what a lot of people think about right, it’s not. They don’t think those letters mean being able to relate to people, they think it just means technical knowledge.

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Jason Mefford: Well, it’s funny because a lot of times, people just get, you know, the alphabet soup buying their name and sometimes there’s not even a lot of thought as to as to why they’re getting it, but I think you make some really, really.

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Jason Mefford: Good points because you know in things about like being able to talk the language and connect with people.

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Jason Mefford: I think that’s a huge, huge part of being internal audit, you know, as you were saying that I was remembering, you know, one of the companies where I was chief audit executive I used to have to translate

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Jason Mefford: meetings between our CIO and our general counsel because I spoke both legal ease and and tack. But the two of them could just never communicate together. And so there were a lot of times when I was in a meeting with the two of

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Jason Mefford: Just to translate

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Jason Mefford: You know, which, which seems a little funny.

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Jason Mefford: But like you said, you know, we all use language a little bit differently and and the more versatile. We can be understanding the language and being able to make the connections with these different groups.

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Jason Mefford: That’s one of the things is so fabulous about audit because we get that opportunity right

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13037924924: And you also brought up, you

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Jason Mefford: Know, hey auditing is not accounting. It’s really about people and processes. And again, I think that’s so important for us to remember. Great, great point is, you know, yeah, a lot of us have accounting or finance backgrounds. But that’s not what we do right that’s it’s very small

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13037924924: Small piece of what we do.

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Jason Mefford: The other thing. And again, you, you have a very similar experience to a lot of other CA’s that I know you you’ve had a broad

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Jason Mefford: Range of experience, right. So, from from being in not just different industries right retail and manufacturing, but also, and having different

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Jason Mefford: Roles, you know, where you moved into an operations role. You were in commodities for a while, you know, did some marketing.

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Jason Mefford: You know, in all of that. I’m sure has helped you. Now as you’ve moved back into audit. Right. I mean, what are some of the ways that that that that broad experience has actually helped you now in your audit profession.

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13037924924: Yeah. Well, when I returned to intralot it. I had a much different perspective on what the profession can do and how the business sees the profession.

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13037924924: And my expectations really changed about what you know what we’re intending with internal audit. Is it is it just the did we comply with this. Did we implement that.

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13037924924: Or is it much more about how do we get the business to do things that needs to do to be successful, that that is kind of a mindset change and I’m finding that after socks. We’ve we as a profession have moved back to this very compliance kind of rigid sort of thing.

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13037924924: And when I interviewed for this role, I was talking with the CFO and the audit committee chair about what their expectations were

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13037924924: And it became obvious that there were some opportunities here, particularly when it came to some of the strategic decisions.

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13037924924: With systems and how we’re going to use technology going forward that this role would need to be able to reach into those departments partner with

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13037924924: The people as we design processes future state processes and we implement that design into custom software that we’re very unique business.

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13037924924: How we deliver our content, how we manage our impressions and their inventory, how we record our revenue, particularly with with the new revenue recognition rules.

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13037924924: All of those things required some leadership from internal audit that most departments, particularly these days. Just, just don’t see their role.

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13037924924: And after I’d been here for about a year and do my domain and review with the CFO. I asked her, so you know in she sat on boards. She actually was an interim CEO at a company

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13037924924: She’s probably got 10 years as a CFO very experienced. She’s a rock star in the Denver area.

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13037924924: I asked her. So throughout your career. What does internal audit done for you and she just kind of smiled and said, not much.

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13037924924: About compliance and check the box. And I’m like, are you kidding me. Wow. I mean, what an indictment for for our profession and what it’s become.

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13037924924: But what a encouraging thing it can be if we start changing expectations.

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13037924924: At at that sea level suite. And I think that starts with that broad based understanding of, you know, what are we about what are we trying to do right and I think

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13037924924: Eight years on the operational side, having been an oddity, having understood what those demands are that a lot of the decisions you make are going to have an impact on people you work with on customers.

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13037924924: On potential liabilities, how you approach those decisions really changes, once you kind of go through that and then you get back to. OK, now I’m an otter so

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13037924924: Have now how do you approach those kinds of decisions. So it is kind of an interesting mindset coming back into the profession. After, after that time in operations.

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Jason Mefford: Well, I think, like you said, it is kind of an indictment on our profession you know that a lot of people do. Just think of this has compliance, you know, and I, a lot of times I’ll end up talking about the history of audit, right, because I’m kind of a nerd that way. So,

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Jason Mefford: In its in its it’s when you understand some of the history, it’s easy to see why people have some of those perspectives. Because like you said you know in the in the

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Jason Mefford: Historically we’ve always been more that compliance kind of check the box group and then we started to get out of that in the 90s.

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Jason Mefford: And and do much more. You know, consultative type of work and then boom, you know, like you said, we got the early 2000s, the recession socks everything else.

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Jason Mefford: And as a stop gap, you know, management, just kind of threw us back into socks to try to help fill that gap and and even, you know, she said, it’s almost been 20 years now and

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Jason Mefford: I’ll feel like we’re getting that old Tom. But, you know, we’re talking about something you know 20 years ago that we both lived through it, you know, and it’s a it’s like it doesn’t seem like it’s been that long. But I guess it really has been.

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13037924924: That we’ve we’ve

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Jason Mefford: Been trying to come out but it’s

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Jason Mefford: It’s been again this this 20 plus years of people seeing us as check in the box and compliance and so

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Jason Mefford: Yeah. When your CFO looks at it. Well, you know, you guys really haven’t done much for me other than, you know, compliance that we have to do.

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Jason Mefford: I think it’s easy to see why people have have some of that perception of us, of being a cost center being a compliance. Check the box thing.

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Jason Mefford: And that’s why we’re always kind of fighting for budget. We’re always trying to prove our value because people aren’t

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Jason Mefford: aren’t seeing us the way we can be right and you have that perspective of coming back into audit.

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Jason Mefford: And you’ve done some really cool things there, you know, and so, maybe, maybe this is where we kind of jump in and and show you know when you have that discussion with your CFO.

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Jason Mefford: What are some things you’ve been you’ve been able to do there to show more of the value and really kind of elevate audit in your organization.

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13037924924: Yeah. And those are really good questions and that that’s really changed for me, how I approach, that just in the last year and a half, and I

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13037924924: I look for opportunities to communicate value and sometimes people will ask, you know, what have you done and sometimes you gotta tell him anyway right

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13037924924: We capture data points in terms of savings we we look at processes from really an efficiency and effectiveness standpoint, not, not just a, you know, not just

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13037924924: Do we, do we have enough things here, right, for instance, one project we did last year, we call it lean socks.

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13037924924: The control framework that had been in place at SEM at had been here for a while.

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13037924924: And whenever there was an exception, there would be a new control. So we had certain processes that had a ton of controls and we looked at them and go, you know what, what are we really doing here.

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13037924924: And we were able to remove the different controls and different processes and some of those controls. We had to have executed by third parties, because they were so highly technical, particularly on our, on our tech side.

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13037924924: Other controls. They were just redundant from earlier in the process. It was just doing the same thing over by a different person.

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13037924924: And the idea was to remove burden from operations to meet Sox compliance. Because at the end of the day. So x is just a compliance program.

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13037924924: It can add value. But once you meet that threshold of doing what it’s intended it doesn’t add value. It just adds cost. So the lean Sachs project was really to reduce the burden on operations and and and streamline what we do and how we do it.

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13037924924: Another approach that we’ve taken is looking at different areas of cost savings if we do things differently here. Where can we reduce

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13037924924: Operational burden and we’ve been pretty effective at identifying things in terms of how how the business does stuff, how they want to do stuff and then how they can do it in a way that’s more efficient or effective

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13037924924: With technology is really important with SEM.

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13037924924: As I mentioned earlier, very unique business model we have technology needs that that are individual or customized because nobody else does stuff. The way we do and

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13037924924: Partnering with the business in a way that helps those system development during the implementation, rather than six months after it’s completed it has been very critical.

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13037924924: Because it’s not just about we’ve done this better. And when we launch our new GL last May. It was ready to go. And it was a great success story for the organization.

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13037924924: Audit was part of that right we didn’t, we didn’t make that happen. But we were part of it and

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13037924924: When you go through that together and you have those battles in the heat of while you have to do this and the integration has to look like that. And your data conversion has to be validated this way.

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13037924924: You come out the other side and your external audit goes, wow, that’s one of the best we’ve seen and your CFO goes huh system implementation under budget.

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Why

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13037924924: Does that really happen, you know, three weeks slip on a multiple year project.

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13037924924: You know, you kind of look around and you go, yeah, we did it out. It was part of that we did it. It’s a different mentality with the organization.

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13037924924: Now you get people coming by. Hey, we’ve got this problem that’s developing, how do we fix that right not gee, I hope they don’t catch it. Let’s fix it now.

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13037924924: You get stuff like we have something happened in the third quarter or we stopped performing this control. And besides, we don’t like this control anyway because it doesn’t really do anything.

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13037924924: And now that we’re after a year end, we’ve got to fix it. What are we going to do

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13037924924: Oh, okay. So you sit down, you work through those things you come up with the control that actually does work that your external auditor looks at and goes, Okay, we can live with that.

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13037924924: And instead of that old control that was ineffective. That took a couple hours a week to do you end up with a

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13037924924: Month and control that, that takes an hour or two to perform and actually does something for the business. So having those conversations in that context, I think is very important.

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13037924924: To elevate the expectations for audit, because I think it starts with that. You know what, what do you expect from audit. Check the box compliance.

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13037924924: And reduce costs within your department or can you deliver value to other organizations in a way that they’re receptive to. So I think that those expectations that get set

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13037924924: at the board level at the C suite level and within the department. They have to be agreed upon. They have to be talked about.

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13037924924: And and from there. It’s really just, it gets a lot easier because the conversations are much more natural. You know, they’re not

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13037924924: They’re not designed to hide or of eight or whatever, even the little stuff. Right. It’s like the sales guy who doesn’t have the receipt for the expensive dinner. Yeah.

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13037924924: Call. How do I do this right like well write a note. Tell us who was there, right. You show show what you do have, you know, the, the credit card transaction or whatever.

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13037924924: And and just be open about it right through seems get lost. That’s what happens. Oh, okay. I guess I could have done that without asking. Well, yeah, but that’s okay. Well, but now you know next time you bought a house.

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13037924924: That’s right. Exactly so. So I think a lot of the framing of the dialogue and how that stuff happens. It is what I grew up with. Back in the 80s and 90s of audit and then when I got back to it.

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13037924924: It’s the generation of auditors that don’t know that our business internal audit business is about making the business better. That’s, that’s what we do. And it’s in the standards i mean it’s it’s

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Jason Mefford: It’s there. It’s just not

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13037924924: Practice.

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Jason Mefford: As much as it should be.

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13037924924: Yeah. Yeah, absolutely. And, and I’ve got so I’m doing this presentation with the Denver is a

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13037924924: writing all this, this fruit for stuff of God, it is and you don’t get don’t get used. The way we should. And I’m like, I wonder if this is actually written down somewhere, you know. Is it is it written down in the standard somewhere.

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13037924924: And and yeah you know if you download the PDF or the IPF white paper or the the PDF. The purpose of the standard right there at the top I

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13037924924: provide a framework for performing and promoting a broad range of value added internal audit services to foster improved organizational processes and operations. That’s, that’s what we’re about. And a lot of folks don’t see that. So we got to get that out.

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13037924924: Well, those are

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Jason Mefford: Those have been around. I mean, that

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Jason Mefford: That version of the IPF I mean they’ve made some

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Jason Mefford: minor changes to it, but really it was mid to late 90s when that kind of came out. And again, I mean it’s aging ourselves but folks that was 30 years ago.

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Jason Mefford: You know a lot of you that are listening to this.

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Jason Mefford: You know, may not even be 30 years old but it but it’s been there and and I want to highlight a couple things that you just said, because it’s really gold for people. Okay.

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Jason Mefford: This whole idea of the lean Sachs project that you guys did here, here’s an opportunity, everybody who’s listening this. This is the kind of thing.

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Jason Mefford: That you can start doing at your organization to really start showing value because you know the the the problem, if you will, that you were expressing

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Jason Mefford: Yeah, tends to happen, both with external and internal audit. We have a finding there’s something that comes up crap. Let’s put in a new control to fix it. Check that off.

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Jason Mefford: Right, we’ve got that out of fine being taken care of. And so what’s happened over time is all of our organizations have just continued to add more and more and more and more controls to eventually where, like you said operations is getting burdened

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Jason Mefford: And and if we step back and take a look at it, which

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Jason Mefford: Is what you guys did in this in this lean socks project is hold it. Do we have some duplicative controls here.

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Jason Mefford: Are there some things that may be really aren’t working that well that we could change the control, you know,

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Jason Mefford: I loved how you said that you know the person from the business came in and said, yeah, we kind of stopped doing that because we really don’t like that control anyway. And it’s not really effective how literally

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Pray is right.

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Jason Mefford: You know, okay, well let’s

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Jason Mefford: Figure out something that is actually effective that’s going to work for you and and reducing that burden.

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Jason Mefford: That’s cost savings to your organization that we should be capturing and I heard you kind of say that to where

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Jason Mefford: You’re actually kind of documenting and recording how you’re helping the business, right. So when your CFO comes to you and says, What do you do for me last year.

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Jason Mefford: You’ve got some kind of sheet. You can pull out and say, well, by the way we did this, this, this, this, and this, that had this kind of a savings to the organization. That’s great.

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Jason Mefford: But a lot of people aren’t doing

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Jason Mefford: It right

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Jason Mefford: A lot of people aren’t doing it.

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13037924924: Yep, absolutely. And, and even, you know, capture the small stuff. And that’s kind of where we started. We did a record retention audit and, you know,

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13037924924: It’s old dirty boxes stuck in a warehouse that nobody needs to look at. And we came up with $15,000 of cost savings.

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13037924924: And it was one of the first times we captured cost savings and an audit report and, and I felt kind of like, you know, gasps 15 grand. What does that mean, right.

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13037924924: But the reception was you guys actually do that you guys actually look for cost savings and it was not so much about it wasn’t much. It was about. Yeah, we do that and then did another auditor, about six months later, where we were able to restructure some things using a third party provider.

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13037924924: And it saved us you know 60 or 80 grand and then two years out, it’s going to save us over 100

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13037924924: Now you’re starting to talk about more a pattern of will. This is part of what audit does. Yeah. And yeah, you can be sure that shows up at the during the, the, the annual review. I mean, that’s that.

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13037924924: I stick that in there. And if it’s 15 K. Great. If it’s more even better. But the idea is we’re on the lookout for this. This is part of what we do.

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13037924924: And the best part is, it’s not well so and so spent this and it wasn’t in compliance. No, it was let’s change our processes. This way, and we just have less money. We have to spend

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13037924924: So it’s, you know, establishing that expectation, particularly when it comes to these kinds of things I think is important.

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13037924924: Well, yeah. And it does

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Jason Mefford: It does two things for you when you when you take that kind of mindset, right. It’s like you said, even if it’s only 15 grand

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Jason Mefford: But you know the people in the business said what you mean internal audit does this kind of stuff. Yeah. And you do that a couple of times and all of a sudden that perception is going to start to change, right, like you said at the beginning.

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Jason Mefford: You know, the CFO was kind of like, well, audit.

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Jason Mefford: Really hasn’t done anything for us, other than, you know, check the boxes. Now all of a sudden she and others in the organization ARE SAYING. BUT HOLD IT NOW internal audit also help save us money. They’re looking for cost savings, right. This is a part of their job.

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13037924924: Too.

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Jason Mefford: And you start yelling that a couple of times that starts to change their

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Jason Mefford: Perspective, but it also helps you from a budget standpoint and trying to justify your existence, if you will. I mean, there’s a lot of I hear

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Jason Mefford: From a lot of CFE

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13037924924: Is

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Jason Mefford: There CA’s they’re there, they’re really, you know, under pressure for budget having to kind of each year justify you know their budget.

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Jason Mefford: In their head count and all this other kind of stuff. Well, having these kind of sheet showing the cost savings that you’re doing well that that makes it so much easier. Right. Like, I remember one one time.

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Jason Mefford: external auditors wanted to increase our fees. So I went back to, and it was going to be pretty sizable and I went back to them and said, Look guys, come on, you know, the company’s not really, is there anything we can do

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Jason Mefford: To help so that we don’t have this kind of an increase. And they said, well, if you’d start doing these two different compliance tests for us, so we don’t have to do it.

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Jason Mefford: Then instead of raising the fees, we’ll just keep them flat because it means there’s less work we have to do. And so I kind of put pencil to paper and I went, Okay. Sure, I’ll do that. Well, you know, spending three weeks of one person in my department.

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Jason Mefford: Was like three times that person salary and cost savings on our external audit. Well, that that’s the kind of stuff like you’re talking about those little things. And those things that you start adding to the list to where now all of a sudden were

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13037924924: Justifying

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Jason Mefford: And we’re seen as an investment instead of a cost center right because money that’s being invested in internal audit is coming back to the company. That’s what CFO.

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13037924924: Want to see

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13037924924: Yeah. Yeah, absolutely. Even if it’s, you know, a negative ROI. Right. You know, it’s not 100% negative

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13037924924: Because they’re starting to see returns. You know, so maybe you returned half of your budget to the business.

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13037924924: Ideally, you want to return all of it right but if you can just start capturing how much you return

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13037924924: Even if it doesn’t meet the budget, you can still make an argument over it is an investment because you have to put a cost. You have to put a price on on Sox compliance. You have to put a price on

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13037924924: You know, the, the, the, the governance and the tone of top and those kinds of things which are hard right but if you can bring in hard cost savings that actually impact.

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13037924924: The, the bottom line, even if it doesn’t meet your budget, it still shows an attitude and approach difference really that you’re making with a business. Yeah.

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Jason Mefford: Well, I think that’s, excuse me, that’s, that’s the important part. You know, like you’re talking about is if you’re going to change the perspective of people, you’ve got to be doing some of these things. And so again, I mean, you’ve, you’ve been there for now for quite a while.

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Jason Mefford: First first year was everything Rosie and everything changed.

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13037924924: In just one year. No.

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Jason Mefford: No, no.

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13037924924: No, not at all. And we still have our struggles right now. You know, it’s trying to find a good it auditor, it kind of

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13037924924: That was a tough one. We finally have one on board right now she’s been on board for a couple months now, and she’s top shelf, but we had to go through. We had to go through a couple of different things to get there. And it turns out it was a

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13037924924: It audit manager that I’d worked with before I knew we shared values. She’s got a great approach, all of this, the hard skills technical skills soft skills that you would need. So we finally finally got ourselves a good it auditor.

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13037924924: Additionally, you know, within a couple months of me starting here senior and internal auditor who’d been with the company for about 10 years decided that

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13037924924: It’s just too much change. So she wanted to move into a different role with a different company, it’s like okay but you know that was at year end that was

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13037924924: You know, mid November when she left, and we have year end stuff that we need to take care of. So having the conversations with the CFO and the

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13037924924: And the audit committee chair about how we’re going to manage that were interesting because, you know, it’s a budget hit right you save money on payroll, but you gotta go find a third party provider who’s get the work done. Yeah.

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13037924924: So a lot of those kinds of things and and additionally introducing new ideas, integrating with a system development, implementation, brand new idea of the organization. Never thought internal audit should ever be involved in any of that kind of stuff. So there were a lot of headwinds

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13037924924: In those areas and we still have other challenges right now, how we approach different kinds of things. We have a different take.

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13037924924: It’s much more value add collaborative consultative and we’re haven’t gotten to all of the organization.

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13037924924: But as we pick up projects and dress things we’re gaining advocates and I think that’s really the important thing is when you approach.

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13037924924: A project to do it in a way that you’re looking for an advocate, so that when the project is over and moved on that person that senior

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13037924924: Management team that that those stakeholders can tell their peers. It’s like, no, you probably ought to give, give them a chance, you know, give them a chance to do it this way it because

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13037924924: Our experience was. And then they’ll tell you know this was our experience. This is what we saw. So yeah, give them a chance. So I think that’s, that’s kind of important. And just how you approach it.

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Jason Mefford: Well, and it does take

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Jason Mefford: Some time and like you said you’ve got to have the small wins that will end up leading to the bigger wins.

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Jason Mefford: But that social proof you know of that other executive saying, You know what, just, just give them a chance, you know,

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Jason Mefford: Maybe I was skeptical at first, too. But man, you know, they, they did a great job for me. Just, just give them a chance that that goes a long way in in helping to change some of those perspectives.

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Jason Mefford: And you’ve been doing that now for four years there and and i think that you know we didn’t, we didn’t have a lot of time because we’re bumping up on time, of course, but

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Jason Mefford: Talk about some of the system implementation, you know, work that you did because like you said, you know, originally they kind of thought, well,

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Jason Mefford: Does internal audit really belong here. You know, in doing some more of this real time kind of stuff, but

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Jason Mefford: You know, the proof is in the pudding, if you will, right, that at the end of the day, a multi year project, you said what have three, three weeks of slippage and a couple year project and you

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Jason Mefford: Came in under budget.

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Jason Mefford: And wow, wow.

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Jason Mefford: That just doesn’t have

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13037924924: And and yeah, you’re right. And that was under budget after we took the budget down quite a bit, because we removed risks. So we reduced the contingency. We brought in a different vendor who who so I mean this, it was, it was a really good experience. But anyway, yeah. Yeah.

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Jason Mefford: Well, perfect. Well, hey, I know we’re kind of coming up on the end of our little half our time. But, you know,

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Jason Mefford: Tom before we, before we take off, you know, maybe just kind of any, any final, you know, bits of wisdom for people either that are kind of moving up into this role of

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Jason Mefford: You know how to prepare how to how to get into the mindset, what they need to do, you know, to be successful in their career and become a chief audit executive SOMEDAY, IF THAT’S if that’s kind of what they want to do.

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13037924924: Yeah, I think that you hit on some of it already is. Go for the little wins and and then build upon them and

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13037924924: When you do have opportunities and or you see opportunities, even if you’re the only one that sees it have the courage to pursue that. And don’t be afraid to fail.

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13037924924: You know, you take chances, you’re not always going to be successful, but that’s okay.

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13037924924: While I’ve spoken a lot about the early wins and successes in my, in my last year and a half or so here

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13037924924: There’s some other projects that didn’t work out the way we intended different innovative approach to doing kinds of things that we look back on. I go, Well, I didn’t really work the way we expected it.

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13037924924: Having the support from those stakeholders to say, yeah, it’s not really what we expected. However,

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13037924924: There are some wins coming out of it. And a lot of those are just relational relational because of the way we manage the project, the way we were we were open to their ideas and implemented their stuff. So we’ll call it a little win right

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13037924924: Didn’t didn’t get the expectations that we wanted.

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13037924924: Some people would say it was a failed project because of whatever reason. And I’d have to agree with that. But it was also successful for other reasons. So have had the courage to take those chances, be smart about the chances you take right but have the courage to

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13037924924: Take the risks smart risks and do it in a way that you build relationships because win or lose, that’s what’s going to define success in the long term.

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Jason Mefford: Well, I think that’s, that’s, again, it is probably one of the biggest keys is building those relationships and relationships take time and we just like with any relationship sometimes things don’t go quite the way you expected.

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Jason Mefford: But it’s how you respond on whether or not that relationship ends up being improved. Right. So again, even though you know sometimes we have some fails, you know, one of my favorite sayings is there is no failure. There’s only feedback you know that if we

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Jason Mefford: If we choose to learn

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Jason Mefford: From the feedback that we get from what are often perceived as those failures and we do things different. We’re open. We’re transparent. We’re trying to work on the relationship

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Jason Mefford: Even those failures can strengthen the relationships which lead to the future wins and even just developing the relationship is a win.

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13037924924: You know,

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Jason Mefford: Because it’s it’s the long game.

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Jason Mefford: I mean you’re not

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Jason Mefford: You know, anytime we do things that are kind of short sighted for the short term benefit. It usually burns us in the long term and so

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Jason Mefford: I know, like you said, I love you know have the courage to just

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Jason Mefford: Stick in their pursuit, do the things that you need to do learn along the way. But most importantly, build those relationships.

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Jason Mefford: Because when you do that, that’s how perceptions change. That’s how you know again like we kind of started off at the beginning.

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Jason Mefford: Really we’re here. It’s not about accounting, it’s about people and processes and trying to help our organizations, improve get better reduce costs, make it easier for them so that we can ultimately go out and achieve our objectives.

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Jason Mefford: Yep, I would agree.

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Jason Mefford: Well, Tom. Thank you for coming on and yeah

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Jason Mefford: We’ll have to talk to you. I think because there’s

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Jason Mefford: There’s, there’s, there’s a lot of stuff you guys have been doing there. That’s actually

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Jason Mefford: Really, really cool that I think people, people need to hear about. So, but with that everybody else we’re going to sign off for this week and we’ll catch you on a future episode of jamming with Jason

Fire & Earth Podcast E64: Hypnotic Ho’oponopono with Mark Lakowske

Hoʻoponopono is a Hawaiian practice of reconciliation and forgiveness. The Hawaiian word translates into English simply as correction or “to make double right.” In this #fireandearthpodcast episode we are joined by Mark Lakowske to discuss how this concept of reconciliation and #forgiveness is used in #hypnotherapy.

Too often we try to fight ourselves and instead need to forgive and disassociate ourselves from the problem. When we change ourselves, we change the world around up.

Mark Lakowske is a hypotherapist with Healing Artistry Therapies – Hypnosis and Coaching, that helps people quickly go from stuck to SUCCESSFUL, Anxiety & depression to ACTION TAKER, from hopeless to a HIGH FLYING LIFE!
Learn more about Mark at: https://www.mdlhealingartistry.com/

The Fire and Earth Podcast gives you practical advice and keys to unlocking your potential in life and business, hosted by Dr. Kathy Gruver and Jason Mefford. Real, raw and unscripted.

#fireandearthpodcast

Transcript

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Jason Mefford: Welcome everybody to another episode of the fire and earth podcast, I’m your co host Jason Medford

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Kathy Gruver: And I am Kathy Gruber. And we are so excited to have a another phenomenal guest on the show. I’m not about to try to pronounce. What is gonna be talking about today. So we’ll leave that to him.

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Kathy Gruver: But we’ve got one of my very dear friends, Mark look house key who I know from hip no thoughts live again we have another hypnotist hypnotherapist joining us

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Kathy Gruver: But we’re excited to have Mark So Mark, tell us a little bit about you, your background. And what is that long word you’re going to be talking about

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Mark D. Lakowske: That long word. Well, my name is Mark to the house key, and I am out of Wisconsin. And I know Kathy for quite a long time. She knew me when I had hair.

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Mark D. Lakowske: In a while.

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Mark D. Lakowske: And I work with people here in my office in Wisconsin, but all over the world as well.

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Mark D. Lakowske: And what I’m really passionate about is really helping them to break free from those struggles of anxiety and worry and one of the processes that I use with them is hypnotic whole Ponyo. Ponyo. And sometimes I do say that wrong myself so don’t worry if you get it wrong.

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Mark D. Lakowske: Yes, a job.

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Kathy Gruver: With us

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Oh,

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Mark D. Lakowske: No.

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Mark D. Lakowske: Oh no. Beautiful. Good. That reminds me, the Sesame Street near far

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Jason Mefford: Oh,

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Oh, no, no.

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Mark D. Lakowske: All right, well done.

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Mark D. Lakowske: gold stars for everyone.

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Kathy Gruver: Yeah, so, so, Mark.

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Mark D. Lakowske: Thanks for having me.

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Jason Mefford: So, so what. So what does that mean then right i mean it’s it’s this big long word that’s hard for us to pronounce but

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Mark D. Lakowske: Right.

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Jason Mefford: What does that mean, how, how are you now kind of incorporating that in to help people get rid of this anxiety.

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Jason Mefford: Because everybody everybody feels some anxiety right and

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Mark D. Lakowske: Everyone has it. Everyone has stuff. And, you know, here’s the thing about anxiety. It’s normal, natural, we’re supposed to have it. It’s that

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Mark D. Lakowske: That’s that part of us that keeps us alive and say, if it’s our fight, flight, and freeze, but we are stupid humans, we don’t turn it off. We don’t dial it down.

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Mark D. Lakowske: So, you know, hola Ponyo. Ponyo it translated it means to make right and to make double right

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Mark D. Lakowske: And you know us as healers. Isn’t that kind of what we want to do, that’s kind of our job is to not only help people to make things right for themselves but to make it so right for themselves, that it doesn’t come back.

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Mark D. Lakowske: And so the idea and practice of hope. Ponyo. Ponyo. It’s, it’s old. It’s very, very old. It’s been going back for centuries practice in various different ways. But the whole idea is to basically

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Mark D. Lakowske: Take what you’re dealing with whatever it is and let it go. Let it go with love and forgiveness and surrender to let it go with

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Mark D. Lakowske: Healing and gratitude so that you don’t have to continue carrying that with you the next day.

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Mark D. Lakowske: In one of the earliest practices of it. The idea was to release your troubles to the setting sun and literally cutting that cords between you and it and letting the sun, take that away as it set so that the next day you could start fresh and start new

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Jason Mefford: Okay, so this is this is actually really interesting for me, right, because I’ve been to 48 of the 50 states. I haven’t been to Hawaii. Yeah.

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Jason Mefford: Okay, which it sounds like. Again, this word is from Hawaii. That’s right. Yep. And, and one of the things that people talk about that I want to do is when the sun goes down.

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Jason Mefford: On certain of the islands. It’s like the big social thing to do. You grab your beach chair you go out and you sit on the road.

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Jason Mefford: And everybody just sits

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Jason Mefford: There and watches the sun go down.

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Jason Mefford: Yeah, so it’s Baikal okay now you know that there’s probably a lot deeper

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Jason Mefford: Reason, probably for that tradition than probably people actually even realized today, but it’s like, wow, yeah. Just let it go. The sun is going down, it’s the end of that day. It’s going to come up tomorrow.

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Jason Mefford: Right, and it’s going to be different because we’ve let today.

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Mark D. Lakowske: Go and tomorrow is a new day that’s giving yourself that opportunity.

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Mark D. Lakowske: For tomorrow to be different as well.

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Kathy Gruver: Well, and I love what you’re saying because I’ve had so many people asked me, you know, what does it mean talk therapy and hypnotherapy nicely look talk therapy has its place. I love it.

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Mark D. Lakowske: Yeah.

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Kathy Gruver: Absolutely. So in terms of talk therapy. You know how many times can you tell that story about your mother before you have to just release that feeling, figure out what the core issue is with that and let it

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Kathy Gruver: Go to great

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Kathy Gruver: Song, as opposed to continue to rehash it

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Mark D. Lakowske: Yeah.

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Kathy Gruver: I’m here with you. That’s that symbolism of almost like that sympathetic magic of

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Mark D. Lakowske: Letting

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Kathy Gruver: Things go, whether it’s through the sunset or whether it’s flushing down the toilet or sitting in the bathtub and as the water drains that feeling.

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Kathy Gruver: Yeah, to and I was triggered yesterday from some past hurt and they literally called a therapist friend of mine and say,

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Kathy Gruver: How do I let go of this past hurt so that it doesn’t affect me on my present and my future relationships and she had this amazing advice, which was, you know, sit down with your new self and your old self, and have a conversation I had to go shape.

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Mark D. Lakowske: Yeah.

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Kathy Gruver: That it reminded me of this letting things go with love and kindness and assuring yourself at the next day. Something is going to be different. So I love to what is the what is the process of doing whoa opponent opponent.

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Mark D. Lakowske: It’s different for everyone. It’s different for every culture throughout the years I learned this process.

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Mark D. Lakowske: Through the school that I went to, for clinical hypnosis and therapeutic coaching and when we did it there.

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Mark D. Lakowske: I loved it. I fell in love with it. But it was just a small piece and I started using with clients. And I’m like, I feel like I’m only getting to the tip of the iceberg with this.

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Mark D. Lakowske: And so I started incorporating more hypnosis into it and I started incorporating more

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Mark D. Lakowske: Visual pieces to it and I started really looking back at the tenets of hope. Ponyo. Ponyo of, you know, I’m sorry. Please forgive me. Thank you. I love you.

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Mark D. Lakowske: And really adding that piece a little more largely into the hypnotic component of it so that people can really, really allow themselves to release things

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Mark D. Lakowske: You know the process that I do with people is really about going inside into themselves taking responsibility for having either created or allowing that negative part that they want to release.

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Mark D. Lakowske: And then forgiven themselves for having created or allowed it.

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Mark D. Lakowske: Thinking it for the positive things that it did bring into their life because I firmly believe that no matter what we go through in life that is deemed negative

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Mark D. Lakowske: We are granted some good learning there that we wouldn’t have gotten otherwise. So taking that good stuff from that experience.

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Mark D. Lakowske: Thinking it with gratitude thinking yourself because sometimes when we’re going through things. We’re just doing the best we can.

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Mark D. Lakowske: And people forget that we’re doing the best that we can. So really honoring where you’re at, thanking yourself for being there for yourself in that way at that time.

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Mark D. Lakowske: But now you know better. And now that you know better. You can do better. And then with love just taking that piece.

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Mark D. Lakowske: And releasing it and the way I do it with people is I allow them to represent whatever the problem is

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Mark D. Lakowske: I tell them to have their unconscious mind come up with a picture and image representation that combines all of that stuff that they don’t want

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Mark D. Lakowske: And we allow them to take it from inside of themselves, because a lot of times people think that they are their problems. They’re not their problems.

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Mark D. Lakowske: And so often my clients come in and they’re trying to fight themselves and they can’t fight themselves.

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Mark D. Lakowske: They feel like I am so anxious. I am so depressed. Well, no, you aren’t depressed. You aren’t anxious, you’re not anxiety, you’re dealing with those symptoms, you’re dealing with those problems.

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Mark D. Lakowske: And so what I found with hypnotic whole Ponyo. Ponyo is that people can take those things and move them outside of themselves to just associate themselves from the problem.

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Mark D. Lakowske: And when that can happen healing can be become very, very quickly and very, very easily for them in a way that they didn’t get to experience that before.

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Mark D. Lakowske: And what’s really cool is when they’re able to sever those cords or burn it away, or however they want to represent that releasing what is so cool is you can physically see a physical shift in the person just like that, which is so cool.

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Kathy Gruver: I love that you’re reminding people that we are not our problems we are not we are not our fill in the blank because

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Kathy Gruver: You know, I’m a cancer patients.

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Kathy Gruver: Know,

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Kathy Gruver: You’re a human being that has this thing right now.

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Kathy Gruver: I think so this is this and I have so many people who benefited from the programs. A na all these things, but to say your Brandon alcoholic.

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Kathy Gruver: Yeah, like up part of it. And I don’t want to step on anybody’s toes with if that program has worked for you, great, but that this is

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Kathy Gruver: Lightweight identification with those things.

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Kathy Gruver: Because you’re carrying that around forever. Now, you know, I’m an abused woman I’m a divorced woman I’m a whatever it is you know it’s like we identify with those things that aren’t truly who we are, what we are

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Kathy Gruver: Right being were being having this experience right now. And so I think it’s great that we remind people that we take it outside of them, allow them to process that out.

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Kathy Gruver: This is a phenomenal technique that and this is something we’ve really not talked about yet. Jason I have talked about doing an episode on emotion.

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Kathy Gruver: And this kind of

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Kathy Gruver: In this kind of sense. And we haven’t yet. So this is perfect timing.

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Jason Mefford: But, but it’s interesting too because as as you’re saying things like that, you know, I’m an alcoholic. I’m a cancer patient, whatever, right, that when we do that, we are in fact kind of creating those identity states.

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Jason Mefford: Are the most states that we we have talked a lot about but

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Jason Mefford: But us kind of doing that ruminating over it saying those things. I think that’s a great analogy mark that you said you know it’s like it’s like it’s like we’re fighting each other, you know, you’re a bad person. Because, boom, you know, and we

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Jason Mefford: We kind of hit ourselves with it and you do that enough and you and you kind of create that other egos state within you have that identity that we

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Jason Mefford: So what’s your what you’re really doing, you know, again, like you said, you know, you get in this hypnotic state you go inside yourself. You take responsibility for it kind of process to understand it, thank it

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Mark D. Lakowske: Right.

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Jason Mefford: Because, again, I think that’s, that’s what I was at I was listening to another podcast. This morning, actually. And it was they were talking about, you know, kind of, again, pushing through the pain.

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Jason Mefford: Right being grateful for the pain.

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Mark D. Lakowske: Know,

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Jason Mefford: That a lot of times we forget that there’s there’s something we’re learning from us. So we should be grateful from it.

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Jason Mefford: Right important last step is then release it.

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Mark D. Lakowske: Right. Right. Yeah, absolutely. And, you know, part of the process that I do with people along those same lines, is, you know, I love the person once we have been a disassociation from the problem.

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Mark D. Lakowske: We allow the person then to speak to that part and have a conversation with it and I let them know you know now is the time that you need to lay it all out on the table.

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Mark D. Lakowske: We want to leave with no regrets. So make sure that you say everything that you need to say and explain

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Mark D. Lakowske: To that problem to that part. Everything that you needed to know and you needed to hear and get it out of you and off of your chest.

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Mark D. Lakowske: So that it can truly understand what it’s been doing to you what has been going on in your life because of it that you’re taking responsibility and ownership of yourself and you’re taking yourself back to yourself and that part is no longer needed any longer. So it’s okay to go

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Kathy Gruver: Oh, it’s so good. You’re saying because I’m studying resource therapy or

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Kathy Gruver: Ego soon we talked about the egos so much we had Mike my fellow on for a couple shows who is

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Kathy Gruver: Brilliant. Um, but one of the things in the program that we talk which call those people who have been on our past interjects whether it’s the mean dance teacher or the abuse of uncle or and there’s a whole interject speaks thing where you put that

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Kathy Gruver: Person for lack of the word in the chair opposite of you and you could just say whatever you want. And so because the, the issue that was triggered for me yesterday was whether someone from my past actually had this long.

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Kathy Gruver: Drawn out affair and cheated on me and perhaps got this woman pregnant. Well, I will never know when that actually happened. He the time, could I find him sit them down and say did you do that thing.

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Kathy Gruver: Probably not. Maybe

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Kathy Gruver: Yes or No point in my life would. I would. That loop be closed, and my friend Tina, who we also had on the show was was smart enough to say

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Kathy Gruver: This is just going to be open. You have to find a way to resolve this with yourself. Because even if you talk to that person, you’re not going to be satisfied. So right

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Kathy Gruver: You. How can you sit down with that aspect of you that is still hurt by this are still unsettled about this and solve it from that and it’s

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Kathy Gruver: It could easily put them in a chair and interject have a whole conversation with them back and forth and solve that problem. So it sounds

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Kathy Gruver: Similar to what you’re talking about, which is, I love this. We, we, Jason I get all

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Jason Mefford: synchronicities yeah well because because actually, as we’re as we’re talking about it. It’s almost like

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Jason Mefford: You know, I’m thinking about it, you know, again, you use the word interjects right as far as and again it’s it’s really kind of like these different ego states that we have and it’s almost as if we’re having a compassionate breakup discussion.

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Jason Mefford: With someone right like

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Jason Mefford: Like you know we we’ve been together for a long time. We’ve had some good times. I’ve learned a lot from you but it’s it’s really I’m at I’m at a point in my life right now where this relationship is no longer serving me

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Mark D. Lakowske: Mm hmm.

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Jason Mefford: And so we we need to kind of break it off.

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Jason Mefford: You know I’m grateful.

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Jason Mefford: For what you did. But I’ve kind of moved past this now and I don’t need that anymore.

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Jason Mefford: And you’re not you’re not in your head, barks.

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Jason Mefford: Effectively what we’re doing, but in a hypnotic trance.

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Mark D. Lakowske: Yep.

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Jason Mefford: And kind of speaking to those ego states is word we’ve used a lot on here that people might resonate with of of kind of talking it through it and then we can actually just

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Mark D. Lakowske: And release it.

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Jason Mefford: And like you said, that’s, that’s where a lot of times, you know, those, those physical because both, both of you were shaking your head because you do this for a living. And so you can physically see

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Jason Mefford: The other person change because it’s just as if a weight or something got taken off of them. Right.

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Kathy Gruver: And change their fate. I mean, you can see them just coming on and letting that go, you know, it’s like after you take that task you study for the CTS and you fill in that last bubble and kind of go

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Jason Mefford: Right.

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Kathy Gruver: This like

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Kathy Gruver: This release of that stress.

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Mark D. Lakowske: Absolutely, absolutely. And why I love so much about this particular technique is not only does it work. I call it the Windex of techniques because not only because it works on practically anything, she’s not. It really does. It’s so cool. I mean, I’ve used it.

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Jason Mefford: On your wardrobe. It

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Jason Mefford: Wasn’t in My Big Fat Greek Wedding

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Jason Mefford: Put some Windex on it.

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Mark D. Lakowske: My grandmother was the same way with Pepto Bismarck I had tree sap in my hair at one time and she gave me a big smile.

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Mark D. Lakowske: it loosens that I might

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Mark D. Lakowske: Maybe you put it in your hair but not to drink, but anyway.

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Jason Mefford: It’s hard, and something if you put an

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Mark D. Lakowske: Exact I can’t stand Pepto to this day.

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Mark D. Lakowske: But you know, I really do look at this as a all purpose cleaner. Because really, that’s what we’re doing is we’re taking responsibility for the self.

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Mark D. Lakowske: And we’re going inward to clean up what needs to be cleaned up and you know I’ve used this with people dealing with

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Mark D. Lakowske: Worries and stress and anxiety and depression smoking and all kinds of things. And what I love is it works so great on its own.

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Mark D. Lakowske: But I throw it into other techniques that I’m using to help people clear things inside of other techniques, sometimes we need a little extra own inside the technique or we

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Mark D. Lakowske: Or the client will get stuck in the process of one technique. And so I’ll just transition right into a call upon a porno. And it just clears the way so that we can continue on.

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Mark D. Lakowske: Really nice.

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Kathy Gruver: Yay.

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Kathy Gruver: Oh yeah, kind of

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Kathy Gruver: That emptiness, where we can then add more stuff to it so process out what we didn’t need any more learn from that and then allow ourselves more space. Just like when you cleaned out the closet. You give her all that stuff you’re donating you have all this openness.

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Kathy Gruver: Right, as humans, I have observed just in my own life and and around me, people are uncomfortable with silence, they’re uncomfortable with openness that open space like there’s nothing there.

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Kathy Gruver: My ex husband always used to joke that if there was an open shelf, I would find something to put on it.

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Kathy Gruver: I’m wanting to fill that space. And so often we fill that space out of what out of sense of lack out of the need to distract out of an entity out of it. You know, so, so to sit with that silence and that openness, it sounds like, whoa. A Ponyo. Ponyo and

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Kathy Gruver: Now, having nothing to do with moles

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No.

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Jason Mefford: Well, but it’s

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Kathy Gruver: A lot of animals so

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Mark D. Lakowske: Yeah.

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Jason Mefford: Well, we didn’t talk about them all right now. So, at least we got an animal on this.

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Jason Mefford: But

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Jason Mefford: But I think it’s, you know, and that’s an important thing for us to remember, too, because I’m still learning and still on this journey to

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Mark D. Lakowske: The last we all are.

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Jason Mefford: So much of the time we fill ourselves so fall and and the problem is there’s just honestly a lot of shifts at non the cupboard.

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Mark D. Lakowske: You know,

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Jason Mefford: Shelf that we have to get rid of first

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Mark D. Lakowske: Before we can allow that other stuff. And well, and I think

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Jason Mefford: It’s just like spring cleaning, cleaning out your pantry, whatever else right that we do the work, then that abundance and other stuff can then flow into our lives.

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Mark D. Lakowske: We have to do that work first for it to show up. Absolutely. Absolutely. And I think sometimes, you know, you know, speaking of clutter. A lot of times when we go throughout our lives we see other people’s taught her that we don’t really

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Mark D. Lakowske: Have any but we don’t realize it’s actually, our clutter. It’s actually our clutter that they’re kind of mirroring and reflecting, you know, Dr.

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Mark D. Lakowske: Hugh lead who really pioneered whole Ponyo. Ponyo in Hawaii, he was working in the Hawaiian state correctional facility, and he was brought into the

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Mark D. Lakowske: The ward that that how’s the worst of the worst. You know, the mentally insane. The, the criminally insane just awful. And he was brought in and he started looking around and he started asking you the question of himself of

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Mark D. Lakowske: How am I contributing to these people being in the position that they are in and he started looking at their clutter as his clutter.

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Mark D. Lakowske: And so what he started doing was he would go into his office every day with their taste files and he would open their case files and go through them.

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Mark D. Lakowske: He didn’t meet with inmates themselves. He just met with their case files and he started looking at them at what they did, how they felt what they were going through and start asking yourself the question, how is how are they me

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Mark D. Lakowske: And so he looked, and he would search inside. Again, that’s going back into self to take responsibility.

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Mark D. Lakowske: And he would take responsibility for that aspect in a man that he saw in himself, and started to say, you know what, I’m sorry.

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Mark D. Lakowske: Please forgive me. Thank you. And I love you, despite all of that and he started doing that with the case files, day after day after day. And what they found was that ward improved fights went down.

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Mark D. Lakowske: outbursts went down violence went down.

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Mark D. Lakowske: There was a saying in that word that the energy of this word is so bad that the paint won’t even stick to the wall so little it peel off and it literally what and he ordered a new paint to be painted in there. And it was the first time in years of the paint actually stock.

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Mark D. Lakowske: And and so he really demonstrated that power of going with in and how energetically we all are really connected and and how we really all are one, we’re not we’re not separate

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Kathy Gruver: I studied a lot this past year was told.

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Kathy Gruver: And what Jesus. He always uses is, you know, you look out at the ocean and there’s these little caps of waves that come up with all those little waves, but we’re part of one big ocean. And how do you separate each wave each

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Kathy Gruver: Grade eek and it’s the perfect analogy because it’s like we’re all one big body of water and we have this little group of the peaks of that water.

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Kathy Gruver: It sounds like that’s, I mean, that’s exactly what you’re talking about is we are all one and they’ve done. I mean, I don’t know how much study, you can do on this, but as people become more enlightened, it sort of brings us all up and all along.

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Kathy Gruver: People that say become enlightened and become present and become holy or whatever word you want to use it carries society, along with that, I hope.

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Jason Mefford: And I, and I think I mean there’s a lot of profoundness actually marketing what you just said. So I want to unpack it a little bit.

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Jason Mefford: Because I got really kind of two big things out of that right is the first one is, you know, like

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Jason Mefford: If you’re seeing other people’s clutter. It’s probably a mirror back on you.

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Mark D. Lakowske: Right.

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Jason Mefford: So, first thing is, you know, some of us may be thinking, well, I know I need to change, but I just don’t know what I need to work on. Okay, so, so stop and start thinking about it this way. Right.

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Mark D. Lakowske: Right.

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Jason Mefford: What are you seeing in other people that are driving you crazy or that you’re, you’re not happy with.

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Mark D. Lakowske: Right.

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Jason Mefford: Because you’re probably mirroring it back. So that’s probably the first area that

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Mark D. Lakowske: You’re starting point.

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Jason Mefford: It’s a good starting point.

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Jason Mefford: Right so so you know it’s it’s one way to help you kind of think about what, what do I need to start working on first.

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Jason Mefford: Yeah, because we’ve all got lots of things to work.

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Mark D. Lakowske: On yeah

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Jason Mefford: Absolutely. But there’s maybe one of the, the other one is the

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Mark D. Lakowske: Sound of the overwhelm to

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Jason Mefford: Oh yeah, unless you just kind of focus on and stay in that one.

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Mark D. Lakowske: Yeah, instead of, instead, clean the whole house right now, which is impossible to do all at once with a corner of a room. You don’t even have to start with the whole room. Start with the corner.

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Mark D. Lakowske: Man.

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Jason Mefford: Well, and then the second part to it, too, was was exactly how that doctors experience of I think so much of the time when we see things and other people. We want to help fix the other person.

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Jason Mefford: Yeah, but if we fix that in ourself. The other person will get fixed along the way.

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Jason Mefford: Yeah, like you said, his experience was not going out and trying to change those inmates.

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Mark D. Lakowske: Hopefully can’t

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Jason Mefford: Because we can’t, we can’t change. Other people, none of us have ever tried to do

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Mark D. Lakowske: That doesn’t happen.

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Jason Mefford: But it’s but it’s way more effective if we actually focus on changing ourselves. And literally, I mean, there’s that Gandhi, quote, right, you know. Be the change you want to see in the world.

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Jason Mefford: That that that is on so many different levels, but I see that as one of those of being hey energetically and everything else. If you start changing people will start seeing it that

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Jason Mefford: Energy will transfer to other people.

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Jason Mefford: Right and and and you will make the world a better place, not by trying to change the other person, but being that change and changing your being well rub off.

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Mark D. Lakowske: On Oh, absolutely.

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Mark D. Lakowske: Absolutely. You know, one thing I tell my clients all the time. They don’t believe me at first until we’re all said and done, and then they like holy shit you’re right but

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Mark D. Lakowske: I know right. But I always tell them I say, you know, when you change and you’re vibrating at a different higher level now.

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Mark D. Lakowske: The world around you has to change. It cannot stay the same. It has to either now vibrate a different level to match you and meet you, or it naturally falls away.

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Mark D. Lakowske: And either way. Your world can’t be the same because you’re no longer the same

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Mark D. Lakowske: We’re not the same person. We were where we woke up this morning and we’re not going to be the same person you know tonight that we are right now, everything’s always flowing and changing and growing.

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Mark D. Lakowske: And so, you know, I love what you were just saying just now because it’s so true. Our entire world changes what our perspective. Perspective changes.

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Kathy Gruver: And that can be really scary. And it’s not

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Kathy Gruver: Oh yeah crisis of who am I now and I have a very dear friend who is three years out of college and he’s still kind of goes and hangs out with the college things

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Kathy Gruver: But he realizes that he’s like, I can’t go do that anymore. Like, I can’t drive from house to house looking for parties with a bunch of drunk people he goes like this. I can’t do

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Mark D. Lakowske: Well,

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Kathy Gruver: He doesn’t have that. Next thing yet. So I think he feels incredibly lost that identity that he’s had for now six years is gone, and he’s

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Mark D. Lakowske: Going

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Kathy Gruver: I don’t know who I am. I don’t know where I fit in. I’m like, kind of in between adult kid kind of that that awkward space that I remember being

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Mark D. Lakowske: In yeah

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Kathy Gruver: Am I right now with these new people, you know, it’s very scary to let that old stuff fall away.

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Mark D. Lakowske: Because

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Kathy Gruver: When you stop doing drugs. You can’t keep hanging out with your druggie friends.

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Mark D. Lakowske: What are you

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Kathy Gruver: Wearing you’re gonna have to find an entire new hate the word tribe entire new tribe and entire new identity. And that’s really scary and lonely for a lot of people. So get through that awkward growth period of, I don’t know where the fuck I fit in.

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Mark D. Lakowske: Right, no and and you’re right, it is very scary and it is very hard for a lot of people, especially in the start of their journey.

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Mark D. Lakowske: But I think as people progress and they learn. They feel better about themselves and they learn more about themselves.

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Mark D. Lakowske: I think it gives us clues and aspects that we start gravitating towards you know it becomes a part of our present awareness, then

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Mark D. Lakowske: You know that particular activating system that that pulls in all of those experiences and opportunities.

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Mark D. Lakowske: To to match what we’re focusing on starts pulling that in more and more and more. I think so. I think for a lot of people

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Mark D. Lakowske: You know, even though it can be scary at first, those different puzzle pieces will start fitting themselves back into place where they need to go.

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Mark D. Lakowske: And now that they’re more aware of themselves, they’ll be more aware of those puzzle pieces that are putting them back into place.

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Mark D. Lakowske: And then, you know, it’s one of those things. It’s like that stupid old adage, but when the student is ready, the teacher will come. Well, when we are ready. Our tribe will come our hobbies are people or places or things they just show up. Yeah.

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Jason Mefford: I agree. Well, but it did is it that hesitation that

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Jason Mefford: Holds most of us back.

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Jason Mefford: Right, because we like wherever we’re at

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Jason Mefford: Ah, yeah.

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Kathy Gruver: Your change and you all those things are scary for us. And we’ve once again, guess what folks on through almost our whole hour

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Jason Mefford: I know it doesn’t seem like it does it.

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Mark D. Lakowske: Boy, that’s cool.

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Kathy Gruver: So, um, any final thoughts. Jason mark and then we’ll talk about how we can reach you. And I know you’re doing a lot of performing you’re doing a lot of stage hypnosis now to fairs and stuff. So that’s

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Mark D. Lakowske: Yeah yeah

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Kathy Gruver: We’ll cover that in a second. So any final thoughts. Jason or

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Jason Mefford: Well, I was just gonna say, I love the imagery, you know of this as well, you know, the whole Ponyo. Ponyo have to keep looking down every time I say it right but but but that whole you know hang loose Hawaii kind of thing, you know, of just calm the fuck out.

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Jason Mefford: Kind of a thing. Right. And it’s just kind of it. To me, it’s a it’s a great image to kind of think about of, you know, we go through this day.

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Jason Mefford: And and and we stop and kind of go through the steps that you just talked about. Right. You know, we go inside ourselves we

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Jason Mefford: We kind of take responsibility for it, you know, understand what it is. We thank it, we, you know, figure out what we’ve learned and then we release it so that we can start new

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Mark D. Lakowske: Right, right.

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Jason Mefford: And I think that’s such beautiful imagery that you know not to be all cliche ish. You know, like, Annie. The musical this don’t come out tomorrow.

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Jason Mefford: Thing but

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Jason Mefford: That really is true and if we, if we think, you know, if we think in those terms, kind of in that imagery and realize no matter. You know what, maybe today held there is a tomorrow.

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Mark D. Lakowske: And I

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Jason Mefford: The better we can get at, kind of, you know, releasing learning what we needed to start tomorrow as a new day.

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Jason Mefford: It’s just a great reminder, as well as obviously a great therapy, you know, way to help people.

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Mark D. Lakowske: You right yeah and I think one thing that people really need to remember. And what I like to impart to people is that you know dovetailing into what you just said about the sun will come out tomorrow.

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Mark D. Lakowske: It always will. And even when the sky is gray. The sun is always there. It’s just behind the clouds. It’s not God. It’s just hidden and it might be a little harder to see. But it still shines light.

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Mark D. Lakowske: And we have to find those pockets and pools of light and move into those because it’s only when we move into those pockets and pools of light that we can expand our field of vision in our field of awareness.

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Mark D. Lakowske: And one thing people can really do is a very simple way of experience that is just everyday. Take a little moment. Put your hand on your heart.

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Mark D. Lakowske: Think about what’s been bothering you take responsibility for the part that you played in it and just say to yourself, I’m sorry for having created or allowed that part.

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Mark D. Lakowske: I forgive myself for having created and love that part. I thank you for the positive benefits and value that you did bring into my life. I love you. I love myself.

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Mark D. Lakowske: Going peace.

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Kathy Gruver: To end. Alright. So Mark Tell everybody how they can reach you. What is your website.

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Mark D. Lakowske: My brand new website is at em DL. That’s my first three individuals am d l healing artistry.com that’s the easiest and fastest way. Otherwise, but we have on Facebook, all the cool kids are doing it.

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Kathy Gruver: All right, this has been so phenomenal one that

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Mark D. Lakowske: Has been great.

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Kathy Gruver: It’s I love having it’s it’s great because I get to bring people that I know on who are doing such good things in the world and hopefully spread that out a little bit bigger. So this has been an amazing episode once again and I’m Kathy gruver I can be reached at Kathy Gruber calm.

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Jason Mefford: And I’m Jason effort. I can be reached at Jason method calm, so go out

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Jason Mefford: Try to practice some how a Ponyo. Ponyo. Have a great rest of your week and we will see you on the next episode of the fire and earth podcast.

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Mark D. Lakowske: Thank you.

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Mark D. Lakowske: See ya. Bye.

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