Latest / Leading Leaders Podcast with J Loren Norris / 5/13/26 EXPOSURE TO NEW IDEAS WILL CORRUPT CURRENT UNDERSTANDING- AND THAT’S A GOOD THING

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5/13/26 EXPOSURE TO NEW IDEAS WILL CORRUPT CURRENT UNDERSTANDING- AND THAT’S A GOOD THING · Leading Leaders Podcast with J Loren Norris

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I have an uncle who's left this earth now who used to say wise
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things to me like, well, that'll learn you.
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There was a lot of wisdom in that statement, and I did not
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get it. I had no idea what he was
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talking about. Usually it followed something I
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did that was a really bad idea. But that's what I want to talk
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about in this episode of Leading Leaders.
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I'm Jay Lauren Norris with leading leaders podcast.
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There's a whole lot of ideas that come at us everyday, new
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technologies, new ways of doing things, new systems.
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And you know, one of the ironies is the number of times that
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those new ideas are not new ideas, they're actually old
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ideas repackaged. It's the same thing we've heard
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before, seen before, done before.
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It's been tried before. And sometimes it's been done
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before, tried before and failed. It didn't work the first time.
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But here we are revisiting it, looking at it as maybe now,
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because I'm a teenager and I've got it all figured out, I know
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this is going to work. I know it didn't work for my
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parents or my grandparents. But now it's a new idea.
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One just really remote but valid argument for that would be
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people who wear shirts that say Je Guevara.
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And I think to myself, do you know who he is?
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Have you studied the history? I mean, yeah, he, he had some
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revolutionary ideas. I, I don't disagree that he had
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some revolutionary ideas. And by that I mean ideas of
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revolution. He also had some brand new
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thoughts to him. They were brand new thoughts.
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Nobody ever thunk that up before.
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Nobody ever put it in play like that before.
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But you just got to go back maybe 2 generations to realize
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that some of the ideas that young people today are, they
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think they're brand new ideas. They've, they've never been
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thought up before. Why didn't I think of that?
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And they really are old ideas. I mean, they're, they're not
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brand new. Maybe there's a new way to do
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them, but they're not brand new ideas.
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Now I will tell you simultaneously, there's this
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tension between that's the way we've always done it and
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therefore that's the right way. Also not true.
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Just because you've done it that way 1000 times doesn't mean
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that's the only way to do it or that it's the right way to do
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it. And when you put the tension of
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those two things together, just because it seems like a new
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idea, understand there's really nothing new under the sun.
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These ideas have been tried before, political ideas, social
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ideas, medical ideas. In fact, I have on my shelf and
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I I won't even bring it out because I don't want somebody to
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come and try to take it from me. But I have books on my shelves
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that go back to the 1800s on ways that you can take care of
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your body, take care of yourself, take care of your
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household. I I was watching one that was
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released on a YouTube video that kind of points to some of the
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stuff in my old books. Here's a notion for you.
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If you've ever gotten that ring of dirt mold growing in the
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little folds of the rubber on your refrigerator door.
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Did you know if you put bleach on that, it'll make it disappear
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visually for a period of time? But bleach will also dry out
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that little rubber mold and the the trim around the door.
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And eventually, not only will the mold grow back, but the
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plastic will dry out and you'll begin to lose the efficiency of
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your refrigerator and your electric bills going to go up
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and your food's going to get warm because you use bleach to
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kill the mold in the door crack. You know what you can use
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instead? And it's actually cheaper than
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bleach? Hydrogen peroxide.
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True story. Look it up.
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The chemistry backs it up. The story backs it up.
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The Amish have been doing it for over 100 years.
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The evidence backs it up. It's not a brand new idea.
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However, comma if you realize it with a little bit of bleach and
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a little bit of peroxide and a little bit of vinegar.
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Not the vinegar you buy on the aisle where you buy your
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groceries to make Pickles with, but the vinegar you buy in the
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cleaning products aisle. 3% or 5% versus 30% acidity.
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That 30% acidity is so strong that if you don't mix it 60 to
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1, you can pass out from the smell of it.
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Serious white vinegar. Those are the three primary
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cleaning products, disinfectant products that have been used for
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hundreds of years in homes all over the world, long before all
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the brand names came out with 62 different chemicals.
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That, by the way, if you read the ingredients on the one that
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you clean your toilet with versus when you clean the sink
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with, they're almost exactly the same.
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They have a different fragrance. Is this a new idea or an old
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idea? Well, it's a sales idea.
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It's not a different product. It doesn't serve a different
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purpose. It just has a different spin on
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it, a different pitch for it, a different story.
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I mean, these two books right here, Expert Secrets and Product
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Launch Formula, I've read them both, studied them both at
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length, and spent a whole lot of time studying the webinars, the
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seminars, the training programs that sit behind both of them.
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And do you know what this book birth to?
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This book, this one came first, and a lot of these ideas were
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rehashed, revisited, revamped in this book.
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You know what else is in this book?
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Dan Kennedy's sales process. Dan Kennedy's been around for a
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minute, a long time. He's moved millions and millions
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and millions and millions and millions and millions of
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dollars. And Dan Kennedy's a contemporary
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of Brian Tracy and, and many others, Todd Proctor's and, and
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all these guys that at the turn of the century were just getting
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their feet wet with, well, a book that almost everybody knows
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and, and both of them kind of quoted in these two books right
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here. Thinking grow rich.
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In fact, thinking grow rich, the rumor has it that there's
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actually 16 principles of success was the original book
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and somebody came along and said, look, if you give them all
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16 principles of success, no one's going to work for us
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because they're going to realize they can get rich all on their
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own. They won't need us for a job.
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They won't need to work in our factories to have income.
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They'll understand they can manage money all by themselves.
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They can reproduce wealth all by themselves.
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There's a great book called The Richest Man in Babylon where he
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talks about teaching your money to make babies.
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If if your money makes money, you don't have to work as hard
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to make money. What a novel notion, but
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managing people, managing businesses.
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Here's two books, Worldviews and ideologies.
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Polar opposites, very progressive, very forward
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thinking, very new, very woke, very DEI kind of worldview, not
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so much. Both very successful companies,
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both making a whole lot of money.
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And if you were to just go through the principles in here,
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here you go. Principal #1 in the Starbucks
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book, it's right here on the back cover.
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I'm not making this stuff up right on the back cover.
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It says principal #1 make it your own #2 Everything matters
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#3 surprise and delight #4 Embrace resistance.
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What? Number 5, leave your mark.
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You can almost go through this book and go Yep, Yep, Yep, Yep,
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Yep. Same principles, same things in
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there. Why?
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Because while it seems like a new idea, these are not brand
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new ideas. They've been around and they've
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been successful and they've been working some of them for
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centuries. Ever studied Machiavelli?
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Some great ideas on dealing with relationships.
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Also some really bad ideas. See, there's there's something
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you got to understand about about leadership.
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There's this one true principle in parenting and in
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grandparenting. When you have toddlers around,
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sometimes you have to let them make a decision that you know
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the end result is going to be disastrous.
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You've got to let them make that decision and walk it out.
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And when they walk it out, when they get to the conclusion, when
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it dawns on them. I shouldn't have done that.
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I've used the illustration before.
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I remember my daughter now who is a mother of three boys that
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are almost always dressed alike, or at least they were early on.
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Now they have a lot more autonomy.
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But early on, you would have thought her two oldest boys were
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twins. Same shorts, same T-shirts, same
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socks, same shoes almost every time you saw them.
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I thought it was kind of comical because she was the one at four
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or five years old that came in with mustard yellow shorts and a
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ketchup red shirt and green socks.
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And I thought you kind of look like an elf.
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And I told her, you know, those don't really match.
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She had no desire to change them, so I packed an extra set
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of clothes in her backpack for the day, just in case.
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It dawned on her at some point that the other kids weren't
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laughing with her, but laughing at her.
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Just in case you realized this was not my best idea.
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In fact, we have a picture and just spring break.
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We spent the week with them, got to hang out with the whole
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family and had a great time. Went and dug in the dirt
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together and she and I were laughing about this one picture
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from Six Flags when she was about four.
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This little outfit that her mother picked for her, and we
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still laugh about it 3 decades later.
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That little outfit was adorable, we thought at the time.
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But when I posted that on social media probably 15 years ago, she
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posted a picture of her grandmother's couch and said who
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wore it better? And she wasn't too far off.
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With the same patterns, the same color schemes, the same these
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ideas, they just repeat. But so does the idea that
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sometimes you've got to let a decision play out.
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It's a hard decision as a leader to let someone consequence.
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Let me tell you, as a leader, sometimes you just got to let
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them consequence. I recommend Story Power as one
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of the most powerful teaching tools in leadership.
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I've never found anything more efficient at demonstrating.
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I've been here before. I've done this.
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Here was my outcome. Now, if you feel like you need
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to pound that lesson home, drive it in like a nail or a stake
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through the heart, that's one thing.
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But if you say to somebody, hey, I tried that one time.
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I put lemon in the bottom of my coffee cup.
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Then I added the milk. Then I poured in the hot tea.
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You know what happens when you put an acid like lemon in your
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milk? Yeah, it curdles really fast.
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In England, they mix cream in their tea all the time.
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Or you can choose to do it American style and put lemon in
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your tea, hot or cold. But lemon and milk, not a great
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combination unless you're trying to make heavy cream, then you
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kind of need it to curdle to get that thing.
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But the first time you do it and you see it turn to cottage
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cheese in the bottom of your teacup, you probably think
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that's not something I want to do.
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You can tell that story as someone else has the cream and
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the lemon in their hand and think, you know, if I just tell
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them what happened to me, maybe they'll learn that lesson.
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But as we know in parenting and we often learn in leadership,
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sometimes you just got to let them consequence.
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You've got to let them go through the process, let them
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try their new idea and see how new their idea is.
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And honestly, there may be times that they come up with something
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or like, oh, but I could do it like this and suddenly it works.
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That one little twist makes all the difference.
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It's possible it could happen, and maybe you'll learn something
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along the way, but there's no greater teacher than hardship.
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When you make a mistake, when you make a decision and it is a
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failure, you'll never forget that.
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What we as leaders have to do is measure the consequences.
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Now, I can tell you what the contrast of this process let
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them consequence. The opposite side of that is I
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have to be in complete control. I can't trust them to make
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decisions that may have a bigger outcome.
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I need to be in complete control because I've got goals that need
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to be achieved. I have assignments that have to
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be completed, projects that have to be done on time.
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And by golly, if they don't do exactly what I want them to do
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exactly the way that I want them, that's more of the
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Machiavellian idea, right? If they don't do exactly what I
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want them to do exactly the way I want them to do it and and
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with the right attitude, then then I don't need them on my
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team. That may be great for short term
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goal achieving. It's really bad for trying to
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build a sustainable organization because along the way of gaining
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control, what you give up is trust.
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Maybe you've never pondered those two things as a
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juxtaposition, but if you have control, you probably don't have
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a whole lot of trust. And here's something else you
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need to consider about trust. Trust, like respect, is a two
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way St. It also comes with a whole lot
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of unintentional subconscious projection.
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If I don't trust myself, I probably don't trust you.
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And if I know myself to be untrustworthy, I know I operate
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in a lack of integrity. I'm not going to tell you that I
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probably don't hold up a sign or a banner and go, hey, don't
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trust me. But I do operate in a way that
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it becomes obvious. And one of the first ways that
15:10
it shows before the credit report, before the ESG scores,
15:14
before the biometrics begin to measure everything you do and
15:17
who you hang out with and how fast you drive and how hard you
15:19
turn corners and how hard you break in stoplights.
15:21
All of that is coming. If it's not already here, it it
15:24
will be very, very soon. So how you drive as a reflection
15:28
of The Who that you are, it's going to be in the mix very,
15:32
very soon. How many people you cut off in
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traffic. Yeah, flock cameras know that.
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They know what state you're in and, and whether or not you're
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driving with your eyes closed because your car is going to
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tattle on you by the end of Christmas.
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All of those trustworthy signs and symbols, the outward
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measures long before any of that happens.
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Your energy level, the connotation of the words that
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you use, the stories you choose to tell.
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Remember, the story power method begins with story mining.
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We move from story mining to story crafting to connecting
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with your audience, to leading the narrative You have in your
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own delivery today. New ideas that corrupt kind of
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your current way of thinking, the current status quo.
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Your new ideas come out in your stories.
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Your new ideas, whether you trust someone or you don't,
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whether you're trustworthy or you're not, whether you operate
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in full integrity and you're confident in that or you don't
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trust anybody because you know you're not trustworthy.
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Those ideas, long before the flock cameras see them.
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Your stories reveal them. What you choose to talk about,
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the things that you bring up, the ideas that are floating
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around in your head, the notions that you feel like, well,
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nobody's ever thought of that before.
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Those ideas alone reveal just how much external input you have
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in your life. How many times have you
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considered the old ways and looked at them and went, yeah,
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that's that's been tried before. It wasn't good then, It's not
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going to be good now. Or they tried it, but I think
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they missed something. And and maybe if I just make
17:25
this one tweak, it could be better.
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I mean, you would have to admit, like it or not, that the F
17:34
Sixteens today are better than the Wright Brothers aircraft.
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I mean, can you argue now? Better for what?
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That's a whole different thing. Maybe that's a worldview of
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philosophical opinion, that maybe you look at it and go,
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well, but it only carries one or two people, so I want to carry
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300. OK, well, how about the Airbus?
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Is that a better invention than the Wright Brothers bicycle with
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wings? Of course it is.
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The concept of flying hasn't changed a lot, though.
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The principle of lift that's been around as long as there's
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been air, as long as we've been able to disturb the air above
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the wing, create a vacuum below the wing, we've had lift.
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If you're a physicist or an aeronautics expert, and I just
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described lift improperly, feel free to leave it in the
18:25
comments, but I don't care. It's the general principle.
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As long as there's been gravity, there's been lift.
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How the airplane is fashioned, the way that it's detailed,
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whether or not the seat should be leather or cloth, who cares?
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I mean, they're truth, they're right, they're wrong, they're
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new ideas. But are they really corrupting?
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Are they disruptive of the way that things are?
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And sometimes new ideas should be corruptive.
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They should be a little bit fruit basket turnover, like new
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ideas should upset the apple cart.
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If not, we'd all still be flying around in a little wooden
19:03
aircraft with a bicycle attached to the bottom.
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I don't think that's what we want.
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But these new ideas have to be filtered through the old ideas.
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And sometimes new ideas have to be tried and tested.
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Sometimes new ideas, you got to let them consequence.
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You got to let them wear that horrible outfit in public until
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people go, are you, are you really wearing that?
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You know, the world can see you, right?
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And suddenly those decisions begin to have weight and
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magnitude. The consequences begin to reveal
19:38
themselves. One of the things that
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fascinates me about the psychology of humanity when I
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watch these cop videos. Watch them from both sides too
19:48
though. Watch them when the encounter is
19:51
just being recorded. Watch them when another police
19:54
officer is reviewing that encounter.
19:56
And then watch them when the same encounter is being reviewed
19:59
by an attorney who's talking about the citizens
20:01
constitutional rights as all these things were happening.
20:06
You will be blown away. How the perspective of the third
20:11
party viewer is different about exactly the same thing.
20:15
How does the law see it? How does the law enforcement see
20:19
it? How does the judge see it?
20:20
How does the citizen see it? Same incident, fully recorded.
20:24
Everybody saw every angle, and yet they all have a different
20:27
view. Well, that's true in every
20:31
instance in life. And sometimes that multiple
20:34
perspective advantage, as Doctor Carolina Leaf calls it, gives us
20:38
a chance to step out of the moment, out of the story, out of
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our leadership incident, out of our choices, out of our
20:45
decisions and go, If I just played that out without living
20:49
it out, if I just played that out, what would happen?
20:52
I've seen multiple videos where the officer said to the driver,
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you are free to go, we're going to impound your car because it's
21:02
not properly registered and is not insured.
21:04
You're going to get a ticket and you can walk home from here,
21:06
call a ride, get on a bus, whatever you need to do.
21:09
But from this moment, you're not driving.
21:12
And if they'd simply accepted that and hoofed it out of there,
21:17
their day would have moved on just fine.
21:18
And instead they argued with the cop, gotten a physical
21:22
altercation with a cop, and ended up in jail with a couple
21:24
of felonies on their record. Why?
21:28
Well, decisions, choices, sometimes you got to let them
21:31
consequence and sometimes you hope to say don't do that.
21:36
There's a better way than doing that.
21:38
You know, you want to interrupt them.
21:39
You want to get in the way and go hold on, hold on, hold on.
21:42
Let me tell you what happened the last 400 times somebody
21:44
tried that. In leadership, we can't just be
21:49
focused on the short term goal, the win, the being in control,
21:53
the getting them to comply. This is not a game of compliance
21:57
with if you just do what I told you to right now, I win.
22:02
And I don't care if you win or lose in leadership.
22:05
Our role should be to say I'm trying to set you up for success
22:08
today and for years after I'm gone.
22:12
I want this organization. I want you as an individual.
22:15
I want my family to realize there are cascades of
22:19
consequences behind some decisions.
22:24
But I got in a car that I knew was out of date and it is
22:27
registration. I had no excuse.
22:28
I just wanted to drive it. OK, that's a decision.
22:32
It might have consequences. What are the consequences?
22:35
Well, it could be I get a ticket and my car gets impounded.
22:38
Or I get a ticket and I get sent home and told don't drive it
22:41
again, you're going to get another ticket.
22:44
Or I could make another bad decision that cascades to
22:48
another bad decision that cascades to another bad decision
22:51
and now I've got a felony record, I'm losing my job and I
22:53
owe thousands in fines, and I've got a court date.
22:57
And it all started with a decision to drive the car that I
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knew was illegal to drive rather than walk to the Dollar General.
23:06
People make decisions like that every day.
23:09
They make decisions like that to cut corners.
23:12
I've been working with a client recently who said he remembers
23:16
working with someone in the past who would order parts on a
23:18
Monday that they knew couldn't be in place until Friday because
23:25
between Monday and Friday there were going to be new parts that
23:28
had to come in To go into that project.
23:30
I need to replace 5 things. Three of them I'm going to order
23:32
overnight on Monday. I'll have them by Tuesday. 2 of
23:35
them I'm going to order on Monday, but I know I can't have
23:37
them till Friday or maybe the next Monday.
23:39
And now you're asking the question, why is this individual
23:43
in the habit of always paying for overnight freight on three
23:46
of five parts? That's a cascade of consequences
23:51
because at some point the department's going to run out of
23:53
budget and the individual making the decision to rush order the
23:57
parts doesn't care about the budget.
23:59
They only care about by Monday I'll have this machine back
24:01
online. OK, well, ultimately that's
24:04
seven days of of lost production, right?
24:07
But how much more did we spend being in lost production because
24:12
you decided to rush order the parts?
24:15
Was that a wise choice? What's the cascade?
24:17
What happens when you order the three on Rush and can't justify
24:21
the budget to buy the other two? That's a problem.
24:24
But sometimes in leadership, you've got to look at that new
24:29
idea that corrupts current understandings and say, I know
24:32
you understand that this is a rush, all right.
24:34
I know you understand this is a big deal.
24:36
We got to get a production back online.
24:37
But have you thought about the consequences of the decision
24:40
that you're making? What about the cascade of
24:42
consequences? What about everything that will
24:44
follow that one choice? See, one of the things that I
24:48
like about studying people like John Maxwell.
24:51
And for what it's worth, I was talking to somebody the other
24:53
day and I said, you know, I've been studying John Maxwell for
24:55
over 30 years. And this individual who is
24:57
probably 3035 years old, meaning I've been studying John Maxwell
25:02
as long as they've been alive, says, who's John Maxwell?
25:06
And I thought, you know, here's something that I love that I
25:09
know that this book has been on my shelf for a minute.
25:13
This is John Maxwell's 25 Ways to Win with People.
25:18
Looks like I bought this used because the notes in the front
25:21
of it don't look like my handwriting and somebody did
25:26
some underlining in pencil, so I bought this used.
25:29
I haven't been through this particular book myself, but
25:32
here's what I know for a fact. I can pick up this book because
25:35
I trust the source, John Maxwell.
25:37
I know his faith. I know his worldview.
25:39
I know his ideologies. I've been studying for 30 years.
25:42
I can pick up a book by John Maxwell that I've never read
25:45
before and feel confident that I can turn to a page and know that
25:50
whatever I read off that page, whatever I share with you right
25:52
now, whatever quote I pulled out of here literally at random, is
25:58
trustworthy. It's a trustworthy saying.
26:03
It's been meted out. The idea has been pounded on and
26:07
revisited and tested. The consequences have been
26:11
measured. The results have been compared
26:14
and it's a statement that's known to be true.
26:18
Some might look at that and go it's outdated.
26:23
Here's what I can tell you. What you think is outdated today
26:27
is coming back around. Just look at fashion.
26:29
So here we go for a random at random.
26:32
I'm going to close with this. At random.
26:33
I have no idea. I just picked up the book 25
26:35
Ways to Win with People randomly turned to page 53.
26:39
This is apparently the beginning of chapter 8.
26:43
He says encourage the dreams of others.
26:48
Keep away from people who try to belittle your ambitions.
26:51
Small people always do that. But the really great make you
26:57
feel that you too can become great.
27:00
Now that's John Maxwell quoting Mark Twain again.
27:04
Dudes over 100 years old. How old do your ideas have to
27:08
be? How new do your ideas have to
27:10
be? Maybe you've never heard someone
27:12
say Trust the people who encourage your dreams.
27:17
Invest time in them because they're willing to invest in
27:19
you. When I begin talking to John's
27:24
office staff, one of the things I found out is that he received
27:28
dozens of letters every week thanking him for the positive
27:30
changes that have come as a result of his books, seminars,
27:35
and lessons on CD. I asked Sue Caldwell if I could
27:38
see some of those letters, and she handed me a thick folder
27:41
that contains some that she had shared with the staff.
27:44
As I flipped through the pages, I noticed how many times people
27:46
had written about hopes and dreams being rekindled in them.
27:52
Let's see, when was this book written?
27:54
Because that's Les Parrott, Doctor of Management, I believe
28:02
Library of Congress 19770. That's the new American standard
28:07
by this book was written in 2005 S for those of you 21 and
28:12
younger, this book is older than you.
28:15
So you might look at it and go I don't get it.
28:18
That's not new stuff. It it it doesn't match what they
28:21
say on TikTok. It doesn't match what I heard
28:23
yesterday from from a podcast. Look, new ideas sometimes
28:29
corrupt your current circumstances.
28:31
Your current understanding, what you believe to be true right now
28:34
might need a new idea and perhaps it needs an old one.
28:38
It needs a tested, tried and true kind of an idea.
28:43
Maybe you need to go back and read some older books and think
28:46
through the consequences. Not just the immediate
28:49
consequences. Will I reach my goal or not, but
28:52
the long term cascading consequences.
28:55
And then remember, it's still true, the story you tell in the
28:58
mirror and the story you tell in the media inform The Who that
29:03
you are and informs the world who you are, whether you intend
29:08
to or not. Take some time to fill your
29:11
imagination with some new ideas. Think on some things you hadn't
29:15
thought on before. And then, well, if you think on
29:19
the right things, you can do anything.
29:21
I'm Jay Lauren Norris with Leading Leaders Podcast or Tell
29:24
it Like It Is TV. Have a blessed day.
29:34
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Now, as a participant in this course, what I would really love
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You're not going to grow your business to the same level.
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