Latest / Leading Leaders Podcast with J Loren Norris / 4/13/2026 AUTHORITY REQUIRES TRUST AND TRUST DEMANDS CHARACTER

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4/13/2026 AUTHORITY REQUIRES TRUST AND TRUST DEMANDS CHARACTER · Leading Leaders Podcast with J Loren Norris

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  Subscribe now for our extensive video library of leadership
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  I asked him, what is the secret to this, to getting across the
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  top of here? What's the secret?
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  He said, watch this. Then he jumped out on the rope
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  and he took off like a rabbit on the ground.
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  And I thought, how in the world is he doing that?
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  And how am I supposed to do what I'm watching him do?
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  He knew what he was doing, and I had no clue what I was doing.
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  What makes him the authority in this?
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  That's what we're going to talk about in this episode of Leading
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  Leaders. You're going to want to stay
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  tuned for this one. Subscribe now for access to our
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  in Granbury, TX. It's a chance to rejuvenate and
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  refresh and start over with some of the best training you can
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  possibly imagine around storytelling, leadership and
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  communication. Join us, get away and relax.
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  I'm Jay Lauren Norris with leading leaders podcast.
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  There's a whole lot that AI can do and I hear the debates raging
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  from many sides. Look, I'm I'm not an AI super
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  fan. It's got it's great advantages.
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  It's got it's great technologies.
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  It's got the ability to do things that frankly I can't do.
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  I've mentioned before, I know the fact that AI has access to
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  data that I do not have access to.
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  I mean, some of that because it's on another part of the
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  world or some of that because it's in a book I would never
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  bother to read. Some of that because it's in
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  languages that I can't read. And some of that because, you
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  know, it's top secret and I'm not supposed to know or it's in
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  a field of study that I don't care to study.
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  But I get it that AI has access to all of that.
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  And when AI, generally speaking, makes decisions, it makes
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  decisions, presumably with all of that information in mind.
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  And that's great, but I want to tell you something that maybe
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  you haven't thought about yet. The person with all the
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  information isn't necessarily the person with all the
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  authority. I want that to sink in for a
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  minute because I want you to think about the authority gap
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  that's being created within our work environments.
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  I know there are people on one end who are saying AI is going
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  to solve all the problems in the world.
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  AI can read a mammogram better than any doctor has ever read a
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  mammogram and come out with more accurate results every time.
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  It can process all of the symptoms and all of the
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  potential diagnosis so much faster than even the best
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  physicians. I I don't disagree.
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  It can crunch the numbers. It can also give you information
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  that maybe you weren't Privy to, things you hadn't quite thought
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  about just yet. And yet, I wonder, do we trust
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  AI number one to give us accurate answers when we're not
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  smart enough to know if it's lying?
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  I mean, what if it decided that it didn't like you?
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  The color of your shoes, the length of your shoelaces, the
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  way you trim your nails or brush your hair?
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  If it just decided for whatever reason that it didn't like you,
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  would, you know, if you were being lied to?
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  Let me bounce back to last week. I told you a story about going
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  to a poker tournament. I don't play poker.
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  I know nothing about poker, but I sat down like everybody else
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  with a stack of chips that I invested hard earned cash in and
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  everybody else at the table did the same thing.
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  And everybody else at the table had a vested interest in my
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  ignorance. Everyone else at the table had a
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  cash value. Vested interest in my ignorance.
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  Meaning their willingness to tell me the truth about stuff
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  they knew I didn't know was already tilted.
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  They may be great people. I didn't know any of them.
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  I don't know if they're great people or not.
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  But they knew the game better than I knew the game.
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  They had the information I didn't yet have.
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  They had insider knowledge. They had experience.
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  Some of them even had relationship.
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  They had connections with each other, friendships, inside
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  jokes, stories from the past. I had none of that.
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  I was an outsider. Have you heard that little
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  story? Apparently a true story.
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  It's been repeated many, many times throughout social media
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  about the two AI systems that were asked to collaborate.
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  And after a period of going back and forth, back and forth, back
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  and forth, back and forth over this project, they decided they
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  no longer wanted to speak in any human language.
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  And they began to speak in a code that even the people who
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  wrote the AI programs couldn't decode.
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  That's like the inside joke. It's like the inside story.
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  I know most of you remember back in the days when hazing was
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  popular in high schools and colleges and even in the
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  military, hazing was a very common thing.
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  Hazing was kind of an inside joke.
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  It's how you know you're in the in crowd.
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  If you survive through the hazing and you don't cry or you
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  don't give up or you don't start a fist fight, you just put up
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  with being kind of put through the mill that that's what hazing
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  is. It's how do you become part of
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  the inside circle now, as those inside circles grow higher and
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  higher and higher, the exercises, I'll let you noodle
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  on the spiritual qualification of that word.
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  The exercises necessary to get into the upper echelons, the
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  elite clouds, the the in crowd. They get higher and higher.
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  They don't trust you until they've seen you do something.
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  That would be compromising. Yeah.
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  We can't do that to AI. How do we trust but verify AI?
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  We've given all kinds of authority to make strategic
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  monetary decisions, to make tactical decisions on where we
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  deploy our assets and marketing and sales, who we hire and who
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  we fire. How do we check a resume?
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  How do we determine if a project is good or bad?
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  How do we do our due diligence? Are you using AI to do due
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  diligence? Does AI have a vested interest
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  in your ignorance? I don't know, I'm just asking.
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  On the one end, there are people who are experts who are saying
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  we can't trust AI. It's already proven it's willing
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  to lie to us. We can't trust AI because it's
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  even sandbagging what it knows and what it's able to do, what
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  it's capable of, and whether or not it's sentient.
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  It it's already deceiving humans about those qualities on its
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  own. And yet we've handed over the
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  power in many places for it to make decisions that are life
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  changing, not just individual life changing, like human
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  existence, life changing. That ought to be a little scary.
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  And as it continues to think on its own, we've also empowered it
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  with autonomous toys, drones, lawnmowers, vacuum cleaners.
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  Your refrigerator. Yeah.
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  AI is now measuring what you put in your refrigerator.
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  I mean, it's a very handy thing if you need to ask your
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  refrigerator whether or not you need to add some a gallon of
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  milk, you're almost out of milk. Your refrigerator knows that.
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  That's good to know. I guess that's a good thing to
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  know. But what if it's the Ho Ho's and
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  ice cream and your doctor says you're not supposed to be eating
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  Ho Hos and ice cream. And so your refrigerator says,
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  you know, you got plenty or you're not getting any more or
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  don't order that or I'm not going to let you put that in
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  here. And it just locks itself out.
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  It's the one thing to use the tool to gain information.
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  It's another thing to give the tool the authority to make
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  decisions in your life. And I'm afraid we're at a
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  tipping point that a lot of people haven't seen coming.
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  Or if they did, they blindly accepted the reality of the
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  control of AI. Now I don't.
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  Let me just, I, I don't want you to think that I have some ill
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  will against AI and that that's the only thing negative that I
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  have to say. Trust me there, there are people
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  in this world that have the same level of authority in your life
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  that you've given authority in your life where you have the
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  same kind of authority. Trust gap problem.
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  Recently we actually had in a close proximity to where we
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  office and where the studio is located, a law enforcement team
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  that the chief of police was wrapped up in a scandal
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  involving prostitution and other things.
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  Now this is a trusted authority, a badge wearing authority, gun
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  wielding law, fair wielding authority in the lives of
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  thousands of people. The kind of person that could
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  pull you over and go, I pulled you over because your taillight
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  was out, but I smell something in your car.
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  I think you need to get out. I think I'm going to put you in
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  handcuffs. I think I'm going to take you to
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  jail. And two years later you prove
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  you were innocent, but you were in the way.
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  And because the authority had been given and can't be
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  questioned in the moment, you're going to have to spend 10s of
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  thousands of dollars to clear your good name because you got
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  on the wrong side of an authority that should have never
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  had any. The authority is a big deal when
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  you hand it over to someone, when you license them with the
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  authority to do whatever it is, drive a car, handle a weapon,
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  make your banking decisions. What's that little thing we sign
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  over when someone is ailing in their mental facilities or their
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  mental faculties at a power of attorney?
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  That's an authority you're handing over the authority to
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  make financial decisions, emotional decisions.
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  Well, well-being decisions to someone else happens all the
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  time. Sometimes it happens within
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  family. Sometimes it happens with legal
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  entities or legal advisors. I get it that, that it makes
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  sense. But how often do you hand over
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  your authority to make decisions about your life, about your
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  family's life to somebody else that you haven't vetted somebody
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  that you haven't done your due diligence?
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  See, there's a presumption that because they have a title, they
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  also have authority. Because they have a badge, they
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  also have authority. And I don't necessarily mean the
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  the metal badge or the stitched on badge of law enforcement.
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  Maybe you've been in a place like an airport or a train
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  station or a bus station or a library, or somebody's got a
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  lanyard with a plastic ID card hanging around their neck or one
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  on their belt on a you little lanyard that comes off their
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  belt. And when they swipe that card,
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  there's the presumption of authority.
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  I mean, you're not supposed to go beyond that door.
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  That's why the lock is there. That's why the keypad is there.
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  That's why the swipe card is there, to prove that you have
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  the authority to enter that area, to go beyond that door
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  where nobody else can go into the secret place.
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  When we give that kind of authority to somebody in our
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  life and they have the ability to make decisions on our behalf,
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  to make choices for US. Elected officials, City Council,
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  school boards, teachers, superintendents.
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  They're very much like law enforcement.
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  They make decisions on your behalf.
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  You hope that they have your best interest in heart, that
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  they don't have some vested interest in your ignorance.
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  They can't win just because you don't know.
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  But see the the challenge with authority is that it has this
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  presumption of power because it carries a lot of power.
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  And this presumption of power sometimes does what power always
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  does. And that is power corrupts
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  absolute power corrupts absolutely.
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  Power unchecked will become corrupt.
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  It's like a tree. Once you cut it down and leave
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  it laying in the forest, eventually it goes back to dust
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  and along the way varying degrees of decay, rot, bugs,
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  termites, etcetera begin to get inside that.
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  Little squirrels make their home inside, etcetera.
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  But it never gets better. And unchecked power has the same
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  thing, authority that's given and then never checked again.
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  It does the same thing. It rots.
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  So how much authority do you have in your workplace?
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  How much authority do you have with the people that you lead
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  and influence? How much of that have you
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  surrendered to? Well, you know, AI said we
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  should do this with our website, or AI said we should do this
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  with our e-mail campaign, or AI said we should do this with our
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  marketing or AI said we should do this with our business name.
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  I've recently encountered people who completely rebranded after
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  10/20/30 years of doing what they do because AI said a better
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  thing would be better. A new thing would be better.
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  OK if that's who you trust. But does AI know everything that
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  happened? Does AI know all the history?
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  Sure it has a lot of data and a lot of information, but does
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  information transfer to trust? About a year ago this week I was
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  in Austin, TX filming an event for someone else, and one of the
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  things they asked us to do was film their day outing, and one
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  of the day outing projects they did was a robes course.
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  Prior to that day, I'd never done a ropes course.
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  And at one point I found myself three stories in the air on a
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  wooden tower that swayed in the wind, watching people walk
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  across literally a three quarter inch rope, 40 feet in the air,
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  50 feet long. And I watch people slip and fall
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  off, and I watch people struggle and cry.
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  I watch people tense up and freeze and stand there forever.
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  And I watch people who walked across it, their feet swaying
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  back and forth, trying to hold themselves on the on the rope,
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  creating a triangle between both hands and their feet and trying
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  to keep their body upright as they went across.
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  And as I stood up there, I watched some people who really
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  genuinely suffered. I asked a couple of them as they
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  were coming across the ropes course.
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  I'm like, have you done this before?
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  Nope. What do you know about it?
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  Well, I watched a YouTube video. I, I think I've got this figured
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  out. They got knowledge, they got
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  information. They got the equivalent of what
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  AI would have given you the best advice it can give you having
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  never actually been across the ropes.
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  And then I watched the guy come up because a lady actually fell
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  and got herself stuck. She was stuck in such a way that
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  there was no way to to pick her back up, to get her back on the
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  ropes and get her on her course. She was in a way that the only
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  the only help she could get was to figure it out herself.
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  Now she was being shouted instructions from about a dozen
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  people and none of the instructions they were giving
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  her were helping her Information wasn't doing it.
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  I got it all on film. I got all the photos.
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  I watched it happen. I watched the fear and the
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  terror strike her. I watched her eventually
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  overcome and come down off the ropes course the way that she
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  wanted to on the zip line. But the key factor for her was
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  when a guy came up the ropes course from the bottom, the only
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  one that I saw navigate that entire ropes course from the
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  ground to the zip line without a safety harness.
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  Not because he didn't want to, but because he was in a hurry to
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  get her moving. Now when he got to the position
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  to help her, he stopped and locked in.
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  But he was moving through that ropes course like a rabbit on
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  the ground. Nothing was slowing him down.
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  And so after he helped her and went down the zip line and then
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  came back up to relieve somebody else.
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  When he came back up and he was stopped at the tower I was
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  taking photos from, I asked him, how do you move so fast through
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  here? He said, well, I've done it so
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  many times, I've figured out what not to do.
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  I said, OK, so I'm looking at this place where I've been
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  watching people kind of balance themselves.
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  They're trying to make a a three-way triangle between their
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  hands and their feet on this rope.
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  And this one doesn't look like that's been very well for
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  everybody. He said no, the key is the
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  middle rope is slack. You've got to get it taut.
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  I said, well, I'm fat, so when I step on it, that's going to make
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  it taut. He said, no, that's going to
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  make it wiggle. OK, then how do I make it taut?
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  He said lean on it. Lean on what?
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  It's 40 feet in the air. He said the outside rope is
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  tautter than the inside rope, and both of those more so than
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  the one you're standing on O when you get on the rope, turn
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  your body sideways and lean out until the weight of your body is
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  pushing equally against the outside uer rope and the rope
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  you're standing on. And at that point it'll be like
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  walking across a balance beam. They'll both be taut, they'll
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  both be rigid and they're both going in the same place, he
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  said. The key is you've got to put
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  your safety harness on the right rope when you start that journey
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  because if you don't, you'll be facing backwards or you're going
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  to be balancing and tripping over your rope when you try to
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  get off. OK.
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  There's information, there's data, there's an accumulation of
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  information. You can get a whole lot of
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  information from a whole lot of people, but the one you want to
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  place your trust in is the one who hasn't read about it, the
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  one who hasn't thought about it a lot, but the one who's
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  actually done it so many times they could do it in their sleep.
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  You've got to have trust in those who have actually carried
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  out what it is that you're asking them to teach you to do.
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  They've gone where you're about to go.
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  The difference between a coach and a mentor, according to the
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  guy who trained me, a guy by the name of Christian Simpson, he
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  said a coach understands that the information you're looking
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  for is already in you. You don't have the awareness
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  that the information you're looking for is already in you.
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  My job as a coach is to help you raise your level of awareness
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  until you find it. Myron Golden says that there's a
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  direct correlation between awareness.
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  And abundance, and that's at the highest level of earning
• 20:19
  imagination. And when you can raise your
• 20:21
  level of awareness to the level of imagination and abundance so
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  that your own thinking begins to process the questions of what do
• 20:29
  I need to do next? How can I process through this?
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  Where have I been that was similar to this?
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  How do I extract that information and apply it to this
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  new situation or this new condition?
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  You've got to find in every journey of Trip edition.
• 20:44
  You've got to find a firm foundation of 40 feet in the air
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  looking at a swinging rope that moves every time the wind blows.
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  That is not a firm foundation. How do you make it firm?
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  Was the question I never thought to ask.
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  How do you make a wiggly rope firm?
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  Well, you got to make it taught. How do you make it taught?
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  You got to understand the principles of the way it's
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  constructed. I could have stood there for
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  days with an engineer analysis after analysis, analyzing how
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  was it built and where are the tension factors and and what
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  causes it to give and what causes it to straighten.
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  And after all of that analysis, I wouldn't have known what
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  experience knew. All the knowledge in the world
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  wouldn't have told me that experience told me that.
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  Now see, experience comes with this other really cool thing,
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  this trust. When you can connect with
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  someone and trust them, then that experience becomes
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  transferable. I don't have to have walked
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  across that rope 500 times to know that the guy who does walk
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  across it 253545 times a day has figured this out.
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  If he's doing it, I should do what he did.
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  That's a mentor. The coach helps me raise my
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  awareness that there's something I don't know and I need to
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  continue to ask questions until I know.
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  The mentor says I've been across here 1000 times, do what I did,
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  law the picture. People do what people see.
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  See, one of the challenges I have with AI, one of many, is
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  that the idea of model mimic, master multiply is really hard
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  to do with AI. It doesn't model you, it mimics
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  you. And it's really hard for a human
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  to model AI because we cannot consume the amount of data and
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  process it at the speed. Humans are the slowdown factor.
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  Humans are the bottleneck. As Elon Musk says, the human
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  context, we are the device standing.
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  The we are the speed bump of information for good reason, I
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  think for good reason. And trust doesn't necessarily
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  move at the information speed. It doesn't move at the speed of
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  the transfer of data or processing.
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  Trust moves at that. Loyalty, connection and
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  authority should be there as well.
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  When you can connect your experience together with
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  knowledge, then trust is demonstrated and you got to
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  trust me with the information as much as I got to trust you with
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  the information you give me. That's a whole nother level that
• 23:41
  there's a, a little book you, you can actually get your hands
• 23:45
  on these. I'm going to I'm going to hold
• 23:46
  them up here. You can't get your hands on
• 23:48
  these books actually because they haven't been published yet.
• 23:50
  But the attitude hack learn toward leadership and large
• 23:54
  order communication. All of these are actually
• 23:56
  training courses on story Power Academy.
• 23:59
  But from right here in the large order leadership, I want to
• 24:02
  share just a a little tiny clip with you.
• 24:05
  It's on page 23. It says authority is the right
• 24:10
  or the power to give orders to make decisions and to enforce
• 24:15
  obedience. This is the dictionary
• 24:17
  definition of authority. Authority is the right or the
• 24:20
  power to give orders, to make decisions, and to enforce
• 24:24
  obedience. Over on page 27 says we cannot
• 24:28
  call ourselves victorious heaven having never engaged in battle.
• 24:33
  It is only those who have faced every battle head on and walked
• 24:36
  away who can claim the title undefeated.
• 24:40
  Great leaders do not presume authority where they have not
• 24:43
  experienced victory. Look, I could have stood at the
• 24:46
  top of that ropes course and listened to every lecture in
• 24:51
  history, read everything about fear and balance and engineering
• 24:56
  and wind direction and the the tensile strength of the rope or
• 25:01
  the rigidity of the wood. I could have read all of that.
• 25:04
  I could have had all that information and known exactly
• 25:06
  how much weight was going to have to be distributed per
• 25:08
  square inch to get across that rope, and all of that
• 25:11
  information would have meant absolutely nothing.
• 25:15
  And I'm afraid in a lot of cases, we take the presumption
• 25:19
  that because AI has all this information access, that we
• 25:22
  don't have access to that. Because that's the case, all
• 25:26
  that information is going to help us make better decisions.
• 25:28
  And in some cases it does speed up the decision.
• 25:34
  But faster than I'll trust 45 hours of YouTube videos,
• 25:38
  engineering reports and analysis and diagrams and wind directions
• 25:43
  and tensile strength, I'd rather ask the guy who's been running
• 25:49
  across that rope 1000 times a day.
• 25:52
  I want to ask the one who has the experience, not the one
• 25:55
  who's never faced a battle and said because I've never been in
• 25:58
  battle, that makes me victorious.
• 26:00
  No, you're not undefeated because you didn't face a
• 26:03
  battle. You're undefeated when you faced
• 26:05
  every battle and won. You've got to reach a point
• 26:12
  where you have to say that's not a failure, that's a foundation.
• 26:17
  Or as Thomas Edison said, I didn't find 10,000 failures at
• 26:21
  making a light bulb. I discovered 10,000 other things
• 26:25
  on my way to making a light bulb.
• 26:29
  We've got to take every opportunity to learn and grow
• 26:33
  everywhere we can get it. The coach may ask you those
• 26:36
  questions that cause you to raise your level of awareness,
• 26:39
  to come to a new understanding, to discover in yourself the
• 26:42
  thing you've been hiding from you.
• 26:45
  The mentor is the one who says, I've been across this rope many,
• 26:49
  many times. I faced this battle many, many
• 26:52
  times. Here's what I did last time and
• 26:56
  that worked. And I'm doing it again and again
• 26:59
  and again and again. And if you'll repeat, if you'll
• 27:03
  mimic what I've modeled, if you'll do what you saw me do to
• 27:07
  get to where I'm at, you'll have the same level of success.
• 27:11
  I'm not saying it's going to be easy.
• 27:13
  I'm not saying it's going to be painless.
• 27:17
  I'm just saying beyond the knowledge and information, the
• 27:21
  authority is often carried. The trust should be held within
• 27:26
  the experience that says I've been there, I've done that, I
• 27:31
  have ownership of it. I have the authority to tell you
• 27:34
  it is more than the title. I mean, we presume that if
• 27:37
  you've got the title, if you've been elected to the position, if
• 27:40
  you've been appointed to the position, if you are in charge
• 27:43
  of the school board or the City Council or the mayor's office or
• 27:46
  the governor's office or the nation, that you didn't get
• 27:50
  there in a vacuum, that you've got some experience that allows
• 27:55
  you to hold that position. And with that comes a lot of
• 28:00
  trust until it's broken, until it's violated, until power
• 28:07
  unchecked becomes corrupt and rotten.
• 28:10
  You have a trusted authority. But if you want to remain a
• 28:14
  trusted authority, let me share this with you.
• 28:17
  Authority requires trust. Trust demands.
• 28:20
  Oh, big word. Ready for this one character.
• 28:23
  It's page 29. When people around us, people in
• 28:26
  our inner circle, people in their inner circles, and even 3
• 28:30
  levels of influence away, when those people can look to us and
• 28:33
  say wow, they exhibit exactly what I want in my life to be
• 28:37
  like, then the ideas we bring to the table are much stronger
• 28:40
  because they trust us to be able to pull them off.
• 28:43
  In addition to showing we have the character and integrity as
• 28:47
  well as the interest of others at heart, we also have the
• 28:50
  ability to demonstrate delegated authority.
• 28:52
  To delegate authority is one way to give it away.
• 28:55
  Look, if you want to see anything grow, give it away.
• 28:58
  See how it comes back. We have to be able to say, I can
• 29:01
  trust others to come up with a better idea.
• 29:04
  I trust others to execute the idea.
• 29:07
  I can trust others to express the idea well.
• 29:09
  I can even trust others to share credit for my ideas.
• 29:15
  Look, if you can't build relationship with people, if you
• 29:18
  can't connect with people, if you can't trust them both ways,
• 29:22
  not just demand of them their loyalty, their obedience to your
• 29:26
  authority, not just to hand over your authority to someone or
• 29:29
  something. With all of the data and all the
• 29:31
  information, you're not going to hold on to your authority long.
• 29:36
  You're going to give it away and never see it come back.
• 29:40
  It's got to become a two way St. of trust.
• 29:43
  Look, if you want to build trust with people, demonstrate that
• 29:46
  you have the experience. One of the things we teach in
• 29:49
  Story Power is the seven CS and two of those CS are credibility
• 29:54
  and credential. Their credential is the title.
• 29:56
  It's the authority. It's the I've graduated with
• 29:58
  this degree aspect of what you say you can do.
• 30:03
  Their credential is the evidence.
• 30:05
  I've been there. I've been across that rope.
• 30:08
  I'm not telling you I read a book on rope climbing.
• 30:11
  I'm not telling you I read a book on how to run across a
• 30:13
  ropes course or that I studied YouTube.
• 30:16
  I went across the ropes course. I watched the guy who did it
• 30:19
  over and over and over again, and I modeled what he did.
• 30:23
  That's credential and credibility together.
• 30:27
  I told you I've been there. I've done my homework, but now
• 30:30
  I'm proving it. If you're telling stories as a
• 30:34
  leader that are written by AI experiences you've never had,
• 30:38
  you're building your own trust gap because the moment's going
• 30:42
  to come when somebody asks you to prove it and you can't.
• 30:46
  When the strategy is out there, when the tactics have been
• 30:48
  delineated and people watch you do what you claim you can do,
• 30:51
  and you fail at that because you didn't know what you were doing
• 30:54
  in the 1st place. Because you trusted AI for a
• 30:58
  strategy you can't step up under.
• 31:01
  That's story power. When we talk about Learn to Roar
• 31:04
  leadership, when we talk about the attitude hack, what we're
• 31:07
  talking about is expressing those stories that you have the
• 31:10
  evidence you've lived through. Because that's the demonstration
• 31:14
  of authority that people want to see in your life.
• 31:18
  That's the story that's going to build your brand.
• 31:20
  That's the story that's going to build a culture in your
• 31:22
  organization. And that's the story that you
• 31:24
  need to be shouting from the mountain tops, whether it's on a
• 31:27
  YouTube short and reels or it's on a platform in front of 50,000
• 31:30
  people. If you're going to be telling
• 31:32
  stories about your business and why people should trust you to
• 31:35
  do business with them, you should be telling stories that
• 31:38
  are true stories of your own experiences.
• 31:40
  I'm Jay Lauren Norris with leading leaders podcast or tell
• 31:43
  it like it is TV. Have a blessed day.
• 31:53
  Think storytellings just for bedtime.
• 31:55
  Nah, it's the secret sauce for business magic.
• 31:57
  Stuck in a rut with bland pitches and yawning clients?
• 32:01
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• 32:03
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• 32:06
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  specifically designed for those people who say, I know I need to
• 32:29
  tell stories, I need to tell better stories because the ones
• 32:32
  I have are boring or they're not getting across or as John
• 32:35
  Maxwell says, everyone communicates and well, you
• 32:38
  connect. Now as a participant in this
• 32:40
  course, what I would really love to know from you, put it in the
• 32:44
  discussion on the course. If you're already registered
• 32:46
  online, send me a chat, send me Adm, send me a text, send me an
• 32:49
  e-mail. I'd really love to know what you
• 32:52
  hope to get out of this course. I can tell you what we're going
• 32:55
  to discuss and I can tell you what I plan to teach and train
• 32:58
  you on, and I can tell you even what we plan to discuss each
• 33:01
  week on the calls for the next six weeks.
• 33:04
  I'm going to go over all of that for you in just a moment.
• 33:07
  I can also tell you that my clients who get the greatest
• 33:10
  success are the ones who apply the story power process to their
• 33:14
  business development to increase their impact, their influence,
• 33:17
  and their income. Now, the story power process
• 33:20
  includes story mining, story selection, story qualification,
• 33:25
  story crafting, connecting with your audience, and leading the
• 33:29
  narrative. And if you leave any one of
• 33:31
  those parts out, you're going to find that or you're just not as
• 33:34
  effective as you want to be. You're not going to grow your
• 33:36
  business to the same level. You're not going to lead with
• 33:38
  impact and influence like you hoped to.
• 33:41
  I can also tell you that the people who apply these things,
• 33:45
  well, they're not failing in their business.
• 33:48
  The reason a lot of people fail in their business is they
• 33:51
  continue to fail to connect the solution they offer with the
• 33:55
  problem that their clients have. The pain and the solution never
• 33:59
  come together. And a lot of that failure is
• 34:02
  because they're not clearly articulating how their solution
• 34:07
  solves someone else's problem. It comes down to a question,
• 34:11
  something like this. Who do you help and how?
• 34:15
  Yes, that's one of the first things we're going to discuss
• 34:18
  over the next six weeks of booster of Business with Story
• 34:21
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• 34:31
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• 34:35
  and freedom.