The pursuit of finding what it really is that you are meant to do in this world can seem such a long and winding journey. Helping companies discover who they are, founder of Living BlueprintDavid Childs joins host, Paul Higgins, to share how they are doing that and how you, too, can find what fills your tank, something you can do that you are truly passionate about. As someone who has had 30 jobs, David is someone who has been through the search and found what it takes to arrive at the place you are meant to be and do more of. He challenges David about why consultants are the same and shares how companies can understand who they are and eventually improve their business overall. Join him in this interesting episode to learn the steps to figure out where you fit in the world and capitalize on it.

How Companies Can Find Out Who They Really Are And Capitalize On It With David Childs

Build Live Give. Mentoring with Paul Higgins

If it’s your first time here, welcome. If you’d love to subscribe, that would be great. If you’re a regular, thanks for your support. Why not email me some feedback at [email protected]? I would absolutely love it. It means the world to me when you give me some feedback. My guest is someone that has had 30 jobs. What they attributed to is they wanted to find out what filled their tank. What’s something that they could do day in and day out and be truly passionate about it? It took them quite some time to find that. For many years, they’ve helped companies find out who they are. They do it with evidence-based and they talk about it in their book.

They also challenge me on what I say about why all consultants are exactly the same or very similar. We all do a similar thing. The guest challenges me on that. He also gives you some great examples of companies that thought they are something when they realize there was something else, and the huge financial impact that it had on their business. What I’ll do now is hand you over to David Childs from Living Blueprint, where he gives you a fantastic understanding of who you really are.

Welcome, David Childs from Living Blueprint, to the show. It’s great to have you on, David.

Thank you for having me.

You’re in Canada, is that right?

I’m in Canada, but I went to the one little pocket on the left-hand side which is always warm. I’m in Vancouver. I grew up in Calgary and I decided that minus 30 and minus 40 wasn’t meant for hairless mammals so I left. I didn’t want to stay in that by any means. We get snow here once every couple of years and it lasts about a day.

I’ve spoken to you a few times. I can’t wait for this interview. We had a great pre-conversation, but why don’t we kick off with something that your family or friends would know about you that we may not?

I asked my wife that question. I said, “If I was going to ask this question, what would you say?” She brought up a film festival I was in. What I didn’t know was when we first met, she found that and thought it was great. Maybe that’s one of the reasons we’re together. The thing that I thought was more interesting was I lived in Kuala Lumpur, Malaysia for a few years. I had this girlfriend at the time, a Chinese girl, and she was trying unsuccessfully to teach me Chinese. The way that we approached it was I was a musician. She would teach me how to sing songs that I liked from famous Chinese bands.

She taught me this song. It was the most famous song from the most famous band in China called Beyond. One of the reasons they are super famous is their singer actually fell off stage and died live on TV, which is somber. I get that, but that was the end of that band, which is absolutely bizarre. They were the Guns N’ Roses of China for a long time. I learned this song and apparently, it’s a song for his mother. It sounds great, it’s catchy and all of that. I learned the whole thing. One night, I met with all of my Chinese friends and we’re in this Chinese rock club. I’m the only white guy for 1,000 miles. This was many years ago. In Kuala Lumpur, there wasn’t a lot of white people back then.

They were around but there wasn’t a lot. I could go a week or a month without seeing another white person and I live downtown. I’m in this club with all my friends and we were sitting in the back at a club seat. I noticed that my friends were talking to the band on stage. I kept hearing “gwailou,” which is white person in Chinese. I’m like, “This isn’t good.” The spotlight comes on us. My friends started saying, “Go.” I get dragged on the stage. They give me a guitar. The lead singer stands aside and he says, “You know how to play this song? Let’s go.” The band started.

I am not a singer by any stretch but I sang the entire song with a full band to a nightclub with probably 400 or 500 people in it. I’m not being modest. It was terrible. It absolutely was. I did not know the guitar solo. The lead guitarist was standing out of the way. He’s like, “You do it.” I’m like, “Oh, man.” That happened. It’s one of these things that I’m glad that I’m at my age because if that happened now, it would be all over the internet.

Every decision or every process you have is a direct and complete reflection of your values. Click To Tweet

That’s exactly what I was going to say. They would be videoing that.

I had forgotten about it for years. I remembered it and my first thought was, “Did that actually happen?” I do believe my brain tried to erase that out but, “No, it actually happened. I did sing a full song in Chinese.”

You need to recreate it. That’s the challenge. If you want David to recreate it, email David and he can share it with us exclusive to the show.

I’ve found a few years ago that there’s a white guy who sang that song and made a video of it. He put it on YouTube and he’s got tens of millions of views. I was like, “He copied me somehow.”

Could he sing it?

No, he was as bad as me.

You’ve talked about being a musician and I can see the guitar in the background there. Musician, animation, then into helping companies, tell us all about that journey and what would take me as an Australian to drink a beer.

It was the endless pursuit to find a full tank of gas for me. I’ve always been fascinated by someone like Paul McCartney. He released an album. I don’t know how old he is but he’s pushing 80. He’s been doing this for many years. He released them out and he’s figured out a way to exist in the world by capitalizing on exactly who he is, what he’s extremely good at, what he loves to do, and what he’s relentless at. He and Lennon wrote 300 songs, and they said they never had a dry session. They always came out with something. People love buying it. His concerts sell out globally instantly. I’ve been on a quest and I didn’t know this for a long time. The reason that I’ve had 30-plus different jobs is because that’s what I’ve been looking at.

When I did music, the gist of it was, what’s a full tank of gas for me? How do I find that? When I did animation, I’m like, “I don’t write the script and I don’t have it in me to write the script, next.” When I did music, I’m not a songwriter. As we’ve discussed, my voice isn’t great, next. All of these things that I convinced myself as a child that I should do, as we all do, I tried them all, which is a gift. I did that but I was looking for which one will I never shut up about. Which one can I sell, love to sell, easily sell, endlessly reproduce, have content and bring stuff out of me?

That is why I’ve gone through all of these different things because none of them had that until I found what is in my book right here, Monster. Once I found that, which came through consulting, I found that I can figure things out. I can deeply understand what human beings and businesses are. It’s something that I’m involved with and I’m interested in. It’s about self-actualization and self-awareness without getting self-helpy. I’m good at helping companies figure out exactly who they are, where they fit into the world and capitalizing on it. I had no idea that was a discipline. I had no idea it was a career. I found it because I tried about 35 different things.

That leads us beautifully into the Build section. You briefly touched on it but when someone walks up to you in a party and says, “David, what do you do for a living?” How do you best describe them?

It’s funny because if you describe what we do wrong, you instantly sound like a wizard or a self-help guru with no credentials. We help companies deliberately understand exactly how they got to where they are and capitalize on it so they can grow exponentially. That’s probably the shortest I can say.

BLG 269 | Who Companies Are

Who Companies Are: Paul MacCartney has figured out a way to exist in the world by capitalizing on exactly who he is, what he’s extremely good at, what he loves to do, and what he’s relentless at.

 

When you say companies, what type of companies?

When I started my business, I got a lot of advice from people saying, “You should focus on one market. It should be real estate,” or this or that. I never liked that. I never thought that was a good idea. I surely understand it. I study auto companies or book companies or whatever. I thought all I’m going to do is I’m going to build up a wealth of knowledge. However, I’m also going to build up a bias, which means I’m going to take that bias in with all of my clients and make them all feel and look the same. The biggest problem with that is I’m going to leave them out of the contract they hired me for. I’m going to fit them into the market as another number, another tube of toothpaste on the aisle.

I didn’t want to do that deliberately. If we target companies, we don’t target a sector of companies. What we target are decision-makers within organizations or teams at a specific point in their history, where they realize they can’t overtake their competitors, or they have way more to offer and they don’t know how to tap into it, or they’re running quick. We had one client. It was a billion-dollar company and thousands of employees. When I met Christian after 5 or 6 rounds of pitching to his entire executive team, after we were hired, he said, “We’re growing fast. I want to know that we know who we are. Can you help us with that?” That’s what we did.

We verified and added onto and added clarity. They didn’t know how to say it before because they’re the fastest-growing retailer in British Columbia. Arguably, they’re coming up on Canada, they’re outselling everybody. The quest was, why? Think about this. When you sell a Porsche or whatever it is, every Porsche dealership has to be owned in a region by a different owner. That’s how they do it. A lot of car companies do this. Meaning, if there are three Porsche vendors in Vancouver, they can’t all be owned by one person.

What’s the reason for that?

I think it’s about fairness to the consumer. It’s a good question and I don’t honestly know the answer but it has something to do with monopolies and all that kind of business and keeping business fair, but you can’t own them all. Now let’s look at that. They don’t set the price for the car. They don’t do the advertising for the car. They don’t design the showroom for the car. They don’t do anything other than present it to sale. They sell the same car to the same people in the same place at the same price in the same roof, same salespeople, same everything because they all train the salespeople.

Everything is equal except for one thing. They outpace and outgrow everybody for every brand they sell. I was like, “There’s something going on here. They’re different. What is that?” You can’t find that by looking at the competitors. You cannot find that by looking at market reports, although we did look at market reports to figure out what’s normal and what’s not normal. We had to dig through and say, “There is something different here because everything is the same, except the results.” If you think about that, that is about embodying who and what you are as an organization.

What are your actual beliefs and how did they feel it? Every decision or every process you have is a direct and complete reflection of your values. Whether you understand it or not, everything is value-based. Hitler was values-based. I don’t agree with his values. He was a little off but he was values-based. He absolutely was. Donald Trump is values-based. Coca-Cola is values-based. Whether you know it, accept it and understand it or not is irrelevant.

Those values were why they were growing and outpacing everybody in this region hands-down. We isolated exactly what stood out and what was unique to them. We turned that into their platform. I know they’ve grown significantly since that, but they were on that trajectory anyway. For me to say they went up by this amount, I will never claim ownership because they were going to do that anyway. What Christian said was the confidence they had after this process made the move harder, faster and more deliberately because they knew.

We’ve talked about in the past around what people think their core values are versus what they actually are. There’s a difference. In Christian’s case, what did he think they were versus what did the evidential research, your special source come up with? You don’t have to be exactly specific here but in general, it would be great to know.

It’s a curious one with them because we affirmed for them a lot of what they thought about themselves. We do have more dramatic cases for them because it was more affirmation. They were growing fast because on a certain level, they knew who they were but they couldn’t articulate it. They didn’t know the words to say. Because there were many different voices, there were a lot of disagreements, but it wasn’t that they were off necessarily. I’d like to talk about a slightly different company that was completely off. We have a testimonial video on our website, which is where I can put numbers in because the owner of the company himself put numbers in. We didn’t know the numbers until we put a camera on his face and said, “What happened?”

He said they grew by 28% and he accredited it to us and it’s an airline. The thing was it was a succession process because he had taken over from his father. It’s a family business. He inherited his father’s way of doing business, which was top-down. He inherited an entire executive team. In a top-down team, you do what you’re told to a certain degree because it’s top-down down, “We’re going over there, I need you to do this.” That’s basically top-down. The freedom of how you’re going to do this depends on the person in control and how much freedom they give you. I won’t touch on any of that but generally speaking, top-down is, “I’m going there and you’re going to help me get there.” That’s what he inherited with a team of executives for 40 years who did the bidding of that.

If we are all the same, which is absolutely untrue, why are there so many dramatic differences in how we operate? Click To Tweet

It was definitely not bad. They built a substantial company. I don’t want to paint a negative picture by any means. It’s that Quentin was more bottom-up. He wanted to go, “What do we have? Who is on my team? Are there things that they know that I don’t know? How can we leverage this? How can we bring the best out of people?” I don’t want to say that one is better than the other because a complete totalitarian dictatorship is bad and they didn’t have that. A complete throwing your arms up and saying, “What do we all want to do?” That doesn’t work either. You have to have somebody pointing at the horizon saying, “That’s where we’re going,” and then it comes down to working with your team.

As I worked with his team, I didn’t have the processes I have now. I want to be clear on that. This was a long time ago. I still do the same thing. I’m just much more formal with it. We found out a lot of truths about their company. For instance, they believe that all of their money was made through taking vacationers to vacation. A hundred percent of their marketing budget was into what we learned is 10% of their market who would have left for $5. For instance, you go on an airline website and you click Renew, the price either goes up or down. We found out that those 10% of people would leave for $5. They were non-committal. If Air Canada was cheaper, they’ll go with Air Canada. If Pacific Coastal was cheaper, they’d go there. It didn’t matter.

They put 100% of revenue from marketing into that for decades. Big two-page spreads in the Yellow Pages, which if you’ve ever bought in the Yellow Pages, it was an enormous amount of money every month. What I helped them discover was when Daryl started the company, he was a logger who couldn’t get to work and he lived in a remote place. One day, he went to work and there was an airplane for sale so he bought it. He was not a pilot. I don’t want to get the number wrong but I believe he became a commercial pilot in a ridiculous amount of time, like 1 or 2 months, which is unheard of. He had the money, the tarmacs were full of people, and there was no plane.

He kept buying airplanes and acquiring pilots, and he was taking people to work, forestry, fishery, logging, all of these things. As we were going through the non-process that I had then, what we found was 80% of their revenue came from businesses or the government. It came from getting people to work. Once we understood that, we changed the tagline of “People Friendly, People First.” Nobody cared about that. We’re in the business of British Columbia. I used to be a cartographer, 1 of my 35 jobs. I made this beautiful map to them where I articulated all of their 65-plus destinations that they fly to with their float division and their wheel division. Before that, they said they flew to twelve airports but they actually flew to 65-plus destinations, which was crazy. It also explained why there were the six largest carrier in Canada at the time.

Once we flipped it to “We’re in the Business of British Columbia,” and we built a sales kit for them, all their salespeople had to do was look at all the forestry, all the businesses around and say, “Did they fly with us or not?” If they didn’t, they had to walk in with a map and say, “By the way, this is exactly what we do. I noticed that you have an operation here. Did you know that we fly around that every Tuesday and every Thursday, and we can pick you up? Instead of chartering an airplane, you can fly on a regular scheduled flights, which is astonishingly cheaper.” Their revenue went up by 28% with zero marketing virtually overnight. Quentin says it was a two-year period, which is incorrect. The reason I can firmly say that is I checked the data. When we came out with “We’re in the Business of British Columbia,” and when we recorded the video, it’s six months.

By him going to his audience who already knew why they flew with him and not saying, “Come fly with us for cheap,” but saying “You have an operation here. We’re going right beside it every Tuesday. Fly with us.” I helped them package all of their rates like Bravo, Classic and Encore. We named and branded the different fare types and all of that. We put all that around. I remember talking with their sales guy and he said, “It would be crazy if I could sell all three packages.” You get the economy flying where it’s cheap but there are no benefits. You get the expensive ones, you get on any flight and do anything you want.

His first sale was a reasonable amount from a company in every single package. It’s the biggest sale he’s ever done in life. The market knows what you are, whether you know it or not. They know why they fly you, whether they can articulate it or not. By them telling people the wrong thing that nobody cared about, it was just noise. It never meant anything. It never did anything for them. By coming back and saying, “Here’s the map. This is exactly what we do. This is exactly why we do it. Here’s all the evidence. Here’s the proof,” the revenue went straight up.

I’m a service-based business owner. I’m a consultant. People are picking me based on my values and personality in a lot of cases because what I do is similar to other people. We think it’s different but in effect, it’s pretty similar. How much could I apply your methodology based on reading your book to achieve that? Often I say to people, “What’s your unique point of difference?” I think that’s hard to describe. People find it hard to articulate that. Does your book help answer that?

Yes. The reason it’s got the word ideology in it is specific. I want to challenge you on a couple of things here. The words you were using there, “We’re all pretty similar, we all do a lot of the same things,” you were talking around that angle. I’m not going to go personal here but I’m going to use a personal example. Is your wife the same as every other woman? Could you easily swap her out because she’s a woman and they are women?

No.

Our businesses are no different. You are no different. We are no different. We are taught to believe in business a lot of the things that you were saying. I don’t want to attack them, I’m just saying that this is the ideology. We are fundamentally different and the differences are astonishingly slight and we can prove it. The ideology is about if you subscribe to, “We are all the same, it’s all been done before,” I do believe that’s a losing proposition. The reason being is that does one thing. It leaves you out because if we are all the same, which is absolutely untrue, why are there so much dramatic differences in how we operate? On the outside Apple, Samsung, you could say they’re exactly the same, but look at their results of what they did. Look at the new M1 chip. This new fellow running Apple might be the next Steve Jobs for what he did with the chip technology. He might actually be the next Steve Jobs. Tim Cook might change the world. The difference between him is slight.

The reason the M1 chip came about was he went to Nvidia and said, “I have a different way of building a chip on a specific type of methodology. I want you to do it.” They said no. He said, “I want phones to be faster than computers.” It’s just a saying, it’s just a thing. Nvidia said, “I don’t think there’s a reason for that.” He walked away from them. They missed something important. If a phone is faster than a computer and then you put the chip on the computer, you’ve taken over the planet, which is what Apple is arguably doing right now. When you come back and if you say we’re all basically the same, it’s not true. We are vastly different in things that look the same. We can sound the same.

BLG 269 | Who Companies Are

Monster: Your Billion Dollar Ideology

It’s easy for me to erase myself out of my own business and say, “I’m the same as everyone else.” I can touch on that because I did that. I said, “Where do we want to go now?” Do you see what I’m saying? Every consulting business is vastly different. When you look at the complexity of your background, Paul, and what you bring to the world, how you think, how you operate, how you talk, how you pull things out of people, that suggest that that’s only 50% of your practice. The other 50% is the receiving end, the world, how it responds, what it needs from you, what it wants from you. When you add all of that up, the likelihood of you being the same as your competitor is almost zero.

The book is Monster: Your Billion Dollar Ideology by David Childs. We go into the Live section. I’d like to talk about our assessments. Our assessment helps you work out if you’re going to have a low or high seven-figure business. If you go to PaulHigginsMentoring.com/assessment, there are fifteen questions that you can probably cover off in three minutes. At the end of that, it’s not like any other assessment where it’s a nice tick in the box. We actually give you your results. I’ll have a specific call with you based on your results and give you a plan. Also, if you’re at the top, you get a great chance to be on this show like David. The Live section is next, David. What are some daily habits that you do every day to make you successful?

The most important one is when I go to bed and when I get up. It’s something that I altered years ago. I go to bed at 8:00 and I get up at 4:00. The reason I do that is at 4:00 in the morning, whether I accept it or not, my brain is going 1,000 miles an hour and I can’t stop it. What I did for most of my life was I convinced myself in bed to go back to sleep. I would be more tired when I woke up because I go into another phase of sleep and I was lethargic all day. The most important thing I do is getting up at 4:00. I have a reasonable regimen in the morning. I’ll play my guitar for an hour. I’ll do all my emails, but I try to get some work in. I try to write or do something for a client. Definitely, mental health is part of that in the morning.

Another thing that would be characteristic of me is my whole life, I’ve been very neat. Everything has a place. Everything is in its place. If my room or my office is a big mess, it’s typically because my head is a mess. It’s a direct reflection of what’s going on in here. If my whole office is clean but there are a couple of cupboards empty, it’s literally a metaphor because I haven’t brought it there yet. I’m hiding something in here. It is very connected. Definitely being neat, organizing, structuring, understanding what I want to do, laying it out, going about it, making a list and checking it off. That’s how I do every day.

I’m a 5:30 AM. I dial most of my calls with the US, some being down under, so North America, not just the US. It starts early but I struggle to get to sleep and it’s happening. As I get older, it’s getting later and later. Maybe a couple of tips. How do you get to sleep at 8:00 PM?

I don’t know what it is, but I could fall asleep on the couch right now. I’m a good sleeper and usually a heavy sleeper. For me, I noticed that I have this regimen. My body is used to it and I can tell myself what time to wake up. I can pick a point in the night and say, “Wake up at 2:00.” I’ll wake up and look at the clock. It’s like 2:01. I don’t have any tips because for me, I go to bed and I’m knocked right out. It’s very rare that I stay up. It’s typically because I’m up since 4:00, so I know between 7:00 and 7:30, I do a nosedive. I can feel it coming on. My brain starts to go, “It’s too much.” I’m in a nosedive at about 7:30.

What happens when you go to a party or you go out to a restaurant? Obviously, you’re not going to fall asleep at 8:00. Do you still get up early?

In 2020, there was none of that. On the weekends like Friday and Saturday nights, typically I will stay up and watch a movie with my wife and things like that. I’ll be a bit more cautious Friday morning. I’m sleeping a little bit more Friday morning and get up late like 5:30 or 6:00, but then I will alter it a little bit. I’ll stay in bed a little longer to buy those hours at the end of the day to watch a show. Seriously, if I watch a movie on a Friday night, it’s pretty common for me to fall asleep halfway through, even if I try to stay up.

When I had 6% kidney function, I’ll be sleeping at any moment. It was challenging. Now I’ve got full kidney roll, as good as kidney functions as I’m going to have. That keeps me awake a little more now. We briefly mentioned Sandy. We’ve spoken about her a couple of times but if she’s reading this right now, what would you love to say to her about the support she’s given you through this journey?

You have to start with the clichés. I literally wouldn’t have what I have without her. It’s interesting. With where we’ve gone with our ideology and all of that, she’s the engine inside of the pretty car that makes it all run. It’s not just a metaphor. She’s actually now on the book cover. On this book cover, it’s just me and Amir. If you go to my website, she’s now the third person on there because she adds so much value to everything we do. When it comes to the life we have, the daughter we’re raising, the way we want to raise her, and how we want to live, we’ve pulled off something amazing that works for us and makes us very happy. I don’t know if many women could be married to me but she’s pulled it off well.

The next section is about a community or charity that you support. I call it the Give section. I know we spoke that it’s probably a community. What would you like to mention in this section?

When I started my business, I had already done three years as a marketing director in a high-tech company. I waited. From the day I started Living Blueprint to the day I went on stage was eight years, plus three years of working as a marketing director. After eleven years of learning, practicing and doing business, then I decided to go on stage. The reason why is in those eleven years, I went through a lot of speakers and I found that there were a lot of speakers that I didn’t feel were good enough. It’s not that I’m an elitist or anything like that. It’s that if I go to a speaker, I want to learn something. I want to be taken back. I want to know things that I simply could not possibly know.

To be truly effective, you need to deeply understand what your source of energy, thought, and discipline is, and doing that. Click To Tweet

I found that a lot of speakers are doing it because it’s good for their career, their boss told them to, it’s a good opportunity. There’s that, then there are also people that they have good content but they’re terrible speakers. They’re brilliant speakers and they’ve got nothing to talk about. I was fed up with all of it. Also, the technology part. The first ten minutes of most presentations are people trying to figure out how to make the technology work, I don’t want that. I was on the toilet one day and I thought, “What if I go on stage with an artist and the talk is a metaphor, and I don’t script it because I know it. That was my testimony.” If I know what I’m doing. I shouldn’t need to script my talk but I need to outline a metaphor that I come up with an image for the metaphor.

I hire an artist to paint or draw the metaphor as I’m on stage. No presentation, no technology. It’s testing me. Do I know my stuff? I’m going to do it. I thought, “I can’t have two people on stage at once,” because I built the stage. I built a traveling stage that I can take apart and put it back together. How am I going to erase another human being off-stage? For some reason, I decided to put them in a full-body leotard, head to toe white leotard, same as the backdrop. Hence the term leotardist. Go to my Living Blueprint and click on the videos. You can find it there. It was fantastic. The drama of it was amazing. What we did was we never told anybody.

I’d say, “Here’s my bio. Read this. Play this video of a client saying we’re great and then introduce me.” The first one we did, there were about 150 people there. We’re backstage. They had no idea what was going to happen. I hired this fellow to do it. He puts the thing on and he’s like, “I can’t see.” We took scissors and cut his eyeballs out, which makes it look even better. It was packed. We were at the back of the room. They introduced me. I said, “You go walk through the crowd silently. Don’t say a word and touch people as you go by, grab them, pull them. Walk up on stage and start drawing and don’t say anything.” It was always the same, hysterical laughter, weird laughter of, “What is going on?” After that, silence.

As soon as it went silent, I’d march through the crowd and start my talk and never acknowledge the leotardist. The thing that happened that we didn’t expect was this visceral experience for the crowd where because they don’t know what’s going on but they know something is happening. They witnessed the artwork being built onstage. At some point 10 to 15 minutes in, they realized it’s a metaphor. The feedback we got is people kept checking with that, listening to me. As the picture came through, they were actually a part of it being made. It was a visceral moment where we all connected and it worked way better than we ever drafted. It’s amazing to see and do. If I ever do a TED Talk, I want a leotardist onstage painting with me because it changes the game. When the metaphor lands and I talk around it through the ideology, it’s a game-changer. It’s fascinating.

Go to LivingBlueprint.com and you will see some examples there. I’ve got to have a look because I was reading your LinkedIn profile, I’m thinking, “What is this?” I had no idea. That’s fantastic.

You have to go to the YouTube link at the bottom and then you can find them in the videos but there’s a bunch on there and they are fun.

The last is the Action section and I do need some rapid-fire answers from you here. The first one is, what are your top three personal effectiveness tips?

We covered that. Getting up early but if we get rid of all of that into the ideology, it’s once I learned how I operate, what I like to do and capitalizing on that. For me to be truly effective, it was first deeply understanding what makes me tick. What is my endless source of energy, thought, and discipline and doing that. Once I had that, everything changed. Before that, it was like, “I’ve got 100 things to do today.” It’s understanding deeply who I am, which is exactly what our process does. I selfishly built it to figure me out. That’s what it is.

The next is, what’s a piece of technology that’s essential for running your business?

Oddly, the Adobe Suite products. I’m building all this stuff that we have to build. I’m very hands-on in building things. That is my crutch at this moment.

What’s your best source of new ideas?

YouTube and reading.

BLG 269 | Who Companies Are

Who Companies Are: What you bring to the world and how you think, operate, and talk is only 50% of your practice. The other 50% is the receiving end, the world, how it responds, what it needs from you, and what it wants.

 

The last question is the biggest one and I leave it to the end for that reason. What impact do you want to make on the world?

Many years ago, Abraham Maslow said that 2% of the world is self-actualized. That’s what he predicted. There’s a lot of evidence around that. What we’re going to push with our book and our methodology is we want to change that number. We want to influence that number. Because the way of what we built, how it thinks, and how it operates, it does breed self-actualization. Our aim is to do our best to influence that number and have more people in organizations self-actualize.

It was an absolute joy having you on. A lot of people still haven’t answered that question. If you go to Monster: Your Billion Dollar Ideology, that’ll definitely help you. Go check it out. Everything that David’s got is on LivingBlueprint.com. David, thanks for being so giving on this show.

I enjoyed that interview with David and I hope you did as well. He mentioned casually off-air that Amir, his business partner that he spoke about during the interview, was one of the key people behind Mindvalley and the success of Mindvalley. In the book Monster: Your Billion Dollar Ideology, a lot of that is what Mindvalley use as their core ideology and principles. That was something huge, which I didn’t mention on the show but it’s another reason why you should look at the book. I’d love to know your key takeaways. Why not mention David in those takeaways that you share? Share LivingBlueprint.com. Also, you can get the assessment to find out if you’ve got a high or low seven-figure service-based business in 2021. Go to PaulHigginsMentoring.com/assessment. Please take action to build, live and give.

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About David Childs

BLG 269 | Who Companies AreAs the founder and lead strategist of Living Blueprint, David has been described as having a gift for identifying the hidden opportunities that exist amongst talented teams that they themselves have yet to see and benefit from. He has spoken in front of entrepreneurs and professionals from Oracle, Deloitte, Cisco, Sony, HSBC, Microsoft, IBM, UPS, and more. David has a unique, deliberate, and concise methodology that he employs at the helm of Living Blueprint.

Along with his colorful personality and humanizing storytelling, he helps teams, ranging in size from a dozen executive professionals to billion-dollar organizations of over a thousand employees, better understand each other and uncover their unique group characteristics. Along with his fellow chief strategists and facilitators, he guides teams along a path of expanded self-awareness that enables them to become the monster of their industry.

Tracing his professional roots to years in various music groups, and as a short film animator turned marketing director and agency owner, David has extensive experience in both the arts and business worlds. He merges creative and structured logic-based thinking into a versatile approach that benefits all kinds of clients from wide-ranging industries. They include some of Western Canada’s leading companies, such as Pacific Coastal Airlines, OpenRoad Auto Group, Somatic, and Iridia Medical, among others.

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