Embodying a Trust Based Philosophy – Chris Cooper interviewing Mark Given on the Business Elevation Show
Since September 2011, UK based Chris Cooper has interviewed guests weekly on his Business Elevation show leading to it becoming the most visited on-line business show on the world’s leading on-line radio platform Voice America’s business network in 2019. With the world needing so much help right now we have decided to begin releasing transcriptions of shows (edited for readability only) that might help us to elevate the way we do business and develop people in the current world. Trust is such an important subject right now. Please enjoy reflecting upon how you can bring more trust into your workplace and the world with the help of this interview with trust expert Mark Given.
As the consequences of human behaviour are increasingly revealed through major global issues such as climate change and sustainability, the pandemic, movements for change, social media, politics, poor business practices, online fraud and more it is clear that building trust and consciousness has rarely been more important. My guest Mark Given has spoken or taught at more than 1200 events and programs over the past 15 years and is best known as the Author of the Bestselling Trust Based Philosophy book series. He has been a feature guest on dozens of podcasts, radio shows and media centres worldwide and writes articles for the online Money, Inc website. Join us as we talk about Mark’s trust based philosophy with particular emphasis on business as well as discussing how embodying trust is one step you can take to making the world a better place.
Chris Cooper: Hi, this is Chris Cooper and a big big welcome to the Business Elevation show on Voice America. It’s great to be back with you again for another week. And to talk about a really important subject right now – embodying a trust based philosophy as trust globally is really wavering at the moment.
My guest today Mark Given has spoken or taught at more than 1200 events and programmes over the past 15 years on leadership, sales mastery and trust based systems. He has shared his trust based philosophy with 10s of thousands of people around the world and it’s a real privilege to be able to talk to him today. His education was from Higher State University and Ilan college and he spent 20 years as a CEO of a multi state retail sales and rental company that grew to 47 locations. He’s been a keynote speaker and teacher, philosopher best selling author having written eight books, including the Amazon number one bestseller ‘Finding my why’. He’s best known as the author of the best selling trust based philosophy book series. He’s been on tonnes and tonnes of podcasts. He was in articles for money online, and various different media centres. And my impression of him is he is just one great guy. So a real pleasure to welcome today to the show Mark Given.
Mark Given: Thank you. I’m so glad to be here. I appreciate the opportunity and appreciate your listeners taking a few minutes to listen into us today.
CC: Great to have you here today. And I just think it’s the time right now to talk about trust. But before we get into this Mark, tell us a little bit about, your world where do you live, what are your early influences and how did you end up doing what you do?
MG: A a young man, I was taught well by my father, my grandfather, to be observant not only of myself but in the things that I would do and the world around me. And they were really good at that. They were not scientists or, you know, doctors, but they were just wise men and they set a wonderful example for me to pay attention to the world. As I went on to college and university and then into business, it was really apparent to me how trust was the root of success. And so after I sold my retail company at the beginning of 2000, I decided that my next path was to help other people understand the things that I had seen. And so I ended up writing eight books. I’ve got another one coming out this year, two more coming out next year with the the foundation of the theme being trust, and so I’ve written these books about sales, about leadership about personal success, my current one coming up is about time management and productivity, all the foundations of where we need to build and maintain trust. So my influences taught me to be wise enough to pay attention to how you build, maintain, and repair trust. And the end of this is that what I realised after about 40 years of studying is that trust is not just a concept. I mean, we think that we know it when we say it, but there’s really a science to building, maintaining and repairing trust. And what I write about is the science behind it.
CC: It’s pretty prolific the amount of books you’ve written, and I’m also intrigued to hear a little bit more about you and one of the things we talked about when we first met is that you have five children, and also you’ve been in a successful band with your children. What lessons did that teach you?
MG: Yeah, that’s a great question. When I’m out speaking to organisations associations or groups out in the world, I don’t hesitate to mention the fact that my wife and I have five children, they’re all grown now. But when I say that we have five children we really did mean to. And a number of years ago, when our children were small, we formed a group called ‘Boys Club and a Babe’. And you can actually still see some of those videos online. We travelled up and down the East Coast of the United States. I live in North Carolina now and have since college, and our children are grown now. But we spent, between 15 and 20 years, writing music, performing music, recording music, and we did shows and festivals and events and private parties. And it was, it was it was really wonderful. I guess, for a visual for you to think of this think of the Osmond family, because most everybody in the world would would know who they were. And, we were similar, we just never became nearly as famous as the Osmond family. And so we have four sons and a daughter, what I really learned from that was how important it is to be dedicated. If you want to accomplish anything, you really have to be dedicated to that. I mean, decide what you want, and then you have got to go after it and don’t let anybody steal your dreams. And then practice, practice, practice no matter what your focus is, and your energy is you have got to put in the time. So I would say what we learned from whatever level of success we had was that you’ve got to be dedicated to it and willing to put in the time and practice. That’s how you become good at stuff.
CC: Excellent. I couldn’t agree more. And what an amazing bonding experience with your children to be doing that and to be learning those disciplines together. One of the things you said, from your childhood was that you learned to pay attention to what’s really going on. And what’s really going on in any kind of communication is cause and effect when you do something, it’s responded to. That feels like a very important concept when it comes to trust. So, from your perspective, why is a trust based philosophy important and to the world right now?
MG: Well, it’s always been important since the beginning of time. But right now, especially with all the things we’re dealing with with this pandemic and others issues. We have a lot of social issues that we’re trying to deal with too. And, it’s really good from a foundation of trust, to understand that we have to work together to solve these problems that finger pointing, doesn’t help build trust. What does build trust is having, a conversation about, what is wrong, but then not just, hey, you’ve done this, but here’s how we move forward to fix it. We build trust by having, conversations that are not unkind or mean, when you hurt people, that doesn’t really build any trust.
I talk about the pyramid of trust. At the top level of the pyramid of trust is, what I call the repair level. And part of that is recognising that we’re not perfect and that we make mistakes. And so in the world today, we may not be at a point yet where we’ve solved the pandemic problem, but we need to work together to not harm each other as we’re trying to solve the world’s issues. We have to work together to build trust within all cultures in order to not only thrive, and to come out of this, but to survive and to grow, to make the world a better place to live. And I think that’s ultimately what everybody wants is to build a level of trust where we can live together, where there’s not bias and there’s not bigotry, and there’s not, you know, all these social challenges.
CC: I think what has been special and important about Black Lives Matters is it’s brought our attention to this issue, and I’ve been very deeply thinking over the last few weeks how to process this and being a white person who’s been privileged (though from a working class background), I just wonder what is the right way to repair this?
MG: Well, that’s a good question. I’m similar to you, Chris, and that I have lived a life of privilege and I don’t consider myself rich, but I’m rich in life and what’s been provided for me and the opportunities that I’ve had, and that my children have had. So where it begins for me in building a level of trust is understanding, I’ve got to take a good look at myself and say, Where have I contributed to this because I can’t change other people necessarily. It begins with me, so we need to have a conversation about it, but it really begins with what’s going on inside. So Chris, that would be the same thing for you. I mean, you know, can I trust myself enough that I’m not part of the problem? And if I am, then what do I need to do to solve that problem right within myself and if the whole world would do that, look at how good the world would be, but it’s not that simple. So we have to begin someplace. And the best part is to be able to trust ourselves to build enough trust within ourselves to know that we’re not contributing to the problem and how we can help improve ourselves so we can help the world be better.
We can’t blame ourselves just because we are white. We’ve been born as we are but what we can do is we can think about our own consciousness, and the way we behave, and certainly not be part of the problem. I mean, that begins with doing everything we can to to help. To solve the problem start within our own families, I mean, it begins with us. But then for me with my five children, eight grandchildren now I can be the right example for them, to help them understand how they can be trusted, so that others can look at them and know that, hey, they’re doing their part too.
CC: And this is about not saying one thing and doing another.
MG: Boy, that’s the truth. You know, a few minutes ago when we were talking about my past history with the kids performing, I said the two words dedication and practice. Well, those two words still apply to this exact same thought we had to be dedicated, to being part of solving the problem ourselves. And then we have to practice that, right. We have to actually practice it so that people can look at us and say, You know, he may not be perfect, right? But he’s trying to do the right things.
CC: Is this the reason why, for example, you look at business and politicians and there’s a very, very high percentage of people who say they don’t trust them. Is this because there’s a history with many saying one thing and doing another?
MG: Yeah, that you know, that is correct. And when I go out and speak on trust and teach, and I talk about the pyramid of trust having four levels, really within those four levels are how we build what we need for the world to want to do business with us. So those four elements are the grand opening, and then the rapport building and the maintenance, and then the apology and are all critically important. So when businesses are struggling, they’re doing something wrong. They may have gotten level one without any problem. And they may have gotten by level two, the rapport building, and done well on that, but it’s the maintenance area, the level three, where they’re really struggling. And so there is a science to all of these to know, okay, what can we do? What should we be doing? And a business struggles because, they’re having problems in the maintenance phase and they’re probably not doing anything or nearly enough in level four, which is the repair stage to show that, hey, you know what, we’re not perfect, but we’re trying to be better.
CC: Yes. Well, it sounds a perfect point to have a commercial break now. And after the break let’s get more into the trust base pyramid and start to talk about these different levels and how it relates to us as business people, human beings, parents, it’s all kind of relevant isn’t it in every relationship that we’re, we’re involved in.
CC: Tell us a little bit about the science behind the Trust Pyramid and more about the steps then we’ll go into each of them and explore a bit more.
MG: So the trust base pyramid is what I’ve been developing throughout the years as it’s good to have a visual so that people can see it better. So the first level of the pyramid of trust is called the ‘grand opening‘ and we all recognise that we’ve all heard the same thing. We only have one opportunity to make a first impression. But the science behind that now shows that most people don’t understand how short a period of time they really have to make that first impression. And so after 15 years of study at Harvard University, and they were studying influence, what they found was that people actually form that opinion, when they see us and they form that opinion, in 50 milliseconds. So in less than a blink of an eye, they’re forming an opinion, we use this very tough word called profiling. And, you know, that may not be the word we use in the future. But right now, that’s the word that people would understand. And so that in that 50 millisecond period of time, that blink of an eye, people are making and forming an opinion about us based on what they see. So it’s the way we’re dressed. It’s our appearance, it’s our body language, it’s our facial expressions, and so on and so forth. So I teach them how important it is to make sure if you want to build trust, you’ve got to be your best and in that first 50 milliseconds. And then if people know you, there’s other sides to show that if the person is already familiar with you it’s even less than fill in 50 milliseconds, where they look at you and decide, do I want to approach you to have a conversation with you. And some of the science shows as little as 33 milliseconds. So I teach people in the grand opening, that if they understand this principle, if you want to build trust with people in that grand opening, you better be prepared to do it well, and to do it, right.
MG: That leads to the second level of the pyramid of trust, which is the’ rapport building level‘. And there are three elements to that also. Now once somebody sees you in the grand opening decides, well, maybe they’d like to communicate with you or communicate with you further, then you’re going to have about eight seconds, which I call the eight second empathy analysis, those very first things that you say, are going to be very important as to how the conversation continues. And so I teach some elements of the Socratic method, which is asking more questions, and asking better questions, so that you’ll be more engaging.
MG: And then the third piece of the level two, is the rapport building – what I call 9010. Listening as most people are most interested in, talking about themselves, their circumstances or how they feel or what’s going on in their life. So I call it the 9010 listening principle. So you learn to ask a question that would lead the other person to talk to share and by doing that, if you talk 10% of the time you listen 90% of the time, boy, people are gonna love you. That’s a great way to build trust, which leads to the level three, which is the maintenance level of the pyramid of trust. And that’s really being a giver, instead of a taker, the world loves those that are willing to give and share. It’s not about spending money, it’s about, you know, it’s about being kind and giving. I mean, I suppose you could give a gift but as being a giving spirit, I compare that to the difference between loving and liking, and not talking about a passionate love, but a sincere concern about other people, right, you can like them. But if you really love them, you’ll go further, to be concerned about them to have empathy and compassion for them, which leads to a four word peace in the maintenance level, it’s just, you know, how do you live your day? And I would suggest to you that when it comes to clients when it comes to family or interpersonal relationships, if you could get up in the morning and think, who could I amaze, amuse, surprise or delight today? You know, of those people that I love my wife, for instance, when I get up in the morning, I think Okay, today, how could I amaze, amuse, surprise or delight her? Because if I treat her well, then I will build deeper levels of trust. It’s the same thing in business relationships.
MG: And that leads Chris to the last level, what I call the Repair level, which is actually the conversation I have the most these days with companies and associations. And I just teach the RASS system. And that you can make mistakes. A Is that you, you know, that you’re willing to actually admit that you’ve done something wrong and that you know, there’s some room for real improvement. The S is showing sympathy, it’s showing sorrow, and it may even involve restitution of some kind. And then the fourth letter is Stop, right? You just stop doing it. That’s where the world needs to be right now we need to recognise where we are, admit that we’re not perfect. Show some sorrow and sympathy for those that have been harmed, and then stop doing it, we need to just be better. So there’s the pyramid of trust.
CC: And I’m also just thinking, in that grand opening, you’ve got 50 milliseconds, do we also need to have a think, through from the other perspective that we are also making judgments of other people in 50 milliseconds. We actually maybe need to just stop. Because if some of that is based upon unconscious bias, we may be getting it completely wrong.
MG: Well, that’s a great point, because realistically, that’s just a physiological reality, the 50 milliseconds. I mean, the studies are there. And so what we probably should be cautious of is, are we judging unfairly? In other words, are we biased and where does that bias come from? And how do I fix that bias within me, right? Because while we’re exactly right, while people are judging us, we are also judging them. So while they’re profiling us, we’re profiling them. And that can be dangerous, right? If we have the wrong attitude, if we’re not prepared, to look for the best. Abraham Lincoln said. ‘ I don’t like that person very much. I need to get to know them better’. And I learned that a long, long time ago. And I’ve kept that thought in my mind, because so often when I judge somebody unfairly, it’s because I don’t know them well enough. And there are things about them that I would probably really like, if I give them a chance. I admire Abraham Lincoln for saying that because it’s a wonderful line.
CC: I just took a little bit of a moment to write that down because it is a good line, isn’t it? We can very, very easily jump to incorrect conclusions, can’t we or we can find ourself not liking somebody initially because of the way they dress or look. Two sides to the story, really. So tell me a little bit more about building trust when we first meet people -maybe the way we dress. What else do we need to be mindful of?
MG: Sure. Well, the science of trust shows us that we’re really forming opinions on people. And they’re forming opinions on us in two different categories. One is, do we appear competent? So we’re looking looking at people, whether we know them well or not and whether they appear competent today, right. Now, those of you,, if you’re really familiar with somebody, you can think well they look kind of out of their mind today, right? They look like there’s something wrong with them today. And we’d walk up to somebody we know and say, Hey, how are you feeling? Or are you doing okay? So that’s one area is that people are forming opinions on us and we’re forming opinions on them based on competence.
MG: People are also forming an opinion on us as we are forming opinions. Do we look like we’re a good person, a kind person, a giving person? Do we look like we would be more interested in ourselves? Right and arrogant, right? Self centred ? Or do we look like we’re a kind person, a giving person, the kind of person that, hey, you want to be around because you’re interested in others and care -so competence and care is what I want your listeners to understand. People are judging us based on our level of competence. We want to associate with people that are not arrogant and, you know, takers, and that they wouldn’t harm us, right?
CC: So, why is it that sometimes people who are arrogant and takers seem to get on?
MG: They probably don’t have a lot of friends. Unless they just like themselves, right? And so you know, what’s interesting about the world is that, you can still have someone have a lousy attitude and a lousy personality and somehow, they still find a way to, to make it through life. And yet, if you look deeper, what you’ll find is they’re not not internally happy people, and they may have made money, but that money has not made them happy. And so they’re always seeking other things. We are interpersonal relationship people, we are human beings, seeking in most cases, the love and care of other human beings, we want to be associated with them. So we want to associate with people we trust. You may do business with somebody that’s an arrogant jerk, but you probably don’t want to spend a lot of time with them, unless you’re also an arrogant jerk. It’s very, very, very true. And of course, those individuals often leave a wake of damage behind them, don’t they? In many ways, and you don’t really want to get caught up in that.
CC: Sure. So what about trust through rapport? I think rapport was your second one, wasn’t it?
MG: Sure. So so let me go back to the 9010 principle back in the 1940s. And there are a number of books that I could mention on this but let’s just mention one Dale Carnegie wrote back in the 1940s called ‘How to Win Friends and Influence People’. And I think it’s as good a book as we could use that would demonstrate the level that is about building rapport. And what Dale taught in the book, is that it’s not that people are trying to be self centred, but people really do like to tell their stories. They love to be able to have the opportunity to share what jazz’s them up, right and makes them happy in their life. And so the rapport building stage really is the 9010 principle. When we talk too much, we’re boring. But when we give people the opportunity to talk, we become more likeable. And so from a level of building trust, people were not just more likeable in a networking sense, but it builds a deeper level of trust, where it says to them, we’re interested in them. So the 9010 listening principle that level two is really all about listening more and talking less.
There’s an old Asian parable that says,’Listen with the intent to hear’ and most people don’t listen with the intent to hear they actually listen with the intent to talk and other words, right we interrupt people, you know, we might have a problem with that. So the level two is really about listen to be a better listener and actually listening with the intent to hear not just what I’m going to say next to show how, engaging or interesting or smart I am.
CC: Yeah, that’s very, very important and and I am just thinking what you said about being, being interested. I think one of the most powerful frames I found when it comes to articulating this, I think it originally came from How to Win Friends and Influence People but I first became aware when interviewing a gentleman called Marshall Thurber on the show. He is a very successful man, and he spent half an hour just asking me questions, and finding out about me and do you know, I felt really, really special that he would do that and towards the end of that asked him, you know, in your amazing career, what’s the single most important lesson when it comes to being successful? And he said ‘be more interested rather than interesting’.
MG: That is exactly right. And I was hoping that was exactly what you were going to say. That is exactly right to focus more attention on being interested rather than being interesting right and we and most people are just consumed with trying to prove how interesting they are and so it doesn’t surprise me at all that he would be successful in life because that way people will love him and trust him
I’m a communicator and so are you and sometimes when you enjoy talking and having a conversation, you do have to remind yourself a bit I find just to rein back a bit. And really, really deeply, deeply listen. So how do we maintain trust?
Three words, authenticity, transparency, and integrity. And so when we are our authentic selves, in fact, I heard it said one time, you know, be yourself because everyone else is already taken. So when you’re your authentic self, just find yourself and be that person because, hey, you know what, you do more right than you do wrong. And so, you have a positive reason to be authentic, and then be transparent. I mean, transparency is just trying to make sure that you’re not trying to be something else – If there’s not a facade there that what you see is what you get, right? And, if you’re afraid of what people will see then work on that right so that you’ll be better. Because we can improve. We live in a world where we can be better. I mean, , there’s many places in the world that you know, the world is your oyster now, it’s not that way everywhere yet, but at the same time, most of your listeners would, would be in a place where they can be better. So be transparent. And if you got some room for growth and go grow, and then the last word was integrity, I really believe with all my heart and soul, that if you want to build trust with people, they need to know that what you say they can counsel, right and that if you make a promise that you’re going to keep it and you’re going to tell the truth, right? And if you make a mistake, you’re going to admit it which goes to level four again, which is repair but you know, so authenticity, transparency and integrity will take us a long way to building Trust not only in our interpersonal relationships, but in our marriages with our families, but in business, it’s so critically important to build a successful business..
And you know, I’m just thinking about those points integrity and transparency. And it’s these aspects that you probably need to think about within your vision, your marketing strategy and your sales strategy and the way you train your salespeople and your customer service staff and how you write your culture and your values and your purpose. It’s very, important so that needs to be very deeply ingrained, in every aspect of your business?
CC: Oh, it absolutely does. You know, a wonderful example of this, which is sad, but true, is that when we talk about politicians, so often, if you just look at those three words, what you’re going to find is that’s why we struggle with many politicians, because, we don’t believe that what we see is what we’re getting. So authenticity, transparency, integrity, I really believe is how you maintain trust.
CC: Excellent. So after the break we’re going to talk about repairing trust when it’s damaged. So during the break what you might want to do is create a little list of relationships that aren’t where you want them to be. And then after the break, maybe we can have a think about that with the lens of repairing trust when it’s damaged. So we’ll be back with you again, in just a couple of minutes.
CC: I’m with Mark given and we’re talking about trust and and just before the break we were talking about repairing trust. I’m keen to talk a little bit more now about repairing and if you’ve got any questions comments, things like that do feel free to send them to me if you listen to them live you can send them to email@example.com. What are your suggestions on how you best repair relationships where trust has broken down?
MG: Sure. So in the end the highest level of trust, is the repair, right? The important thing is that we recognise we’re human beings. And so you’re fooling yourself if you don’t recognise the fact that you make mistakes, that you know, you say something wrong, or you do something wrong, and I don’t mean that it has to be a high level mistake. Obviously, there are, you know, some mistakes that are much worse than others, but the fourth level is repair, and we use that RASS system I mentioned that earlier, but you know, the R is just to Recognise the fact that’s the first step. In fact, most people struggle when they’ve created a problem in their life or in their business, because they won’t admit that they’ve actually done something wrong. You’ve got to be willing to recognise it from day to day from moment to moment, you can in fact, do something wrong, say something wrong, take a wrong step. And so the first step is recognising and if you can’t get past this, the others don’t really matter.
MG: So recognise and then you’d be willing to actually Admit. Now, there are many attorneys out there, of course that depending on the business, or the circumstances would say that well if you admit that’s going to create some real serious problems, but it relates to building trust, until you’re willing to admit that you did something wrong. You cannot rebuild, you cannot begin the steps of rebuilding trust and so that’s what the world will be seeking. That’s what you know, your significant other will be seeking is for you to admit that you actually did something wrong. And so once we can get past the recognise and admit, then you go to the SS, which is to show some sorrow, right, so some sympathy. Go through the process of saying, I can see how this, could hurt you or harm you or, you know, hey, if it happened to me, this is how I would feel, I can see why you feel that way. So it also may lead to some restitution and we may actually have to do something in order to actually correct it. So if we’ve damaged somebody financially, that means we may need to take some steps to to reimburse them in some way if we’ve damaged somebody emotionally that we would recognise that we’ve done it and admit we’ve done it wrong and then not only show some sympathy, but we would give them some understanding about what we intend to do to correct that. So then that leads the final which is just stop, right? You just, you just stop doing it if you made a mistake, and in the end, you know, you’ve made a mistake and you’ve gone through these other steps. If you want to rebuild trust, Chris, just don’t do it again, right. You don’t create the same problem. Over and over. People cannot trust you, if you don’t stop doing it. I hope that makes sense.
CC: Absolutely. I find it quite interesting. I’ve been dealing with phone companies and broadband suppliers and people during the COVID situation who have completely stopped the ability to be able to phone them. And you’re having to go through asking a question online, which might take you an hour of being passed from person to person. And I have to say that this whole thing for me with the number of these organisations, I’ve completely lost trust in them as a result of it. No one seems to be apologising right now. And I personally have made a decision that those companies who did that to me during this period, I’m going to move on to someone who offers higher customer service when my contracts are back up for renewal. And I just think it’s interesting that actually trust may be leaking out of your organisation from all sorts of places and you don’t even know it. And you don’t even provide the facility for people to give you that feedback. What’s your thoughts on that?
MG: Well, you know, you’re right about that. And sometimes they don’t, they don’t have systems for feedback, because they don’t want to hear the feedback. Yeah, they’re not interested at all. So what happens as a result? Well, I mean, you just said it, you’re saying, you know what, when my contract is over, is that they’ve got you locked into some contract. So you can’t even leave them. You talk about not having trust. I mean, I’m done with you, but I’ll have to wait till my contracts over. So how many people will you tell that and this is not a question you have to answer, but the question to listen to when that happens to you, how many people then do you go out and tell that experience to and you just tell them the truth? I can’t even leave them because I’m locked into a contract. And so the longer you’re locked into that contract, the more and more people you’re going to tell, can that doesn’t help you build a profitable business? If people are sharing that kind of distrust? It’s really no different in a relationship Chris. I mean, somebody damages you, and they have no intention of offering an apology you’re not gonna have good things to say about that individual either.
CC: My broadband went down for a long period and I had to go for a two year contract for one 4G mobile broadband device and they actually sent me up two devices and set up two contracts by mistake and I’ve so far spent probably four hours on chat lines trying to sort out the problem – I am very frustrated with 02.
MG: I would be as well. That would be the best thing to do right is if they actually come back and care and fix it that you would tell tell people Hey, you know what, I had a problem. I had to call them out on it. And they heard me and they came back and did it. Maybe they’ll do the same thing for others.
CC: So we have just got a few minutes left and I’m interested to find out a little bit more about your services and how you help people and, you know, what’s your what your plans going forward?
MG: Sure, I’m easy to find because if they can just remember my name Mark Given and they go to mark given.com they really can find out, what I do, there’s videos on there about what I do and, how I heko
CC: So do you have a final message you would like to leave us with?
MG: So everybody, whether you’re listening when we did the live broadcast or in the future,, I have a challenge for you -, consider this question, then I’d love for you to take action on it. What’s one person that you should apologise to immediately to free up your mind and your momentum? When we have a problem with somebody? It’s like poison. And when we know that we’ve created distrust, or we’ve created a problem it slows our momentum and it conquers our mind a little bit. So that’s a challenge. Whose one person that you should apologise to immediately in the next 24 hours to free up your mind and your momentum? When you do that, you’ll be on the path to building a trust with them again.
CC: It’s a great a great challenge for people and perhaps if resolved could make an amazing impact to your life.
CC: Mark, it’s been an absolute pleasure if you want to find out more about Markgiven.com Absolutely.
MG: My pleasure, Chris, thank you so much for having me today. It’s been a joy.
More about host Chris Cooper:
Chris has 25 years of multi-functional business experience, working with global brands such as Mars inc to board level as well as supporting and founding entrepreneurial ventures. Chris elevates business performance and engagement by acting as a catalyst to support the transition of businesses, leaders and teams to higher levels of performance. He has hosted the ‘Business Elevation Show’ on Voice America since 2011, building a massive network of global connections and audience in over 50 countries. He speaks on topics such as’Elevating Leadership’ ‘Engagement Starts With You’ and his book ‘The Power To Get Things Done (Whether You Feel Like It Or Not) published by Penguin Random House USA’. Chris is a fellow and former Regional President of the Professional Speaking Association in the UK. To see explore how Chris can help you contact firstname.lastname@example.org
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