Lou PaskalisGuest
Rishad TobaccowalaHostWell, one of the reasons that I was quite comfortable that you would be very successful was, A, because of what you just described, which is you knew how to diagnose, but you also know then how to communicate and express.
So diagnosis is one thing which is very, very important, and a lot of people find it hard to do.
But then the other one is you can distill it down to, okay, there is the what and the how, and here are the implications of the what and the how.
And you're basically saying we need obviously to make sure that where the money is spent and why the money is spent are also, you know, sort of considered.
But there were three other reasons I thought you'd be successful, and this is something that I'd like you to speak a little bit about because you did have a lot of budget, but there were three things that you did that were different, and some of the successful people do this.
A lot of people who have both agencies working for them, large budgets, people coming to them sort of- ... stop learning, if that makes sense.
You kept being on the edge, which was one, so you basically honed your craft, built your skill.
The second is when you had all that power, you actually were nice to people.
No, but obviously you, you, fr- you, you weren't nice to everybody, but you were not, you were nice to quite a few people versus being what very people say is, like, "I got no time because I got a budget," and you're like a s- you know, whatever.
So basically what happened is you built a certain amount of goodwill, which was important.
The third one, which I think is important, is you went out and you also built a reputation for yourself.
While that reputation supported, whether it was Bank of America, American Express, or Gallo, it was also a reputation that you could carry with you.
So when you left, besides the ability to diagnose and communicate, you knew what the hell you were talking about because you had kept up to date or up to tomorrow.
Well, one of the reasons that I was quite comfortable that you would be very successful was, A, because of what you just described, which is you knew how to diagnose, but you also know then how to communicate and express.
So diagnosis is one thing which is very, very important, and a lot of people find it hard to do.
But then the other one is you can distill it down to, okay, there is the what and the how, and here are the implications of the what and the how.
And you're basically saying we need obviously to make sure that where the money is spent and why the money is spent are also, you know, sort of considered.
But there were three other reasons I thought you'd be successful, and this is something that I'd like you to speak a little bit about because you did have a lot of budget, but there were three things that you did that were different, and some of the successful people do this.
A lot of people who have both agencies working for them, large budgets, people coming to them sort of- ... stop learning, if that makes sense.
You kept being on the edge, which was one, so you basically honed your craft, built your skill.
The second is when you had all that power, you actually were nice to people.
No, but obviously you, you, fr- you, you weren't nice to everybody, but you were not, you were nice to quite a few people versus being what very people say is, like, "I got no time because I got a budget," and you're like a s- you know, whatever.
So basically what happened is you built a certain amount of goodwill, which was important.
The third one, which I think is important, is you went out and you also built a reputation for yourself.
While that reputation supported, whether it was Bank of America, American Express, or Gallo, it was also a reputation that you could carry with you.
So when you left, besides the ability to diagnose and communicate, you knew what the hell you were talking about because you had kept up to date or up to tomorrow.
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