SHOW NOTES: I don’t want to give this away, suffice it to say it’s about panic vs. calm, and successful marriages vs. rocky ones.

SHOW NOTES: •Why do such a staggeringly large percentage fail? •They don't respond to inquiries when busy. •They tend to create prices based on wealth of buyer. •They don't show up, don't return calls, don't finish on time. •They don't bill in a timely manner, so cash flow is an issue. •They don't consider repairs and warranties for the buyer. •They tend to seek perfection rather than success. •They use shortcuts and blame others when they don't work. •They aren't proactive, only reactive. •They act as if their educated, wealthy customers are stupid. •They don't actively seek referrals. •They act as if the customer's ideas are absurd. Other than that, they're run wonderfully and their rate of failure is due to climate change.....

SHOW NOTES: It seems as if civilization, especially the arts, are in decline. Famed authors are "mailing it in" (or really writing to try to sell a screenplay, not a book). Laugh tracks have to remind us when the writers think something is funny, but otherwise it isn't. Quiz shows, talk shows, news shows all seem out of the same mold, which is 50 years old. No newscaster ever says to a politician being interviewed, "But you didn't answer my question. It was a 'yes or no' question." Despite the decline, athletes, celebrities, news anchors, and politicians receive obscene salaries, endorsements, and benefits. We seem to have lost our taste, misplaced our judgment. We're receiving pap and being told it's wagyu beef. You might find it easier to be getting around these days. But that might have nothing to do with quality or smarts, but rather just the direction in which society is heading.

SHOW NOTES: Strategic WhaleSale™ Approach- Alan and Lisa discussed the concept of "WhaleSales," which involves targeting large, high-value clients to maximize revenue and efficiency. Lisa shared her experience of landing a significant whale deal that transformed her company's growth and stability, emphasizing the importance of alignment with the C-suite and strategic goals. They highlighted that whale sales should be an intentional strategy for businesses and not an accident, with Lisa noting that her company made it a cultural standard to pursue such deals annually. WhaleSale™ Strategy Insights- Alan and Lisa discussed the concept of "landing a whale" in sales, emphasizing that it involves making friends and providing value rather than killing opportunities. Alan shared his experience of undervaluing a sale early in his career and highlighted the importance of changing one's philosophy to pursue larger deals. Lisa agreed and added that internal opportunities within existing client bases should also be considered. They discussed the need for relevance and preparation when targeting larger buyers, with Lisa emphasizing the importance of having relevant case studies and experiences. The conversation concluded with Lisa questioning why more people do not incorporate whale sales into their business planning. Value-Driven Career and Deal Making- Alan discussed his concept of career progression, from surviving to thriving, and emphasized the importance of building value rather than focusing solely on pricing to secure "whale deals." Lisa shared her experience of using whale deals to attract top talent and boost morale, while also highlighting the non-financial benefits of such deals. Both agreed that focusing on value and expertise, rather than just financial gain, is crucial for long-term success. Strategies for Lucrative Whale Sales- Alan discussed the three parts of a sale: the original payment, expansion business, and referral business, emphasizing that "whale sales" offer more lucrative opportunities due to larger suppliers and customers. He suggested focusing on creating more value in the marketplace rather than just increasing revenues, as this could lead to significant revenue growth.Lisa shared a personal anecdote about encouraging a friend to secure a corporate client to boost their small retail business, highlighting the strategy's potential for businesses of all sizes. Whale Sales Strategy Insights- Alan and Lisa discussed the concept of "whale sales," which involve large, infrequent, and long-lasting transaction. Alan emphasized the importance of meeting senior clients, preparing thoroughly, and facing fears to succeed in high-stakes sales. Lisa highlighted how whale deals can create a defensible moat and increase business value. They agreed to collaborate further, producing articles, videos, and other content to help others implement a whale sales strategy.

SHOW NOTES: My tribute to one of the greatest historians in our history. This is the speech he made in 1995 when receiving the hugely prestigious National Book Foundation's Medal for Distinguished Contribution to American Letters. He was also awarded two Pulitzer Prizes among dozens of other awards, including the Presidential Medal of Freedom.

SHOW NOTES: There was a song from the movie of the same name called The High and the Mighty, by Dimitri Tiomkin, nominated for an Oscar. It was about a trans-Pacific flight with critical engine problems and crew and passengers facing confrontations with death. It was probably the first of the major disaster films: 1954. We have the high and mighty today and they occupy.....Washington, DC: 2025, 70 years later. The Senators and Congressmen still get their salaries during a government shutdown. They go on "junkets," often with family, overseas. They don't stop at TSA. Many have served through generations of their constituents and they are shameless. They "gerrymander" openly, seeking unfair and wildly distorted districts to ensure local victories. They are hypocrites, with very weak people, such as Senator Sheldon Whitehouse, who screams for term limits on the Supreme Court but not the Senate. He gives more speeches on climate change than anyone else, but his wife is a marine biologist consultant, and the subject of an ethics complaint last year because of his lobbying for climate investments and her potential to benefit from them. Neither party has a statesman, as they've both had in the past, who can create civility and collaboration. They each want the sandbox solely for themselves and threaten to destroy it—shut it down—rather than compromise on where the toy cars should be place. Jasmine Crockett is one of the most foul-mouthed, profane people in any profession I've ever heard, and she's a Representative. She's an embarrassment whenever in the media. They think they're the High and Mighty, but they make that emperor without the clothes seem fully dressed.

SHOW NOTES: •The lessons of the newspaper woman. •The causes of toxic workplaces, more often than not. •The 90-minute wrench. •It's not your mother's fault. •Distress and eustress. •The key to peak performance. •It's about how you awaken, and I don't mean "woke." •Putting it to bed.

SHOW NOTES: •Never talk to people who can say "no" but can't say "yes." •Treat the buyer as a peer, not a superior. • Have a conversation, don't make a presentation. •Language controls discussion, which controls relationships, which controls business. •No one is shooting at you, get rid of your fears and weak ego. •Gain conceptual agreement. •Money and time are priorities, not resources. •There are three elements to every sale. •Play into the buyer's "story." •Four objection areas, only one is legitimate. •Don't give off "deal vibes." •Have a "min/max." •Always conclude with TDA. •Think of TDTC. •Never settle for "best practices." •Don't be intimidated, change the frame (we never hire consultants). •Provide options. •Learn from every interaction.

SHOW NOTES: If you're in favor of this stuff, listen carefully to the audio. You're driving on the wrong side of the road. •servant leadership •holacracy •one-minute management •management by wandering around •management by objectives • total quality management •360° feedback •self-directed teams •open office (hoteling) •open book management •reengineering •JIT (just-in-time) •lean •matrix management •theory Z •flat organizations •matrix management •six sigma •open book management

SHOW NOTES: •This is an almost subliminal technique to create normative pressure psychologically. •It's pointing out what others are doing, or not doing, or what events, prove your point. •It's the use of profound analogies. •Listen to my examples about Amtrack's infrastructure, or the fallacies around Kodak. •If pictures are worth a thousand words, social proof is worth a thousand pictures. •Learn who was more important, Brady or Belechick. • Understand how breaking the rules can save lives. •Understand why coach does not arrive at the same time that first class does. •Use these techniques for assurances and probabilities. •Use them to accelerate your conversations toward your goals. •But social proof demands that you be well-informed. To learn how to develop and use Social Proof, go to my website or read below: THE PROOF BEHIND SOCIAL PROOF Has anyone ever asked you, "Give me an example of your point?" and you suddenly forgot how to speak? Or have you said, "Let me give you an example...," and then immediately gone into brain freeze without any ice cream? "Social Proof" comprises pragmatic examples that others can readily relate to which reinforce your point instantly. When you "open the hood" on social proof, beneath is actually a psychological dynamic which creates normative pressure assuring that the actions of others are appropriate and should be imitated. A desire to "fit in" is created. While testimonials and endorsements are a type of social proof, they are not as powerful as citing a headline, a major incident, or a famous example. (One problem with quotations, for example, is that for each one there is an opposite, equally true: "Haste makes waste" but "He who hesitates is lost.") Many people use "false social proof." Kodak was not hiring chemists while digital photography was taking over. Their executives simply thought they could wring a couple of more years of already-projected profits and underestimated the speed of the digital takeover. Join me for 90 minutes and fill your conversations, narrative, and collateral with social proof that will build your brand and fill your bank account. People ask what research I invest in for my success. I don't. Then they ask what my investigative habits are. I don't have any. "So what DO you do?" They ask. I look around. LEARN HOW TO LOOK AROUND TO DOMINATE CONVERSATIONS AND CLOSE BUSINESS: October 14, 2025 10:30 to noon, US eastern time Video and Zoom notes included Fee: $350 until and including Sept. 30, $500 thereafter. REGISTER HERE: https://alanweiss.com/growth-experiences/the-proof-behind-social-proof/

SHOW NOTES: •We think the higher the value, the more we can charge. •However, at a given point, people believe they get what they pay for and those lines cross. •The point at which they cross means your brand is strong. •No one needs a Bentley for transportation, a Brioni for attire, a Bulgari to tell the time. But they assign great emotional value in their association and display. •The wrench story. •Many people made money during the pandemic and rough economic times by raising fees. It's easier, of course, to lower them, and to go out of business! •Mercedes made a mistake going "downscale," then failed to go "upscale" with the Maybach. •At the outset, raise value to raise fees. When your brand is powerful, change the order.

SHOW NOTES: •Do you know people who are loquacious, verbose, prolix? •Ask a "yes or no" question and they respond with opinions, history, and self-therapy. •Have you been to the Jersey Shore? Well, I did go once, as a child, but my parents really couldn't afford the vacation, and then when they could, they preferred Cape Cod. I haven't taken my children because my spouse thinks that "Jaws" was a documentary. •Why so much talk? -Articulating cognitive processes -Buying time -Believing it adds credibility and esteem -Just a bigmouth who loves to hear him/herself talk •Tell people what they need to know, not everything that you know. •Assume intelligent people will ask you questions if needed. •Don't be afraid to stop people from rambling: -What's your point? -What's your question? •Verbosity attempts to hide the point: politicians do it and it probably helped cost Kamala Harris the election. •It dilutes your real power, like planting the Mona Lisa in the midst of a much larger painting. •People forget the major points because they are drowned in minor points. She talked at length about needing ice cream, but I don't remember what flavors she said to avoid at all costs. •Lincoln's Gettysburg Address took about 2.5 minutes to deliver. Can you recall who else spoke that day for hours? •The US Constitution is a couple of pages. The rules of golf are over 600. Is it really easier to run the most successful and powerful democracy in history than to hit a ball with a stick?

SHOW NOTES: People want problems solved, even if you caused them! Learn how Katz's Deli and Mercedes Benz have turned problems into profits. Don't look for blame, look for opportunity. No one is as excited about an expected excellent experience as they are about a disappointing experience turned into an excellent experience. Customers tend to tell a huge number of people about their experiences, at their levels—peer-to-peer evangelism. This is why companies that make it their work to make themselves unreachable (welcome to government agencies) are so foolish. Perhaps, instead of saying, "The problem with you is...." you should be saying, "Let me help you do that even better."

SHOW NOTES: There are myriad claims on social media that are justified by the author observing (or being a self-proclaimed expert in) "body language." I have always thought this was ridiculous, sort of a faux psychological claim of expertise. Of course, the French have long studied graphology (handwriting) to determine behavioral traits (hard in a world forsaking cursive), and scapulimancy, the study of old, burned animal shoulder bones, has been used by various cultures to contact the gods. "Body language" is a similar myth. You don't believe me, here's what Psychology Today has to say about it: "Every day, we get queries from around the world about non-verbals and invariably about detecting deception through body language. The biggest takeaway from the hundreds of messages is that despite the undeniable importance of nonverbal communication, many myths and false beliefs undermine its importance, relevance, or utility. So, we decided to pool our resources and comment on ten myths about body language that are currently trending, and you may notice some have been trending for a long time." https://www.psychologytoday.com/us/blog/spycatcher/202207/debunking-body-language-myths But why trust me or science? After all, who knows what my body language looks like right now?

SHOW NOTES: •Let's stop the hypocrisy around this affair. •This goes on all over, government, business, education. •I've seen it, many people know the "secret." •The foolishness is the arrogance that you think it's a secret. •But the attempts at shadenfreude are ludicrous. •Who's pointing the finger? People who have cheated on exams, broken traffic laws, evaded taxes, blamed others for their corrupt behavior, lied on applications, snuck into events, bragged about things that never happened, and covered up things that did. •People reveling in the pain of two people who now have broken marriages and broken homes. •A man died a week ago with whose politics a woman on Facebook disagreed and said his death "made the word a better place." •What kind of sick behavior is that? It's low self-esteem. •We've all done things we're not proud of, and some of us are remorseful. That's what the confessional is for, or Yom Kippur, or your therapist, or a serious, soul-searching hike up a mountain. •If others learning of a transgression were able to learn from it, okay. But to use it sanctimoniously, to mount the high horse and seek the higher moral ground? That's just juvenile. •It was their fault (my disrespect is for the guy who is now suing Cold Play as if they did something wrong. They warned about the cameras and no one has the right to expect privacy at a public event). •My advice is to heed Jesus about those without sin casting the first stone. But of course we're supposed to value secularism today, not religion, not the admonishment to treat others as you'd like them to treat you. •Better pack a first aid kit, though, because that high horse can give you quite a nose bleed.

SHOW NOTES: •Why is Scottie Sheffler likely to become the greatest golfer ever? •Why is mental attitude the key to winning? •How some sports prompt more honesty than others. •Handling defeat and victory properly. •Not allowing a mistake to become a haunting obstacle. •Why Tiger Woods was overrated. •Even if you don't play the game you can learn from it. •Playing prudently to win. •Never "coming back to the pack." •Sheffler and Koufax and Sinatra.

SHOW NOTES: We strongly suggest you view the video of this conversation using this link: https://alanweiss.com/mercedes-and-anastasia/ Mercedes and Anastasia Korngut are two teen sisters, and co-founders of the company, Small Bits of Happiness. Their mission is to help individuals of all ages find more happiness in daily life. They have reached over four million teens and adults. As two teens, Mercedes and Anastasia understand firsthand the difficulties of teenage-hood, including not only the hormonal changes that tweens and teens undergo, but the added stressors of war, post-pandemic life, and beyond. The two have been featured on national news and media, spoken at schools and conventions across North America, host the podcast Hack Your Happiness, as well have designed a series of happiness-wellness products for tweens, teens, adults, and schools.

SHOW NOTES: One of the most corrupted words in the language recently is "unicorn," which is a mythical creature. "Mythical" means "not real." Yet all kinds of people have decided they are unicorns and, therefore, are unique, better than others, more valuable. Yet if so many people are appropriating the title, then are they really "unique"? Outstanding performers may be rare—in sports, business, entertainment, whatever—but they are not mythical, and they don't see themselves as mysterious creatures. In fact, highly successful people can tell you why they're successful. It's the unsuccessful people who insist they're somehow "unicorns." You know, narwhals also have single tusks sticking out of their heads. Or, mythically, you could call yourself a Sasquatch, or Yeti, or Loch Ness Monster. Or the Easter Bunny or the Tooth Fairy. But enough with "unicorn." They are now a herd and none are differentiated.

SHOW NOTES: •We should avoid generations stereotyping. •We're really better off than we're led to believe. •Try living in Denmark or Iceland. •Magic bullets won't help. •Can a culture survive on gambling? •There is extreme unhappiness in the land. •It is exacerbated by the internet. •People would rather blame themselves, the boss, or the system rather than accept accountability. •Conspiracies and claims of catastrophes abound. •Self-absorption has become a pastime. •Selfishness has grown to not even wanting to have kids. •What I learned growing up having to challenges without safe havens and trigger warnings. •What I told my son.

SHOW NOTES: Here's just a part of the obituary of my friend and former subordinate, Francis X. McGuire from 2010: "...a unique man whose professional life began as a late night disc-jockey in New York City, led him to serve in the Kennedy White House, work for the ABC network (hiring Ted Koppel), to be on the ground floor side-by-side with Fred Smith during the Fed Ex start-up, and there with Colonel Sanders when he sold." In the mid- to late 70s he wound up working for me at a firm in Princeton, and even I didn't know what he was doing there, and our owner kept trying to fire him in cost-cutting fits, emerging from his office shouting, "Fire McGuire!" I forestalled that with quick thinking and fake assignments. I'm thinking of him now, because Fred Smith, with whom Frank was quite close, just passed away, which is notable because Smith is one of the greatest business leaders of my entire lifetime, in my assessment. So here's to Frank, whom I'm hoping Fred Smith is meeting again, because only God can tell what Frank is supposed to be doing.