Welcome to the Potential LeaderLab, and I am your host, Perry Maughmer. Now, one of the things, and thanks to Hilary Blair who told me this, words create worlds, and we're always in the act of realizing our potential as a leader. And the lab is a mental state, not a physical location where we can experiment. So that kind of gives a little explanation about why we call ourselves what we call ourselves. And I like to think this is where everybody can explore things. We can explore them here. Then, you can experiment with them, so that you can evolve into the leader who makes the world a better place for those you care deeply about. And if you like what you hear or or guess I mean, if you don't, either way, I'd like to have you consider doing 2 things.

1 is leave a review with whatever number of stars reflect your opinion because I I listen to a lot of podcast and and although I understand why people ask for 5 star reviews, there are 5 stars. So you can choose how many you give because, you know, we're always at the moment of choice. And then, more importantly for me is if you do like it, recommend the podcast to some other folks. Because if you do that, and you're talking to folks about the concepts, you have other people you can explore and experiment and evolve alongside. That kind of touches on the best way to lock in concepts, is to talk about them within 24 to 48 hours. So anything that you hear that we talk about that you wanna go check out, you wanna research, you wanna read more about, if you do that within the first 24 hours, you're more likely to create some myelin around those, the synapses. You know, there's a myelin sheath that goes between synapses that connects things and it's gonna increase that likelihood that that you will remember it and be able to use it. So the more you talk about something, the more myelin is built up and the easier the recall is.

So with that, let's get going. Alright. So today, we're gonna talk about, an acronym. I love acronyms. Everybody loves acronyms. Right? So this one's bad, b a d. Now, it stands for something good because it's behaviors, actions, and decisions. Now, it is much simpler than we would like to make it out to be.

Not easy, but it is simple. And that is, with just about anything that we do, if we want a different output, there has to be a different input. Now, we could pretty much just stop right there. It'd be a very short episode, about 2 and a half minutes. But essentially, that's what we're gonna talk about. Now, here's the challenge, our brain gets in the way. Because we often get hijacked and and we have an emotional response to let's call it the feedback. Because that's what happens.

The world gives us feedback. I remember having multiple conversations with, with Lisa, my wife, when the kids were growing up. And and we she was we were always talking about, you know, things that they were doing and behaviors and how, you know, we had to help them with them, which I wholeheartedly agree. But I said at some point, the world will correct it. You know, if if they do choose to listen to us, if they don't, I understand that, But the world will give them the feedback that they need. Now, whether we choose to listen to it or not, that that's a whole another issue. But what we don't wanna do is start blaming all those out outside influences on the thing on the feedback that comes back to us and find fault with the feedback, because that makes us give up our power. If we don't internalize the feedback, we don't listen to the feedback, And I will tell you one of one of my, one of the most interesting things I ever heard and one of the most astute things about feedback I ever heard.

I was doing a 360 evaluation and I got the the, the feedback and, the person that was doing it with me, my coach, said, okay. I want you to get 3 highlighters. A green, a yellow, and a red. And she said, this is all feedback, but you get to choose. See, there there's that word again, choose. We get to choose. And she said, so highlight the stuff in green that you are interested in addressing, that you wanna explore further, that you wanna do something about. Highlight the stuff in yellow that you're not sure about, but you wanna come back and circle back around to.

And then highlight the stuff in red you just aren't gonna do anything about. Because again, it's your choice. Just because you get feedback, doesn't mean you have to do something with all of it. Right? So the the challenge we have is we, you know, the fundamental organizing principle of our brain is, as we know, minimize danger, keep us safe, And then maximize the reward. So anything we perceive as a threat, it's gonna make us feel threatened and shut down. And that's why, oftentimes, you know, feedback is given in a very ineffective way. And the more we understand about how our own brain works and reacts to the world around us, the better we're gonna be at both receiving and delivering feedback. I just had this conversation yesterday with the leadership team, and we were talking about feedback.

And everybody in the group agreed that when you give somebody a more positive feedback and stop, don't don't put, the word but in the sentence. You know, you did a great job today, but you can always do better. Or but we have a bunch of work to do tomorrow. Or but we're only halfway there. Every time you do that, it flips it. And we all instinctively agreed and knew that if we just said, hey, you did a great job today, full stop, that that person would feel better and do more work. And one of the folks in the it was it was pretty amazing because one of the one of the leaders in the group said, yeah, he's been practicing that and experimenting with it with his team. And he found that when he did that, they actually started working harder, doing things that they weren't asked to do.

And his fear, just like everybody else's, is that if we give people great feedback, they're gonna slow they're gonna slack off. They're gonna relax. They're not gonna try as hard. It's really kind of flawed. So it was interesting that he shared that with us because it is something we instinctively know, but we have a hard time doing. Again, simple but not easy. So, the easiest example I can give to you is when you think about this, and I'll use a scale for instance. You I get on a scale every morning, and it gives me a number.

Now, I can get I can look at that number. I can't I can't I don't get angry at the scale. I don't yell at the scale. Scale's just giving me feedback. Now, what it's giving me feedback on is the behaviors, the actions, and the decisions that I took the day before. And so, it's really a great example because it's objective. It's just it doesn't care. The scale the scale is not out to get me.

Right? You step on the scale, there's a number. And then, we have to think about that number and go, is that the number I want? If it's not the number I want, then I'm gonna have to make different decisions, take different actions, and choose different behaviors tomorrow or today. Now, and I'm gonna have to do that a bunch of times during the course of the day. I'm gonna have to make a bunch of decisions on if I get if I eat this, if I do this amount of, exercise, if I take stairs instead of an elevator, if I park further away or closer to where I'm going. All of those things come into play and I can make all these individual decisions. Now, here's the cool thing about this. No judgment whatsoever. My only goal in any of this is that we all own those decisions.

That we make them intentionally, with foresight, into what the result's gonna be when we do, so we don't get frustrated and upset and angry at ourselves, and waste all that emotional energy. Because it doesn't matter what you choose, as long as you intentionally choose it and then own the result of that. Now, this is where one of, I I think, where one of my favorite concepts comes into play. And it's psychological flexibility. Now psychological flexibility comes from, acceptance and commitment therapy. Right? Which I I really am a fan of. I think I'm fond of it. I think it goes to our behavior again and empowers us.

So there are there are 6 steps in psychological flexibility, and which I believe, if we practice these again, these are experiments we have to run. Right? We have to run these experiments for ourselves and we have to do them kind of over and over again in a way that is sustainable for us until they're second nature. So I'm gonna walk through these 6 things and it's not this isn't by by no means is this rocket science. Right? So first thing, this usually the toughest, acceptance. If you've ever heard the phrase, what we resist persists. What we resist persists. So the fact that, you know, when I look at the scale and I get the number back, accept it. That's the number.

Right? Just that's first step. Accept what's going on. Accept the data you're getting back. Accept the feedback. Accept the reality. Always, one of, you know, we we, as as leaders or just as humans, one of the things we have to have is a profound relationship with reality. We have to be able to look at things objectively and and figure out what is, not what we'd want it to be. So number 1, acceptance.

Number 2, detachments from our own thoughts. I'll phrase it like this. Try to observe the movie without getting lost in it. So if we were to take our thoughts and throw them up on a movie screen, it's watching the movie, observing the movie, but not getting lost in the movie. Right? So being able to step back and detach yourself a little bit from your thoughts because you are not your thoughts. Right? And we'll get to that in a minute. A present, that's number 2, so acceptance, detachment from thoughts. 3rd one, present focus perspective.

Sometimes, the easiest way to get present is to use your 5 senses. So, try to notice 2 things that you can hear, see, or feel, or smell. To ground yourself in the moment. You know, feel the desk. Look around and see something outside of your outside of what you were looking at and let it register. Or if you're near something like you might be near a restaurant, smell and let that bring you to the present. So now, we've got acceptance, detachment from our thoughts, and a present focus perspective. Now, the 4th thing, the observing self.

Again, we go back to am I these thoughts Or am I the one aware of these thoughts? See, we are not our thoughts. We are not our emotions. That's not who we are. We have to get to the point where we can step away from it and observe those things. So I'm not my thoughts, but I am the one aware of the thoughts. I wanna be aware of my own thoughts. I don't wanna be my thoughts. Now, number 5, values clarification.

The last two steps have to do with our values and are very very important to this process. So we've accepted, we're detached from our thoughts, we're present focused, we're observing, we're an observing self. Now, we have values clarification. What's most important to me? Deep down inside, what drives me? What motivates me? What do I believe? What are my values? Value clarification. And then the next step is, once I'm clear on that, value enactment. Is the action that I'm taking aligned with my values? Now, so we have acceptance, detachment from thoughts, present focus perspective, observing self, values clarification, and values enactment. Now, just to kind of, I guess, wrap this up in a little bow for this part of it. Essentially, what we're talking about is if some if you're in a conversation with somebody and it gets heated, something somebody says something, and you wanna wind this up in real time, it is based on how do you respond.

And what I'll tell you is if you think to any conversation you've had where you walk away going, I wish I wouldn't have said that or I wish I would have said this or I wish I wouldn't have done that, that's what we're talking about here. We're talking about never doing that again. We're talking about making sure that whatever I say or whatever I do in that moment is a clear reflection of my values, because I'm embodying them and I'm enacting them. So I'm able to accept what's going on, whatever I feel, my sensations, my thoughts, my emotions. I'm able to be present with them. I'm I'm ready I'm able to sit with them. And then I'm able to act in accordance with my values in furtherance of my goals. That's why I believe this is such a powerful thing.

Because if we can exercise that process 50% of the day, it's a huge win. Right? It it matters. Because it is so easy for us not to do that, because we relieve ourselves of the responsibility of our actions. And we often judge other people on there, and we judge other people on their actions, and we judge ourselves on our intentions. Well, I didn't mean to do that. That's not what I meant. That's not that's not what I thought, you know, or the or the famous, I'm sorry you feel that way. Right? But you just have to think about, can you accept it? Can you detach from it? And can you act in accordance with your values? Because here's what happens.

You know, giving up the power of it doesn't relieve you of the responsibility or accountability of your outcomes. Just because you gave power away, just because you decided you weren't gonna exercise psychological flexibility, doesn't mean you're relieved of the responsibility or accountability for your actions. I mean, you you still gonna have to, you know as they say, karma is a bitch. Right? It's still gonna come back around. So you choose you're either gonna deal with it now, or you're gonna deal with it later. You're gonna have the the pain of do the pain. And what I mean by pain is the effort of doing this now or the pain of regret later. So, we're just delaying it.

Because the funny thing is, and this this came up yesterday as well in the meeting we were having, is that oftentimes, we're hostage to the story that our brain creates about things, about situations, about people. Our brain we're not we're not objectively observing the world. Like, we're not, in the old, in the old comics that I used to collect years years ago, there was a character called the Watcher who sat outside of the universe and watched everything that went on objectively. That's not us. We're not at that Archimedean Archimedean point, where we can have absolute, an absolute visual of what's going on, and it's and it's clear to us. And objective. And so we always have to be aware of that. Most of the time when our our actions driven by choice, or they're driven by the story that our brain has created for us because it's gonna shortcut things.

It's it wants to conserve energy. So it's gonna look at a situation and move you forward, whether you want to be moved or not. And my hope is everybody just kind of, as much as they can, recognizes that, and guards against it as much as they can. And just if I've set it up a bunch of different times, but be the conductor on the train, not the passenger. And I think the challenge is, is that most people go through their life being the passenger on the train, thinking that they're the conductor. Now, another reason, another kind of flawed thinking that we have is, is something called hyperbolic discounting. And and again, this plays in it's a cognitive bias and it's called, the another way you can think about it is called it's called present bias. Because we'll as humans, we'll choose smaller immediate rewards rather than larger later rewards.

And and so what happens is if, because our our brains weren't wired to be rational. And so we will usually default to, if given the opportunity, some small reward now versus a longer reward later. And again, it's just it's just called present bias. Whatever we whatever we can get now is of more value to us than something actually more valuable we can get later. So this is another more specific reason that our minds work, our brains work against us. And you'll see, you can see this all the time. And if we if we kind of weave in some existentialism here, we are thrown into the world. Existentialist will talk about our throneness.

T h r o w n n e s, throneness. And what that means is that the concept in existentialism is we were thrown into the world against our will. We didn't choose to be born. And then then we're faced with a series of choices because, Jean Paul Sartre said, existence precedes essence. His thought process was, his belief was, we didn't come into the world with an essence. We came into the world in existence, and then we define our essence through our behavior and our actions. We actually define ourselves over our lifetime by our actions, Because that's the only way you can be defined. Nobody's defined by what they're gonna do, or what they say, or what they think.

They're defined by what they do. And we always have that choice even when it's not the choice we want. That's one of my favorite things about existentialism, is it gives us that power. It gives us the ability to choose over and over and over again. Now, before you can do that, the number one thing you have to do is challenge your beliefs. So we're gonna talk a little bit now about 2 things. And it's really we're just flowing into the rest of this, which is beliefs and behaviors. And this comes up a lot in discussions because we talk a ton about behaviors with people and ourselves.

We think about what behaviors do I need to change? What behaviors do I need other people to change? We we talk a lot in business and leadership about driving behavior change in organizations with your kids, with your spouse, you know, things that you do you don't wanna do. Now what we don't do, is we we don't talk about the beliefs that are underlying the behavior. Because that's where the challenge comes in. If you are convinced against your will, you are you are of the same opinion still. Right? That's the saying. A man convinced against his will is of the same opinion still. So what happens is, if we're not addressing the underlying belief about why the behavior is important, because all of us act in our own minds rationally. We all act logically and rationally in our own minds.

So when we're behaving a certain way, it's on us to dig down and figure out what is the belief underneath that behavior. Why did I why did I say or do that thing? Not not get focused on the actual behavior, but figure out what the motivating factor was in that behavior. Because only when I do that, can I hope to change the behavior? Because I have to challenge the belief, and I have to figure out if I wanna believe something different that it'll enable me to have a different behavior. That's why change don't like the word. That's why I use evolve, but it's one everybody uses. That's why it's so hard. That's why behavior change is so hard because we don't take the time to dig into the beliefs that underline the underlie the behavior. We just wanna focus on the behavior.

Stop doing this or start doing this. So, either one. You wanna start a behavior or stop a behavior. There's all kinds of hacks and tricks and processes, but the majority of them don't take the time to address the underlying belief. And once we tackle that, the behavior is the the outcome. It's it's it's kinda like we all talk about, you know, work the process, don't focus on the outcome. What's the same principle? If all we're focused on is the outcome, which is the behavior, and we're not focused on what's driving the behavior, the chance that we're gonna change it and the likelihood of success is not is not huge. Because our beliefs are essentially like mental attitudes that influence behavior and they're based on knowledge and experience.

And we have a whole host of beliefs about ourselves and others and the world, and they're all biased, because we need those biased beliefs about ourselves and other people in the world to justify our place in it. And that's necessary. We have to have those. Now, the the challenge is, the beliefs aren't fixed, just like behavior isn't fixed. But sometimes, what we do is we lock in these beliefs, and then we move on. We just go, okay. This is what I believe. Done.

Move on. That's the challenge. And I believe, and, I'm I'm toying around with calling it this, the Explore, Experiment, Evolve, that those three e's. Actually, I believe what they're gonna what it's gonna turn into is something called the Freedom Framework. Because it will free us from that process, because we cannot get rid of our biases. We must not get rid of our biases because we need them to survive. We can't we can't reinvent the wheel every time we do something. What I view that freedom framework as, that explore, experiment, evolve, is just a way to continually update our biases, which is, I think, the best we can hope to do.

We just continually update the biases because we're continually updating our beliefs. And and you can pick and choose which ones you do. You don't have to do everything, but some things you probably should revisit from time to time. That's up to you. You choose to revisit as many or as few as you like. I don't judge. All I want people to do is admit what they are or what they aren't doing to themselves. That's the key.

The key is just own it. The key is just have that have that ownership piece of it, which is yes, I choose to believe this and I choose not to think about it, hear any other opinion, or change it. I'm completely okay with that. What I'm not completely okay with is everybody just being lazy and telling me that they're thinking. It's kinda like, I'm not gonna get off on a tangent here. But what happens, there's a lot of people who will tell you they're in a growth mindset. They say, yeah, I'm in a I I love to learn. I'm I I am definitely a growth mindset person.

And then I say, okay, well, how often do you fail? I don't oh, no. Don't. I won't do that. I don't fail. I make sure I do it right. That's not a growth mindset. In a growth mindset, failure is an inevitability. Failure is is where you learn.

Failure is actually the point of growth. So I need to push and fail frequently. If I actually am in a growth mindset, I'm gonna fail a lot. I need to fail a lot, because that's the only place I know that I have an option to grow. Because if I never fail, I don't grow. It's it's like my definition of learning. I developed this years ago and I'm sure it's it's not mine, but it just came to it came to be part of the the sayings that I used as I would tell students when I was teaching a graduate program, if you leave this program, believing all the same things you believe when you got here, something failed. Because if you didn't if you got all As, what did you learn? Because learning is, by definition, as far as I'm concerned, a an outward change in behavior.

How else do you measure learning? If I'm not learning anything, if I if I if I continually behave the exact same way, then I've not learned anything. People say, oh, I read that book. I read this book. I read 10 books. I read 20 books. I read 30 books. Okay. But what what did you get out of them? What impacted you? What changes in behavior have you seen? How have you evolved because of those concepts? Otherwise, yeah, you can read those books, but if you still believe and think the same things you believe and thought before you read the book, If you didn't read the book and go, I'm not sure about that.

I I read a couple in the last year or so that really generated a pretty intense emotional response for me about the concepts they were talking about. They challenged my some of my beliefs. And immediately, I wasn't like, oh, okay. I'll just believe that now. I had to let it sit for a while, go back, revisit it. But they did. They did impact the way I believed because I hadn't thought about those things before. And it's really funny because, the this gentleman named doctor Michael Shermer has this book called The Believing Brain.

And it says, we form our beliefs for a variety of subjective, personal, emotional, and psychological reasons in the context of environments created by families, friends, colleagues, culture, and society at large. After forming our beliefs, we then defend, justify, and rationalize them with a host of intellectual reasons, cogent arguments, and rational explanations. Listen to this sentence. Belief comes first, explanations for beliefs follow. So we believe things, then we explain why we believe them. We don't think about the explanation before. We just adopt a belief, and then we defend it. See, this is why I love the term experiment in that framework, because experiments connote failure.

Experiments, you don't you don't learn until you have data. You test things, and then you base your decisions, and you base your evolution off of things that work and don't work. You know, the foremost reason for our failures or successes is our beliefs and thoughts. It's it is the invisible power that drives our lives. And the quality of our life depends on the beliefs we carry along with us. And they're they're it's almost like we're microchipped, you know, deep deep in your brain. And they're constantly sending out little messages to you about things that you run into in the world and what you should do and how you should act. But we very rarely question the operating system, because we can't see the label from inside the bottle.

We we don't even question a lot of those beliefs. We just behave because we assume they're a truth. And what's even more interesting is that, you know, the from the time we're born, our parents, our culture, our environments are heavily influencing what we think and what we believe. And it's that belief system that creates, you know, the perceptions, emotions, values, habits, and reactions to stimulus. You wanna hear something really scary? The first by the time you're 7, the subconscious mind is already reprogrammed by your life experiences. So by the time you're 7 years old, this this can be, if you let it, this can be set. So some people are walking around today. Still, their operating system is based on whatever they experienced in their life, whatever they heard, whatever they were told, or their experiences were in their life, the first 7 to 8 years they were alive.

We develop these things as kids, and they stick like glue into adulthood. I can tell you I've done a lot, done a lot of thinking about that over the last year or 2 about my, let's and we can call beliefs a bunch of different things. I'll refer to it, as a coping mechanism. You know, our beliefs are really they are kind of a coping mechanism. It kinda makes sense of the world for us. So I have spent a lot of time over the last 12 to 24 months thinking about why I think certain things and what led to me behaving and deciding, and acting the way that I do, and how much of it was still tied to that, the way I grew up. There's no good or bad here. So, we're not judging anything.

All we're talking about is going back and thinking about, okay, why did this happen? And here's the second question. Again, there's nothing wrong with it. So I don't want anybody to think there's something bad about it. What I'm asking you is, is it still serving you and those you care most deeply about? That's the question. And the question that if you answer that question in the affirmative, you're good to go. You don't have to do any of this work. But if you find yourself thinking, you know what? I could there are things that frustrate me about myself that I might wanna address because it would enable me to get a better result for x or y or z, which would help those people that I care about. That's what that's the freedom of this.

The freedom is, you get to choose. That's what's awesome. This is this is, by no means, should make anybody feel bad. It should it should be freeing to you. It should it should take the cuffs off of you. Because everybody feels to at a certain point, we feel trapped because what's I mean, how many times have you said or heard somebody say, well, that's just the way I am. You know, the Popeye response, I am what I am. And we're not.

We're not at all. We're we're not hostage to it. We can be if we let ourselves be, but we're not. We can choose. We have the freedom to choose. So here, I'm gonna give you a, I don't know, half dozen things. Just ideas that you can toss around. And any one of them, try it out.

Experiment with them. Right? So number 1, identify limiting beliefs. What are some beliefs you have about your and start with yourself, then go to people close to you, then go, you know, build some concentric circles and kinda build don't start with the world and work your way in. Start with yourself. What are some limiting beliefs you have about yourself? I mean, I I'll just touch on it, but I had this great conversation this morning with Lisa because she was, she's got some artwork that she's got at a at a gallery and she was pricing it. And I didn't understand her pricing because she was kind of going about it in kind of a structured, kind of regimented way, which is her nature. She's calculating, you know, material cost and how much time and I get all that. But, I felt that she was tremendously undervaluing her artwork.

Because of the impact that it had when I saw it. And so we had this discussion and she's like, Well, I don't think I'm doing that. And I'm like, Alright. That's awesome. And then it couldn't have happened any better. She was talking to the art gallery owner and the lady is like, oh, they were texting and she said, give me a call. So she calls her and the lady that knows our guy is like, we you're are you're severely underpricing your artwork. I have you on the side with more advanced artist and I wouldn't put you there if I didn't think your artwork your artwork was worth more money.

So I'm Lisa, I come downstairs from my office and she's telling me that. And I just walked over and turned around so she could pat me on the back because I was, I was accurate in my in my understanding of her situation. So identify your limiting beliefs. We all have them. She helps me with the same thing. She's she's constantly on me about undervaluing what I do. It's and it's easy to do when you do something that you view as effortless. You know, I watch her create artwork.

It she's just having fun. She isn't working. She's just she's like a whirling dervish out in the garage with paint. Right? And and it's and she just has a great time. It feeds her soul to do it. So it's hard when that when you do that kind of stuff to go, oh, this is worth something. Because you don't feel like it was work. So those are limiting beliefs.

Seek out new perspectives. Talk to people that you care about. Talk to people that you can trust. Talk to people that will give you an alternative point of view, and then listen. Practice mindfulness. Be present. You know, going back to, you know, acceptance and commitment therapy. The number one thing is, you know, gotta be present, gotta be in the moment.

Take some time for self reflection. Think about how your day went And this doesn't have to be this the if you just did this simple thing, takes you a minute, minute and a half. So I'm not talking about hours. I'm not talking to sit somewhere and ponder your navel. I'm saying, at the end of the day, carve some time out. Take 5 minutes and say, what went well? What didn't go well? What would I like to be different tomorrow? And if you answer those three questions every day, you'll be you'll be ahead of 99% of the population. Seek out role models. Find people that are doing the thing that you want.

Find people and ask them. How do you do that? How do you how do you retain? How do you remain so calm? How do you remain so centered? How do you not get hijacked? How do you do whatever? You know, find those people. And then you can learn from them. This next one comes up in almost anything for for getting better, and that's practice gratitude. Just be thankful. Now, I will tell you, here's the kicker, and this is just me, be thankful for everything in your life. Good, bad, and ugly. Not just the good stuff.

Because all of that stuff happens for you, not to you. Because oftentimes, the stuff that we would view as negative at the time provides us with the with the most opportunity later. Get support. We're not this is this is everything life is a team sport. Right? So you don't you're not doing this alone. And then, finally, and I can't say enough about this last one, be patient. You got plenty of time to do this. You're not Don't boil the ocean.

Okay? We don't We're not trying to fix this. This isn't this isn't a project we can put it We can say, oh, did it. This is forever. This is you're done when you're dead. Right? This is a way to live, not a thing to do. So just be patient. Alright, so we've come to the end of our exploration for today. So now, it's up to you to experiment with whatever resonated.

If you believe it will empower personal evolution, so you can become the leader you wanna be. So that you can create a better world for those you care deeply about. I thank you for joining me and being one of the relentless few who are committed to the journey, And I believe, as I think you would, that Seneca was right 100 of years ago when he said, as long as you live, keep learning how to live. And I want to leave you with this thought from Hermann Hess, and then we're done. It seems to me that love is the most important thing in the world. It may be important for great thinkers to examine the world, to explain it, and despise it. But I think it is only important to love the world, not to despise it. Not for us to hate each other, but to be able to regard the world and ourselves and all the beings with love, admiration, and respect.

Take care of yourself and take care of those you care about. We'll see you next time.