Conversational Keys and Unlocking Onboarding Success with Jake Stahl

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Onboarding is crucial for both companies and employees as it sets the

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tone for the beginning of a productive

and fulfilling professional relationship.

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However, according to Devlin Peck,

only 69 percent of companies have

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a formal onboarding process for

employees across the company and

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53 percent have an onboarding

program of less than seven days.

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These programs not only don't last

long enough to have meaningful impact,

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they aren't well designed either.

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Welcome to episode 193 of This Shit

Works, a podcast dedicated to all

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things networking, relationship

building, and business development.

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I'm your host, Julie Brown, speaker,

author, and networking coach.

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And today I am joined by Jake Stahl, a

fractional chief learning officer who

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over the past 30 years, has created world

class onboarding programs in six countries

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and has spoken about it in 47 states.

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According to Jake, to hire an employee,

on average, costs the company 18, 000

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just to have them walk through the door.

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Then they have hardware and software

costs, benefits, and their first pay.

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All in all, a company invests well

over 2, 50, 000 before the person even

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sits at their desk for the first time.

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Did you know that the number one reason

that an employee leaves a company in

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their first six months of employment

is because of onboarding or shitty

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onboarding or no onboarding at all.

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And that number is just

increasing by the way.

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So how can companies design onboarding

programs that work, that allow new hires

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to integrate seamlessly into their roles?

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contribute meaningfully to projects and

adapt to the company's processes and

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workflows efficiently and, and build

important inter office relationships.

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Well, we're going to get into all of that

and so much more with our guests today.

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So without further ado, Jake,

it's so wonderful to have you here

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Jake: Good morning and

thank you for having me.

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It's an honor to be here.

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Julie: So onboarding, it's clear that

effective onboarding pivotal for not just

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employers, but the employees as well.

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Could you elaborate a little

on why onboarding holds such

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power within an organization and

then why so many companies are

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failing at onboarding experiences?

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Jake: Yeah.

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So if we think about when we're doing

the hiring process, it's an everybody

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puts their best foot forward process.

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So the company shows its best faces.

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It does its best interview.

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It provides its benefit package

in the salary, all in an effort

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to bring a new employee on board.

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A new employee reciprocates by putting

all their stuff on a resume and

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following up on the interviews and

weighing their options, you know, is

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the payload, but the benefits good.

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So everybody does this same process

of decision making when it comes

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to bringing somebody on board.

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However, Once that courting relationship

is over, then the honeymoon phase starts.

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And if you think about this in the

way of a marriage, you think about if

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you get married and the wedding goes

off without a hitch and you're great,

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and then you go on your honeymoon.

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And it's day after day of stormy

weather, uh, the two of you get into

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an argument because the room's not

as big as you thought it would be.

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It tends to put a taint on the

whole process and it tends to set

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the precedent for whether you're

going to be happy in days to come.

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So if we think about first impressions

being everything, the onboarding

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is the first impression of how a

company is going to take care of you.

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And if they don't take care of you in

the first couple of days, it's really

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tough to get that feeling back again.

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And then to the point you discussed

already in the first six months, people

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tend to leave if they're not happy.

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But that first holiday sets

the stage for all of it.

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Julie: When it comes to onboarding, what

do you think is the ideal length of time?

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What is the most effective

length of time for onboarding?

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Jake: Well, it depends on

what your objectives are.

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Keep in mind that onboarding can take

a lot of different shapes and sizes.

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So let's say you're bringing on

a person in the legal department.

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That onboarding may be just getting

them used to the department, the

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current things that the company is

looking at in the way of cases or

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legal procedures that need to be done.

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In that case, it may be as simple as a

week, but if you bring on somebody in

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customer service or somebody in sales,

you've got a Bigger nut to crack, right?

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Because they need to know what happens

with the customer before it gets to them.

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What are they supposed to do?

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What happens after the customer leaves

them and they need to have full product

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knowledge on everything in the company.

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And that's to say nothing of

integration into the culture, right?

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If I'm not integrated in the culture and

feel good about who I'm working with.

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It can be terrible.

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So even the onboardings, I develop a

mentor program to cover people through

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the first six months of their training,

that they can work with a manager or

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a colleague, and just to get off on a

slight tangent, the funny thing about

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a mentor program is new employees hate

to go to their bosses with questions.

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Cause they don't want to make

the boss think I did a bad hire.

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So they prefer going to another colleague.

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So I always institute a mentor program

to get them comfortable and let them

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know any questions that they have,

they can, they can ask at any time.

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But heading back to your question,

customer service and sales, uh, I've

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already done four week on boardings

with them, depending on what the

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product portfolio looks like.

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The procedures the company has and what

their end goals are for the training,

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Julie: So you mentioned culture, and

often, companies talk about culture,

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but I think it's an often overlooked

part of an onboarding process.

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Like, how are we going to integrate

this person into our culture?

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Help them build relationships.

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You know, the studies are staggering

about, 68 percent of people feel like

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they don't have social connections

at work, which trickles down into,

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40 percent of people feeling that

they don't trust their coworkers.

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And it's because we're not building

relationships and You know, only I

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believe the statistic is off the top of my

head, if I'm remembering correctly, that

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only 25 percent of onboarding programs

create, you know, a part of the program

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being relationship building, cross silo

networking, only 25 percent even have

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that as an objective of onboarding.

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So, When you are creating onboarding

experiences for companies, what are

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the tips, what are the tools create

for them, the processes and frameworks

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you create with them so that you are

creating engagement between seasoned

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employees and new employees from day one,

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Jake: right.

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So when I go into companies, what

I often find is they've committed

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what I call random acts of training.

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And what that means is some people have

certain skill levels and some people

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don't, and some people know about a port,

their whole portfolio and some don't.

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So when the first things I do

is get a level set with the

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company and see who knows what.

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Cause you don't want to assign

them to a mentor that is largely

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unaware of what's going on.

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So part of it is getting a level set

and then making sure the employees

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coming in have that level set.

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But you hit on something earlier,

I would be willing to guarantee

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less than 1 percent of onboarding

programs cover and that's

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generational differences in learning.

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So if you have a Gen X er.

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That comes into a, uh,

millennial environment.

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The millennial environment is

going to be encompassed by learning

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management systems and videos and

go on YouTube and do this and that.

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But if you have a Gen X or, or even

a baby boomer, which is still a

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significant part of the workforce, you

have them come in, you're automatically

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shutting them out of the culture

because they may not be as savvy.

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They may not enjoy it.

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You know, Assimilating

information from a video.

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So part of onboarding should be a

generational look as to how they

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prefer to learn when they come in.

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And then how do you assimilate

a baby boomer into a millennial

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environment or vice versa?

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You know, all those things need to

be taken into consideration when

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you're doing an onboarding program.

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And yet they're largely overlooked.

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Julie: And what do you do?

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I'm very interested in.

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Like you, I work with large companies

and I try to create relationship maps

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across silos and I'm quite interested in

how we can build frameworks, especially

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starting from onboarding, where we

create cross silo relationships that

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actually will grow and will blossom.

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They're not just a one off.

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Like you meet with this person

and then you never see them again.

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Like, what do you think are the most

effective things within onboarding?

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Because people are so in onboarding,

they're so into like, I got to learn

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the rules for my job and the moving

parts of my job to the detriment

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of not being blind to what all the

other moving parts of the company

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Jake: Right.

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Yep.

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And that's an excellent question.

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And I have my own term for this.

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So I'm just going to throw

out maybe new slang for you.

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I always make sure we have what's

called the parade of Kings.

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And what that means is, and that's

actually, I guess, a little sexist.

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So let's say parade of Kings and Queens.

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And so, um, You have introductions to

all of the heads of the departments.

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So part of the onboarding is

let's say the head of HR comes in.

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Hey, I'm Jake head of HR.

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This is what my apartment department does.

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This is who your contacts will be.

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This is when you'll need us.

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This is when you won't and when you

can get a chance as a new hire to talk

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to a department head and feel welcome.

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It is an amazing experience and then I

actually have the directors that they'll

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be dealing with the people who they'll be.

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Working with side by side, I have

them come on to the, the onboarding

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to and have them describe when does

the customer hit their department?

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When does a customer

leave their department?

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Because 1 of the most important things or

the most important pieces of onboarding

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is somebody knowing how much their

job function affects the bottom line.

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And the customer, when you know how much

of an effect you have, you feel better.

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So I make sure they're

introduced to everybody.

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They will be talking to as part of the

process of them dealing with customers.

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And I think it can't be missed.

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It is such a huge part of the process.

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Julie: When you were saying, when you're

meeting with department heads in the

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department heads are saying, this is,

you know, this is when you will need us.

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This is when you won't like, part of

me thinks that is very informative and

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we need information to, you know, make

decisions and know where we stand and

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whatnot, but like, I know one of your

strengths is in conversations and the

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ability to have really good conversations.

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Uh, and so I want to.

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Turn a little bit to the relationships and

conversations that happen within companies

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because I know this is your strong suit.

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Like from the moment we walk through the

door to the wall, however long our tenure

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is, we will have interactions with people.

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And if we can make those interactions

more meaningful through conversation

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through have effective conversation.

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Um, I think that's really important.

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So you have this thing called the

adaptive conversational blueprint.

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And I.

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Do not know what that is.

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So I would love it if you would tell

us a little bit about that and how

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that works within organizations.

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Jake: So my degree is in psychology

and I have multiple certifications

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in neurolinguistic programming.

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And what all of those things teach

you is that if you can make yourself

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Like another person, in other words,

similar in the way they talk in the

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way they act, your bond will grow and

your communication will be better.

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So neuro linguistic programming says

basically you have five modalities, but

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three which are used primarily, which

is visual auditory and kinesthetic.

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So by talking to another person,

I can start to understand the

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way they process information.

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And as I mirror them, their

body gestures, their motions,

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when I move to their cadence of

speech, we start to form a bond.

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But here's the amazing thing, and this has

been proven time and time again, you and

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I could have a great conversation and you

could feel good after that conversation.

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But that feel good doesn't

come from the conversation.

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It comes from talking to me and you

associate that good feeling with me.

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And what that does is that sets a

precedent for all conversations to come.

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And the foundation of this is

really just the listening aspect.

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How much time do I give you to talk

about who you are and what you do?

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And an amazing thing

happens when you do that.

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The more I listen to you and ask you

about you and understand what you

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do, you get kind of a reciprocation

switch that, that clicks in your head.

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And after a while you come back

to me and say, My God, Jake, I've

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done nothing but talk about me.

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So tell me about you.

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And at that time, you are the

most receptive to whatever

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messaging I can give.

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And because I made you feel good about me,

you're going to want to talk to me again.

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So the adaptive conversational

blueprint says, break the conditioning,

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talking while you're thinking about

what you're going to say next or

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listening while thinking about

what you're going to say next.

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I teach you how to

break that conditioning.

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And then I teach you the basics of

neurolinguistic programming so you

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can adapt your conversation on the

fly to make sure you're getting the

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most out of the entire conversation.

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It's fantastic.

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I, I've done this with numerous

companies and the results are incredible.

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And all we're really doing

is teaching you how to talk.

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And listen again,

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Julie: I suck at listening without

my own voice in my head figuring

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out how I'm going to respond.

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And, I don't think it's because I'm a

narcissist and I just want to talk or

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like I want to dominate the conversation.

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I think it's , because of who I

am and what I do, I get so excited

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to talk to people that I let it

like run in my brain too fast.

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And I have a tendency and I, of

cutting people off because I'm

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like, Oh, I just want to like,

Oh, I have to tell you, me too.

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And so.

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What do you do for someone like me

who is I'm not doing it because I

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don't want to learn about that person

I'm just doing it because I get so

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excited talking to other people.

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Jake: part of it is focusing on

what the other person is saying.

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And what I typically have people do is I

have them do what I call the two 10 rule.

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So the two 10 rule says that for every 10

minutes you talk, you generate about two

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minutes of questions in the other person.

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This has been shown time and

time again, public speakers.

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If you're talking for 10 minutes,

I guarantee you've created two

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minutes worth of questions.

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And what winds up happening is people

get excited about the question.

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So I just want to interrupt.

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I just want to say this.

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I need to get the question out of the way.

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So as a speaker, you establish

a cadence for yourself.

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You give yourself two

minutes before you jump in.

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And during that two minutes, you

really focus on what they're saying

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to the point where you repeat some

of the things back that they said.

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So if my wife and I are having a

conversation at the end of the day.

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And she talks a lot of banking

terms, so she'll say, you know,

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Jake, we're dealing with today and

she goes to move on and I'll say.

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ACH and then it forces

her to stop and slow down.

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It makes me have some time to think

about what she's saying and maybe even

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think about what I'm going to say next.

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But the 210 rule basically

wraps police tape around time

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parameters in your conversation.

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And to help people with this, I've

actually had people buy stopwatches.

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And after a while, what happens is you get

so used to this, you create a new habit.

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And what's amazing is your

conversations flourish.

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Not only that, But when you show genuine,

genuine interest in somebody else to

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the point where you don't cut them off.

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Allow them to finish a thought,

your relationship evolves.

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Julie: Yeah, I always feel like I think

what mine comes from is I'm always

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afraid I'm gonna not remember what I

wanted to ask them About the story.

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So instead of letting them continue

the story and then asking my questions

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I'm afraid I'm not going to remember

what I was going to ask them or what

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I was going to say or some pithy thing

I was going to like say to them, you

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Jake: Yeah.

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Julie: it's definitely something

I need to work on for sure.

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And I think it's a by product of being

a professional speaker where literally

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I just talk for an hour and people

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Jake: Right.

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Yep.

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And what's amazing is if you use

this 210 rule during, uh, I've

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done public speaking all over.

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I've been invited to

speak internationally.

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And one thing I've noticed is if you use

a 210 rule during speaking, it's amazing.

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And what the 210 rule in speaking is

for every two minutes that you talk,

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you invite a person An interaction with

the group, like, does this make sense?

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Hey, is everybody with me?

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So you do that every 10

minutes, two minutes.

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And then at the end of 10 minutes,

you kind of go, listen, I've

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been blathering for a while.

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We covered a lot of topics.

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Any questions have come up in the

audience, so you open it up again.

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So what you find happens is, since people

are constantly generating questions

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in their head, you give the audience

a chance to empty their head out to

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focus on what you're going to say next.

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The last public speaker I taught

this to, he was amazed at the

303

: 00:19:05

difference in his presentations

and the audience involvement.

304

: 00:19:07

Julie: So within conversations,

I have heard you say that there

305

: 00:19:12

is a power of using the word.

306

: 00:19:15

The word could versus the word should.

307

: 00:19:19

Tell me a little bit about

308

: 00:19:20

Jake: Yeah, sure, and there's a

lot of power words like that, and

309

: 00:19:23

could and should are super powerful.

310

: 00:19:25

So, think about the last

time you made a decision.

311

: 00:19:29

And that decision did not pan

out and you're thinking, Oh

312

: 00:19:33

God, I should have done that.

313

: 00:19:36

A very good friend of mine used to tell

me you can't shouldn't have anything

314

: 00:19:40

or you can't should have anything

because it's just not possible.

315

: 00:19:44

So reframing these thoughts,

like what should I do to

316

: 00:19:49

reach this revenue this year?

317

: 00:19:52

Change that to could.

318

: 00:19:54

And what winds up happening

is you start to brainstorm.

319

: 00:19:58

About things that you can

do to make that happen.

320

: 00:20:02

Walt Disney had a famous saying, and

it was, I look at what everybody else

321

: 00:20:05

does, and then I do the exact opposite.

322

: 00:20:08

So he never said I should

do what they're doing.

323

: 00:20:10

He said, what can I do, even if it's

not what everybody else is doing?

324

: 00:20:15

And when you start reprogramming your

brain to say that lousy decision,

325

: 00:20:20

that bad refrigerator I bought,

Oh, I should have shopped more.

326

: 00:20:23

Well, could you have shopped more?

327

: 00:20:26

Are you cash strapped?

328

: 00:20:27

Were you time strapped?

329

: 00:20:29

When you start thinking about what you

can do versus what you should do, it

330

: 00:20:33

creates an entire change in mindset.

331

: 00:20:37

But changing the could for

should take some effort.

332

: 00:20:40

For those of us who always say I

should have done this, it's very

333

: 00:20:42

difficult to change into that.

334

: 00:20:45

Let me substitute in the word could,

335

: 00:20:48

Julie: Yeah.

336

: 00:20:49

So, the listeners know that

I love, I'm a Peloton addict.

337

: 00:20:53

I love the tread, the bike,

the mat workouts, the yoga

338

: 00:20:56

workouts, and Jess Sims is one

of the instructors I really enjoy.

339

: 00:21:01

And she always reminds us at the

beginning of every, , workout,

340

: 00:21:05

like you don't have to do this.

341

: 00:21:06

You get to do this.

342

: 00:21:08

And there's so many people,

whether they are sick or, you

343

: 00:21:11

know, for whatever reason, can't

move the way your body moves.

344

: 00:21:15

So you don't have to do it.

345

: 00:21:16

You get to do it.

346

: 00:21:17

And I think that's also, that is chain.

347

: 00:21:20

I love working out, but there are days

where I'm like, ah, I can't believe

348

: 00:21:23

I have to do this this morning.

349

: 00:21:24

No, I don't have to, I get

350

: 00:21:25

Jake: Right.

351

: 00:21:26

And that is a great difference in mindset.

352

: 00:21:29

Another great difference in

mindset is changing nouns to verbs.

353

: 00:21:34

So I, a good example is if somebody

says, I love dogs, you get the idea

354

: 00:21:41

that they, they do love dogs, but

it could be a temporary mindset.

355

: 00:21:44

That's much different than

saying I'm a dog lover that

356

: 00:21:49

implies past, present and future.

357

: 00:21:52

So when you say you like to ride

Peloton instead of saying, you

358

: 00:21:57

know, uh, I like to ride the bike.

359

: 00:22:00

I'm a biker.

360

: 00:22:02

I like to run.

361

: 00:22:02

I'm a runner.

362

: 00:22:04

It starts changing your mindset

to say this is going to happen

363

: 00:22:07

well into the future as well

as happening into the present.

364

: 00:22:11

So all these different

little word changes.

365

: 00:22:14

You know, there was a great book.

366

: 00:22:16

What do we say when we talk to ourselves?

367

: 00:22:17

It, that's a lot of the key

things changing keywords.

368

: 00:22:23

Julie: I think, and I can't remember, it

might have been the book Atomic Habits,

369

: 00:22:26

where it said if you start calling

yourself something, you'll become it.

370

: 00:22:29

Like, if you, if you want to be a runner,

you don't say, oh, I want to be a runner.

371

: 00:22:33

You say, no, I'm a runner.

372

: 00:22:34

Even if you run 10 feet,

you're running, guess what?

373

: 00:22:36

You're a runner.

374

: 00:22:37

So there is.

375

: 00:22:38

power in that.

376

: 00:22:39

It's just a constant reminder

in your brain to do it.

377

: 00:22:44

And I feel like my prefrontal cortex

is already like overloaded with all the

378

: 00:22:49

decisions I have to make every single day.

379

: 00:22:53

And reminding myself of these changes, I

feel like is hard for my, my prefrontal

380

: 00:22:58

cortex is like, aren't we doing all right.

381

: 00:22:59

All right.

382

: 00:22:59

We don't have, you know,

383

: 00:23:02

Jake: Well, making changes one at a

time is definitely helpful as well.

384

: 00:23:05

There's no question that the dieting

market is, is a tough market because

385

: 00:23:10

they ask you to make wholesale changes.

386

: 00:23:12

You wouldn't normally change.

387

: 00:23:14

So the self taught market is the same way.

388

: 00:23:16

Change one piece of self taught for a

month until it becomes a habit, then add

389

: 00:23:22

another in and, uh, it's more manageable.

390

: 00:23:25

Because as humans, we like to think

we have this unlimited amount of

391

: 00:23:28

brain power and honestly, we don't.

392

: 00:23:31

It needs to be chunked out and delivered

in little pieces so we can assimilate it.

393

: 00:23:36

Julie: Yeah, like I just I feel like at

any given moment in my day i'm facing

394

: 00:23:42

decision fatigue and that is also creating

structures around you where you don't

395

: 00:23:45

have to make so many decisions like

plan out what you're gonna wear the

396

: 00:23:48

night before and put out your running

clothes the night before like you're Have

397

: 00:23:52

decisions already made for you so that,

you're not taxing your, decision making

398

: 00:23:57

abilities, so much throughout the day.

399

: 00:24:00

Jake: Yeah, and I just wrote a

newsletter article on this very thing.

400

: 00:24:03

I read that a scientist agreed

that we make close to 30, 000

401

: 00:24:08

decisions in any given day.

402

: 00:24:10

So yeah, decision fatigue is very real.

403

: 00:24:15

Julie: I call it like in my brain,

like the Baskin Robbins is like, if

404

: 00:24:18

you went to an ice cream store and

there was chocolate and vanilla easy

405

: 00:24:21

to, Oh, you wouldn't sit in there

and ha for 40 minutes, but you go.

406

: 00:24:25

To like, an ice cream stand, there's 47.

407

: 00:24:27

You have no idea what you want, because

you don't want to make the wrong idea.

408

: 00:24:31

It's like, it's fucking ice cream.

409

: 00:24:32

Just get an ice cream.

410

: 00:24:33

If you don't like it, get another one.

411

: 00:24:34

Yeah.

412

: 00:24:37

Jake: my mother in law to a diner

just this past week, and it had

413

: 00:24:40

eight pages packed with food choices.

414

: 00:24:44

It's like, this is stressful

picking out a food choice.

415

: 00:24:49

You know, give me five items on the menu.

416

: 00:24:52

And then

417

: 00:24:52

Julie: yeah,

418

: 00:24:52

Jake: from there.

419

: 00:24:54

Julie: I know, I know, I'm like,

literally prefrontal cortexes

420

: 00:24:58

are like, give me a break.

421

: 00:24:59

I mean, I don't know, we probably weren't

designed, evolutionary, to make this

422

: 00:25:05

many fast twitch decisions all day long.

423

: 00:25:09

Jake: what were our choices back then?

424

: 00:25:10

Again, this is what could we have

done versus what should we have done.

425

: 00:25:13

Well, I have to go to the bathroom.

426

: 00:25:16

I know I have to fill my

stomach and I need to be warm.

427

: 00:25:19

So how am I going to

do those three things?

428

: 00:25:20

And we have more to worry about nowadays.

429

: 00:25:24

Julie: Yeah, and , the 30, 000 decisions

a day, it's just, it's, it's, And I

430

: 00:25:30

can't remember the research around

it, but, but how many marketing

431

: 00:25:33

messages our brain sees every day,

like our brains are doing a lot.

432

: 00:25:37

Even if you think they're not doing

anything, they're doing a lot.

433

: 00:25:41

I'm I've tried for years to be a

meditator and I, and I'm, and I'm not.

434

: 00:25:45

Jake: and me

435

: 00:25:46

Julie: I'm

436

: 00:25:47

Jake: I can't either.

437

: 00:25:48

Yeah,

438

: 00:25:49

Julie: like the power of suggestion.

439

: 00:25:50

I am a meditator is not working

for me Jake, but um this woman Um

440

: 00:25:56

ann swanson just sent me this book

meditation for the real world And

441

: 00:26:00

it's about and I just started it.

442

: 00:26:03

And it's literally about just finding

moments of silence within your day

443

: 00:26:08

like even if you're standing even if

you're outside like just close like

444

: 00:26:11

even if you just close your eyes for

10 seconds like Shutting out all of

445

: 00:26:15

the decisions and all the messages

and everything just for a little bit,

446

: 00:26:18

like even if in very minute pieces.

447

: 00:26:20

So I'm, I'm trying that out because I am

never going to be a sit down and meditate

448

: 00:26:26

for 30 minutes a day kind of person.

449

: 00:26:27

It's just not

450

: 00:26:28

Jake: There's a great course that is

given in Neuro Linguistic Programming that

451

: 00:26:33

teaches you how to get out of that rush

mindset and get into a more relaxed state.

452

: 00:26:39

And there's some very basic

exercises you can do to do that.

453

: 00:26:43

And it's hysterical, even though I'm

a master practitioner of it, I still

454

: 00:26:47

don't take the time that I should.

455

: 00:26:49

You just get overwhelmed with

everything under the sun.

456

: 00:26:52

Julie: Yeah.

457

: 00:26:53

I think there's for me, I've

always been a hustler.

458

: 00:26:56

I just, the way I grew up wanting

to get out of certain circumstances

459

: 00:27:01

and make my own life for myself.

460

: 00:27:03

And I think there's part of me in

my evolution where I feel like if I

461

: 00:27:08

slow down, the world will pass me by.

462

: 00:27:11

Like, I will miss something.

463

: 00:27:12

I won't be, , hustling.

464

: 00:27:14

That is a mindset shift I have to work on.

465

: 00:27:16

I'm almost 50 years old.

466

: 00:27:17

I do not have my shit together.

467

: 00:27:19

That is a mindset shift

I still have to work on.

468

: 00:27:24

Jake: into the water and she's a

master diver and she's like, Dad,

469

: 00:27:27

you have the shark mentality.

470

: 00:27:29

You have to keep swimming

just to breathe and live.

471

: 00:27:32

And that's the way it goes.

472

: 00:27:34

So , we're a lot alike in that respect.

473

: 00:27:36

If I'm not constantly moving.

474

: 00:27:38

Julie: Yeah, we're sharks, dude.

475

: 00:27:40

We're sharks.

476

: 00:27:41

We stop moving, we just keel over and die.

477

: 00:27:43

Like, you have to remind ourselves

so that our, our systems will

478

: 00:27:47

continue to work even at rest.

479

: 00:27:49

Oh, so we could have talked about a lot of

480

: 00:27:52

Jake: I know.

481

: 00:27:52

We really could have, we could

have, uh, could have spent a

482

: 00:27:55

Julie: too bad, it's

too bad our time is up.

483

: 00:27:57

We'll have to have a repeat.

484

: 00:27:59

We'll talk

485

: 00:27:59

Jake: We'll have a sequel.

486

: 00:28:01

Julie: Yeah, if you want to learn

more about Jake and the work he does

487

: 00:28:05

with the companies that he works

with and how he could work with your

488

: 00:28:08

company, visit jakestahlconsulting.

489

: 00:28:10

com.

490

: 00:28:11

I will put a link to

that in the show notes.

491

: 00:28:13

And thanks for being here today.

492

: 00:28:14

I really loved our conversation.

493

: 00:28:16

Jake: welcome.

494

: 00:28:16

And people can also find me

on LinkedIn if they choose to.

495

: 00:28:19

So please feel free to, to hit me there.

496

: 00:28:22

But yeah, this was a true pleasure.

497

: 00:28:23

Thanks very much for this

broad span of topics.

498

: 00:28:26

This was wonderful.

499

: 00:28:28

Julie: Right.

500

: 00:28:29

We were everywhere.

501

: 00:28:30

Thanks

502

: 00:28:30

Jake: You're welcome.

503

: 00:28:35

I stayed after probably every

interview, but there really was some

504

: 00:28:38

great stuff in this conversation.

505

: 00:28:41

I think the thing that was most impactful

for me simply because of how easy

506

: 00:28:46

it is to begin to put into practice.

507

: 00:28:49

Was the idea of changing

out nouns for verbs.

508

: 00:28:53

I absolutely loved this.

509

: 00:28:56

It begins that small repetitive

activity, your pattern in your

510

: 00:29:02

brain, that mindset shift.

511

: 00:29:05

That will help propel you to bigger

actions in that in the long run.

512

: 00:29:10

Also the should versus could conversation

and the lesson within that, I think

513

: 00:29:16

that will be something that will

be helpful as I go forward as well.

514

: 00:29:19

And I'm excited to start shifting out.

515

: 00:29:22

Could for, should.

516

: 00:29:24

Okay.

517

: 00:29:24

Onto the drink of the week.

518

: 00:29:25

I'm still in my silver fitness

challenge and we're on day 18.

519

: 00:29:29

Today's date, 18 of that.

520

: 00:29:31

So we have another mocktail for ya.

521

: 00:29:33

It's the Virgin pina colada.

522

: 00:29:35

And if you don't want it,

you know, without alcohol,

523

: 00:29:37

just toss some rum into it.

524

: 00:29:39

This recipe makes four servings.

525

: 00:29:42

And here's what you're going to need.

526

: 00:29:43

Two cups of pineapple juice, three

fourths cups of cream of coconut.

527

: 00:29:48

Very important cream of

coconut, not coconut milk.

528

: 00:29:51

Four cups of ice.

529

: 00:29:53

And then for garnishes pineapple

wedges and maraschino cherries.

530

: 00:29:56

, what you're going to do is you're

going to pour the pineapple juice

531

: 00:29:58

and the cream of coconut into a very

high powered blender, add the ice and

532

: 00:30:02

then blend for like 30 to 60 seconds.

533

: 00:30:05

I put it in my eyeball.

534

: 00:30:06

Like a ninja.

535

: 00:30:07

, blender.

536

: 00:30:08

That's what I do this thing, because

it really can chop up the ice.

537

: 00:30:11

, so blend it until smooth, pour

it into some fancy glasses.

538

: 00:30:14

And then garnish with a

pineapple and cherries.

539

: 00:30:18

All right.

540

: 00:30:19

Friends.

541

: 00:30:20

And it's all for this week.

542

: 00:30:21

If you like what you heard

today, please leave a review

543

: 00:30:23

and subscribe to the podcast.

544

: 00:30:25

Also, please remember to share the podcast

to help it reach a larger audience.

545

: 00:30:29

If you want more.

546

: 00:30:29

Julie Brown that's me.

547

: 00:30:30

You can find my book.

548

: 00:30:31

This shit works on Amazon

or Barnes and noble.

549

: 00:30:33

You can find me on

LinkedIn, Julie Brown BD.

550

: 00:30:36

Just send me a note and let

me know where you found me.

551

: 00:30:38

When you reached out.

552

: 00:30:39

I am Julie Brown underscore BD

on the Instagram, or you can

553

: 00:30:43

pop on over to my website, Julie

Brown, bd.com until next week.

554

: 00:30:46

Cheers.