YouSaid · the spoken record

Jamil Qureshi

lines on the record: 63
first: 2020-12-21
most recent: 2020-12-21
sittings or episodes: 1
sources: podcast

Every line below is reproduced as it was said and linked to the record it came from. Nothing here is summarised or generated. Directory · Search · Corrections

“Listen, thank you for your time today. No, I really, really mean that as well. Yeah, no? Good for the self-esteem. No, I really mean that.”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“So I think that, you know, and again, look, it's probably like my running, isn't it? It's one of those things which are uncomfortable, so I probably don't do it. So what I should do is try and find out more about social media.”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“I'm a bit like an alcoholic who can't get the top off the bottle. I mean, I love the idea of it. I should be doing more. But I just don't. People say that you should. No, if it's not. You should do, yeah. Well, but you know what's funny? My advice that I give people at the moment, if it ain't broke, you should break it. Because, you know, we almost need to give up what's allowing us to be successful to allow us to be successful. Exactly.”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“You're on my website, and to me, people can contact me through my website, but I started using Twitter again, but LinkedIn is great for me.”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“But what do we need in today's society and today's world? And I think we need convergent thinking. I think we need to move back and get into that divergence space again. And who are the most successful people at the moment? People are making really weird connections. This is where Uber and Airbnb and all these things come from. It's from people who are making a connection between two things previously unconnected because they're still divergent. So let's try and create some environments where people are free to explore, experiment, free to break some of the rules, to talk about things which are not easily put together. And I think that that's the best way in which we can see the opportunity and possibilities in this changing model in which we're living.”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“And then we go from divergent thinkers to convergent thinkers. And our careers get better because of it. Our businesses get better because of it. Making simple connections, margins down, okay, we need to do this, revenues down, okay, we need to do that.”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“to train the people rather than fix the environment. People say, oh, I need more innovative people. I don't. We need to train them on innovation. No, you don't. Let's try and create a culture, an environment where people are free to express themselves. The problem we got is that, you know, we're so convergent in our thinking. We start off as divergent thinkers. We start off making really weird connections. I had a six-year-old once asked me, what is the number nine smell like? Amazing question. Probably the best question I've ever been asked with all due respect from the interviewer today. I was going to say, but you know what's the number nine smell like? It's a great question. When was the last time you heard a CEO ask that question? They don't. You know, children ask these divergent questions because they make the connection between two things usually unconnected. And then they go to school. And school says, why are you asking that? We're doing numbers today. Just concentrate on the numbers.”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“If you say to people, where do you have your best ideas and have asked people that question? Where do you have your best ideas? Do you know what? They'll say, well, I'm walking the dog at home when I'm in the shower, just about to fall off the sleep on a commute over breakfast, you know, they'll come up with all recreational drugs. They'll come up with all sorts of stuff. But no one will ever say in a boardroom with some mints on the table and a jug of water. No one will ever say. But where do we try and create ideas in a business? We get them around this boardroom table. At no one ever said, don't get me wrong, you can't get your team in the shower with you. I don't know what it's like around here. Maybe you've tried. That's a team meet. Bring a towel. But yeah, maybe we can't do that, but we've got to find a way of trying to create a more natural environment for people to flourish. And I do say to many organizations, I say to them that you're too quick.”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“for certain tasks, but we may not for another. So I quite like times when I can sit down and read a book or absorb something or think about something and narrow my focus. Sometimes I quite like TV being on, music being on at a phone next to me on a computer because actually I'm sometimes picking up on certain things which for a level of creativity can be quite useful and a bit of provocation, a bit of changeability in my thinking because I get distracted by something and come back to it.”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“This. I'm sorry to tell you, it's not true. You don't multitask better than men. It's true. Amen. It doesn't happen. We're both equally as bad. Now we're both useless at it. So what we do is we do rapid switching. So we don't multitask, we just switch. Exactly. This is why actually, I can't remember what it was a couple of years ago, that the BlackBerry network went down in Abu Dhabi for a weekend from Friday to Monday. It had a 48% decrease in car accidents that weekend. Really? Because as human beings, we don't multitask. You don't check your text and drive well. It doesn't work as a human being. So I think that we are living in an age where it's easy to be distracted and some of these distractions are incredibly useful. We need to come back to greater responsibility and choice. Let's choose when it's fine to do that and when it's fine not to be. And practice these levels of concentration and focus that we may.”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“It's true that we are distracted. I think focus and concentration have to be practised. So many things can be improved. So whether it's resilience, whether it's concentration, whether it's courage, all these things can be practiced. So many think courage, for example. I think courage is like a muscle. The more you exercise it, the stronger it gets. So it's possible to exercise all these things and be better at them. And I think that it's fine to be distracted because it's actually quite nice to have different stimuli and different provocation. And so we just need to choose when it's good to have that provocation and change and when we need to concentrate. We need to practice both. Here's the thing for you is that as human beings we don't multitask. So multitasking is a lie. So for all the girls and all the women watching this or listening to”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“And You know what I mean? So it's not necessarily the experience, it's how we translate that experience and how we channel our feeling into something which could be productive or destructive. You could have become a criminal and a millionaire and got a job as a Tory government. You could be a frontbench MP with those credentials. I'm a millionaire criminal.”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“Like 12, 13, And then, you know, went off to school. But you could have gone the other way as well, couldn't you? Oh, 100%. 100%. You know, with that level of freedom and autonomy, but not the maturity and to deal with that freedom.”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“It's almost easier to get to know ourselves and get to think about life and contextualize things. You know, if we're experiencing things which are outside of our, I guess our normal field of vision.”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“parents when they were young and are becoming super performers being incredibly successful. And the psychology behind it was that you learn independence. It's almost easy if you've got these loving fabulous parents who hopefully many people have got, you're not as independent. Whereas if you lose a parent young, you end up sort of doing things for yourself a little bit earlier. And so maybe that going back to that responsibility, the ownership piece, and having assort yourself out, you know, means that people learn some of the skills which enable their talent to then be used differently in the future. But there is a direct correlation, believe it or not. I wish I could tell you the real psychology and the actual article and the actual piece in the book. But you just reminded me when you're talking about it. So I do think that some people do have these extreme experiences. And I think that”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“Just can't shake. Yeah, yeah. Yeah, I mean, I'm not a psychiatrist, so I don't delve into backgrounds in a way that maybe someone involved in psychiatry would. So as a performance coach, I tend to work with how people are now, basically. And tell me about what you're thinking and doing, what you're trying to achieve. And more so then to try and deconstruct or analyze some of the earlier experiences. So that's not my thing. Having said that, though, you're absolutely right. There seems to be some sort of correlation between extreme experiences and then how people interpret or translate them. And in fact, as you're talking, I was trying to think of the book. I can't think of the book. I wish I could now. And they talk about in this book the fact that so many super successful people, politicians, actors, business people, lost parents when they were young. And there's a direct correlation, believe it or not, it's a direct correlation between people losing.”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“It is always good to think about that end goal, have that purpose, that vision, the mission, what you're seeking to achieve and create. And then think about what those building blocks look like. Because all great achievements are the result of many small achievements. You know, you had Joe Wicks here yesterday. He wasn't super successful overnight. And he probably kissed a lot of frogs. I'm sure he talked about it. His business and career and personal life went in all sorts of different directions, like ours. And it's not necessarily, as we said earlier, it's not necessarily what happens. It's our interpretation of what's happening, which will then enable us to use that as feedback towards something better.”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“Again, it comes back to reframing. If we see it as part and parcel, a stepping stone towards a greater advancement, we're probably more likely to do it. If we see failure of something which we're trying to avoid and it's just awful and it screams to me that I'm useless, then we're probably going to stay within a comfort zone. If we embrace failure, then we see it as part payment towards success until we see it as something which is an active contribution, a stepping stone towards being better. Maybe we're more likely to indulge in it and not have to discomfort that we associate with it. So, you know, I feel that”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“I think it does. I mean, Mohammed Ali said, I hated every moment in the gym, but I did it so I could live the rest of my life like a champion. Yeah, and in a way it's true, isn't it? You know, there are component parts to success. And I think a two really interesting one is, and the one that most people probably relate to, is failure. So people don't like to experience failure. But, you know, for example, failure is part payment towards success. So the price of success is always paid in full and in advance. The price of success is always paid in full and in advance. You can't be successful and you start making mistakes. You can't be successful and start having two hour Zoom calls. In a way, we need to fail. We need to have these awful conversations. We need to kiss lots of frogs. We need to do deals which don't work. And we need to do all these things to enable you to be super successful. So there's lots of things that...”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“Yeah, make me feel bad. I don't want to feel bad. I hate Jenny forever. That just makes me that's how unfit I am and how much I hate other people who are fitter than me. But I mean, interestingly, it proves how fit you are because you said you don't like running because of your knees and swerved in past people. I don't like running because I can't breathe. So you're already winning, right?”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“Okay, well, I'll have a go on it after this. But we should have done. We should have done whole interview on that. I could have killed two birds with one stone.”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“Maybe what I should be saying is I need to go running. No, you don't. Why don't you ride a bike, don't you? Yeah, why don't you stop?”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“I'm convinced of it because running such an unpleasant experience for me, it's a really good example. I can't stand it. But you're absolutely right that I totally agree with you that we do sort of go about our lives trying to moving out of that space of being uncomfortable. This is why we don't have conflict conversations in the workplace. This is why we don't challenge our own thinking. This is why we don't like change. We like to operate from a comfort zone, that's what we do. So yeah, no, I agree with you. I think because running is such an unpleasant experience for me. That's absolutely awful. I'm probably avoiding it because I just don't want the experience. Whereas riding a bike isn't so bad for me. So maybe therefore that instead of sat there at four or five o'clock thinking, golly go running an hour and I really don't want to. I'll go tomorrow.”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“I want to improve my heart and lung health, I think. I've got to because you're young and fit. But I think I've got to an age now where I realize there's more of an importance on exercise. So, you know, before I could just, I'll just do it anyway. I'll have to pick up running every now and then I'll be able to run. I go to the gym every now and then I'll have a great time at the gym for a couple of weeks and then I'll skip it. Yeah, but now it's different. Now I sort of feel at them as though I could be fitter, should be.”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“earning what surprised me at this week where am I experimenting and what have I discovered this week about myself and once we start to talk like that maybe you can sort of I guess apply more consistent thinking and therefore change our doing”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“What did I enjoy today and what did I learn today? There's only two questions on it. And then in the evening, he just answered those questions. That whole year, forget the numbers. I'm not going to look at numbers. I'm just going to answer this question. So I've had a good day. I've had a bad day. Doesn't make any difference. I'll just answer these questions. What did I enjoy today and what did I learn today? He had the best year he ever had, and just answering those questions. And in a way, there always needs to be more simplicity to not using tools and techniques, not to try and apply psychology to a four-year-old. But to just try and consistently enjoy and learn on a daily basis. So I guess in regard to, you know, I'm still prone to say, God, I need to get running. I've been drinking all week. I need to do some exercise at the weekend. And, you know, again, it's falling into the trap of being at the mercy of the shoulds and mus rather than thinking about, you know, what am I enjoying?”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“Irrationality of things what does it mean? So, you know, it's funny because I've had some really good sports people sit in front of me and say, you know, give me, you know, have you got something that makes me better then? And then you give them something and they go away to come back a week later and they say, I tried that, it doesn't work. Have you got anything else? It's a bit like going to the gym, working out for half an hour, going home, looking in the mirror and saying, let's crap that. I don't like the gym. And so, and this is my point that, you know, it's not about tools, gimmicks, and hens. It's about striving every day to be better than what you were yesterday. I work with a golfer who was very, very good, really good. And literally top 10 in the world. He spent a whole year and with just a piece of paper in his pocket. And he used to play with his piece of paper in his pocket. And it used to just say,”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“And so the level of frustration that comes about in regard to being a parent again is my point that all human beings. So, you know, you try all the influence, persuasion, and negotiation and all the psychology and all the techniques that you know, it doesn't work on four-year-olds. It doesn't work on them.”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“I think that, you know, health-wise, I need to take some advice from you. I'll lie down and tell you all about it. I keep meaning to run more to Jimmy Moore. There's always an excuse. So, you know, under most demotivated motivational speaking, life's pretty shit. So yeah, so I think I need to work out more. I'll tell you the one thing that gets me, and I got three children. I've got four-year-old twin girls and a nine-year-old boy. As a psychologist, I'm pretty good at, I've sat in front of some pretty difficult clients, some really difficult clients. Some people have the absolute top of their profession and are fucking screwed in their thinking. And, you know, and I've dealt with it. Four-year-olds and nine-year-olds just do me. I can't, you know, I just try and apply psychology to it.”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“And twos, and think that 500 people is that sort of five people who put two. It was all right. I just think, fucker. But I'd be wondering why. What did I do wrong? It's unbelievable. It's unbelievable. The amount of times I've sat in front of an audience and, you know, maybe 300 people there and there's someone with their arms folded like that. And they're just like, I think he doesn't look engaged. And so out of 300 people, most people writing down things or nodding or smiling or whatever it is, it's amazing how many times I can pick out the one person who doesn't seem to be enjoying it.”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“On the amount of time, so as you know, I've been a guest speaker for 10 years now. So when the world was normal insane, I would go off four days a week anywhere in the world, so twice a week I was abroad, and I'd speak to a few hundred people. I'd stand on stage, I'd do an hour's talk about performance psychology, and I'd come off. So I did that for 10 years, four times a week. But I'd often come off and think, cause that any good. I say to the stake, at stake a lot of come up to me and say that, you know, that was really brilliant. It's just exactly what we're after. Perfect. Are you happy? Oh, yeah, yeah, it's exactly what we're after, but you sort of covered the brief. Yeah, yes, yeah, absolutely. It's exactly what I said, well, send me an email, let me know what the feedback. And then maybe even get some feedback, which is like, you know, you get sort of scored out of five in terms of like 97% five. I'd be scouring for the threes.”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“Where are human? Because we're all human. You know, we're all prone to make mistakes in our doing and our thinking. And I think that better never stops. So therefore, we've got to continually adjust. We don't find hints, tips, gimmicks that make us better. And then we just apply them regularly and it works. So I guess there's a level of inconsistency, which is reflective of the fact that I'm a human being who tries to do better, you know. Give me an example on a regular basis.”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“Is that to be part of something which is worthwhile and meaningful and sell a big vision and tell the right story and engage people emotionally?”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“Necessarily, what they're seeking to do, but what they're seeking to create. And maybe there's a lesson for all of us who manage teams that maybe it's not about trying to get people to do stuff. It's about people to create stuff.”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“Yeah, you think about it. An example I give you is going to JFK. Well, yeah, I mean, JFK, you think that JFK's speech about put a man on the moon? You should read it, actually, rather than look at it It's a rubbish speech when you read it. And the reason why is that there's no logic to it until there's no rationality. So he says we'll put a man on the moon. And the reason why he gives that we should put a man on the moon is because it's hard and not easy. Which is a rubbish reason they do anything. It's hard and not easy. That's why we're going to do it. But not only did they end up doing this, it mobilized a whole nation behind the space race and a whole nation behind science, in fact. The reason why was that because logic was low, inspiration was high. It was such a literally a moonshot. It was literally such a big goal and so ambitious, so expansive that people bought into the dream. And I wonder whether, and I don't know the examples you gave at Steve Jobs and Elon Musk, whether people just buy into that dream, you know, buy into what they...”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“So there are lots of companies with mission statements, but very few on a mission. And I guess that when it comes back to the point I made earlier that passion being a significant multiplier of human potential, I guess that these people have the ability to engage people. So to tell a story, to inspire and motivate. So I guess that there's no doubt lots of logic. There is no doubt lots of rationality, which is used in their management leadership style. But what you're describing to me and the people that you're describing, I think you can really get behind something that someone passionately believes in and is something which is worthwhile and purposeful on such a grand scale. So I think when they're talking about things which will change humanity, I think it's possible for us to be swept along and on that particular vision. So maybe it does.”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“You know what I mean? Yeah, I mean, I think a couple of things. I guess that, you know, you find what works for you. I think what they have on their side is they have a really big. Purpose statement. It's a really big mission.”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“We look at our organizations or teams as a community instead of as a team or an organization. At the moment, communities are outperforming bureaucracies and hierarchies when it comes to maximizing human talent. So let's try and form a community. Let's co-author and co-create. And then let's have a look at peer recognition, peer coaching, peer challenge. It doesn't need to be a top-down thing done to people. It can be something which can happen from the inside out. You know, it's meaningful when something is endorsed by others that you feel an affinity with”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“So, you think that management has been around for about 100 years? And the reason why management's been around for about 100 years is to reduce variance, because then you can scale. So business has got bigger, a lot bigger a hundred years ago, and because of the ability to keep people habitual. So because we've become conditioned to do this and everything around us keeps us in a pattern that we quite like being in. As soon as you start to move outside of that, there's a level of discomfort. So I guess leaders can allow people to make change at an embrace change. I guess there's a few points. One, it's always best if it's co-authored and co-created. Right. So let's involve people in what that change.”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“at a time when I haven't determined a result of it. As human beings we like patterns, that's good and it's bad. And it works in our favour sometimes, sometimes it doesn't. Then we like patterns and so we like consistency and we compartmentalize. I get a viewpoint on the world. And in fact, if you look at the office is a good example. The office is a great example of keeping people in patterns. You've got your phone on your desk here, your computer there. coming at a certain time, working a certain way, take your lunch at a certain time. So we're conditioned to work in a way which is reflective of the consistency, which takes out variance in business.”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“I think people don't like change because they don't know what it results in. And I think that's one of the things. So let's take moving your desk. For 10 years in a particular office, and you said, you know what? You need to move down the corridor. I'm going to make a move. People went like that in the slightest. If you said to them that, you know, you need to move down the corridor. We really appreciate the move. We're going to give you a million pounds at the end of the year because of it. They'll be trotting off with a potted plant in hand. I guarantee it. So I think that because people don't necessarily know what it results in, why should we invest in doing something different, which is uncomfortable because it goes against our mental tram lines, our habitual thinking? So now you're asking me to compromise my patterns, and I don't know what for. I don't know what's going to result in. It could be good, it could be bad. So therefore, I'm not sure I want to go to the trouble of investing in this channel.”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“Yeah, yeah. And I think that, you know, and I think that how can we learn faster and better if we're not proactive lifelong learners? And so, you know, and I think that, you know, learning isn't necessarily about being taught. We don't necessarily need teachers. It's a strive for greater curiosity. I think curiosity is worth more than creativity at the moment. But as a strive for greater curiosity, it's a matter of being open-minded. It's a matter of being agile in our thinking so we can deploy resource to opportunity as it becomes visible. It's about self-discovery. So it's about a variety of things which are based not necessarily upon traditional learning, but more in the way in which we can open our mind up to experimentation and feedback and understanding ourselves differently. And I think the best leaders have this ability to”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“Yeah, I think it's true. I think that I would say that our only sustainable competitive advantage is to learn faster and better than your competitors. So, you know, and you think about that for a business, you think about that for a leader, you know, you think about it as a sportsman is probably true, isn't it? Our only sustainable competitive advantage is just learn faster and better than anyone else”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“And the focus on responsibility has never been higher, mainly because we've been asked to stay apart. People are having to determine their own work schedules. People have to determine their own working week. They're going to have to take responsibility for driving the best outcomes. And whilst they're not surrounded by team or working with directly with a leader. So there's been a greater call for responsibility. I wonder whether, in answer to your question, and I don't know the answer to this, I wonder whether we'll see a... Better shift or greater shift towards more responsibility in the Western world. Could I agree with you? I think that many of us will see ourselves as a victim of circumstance and situation and not necessarily see the beauty in the chaos because of it.”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“Need to simply learn to dance on a shifting carpet, not see the rug being pulled from under our feet. Life is a game of continual adjustment and it doesn't matter what happens. It's how we react and respond to it to determine those best opportunities or outcomes. And I think that, you know, it's funny because in this year I'm working with a lot of businesses on culture, on team, people's strategies.”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“all about choice for me, and I absolutely guarantee you now that circumstance and situation is not a predictor of success because we know of people who are born into privilege. Their great role models had good access to opportunity, to wealth, they had good guidance and good support, and they ended up dying heroin addicts in prison. We know some people born with a physical disadvantage, now the lack of good role models, now the lack of guidance, lack of support, lack of opportunity, Dagri to be some of the most successful people who have ever walked this earth. So it proves beyond doubt that attitude is more important than intelligence or fact.”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“Okay, that's a big one. You promised me some easy questions. No. So responsibility is huge. It's just massive. It's one of the predeterminants of successful outcomes is our ability to take ownership and accountability. So circumstance and situation, push and pull us in different directions on a daily basis. The world is complex, it's uncertain, it's unpredictable, all of those things. The people who perform best have huge levels of response ability, an ability to respond to those circumstances and situation no matter what they are, to drive the best outcomes or opportunities. So we said it is a circle of concern, water cooler conversations, the stuff that's going on around us, circumstance, situation, incidents and accidents, then there's a circle of influence. That's what it's about. So responsibility.”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“Perspective, isn't it? And I think, do you know it's funny because again, so many sports people I work with, business people who will lose perspective. They'll lose a tournament and it's dreadful. They'll win a tournament, I've made it. This is a turning point for me. They win a big contract in business. And this is us now. We're set up or they lose a contract. And life has never been so dreadful. But I think that we need a better perspective on things. So our ability to think more long term and to be more forgiving, to understand with more reality at what's good and what's not so good is probably a way forwards.”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“But with teams before in business and in sport, who have actually weakened the strength by trying to strengthen a weakness. If you think about it, it's ridiculous. I actually weaken the strength by trying to strengthen a weakness we need to be careful. So I think understanding what's good about us, understanding where our behaviors come from in regard to the thinking before it, and then reframing some of those words and pictures. And I guess that's what you've done with your gym example, is I guess change some of the words and pictures in your head to therefore feel differently, which has resulted you in acting differently.”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT
“They never made big changes small changes. So I'm a big believer in the one degree of change. If you take two parallel lines and you move one by one degree, it may not seem much at first, but it's a really big difference between where you start and where you end up. So everyone's trying to make a dramatic change, trying to see change, from tomorrow I'm going to be different. I think it's about doing something a little bit more than what we've been doing it and a bit more consistently. And then the other thing with these people who obtained, you know, what I call super achievements at home, so they did really, really well, is that they actually worked on their strengths. They started to understand what was good about them and do that some more. So we think to be better as human beings, I think to be better as a business or a team of people, we need to fix our weaknesses. I'm not sure that's true. I actually think it's more about understanding our strengths than playing to them.”
2020-12-21 · The Diary of a CEO · World Leading Psychologist: How to Succeed in Life & Work - Jamil Qureshi · IDENTIFIED FROM THE TRANSCRIPT