The Finding That Next Gear Podcast

Optimism Bias in Entrepreneurship with Dr. Yishai Barkhordari, PhD

Dr. Yishai Barkhordari, PhD
Chief Adaptability Officer, Host of “The Business Couch with Dr. Yishai” Podcast, and Adaptability Coach and Consultant



Episode Summary

Here is another episode of “Finding that Next Gear” with Beau Billington. In this podcast, we interview Dr. Yishai Barkhordari, a psychologist, adaptability hacker, host of “The Business Couch with Dr. Yishai” podcast, and Adaptability Coach and Consultant to entrepreneurs, leaders, and their businesses.

So, an Optimism Bias is where a person is thinking or imagining, we’re creating the best possible case as if that’s exactly what’s gonna happen. So how does it looks like in business setting?

Let’s hear how optimism influences entrepreneur and the entrepreneur’s setting.


Interview with Dr. Yishai
Host: Beau Billington

Beau 00:08
Hello, everybody! Welcome back to another episode of Finding The Next Gear. I got Dr. Yishai back, I think this is a tertiary meeting here. Thanks for joining!

Dr. Yishai 00:15
Their time, It’s been awesome. And I’m really excited to be back.

Beau 00:18
Yeah, always. The discussions with you are always fascinating.
And to me, it’s really interesting how psychology transcends entrepreneurship, and it’s such a big, big, big component like your personality and how that can affect success, failure, etc. So thanks for coming back. Really appreciate it.
Part of jumping in and everything. If you can just give people kind of a quick reminder of who you are and some of your focus areas. I think that’d be appreciated.

Dr. Yishai 00:46
Yeah, so my name is Dr. Yishai Barkhordari. I like to go by Dr. Yishai. So I’m a psychologist, licensed psychologist, and an adaptability expert speaker. I also do coaching and consulting for entrepreneurs, leaders, and their businesses. And I have a host, I’m a host of a podcast called the Business Couch with Dr. Yishai, where psychology and business sit down to chat. So this is absolutely totally my real house.
And I just love talking about this stuff, just so passionate about it. And I draw on that background, the training and experience I have now over a decade of being engaged in psychology and psychological work, to really kind of apply that to the business space, not in a way of being a therapist, to the entrepreneurs or leaders, but rather to understand how psychology impacts every human touchpoint whether it’s for our clients or teams, or ourselves as leaders.

Beau 01:41
It’s great. It’s such a noble idea as well, again, I think because psychology is such a big component of the business. I think it’s a missed opportunity if people aren’t actively evaluating their psyche and how they’re feeling especially in businesses. And I think today’s discussion is pretty interesting to me, in particular, because it’s centered around optimism. And to get prepared for this, cause a little bit of research and there, the boobs of the formed magazine, they’re talking about cognitive bias. And basically, optimism bias is a component of that.
But essentially, they’re talking about how entrepreneurship is right with optimism bias. And essentially, most businesses are out of business by your five that happens from a slew of reasons; it could be from not having a good founding team, money issues, product, market fit, etc.
But also a significant blind spot is this optimism bias, where essentially, these founders and these owners say, hey, this happens to a lot of people, but it’s not going to happen to me. So this can be a significant blind spot. And so you’ll love to have the honor of these conversations. What I’m really interested in kind of learning is how can you temper that and kind of find that the golden mean, where you’re not? Over optimistic, but of course not the inverse, which is the pessimistic side.

Dr. Yishai 03:06
Yeah, I want to really dig into all those pieces. And I think the first thing we’re going to need to do is actually back up and talk about what is optimism bias? And what might contribute to it? And what are the consequences of it?
So, an optimism bias is where a person is thinking or imagining, we’re creating the best possible case, the best possible scenario, as if that’s exactly what’s gonna happen.
So, the way that looks when it comes to business, as you were saying is someone may start a business and they tell themselves, oh, yeah, the vast majority of business is might, need to shutter their doors, and they end up losing money, and they’re not survivable, within five years. But my business, what I’m gonna do, or how I’m gonna approach it is going to turn out in this wonderful, best possible case scenario type of way. Right?
And again, I think that some of this reminds me of an episode, I did episode 150 on my podcast, “Entrepreneur: Never Satisfied Syndrome”, where I talked about how there are two kinds of entrepreneurs, there are futurists, and there are solutionists.
And they kind of work in two different ways. The analogy I use is it’s kind of like MacGyver and Tony Stark Iron Man, where the MacGyver this solutionist finds and figures out that they’re all kinds of complex and simple and big issues, problems.
Steve seems to like to say, and I had him on my podcast, also, he said that aggravation is the core of an entrepreneur, they get frustrated and aggravated about something so much that they figure out how to solve that problem for themselves and for others, and that births the business. And that’s the solutionist approach to entrepreneurship, to having a business to running a business.
The other side of it is a futurist approach where you’re envisioning something that could be better that is better, and envisioning that takes a kind of mind and approach that says, it could be better and I can make it better.
And so that’s the piece of it that connects to this optimism bias. And I think in a sense, it’s not just that you’re one of the other is not just to categorize, but it’s kind of like we have a bit of both, or we have some amount of each.
And so when it comes to the optimism bias, what happens is someone might be so high on that futurist approach on that kind of dimension, that the way they think about things is “my imagination, the way I consider, the way I anticipate or expect things to go is in line with this vision or dream, and could even be a fantasy”. And that’s where people can get into trouble because reality doesn’t always line up with our vision.
In fact, frequently it doesn’t. And that’s where the solutionist piece is really important. And that’s where also being able to kind of handle some of that is. All of that was just to understand that optimism bias is about treating the vision for the future, or what could be as if it already is, or is that as if that’s the baseline or the expectation, rather than saying, this is what it could be. And it might be the case that it takes a lot to get there, or it might not take the shape that I had envisioned it.
And so, the way to understand or recognize that as far as blind spots, and mitigating that is to allow yourself to envision, to actually be intentional about envisioning, and then to take a step back and say, “okay, is this the best-case scenario? Is this the middle of the road? Is this the worst-case scenario?”, take a step back and acknowledge it.
And if you’re going to write it down, if you’re going to put it in a Word doc, are you going to write it down in your journal? Or put it down on paper? Or make your business plan? After you do that, take a step back and grab a pen, and put it at the top, is this optimistic? Is this pessimistic? Is this realistic? And take that step back and ask yourself in a really honest way, and that’s not an easy thing to do.
In fact, I think it’s a good situation, it’s a good suggestion, rather, to take a bit to take a day or two, just leave it to come back to that and ask yourself that question again. “Is this realistic? Has it happened yet? What would need to line up for it to happen? Could anything go wrong? If something did go wrong, what happens?”
So when someone’s in an optimistic space, which really useful to do is to put that down to let yourself have the whole vision, the whole dream, don’t try to cut it off at the knees. Because if you do that, you can actually end up kind of kneecapping yourself in your business for where it could go.

Beau 07:24

Dr. Yishai 07:25
The other side of that is that you don’t want to treat it as if that’s where the business absolutely will go, or where it is today.

Beau 07:34
It’s a great point, it’s all about kind of needed to ground yourself, pull yourself out of the clouds a little bit. I really liked the way you set that up. And I’ll circle back to that in a moment. But you were talking, the first thing I was thinking about was lottery tickets, right? And like, I’ve been guilty of this as well, where you buy a lottery ticket, and you convince yourself that you’re going to win the $600 million jackpot.
Literally, it is insane. And I don’t even know what the probability is of this, but it’s like absolutely less than 1%. And it’s not gonna happen in Ukraine, it happens to somebody, they were right that one day, right? But like, literally to convince yourself with my business, when I started my business, it came with this idea, it kind of evolved into something more, and then I was working on a business plan.
And man, it was grandiose, the numbers. The first three months, I was already kind of replacing my salary, which was not the reality. And it was quite I didn’t realize how far off base I was to be honest just to make sure of them. And I did a lot of this in a vacuum. Like it was me, I was working on a spreadsheet. I bounce numbers off people here and there, but literally there wasn’t an exercise where I was trying to kind of ground myself a little bit.
Now, there’s two, there’s a flip side of that, where if I brought in too large of a committee, then maybe I would have completely assumed the inverse and become complete pessimists. Which scares the hell out of me. And like it serves a purpose. Right? But I feel like optimism suits you one well in entrepreneurship, so long as you’re not in the clouds. And that is just so hard to get a reality check. And it’s something that I don’t want to have struggled with her say, but it’s, I’ve done a pretty good job keeping myself grounded, I’d say after I saw that my forecasts were completely inaccurate.

Dr. Yishai 09:23
And you bring up some really important points that I think are so important. One that you brought up is, look, allowing our head to get into the clouds is actually very important to entrepreneurship.

Beau 09:36
You get created. That’s what I think the most.

Dr. Yishai 09:38
Right. It’s where you can generate something and it gets really exciting. And that’s a huge motivator. In addition to that, if you didn’t have that time period or that opportunity if you didn’t take that opportunity to envision a future that was just really amazing and awesome that fulfilled the mission.

Beau 09:56

Dr. Yishai 09:56
Right? Of your company, of your business, then would you really have gotten off the ground and you talked about that by way, if you’re just so pessimistic, you’re never going to get off the ground. So you need it to get a lift. Right? The other side of that though, is not letting your head only be in the cloud. So, there’s an old saying, there’s a time for everything.
And so there’s a time for your head to be in the clouds, there’s a time to be creative, there’s a time to generate something new, exciting, and to dream and even fantasize and to imagine that it can be like that. The part of the challenge is, for example, the way you were talking about is that timeline thinking that in three months, you were going to do that. As supposed to, chances are it may have happened in reality, but it took just a lot longer.

Beau 10:42
Yeah, I mean, literally, if you look at the time horizon, I initially correct, like, created I’m like, three years behind. I thought I would be which I’m not in a bad situation. Things are great. So right, I was too optimistic. But I think you brought up a great point a second ago that if I didn’t have that optimism, I never would have launched, I never would have corporate America and that, that’s probably a safe thing to say about almost every single business out there. Some are born out of necessity. Others would never have been created if there wasn’t some optimism that hey, I can do this.

Dr. Yishai 11:16

Beau 11:16
And I can do it in a noble new way. On the flip side of that, go back to the pessimistic piece. I actually had this concept two years before I jumped out of corporate America. And I kept talking to people and they’re like, “Oh, why would you jeopardize? You have a good life now. Why would you inject that risk into your life?” Like simple people are already doing that, that’s not an attractive business model. And honestly, it took me from this optimistic 33-year old that was really excited about jumping out and getting this thing moving.
Two years before I candidly, I think I built back the courage to jump out and say, “Hey! These people are naysayers. Just because they have risk, or they don’t want to do this type of thing doesn’t mean that it doesn’t work for me. It really affected me in a profound way. And candidly, maybe it worked out the way it should have, because it helped guard me, and maybe I prepared the business plan that much better outside of the forecasting, but it’s crazy how you can literally experience those extremes, where I’m gonna change the world. And then now, this is a stupid idea.

Dr. Yishai 12:25
And it’s never gonna happen.

Beau 12:26
What am I thinking?

Dr. Yishai 12:28
Yeah. And what you’re pointing out is that, that flip side, that pessimistic side, part of it is that the people around you couldn’t really envision or imagine it. And it can be hard too if they haven’t seen it before. And that might be the people who they are, who are around you, have they had those kinds of experiences or not. But especially when an entrepreneur is entering into blue waters, a space where no one has entered before, or they’re very few have, then it’s not something that other people have envisioned, even if you have people around you, who have had lots of experience.
And so it’s really important to recognize some of those pieces. And as in addition to that, they’re kind of dousing the fire that sparked, the fire that had been growing, or came from this place of doubt, of the uncertainty of not really seeing or being able to see that route or that pathway there or how that could be successful. And I think you alluded to something very important, which is that as a result of it, yes, it delayed your timeline, two years, perhaps it could have started sooner. However, something happened in those two years in your mind.
And in the business process, which is you built into the business more you kind of armored up the business in a way you bulletproof the business in a certain way. Because of those doubts and concerns, you said, “Okay, how do I answer these doubts? How do I respond to this pessimism? How do I imagine or work through some of these potential worst-case scenarios or things that might happen? How do I mitigate that risk?” And that I think is where the pessimism really comes in.
And again, I view this and you’ve said it before, as purposeful, they’re each a tool. And if we try to ignore it, we can end up being dragged down by another one, we can get clipped like our Achilles heel, either by being too optimistic or pessimistic.
However, it’s not just being too much this way or too much that way. It’s if we don’t pay attention to or harness each of them. Because that pessimistic side, that pessimistic piece, it’s there to help understand and anticipate what could go wrong and then to push your brain to consider and work on a strategy or a set of strategies to help mitigate or address that risk.
And even if none of those strategies end up particularly working, what happens is you’ve already put yourself in a place where you’re expecting anticipating, and preparing for strategies and putting yourself in the mindset of engaging strategies and critically thinking for when things do not go as expected in your business, and that’s an incredibly powerful tool.
Again, it needs context. So just like with the optimism bias and the exercise, I encourage you to listen, to engage in, but all those things down on a piece of paper, what could go wrong? How could that go wrong? Why might that go wrong? List out everything that could end up absolutely kneecapping your business. And then one by one, go through that and ask yourself, “Okay, what, what can lead to that? What can I do? How can I mitigate that and work through that and build that into your business plan”, whether or not any of those things come to pass, what you’re doing is you’re also sharpening a skill set, which is the solutionist skill set, right? You’re learning how to MacGyver your business because you’re expecting everything’s gonna fall apart, you’re only gonna have some duct tape, and who knows what else a thumbtack or something right to, to piece it back together.
And what you’re doing is you’re really honing an essential skill, that I like to call that skill and adaptability skill, to really be able to pivot and to work around and to work through challenges, issues, and threats to your business.
It’s so important to harness that. And again, a lot of this is how do you contextualize it? How do you not let one side or the other take over? And I will say, I think sometimes it’s really hard to do that if you’re just doing it alone, doing these exercises can help. And having the right kind of support or support network. People, you can turn to people who can say, of course, you’re thinking and experiencing this, and now what can you do? That’s really powerful.

Beau 16:42
No, I think that’s a phenomenal ploy, that the pessimistic component, though, is so strong. I mean, it’s so striking, literally, from the space where I was gonna change the world into like, what I’m literally wasting, that like, the best years of my life, right, recreate the wheel, and now able to work through it. And I think, what I made was that the conversation that I was having was not with other entrepreneurs, it was with other individuals where that was, a tremendous amount of risk entrepreneurship was for and it also to, there was no interest in it.
And so I surrounded myself with the people that I couldn’t relate to. And so, again, something I’ve learned is that, I probably should have had a conversation with entrepreneurs about the concept, maybe they would have raised the optimism a little bit now, I’m gonna tell you a bit of a curveball here. So a lot of us, especially entrepreneurs, can be extremely optimistic on our businesses, we can become extremely heads down in our business.
And then of course, can lose some of that optimism, right? And I don’t want you to burn out for a myriad of other reasons. It’s been a really tough start of the year for me, just busy. And I’m unable to kind of think about my business strategically, as much as I’d like. That’s where a lot of the optimism comes in. When I can think about my business, when I can think about it, what it could be, I get really excited. Ideas start flowing, the optimism rises, and I feel like I make changes. But it’s really hard to kind of get in that mindset.
And it’s really easy to get in a rut. And the same thing happens to me creatively when it’s time to write. I’ve got to be in the right mindset, in order to start writing and be creative.
So are there any tips tricks that people can maybe work through, think through when they’re maybe lacking some optimism, they’re lacking that spark. And they’re just kind of stuck in the slog and unable to lift their head up and get creative again?

Dr. Yishai 18:43
Yeah, I’m hearing it’s a double-sided problem. So I’m going to point out all this, all the pieces that I’m hearing that I think are really important, because there’s two problems here. One is stuck in the slog. Yeah, the other one is, can’t dream, struggling to dream.
And those two things are gonna need a double-sided solution. So I’m going to simplify here. One is, when you’re stuck in the slog, one piece of it is to recognize that and sometimes that especially for different businesses, every business is going to have a busier season.

Beau 19:16

Dr. Yishai 19:17
And a season that’s less busy. And for some, that’s really kind of predictable. For others, it might not always be so predictable. However, it’s really important to recognize what your busy seasons are. And when your time’s up you have a little more freedom or leeway. And as you can do that, especially if you can anticipate it, what you want to do is you want to bookend beginning and end.

Beau 19:41
That’s a good point.

Dr. Yishai 19:42
Yeah, right. You want to bookend so you can anticipate and prepare for the busiest times. You also want to bookend because right before and after each of that, each of those you want to dream. You want to dream before and you want to dream after.

Beau 19:56
So just to kind of interject it’s really interesting you say that because I might there’s seasonality with my business for sure. First-year in business to scare the hell out of me, honestly. But then your two are like, “Okay, this happened last year, your three is like, this is a pattern”. Yeah, like a pattern. And I guess it slows down towards, like right around, thanksgiving. And there’s a spike kind of beginning December, and then it’s really slow, which is great. And I’ve learned to really enjoy it.
And candidly, to your point, I guess I did this, and to know myself, but that is when I am pretty creative, pretty optimistic. I can have some downtime and think about my business strategically for the next year.
Conversely, when I hit January, that first month is always horrific, just in regards to catching up, everybody’s scrambling, they’re kind of whether or not they’re rested, they’re back. And it’s so you got to get moving.
But I really like your perspective on how maybe I can do a better job of anticipating the downtime and enjoying it and more importantly thinking to myself as well, like, “Hey, this is kind of what I signed up for. This is the pattern, you’re busy in January. And that’s actually a really good thing to be busy.”

Dr. Yishai 21:05
Yeah, it’s another way of looking at that on a micro-level, what people often say is take a little bit of time every day to do some thinking creatively about your business. But like you were saying, there are going to be seasonal moments in your business that you don’t even have those 15 or 20 minutes. And if you do, you’re shoveling food in your face, or you’re grabbing a cup of coffee because you’re just go go go go. And it’s okay to recognize if that’s the case for you and your business.
You know, for some people, they’re able to say, “look, I’m going to intentionally slow down and stay and kind of hold back and maybe I do less, maybe my business doesn’t grow as much as it could in that season.” And some people can be intentional about that. For some, it’s just the time to be hustling. And again, it’s not for me to tell you who you are, or any of you out there.
What kind of entrepreneur you are, you get to make that choice. It’s really about intention. And it’s about seeing and knowing and understanding these patterns, and then setting those intentions.
So, if this is a double-sided problem, or one side of it is you’re stuck in a slog, well, not only is that not a bad thing, you can actually build your business and your timing around that and your way of approaching your business around that. So that you’re dreaming before and you’re dreaming after right, you’re creating a vision, you’re expanding your idea of what your business can be, or you’re kind of making tweaks in a very creative way to strategically Where do you want this business to go.
The time to be thinking about that it’s not when you’re in the middle of the slog, unless in the middle of a slog, something huge happens that tells you, you have to make it a hairpin turn or a really sharp pivot. But separate from that. It’s really something that can wait until later. And you can remind yourself of that. And I would even say if you know when it’s going to slow down again, or the first moment, you’ll even be able to slow down, carve that time out, shove it in your calendar, be like I’m going to take two hours on that day.
And I’m going to get to slow down, maybe I’ll just need to take a break and do a little bit of nothing or just kind of step back from all the slogging and maybe towards the tail end of that time for the following day or the following time you book a two hour block for yourself, you say or a one hour block or even a half hour block, right? Whatever time frame works for you.
You say “okay, this is a time I’m going to let myself consolidate everything that I’ve been doing. And think about where I can envision this going.” And it touches on something else, which is in order to be adaptive, in order to be able to tap into this part of and be creative. We also need to have data and we need to understand patterns in our business. And the better we understand that the less we’re going to get hit kind of out of nowhere, and really blindsided by it.
So I think that’s another really important piece. And it’s not always easy to track. And we don’t always recognize it, which again, is where having the support of someone whose job it is to understand that there are patterns, and to help you recognize that is really useful, really helpful.

Beau 23:58
Yeah, that makes sense. In fact, one of the things that I’m looking into right now is hiring a CEO, or somebody that’s kind of in charge of the ops piece just that they can with the identification, the overall management of kind of everything behind the scenes, so I can go back to the land that I like, which is optimism. Life is great. And we’re gonna change the world.
But that’s super interesting, I appreciate your kind of sharing the perspective on the slog, the patterns, and maybe how folks can better deal with the situation because I need to learn to embrace the busy season because, again, I had about two to three weeks where it was slow. And it was wonderful. But now I’m paying for it. And I think that’s gonna help me get through this week, Dr. Yishai. That’s great.

Dr. Yishai 24:43
Yeah, one thing you can do in the future, it’s so interesting to hear that you had the two or three weeks and it was wonderful and then you the narrative, the story is that you’re paying for it. Well, maybe it’s the other way around, perhaps especially when it comes to the future. You can say I’m going to have a slow season followed by a slog season.

Beau 25:01

Dr. Yishai 25:02
And what does that look like? And how can you set yourself up? It might be the case that if there are things that you can be intentional about expanding your bandwidth, what we’re talking about, by the way, is also overwhelmed when we’re talking about being in the slog in the middle of it is that your kind of load is exceeding your limit. I like to say your carry exceeds your capacity. That’s what overwhelms me. And that’s what it’s there to tell us to do and help us do.
So if you can anticipate that when the slog season is coming, you can then say, “How do I expand my capacity? How do I expand my ability to hold this? And how can I prioritize what pieces of what I’m carrying are going to need to be carrying our most important? How can I make sure that I’m dealing with the most important pieces first?” And there’s so many different strategies for that I actually have and I think we talked about it.
Previously, I had a worksheet on overwhelm, and it has at least a half dozen or a dozen strategies on how to address that. And so much of this comes with being able to anticipate that because of the time where it’s slower, what if you have what if you take or have a day or two? Where all you do is you plan and set up, and really kind of put up the scaffold to hold up the structure, right, you’ve kind of set up that foundation scaffold so that when you need to do all of this, you got all the supports you need, well, then that season is going to be busy, and it may not be quite as overwhelming.
And then afterward, you have the time to take down the scaffold and look back over all of it, and to evaluate and then reevaluate. “How did that season go? How can you set yourself up better for next time? And then how can you look at the kind of broad nature of your business and where you want it to go? And how can you harness that? Is there another way to harness that? Or can you set yourself up in a different way? And what other patterns are coming up?”

Beau 26:51
Sure. That makes sense. And please do share the sheet on being overwhelmed. I feel like a lot of folks, particularly in the entrepreneurial realm. That’s it, that’s a feeling that’s real. I mean, it really is up at 6am. Every morning, I work a lot in the evenings and it’s thrilling and busy, which again, a good problem to have.
But sometimes being overwhelmed can be a real thing. And what I’ve also noticed is a kind of a recurring theme about the way you speak.
And I appreciate that it’s writing it out, and giving yourself the ability and some time to reflect especially you’re talking about optimism bias, are you in the clouds, write it down, take a day, think but I found I write out a lot of stuff myself, and I have found that does help kind of helps me find my Chi, get recentered, refocus. And it could also be as simple as, Why am I doing this? What are my priorities? What’s my “why”? Writing out is critical. And it’s been a helpful tool for me personally. So I appreciate you sharing that. And

Dr. Yishai 27:54
Yeah, I’m glad you pointed that out because it actually fits into a framework that I have, it’s a really simple Triple P framework, three P’s, pause, process, plan, those three things, pause, process, and plan. And that’s basically what I’m inviting you all to do. When I say, slow down, grab a piece of paper, or open up your laptop. And think. Take the time to imagine letting yourself get up into the clouds and put it down on paper.
There’s a lot of processing that can happen, you can anticipate some of that anticipatory, you’re looking at patterns and how you want to deal with that in the future. Or you’re thinking about your future and envisioning the future of your business.
That’s, and the whole thing is, if you don’t slow down and take the time, then there’s no way that’s going to happen. So that’s the pausing, the processing is you sit down, and you do that writing, historically, and there’s been a lot of really interesting research. And so many people get a lot out of journaling. And there are so many different ways to journal, everything from a two-minute journal, which is actually something that I have and do all the time, which is really quick. It can be 90 seconds on a morning or nightly basis, too.
And that’s what it is, the pause process plan can be as little as 90 seconds, that’s the other thing. But there’s so much real benefit to being able to journal because it really helps you to process and it’s a way in which you are allowing yourself to pause. And as you do that, you start to recognize that processing helps you to start formulating a plan, and being intentional about that can absolutely set you up in a way to be more successful or for growth or for handling whatever has happened or is upcoming and both really in a way that can be much more helpful moving forward. So I like to call it the Triple P treatment.

Beau 28:24
Like that.

Dr. Yishai 28:42
Even though you know it’s obviously not psychological treatment, but giving it that pause process and plan, especially when we’re in the midst of or in the middle of something and again, I think another real benefit is you can structure it. You can be intentional and structure it in a way that can take as little as 90 Seconds sure doesn’t have to take two hours, four hours, five hours, you don’t have to do a five-day retreat.

Beau 30:07

Dr. Yishai 30:07
To get at least some of that some of the benefits of that.

Beau 30:11
Well, I think you should trademark the Triple P, I think that’s fantastic. And I totally agree as well, I feel like it. I learned this reactive state these last few weeks that I mentioned, is very, very busy. And I haven’t given myself the opportunity to snap out of it. And I think that you know, putting some time on the calendar, where it’s a minute, two minutes, five minutes, 20 minutes, would be smart, I actually have those entries on my calendar, I just ignore them when I’m super busy. And that’s to my bedroom. So I’ve got like 20 minute, I want to read for 20 minutes every day about this.
And then like five to 10 minutes where I’m thinking about my business with pen and paper. But again, those are the areas that I can deprioritize typically, when I’m super busy, and that’s probably the reason that I’m feeling a little bit overwhelmed this week, with just all the work that I’ve got going on. So I love the perspective. I love the thought of just kind of taking some time to pause the process and plan. And I think all of us could benefit from doing that. So I appreciate you sharing that.

Dr. Yishai 31:08
Yeah, my pleasure. And I think, as you were saying, being overwhelmed is not just because we don’t do the daily things, though, that can contribute when the daily things help create more bandwidth for us, which often they do. But the flip side of that is, sometimes as you were saying, sometimes he’s just that busy in your business, that if you don’t, if you do take the 10 minutes to, to do some of that, or you take your 20 minutes to read and you take your 10 minutes to really think about and set your intentions, then at the end of the day, you still have a half hour of work that you didn’t get to do that you’re still going to have to do and that might be at 1am.

Beau 31:47
That’s where the nicer format, you know, sometimes you gotta hustle, this is the life I chose.

Dr. Yishai 31:51
And so it can be important and helpful to be intentional about that. I think sometimes we also, I heard somebody once say consistency can sometimes be a little overrated. And I think there’s something really to that, because there might be a season in which it’s actually beneficial to let go of that. However, it’s different to let it go and pick it up. This comes back to the bookends concept, right, it’s different to let it go at one point because or when you have something else that needs to take up your time and energy, and effort. It’s another thing to not pick it back up.
When you’re exiting that timeframe and setting yourself up for that, for example by pausing, processing, and then planning for how you’re going to pick it up at the tail end at the other bookend. That’s really powerful and empowering. And I think it also releases us from this idea that I have to do it every single day. Otherwise, I won’t get there, it’s not going to be helpful. Well, it’s one thing if you know, the season that’s busy is 11 months out of the year. So you’re only doing it for one month, versus when it’s one month out of the year, or it’s two weeks now and then maybe three weeks at a later point in time. Or even if it happens three, four times during the year. It’s different when you put it down and pick it up versus thinking to yourself, I just have to do it literally every single day. That’s so much pressure.

Beau 33:10
But that’s so hard though. It’s like working out. You know, like I’ve got to do it every day. The second I stopped doing it. I’ll be unhealthy. It all falls apart. But that’s a topic for another day.

Dr. Yishai 33:19
Yup, it is.

Beau 33:20
Sincerely appreciate you coming on Dr. Yishai. How can people find you?

Dr. Yishai 33:24
And it’s a great question. So the best place to find me if you want to hear more and listen more is the “Business Coach” with Dr. Yishai on my Podcast. In addition to that, you can find me on LinkedIn and reach out to me there if you have any questions or if there’s any way that I can be of further help or insight.

Beau 33:38
Also, thanks so much for your time. I really appreciate it. Always a pleasure.

Dr. Yishai 33:41


Dr. Yishai Barkhordari, PhD

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About Beau


Beau spent over 14 years in enterprise-level software sales and was exposed to high-level talent by working alongside companies such as Apple, AT&T, Amazon, Coca-Cola, and more. 

In this podcast, Beau aims to interview high performing business leaders in the hope that their insights will bring about real change positive change the businesses of his listeners.

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