Culture
How to Shape a Legacy Part 4: Legacy at Work
In the final part of the 'How to Shape a Legacy' series, Bob Rogers explores the concept of legacy within the workplace and its broader implications. He emphasizes that our legacies are ulti...
How to Shape a Legacy Part 4: Legacy at Work
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Interactive Transcript
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I don't care what you think your legacy is.
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The world will say what your legacy is.
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I'm told that Joe Biden had on his desk a little sign.
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Lots of presidents had signs on their desk.
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There was the famous one from Harry Truman of the buck stops here.
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There was one on Ronald Reagan's desk that supposedly said, there's no limit to what
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you can achieve if you don't care who gets the credit.
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And supposedly there was one on Joe Biden's desk that's a cartoon from the comic strip,
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Hegar the horrible.
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And in it, the Viking ship has just been struck by lightning.
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It is on fire and sinking.
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And Hegar shakes his fist at the sky and says, why me?
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And the voice of God comes back down the other direction.
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Why not?
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And that may be his legacy.
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He may have his own notion of what his legacy should be, but the world will decide what
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his legacy is.
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And he may or may not like it.
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It may or may not treat him in a way that he thinks is fair to him.
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But I think that's the walk all of us must walk.
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Hi, everyone.
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It's my guys, and this is part four, the final part of our Masters of Storytelling
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Many series, How to Shape a Legacy.
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That was Bob Rogers, the man who puts the BR and BRC imagination arts.
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And I love that Bob started this episode the same way Rich kicked off the series with
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the story of Joe.
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A good reminder that what happens to us isn't really up to us.
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But great legacies tend to be the result of someone consistently doing the right thing
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despite the easy path.
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In fact, it's that good example that is the gift that is a legacy.
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It's the gift of information, the gift of insight, the gift of a different path.
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Those are the things that I'll live us.
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It's like they say in the musical Hamilton.
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Legacy is planting seeds in a garden you'll never get to see.
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It felt a little disingenuous to me to be hosting a mini-series on legacy without
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acknowledging the legacy that we at BRC enjoy.
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So I wanted to wrap up the series with the story about legacy at work.
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In the event that you're new to this show, this series and or have no idea who or what
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BRC is or does.
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Okay, I asked Chad Gpp, I swear to God, I went to Chad Gpp and I said, why is BRC an
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iconic themed entertainment company?
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And it gave me a list of seven reasons.
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The first one was excellence, the last was our bespoke approach.
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Number four on the list.
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Visionary leadership.
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Author, speaker, filmmaker and mentor, magician, mentor, entrepreneur, thought
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leader.
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I think anyone who knows Bob will tell you, it's one thing to attract great people.
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Quite another to hold them together.
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We should all aspire to be the kind of leader people follow voluntarily.
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Quick note, I recorded this interview in Bob's office at her headquarters in Burbank,
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California.
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It was a beautiful day and I couldn't bring myself to sit in the dark.
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So please excuse the occasional sound of mufflers, motorcycles and the gentle
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hum of the freeway that sits outside Bob's window.
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Last thing before we do the do, I have to give a special shout out to the sponsor of this
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mini series, The World Experience Organization, a global institution dedicated to promoting
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the experience economy, improving the quality of experiences and enhancing the opportunities
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for experiential creators worldwide.
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From the incredible team of storytellers at BRC Imagination Arts, I'm Maya Geiss,
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and this is Master's of Storytelling.
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Legacy is inheritance.
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All of us are standing on the shoulders of giants. We build upon the foundation that
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was created by the practitioners and the artists and people who came before us in a field.
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And hopefully we build on that foundation and leave a foundation that's improved
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for those who come after.
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We did some work for the Martin Luther King family, where we came up with a theme for a museum
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project that they were trying to do about Dr. King. And the whole idea was that the Civil Rights
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Movement is not in any way finished, that the Ministry of Dr. King was built on the work of
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people before him. And now that legacy passes on to you, the torches pass to you to take it forward
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in the next steps. It's not going to be a ministry that will be complete in necessarily our lifetime.
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But the idea is that we all have a responsibility to move it forward. And I thought that was
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wonderfully humble of them to position it that way, but it's absolutely the truth.
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And that's a model for at least my notion of legacy is that you inherit
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certain things. And it's up to you to build upon them and leave a better place, a better foundation
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that others will then come and build on and extend beyond your dream, beyond what you achieved.
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And you have a responsibility to leave the world improved.
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A responsibility that can only be realized if we're committed to playing the long game.
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Your legacy is something that you build gradually throughout your whole life or a whole career.
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You build it with hundreds and thousands of little acts, little things that accumulate.
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I'm reminded of the story of the rich man who after a long life passes away and goes up to heaven
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and St. Peter is escorting him through all of the places that were promised where you will dwell in heaven.
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And he's passing all of these huge mansions and he's curious. So who lives there? Oh, that was your servant.
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He was a very good man. And you know, he that's his and the rich man thinks, oh wow, if my servant
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gets that house, what house do they have for me? Well, they keep walking through all the mansions
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and the homes start getting smaller and more modest and more modest. And finally,
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they come to the far edge of heaven where they stop in front of a complete hovel made of sticks
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and bushes, many of which have thorns in them. And the rich, that's for me.
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Well, St. Peter, we did the best we could, but you didn't give us very much to build with.
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And that's how a legacy is built. It's built with lots of little things. Do you have a favorite legacy
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story? There's so much to choose from. Here's a random one just out of the blue.
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George Washington did a number of things that left a legacy that we still benefit from today and a
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lot of them we are not aware of. Everyone is very aware of the fact that after winning the
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Revolutionary War, he did something that no general that is ever won a Revolutionary War has done.
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He resigned his commission. In every case in the history of humankind, what happened
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at that point for everybody else was that they made themselves king. Instead, he resigned his
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commission. And then when they elected him president, he served two terms and then said two terms
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is enough for any man. And he elected not to run again, whereas in history, in all cases where
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something like that came up, the leader would try to make themselves leader for life were king.
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We're very aware of those two things about Washington. One of the other little subtle things that
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we don't think about that we don't talk about much is when he was first elected president.
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There was this grand sort of not really a parade, but it was a caravan coming up from Mount Vernon going
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up to New York where he was to be sworn in. And along the way he wore his full dress military uniform
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yet event after event and there were parades and all kinds of things. And when he got to New York,
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he showed up for his inauguration in an American-made brown business man's suit. Signalling
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that the business of America was business and also signaling that he was not a king.
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And to this day, the president of the United States, unlike leaders of many other countries,
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always wears a business suit, not a military uniform. That's profound. And it comes from that
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simple gesture where he understood that as he stepped from one life to the next,
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that he understood he was setting a precedent. And that's an interesting legacy that nobody thinks
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about. The lessons of history are full of great examples of things like that.
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That's so interesting. Trump, he's bucked all presidents. Anyway, the things have been done before.
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He's just completely thrown it out the window. And so now we're left to see how that affects
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itself in time. What president remains and what's a new precedent that he's now set. Social media is
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use of Twitter, like that changed everything. All of us have a responsibility to leave the world
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a better place. And it's a really good reason for it because the civility of human beings is fragile.
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It can come apart very easily. And the fact that we are pleasant to one another and that we get
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along, that's not to be taken for granted. That's the work. I believe it was Dr. King who said that the
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arc of history bends toward justice, meaning that it isn't always just. It isn't always
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fair. It isn't always the way that we think it should be, but that over time it tends to bend
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in the positive direction. But all of us have a role to play in making it so.
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And there are many legacies that fall much closer to home, especially in the arts and creative
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industries. There are a number of individuals whose vision and insatiable appetite for pushing
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the envelope of what's possible that have allowed all of us to dream as big as we do today.
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From our industry, an interesting one to think about is Walt Disney. Walt Disney's career
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really spanned from about 1926-27 to 1966 when he passed away. That's only 40 years.
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But think of any other creative talent in any field of show business who was at their peak during
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that period. And to what extent does the world remember their names? My professor in film school,
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one of them said, by 100 years from today, the only people we will remember from the first 50
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years of motion pictures will be Charlie Chaplin and Walt Disney. And lately I have been worried
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about Charlie Chaplin. And it's true. Now here 50 years after he said that, there are many,
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many people who do not know who Charlie Chaplin was or know of his films. But Walt Disney is a name
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almost everybody on the planet seems to know. That's a legacy. That's a legacy. And when you take it
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apart, the legacy that Walt Disney left was not necessarily any particular film or any particular
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story. It was a set of values, a way of thinking about things, the creation of Disneyland. In 1955,
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it really set off a wave of design and storytelling and placemaking that is still reverberating
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around the world today. When you think about the areas that it has been applied to, the idea,
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concepts of placemaking and storytelling with place that were really articulated so beautifully
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with Disneyland, you think of how it is reached gambling casinos and in some cases shopping malls
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and certainly museums and certainly brand experiences, etc, etc. And it's only now starting to
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reach into other places. We certainly have proven that we know how to design a hospital
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interior so that it makes people feel sicker than they really are.
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And we're only beginning to figure out how to use the placemaking tools of themed entertainment
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in order to perhaps design a hospital that makes people feel healthier than they really are.
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From our hopeplough? Yes, and that's a legacy. That's a legacy because that affects not just the things
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that the Disney organization does but the things that all of us do.
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Getting to BRC in Bob's legacy, I wanted to understand his measure of excellence. So I asked him,
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how do you define great work? We have a mission statement on our wall and we want to live up to it
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and it's placed on a wall in our kitchen in the office where everybody sees it a couple of times
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at age, time they go for a cup of coffee or a bite to eat. And it says, in every visitor center
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we create and in every heart we touch, we strive to leave the world a better place by awakening
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the best in people. And we are sincere about that. We want to live up to that and a lot of it it
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starts with just loving and respecting your audience. Thinking these people have decided to come
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to our attraction today and spend their money, whoever it is, the most precious thing they've
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got is their time. And they've elected to give us some of their time. And out of gratitude and
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respect for that we should in turn make sure that their visit was meaningful to them personally,
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not just to the whoever paid us to do this, to make sure that it was meaningful to them,
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that it helped to bring them together in their group and make it very worthwhile. I'll give you a
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very concrete example. When we went to do mystery lodge at Nottsbury Farm, we were doing an adaptation
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of a project that had worked very well at the Vancouver World's Fair. And at the Vancouver World's
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Fair, the whole story took its context from the world's fair itself. Here was all of these
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images of the future and was this really a future that was going to be better for people or was it
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going to be less good? Where in all this steel and glass is the human soul? Are these machines making
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us more like people or more like machines? Well, when you move that to Nottsbury Farm and you put it
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in ghost town, which is the land where they were going to locate there so it won't work that way.
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That story won't work. So we needed to reinvent the story. So we spent time studying the Nottsbury
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Farm audience. How was it different from other audiences? Who were these people? And we of course
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read all of the demographics, the income levels, what are the age ranges, blah, blah, blah.
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And that was sort of a mechanical look at the audience. But we also went out and we got to know
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the audience on a one-on-one basis, but we would stand in line for rides that we did not intend to ride.
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And we would strike up conversations with the families around us. There was a restaurant at Notts
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where they seated everyone's family style and shared tables, picnic benches. And we would sit there
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having iced tea all afternoon and strike up conversations with people. And just sort of observe.
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And one of the things we observed was that it was more multicultural than most parks.
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It was also because the admission price was lower, it tended to get a much broader income
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demographic. So you got the great heart of America. You got the teachers. You got the firemen.
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People on the military, the people that make America a terrific place to be and that make America work.
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But most important, we saw that unlike other parks, especially in Southern California,
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there seemed to be more multi-generational families, not just parents with their kids, but very often
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grandparents, parents, and grandchildren. And on quite a few occasions, you would see
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four generation families. There was grandma and the wheelchair being pushed. And right next to her
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is the great granddaughter and the stroller being pushed. So based on this, we devised a presentation
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which was true to the Native Canadian culture that it was based on. The importance of passing on
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culture from one generation to the next. Spending time with the people that you love, we devised the
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story in which a native storyteller greets us and says that he's just had an encounter with
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the owl of death. And he thinks he whispered his name. And some people say that when the
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owl whispers your name, it means your time to die has come. And that's of course just a silly
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superstition. Nobody believes that, but even so. I got me thinking over my own life.
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And my thoughts carried me back to another time long ago when the old ways were strong
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and the magic was real. And at that point, the magic starts to happen and the
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smoke rising from his fire starts to twist and shape itself into the ghosts and demons of his
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story. And as he tells his story, he's thinking back over the course of his life,
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thinking about what made his life great. And he comes to the conclusion that what really made it
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wonderful was the time he spent with the people he loved. Well, guess what? Everybody in the
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audience is doing today. And it's also a multi-generational family. It's also a multicultural fund.
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This was also about passing on the things that were good and true about the culture that you come
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from and making sure you endow your children and grandchildren with that. So in the end,
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it's finding the right story that's going to find the best in your audience. Make them feel
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great about their day. And if possible, connect that great feeling with the place that gave it to
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them. But most important, just make sure that you're respecting and loving the audience that makes
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your profession possible. That's the way of saying thank you. And that should be a part of
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everybody's work that's in entertainment, I think. Spirit Lodge, which was renamed Mystery Lodge,
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and it debuted at Nott's Berry Farm in 1996, closed in 2019. It had been operating for about
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25 years, making it one of the park's longest running attractions. This is kind of a big question,
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but when you look back over your career, what moments stand out as the ones that truly defines you?
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Oh, no question. The parts that really defined us were not the triumphs.
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It was the opposite. It was the times when it looked like the sky was falling, that the earth was
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caving in. Like, we're all going to go out of business. This is where we're going to all be
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humiliated ourselves. We're going to be in bankruptcy. This is going to be terrible. And out of
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pure stupidity and irrational, totally irrational optimism, we somehow kept going, kept working,
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and came through it. A great example was one of our first projects,
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Burden the Robot, which was part of Epcot, when it first opened up. We had some things we were doing
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for General Motors. It involved filming of industrial robots, filming them in assembly plants.
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And we were shooting for two weeks. We were shooting on film. We didn't have any way of seeing
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what we were doing. So we were filming and we were using very artistic lighting, you know,
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red light from one side, blue light from the other and not much fill so that it had ballet kind of
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look. Because that was the idea that the robots were, they were dancing in effect. It was just this
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beautiful movement that the robots did as they assembled automobiles. And we finally, after
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shooting for two weeks, we were on to shooting something else. We got our first report from our editor
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who had seen the first of the process on back in Los Angeles. And we said, how does it look? And he
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says, well, it's dark. So how dark is it? Well, you were going for dark, right? You got it.
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Is it too dark? Well, it's too dark if you didn't want dark.
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Anyway, so this scared the hell out of me. And when we got back to Los Angeles, we're looking at the,
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you know, what was a time it's called one light daily, meaning it's not color corrected or anything.
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And I'm looking at this stuff and it's, oh boy, we overdid this. We this was terrible. We're
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going to go out of business. We're going to have to spend all of the money we thought we were
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going to make on this project. We're going to have to spend it going back out and reshooting
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everything with flat industrial light. Or I don't know, maybe this will work. I don't know. That was
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our first Oscar Dalmatian. It turned out to be okay. We went through it all over again with Rainbow
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War, the film that we did for the Vancouver World's Fair. It was a little fairy tale. It was
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shot in with live actors in a world that was in a child's pop-up book. So it was all of these
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clearly illustrated and hand-painted sets that were all flats. And we made no bonds about it.
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It was supposed to be flats because it's a pop-up book. There was all the sets. And we're
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wondering are people going to buy this or people going to think that this is working? And we were
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committed. We were building the sets. There was only one way to do this now. There wasn't a second
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chance to do it a different way. We looked at the first daily as we can get film processing.
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And we're going, I don't know about this. I think people are going to think this is really stupid.
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Oh boy, we've really goofed it up this time. That was our second Oscar Dalmatian. So it's the
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bad times that tell you who you really are. When we opened Rainbow War, we had three of the top five
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pavilions at that 1986 World's Fair, three of the top five. And we're thinking to ourselves,
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wow, this is going to help us sell a lot of projects. We get ready to be really busy.
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So don't anybody take another job. We're going to be busy at no time. We opened in May.
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We got No No Business in May, No No Business in June, No No Business in July. Nothing in August,
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nothing in September. It went a full 12 months without selling one downed thing. And meanwhile,
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we're carrying 12 people, 12 families, depending on us for school tuition and house payments and
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car payments and food on the table. And finally, after 12 months, we started getting things,
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but it's the bad times that tell you who you are. I mean, bad for truth.
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The one small detail he left out about that last story, legend has it that one day during the 12th
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month of the No Business freeze, he walks into the accounting department and finds a giant red cram
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linked against the wall by someone's desk. He takes it out, No Business comes in,
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into this day, you will never find a red pen in accounting.
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On this point of like, it's the worst moments that we'll define you the most. Were there any
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like principles or values that helped guide you during those moments? Well, the first one is
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take a deep breath. It may not be as bad as you think. Focus on what you can do rather than what
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you can't do. And also, the most important thing is don't be a complete jerk. And we had to think
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carefully and say jerk instead of what I was thinking. You want to project confidence when you
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also want to be kind to people. Because when the team is going through a period of stress,
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everybody's stressed. I mean, this is a service business. We are nothing without our people.
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We are our people. We are not the equipment in this studio. We are not the software. We are the
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people. And they are us. So you've got to make sure that you're treating your people well in a
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crisis because they're what's going to get you out of it. And if you are going to go out of
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business, forgot to say do so with grace and with honor. Don't wait until your bank account is
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overdrawn. Pull the plug while you've got the money to pay everybody the vacation time that they've
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earned and you owe them in addition to whatever severance might be obligated. Give them a running
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chance if you've got to fire somebody. Don't tell them all the reasons why you're firing them.
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That's just going to tear them down right at a moment when they're going to need to have confidence
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in themselves because now they've got to go out and find another job. There's just no benefit
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to being a jerk. The older we get, the more we realize that there are plenty of forks in the road
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with questions that no moral compass can help guide. Whether to take the job or go back to school,
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there are a lot of moments on our individual paths when we're faced with the existential crisis
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of whether to try something new or to do the same thing the same way in the same place you've always
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done it. But as I've heard many people say many different ways, you know you're on the right path
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when it disappears in front of you. It's good to have a little bit of fear, a little bit of doubt,
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but by all means don't let it keep you from getting where you need to go.
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Was there ever a time when you doubted the path that you were on?
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Oh sure. When we first started the company, we thought, well we're going to start this company,
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we're going to do the one project we have a contract for and then we're going to dissolve the company.
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This was the post shows for the General Motors Pavilion at Epcot when Epcot first was brand new
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and opened for the first time. And sure enough we've made some money. And at the end of a year,
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we had the option of getting out of our lease and closing down and I could have had enough money
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in the bank that I wouldn't have had to have worked for three years and all my overhead saved
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right there three years worth and I could go back to screenwriting trying to write the great
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American screenplay or I could keep our little modest office, keep our two employees and try to
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sell a next project but that would eat the money faster and I would have to head of something going
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within six to nine months. Now six to nine months doesn't look a lot of time but in our business,
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that's hardly any time at all because of the long lead times for our industry.
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So what to do, what to do? Three years not having to work or nine months of working our
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tails off trying to sell that next project and maybe we do and maybe we don't put one way or
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another in nine months of the money while they go. Well you know what we chose, we chose the more
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risky path and did I worry that I was making the wrong decision? You bet! Did I sleep well every night?
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Of course not. But if you're going to accomplish anything great you're going to be filled with doubt,
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filled with doubt. It was also I mean you really can't underestimate how hard it is to do something
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that's never been done before right? Well this is something that Disney did and he'd gotten to a place
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probably in his own career where he has the finances, the resources, he can get the support to go and
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build something like Disneyland because it's one thing to like buy the land, to develop the land and
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then to make it work. But it's also going to people like you for instance and some of your
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contemporaries, your peers who continue that legacy not to overuse the word but in doing consistent
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good work for our clients, being able to think about these things the way that we do the way they
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were able to bring people in, tell them a story that sends them back out with some new idea or
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wanting to take some different action like you guys and you specifically really you're like
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building the industry through this like steady consistent work of building these case studies that
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prove that this went down well it works because we don't have all the tools like all this money
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gets poured into social media because the social media managers can say well we got you know this
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many thousands of views on this and then then we can track this how many people then went and
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made a purchase. So we're going to keep doing this because we can prove that if we put XN we'll
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get Y out whereas in our business it becomes a bit more abstract it's way more nebulous actually
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how the inputs create the outputs you know you build an incredible museum it's really hard to measure
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how many people are now excited about Abraham Lincoln how many people went out and bought books,
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took a class, taught a class, and then I teach the subject bring more students and like it's so
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hard to measure that and so I guess my point is just that yeah you can't understate the fact that
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you were one of the few pioneers proving to people that what's now become the experience economy,
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transformation economy, the experiential business like you were one of the pioneers proving that it
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works. I just finished reading a book about Dwight Eisenhower and you know it comes down to on the
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morning of D-Day he said go for it he gave the signal to launch the invasion of Normandy with
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no real sure knowledge of whether it would succeed and after giving the order to go he then sat
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down at his desk and wrote his resignation letter taking blame for the failure of the invasion
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and left that on his desk fortunately that letter was not discovered until many years later
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it wasn't needed but you know anything that you're doing that's accomplishing anything that's
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really great uh yeah there are going to be those doubts and if you don't have those doubts you're
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a complete fool or as my dad likes to say if you aren't scared shitless you weren't aware of the
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situation but even the art of forging ahead has its nuance there will be things you want to trash
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on your journey yonder there will also be plenty of things you want to keep what is trash and what
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is treasure that's up to you i've got some relatives in west Texas litter in the cattle business
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one of them has in their house a little plaque and it says nary forget where you come from
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and that again goes back to that thing about legacy where legacy is inheritance you know that you
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inherited foundations and ideas and principles from those that were your mentors and the generations
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that came before you and at the same time you build on that and leave that as a legacy or an
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inheritance for the next generation the first step of being able to build on that foundation is
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to remember what it was and to be able to to see it this is a quote from one of the people that I
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respect this is respect history but don't revere it if you revere it so much that nothing changes
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you might not be here in a decade or so we worked with the guy named Alex Lemons who was
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at the time one of the key leaders of Eftling, the theme park in Holland and he said
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our plan is to head in the direction we came from that's interesting that means stay who you are
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don't forget who you have been well at the same time you need to balance that with you can't
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stay who you were if you stand still it's like growing against the tide if you stop rowing
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you're going to go the wrong direction you're going to lose ground you need to work hard just to stay
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where you are and work even harder to get ahead and the dog goes back to optimism
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borrowing a line from rich proctor the only way we're ever going to affect change is by believing we
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can for its first 200 plus years the notion in America was the next generation will have it better
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than we did the tomorrow will be better than today that we will go on building this nation and
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that our children will have a better life than we did lately you've got people wondering if that's
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possible and how we get to a better America what's the American dream we need to get back to a notion
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a belief that tomorrow can be better than today if we don't have that belief it's going to be
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harder to make that happen it's only by assuming that it's possible that makes it possible
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what's that Henry Ford quote if you believe you can or believe you can't you're right
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yeah I want to ask you what are you considered to be your greatest contribution to the field to our
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industry I don't know whether we've really contributed to it but by example just striving for
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absolute excellence in everything you do not doing things good enough trying to be better than
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you need to putting in that touch of magic that's going to make the difference between fulfilling the
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assignment and fulfilling the assignment with style and with magic you need to be relentless
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in that because it's so easy to say okay that's good enough it's so easy to send the first draft
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of it and say that's good just send that off and get that done no to be relentless in your
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attempts to make things as good as possible to the extent that the rest of the industry is doing
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that because they saw us doing it that would be great you think about that and there are other
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people besides us doing great work that's for sure but to think that we were somehow a positive
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influence along those lines that would be very flattering okay last question you promise promise
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so if they were up to you what would you want your legacy to be
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I wanted to leave this whole silence even through me talking here so you could appreciate the
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amount of time Bob's been thinking about this question well first of all it isn't up to me
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your legacy is not something you can write so it really doesn't matter what I wish my legacy was
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others will decide what my legacy was and he's right it's not up to him historian Henry Glassy is
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quoted as saying history is not the past but a map of the past drawn from a particular point of
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you to be useful to the modern traveler Bob like all of us was dealt a hand he played his hand
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he stood on the shoulders of giants saw the possibilities ahead and he built his own small empire
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in fact he got so big there are people that now stand on his shoulders so if I had to answer the
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question how do you shape a legacy you don't you can't the only thing that any of us can do is our
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best we can be optimistic we can have hope we can have vision we can have courage we can create
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paths we can also follow paths we inherit we pass on we dream of better worlds so that we might one day
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have a better world and even though Bob is so good like so so good at deflecting I caught him
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because he went on to say something that came up in my interview with speech coach Samarabay
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towards the end of that conversation we get to this point of when your actions the things you do
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and say align with your values the chances of a life well lived go up exponentially and even
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though I know questions like these make Bob very uncomfortable it seems to me like Bob's legacy
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it's enjoying the fruits of his humanly imperfect but consistent somebody call a rationally
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optimistic but pure creative and artistic efforts he's enjoying what happens when you have the
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unbending intent to bring out the best in people the thing that I'm proudest of is the people that
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I work with every day it's the people that we manage to gather together I'm really proud of
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of them and I'm also proud of the fact that I didn't do that I picked some of them and I
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encouraged some of them and then they started choosing and encouraging others and so this thing
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has naturally become bigger than any one person yeah that really in the end is my legacy my legacy
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is a group of people who are now building their legacy they're taking the foundations that I
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started out with and they are amplifying them in some cases slightly redirecting them finding
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opportunities to build on them for an even better version of the thing that I started and that's
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I think that's really cool that's really cool we started out I said that legacy was inheritance
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you come in standing on the shoulders of giants and you take that foundation they gave you you
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build on it but that becomes the foundation of that next generation and I perceive that in BRC
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and to the extent that they are living up to our mission statement and enabling people to find
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the best in themselves and that goes for our employees and other collaborators that we work with
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as well as we're clients and also the the public that appreciates what we do that's really the
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thing that I'm happy with. Masters of storytelling is written hosted and produced by myself my
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guys director of strategy at BRC imagination arts today's episode was edited by myself with the
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help of Dylan Agajanian Dylan mixed today's episode and is also responsible for all of this shows
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original music and sound design BRC imagination arts is the global strategy design and production
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company that translates brand and cultural stories into transformative human experiences
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to learn more about BRC visit us at brcweb.com