nadosi.com

John Jantsch (00:00.11)

Hello and welcome to another episode of the Duct Tape Marketing Podcast. This is John Jantsch. My guest today is Lorenzo Johnson. He’s the Director of Revenue Management and a partner at Socially In, a leading US social media agency. He’s a specialist in social selling, helping B2B professionals and SMEs leverage LinkedIn to drive revenue. As a content creator for Madcraft and an instructor on LinkedIn learning, Lorenzo teaches thousands worldwide.

There’s courses on social selling. So Lorenzo, welcome to the show.

Lorenzo Johnson (00:33.467)

appreciate you and thanks for having me today, John. I’m very, very excited to be here.

John Jantsch (00:37.76)

Awesome. So did I say the name right socially in? I had to kind of stumble over that. There’s a lot of letters together.

Lorenzo Johnson (00:40.857)

You did. No, you said it correctly. You said it better than a lot of people when they call us and they say social lion and other things like that. So you hit it right on the head, John.

John Jantsch (00:50.345)

Awesome. So let’s start. We’re going to talk mostly about LinkedIn today. So let’s set the table going into 2026, which we’re there. What’s changed? What do we need to pay attention to? What’s gotten worse about better about just kind of give us the give us the lay of the land for 2026 on LinkedIn.

Lorenzo Johnson (00:52.507)

Yes, sir.

Lorenzo Johnson (01:11.483)

Well, there’s a few things that’s happening on LinkedIn that I think everyone should be excited about, not necessarily fearful about, but absolutely kind of thinking about what they’re going to be shifting and changing. And so I’ll kind of get right into one of the biggest things that’s happening. And it’s around this term AEO that everyone’s kind of talking about and always engine optimization and always everywhere optimization. know, you’re hearing all of these different types of names and LinkedIn is actually one of those social platforms that’s also starting to

be incorporated a little bit more into that. What we’re starting to actually see is that content is starting to be indexed when you start to get into search inquiries and search queries. Technical things like leveraging hashtags and things like that are actually starting to also come up in search functions and Google and things like that. That’s also with other platforms like Instagram and things like that. But again, I know we’re focusing historically or this conversation specifically on LinkedIn. So.

The first thing that you’re seeing is that with all and like all social, you’re starting to kind of see this integration between social search. These, these avenues that used to be very separated and segregated are really starting to kind of work together now. And so that’s the first thing that we’re seeing right now is that content, long form content, putting out some of that thought leadership type of content that used to be really good and really exciting on LinkedIn. It’s kind of been watered down when chat GBT made everyone an expert all of a sudden and things like that.

but we’re starting to see that start to come back. So that would say that’s one of the first things that we’re starting to see,

John Jantsch (02:40.96)

All right, so let’s dive into that with kind of this flood of very average, you know, AI content. How does somebody take their content and make it stand out?

Lorenzo Johnson (02:43.749)

Okay?

Lorenzo Johnson (02:52.505)

Well, one of the biggest things is doing stuff like this. It’s that video content. It’s that content that necessarily can’t be just crafted using some words and things like that. It’s having the ability to get into conversations like this, speak people able to see your voice. So video content is absolutely really starting to take off from a from a true feature standpoint. One other feature that we’re seeing is carousel post, those types of content engagement features that are keeping people on a post for a little bit longer.

John Jantsch (02:55.438)

Yeah. Yeah.

Lorenzo Johnson (03:20.707)

just like a video would do. We’re also starting to see that have a big impact. But of course, as you know, that is something that could be easily kind of manipulated from an AI standpoint. And I mean, let’s get the elephant out the room as well. You can also script videos and use AI to do all of those different types of things too. So unfortunately, it’s kind of leaking into everything that we’re doing. But I would say video.

by far is the best way to not only posit yourself as that thought leader, but really separate yourself from a lot of the newsletter style type posts out there that as soon as you start to read it, it’s so clear that people are just running it through a chat GPT prompt and not even a quality chat GPT prompt at that.

John Jantsch (03:58.35)

Yeah, actually, I’m not even here. This is an AI avatar speaking for me. So I’ve actually had people ask me if I wanted to be interviewed on their show by an AI avatar. I haven’t yet done one. I just I was like, not. It’s too experimental. So I think a lot of

Lorenzo Johnson (04:02.715)

It’ll get there soon. It’s crazy.

Lorenzo Johnson (04:16.943)

What’d you, how’d you respond to that? What were your thoughts on that?

Nah. Well, it’s interesting. just saw…

John Jantsch (04:26.85)

I was going to say, I think a lot of people look at LinkedIn and they just think, okay, what am I going to post? That’s like how the day starts, right? You really talk more about a LinkedIn blueprint. You want to kind of unpack what the pillars of that are.

Lorenzo Johnson (04:40.355)

Yeah, so I like to kind of break it down and for everyone who doesn’t know, there’s essentially four pillars that LinkedIn uses to define if a profile is being used correctly and if you’re doing those appropriate things. More commonly referred to as an SSI or the LinkedIn Social Selling Index Score. Those four pillars are four things. The first one is how are you building your professional brand? The second thing is, are you finding the right people? The third thing is, are you engaging with insights?

And the fourth, and I would argue absolutely the most important thing is, are you building trusted relationships? And so if you were to break all of those downs, they actually get into all of the day-to-day execution of what you should be doing on LinkedIn. So again, when you start talking about building your professional brand, what type of thought leadership are you actually putting out there? What type of value-based, what type of resource-driven type of posting content?

Are you getting out there and putting out there for people to have a reason to come back to your platform to start off with? Finding the right people. One of the things that we’re actually starting to see more is LinkedIn is actually penalizing your impressions and your reach. If your audience isn’t quality, here’s what I mean by that.

If LinkedIn is starting to get this feel and algorithmically that you’re just basically reaching out to everybody, mass, if you’re using automation tools, which a lot of people are doing to send out mass invites and different things like that. If you’re not actually commenting, engaging, endorsing with the people as they’re starting to come in, LinkedIn is actually going to start to lower your impressions. So that’s why you’ll see people that have.

10, 15,000 followers, but yet their posts are still only getting 10, 15 type of posts and things like that. They’re not truly finding and building up the right audience. know, LinkedIn, unlike other social platforms, it’s not a popularity contest. know, LinkedIn isn’t like, Hey, hey, John Lorenzo, I want you guys to have a hundred thousand people that are kind of all over the place. LinkedIn would rather you have 1000 people that are locked in. They come to your platform for insights. You’re engaging back and forth. They much rather have

Lorenzo Johnson (06:45.903)

that type of relationship building. Engaging with insights. Are you actually commenting, engaging on other people’s posts? Are you also engaging on other content that’s happening? Are you sharing other types of content, keeping people on the LinkedIn platforms and things like that? One of the other misconceptions and just basic things that people don’t do that I see all the time is, you know, people share and copy posts without even having something as simple as like a caption or copy on it.

John Jantsch (06:50.232)

Thank

Lorenzo Johnson (07:11.541)

Small little things like that make LinkedIn really feel are you truly engaging with insights? Are you truly using this platform appropriately? And then that last pillar is again is are you building trusted relationships? And I know that’s very hard to kind of quantify and kind of line item out. But simply what that basically means is are the individuals that you’re connected with and that are connecting with you, are you guys engaging back and forth?

Are you DMing them? Are you liking comments? Are you endorsing? What type of interaction are you seeing? Or are you just kind of posting a whole bunch of kind of stuff out there? So those are typically the four pillars that LinkedIn is typically looking at that guides and decides algorithmic reaches, impressions, and things like that.

John Jantsch (07:55.852)

You mentioned at the beginning of that something called SSI. Is there a tool that your social is selling? Is there a tool you can go and put your profile in and it’ll tell you how you’re doing?

Lorenzo Johnson (07:59.483)

Mm-hmm.

Lorenzo Johnson (08:06.095)

There absolutely is. There’s actually a link, John, that I could pop over to you. Please excuse it. But it’s something as simple as linkedin.com backslash, like SSI score or something. I could get you an actual link. But the really cool thing is, once you log in and you literally click that link, it’ll tell you not only what your overall score is, it will actually give you a rating for each of those pillars out of a 25%. As of right now, and this does change sometimes, each of those pillars is equally weighted, 25%.

John Jantsch (08:15.094)

Okay.

Lorenzo Johnson (08:34.34)

So you will be able to see your rating out of that 25%. Of course, the aggregate score will be what your total LinkedIn SSI score, which will be out of 100.

John Jantsch (08:44.056)

Okay, so a lot of times when I talk to LinkedIn people, you see people doing courses, the very first thing is always fix your profile, update your profile, make it stronger. So what are some tips that you would give people that would make a stronger kind of selling?

Lorenzo Johnson (08:52.569)

Yes. Yes.

Lorenzo Johnson (09:01.615)

The biggest tip that I can give you is you need to use, this is just an algorithmic feature of social. The more features that you actually use and execute, the more quote unquote love that they’ll give you. So for example, and know, John, this is a question for you. I’m just curious since we’re talking, do you by chance have like professional mode activated on your LinkedIn profile or do you even know what professional mode is?

John Jantsch (09:20.91)

I do have it activated, yes, yes.

Lorenzo Johnson (09:22.989)

Of course you do. And so you know that once you activated that there’s some really cool things that you were able to do for completely free by simply clicking that button, the ability to post a newsletter, the ability to actually create a microsite landing page that’s right there where you can have case studies, pitch decks, YouTube videos, all of those different types of things, as well as just a few other searching features that you also kind of get access to. it’s really important to make sure you’re leveraging those features because again,

Once algorithms see that, they say, okay, this is a profile that we should continue to start to get love. So that’s absolutely one of the biggest ones that I see people don’t optimize on their profile. You know, everyone has the cover photo, everyone has the profile pic and things like that, but those additional features, making sure you’re about us is properly used. All of those things really matter, but I will say professional dashboard activation is key, is key, is key right now.

John Jantsch (10:16.654)

So one of the things I know, everybody says this, everybody knows this, you know, want to follow people, you want to engage with people, you want to eventually turn those into conversations. I mean, that’s how we sell, right? I don’t see very many people doing that well. You know, they’re trying to get to the end game, you know, as quickly as possible. So, you know, somebody will connect with me and I’ll think, yeah, that seems like a reasonable person to connect. I’ll connect in the very first email or DM that I get is,

Lorenzo Johnson (10:23.951)

Mm-hmm.

Lorenzo Johnson (10:31.578)

Mm-hmm.

Lorenzo Johnson (10:37.125)

Mm-hmm.

John Jantsch (10:45.994)

an attempt to cause conversation, but it’ll be so silly. It’s like, so what are you most excited about in your business this year? And I’m like, stranger on the bus, just ask me that. It’s like, what? But people don’t seem to think that way. It’s like, want to get to that end game as fast as possible. How do you suggest, especially in a selling environment, that you actually create some

Lorenzo Johnson (10:49.071)

Mm-hmm. Mm-hmm.

Lorenzo Johnson (11:13.295)

Mm-hmm.

John Jantsch (11:15.435)

engagement but make it authentic.

Lorenzo Johnson (11:18.519)

It has to be, and this is something I tell every single person when they start talking about focusing on LinkedIn, if you go into LinkedIn saying that I need business over the next six months, you’re completely playing the wrong game. Your strategy is going to be off. And I can tell you right now, John, you are not going to get any of that business that you’re going to see. And then you’re going to come back and say, LinkedIn, such a terrible business development platform. my God, it’s so bad and things like that. I was just talking to another company and they did an analysis on how long it takes to do what’s called either social selling.

or account-based marketing, ABM. It is currently taking approximately 320 days from the time you start that campaign until the time that new business actually comes into the door. That assumes that for that entire 320 days, John, you did things the right way. You’re providing value-driven content. You’re providing educational type of content. You’re providing those things that make it so that when people are ready to buy,

Not only have you already created the awareness of your product, the why about your product, but it becomes a no brainer why they should at least consider you when they’re going through that process. And so that’s the biggest thing that I tell people is if you’re not prepared, number one, for this to be a long term game, you’re not playing the right game right here. And that’s unfortunate. What we’re seeing, John, is we’re seeing a bunch of people who have seen these automation tools and they’ve been told that, if you, if you send a thousand messages out by percentages, you have to be successful, right?

And unfortunately we’re seeing a lot of that and it just tires people out from people who are doing it the right way. And so unfortunately now going into 2026 value driven content and engagement strategies is going to be even more important than it was this year.

John Jantsch (12:57.55)

So what pieces of that, because I completely agree. mean, it’s obvious when somebody’s just doing cold outreach to you, you you’re a piece of meat at that point, you know, that they’re trying to communicate with. So, but there are places where I think there are some automation tools, some AI that can help the process. What are some of the tools, you know, for example, if you’ve got a post that really is blown up and you’re getting lots of comments and people are engaging with it.

Lorenzo Johnson (13:03.416)

Mm-hmm.

John Jantsch (13:26.314)

Are there ways for you to maybe move those people to another conversation, say an email, or obviously as much thoughtful commenting on their comments has to be done by hand, but are there parts that can actually make that obvious hand work easier and faster?

Lorenzo Johnson (13:36.09)

Yeah.

Lorenzo Johnson (13:44.787)

There is. I’ll tell you two tools that we, again, I can only speak for our agency, things that we’re doing successfully. The first one is actually a tool called Apollo. Apollo is a tool that integrates not only directly into your LinkedIn, it could integrate into your CRM systems. We use HubSpot, for example, why that matters and why we love it. Apollo is simply an integration tool that if, I was on John’s LinkedIn profile right now and I had it pulled up, I could click on the Apollo integration. It would tell me numerous things.

It will tell me number one, your email, contact information, phone number, a lot of that information that you may not put in your LinkedIn profile because of the exact stuff that we just talked about. However, Apollo has the ability to do what’s called scrape all of that type of information, which I’m sure you’re familiar with. We love Apollo. The way that we leverage it is if you we leverage when we reach out and we do corporate pay outreach campaigns, individual outreach campaigns, as soon as you show any form of interest, any form of interest,

We’re immediately putting you into our email system and things like that. The reason I mentioned that tool is because a lot of people don’t have their business emails in LinkedIn anymore because of what we’re talking about right here. Apollo allows you to still get that information. And then of course, as you can imagine, John, if we have that phone number, you bet you’re going to get a phone call that at least says, Hey, we were talking about this. We were chatting about this. Does it make sense for us to have a conversation? So that’s the first tool that I really, really, really enjoy using.

The second tool that we’ve been using, and full transparency, we’re just testing this, but I’m testing it because of something that we started initially in our conversation, and it’s that video seems to be opening up doors on LinkedIn. It’s actually a tool called Weasley. What it actually allows you to do is it actually allows you to create customized video outreach. So as opposed to doing this, hey, John, we’re in the same field type of conversation, it’s a more personalized video. Of course, you can do some customizations.

But the really cool thing it does is it actually will scroll the site and the LinkedIn profile of the person that you’re talking through. So not only can I say why, you know, I’m just calling, but I can say, hey, John, I was actually checking out your LinkedIn profile and look at what I saw. Here’s a post that you did this. I maybe would have done this a little different or here’s something that you did so great. I would lean into this and take it to the next level. And so we really love that because it combines everything we’re talking about video. So you can see my voice. You can hear me.

Lorenzo Johnson (16:04.571)

but it still is value driven. I’m not saying, hey, John, we talked to all of these different people. Do you want to set up a free consultation and things like that? It’s like, hey, look at your LinkedIn. This is what I saw. Look at your Facebook. Look at your website. Here are actionable things that we could potentially talk about if and when it makes sense and go from there. So I would say those are the two tools that we’ve been using this year that we absolutely plan on taking into 2026.

John Jantsch (16:29.23)

So speaking of tools, LinkedIn gets occasionally very nervous about tools that scrape its content. And we’ve all seen tools that get banned. And again, lot of it’s because people are being too aggressive with them, probably. So how do you kind of balance that idea that, I don’t know, are there legitimate ways to scrape? I don’t know if that’s the right term.

Lorenzo Johnson (16:35.235)

It does. It does.

Lorenzo Johnson (16:40.525)

Yeah, of course.

Lorenzo Johnson (16:53.499)

So no, no, no.

John Jantsch (16:55.24)

or if it’s really a matter of like, it’s only a matter of time before LinkedIn says, no, I don’t like

Lorenzo Johnson (17:00.335)

Now, so these tools are basically what are called black, gray, and white hat tools. Basically, all this simply means is that black hat tools are, LinkedIn says, absolutely not. Those are the things where you use them and you get caught. Not only is your profile being banned, it’s going to be hard to kind of get it back. Gray tools, which are the predominant use, like LinkedIn automation tools and things like that, those live in what we call that kind of gray area. They’re technically,

John Jantsch (17:06.648)

Mm-hmm.

Lorenzo Johnson (17:26.349)

not allowed to be used by LinkedIn. However, this year LinkedIn has basically said, as long as you follow these parameters, we’ll allow it to keep going. Biggest thing, for example, is a connection request limit. Moving forward, you can only send 100 connection requests per week unless you’re doing things the right way and stuff like that. As soon as you start to go over that, grey hat tools start to become out of the box. As long as tools are what are called more integrations and not necessarily scrapes,

Typically, LinkedIn is actually OK with that. We’re not seeing too many different things. For example, the tool Weasley that I’ve actually found is actually allowed to be integrated directly into your LinkedIn inbox through LinkedIn itself. It’s not even like a third party tool and things like Apollo that you have to use. So unfortunately, LinkedIn is always going to kind of always keep you in that gray area. Because again, at the end of the day, they don’t want people to come in and use a bunch of automation that ruins the experience.

which is what’s happened, John, over the past 18 months. LinkedIn has been not an ideal experience for C-level execs and hire. You open up your inbox and there’s 50 people a day that are providing zero value whatsoever. But there are tools that will at least allow you to make your life easy that LinkedIn doesn’t. So another one that we use that has never gotten banned is Phantom Buster. Phantom Buster allows you to scrape anything possible that you can think of, emails, contact information, post information. I mean, they have 100,

no exaggeration, probably 15 LinkedIn specific like scraping categories. We use that because again, it counts as an integration. It’s not actually integrating into the profile or anything like that. those would be three tools that we have seen that not had any issues. That’s typically minimum gray, if not in kind of that white hat type of space. And sorry to get so technical on that.

John Jantsch (19:12.026)

No, no, no, I think people need to hear that. What are some, you know, there’s basic measurement on…

Lorenzo Johnson (19:19.439)

Mm-hmm. Mm-hmm.

John Jantsch (19:22.144)

engagement, new followers, you know, kind of thing. What are some ways to actually, other than like getting meetings or getting sales, what are some ways to measure your success, if you will, on LinkedIn?

Lorenzo Johnson (19:29.541)

Mm-hmm.

Lorenzo Johnson (19:35.055)

So one of the biggest things I actually am always looking at is I’m looking at views and impressions. That’s typically what’s defining my success. If I can get this in as many eyes as possible, like I’ve already mentioned, John, the conversion stuff will happen as time starts to go on and as you’re doing things appropriately. So I’m typically looking at views and then I’m looking at kind of that engagement rate per views. And then I’m basically saying the same thing we teach people to do. How do I optimize to create content more like that?

or less like that. If I’m seeing that every time I mention or tagging someone, it’s starting to work, well then I’d say, hey, let’s make sure that we’re putting longer form content. Let’s make sure we’re doing more of that. I typically personally am defining it by views and impressions. I want to get as many impressions as LinkedIn is going to allow me every single time.

John Jantsch (20:20.3)

Lorenzo, I appreciate you stopping by and catching us up on LinkedIn. Where would you invite people to connect with you and find out more about the work at Socially In?

Lorenzo Johnson (20:24.186)

Yes, sir.

Lorenzo Johnson (20:28.929)

Absolutely, please jump on to LinkedIn. It’s going to be Lorenzo Johnson. I’m one of the partners here at Socially In. Very excited to connect with you on there. And of course, John, I’ll get you that direct link to a profile. To find out more information about our agency, please just simply go to www.sociallyin.com. You’ll get an idea of not just the services that we provide. We have a wonderful case study section where you get to look at all the work that we’ve done, high quality, creative, and all of that good stuff as well. Look forward to having you all connect with me.

John Jantsch (20:55.982)

Awesome. Well again, appreciate you stopping by and maybe we’ll run into you one of these days out there on the road.

Lorenzo Johnson (21:02.053)

That sounds like a plan, John. Appreciate you for having me and thanks so much.

10 Questions Small Business Owners Should Ask Before Hiring a Marketing Agency

10 Questions Small Business Owners Should Ask Before Hiring a Marketing Agency written by John Jantsch read more at Duct Tape Marketing

Listen to the full episode:

Overview

In her first ever solo episode of the Duct Tape Marketing Podcast, Sara Nay—CEO of Duct Tape Marketing and author of “Unchained: Breaking Free from Broken Marketing Models”—shares the questions every small business owner should ask before hiring an agency, consultant, or freelancer. Drawing from her 16 years of experience, Sara highlights real-world horror stories and arms business owners (and agencies!) with the keys to transparency, ownership, and collaboration. If you want to avoid getting stuck with expensive, opaque, or unproductive marketing partnerships, this episode is packed with the practical, empowering guidance you need.

About the Host

Sara Nay is CEO of Duct Tape Marketing, host of the Agency Spark Podcast, and author of “Unchain: Breaking Free from Broken Marketing Models.” She helps small businesses and agencies build ownership, transparency, and strategic clarity into every marketing engagement.

LinkedIn: Sara Nay
Book: Unchained: Breaking Free from Broken Marketing Models
Duct Tape Marketing: ducttapemarketing.com

Actionable Insights

Small business owners are too often locked into expensive, long-term marketing contracts—with little clarity on results or account ownership.
Always ask: Who owns my marketing assets and accounts? (Spoiler: It should be you, not the agency.)
Demand transparency in reporting, regular reviews, and ongoing education—don’t settle for reports you don’t understand.
Insist on strategy before tactics; don’t hire a vendor who just wants to “do SEO” or “run ads” without understanding your business.
Avoid long-term contracts and “handcuff” clauses; month-to-month and clear exit paths are healthiest for all sides.
Meet the real team you’ll work with—not just a charismatic salesperson. Ask to speak with the actual day-to-day contacts.
Ask how agencies use AI and what remains human-led; look for “AI + human” answers, not “AI instead of human.”
Ensure your team stays informed and involved; agencies should empower, not gatekeep.
Ask for a sample report, a clear plan for strategy, and specific examples of what the agency will teach you along the way.
The best agencies leave you better educated, more empowered, and with true ownership—never dependent or in the dark.

Great Moments (with Timestamps)

00:01 – Why Small Businesses Get Stuck with Bad Agencies
Real-life stories of businesses trapped by contracts, lost assets, and confusing reports.
04:16 – The 10 Essential Questions to Ask Before Hiring an Agency
Sara’s practical checklist for choosing the right partners.
06:45 – You Must Own Your Assets
Why account ownership is non-negotiable for small businesses.
08:42 – Strategy Before Tactics (Always!)
How to connect tactics to your bigger business goals and avoid wasted spend.
10:53 – The Danger of Long-Term Contracts
Why month-to-month is the gold standard in today’s marketing landscape.
13:20 – AI, Human Touch, and the Future of Agency Work
What to look for in agencies navigating the new marketing tech landscape.
15:38 – Involvement, Education, and True Collaboration
How agencies should keep you informed, empowered, and ready to grow.

Insights

“You should always own your website, accounts, and assets—never let an agency hold them hostage.”

“Great agencies start with strategy, not just tactics—they want to understand your business, not just sell you what’s in their toolkit.”

“Transparency, collaboration, and education are non-negotiables—if you’re not getting them, find a better partner.”

“Marketing is complicated, but you shouldn’t be kept in the dark. The best agencies leave you smarter, more empowered, and in control.”

Duct Tape Transcript

Sara Nay (00:01.218)

Hello and welcome to another episode of the Duck Tape Marketing Podcast. This is your host, Sara Nay, taking over for John Jantsch today as host and also doing my first ever solo podcast because I am fired up about a specific topic right now.

So to give you a little bit of backstory, about a week ago on LinkedIn, I posted a couple stories of conversations that I had had with small business owners recently. And I led the post saying that I am sad and mad and fired up all at the same time. And so the conversations I had with two separate business owners, the first one was with a small business owner who has been paying an SEO company $8,000 a month and is locked into

three-year contract with him. On top of that, he had no idea if he was getting any results from the efforts and he didn’t know how to get out of the contract because he signed this three-year commitment.

Another story that I told on LinkedIn was another conversation I had with a different business owner, and he has been paying $10,000 a month for Google Ads to an agency. But the issue is the agency owns the Google Ads account, and on top of that, he doesn’t have access to it, and he has no idea how much of the money that he’s paying every month is going towards the agency’s management fees or the actual ads.

In both of these scenarios, the business owners were receiving reports from the agencies every month. They had no idea what the reports actually mean. It looked like foreign language to them. And so they’re spending money on marketing. They’re not really getting a return and they’re locked into these situations, both a bit stuck. The SEO scenario, he’s stuck because he signed a three year contract. The Google ads scenario, he’s stuck because this agency owns

Sara Nay (02:00.457)

his ads accounts. And so these stories fire me up. I’ve been speaking with, interacting with small businesses for about 16 years at Duct Tape Marketing and I wish that these were unique stories but unfortunately I hear things like this all of the time. And I think it comes from two different areas. think there’s, marketing is hard, it’s complex. A lot of people get into business because they’re passionate about something or they see an opportunity and all of sudden they need to start

understanding and learning marketing because that’s how you spread the word about your business. And so there’s a lot of people in the small business space as business owners that haven’t been properly educated about marketing and so they don’t really understand how to go about or purchase marketing from partners that are out there.

There’s also unfortunately some agencies that I believe take advantage of small business owners. I actually wrote a whole book on the topic. It’s called Unchained Breaking Free from Broken Marketing Models. We’ll add a link to the show notes. But I believe the best path forward for small businesses is the path where they’re owning their marketing and they’re collaborating with partners to actually get the work done moving forward. So as I said, fired up on this topic, I’m here to educate small

small businesses on how to ask the right questions when it comes to hiring an agency or a fractional CMO or a consultant. And I’m also here, if you’re an agency fractional CMO or consultant listening to this episode as well, I encourage you to write down these list of questions and answer them honestly to see where you stand on these items. Because I believe again, the best path forward is transparency and collaboration, working together, empowering small businesses.

versus keeping what we do behind the scenes in secret. And so with all of that being said, I wanna dive in as a follow up to my initial LinkedIn post, I did a second post that was essentially 10 questions to ask as part of the sales process to the agency that you’re considering hiring. And so these questions are very focused on understanding the type of partnership you’re getting into. And so I wanna make that very clear. There are other questions you should ask

Sara Nay (04:16.377)

top of this except like such as their work experience and speaking to referrals and reading different case studies and all of that stuff this these ten questions are very focused on understanding the partnership that you’re getting into so if you’re a small business listening to this write these down the next time you’re considering hiring an agency a consultant a fractional CMO a contractor a freelancer ask these questions so you’re better prepared to Understand what the relationship will look like moving forward so the first question and in some cases

I would argue is the most important is who owns the market my marketing assets and accounts and so this one is very important because I’ve heard so many stories over the years of marketing agencies owning the accounts on behalf of their clients and so they’re building these assets that their client is basically handcuffed to this agency moving forward and so the scenario I said in the opening with the example of the person spending $10,000 a month

Google ads, the agency owned the account. And so when they parted ways, the small business basically lost their Google ads setup because they had to start from scratch over again. So that’s one scenario. Another scenario I hear very often, unfortunately, is a agency basically builds a website for the client and they own the website, the URL, hosting, all of the things. And so now all of sudden the small business is tied to this agency until they

part ways and then they essentially have to rebuild this website from scratch when I would argue a website in a lot of cases is one of the most important assets when it comes to small business marketing. And so you absolutely should be asking this question when you’re considering working with an agency or outsourced solution. It’s who’s going to own the accounts and their answer should be you. You small business owner will own the accounts and we will give you, or you can give

us access to the accounts as managers or whatever the setup would be and then when we part ways you kick us out and you continue to own this asset that we would have spent all of this time building together. So that should always be the answer I believe is you should own your website, you should own your paid accounts, you should own technology and tools, AI platforms that people are bringing in. Like you should be the owner as the small business and the agency should be granted access to your account.

Sara Nay (06:45.903)

so you can kick them out when you part ways. Another question, number two on the list is how will you measure success and how often will we review it? And so again, in the opening, I shared those two stories of the person paying for SEO services and the other one paying for Google Ads. They were getting a report that looked like foreign language every single month and they have no idea what it means. And so that doesn’t help anyone, ultimately.

And so when you’re asking an agency that you’re considering to work with, how will you measure success and how often will we review it? You wanna see that they’re measuring success for certain things on a daily basis, some on a weekly basis, some on a monthly basis. Maybe they’re diving into certain metrics on a quarterly basis. It really just depends on what all you’re tracking in terms of the cadence. But you wanna…

have an agency that you’re working with that has a clear plan for measuring what they’re going to measure, how they’re going to measure it, how they’re going to report on it, how they’re going to analyze it, how they’re going to use it to drive their decisions. And then how often will we review it is really important as well because I’ve heard so many stories about companies just sending this report that they don’t understand and that’s all the reporting that they get. I believe that you should be speaking with your agency or your fractional CMO or whoever you’re outsourcing or delegating or working

with for marketing, you should be meeting with them on a regular basis to talk through the specific metrics that you agree to track together. And then you should be using those metrics to then guide your quarterly marketing planning moving forward. And so it’s really important to determine what to measure, how it’s going to measure, agree on a communication cadence, and then look to the agency to be educating you on what the metrics mean and why they’re important and how they’re deriving decisions moving forward.

Thank

Sara Nay (08:42.165)

Question number three, how do you connect tactics to strategy? So I actually was just speaking to a new client of ours and he told me yesterday that he believes he’s wasted about $100,000 on bringing in marketers to execute on tactics. And the reason he believed none of that was successful was because he didn’t have a proper strategy in place. And so I absolutely agree with him in that scenario. There have been so many stories.

that I’ve heard over the years where someone will pitch, you need email marketing, or you need paid advertising, or you need SEO work, because that’s what we know. And so they’ll bring in an agency to do just those things, but the agency hasn’t taken the time to learn the business or what they’re trying to accomplish or where they’re trying to go or who their ideal clients are or what message resonates with them. And so they’re skipping through all of that because they’re staying in their lane of tactics that they’re comfortable with without understanding

understanding what the overall strategy is for the specific business and why that specific tactic will help reach their goal. So if you’ve been following along with Duct Tape Marketing, we’ve been saying strategy before tactics for as long as we’ve been in business. And so this one really is very, very important to me. Okay, number four. What happens if I want to end the contract?

Actually, on my LinkedIn post, someone commented, based on that one specifically, that he had an agency send him a contract that basically said, after we end our agreement, you can’t work with any other similar solutions for a two-year period.

That’s insane to me. And so with that, think, you know, 12 month contracts even is long because marketing is evolving. It’s shifting. It’s changing for our clients. We are only planning out a quarter at a time. So three months at a time because we need to understand what’s working, what’s not working, what’s shifting, what’s changing, how SEO is evolving. And so locking people into longer contracts, I just think it’s hard on both the agency to predict, but also the small business owners.

Sara Nay (10:53.513)

because if they’re not happy, they’re gonna be locked into this long term, spending money, wasting money, where they could have shifted to a different solution. So as long as we’ve been in business at Duct Tape Marketing, we have always done month to month contracts in our consulting engagements, and I think that’s absolutely what you should be asking for and looking for in any agency work moving forward. Number five, who will I actually work with on the day to day?

also heard a lot of stories over the years of I had this incredible sales call with this agency and I was so impressed and this person had all of this experience and they sold me into this engagement and I got locked into a six month contract, let’s say, and then all of a sudden I was working with an intern level marketer and so I was sold on this thought leadership, this viewpoint and then I was handed something completely different. And so think it’s really important as part of the sales process is if you’re talking to someone, it’s am I gonna work with

in strategy and retainer or I’m gonna work with other people on the team. If so, who are those other people? How long have they been with you? What is their experience? And also, can I talk to them if you want? I think that’s a good, fair follow-up question. Can I speak to the people that I’ll be working with as well? So get to know who your main point of contacts are gonna be in the beginning of the engagement throughout the full engagement moving forward.

Number six for questions is how do you report on results and can I see a sample? This one’s also important. I highlighted the importance of reporting earlier on another question, but hopefully they answered that if you’re interviewing them successfully. They talked you through it. They’re gonna educate. They’re gonna simplify. They’re gonna work together. They’re gonna collaborate on reporting, but then ask for an example of the reporting. And so if they are saying it’s gonna be simple and easy to understand, the next step

is okay great, show me what your reporting looks like for a current client and hopefully then they’re willing to then show an example reporting for a client, stripping out any identifying information, but then also they’re able to talk you through what it looks like and why and how they put it together and the reasoning behind certain things. So that’s a great follow-up question to that reporting one earlier. Number seven, how do I integrate AI and what is still human led?

Sara Nay (13:20.045)

And so I think this is a really important question. I am all about AI when it comes to elevating humans. And so I think that all marketing agencies should be bringing in different forms of AI to help elevate and improve the work that they’re doing.

but not to just replace themselves or just to work faster ultimately. And so we offer for all of our clients when we get started, we offer a package called Strategy First. So 30 to 45 day engagement consists of a ton of research and putting together a marketing strategy and plan. As part of that, we use AI to give us more information than we ever had before. So for example, one of the steps in that is doing competitive research. Before we used to have to

out and look at, do all of the work manually. And so we could only get, you know, as much information as we could spend on that component. But now we still do work manually. We still go out and we look at the competitors websites and social profiles and what they’re in, content upgrades and all the stuff we can find online. But we’re also able to pull a deep research report in a tool like chat GPT that gives us pages and pages of research on their competitors in a much more detailed way than we ever have before.

And so in that scenario, we are using humans to analyze the competitors, but we’re using AI to give us more information to be able to make better decisions moving forward. And so you wanna look for those types of answers when you’re asking agencies how are they using AI. You wanna understand that they’re using AI because they should be. If they’re fearing it, they’re being left behind. But you also wanna make sure that they’re using AI with the human plus AI reprogramming.

approach, not just the replacing humans with AI approach, or you will end up not getting great results, I believe, over time because the value is elevating our work we can do with AI below us. Number eight, how do you ensure my team stays involved and informed? And so a bit of a red flag, would say here is if someone says, we’ll just handle all of your marketing, your SEO and your ads, and we’ll just, you know, we’ll send you a report and you just

Sara Nay (15:38.24)

focus on your business and your growth and you’re gonna have all these leads come in. I don’t think that’s gonna be a great scenario. What you wanna hear here is we are going to involve you in the process. We are going to educate you along the way. We are gonna learn as much from you as possible on the front end and able to do our work on the back end. We are going to work on mastering your tone of voice and your style and we are gonna master your thought leadership perspective. So you are

able to focus on where you should be in your business in the CEO seat or whatever it might be, but it’s gonna take some time for us to get up to speed. We are gonna learn, we’re gonna involve you in your team, we’re gonna collaborate with you, we’re gonna educate you along the way versus, oh, we’re just gonna do our special magic work over here and you all stay over here. That doesn’t necessarily work. Number nine on the list, we’re getting there. What’s your process for creating strategy before execute?

This one is probably the nearest to my heart. It’s something that we’ve again been teaching strategy before tactics for years. I truly believe that every

Marketing plan should start with a deep strategy dive and so we have something called the marketing strategy pyramid The foundation is the business strategy if you’re bringing in a marketing agency They should take some time on the front end to understand your business What is your mission your vision your values your current revenue your growth goals? Do you want to sell one day? They need to be understanding those things deeply so then they can work on the middle part of our pyramid, which is the marketing strategy

component because the marketing strategy needs to guide the business where the business is trying to go. Once a marketing strategy is mapped out, then in our pyramid we have a system strategy and a team strategy. And so I fully believe that when working with an agency or a marketer of any kind, they should come in, understand the business strategy, create the marketing strategy, analyze the team. Then you can say, okay, here’s what we should be doing from

Sara Nay (17:49.632)

from a marketing perspective and now here’s who we can have to help. so strategy before execution all day every day. And then last question and one of my favorites as well, I like all these questions I guess, is what will you teach me along the way? And so there…

I think as I said earlier beginning in this episode, I think some of the challenges in the small business space is marketing is complicated, it’s evolving, there’s a lack of education. People don’t get into business to become marketers, but they are forced to in a lot of ways. And so if you’re bringing in an agency, a fractional CMO, a consultant, a freelancer, if you’re bringing in anyone, you should be asking, what will you teach me along the way? Because their job in my view is to educate clients, to set clients

up for success to be able to make better marketing decisions moving forward. You’ve all heard it, leave it better than you found it. That’s how we approach all of our engagements. come in, we educate, we empower, we uplift, we give our clients ownership because my goal is, let’s say we part ways in the future because maybe you’re hiring someone in-house, you’re in a much better spot from an educational empowerment standpoint than you ever have before. So that is my list of tips.

I am passionate about this topic I could go on and on but I appreciate you listening to again my first ever solo episode on the duct tape marketing podcast Again, I wrote a book called unchain breaking free from broken marketing models It’s all about taking ownership instead of renting your marketing So if any of this resonated with you today recommend grabbing a copy of that book My name is Sarah nay, you can find me on LinkedIn as well. I would love to connect with you there Thank you so much for listening

and we will see you next time.

Trust, Storytelling, and the Future of Brands

Trust, Storytelling, and the Future of Brands written by John Jantsch read more at Duct Tape Marketing

Listen to the full episode:

Overview

On this episode of the Duct Tape Marketing Podcast, John Jantsch interviews Ernie Ross—global brand strategist, founder of Ross Rethink, and creator of the Intangence methodology. Ernie’s new book, “Intangence: How Human Connection Creates Value,” explores why the most valuable assets in business and life are intangible: trust, purpose, stories, and authentic relationships. Ernie unpacks how brands can move beyond features and benefits to create real, measurable value through meaning, connection, and purpose—even in an age of AI and eroding trust.

About the Guest

Ernie Ross is a globally recognized branding strategist, innovation leader, and founder of Ross Rethink. His agency has shaped brands, political movements, and ideologies across the Caribbean and beyond. Ernie is the creator of the Intangence Methodology and author of “Intangence: How Human Connection Creates Value Between People, Brands, and Ideologies.”

Website: intangence.com
Book: Intangence (available at Amazon, Walmart, Target, Indigo, and more)
Courses: Masterclass and certification programs validated by the UN University for Peace and Ecole des Ponts

Actionable Insights

Trust is the new brand commodity—meaning, not features, is the foundation of value in today’s world.
Intangible value is real and measurable: what matters is not just what you offer, but what it means to people.
AI and digital manipulation have made trust and authenticity even more precious—and more powerful to brands that consistently deliver them.
Emotional storytelling (not just product features) connects people and creates resonance, loyalty, and forgiveness.
Human connection can’t be faked or replicated by AI—expression, experience, and authenticity are irreplaceable.
Purpose-driven brands start with three questions: Who am I? What is my purpose? How will I be remembered?
Viral messaging comes from being relevant, having high regard, and resonating deeply—not from being the loudest.
Intangible assets (brand, reputation, relationships) are worth far more than physical assets for most leading companies today.
The universal truth: everything of value begins as something intangible—meaning, emotion, connection.

Great Moments (with Timestamps)

01:10 – Why “Intangence”?
Ernie explains why the language of human connection needed a new word and framework.
02:13 – Trust as the New Commodity
Why trust is now more valuable (and harder to measure) than ever.
04:42 – Breaking Through Fake and AI-Generated Noise
How to show up authentically and build real trust.
07:49 – The Human Difference in an AI World
Why only humans can experience, create, and value true connection.
10:54 – Storytelling as the Heart of Resonance
The Dove Men’s Care example and why emotional stories beat features.
14:30 – Three Essential Questions for Brand Purpose
The introspective process that reveals a brand’s universal truth.
16:45 – Cultural Nuance and Universal Truths
How meaning and connection differ—and overlap—across regions.
18:33 – What Intangence Means for Marketing and Leadership
Why intangible value is the foundation for building brands, movements, and even societies.

Insights

“Nothing has value unless it means something to you—intangible value is the foundation of every relationship, brand, and movement.”

“Trust is now the new brand commodity—people will pay more, forgive more, and stay longer with brands that earn it.”

“Storytelling creates human connection and resonance, even when products themselves are undifferentiated.”

“In a world of AI and deepfakes, authenticity and human experience are irreplaceable assets.”

“The most valuable things in business and life can’t be weighed, held, or shipped—but they are real, measurable, and transformative.”

Duct Tape Transcript

John Jantsch (00:01.21)

Hello and welcome to another episode of the Duct Tape Marketing Podcast. This is John Jantsch. My guest today is Ernie Ross. He’s a globally recognized branding strategy and innovation leader, founder of Ross Rethink and creator of the Intangence Methodology. His award-winning agency has shaped brands, political movements, and ideologies throughout the Caribbean and beyond. We’re going to talk about his new book, Intangence, How Human Connection Creates Value.

between people, brands, and ideologies. So Ernie, welcome to the show.

Ernie Ross (00:34.594)

Thank you so much, Joan. Thank you for the opportunity.

John Jantsch (00:37.4)

Alright, so I’ve been in marketing a long, long time and one of things I know is that creating a new word is really hard. To take something, create it, even though if it makes complete sense to you, you still find you have to explain it a lot and have people understand it. It’s like creating a new category of a product.

So why’d you do it, Ernie? Why did we need a new word? And then, of course, obviously, I’d invite you to explain, what is it? What do you mean by in tangents?

Ernie Ross (01:10.808)

Well, you’re right. It was a challenge. To define a space so exclusively that you own it. And intangible values and the science of human connection. Well, it is defined as the language of human connection. I like to say there are over 7,000 languages spoken in the world today, but the language of human connection is not one that is oftentimes.

John Jantsch (01:42.158)

Well, I suspect trust is a giant part of it as well, right? I mean, that’s one of those things that a lot of a lot of very established brands have a lot of trust with their market, their their customers. And sometimes that’s hard to put. That’s hard to measure. It’s certainly I think people understand it has value, but it’s hard to say, it’s worth X. So are you are you suggesting that not only do we need to focus on these things, but that they might actually be

Ernie Ross (02:05.006)

Sure.

John Jantsch (02:11.842)

more tangible than we think.

Ernie Ross (02:13.76)

Absolutely. Actually, I would go as far as saying trust is the new brand commodity. We live in a world where it’s hard to determine fact from fallacy anymore. Whether it’s AI generated or it’s being generated by a human being that is manipulating us, that’s one of the imageries on social media. So here’s an example.

John Jantsch (02:19.406)

Yes, yes.

Ernie Ross (02:39.372)

that if you take a look at what’s happening either politically or with a product or brand, it is difficult to discern whether that image or even the spokesperson is actually real. It’s very difficult for us to determine that. Or in reality, if something goes wrong with a brand or a company, within a fraction of seconds or a minute, that image and those opinions, whether it be internal or external to your company,

goes viral. So that we live in a world where intangible values matter more than ever. And if there’s anything I wanted your audience to take away today, John, it is the…

cornerstone of the principle of intentions and that is something only has value when it holds meaning to you. Nothing in life, whether it be a physical asset or a human relationship, is what I call derivative meaning. It only has a value because of the meaning you attribute to it. Worth, on the other hand, is a little different. Worth is what the market is willing to pay for it.

Value is determined by meaning. So what determines work? The extent to which you believe in the value, which takes you through what I call the circle of consumer sentiment back to meaning at the end of the day. That’s what determines our lives.

John Jantsch (04:01.902)

Yeah, I want to stay on that point of trust a little bit because I think I read, who’s the group that puts out the trust index every year? It’s an all time low. And I think as you mentioned, one of the things that’s making it even worse is AI, to the point where I think people are actually now assuming what they’re looking at is not real.

in a lot of instances. And so how do you cut through that? mean, to somebody who is being real, that is very authentic, but now is kind of being lumped in with what the sentiment is, how do you break free from that?

Ernie Ross (04:25.815)

of this.

Ernie Ross (04:42.488)

You know, much like any human relationship, we’re measured by more than what we just offer. We’re measured by what we mean to someone. And to show up authentically is really to be true to manifesting those ideals of your brand as you would in any human relationship. Here’s an example of that. You would pay around $11.5 million

for a one minute ad on the Superbowl, transient medium. And there’s an ad I always like to refer to for a particular brand that I would pause after 58 seconds of its television commercial. And I would ask the audience, tell me what story is being told, because you never see the product being referenced or used at all.

And the ad is really about the relationship between a father and his child. The entire ad just shows fathers interacting with their children. And after 58 seconds, if you had spent $11.5 million of your client’s money and said, is what I think you should run, you’d think you were crazy. And finally, in the last two seconds, the logo comes on for Dove Men’s Care. But…

It was more than that. You can’t just tag a logo to the end of an ad like that. They launched this movement called That’s Care dot com, which supported a paternity care for men and championed the cause of men as parents around the world. You can imagine which soap I use, by the way, as a single ad.

So it’s really about not just showing up by having an intangible value and putting it in a commercial, but manifesting that value and being true to it. In fact, Edelman just put out a report in 2024 that showed trust was the number one factor in influencing consumer decisions and that 85 % of the market

Ernie Ross (06:51.01)

was willing to pay more premium price for a product that they believed in and would even be forgiving when there was an error in it. Like any human relationship, you would forgive someone you really care about if you felt they were acting in your interest.

John Jantsch (07:07.322)

I certainly know I’ve done that, paid more and I’m willing to pay more. And I think a lot of people are, mean, that we’re risk averse. And so a lot of cases, I think that if we know we can trust a certain brand or something, we’ll just go back there because the risk, I suppose, of being let down is too high, even if it’s imagined.

Ernie Ross (07:31.0)

Sure.

John Jantsch (07:31.738)

Talk a little bit about, mean, obviously, as AI is replacing humans, or at least that’s way it’s being pitched in a lot of cases, how do we make sure that we are nurturing human connections as people are feeling more and more distance from you?

Ernie Ross (07:49.868)

You’re absolutely right. While I’m not a critic of AI, I think it has a phenomenal impact on how we’re going to develop as a species. But here’s the difference that I’d like to carve out of it. Artificial intelligence is not artificial intelligence. It could mimic human emotions, but it cannot actually encounter and experience it. It cannot encounter love or grief or hate or anger or fear.

So that’s what’s unique about us. If you gave me a work of art, John, and I loved it, and I said, wow, John, this is incredible, I’m gonna hang it on my wall, and you said, well, it was created by artificial intelligence, it would immediately be diminished in its value to me, or a piece of music for that matter. Those are expressions of our humanity, that’s what makes us real. And nothing can mimic that. So that artificial intelligence is limited by the fact that it is not human.

cannot encounter those human emotions. And that’s the space and role we will always have, I think.

John Jantsch (08:54.446)

Well, I agree with you thoroughly, but let me back up on that a little bit. If I think a piece of art is still a piece of art, why should it matter how it was created?

Ernie Ross (08:58.222)

Sure.

Ernie Ross (09:06.818)

Because as much as though, if you had to show the whole intangible space, if there were Picasso that he had created, but he had never signed it, it would not be authentic, right? It would not have the same intangible value. So that it is determined by the ownership of an individual that has created that piece. Here’s an example. You might have heard about the duct tape and the banana.

John Jantsch (09:14.394)

Sure.

Ernie Ross (09:32.206)

that was created at this station. It sold recently for $2 million. Or John Cage, who created four minutes, seconds of this piece that no one plays. Those are examples of what is authenticating and giving it value and validating it is our regard for the person who is originating the piece. But if it’s done by AI,

John Jantsch (09:32.881)

yes, yeah, of course I did.

Ernie Ross (09:58.306)

then it could be duplicated and replicated a hundred times over. It’s AI generated, it’s not created by John. You are unique in the world. So when you create a piece, is unique to its own individual that would ever exist on this planet ever again. And that’s what makes us unique and that’s what makes the pieces created by human unique.

John Jantsch (10:19.61)

You

started off by, or you gave the example of the Dove and Men’s Care products, and really you kind of put the word in the story they were telling. And I want to go back to that a little bit because I think one of the most powerful ways you can make connection is with stories. And I think a lot of marketers have woken up to that idea, certainly the last five, 10 years. So what role do you think storytelling, authentic storytelling plays in

in communicating what a brand stands for.

Ernie Ross (10:54.356)

Absolutely. Telling an emotionally compelling story, any narrative of that kind, makes it memorable. It connects you authentically with your… We’re essentially, as human beings, sentient beings. Most of our decisions are being made by the way we feel, not by logic as much as we’d like to think it is. And we’re engaged by stories. And it is essence of who we are.

It is what we’re created of memories, memories that are made of stories. So providing a brand is embodying an intangible value woven together through an emotionally compelling story. While that is happening, that will certainly be a point of resonance once the shared intangible value has been embodied in that particular offering. Here’s an example. If you and I were going into the beverage industry,

And I said, John, I’ve done everything with this product. I don’t think it’s going do remarkably well. It’s not particularly attractive in its colors. Black.

It has no nutritional value whatsoever. I’m not going to sell it in flavor. But I’m going to guarantee you 1.9 billion units every day around the world. You think that’s crazy. But that’s exactly what Coca-Cola does. And it’s woven together by these really emotionally compelling stories. They don’t sell it in flavor, taste, the feeling, open happiness, real magic, all themes over the last 10 years. So if a product, a beverage,

that has no nutritional value, that contains 38 grams of sugar, can be sold as an embodiment of the satisfaction for the craving of human connection. Woven together tree, more shake-upelling stories, I think is the best evidence of the fact.

John Jantsch (12:38.234)

Okay, well again, I agree with you, but I’m going to push back on another. They’re selling poison under, you know, that, right? And so are they really manipulating people to buy a product that is really not good for them? I would suggest that that’s probably using what you’re talking about, you know, for evil rather than for good.

Ernie Ross (12:59.982)

Very good, absolute point. I remember I had to give a talk at the Global Happiness Summit right here in Costa Rica, the United Nations established University of Peace. And I gave a talk on Coca-Cola and everybody in the room was stirring and said, why are you doing that? I said, well, don’t shoot the messenger. They own the space on happiness. Now, who determines whether it’s manipulative or positive is based upon the lens you’re filtering it through. I agree with you.

John Jantsch (13:17.439)

the

Ernie Ross (13:28.706)

But they’re using techniques and devices that are so compelling that’s effective. Maybe those of us who are pushing climate change or operating an NGO could learn from some of these techniques. Because ultimately, it’s determined by outcome. But if we can employ and deploy some of those techniques and devices that those big brands are using, maybe we would push the needle forward a little bit in terms of the

the more noble ideals and projects that we have. So you’re absolutely right. It’s more about how are they achieving it than whether it’s being done for greater good.

John Jantsch (14:00.42)

Yeah.

John Jantsch (14:06.648)

Yeah. So if I’m a company not of a Coca-Cola size by any means that has been selling features and benefits and I now think, hey, we need to change and we need to connect and we need to discover our purpose so that we can actually tell that authentic story. Where do you help people start?

Ernie Ross (14:30.84)

There are three schools of thought that make up the tangents. The first is called pillars of purpose. It’s an introspective process that asks the most three probing questions you can ask of a brand or of yourself. Question one is who am I? Question two, and is who am I to you? Question two would be what is my purpose? What greater purpose do I serve to you? And the last question is how will I be remembered?

What lingers with you after interaction, whether you see the packaging or an ad that was run, what stays with you? And out of those three are like signposts to take you to what I call the universal truth. Something that is your brand ethos that is universally acceptable. As an example, if you were a brand of water, it could be no one in the world should ever go thirsty. So it would…

That would be building the brand architecture in an emotional space. Notice it’s not what is it, it’s who am I? What is my purpose? How will I be remembered? And then the second school of thought is what is called currency of conversation. How do you make the message viral? How do you get the message out there? And that lands on three principles. Is the message relevant? Do I have a high regard from where I’m hearing or it’s coming from? And does it resonate with me at a deeply fundamental level?

The final school of thought would be the science of human connection, which are the techniques and devices you’re using to be able to create that connection based upon purpose, passion, or do you get a passion following what I call a polyphonic understanding of the marketplace polyphony.

coming from a musical term where an instrument can play more than one note at the same time. In much the same way, you have to track what’s happening with emerging trends, changes in attitudes, consumer behavior, and so on, to be able to travel ahead of your headlights, so to speak, so that you can measure the response that you need to have in your brand storytelling.

John Jantsch (16:32.515)

You work in some different markets outside of the US. In your view, do you think there are cultural differences in not only how people market, but how people build trust, how people get connected to brands?

Ernie Ross (16:45.62)

Absolutely, absolutely. Each market has its own dynamics and so on, but there is, however, that space that I call the universal truth, where it’s all expansive, regardless of what market. But at the end of the day, reality is really a perspective. In our offices, as you come into the building, there is a very unusual object that reinforces this.

It looks like what appears to be a mirror with a crack in it and there’s a broom perched against it. A lot of people come into the office and they say, why do you have this object here? And I said, you tell me. And they look at it and they talk about maybe the frailty of life. so I said, no, it’s just what it looks like. And the.

It is done by, it’s an installation done by an artist from Argentina called Leandro Ehrlich. And it’s actually an illusion. He’s just created an open space, put a frame of metal running across it diagonally, and makes it look like a crack. He’s put a broom in the front and a broom in the back. Now you can see right through this object, John, you don’t see your own reflection. But nine out of 10 people stand in front of it, including me, when I first got it.

and see a mirror. And it’s based upon the whole principle, know, that we don’t see the world the way it is, we see the world the way we are. And it reinforces the idea that we have to question this version of reality. So to your point about what works in what part of the world, it’s about that point. Being able to question the reality as determined by the audience that you’re reaching to. What is their version of this reality before you begin to authentically connect and do it?

John Jantsch (18:21.774)

You spread the word of intangence. What do you kind of hope for maybe the wider world of marketing leadership, human behavior for this idea to catch on?

Ernie Ross (18:33.868)

For that I’ll go to the last chapter and I just want to read a little bit of it for you, if I may. This is really to me key to what I would love everybody to take away from it. It reads, if nothing from nothing is an irrefutable law of physics, then what could possibly have first existed before anything else? In the beginning, everything was entirely intangible.

This is a profound insight into the question of what first existed. And throughout the book I demonstrate how real and powerful the world of intangibility is. As an example, if you took all the companies traded in the S &P 500, the value of it is about $28 trillion. And if you sold every physical asset, you wouldn’t even get to 20 %

of the $28 trillion. So it’s all intangible assets and defined through an intangible meaning. So the world exists. What is one of the world’s largest transportation companies? Uber. How many cars do they own? What’s one of the world’s largest retail companies? It’s Amazon. How much mortar and stone do they actually have? And if you looked at all the major brands in the world, every single one from Apple to

Microsoft or to Coca-Cola. They have charts done by their accounting firms that are measuring their intangible value greater than that of their tangible value. If I sold you the Coca-Cola company today and I give you all the factories and all the buildings and I kept the name, I would be the one to win the game. So it’s an intangible space. And so that’s what I would like to take away from. To recognize, if you took this into a…

a spiritual realm, if you will, and you ask the question, how did we actually begin? How did this all begin? Now you’ll get theories from scientists to religious people, but if we can agree on one principle, that is all intangible. I have a little cartoon in the book of a magician pulling things out of a hat, and it says it can’t be weighed, it can’t be held, it can’t be shipped, but it exists. It’s intangible.

Ernie Ross (20:52.502)

So essentially that’s what I’d like to think we are at the end of the day.

John Jantsch (20:57.602)

Awesome. Well, I appreciate you taking a few moments to stop by the Duct Tape Marketing Podcast. Is there somewhere you would invite people to connect with you, find out about your work, and obviously connect with your book?

Ernie Ross (21:08.408)

Sure, it’s intangines.com. It’s spelled I-N-T-A-N-G-I-E-N-C dot com. That’s the website. The book is available through Amazon, Walmart, Target, Indigo, and several other outlets. There are courses that are taught. There’s a four to five minute master class. And there’s a three day program validated by the United Nations Established University for Peace. And in Europe through the…

business school called Ecole des Ponds. So the work has been, the body of work has been given great assessment and testimonials by Harvard professors and so on, but more importantly, it’s the number of people around the world, over 10,000, that have participated in the program. I’m humbled by the responses we’ve got, and I’m grateful to you, John, for giving me yet another platform to ventilate the views.

John Jantsch (22:06.202)

You bet, and we’ll have a, for those of you listening, we’ll have a link to Intangence in the show notes as well. So, Ernie, again, I appreciate you stopping by and maybe we’ll run into you one of these days in Costa Rica. All right, take care.

Ernie Ross (22:18.946)

I look forward to that, John. I’ll be your guide for sure. Thank you so much. Cheers.

Why Hope Is a Leadership Strategy

Why Hope Is a Leadership Strategy written by John Jantsch read more at Duct Tape Marketing

Listen to the full episode:

Overview

On this episode of the Duct Tape Marketing Podcast, John Jantsch interviews Dr. Julia Garcia, psychologist, speaker, and author of “The Five Habits of Hope.” Julia shares how hope isn’t just a feeling—it’s a set of practical habits that anyone can build to move from survival to thriving. Drawing on research, client stories, and her own journey overcoming adversity, Dr. Garcia explains how reframing adversity, processing emotions, and building real community can turn even the darkest moments into sources of strength and innovation.

About the Guest

Dr. Julia Garcia is a psychologist, speaker, and author dedicated to making hope a practical tool for transformation. Through her Five Habits of Hope framework, she helps organizations, leaders, and individuals build resilience, process adversity, and foster cultures of belonging and growth.

Actionable Insights

Hope is not just a mindset or emotion—it’s a set of learnable, repeatable habits that can be built by anyone, even in adversity.
The Five Habits of Hope blend emotional processing, reframing adversity, building community, taking emotional risks, learning to release, and repurposing pain into purpose.
Reframing adversity starts with replacing negative language and identities (“I’m worthless”) with healthier narratives (“I’m worth more” or “I’m also courageous”).
Emotional risk isn’t about adrenaline—it’s about opening up, expressing emotion (even joy), and connecting with others despite the risk of rejection.
Community and belonging are essential—loneliness can strike anyone, but habits of hope help build genuine connection and support.
Release is essential: Letting go of what you’re holding—stress, pain, pressure—creates space for growth and new stories.
Hope is built by going inward, not through outward achievement; it’s about aligning your inner narrative with your real values.
In business and teams, hope habits boost collaboration, creativity, retention, and create environments where people contribute—not just consume—culture.
Measuring hope is less about “getting better every day” and more about having a repeatable process for returning to hope when you feel lost.

Great Moments (with Timestamps)

01:02 – Hope as a Habit, Not Just a Feeling
Why hope is a learnable process, not just a fleeting emotion.
02:47 – The Dark Side of Hopelessness
Julia’s personal journey and the universal struggle with despair.
04:22 – The Five Habits of Hope (Overview)
From owning your story to repurposing pain into purpose.
06:13 – Reframing Adversity with Language
How changing your self-talk can reshape your identity and outcomes.
07:35 – Emotional Risk and Real Connection
Why being vulnerable is the key to breaking loneliness and building community.
10:24 – Measuring Progress with Hope
Why inward alignment is more important than outward achievement.
12:35 – Hope in Business and Teams
How leaders can build cultures of hope, collaboration, and innovation.
14:47 – The Power of Release (Exercise)
A hands-on exercise to let go of stress and create space for hope.
18:05 – Realistic vs. Unrealistic Hope
Why hope starts with honesty, not false positivity.
19:09 – Hope as a Practical Strategy
How habits of hope drive innovation, leadership, and culture change.

Insights

“Hope is a habit, not just a feeling—there’s always a way back to it, no matter how lost you feel.”

“You can’t have hope without honesty. The first step is to face your feelings and own your story.”

“Release isn’t weakness—it’s how we make space for growth, change, and new beginnings.”

“In business, hope drives creativity, collaboration, and real contribution—not just survival.”

Duct Tape Transcript

John Jantsch (00:00.976)

Hello and welcome to another episode of the Duct Tape Marketing Podcast. This is John Jantsch. My guest today is Dr. Julia Garcia. She’s a psychologist, speaker, and author who has dedicated her career to teaching the science and practice of hope. Her Five Habits of Hope framework blends research, client stories, and her own journey overcoming adversity. She’s worked with organizations, schools, and leaders to help them move from survival to thriving.

Making hope a practical tool for transformation. We’re going to talk about her new book, The Five Habits of Hope, Stories and Strategies to Help You Find Your Way. So Julia, welcome to the show.

Julia (00:40.184)

Thank you so much for having me. I’m excited to be here.

John Jantsch (00:43.686)

So and I’m sure you get asked this all the time. I know you have an answer for this, but I’ll tee it up anyway You know a lot of people think of hope is like an emotion or a mindset and you’re reframing it actually as a habit not just something that Happens to you, but something you actually can control so unpack that for me

Julia (01:02.924)

Yeah, definitely. Well, I guess the best way to explain this is, do you know when you have hope? Do know when you feel it? Would you agree? Okay. And do you know when you don’t? Have you ever felt like you didn’t have it?

John Jantsch (01:11.413)

Yes, yes, yes.

John Jantsch (01:17.166)

Yeah, you know, like we’re down by three touchdowns and there’s three minutes left, right?

Julia (01:19.854)

Exactly. So you know when you have it and you know when you don’t. it’s one of those things that’s connected to our feelings. And so the biggest thing is we don’t always have a process or a way to navigate our feelings. So when we do that, then we can always have a process back to hope. So it starts with emotional habits to help us build and navigate back to hope. Because at the end of the day, I could tell you,

Hope is a cognitive science, but it really comes down to how you feel about it. And so if you’ve got feelings that are blocking you from having hope, then what we need to do is actually focus on how we process and navigate our feelings with emotional habits of hope.

John Jantsch (02:03.046)

And I think we’ve all experienced people that probably shouldn’t have that much hope, but they seem to, right? I mean, like they’re in a situation where you think I would never want to find myself in that situation, but that person still seems pretty hopeful. I mean, I think that explains a little of what you’re talking about, isn’t it?

Julia (02:08.366)

If all’s hope is not the same. Yeah. Yeah.

Julia (02:23.342)

Yeah, I like to debunk some of the things that actually hope aren’t. And so sometimes people think hope is being happy. And that’s not like true. That’s not what it is. And some people think you have to have a lot of it or a big amount or be the loudest about it or be super positive. And that’s not true either. You can have a very tiny bit and it might even be unseen to other people. And it could be just enough to get you through.

John Jantsch (02:47.418)

So what’s the, because you allude to it in your bio, what’s kind of the specific story in your life that kind of tested this idea for you?

Julia (02:56.504)

Well, I never thought hope was like something that takes seriously that could help me in my career and my relationships in life in general. had no idea that it was like the single greatest predictor to our health and wellbeing. I really didn’t think that it had much substance to it. But when I look back to what happens when we don’t have it in the moments I have been hopeless, that is a darkness that you don’t wish upon anybody. And in my work, I’ve actually had like a front row seat to

millions of people sharing those dark spaces that they’ve been in. They could be professionals, they could be students, they could be parents and family members. And it really didn’t matter what demographic a person it was or where they were from. That kind of similar dark place of despair was something almost everybody has ventured to and not sure how they were going to get out of it. And that really opened my eyes to it’s not just something I’ve felt and struggled with that I’m seeing the masses of people I work with.

There’s a disconnect in being able to face our feelings so that we can get out of those places of darkness or despair that affect our relationships, our workflow, our teams, our culture, and the way that we build our lives.

John Jantsch (04:10.374)

So I don’t want you to go habit by habit and tell us the whole story. People should buy the book to get the whole story. But give us a little bit of the overview of the habits themselves. First one, own your own story.

Julia (04:22.796)

Yeah, I think that the emotional habits are really the premises for me. I did anything but face feelings. I thought like if I got real about my feelings or got vulnerable in any way, shape or form that I was weak, that I’d be a burden, those things. So it helps us really navigate the emotional things. And one of my favorite ones that I think your listeners will really like is habit number five, which is

the habit of repurposing. And it’s where we take parts of our story and we rewrite it, we rebrand it, we rechannel it into something innovative, creative, a project, anything that you can think of. This was actually something I had. There was, for an example, I wasn’t in the space of social media at the time, but I started really observing how people were using it and the impact it had on culture. And one day I learned that there were some people who were

getting harassed online and even taking their lives to the experiences that they were having from social media abuse and harassment and things like that. So what I did is I took the anger and the frustration I felt of learning about that and how people were experiencing it in a very harmful way. And I created a mobile app to help create a safe space for people online. And this was years ago, but the point is I took a feeling and I repurposed it through an emotional habit of hope.

and I created something from it.

John Jantsch (05:47.238)

So one of the big themes I think in the book is this idea of reframing adversity. Obviously people that are feeling very hopeless, you the first step is to kind of reframe that. So how do you help people kind of deal with that? Or could you even share an example from your own life or somebody you’ve coached that really took that big step, that big first step, I guess?

Julia (06:08.568)

Yeah.

Julia (06:13.666)

Yeah, I think reframing has a lot to do with the language and replacing language because really what happens is we feel a certain way and then we start to do things in response to that feeling. So for example, I didn’t feel like I had worth, I felt worthless. And so then it became, I would do things that maybe weren’t helpful for me to advance my career or relationships. They actually were the opposite. They were self-destructive.

And then I would be like, yep, because I’m worthless. So then it would affirm an identity, a sense of self. So the feeling informed my identity. And then it just kept going on this negative loop. And you know it, if you’ve ever had those thoughts, if I can’t do it, I’m not good enough. I’m less than, I’m worthless. And so instead of just stopping those habits in our minds, because that’s really hard to do to just stop something, what we do is we interject and we replace it with something. So we could say, I’m worth more. Or we can also add something. We could say,

I’m anxious and afraid, but I’m also courageous and brave. And it’s actually breaking thought cycles and rewiring those neural pathways in our minds so that we can rewrite our stories that we tell ourselves in our mind that tell us who and who we aren’t. So our thoughts and feelings are starting to align with the identity that we feel empowered by.

John Jantsch (07:35.216)

There’s a lot in the news lately about kind of an epidemic of loneliness almost that seems to be really pervasive. You talk a lot about the need for community as and relationships as a big part of kind of getting as one of the habits actually even. So how can somebody who is really feeling that, you know, that sense of loneliness take advantage of that idea?

Julia (07:46.904)

Mm-hmm.

Julia (08:00.728)

Yeah, think when I think of lonely, loneliness does not discriminate. You could be super connected, really successful and feel utterly alone. And I want to say that because if you’re listening and you feel that, I just want you to know you are not alone in that. And habit number two, I would say is a really big one for this generation in particular. It’s the habit of emotional risk. So I used to think risk taking was like adrenaline rushes. I’ve jumped out of an airplane three times, love roller coasters, all the things.

But emotional risk is very different and only you know what you hold back in emotionally. Only you know that you didn’t actually fully open up to that person you’re in a relationship with. Only you know you didn’t, you withheld. Even joy. I have people who I work with who are not just withholding and struggling in suppressing emotions like sadness or anger, they’re actually withholding joy too because when you get in that emotional habit of withholding, you’re withholding everything.

So it’s not just sadness, it’s joy too. And only you know what that is, but we have to believe there’s value and worth in taking that emotional risk. And so the flip side is you could get rejected. Your idea could get thrown down. You can look stupid and feel like a fool. So there is a risk. That’s why it’s saying it’s called risk. But if we are brave, no matter the outcome, I believe we will like who we are becoming.

And I think that’s what’s really important to people that they really do value is the person they are. I know sometimes we attach success with things we do, but at the end of the day, we have to look ourselves in the mirror. We’re the ones who have to lay down with ourselves that night. So when we actually value and appreciate ourselves, then regardless of the outcome, if we were brave that day, I think we’re going to like the journey we’re on.

John Jantsch (09:49.51)

So lot of works on habits or to talk about habits, you one of the core.

elements is really this idea of just do a little every day, know, get a little better every day, you know, kind of thing. How do you help people? Because I think, you know, do two more push ups a day is pretty tangible, As I have it. But it’s but you know what I mean? It’s a very tangible thing, right? But like, have a little more hope each day. How do you how do you help people kind of quantify or measure or keep the momentum going?

Julia (10:11.574)

Not for me.

Julia (10:24.118)

That’s one of the trickiest things in my industry is when you are working with feelings, quantifying is really hard. That kind of data is really hard. It’s a lot of feedback in order to get that quantitative and qualitative. But I would say the biggest thing, if you want to measure, I would say is actually don’t do that because this constant perform and get better and

John Jantsch (10:31.237)

Yeah.

Julia (10:48.494)

be better is not really what I’m saying. What I’m saying is instead of going outwards to achieve X, Y, and Z, let’s just get better at having a process to go inward. So it’s actually to me the opposite because the internal place, when that gets aligned with our values and a sense of worth, then the external things matter less. And we enjoy the journey a lot more and we can actually enjoy the relationships and the success that we’ve garnered.

John Jantsch (11:18.886)

So it’s almost a little counterintuitive. It’s like when they talk about meditation, it’s like you’re not going to get benefit of meditation if you’re trying to get benefit from meditation. So it’s kind of that.

Julia (11:27.982)

That’s exactly it, 100%. 100%. And I think we don’t always get to know ourselves, like who we were before we were overly stressed, before we had all this pressure on us, who we were before puberty, you all the things, like who were we? And like, let’s get to know that person, me, for all the pressures and the success and things like that. So I like to think about it as like, if we were, say, a pen on a desk and then pressure is the paper over us, and then expectations is another paper.

paper over us and it’s kind of just like a process of getting those off so that we can begin to write our story the way that feels aligned with who we really are.

John Jantsch (12:09.008)

So I know you do a lot of individual work with individuals, but you also, I know, work with some business leaders and teams. So how do you translate this into business speak, if you will? I know it’s the same concept, but when you go and work with a leader or with a team, how do you make this feel like a business thing instead of like psychology, so to speak?

Julia (12:22.295)

Yeah, no, definitely.

Julia (12:35.168)

Yeah, of course. mean, making it personal for sure. We all know what burnout does to our teams. We all know that turnover, how much that hurts our bottom line. We all know what it’s like to have someone we work with who we don’t want to work with and who we don’t like working with. And when we have these emotional habits of hope, it trains businesses to solve problems instead of just be on survival mode. helps us find a path forward collectively instead of

feeling like we’re going to collapse under stress. It helps improve actual business outcomes, team culture. And some of the ways that we can think about that is through, let’s say the habit number four is receiving. And that’s all about collaboration. It’s learning to actually listen, to learn, to adapt, to include, to participate. And habit number five that we spoke a little bit about earlier, how that translates really into effective business leading is contribution.

A lot of people are part of a culture and they are a part of a culture, but they’re consuming it they’re not contributing and creating it. Especially in your team workplace environment, you assume that so-and-so is the leader. So this is just what it is. But the more we can find ways to contribute, then we can make pass forward. And another thing about that is when we’re collaborating, which is number four, receiving, we’re allowing ourselves to be sparked with new ideas and innovation.

And to build that team place culture, which is really important because it’s really easy to get discouraged in the workplace to just be on autopilot mode. But when we create a culture of hope, what we’re doing is we’re fostering connectivity or foster with emotional risks, right? We’re, we’re fostering, a better workplace environment when other people are listening and also engaging and contributing. And when we’re all part of a collective goal and mission. so ultimately it’s.

It’s a way that we can move forward together instead of being on like that autopilot mode.

John Jantsch (14:37.862)

Do you have, when you work with, maybe with individuals or with teams as well, do you have exercises that you share or teach or give them to really reinforce? Yeah, well, not on me. I’m not gonna be emotionally, I’m not gonna be emotionally vulnerable.

Julia (14:47.986)

definitely. Do you want to do one right now? It’ll take just a couple of minutes. Let’s do it. No, we’ll do it together. We’ll do it with… No, it’s not. Don’t worry. We’re going to do it together. We’ll do it together. Okay. Let me see both of your hands. Grab both of your hands. Okay. I want you to think about all the things that are pressures, stressors, things that make you feel like you’re struggling. Okay. We’re going to think about them. You got some things in your mind? You don’t have to say them. But you do? Okay. That was a yes. Okay.

So now squeeze two fists really tightly. Now, if I were to come next to you and try and open your fist, I shouldn’t be able to, because that’s how hard you’re going to be squeezing. So if you’re listening right now and you would like to participate, what you do is you think of things that are just really stressing you out, things that you’re struggling with that you’re not opening up about, that you are just, you’re independent. You’ve got this. You’re going to figure this out. You are strong-willed. You are high-performing. You’ve got it. So I want you to just keep squeezing the fist. Is it getting exhausting yet? Keep doing it.

I have nails, so it gets to hurt. Just don’t hurt yourself, okay? If you’re bleeding or something, like, you can stop. But keep doing it. Now, if you’re doing this and I was like, okay, go about your day, but keep doing this, you’d probably figure it out, John. You’d probably, like, use your nose on your phone or use your elbows to pick things up. You would probably figure it out because you’re probably really independent, hardworking, resilient, all of those things. So if you’re listening, you’re probably going to figure out even how to drive with these two fists in your hand.

Because the thing is, we actually can do almost all the things that we’re up against. We can be really resilient. But on the count of three, when I say release, you’re going to let go. One, two, three, release. How does that feel? What’s the first word that comes to mind?

Julia (16:30.924)

Better. Because here’s the thing, the number one thing that I heard was the word release. So that really helped me form the emotional habit number three, which is release. Because what we do as human beings, we focus so much on being resilient and we associate resilience with isolation and independence that we hold so many things. That we hold it until it is holding us back. Because the thing is, John, you could do that all day, but you’re going to be restricted.

And when you open your hands, when you let go, when you have a process, a regular process to release, it will impact every single area of your life, personal, relational, professional, spiritual, you name it. It’s going to impact every single area of your life. But the temptation is to hold it all on yourself. So we have to get in the emotional habit of practicing release.

John Jantsch (17:22.214)

So I have practiced meditation for many, years and my favorite metaphor for meditation is that all those thoughts or those things that you hold, think of them as clouds and you can just like push them away. Little floating clouds.

Julia (17:33.934)

Mm.

Julia (17:39.148)

Now, mine is saying, I love that. I’m going to get you to get a surfboard and to ride a cloud, to not push it away, but to ride the cloud. Make it a slide, go down, you know, and to use something with it. Do something with the cloud.

John Jantsch (17:40.56)

Yeah.

John Jantsch (17:51.718)

Yeah.

Alright, so this is perfect point for this question. How do you distinguish between realistic and unrealistic hope that somebody might have?

Julia (18:05.371)

Yeah, the biggest thing, great question is when you think of the word hope, it doesn’t mean happy. And a lot of people think false positivity. That’s not what hope is. I actually think to replace that with instead of false positivity, it’s feelings processed. Because the first thing to hope is honesty. You cannot have hope if you ain’t honest with yourself. So being falsely positive, that’s not going to get us there.

John Jantsch (18:08.23)

you

Julia (18:30.818)

You don’t have to project happiness and you don’t have to have a ton of hope. You can have like a tiny, tiny, tiny little seed of it. And that’s enough to interject the negative thought cycles and to start rebuilding the neural pathways in our mind to reshape how we think and how we feel.

John Jantsch (18:49.062)

And I’ll end with letting you kind of bring this back full circle because there’s certainly a number of people have said it. think it was a former chief, army chief of staff that it’s mostly attributed to, but that hope is not a strategy. And I think what you’re doing is reinterpreting what that means.

Julia (19:09.762)

Yeah, hope is a feeling because that’s how we know it. That’s how we describe it. But it’s a habit. It’s something we can learn and unlearn. And if you felt hopeless before, there was a way you got to that hopelessness. So that means there’s a way back to it. There is a way to hope. And when you have hope and you pair that with being a leader or an innovator or a creative, what happens is you start to innovate more. You start to strategize better. You start to…

think through problems, you start to have expectations, you start to build culture that people can collaborate in and connect in, and you start to change the trajectory of what’s possible.

John Jantsch (19:54.552)

Awesome. On that note, Julia, I appreciate you dropping by the Duck Tape Marketing Podcast. Is there someplace you’d invite people to find out more about you, connect with you, certainly find out more about your work and the five habits of hope?

Julia (20:06.914)

Yes, I would absolutely love to connect with you on any of you can find me online, Dr. Julia Garcia. You can also get or gift the five habits of hope book. You can listen to it on audio. It’s available wherever books are sold and you can follow my podcast journey with Dr. J.

John Jantsch (20:24.614)

appreciate you stopping by Julia. Hopefully we’ll run into you one of these days out there on the road.

Julia (20:28.578)

Thank you so much.

The Human Side of AI Branding

The Human Side of AI Branding written by John Jantsch read more at Duct Tape Marketing

Listen to the full episode:

Overview

On this episode of the Duct Tape Marketing Podcast, John Jantsch interviews Mark Kingsley, renowned brand strategist, consultant, and author of “Brands in the Age of AI.” Mark shares how AI is reshaping the landscape of branding—putting pressure on brands to act ethically, think humanely, and redefine the meaning of differentiation, trust, and emotional connection. Mark and John discuss why algorithm-chasing alone leads to commoditization, how true brand value now lies in human insight, and the new risks and opportunities for companies of every size in an AI-driven world.

About the Guest

Mark Kingsley is a brand strategist, consultant, and author with deep expertise guiding global organizations through digital transformation. His latest book, “Brands in the Age of AI,” is a practical guide for leaders, marketers, and entrepreneurs navigating the new rules of branding, trust, and differentiation in an AI-powered landscape.

Website: malcontent.com
Book: Brands in the Age of AI

Actionable Insights

AI is a force multiplier: It amplifies both good and bad brand behaviors, putting greater pressure on brands to act ethically and humanely.
Don’t chase the algorithm—brands that focus only on efficiency and optimization become replaceable and lose emotional connection.
Humanizing brands means moving beyond calculative thinking to contemplative, meditative thinking; focus on flourishing, not just transactions.
Trust is at risk in the AI era: Brands must be transparent, consistent, and prioritize removing friction for the customer—not just for the company.
The best AI-driven storytelling isn’t just a sequence of events—it creates moments of transformation, transcendence, and genuine recognition (“I see you”).
Integration and database silos are a real challenge for delivering seamless, frictionless experiences; the future belongs to brands that can connect data and remove barriers.
Small businesses can leverage AI to “level up” and deliver greater value, but must avoid eroding value through simple efficiency or automation.
The real opportunity is delivering more human, more insightful, and more emotionally resonant experiences—AI should be a tool for that, not a replacement for it.

Great Moments (with Timestamps)

00:47 – Is AI Changing the Rules or Raising the Stakes?
Why AI is a force multiplier for both good and bad brand behavior.
01:50 – Can AI Actually Humanize Brands?
Why contemplative thinking and ethical choices matter more than ever.
04:54 – Trust, Technology, and the Pendulum of Progress
How brands can rebuild trust in an AI-driven world.
06:56 – Don’t Chase the Algorithm
Why marketers focused only on optimization are the first to be replaced.
09:12 – Storytelling, Recognition, and Transformation
Real-world examples of brands using AI to create “aha” moments.
13:42 – The Brand AI Integration Model
How database integration (or the lack thereof) shapes brand experience.
18:23 – The Human Skills That Matter Most Now
Why leadership, education, and redefined goals are critical in the age of AI.
19:35 – Risks and Opportunities for Small Businesses
How small firms can use AI to punch above their weight (and where they must be careful).
21:29 – Delivering More Value, Not Just Efficiency
How to thrive by focusing on insight, innovation, and customer outcome.

Insights

“If all you do is chase the algorithm, you’re replaceable by AI. Real brand value is in the human insight, not just the optimization.”

“AI is a force multiplier—it can help you deliver more human and more meaningful experiences, but only if you choose to use it that way.”

“Trust is built by removing friction for the customer, not just for the company.”

“Storytelling is about transformation and recognition, not just a series of events.”

“Small businesses can use AI to compete with the big players—but value comes from insight, not just automation.”

Duct Tape Transcript

John Jantsch (00:01.08)

Hello and welcome to another episode of the Duct Tape Marketing Podcast. This is John Jantsch and my guest today is Mark Kingsley. He’s a renowned brand strategist, consultant and author with deep experience in guiding global organizations through digital transformation. His latest book we’re going to talk about today, Brands in the Age of AI. It’s an essential guide for leaders, marketers and entrepreneurs seeking to thrive in a landscape where AI is rapidly changing consumer expectations, brand trust and the

very nature frankly of that key brand element of differentiation. So Mark, welcome to the show.

Mark Kingsley (00:37.992)

Pleasure to be here. Thank you.

John Jantsch (00:40.076)

Let’s just let’s just hit it right off the bat. How is AI changing the fundamental rules of branding, if you will?

Mark Kingsley (00:47.55)

Does it change the rules or does it put a more pressure on people’s behavior? It puts more pressure on what I would, know, ethically I would call like better behavior. Because AI does multiply. It’s a force multiplier for the ability to extract more attention and to extract more profit from brands and transactions to extract more attention and etc.

But I see it also as an opportunity to, in the book I speak about like connecting with the I thou connection, me I and you thou and seeing each other with open eyes, seeing the other person as a person, not as a target, as a member of an audience or a potential transaction. And AI does.

offer these opportunities. It just comes down to like what is the choice that people are going to

John Jantsch (01:50.602)

We’ll say a little more about that because I mean, you’re talking about it as a force to actually humanize some marketing and there certainly are people that are saying just suggesting just the opposite. It’s turning marketing into a more robotic exercise.

Mark Kingsley (01:56.211)

Yes.

Mark Kingsley (02:00.766)

Mm-hmm.

Mark Kingsley (02:05.756)

Yeah, well, it’s very easy. In the beginning of the book, I talk about the way in which I’m approaching it. And I do it differently than most other people that speak about AI. Like if you go to LinkedIn, there were volumes and volumes of gibberish every day about the best prompts and how this company is going to market cap, blah, blah, you know, all that stuff. That’s what I call calculative thinking. And that’s basically figuring out how am I going to get from here to there. It’s logistics, right?

John Jantsch (02:22.498)

Right, right.

Mark Kingsley (02:35.742)

And I’m proposing that we also enter it’s also an opportunity for us to enter into what I call a more contemplative or meditative thinking which is I am I am going to consider the way that AI is going to impact my relationship and our relationship to each other to time to history to Society to knowledge all of that and so that this is it’s more of like an inflection point It’s very easy. We are rewarded

for good calculative thinking. We are rewarded with year-end bonuses. Name any domain, any kind of industry, you’re rewarded for returns. But that only goes so far. mean, aren’t we on this planet? Don’t we offer products and services in such a way to encourage the flourishing of human beings? One would hope.

John Jantsch (03:31.918)

Sorry to chuckle there, but I had forgotten all about that.

Mark Kingsley (03:36.486)

That’s the thing. It’s easy to forget, right? Because we get caught up in our professionalism. We get caught up in our engagement. We get caught up in results. And those are things that we can track. How does one track an emotional… mean, brands in theory, everyone that works in branding talks about brands making an emotional connection to people. So that’s hard to track. That’s hard to rationalize on a spreadsheet at the end of the day. And that’s hard. So it’s…

I know that I am shouting in the wind. I know that, right? But, you know, at least someone is doing that. It’s I’m like the, you know, the classic myth of the little boy in the dyke and trying to keep his finger in the dyke trying to keep the sea at bay.

John Jantsch (04:25.304)

Well, it’s interesting because, you know, I’ve been doing this for 30 some years. And I mean, I’ve seen a lot of new technologies come along and you see this huge, you see this huge swing towards what, what the promise of this technology is. And then inevitably you see the swing back to like, here’s how it failed us. So one of the most important words, I think you talked about emotional connection, but certainly trust is a huge part of that. So what role does AI play in

Mark Kingsley (04:51.133)

You

John Jantsch (04:54.19)

enhancing trust as opposed to eroding it. You know, you hear people saying all the time now, one of the negatives about AI is I don’t know what to trust because am I seeing something that’s real or not? So I think there’s going to be this swing both ways to like not trusting and then how do we get back to humanizing the emotional connection?

Mark Kingsley (05:15.729)

This is humanity’s relationship to technology in general, regardless of whether it’s AI or it be computers. could be the… I was just gonna say that, exactly, right? So we all rush to new technological innovations and advancements, and we see the benefits that it’s going to bring us, but technology is never positive or negative. It’s kind of like a neutral thing. What technology does, and this is a…

John Jantsch (05:20.386)

Yeah. Or automobiles. Yeah.

Mark Kingsley (05:44.766)

this is an idea that comes out of Heidegger, is that it reframes our relationship to things. For example, the technology of taking sawdust, mixing it with glue and coming up with medium density fiberboard, right? That gives us Billy bookcases. And it’s amazing that we can kind of use this material that was once considered to be, know, detritus, we can now use it for an actual building material and make money with this, right? What that does is that

There are forests in Romania that have been decimated just to build Billy bookcases, just to make sawdust for the Billy bookcases. So that’s what I mean about the constant reframing that technology does in our society.

John Jantsch (06:23.502)

Yeah.

So one of the things that I hear a lot of people talking about is sometimes marketers are just responding to what the algorithms give them, right? You have to do X, Y, and Z if you’re going to show up in AI overviews. And so you see a lot of people just chasing the algorithms that really truthfully are making decisions, in some cases, for our customers. So how do you kind of fight that no, let’s be human to no, let’s chase algorithms?

Mark Kingsley (06:56.889)

If that’s all you’re going to do as a marketing person is chase algorithms, you are replaceable. You are replaceable by AI. And so it’s it’s it’s short sightedness to even to even think that way. I mean, in the book I describe and it’s a it’s a constant example that people use if you look at lawyers. Right. And the education and training of a lawyer is you become you go through law school and then you become a junior partner and you sit there all night long going through paper and going through cases, reading cases.

and looking for ways in to a case or some sort of insight. That is you learning how to be a lawyer, right? But we can now offshore that work to AI and have AI go through and do this analysis. But what we’re doing is we are basically robbing the future. We are robbing new generations of lawyers. So how do we now educate a lawyer? it’s even in marketing, there’s

There has to be some sort of constant readjustment, resetting about how does one learn how to be a marketer, how does one act as a marketer, how does one kind of identify good marketing techniques.

John Jantsch (07:57.998)

Thank

John Jantsch (08:07.598)

Yeah. A phrase just popped into my head. know, know, the first kill all the lawyers, which was part of a much larger phrase, but, but I think it’s now first kill all the paralegals. that.

Mark Kingsley (08:16.477)

Yeah.

Mark Kingsley (08:23.325)

No, I would you know, I I you know, I’m much more cynical than you are I say first let’s kill all the mid-level marketing managers

John Jantsch (08:30.606)

Right. So if chasing algorithm, and I’ve totally agree with that. mean, the people that are just looking to like find efficiencies and things like that with AI are essentially almost playing right into the hands of being replaced themselves. Right. So in branding, I think we’ve said this way before AI way before, frankly, anything digital came along storytelling is the one of the key, you know, the key assets. So

Mark Kingsley (08:47.057)

Right, right.

John Jantsch (09:00.472)

Do you have some examples? know you do in the book, plenty of examples, but give us an example of a brand that you think gets storytelling that’s AI driven.

Mark Kingsley (09:12.657)

Well, first off, have to identify what storytelling is. And so I would, first, I think I potentially may take cause with how you’re identifying storytelling. Because a lot of storytelling is basically, at least within the brand world, like the whole idea of the customer journey. A lot of that isn’t necessarily storytelling, but it’s events. It’s a repetition, and it’s a chronicling of events that happen this, then that, then that, then that, then that.

John Jantsch (09:24.494)

Okay.

Mark Kingsley (09:41.487)

I look at storytelling as some sort of, requires some sort of like, aha moment. So I’m like, a moment of transportation, transcendence, transformation. And then, I see the potential here. And so my favorite example, and this all comes down to like, how do I?

create a sense of being seen, of that I-thou relationship, right? So an example that I give when I give talks is I talk about one of my favorite bars in Chelsea called Chiquito. And I used to walk in and the person behind the bar, she would look at me and she’d go, you know, she opened her hands about, you know, like a bottle length and I’d nod. And then as soon as I sat down, there was a bottle of the Barone Reserva ready to go, right? She knew my wine and that’s how I ordered it, right? She knew me.

I knew her, we had a little secret link. We didn’t sit down, I didn’t meet her after work and go, hey, when I walk in, you need to know. It just happens naturally because we saw each other. And so to take that kind of notion of like, you’re seeing, another example that I use in the book is talking about going to JFK in a long-term parking lot. So you can make reservations at JFK, you kind of have to, to do long-term parking.

John Jantsch (10:39.63)

You

Mark Kingsley (10:58.318)

And there are a couple of parking lots there where you type in your license plate. That’s how you do your reservation like any other place. And the first time I showed up at this one parking lot, there was no one there. There was no booth. And I was like, I was ready to get really angry very quickly. I’m a New Yorker, right? I’m ready to get angry. But I pull up just a little bit closer and the gate opens. It’s because there was a tiny little camera that saw me and my license plate and put it together and said, here’s Mark.

And that was that moment of transformation where I’m like, I instantly went from feeling ready to fight to welcome, to like, come on in. You’re here. We get it. In you go. And these kind of innovations are slowly happening in airports. We’re going to get to a point where I don’t need to do bag drop off because AI has been watching my gate.

bio kind of information, biometric information is already out there in the world. I mean, I go to other countries and it scans my face and it recognizes me. My face is already there in that country, even though I haven’t been there since the introduction of AI. So it’s already out. So I’m going to walk into an airport that will recognize me by my gate, by my face, and it’ll recognize my bag. And I’ll do all that stuff. I just put the bag on the thing, off I go, and then it’ll track it for me. I already get.

When I I check my bags, already get text messages from various airlines going, oh, the bags on the plane, the bags off the plane, the bags coming to you. So this is this is all part of that that push to like a sense of subjectivity, I guess, or a sense of like, I don’t need. And part of that is removing all the friction, removing all the bumps along the way where I don’t have to worry about, oh, geez, I’m going to have to stand in this line. Oh, here’s the check in line. Oh, my God, it’s 15 people long. I’m just going to walk from taxi to gate.

John Jantsch (12:28.056)

Yep.

John Jantsch (12:40.416)

Mm-hmm.

Mark Kingsley (12:51.472)

Relatively soon, right? And so that for me is That’s a transformation. That is some sort of transformation in the story

John Jantsch (13:00.878)

Well, I think you used a really key word there because I think where people get tripped up with any kind of automations is when they’re used to make things life easier for the company as opposed to removing the friction for the customer.

Mark Kingsley (13:14.16)

Yeah, exactly. this is part of the frustration, right? Because a lot of the innovations that are spoken of to people to each other in boardrooms is usually on the calculative sense. How are we going to get more churn? We’re going to get more transactions, more exactly. How do I do it with more efficiency, right? Yeah, that kind of thing. So that’s why I say that. that’s why I say that. I feel like I’m shouting in the wind at times.

John Jantsch (13:31.544)

I’ve less people.

John Jantsch (13:42.766)

One of the key elements is a framework or a model you call the brand AI integration model. So do you want to unpack that one for us?

Mark Kingsley (13:53.501)

So it’s there’s there’s an idea and this comes from a friend of mine Ali madad who It has has like a strategy firm that he’s beginning these experiments with like ideas of like what he calls like a like a brand operating system and There is potentially a way to kind of automate the donkey work. It’s the donkey work of strategy, right? Can I can I set up my criteria and my parameters?

John Jantsch (14:10.242)

Yeah.

Mark Kingsley (14:21.636)

and set off a system to do the automatic customer segmentation, to do the automatic logistics, the automatic ordering supply chain, all that stuff can potentially come together if we get to that point where we properly integrate databases. the integration of databases is a problem right now. For example, Starbucks. Starbucks is in the middle of closing locations all around the world right now. They’ve closed like 900, no, they’ve laid off 900 employees

and close like a couple hundred locations in the United States in the last couple of weeks. What’s happening is that I’m seeing more more licensed Starbucks opening up in the Barnes and Noble bookstore or in a hotel, that kind of stuff. So that’s not really Starbucks. They call themselves Starbucks, but they don’t act like Starbucks. So what that means is that I have my app, and I can go order a

John Jantsch (15:07.342)

In the supermarkets.

John Jantsch (15:13.966)

Peace.

Mark Kingsley (15:20.774)

coffee 10 minutes out and show up and then the coffee is waiting for me. I can’t do that anymore because the databases aren’t connected. Right. And so Starbucks has gone for the efficiency and the profit, but not necessarily the customer experience.

John Jantsch (15:36.332)

Yeah. Yeah. I mean, you see that I hate to pick on airports, but particularly in the airport ones. mean, those are concessionaires and those that employee may have been working at Chick-fil-A, you know, two days ago and now they’re at Starbucks. I mean, so you don’t get the same. You also don’t get the same vibe as well as the database issue.

Mark Kingsley (15:53.116)

Exactly. Yeah. and so like and the idea of like a like a brand, sorry, a brand OS, an operating system with AI. So those licensed Starbucks, if they need like stirrers or like coffee lids or something like that, they can’t call up another Starbucks a couple of miles down the road and go, hey, can you loan us some until like the shipment comes in? They have to go through the home company that owns the licensee that owns a license.

John Jantsch (16:14.252)

Yeah.

John Jantsch (16:21.218)

Yeah. Yeah.

Mark Kingsley (16:22.201)

And then it’ll take like a month for the material to get there. And it also comes down to training. So I can’t go to another Starbucks and train there. I have to train within my own little group. So it’s this kind of like segmentation and silo database issue, which I would, know, fingers crossed in the future, if I was king, know, like AI would help kind of integrate all that stuff. And that’s basically friction, removing friction.

John Jantsch (16:47.17)

Yeah. And I think that’s going to be one of the, you know, the, the promise of this agentic AI. think that’s going to be a real stumbling block for that as well, because a lot of stuff has to talk to other stuff. and we’re a ways away from, from that. And frankly, some of the big players are actually going to resist that because they want to keep their proprietary approach or protocols to themselves.

Mark Kingsley (17:11.429)

Well, there’s also, and then on top of it, there’s like a purely a linguistic and epistemological issue there, right? Because if I am going to use agentic AI, anything that I type in is symbolized. It’s called tokenization, right? So like words and sentences and like syllables will be put into a token, like given a numeric value, and then that numeric value is put into the AI. The AI then predicts.

John Jantsch (17:27.554)

Yeah.

Mark Kingsley (17:39.152)

What’s going to happen next if I get this kind of input and will give me some sort of predictive output? So it’s like a game of, it’s like a very fancy game of computer telephone. When I think of tree, I may be thinking of an elm. And when you hear me say the word tree, you’re thinking of a pine tree. And so this is, in semiotics, it’s called an open semiosis. It’s like, it never really quite matches the original idea.

John Jantsch (17:49.4)

Yeah.

Mark Kingsley (18:06.692)

And this is going to be part of that problem of agentic AI is how are we actually going to know with any degree of confidence that, right? And so this is part of the complexities that are before us.

John Jantsch (18:23.64)

So one of the, I mean, there’s certainly plenty of people you talked about being out there, you know, trying to hold back the dam. I run into a lot of people that are like, no, this is the opportunity to be more human. I’ve certainly heard that. But how do you think leaders, you know, are we talking about different human skills, different human beings that need to be employed in that kind of capacity for us to make that change?

Mark Kingsley (18:45.711)

Yeah, yeah, yeah, yeah. Different human beings, different ways of educating leadership, different ways of defining leadership, different ways of defining employment, different ways of defining goals, defining profit, all that stuff. This is part of the exciting thing, is like there’s great potential for a transformative change which can enhance human life. That’s my hope and dream.

John Jantsch (19:16.878)

So many of my listeners are small business owners. Right now they’re overwhelmed, I think, is the greatest emotion they’re feeling with everything of AI that’s coming at them. What are some of the biggest risks and opportunities you think that AI presents for particularly small businesses?

Mark Kingsley (19:35.899)

One of the risks, small business, let me make it a little bit bigger first and let’s think through this thing together, shall we? So if I was a branding agency, like one of the larger branding agencies, and I sent an invoice for kind of strategic work, for work that had been done that had been delivered and approved by the client,

John Jantsch (19:48.686)

Okay.

Mark Kingsley (20:05.114)

The client has every right to go, wait a second, why are you charging me this much? Because I knew you used AI and you didn’t have as many people, right? So there’s going to be a certain kind of arbitrage that happens within organizations. Now, if I was a smaller, more mobile agency or client or whatever, that’s where the opportunity is, right? I think it may help you kind of level up to the behavioral capacity of a larger firm, right?

John Jantsch (20:11.169)

Yeah, yeah, yeah.

John Jantsch (20:31.758)

No questions. Yeah.

Mark Kingsley (20:34.939)

I mean, and quite honestly, the truth of the matter is like, you know, so my experience is in agencies and brand firms and design firms, et cetera. So the truth of the matter is that most branding teams, regardless of the size of the company, are five people at the most, right? You have like a client person, you have strategy, a couple designers, a creative director, and like kind of an executive director of the thing. That’s five people at the most. And that’s basically what I had when I was at Lander working on Citi. And we were the global brand team.

Working with the global brand team at Citi, we were the global brand team at Landor. We were just five people, and we’d bring in people extra here and there. And so AI now gives smaller agencies and smaller players the capacity to level up to that. So that same amount of practice, as long as you also have an equal amount of insight and an equal amount of innovation.

John Jantsch (21:29.122)

Yeah, and what I find in our agency, we are doing is instead of just saying here’s the same deliverable, we did it faster because we could, but we’re still going to charge you the same amount. We find that we’re able to take the same amount of people and the same amount of input and give them a lot more output, a lot more value than we could have for that same fee, quite frankly.

And so I think that’s how people, or at least that’s how I believe people need to be looking at it is, is you can deliver more.

Mark Kingsley (21:55.28)

Yeah.

Mark Kingsley (21:59.715)

Yeah, I see, see, yeah, but John, I see the problem in that though, right? Because what you’re doing is you’re eroding value. You’re eroding what you can potentially charge. And so there, there does need to be a certain kind of larger societal reckoning about value, right? Because the employee productivity has grown over the last 50 years, you know, because of information technology, communications technology, you name it, right? Our productivity is through the roof.

but waitress have remained the same, right? And so there is going to be a problem.

John Jantsch (22:36.238)

Well, I think we’ve solved all the all of the problems we have the time to solve today, Mark. So I appreciate you.

Mark Kingsley (22:43.643)

Oh, well, John, you and me over a drink over like a weekend. We’ll just get to like maybe one percent of the problems being solved.

John Jantsch (22:50.582)

That’s right. Well, I appreciate you taking a moment to stop by. Where would you have people invite people to learn more about your work, about the book, obviously connect with you.

Mark Kingsley (22:59.515)

So basic is my website is malcontent.com, M-A-L-C-O-N-T-E-N-T. Yes, I do have that URL. It’s one of the proudest possessions that I have. And basically, I do business under the name malcontent because it really describes my approach and my feelings about established processes and established procedures, knowing that there’s always a better way out there. So therefore.

John Jantsch (23:09.87)

You

John Jantsch (23:24.13)

Yeah, that’s right. There are no best practices, right? There’s only better practices.

Mark Kingsley (23:29.371)

And there’s it’s everything situational everything is totally situational

John Jantsch (23:33.559)

Yeah, that’s Well, again, I appreciate you stopping by. Hopefully we’ll run into you one of these days out there on the road.

Mark Kingsley (23:39.014)

Great, thank you.

Your Google Business Profile Is the Secret to Local SEO

Your Google Business Profile Is the Secret to Local SEO written by John Jantsch read more at Duct Tape Marketing

Listen to the full episode:

Overview

On this solo episode of the Duct Tape Marketing Podcast, John Jantsch shares why it’s time for every business—especially local businesses—to rethink their approach to “rented land” platforms like Google Business Profile. John explains why Google no longer wants users to leave their ecosystem, how your Google Business Profile is now a powerful publishing platform (not just a listing), and exactly what you should be doing weekly to maximize visibility, trust, and conversions. If you want to win in the age of zero-click searches and AI overviews, this episode is packed with actionable, step-by-step guidance.

About the Host

John Jantsch is a marketing consultant, speaker, and author of several best-selling books including Duct Tape Marketing. As the founder of Duct Tape Marketing, he helps small businesses master the newest tools and timeless fundamentals of marketing.

Website: ducttapemarketing.com
Podcast Archive: Duct Tape Marketing Podcast

Actionable Insights

Google, LinkedIn, and Facebook want to keep users on their platforms—publishing directly on these “rented” platforms is now essential for visibility.
Your Google Business Profile is more than a directory—it’s a mini-website inside Google and a critical source of structured, trustworthy content for AI and search.
Treat your profile as a publishing platform: Regularly post updates, photos, offers, Q&As, and respond thoughtfully to reviews.
Google evaluates profile freshness, activity, and consistency—profiles with ongoing updates, reviews, and complete information get more visibility.
E-E-A-T (Experience, Expertise, Authority, Trust) applies: Show your work, answer questions, respond with substance, and ensure all info is consistent and transparent.
Structured content and FAQs are key for AI overviews and answer engine optimization.
Weekly and monthly routines: Post new content, update FAQs, add photos with captions, and request/respond to reviews.
Audit your profile for gaps, create processes for regular updates, and monitor AI/Google search citations for ongoing optimization.

Great Moments (with Timestamps)

00:01 – Why Publishing on “Rented Land” Is Now a Must
Google, LinkedIn, Facebook all want users to stay—your profile is now content.
02:16 – Google Business Profile: From Listing to Platform
Why it’s critical for local businesses and how Google uses your content.
04:17 – E-E-A-T for Google Profiles
How to show experience, expertise, authority, and trust on your profile.
07:35 – Review Responses as Authority Signals
Why detailed, helpful replies (even to negative reviews) matter for search and AI.
09:58 – Structured Data, Consistency, and AI Overviews
Matching info across all directories and your website for trust and visibility.
12:17 – What to Publish Weekly
Repurposing content, seeding Q&As, and leveraging every profile section.
14:38 – Monthly Optimization Checklist
Reviews, photos, FAQs, and review requests—plus the power of captions.
16:34 – Tracking AI Mentions and Local Search
Why monitoring AI/ChatGPT traffic and local AI overviews is a new must-do.

Insights

“Your Google Business Profile is your mini-website inside Google—feed it like a publishing platform, not a directory.”

“Google and AI trust profiles with regular updates, structured data, and consistent info everywhere.”

“Visibility is about being present, trusted, and chosen—not just ranking for a keyword.”

“Answer engine optimization means seeding your FAQs and Q&As everywhere your customer is searching.”

How to Build Your AI Team, Task by Task

How to Build Your AI Team, Task by Task written by John Jantsch read more at Duct Tape Marketing

Listen to the full episode:

Overview

On this episode of the Duct Tape Marketing Podcast, John Jantsch interviews Ava Gutierrez, founder of ThinkWithAI.com and a leading educator and consultant on practical AI adoption for business leaders. With a background in behavioral science and communication, Ava demystifies how AI can be integrated into business workflows, not as a magic replacement for jobs, but as a task-by-task partner that enhances decision-making, brainstorming, recruiting, and day-to-day operations. If you want to move beyond AI hype and build a real-world plan for smarter, more human business, Ava shares a practical, mindset-shifting framework for getting started.

About the Guest

Ava Gutierrez is the founder of ThinkWithAI.com, an educator, consultant, and trusted voice on AI adoption for business. With expertise in behavioral science and communication, she helps leaders and teams get more value from AI by integrating it into real-world processes, decision-making, and strategy.

Website: thinkwithai.com
AI First Business System & Notion Agents: Learn more on her website

Actionable Insights

AI isn’t about replacing entire jobs overnight—it’s about offloading specific tasks and freeing up time for more impactful work, one step at a time.
The biggest shift is seeing AI as a “hire”—give it as much context, onboarding, and clear instructions as you would a new employee or VA.
Build an org chart for your AI “agents”—each person on your team can recruit AI to assist, strategize, and advise on their specific workflows and tasks.
Don’t treat AI as a generic assistant—define clear roles for each tool/agent, and be intentional about which tasks you offload and which you keep.
Hybrid intelligence is the future: the best outcomes come from humans and AI collaborating, with humans making the final decisions and setting guardrails.
To create a plan, have every team member list their daily/weekly tasks, then use AI itself to suggest where it can help as an assistant, strategist, or advisor.
Leaders must proactively guide and train teams on how to use AI—don’t just say “go use it” and hope for the best.
The skillset of AI is foundational—learn enough to know what to delegate, what to automate, and when to bring in expert help.
AI can also be your “recruiter”—use it to audit your workflows and identify where hiring an AI agent will have the highest impact.
The real mindset shift: AI isn’t just a tool to tell what to do—it can help you discover what’s possible (and what you don’t know you don’t know).

Great Moments (with Timestamps)

01:08 – The Mindset Shift: Task-by-Task, Not Job-by-Job
Why AI adoption is about gradual, practical changes, not sweeping replacements.
03:34 – Treating AI Like a New Hire
How giving AI more context leads to better results and less frustration.
07:31 – The New Org Chart
Envisioning each person with their own suite of AI agents supporting their role.
10:42 – Hybrid Intelligence Defined
Why humans plus AI are stronger together, with humans setting the constraints.
12:22 – Should You Hire an AI Agency or Build the Skill In-House?
Why every leader (and team member) needs foundational AI skills—even when outsourcing.
15:36 – How Leaders Can Build a Company-Wide AI Plan
Why your team is waiting for guidance, and how to map out opportunities for AI support.
17:31 – Using AI as Your Own “Recruiter”
How to have AI audit your workflows and suggest high-impact automation.

Insights

“The true power of AI is in letting it take over the tasks you don’t want to do—so you can focus on what matters most.”

“Treat AI like a new hire: the more context and clarity you give, the better the output.”

“Hybrid intelligence is about humans and AI collaborating—humans make the decisions, AI gives you superpowers.”

“Don’t outsource your understanding of AI; learn enough to know what’s possible, so you can lead your team (and not get left behind).”

“_

Duct Tape Transcript

John Jantsch (00:00.664)

Hello and welcome to another episode of the Duct Tape Marketing Podcast. This is John Jantsch. My guest today is Eva Gutierrez. She is the founder of ThinkWithAI.com, a leading educator and consultant on practical AI adoption for business leaders with a background in behavioral science and communication. Ava’s methods empower companies to get more value out of AI, integrating it into decision-making, brainstorming, recruiting, and day-to-day workflows.

guess we’re going to talk about AI today. Ava, welcome to the show.

Eva Gutierrez (00:33.321)

I’m sure you haven’t been talking about AI a lot. It’s hardly getting brought up these days.

John Jantsch (00:38.958)

I kind of have a running joke with my guests to say, okay, we’re six minutes in and we haven’t mentioned AI yet, you so we better get to that, but you’re right off the bat. We, we’re going to go into it today. So let’s set the table. My, one of the things I think there was this period where it was all like whiz bang, like, my God, look at all this incredible stuff it can do and the future and you know, who’s going to lose their job. I mean, that seemed to be like all the conversation. And I feel like people are kind of settling in now and saying, well,

Eva Gutierrez (00:44.723)

Ha!

Eva Gutierrez (01:02.783)

Mm-hmm.

Eva Gutierrez (01:07.669)

Mm.

John Jantsch (01:08.334)

here’s what it can do, here’s what it can’t do. What do you find is kind of the biggest mindset shift that you think people need to make to look at this in the right way?

Eva Gutierrez (01:21.845)

Number one is how you’re thinking about AI supporting your work. So we tend to read the headlines exactly what you just mentioned of like, you might have a job today and tomorrow it’s gone. And all of this like really big macro thinking of AI is just going to take over tomorrow and that’s the end. And the reality is that I teach the founders and business operators that I work with is so much more tangible. What we look at is saying, hey,

John Jantsch (01:26.531)

Yeah.

Eva Gutierrez (01:48.881)

AI is going to start taking over some of your work, but it’s going to do it task by task. And it’s your job as the human part of this AI relationship that you’re building with your new AI team members to be the one recognizing, okay, this is a task that I should offload to AI. And I say this because what AI allows for all of us is this hyper-personalization, especially as business owners or operators or people that really enjoy their jobs.

It’s the ability to say, I don’t want to do this thing, so I want AI to do it. And even though AI can do this thing, I still am going to do it. So it’s really focused on that task by task and within those tasks, not telling yourself that you have to give it to AI because AI can. It’s saying, what do I now have more time for that I wish I had time for that I can just give to AI and looking at it from a month by month basis.

John Jantsch (02:29.005)

Yeah.

Eva Gutierrez (02:47.314)

What am I having or where am I recruiting AI to help me out this month? Task by task, like bring it way, way smaller. That’s when it becomes tangible and something you can actually create a plan around.

John Jantsch (03:01.198)

You know, it’s funny, I’ve owned my own business for 30 years, so I’ve seen a lot of these things come. And, you know, I remember, I feel like there’s a little parallel to when it all of a sudden became kind of trendy to get a virtual assistant. You know, right? And it was like, oh, I can get somebody from the Philippines to do this work for, you know, whatever, you know, rate. But they still had to figure out what that work was. You know, it wasn’t a magic pill. Right. And I think there’s, I know that

Eva Gutierrez (03:15.38)

Mmm

John Jantsch (03:31.138)

This is not a person doing the work, but I think there’s some parallels, aren’t there?

Eva Gutierrez (03:34.709)

absolutely. And this is the perfect way to set this up as well. What I teach people as well is saying when you go to offload that task to AI, I need you to picture AI as if it was a person and you just hired them. And bonus points is to give them a salary in your mind saying, I just hired this person. I’m paying them $2,000 a month. I just hired this business advisor. I’m paying them $8,000 a month to just talk to me and help me. Right. Put a number on there. This is for your mind.

John Jantsch (03:53.24)

Yes.

John Jantsch (04:01.122)

Mmm.

Eva Gutierrez (04:04.98)

Because what you want to do is now look at that situation and say, how much context would I give this new VA I hired in order to expect them to do this job well? And then in order to expect them to do this job extraordinarily well, right? At the end of the day, it’s the amount of context that you’re giving that person, right? How many SOPs? What about the context of the business and the products and all the things you’ve tried before and what’s working and what’s not working, right? Looking at AI the exact same way,

as you did when you went to hire that VA. I think we’ve all hired a VA, didn’t give them enough context, and then we’re like, man, they didn’t give me what I was looking back.

John Jantsch (04:43.106)

Well, they actually became a, they actually became a pain because you had to like think up stuff for him to do every day, right? Cause you hadn’t really planned it.

Eva Gutierrez (04:48.52)

Yep. Exactly. And so with AI, that’s exactly it as well. What we’re looking to do is say AI should take over your work, just task by task. Don’t make it any bigger than what it really is. It’s task by task. It’s the tasks that you want to offload. This is AI. Like you get to choose what you keep working on and you get to choose what you say. I would love AI to take that on. And then when you hire AI for that task, imagining it’s a person that you hired with a salary.

John Jantsch (04:59.522)

Yeah.

Eva Gutierrez (05:18.192)

and saying how much context would I give to this person? What type of onboarding would I put them through? What would I make sure they have access to before I even let them start working on this project? That immediately helps you get way more success out of that experience with your new AI VA, for example.

John Jantsch (05:36.738)

So you’ve used the term several times and I was going to ask you about this. You intentionally used the term hiring AI. So maybe kind of unpack what you mean by that or how that’s different than people are typically engaging AI. Let’s put it

Eva Gutierrez (05:43.027)

Mm-hmm.

Eva Gutierrez (05:51.313)

Mm-hmm. So I use hiring AI for the human mind because a lot of AI takes just it’s all about reframing the way that we’re thinking about it, right? And we’ve all had conversations in chat to BT where you’re like, wow, this is the most brilliant, incredible thing that just happened. And we’ve also all had conversations in there where you’re like, I am so close to throwing my computer out the window because are you right? Exactly. Like, no, that wasn’t a good idea.

John Jantsch (06:13.774)

Stop agreeing with me.

Eva Gutierrez (06:20.754)

Right? And AI is like, you’re like the, you’re the most brilliant person that ever existed. And so that’s what we try to do here is instead of just like winging it and hoping that it gets the job done, it’s you reframing it in your mind to say, I am approaching this. Like I am hiring a person to do the job. And the only difference here is that AI has the ability to look through way more context than that person would.

And so instead of saying, I’m just going to try to figure out this AI use case, I’m going to just try to put it together. It’s you as the human in your mind saying, as I sit down to situate this, I am hiring AI for this role. I’m not just trying to see if it can work and taking it seriously because it’s however serious you take it is the output that you get.

John Jantsch (07:11.598)

So does this change how we think about the traditional org chart? I mean, when we used to hire a person, it was to fill a role, and that role did all these things. And in a lot of ways, are we saying, no, we want to hire specific AI tools to do specific tasks, and we might have 100 of them.

Eva Gutierrez (07:31.22)

Yes, it definitely changes the org chart. What I teach is this idea of you have the org chart if you’re a business owner, for example, of you up top. And then normally you would have had like employees under you, right? Now you have you up top. You have a bunch of your own AI. Let’s just call them agents for now as a placeholder word here. A bunch of little AI agents that can do a bunch of tasks for you. But you still have your team underneath that. And then your team under each of one of them, they have a bunch of agents that are underneath.

John Jantsch (07:49.452)

Yeah.

John Jantsch (07:59.832)

Mm-hmm.

Eva Gutierrez (08:01.032)

them. Because if we just look at an org chart and then start to say what is the task that each person has to do every day, that’s where we start to go back to the beginning here and we say, okay, let’s start bringing AI support in as much as possible for each of those tasks and looking at that support, not just in terms of can it do the task, right? It shouldn’t just be an assistant, but while it’s hypothetically over there.

Why doesn’t it also be a strategist and help you strategize something that you hadn’t thought of previously with this new context? And then why doesn’t it also act as an advisor while it’s doing that thing too? And looking at the bigger picture of the goals of the company and making sure that this is aligned to them. So looking at hiring those AI agents for everybody with the goal of not saying we should replace our whole team, but the whole team can be monumentally enhanced if they have this AI assistant strategist and advisor.

helping them see what they previously couldn’t see.

John Jantsch (08:58.742)

So does it then, as I listen to you describe that, in my experience, even working with our own team, is it really kind of changes what their role is as well. mean, you talk about these agents, they’re much more of a manager in a lot of ways, managing the agents or managing the output, directing, overseeing, strategizing. so does, while I think that people are getting that,

Eva Gutierrez (09:08.584)

Mm-hmm.

John Jantsch (09:26.478)

Does that cause some disruption inside of organization where you’ve got a bunch of doers?

Eva Gutierrez (09:32.055)

Yes and no. So I think what happens here is if we were to think about two, three years ago, we look at AI and we couldn’t even fathom where we would be, right? 2023, ChatDBT just comes out. There’s a lot of question of how good is it going to be at things? How smart can it get? Right? And it was hard to predict, okay, here’s where we are now going to be. Here’s what the future looks like. And I feel that same sense today.

John Jantsch (09:39.491)

Mm-hmm.

John Jantsch (09:43.843)

Mm-hmm.

John Jantsch (09:51.34)

Yeah.

Eva Gutierrez (09:59.518)

that it’s extremely difficult to predict and say, here is where we will be. Because we hadn’t even predicted that AI would be such a big part of the workforce like four or five years ago. And so to me, it’s so much more about just getting there and then saying, okay, now what is the plan based on where AI is and what its capabilities are and what people are interested in doing and how people and AI come together in this hybrid intelligence? Like where’s our role now? It’s gonna be different than it was two years ago.

John Jantsch (10:08.76)

Yeah.

Eva Gutierrez (10:28.979)

today in a few years.

John Jantsch (10:31.758)

Explain what you mean by hybrid intelligence because I know that that was something I was going to ask you about because I know you’ve talked about that before so explain where that fits.

Eva Gutierrez (10:42.643)

So I love this term hybrid intelligence. I’ve been shouting it from the rooftops for two years now since 2023 when I read this incredible book called the intuitive executive. It’s a textbook and it inside it talked about this idea of hybrid intelligence, which means humans will always be central to decision making with AI in a complimentary supporting role.

And so when we look to saying, all right, let’s have AI come in and help us as people, whether you’re a business owner, whether you’re an employee, whether you’re a consultant, whether you’re an advisor, what we’re really doing is creating a hybrid intelligent relationship. I have a relationship with AI where it supports me a certain way. You have a relationship with AI where it supports you a slightly different way. We’re both business owners, so it’s pretty aligned, but there are still different things there that it’s supporting us with. And that’s what’s going to happen across that org chart as well.

That’s when I start to say, well, you know what? It’s pretty difficult to predict where we’re going because the AI support that I need as a business owner is much different than the AI support that maybe my virtual assistant needs. And so as we start to predict these things, it becomes more of a question of, well, at certain roles, what does that change look like? Instead of deciding that there’s going to be this one big macro change.

John Jantsch (11:59.64)

So do you see a window, not necessarily a trend, but a window here where companies will say, I get what you’re talking about. I want to hire that recruiting agency that does this work. Just like, you know, recruiting or people that place, you know, VA’s. Do you see that that’s an opportunity, a business opportunity for people to actually come in and do this for companies?

Eva Gutierrez (12:22.875)

You mean like bringing in AI support, helping them set up on.

John Jantsch (12:25.79)

Yeah, actually be the one that defines the role and then trains and then, you know, installs it, so to speak. Yeah.

Eva Gutierrez (12:29.587)

absolutely. There are a lot of AI agencies these days that are ready to audit and install whatever it is that you’re looking for. What I tend to push back on here, and there is a time and a place for this, don’t get me wrong, if it’s an incredibly complex setup, you should hire somebody to situate it. But I think one of the most important things that all of us should know right now is the skill set of AI.

Because to me, this is kind of like saying, let’s say it’s like 1999, 2000, right? And you’re saying, I’m just going to hire someone that knows how to use a computer. And then I’m just going to tell them what I want to do on the computer for my business. To me, I’m like, that doesn’t sound that smart, right? And that’s where we are now, I believe, where you don’t want to just say, well, they know how to use AI.

John Jantsch (13:10.04)

Okay.

Yeah. Yeah.

Eva Gutierrez (13:24.027)

You want to be able to say, they can build out something super complicated that would take me hours and hours and it’s not worth figuring out. There is totally that use case, but the skillset of AI, I don’t believe is something that is just like something you outsource. It’s something to say, I’m going to take some time to learn this. And the thing about AI is that it is just a skillset. And so what is the difference between someone that has a skillset and doesn’t? And that is literally just the amount of hours that they have put in.

to learning that thing, right? And so all of us have the capability of learning the skillset of AI and just learning the foundational skillset that you need. Once you know that, then you can start to understand, this new platform came out. It’s actually not useful to me because of X, Y, and Z. this new Chat GPT feature is out. This is awesome for us because of A, B, and C. That’s when you can really start to figure out, okay, this is what I should learn how to do. This is what I should set up.

John Jantsch (14:11.384)

Yeah.

Eva Gutierrez (14:23.088)

and then here’s the complicated stuff to bring to somebody else.

John Jantsch (14:26.798)

Yeah, it’s funny. parallel for me, you know, is in SEO. A lot of people are like, I don’t know how to do SEO. I’m just going to hire somebody to do it. And I always tell people, look, you have to you have to actually be smart enough or know enough about SEO in order to buy it. And I think that that’s kind of the parallel, because otherwise you’re going to get ripped off by people that are selling you stuff that’s not really going to be your thing. But you’re just like, I don’t get that stuff. You do it. So I totally agree. So.

Eva Gutierrez (14:35.26)

Mm-hmm.

Eva Gutierrez (14:42.45)

Mm.

John Jantsch (14:58.168)

How does somebody go about, and you’ve kind of hinted at it, think, to the first step is get stuff you don’t like to do off your plate, right? But how do you go about as a business, let’s say you’ve got 10, 12 employees that probably could all benefit in their job functions in some way. How do you go about kind of structuring what our plan’s gonna be? Because I think if you just, I see a lot of companies just, couple of their people are dabbling in it because they like that stuff. And so they’re using it this way and this way and the.

Eva Gutierrez (15:18.812)

Mm-hmm.

Eva Gutierrez (15:23.794)

Mm-hmm.

John Jantsch (15:27.594)

owner of the business hates it. So they’re like, I don’t care what they do with that kind of, mean, how do you like have a comprehensive plan that’s really going to serve the business well?

Eva Gutierrez (15:36.306)

So I’ll answer this in two parts. The first part here is that I’ve talked to business leaders and I’ve talked to their teams, separate conversations. And if you are a business leader, I can promise you your team wants you to give them guidance on how to use AI because they don’t want to spend their time, their nights and weekends going through some course that they had to buy themselves in order to be able to do this. Right. This is learning and development. They are waiting for you to say,

John Jantsch (15:44.28)

Yeah. Yeah.

John Jantsch (16:00.376)

Yeah, yeah, yep.

Eva Gutierrez (16:06.395)

here’s how we’re going to start learning about AI and how we’re going to bring it into the workspace. So it’s a really important thing for leaders to know right now. Your team isn’t going to raise their hand and say, I don’t really know how to use it well, because what benefit does that give them? So it’s creating this awkward tension where the business leaders are like, we want you to use AI more. Please go use it more. We’re more than happy. We’ll pay $200 a month for a chat GPT enterprise account for you. And then the team is using it as glorified Google search.

John Jantsch (16:18.552)

Yeah. Right, right, right, right.

John Jantsch (16:34.7)

Yeah.

Eva Gutierrez (16:35.1)

So as a business leader, like however you want to go about it, just make sure that you’re giving your team guidance and courses and teaching them, hey, here’s the skillset of AI, instead of just saying, go use it and you figure out how to do it. So that’s step one. Step two here, we get a bit meta. This is something that I teach in my AI First Business system, is that what you can do is just tell AI what you do all day and then have AI give you an opportunity map that says,

John Jantsch (16:47.01)

Yeah, yeah, yeah.

Eva Gutierrez (17:03.132)

Hey, here’s where you can use me. Here’s where you can use me at the assistant strategist and advisor level. So what I teach in that AI first business system is essentially recruiting AI to tell you where to hire AI. And then again, now you have task by task. You can say, okay, you know what? I hate doing this one task every day. Let me prioritize situating that and having AI support with that. Or being able to say AI is helping at the assistant and strategist level of this one task.

John Jantsch (17:03.502)

I like that.

John Jantsch (17:15.746)

Yeah.

Eva Gutierrez (17:31.516)

But if we just made this one little tweak, it could actually now be an advisor as well within that whole task. And now we’re getting so much more information. We’re making better decisions. We’re more prepared, for example. That’s the way that I see it. So leaders making sure that you’re giving your team actual guidance and a plan as to how to use it because they are asking for it. They’re begging you for it, but they don’t want to raise their hand and say it. And then two, create that opportunity map.

John Jantsch (17:54.254)

Yeah.

Eva Gutierrez (17:59.344)

Go through and tell AI what you do every day and have AI tell you where it can help.

John Jantsch (18:05.184)

So you use the term using AI for recruiting. I may have messed that up. You may have done it the other way around. explain kind of what, I know what you mean by that, but I think you kind of went by it. So I want you to kind of specifically highlight that idea.

Eva Gutierrez (18:20.464)

Yeah, so, and this kind of puts me out of a job hilariously when I give this advice, right? Because I help people figure out where to add AI to their work, but at the end of the day, the best thing I can do is actually teach you the skillset of AI, which is this hybrid intelligent relationship where you’re going to rely on AI to help you move forward with AI. So you can go into ChatGPT and say, hey, here’s everything that I do every day.

John Jantsch (18:26.062)

You

John Jantsch (18:45.133)

Mm-hmm.

Eva Gutierrez (18:45.836)

Here’s where I use AI support. Here’s where I don’t use AI support. Here are the tools that I’m using. Here are the tools that I kind of want to use, but I’m not using. And what it can do is create this opportunity map for you. I have a full workflow of this whole thing, but you can duct tape it together, of course, and be able to have AI just say, here’s all the tasks that you do every day. Here’s how AI could help at the assistant level. Here’s how it can help at the strategist level. Here’s how it can help at the advisor level.

John Jantsch (18:59.074)

Mm-hmm.

Eva Gutierrez (19:12.122)

And so what you’ve really done is just upgrade AI into your recruiter, right? Because you haven’t hired AI to do any of those things yet. You’ve just essentially told AI, can you come audit my business and then tell me who I should hire and where it would be the most helpful? But instead of being like, well, you need a full-time salary role here, you need this over here, we get to do it a little bit differently in this case and just go task by task.

John Jantsch (19:38.006)

And I think what you just shared right there is really the biggest mindset shift, you know, because I do think a lot of people look at a chat GPT window and say, I need to tell it what to do. You know, I need to tell it to give me this output. And I think a lot of times they really struggle because they don’t know what they don’t know. And so I think just this idea of asking it first is such a mindset shift.

Eva Gutierrez (19:43.078)

Yeah.

Eva Gutierrez (20:03.986)

Exactly. And that’s really all AI is if you start to think about it, right? It’s a mindset shift to say, okay, I just need to start to bring this on task by task. It’s a mind shift to say, you know what I’m going to do here? I’m going to give it as much context and maybe more context than I normally give someone that I hire for the role. It’s all of these reframes that are the reason that it’s like a hybrid intelligent thing.

John Jantsch (20:09.102)

Mm-hmm.

Eva Gutierrez (20:31.829)

This is a relationship we’re building where we’re learning who AI needs us to be in order for AI to be exactly what we want it to be. And the thing about AI, and I talk about this all the time, say AI is like a golden retriever. It’s ready to go whenever you’re ready to go. It’s like, where are we going? To the kitchen? Awesome, I couldn’t be more excited. Are we going on a walk? I cannot wait. You just tell me where you want to go, because let’s go over there. I don’t even care. And it’s our job to put the constraints on it.

and to say, is awesome, I love having intelligence on demand, but my role as the human part of this hybrid intelligence is to constantly put the guardrails on intelligence on demand and force it to funnel this intelligence through the specific guardrails that I need for this specific task or this thing I wanna think through or a workflow that I’m building out. So it’s our job in order to do that. And that is like the macro reframe that we all need.

John Jantsch (21:28.046)

Yeah, and it’s my hope, we never know, but it’s my hope that that’s the 5 % we need to guard, right? And own as humans because that’ll become our job. Well, Ava, I appreciate you stopping by the Duct Tape Marketing Podcast. Is there someplace you’d invite people to connect with you and learn about your work?

Eva Gutierrez (21:33.947)

Mm-hmm.

Eva Gutierrez (21:45.605)

Yeah, you can go to thinkwithai.com and that’s where I have that AI first business system as well as I’m building out some really cool stuff with Notion agents right now that I am so stoked about. So you can check everything out over there.

John Jantsch (21:55.726)

Awesome again. Well, I appreciate you stopping by. Hopefully we’ll run into you one of these days out there on the road.

Eva Gutierrez (22:04.242)

Likewise, John. Nice to meet you.

Turning Values Into Action

Turning Values Into Action written by John Jantsch read more at Duct Tape Marketing

Listen to the full episode:

Overview

On this episode of the Duct Tape Marketing Podcast, John Jantsch welcomes back bestselling author, keynote speaker, and Acceleration Partners founder Robert Glazer. Robert’s new book, “The Compass Within,” explores how to identify, clarify, and truly live your core values—in leadership and life. Robert shares why most people and companies get values wrong, how to go beyond one-word platitudes, and why real values are actionable, measurable, and often forged in formative experiences. If you want to stop drifting and lead with purpose, this episode offers a practical framework for finding your true north.

About the Guest

Robert Glazer is a globally recognized thought leader, bestselling author, keynote speaker, and founder of Acceleration Partners, a leading partner marketing agency. He’s known for his Friday Forward newsletter and books including “Elevate.” His latest, “The Compass Within,” is a parable and framework for discovering and applying the values that drive lasting personal and organizational success.

Website: robertglazer.com
Book: compass-within.com
Values Exercise: robertglazer.com/six
Newsletter: Friday Forward

Actionable Insights

Most people struggle to name or define their true values—because real values aren’t one-word platitudes, but actionable, measurable behavioral principles.
Personal values are distinct from company values, but both must be clear enough to guide real-life decisions and withstand high-stakes situations.
Values are often forged in formative, sometimes painful, experiences—most people orient toward or away from something in their past.
Clarifying values isn’t about aspiration; it’s about uncovering patterns in when you thrive (or struggle), how you show up in relationships, and what frustrates you deeply.
Effective values are tangible: You should be able to review performance or make tough choices based on them—not just list them on a wall or website.
“Family” and “integrity” are common but often fail the test—dig deeper to find the actionable principle behind them.
Leadership is shaped by values: Self-awareness turns strengths into superpowers and prevents your blind spots from becoming weaknesses.
Compass drift—slowly sliding away from your values—often happens when you don’t clarify and re-align; success comes from continual reflection and realignment.
Values-aligned decisions often cost something in the short term, but build stronger culture, trust, and performance in the long term.
Try Robert’s six-question exercise (robertglazer.com/six) to begin surfacing your true values.

Great Moments (with Timestamps)

01:14 – Why Most Values Books Get It Wrong
The difference between one-word “values” and real, actionable principles.
02:37 – Why a Parable?
How storytelling makes finding and applying values more relatable and practical.
04:53 – The Family and Integrity Trap
Why these common values often fail—and how to dig deeper.
07:36 – Making Values Measurable
How to move from platitudes to performance reviews and real-world decisions.
09:32 – Are Values Baked or Built?
How formative experiences shape your core values, and when they can change.
12:38 – Leadership and Self-Awareness
How unexamined values drive (or sabotage) your leadership and relationships.
16:58 – From Rudderless to Aligned
Robert’s personal story of how clarifying values fueled business and personal growth.
19:00 – Values Gone Wrong: Lessons from Corporate Scandals
Why misaligned or fake values can sink entire companies.
21:13 – The Cost (and Power) of Values-Based Decisions
Why standing for your values can be hard—but is essential for long-term success.

Insights

“Real values are actionable and measurable—they help you make the hardest decisions, not just the easy ones.”

“Most people’s values are formed in response to their formative years—either doubling down on what worked or rebelling against what didn’t.”

“Leadership is shaped by values; self-awareness lets you turn strengths into superpowers and avoid turning them into liabilities.”

“Saying no or making hard calls based on your values costs something in the short term, but pays off in trust and culture.”

“If you can’t objectively rate yourself on a value, it isn’t really guiding your choices.”

Duct Tape Transcript

How to Turn a Moment Into Momentum

How to Turn a Moment Into Momentum written by John Jantsch read more at Duct Tape Marketing

Listen to the full episode:

Overview

On this episode of the Duct Tape Marketing Podcast, John Jantsch interviews Don Yaeger, New York Times bestselling author, leadership expert, and speaker. Don’s new book, “The New Science of Momentum,” challenges the myth that momentum is just luck or a sports cliché. Instead, Don shares a research-backed, practical framework for leaders who want to engineer and sustain momentum—in teams, organizations, and personal growth. Drawing from hundreds of interviews with elite athletes, coaches, military leaders, and business executives, Don reveals what separates those who wait for sparks from those who build their own winning streaks.

About the Guest

Don Yaeger is a leadership expert, award-winning keynote speaker, and author of more than 30 books, including several New York Times bestsellers. He’s known for deep-dive interviews with world-class performers, distilling their habits and strategies into actionable playbooks for business and life.

Actionable Insights

Momentum isn’t just a sports cliché—it’s a science that can be engineered with the right culture, recruiting, and preparation.
Elite leaders don’t just wait for a “spark”—they build frameworks, teams, and habits that make capturing and sustaining momentum possible.
Culture matters: Avoid pitting teammates against each other, and recruit people who cheer for others’ success, not just their own.
Preparation is critical: Teams that mentally rehearse “what if” scenarios and study moments in advance are better at recognizing and seizing opportunities.
Momentum killers: Negativity, selfishness, failing to recognize small wins, and not celebrating team achievements all sap energy and belief.
Measuring momentum is less about external scoreboards and more about internal belief—a shared sense among the team that success is possible and building.
Leaders must “speak truth” every week: Honest, clear communication builds trust and belief (the foundation of momentum).
Building momentum sometimes means making hard choices—like restructuring or changing direction—so you’re ready when opportunity strikes.
The most successful teams and companies use rituals (like celebrating wins and preparing for “what ifs”) to foster momentum as a habit, not an accident.

Great Moments (with Timestamps)

01:06 – The Super Bowl Spark: How One Moment Inspired the Book
Don explains the origin story—watching the Patriots’ epic comeback and asking how moments become momentum.
02:54 – The Framework: Culture, Recruiting, Preparation
Why momentum starts before the spark, and what leaders can engineer.
04:23 – Recognizing and Seizing Moments
The Buzz Williams “laptop drill” for building awareness in teams.
07:29 – Momentum Killers
How negativity, selfishness, and failing to recognize sparks can drain belief and performance.
10:51 – When Momentum Means Making Hard Calls
Why adapting to change—even when it’s uncomfortable—is essential for future opportunities.
12:03 – How Do You Measure Momentum?
Why the real scoreboard is a shared sense of belief and engagement.
14:52 – The Scotty Pippen Story: Why Team Players Matter
What happens when ego trumps the team in critical moments.
18:26 – Rituals and Habits for Leaders
The weekly habit that builds trust, belief, and lasting momentum.

Insights

“Momentum is a belief system—a shared sense among your team that something big is possible and building.”

“Elite leaders don’t wait for a spark; they build the culture, team, and preparation to seize it when it comes.”

“Celebrate others’ wins as your own—teams with true momentum multiply each other’s energy.”

“Speak truth every week. Trust and belief are the foundation for any lasting success.”

“_

Duct Tape Transcript

John Jantsch (00:00.898)

Hello and welcome to another episode of the Duct Tape Marketing Podcast. This is John Jantsch. My guest today is Don Yeager. He’s a New York Times bestselling author, leadership expert, and sought after speaker with deep experience interviewing world-class athletes, coaches, and business leaders. Don has distilled the secrets of high performance into a practical framework. His latest book, the new

Science of Momentum challenges conventional wisdom and offers a research-backed playbook for leaders who want to sustained success. So, Don, welcome to the show. Should we see how many sports cliches we can use in this interview?

Don Yaeger (00:36.413)

Hey John, thank you so much, looking forward to it.

I don’t know. I feel like I’m already in the bottom of the ninth. mean, you know, because anyway, good.

John Jantsch (00:47.31)

So, just take it one question at a time. That’s all you could do, So, speaking of cliches, you argue that momentum isn’t just a cliche, it’s a science. What made you tackle this topic?

Don Yaeger (01:06.493)

So like many of your listeners probably, I was watching the Super Bowl a few years ago when the New England Patriots fell behind to the Atlanta Falcons 28 to 3. And the prognosticator said Atlanta had a 99.4 % chance of winning the game at that stage. Most of America turned the game off because it was over. And then suddenly, Tom Brady.

John Jantsch (01:24.483)

Yeah.

Don Yaeger (01:31.707)

runs 12 yards on third and eight. Tom Brady had him run 12 yards all season long, right? That’s not who he is. And one little thing after another started stacking up and pretty soon, as we all know, New England created the greatest comeback in the history of the Super Bowl. And I watched and at the end of the game, Joe Buck said this great line. said, New England has rewritten the word, redefined the word momentum tonight.

So the next morning I came in, opened up the whiteboard in my office, brought in the creative team that works for me, and just wrote the words, how do you turn a moment into momentum? Can momentum be manufactured? Can we engineer it? Can we build it? Or is it we just have to wait on something good to happen? And that started an eight-year project interviewing the best leaders in the world in the worlds of sports, politics, the military, and business to try to understand.

John Jantsch (02:13.027)

No.

Don Yaeger (02:29.828)

How do they construct momentum?

John Jantsch (02:32.716)

Yeah, let’s talk little bit about that. Cause I think most people probably think in terms of like momentum, something you just get caught up in, you know, it takes you, it carries you. Right. And you, you argue it’s really, yeah. Yeah. Yeah. But, but again, was going to say, since your argument can be engineered, there like triggers or things that you found that start, you know, that, that process.

Don Yaeger (02:38.491)

Right. Right. And that can be true, but that can be true, by the way. Yeah. But the great ones don’t wait on it.

Don Yaeger (02:54.247)

There are actually, a big piece of it is, in fact, in the book, we actually built a model for how momentum can be constructed in your organization. And what’s interesting is I used to think it always began with a spark, something that happened, right? What I grew to understand from talking to these great leaders is that there’s an entire framework of effort that is created before the spark. in that framework,

The first thing you have to do is create the right culture a culture where we where we actually aren’t pitting each other pitting teammates against each other which happens too often then you got to recruit people who are both talented but can cheer for other talented people right and that’s very hard to do as well and Then the third thing is there’s there’s actually an entire model of preparation That that allows you to be mentally in the game when the spark occurs which allows you to capture sparks

John Jantsch (03:49.549)

Thanks

Don Yaeger (03:50.695)

that others miss. And we use great examples from great leaders in all three of those kind of pre-spark elements that teach you that you can actually then engineer the moment. And then as the moment comes, it could be small, but you can treat it as if it’s large. if you do so, you can actually, as we said, you can create momentum where other people might be sitting back

and wondering when’s my spark gonna happen?

John Jantsch (04:23.606)

Yeah, it’s interesting. know, I think a lot of times, you know, people are like, you were just in the right place at the right time. And there is a lot of truth to that, but it’s also recognizing the right place, right? And taking action, isn’t it?

Don Yaeger (04:35.699)

Yeah. In fact, so, um, one of our great interviews, one of my favorite interviews in the entire book, did 250 interviews with great leaders was with a basketball coach named Buzz Williams. Buzz was the coach at Texas A &M last few years. He’s now the coach at Maryland, but, uh, but Buzz all season long off season, all off season long, uh, you’re walking by his office or one of his players. He’ll say, John, get in here. And he’ll pop open the laptop and on his laptop, he’ll have.

a contest, a competitive contest that’s being played and it’s often not in basketball, right? It could be women’s volleyball, could be softball, baseball, football. And what he wants is for the player to sit down, he opens up the laptop, hits play, and then he lets them watch six to seven minutes of the contest. Then he closes the laptop and he said, tell me exactly what is the time left in the game right now?

What’s the score in this very moment that I just closed the laptop and who has momentum on their side? And explain to me why you believe that. And what he wants is he wants to build within his players this awareness of what’s happening around them so that as something good happens, they are better in position to grab onto it, do something with it.

John Jantsch (05:50.594)

Yes.

Don Yaeger (06:01.107)

You know, the business analogy of that would be, you know, those organizations, and there are plenty of them that are very good, that create what if teams, right? A team of executives who sit in on a regular basis are asking themselves, what if? I mean, let’s, let’s throw something crazy out there. What if the president United States decides to throw tariffs on every country in the world and half of our supply chain is gone? What if, what, what, would never happen.

John Jantsch (06:27.598)

that would never happen. Why are we even talking about that?

Don Yaeger (06:31.485)

But if it were to happen, what would we do? Right? What if the CEO of our greatest competitor is suddenly caught on a big screen at a Coldplay concert, hugging up on his HR director? What if? I mean, that would never happen, right? Nobody would ever do that. But the truth is, if you can start thinking about what if concepts, what it does, forget whether those are the exact same things that happened.

The concept is that we collectively are constantly thinking about the world as our playing field. And when you’re thinking about the world as your playing field, you have a greater opportunity to capture those moments when they come.

John Jantsch (07:17.176)

So we’ve been talking about catching momentum and engineering momentum. What are some ways that you found that people actually, probably not intentionally, but actually kill momentum?

Don Yaeger (07:29.113)

well, one of the easiest ways to kill momentum is to not recognize it when it happens. Right? So something comes along an opportunity, a, and you sit and you’re busy chuckling because you’re thinking, how crazy is that? And instead of, capturing and using the moment to your advantage, you’re, you’re laughing about it. And pretty soon the moment’s gone. Right? They’re called sparks for a reason. you know, they don’t last.

John Jantsch (07:34.286)

Sure. Yeah.

John Jantsch (07:50.22)

Yeah.

Don Yaeger (07:55.707)

unless you’ve built the kindling, which is all the work you do in advance, and you fan the flames, which is what you do after the spark takes hold. so this idea that it’s, you, but the other ways you can kill momentum are simply in having a bad, let’s say you recruit people and that are so eye centered that if I’m not the reason that good things are happening, then I don’t want to be proud. I’m not happy.

You know, the way you discover this is the next time you as a group are celebrating someone on your team that just did something fantastic. They made a massive sale. They closed the deal. They dislodged the competitor. Look for the A players on your team. Where are they in that celebration? Are they at the front high-fiving the guy, the woman that makes this deal? Or are they in the back grousing, damn it, that should have been my deal.

John Jantsch (08:25.944)

Yeah.

Don Yaeger (08:55.345)

Right? Should have been my opportunity. And you start to realize what you have. If you don’t have people who can celebrate each other, you know, in the world of neuroscience, there’s a whole, whole, you know, discussion around what are called mirror neurons, which is what, which is how, you know, we’ve, we’ve all seen somebody walks into a room and yawns. Other people suddenly start yawning, right? Mirror neurons are, we mimic a situation.

John Jantsch (09:19.825)

Don Yaeger (09:24.367)

if we feel like we’re connected to it. Well, if I feel like your success is to my detriment, then the mirror neurons in the room are actually quite negative, right? And people pick up on that. And suddenly the vibe changes and that’s a way to kill momentum, by the way.

John Jantsch (09:39.246)

Mm.

John Jantsch (09:46.126)

Were there any examples of people that you’ve spoken with over the years? Sometimes you have to make a change that is really hard because you sense, the market’s going this way. I remember talking to some folks in advertising in newspapers. In the early days of the eight, yeah. In the early days, but.

Don Yaeger (10:04.432)

Wait, newspapers? Wait, I know, my kids still laugh at me that I still grab the New York Times when I’m going through an airport.

John Jantsch (10:13.474)

You know, they were laughing in the early days of, of, you know, the web and just like this Craigslist thing’s a joke. and you know, it pretty much because they, you know, they wouldn’t make the move early to say, we got to kill classified ads and make them free because, you know, they’re going to eat our lunch if we don’t. and, so sometimes, you know, grabbing that momentum or that opportunity that’s obvious means you’re going to.

Don Yaeger (10:31.677)

Right.

John Jantsch (10:39.512)

killed the golden goose, you know? how do you, did you talk to anybody that really, you know, saw momentum as a real negative to begin with, but as where the market was inevitably headed?

Don Yaeger (10:51.473)

Well, yeah, momentum. mean, if you’re momentum is when you had the wind to your back, right? That’s what momentum is. If you want positive momentum. So if you shift, if you fence, if you feel the wind is coming to your, to your, to your front, then you, you might need to turn and make a change. mean, there are a couple of companies that we, that we focused on who built momentum after pretty significant layoffs of employees. Like they had to make the hard choices, but in order to get right,

John Jantsch (10:56.386)

Yeah, yeah, yeah, yeah.

John Jantsch (11:17.837)

Yeah, yeah.

Don Yaeger (11:21.309)

for the market in order to get right to be able to capture the next opportunity in the market. They couldn’t be, they couldn’t have the, so yes, uncomfortable as that was, it was the choice that helped them be ready for an upcoming opportunity to expand that opportunity and take it and create that wind to their back.

John Jantsch (11:45.39)

How do you measure momentum? mean, some cases, there’s certainly very tangible results like revenues up, things like that. But I suspect that some of it’s sort of incremental. Are there metrics that you can say, this means we have momentum?

Don Yaeger (12:03.217)

No, because momentum at its core is a state of mind, right? It’s a belief system at its core. That’s what momentum really is. There’s a scientific version of momentum, right? Which you would when you see, you know, a swinging of of a pendulum or whatever. There’s a scientific version of that. But in in real life, momentum at its core is a is a belief system. So

What you, how do you measure belief system by the number of people who are participating in it, right? If you’re the leader and you’re the only one that believes, you don’t really have momentum because you need, as a group, you have to be able to move into moments. You have to, I mean, remember that question I wrote at the beginning, how do you turn a moment into momentum?

And there was a lot of the preparation piece, having the right people on your team. The recruiting piece is one of the few places in the book where we went with a negative as an example. And the story we share was, you may or may not remember when Michael Jordan retired for the first time from the Chicago Bulls. For all those years, Scottie Pippen had been his Robin.

Right? His bat. He was Batman. Scotty was Robin and Scotty Pippen kind of objected to that. He really wanted to be Batman. He believed he was worthy. So suddenly Jordan’s out of the picture and Scotty is Batman. And that first season Scotty is Batman is okay. Good. But when they get to the playoffs, they’re in, they’re in a key game against the New York Knicks. Two seconds left. Phil Jackson calls a timeout. Scotty Pippen’s like,

John Jantsch (13:28.696)

Yes.

John Jantsch (13:33.986)

Yeah.

Don Yaeger (13:55.581)

I’m Batman. got, I’m going to take the shot right now to put us over the top. Cause that’s what I’ve been waiting for. Jackson designs a play for Tony Kukoc to take the shot. Scottie Pippen refuses to get off the bench. He’s like, I’m not even going to the game. If you didn’t call the play for me, I’ve waited all these years. Now it’s my turn and you’re going to give the shot to Tony Kukoc and Pippen refused to get off the bench.

No one on his team ever saw him the same way again. In fact, they, they, they, they, to this day, if in the NBA, you commit a very selfish act as a teammate, it’s referred to as pulling a Pippen, right? Because Scotty Pippen was so absorbed with the idea that it had to be his. He, and so, you know, obviously in the NBA, you, you, you, you picked players, you contract with them. So it’s not like you can dump Pippen.

John Jantsch (14:25.837)

Yes.

John Jantsch (14:36.459)

You

Don Yaeger (14:52.199)

But what they saw immediately was that he was not and could not be the leader of that team. so when you’re picking people to put on your team, pick people who can be happy when somebody else does well, as just as they would be happy if they did it as well for themselves.

John Jantsch (15:13.378)

So, you know, the thing about sports is, I mean, there’s a winner and there’s a loser, right? In a game. In business, it’s not quite so clear.

Don Yaeger (15:22.445)

I would argue that you may not, there’s maybe not a scoreboard that is broadcast to the world, but most often internally, we know the scoreboard. I was working with a company last week, a massive international company and they can look at most many of their products that they are currently in the marketplace with and where they were once the leader of the pack in that product line.

Many of them they are they are not anymore now to the world. They still look they’re still a pretty they’re a fantastic brand Everybody knows who they are, but internally they know they have lost momentum, right? They have lost That others are taking their space. So there are there are There are scoreboards. They just may not be always as public as we’re used to in sports

John Jantsch (16:15.128)

So you, great deal of your career and your very successful books have been as a biographer. Would that be the right term to use? Yeah, right.

Don Yaeger (16:22.119)

Yeah, yeah, I’m a teammate with Deon Sanders and all kinds of other people to help tell their stories.

John Jantsch (16:28.138)

So for this book, you probably didn’t go live with any CEOs for a couple of months or anything. What’s been your tool to kind of extract these stories from some of the folks?

Don Yaeger (16:38.727)

I think what happened was many people were fascinated by the curiosity. The idea that again, you know, in sports, we, we see momentum. everybody. Yeah. The other team has momentum, right? we have momentum. Exactly. It’s probably it’s, it’s as great. It’s as used a word as there is in broadcast. but in business and in other places, it’s known, but not studied. It’s not been studied.

John Jantsch (16:52.878)

Yeah, broadcasters say it all the time during games, right? Yeah.

John Jantsch (17:07.704)

Yeah, yeah, right.

Don Yaeger (17:08.763)

And so the idea that I was coming at it and that I was coming at it from four verticals, right? was, mean, cause we look at it, how did some of the greatest generals in the planet sit down with us to talk about how you build momentum into your game, into your battle plan, right? How do you win small, how do you create small victories to win momentum? And then business, know, some of the great business leaders and politics.

James Carville, Karl Rove, sat down with us to talk about how do you build momentum into a campaign to win an election? You want to peak at the right time, obviously. And so all of these were just fascinating conversations and people, when people find out who else you’re talking to, most people of significance kind of want to be in. They want to be in that conversation. So, wait, you got, I’d like to talk next, basically.

John Jantsch (17:58.496)

Mm-hmm. Mm-hmm. Yeah.

John Jantsch (18:04.366)

Yeah. So if somebody’s listening to this, a leader’s listening to this and they want to make it a part of their culture, because I think I hear that as much as, as anything, you know, you, got to get as many people to believe, you know, well, that’s, that’s probably the definition of culture. Um, is there a single habit or ritual that you’d tell somebody? Okay. You have to start this, this week.

Don Yaeger (18:26.579)

I think what you have as a habit among those that, again, I’m just the voice of the people that I had the chance to interview, was you speak truth into the conversation every week. If people start thinking that you’re blowing smoke, that you’re spinning the numbers, that you’re creating, like the company I was talking about last week.

If the CEO were to walk in and say, guys, we are right on the edge of just kicking the world by the tail. Everybody in the room would know that CEO was not telling the truth. So they were either disconnected from the truth or a liar. And you want to be neither of those things if you’re a leader. And so one of the most important things you have to do every week is speak truth into the situation so that you can then create a vision that others believe is possible.

John Jantsch (19:06.958)

you

Don Yaeger (19:22.161)

And that’s where you begin to create that belief system.

John Jantsch (19:25.802)

And I imagine for a lot of leaders, that’s hard because, you they’re looked up, you’re supposed to have all the answers, you know, you’re you’re like taking us someplace great, right. And so for them to admit, I don’t have all the answers or maybe things aren’t going like we thought, I mean, could be really tough, can’t it? Yeah.

Don Yaeger (19:28.115)

It’s very hard.

Don Yaeger (19:41.423)

It can be, but if you, the alternative is an absolute loser.

John Jantsch (19:48.77)

Yeah. Well, Don, I appreciate you taking a few moments to stop by the duct tape marketing podcast. Is there someplace you’d invite people to? know you have your own podcast that you’d love people to listen to and then obviously find out about the new science of momentum.

Don Yaeger (19:58.365)

to corporate competitor.

Don Yaeger (20:04.913)

Yeah, you know, just Don Yeager.com and donyeager.com is the best place. because I know a lot of people misspell my last name, I own all iterations of my last name on the internet. And so, yeah, I welcome your listeners to the conversation.

John Jantsch (20:18.35)

Good for you.

John Jantsch (20:27.086)

Awesome. Well, again, appreciate you stop by and hopefully we’ll run into you again one of these days soon out there on the road.

Don Yaeger (20:32.765)

Good job, thank you.