Avoid Becoming the Next Kodak With Author & Speaker Philip Zimmerman on Episode #0226

Philip Zimmerman [0:00]
Hi, this is Philip Zimmerman UnleashedtheMillennials.com. And you’re listening to EA Interviews.

Intro [0:06]
EA interviews, Episode 226, inspiration, transformation success stories and the imperfect action round seven days a week. Join Mario Fachini for today’s Expert Authority Effect Interview.

Mario Fachini [0:19]
What is going on in the world? What’s going on with this generation? What’s going on with the next generation? Business has changed fundamentally over the years. I mean, now more than ever, we’re online, but they’re still business offline and leadership values have changed. So what do we do? What do we do? That’s why I’m excited to have author and speaker Philip Zimmerman on the show, talking about unleashing the millennials and developing the leadership of the next generation. I’m going to bring them up. Right after we thank our sponsor,

Sponsor – Free Business Book Publishing Course [0:51]
Every business needs a book, including yours, visit FreeBusinessBookPublishingCourse.com today to learn the seven steps to publish and promote your nonfiction lead and profit generating business book in eight weeks. Once again, that’s FreeBusinessBookPublishingCourse.com.

Mario Fachini [1:06]
Here he is, ladies and gentlemen, Philip Zimmerman. Philip, how’re you feeling today?

Philip Zimmerman [1:10]
I am doing fantastic Mario and yourself?

Mario Fachini [1:13]
I’m feeling great. And I love what you’re speaking on because so many people think I hear it from the boomer generation that the millennials are all over the place. And the millennials think that the boomers are just whatever, they’re two radically different this and that. And I don’t believe either of those to be true. And I want to know your take on it. What’s happening with leadership, it’s through the decades and how is it fundamentally different than it used to be?

Philip Zimmerman [1:39]
I would love a love to to address that with you. And we will get into that as this discussion continues.

Mario Fachini [1:46]
So tell me what inspired you to write your book in the first place.

Philip Zimmerman [1:51]
I was doing a a Doctoral Leadership Program for a Institute of Leadership I was developing for a high school I was teaching yet. And I encountered in literature review information about the millennial generation, which was very shocking to me of I was teaching them in high school seniors. And they’re having very difficult to enter into the workforce. And they were being vilified by their boomer employers and, and they themselves hated what they were doing and just continued to search for other jobs. When I saw that I was also concurrently taking a coaching program as part of this doctoral program, I was in organizational leadership. And I decided to take what I was learning in the classroom take what I was learning in my in my studies and actually opening a coaching practice, to help my business associates that I used to work with when I was in business before I got into education, and help them guide their millennial talent to actually take over their company system. Custom main focuses that help them one communicate with their millennial talent and two prepare them to take over their companies so that’s kind of why I started the business.

Mario Fachini [3:01]
And what have you found has been the biggest, what have you found has been the biggest benefit of being able to teach the millennials stuff from the previous generations?

Philip Zimmerman [3:15]
I think I think the biggest benefit is really to recognize that the differences between millennials and boomers is a very real difference. It is it is significantly different. Now,

Mario Fachini [3:28]
How big of a different in what ways would you say?

Philip Zimmerman [3:32]
You know, we all we’re all human. And there’s all we all have when actually we all want the same thing. Millennials and boomers really all want the same thing. So in the end,

Mario Fachini [3:40]
What is that?

Philip Zimmerman [3:41]
You know, work life balance, flex time, great benefits, you ask a boomer, they want those same things except we never knew we could ask for it. So we never did we just put her head down and did what we were needed to do to keep a job. And when the millennials came into the workforce force asking for those things upfront, it offended a lot of boomers. And but the reason why they were able to do that is that while boomers were being raised, we were the way we were educated and trained by both our parents and our teachers in the classroom was an authority figure, basically the teacher or the principal or the the people in authority in government. And there was a lot of respect that you had for these authority figures. And a fear that you have from these authority figures of punishment for getting out of line. And the millennials are really educated in a much different environment. The teacher in the classroom was not the expert. The resources available on the internet and through other sources were really where the experts were the teacher became a facilitator of information. And so there was this, this understanding of knowledge by millennials that we work together to gain information, disparate parts of information, we put it together, together as a team, and move forward. And so when they enter the workforce, the idea of I mean the idea of flex time is and you know, boomers assumes you’re at work when you’re at your station, right? Work occurs at a particular location. at a particular time. Millennials were raised at work occurs wherever you are, it could be a coffee shop, it could be at home. In my book, I have a part of a chapter devoted to this of the millennials got it right. And one of the parts I had in the book was the millennials who wanted this opportunity to do flex work and work from home. Remote working, we’re now calling it remote working in the pandemic force that and the biggest, because I try to tell my boomer employees, employers that I work with, that it really is possible for them to go and work wherever they want, and they won’t, you won’t lose productivity. That’s the one thing that all of my boomer friends and businesses that I work with have expressed is that while they’ve allowed these remote workers to go as a result of the pandemic, and now they’re working remotely, they have not seen a loss in productivity, and they were shocked. In fact, most of them said that, probably only half their staff will be returning after the pandemic is finished, because there really is a desire of some of their staff to remain remote, which is fine with them, because they save on rent, save on office space. And for the for the talent that’s remote, there is a more of a freedom that they feel in their position doesn’t work for everybody but there’s a large portion of the workforce, it’s not coming back into a workplace, they’re still gonna do their work, but they’re not going to be doing it in a workplace per se.

Mario Fachini [6:31]
I agree. And I’ve, I’m seeing the good in this, because I’ve been telling people for 10, 15 years, the way you can leverage the Internet and do some of these things, a lot of what’s hit mainstream now is nothing new to us and marketing and especially the technology side, and you know, video, just in general. But I’ve even heard of some stories where there’s not only not a loss of productivity, some are seeing increases, because there’s, you know, if you’re, like a typical eight hour a day, if you can do it in three or four hours. What do you do those next three or four hours, it’s actually, I’ve had experts on the show, and they’ve talked about where most people do two to two and a half hours of actually productive work. And the rest is just kind of in there. And you know it, you know, if you want to talk about the efficiency of it, it’s a very exciting time because all of we’ve never had this opportunity to before, even 10, 20 years ago. So what are you seeing as far as the boomers are? Are they more adjusting to it now? Or is it because they’re open minded or is it because out of necessity?

Philip Zimmerman [7:43]
I think it’s out of necessity, but they’re also saying that this lack of there has not been a drop in productivity? That’s been the thing that has really shocked them. And I’ve tried to express to them as it is. I said, the reality is, is really depends on what, what are your expectations for engagement, productivity and loyalty of your employees? And if they’re expressing whatever you have, whether they’re in the office or out of the office, what is your expectation for engagement, if they’re providing that engagement in the material that they’re dealing with or whatever their their job is? Whether they’re in the office or out of the office? What does it matter if they’re being if you’re what is your productivity and desire for them? What’s your expectation? I would say, I just have my, the people I work with, like, just write down what is your expectation for engagement, productivity and loyalty? If they’re working in the office, and just measure them on that same expectation remotely, and they’ve all come back and said, Philip, this is really strange, but it’s all being met. And but where they feel this loss is they feel the loss at the, the, well, this is how it’s expressed, the millennials are missing the community. Okay, because when we’re in the office, everybody’s kind of together, and you can kind of talk to Bill or to Jane. And you can have group real easy to do groups where, you know, when you’re online and stuff, it’s difficult. And I said, I can I can, I can see that we had another person on the call, he finally said, you know, that really gets me, he says is that my problem is I can’t walk in on them. What are you talking about? So well, you know, I like to go down the hall and step in somebody’s office interest check up on see how they’re doing. He said, I missed that I don’t get to do that. And one of the things I’ll tell your listeners that I came up with for them and they’re actually implementing it told it to my daughter who’s a physician and she’s in charge of a large group and she’s actually doing it as well, which was in Zoom. If you have Zoom calls into Microsoft Teams and other products, like the unlimited package where I get a lot of people on for it, I just leave Zoom on. I just said just open up a Zoom Room that everybody who’s working in a particular group or team just goes in the Zoom Room and just puts a video on on no video and their mic on mute. And when you want to say something or enter into a room, you just come into the Zoom Room like everybody else is already there and ask them what they’re doing and let them turn their camera on start to talk. And it’s actually worked out to be pretty, pretty efficient. They’re, they’re trying to get that idea of cumulus that’s really what they’re missing more than anything is from the boomer perspective is the ability to, because people aren’t working less I see them working system mindset we have. I’m a boomer and I was raised in that mindset. And I can tell you, it’s a very real mindset. But in regards to the, what is this idea of millennia, who they are is just when I said that they’re different. And you said, how are they different. We just briefly share with you very quickly what what has happened. And what this is what you’re seeing in the streets really all over the country have all this political fallout, but really the rioting in the streets and they, and the idea of socialism and all this kind of stuff coming into our really into our common vernacular right now, in the media, it really in our country, is a result of who the millennials really are. They they were raised in a totally postmodern cultural culture, I won’t go into all the details of it. But modern philosophy, which is all boomers are raised into this idea of what’s called modern philosophy, part of Western philosophy ended in 1947, after World War Two, and the seat of modern philosophy at that time was in Germany. And in France, of course, those were both decimated by World War Two. And there really, nobody really picked up after that, because all the philosophers were either killed or are dispersed. And so nobody really picked up and said, well, we need to continue modern philosophy. And so this idea of postmodern after modern philosophy entered in which is really an anti philosophy. And this the difference between the two is pretty stark, for the boomers are raised that there is a there is something called truth and there is a right way to live. So there is a truth in the right way to live. Millennials were totally raised in a culture that said there is no such thing as truth and there is no wrong way to live. So that difference, there is a right way to live, versus there is no wrong way to live. It doesn’t sound like I said different, but it’s hugely different.

Mario Fachini [11:58]
That’s a big difference.

Philip Zimmerman [11:59]
So that so that’s a philosophical difference has to do with truth and justice, what is true, what is justice. And so this whole idea of social justice reform and everything else, and the reason why boomers are pushing back against is because we have a sense of what justice is. And we have a sense of what truth is, for the millennial generation, this is just generically, not necessarily each person in the millennial generation, but broad basis, they don’t really have an understanding of something being true, true, right? They have their own truth, but they don’t, there’s something universal, they don’t have that concept. And because of that they have no universal concept of justice. Justice is whatever I get, I discovered that in the classroom, that’s what got me started into the leadership program and everything else was discovering the idea of students having one day after getting caught cheating, plagiarizing on an assignment that it was okay to lie. As long as you didn’t get caught. It didn’t hurt anybody else, and you got what you wanted. And as I said, I couldn’t believe that I saw my classes I was teaching. See how many of you believe this, it’s okay to lie as long as you don’t get caught. It doesn’t hurt anybody else. And you get what you what you were after. And virtually, I think I taught 87 students that day, 84 of the 87 students raised their hand. And I was just this is just this is not right.

Mario Fachini [13:16]
And how long ago was this? And what was the median age?

Philip Zimmerman [13:20]
They were seniors in high school, so they were 17, 18 years old. And this was a six years ago. And that’s what prompted me really into.

Mario Fachini [13:28]
Wow.

Philip Zimmerman [13:29]
Studying the generation and developing a leadership program because I knew that type of thinking was was way off from what? And so I thought what I thought to myself was what if when these people enter the workforce and if their ideas for justice, and it has to do with idea both truth and justice, if justice is getting whatever they want, as long as it’ll get caught? And it doesn’t hurt anybody else? What does justice mean in the workplace? So does justice mean that when they, you know, to, you know, they’re trying to make a friend with make a friend at another company and make a friend and another company, rip off your own company? To me there’s all kinds of issues, ethical issues that come into play. And so I was trying to find out what what was the basis of that, and then the other, the other, that’s an age change as a philosophical age change, the second one that went along with it and so you get these two ages together and says, what’s causing all this that’s happening, and, and we will see a significant change globally in the next 15 to 20 years, we would recognize the next 15 to 20 years. Today, if you were to see it, because it just changed, it’s gonna be global.

Mario Fachini [14:38]
Good or bad? Where are we going with this?

Philip Zimmerman [14:40]
Well, it just depends. It really just depends, you know.

Mario Fachini [14:43]
Oh, you’re just saying you don’t know the outcome. You’re just saying there’s gonna be a major shift one way or another.

Philip Zimmerman [14:48]
And it’s, it could either be good or it could be bad. I mean, you look at in other words, we don’t know how the Egyptians built the pyramids. We do see the pyramids out there, right. We have no idea how they built them, especially the great pyramids, but it’s In the future on the line of just google what the unique things about the Great Pyramid in Giza are, you’d be shocked by what the what it is. It’s actually oriented to true North, not magnetic, it’s the exact center center of landmass on the earth. There’s, it takes into account of the idea of pi. And there’s all kinds of stuff associated there stars is lined up with how they do that, you know, 3500 years ago, 4000 years ago, when they built that thing? Well, we had no idea they did that. So where did that technology go? Where did that understanding go? And we’re entering a time right now, where that I think that’s going to occur in the next 15 to 20 years, we’re gonna enter a time where will we still we still use computers? No, we even know what they are. Well, we know what a textbook is, or will we? I mean, they’re talking about anyway, it’s I’ll expand on that briefly in a moment. But the reason for that is that we had three other changes in this has to do with going from an industrial age model of our business to what’s called the connected age model of our business and impact three areas. One is the economy, how we how we make and buy things, or how we buy things, money, exchange, buddy and economics used to buy and sell local now it’s all global. And then on the internet, which brings into

Mario Fachini [16:18]
It is use and I’ll even say this, it used to be with money. I mean, now you got people doing Bitcoin and electronic currency?

Philip Zimmerman [16:28]
The, my estimate is that if depends on who the who the president is, for this election, I’ll be decided sometime within the next week, hopefully, within the next week. I’m convinced that if China has its way, you know, they’re already converting all their currency into their own, they have their own form of Bitcoin right now. And they’re gonna make it so that if you want to buy and sell things from China, you have to use their currency because they’re after becoming the global currency, and it’s gonna all be Bitcoin. And eventually the, and the millennials are going to go for it. I mean, why would you ever

Mario Fachini [17:00]
How long? How long do you think before everything, like physical cash is phased out? If it gets to that?

Philip Zimmerman [17:07]
Well, it depends on the United States, United States. 11 kind of hold back, I would say within 10 years, the whole will, we will have a one world currency within 10 years global currency. They tried it in the Obama Administration. They’re all ready to go with it. But it just wasn’t time. And so they didn’t do it. But…

Mario Fachini [17:25]
Do you think by 20, 2030, cash won’t exist?

Philip Zimmerman [17:29]
I think cash won’t exist, we’ll have a global currency and there’ll be no debt. There’ll be no global debt. That’s how they’re gonna do it. They’re gonna they’re gonna go to a global currency by by eliminating global debt.

Mario Fachini [17:38]
It’s like the largest, but that would be that literally be the largest bailout in history.

Philip Zimmerman [17:43]
Oh, yeah. Well, you know, they’re talking about bailing out the old student loans. So so you like us? We’re gonna forgive all student loans, we got $2 trillion worth of student loans. You know, how do you just forgive $2 trillion worth of student loans? It’s the same way. I mean, do you have this kind of off topic, but it is really part of the topic is is what Millennials are having to deal with? This is the whole thing…

Mario Fachini [18:04]
So let me pause you right here, because I saw you holding back on what you were saying. And I’m sure you saw me smiling. I, if you want to go there feel free. I actually want to and I want to dive deeper with the pyramids, say whatever you want. Because this is fascinating. And I think it’s what everyone’s thinking. My show, you at least mine is at least if you want to say I’m giving you permission right now. Feel free. Okay, whatever you’re comfortable with. I was like, how do I ask, but I mean, we’re already 80% of the way there, we might as well just I’d want to know, the pyramids. When you brought that up. I’m like, okay, this is fascinating, because from what I recall, just on that real quick, they were using slave labor and they were building it up and doing row one row at a time.

Philip Zimmerman [18:54]
Never happened, never happened.

Mario Fachini [18:56]
Okay, so what was it then? How did they?

Philip Zimmerman [18:59]
Oh, but no one knows. I mean, they have some people think it was levitation, they were using levitation devices from an extraterrestrial. So I mean, there’s all kinds of theories out there.

Mario Fachini [19:10]
And then same thing with like, you were talking about the mathematics on all that stuff. When you said, Where did it all go? That’s a fascinating question.

Philip Zimmerman [19:18]
Because you have all the hieroglyphics written in the pyramids, which are not giving any indication how they actually did it. I mean, otherwise, you would think that they would put all that into the pyramids, right? They have all this religious stuff in the pyramids, but they don’t really say how they actually put all this stuff together who actually built this thing? And that’s the that’s the evidence we have in the world. That’s something else. Then you go to the Mayans, right Mayans or pyramid builders they’ve got they’ve got a timekeeping system the Mayan clock famous Mayan clock, we’re all supposed to end in 2007 or something like that. But they have a clock that is kept by a calendar with rocks right you know, they turn these rocks is the most accurate timekeeping device known to man until the atomic clock was invented 1953, or something like that was more accurate than anything other than an atomic clock.

Mario Fachini [20:07]
Which, I just have to throw this out here the whole Daylight Saving Time concept. It would there was this stuff 1000s of years ago, and the best we can do is twice a year say, we can’t get an accurate so just change all the clocks back that’s like arbitrarily after this interview being like, I don’t like what time it is, I’m going to change it.

Philip Zimmerman [20:27]
Right and so so that so what you have is you have two different cultures separated by by great oceans, or whatever, you know, the Mayan Indians in South America or Mexico. And you have the Egyptians and the pyramids in Egypt. And yet both of them they just people disappeared while the Egyptians didn’t disappear. They remained there technology disappeared. However, they did it. Same thing with the Mayans. Mayans just walked off in the woods. So I say my book is, are we going to? Are we still gonna remember what computers are by 2040? Our will or will even live in our cities anymore, right? Because of what’s coming this this change that’s coming with AI in with my gosh, this image is this. There’s some very scary things coming some very exciting things coming with the studies that they’re currently. It’s a bit limited. Let me let me finish this other part because it all ties into this. We get to where it’s going. And so the reason why the again, the millennials are so different than than the boomers. It technologies the next area. When I was trying to in my book, I was trying to remember what the first computer was that I had in my office back in the day, and it was an IBM something I just remember on the desk. And yes, you flop two floppy drives,

Mario Fachini [21:43]
They’ll probably have the same one. I’m picturing it right now black on the front, the floppy goes here had a giant not button on it, there was no towers or anything. They were just that.

Philip Zimmerman [21:52]
That floppy drive held on one to both floppy drives held of whopping 136 kilobytes KB, which is less than two a two page PDF today. That was the memory capacity of the computer. Well, so then you then we hit so we had to learn the computer right? We had to learn in DOS I remember reprint my role, my machine would crash I just reload DOS on it started over. We had WordPerfect was the word processing package where we didn’t have a mouse didn’t tell Apple came out with a mouse. And so then we had to constantly be learning learning new programs and new systems. And then we had servers came in and then group servers came in and then Microsoft came out with their programs. And then you can have Windows oh my gosh, Windows and Apple now competing. So then you had the internet came in, in the in the late early 1990s. Because my business I was I was involved in we just we had our first website 1992 I think or 93. So exciting. Slow over the telephone lines.

Mario Fachini [22:54]
28. I remember that dial up.

Philip Zimmerman [22:57]
Oh, yeah. Anyway, and But anyway, we had to learn all that stuff. Okay. We stopped learning technology, probably in about 2010. I’m just telling you the flat out boomers, we just stopped learning, we just got dog tired of it. And so we just stopped learning. So when the iPhone came out, in 2007, we got the iPhone, because it was kind of cool technology. We didn’t want to learn it. We just use it for the telephone, right and anything else. But I mean, the millennials were raised on this. They get the iPhone, and they figure out what everything does. So we have a generation in the workplace that’s, that’s in charge of everything that is tired of technology, they refuse to even acknowledge what technology does and they have a workforce is totally digitally native. And that’s where this big disconnects coming in. Because boomers can admit that they are unwilling to learn what they need to learn, unless they’re forced to technologically to make their business advance. And at the same time, they’re holding back their millennial talent who has all the wherewithal technologically to take their business to unbelievable places, if they would just be given the opportunity. But the boomers are just kind of holding out till retirement 2025. Probably about 95% of the boomers will be retired or hit age 65. The last step hit age 65 2027. Right now the 50% of the workforce is millennial but 2025 globally, 75% of the workforce is going to be millennials. So they’re going to do what they want to do, but they don’t want to do because they’re going to be charged at all. So we just have five shortly years left, but that technology was the second piece. And the third piece was the reason why they’re different. In this whole idea of the industrial age, the connected age is education. Our millennials taught millennials were taught I would say 180 degrees differently than boomers were taught in the classroom boomers were taught rows and columns. You had a teacher at the front, you just did your own work, kept your eyes on your own paper if you got caught cheating got a zero. No cooperation amongst the students or less yet, teacher approval for the millennials is totally the opposite. Teachers, a facilitator of the resources are on the internet you share, share, share. Yeah, well what about Bobby and ever? That’s all well, you know, if Bobby didn’t want to do any work, and you have him on your team, and you let him do that, well, that’s your thing. But as far as the teacher is concerned, Bobby’s just part of the team so that they have to learn on the team who is going to work and who’s not going to work. Believe me millennials know when they get into your workforce, who the workers are, who aren’t the workers, and who they recognize a lot of the workers who the workers are not are the boomers. They’re recognizing that pretty quick that the boomers aren’t really doing anything. They’re kind of telling everybody else what to do. But they have no idea

Mario Fachini [25:28]
Even even though they’re in the leadership and authority position.

Philip Zimmerman [25:31]
Oh, yeah.

Mario Fachini [25:33]
And so now I can see how that would be offensive if you’re being insubordinate and just blatantly not listening. But it’s an interesting dynamic with the and I’m thinking of, even when I was in groups and schools and stuff, and you have, there’s always the overachiever. I don’t even want to I don’t even like that word overachiever. It’s like, so if you do anything that’s required, you’re now an overachiever because everyone out the bar is so low. Anyway, there’s always the people who want to do more, there’s the people who are kind of just there. And then you have people trying to do the least but so they’re just totally cool with it. Now, let me ask you this. Are they as cool in the workforce with as they are in the classroom?

Philip Zimmerman [26:14]
Oh, yeah, in fact you know, a lot of times,

Mario Fachini [26:17]
so it’s the habit in the culture, not that there’s more on the line for it.

Philip Zimmerman [26:21]
Yeah, it’s the, it’s just how they were raised and educated. I mean, you know, boomers always had the clown in the classroom, everybody’s got the clown in the classroom, right? The millennials have the clown of the classroom.

Mario Fachini [26:33]
A lot of times I’ve heard of that person

Philip Zimmerman [26:35]
Is actually the smartest person in the class. And they’re just bored. Because they’re going at such a slow pace. You know, because they learned this stuff two years ago, and they’re having repeated it. And so they’re, they’re bored, and they’re stuck in a classroom for eight hours. And so they have to be there for eight hours.

Mario Fachini [26:50]
I’m glad this is recording.

Philip Zimmerman [26:52]
When when they get when they get in a group environment and their turn, then they’re able to actually do what they know how to do, oh, my gosh, it’s unbelievable. So you’ll find it when you put a millennial team together. So how I present this to so anyway, you have a philosophical exchange, get a business model, age change, those two combined together is what’s gonna, I call it a millennium change cycle that’s coming. And this is global, this has happened globally, it’s going to change everything. As soon as the millennials get in charge, and gen z behind them, is the only thing that’s gonna keep them on the heels and liable. We’ve talked about that a little bit bit because millennials have some pretty strict, I mean, some pretty crazy ideas in it, and rightly so rightly so. So, as they enter the workforce, what I’m trying to do is help employers release unleash their millennial talent, they call it and save the world because the reality is that they’re going to be the ones who are going to make very difficult decisions in the next five year on what to do with technology, especially when AI comes in the workforce. So I tell my boomer friends, that’s okay, this is what you do, you find your problem that you’re working on it, your business doesn’t have to be necessarily your top priority, but I would make it if he could, your top priority problem that you just haven’t been able to solve. Bring your top three millennials in your office, and explain to them exactly what it is that you’re trying to accomplish, and how you how you envision accomplishing it. And then give them the task to come up with something given, you know, three or four days to come up with something. And inevitably, within a day and a half or two days, they will come back with a solution that you weren’t expecting. And more often than not, they’ll actually have an app on their phone that they did so one of the persons in their group developed a dummy app, although they’re trying to hook it up because it works so well. Right? It to show you where what you would what you can do in the reality is is the issues that boomers see today of whatever it is that they’re trying to accomplish, whether it’s in marketing or developing client relationships or mining a data mined full of material of data, you know, how do we even approach this data got reams full of data, I don’t even know how to approach it. They not only had it know how to approach it, they know the tools to use to approach it. And they know the how to assimilate the tools that is being used with with internet devices. To put it actually put it on the Internet through a mobile device.

Mario Fachini [29:13]
Run it through some OCR so you can use it digitally instead of having to go through boxes.

Philip Zimmerman [29:18]
So what I tell the boomers is that this is the time to do your institutional knowledge transfer. You got guys that are 58 to 65 years old walking around your office, they have a wealth full of not just knowledge about your company but how businesses operate. Take get them with your millennial talent and let’s start them downloading what they know about your business in business in general in an organized fashion, and let the millennial start to run the company. And you just you’d be amazed at what what will happen in the boomers are typically well they’re gonna kick me out the door. They’re gonna be they’re not gonna kick you out the door. Unless you don’t do anything. I mean, if you yeah, if you’re dead weight, you know you should kick yourself out of the door. But the idea is that you have now provided them institutional knowledge that they’re now going to innovate. And you get to be part of the sharing of the excitement of actually seeing something done with it. Because if you would have walked out the door, without sharing that information, it would have been gone forever, no one would have.

Mario Fachini [30:15]
Just lost, and you’re not gonna, no matter what tech and what app, whatever, you, whatever, whatever, you’re not going to get 20, 30 years of knowledge and experience without 20, 30 years of knowledge and experience and I think that’s what’s a lost, as much as I love the tech, I would not trade it in a second for the relationships, the people and all that. And if you, I feel if you don’t have that, which is the glue, you know, I think it’s great. When I’m looking for talent and I hire people on my team, I’m like, do what you want, I go, here’s the due date, and it might be seven to 10 days from now, I don’t care when you’re working on it, if it’s a Monday, Tuesday morning, noon, night, whenever just, here’s the due date, get it done. And I love given that flexibility in that freedom because I enjoy it myself. But at the same point, you know, writing algorithms and scripts and all this while it’s needed, you’re still going to have the sales front, the interfacing the relationships, whether it’s on Zoom or in person. So I get what you’re saying with the excitement. But it’s also scary because you might just, you know, if you have that mindset where you can take from anyone and there’s no consequences. Or you’re gonna not even get through the door, let alone being a lawsuit or self implode the whole thing. However, if you know the constraints to work within and you truly believe it, I mean, you could tell anyone the framework or whatever, but if they just feel well, I’m smarter than you, and they have this arrogant air about them. You can still, you know, you might get get through for a few years, but you’ll have ventrally collapse at 10 years down the line. You do need to know the new ways to do stuff, though. You can’t I mean, I’ve had clients even 10 years ago and I asked him I go how many basic marketing question when we’re running a campaign I go, how many clients do you have? How long have they been with you, where the results come, you know, just baseline the whole thing. He goes and I’ll never forget, he goes, I got 30 years of names, emails, phone, he had no email list. Basic one on one. If you don’t have an email list, you’re toast. And this is 10 years ago. He goes, I got 30 years of all the data on all the customers, I go, can you send me a password to the database so we can look through it? And he’s like, what database? I go, do you when he said, I have all the emails, I’m thinking well in a system because anything else is just absurd. And he goes, they’re all in a box in the back, I go, Okay, well, forget everything else. For step one we were gonna discuss today, here’s our goal for this week, because I coach on a weekly basis, you know, step one, one week, move to the week two, and everything, don’t overwhelm anyone. But I was like, Terry’s gonna hate me, you’re gonna love me in about 30 to 60 days from now. And I go, we need to get all that crap off paper and put it into where we can do stuff with it. And she, his assistant, Terry, and she’s great. She literally had to go through, like 30 years of paperwork, and then get all the emails from the paper, put them into the system. I go, we can’t do anything if it’s in a box at literally your office. But once it’s online, you know, the world of the world, your new marketplace. So if you don’t know those, those soft skills, I think is what people call them or even hard skills, whatever. If you don’t have that competency, yeah, you’re toast. However, if you’re just going to act like it’s more dangerous to have the wrong mentality. I’ll leave it with that.

Philip Zimmerman [33:49]
Oh yeah, the thing that was both in the literature and I’ve experienced personally with just telling people what to how to how to test this out. So my first question, when I meet with a boomer client, hey, we haven’t met before I said, When was the last time I’m on? A new millennial employee walked into your office and of course their manager and the owner, typically business owners. So what was the last time a millennial brand new on the job, walked into your office and asked you what you were doing, almost to the person, they all start laughing and they’ll say like, well, this just happened like last week, or what was that all about? You know, they just start going all these stories of these people just walking in their office wondering, who are they what are they working on? And I said that the that comes from the idea of teamwork and the millennials were not taught. They were they were taught to always go to the best source for information so you don’t waste your time with the teacher. You go out on the internet and find the expert. Well, you’re the expert in the company. So they’re coming right to you to find out from the expert himself what they’re working on, which will give them an idea of do they want to work with this company or not be quite honest with you. So I said that that you know that that’s what’s happening. And the next question once they find out what you’re working on, they’re going to ask you, why are you doing that? And as I said, typically that then they’ll also ask that same question. When you give them something to do you say here, here’s a, here’s a, fill out this permit application or here’s a marketing plan, I want you to go write something on this marketing plan. The first question you could ask is why? And you’re like, well, because I said, so well, no, no, like, why are we doing it? Well, because the clients asked us to do it, we have the job, and I’m telling you to do it. That’s why. And so then they typically go back to their desk, and they’re really frustrated because you didn’t listen to them, right. You didn’t answer the question. The question, why has nothing to do with what we think why is I’m saying, from a boomer perspective, a lot of extras as well. The why question has nothing to do with why that needs to be done. They know why it needs to be done. They know you have a job, and this is what the job entails. They want to know, what’s the fundamental underlying reason for this being done at all much less, while you’re doing it, they know why you’re there. But why is this even task even a task at all? And then the question, next question, though, wants to get that answered, then they’re gonna say, well, how are you doing it? And then they’re gonna end you’re gonna say, well, this, you go fill out the paperwork, you go on this program, and here’s the data that you enter, there’s no, how are you doing it? And so then again, you just the, the manager gets very frustrated with them. They’re not asking how they know how to do it. They’ve been taught how to do it. What they’re asking is, how are you doing it? That was what is it? Here’s the why, and how are you? How are you accomplishing the why? Because the what they’re looking for is the absolute fundamental reason for something to give you a permit application, as example, cut it short. Why do we have to do this water permit application? Well, they passed something called the Clean Water Act in 1972. And ever since then, we’ve had to fill out these permit applications. Well, why why did they pass the Clean Water Act? Well, there were some pollution. It’s in some river bodies that were making people sick. And so they were afraid that industry was polluting, and farm clients pollute, and that kind of stuff. Oh, that’s interesting. Why was that happening? Well, because we’re fertilizing industries making stuff. It just keeps on the why keeps on going till you finally get to the idea of protecting the environment and human health, the Oh, that’s why you’re doing it. We’re doing a water permit to protect human health and the environment from something happened in 1972. Well, this is 19. Oh, this is 2020, almost 2021. What has changed in the last 50 years? that would that would, that, that this is why we’re doing this? Do we still have to do this? In other words, I mean, have we not gotten better than we still doing this 50 years later from something in 1972? And then the hell is we’d fill out all this paperwork. And so they want to figure out how can they meet the same reason why this law was passed in 1972. This underlying reason, not how it morphed over time, the last 50 years, we’re getting, we’re actually going to accomplish the why part. And the how we’re going to do it, we’re going to use technology that nobody touches anything, all this all this, it totally gets done from the laboratory, as soon as they send the test analysis into the lab, AI takes it over, takes the results, plugs it in wherever it’s supposed to go and either gives you a flag or pass in your permits done. There is no more handing of paper or people looking at overviewing. It’s all done by AI. That’s what…

Mario Fachini [33:49]
The human interaction is completely removed from ,

Philip Zimmerman [35:06]
And it’s totally wait, it’s because of what you’re talking about if I can do this, and 15 minutes, as opposed to sitting at my desk working for four hours just trying to come up with my brain of how to restate this word, these words, am I following this format, oh my gosh, when I’m bored, I could just write one program one time to write the report. And they will take care of the rest write the report every time every time it gets this result. This is what it says.

Mario Fachini [38:38]
See, and I see the efficiency as being a pro to that. But conversely, now you have the machines making the decisions over, you know, not, maybe permits are a little bit more cut and dry, are you following the rules or not? But I still think there’s a fair degree. Maybe not. Even with permits, I love most everything in life, there’s always the context. And you know, the two sides of the story where, you know, you look at it, I’ve went through this there, you’re looking at someone’s resume, I’m like, oh my gosh, they’re gonna be the, you know, the star all class winner and then you talk to them. And you’re like, really?

Philip Zimmerman [39:13]
Oh, yeah.

Mario Fachini [39:14]
So how do you think AI is gonna combat that?

Philip Zimmerman [39:19]
Well, that well, that’s the whole that’s the whole. That’s the whole point of the whole issue is that you do have a human component who’s going to control the AI and what the AI is doing. And the millennials are going to be the ones who are going to have to deal with this. And so what I what I try to tell the people I work with, you know that I say, well, as you get your millennials and you’re involved in this, in your organization, you got upon this, like all next generation leader initiative, where you’re training, you’re doing this institutional knowledge transfer, we do millennial talent. You take your top millennial talent need to put them on a team I call it a Millennial Dream Team and they have three really three tasks. First task is to review everything that you’re doing in your organization to find out any inefficiencies based upon today’s standards, just as what you were talking about today, they have, they have a box full of files that has value that’s in a box full of files that you need to get into electronic format because anything in that in electronic format in the next five years is going to be discarded. It’s just because we’re millennials take over if they don’t know it’s in the box. They never knew it was in the box, and they’re just moving on

Mario Fachini [40:20]
My and even realized stuff. We used to be in a box. You know, when you’re talking about those diskettes. Not not even floppy disk diskettes. They held so little information. And then there was the floppy? No, not floppy did. Yeah, floppy disk. Yeah, the disk got the thin one that was like a more of a Frisbee. Then we got the hard disk. And I remember those. And those were somewhere around 1.44 meg’s. And if I were to look, I mean, we’re pushing 15 to 20 meg’s a second, I know we’re both using 4k cameras, I can’t know how many disks it would take to even, it wouldn’t even be possible. So I’ve seen people share this before. It’s like, who knows what this is. And it’s a cassette tape. And I remember those that’s what I did my first recordings, I’m just commenting on TV shows. And, you know, I saw this one where it’s like, oh, my car came with an iPad holder, no, I iPhone holder. And it was a, they scratched up the screen because they thought it’s where you put the phone just as a holder. And it was a cassette player. I mean, so it’s to your point of if they don’t realize stuff was in boxes or you have archive files or, you know, when you say go to the file cabinet is going well, what drive is it on? No, I mean, the physical one that you’ve spent hundreds and 1000s of dollars for and probably even have a room at the office where you just kept files. I mean, it’s kind of weird even thinking about it. But I’m familiar with that.

Philip Zimmerman [41:49]
So it’s all changing. So then that’s part of when they when they come to take over when they come to and when they get in a leadership position. If they don’t know about it, they’re not going to deal with it. So the information is just lost, that’s the first thing is to have them go through the company and find out talking to people what’s really important that you want to keep and make sure that you put systems in place to reorder to archive that and put that digitally somehow in your system. The next thing they do is they look at what they’re currently doing, and how can they do what they’re doing better. With technology? How can technology make what you’re currently doing? I’ll use Prometheus and again, as an example, how can we use technology to help us do our permitting better? And that answer, they come back to the executive team and they say this is where we can improve our technology, this is where technology is all we need to upgrade our technology. And this is the technology that’s coming on sooner on the horizon, we need to put some money in the bank because when this becomes available, we need to implement it. So that’s the second thing to do that those two things will take them probably two months for the first one another two months for the second one, then then you start because those are the two easy ones. And then you gotta go with the hard one. Which is to take this now that they’ve proven themselves and proven to you that they know what they’re doing. And they know your company, right? They know your old data and what needs to be done with it. They know how you’re currently doing, what you’re doing and what needs to be done with it. You give the next task which is take what we’re what we’re doing, find out the fundamental why of why we’re doing it and invent the disruptive business that will put us out of business? How can you How could we possibly do the same thing we’re doing and meet the need, whatever the need is that we’re trying to meet in a different way that will put us out of business and allow them to develop the disruptor. Because the disruptor is coming because the millennial talent is working on a disrupter, even though they’re not necessarily working in your organization, somebody is always trying to think of a better way to do something. And as soon as they find out that you’re making money doing what you’re doing, and they come up with a better way to do it, they’re not going to be there’s no hesitancy to to start it and get some financial backing and, and suddenly you find yourself up against a wall not being able to compete. And so the idea of developing this disrupter is to recognize what’s coming. So you can develop to build into your own organization of sustainability plan, a resiliency plan, if this disrupter does, in fact, happen to manifest itself, and actually a transition plan if in fact, they come up with a disruptive that’s actually works, right. And if this ever got out, we’d be out of business, is to go ahead and launch the disrupter while you’re still in business, recognizing

Mario Fachini [44:16]
Yeah, because then you have the corner on the market instead of the competition. And what you’re saying about getting the financial backing, I think it’s easier now more than ever, there’s so many angel investors in online this and people who have been doing it 20, 30 years with the advent of 40 now, with the advent of computers, and just you know, Silicon Valley startups and all that the culture of it. I mean, 50 100 years. Well, 50 isn’t that far, but 75, 80 years ago? I mean, can you imagine in the come on math 2016 1930s 1940s. Well, the depression was going on so there was definitely no one just handing out money, but you know what I mean the culture even in that generation shifted from, you know, where would you even get a loan short of being for Rockefeller or, you know, having millions in personal income to begin with, that they know you are good for it. So I think it’s kind of exciting how people can take over and like you’re saying the millennials, there’s all these opportunities, but I think it’s so important that you know, the the core values, you know, whether it’s an advanced society or not, it’s all gonna come back down to that lead that those leadership principles, if you don’t have good core values, it’s not gonna work.

Philip Zimmerman [45:38]
In this next generation, leader initiative, the idea of being part of what you want to teach is at the core values of the organization. So you take your mother top millennial talent, including a lot of you want to do this with all your millennial talent, in fact, your entire talent base, because we’re all postmodern in some way with no matter your age. Is it is it it’s not your vision statement. It’s not your mission statement, those things are because you know that most people aren’t living up to their mission or their vision, because they were developed 40 years ago, or 30 years ago, or 20 years ago, and the millennials might have read them but they say they’re not doing it. And so it doesn’t, it doesn’t bode well for you. But everybody’s got core values that were also developed during this time when mission and vision was coming out this idea of values, because I tell them that they would have their executive team actually define what each of those core values are excellence, integrity, people, we value our people. What does that mean? It by definition, and what does it look like, by example, that the executive team has to come up with this. And then to start teaching your talent, this is what we mean by excellence. This is what we mean by valuing our people. And if you don’t see this demonstrated within our company, excellence in valuing our people, and whatever else the core values are, then we want to know about it. So it lets the talent know that there is an expectation for meeting a standard and that standard is the core value versus saying, you know, lying, cheating, stealing, whatever, then you can have that as part of your core values, we value, you know, not stealing from the company oblivia honesty or integrity, that allows them to start communicating internally, using core values. So everything that they would discuss core values have to fit into this somewhere. Well, there’s a proposal this is going out to a client well, does the proposal meet her excellent standards? Yes, it does and this is why they give you is it is the core value fair to everyone that we’re dealing with? Is it fair with our clients and fair with us. And there again, being whatever, whatever is fair how you’ve developed to find fair. And again, that’s just this idea of trying to re establish truth and justice, the idea is of truth and justice in the millennials. And this is why I say that I’m not sure if the next 15 or 20 years are going to be good or bad. But I do know that they’re going to be the ones who are making the decisions. And if they are, if they don’t have a good idea of what is truth in the good idea of what is justice and some tough decisions may not necessarily be good for everyone. It would be good for them who are making the decisions, because they’re getting what they want. But the rest who are affected by their decisions, it could be it could be really bad.

Mario Fachini [48:11]
Yeah, it’s always good when you get the end result. But if you have to burn through 99 other people in the process.

Philip Zimmerman [48:17]
That’s the communist playbook, which is the ends justify the means. So you got to kill 60 million people to to get everybody to get in line, because nowadays just kill 60 million people. And nobody’s going to complain because anybody who complains, they just joined the 60 million people. So people can do we can do some pretty bad things. And the technologies that is coming out was you can allow that to happen very rapidly. And the technologies that are coming out also are not because it’s technology, it’s not, you know, this is technology. I was in my book, I was had a whole section on this of, of the not necessarily the dark side of what could happen. But I did have some dark side stories of what could happen. And I was talking about military application of AI. And I just gave two or three examples in the book and my editor that was reading my book, called me up and said fill it up to take those you have to take the sections out. So why

Mario Fachini [49:11]
Yeah, why?

Philip Zimmerman [49:12]
I said they’re not graphic hurry. Like she said, they scared me to death. She said, I literally had to stop reading the book. And she said, I couldn’t even I couldn’t even do whatever I was doing the rest of night just thinking about what I said, this is I didn’t write about the bad stuff. I mean, just go to YouTube, this stuff’s available on YouTube. It’s all over the place. And she said, I don’t want to even think about that. She said, you’re gonna scare your readers to death. I said, you know that and so I took it out. But yeah,

Mario Fachini [49:37]
Well now curious what it is. And it’s, it’s like you it’s a fine line. I mean, even what you say on the interview or something I was thinking about this more more now than ever. It’s like, what would you really rather have be completely you know, that whole ignorance is bliss. And, you know, everything’s great because, you know, I never saw it coming or at least go here’s the reality now if we don’t do something 10 or 20 years years from now, it would be exponentially worse. I mean, it’s that whole boil a frog thing? Yeah. Just slowly turn it up. And you know, when did this happen?

Philip Zimmerman [50:10]
Well, no, no, we know. Our president has a way with words. And he’s boastful at times. But when he says our military has things that are unbelievable, believe. We have, we have things that the Chinese and the Russians are dying for to get, because it’s unbelievable. Just go on the internet, look up AI, military application of AI. And you’ll get a lot of results. And what’s what’s actually available. But that’s just one area that the whole idea of, you know, the what is the mind? What is the brain and, you know, part of what the what the millennials are after? Because remember, part of this discussion is what, what is the why and what is the how Millennials are going to be the first generation to unlock the Pandora’s box, which has been kept by the academic elite in our colleges and universities.

Mario Fachini [51:06]
And you’re not talking about the podcasting station, Pandora, the music station.

Philip Zimmerman [51:10]
Oh, no, no, this is the academic elite in the universities globally in the scientific community had been withholding the the the discoveries over the last 100 years in Science and Mathematics and Applied Physics. Now, they’ve been using them, but they’ve been withholding them from the public of what the what the implications of what they have discovered are, and they’ve continued to teach students an outdated 1880s or 1790s, to the 1890s, that 100 year worldview, our perspective of the discoveries in Science from that 1890 perspective, as opposed to a 2020 perspective. And millennial is going to be the first generation because they because this whole idea of truth, and justice, as they don’t believe anything, is that they’re going to encounter this description of what they’re what they’re seeing in Science, and the description given about why it is this way and they’re gonna laugh and they are already laughing. You know, they’re just cracking up. So this, are you kidding me? The genetic code, which is, you know, the odds of the genetic code coming into existence by random mutation is impossible. In fact, the scientists already said it’s impossible. I’ve had several said that that’s where the founder of DNA said it was an alien transplant, they call it panspermia, Richard Dawkins, also said panspermia was the how we got genetic material on the earth never evolved here, but it evolved somewhere else. But you never hear that in the mainstream. You’re always taught, you know, Darwinian evolution always got stuff. They’re going to be the ones to open these doors to these and unlock the secrets to this whole idea of zero point energy. This is something I’m most recently been to investigate. absolutely fascinating. That the that the energy that’s available just around us. Yeah, we talked about gravity, you know, what is energy that no one knows what energy is, we know what energy does and we can describe it. But no one knows really what it is. No one knows what gravity is, we know we can describe its function. What we have mathematical principles,

Mario Fachini [53:18]
Don’t want to be testing it.

Philip Zimmerman [53:20]
But we don’t know we don’t really know what it is and how it works. But the forces, but they do know that there’s this at the subatomic Physics level, there is this thing that they’re discovering that these entities charges come into existence and go out of existence. It’s like, well, where did they go when they disappear? Because it right here, and now they’re not there. And then they’re back here again. And then they’re out here. That’s the, what they call this area zero point energy, where this where this energy is going in and out this flux of energies coming in and out of existence. And if you can figure out a way to harness that energy, that’s the energy that’s running the entire universe. And there are coming up with ways to harness this. And so that’s the stuff that millennials are going to get hold of, and they’re just going to, they’re going to investigate it. They’re gonna say, what, why are we going to keep this secret? We can solve the energy crisis. Same thing with global debt. I mean, you know, the, I like to tell my millennial kids and their friends that I’m part of the boomer generation that just lied to you about everything, right? We lied to you that you can, you can have, you can have it all. We lied to you that evolution was real. We didn’t know any different. That’s what we were taught to we just continued to lie. You know, we lie to you that we live in a closed system universe where, you know, these things can’t happen because it violates one of the laws of entropy or whatever that’s you know, they can’t energy is neither created nor destroyed. Unless you have an open system where the energy is coming from somewhere else. It’s not being created, restored. It’s still there. Yeah, anyway. They’re gonna take they’re gonna throw all those those things off and start to really discover some pretty amazing, amazing things and that’s what I’m saying. We’re not gonna,

Mario Fachini [54:59]
So I’m hearing a lot of the next 1520 years is going to be very exciting and fun because, you know, there’s, you’ve mentioned some things that I’ve even thought about whether it was in school or after whatever. And, you know, the pyramids, like you said, like I said, when you mentioned that were just, you know, what was the deal with those, and I’ve heard probably three to five different stories on it. And it would be cool to have a definitive, Alright, here’s, you know, the whole thing with Pluto. I grew up, you know, Pluto was a planet now it’s not, I’m like, no. Same thing with like, the park near my house that it was one name for like, 100 years, and then they changed it something else. And none of us acknowledge it. But it’s like, on a deeper level, who’s, there’s just some person creating the names and the stories that everyone else just believes in the narrative, but at the end of the day, it’s still just a person doing it? What’s the what’s the main cause of it because it might be science factor, it might be science fiction, it’s, you know, why is einsteinium called einsteinium? Well, because the of Einstein.

Philip Zimmerman [56:11]
We talked about it, we talk about finances and finances earlier, and that this is the biggie. It’s just as you know, the boomers and millennials want the same thing we absolutely want, they want the exact same thing. They’re just gonna do it right. The boomers haven’t been have made it, we haven’t been able to do it, because we haven’t, we don’t have the authority or we haven’t given ourselves the authority. This example on global global finances. I think I heard that Ireland’s Ireland has the highest debt ratio of any country in the world that was last Iran, I think their their debt to GDP was something like 10,000, something ridiculous 10,000. So we’ll take them 10,000 years of just,

Mario Fachini [56:52]
Breakeven.

Philip Zimmerman [56:53]
If they were, they’re gonna pay their debt with whatever they made for the next 10,000 years. And that doesn’t include the interest on the debt, that’s just to pay off the debt. They’re never gonna catch up this whole idea. So you have these countries in the world, there’s many more of them, they’re never going to catch up on their debt. Portugal is another one, they’re always going to like going into default. How can we haven’t heard about going into default lately? Well, because the World Bank’s working with them and all this good stuff, holding up their debt.

Mario Fachini [57:18]
Yeah, when you mentioned the Bitcoin and they’re just going to reset everything, it’s like,

Philip Zimmerman [57:22]
Oh, just gonna reset everything, and they’re gonna go to the World Bank, and they’re gonna get away with all the big banks in the world say, look, we’re gonna reset party, everybody goes back to zero. And it all goes to Bitcoin.

Mario Fachini [57:30]
But the interesting thing with that is just like with the bailouts, and all of that stuff going on, if you don’t have the right mindset, and culture, the people who got in those positions in the first place, I’m pretty confident like with 99.9999999% certainty, they’re just going to go back into it. It’s like the whole thing with winning the lottery, if you have if you have someone not trained on money, and you give them $10 million, probably going to have a real nice car with…

Philip Zimmerman [58:03]
Totally agree, except Bitcoin can be traced. Electronic currency can be traced. So there’s not going to be any graft, though there’s a community payroll under the table.

Mario Fachini [58:15]
So now, so now it’s arguably, arguably a better system because you can’t steal from it or you can’t cheat with it. And you know, I’d like to think over the last 150 plus years, no one’s ever done anything illegal or immoral with money, but well, that’s a lie.

Philip Zimmerman [58:32]
It’s all it’s all traceable. So so they say, Okay, if you have a lot of debt, but you have no assets, well, we’re going to give you a little bit of assets to start off with because everybody’s starting back at zero. So we’re going to give you a little bit to survive, but not a whole lot. If you have a whole lot of assets, you’re going to get a whole lot of it’s not going to be Bitcoin, it’ll be whatever, China or the United States, or the global system comes up with a bit of that. So if you have a lot of assets, they’ll give you a lot of will give you a lot of the Bitcoin or whatever the currency.

Mario Fachini [58:57]
Currency is, yeah.

Philip Zimmerman [58:59]
And then you just start everybody starts to make it level. So that everybody’s kind of back where you were before when you had this idea of debt and currency, all this kind of stuff, but the debts gone. So everybody there, nobody owes anybody anything. And then they just start over. And I saw one currency just totally makes sense. I mean, just totally makes sense. So the millennials are going to go with what makes sense. They’re not going to be they’re not thinking about well, this was this is why we haven’t done it for the last 300 years. That’s Industrial Age thinking. That’s the way we’ve done it for the last 300 years. Connected age thinking is how can we creatively innovate this so we never have to do what we’ve done for the last 300 years? How can you do better, faster, more efficient? Yeah, that was just stupid. We let the whole globe get into debt. How stupid is that? We’re not paying for it. You think the millennials are gonna say okay, we’re gonna voluntarily jack up our own tax base to 60% to pay for all this debt the government has accumulated over the last 30 years of wasteful spending. They’re not going to do that. There’s because they will the the economist said we need to have hyperinflation to get rid of it. No, we don’t. We just go to global currency and well, I’ll take care of right there. Which one would you rather hyperinflation or global currency? Well, I think we’ll go with the global currency. That’s just their mindset. Again, this is they’re, they’re not thinking the way that people most people would think it would be thinking so.

Mario Fachini [1:00:16]
Wow. Well, I’m glad that you’re addressing the issue because there definitely is one. I have one more question for you before we thank our sponsor. And it is, I feel like we already went here and I went to a pull this up about 25 minutes ago because we were we already covered six or seven typical Wheel of Whatever things.

Philip Zimmerman [1:00:36]
Oh, yeah.

Mario Fachini [1:00:37]
And I’m not going to ask about the pyramids or any of that. We definitely touched on it. I’m still interested, we could go three, three hours on that alone. But with all the talk of millennials in your book, and what you’re doing, I want to ask you right now, if you had to choose someone right now, as a leader, who would you pick for the millennial leader right now, someone that would I don’t even know the cutoff someone under 30, somewhere between 20 and 30, or 18. And 30. Let’s go with adults,

Philip Zimmerman [1:01:05]
As far as age grew from 39, to 20, to 20 to 39, is probably where they where they fall in there.

Mario Fachini [1:01:11]
All right. So who would be the best millennial leader you think right now?

Philip Zimmerman [1:01:16]
Is a person or just as a?

Mario Fachini [1:01:19]
Let’s go with let’s go with like CEO or? I mean, if you want to say Prime Minister, go for it, but like a CEO or someone to run us governor state business? Who did it Just who do you really who really impresses you as a millennial leader right now?

Philip Zimmerman [1:01:39]
I’d say the clay chick who’s running for congress in Baltimore and…

Mario Fachini [1:01:47]
How old is he? How old is she?

Philip Zimmerman [1:01:52]
She’s African American. She’s the one that put out the pretty crazy commercial to run for Congress. She’s probably I would say 20, between 29 and 32? That’d be my guess.

Mario Fachini [1:02:04]
Okay.

Philip Zimmerman [1:02:07]
She has. And the reason why I say that, she would be one of those examples because she has totally put herself out there. In a poll,

Mario Fachini [1:02:16]
You have to be bold.

Philip Zimmerman [1:02:18]
And non politically correct position. And she’s, she statement stating the truth, she’s stating the facts and putting it all out there and letting the chips fall wherever they lie. And that’s really where you want to find in your millennial leaders is someone who will, who will be truthful and honest with what what they’re seeing that what what you’re expecting them to see or what you’re hoping that they see. But they really communicate back to you what they really are seeing and why that is why this is unacceptable, that we’re not going to accept this anymore. Within your own organization, that’s the hardest and that’s why they have to be as difficult as you know, because we don’t want to give up control of your organization. The reality is you’re losing control of your organization, even if you still own it in five, as little as five years when the millennials take over, and they’re going to quit and go somewhere else, or they’re going to take over your company is to allow them to take over your company. So find that person within your organization that tells it straight and has a good head on the shoulders and and and seems to be a responsible individual, and then approach them with the very simple question, which is what do they want to do with their career path? Where is their career path, they see their progress, taking them? And then finally, once you’ve…

Mario Fachini [1:03:32]
Made sure they got that ambition to be around another five or 10 years,

Philip Zimmerman [1:03:36]
If we gave you the opportunity to accomplish that in our organization, what would that look like for you? What position would you see because they’re not really position oriented or that anything those titles, while they’re, you know, they they like titles, but they’re really not into titles, but you can say you can use a title of what position you would really like to see herself in our organization, where would the top position be, and allow them to say where they think that their top position would be and if you see them actually at a higher level, you thought you’d kind of be always be careful of Peter Principle, which is you’re always promoting somebody higher than they really capable of achieving at the current time. Try to avoid that but also encouraged them that if there’s something that you think they can actually retire, they still know that they can retire,

Mario Fachini [1:04:21]
Don’t hold them back.

Philip Zimmerman [1:04:22]
And don’t hold back and I’m going to help you get there. Right there. I’m going to help her we’re starting today we’re starting today. And they will take they will take others with them. So you you elevate one and then they’ll take others with them and your your whole company will change for the for the better for the for the future. The the last part of that. I’ll just share a quick story with a meeting with a one of my boomer friends who gave me an awesome opportunity with his his organization and he didn’t really want to do what I was doing what I was offering. And but we were friends and so we had good conversations. He called me back a year and a half later and said, Okay, you got it. We got to do this today. So like, why is it so necessary to do it today. And so we started that day. And we built up something pretty phenomenally in the organization. This is the story body. So I went to a sales meeting. And he’s early 60s, and said, I sat there with the oldest person in the room for the client was 35 years old. And he had four direct reports sitting with him in the room. And the oldest one of those was probably 29. And he said, these are the people who are giving us this work. He said, I, while I could talk to him, he said, I couldn’t relate to them, and they couldn’t relate to me. And he said, he came to realize that if he doesn’t get somebody 35 years old, in front of that client, within the next six months, they’re going to lose that client. Because the because the millennials are going to give work to people that they know and trust. And the people that they know or trust are typically their age. And they’re you know, they have a they have a awareness about boomers, they like boomers were their parents. But are we good for them in business? They’re not necessarily so sure. It just is we’re not necessarily sure about them, right, that runs both ways.

Mario Fachini [1:06:05]
I think everyone has something of value. And like I said, there’s a lot of wisdom, you know, you can’t get twice I remember one of my first clients, one that I’ve had over 10 years now. I remember he I go, when did you start your company, and this was just at the table, we were talking in person. And it was really to just close on a deal and help them. And I’ll never forget, he started his company, the year I was born. And I, I had just, I was in my young 20s at the time. And I go and I said, well, I’ve been doing business more than half my life, which is true. I think I would have been like 24 at the time. In like six months 24 and some change. I started my first company when I was 12. And so it was fun to say, I’ve been doing business more than half my life. And he’s like half of what? You know, and there was that dichotomy it was fun to joke around about it. But the reality is, I have the utmost respect for people that you know, you’ve had a business longer than I’ve been alive. Why wouldn’t you? Why wouldn’t I want to learn from someone like that? Not just be like, oh, you’re old and outdated? I think that’s whatever .

Philip Zimmerman [1:07:20]
There is there is a there is a value of value respect. But if you think about it, when did you start your company, 12 years old, I started my first company when I was 2020, a multimillionaire at age 32. If you look at anybody who’s done anything of significance in the world, they’re typically between the ages of 18 and 32. Look at all the artists, all the music that you listen to today. I mean, every once while you’ll listen to an oldie but goodie, you know that they’re still around, you know, the spinners are still around, they’re 70 years old. But when they first came out with their music here, they were in their teens and early 20s. Same thing, you have these teams, you have these early 20s to early 30s in talent in your company, that they are in their highest level of engagement, productivity, and…

Mario Fachini [1:08:12]
The ambition and the creativity is through the roof.

Philip Zimmerman [1:08:14]
Unbelievable is just to let them go. Let them do what they know how to do before they go out and start their own company and compete with.

Mario Fachini [1:08:23]
Me. Yeah, that’s exactly right.

Philip Zimmerman [1:08:26]
Like when I started my own company competing with the people that that I work for,

Mario Fachini [1:08:31]
Yeah, like you were saying earlier, it’s like you the whoever’s the board is in the classroom, it’s like, let them run wild. But I’ll say that with a caveat of you need to understand respect, and I’d say love people. Otherwise, it’s like, we could go off on that. But we’re gonna thank the sponsor and come back for the Imperfect Action Round.

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Mario Fachini [1:10:21]
And we are back with the Imperfect Action. Philip, are you ready to take Imperfect Action?

Philip Zimmerman [1:10:26]
I am.

Mario Fachini [1:10:28]
Alright, so these are 62nd answers rapid fire real quick. First one, what is the fastest path to the profits?

Philip Zimmerman [1:10:36]
This is the path to the profits is truly unleashing your millennial talent and allowing them to innovate creatively innovate what it is that you’re trying to do?

Mario Fachini [1:10:47]
Excellent. Number two, what is the biggest problem you see your prospects making and the fastest way for them to fix it?

Philip Zimmerman [1:10:53]
The biggest problem that they’re that they have is their lack of development, alignment, development and advancement of their millennial talent. Easiest way to fix it is either do internal coaching or external coaching to align your talent with their career path, provide them development, and encourage their development and advance them quickly.

Mario Fachini [1:11:13]
Number three, what is the best way to maximize customer lifetime value?

Philip Zimmerman [1:11:20]
As a way to maximize customer lifetime value is relationships. As we were discussing, especially as you’ve been mentioning earlier, this whole idea of relationships and that nothing nothing beats that nothing beats the handshake all over COVID no more handshakes. But nothing beats the personal touch and you can’t do it over zoom or videoconferencing. You have to get there you have to meet him in person. People give work to the people they know and trust and trust comes for through a relationship.

Mario Fachini [1:11:49]
Excellent. Well, I have one couple more questions. But what are some books you’d recommend to Expert Authority World that have made an impact on your life?

Philip Zimmerman [1:12:02]
Bible? Number one, myself personally.

Mario Fachini [1:12:10]
Nothing’s gonna top that. I mean,

Philip Zimmerman [1:12:13]
You know, the really from, from my perspective, I’ve read a lot of business books, and I read a lot of scriptural books or faith based books. Understanding the times Oh, give you that’s the best so it’s like a textbook. But if you want to find out about worldview and what’s happening in our world today, understanding the times by summit ministries, so yeah, very dry read, but oh my gosh, it’ll open your eyes.

Mario Fachini [1:12:39]
Well, I appreciate those. I have not heard of the second one. But I also believe in the Bible and scripture and it’s my number one mentioned as well. Where would you like people to learn more about you?

Philip Zimmerman [1:12:55]
Unleashthemillennials.com unleash the millennials.com is my book website, books available on Amazon as a paperback and Kindle ebook. And then I have a coaching business Engineering Leadership design company. And so that’s EngineeringLeadershipDesign.com It gets me.

Mario Fachini [1:13:14]
Excellent. Well, I’ve been thoroughly enjoyed this. It’s been very intriguing, interesting. And I love that we could just go deep with some of the questions because I, I know sometimes you want to hold back and be PC and all that. But I, I’m glad you opened up on some of this stuff. So thank you.

Philip Zimmerman [1:13:32]
You’re very welcome. And we want to get together to talk about the pyramids or something like that more detail. It’s quite an interesting adventure.

Mario Fachini [1:13:41]
Excellent. Well, expert authority words. We have another great episode here today. I’ll see you tomorrow. Have a great day. God bless.

Sponsor – Free Business Book Publishing Course [1:13:50]
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www.EAInterviews.com [1:14:24]
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