Compare HRM to a chest strap.
Discussion in 'Apple Watch' started by 8CoreWhore, Apr 24, 2015.
Can someone that has the Watch and a Polar or Garmin HRM that uses a strap, do a comparison? I've scoured the internet and not one knucklehead has done this. Not from runnersworld, Men's Health, Men's Fitness, etc.
The HRM chest strap is the gold standard outside of being in the Dr's office hooked to a machine.
The only way we'll know how well AW is, is to use both systems at the same time on the same run or bike ride.
I was intersted in this as well and did read one review where they did a comparison. I'll try to find it. In any event it was quite positive.
I am sure i read a review on this as well and seem to recall it said the AW was accurate for normal one of measurements but was unable to accurately track heart rate changes on any activity. In fact i seem to remember it saying that none of the wrist based devices are able to accurately track HRM on a run.
I am sure i read a review .... In fact i seem to remember it saying that none of the wrist based devices are able to accurately track HRM on a run.
Any reviewer saying this has no idea of what there is on offer regarding wrist HR monitors. Quite a number of devices out there specifically targeted at runners and other sports.
Many devices from a company called MIO, and also the TomTom Runner Cardio which I have and works perfectly (compared with a chest HRM).
By the way, there is a reason the sport model comes with a rubber band. Accurate monitoring requires a tight fit that will not move around during exercise. This is true of all wrist HRMs.
Not a scientific study but I did compare my Apple Watch to my Garmin when cycling yesterday. Most of the time the Apple Watch was within a beat or two of the read out taken from the Garmin's chest strap. The only time that it wasn't in sync was when my heart rate increased quite a bit, for example going up a steep hill. It did catch up but appeared a few seconds behind. I'd don't know whether that's just a reflection of where the reading is taken (does it lag that much between chest and wrist?) or more frequent sampling by the Garmin chest strap. The same thing happened when slowing down, so I assume it's more down to sample frequency than anything else. Both systems measured a maximum heart rate of 157bpm and average of 125bpm so, apart from the lag when changing effort levels, it looks pretty accurate.
i did find a couple of big down sides. Firstly the software side is nowhere as sophisticated as Garmin's with no way of setting heart rate zones (or at least any I could find) and no way of doing any real analysis of performance after a ride (also no GPS, but we all know that). This may be solved with software updates or third party software assuming they are allowed access to the heart rate monitor.
Also I found actuall seeing where my heart rate was involved taking my hand of the bars to get the screen to wake up, which isn't exactly safe. In general riding, this would be less of a problem as I don't spend that much time looking at my heart rate, but I can't helping feeling that until battery life improves in some future model it will be a bit of a compromise.
Overall then it looks pretty accurate and fine if you just want a general fitness monitor. For those who are more serious about training, you probably already have a Polar or Garmin system and for the reasons outlined above I'm going to stick with my Garmin.
The accuracy is very close, based on every review I've read. The big difference is the frequency of the sample. The recode review indicated this by saying she had to wait for the HR to be displayed when using the AW, but with the strap paired to the AW via BTLE, the HR displayed immediately. The post just above this indicates the same thing by saying it took a bit for the AW to catch up to the accurate number displayed by the strap.
Basically the AW HR monitor samples every 10 minutes when not using the workout app, and probably goes to something like every 30 seconds during workout. While a dedicated HR strap samples every second.
This is just conjecture, hopefully the DCRainmaker review comes out soon.
The sampling during a workout appears to be every 5 seconds. In the Health app you can see all the HR readings and during a workout there are 12 HR data points per minute.
Thanks for the replies. I think the main feature most want while exercising is to set target zones, which the AW is accurate enough for, but lacks what other HRMs do - prompt us to stay in that zone if we fall out of range.
Hopefully 3rd party apps will achieve this.
So it's accurate enough, with some lag, but we need better software.
Just completed a 12 mile run with my Garmin 620 and Watch The HR monitor is fantastically accurate and was usually no more than 4 beats off of my 620. The only exception was when I stopped at a street crossing and HR lowered. Then when I went back to running the Watch lagged behind some.
One other slight problem. When first started I was getting extremely high readings. After a mile I stopped and tightened the strap 1 notch and it fixed the problem. Strange since I thought if too loose it would NOT read.
Now if only Apple offered a way to graph your HR data.
Another oddity (or actually 2) was how inaccurate the distance and calorie burn readings were. This is where I thought Apple would excel and had been working hard on. My Watch read 11.62 miles and only 872kcal (Garmin 1265kcal).
Is there a way to compare your GPS track from the Garmin and what the Apple Watch tracked?
No, Apple doesn't offer any mapping abilities.
I did 6 miles with Apple watch on one wrist and Garmin 620 on the other, plus HRM strap. I don't see any chance of dropping the 620. I like 4 data points on the screen. Pace was off as well.
It's serviceable but if you are used to a "real" running watch you won't be able to make the swap. Not yet.
Your assessment of the Apple Watch's accuracy is based on a comparison with your Garmin 620 (especially with regards to distance and calories burned). Do you have any information that suggests the Garmin is more accurate than the Watch for those pieces of data? Is it possible the Watch is closer in accuracy than the Garmin?
As evidence by my post I'm 100% with you. Looks like I'm going to be 2 watch running for at least a year or 2.
Yes I do. I also used the Nike+ App on my iPhone and it recored nearly the same at 12.1 miles as my Garmin at 12.03.
Plan on holding onto my Fenix 3 for working out but thinking about picking up the Watch for my daily wear. Just still not sold that it brings more to the table than the Fenix. Only thing I really feel I would like would be responding to text without pulling out my 6+.
The app on the phone gives you the graphing and more granular detail.
Remember the Apple app only estimates active calories, calories expended over and above your basal metabolism calories. I believe the Garmin and others estimate total calories. Not sure why the distance would vary though.
The Activity App doesn't offer any HR graph and what it does is very primitive. I only see Stand, Exercise and Move and a Workout summery. Here is something like what I want.
I did an 8km run today with an Apple watch on one wrist, and my TomTom Multisport Cardio on the other wrist (it also has an optical wrist based HRM). I also carried my iPhone (which I hate to do) to keep the Apple Watch as accurate as possible for distance and pace.
I've been using chest straps for years and was quite happy to finally drop them when I started using the TomTom a year ago. The TomTom has always seemed to be quite accurate for me. Today I was pretty happy to see the HR on both watches were always quite close, many times when glancing they were even the same value. At the end of the run, they both calculated the exact same HR average for the whole workout.
Absolutely agreed here. I love to see as many data points as possible with one glance. Usually time, distance, pace and HR. The TomTom actually annoys me that I only can see 3 at a glance without interacting. I was pretty disappointed to only see 1 data point on the Apple Watch when running. The pace for me was off as well quite often, which surprised me as it should be using GPS from the watch. Compared to mapping online, the TomTom seemed quite accurate, while the Apple Watch / iPhone was about 200m off the total distance.
For serious running, I don't think it's a true replacement for a dedicated running watch, though I wasn't expecting it to be. I feel that in the future it could eventually gain GPS and improve quite a bit with native apps.
Look at the activity app on your iPhone. How many total calories does it report for your workout? It will show active calories (your 872), plus resting (or metabolic) calories and give you a total. It will probably be closer to the Garmin 1265 but still less.
I am finding the AW Heart rate matches my chest strap very closely but calories are being shown consistently less. But I don't know which is more accurate. Apple just did a lot of testing and analysis so maybe they are more accurate. I would like to see Apple share some of their test results.
I have a stair stepper machine where I do a 40 minute workout. The machine reports 600 calories (without a chest strap) which I always knew was overstating calories burned. If I wear a chest strap I record 400 calories. With the AW it records 300 calories (229 active calories).
I tested this today with my Bluetooth polar strap and it's pretty spot on. My chest strap tends to move around when I run and is uncomfortable. It needs to stay moist to work which can be annoying. However I'm keeping my polar chest strap because it's compatible with all the cardio equipment at the gym (Apple Watch doesn't have this antenna .
Yeah the graphs are nice, although I'm in the boat that pretty much hates the Garmin Connect App. Does anyone know if the Apple Watch SDK allows for tapping into the workout/activity data for more granular views or is that something we need to wait for after WWDC and the native apps launch.
Don't know, but the detailed HR data is in the iPhone health app. A developer could use that to create some workout graphs for an iPhone app which would be nice.
Keep the reports coming, guys. We need the quality 3rd party apps to be able to tap into the heart rate data from the Watch so we can get all the info we want. But right now, I believe, the Apple WatchKit doesn't give developers access to HRM data - which is dumb. Come on Apple!


text:
Theo James
Theo James Photos
Theo James info
Known for: You Will Meet a Tall Dark Stranger and more.
Watch movies with Theo James online
Underworld Awakening 2012
The Inbetweeners Movie 2011
Theo James filmography
Here you can learn about the movies Theo James acted in. You can see the names of the movies, their budget, years of release and the money gained from the screening of the certain movie. It is always interesting to know.
You Will Meet a Tall Dark Stranger - Ray 2010 $160K $3.25M
Kevin Spacey wants to work with Woody Allen
Kevin Spacey has revealed that he wishes to work with legendary director Woody Allen. The actor even sent him a letter recently, trying to convince Allen to cast him in his next film. "If I could
Selena Gomez: I've learned to keep relationships private
Young star Selena Gomez says that it wasn't easy for her to keep the balance between her relationships and public exposure at the beginning of her career. She admits that when she was younger she
Lindsay Lohan dating 19-year-old model
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Love Eternal

redpajama_set_name: RedPajamaCommonCrawl


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Splinter Cell Chaos Theory
Game of the Month: March 2005
Chaos Theory Crushes the Competition.
By IGN Staff
Updated: 17 Jun 2012 9:01 am
Posted: 31 Mar 2005 11:14 pm
With all the videogames that are released each and every month, it can be quite a difficult task to decide which title to spend your hard-earned money on. Granted you could go by our review scores alone and weed through the long list of names to find something that scored high or low, but what if you had somewhere else to turn?
Rather than wait until the end of the year like for our big award blowout, your incredibly masculine friends at IGN.com have decided to employ a monthly tribute to the weeks that were. We're resolved to illustrate to our readers what we thought was the very best game for each system over the past month, and tell you the reason why.
While some of us often chime in with our comments at the end of reviews, for the most part, the reviews on IGN are primarily written by one editor; in this feature we get all of the editors on a particular channel to vote for our Game of the Month. What better way to represent your channel than to speak your mind all at once?
How does it work? Simple. Any game released in the past month is eligible for the award and is taken through a battery of tests by every editor on that particular channel. After we've finished evaluating each game that comes down the pipeline, we put our heads together and decide on a single "best of" winner that's worthy of the title "IGN Game of the Month". Pretty straightforward, don't you think?
Have you played Brothers in Arms: Road to Hill 30?
Now that we have the guidelines out of the way, let's move on and congratulate this month's winner...
Why We Picked It: Chaos Theory is an excellent addition to the Splinter Cell series and the new co-op missions add to the stealth-action genre as a whole. While Pandora Tomorrow felt like a slight extension of the original game, this instalment adds enough polish and gameplay tweaks to make a noticeable leap in quality. The real attraction of the game is its ability to appeal to gamers on so many levels. Whether gamers are interested in stealth or action, single- or multiplayer, versus or co-op, Chaos Theory offers an immensely satisfying experience. This game is the perfect reason to own an Xbox.
Readers' Game of the Month: Splinter Cell: Chaos Theory
Developed by Ubisoft Montreal
Published by Ubisoft Entertainment
Reader Review quote: "Chaos Theory is a near-perfect game. Only the small amount of co-op missions prevents it from receiving a perfect score from me. With a single player game providing dozens of ways to play through and two online multiplayer modes guaranteed to last for years, this one is a classic and a must-own for casual and hardcore gamers alike, even those with a remote interest in action games."
-- submitted by Lord_Kruton
Developed by Gearbox Studio
Why We Picked It: While Call of Duty and Battlefield 1942 have their own unique strengths, Brothers in Arms takes some of the best features of each and adds an entirely new tactical dimension. Offering up engaging, squad-based battles and presenting it all in an authentic yet undeniably cinematic setting, Brothers in Arms is a game that, to borrow a phrase from General Patton, "grabs you by the nose and kicks you in the ass." I truly never thought I'd say this but the next time I see him I'm kissing Randy Pitchford on the mouth. (IGN's review by Steve Butts)
Other Games Worth Noting in March:
TimeSplitters: Future Perfect
Cold Fear
Phnantom Dust
MX Vs. ATV Unleashed
Super Monkey Ball Deluxe
March was one solid month for Xbox software, especially following the tepid, slowish month of February. There is more to come, and natural ramping up to E3 is quite surprising. April should remain strong as a slew of solid titles are sure to arrive right before E3. Which games? DOOM 3, Midnight Club 3: DUB Edition, Close Combat: First to Fight, LEGO Star Wars: The Video Game, Jade Empire, WWE Wrestlemania XXI, Unreal Championship 2: The Liandri Conflict, Psychonauts, 25 to Life, and Psychonauts, to name a few. See? April is the month for you, baby.
Join Sgt. Matt Baker in BROTHERS IN ARMS: Road to Hill 30, a World War II shooter game based on a true story recreated with photos and eyewitness accounts.
Franchises:Brothers in Arms
Genres:Shooter
Strong Language, Blood and Gore, Intense Violence
Platforms:Xbox, Macintosh, PC, PlayStation 2
Developers:Gearbox Software
Publishers:Ubisoft, Ingram Entertainment, Focus Multimedia, Feral Interactive
Features:Number Of Players, Memory Card, Vibration, DualShock, Stereo Surround, Dolby Digital, Online, System Link / LAN, EAX, Broadband
Nintendo eShop - The Download: December 2020 Trailer


Kick off spring, get on your feet, take out those dancing shoes and experience the Latin heat on March 26, Saturday, at the backstage of ECHS Theater! The ECHS Theater Dance Program is hosting the first ever "Backstage Salsa Dance Party" from 6 p.m. to 9 p.m. on the said date to raise funds for the troupe's NYC spring break trip, and it's going to be a blast.
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So, don't dare miss this opportunity to learn salsa, have a fun time with your partner, meet new people, and help a local group that's elevating the artistic scene of the community. Come and join the first "Backstage Salsa Dance Party" of the ECHS Theater Dance Program the night before Easter.


In addition to Johara, who translates into Portuguese and at this point is the mainstay of the project, we also have Albert, the Swahili interpreter, with us during this training session. He is translating the script and today, for the first time, he reads a part to us.
I want to see the reaction of the Mozambicans, their faces, and above all see if they recognise the story they have been rehearsing and rehearsing again until they collapse.
I sit beside Ana Bela, who follows the words in the Portuguese script with her finger.
The scene: Albert speaking in Swahili, Ana Bela making me follow the script in Portuguese, and Mario Pirovano making comments in Italian.
And if you want to know what Swahili is like, I can tell you that it's all "awininani abidibi adissi wikinahaminini iwinini". Incomprehensible.
Mario doesn't want me to publish it, but I took a photo while they were going over the words in Swahili, and you should see his perplexed face!
Obviously we sing. Us, "Happy birthday" in Italian, them "Happy birthday" in Portuguese, then we look at each other. We don't have any more songs for birthdays, but they do, and they begin, 4 songs in a row to celebrate Adelino's birthday, everyone clapping and playing with their voices.
Then Mr. Kedo sings a rap, written by him, that tells about him.
And they say that a genetic predisposition for art doesn't exist!
10 pm. I roam around the corridors where the Mozambicans' rooms are. I had pleaded with them all to read the script aloud before going to sleep and yes, they're doing it!
11.30 pm. The set is dismantled. Tam, pitum, sgrsshhh….


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15 Minutes of War
February 1976. Somalian rebels hijack a school bus carrying 21 French children and their teacher in Djibouti City. When the terrorists drive it to a no-man's-land on the border between Somalia and French territory, the French Government sends out a newly formed elite squad to rescue the hostages. Within a few hours, the highly trained team arrives to the crisis area, where the Somalian National Army has taken position behind the barbed wire on the border. The French unit is left with very few options to rescue the hostages. As the volatile situation unravels, the French men quickly come up with a daring plan: carry out a simultaneous 5 men sniper attack to get the children and the teacher out safely. A true story.
Director: Fred Grivois
Actors: Alban Lenoir, Andre Pierre, Ben Cura, David Murgia, Guillaume Labbé, Josiane Balasko, Kevin Layne, Michaël Abiteboul, Olga Kurylenko, Sébastien Lalanne, Vincent Perez
Keywords:15 Minutes of War
A brilliant doctor on a quest for revenge buys a young woman and trains her to be the ultimate assassin, implanting gun parts in her body that she must later…
Decorated Vietnam hero Frank Vega returns home only to get shunned by society leaving him without a job or his high school sweetheart. It's not until forty years later when…
Police in Boston search for a mad bomber trying to extort money from the city.
Genre: Action, Comedy, Crime, Drama, Mystery, Thriller
The Legend Is Born: Ip Man
Featuring some of the most spectacular, innovative and explosive martial arts ever staged, The Legend Is Born is the remarkable true story of the early life of Ip Man, the…
Genre: Action, Biography, Drama, History, Sport
Though she can spin wild tales of passionate romance, novelist Joan Wilder has no life of her own. Then one day adventure comes her way in the form of a…
A group of native Liberian missionaries make a desperate cross-country trip through their war torn country to save one of their own.
Genre: Action, Drama, Thriller, War
In The Equalizer, Denzel Washington plays McCall, a man who believes he has put his mysterious past behind him and dedicated himself to beginning a new, quiet life. But when…
Mason is driving a truck when he takes on his lorry Rosco a hitchhiker. Traffic police stop them for a control but they are confused for two robbers. They manage…
Fictional account of what might have happened if Hitler had won the war. It is now the 1960s and Germany's war crimes have so far been kept a secret. Hitler…
Genre: Action, Drama, Romance, Sci-Fi, Thriller, War
So Undercover
When the FBI hires her to go undercover at a college sorority, Molly Morris (Miley Cyrus) must transform herself from a tough, streetwise private investigator to a refined, sophisticated university…
Two disillusioned New York policemen plan a $10 million robbery to fuel their low pensions, only to run into one debacle after another in the process.


The Pastoral Council is a visioning body. Through prayer and consensus the Council shares its wisdom and insight with the Pastor in visioning and planning for the parish.
The Pastoral Council strives to identify the needs of the parish, studies and reflects upon those needs, makes recommendation as to how those needs can be met and evaluates the resulting efforts made by staff and volunteers to address the identified needs. Members serve a three-year term, and they may serve two successive terms. The council meets on a quarterly basis and on an as-needed basis given the necessity of certain projects. Qualifications include being actively involved in the life of the parish community. Any training will occur at an appointed time.
The Finance Council consults with and advises the Pastor and Business Manager on financial matters, the administration and use of the parish property, and the administration of parish operations. They help prepare and approve the general parish budget (including capital expense budgets) as well as help prepare annual reports.
Members serve a three-year term, and they may serve two successive terms. The Finance Council meets in the Conference Room on the third Thursday of the month from 6:30-7:30 AM. Qualifications include being actively involved in the life of the parish community with some financial or legal background. Initial training will occur at an appointed time.
Leadership group devoted to discovering and communicating insights into Christian discipleship and their application to a stewardship way of life.
Monthly meetings scheduled with discernment by members. Qualifications include a willingness to embrace stewardship as a way of life and share this with others. Training will be ongoing.


text:
Think For Yourself with Dr. Vikram Mansharamani
Dr. Vikram Mansharamani is a global trend-watcher who shows people how to anticipate the future, manage risk, and spot opportunities. He is the author of the recently-released THINK FOR YOURSELF: Restoring Common Sense in an Age of Experts and Artificial Intelligence and BOOMBUSTOLOGY: Spotting Financial Bubbles Before They Burst.
He has a PhD and two Masters degrees from MIT and a bachelors from Yale. In addition to having been a lecturer at Yale, and currently lecturing at Harvard, Vikram advises Fortune 500 CEOs to help them navigate uncertainty. His ideas and writings have appeared in Bloomberg, Fortune, Forbes, the New York Times, among many others. He also shares his ideas on his Think For Yourself Podcast.
Website: http://www.mansharamani.com/
LinkedIn: https://www.linkedin.com/in/vikrammansharamani/
Twitter: https://twitter.com/mansharamani
Dr. Mansharamani's Books
TEDx: https://youtu.be/E5qMFHTs-wE
Baba Shiv's TEDx (Mentioned by Dr. Mansharamani): https://youtu.be/eIqYWIL45es
Why We Outsource Our Thinking
The Risk of Being A Specialist
Finding Data-Driven Insights
The Double-Edged Sword of Focus
Knowing When NOT to Focus
Discovering The Shadow of Your Attention
The Blind Spots of Expertise
The Downside of Cohesiveness & The Need for Outside Partners
Make Better Decisions By Focusing On What You Don't Know
They Simple Secret to Strengthen Your Thinking and Broaden Your Mind
When Planning For Success, Focus on Failure
When You Might Want to Outsource Your Thinking
Ethics, Empathy, and a Chance Meeting with Bob Woodward
Subscribe for More from Key Conversations for Leaders
You're listening to key conversations for leaders. This is episode number 33. Welcome everybody. In today's episode, we'll be discussing how to think for yourself with Dr. Vikram. Mansharamani. We talk about why we outsource our thinking why when we're planning for success, we should focus on failure, as well as ethics, empathy and a chance meeting with Bob Woodward, and much, much more.
In times of great change, we need great leaders, those willing to step up, to take responsibility to create a vision and inspire others to join them in fulfilling that vision. A key part of that is having conversations with yourself and those who lead. That's what this show is about better conversations for better leaders.
Hey, everybody, and welcome to key conversations for leaders. I'm your host John Ryan, and today we have a very special guest, Dr. Vikram Malhotra money. He is a global trend watcher who shows people how to anticipate the future, manage risk and spot opportunities. He is the author of the recently released thing for yourself, restoring common sense and an age of experts in artificial intelligence and boot mythology, spotting financial bubbles before they burst. He has a PhD in two master's degrees from MIT, a Bachelor's from Yale. In addition to having been a lecturer at Yale and currently lecturing at Harvard, Vikram advises fortune 500 CEOs to help them navigate uncertainty. His ideas and writings have appeared in Bloomberg fortune, Forbes and New York Times, among many others. And he also shares his ideas on his Think for yourself podcasts. And today, we have the great fortune of having him here on the show. Welcome to the show, Vikram.
Vikram Manssharamani 1:38
John, thanks for having me. I'm thrilled to be with you.
Thank you so much. And I want to thank you for writing this book, it could not be more timely in the world that we live in. And I want to start by asking you about that, you know, in your book, Think for yourself, you talk about how we outsource our decision making? What are some of the symptoms that we need to look for, to identify if we're outsourcing our thinking to someone or something else?
So let's start with why we outsource, john, if you don't mind, let me give a little context here. I think it all boils down to the fact that we are drowning in information, something we all viscerally understand and feel right, there's a data deluge, there's more information, we can't keep up. And then we know we're being asked to make choices in all walks of life. The result is that we feel because there are so many choices in so many options, and so much data and so much information that we can make the perfect choice, why couldn't wait the informations there, we have every option available under the sun. And so what do we do?
We stop thinking, sounds counterintuitive, but what we end up doing is we run headlong into the arms of experts and technologies for the explicit purpose of getting an optimal decision advice from them. So I don't know how to make the perfect choice. But you mister PhD specialist, MD, Doctor, you probably know the best choice. So just tell me here, right? So we stop thinking we outsource our thinking to those who know more about the particular domain we're worried about than we do. And the ultimate reason I think this is problematic, and we can get into this if you want is the decisions are taking place in a context that is broader than the silo of expertise from whom we're getting advice. And so we lose the context and all the things that matter to us as individuals, when we turn to someone who's running around with expertise in a narrow silo.
Well, that's really fascinating. And it goes back to your TEDx talk about Foxy thinking. Nice victims pointing to his picture in the back of a fox and the Fox has the the generalist knowledge if I remember correctly, in that analogy, and it goes back to an ancient poem that you quoted in that highly recommend package, check out that Ted Talk. And the specialist versus the generalist. That's kind of one of the major things that you focus on. And I think what you're saying is that the problem with a specialist is that they're missing the forest for the trees, they're not seeing the bigger scope. And so we were not making the best decisions as a result of that.
Yeah, look, I mean, there's a lot of value in being specialized. There's a lot of value and expertise. There's a lot of value and having depth, right of knowledge. I don't want to dismiss it. I'm not going to sit here and bash experts or specialists. But when it comes to navigating uncertainty, or going through dynamics that may not have a sort of pre determined path or we don't actually know even the range of possible outcomes. Well, then I'm going to suggest it's better to be a generalist that what we find specially when Facing a complex environment, a complex adaptive environment is that it's far more important to connect the dots than it is to generate the dots, specialists and experts do a great job of generating the dots.
But at times, particularly when navigating uncertainty that it's it becomes really important to connect the dots so that you get a mosaic of the world you're in, and possible trajectories possible scenarios possible outcomes. At heart, what I really am suggesting here is that every single perspective is limited. Every single perspective is biased, and therefore, every single perspective is incomplete. So instead of adopting one perspective, why not use multiple perspectives? And if being a generalist is not that I don't know what a generalist is, right? a generalist is one who has an appreciation for multiple perspectives. One who can empathize This is okay, maybe I understand economics, maybe I understand a little bit of politics, maybe I understand a little bit of sociology, I can understand a little bit of demography. And I can sort of pieced together a mosaic where I tap into the appropriate forms of expertise to help me build out each one of those dots if you will. But the connecting of the dots in a unique way is a skill that I as a generalist need to bring. So it's a little bit of responsibility for owning the decision context and owning the sort of domain in which you were navigating, as opposed to the narrow domain that the expert is providing advice on.
The dots. And the idea of data is the generalist that they look for meaning significance and patterns, versus just information like the power of data versus actually intelligence.
Yeah, it's interesting, john, I'm back. Almost 20 years ago, when I was working on my PhD., the nature of my research was focused on taking data and analyzing it to get information value, and then eventually insight that you can act on. And you're hinting at a very key distinction, which is data doesn't think data is their inputs. But the outputs are usually actions or some form of analysis that leads to a new insight. And there is a divide between data and what you do with data. And that interpretation of the data, etc, is really critical. And so it's in that process of taking data, which is good, I'm not suggesting data is bad. Data is good. We want to use data to make decisions. But it's the interpretation and contextualize ation of that data that really provides the value to help. So yeah, I think you're right, that the data is something we don't want to dismiss. But at the same time, we also don't want to slavish Lee depend on it.
You mentioned the fact that, you know, every perspective is limited, which goes to something you also referenced in your book with the gorilla video, and based on the invisible visible gorilla, I believe was the original book, based on the research and his name escapes me. Such a great video, and it was in the brain games video. And I know you also mentioned working and interviewing Apollo Robbins, and perception. And what was really interesting is, you know, because he uses that principle of the grill, and that we don't see everything and distracting focus. How do we know when we're missing the gorilla versus seeing a useful enough amount of reality? Jeff, I could say it that way.
Yeah. So for for your listeners that may not know much about the sort of gorilla problem. It's really a wonderful example, I think of illustrating the sort of two edged sword of focus, right. So we all think about focus as historically and most of us and sort of general connotation of focus is that it's a good thing. Right? more focus is better, right? In fact, I'm looking at my computer. Microsoft Word has a focus setting against a sort of turn on all the distractions, that focus is good, who doesn't like focus? Except if you stop and think about what focus means. It means screening out, it means getting rid of what's happening outside of the area that you're focused upon. What it means you can easily say deep focus is the same thing as broad ignoring. And when you say broad ignoring, wait, hold on, john, you don't like to broadly ignore that. But I'm telling you the same thing deeply focused broadly ignore the same dynamic. And so we in one context, when it's framed for us as focus, we say, Oh, that's great. We need to focus more. I need more focus I need to destroy.
If I tell you well, you're you know, You're broadly ignoring, well, that doesn't sound good either I need to sort of not ignore as much as I do. So that's really the, the, what they call inattentional or selective in attentional biases since in sort of blindness. So yeah, you can definitely find find more information on that. But it's it's fascinating and exciting to me that you bring up Apollo Apollo is turned into become an interesting person. I've gotten to know pretty well, he's a friend. You know, I've thought about collaboration on a couple projects. We've got a couple ideas we've been kicking around. But Apollo is a by by training by background almost a professional pickpocket. Right. So what does he do? He plays in the shadows, you've got your spotlight of focus, you know what you're doing. He's playing in the shadows.
Vikram Manssharamani 10:48
He's probably one of the best students of focus in the world. And you know, he was a professional pickpocket, they became an entertainer in Las Vegas. He's actually he actually advised Warner Brothers on the movie focus. So he taught a Will Smith and Margot Robbie, how to act like Bob pickpockets. He taught him how to do it. And so if you get a chance to watch the movie focus, I think it's fabulous, because it illustrates a lot of these points. And no, behind the scenes, it was really Apollo Robbins, who was teaching some of those tidbits. But But the point I think, is really interesting that you're raising here, focus, and blindness, and sort of where you focus and where you ignore and what you ignore, are all really important things that many of us just stop thinking about, which is it just happens in the background. Right? Imagine you're walking out of an airport in a foreign country, john, you come out of the airport, and it's there's a big sign there that says warning pickpockets in the area. So what are you going to do? First, you're going to grab your chest, make sure your chest pocket of your jackets, okay, got my wallet, you're going to touch this, okay, here's my passport, you're going to say, double look in your opener, pull out your money clip, okay, I got my mind over that I'm okay.
That's one way to think about it, you've now focused on what you need. However, if you were to take another perspective, and say, Well, if I was a pickpocket, Damn, that's a pretty good spot to be at, I could sit there, and John's gonna come out, he's gonna just give me a map of where everything of value is. Right. And so you turn around, and I'm like, hold on a sec, we focus on ourselves missing the context in which things are happening. Likewise, if you actually try to adopt a different perspective, ie scatter your brain zoom out. And a lot of ways I describe this, maybe value there and sort of seeing a different role, different perspective. And maybe ignoring is not the right thing, maybe focus isn't always good.
So many Mic drop moments there on shifting paradigms where you just said, so thank you, first of all, on really the two sides of the coin of focus, and in deletion, and really ignoring it was abroad like so defocus and broad deletion or broad ignorance in that manner. When you're trying to gain focus to work on a project writing or doing something? Do you intend to focus on something? Or do you actually take a moment and step back and figure out what you want to not pay attention to? Is that something that comes into your awareness?
Yeah, so look, however, when works, I think that's very individualistic thing and different times a day, different ways, etc. So I do find myself needing to work at times where the distraction risk is lower. Right? Look, I've got a couple of kids, I've got an office with some people that work with me and others. And so I find, you know, it's, it's hard for me to write during the middle of an afternoon, for instance, whereas early morning, I find it easier to write, I find it easier to write in the evenings, I find it easier to write when there's less distraction, possibilities. And part of the reason for that is I don't view the distractions as distractions. I view the distractions as potential insight. And so I don't dismiss anomalies, I sort of explore anomalies, etc.
And so that's a different paradigm of thinking. And so, you know, yeah, I think I do focus. But there are times to focus, there's times not to, there's domains in which focus is useful. And, you know, we'd like to think of it as binary or either specialist or a generalist, either you're narrowly focused, or you're not, there are gradations. And there's a time element, I can be really focused on something now and then zoom out on a personal level and sort of see the context in which decisions are happening. But I can be a PhD scientists exploring a piece of research very narrowly and deeply here. And then I zoom back out. So it's a there are gradations. It's not a binary, either A or B. There are times it's a dynamic also, it's not just your app, your one thing and you stay that you migrate you in, out, up, down over time.
So behind that is his intention. It sounds like in that moment what is required and being willing for you, especially being more generalist focus to embrace those anomalies and figure out what insights are available there when they pop up as well.
Yeah, you use the word intention. I use the word mindful. Yes, yes, perfect. In fact, there's a chapter in the book called mindfully managed focus, first chapter of what do we do here in this situation? And that's the chapter I think we're have Apollo Robbins in there. But it's, the key is to be mindful to think for yourself by actually sounds crazy and very meta. But focus on where you focus, right? I mean, actually take a step back, zoom out and say, What is it I want to focus on? And what am i ignoring by doing so? And just be intentional or mindful of it, not saying it's bad, don't focus. I'm just saying, if you let people focus you without being aware of it, well, then you're getting taken for a ride. And maybe it's a good ride, man, it's a bad ride. But you're not in control. You put yourself on autopilot. Somebody else's choosing the destination.
With Apollo Robbins, of course, and you mentioned is potentially the greatest student ever on unfocus. What are some of the more powerful things he shared about managing other people's focus?
Yeah, so it's interesting. I mean, so again, if anyone doesn't know Apollo, and my guess is a lot of people don't know. He was really drawn to fame as sort of made very publicly accomplished accomplish, because he was I think it was at Caesars Entertainment, I forget which Las Vegas venue, he was at doing a magic show. And he was told that Well, actually, you know, Jimmy Carter is going to be in the audience. And so just so you know, former president is just be aware, and he's, you know, great.
So he goes out, and he finds the Secret Service detail. And while he's with the Secret Service detail, he's just making conversation. And what he does is, in fact, there's a part of my book where I talk about it. He literally takes out a copy of Jimmy Carter's itinerary from one of their pockets. He pulls the keys to the motorcade out, and he gets like badges at these agents and stuff like that. And he starts offering them back to them. And they're all like, what are you you can't have you're not authorized, etc. But anyway, that's just a fun tidbit. The reason I bring that up is oftentimes, it's the most audacious sort of attempts, where people are not expecting things, that focus management becomes really interesting. And really something you can do. So it's actually and I think, I think Apollo is the one who told me this, it might have been someone else. It's actually easier to pickpocket someone when they're worried about being pickpocketed.
Why? Yeah, why is that?
Yeah. So here, here's the thing. So it turns out, think of focus as being something we have a set amount of, right, you got to set him out of focus. And you I pull you up on stage. I mean, I couldn't do this job. But Apollo could pull you up on stage in front of 40 people, hundred people, 500 people corporate event, big venue doesn't matter. I pull you up on stage. And I'm telling you, all right, you know, you know, I'm a professional but but you're on high alert. And you're paying close attention right here to you know, your your wallet is on your inside chest pocket of your blazer, you've got it, you're watching it, you're you're like intensely focused here.
As a result, Apollo could touch your shoulder, your intention, your focus, everything is on your shoulder pocket area, during which time he takes your watch off. Because you've Miss channeled your energy towards where the stimulus has been either in the form of torture, your mental energy, etc. And so you've ignored so the gorilla is he's going after your watch. You're watching the balls bounce here in your pocket in your shoulder. And so think of focus as being something that we have a set amount over and where you allocate it becomes important. And in this case, if you overly allocate in an area where you think you're focused on the right topic, you're broadly ignoring other areas that may be just as important. And so that creates the shadow for professionals like Apollo to jump in the shadows and act there.
So that's another data point leaning towards the generalist versus the specialist, because when you're so blinded, then you miss the other other data points that could be changed the entire narrative of what you're talking about.
That's right. That's right. Think about I mean, look, there's storied examples here. Steve bomber suggesting there'd be no market for the iPhone. Right. Okay. Right. Or even McKinsey saying, you know, the market for cell phones will be limited, or, you know, IBM and there were some computer executives that said, you know, there'll be a market for like, five personal computers or some small number back In the 50s, you know, what happens is when you're focused on one area, you fail to realize possibilities outside. You know, Irving Fisher back in 1929 said the stock market reached a permanently high plateau. Well, it turns out it went ahead and plunged a ton rightly, shortly after he said that, you know, and there's a lot of reasons for this recency bias, people that end up focusing too much on their area tend not to look broadly at areas that can be coming from adjacent domains or adjacent developments that can affect what they're predicting. And here, the the scholar who I think is really worthy of reading up on and has done some brilliant research.
So I'm very fond of, is Philip Tetlock, Philip Tetlock, he's written several books, my favorite of which is expert political judgment. where he's, you know, over 20 years, he analyzes something like, hundreds of thousands of predictions to come to the conclusion that people are more accurate in predicting, you know, sorry, non experts are more accurate predictors than experts in a specific domain. So if your areas of expertise is, I don't know, economic growth forecasting, turns out non economic actors that were that's not their focus are better at predicting economic growth than you are. Wow. And it's sort of like a very disturbing development in so many levels. And in fact, the research is gigantic. I mean, he's done some brilliant work over long periods of time. I mean, that study had 284 professional forecasters. And I think he had data on over 80,000 actual predictions and forecasts curve and concluded that and the conclusion was literally conclusion was, it's more realistic to turn to non experts and experts. And that has to do with the focus, and sort of seeing things that may come into effect you and not sit back.
Because as the amateur, I'm not as biased on my own theories, and not putting weight on my own ideas about what's supposed to happen is that,
Yeah, I think I'm a journalist, I don't know what I don't know. You literally as a generalist, I try to pride myself on this, which is I think of myself as a generalist. And that means when I walk into a room, I know there are people who know more than I do about everything. I'm not, I'm not the final word, on anything. And so what do I do? I listen, I'm open minded, I'm aware that someone knows more than whereas, you know, john, if I throw you on stage and say, You're the leadership expert, you're the best person in the world. You're the leadership person. You've written books on leadership, you are done studies on leadership. Now, you enter this corporate boardroom, and, you know, CEOs like well, what am I supposed to do?
And you believe everything you say, and not saying it's wrong, but there could be someone who's not a leadership expert was a zero chance, actually, the context matters more than the person's activity? Is it possible that like, a huge financial crisis will derail all of your leadership plans? Or is it possible that a global pandemic like, you know, that's not going to enter your world of thinking, because you in, you know, you're focused on what you do. And you've been given all these, you know, accolades for how well you do it, and you get all this prestige, and you actually start to believe yourself and not wrongfully, but, you know, at the expense of seeing other possibilities,
Kind of wrongfully in that particular context, right, because we're limiting ourselves.
Yeah, well, not not wrongfully but incompletely. I think just the way I would say, write in great word. Yeah, it's not wrong, because you want people doing that. But you need to compliment people like that with people who think the outside view so you know, all of my consulting and advisory practice all the work I do. In fact, in the in, Think for yourself, there's a section where I've worked with United Technologies and their merger with Raytheon. But, you know, I get hired by boards and their CEOs to come in and play that role. Because they all know that there it's impossible for them not to think what they think, right there in their world. They're seeing the world through their own eyes. It's impossible to bring an outsider's perspective, when you are in fact, an insider. Like it's you've got history, it structurally, it's not that I'm smarter. It's not that I'm better. It's not that it's just I'm not in that day to day trench battle, that they are fighting their business decisions. I get to sit back and look broadly and come back as a Hey, ask the naive questions that result in questioning assumptions that may lead them to insights that could be helpful. So I think there's a huge role for outside thinking partners, especially for leaders that are very mindful about the risks to their own framing and the data they receive and sort of how it gets filtered before it reaches them, to have a independent external thinking. partner that they trust is big picture broader, wider for them to just bounce ideas off of and to get new input from. So that's a role I played in several boards and C suites. And it's, it's a fun one, actually, I enjoy it.
Can you talk a little bit about meta knowledge and how it relates to successful leaders?
Yeah. So, um, it's funny, we talked about meta focus. Now we talk about meta knowledge, very meta. So yet meta knowledge, knowledge about your knowledge is critical. In fact, in my first book, boom, bust ology, I have actually a meta knowledge test that, you know, readers can take to gauge how much they know about how much they know. And the reason this is important is, oftentimes, we know what we know, that's fine. We sometimes are aware of things that are out there that we just don't know about, you know, you know, there's complex physics and launching a satellite and Okay, great. I don't know love was physics. I know, I don't know those physics and that math and etc. But I know it exists, but I just don't know it. Right. Then there's a whole domain of things? I don't know. I don't know. Right? That's where it gets pernicious. And it gets really problematic. I mean, Donald Rumsfeld is famous for his unknown unknowns, right? And is known known known unknowns and unknown unknowns. And, you know, he goes through these the matrix and thinks about it that way. But really, what I think is quite interesting, and worthy of spending more time for all of us to think about is understanding what we don't know.
And spending more time thinking about what we don't know, we don't know if that makes sense. I realized that once we figure that out, then we know we don't know it. But what I'm trying to do is expand the horizon. So one way this comes into play, is if you don't have an appreciation for what you don't know, then it ends up manifesting itself very directly. And all the psychology research as overconfidence, and overconfidence ties very nicely to hubris, which correlates with closed mindedness and the inability to navigate uncertainty because you're on you're not open to seeing different scenarios or possibilities. So there's a link, it gets weaker with every stage, but there is a link between not appreciating what you don't know. And your inability to navigate uncertainty.
Within certainty, of course, there's going to be a huge piece of that pie that we don't know what's going to happen. And so would you say that the first step then is to acknowledge that and and then seek extra data points to bring in a bigger, better picture of what's going on?
Unknown Speaker 27:59
Yeah, look, when it's uncertain you, yeah, a great example. I've done this and tons of corporate environments, junk. People tend to come up with forecasts, right? Or what are your sales going to be next year? Well, I've got this spreadsheet, I got the sales pipeline, it pops out. And so my midpoint, my I think I'm going to do a 10%, larger number and revenue. So I'll do $1.7 million of revenue as my sales quarter next year. Great. That's just one point. We don't know. How about we say one five to one nine, is that possible? Can we do a range instead of a point estimate? When you get a point estimate, you got all sorts of anchoring biases that come into play, people insufficiently adjust? When you force them to put a range? Now you can have a conversation about the uncertainty, what's going to drive it towards the higher end, what's going to drive it towards the lower end? What don't we know? Right? So that's one thing. The other thing I encourage folks to do is, don't get anchored on a point estimate, think in terms of ranges. But another thing I tell a lot of leaders to do is read fiction. And you can say why? Yeah, yeah, I want people to read fiction. Wait, hold on, I'm too busy. I've got to read the latest business book, I have this book on data analytics, I go learn. I've got this quarterly strategy update coming up. I want to understand this consultants thinking, I'm meeting this person as a potential board candidate, they wrote a book, I got to read their book, I don't have time to read fiction.
Well, I want to suggest to you that fiction is actually what helps broaden the mind actually helps you widen your horizon of possibility actually gets you thinking differently, actually helps you even in domains that you're not thinking about, in the course of reading that fiction, helps you think about things in your domain of interest. And so there's a lot of really interesting work on fiction and how it could be helpful to enhancing creativity, awareness, empathy, all sorts of things that are useful for navigating uncertainty. So I become a big believer that reading fiction and different scenarios is useful. And by the way that that applies then to watching movies. If I'm in a rut of thinking, or I feel like I'm not coming up with interesting answer, I will occasionally and I don't apologize for it. Especially since I work for myself, I don't have to. But I'll occasionally just go watch a movie. In the middle of diagram, I'm just gonna write I can't get there. Fine. Yeah, I'm gonna go back and turn on a movie about some fantastic scenario. You know, right. That's okay.
So one, one central theme that seems to come up a little bit when we're becoming aware of our own biases. What we know what we don't know, acknowledging that becoming med on our thoughts is really self awareness, like going back to the word you said before, which is mindful. So if we're as a leader in that space of being mindful and being open, not having hubris, not getting focused on how much how great I am, and how much I know, how do we create a culture where people are okay, in in challenging assumptions and looking at different perspectives, rather than being fearful of being wrong.
Failure has to be seen as positive, not negative. Right. So that's the first thing I say is you celebrate failure rather than than then sort of castigate those who have failed. So failure is really critical, because that's where the opportunity for learning takes place. In fact, one of the suggestions I made john is that, you know, when planning for success, focus on failure is something I've written here. And the reason I say that is, a lot of us can make a scenario, hey, we, as a team are going to make this decision, I want my boss to know I'm making this decision, this is the direction and this is my scenario. That's the plan. And this is where I think we're gonna get fine. Maybe you get there, maybe you don't, but to acknowledge the uncertainty, and to take the value of learning from failure, before you actually fail. There's something called a pre mortem analysis. It's speculative hindsight.
So what you do or prospective hindsight, excuse me, you put yourself in the future five years forward. And you look back to the present, and you say, oh, john made this decision for us to go in that direction. God, that was a horrible decision. Why? Let's think about why we failed. With that decision. What happened, oh, global recession hit sales plunged, or you know, what three of our key team members left, we were so overly dependent there, there was technological disruption in the business from a different angle. Turns out government regulation changed, or there was a new trade flow pattern that resulted in a competitive threat we hadn't thought about all of these dynamics, could have made John's great decision today fail five years from now. So let's just do that with every decision. We're thinking about, let's imagine ourselves five years forward, and how we failed. I think doing it that way, takes the pressure off us as a team saying with you, john, in the conversation, and I as the leader, sort of saying, I'm trying to encourage a thought process that's more open minded, more willing to think about failure. If we make it personal about you, that sort of doesn't feel right, sort of, you're going to be less likely to step forward with ideas in the future. But if instead we say, you know, this is just part of our process, we just always evaluate five years forward, this has failed, why that's something we do for every possible decision, we're going to put on the table. And we as a team have to set a leader who sets up that framework, that context is more likely to feel like they get better idea flow. Alternatively, one other thing I've done with, with with group decision making, which is a different domain, and we can get into the complexities there if you want to.
But when you go into the domain of groups, sometimes having a structural devil's advocate is actually really important. It's because you know, it's not personal, john, but my job is to tell you why your idea is horrible. It's not going to work. Here's why. It's not personal. If it's not a structural person whose job it is to always say no, when now we got conflict during Jesus, what the hell is Vikram always got in from my ideas for you know, that Vikram guys really a pain, I don't like him, he's always shooting down my ideas. And then you see you get counterproductive dynamics in the social sense of management. But a leader who sort of encourages a context where failure can be openly discussed and is not deemed personal, or offensive to individuals. But it's instead discussed in the sort of context of seeking better outcomes for all. Well, that's a healthy development, I think.
I think so too. I think there's sometimes an overemphasis on focus on the positive that can happen, especially in the personal growth and development industry, but you're saying looking at it, realistically, let's either create a role or credit as part of the structure where decision making so that we all encompass that role, while we're making those decisions. That's a very powerful one at the time.
And it's also true on the personal development side, too, right? I mean, so you're gonna make a career move. Someone's thinking about a career move. Oh, you know what, I'm currently a manager in this department, I think I have an opportunity to become a vice president at that company in the same department doing last? Is that a good thing or bad thing? Let's do the same process. Five years forward, horrible decision. Why? Well, the company went to went out of business. And you were seen as the person that led to their failure because you were in that vertical which had problems to begin with. There was a lawsuit there was regularly you can do the same thing and see how it affects you in your career.
So really jumping, you're doing lateral thinking, you're doing retroactive thinking you're doing proactive thinking, being present in the moment at the same time and managing what you focus on and what you don't pay attention to, like, but but either we're doing that, either. We're being mindful, as was really what we're saying, or you're outsourcing your thinking. And if you really want to, let's go back to that first question. What are some of the symptoms when we're not doing those things that that causes people harm?
Yeah. Well, let me let me begin by saying, I don't think outsourcing is always bad. As you hinted at, it's hard work to think for yourself. It's not easy. It takes effort. It's mindful, it's energized, is uses energy. It's, you know, it's a it's a process. It's not something that just happens. And so that can be really taxing. If you have to think for yourself on every decision that takes place in life. There's a story in the book about my wife and I tried to choose a movie, right? Between Netflix, Hulu, Comcast, XFINITY, all these things. We probably have a million on demand movies done our fair Apple TV. Probably no joke to say it's a million plus movies on demand available does instantaneously.
I mean, something like that. surely, surely there is a perfect movie for my mood for her mood for the humidity level for the temperature for the lighting for the dogs barking or not barking? persona, like whatever it is, there's a perfect movie for that. How the hell am I gonna find that part of my language? That's a search like, for me to you want me to go to Rotten Tomatoes? You want me to go the Internet Movie Database, you want me to screen based on actors? You want me to screen based on emotional outcome of people who have fall?
Look, are you kidding me? I just want to watch a movie. You know what, I'm going to outsource my thinking to the Netflix recommendation. That's okay. It's low cost to an hour and 45 minutes, done the couch, this low stakes, but I don't like it was fine. Next time I go find something else. Alright, whatever, low stakes decision. Now.
Now instead, you've got a major medical issue that's been presented to you. You've got a couple courses of action, some of which come with really high risks, but offer really nice rewards of elimination of potential issues. Others you live with a nascent risk that may be there for a while and produces an anxiety for you, your family, etc. Here's an example where I don't need you, putting yourself on autopilot. Here are the example you need to engage. The stakes are high enough, you it's important enough, yes, you're going to talk to your doctor, but you might actually go get a second first opinion, as I referred to, I don't call them second opinions.
Because oftentimes a second opinion is you take your existing file and you go see another doctor. And that exact next doctor reads the first file and says, Oh, yeah, that makes sense. Great. I agree. I'm not gonna disagree with my esteemed colleague down the street. Instead, you go find a true Second Opinion. A second first opinion is what I describe it us. Because you want independent thinking not, you know, connected thinking. In that case, you really do want to connect the dots, Think for yourself, explore adjacent domains, okay, you're going to potentially take this, have this procedure, take some medication for your heart? What does it do to your risk of diabetes? What does it do to your sort of other conditions that you may have? Are there other sort of interconnections that are worthy of thinking about?
And so you know, there's a situation where the default may in fact be to just that doctor knows best lemmings blindly follow. And I want to say, you can do so make sure you're doing so acknowledging that you're doing so. Okay. This is to high stress. I can't keep up with it. I don't want to try even. So I'm just going to let this doctor take over in my book, there's an example where a Stanford University Professor Baba shiv, he and his wife had a cancer diagnosis and they proactively decided to take the backseat to get out of the driver's seat of the decision making process. They said it was too emotional. Difficult to hard we knew it. And so they proactively mindfully and that's why I'm okay with it mindfully said, you know what we know, we could get engaged. We know we could ask the pros and cons, we know, we could see where and how else this might matter. But this is too emotional. We're just going to find the right person to outsource or thinking to. And they did that way. He's actually got a TED talk on the topic.
I haven't checked that out, I
think it's when it's okay to give up the driver's seat or something like that.
So the reason people because you said when the stakes are high, it makes more sense to make that decision for yourself, because it's not right or wrong, to take the driver's seat or give up the driver's seat. But you have to be mindful. And what we have is probably a default right now with the overwhelm that we have to outsource. And we just need to make that decision for ourselves.
That's right. Yeah, in fact, I found the link here and it's a TED talk by Baba Shiv, It's entitled, sometimes it's good to give up the driver's seat to short talk, which is Stanford University Professor describes how he and his wife handled a cancer diagnosis by consciously giving up control their decisions to a doctor. They bring deliberate intentionality in that process.
You know, I know that you spent a lot of your time, you know, at conferences and doing public speaking and consulting. And you've had to meet incredible number of people, and many of them, those interviews are in your book. And one that really caught my attention was was Bob Woodward who and not to go into political discussion, but you actually invited him to come and join you in in one of your classes? What were some of the insights that you were hoping your students would walk away with? With the conversation with Bob Woodward?
Yeah, no, that was just a really fun. So I've gotten to know Bob and his family pretty well. Sheer dumb luck not planned. But I was giving a speech down in Chile, in Santiago, and I had a couple of days between events. And so I ended up flying up to the Atacama desert to take a couple days of just, you know, off the grid relaxing, and turns out, Bob and I were sharing the same speaker manager for some years. And he says, you know, Bob's up there, and I'd known Bob because he'd come to my class, and I spent time having lunch with him at his house in Washington. And so there was Bob and his wife and his daughter, right there in the middle of the desert of Chile, where he and I got to spend some time together for a couple days.
But anyway, what did I want Bob to teach my students, um, empathy, and empathy at the highest levels, and the fact that no one is above questions that you can ask questions of anyone and everyone and he should. So it was in the context of a business ethics class that I was teaching at Yale to undergraduates as well as business school students. And one of the key things that I wanted everyone to do was say, look, we all have a responsibility to call out wrongdoing when if we see it. And so the, the way I set up the classes, I had him read Woodward and Bernstein his papers. Then I had him read the Panama Papers that had just come out at the time of the class. And I had him read the work of other investigative journalists. And the idea was, investigative journalists are really great at calling out wrongdoing by researching because it's not obvious. And they do some work, they connect dots, and they present a story to the world. And so I had them come to class prepared, I did not tell them in advance that Bob would would be coming. I said, Bob, let's just have breakfast, we'll come walk off the clothes, did it. I bring in my friend Bob, who happens to be in town and just wants to, to listen. And so we're going around the room, we're talking to the students about different forms of asking questions, the work of investigative journalists, and, and, you know, a couple of we're like, wow, you know, it's kind of like naive to think you could call out a president, sort of tough to be able to do that.
And, and Bob couldn't help himself. He said, Well, actually, you know, when I called out Nixon, and next thing, you know, they're like, what we just bob woodward, like, Are you kidding me? Like, yes, and they all connected the dots quickly and figured it out. And, you know, it was a great session. But now he's a living example of, you know, realizing that dot connecting is a critical exercise. The way you get really interesting connections to dots is by treating people as seriously as they think of themselves. And you know, he's given a tremendous amount of respect to every president he's ever interviewed. His preparation for those interviews is probably as intense as my PhD work was. In fact, he was able to gave me a portion of his transcript in his prep for, for his interview with Obama. And at the end of his interview with Obama, Obama asked Bob, if he wanted to be head of the CIA Or whether he's ever thought about being in the CIA said, because your sources are better than mine. And part of it is Bob is just remarkably diligent. Remarkable. I mean, we like to think there's there's profound insight in there is he does a good job of connecting dots. But he's also doing the blocking and tackling in a way that is thorough, comprehensive, thoughtful. You know, it's been a real joy and pleasure in my life to be able to spend so much time talking to him and getting to know him a little bit.
Oh, that's fantastic. So sounds like a great reveal for the students as well. That's amazing.
Yeah, they had fun with it. Yeah, it's fun, fun class.
You know, I think, you know, part of my hypothesis is that conversations are a huge aspect of leadership, communication, and even to ourselves with thinking in relation to we're talking about now. Can you recall a conversation that you would point to that may have had a significant impact on your direction and ultimate destination in your career or personally?
Yeah, It's a great question. John, thanks for asking. You know, so I was very, I've always had a contrarian instinct, to me I you know, people go and right, I want to go left people going up, I want to go down. People say finance, I say, let's go management. People say man, and man, I say, let's go policy is a policy, let's say let's go education, whatever it is, like I'm, there's a good I want to zag. That's my instinct. And so back in the early 90s, when I was in college, as an undergrad, everyone wanted to study Japan, Japan was going to overtake the world. Fabulous, it's gonna be the rising superpower that just did her. And she's so ice and William kind of interested by East Asia, I want to learn still a study East Asian Studies, but if everyone's studying Japan, I'm gonna study China. And so I was an East Asian Studies major. I worked for a US ambassador, Jim Lilly, down at the American Enterprise Institute in Washington, DC. as an intern, I went over to China traveled the country and, you know, learn the language pretty thoroughly at the time, worked at the US embassy in Beijing. And I thought I was going to come out.
And then I said, you know, what I got my Chinese isn't great. I want to spend a couple years really learning Chinese intensely. And here's the answer to your question. I had a conversation with Ambassador Lilly. And he's since passed away, unfortunately, but he's been he was a real mentor of mine. And he said, Vikram, you can compete on a lot of things. The language is not one of them. They're not said, Look, you can spend the time on that. And maybe it proves useful and valuable to you. But better instead, to connect dots, where language is not the key skill set. So focus on where you can bring something of interest value and differentiation, rather than competing on something that you know, you will, even if you're best at it, you do an amazing job at it, that the best you're going to be is the same as others, is like that doesn't seem like a good battle to fight and energy to deploy in that way.
But he said, Louis, spend time thinking about China, study the politics, study the history, connect the dots, look at the economics, look at the culture, look at the International Relations, look at their philosophy Connect dots in ways that could be helpful. That would be interesting. spending years studying the language so that you can speak as well as a native? Yeah, I'm not sure that's the best use of your time and energy. So, you know, that was helpful to me. And I think that conversation didn't redirect me in ways that, you know, I don't know that. That's the extent of the influence. I think it's been broader and wider. And I tend not to, you know, if you're going to put in the effort, you know, so to say if you if you're going to do it, make sure that the squeeze is worth the juice that comes out, so to say.
Well said, Yeah, Dr. Vikram, thank you so much for spending time with us. What's the best way for people to connect with you, to buy your book and to stay connected and in conversation with you?
Yeah, John, thanks for asking. So my website's a great resource. It's www.mansharamani.com . Orr LinkedIn. Actually, you know, I've written I think, jeez, I think I've posted at this point 115-120 of the articles I've written about various topics around global affairs, decision making, etc. They're all posted for free on my LinkedIn profile. So you can go there. LinkedIn is a great way. And then I'm also on Twitter. It's just my last name as my Twitter handle.
Fantastic. I'll put all those links in the show notes. Thank you again, so much for being here on the show.
John, thanks so much for having me. I really enjoyed it.
And thank you all for listening. Until next time, develop yourself, empower others and lead by example.
Thanks for listening to key conversations for leaders with your host john Ryan. If you enjoyed the show, please let us know. Give us a rating or write a review. For more tools to engage, inspire and empower yourself and others. Visit www.keyconvo.com/free If you haven't already, you can connect with me on twitter @keyconvo and on LinkedIn under John Ryan Leadership


text:
No, by my own words the car behind is the one who has the responsibility to avoid contact, I was ahead going into the corner despite a small stretch where my left wheels were on grass. Therefore the hit through Brundle, the left hander, is the fault of the AI.
Definitely the curb though bud, the contact itself wasn't a problem, and like I said I kinda enjoy it because it makes the AI feel more lifelike and that's never a bad thing :) But if they aren't affected by stuff like the curb in the same way the player is then that's what I call cheating ;)
DarkRedslayer 10
It may just be an issue with open wheel cars or platform specific.
Idk if this will be watchable, but same spot on ps4 version.
https://m.facebook.com/story.php?story_fbid=1597773863812350&id=100007392543816&ref=m_notif&notif_t=video_wall_create
AI hits the kerb and bounces into me pushing me off.
In fairness to the AI, I crowded him, as you did.
It was indeed watchable, and again I'd say you were right to take the line that you did. The AI just straightlined the curb and mashed into you. You'd already won the corner, you were ahead through both, you braked at the right point for the right hander, and it's as if the AI didn't and used you as his brake instead. And he barely seemed effected by the curb, had that been you or I hitting it we'd have been well off into the grass on the left. Yet his car touches back down instantly and doesn't lose traction or grip at all.
If I'd seen that from 2 players and was stewarding over it, I'd have given him a penalty for not taking care to avoid a collision ;)
Well, to be fair, he probably didn't go into the grass because he drove through me lol.
It was the AIs fault but, I still call it more of a racing incident. The type I wouldn't give a penalty for unless the person did it more than once.
Annoying? Sure. But racing is annoying sometimes.
That said, the AI definitely needs some tweaks. From curbs not effecting them enough, to rain having little effect on their pace. To some tracks where they just drive through you.
Liaveil 84
"Some" tracks where they drive straight through you? I'm honestly having trouble differentiating between online and offline play the amount of times I've been rammed in both modes.
The AI don't need tweaks, they need fixing to gain awareness that the player car is actually a solid object and well.... there.
@Wynterdust I have had a lot of good races with the AI.
This one for example, where I completely over drove several times but the AI actually avoided contact better than most people I've played with. (esp the I had the line type who don't give an inch lol) If we had hit, it would have been my fault, but instead it was just a good race.
https://youtu.be/5omQE0rp-RQ
I really wish I had more time to play the game. Only had a few days with it and I'm leaving again tomorrow.
Played online with my friend last night in a private lobby vs AI. It was good fun in the GT cars. Done 15 laps at Spa with random weather plus accelerated time. Weather is a good challenge, although I dislike how the track seems to dry instantly. Pit stops are a bit of a mess, but we're working through that. Seems like the tyre model works well, I tried to put on dry tyres but because of the pit system ended up with wets again I think which burnt out after half a lap. Slicks dont work in rain, which is a good thing.
Other than the faults, this is a fun game.
Just had a race ruined by a backmarker, I will upload the video tomorrow.
AI isn't effected by tyre wear either it seems, or at least effected way less than a human. Find it funny how this game has very similar problems to a Codemasters game.
Speaking of tire wear, is there any hud element that.shows it? Or do you just gotta pit whenever you feel the loss of grip
Just gotta pit whenever you feel it go. I think I read on the forums they were looking at adding something to the HUD for it though.
Hope they do. Half the time I cant tell if its just me driving like a jackass, or the tires are worn lol
The red car is a lapped car, that had just had a close run with the leader into turn 1.
https://youtu.be/JELhsZJYhAY
Now even if it wasn't a backmarker the driving is still awful.
Some good stuff about tyre wear and the like in this thread.
http://forum.projectcarsgame.com/showthread.php?27185-GOOD-INFO-INSIDE!-tyre-wear
The best thing about this game is that it'll give me a bonus £10 voucher as well as its trade-in value when I trade it in next time I'm in town. I've given up trying. Everytime I've played it I've just ended up getting angry at it. (Which is a first for me since I never get angry at games). The AI are just...there's no words.
Maybe I'll try it again a few months down the line after the patches and if it's cheap to buy again. But right now, this is by far the biggest disappointment I've played since I started gaming.
Wynterdust said:
Nebver mind I suppose it's one of those games that suits some people better than others as I've quite enjoyed playing it so far I've only done the one season so far but I do plan on going in and doing a few more eventually
Probably yeah. The thing is, to drive it's actually very very good. I want to like it but the AI do not react to the player, or other AI cars for that matter, as they should be and that for me is completely ruining the game. It probably isn't as much a problem in GT, Le Mans etc but in open wheelers it's just abysmal that they keep driving into the player and refuse to come off their railroad in corners (either overtaking or being overtaken by the player). That and all their other issues with weather, fuel, tyre wear and temp makes it feel like the game isn't finished.
Yeah I had 1 or 2 moments in the formula rookie cars where the AI did bump me a bout a bit but seeing as I don't play with damage on or anything like that it didn't really affect me too much. Although I'm racing the Ginetta cars for my second season. I've done a few practice laps around Hockenheim in them and they felt good so looking forward to that.
This is why I tell people not to get hyped. A perfect game can be ruined by overhype.
I wasnt even hyped about it and im disappointed. Unfinished is the best word to describe it.
The denial on the forums about the AI is pretty funny though, even from the head of studio but at least it looks like he's willing to change things.
I have to say that atm its no better than the F1 games.
If you look at my posts before release I talked about the head of studio. He won't listen to players and never admits to problems, and people that spoke up about issues ended up getting banned, so much for a community game. They can't take criticism at all, I love the physics but the AI has been an issue since day 1. Online is fine, but now you guys can see why for 90% of pre release I was just hot lapping.
I don't have a problem with the ai, but that's because I know how to deal with them. I think they should've kept all the sliders that were in pre release as you could change loads of things like aggressiveness, intelligence and how they defend.
Yeah I agree they should have especially as some people like a more gentle more forgiving slower AI like myself which we got in the earlier CM games up until 2012 and some like a fast aggressive AI like we got with F1 2013 for example. I'm not saying that the AI in that game was bad for everyone but it was bad for the kind of racing that I prefer. Because I find myself having to race a lot like Pastor Maldonado in order to compete with it. That was even after I downloaded and applied a grip mod to the game to stop the cars being so twitchy.
Still although I agree it's not perfect I will say I have raced what I would consider worse AI. But it seems to me that that is an area that a lot of racing games tend to struggle with in terms of getting things right. Although I do think that if they did do what you suggested @Hughesy and left the intelligence and aggression bars in like EA's F1 challenge had on that game that would have been better
I gave it another chance today with a different approach and found the AI better to deal with in a race (despite a few restarts due to their lack of sight). But then they didn't pit and their complete lack of tyre wear again ruined the race.
I'm on the same boat as Platy, the disappointment is more from the fact it could and should have been a step up from F1 and Forza 5 and it's no better.
It's funny how some people stubbornly defend(ed) CodeMasters' (and other studios') games after years of defective releases, poor support, disappointing sequels, & awful community interaction - condescendingly telling others to "be patient, you bunch of entitled moaners" and "give them time to patch it" and "cut them some slack – they're not a big triple-A game company" ...but then some of those same folks are quick to condemn other games for the slightest imperfections.
I'm not defending Project CARS or Slightly Mad Studios. If a game is ready to be sold, then it should be ready to play (free of major show-stopping defects). At least, unlike some other games, Project CARS was actually playably functional on launch day for most customers. Project CARS has only been publicly available for about 2-&-a-half weeks & they've already supported it with a post-launch patch, while openly stating other issues they're actively working on. Slightly Mad Studios is not a big triple-A game company, but many of their actual development staff (not just a "community manager") are responding to customers daily on their official public forums. They may not have done everything perfectly so far, but they seem to be doing many of the fundamentally important things that a lot of other game companies can't seem to be bothered with.
I hate to use the "f" word (no, not the 4-letter one - the one that rhymes with "vanpoy"), but the hypocrisy in praising & defending the repeated offenses of one game/company while condemning the lesser offenses of others is quite telling. I've seen heated criticism of Project CARS coming from fans of a number of incumbent (& far less than perfect) motorsport-related games & simulators. Why don't they hold their favorites to the same high standards? It's like nobody wants their cherished reigning champ to actually have to defend its title against any potential up-&-coming challengers.
Who's doing that? Or are you just venting?
(If that question was in response to my prior post...) I'm not going to "name-&-shame" by pointing out specific individuals & starting flame wars. I was just stating some general observations.


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Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10
Table of Contents Characters Act 1, Scene 1 Act 1, Scene 1, Page 2 Act 1, Scene 1, Page 3 Act 1, Scene 1, Page 4 Act 1, Scene 1, Page 5 Act 1, Scene 1, Page 6 Act 1, Scene 1, Page 7 Act 1, Scene 1, Page 8 Act 1, Scene 1, Page 9 Act 1, Scene 1, Page 10 Act 1, Scene 2 Act 2, Scene 1 Act 2, Scene 2 Act 3, Scene 1 Act 3, Scene 2 Act 4, Scene 1 Act 4, Scene 2 Act 5, Scene 1 How to Cite
Act 1, Scene 1, Page 10
There my Lysander and myself shall meet.
And thence from Athens turn away our eyes
To seek new friends and stranger companies.
220Farewell, sweet playfellow. Pray thou for us.
And good luck grant thee thy Demetrius!—
Keep word, Lysander. We must starve our sight
From lovers' food till morrow deep midnight.
From then on we'll turn our backs on Athens. We'll look for new friends and keep the company of strangers. Goodbye, old friend. Pray for us, and I hope you win over Demetrius!—Keep your promise, Lysander. We need to stay away from each other until midnight tomorrow.
I will, my Hermia.
Exit HERMIA
HERMIA exits.
Helena, adieu.
225As you on him, Demetrius dote on you!
Goodbye, Helena. I hope Demetrius comes to love you as much as you love him!
Exit LYSANDER
LYSANDER exits.
How happy some o'er other some can be!
Through Athens I am thought as fair as she.
But what of that? Demetrius thinks not so.
He will not know what all but he do know.
230And as he errs, doting on Hermia's eyes,
So I, admiring of his qualities.
Things base and vile, holding no quantity,
Love can transpose to form and dignity.
Love looks not with the eyes but with the mind.
235And therefore is winged Cupid painted blind.
Nor hath Love's mind of any judgment taste—
Wings and no eyes figure unheedy haste.
And therefore is Love said to be a child,
Because in choice he is so oft beguiled.
240As waggish boys in game themselves forswear,
So the boy Love is perjured everywhere.
For ere Demetrius looked on Hermia's eyne,
He hailed down oaths that he was only mine.
It's amazing how much happier some people are than others! People throughout Athens think I'm as beautiful as Hermia. But so what? Demetrius doesn't think so, and that's all that matters. He refuses to admit what everyone else knows. But even though he's making a mistake by obsessing over Hermia so much, I'm also making a mistake, since I obsess over him. Love can make worthless things beautiful. When we're in love, we don't see with our eyes but with our minds. That's why paintings of Cupid, the god of love, always show him as blind. And love doesn't have good judgment either—Cupid, has wings and no eyes, so he's bound to be reckless and hasty. That's why they say love is a child. because it makes such bad choices. Just as boys like to play games by telling lies, Cupid breaks his promises all the time. Before Demetrius ever saw Hermia, he showered me with promises and swore he'd be mine forever.
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OLD PARKED CARS.: 1956 Buick Century Coupe.
Very nice!!! always enjoy seeing some 50's Buicks runnin around. that hood scope is so cool. I would love to drive that around everyday, It looks like too much fun.
Oh man, that is one mean looking Buick. Would love to drive.
If you made a movie about the end of the world, this is what the bad guys would drive. I'd hate get run over by one- this tank is huge!
If only all car research was this easy.


text:
Thought for the month
"There are decades where nothing happens; and there are weeks where decades happen" Vladimir Ilyich Lenin. 1870 – 1924
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