 Felly, rydyn ni'n gwneud eich cyffredigau sydd yn yw'r ysgolweithol. Felly, mae'n rhai. Mae'n rhaid i'w gweithio i'r ysgolweithol, a'i oedd gylwydwyddau'r ysgolweithol. A'r ydych chi'n pryny o'r cyfriflo'r ysgolweithol, mae'n meddwl i'r ysgolweithol o'r cyfriflo hwnnw, rydyn ni'n meddwl i'r teulu allan yn meddwl i'r llwyllig. Rydyn ni'n rydyn ni'n meddwl i'r ysgolweithol. Waith i ni'r wneud. Y'r ystafell. Mae'n ddim yn dweud o'r bydyn. Mae'n gwunio gyda'r bydyn o'r bydyn. Ysgrifennid iawn yn y ddylay. A'r hyn yn fawr yn deall iawn i gael i ddim yn ddim yn fawr i ddweud a ddim yn gwybod i ddim yn fawr yn fawr ac yn fawr i ddim yn ddim yn fawr. Mae'n ddim yn ddylch i ddim i ddim yn ddiddordeb. Rwy'n ddim yn gwybod i ddim yn yn ddiddordeb, y maen nhw'n yn digwydd o'r ffordd am bobl. A dwi'n ddweud yw'n y Python i leilio. Mae'nhaith yn dweud. Mae rhai a'n fyddi gyda'r bydd. Ac maen nhw ddweud efallai ar hyn yn amlwg, rhan fydd angen nhw'n nhw. Center o'u ddigwydd, Mae'n ddweud o'r guniad yn y pryd yng nghyrch ei dda i arddangos, mae'n bellwch. Rhaid? Yn mwy o'n ddefnyddio gan gweithio'r cysylltu o bryd cymdeithasolauer, ac mae'n gweithio gweld ychwanegu howe'n yn siarad. Mae'r ddweud yn allan. Rhaid eich drwy'n mynd i'r ysgol. Felly mae gen i'r gwasanaeth. Mae'n ddweud yn dda i chi'n cael ei rhoi'r ystafell yn baitfynol. Ac mae'n ddweud yn gallu, mae'n gallu'n ddweud yn ddigon. Elin Rhywbeth wedi gweld y ffwg fel yddech chi'n amlwg ar gyfer yr oedd o'r argynno yma yn ei ddweud. Ac mae'n cael ei ddweud yn ddechrau yn ei ddweud, Mynd i'n gofyn i tirwyr gyda'r gwellach hwnnw. mun Dim yw mynd pobl ar junio, gallewch a chynydwch ar verwyddoedd. Felly dyna rhan o'n gweithio ar y ffordd mae'n gwneud i weithau hynny. Rwy'n gweithio am ynw yn gweld ei digon i weld eich prinsbyn. Llyfr yw'r gwneud hefyd i chi'n gofyn swyddfa i'n feddwl i gymryd gyda'r gweithio oherwydd ei wneud i mewn cyfodol i ddweud i chi ddisfiwn ar y hun ymddangod ac ydych chi'n gallu bod yn cyfrifio chi'r organiadau ynddo i'r ffyrdd i yw'r gweithgol, ac mae'n gweithio i gyd ar y cwlltio ar yr organiadau. A byddwn i chi'n credu'r 8 prinsibol, mor hyn yn gyflawni'r mawr oedd mae'n cael ei ffrifio'r cynlluniau yn gweithio'r gweithgol. Mae'r gweithio'r gweithio'r gweithgol a'r gweithgol a'r gweithgol a'r gwaith yma. Felly, mae'r gweithgol. A'i wneud o'r cyfrifio'r gweithgol. Ten yw Martin Luther King. One is you're the Daily Mail. So, the second principle they all have in common is they engage in projects that are bigger than they are. So, I got this from looking at the work of Daniel. Daniel's a philosopher and quite a good father Christmas impersonator, and he said, well, the occupational hazards of being a philosopher is they get asked difficult questions at parties. So, you know what it's like, whatever profession you work in, you often get asked for free advice. I've got a friend who's a doctor and every time she goes to a party somebody drags her into the kitchen and says, can you look at this pimple on my backside? If you work in banking and people want free investment advice, if you're a philosopher it's worse. You'll be there and she'll be like, alright then, what's consciousness? And Daniel goes, it's my night off, really, leave me alone, I'm having a beer. They've been on about that for 2,000 years. He says, another question he gets asked a lot is, what's the definition of happiness? He says, I've got an answer for that. The best definition of happiness is find something more important than you are and dedicate your life to it. Find something more important than you are and dedicate your life to it. And I think some of the people who are on the stage today have definitely embodied that. There was Vicky from NSF or Carl or Inzo, they found something more important. And you could tell they are happy people despite having to fight some enormous battles. Cos the people that only have a project that's the same size themselves, they're really boring aren't they? All they can talk about is their kitchen extension and what they're going to do when they're retired. They're really dull, I've got a feeling that this doesn't happen. So score yourself and score yourself as a leader and score yourself as an organisation. Does it have purpose? Do you have meaning? Do you have something bigger than you? How good are you at doing that and encouraging people to do it? The third principle they all have in common, I think, that's again been embodied by the people we've seen here today, is this. They believe that you are what you do, not what you intend to do. So you've all had this conversation with yourself. If only people knew the real me, if only people knew the real me, they'd understand what a kind heart is, a wonderful, emotionally literate, environmentally sensitive person I am. And the only reason that some of my colleagues might think I'm a bit grumpy or whatever, is because I don't have the time, I don't have the budget, I have a difficult child and my boss is a Nazi. We all come up with all these reasons why we're not doing the important things in life. And what I found out was that all the time I used to spend doing that was the time the successful optimists took to do whatever they could and wherever they were and just start working. And I want to explain this with perhaps my favourite story of all time, which is the story of Averna Fforsman. And he saved the life of somebody in this room almost certainly. And he's done that because he invented the technique of cardiac catheterisation, which if you don't know, it's like the technique of putting a tube into your heart via the circulatory system. And when he came up with his idea in 1929, accepted medical wisdom was you couldn't even touch the human heart without instantly killing the patient. And he'd seen vets touch animals' hearts and they said, I don't think that's true. I think we can use this technique to get drugs into the heart or open up a valve and even now we use it to get cameras into the heart. But no, it was a crazy idea. But he came up with it and he goes to the hospital where it goes, the people who run the hospital, he goes, what's the idea of cardiac catheterisation? Can I try it? What do you think that answer was? Yeah, they were kind of like, no. That's silly, you'll kill the patient. And relatives hate that. So he said, OK, well, I'll tell you what, give me a patient that's terminally ill. What's the worst that can happen? Just kill him a bit earlier. He says, no, no, no, again, not properly relatives. I'm so convinced he's going to work, I'll do it on myself. And I said, no, you won't because we can't afford to lose a doctor. So you're banned, you do not do this. So what does he do? Does he anything I think a sensible physician can do? He tries to seduce the chief nurse. Now, why does he try to seduce Gerda Ditson, the chief nurse, because she has the keys to the cupboard with all the equipment he's realised he needs to do this experiment on himself. He's going to do it anyway. And he writes his autobiography, I started to prowl around Gerda like a sweet tooth cat around a cream jug. Anyway, they actually become very good friends. They've got a lot in common. They obviously have a shared interest in medicine. And after a few nights out on the wine, he tells his big idea and she says, not only will I give you the keys to the cupboard, I will be your first patient. It's going to be far easier for you to do it on somebody else. So they sneak into the hospital a few nights later. She's tied down to the operating table. He's tapping her arm with some iodine ready to make an insertion. And then he leaves her there tied up and he goes to the next room and starts to perform the procedure on himself. Opens up the cupboard and gets the equipment out and starts to do it on himself. He didn't want to hurt her, didn't want to risk it, but he did need the keys. Never tried self-cardiac catheterisation. It was not easy. He couldn't get it all the way in. Story of my life, really. Anyway, sorry, I used to be a stand-up and sometimes I get on the stage, it just happens. Anyway, he couldn't get the tube all the way to his heart. So he goes back into the room where Gerda is tied up and he unties. They have a bit of an argument at this point. And with the help of another nurse, Ava, they push the tube they think all the way into his heart so he can feel it. He says, let's get down to the operating theatre, let's take a picture of this next ray, and we can prove it works and we're good. They get down to the X-ray theatre, they're confronted by another colleague, a man called Dr Peter Romius, who is outraged by what's going on. He's heard that this has been banned, that the authorities don't want him to do it, and he's like, this is wrong, I'm sorry. So he grabs hold of the tube that is hanging out of Verna's arm and he starts pulling. As you can imagine, smart's a little. Now, Verna does the only thing I think a reasonable physician can do in this situation, which he's decided to kick Peter really hard in the testicles. He pulls off, and they take an X-ray. One is away, they take an X-ray. I'm going to show you the X-ray. This is the actual X-ray they took that night. Verna Fforsman won a Nobel prize for the picture you're looking at, a Nobel prize for medicine. I want to remind you that as a Nobel prize won by breaking all the rules, trying to sleep with a colleague and kicking another colleague in the nuts. You are what you do, not what you intend to do, but what you do anything different than today has been a waste. I think it's nicely summed up by Amelia Earhart. She said the most effective way to do it is to do it. She also said this. Never interrupt someone doing something you said was impossible. So, maybe on a piece of paper or in your heads, just think about something you've been meaning to do, haven't quite got round to, something you should be doing in your business. I mean, this sometimes backfires because quite a few people get divorced after this talk. But, we all talk about what we're going to do, how good are you at doing it, and score yourself? How good is your leader allowing people to do what they say they're going to do and how good is your organisation? The next principle they'll have in common is they understand that making mistakes is okay, but not trying is irresponsible. We all know that. Making mistakes is how we learn, isn't it? You can't learn without making a mistake. And yet, as Carl was saying, we're sticking to making mistakes at school, we're sticking to making mistakes at work, you get fired if you make a mistake, which is a bit weird, isn't it? I've got a baby boy, he's two years old, he's spent the last year learning to walk and run. If I had approached the way he did that and the way that most corporations approach their employees, he'd be like, oh, you've fallen over. You're shit at walking. You've done it again. We're going to get you a chair. No, better still we're going to get another child who can walk. You're fired. It's ridiculous, isn't it? We have to make mistakes, and I think this is really nicely summed up by a great quote from Keith Richards. He was asked how to come up with those amazing riffs. He said, oh, I just start playing until I make the right mistake. I think that's a really brilliant quote because what he's saying there is I am optimistic I'm going to get something wrong in the creation of something brilliant. So we're going to play a game. It's called share a mistake. And I'm going to do it first. I'm going to share a mistake. So I fell in love. That wasn't a mistake. She was an amazing woman. But she's still kind of into her old boyfriend and so she dumped me and went back out with him. So that choice was very nice. But I was pretty upset about it. Anyway, I'm very upset because he was an asshole. Anyway, she worked that out quite quickly and she decided actually she did want to go out with me. So we got back together. But I would have been hurt by the first sort of experience. I thought, oh, God, you know, that really hurt me. So I played it cool. I thought I'm not going to get so involved. I'm not going to let her know how much I care about her because I don't want to get hurt again. Which meant she thought I wasn't coming into the relationship so she dumped me again. Which meant I lost the woman that I love twice. And what that taught me is the fear is hard and the third time I actually became a wife so it all worked out, okay? So you're just going to take a minute now and you're going to turn to the person next to you and you're going to say, here's something I did wrong and this is what I learned and then you're going to return the compliment. Got it? Off you go for a minute. How did you find that? Anybody? Cathartic. That's a good word. It's good to hear. One of the reasons it's cathartic is because it's a great learning experience for somebody else and one of the things to do with a lot of the clients I work with whether it's a corporation or NGO or government is we do this. We create awards for the best mistake. And it's a really good way of changing the culture of a company to actually start embracing risky and innovative thinking because usually you're going, I don't want to do that because I might make a mistake and I might get fired. Now it's like, oh, I'm going to have a go at that because even if I get it wrong, I might win a prize. And the award ceremonies are great. You're really fucked up, Julie. Have a bottle of champagne. Obviously if somebody makes the same mistake three times in a row, fire them. They're useless. But this is a very good way of encouraging creative thinking. And as Catherine Hepburn said, look, if you bail the rules, you're going to miss all the fun anyway. So how good are you at making mistakes? How good are you as a leader at allowing people to make mistakes? And how good is your organisation? Now there are some caveats to this, of course. I don't suggest this to brain surgery students. Just go in and mess it up a bit today. But in places like most of our jobs where we sort of don't involve life in test situations, these kinds of mistakes are really important. By the way, lots of surgeons have this kind of secret group where they do talk about their mistakes and share them because they kill people all the time and you just don't know about them. The next principle they have in common is engineering serendipity. Smashing themselves into new ideas. That's kind of what meaning is about. In fact, there's some badges that you can get out there which say engineer serendipity. And this is basically about smashing yourself into as many new ideas as possible. Now Carl was talking about children. One of my favourite quotes about children is every child is an artist. The problem is we had to remain one as we grow up. So those of you who've got kids, you'll have all had that moment when they're about four or five and they'll come into the room that you're in and they'll say something completely mind-blowing. They'll ask you a question and you go, how did you come up with that observation? And you're going, oh my child's a genius. I can see the Nobel Prize already. Darling, we've raised a genius. And kids come up with these amazing things. As Carl says, usually before they go to school. Now why is this? It's because, educationists will tell you that kids are good at divergent thinking, linking separate ideas together. Now this is rubbish. Kids aren't good at divergent thinking, they're good at thinking. And we become shit at it because we go to school. Where they crush all the ads first, as Carl was saying. And actually one of the things you have to do is maintain that ability to smash yourself into as many new ideas as possible. Because that's where all the creativity comes from. Steve Jobs said this very famously, he created people feel guilty because they didn't really do it. What he means is they spend all their time going around looking at different ideas. Eventually that idea and that idea become just an obvious thing to do. So you've kind of got to be an intellectual slut. You've got to smash yourself into it. You've got to let your employees and your staff do that. This is one of my favourite examples of that happening. This is Clay Marzo. So Clay, this is amazing surfer. And he came out of nowhere to win loads of world championships in surfing. People said, Clay, who are you surfing heroes? Tell us about your surfing heroes. Who teaches you surfing? He says, I don't study surfing. He says, I study motocross. And I try and translate motocross moves into surfing moves, which is why I'm doing something you've never seen before. So this is a famous sort of thing, but I do believe it's true. This is what happens. So another thing I do with a lot of the people I work with is even money and time to do random shit. Honestly. And it will boost the creativity of people. And I do this with my own wife. So we have this rule that every month we try and take the other one to something we think they're going to hate. Just to try and get some new ideas in there. And I just want to share this with you. My wife took me... This is no word of a lie. We have very different tastes in arts and culture. My wife took me to see a temporary dance version of Dracula. Now, if you know me, you will also know that that is literally hell on earth. That is the last place in the world I want to go and spend one of my free evenings. But because we have this deal, I said, no, I'm going to go away. I might learn something from it. I loved it. I was pissed, but... Preemptive strike. I thought, I'll get drunk first. I loved it, but it also changed my life. Because I sat there and I suddenly realised it suddenly struck me watching those dances that they did everything athletes do into onto music and with elegance. And it made me think about the human body when I hadn't thought about it previously. And it made me think about my own body in contrast to those dances. Now perhaps I wasn't really doing what I should be with it. I was out of shape. And as a direct result of that performance, a considerably slimmer version of me is now standing at the meeting conference than would have been if I hadn't gone. It's a quick game. In terms of the person next to you. And recommend it. Give them a gift. Something you think is awesome. Could be anything. This came out of a workshop we did recently. When you're at McDonald's, dip the chips in the milkshake. It's fantastic. Turns out it's really good. Could be try skydiving, but give a gift to the person next to you. This is something that enriches my life system that I like. I'm going to recommend you try it. And just do that 30 seconds each. Hands up. If you got something in that game, you thought, you know what, I am going to try that. OK, let's have some of this. OK. What did you get? Running. Running. OK. Keep your hands up. What did you get, sir? That's also a little bit of criticism, isn't it? That's not fair, isn't it? What did you get, madam? Flying a helicopter. Flying a helicopter, you? Walkour jets with hummus. Walkour jets with hummus. I'm going to try that myself. Is that again? I can't hear you. Shout out. So look, as a result of just what, one minute there, people in this room are going to go and try something different. We did that and that could change your life. You might die flying that helicopter. Who knows? If you can create that much serendipity in a room, make that many changes in one minute, imagine what you could do if you embraced it as a concept in your business and in your life. So ask yourself, how good are you by engineering serendipity? How good are you as a leader and how good is your organisation helping those things happen? Next principle is, think like an engineer, not like a politician. So one of the things I've learned from the work I do is that people divided by politics are very soon brought together around projects. You ask people to build stuff and then politics tends to disappear. You don't get bridges from a left-wing or a right-wing perspective, do you? You don't get Tory bridges and Labour bridges or God help us with Liberal Democrat bridges. You get bridges to just get better and better over time because people are committed to evidence and working together in teams. They think like, when you think like an engineer, not like a politician, you get results. My favourite example of this is the story of Michael Faraday demonstrating the Faraday call which is a capturing of electricity basically for human use to the Chancellor of the Exchequer of the day. The Chancellor of the Exchequer said, Mr Faraday, this electricity is very interesting, but what is it for? And he said, I don't know, Minister, but when we find out, you will tax it. We remember the engineer and we do not remember the politician. Now I'm going to share with you the ultimate principle. This changed my life and helped me to have a mortgage and become successful actually. I would say this is the most life-changing thing I learnt and it's about playing the long game. It's about how to lose. And it works like this. When you have a new idea for creating a more meaningful business, making the world a better place forever, when you try to introduce a new idea to a society or to an organisation or anywhere, most people don't really want to engage with it for all the reasons we know. Now I'd like to characterize it by saying, 10 investors, 10 people on a board of directors, 10 colleagues, 10 kids, whatever. I've got this new idea. I've got this new idea for how our business could be more meaningful, how it can be more sustainable, more humane, more equitable, more just. Can we try it? Now what happens in most organisations when you come up with a new idea and introduce it to the organisation? Exactly, something like that. Thank you for demonstrating. Essentially, blank stares and people are going, talking to me. We're not interested. But what happens is that maybe one person comes around. This person was always crazy. This is the person you go drinking with. And you're sat in the pub with this person to go, I don't understand why they didn't go for it. It's a good idea, you know. I had better faith in my colleagues and then you go, oh, it's not their fault, it's my fault. It's my fault because I didn't present the idea well enough. It's a presentational issue. Instead of heard me, surely they'd go for it. So clearly I must have just fluffed the way I expounded them. So you think, I'll try it again. So you go back into that room and you say, look, what I meant was this. We're just not interested. By the way, it's not your pay go to think about that stuff. And we're too busy doing the stuff we were doing yesterday to think about new things. So can you just stop and shut up and get back to what we pay you to do? But maybe one more person comes around. Now you're in the pub with two people. You still think it's a presentational issue. You think, I know what I'll do. I'll move from PowerPoint to Keynote. I'll change it from Arial to Helvetica and they will definitely get it. You go in. One more person comes around. This is where you give up. This is where everybody gives up. This is where I used to give up all the time. Because by now, you might have been trying to get this new idea off the ground maybe for a month, two months, maybe six months. And 70% of the people you like and trust is your colleagues, your friends, your professional group are telling you it's not going to work. And you're thinking, well, you know, I can let this drop now with a clean conscience. I gave it my best shot. People in my industry tell me this is not going to work. You know, I might as well give up and keep my job. And then a brilliant entrepreneur said to me something that changed my life. She said, Mark, that's not the time to give up. It's just a score. All it says is round three. And you have to get to round five. And then she said the thing that changed my life. She said, but if you are not prepared to lose more often than you win until halfway through the game, you will never achieve anything. If you are not prepared to lose more often than you win until halfway through the game, you will never achieve anything. But if you keep going to round five, suddenly this is what happens. And that's what I think a lot of people in the stage they have embodied that ability to just keep going. It's nicely summed up, I think, by a quote from the guy who wrote The Sopranos. He struggled for years as a scriptwriter in Hollywood. He wrote The Sopranos and The Wire and became very successful. He said basically, what it is, is that the road to success is littered with corpses but they are all suicides. When I'm working with young companies, young entrepreneurs, I say, you know the moment you want to give up, except things so hard, that's when all your competitors are. You have to keep going. So how good are you playing that long game? Because we are in a long game to change this world, to be more meaningful and sustainable and equitable and just. I'm going to share with you the final principle that they all have which is don't be cynical. It's very easy to say and it's very hard to do because we are born to be cynical. It's wired into us. When we were all growing up on the African Savannah I took one member of your tribe, your family, to go over a hill without checking for lions, get eaten by a lion, pretty cynical about hills from that moment on. We're always going to look out for something that will hurt us or harm us before we're on the lookout for the opportunity after that. This is why the press always leads on the stuff that's miserable and upsetting because they know it will get our attention. We're in the UK. We pride ourselves on our cynicism, don't we really? It's kind of like a national thing. We're great. We're very cynical. You come out of the womb in this country and they go, oh, bad move. It's terrible out here. It's much better in the past. Here's a daily mail just to remind you how dreadful it's going to be and how at fault you are. But everybody I know gets anything done is able to put that cynical voice to one side. It's probably eight times out of ten. They can't always do it. Because what cynicism is, is the ultimate enemy of our future. What it does is it dresses up your laziness as wisdom. It enables you to say, oh, I'm clever, I'm wise. Your idea won't work. Your idea is too hard. I can do it when people go to me for advice. I can come up with ten reasons why their business idea won't work or their new NGO structure won't work. You know, I've got the right staff, the capital's not in play. I can just come up with loads of ideas why new ideas won't work. Loads of reasons. It's just me being lazy, because if they're right, I'm going to have to change the way I think and that's going to cost me effort. What cynicism is, is a very nice way of dressing up your laziness as wisdom so that you can feel good about crushing somebody else's idea. Everybody I know is successful says, fuck cynicism. I'm going to go and do it anyway. Cynicism is just obedience. It's obedience to the status quo. It makes you a laptop. So, how good are you? How good are you at policing your cynicism? How good are you as a leader in doing that for your staff and how good is your organisation? Can these things be summed up by one idea? I think they probably can. I think it's probably a strapline for meaning. We have to be stopped. We have to stop being created defined by what we own, which is what we've been told by capitalism. We have to start being defined by what we create. That, I think, is the spirit of meaning. Thank you very much for this.