Rich Alderton — Bouncing Back and Bouncing Higher: Adapting to Change with Resilience

What's your dream? What's your goal? What's your motivation? What's important to you? What's your passion? What can you do to change the world? This is What's Involved. Conversations with thought leaders and change makers from around the world. Hear stories of hope and inspiration to help motivate people like you to live your life. Find your passion, passion, and live your dream. Together we can all bring positive change to our world. Now here's your host David Watts. And once again it is What's Involved, another special guest today. I was fascinated when I found out about this man, I thought I need to talk to him some more because as I think I'm I'm getting you know my head around some of these IQ EQ things he comes up with something new and not only is it something new it is something that makes a whole bunch of sense to me. Who is he? He is Rich Elderton and what we're going to be talking about is something called adaptability intelligence. Hello Rich welcome. Good morning hi David thanks for having me on. That's an absolute pleasure as I said I was I was fascinated when I came across you and what you did. Adaptability I think this is kind of you know we're right in the middle of those times because many of us never thought that this this last two years would ever happen. I mean I certainly didn't see it coming and change. I always say that you know I'm all about change I just don't want to be around when it happens and we've had to we've all been been forced to change so before we get into what adaptability intelligence is. Rich tell me a little bit about yourself give me your history and how you got to where you do today.

Okay thanks yeah so I come from a very stable background and I I wonder if that might be the reason that I've had such a love of change my whole life my parents were were both medics and I grew up and lived in the same village in in Southeast England and and maybe that gave me the wanderlust that that I eventually found because I ended up living in several parts all over the world but my journey really professionally started when I left the university I I started off making gummy bears on the shop floor up to my arms in gelatin it was a it was a glamorous start to the career but I progressed through there and ended up running a billion dollar global supply chain for a big dairy company a job actually that took me to South Africa several times we had a an office in in Pinetown in Durban but from there I ended up reinventing myself again to be CEO of a sales and marketing division of the company running down under so so I relocated down to New Zealand where I ended up living for nine years and where I set up the business because it's a privilege huge privilege to become a CEO you have an oversight and an overview of the company that is rare and of course you get to do lots of different things it's a highly varied job but what I really saw on my journey you know from the shop floor through to to the boardroom was that it didn't really matter where people were from what their background was how old they were what level they were in the organization I concluded that most people resist most change most of the time and that's not really quite so surprising when you consider that we are pre-programmed we evolved to perceive change as a threat to our security it's why we're still here as a race fifty thousand years on and you know we've outlived the saber-tooth tiger which was you know above us in in the food chain so having made that connection I realized that I'm I'm quite lucky I'm certainly not unique but it seems to be rare that people have as much of a love of change as I do I kind of just decided that I should dedicate my entire professional life to helping as many people as I can to enjoy changes as much as I do being CEO was great but there are parts of the job like making rich people richer and and stakeholder management and having to involve lawyers every five minutes to make sure that you've told the markets what you should be telling them and not telling them what you shouldn't be and you know all of that bureaucracy that goes with it and I just decided that I wanted to dedicate myself to this this cause of helping people become more adaptable and and so having been down under for five years and I wasn't really ready to leave you know New Zealand is an absolutely fantastic country so I set my business up down there back in late 2014 and yeah picked up a good few number of clients and and then we were never going to be down in New Zealand forever and we've got friends and family back here in England so what was supposed to only be a three-year journey ended up being nine years I stretched it out as much as I could but but we had to come back and I'm very glad very glad that we did too so we came back three four years ago and so after that world tour of living 20,000 kilometres from from where I grew up I'm I'm now a mile down the road from from my parents who luckily are still very fit and healthy so so yeah so I transferred the business the good thing about setting up the business down there was I knew that being a consultancy of course it would be highly portable and so so I brought it back here little did I know that the disruption that Brexit and then Covid and then you know Ukraine would happen you couldn't write this script if you were trying to convince people that the world is changing and changing in ways that we could never see as you said in your intro then the last two years have really surpassed even my expectations of just how volatile and dynamic the world is and the amazing thing which is is that you know number one that you do you sort of zeroed in on this idea of change and adaptability and and before all of this happened did that help you in terms of when Covid started and then obviously I mean the world is still in turmoil I'm waiting to read a news report that says the zombie apocalypse has started but did it help you did it help me in terms of getting people to understand how important adaptability was well number one yes that but also more importantly in terms of your own business because I know many many many businesses across the world and particularly the smaller guys were hit incredibly hard and there were so many job losses it was frightening were you able to weather that storm because you'd set your business up the way you had okay so there are a couple things that's a really really good question the first was it wasn't a level playing field for me because sooner well just as we all went into lockdown and I had to I had to go through a couple of changes of my own that that I hadn't foreseen isn't that always the way with with a lot of change and just literally at the time that the UK was going into lockdown I was told that I had cancer and I was told I had cancer of the tonsils I mean who even knew that was a thing right and so they'd taken my tonsils out and I knew I was kind of 40 years too late to the party to expect to be given ice cream but to be given the news that you know I had cancer I thought was a bit harsh so that that took me out of quite a bit of 2020 but I was given the all-clear and always well and and I actually found out that I had a very mild form of cancer so I was at the very lucky end of a unlucky spectrum and I'd only been given the junior part-time off-peak associate membership of the Big C Club and yeah tonsils is a is a fairly minor thing especially if you get to it early which luckily we did and then I had about six weeks of grace and as the UK went into second lockdown I just restarted playing field hockey but then that all stopped because of Covid and no games were happening so I started running now you can't see me but I'm not built for running but every time I do a fitness regime and a boost you know whatever fitness standard I am I normally get better but that didn't happen this time the more that I ran the less distance I could go before I ran out of breath then I started having this pain in my chest so of course it's obvious when I say that what's going to happen next but it wasn't obvious to me because only 18 months before that I cycled the length of Britain with some mad friends so I thought well that can't be it can't be anything heart-related for me and of course it turned out that it was and I ended up having a triple bypass just just a year ago and so I'm I'm actually in better shape now than I've ever been I've bypassed all the dodgy bits of my arteries and my heart was never damaged my I know that I haven't got cancer because they keep prodding and poking me and shoving cameras down my nose so I'm I'm in really good shape but all of that kind of kibosh my my reentry back in into UK life now the other part of the answer to your very good question is that you'd think wouldn't you that all of this it's like I'm a soothsayer you should talk to me about adaptability because the world is going to change in ways that we couldn't predict oh look it happened rich you must be some kind of genius let's form an orderly queue outside your door and to talk about how we can make our organizations more adaptable well that hasn't happened which is a bit of a surprise to me so here's how the conversation goes whenever I have a cup of coffee like we virtually are right now David do you think that adaptability is important as a life skill as a commercial skill as a social skill in a world that is changing fast yes absolutely okay what are you doing about that absolutely nothing we we we do general leadership training for our people you know the standard communication stuff and constructive conflict and strategy setting and the importance of culture and all these good good things okay so you're not you think it's important you're not doing anything about it does that mean that you think that your people are already as adaptable as they need to be oh goodness no every time we start a project we have to get over huge amounts of inertia and that doesn't seem to get any less the more projects we do it's like chain change projects change what people do but it doesn't change their relationship with change okay so you you understand that your world is moving fast do you think that your external environment is moving faster than your internal environment hmm well yeah it's probably moving faster than we are so what's the only logical conclusion of that situation if your world is moving faster than you are the only thing that can happen in that situation is that you will start to fall behind if you're not already until you fall over and you know when you follow that train of logic of thought it's like the scales fall from people's eyes but um what it's surprising to me that that people need to have that spelled out to them so happy I'll be delighted to get your view David on why you think that that might be or have I just met a whole bunch of unadaptable people I don't know which this is something and I'd like to get into this so I tell you what where we come back let's dive a little bit into this and talk about this adaptability thing because yeah as you mentioned we are hardwired to stay in our comfort zones but we'll chat about that when we come back this is what's involved my special guest is Rich Alderton and we're talking about adaptability intelligence yeah when we come back let's see if we can unpack that a little bit more this is what's involved don't forget to subscribe and leave a review more next and we're back it is what's involved my guest is Rich Alderton talking about adaptability intelligence so the question was do I think that there is a need for for adaptability intelligence I do I must be honest which I do and if I think just think back to myself and and and one of those things that I'll give you a prime example of is is when we started off this conversation you started it off all prepared with your video on and my camera wasn't even plugged in because I hate video I think it makes me look like a big wolf and and that is something I mean gosh everybody's doing it at the moment why am I so worried it's not like I've I've got a third eye or you know I've got warts on my nose or something I'm okay I guess but there's this resistance to change all the time and I remember I think was Tony Robbins who said that we do things for two reasons we're either moving towards pleasure or away from pain and I think for a lot of people maybe this resistance is like no I don't change anything I'm comfortable where I am what worries me is that people are saying yeah no it's a problem but are they are they fixing it are people addressing this because when I as I said when I came across your info which I thought this is something everybody needs yes good go tell your friends tell 50 of your closest friends please so let's unpack this a little bit a little bit more because you know I'm I'm one of those rather strange combinations of people who don't like change I do get traumatized and yet I am an entrepreneur we run a digital agency I'm on radio I do the podcasts so I put myself out there you know but ask me I'll tell me tomorrow that you know we're gonna have to move house or something and I'm an absolute wreck where do we start how how do we do this because a lot of times you know they go who was it that said as men thinketh but this man thinketh a lot but deweth a little ah ah okay now it now you're getting to it okay so why do why do we resist change okay before before we you know the road the road to adaptability to mastering adaptability starts with understanding why we resist change and as I already said you know we have evolved to perceive change is a threat to our security so the most primal reactions that we have to change particularly change when it's presented to us I mean change that we inflict on others that's a whole different ballgame right and but the the change that happens around us COVID you know war in Ukraine whatever it is the things that we cannot control but we have to deal with that you know they're unwanted they're unplanned and yet they're unavoidable and so our most primal reactions are fear and anxiety I do not believe that you can have a conversation about how to deal with change and how to become more adaptable without having a conversation about fear and anxiety now I never said I ought to be a well-being expert and I certainly wouldn't classify myself as one but I have done enough research and learning and understanding and after 25 years of leading change you know in some of the world's most innovative organizations all over the world and you know I've I've been I have inflicted change upon others plenty of times and I've also been a pawn in the game myself and I know I know what it is to feel fear I know what it is to feel anxiety and anxiety by the way is is the emotion that makes you think without acting that which is what you were talking about David interestingly fear is the opposite fear makes you act without thinking so there's just a nugget there maybe for for your listeners that one of the first things we need to understand is that fear and anxiety although they are used interchangeably in common parlance they are in fact quite different things that we've identified at least five differences between them but if you if you think about fear and most primary action that whole fight or flight everybody understands everybody's a biochemist right because everybody understands that the fight or flight response but we are afraid to talk about fear at work it is not something that we discuss we might getting much better I think at talking about anxiety and mental well-being but people are still afraid of change and you know I've put strategies in place that have caused people to feel fear I've put strategies in place that of course people to have to lose or change their jobs and as leaders we can't shy away from that because if we don't then the organization won't move forward and then they'll be bigger Armageddon for the whole company later on but we do have a pastoral responsibility of care that if we are going to inflict that kind of strategic damage on people we need to look after them as best we can we need to treat them as we would want to be treated or somebody said to me the other day we'd need to treat people as they want to be treated along the way so so the first step in becoming more adaptable is learning how to control your fear which can absolutely be done you can't stop feeling fair but you can learn how to control it and that's one of things we teach and you need to be able to manage your anxiety and according to bodies like the American Psychological Association anxiety is highly treatable the problem is truffle hunting it out because we're all world class at hiding our anxiety right and and our closest nearest and dearest at home and at work sometimes don't know what goes on behind our face because we we keep that hidden so the first thing to do is effectively get out of our own way control your fear manage your anxiety then all of a sudden you can start to think clearly and you can start to see change for what it really is and this is where I get excited because a lot of psychology basically psychology as a study has been around for 150 years but it was only in the 1990s that we really start of positive psychology up until that point all of psychology had really been focused on neutralizing and a negative but that's not good enough that's not good enough for the kind of lives that we want to lead right so what we've got to do is once we are not afraid of change or anxious about change anymore then we've got to go to the next level which you start seeing change as two things one it's the best chance we're ever going to get to make a difference to add value to society in ways that the status quo can only dream of and the second thing it does is it gives us the freedom to explore the boundaries of what we are all capable of doing if you're if you as an organization want to achieve results that are beyond your current reach you have to let your people go beyond their current boundaries to go grab those opportunities right that just makes sense that to me is what empowerment really means it's about going out there from your comfort zone as you quite rightly said earlier on and and taking that step that uncomfortable step by definition outside of your comfort zone and then just exploring not the world but your world and finding out where the limits are of what you're capable and comfortable doing and my guess David is that that's exactly what you do you say you don't like change and yet you do it and that to me says that you have some drive you have some ability to control your negative emotions these raw negative prime and emotions that we have about change and you're actually driving through that to the other side to where you can see change will deliver you or your purpose the people you care about the people you want to help in the work that you do for example getting these kind of messages out this wouldn't be happening without you yeah and and I've got to tell you you know you're absolutely correct and I always think back to my mentor and he always used to say to me fear you can look at fear two ways and he used to break it down and the one reaction to fear is and this is a family show so we can't swear but it's F everything and run or the other one according to him was false evidence appearing real and he always said to me you know think about it just just think about this because we are programmed it's a knee-jerk reaction okay it's it's that little little sort of our brain called the amygdala which is is there to go nope we got to keep you from dying and you know another thing is that whenever I used to go through anything the question afterwards and I find myself asking this to people these days is but did you die you know you were so afraid of this but did you die and the answer generally is no otherwise several of us would have a problem but let's get deeper into this when we come back this is what's involved my special guest is rich elderton we're talking about adaptability and is that a form of intelligence we'll find out more from rich when we come back we'll be right back with more what's involved David would love to hear from you to leave a voice message visit what's involved calm and click drop me a voice note and we're back with what's involved my guest is rich elderton so rich before the break I mean we established that that a lot of us do this and and yes we can power through it is it fair to say though that that this is a journey nobody can force you to take you have to kind of make that decision yourself and then it's not easy okay at least in my in my instances it hasn't been easy but the results are amazing no one can force you to change sorry everybody can force you to change you will you will use this new IT system we are going to put a bypass through your house and you're going to have to move no one can make you adaptable that is between you and your innermost workings so you're absolutely right that one of the first things I say when I start talking to exact teams is that there's only one person in this room who can make you more adaptable you know and guess what it isn't me and I can I can pave the road so I call it a roadmap the adaptability intelligence model is a roadmap and along the way it's filled with a whole bunch of antidotes to counter the reasons that we resist change and a whole bunch of stimulants to boost the reasons we love it but whether you pick those tools up and use them is entirely up to you all I can do is is be the cartographer here in this process I don't remember my mother's mentor of mine was he'd had some exceptionally colorful language and and little stories and one of his favorite ones is and I've edited it out now to to fit into this this environment is you can lead a horse to water but you can't force it to do bad things to the fish but adaptability is is there something that we can do I mean you're allude to the fact that we can change this but I mean everybody tells you about the age of what five or six seven yeah hardwired in that's it that's who you are in my experience I found that to be untrue but that's just because I started to look at things so what do you have to do where do we start okay another great question you should do this for a living I should hey so yes there's there is that old adage but there's a there's a very good understanding now in neuroscience of this phenomenon called neural plasticity which is that you've can change your brain you can change the physical pathways of synaptic flow through your brain so you can change your own behavior and it and you bring up a really really important point because there would be absolutely no point in becoming on your show if if there was nothing that anybody could do about their adaptability now most people think that it's fixed in stone why because when I asked people this question what what emerges is that people can't actually remember the last time that they became more adaptable that that their relationship with change itself changed so if you've got a whole history of being you know this level of adaptable when you see people around you some of whom are much more adaptable and some of whom are less and you just think well they were lucky though that you know that was a gift that was given to them at birth and it's baked into our DNA and there's nothing I can do about it oh one we're hardwired by the age of seven and you keep getting all of these messages and reinforcement then of course you're going to believe that it is something that's fixed in stone and the very good news of course is that it isn't nothing could be further from the truth and the reason that we call it intelligence isn't to try and sound you know all academic and clever about it it is to convey the message that it is something that can be learned intelligence is defined as the ability to acquire and apply knowledge okay so there is a whole bunch of knowledge that you can apply that that I've assembled and curated from all of my research in the fields of psychology and neuroscience and all of the experience I've had leading change myself in the field and and you can apply that knowledge or not depending on how adaptable you want to be so here's the thing right now if you say to any leader and please do try this at work if you say to your leaders how do you manage change how do you prepare your people for change then their knee-jerk response will be either one of two things either look people are just gonna have to get on the bus or get off it which is absolutely brutal and it will break the company sooner or later that dictatorial approach has no sustainability the other way that they'll do it is that they will say if they're in any way proactive and modern and progressive is they'll say change management a phrase that is familiar to most leaders now it's been around and for about 30 years and it's proven to be very successful at getting projects over the line quicker because it looks after the people and the people are the bit that slowed projects down here's the problem though when you are dealing with some of the most difficult risky expensive disruptive things that a company can ever do put a new IT system in change the organization structure launch a new product what what these leaders are effectively doing is saying oh and by the way on the side while you're doing that can you make people more adaptable during that project well one the project doesn't have time it and it's it's constrained in time in money in scope in resources and and the other thing is that people don't just change their behavior during the course of a project especially when that behavior is so deep-rooted as is our relationship with change you know that primal fear of it being a threat to our security so a key message I need to get over and a challenge I'd love to put over to your to the leaders who are listening to this is that change management is really good at changing what people do I was using this transaction now I'm using this transaction I was selling this product now I'm selling that one but it is really absolutely rubbish at changing people's relationship with change it doesn't make your organization any more flexible than it was if it did the more projects you ran the easier they would get and unless that's happening to your listeners in which case I'd love to hear from them then change management doesn't work in terms of driving adaptability it is such an important life skill and corporate skill that it is something that deserves surely to be a project in its own right not something that we do on the side sorry for that rant no 100% and when you're talking about this the fact that it can be learned a good friend of mine a couple of years ago had two aneurysms in his brain one after the other prognosis at the time was well it's a miracle that he survived but this is him you know he's going to be like a cabbage for the rest of his life fortunately for him the people around him said that that isn't the only answer and they he joined a wonderful organization here in South Africa called headspace which is they're all about dealing with with trauma and my mantra is neurons that fire together wire together yeah and all the various interventions that these guys did he's now damn near back to where he used to be you know he's these parts of his brain that were destroyed but he's now rewired this and he's rewired all of these goodies because of this these practices and then he's nearly back to where he is I mean walks talks has a sense of humor all of the things that they said he'd never be able to do he does so neuroplasticity is definitely a thing we're running out of time as I always do people get so tired of me saying we're running out of time but we are when we come back it's a see you know a couple more tips from rich on how we can become more adaptable and also you know he's been there so maybe he's got some solutions that he can provide to us as well this is what's involved my guest is rich alderton we'll be back in a bit hey like what you're hearing share the podcast with your family and friends and spread the word this is what's involved and we're back wrapping it up with my guest rich alderton right here on what's involved so rich we now know hopefully that we can become more adaptable they are certainly benefits to being more adaptable I mean we all had to adapt during the pandemic so it can't be that hard although what I've noticed is I equated to a rubber band you know we all stretched ourselves during the pandemic and as soon as things started calming down that rubber band went right back to where it used to be and we all became very comfortable so if you're a leader fantastic but also if you are somebody that is working in whatever environment how how do we go about this just give us just a couple couple of little pointers sure I'll do that before I do that can I just say to your rubber band point there is a difference between resilience and adaptability resilience is defined as the ability to bounce back particularly bounce back from adversity and that's exactly what we've seen around the world with Covid people cannot wait to get their lives back to exactly the way that they that they were that's that's not entirely the case hybrid working for example I get that but but resilience is what palm trees do in a hurricane right they bend as we all had to encode it with the wind and then when it was over they go back to being the way that they were that is not being adaptable adaptability is all about having the ability to bounce higher so to come back from adversity and then actually you know use that positive psychology to go the one step further so adaptability is about being able to see even negative change as the opportunity to make a positive difference you know a blind friend of mine has gone on to do things that he says he would never have done as a blind person like climb Kilimanjaro and cycle the length of the UK and he's really used what something very negative that the rest of us hope would never happen to us he's kind of glad that it did because it's pushed into new heights that's that's really what an adaptable mindset looks like now let me give you a couple of a couple of antidotes to why we resist change I've talked about fear and anxiety so let me give you very quickly one each so the the antidote to fear we know it's all about fight or flight and we at our knee-jerk response our instinctive response one of them is to run away from the source of the fear makes complete sense when that sort of theories you know got big sharp teeth but in the modern world we need to run towards the source of the fear so this antidote is called discovery so don't don't fight the cause of the fear itself fight your response to that you have to overcome your initial prime instinctive reaction and run towards that fear find out everything that you can about it because once you know knowledge is power once you understand where you are however bad the situation is however irreversible it is and you wish that the world was like it was ten seconds ago but that that that world is never coming back so you might as well find out everything you can about this world right now because now is when you're going to need to make the best decisions of your life not when it's an easy street not when it's in steady state running but when the stuff hits the fan that's when you need to be thinking clearly that's when you need to have all the facts and data around you that you can muster in that time to be able to make the best decision that you can and that will give you some confidence to face the future and that confidence itself will reduce that adrenalized response okay so that's the first one discovery it's easy you know what that took me 35 seconds it's easy to say it's very difficult to do and it needs practice but it can be done okay the second one is anxiety now remember I said the difference between fear and anxiety was that fear makes you act without thinking anxiety makes you think without acting there's another difference between them as well which is that fear is your reaction to a clear and present danger it's all about the present it's it's it's real well let's assume it's really it feels real in your in your mind anxiety is your reaction to what you think might happen at some point in the future it's all makey-uppy and a lot of what we're anxious about never actually happens but given that anxiety is a result of our imagined future negative states the perfect antidote to that of course is mindfulness what I call informal mindfulness of just living in the moment so I'm not talking here about the more technical stuff like meditation and yoga and all of those things that need lots of technique just learning to live in the moment and this this has been of particular benefit to me I was not a mindful guy at all when I was climbing the corporate ladder and being a CEO but running my own business and all the ups and downs that go with that mindfulness has been very useful for me so the idea of mindfulness is that you live in the moment anxiety lives in the future they are equal and opposite to each other so the more that you can be mindful and just be grateful for what you've got and it's mindfulness is about letting go it's about letting go of the past the future judgment it's about just living in the moment and accepting and being grateful for and noticing what is going on about you right here right now and I guarantee you the more you can do that the less anxious you will feel so I hope those two are given indication of just how practical and simple these these solutions are simple to understand anyway it absolutely does and again I revert back to my mentor that I had and one of the exercises that he'd suggested I do is because of the way I'm wired in terms of the anxiety specifically is write out a what-if plan so what happens if the proverbial purple does hit the fan make your plans and then keep that in in your bottom drawer so if that ever by some miracle happens you reach into your drawer you have the plan for it and you can deal with it and that was a great place for for me to start as well and I totally get you on the on the becoming more mindful route but now rich if we don't want to do this by ourselves do you offer any form of of training you know adaptability finding at how to raise our adaptability intelligence yeah so I do anything from one-to-one coaching if you if you don't even want to talk to me and you know that's that's understandable - there's there's the online e-learning course that we've got on our website then through to one-to-one coaching and then the full adaptability intelligence program is a seven-day program that runs over six to twelve months depending on what the client wants and typically I'll go in and work with exec teams and associated leaders working with teams of 15 to 20 people at a time so organizations of all sizes any industry you know as long as long as people in as long as organizations employed people then then the chances are there's a there's a reason to have a conversation wonderful stuff now rich if we do you want to find out more what's the best place to go to you okay so all of my contact details are on the website which is www.highperformancechange.com that's all one word high performance change dot-com and go to the contacts page there's loads of blogs and information in there and there's a couple of videos on there as well access to the e-learning course and and my phone number most importantly and as I've indicated I'm still working with clients in New Zealand so yeah have phone call world travel yeah absolutely in today's times you've got to be prepared to do a lot of this stuff remotely so the website highperformancechange.com you can also find rich on LinkedIn just look up rich elderton and you will find him there lots of interesting stuff there as well it's before I let you go my final question that I love to ask my guests is you've walked this path you're on this journey what's next for rich well I have no desire a lot of my friends are are retiring at the moment and I set this business up when I was 47 and I said to my wife at the time if this goes well and if I can make a living out of this and I might only be halfway through my career because and I think you've had guests on before talking about their purpose and I figured out what might took me 47 years to figure out what my purpose is so what's next for me is just growing this business and reaching as many people as I can and getting the kind of emails that I get when I do get through to people and I managed to help them change how they live their lives and that just gives me the ultimate buzz and and I just love to keep on doing more and more of that until you know the cancer or the heart disease finally gets me or something does but but until then I'll just keep going wonderful stuff yeah don't wait look a little bit of you know to give you a bit more perspective there it's I mean I'm going on 55 and I still don't know what I want to be when I grow up so purpose well done to you mate thanks very much there we go that wraps it up my special guest rich elderton it's a L D E R T O N you can check them out on Facebook or as we said go to highperformancechange.com you'll be able to find out a whole lot more from there wraps it up for this edition of what's involved to each and every one of you look after yourselves take care and thank you for listening thanks for listening to what's involved we hope this episode inspires you to find your passion and live your dream don't forget to rate review and share the podcast and to see what's happening what's going on and what's coming follow what's involved on Facebook and Twitter and what's involved thanks again for listening