In this episode, we dive deeper into the concept of identifying and leveraging your strategic competency, a topic introduced in our previous episode with Robert Bradford. While Robert provided valuable insights into how strategic competencies can drive your professional and organizational success, this episode takes a closer look at the practical steps and tools you can use to pinpoint and maximize your unique strengths.
We'll cover practical methods for discovering your strategic competencies, discus how to apply them effectively, and share actionable strategies to enhance your personal and professional growth. Whether you're an emerging leader or a seasoned professional looking to refine your approach, this episode will offer valuable insights to help you leverage your strengths to their fullest potential.
Avish also explains the nuances of the Countdown Game, a technique where you reduce a scene or story from one minute to as little as five seconds. Discover how this method helps you cut through the noise and prioritize what truly matters. Learn why cramming everything into a short time frame often leads to confusion and diminished energy, and how to avoid these pitfalls by focusing on the essentials.
Through engaging examples and personal anecdotes, Avish illustrates how identifying your strategic competency can be a game-changer. Whether you’re a business leader, a solopreneur, or simply looking to enhance your productivity, this episode provides actionable insights on how to leverage your unique skills and processes to stand out and achieve your goals.
Hear how Avish applied these principles to his own career, including a memorable experience at a National Speakers Association comedy night that almost derailed a significant opportunity. Discover how embracing your strategic competency can lead to unexpected and impressive results, such as securing a TEDx talk.
Tune in to learn:
- How to break down complex tasks into essential components.
- The benefits of focusing on core competencies in any role.
- Real-life examples of how strategic focus can lead to extraordinary opportunities.
Don't miss this episode packed with practical advice, humor, and the power of saying "Yes, And" to your strategic competencies!
Unedited Transcript
Hello, and welcome back to yes, and with Avish Parashar. Hey. I wanna ask you 2 quick questions. Number 1, have you identified what makes you special? Now I know that's a weird sort of question, and, you know, there's this whole everyone's a special snowflake, so it sort of gets dried in a little bit.
You know, people look down on everyone being special. But really, everyone is unique. Everyone is special. And have you thought about what is unique about you?
What makes you special? And second question, if you have, are you doing anything with it or about it? Well, that is what I am gonna talk with you about today. This is my first real solo episode for the yes and with podcast. And if you haven't figured it out, hello. I am. The format and plan for this podcast is to alternate where every other week, I will interview an expert on some topic. And the other week, the alternating week, I will do a solo episode where I dive a little bit deeper into that topic, but specifically use an improv game to demonstrate how you can take either the overall concept of that interview or one specific thing we talked about from that interview and apply it in your own life.
And I'm follow this episode follows up my amazing interview with Robert Bradford, who is an MBA and a CSP, which MBA is a business master's degree. CSP is a certified speaking professional degree, and Robert has been working with organizations on strategic planning for over 2 decades. He is one of the world's leading experts on simplified strategic planning, which is also the title of his book. Now it goes without saying, if you have not yet listened to that episode, you should really do it because we talk about a lot of great things. Even if you don't run a business and need to come up with a strategic plan, we talked a lot about how us ordinary average people who don't run giant businesses, can use those same principles in our careers, in our businesses, and our lives. Couple key things to summarize from that episode. Obviously, we talked about strategic planning for businesses, what it is, why it's important, and how it can benefit.
We talked about creativity, why it's important, and how you can use it specifically in the idea of continuous improvement. How you don't have to start out with perfect, but the individuals and organizations that continuously improve are the ones that get ahead. Along those lines, we talk about the importance of making small changes. So it's not about waiting until you've got a whole plan. Right? You might think that with a strategic plan. You might think that the point is to sit in your office or your conference room with your team and spend a long time coming up with the perfect plan, and then implement it and execute it exactly as is.
And we talk more about how the idea is to get started and to make changes along the way and how a strategic plan is sort of a living, breathing thing that you're gonna adapt as you go. And then the thing that I wanna talk about in this episode specifically is we talked about the idea of a strategic competency and how that applies both to strategic planning for businesses, but also to individuals. Now what Robert said is a strategic plan is just a combination of skills, processes, and knowledge. That's it. But what's interesting is that when you combine those three things, you often end up with a unique strength that you have, competency that you have that others don't. You know? We've all got skills, and a lot of people have similar skills.
A lot of people have improv comedy as a skill. But do they also have process and knowledge? I have knowledge in leadership and in adapting to change. I've done a lot of research on it. I've worked in industries where I've used that, and I've developed my own theories. And I've also got processes. A lot of people out there do improv comedy. A lot of people talk about yes and, and there's a number of people who do this thing called applied improv, which is where you show how businesses and individuals can use improv, to be more successful.
What makes me unique from them, different from them is the processes. I talk about yes and and improv in a different way than everyone else. I have a system I take people through about around creativity and foundation and how I teach yes and and the ways I use improv. It's different. It's not cookie cutter like anyone else. And everyone has that. Right? The other people out there doing improv and applied improv, they have it as well.
And you have it. You have a set of skills, a set of processes, and a set of knowledge that you have. Now the reason not everyone is crushing it from a strategic planning standpoint or a success standpoint is number 1, people don't take the time to identify their strategic competencies. They don't identify what is their unique set of skills, processes, and knowledge. And number 2, if they do, they don't use it. They think about it, but then when push comes to shove or they forget about it. Or maybe they don't forget about it, but they just assume they can't or shouldn't.
So what I'll talk about here is 2 things. Number 1, how you can identify your strategic competency, your unique strength. Now in my programs, I often refer to this as your core. I think we all have a core. And in a world that is getting busier and busier and changing every day and is changing rapidly every day, and we get, lots of items on our to do list, lots of priorities, it is easy to get lost in the weeds and lose sight of what is really important. And even though we have all these things pulling us in a 100 different directions, we all have a core, which is a few things. 1, 2, 3 things that if you focus on will allow you to be successful.
And if you've read this great book called The One Thing, by Gary Keller and Jay Papazan, It's basically about how everyone has one thing. And the question they tell you to ask is, what one thing can I do that if I did it, it would make everything else easier or more effective or easier or less, sorry, would make everything easier or unnecessary? So if you focus on these few key things, it makes everything else easier, and sometimes it makes everything else unnecessary. And we all have that core. And before I get into explaining a little bit more about what that is, how you can identify, and how you can use it, I wanna use an improv comedy game to demonstrate this idea of drilling things down to the core. I'm gonna play a game called countdown. And rather than, me explain right now, I have a recording of me playing it.
Now this is a recording back in the pandemic days. So this is a recording of me from a virtual presentation where you're gonna I'm gonna take you through the setup of this game, the getting of suggestions from the virtual audience, and then me playing it. Now this is virtual, which means we don't get to hear an audience laughing, and it's always weird doing improv comedy, without an audience's laughter in the background. But, hopefully, you'll get a sense of the game and the humor. And, I just didn't have a recording of me doing this live, but this will give you a sense of the game, and then I'll come back after the recording and distill it down for you. So let me demonstrate what I mean by focusing on the core with a quick improv game. And I just spilled the water on my phone.
Hopefully it works. Okay. Ding happens. So here we go. I'm bringing up my phone because I'm bringing the stopwatch feature. Let me explain what I'm gonna do. 1st, let me ask for some suggestions that I'm gonna use in this improv game.
What I need is a, suggestion of an activity or hobby. Ideally one that's got a physical component to it, preferably one that has a lot of hands motion. So someone said soccer, which would be great, but some way you use your hands a lot. And while those are coming in, let me explain what I'm gonna do. I'm gonna give you a 1 minute lecture on the topic I pick, and I'm gonna give you, like, 3 keys to be great at that activity. Then I'm gonna redo the lecture in half the time, so 30 seconds. Then I'm gonna redo the lecture in 15 seconds, and I'm gonna cut the time even shorter to 5.
So it's gonna be the same lecture, just cut and cut down. This is the most random ridiculous thing I do, but hopefully, it'll be fun, but I'll make a key point about the idea of identifying your core. Oh my goodness. Alright. We got some great ideas. Art, playing on monkey bars, weightlifting, fly fishing, jewelry making, basketball playing the piano. Someone wrote something about, you know, relations with their loved ones.
We're not gonna go with that on a professional call, but you know who you are. Thank you for sharing. Alright. So let's see what we got here. Yoga, tennis, karate. Got a lot of random ones.
You know what? Jewelry making, is one I've not done before. Tickle my fancy a little bit. Thank you all for the suggestions. All great. And some of them are really good physical ones. I've just done them before, like juggling and stuff.
So I'm going to do a 1 minute lecture with my stopwatch on the power or how to be an effective jewelry maker. And here we go. Welcome. Thank you for joining me for my talk on how to be a great jewelry maker. In order to make great jewelry, you gotta do 3 things. Number 1, you need to stretch. People don't realize how limber.
You need not just your fingers, right, but your arms, your back. You gotta stretch out your whole body because, really, jewelry making is not just a hand thing. It's a full body thing. And that brings me to the second point. You want to move a lot. Right? So more normally, people make jewelry.
They try to thread through the beads. Intrigate work. No. No. I use a full body technique, kind of like cry. Right? Where you wanna pull the thread through the bead, don't just pull it delicately.
Give it a yank. Right? Give it a yank. Because what this does is, number 1, this makes it much faster. I can make more jewelry in an hour than most people because I'm going so fast. Number 2, the friction makes the thread smooth so you don't get cut when you wear the jewelry.
So that's number 2. Number 3, you need to model all the jewelry at once. So put on every single necklace, every single bangle all over. Right? The nose rings, the earrings, the you wanna put it on all at once because then you get the full tableau, right, when you look in the mirror. So those are the 3 things you gotta stretch, you gotta use your whole body, and wear it all at once. Alright. So that's 1 minute exactly.
Ridiculous game, and as you can tell, I've never actually made jewelry. But now what I'm gonna do is redo that entire lecture with those same main salient points, but this time in 30 seconds. Okay? 30 seconds, same points about jewelry making. Here we go. Okay. Thank you for joining me for my talk about jewelry making.
There's really 3 key things you need to do. Number 1, you gotta stretch out. And not just your wrist and hands, but all full body, stretch body, back, legs, everything because it's important, Which brings me to point number 2. You gotta use your full body. Don't just use your little fingers, but rather pull the string all the way through. It makes it much faster, number 1. Number 2, it takes the friction, makes it smooth so you don't cut yourself.
The third thing to be a great jewelry maker is model all your jewelry at once. Necklace, bangles, nose rings, everything so you get the full tableau. So those are the 3 things. You gotta stretch, use your full body, wear it all at once. Time. Okay. So that was a 30 second version.
Now it was already a little humid here. I'm going to get even sweatier, but I'm gonna do this now in 15 seconds. I'm gonna do the whole lecture in 15 seconds, and here we go. Alright. Jewelry making.
Three key things. Number 1, stretch out your whole body everywhere and not just your wrist. Number 2, use your whole body. Right? Get the friction to make it smooth and go much, much faster. Number 3, model all your jewelry at once so you get the full tableau all over your face, all over your neck, see what's going on. So those are 3 things to be a great jewelry maker. Alright. 15 seconds.
And now I may hurt myself doing this, but now I'm gonna do that same lecture in 5 seconds. And here we go.
Three things for jewelry. Number 1, stretch everywhere. Number 2, use your full body. Number 3, model all the jewelry at once, and that's 5. Alrighty. So, you know, I was talking beforehand about, with with Renee, Michelle, and Monzy about one of the big differences virtual is you don't have an audience. So it's really random playing improv comedy, but thank you for for watching that, and I still have fun doing it, because that's my core. Right? My core is improv comedy.
So whether I'm in front of an audience of a 1,000, I got a small group of 50 or 20, or I'm just doing it virtually. That's my core. So that was an example of the improv comedy game countdown, and hope you got a sense of how that works. Now that game is is usually a huge crowd pleaser when you do it live. When I ran an improv group in Philadelphia, we used to end many shows with that game just because of the energy and the humor that came out from the cutting it down. But what's interesting is that when you're playing that game, especially when you're playing with, say, newer improvisers, there's two approaches you can take. The first and the default approach people take is you do that 1 minute scene, and then when the time is cut and you have to replay it, your thought process is how can I fit everything in that I did in the 1 minute scene in 30 seconds and then 15 and then 5?
And in the 32nd scene, you can sort of get away with that because you take your 1 minute scene or story or explanation, whatever, and then you talk faster. And you cut out some dead space, and maybe you manage to say almost all the words that you said in the 32nd version. But when you get to the 15 second version or the 5 second version, that won't work. Because if you try to say and do everything you did in that version, you're gonna run out of time. So one of 2 things will happen. Number 1, either you'll only get halfway through the scene. Right? You'll be at the halfway part of what you did in the 1 minute scene and all of a sudden, boom, the timer goes off.
The second thing that happens, and this especially happens when people play this game, with others. Right? The virgin you heard was me doing it solo because it was during the pandemic. In a show, you'll get 2 or 3 performers acting out a scene in 1 minute and then cutting it down to 30 and 15 and 5. And when you get multiple people, what happens is everyone is trying to cram in all of their dialogue and all of their action in shorter shorter periods of time. So everyone starts talking and moving over each other. Now that's a little bit funny because it's this cacophony, but ultimately what ends up happening is it loses energy and the audience just gets confused because it can't understand everything. The other way to play the game, which is what you should do and what I tried to do in this example, is every time the time is cut and you're about to start, you quickly think back through the 1 minute scene or the previous scene and ask yourself, what was the most important elements that I did in that 1 minute scene that I need to get across in the 32nd scene?
And then what happened in that 32nd scene that I have to get across in the 15 and in the 5. And each time what you are doing is you are cutting away more and more of the unnecessary stuff and distilling things down to its core elements. This is a principle Bruce Lee referred to as hacking away the unessentials. It's not about doing everything and trying to cram it all in. It's about getting rid of the unessentials till you are just left with the most important things. And in that game, in the 5 second version, it was just, here's the point how to do jewelry, 3 points, conclusion, boom. It's like one sentence each, 5 seconds, you get it done.
And it's the only way to do it. And this is the same thing if you're doing it with partners in a scene. It's like, I say my line, you say your line, boom, boom, boom. Done. You each get one phrase or line back and forth in 5 seconds. And so that's how you play this game, and that's how you make it work. Now offstage, the same principle is true.
You have a mountain of to do list, a whole bunch of priorities, and a lot of things pulling your attention. And if you try to cram it all in, you become like this countdown game where it's a cacophony. It's not energizing. It's not fun, and nothing gets done. However, if when you get overwhelmed or when you look at your giant to do list or specifically when something changes, you can stop and say, okay. What's the critical, most important thing here? And then focus on that.
That is how you respond quickly to change and effectively. It's when we try to cram it all in that we run into trouble. Now coming back to strategic planning and the idea of a strategic competency, it's the same thing. I want you to imagine your life, your work, your business, the things you do for it through the lens of this countdown game. You've got a lot of things that you feel you have to do, a lot of things you do have to do, honestly. But if you had to distill it down like in this countdown game, if I gave you one minute to tell me everything you had to do, you'd have a big list. But then if I ask you to cut it down to 30 seconds, tell me again in 30 seconds, tell me again in 15, tell me again in 5 seconds.
You would have to distill it down to just a few key things. And that is the start of identifying your strategic competency. What is it you do uniquely? What is it if you drill down and act with the essentials, unessential?
What is your role? What is your what are your skills? What are your processes? What is your knowledge? Now in this game, you could do it in 1 minute and 5 minutes total from start to finish. Obviously, what Robert does with his clients, it takes it takes time. And you start by going quick and dumping, but you this is an iterative process.
But once you identify what that is, that becomes something you can hang your brand on. That becomes something you can use as a decision making filter. Now for me, for example, as a speaker, I identified a while ago that really I need to focus on 3 things. If I do 3 things as a speaker, everything else falls into place. Number 1, I need to make my audience laugh. Number 2, I need to make them think in a different way. And number 3, I need to perform really entertaining, highly skilled improv comedy.
Those three things in a keynote format are my strategic competency. And when I combine those three things, I can do them in a way that most other speakers cannot, even ones who use improv in their presentations when I do it right. And what's funny is over the years, as I thought about different ways of growing my business or, trying to make more revenue or alternate revenue, I often forget about the strategic competency and move away. And I I do things without using improv comedy, or I start writing content that doesn't have humor in it. And when I'm doing that, I'm taking away my strategic competency and moving back into the masses. I don't stand out. It's very limiting.
In fact, with this podcast, this is a brand new podcast. Right? This is one of the first episodes I'm making live at launch. When I started this podcast, I was gonna do just interviews. And then I realized, oh, what is my strategic competency? Well, the interviews is great, and I think the audience gets so much value for them. But my strategic competency is to make people laugh, to make them think, and to perform improv comedy.
I was like, well, I'm not doing that if the podcast is just interview format. So my mind started going, well, how can I bring the strategic competency to 4? And thought maybe I could try to an improv game with the guest, but that gets a little dicey. You don't want them to look bad. If they've never done improv, they might not want to. But I thought, what about a debrief episode where I show how improv can help apply the idea from that great interview. And I thought, oh, well, in that solo episode, that's where I can use the improv.
And that's where we ended up here. So I said before I went to the game that the two issues are number 1, we often don't take the time to identify our strategic competency. So take this example from the countdown game. Start doing this.
Start drilling things down. If you could only do 1, 2, or 3 things that will make everything else easier or unnecessary, what would they be? And then use that as a guidepost, which comes to the second thing. How can you use it? Obviously, if you're a business, you buy Robert's book, and you talk about how to do a strategic plan, he goes in-depth into it. But if you're an individual, solopreneur, small business owner, or just, you know, a a quote unquote regular person who's got a job and just wants to be happier or more successful at it, you can do the same thing. Identify what are your roles and tasks that are essential, to your job, to being successful.
And don't just go with the first answer. Sometimes the first answer will be everything, and sometimes the first answer will be just your your job role. It's like, oh, well, I'm an accountant, so I gotta work the numbers. Okay. That might be true. But is it? Maybe your primary job is to help under people understand the numbers.
Maybe your primary job is to help keep the business out of legal trouble. Maybe it's to help maximize revenue or profit. These are all valid things, and accountants could be your number one role. I think I'm not an accountant, but have worked with accounts. So you gotta identify what is that key thing. A lot of times, it has nothing to do with your job role. A lot of times, it's managing other people's emotions and expectations.
Like, if you're a leader, it's like, well, I gotta maximize performance. Maybe. But maybe what you need to do is get the most out of your people. And sometimes you'll end up in a situation where your way of getting the most out of the person isn't about maximizing the profit for the company in that moment. Maybe it's about being willing to let them make a mistake. And if you know what your core is, what your key competence is, you can play off of that. So number 1 from a role standpoint, identify what that what that key is.
From a strategic competency standpoint, though, identify for you personally, what is your unique set of skills, processes, and knowledge? And then how do you use that? So if you're an accountant, but let's say you have a background in improv comedy or you have a background in sewing and crafting like my wife does. Is there a way you can use that in your work? Now immediately offhand, you would say, no. I can't. Of course. If it's something really random, it's possible the answer is no. But just by thinking about it, it opens up your creativity.
But maybe there are ways of bringing those skills in. Maybe you can bring some improv comedy skills to your accounting by improving the humor in your interactions when you're talking to clients internal or external. For crafting, I don't know. Maybe you could craft things at home and bring them into work that serve as metaphors when you're trying to talk to someone.
I don't know. Offhand, I think crafting is a tough one to bring in, but you see the process. As your mind gets going, right, maybe and if you can't bring it into that work role specifically, can you bring it in out of work? Right? Maybe you find ways of bringing that crafting outside of work because then you're still using your strategic competency to fulfill your passion and engagement. So sometimes it's obvious how to take your strategic competency and make it work or work. Sometimes it takes a little bit of work and creativity like improv.
How can I bring improv to accounting? Sometimes it may not work at all like sewing. I don't know how I could use sewing in accounting.
Maybe you could. If you're an expert of both, maybe you could find a way of doing it, and I encourage you to try. But if you can't, don't give up on it. Find ways of using it in other areas. Because when we use our strategic competency, number 1, it makes us stand out. Right? That's how you differentiate.
If you do everything like everyone else does, you're gonna blend in. And let me show you a quick example of how I almost blew a really great opportunity by doing this myself. See, as I said, my whole thing is improv comedy. It has been for 30 years. And I have been a member of the National Speakers Association for over 20 years, and they have an annual conference every year. 1 year, they were doing a comedy night where they're gonna have a bunch of humorous from NSA. Each gets about 5 minutes, and we all had this theme.
Like, we're taking this cliched story, and we all had to come up with a funny version of it. And I was invited to do it because they had seen me do some humorous stuff, and I was there with about 12 other really funny speakers. Now what I did, because this was done, you take a scripted story. It's called the starfish story. You can look it up. It's very cliched. We all had to come up with a funny variation on it.
Because in my mind, this was a stand up comedy type thing. It was taking an existing story, and we had to write a funny version of it. What did I do? I wrote my own funny version of it, and it was okay. But here's the thing. My strategic competency was improv comedy. You know what I didn't do at all on that comedy night? Improv comedy.
I did stand up. I just tried to write a funny version of the story with funny jokes. And you know what? It went okay. I was not a standout that night. I wasn't one of the best speakers.
People liked it. They laughed. They applauded.
It was fine. Other people that night crushed it, and they were still talked about many years later with what they did. Because they were humorous who used the written form, they were able to come up with much funnier stuff to me. And immediately afterwards, I was like, oh my god. Why did I do that? Why did I not how did I completely not even think about using improv comedy there? It was a bummer.
Now I was very fortunate, though, because a few years later, they did a similar type event. A comedy night, bunch of humorous, doing, like, about 5 minutes, and they invited me to do it. Now the theme this year was a little different. This year, they said, you have about 10 cliched phrases. You need to tell a story or go deliver a little speech that incorporates those phrases. And I was invited to do it again, thankfully. And this time as soon as I said yes, in fact, I even told them, yeah, I'm gonna do it, but I'm gonna do improv comedy.
And they said, great. So I spent a bunch of time figuring out how I could use improv comedy in what is traditionally a scripted thing because that was my strategic competency. And I came up with this format where I wrote each phrase on a slip of paper, and I had a volunteer. And every so often, they would pull out a car. They would they'll ring the bell, and I would have to read the line. And I also did a second thing where I incorporated my game ding into it. Now that might sound a little confusing.
So if you go to my website, avishparasher.com, and go to the videos page, you can link from the top, or you can go to avishparasher.com/ videos. Near the bottom, there's actually a video. It's just from someone's cell phone in the front row, but they took a video of it so you can see what I did there. Now because I did improv comedy, I combined this improv game ding with this improv game blind line. It was my strategic competency, and at the risk of sounding very non humble, I killed it. Got an immediate standing ovation.
People loved it. Amazing comments. And, really, the entire rest of the conference, people are coming up to me and saying, that was amazing.
You did so good. In fact, this one woman saw me there, and she came and talked to me. I bumped into a relationship.
Talked to me. She was raving about what I did. And she was gonna be the president of her speakers association chapter. And she's like, will you do a program for our chapter about kinda how you did that in humor?
I said, absolutely. So I went and did a program for their chapter. And in the audience at that chapter program was another woman who happened to be the event organizer for TEDx Boca Raton. And she came up to me afterwards and said, I think this would be a great TEDx talk.
Do you wanna do a TEDx talk? Now any speaker would, of course, say, yes. I would love to do a TEDx talk, and I'd wanted to do one, but I had no idea how, and there's a whole application process. Now because this woman had seen me speak, I got to jump the line.
We just did it. She was asking me to do it, and I said yes. And so I did a TEDx talk. That also, if you go to avishparshad.com/videos, you can watch. And I was very proud of that talk. I think I thought it went great as well, and that is a really great marketing piece for me to have. When people see I've done a TEDx talk, they think it's impressive.
It's a little version of my speech. And I'm not saying this to brag about how awesome I am. K. It's just these 2 separate instances. Right? 1, I completely forgot about my strategic competency. And I just kinda conformed to what everyone else was doing, what I thought I should do, and it went okay.
Wasn't a bomb. Went okay. The next time I got a second chance at it, remembered my strategic competency, leaned into it, so many great things happened as a result. And this is why I feel strongly about this, and I encourage you to do the same thing. When you've identified what your strategic competency is or what it could be, find ways of using this in your day to day. When you are asked to take on a project, ask yourself, can I use my strategic competency in this? When you all volunteer for something, ask how can I use my strategic competency in this?
When you start your morning, ask yourself, how can I use my strategic competency today? The more you use it, the more engaged you'll be, the more fulfilled you'll be, and the more successful, and the more you'll stand out. It is so powerful. I love the fact that Robert talked about this. So go listen to his episode.
Go identify your own. And if you want a little bit additional information on how you can sort of identify and dig in your creativity because it was critical to it. I did earlier this year a webinar called say yes and to yourself, and it was all about how you can set bigger goals and access your creativity and find new solutions to problems and figure out ways of achieving more. And I think the process I take people through on that. Right? Because it's not just informational. I actually did exercises during the webinar.
I think the process I take people through that can help you really dig in deeper into what makes you unique and what your strategic competencies are. If you wanna check that out, you can go to avishparsher.comforward/yesandwebinar. You could sign up there and watch the whole recording. It's like an hour long. A lot of great information about how you can say yes and to yourself, and that process will help you identify your strategic competency. Again, that's avish parsha.comforward/yesandwebinar, and I will link to the videos page and the webinar page in the show notes and on the blog page for this post. Alright. So that is my follow-up episode to the great interview on strategic planning with Robert Bradford.
Please go back. Listen to Robert's interview. You get a lot of great information.
I promise you. Again, use the countdown principle. Take that improv comedy idea of distilling down, hacking away the unessential, identify your strategic competency, and then use it as much as you can, and you will be much happier, much more successful, and you will differentiate yourself from everyone else. So thank you for listening, and I look forward to seeing you on next week's podcast where I'll be interviewing Scott Lesnick, who has an amazing story, and he will be talking about grit, perseverance, and resilience, and a bunch of other things. Thanks, and I'll see you next week.