• John Severson, The Influence Ecology Podcast, Transactional Competence, Transactionalism

Some Possibilities Are Dangerous with John Severson

Swimming in possibilities and excitement might be more detrimental than we think. As a biological ‘exchange animal,’ our moods and transactions are inextricably linked. We read or mimic the moods of others faster than we recognize their words. We’ve all learned the hard way that a text or email can’t include the wordless cues like mood, body language, appearance, inflection, and more. Might we sometimes produce moods that are inappropriate for transacting?

John Severson, of Severson Compass & Associates, a Los Angeles-based travel and venue company, offers a case study in the dangers of being oriented around too many possibilities.

In today’s talk, you’ll hear Co-Founder Kirkland Tibbels discuss how appropriate moods are not always positive moods—and how a little too much excitement might be dangerous.

Below you’ll find a transcript of this podcast episode that has been edited for your reading pleasure. You’ll also see links at the bottom of this post where you can find more information on the people and ideas mentioned in the episode.

by John Patterson
Produced by: John Patterson, Jason Kelley & Tyson Crandall

“Some possibilities are dangerous. I used to think there was no such thing as a bad idea.”

Helping people build ambitious and satisfying careers businesses and lives. This is the Influence Ecology podcast. Now, here is your host: John Patterson.

John Patterson: Good morning, good afternoon, good evening, wherever you are in the world. I’m your host, John Patterson, the co-founder and CEO of Influence Ecology, the leading business education in Transactional Competence. Broadcasting from Ventura, California, this podcast features case studies, stories and lessons from business owners, executives and entrepreneurs who found real solutions real results and real satisfaction, not only with work career and money, but in every area of life. You’ll hear how these ambitious professionals found that those who transact powerfully, thrive.

Swimming in possibilities and excitement might be more detrimental than we think. As a biological ‘exchange animal’, our moods and transactions are inextricably linked. We read or mimic the moods of others faster than we recognize their words. We’ve all learned the hard way that a text or email can’t include the wordless cues like mood, body language, appearance, inflection, and more. Might we sometimes produce moods that are inappropriate for transacting?

John Severson, of Severson Compass and Associates, a Los Angeles based travel and venue company, offers a case study in the dangers of being oriented around too many possibilities.

In today’s podcast episode, you’ll hear co-founder Kirkland Tibbles discuss how appropriate moods are not always positive moods, and that a little too much excitement might be dangerous.

Here’s the interview. Welcome to the Influence Ecology podcast, Mr. John Severson. Take a second and introduce yourself, if you would.

John Severson: My name is John Severson. I have a company called Severson Compass and associates, and I’ve been studying with Influence Ecology for about three and a half years now. We plan meetings and events. We’ve been in business for 29 years. We’ve done probably close to 300 conference type events in the last 29 years. It’s been a wild ride.

John Patterson: You live where?

John Severson: I live in Altadena, California. My office is in Pasadena, just down the street.

John Patterson: I speak to you quite often. You do work with Influence Ecology, also working with us on our events?

John Severson: Yes, I do.

John Patterson: You’ve helped us find some really spectacular venues for events around the world’s last annual conference. January, we were at a fantastic venue in Cabo. I’ve been now twice. Can’t wait to go back again for all kinds of reasons. Love it there. Thank you for that.

You often are traveling too. You and I speak every now and then, and I always start off with, “Where are you at this moment?” and sometimes it’ll be Hawaii, sometimes it’ll be somewhere in Europe, sometimes it’s someplace perhaps in Australia, New Zealand or the likes. You do travel quite a bit.

John Severson: I do. Partly I think I come from a travel background family. My dad has been a pilot all his life and my mom is actually in the travel business as well. She has a big travel empire, I’ll say. I’m a travel baby, so to speak, of that world.

John Patterson: It’s fantastic. Life for you before Influence Ecology wasn’t bad. Sounds like it was pretty great.

John Severson: Actually, pretty good. Yes, I mean, I made decent money. I could take care of myself, but I did struggle in many ways.

John Patterson: Sometimes people do our programs because there is a pretty substantial breakdown in some place. Maybe someone’s not making the money they know they’d like to. Maybe they’d like to be a lot more influential in certain circles. Maybe they are rather stressed out because of the kind of work they do or how much work they do.

So, sometimes people find us because they have a pretty substantial breakdown. It doesn’t sound like that you began your study with us and continued your study with us because you have tried to resolve some big problem. It sounds like there are some other things that are driving your participation here. Yes?

John Severson: Actually, how I got into Influence Ecology was I knew a bunch of other people were doing it so I’m like, “I’ll do it too.” It was kind of like that.

John Patterson: Yes.

John Severson: But then, of course, there was more I discovered as I studied. It was like I got into it and then found out really how valuable it was, I should say.

John Patterson: Are you one of those people that really love the exploration? I watch you sometimes. You’re one of my favorite people to look out into an audience and watch many people to look out and they’re going- and their face looks crunched up. But you’re almost always nodding, you’re almost always a yes. Your body your face goes, “Bring it, bring it more and more.”

You seem to be somebody that loves developing themselves, training themselves, exploration, expedition if you will. Is that one of the things that drives your participation?

John Severson: Yes. Of course, there’s a part of me that thinks I know it all, right? But when I get fascinated over a subject- yes, I’m just like all in. So that drew me in. Also, the part that I love mostly studying with you guys is that it’s not like one or two concepts that once you get down you’re like, “Okay, I’m I’m good for the day.” There’s quite a bit of stuff with Influence Ecology. You really have books to read. You have a lot of subtle distinctions that in one day you know you need to master. So, I love the challenging aspect of that study.

John Patterson: As we’ve come to know our customers, we’re going to be celebrating our 10th anniversary next year. As we’ve grown, as we’ve explored the kind of people who respond to what we do, the majority of people that come here and study with us, they’re typically a business professional of some kind, maybe they work in an enterprise maybe they work for themselves, maybe they’re a small business owner and the like. But they seem to all share a love for bettering themselves, improving themselves, being engaged and involved in their continued development.

It might be very useful for you and I to talk a little bit about that, because there are people that are listening who may go, “You know, I just love this kind of stuff. I’d like to be challenged with new ways to think about things, and grab little nuggets of wisdom that perhaps reshape my day or improve things just incrementally enough that adds up to a whole bunch of good.”

John Severson: I almost want to compare Influence Ecology like a master’s program, if you really were going to do an MBA or something. It’s that kind of rigor, probably more relevant than the stuff you’d learn on an MBA program, I would say, because it’s very applicable in the moment you hear it. But my experience is you’re building a foundation with studying that you do instead of one idea you grasp onto and then build your whole enterprise around that idea. It’s not like that.

You’re building your foundation and then you’re building how you want to set up your teams and how you want to think about the commitments you want to take, and then how simple or complex you want things. It’s that level of thinking that inspires me to stay in what you guys do, that education.

John Patterson: That’s really great. Then taking that, I’ve watched your journey through our programs as a business owner, and tell me if I’m wrong, but I think I watched you at first start to deal with that you had a single client and you may have realized it wasn’t really good for you because then you would be, of course, then beholden to a single client. That’s never good for a business because that client can go away or make demands, or whatnot. That’s one thing that you began to see. So that’s the first thing. Anything you want to say about that?

John Severson: Yes. Even before Influence Ecology, I knew that but there was no way to change that. It seemed like I was on this train and I couldn’t get off– like bring anyone else on. It was like it was just going that way. That is very accurate. That’s the way it was heading before I did Influence Ecology.

John Patterson: Then, I think I observed you start to realize that with a single client then you didn’t have as much freedom or say as you might like in certain contracts or situations, and I don’t think that you moved away from that client. I think some things happened intermittently, but I think you just began to see that you could perhaps transact with them in some new ways. Is that correct?

John Severson: Absolutely. Yes. A lot of it was– you set up your own environment, right? I trained my clients to be that way and to rely on me that way, and it’s no accident that they’re there doing the things that they do.

John Patterson: Or you may like training them to relate to you like you’re at their back-end call.

John Severson: I’m available 24/7 and I have unlimited resources and stamina and all of that good stuff.

John Patterson: Yes. Thus you train them in that so that they, of course, call you whenever and okay.

John Severson: Yes, absolutely. Yes. Then I complain about it. [laughs]

John Patterson: Exactly. You started to see that you could train them in some other things. What does that look like?

John Severson: Again, I want to say accurate thinking stepping back and saying, “Hold on a minute. What is my aim?” Because I think that gets lost so easily in our everyday transactions doing things that we forget. We think, “Oh, this is all about making the customer happy or all about making it through the day making sure that I don’t screw up whatever that is,” but you forget really what your aim is. Like what are you here for? “What the heck do I have clients for in the first place?”

That was the centering moment of Influence Ecology where I could say, “Okay, if that’s the case, then I can say no and I can say yes, but I get to see the parts that really work and then the part that isn’t working.”

John Patterson: When you begin to accept or decline requests made of you more in accordance with your aims as you began to do that, did that scare you a little bit since it was your single client that they might go, “Well, listen Boggo.” Or did you just take little baby steps and found it safe to stick more than a toe into the water?

John Severson: It was actually fun, that whole journey, because before you say whatever you say, you already have your idea what people are going to think. But most of the time people received that well. They were like, “Good for you. Why don’t we do it that way?”

People actually came around and very rarely did people say, “We can’t work together because you’re unreasonable.” But it was this fun exploration with them where they got to see, “Oh, you know what? I like your idea better.”

John Patterson: In that situation, the development or the growth that you had was realizing that you can train people by accepting or declining in particular ways, and then you’re left with the environment that you produce for yourself, and before you have been left for the environment that you produced yourself, which is an environment in which anybody can call you anytime you jump and so forth.

John Severson: Yes. You think that your value is being available 24/7, but that’s not really what your value is. That, “Hey I’m really good at this and let’s focus on that instead of trying to do all that other stuff.”

John Patterson: All right. Good. Then I watched you began to consider the name of your company and the way that you were known– which I won’t say because I know you have a new identity that you want to produce. So the name that you had produced and the way that you were known in the past, you began to confront “Well, that is not a fit for the identity that I want to produce in the marketplace.”

Then you began to produce– first I think you’d began to ask, “Well, what is it that I, in fact, offer? What is the solution that I am to what breakdowns and for whom?” That process, in my experience, started to reorient you from where you had been known to something else. Can you say a little bit about that process?

John Severson: I used to do John lots and lots of stuff on cruise ships like that was the way I started. I had a business name that was a lot about that. But as I started to look at what do I really want to do. I realize I don’t want to do that stuff I don’t want to do all that work on cruise ships so that’s when I saw, “Okay I need to create an identity for what I want to be known for and known as.”

John Patterson: Which was what?

John Severson: Which was to give people the expertise to navigate, having a successful conference that is not only successful but their aims.

John Patterson: Very good. You move through all of that and you now no longer have a single client. You have many clients many different kinds of clients. What’s that been like then now getting away from just simply having a single client having many clients and what have you learned in that part of your journey?


John Severson: Well, one thing I realized was I had this naive notion before that to be a really good vendor let’s say you want to adapt with your client let’s say that if your client says we’re going to this mountain will we better get you up to speed to how to climb that one. I was all up for that. I’m like, “Okay, if we’re going to that mountain let me learn how to do that climbing.”

But what I started to see was that’s not my journey my journey is look. Here’s what I’m offering and if you want to climb that mountain there’s somebody else I can help you there but I want to help you climb the mountain that we’ve been climbing. Okay because I’m good at climbing this one and I don’t want to learn how to climb a whole new mountain over there.

John Patterson: With all of us. If we are serving customers our customers sometimes will want to take us on journeys that aren’t aligned with the help we offer. So, therefore, we start to accept things we probably ought to decline. what all of this labor and maintenance we didn’t plan for.

John Severson: I’ll tell you the popular notion is just do whatever the customer wants but that’s a lot of work. And actually you probably aren’t going to be that good climbing that mountain because never done it before and we forget sometimes that it’s not just about adapting but really being known for the thing that you’re good at. Sometimes you have to say look I’ll find somebody that’s really good at climbing down for you. But I’ve never done it and I don’t want to mess up on the way and then blame you because I decided to go along that journey with you.

John Patterson: Yes. Listening to much of your journey now and different facts of it I’m much more aware of the condition of life work and how that’s played a major role in some of what you’ve attended to. So what we mean by that here at Influence Ecology is work is 1 of 15 conditions of life. A condition of life is unavoidable area or situation that you have to confront. Work is the doing of your mind and body, what are you doing. So what do you do every day?

Often times, when you start to talk about work with people, there’s all the stuff I know I don’t want to do. There are certainly the things that I enjoy doing and what are the things that I know I don’t want to do.

From the beginning of this conversation, you talked a little bit about some of the little aimlessness in the beginning where you go off and do this or that. Then there was the one client and the work that they demanded of you and starting to decline something so you could work in a way that you wanted to, and moving away from work on cruise ships to now work in a different way. I’m just present to the way in which satisfying that condition of life has impacted your journey and some of the ways that you go about transacting for meaning your own names and life. Is there anything else that you want to comment on about that?

John Severson: The one thing I noticed is there is a tendency to do a lot of stuff in any endeavor that you do like any work. Like just do a lot of stuff and stay busy and then eventually you’ll reap the rewards. There’s something like that going on right and I am starting to see for standing with you guys that you don’t have to go that way. You don’t have to do a bunch of stuff just because someone else is doing it. You don’t have to do it because that might not be right for you.

I would go around doing as much as I could because my mom always said, “How you get ahead is you work hard.” I did all that stuff, but now I’m looking at it that’s more of a coincidence than an actual fact that my success came out of doing all that hard work. I’m not against hard work.

I think that’s important but I saw so much of the stuff that I did was unnecessary. When you really get clear about that your aims and the approach to do it a lot of the other stuff falls away. In fact it distracts people from getting to know you because it’s like well I know you’re good at this but then you’re good at this and you man you’re so good at everything. What are you about? I think that’s been my challenges. I get so good at things, people get confused. They’re like, “John, we really don’t know what you’re here to offer us.”

John Patterson: Understood, it’s a great way to say that.

John Severson: Then you think the way to a customer’s heart is by doing more, but it’s actually the reverse. It’s sometimes doing less has them remember you better.

John Patterson: Doing something rather specific.

John Severson: Exactly.

John Patterson: That’s really great. Even I studied with us long enough to begin to observe a lot of other people and the way that they’re transacting in the world. What do you observe about people generally, and perhaps how they may be naive about the way they’re transacting and how some of what they do may be counter to their aims?

John Severson: One of the things that I’ve observed is, some possibilities are dangerous. I used to think there was no such thing as a bad idea. If you get enough people that believe in it, you can do it. That’s what I’m noticing. That’s the most costly in some of the people that haven’t done the Influence Ecology work, versus the people that are starting to do it is they get to sit down and go, “Maybe that’s not a great way to go.” Start building all the other stuff before jumping out and launching themselves into that direction. I want to say it’s kind of human nature. I think we all love great ideas and doing them, but it’s sometimes better to just not do it.

John Patterson: That’s really great. Some possibilities are dangerous.

John Severson: I was in Hawaii with my mom, and she wanted to remodel this vacation home she had. She had brought in contractors and people to redo this whole house. She says, “All right, I want you to go with me to Home Depot and we’re going to pick everything out.”

Here I was going with her down the aisles of Home Depot as she goes, “I want that shower. I want that washer, dryer.” I finally had to stop her and go, “I can’t do this with you anymore. This is so agitating. I have to just stop this and I have to leave. I can’t do this thing with you.” She’s like, “What do you mean? I thought you’re here to help me.”

Well, then finally, I said, “You throw all this stuff in that room, but you’re probably going have to rip it all out again later because you don’t have a plan, you don’t have somebody come in and design in it. You’re going to probably spend $50,000 doing this, and you’ll get it done fast, but it’ll look like crap.”

I think it took her maybe like, 10 minutes to think about it. She goes, “Yes, but I don’t have time to do all that.” I’m like, “Well, that doesn’t mean throw in there.” That was a perfect example of how I observed. I see that everywhere now.

John Patterson: Yes, I know. I do, too. I watch sometimes people addicted to the rush of a new idea. They’re now excited about a new idea often running and then have not taken the time to examine whether or not that idea, that new possibility, that new strategy, that new approach is in any way, shape, or form good for them, or is going to produce the kind of mess you pointed out to your mother. I watch that all the time. Amazing.

John Severson: One of the philosophers we study is John Dewey. There’s a whole thing where he says that one of the hardest things for a human being to do is to not jump and act right away. We have this almost impulse to want to run out and fix that immediately. When I read that, I said, “That’s me.” Once something bothers me, I’ll run out, and within minutes, I’m started working on it. It’s not always such a good thing.

John Patterson: Yes, absolutely.

John Severson: Nine times out of ten, it’s probably not the right thing.

John Patterson: Well, that is funny, because I don’t know that you know but maybe you do. You’ve heard little stories Kirkland and I talking about the early days. My personality wants to go for it, to do it, to grab it and go for it and all of that. His personality is not the opposite, but he’s had enough training and enough observation of cautionary tales, enough study in philosophy and everything else to say, “Well, hold on just a minute, just hold on.” A lot of the experience in our early days was the want for me to go for it. His was going in to pour a little cold water on it. He was always pouring cold water on it in the beginning.

Now, there are parts of it, that he appreciates that I went for because we wouldn’t have a company without it. At the same time, where we balanced one another is I don’t jump as much and he gets to pour a little cold water on that. The beauty in all of that I found is, I can get caught up in what occurs like a good fix, a good solution, a good way to mitigate a problem without any examination of whether or not that’s a good solution for me, or that’s a good solution for my aims, or that’s a good solution for what I’m working on, or whether or not that solution is going to produce some set of breakdowns or maintenance or labor I had never considered.

I’m now more in consideration of the whole thing before I act than I was before. I have stopped myself and thought, “Yes, that’s going produce a whole bunch of maintenance. Yes, that’s going produce a whole bunch of labor. Yes, I’m going to have to–”

As an example, we’ve had many, many people say, “You guys should do this in corporations.” Really? Okay. Do you know what labor that’s going to cost us? Do know what maintenance that– Is that going to get us quicker to our aims? Do you know that for a fact? I appreciate your good advice, but do you know my aims well enough to tell me that and so forth? It’s a very fascinating thing to think accurately about the kind of work I do and don’t want to do.

John Severson: Nike had a saying, “Just do it,” and that would characterize a lot of the way I launched into things before Influence Ecology. Now it’s like, stop and think about it before you do it. Maybe it’s just a fundamental thing being human being that we just want to run out and fix it, and then deal with the mess later, right? Like, “Oh, yes, there’s a few things we messed up.” Like my mom would have done, but it’s just so much more difficult to do it after you’ve laid all the appliances.

John Patterson: You got to rip out all the tile now. Now, where are you in this journey? What do you– We talked a little bit about some of the stages of development of your own business endeavors. Where are you now in your business development?

John Severson: I was just having this conversation with Kirkland. I think right now, this is satisfying my aim. It’s great. I’m thinking three years down the road, I want to position myself for a bigger role, bigger game somewhere down the road. Again, you see how I want to rush in and do it, but I’m going to give myself three years to prepare myself for that. It’s a different way to do something where I’d want to say, “Okay, I’m going to tell everybody, I’m going to do this whole new project.” In fact, I’m not even telling you what it is because part of me is like, “I got all this studying to do, and finding out about things and thinking accurately before I make it public.”

It’s a great question because I love what I’m doing but I think the thing that’s next for me is, three years down the road, I got something else cooking that one day, I’ll be happy to share with you.

John Patterson: That’s really great. That’s just a fantastic sign of maturity, rather than announce it.

John Severson: I don’t want to say it’s like jinxing it. It’s not. It’s just what you do is you create all this stuff out there and then it affects your identity if it doesn’t happen, right? So I’m like, “Let’s not even go there. Let’s do some careful study, see what my aims are, what their aims are, and then-“

John Patterson: We’ll see.

John Severson: Yes, “We’ll see.” Exactly. Yes.

John Patterson: If there’s anything else you’d like to say, any sub box, a thing that you would love to have addressed, I want to give you the floor now, if there’s anything else.

John Severson: I just want to say I’ve gotten just as much value from is measuring. This the thing a lot of times this is where a lot of companies will go. Is they measure results. Where they’re going to be measuring how many sales you’re going to promise this week, or what are you going to do for all these results that obviously matter? I love that in Influence Ecology, we back it up a step and go, “Wait a second, we want to measure the action, what it is that you’re actually going to do rather than the result.” That’s always got me in trouble. Always promising these big promises of, “Hey, I’m going to have 10 new clients.”

Then they’ll be like, “Well, it didn’t happen.” I go, “Yes, because I was all a declaration kind of a thing.” Now I know, okay, this is what I’m going to promise to do, is I’m going to get on the phone and I’m going to call five new people that I don’t know today. That I can promise, but I can’t promise 10 new clients today. That’s something that I think we go wrong sometimes is it’s all about the result. We forget that to get to the results, there’s something else you have to think accurately about first. That’s so valuable. I don’t think anyone else talks about that.

John Patterson: This has certainly been a very valuable conversation today and I look forward to sharing it with other people. Thank you for being a guest on the Influence Ecology podcast.

John Severson: Well, thank you, John. I had a fun time.

Why Excitement Isn’t Always an Appropriate Mood

John Patterson: Now we’ll listen in on a Fundamentals of Transaction program webinar, where Co-founder Kirkland Tibbles and I talk about producing a mood and why excitement isn’t always an appropriate mood.

Here’s the talk:

Appropriate mood. What do they mean by appropriate moods? Well, Kirkland, what do we mean by that? What do we mean by an inappropriate mood? Appropriate for what?

Kirkland: Let’s start with the definition or characterization of a mood. What is a mood? To hold a particular kind of set of feelings or states of mind, you’ve got to have some sort of narrative in place. So a mood is nothing more than a narrative or a story that you have about an outcome in some condition of life. Could be short-term could be long-term.

But all a mood is is some story that you have about some outcome in a condition of life, and I can prove it to you. If you’ve ever had the experience of being in a mood, and most of the time it’s in a weird mood or a bad mood, and you’ve forgotten why, you’ve had to stop and go, “Now, wait a second, I know I’m upset about something,” and you can’t remember what it is, you have just recognize your still looking for the story in order to justify the mood.

Human beings think in terms of narrative. They think in terms of narrative. We think in terms of story. We have a story about an outcome, and that is a mood. When we talk about moving around inappropriate moods, when we’re talking about moving transactionally where you can begin to look at moods as narratives is what are the moods that are appropriate in a given spot in the transaction cycle? An appropriate mood is a mood that is produced through a narrative at a particular point in the transaction cycle.

John Patterson: One of the main reasons we want to distinguish this in the way we do is because most people approach mood in one of a couple of ways I’m familiar with. One is people have moods as if there’s something uncontrollable about having a mood. “I have a mood. I’m in a bad mood. I’m in a good mood. I’m whatever mood.” That’s one way that people relate to moods.

Then the other way that I find that people tend to relate to moods is something like, “Well, a positive mood is good and a negative mood is bad,” something like that. Or finally a third approach which is that some people tend to have the same mood or produce the same mood in all kinds of situations.

The first thing that we like to say is is that there are moods that are appropriate to certain and moves M-O-V-E-S in a transaction. If I’m inventing or in the invention of a transaction then the appropriate mood is imaginative, optimistic. However if I’m in the producer or fulfillment part of a transaction then there’s a different kind of mood that’s appropriate. Something more rigorous something determined. Knowing where I am in a transaction at any given time can tell me the appropriate mood. As an example, it’s not uncommon for us to sit down for a meeting here at Influence Ecology. Darryl will say something like, “Well, let’s get the optimism and sociability out of the way so we can get to work.”

Kirkland: As in this morning for example with the exact line being, Can we get all that happy horseshit out of the way that we get to that. That is a typical thing you will hear from someone who’s trained in Mood’s attitude and state of mind. They are acknowledging a quick run around the transaction cycle to give everyone a chance because this is where we’re headed in this particular meeting and. My favorite moments are when John will stop and go. Well hey hang on a second.

This meeting needs to begin in a particular way because I want to produce a mood here. Now what John is going to have to do in that situation and very good at it if he is going to have to tell a story that we accept. That’s what we mean when we say or do lose your job in transacting with another human being. Yes first and foremost to determine if the mood is appropriate over there for you to engage an invitation to transact. That begins the whole thing right there.

John: Let’s address the very popular– it’s got more and more popular. I see so much evidence for it? The the popular notion that you ought to be in a good mood you ought to be positive that negativism is a bad thing that you ought not be skeptical that you need to be open-minded and positive at all times and in all situations we say that’s not only wrong incorrect that just simply isn’t responsible for where things are in a transaction. I love the example Kirkland of the factory floor factory floor which mood is best for factory floor where work is getting fulfilled. Well, it’s rigor, it’s determination.

It isn’t the kind of life’s gregarious optimistic approach to things when perhaps safety is concerned or productivity is concerned or systems or processes or structures are concerned. Likewise was invited to a meeting in Tucson some time ago. I knew the meeting was an opportunity to invent nothing more nothing more. It was quite difficult to keep the mood in invent because people wanted to take the mood into a different transaction into a transaction for somehow getting something done or decided or completed. Knowing where you are in the transaction is important so that you can bring the appropriate mood to the transaction.

Kirkland: That’s right. There is a very clean guy that’s available to you through this program called the narratives of the transaction cycle. The narratives are the story that correspond to the appropriate mood.

John: In our next episode we interview Corey Shepherd of Sound Financial group. He talks about the benefits of being immersed in a resource of knowledge and talent.

Corey Shepherd: The other part about my generation is that independence. That’s right. Positive thinking. Just go for it and you can do anything in you. It gets really selfish it gets really me focused. There was Kirkland Tibbles who said in conference, “Everything you want in life can be found in groups.” Then a little bit later pointed to this whole room of influence that college members and said Welcome to your brain. What that did for me was all of a sudden my brain expanded to be the whole room.

John: My special thanks to our guest John Severson and in our show notes you will find links to connect with him and all the links to websites books or downloads mentioned in this podcast. Some episodes include a transcript and support material. The Influence Ecology Podcast is produced by Influence Ecology LLC in Ventura California.

This episode was produced by me, John Patterson, and Jason Kelly. This program is made possible through the assistance of the Influence Ecology faculty mentors and students around the world. We’re grateful for co-founder Kirkland Tibbles and his 30 plus years of specialized study in the philosophy of Transactionalism and the fundamentals of Transactional Competence.

This episode includes contributions by Karol Gregory and Tyson Crandell for this episode the sound design and editing are by Jason Kelly. The podcast theme is by Chris Standring and is titled Fast Train to Everywhere. You can subscribe to the Influence Ecology podcast on Apple podcasts, Stitcher or wherever you get your podcasts. You can also find us on Twitter, Facebook, LinkedIn, or via email at podcast@influenceecology.com.

If you haven’t yet offered a rating a review, I ask that you take a moment, go to iTunes or your podcast app, and let us know what you think. This helps us more than you know.

The Influence Ecology Podcast is produced by Influence Ecology, LLC in Ventura, California. This episode was recorded April 8th, 2018 and was produced by John Patterson and Jason Kelly. This program is made possible through the assistance of the Influence Ecology faculty, mentors, and students around the world. We’re grateful for Co-founder Kirkland Tibbels and his 30+ years of specialized study in the philosophy of Transactionalism and the fundamentals of Transactional Competence.

This episode includes contributions by Karal Gregory and Tyson Crandall. For this episode, the sound design and editing are by Jason Kelley. The podcast theme is by Chris Standring and titled ‘Fast Train to Everywhere.’ You can subscribe to the Influence Ecology Podcast on Apple Podcasts, Stitcher, or wherever you get your podcasts. You can also find us on Twitter, Facebook, LinkedIn or via email at podcast@influenceecology.com.

If you haven’t yet offered a rating or review, I ask that you take a moment go to iTunes or your podcast app and let us know what you think. This helps us more than you know.

Influence Ecology is the leading business education specializing in Transactional Competence, having published and contributed to the only comprehensive text on the subject, Transactionalism: An Historic and Interpretive Study by Trevor J. Phillips. Co-Founder Kirkland Tibbels has authored more than 500 papers on the subject, study, and discipline of transactional competence and is a sought-after lecturer at universities, major corporations, and civic organizations around the world. 

Influence Ecology’s curriculum includes conferences, webinars, online tools, podcasts, and mentorship utilized by men and women in over seventy countries around the world. Our membership includes an international assembly of accomplished professionals, faculty, and peers from a variety of countries, industries, and cultures.