The Future is Female: Economic Revolution Ahead | Dr. Don Barden on Inclusive Leadership - video Dailymotion

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The Future is Female: Economic Revolution Ahead | Dr. Don Barden on Inclusive Leadership  Summary  In this powerful episode of the Mason Duchatschek Show, Dr. Don Barden explores the transformative rise of women in leadership and its game-changing impact on the global economy. With compelling research and real-world examples, Dr. Barden reveals how leadership rooted in empathy, collaboration, and empowerment is reshaping companies, cultures, and countries.  He also explains how male support, cultural change, and collective genius will be essential in this new era of inclusive growth, where leadership isn’t about authority, but about authentic impact.  Key Takeaways  Women are poised to lead: By 2028, women are expected to dominate global leadership roles.  Already impactful: 42% of organizations are currently led by women.  Performance edge: Female-led businesses outperform in revenue growth and retention.  Empathy & collaboration define effective modern leadership.  Male allies are critical to unlocking systemic change.  Cultural shifts are essential for inclusive workplaces.  Collective genius drives innovation and growth.  Empowered teams outperform traditional hierarchies.  Confidence = commitment + courage + competence.  The future workplace will be more inclusive, strategic, and purpose-driven.  Chapter Breakdown  00:00 – Introduction to Dr. Don Barden and His Work 01:28 – The Rise of Women in Leadership 05:15 – The Effectiveness of Women’s Leadership 11:16 – Empowerment and Team Dynamics 17:34 – Cultural Shifts in Leadership 21:53 – Preparing for the Economic Shift 27:36 – Conclusion  About This Channel  Mason Duchatschek is a bestselling author and business strategist featured in Entrepreneur, Selling Power, and The New York Times. His Workforce Alchemy approach equips business leaders with the insights, tools, and strategies to build stronger teams, retain top talent, and transform organizational performance.  On this channel, you'll find interviews with influential thinkers, business leaders, and authors to help you stay ahead of the curve.  Subscribe for More:  Weekly insights, bold conversations, and practical strategies—straight from the front lines of leadership.  Subscribe now: https://www.youtube.com/@WorkforceAlchemist?sub_confirmation=1  Learn More with Workforce Alchemy  Want to become exponentially more valuable and future-proof your career? Take the Workforce Alchemy Challenge—a FREE program packed with career-enhancing strategies.  Apply here: https://www.WorkforceAlchemy.com  About Our Company:  Workforce Alchemy helps organizations turn average performers into high-impact contributors using science-backed assessment tools, skill-building strategies, and proven hiring systems.  We help leaders: ✅ Hire smarter ✅ Reduce turnover ✅ Increase productivity ✅ Eliminate workplace drama ✅ Build bulletproof culture  Learn more: https://www.workforcealchemy.com

Transcript

00:00Hi, and welcome to the Mason Dukacek Show. I'm Mason. My guest today is Dr. Don Barden,

00:05a classically trained economist, best-selling author, and one of the most sought-after minds

00:09in leadership and decision-making. He's advised billion-dollar companies, political leaders,

00:13and top-tier executives around the world. And his groundbreaking research, the perfect plan,

00:18has helped unlock all kinds of transformational strategies for leadership and organizational

00:23success. But today, we're diving into his boldest and most forward-looking work yet,

00:28Here Come the Girls. It's a provocative and inspiring look at why women are poised to lead

00:34a global economic revolution beginning in 2028 and 2032. In his book, Dr. Barden makes a data-backed

00:41case that the rise of women in leadership isn't just a matter of progress. It's the key to the

00:48global economy. We'll explore the qualities that make women's leadership uniquely effective,

00:52how organizations can prepare for the shift, and what this means for economic growth and the future

00:58of work itself. Welcome back, Dr. Barden. I'm glad to have you today.

01:02Hey, Mason. Thank you. And I'm telling you, like I always said, and I don't say this all the time,

01:06but thank you for your work. I love what you're doing. Man, keep it up. And I say this for a couple

01:12reasons. One is the truth. But when you're living in this world of cyber discussions and virtual

01:18realities, you don't always get the feedback. So I want to be the one to tell you, you're doing great

01:21work and keep it up. So thank you. I'm keeping good company. Thank you. I'm excited.

01:28So you predict that women will take over global leadership between 2028 and 2032 and 10X economy.

01:34That's a really bold claim, but I know you've got data behind it. What led you to this conclusion?

01:40Well, it's no longer a prediction. It's reality. We're already at 42%. So 42% of every organization in

01:45the world is run by women. And what led us to it was the power of observation. That's all there is

01:50to it. So as you've been so kind to interview me before on the perfect plan from 20 years ago,

01:55that's where we studied what elite leaders were doing differently. You watch it and you see it grow

02:00and adapt and people navigate and negotiate with themselves on how to be better leaders. But we

02:06started watching and noticing something over the past five or six years that was just unique. And there

02:12was no judgment to it. It was just, wow, there are a whole lot of women around here.

02:16And I don't mean that bad, but when I started in this and in sales and leadership going back into

02:21the mid eighties, it was sort of the end of the old madman era, you know, where you, you, you had

02:26some, you know, some just, it's nothing wrong. It's just social construct. Right. But now we're looking

02:32around going, wow, I used to be in a committee, uh, at a fortune 100 company. And it'd be,

02:37you know, a hundred percent male or 90 percent male. Now I'm looking at it at 60 percent female

02:42or 70 percent female. And that's just where it started. It started with observation. And then we

02:47started applying science to it and said, look, let's, let's take a look at it. So I was able to

02:51kind of thumbnail it and whiteboard it. And we were doing a lot of math and we realized that

02:56quantifiably that the math, that this objective, this thing, this phenomenon was going to tip over in

03:04the year 2028. So in the year 2028, we will have more women in senior leadership and business

03:10ownership than we have men worldwide. And I mean, everything from the little corner, uh, sandwich

03:15shop to parliament is going to be dominated by women. And so we were able to go back and prove

03:20that momentum and prove what was happening. Like I said, it's already at 42%. And we have 30 months

03:26before, uh, roughly it was when we're filming this in 30 months, it'll be 20, 28, 20. I don't know

03:31about you, but that sounds like it's like in the sci-fi distant future. It's not, you know,

03:36it's right around the corner. So we started looking at this and we realized that, yeah,

03:40this is correct. That tipping point is going to occur. It's just math. And we can go back

03:45to the math and we can go back to the fifties and the late fifties, early sixties with everything

03:49from birth control to changing in, in, uh, uh, uh, education and how people, how women were

03:56starting to go into areas that were traditionally male to looking at the social construct of why

04:02were men there to begin with? Well, that's an easy answer. Men were the dominant gender

04:06in business because of red muscle mass. That was it. You know, we're, we're, we're pretty

04:11good at cutting down trees and plowing fields and turning wrenches and doing stuff. And, uh,

04:16the problem is that the agricultural revolution is over. The industrial revolutionary revolution

04:20is over. And there's an argument that the.com is over, but we don't have to have a hundred men

04:27plowing fields anymore. We don't have to have 200 lumberjacks clearing fields and cutting down

04:31trees. Everything is moving to an automated thing, which balanced it back out, which meant that as

04:37women were building up within society, becoming more, you know, in tune, having more desire to do

04:43things and wanting to express things differently over the past 50 years, that that is peaking out right at

04:50the exact same time. The need for the red muscle mass isn't there anymore. So at the time this

04:57buildup has been occurring, the playing field leveled in a way that was crazy. So we started

05:03looking at it and we said, okay, well, what, what does this mean? And it's, it's obvious women are

05:08going to take over global leadership in the year 2028 across the board. But then the, the obvious next

05:14question is, and this is harsh, but this is just science. It's called the null hypothesis, which is most

05:20mathematical, but what the null hypothesis asks is yes or no, right or wrong. Any answer is fine.

05:27As long as we know what it is, because in science, if I say, you know, Hey Mason, that's not going to

05:32work. You say, thank you. I won't do that. Right. It's okay. If I say, Mason, this does work. You say,

05:37okay, well then I will apply that when necessary. Not working is just as good as working because now you

05:43know what to do with that. And that's what this hard question is. And it's real simple. Okay,

05:49girls, we know you're about to take over global leadership and we can see why. And this is exciting.

05:54Are you any good at it? That's the question, right? And so we started looking at it and this is

06:00exciting. Not only are women good at it, they're better at it than men and they're better at it.

06:07And it shows mathematically because if you take a female owned business right next door to a male

06:12owned business in the same geographic area with the same variables, the same everything going on,

06:15a female owned business outproduces in revenue, a male three to one. So she's making three times

06:22the revenue the guy's making. She's making three times the profit the guy is making. She has twice

06:28the longevity with her employees, which is important. So a male owned business in North America right now,

06:34the average employee is 39 years old and changes jobs every three years. A female business,

06:39same average, same 39 year old, but they stay an average of six years. So double the retention rate

06:45from an HR perspective. Now, a little side note, because somebody's gonna be thinking this,

06:49there is an economic argument that somebody's production ends at a certain point. They maxed out

06:55their burnout. And so maybe it's good for them to go. The question would be, okay, well, maybe three

07:01years is good. Maybe people should change jobs every three years and go on to something new and fresh.

07:05No, the data showed us that not only was she moving from three years to six years longevity

07:11with her retention rate from HR, those employees metric, their production rate, whatever they

07:16measured them by, their production went up in years four, five, and six. So we're looking at this

07:22going, wait a minute, she makes three times the revenue, three times the profit. She has twice the

07:27retention. And so then the next thing is like, huh, I wonder what her customers think. So we go to

07:33customers and we say, hey, Red Bull, Pepsi, Coke, you know, a Red Bull, Monster, Coke, Pepsi, BMW, Ford,

07:38whatever. Why do you choose this? Now, they didn't know if it was a male or female owned business,

07:44but we said, list the characteristics of this company that you feel drawn toward. Well, that list

07:49was exactly the list that both male and female employees said they love working for her because.

07:56And then when we went to all the leaders, we studied. Can you give us some tips on what some

08:01of those things are? I'll tell you a breakdown of it. But what I'm trying to get to is the

08:04consistency between the consumer, the workforce, and the leadership was spot on across it. Even

08:11though people didn't know that it might've been a female owned or run business, they were migrating

08:15toward that because of the culture that she created, you know, for it. And just a little side note here,

08:20Mason, this is not male bashing. I am not. No, no, I get that. Like I totally understand.

08:24They're hitting that. Well, this is the greatest opportunity in history because we're about to

08:29see a three X jump in our economy because of this. The obvious question then is, okay,

08:34how does she do it? You know, and she's got the numbers to do it. And what it boiled down to

08:39was a female's ability to negotiate and work with her team at a level so radically different from a man's

08:47traditional way of doing it, that the timing was divine almost in it. So if you think about this,

08:54guy, I'm not knocking guys. I'm a guy. I've got three boys, my dog, everything's boys around here.

08:59Right. So I, this is, I'm a, I'm a guy's guy, but I'm also smart enough to say that most guys are,

09:04but a hundred percent of the guys are fine with this because guys don't care. Guys are like,

09:09great. If she can do better, let her do it. I mean, guys have no ego around that. Now you're

09:12going to run into a few jerks out there, but no, this is fine. Guys are embracing this. What happens

09:18though, when a guy looks at a problem and say somebody brings him a problem, a guy will say,

09:23oh, give it to me. I'll fix it.

09:24Amen. Like 100%. We totally focus on the problem. What's the solution. And what, and we, and we look

09:30at people and we like, well, if, uh, if you didn't want a solution, why'd you come to me with the

09:34problem?

09:34Exactly. Bingo. You just nailed it. You're a guy. Congratulations. You're a hundred percent a

09:39dude. Uh, that's how guys operate because that's how we've always operated. It's how we were taught

09:43to operate. Right. But there is a better way. And that's why it's important to have women on your

09:47team. Like I, I, I am cognizant of that. You know, I've been in relationships in the past where,

09:52you know, my wife or whatever would just say, Hey, you know, I don't need you to solution. I just need

09:56you to listen. Yeah. Yeah. Don't just listen. Yeah. Because of that, I mean, I'm cognizant and

10:02I'm aware I've been taught that, that I am my own greatest obstacle. If I don't learn from that and

10:10apply that new knowledge and the same thing in business, if there's women who can do things

10:14different or better than, than I need to know, this is my tendency, but there, before I act,

10:20there is, there are other ways. And right. And that's how the men think about it. They're like,

10:24great. You got a better way of doing this. Let me know. Cause the big deal. And I'm about to

10:28describe it. I'll jump to the end real quick. What we learned in the, in the study about here

10:31come the girls, or it's going to be the best thing that's happened in modern history. I mean,

10:35it's going to be that significant to our economy, to how we interact with each other. This is huge,

10:40but it's not a girl thing. It's just something girls do. Now the math is going to be overwhelming.

10:46The math is going to say that it's just, there are going to be more women in leadership and

10:50business ownership than men. There's nothing we can do about it. But imagine when the

10:54men start applying, you say it's 30%, 35% men. When those 35% start mimicking what she does.

11:01Oh my God, get out of the way. This economy is going to be a nonstop train to the moon. I mean,

11:05it's just going to be amazing, but here's the difference. So a guy wants to fix it. So an

11:09employee comes up to a guy who's the boss, the owner, whatever, and says, Hey, we've got a problem.

11:13He says, Hey, let me have it. I'll fix it. I'll come up with a solution. Okay. Great. Boom.

11:17What's happening. And we now know this is by saying, let me fix it. You're literally neutering the

11:23person who brought you the problem. You're saying to them, you can't do this. You're not good enough.

11:28Let me do it. And you go do it. And it might be successful. Most of the time it is nothing wrong

11:33with it, but you have neutered that person who brought you the problem. Now, when you go and

11:38look at how a female does, it is radically different. So the same problem brought to a

11:43female leader, she's going to add three steps, very, very short steps before she tries to fix it.

11:49And those three steps are really simple. Sympathy to the problem, empathy to the person and meet

11:55them in the middle. So what she does, the first thing she does is she separates the problem from

12:00the person. She shows sympathy to the problem. Like, yeah, I know that dock worker strike is real.

12:05That's that significant. It's messing up our supply chain. I get it. I saw it on the news. I know that's

12:10your fault. That's over here. So she literally separates the problem and shows sympathy to the problem

12:17because it's real. Then she looks back at the person and shows empathy to the person. Hey, I know

12:22this is your responsibility, but you're not responsible for that. Yes, you're in charge of

12:27supply chain and shipping. And I understand, but that strike didn't have anything to do with you

12:32or your performance. It's just something we need to work on together. Are you okay? Just breathe.

12:37I want you to know that you're fine. We're going to work together to figure this out. So think about

12:42that. Sympathy to the problem. Isolate the problem. Take the problem away from the person and just set

12:48it to the side. So now you can deal with it. And then you look back at the person who brought it to

12:52you and said, are you okay? I know this, you didn't cause this, but I want to make sure you're

12:57breathing. You're okay. We're fine. We're going to get through this together. Sympathy to the problem,

13:02empathy to the person. Then she does the magical thing. She meets that person in the middle and she says

13:06in her own words, however she says this, what would you do? If I gave you a magic wand,

13:10what would you do? This is interesting, Mason. 94% of the people who bring you the problem know how

13:18to solve the problem. But what a guy does by saying, okay, give me the phone. I'll get on the

13:23horn. I'll fix this thing. You just skipped over. And that's what I mean. You neutered that person.

13:28What the female leader is doing is saying, Hey, what would you do? If I gave you a magic wand,

13:32how would you solve this? Knowing that 94% of the time that person knows the solution.

13:36So that person tells her, ma'am, this is what I would do. And then she does something beautiful.

13:42She just looks at him and says, okay, go do it.

13:45So here's what I, let me, let me give you some feedback on how this is affecting me.

13:49Yeah.

13:50I don't know who the speaker is. I would totally give him credit if I could, but he, uh, I wrote

13:54about it a little bit in my book, uh, uh, inclusive leadership, but he talked about the power of

13:59collective genius. And he was a speaker and he had an invite and he had an environment and he gave

14:04people an IQ test. And of course there's some smart people in the room and there's one or two

14:09exceptional people that were smarter than everyone else. But then he, then what he did is he divided

14:12up in groups and said, Hey, you four people work on this. You four people work on this. You four

14:16people. And what he found was that all of the teams did better than even the smartest person by

14:21themselves. Absolutely.

14:22The power of collective genius. But if, if men just operate from our natural, give me the,

14:28that's the problem. Let me fix it. And we don't engage and seek feedback. Like I love what you're

14:34talking about. How about the, the approach that women will take because that's engaging. Now

14:37they're going to engage the collective genius. If I, if I have a team, but I have, what was the

14:42term you use? Uh, muted, um, neutered. Yeah. If I neutered the team, then I might as well not have a

14:48team. I'm by myself. So that her leadership by example or ability or natural instincts to be

14:54able to handle things in that way, to engage a full team can engage the collective genius of those

15:00folks. So that's a brilliant conversation because collective genius works because the people at the

15:09table, which include leadership, great leaders never want to be the smartest person in the room.

15:14You want to be in a room where everybody is getting smarter together. And that's what collective

15:19genius does. Knowing that 94% of people on your team who bring you the problem, know how to fix it.

15:25She listens to them and says, I get it. Go do it. She empowers that person to go do their job.

15:33Now, multiple things are happening here. Uh, as far as responsiveness goes, what she's really doing

15:38by saying, I'm showing sympathy, the problem, empathy, the person, and I'm leaning in and I'm going to

15:42empower you to do your job. Just go do it. What she's saying to that person is I see you, I hear

15:49you, and I understand you. I see you because I see the problem and we've isolated. It's over here on

15:55the shelf. I've got sympathy to that. I hear you because I've had empathy. I've reached out to you

16:00and I hear you that you're okay, but I understand you. I understand that you're the genius. You're the

16:06who you're the hero. You know how to fix this and I'm empowering you to go do it.

16:09So let me, let me, let me contrast two separate cultures. One is toxic. Yeah.

16:17You're yourself hero. Yeah. And I'm going to do something when you tell me to versus the latter

16:22example that you're given with a women's leadership approach that is engaging. That is a healthy

16:27culture. And that is one where you are conditioning the people on that team to not only contribute here,

16:33but to look for ways to do it in the future because they know people are actually going to listen

16:37and value their ideas. And they're going to want to continue to provide that because they don't

16:41appreciate it. And now you said the magic word. That was it. You just nailed it. So when a person

16:48feels the risk or a person is a recipient of that type of leadership, when they say to themselves

16:53consciously or subconscious, Oh my gosh, she makes me feel seen, heard, and understood. She empowers me.

17:00What they're really saying is because you see me, hear me and understand me, I feel valued. And I'm

17:06telling you right now, and I'm employed when you've got a group of people that feel valued and they are

17:13empowered, get out of their way. They will do anything for you. So think about the genius of

17:20this. The guy just says, argument to me, I'll fix it. Right. Boom. I'm better than you. It's not toxic

17:25or it can be toxic, but it's not, it's not inspiring. Right. She's sitting there. I see

17:30sympathy, problem, empathy, the person meet you in the middle, which means I see you, hear you and

17:34understand you, which means you feel valued. And Oh, by the way, I'm handing you the one you're

17:37empowered to do it. Those people are moving mountains, but here's what's really happening.

17:43Two things happen with this. Next time there's a problem. Do you think that person's going to come

17:47to her? No, that person already knows that they are seeing her and understood they are valued and

17:53they are empowered. They're going to fix it themselves. They have permission to be the best

17:58they can be. So when a problem does happen in the future, they might see her in the hall and go,

18:04Oh, Hey, we had a doc worker thing. I don't know if you saw it the other day, but it's fine. We fixed

18:08it. And she's going to go, okay. And just keep walking. Right. Because the team did their job.

18:12But here's what's really happening. When the guy, traditional patriarchal system, when the guy says,

18:17let me fix it, you're getting in the weeds, which means you, you think it's more important to do

18:22their job than to do your job. Your job as a leader is to set the guardrails, set the morality

18:28around this, drive it with fuel to get people where they need to be. But where your real job

18:33is to be innovative and creative, meet with customers, think about strategy into the future.

18:38If you're fixing the problems in the weeds, you're not doing that. So when you ask yourself,

18:43go, wait a minute, a female business outperforms a male business three to one. Why? Right there.

18:48Because she's empowering her team. In fact, the team is so empowered and so valued. They're staying

18:54with her twice as long as they stay with anybody else. Their production is going up when they do

19:00leave. And this is so important. When an employee of a female leaves, a lot of them come up to her

19:05and hug her and thank her and say, Hey, this has been the best six years of my life. I'm not leaving

19:11because I'm unhappy here. I'm leaving because you gave me such an opportunity that the best thing for me and

19:16my family, this dream career I've got in front of me now is happening. And I just want to say,

19:20thank you. It would not have happened without the environment and without your belief in me.

19:26And I'm telling you, and you know, this after age catches up with all of us, we can look back and

19:30go, and I am already looking back and going, wow, those are the memorable moments. Those are the

19:35moments where you're like, wow, that person just went out. We planted a seed with somebody who went out

19:41and it's also making the world better. But think about this. If she's got an empowered team

19:45doing that, working twice as long, increasing production, solving problems before it elevates

19:50to her, she's out there being innovative and creative and meeting new customers and thinking

19:54about new strategy. You want to know why she outproduces the guy three to one? Because she

19:58shows up. She stays in leadership. She trusts her team. Dan Sullivan calls it the who, not how.

20:04Your job isn't to know how to do everything. Your job is to know who knows how to do things.

20:09And you hire them and you get out of their way. And if somebody is doing that to you,

20:13then they're your hero. And if you've got a bunch of heroes working for you, you can do anything.

20:19And she figured that out. And so I'm so glad we're having this conversation because if people hadn't

20:27read the book or hadn't listened to this thing and they hear these types of trends coming up,

20:31I could see where guys would panic and think that's a threat when this is the exact opposite of a threat.

20:36This is an absolute game changer, an opportunity for, in the meantime, to learn new skills and to tap

20:42into new powers and the collective genius. This is a world of opportunity for people who can set

20:48their ego aside and can have some emotional intelligence and some growth and say, hey,

20:54I can learn from this. I can surround myself with people who can do things perhaps different or better

20:59than I can. And I can learn from them while this is happening. And this is an asset, not a threat.

21:06Yeah.

21:06This is an opportunity, not an obstacle.

21:09Absolutely. So think about this. We went to every male out there and we said, hey,

21:13the industrial revolution is over with, the agricultural revolution is over with.

21:17We get the dot-com thing, but it's a level playing field. Here's how you're going to have to act

21:22to maximize your employees and maximize your customer base. Every guy out there is going to go,

21:27okay, just do it. So again, this is not male bashing. This is just impeccable timing. As women

21:34are coming over the arc and are going to dominate it, they're doing that at the exact time that the

21:41economy, this mythological creature, the economy is saying, we want you, we need you. We're crying

21:47out for this.

21:49So what role can male leaders play in accelerating or supporting this shift? Instead of fighting it,

21:54how can they support and accelerate it?

21:56It's the honest assessment. Great question. They have to honestly assess themselves.

22:00They have to look at it and say, okay, am I doing this right? Or am I one of those toxic guys that's

22:05trying to fix it? And forgive yourself, you know, forgive yourself. You've been trained to do that.

22:10Look at this as an opportunity to be better. And you go to anybody, male or female, I don't care

22:16what you're doing. And you say, hey, you do this and your business will grow three X.

22:19I'm willing to take a shot. You know, I'm willing to dip my toes in that to see what's going to

22:24happen. But here's what's really cool. And this is the other thing that, you know,

22:27it's not gonna put my doctor hat on my econ economics hat on and tell you this. What's

22:31interesting is when we study these women all over the world, these great leaders, we studied over

22:352000 of them. One of the themes or a couple of themes that came out of the study that weren't

22:40related to the science, but were definitely worth exploration. One is that every woman we interviewed

22:45with celebrated their femininity. Nobody was trying to be like the guys. Nobody was wanting

22:51to dress and act like the guy. And we had every size, shape, color, flavor. You can imagine the

22:55women we interviewed. I mean, it was everything, but they were like, this is me. I'm not trying to be

23:01you. That was huge on this. But the other thing that we learned about women is they don't dig

23:06mergers and acquisitions that much. Well, women in their style, their inherent style is around

23:11collaboration, that they would rather collaborate with you than buy you. They would rather say,

23:16hey, how can we, again, we're not the smartest people in the room, but we're in a room where

23:19everybody's getting smarter together. If we're all rising together, that's got to be a good thing.

23:24So women love collaboration and leadership. They're okay with mergers and acquisition,

23:28but that's not their target. It's about collaborating. So this is the econ lesson for your

23:33group. Now this is doctoral stuff, but follow me. It's pretty good. Percentages of growth. So if

23:38you're going to 3X your company because you have an empowered workforce who can go out there and feel

23:44valued and do things you can't do, you're aligning with your consumer. Everything about this is

23:49working. So you're growing 3X, but so is the other companies around you because the vast majority,

23:55I'm a run by women now. And these are companies that you collaborate with. When 3X companies collaborate

24:01with other 3X companies, math doesn't allow that to be added. You cannot add percentages. You can only

24:07multiply and divide percentages. So what we're about to see in the economy is we're going to see

24:12every business out there have the opportunity to 3X, but those that are collaborating, that's not X plus

24:193X, that's 3X cubed. So we're going to see somewhere between X and 9X growth in the economy beginning in

24:27the year 2028. So to go back and answer your question about what should men do, you should ask

24:33yourself this question. What am I doing to be prepared? I hear this. I can do it. I can stumble

24:39through it and learn. But luck, luck's funny, right? Jefferson said, I don't believe in luck,

24:45but I know the harder I work, the more bit I find. That's true. But what I can tell you about luck

24:50is that luck does favor those who are ready when it happens. What are two or three things that people

24:57can do to prepare? I'll start with the honest assessment. Where are we? That's one. What are

25:01we doing? And then second, raise their hand and say, I want to get here, but we jokingly call this

25:07the Jack Daniels effect. I don't drink anymore. I used to, but I don't. But there's only one reason

25:12you drink Jack Daniels, and that's to get there fast, right? That's the other reason. And I like

25:17Jack. I love Jack, but that's why you drink it. So you got it. We call it the Jack Daniels

25:22Effective Economics. You got to ask yourself, okay, what am I going to do to get there fast?

25:27And again, Sullivan's theories are called the four Cs. When you're looking at something like this

25:31big galactic shift that's coming in the economy, you've got to say to yourself, okay, as I approach

25:38this, how am I going to do it? The first thing you do is make a commitment. Okay, I'm going to figure

25:43this out. When this tipping point occurs and the economy takes off, I'm going to be prepared. I'm

25:49making a commitment right now. That's the first C, commitment. Then you got to be courageous.

25:53You got to be able to say, boy, this is going to be scary. This is going to be a change. This is

25:57going to be an evolutionary dynamic. So I've got to be courageous. And remember what we were talking

26:03about once before, you know, courage and fear, right? You can be fearful and courageous at the

26:08same time. Then the third C, thank you, Dan Sullivan. The third C is basically what am I doing to get

26:15the capabilities? What am I doing to learn? You've got to learn quick. And you say to yourself, okay,

26:22I'm committed, I'm courageous, and I've sought the capabilities. They've called me, they've called

26:27you, they've listened to these podcasts, they've done whatever they can do. If you make a commitment,

26:32if you're courageous, and then if you have sought out the capabilities and trained and learn how to do

26:37this, rewire, deconstruct your brain for the way you used to do it, to what your consumers,

26:42your workforce, and the economy is screaming for you to do, then guess what? Then you're allowed

26:47to be confident. So most people say, well, I'm already confident in my business. I'm not going

26:51to do this or we'll work on it. That's a lie. Confidence is a byproduct of commitment, courage,

26:56and capabilities. And it's only there long enough for you to reset the bar. Anybody who says, oh,

27:02we're confident it's going to happen. We're confident we can handle this. We're confident.

27:05We're confident. You're a liar. You're a liar. You're a liar. You're hiding behind a tree.

27:09It is okay to say there's nothing confident about this. Confidence is going to be a byproduct of me

27:15making a commitment, being courageous, and going out and seeking the capabilities. So seek those

27:20capabilities. Listen to every one of your podcasts. Deep dive this stuff. Read your books. Read my

27:25books. Call us up. Raise your hand and ask for help.

27:29Speaking of which.

27:29Help me.

27:30How do people, how do people, what's the best way for people to interact with your work and to

27:35connect with you and your organization?

27:36Sure. Well, you can obviously listen to this podcast. This is great. Your series is awesome.

27:41But I'll tell you, and I'll do this. We haven't done this for Here Come the Girls,

27:43but I'll do it for you. If anybody, any of your listeners will look at me on LinkedIn and send

27:48me a personal note on LinkedIn and say, hey, I was listening to your Mason show. I love Mason's

27:52show. Mason's the best. I would love a free e-copy of Here Come the Girls. I'll send it to you.

27:57I'll send it to them right there. If they want to have a conversation or dialogue, we do it.

28:01You also go to the website, donbardon.com. LinkedIn's always the best. Shoot us a note on LinkedIn.

28:06Say, love your work. Love what you said on Mason's show. I listen to Mason's show every time. He's

28:11the best. Can I please have a free e-copy? I'll be happy to send it to them. Or you can go on

28:15Amazon. If you like Tektory, if you like to hold it, go on Amazon. Buy yourself a copy. But that's

28:19really the beginning. It's an honest assessment. And then the courage to say, I'm committed and I'm

28:25going to seek the capabilities necessary to do it. And everybody's got a different thing.

28:29But I will tell you, and I think I mentioned this earlier, but I'll reiterate it.

28:32My goal with every single client is for me to get fired. Because not fired in a bad way,

28:39but for the relationship to complete. I look at training and I look at this type of thing as

28:43like going back to college, going to university. You're going to graduate. You should not not

28:48become a professional student of this. I think we can get you fixed in a month to three months,

28:52max. So if we have a client engagement that lasts really, really long, I'm usually like,

28:57is this healthy? Is this good? Because we want to go in there and help you and then cheer for you

29:03in the future and see how to be relevant and help you out. But we don't want to land and expand and

29:08be with you forever. I mean, that'd be great. But the goal is to help people in such a way that

29:13it's formative and they get the capabilities they need. Combine it with a commitment and courage.

29:18And man, I'm going to be your biggest cheerleader.

29:20I appreciate it very much. I'm going to definitely invite you back on.

29:24I appreciate everything. Thank you so much for sharing your time with us today.

29:28Thank you for being you. I'm sure you've got the best podcast out there. So I appreciate you.

29:33It's my pleasure. Let's let's visit soon. Let's do it.

The Future is Female: Economic Revolution Ahead | Dr. Don Barden on Inclusive Leadership

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