In this episode, Josh Linkner speaks with Patrick McAndrew, a thought leader in attention management and founder of Hara, a self-mastery community for entrepreneurs and leaders. Patrick shares his unconventional journey from teaching speed reading workshops to developing a deep focus on human attention and mental performance. He discusses the modern challenges of focus, why most attempts to fix productivity fail, and how a mastery-based approach can transform business leaders into true pioneers. Together, they unpack the critical importance of learning, unlearning, and finding clarity in a world dominated by information overload.
Patrick McAndrew is the founder of Hara, a high-impact community focused on self-mastery for the self-made. He began his career as a speed-reading instructor and has since become a leading voice in attention and mental performance. Patrick’s work centers on helping leaders go beyond linear learning to develop practices that strengthen focus, resilience, and intentionality. His methodologies bridge the gap between cognitive science and human-centered leadership, equipping professionals with the tools to cultivate their best selves while achieving organizational impact.
Rethinking Productivity: Moving Beyond Willpower and Motivation: Patrick shares how traditional approaches to productivity often miss the mark by focusing on external solutions like willpower and motivation. Instead, he reveals how the real struggle is internal fragmentation—our inability to organize thoughts, emotions, and energy. His focus is on creating systems that address the root cause rather than treating the symptoms of distraction.
Linear vs. Nonlinear Learning: Designing for the Modern Workforce: Through his experiences running Momentum Mind, Patrick highlights why linear learning models fail to resonate in today’s fast-paced environments. He discusses how a nonlinear mentorship approach, with adaptive content and context-based problem-solving, can meet people where they are and help them address deeper challenges beyond simple skill-building.
Self-Mastery for the Self-Made: Aligning Business and Personal Growth: Patrick explains why he launched Hara and the philosophy behind it: mastering the inner game of life and business simultaneously. He emphasizes that success is not just about professional achievements but aligning personal growth with business impact. Hara is designed as a community where leaders refine both their business acumen and personal mastery through shared experiences, deep mentorship, and continuous refinement.
The True Value of Thought Leadership: From Information to Wisdom: In a world of information overload, Patrick argues that value no longer lies in mere data or knowledge. Instead, the focus should be on transforming that information into actionable wisdom. He shares how thought leaders can elevate their impact by cutting through noise, offering clarity, and developing insights that resonate on a deeper, more human level.
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Hear from the world’s top thought leaders and experts, sharing tipping point moments, strategies, and approaches that led to their speaking career success. Throughout each episode, host Josh Linkner, #1 Innovation keynote speaker in the world, deconstructs guests’ Mic Drop moments and provides tactical tools and takeaways that can be applied to any speaking business, no matter its starting point. You'll enjoy hearing from some of the top keynote speakers in the industry including: Ryan Estis, Alison Levine, Peter Sheahan, Seth Mattison, Cassandra Worthy, and many more. Mic Drop is sponsored by ImpactEleven.
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While proud of his business success, his roots are in the dangerous world of jazz music. Josh has been playing guitar in smoky jazz clubs for 40 years, studied at the prestigious Berklee College of Music, and has performed over 1000 concerts around the world. His experiences in both business and music led him to become one of the world’s foremost experts on innovation. Josh
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Patrick McAndrew:
The game of business is such a gift, but it's built on the game of life. A lot of people who I meet, they neglect the game of life in pursuit of the game of business. And once they've reached a point of success, they have to come back and pick up all the pieces that they neglected for the last 10, 15 years. And I don't wanna see that anymore.
Josh Linkner:
Hey friends, Josh Linkner here. Delighted to bring you season three of Mic Drop, the number one podcast for professional speakers and thought leaders on the show. We connect with experts at the top of the field unpacking their success to help each of us grow and thrive from elevating your artistry to booking more gigs. Mic Drop is designed to give you the tools and insights you need to reach the next level. Together we'll accelerate the path to growth, success, and most importantly, impact
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Josh Linkner:
Today on Mic Drop. I'm joined by Patrick McAndrew, a speaker performance strategist and founder of Hara, who's on a mission to transform how world changing leaders think about focus and productivity. After years of working with high achieving teams in finance, academia, and corporate settings, Patrick saw a glaring issue. People were trying to fix productivity problems with external solutions instead of addressing their fractured focus from the inside out. In this episode, we dive into his unique experiences from teaching speed reading to uncovering the deeper issues behind mental fragmentation and creating new methodologies to help leaders find clarity and fulfillment. Patrick breaks down why most productivity advice is outdated, why attention is the single most valuable resource today, and how understanding the emotional roots of focus can help us all perform at a higher level. He also shares his thoughts on building horror, a community for high performing leaders, and why modern success requires not just external wins, but a commitment to inner mastery. Get ready for a thought provoking conversation that will challenge how you approach productivity and redefine your own path to mastery. Patrick McAndrew, welcome to Mic Drop.
Patrick McAndrew:
Thank you, Josh. It's a pleasure to be here.
Josh Linkner:
Yeah, man, I've been really looking forward to our conversation. I've gotten to know you a little bit, and I just find you to be a very soulful person, um, and doing really important and soulful work. Uh, before we get into what you're doing now, which again, I think is, is deeply soulful, um, I'd love to have you share a little bit of your backstory. I know you did the, the thing with Momentum Minds and, and obviously did some stuff before that. Maybe just take us through, you know, a quick view of the backstory, then we'll get into your current focus.
Patrick McAndrew:
Yeah, I can maybe share a little bit of context of how I got onto this journey. Uh, which started out, uh, with all things actually speed reading, uh, that's how this journey began where I was working for a company called Iris Reading. I had a, I had a marketing agency in New York. It was an audio marketing agency. We did campaigns for, for Spotify. They were our primary client. And on the side I was teaching speed reading and memorization workshops to begin with, just in Manhattan, in New York City where I was living. And that came because I took the workshop myself and I was just so taken by it. And I reached out to the CEO and I said, this content is incredible. I do think I could be a better instructor than what you have in New York at the moment. And he said, okay, let's talk.
And then, and then I ended up working for them on the weekends. And eventually that led me to traveling all around the country. I became their, their lead instructor. So I got to go into different universities, into high schools, uh, into a lot of corporations. Uh, I worked with a lot of investment banks and hedge funds, and it was so fascinating over that year to really get a sense of what was happening inside all of these different environments. And at that time, I realized that reading was, was certainly very helpful, but it wasn't the most important thing. What seemed to be the most important thing in these environments was what I saw was focus. That that was a real struggle that people had from 14 year olds to 64 year olds. It was impacting everybody. And there was no lack of motivation or drive that I saw in any of these environments.
These people didn't need motivation. What they needed were pragmatic and practical ways to essentially organize themselves internally. That's where all the mess was. And they felt that, and they would share that with me during the breaks or after the sessions because I would teach them about, in teaching 'em about reading and their memory, I was teaching 'em about their mind and that the tendencies and the patterns of their mind. And suddenly they would come to me and say, oh, should we share all the things that they're struggling with? So I then stopped the marketing agency that I had, and I stopped working for the Speed reading company because I realized that there was something bigger here that felt really important. And I just dove deep into researching For about five months, I connected with a lot of different neuroscientists. I spoke to a lot of different businesses in a lot of different industries to understand what was happening, sociologists as well, to understand what the trends were at this moment in time.
And from that, I, I started offering workshops and trainings under the Business Momentum Mind. And that name Momentum Mind came from really wanting to be an antidote to what I saw in all of these environments, which were very fractured minds. They were very fractured and fragmented, and that's where most of the inefficiency and energy waste was coming from, that the individuals, as I said, knew what they wanted, but the struggle was to get themselves to do it and to do it consistently. So that started in the beginning of 2020 and ran until, uh, until about the fall of last year. Um, so I was, I was running that with a lot of corporate teams.
Josh Linkner:
How did you have this insight, Patrick, around that, that we have these fractured minds? I mean, so it's one thing to notice, you know, a pattern that isn't working. It's another thing to, to like, um, diagnose the problem and then ultimately research and develop a solution for that. Can you take us through that process? Because I think we all like see problems out there. Very few of us do what you did, which is awesome. It's like, Hey, I'm gonna actually get, get my finger on it. I'm gonna pinpoint it and then I'm gonna, uh, uh, craft a solution for that problem. Can you walk us through how you got there?
Patrick McAndrew:
It was really self-observation because I needed this myself. I, I know I saw with the, the marketing agency that I had that, you know, my pattern was I would get into the office very early. I would do this sort of sweep of checking things. I would check Instagram, Facebook, the news, the sports, the emails, and then I would try and start the work that I needed to do that day. And then I would feel this tension. There would always be this sort of internal narrative that it felt like one out of every six or seven days that I was working, I felt like I could get things done. And the other four or five felt like there was just a total block there. So then would come, oh, I can't focus today. What do I need to do? I need to go down to Grand Central beside where my office was and get a coffee.
So I'd go down and get a coffee thinking that would fix it. I'd come back up, I'd probably do another sweep of checking for 15 minutes, and then I'd try and get into the work again. And then I'd say, oh, there's something up. I can't focus. And this narrative was playing out constantly. So what I thought I needed was more discipline. What I thought I needed was more willpower. And I was reading a lot of books on this, on how to get things done. I was going to spending tons of money going to Tony Robbins conferences thinking I need more motivation and drive. And it wasn't doing anything. It didn't feel like it was actually making a difference. So then I started to realize, well, it's something in me. There's something going on here, which is, is off. And I was also noticing in all the other people that I was working with where the interesting thing about reading is that we learn how to read when we're very young and we never relearn.
And that's where the challenge is. So nobody really that I've ever met is inherently a bad reader. It's just that as an adult, they're still carrying the ways and approach to reading that they learned at three, four or five years of age. And at some point, what they need to do is learn that, lose that approach to reading and relearn a new way because they don't need that very basic approach. And then they'll be able to read much faster and consume much more information and retain it with focus. Nobody ever teaches us. It's something that is expected all the time, but it's this feeling that it's this inherent thing that you must have from the moment we enter into school, there's this expectation yet to focus is, is to really be able to create distance from our feelings. Not to reject them and deny them, but to see them without acting on them straight away.
So in some ways it becomes, it becomes an internal journey that has to take place. It becomes something where you actually have to start taking stock of the habits and patterns of your mind and observing it, and then you start to make real changes. And I just realized that if you were going to Columbia University for an MBA program, because I went teaching speed reading programs there, you're spending a lot of money to be in that MBA program. And everything that you're learning about is external. You're never learning about the internal skills that will make you a great leader. Um, and that's the stuff that I realized, ah, this is missing and this needs a lot of attention. And that's why I started to really dive into it because I realized everywhere you go, no matter if you are extremely privileged in the access to education resources that you have or not, this is just not being taught anywhere.
Josh Linkner:
I mean, it's really amazing what you did there because you came to this realization with the reading. You know, you're taught one thing, you're never retaught, and, and the notion of learning and then unlearning and then relearning is fascinating. And, um, and now you are applying that to other domains beyond reading, of course. So you are, you're sharing last, last year you really started focusing on this, you know, linear learning concept. And maybe take us through that, because I know that's been a focus of your time, time to attention. Um, how do you think about that? What is linear learning? How should we be thinking about it as speakers and thought leaders?
Patrick McAndrew:
Yeah, it's, it's, it was a real interesting journey. The reason why I stopped running the Momentum Mind program last year was because it was a linear learning experience. So teams would come and be a part of this for six weeks. There were linear forms of content that they had to follow week one, week two, all the way through to week six. And then we would've live calls in connecting and discussing what was being learned. And what I discovered is that it, well, first of all, a lot of the issues at hand are not mental. They're more emotional. So, uh, for example, people's attachment to their phone, this inability to have any distance from it, I realized I could give all the evidence and all of the context and all of the rational data points and information, but it didn't make a change to some people because the association and the deep connection was very emotional.
It was very visceral. So what we needed to do is we needed to give exercises and ways for them to explore how to make these changes in their life as opposed to just bringing it in from content and information. So instead, we move towards more of a model of mentorship. So how can we treat this that there is a certain quality that we want to develop in these people, and how can we base it around what they're bringing to the table? So we know what we want to, what we know what we want to develop in these people, but we also need to meet them where they are at and start from the ground up. And that becomes then much more about, uh, more frequent. So weekly calls with the group where they are essentially bringing their insights and their challenges. And then we are talking through, and sometimes some of the people on the call might not have much to say, but they will listen deeply to a conversation that's happening with one of their peers working through a problem.
And they will see themselves in that problem and they will learn so much of how to apply themselves. And then they will have conversations together. And then if there's, if there is stu things that they need to then understand deeply, which is hard to communicate over the calls, we will then create content as a way to support that. Whereas how we were going about things previously is we were beginning with the content and then going to calls. And it limited how curious these individuals could be about themselves. And this sort of gets to something that I think is really important to recognize in the world that we live in today, where with AI information is not really that valuable anymore because it's so, it's so abundant. You know, I was in El Salvador in May, and I was just there at the end of the mango season and there were mangoes everywhere.
And the smell was as if I was like in a kombucha factory. 'cause you could smell all of this fermented fruit that had been out in the sun for so long. And these were mangoes that I know are so delicious and only show up in the supermarkets here in Santa Fe for about a month and a half, and they'll be selling for four or $5 a piece. But even in that environment, as I was walking around the first two days, I had a lot of mangoes. And after that, for the rest of the trip, I, I thought, no, I'm not interested in mangoes anymore. And then I arrived back to Santa Fe and the same mangoes that I saw there, which nobody wanted to eat, were selling for four or $5. So when something is so abundant, it loses its value. So what is valuable in replacement of information? Well, it's, it's wisdom. And that's what we're looking for now, that there's so much, there's such an abundance of information that what we're looking for are guides, people who have wisdom, people who can actually cut through it all and show us the real path, the real path to take that's actionable and that will really make the difference that we want. And that's what I'm really trying to offer here, and that's why we made that change.
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Josh Linkner:
One of the things I love about our conversation so far, Patrick, is that you haven't once said, I'm a keynote speaker and a keynote speaker often just sort of like recites their lines from stage. You, you're really an expression of a thought leader, perhaps even an artist who say, I, there's a problem in the world that I've identified, I'm gonna learn about the problem. I'm, I'm committed to solving the problem. And then you develop a methodology and you're sort of illuminating the path on how to solve the problem, which is, again, a beautiful expression of a, of a thought leader. And, and that's, that's living in a number of different formats. One format is keynote speaking, which of course you do, um, but it also lives in other formats, and in your case, you developed horror. So I think for many listeners who are focusing on their own thought leadership as like, I'm a keynote speaker, they're changing the lens and saying, actually, I, I've developed a body of work. And that can be expressed in a number of ways, including keynotes, but not limited to keynotes. So I think for, for, for people listening, maybe share what Hara is all about. And that may open up some ideas for, for those other thought leaders who wanna express their ideas in in multiple formats.
Patrick McAndrew:
Yeah, it's a, it's a, thank you so much. It's a, it's a beautiful reflection, so thank you for sharing that. Over those years of running the Momentum Mind programs, it was all coming with the real intent, which is that there needs to be some sort of a change, and the change requires a, a shift in perception. And that shift in perception is that within these organizations, the, the greatest resource that they have is their people's attention. And how is that being organized and what, what are the conditions that are being created for how people actually do their work? Because you live in Detroit, it's a place which actually where you, we could even say this notion of productivity really came to bear fruit, where when Henry Ford developed a model t he was really struggling because it was taking about 12 and a half hours to produce one car.
So he found this guy's writing, Fred Taylor and Fred Taylor had been working in the steel industry, and he had been thinking deeply about how to create processes and systems that make output as efficient and cost effective as possible. So, uh, Henry Ford brought his team together and said, how can we apply these principles here? And they came up with the assembly line, which eventually brought the time of production of the car down to 93 minutes. And it actually made cars affordable for people for the first time. It was something that was available to the middle class. And that was so transformational because it permeated throughout all industries where manufacturing was present. This this very oriented process where everybody had a very specific role, everything was measurable, and that model and that mode of product productivity works really well. I I worked in medical factories growing up when I was in college, and the same model was used, and it, it works.
That's the way it needs to be done. When it comes to people who are in the knowledge sector or are doing service-based businesses, it doesn't really work so well because value or impact is not so much about output, it's about value, and there can just be, it, it can actually be some gestures that don't take a huge amount of effort, that provide immense amount of value. And on the flip side, there can be stuff that takes a ton of effort, which provides no value. And if there's more of an emphasis on how can we actually provide the most value internally in how we work together as a unit and in how we communicate with our clients, then we can cut through a lot of the wasteful uses of energy. And unfortunately that's not being seen. There is this driver that if we can make people communicate and work more efficiently, we will be more effective.
But it just doesn't show up that way. So after Covid happened, a lot of these organizations, they started using monitoring software. So there was a 50% increase in applying monitoring software. So suddenly they weren't able to watch their staff and they're, they didn't know if they could really trust them, and they wanted to find ways to make sure that they would work and stay on top of their tasks. So they failed to actually train their people how to rise up to this new environment that we're living in. And instead they tried to impose this sort of reward and punishment model on the outside, which didn't actually develop their people to grow into rising to the challenge. It sort of just shrank them to sort of fit within the box that this monitoring software would deem to be acceptable or unacceptable. So I was in, uh, working with a lot of companies, Lincoln Financial, Pacific Life, JP Morgan Equitable, and I was working within sort of silos of teams, and they would apply this work, but then there would be teams that they're associated with who weren't.
And suddenly that would drown out a lot of the progress. So I thought, well, if I keep doing this, it feels like I'm just casting some dye in the water, but eventually it will just fade out because the, the body of water is too big. So what I would like to do is I would like to draw in leaders and entrepreneurs who are seeking a more elevated game of business because I truly believe that the game of business is such a gift, but it's built on the game of life. And for a lot of people who I meet, they neglect the game of life in pursuit of the game of business. And once they've reached a point of success, they have to come back and pick up all the pieces that they neglected for the last 10, 15 years. And I don't wanna see that anymore.
I wanna see people who can actually grow both things side by side. And it begins by recognizing that the quality of you determines the quality of your work. And that's why I launched Ha because I feel I see no side of retirement at any point in life. I want to be involved in this incredible game of solving problems, of collaborating with people because it gives me a lot of vitality. It gives me a lot of excitement and enthusiasm. I get to learn so much from incredible people, but I don't want to feel like I'm neglecting myself, the parts of myself that want to grow just so that I can make money. I want both things, all things to be able to fuel themselves together. So that's why I launched Hara, which was to really make a concerted effort of bringing really high quality people together and to be in lots of different types of industries and types of work. Yet there's a through line between all of us, which is we are being reflective and we're being observant, and we're committing to building exceptional businesses, but we are also committed to becoming exceptional people through the journey. And that's what the, that's what the intention and the purpose of Hara is. Self-mastery for the self-made
Josh Linkner:
Self-mastery for the self-made great line. It's, um, it's a really cool thing. Can you just give us a little sense of like, the mechanics of that? So I saw on the site, you, you, you apply to membership. So if somebody's a member, uh, what do they get? How do you like, maybe just kind unpack even the economic model for us, because I think there are other speakers that may wanna do something similar to create sort of a, a community of people aligned with their values and their message.
Patrick McAndrew:
Yeah, so at the moment it's, it's a relatively small community. We have about 32 people in there. So with that, it's, the beauty of it is that it's very high touch and being able to give people a lot of presence and care. So, uh, they will, they're typically all arriving with something that needs to be worked on. Some people are, in many circumstances, it's, it's that it's that their business is booming and they have sort of left themselves behind their business and now they are struggling to manage the change, or there's been a change in career, or there's been a change in path. And it's really about aligning the work that they do in who they are as a person together. So to get into that, they'll come out to Santa Fe for three or four days, we'll hang out, I want to get to know them deeply, we'll work through some things together.
And then from that point on, uh, we will gather, there's a call once a week that we get together on to raise things, to discuss what's present, to work through challenges together. Sometimes I'm able to provide help. Sometimes it's other members who have insights which are far beyond my own. And then every quarter we meet together, uh, typically here in Santa Fe and also we'll be opening it up to some other locations where we, where we come together and we deepen this commitment of what we're working on because it's really about it being a community and a collective endeavor where it's not that I am trying to impose my view of how we should approach business, but rather I'm trying to create the conditions for a much more elevated game of business to a rise from all of these great people coming together. And that's, that's what the mechanics look like.
Josh Linkner:
It's so cool because, you know, and, and we, when we work with speakers and thought leaders, it's like, okay, how can you make more impact, number one, and also how can you, you know, drive economic success? There's nothing wrong with that. We don't shy away from that. That allows us to do more research and help more people and take care of our families and all that. So I think it's a really cool expression that you are both found a new way to go deeper with people in the world that you care about and, and you have a message on your heart that you wanna share. So you're creating more impact and you're, you're creating an economic opportunity, a community of recurring revenue that exists off the stage. It's very clever and I think a lot of us may wanna borrow that. Um, I wanted to shift gears.
I'm looking at the horror site and, and you are very crisp in your communication. Many of us are not, but you are. I mean, you know, I'm just looking at self-mastery for the self-made. It's a terrific line. Instantly says what you do, um, inner circle of the 1% of the 1%, you know, you're, you're, you're quickly sharing like who this is for, by the way, who it's not for now for exceptional entrepreneurs who, and leaders who, who use the game of business to reach their highest potential. So again, I think it's very crisp language. The one thing I wanna also call out, and I love your, your, your feedback on you, then get right into like this, choose your path. And I love how you're doing it. In contrast, are you aligned or are you fragmented? Are you stable? Are you fragile? Are you charged or are you empty?
Are you connected or are you isolated? So in, in, in making that compare and contrast it, it very, both visually and, and mentally says like, oh, I don't wanna be XI wanna be Y. And then all of a sudden I feel like horror is my path to doing what I want. Help us understand how, how that became so crisp. And I think many of us, when we see beautiful communication, we think like, oh, I'm sure Patrick just sat down and like three minutes later it was like magic words that came out of his giant brain. My hunch is it probably took a lot of, and a lot of refinements to get, uh, communication so crisp. Maybe walk us through like how did you come up with such sharp and compelling language here?
Patrick McAndrew:
So thank you, thank you for noting that. It actually came, uh, believe it or not, through learning about how preachers craft their sermons. I was raised a Catholic, I don't go to mass that often, but I do appreciate the, I suppose, more of the Protestant way line of communicating, um, where the message is often very compelling in what's brought forth in, and it's very different to what I would've grown up with in, in, uh, Catholic mass. So I, I started learning about how these, these sermons are crafted and it begins with source material. And the source material is, is often that they will go to the text, which is the Bible, and they will look at it with a very objective lens of what's actually being said here, and are there words or terms here, which I, which I don't fully understand that I need to get some, uh, other insight on other perspectives.
So therefore I'll go to other texts, which may be a commentary on this. And then I just keep like reducing what that message is down to a core theme. And then I will translate that to the audience that I'm gonna speak in front of on Sunday and give it in, meet them with the context of, of where they're living in their lives at this moment in time. So to arrive to what Hara was it, it began with doing one-on-one work with some people that lasted for eight, nine months and really going in to observe what was happening in the work and who are these people looking at it with a very objective analysis, disregarding the marketplace and disregarding what the communication is in the market at this moment. And just trying to, yeah, be very objective, removed from my own, um, narrative or emotions about it. And then once I got to the core of it, then I could start building it out in a way that was then speaking to the context of these people that I wanted to reach. So that is sort of the, the methodology that I've, that I've taken.
Josh Linkner:
I love it. It's such a, such a compelling approach. Um, so when you think about Patrick, you've done a lot in the last year or so. I mean, obviously a lot of deep inner work and reflection and tighten in language, really reflecting on how you can make the biggest impact on the world. What does the next like 24 months look like for you? What are you focused on and, and how are you hoping to take this message and, and really create the biggest possible impact?
Patrick McAndrew:
It's an exciting time. I, I wanna give a huge amount of recognition to impact 11 first, um, on this because you guys have been so influential in this journey over the last 12 months. It was around this time last year where I first met you, Josh, and, and connected with the team at the bootcamp in Birmingham Detroit. And prior to that, keynote speaking was something that was asked of me, but not something that I had ever really intended to do. It happened organically because I went to companies with the Momentum Mind program and they said, well, before we commit to this, it's kind of expensive. It's gonna take some time. Why don't you come and speak at our next conference and see how the team resonates with your message, and if they like it, then we'll go further with you. So that was sort of how it all emerged.
And I had no sense of what this industry was about or, or what it was because up to that point it was kind of this, uh, this message that I had to deliver for something deeper that was coming. So that, that sort of still lives in me as what the role of keynote speaking is that it's, it's a way to reach people, uh, to reach their minds and their hearts so that we can go hopefully on a deeper journey together if they're willing to. And I, I've had a, I, I got to work, I got to meet Patrick Quinn and he's now my agent and we're working together and it's been a joy to work with him and Suzanne because their guidance and their support. I've worked with Sarah Smith within the team on my language and positioning, and she's been so fantastic to work with the previous CMO of Impact 11.
So all these people have been so helpful in guiding me. And then along that journey over the last 12 months has been a lot of deep work with people in har to understand what's happening here. And this has just given me so much energy and, and has invigorated me even more to bring this message to more people. So the work that's happening here until the close of 2024 is to, is to dig deep into that, is to make sure that there is more pre-education before I come to the stage and post-education afterwards. And then for people who go through that and want to go even further, that there's a path that they can follow. So the journey is, is to sort of have it available at many levels, which will probably be something in between keynote speaking and being a member of Hara, that there is something there, and that's what's the work that's, that's taking place. And when I have that, that feeling that there's a continuity, it gives me so much more energy as to why I am on stage and why I'm speaking, because I'm here and I'm on this stage, on this platform to bring people into a deeper message and a deeper path. And it's not just that those fleeting 60 minutes, but there's something that will last for a much longer period of time thanks to this opportunity in this occasion. And that's what's, that's what's in motion and that's what the view is for the next 24 months.
Josh Linkner:
It is so cool, man, and, and I wish you continued, you know, thriving success in your site. You talk a lot about the word mastery, the path to mastery, and it's so fascinating to watch what you're doing because you are on your own path to mastery. You're learning, you're growing, you're, you're, you're evolving, you're, you're researching, you're refining. And so it's, it's one thing to talk about mastery, but not do it yourself. But the cool thing that you're doing is you're, it's embodied wisdom because you're on your own path to mastery and then you're bringing up people up the path along with you. So it's, it's, uh, it's what thought leadership is all about. It's, it's doing work. It's making those discoveries and world, and there's no doubt you'll, and thank you so much for joining me on.
Patrick McAndrew:
Thank you, Josh. It's been a pleasure to be here.
Josh Linkner:
Wow. I just love the depth and authenticity Patrick brought to our conversation today. What really stood out was his willingness to pull back the curtain on his own journey, from struggling to focus in his early career to designing a completely new way of thinking about productivity and self-mastery. One of the key takeaways for me was Patrick's concept of focus being about creating space within ourselves rather than cramming more to-do lists into our day. That shift in mindset alone feels like a game changer. He's also shown us that true productivity goes beyond efficiency. It's about bringing the full value of our attention and presence to our work and all of those around us. Imagine what could happen if we all started measuring success, not by output, but by impact. Thanks again, Patrick. What an incredible conversation. Thank you for sharing your wisdom and for challenging us to redefine focus, attention, and mastery. Thanks so much for joining me on another episode of Mic Drop. Don't forget to subscribe on Apple, Spotify, Google podcasts, or wherever you get your favorite shows. If you love the show, please share it with your friends and don't forget to give us a five star review. For show transcripts and show notes, visit mic drop podcast.com. I'm your host, Josh Linkner. Thanks so much for listening. And here's to your next mic drop moment.