wcwxyz/test-audio · Datasets at Hugging Face

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649jIfiG9lmh0m9RAATMN5_000419	44,100	1	128	Give the person a reputation to live up to, right? So you expect a lot of them and you let them know. And then that helps them to think a lot of themselves. If there's like self-esteem stuff going on there.
649jIfiG9lmh0m9RAATMN5_000420	44,100	1	128	See, this one, I like the principle, but this is actually one where I felt the precision of what to do and how to do it was not clear enough. Because if you just go around telling everyone, I expect you to be the most amazing person ever.
649jIfiG9lmh0m9RAATMN5_000421	44,100	1	128	It's not going to result in significant change. Is there anything wrong with doing that? I don't know. If you do it to everybody, eventually they're going to say, he says that everyone don't listen.
649jIfiG9lmh0m9RAATMN5_000422	44,100	1	128	But this, this one more felt like kind of a tail end of having an actual interest in and other people and trying to learn from others. It kind of felt like an extension of that rather than, I think, a tip. I don't know. I don't know if I'm making that point clear. I don't know. I like the principle, but I don't know. I feel like this is one that you could do wrong very easily, just the way it's written.
649jIfiG9lmh0m9RAATMN5_000423	44,100	1	128	Like it needs more specificity.
649jIfiG9lmh0m9RAATMN5_000424	44,100	1	128	I read it as the, whatever the opposite is appropriate. So it basically just means praise, praise. Yeah.
649jIfiG9lmh0m9RAATMN5_000425	44,100	1	128	Okay.
649jIfiG9lmh0m9RAATMN5_000426	44,100	1	128	I was just gonna point out, I actually like number five, maybe not exactly how Carnegie means it, of like, let the other person save face.
649jIfiG9lmh0m9RAATMN5_000427	44,100	1	128	Obviously letting someone, you know,
649jIfiG9lmh0m9RAATMN5_000428	44,100	1	128	like get out of a tough situation is important, but also thinking, especially in a supervision relationship, if someone comes and like apologizes to you
649jIfiG9lmh0m9RAATMN5_000429	44,100	1	128	about their behavior, don't have to dismiss like, oh, it's not a problem, you don't have to apologize, but I appreciate that your apology.
649jIfiG9lmh0m9RAATMN5_000430	44,100	1	128	I want you to know you don't have to do that all the time, but if you feel you need to say it, I will listen.
649jIfiG9lmh0m9RAATMN5_000431	44,100	1	128	Because maybe it's important to that person that they do apologize and correct that behavior.
649jIfiG9lmh0m9RAATMN5_000432	44,100	1	128	And they want you to understand that in their mind,
649jIfiG9lmh0m9RAATMN5_000433	44,100	1	128	they've overstepped a boundary. It may not have been your boundary, it may have been their boundary, but I just like that as an example that I think we often are uncomfortable when people apologize for something. I do want to quickly say I like principle eight, make the fault seem easy to correct.
649jIfiG9lmh0m9RAATMN5_000434	44,100	1	128	And again, I think this is one that you can go overboard with. But this is very true when you're talking with supervisees, when you're talking with clients, if you focus on like, well, after ten years, here's where we want to be, everyone's going to get like, that's too hard. Like we You need to start with achievable goals that can be, you know, you got to contact that reinforcement as quickly as possible when learning a new behavior. That's true about supervisees. It's true about clients who have a goal, you know, a behavior change goal.
649jIfiG9lmh0m9RAATMN5_000435	44,100	1	128	And you know, not being dishonest about what needs to be learned, but focusing on here's what's right. And here's the next step. That's how I always think about my feedback of here's all the things you did right. Here's the piece I want you to add up. That's what my feedback is going to be.
649jIfiG9lmh0m9RAATMN5_000436	44,100	1	128	And you know, for the most part, at least, you know, the feedback I've received from and people receiving that feedback has been positive because it seems like I can do this. It feels like something I can accomplish quickly rather than here's a hundred things you need to do. You can do two of them. So you got an idea to go.
649jIfiG9lmh0m9RAATMN5_000437	44,100	1	128	Nobody wants to start there because it is very hard to contact reinforcement when you know you're not even close to the final goal.
649jIfiG9lmh0m9RAATMN5_000438	44,100	1	128	And this principle also did use, I thought it was a nice example of kind of a neurodiverse example with a student with a traumatic brain injury
649jIfiG9lmh0m9RAATMN5_000439	44,100	1	128	and sort of the accomplishments when the parent, rather than focusing on all the things they couldn't do, focused on, well, here's the thing that you want to work on, and here's your goal, and let's start with just one simple skill that you can practice, and then practicing it, and then building on those successes, rather than just, there's nothing you can do about it, sorry, your brain doesn't work that way, you're never going to be an engineer, was I think the student's goal.
649jIfiG9lmh0m9RAATMN5_000440	44,100	1	128	All right, and then any other principles in section four that we don't think we already already talked about at length in every other section?
649jIfiG9lmh0m9RAATMN5_000441	44,100	1	128	I'm seeing everyone is done with the book. I do want to say this book wraps up badly.
649jIfiG9lmh0m9RAATMN5_000442	44,100	1	128	If you write a book, have a great, super strong conclusion, or I don't like you.
649jIfiG9lmh0m9RAATMN5_000443	44,100	1	128	You have to have a good, and this book just sort of, that's it, section four. And then there's like a piece about Dale Carnegie, and here's where you can get more information from the Carnegie Institute.
649jIfiG9lmh0m9RAATMN5_000444	44,100	1	128	Four hundred of five hundred Fortune Five hundred companies have gone to the Dale Carnegie Institute. So if you don't think this book is still being used, you're very wrong.
649jIfiG9lmh0m9RAATMN5_000445	44,100	1	128	And that's it. That's the end. But there's no Abraham Lincoln quote. There's no William Howard Taft quote. Come on, Teddy Roosevelt, something to wrap it all up. I didn't like that. He doesn't like that. He really hates it.
649jIfiG9lmh0m9RAATMN5_000446	44,100	1	128	I know one thing about Dale Carnegie. He hates Taft.
649jIfiG9lmh0m9RAATMN5_000447	44,100	1	128	We were at the hall. We were at the Hall of Presidents recently when Taft came up, I booed. I said, boo, get off the stage, you robot Taft.
649jIfiG9lmh0m9RAATMN5_000448	44,100	1	128	I will say in his defense, there is an art to wrapping up cleanly.
649jIfiG9lmh0m9RAATMN5_000449	44,100	1	128	It's not what I've learned, Alan, I'm sorry. No, I hear the cue.
649jIfiG9lmh0m9RAATMN5_000450	44,100	1	128	That's it, we did it. We discussed the book.
649jIfiG9lmh0m9RAATMN5_000451	44,100	1	128	We did, hopefully not ad nauseum, but we discussed the book at length. That's it. We have gone over how to win friends and influence people. Final, final thoughts. Everyone give a really quick, quick, concise statement about your thoughts on the book.
649jIfiG9lmh0m9RAATMN5_000452	44,100	1	128	Where it should, what is its place in Americannon in your opinion?
649jIfiG9lmh0m9RAATMN5_000453	44,100	1	128	Alan, you have the, I think the weakest opinions of us all in this book. So maybe you should go for, I'm kidding. You have very strong opinions, please, as our guest, please start us off.
649jIfiG9lmh0m9RAATMN5_000454	44,100	1	128	I think you listen to these two podcasts, close your,
649jIfiG9lmh0m9RAATMN5_000455	44,100	1	128	put the book on the shelf. Never, never bother it again.
649jIfiG9lmh0m9RAATMN5_000456	44,100	1	128	Never mess with it.
649jIfiG9lmh0m9RAATMN5_000457	44,100	1	128	Not important. If you are interested in it,
649jIfiG9lmh0m9RAATMN5_000458	44,100	1	128	fine.
649jIfiG9lmh0m9RAATMN5_000459	44,100	1	128	Find something else, please.
649jIfiG9lmh0m9RAATMN5_000460	44,100	1	128	Like whatever lessons you learn, find a more modern example that's more relevant
649jIfiG9lmh0m9RAATMN5_000461	44,100	1	128	because Harding and Taft and the Teapot Dome don't matter.
649jIfiG9lmh0m9RAATMN5_000462	44,100	1	128	There's our promised second reference to it. We did it, everybody.
649jIfiG9lmh0m9RAATMN5_000463	44,100	1	128	All right, Diana, what do you think?
649jIfiG9lmh0m9RAATMN5_000464	44,100	1	128	Final thoughts. I still think what I said in episode one,
649jIfiG9lmh0m9RAATMN5_000465	44,100	1	128	but I'm not gonna say all that again precisely.
649jIfiG9lmh0m9RAATMN5_000466	44,100	1	128	I think that there are some potential components here that are useful.
649jIfiG9lmh0m9RAATMN5_000467	44,100	1	128	If we are interacting with other people, it's not just about us, it's a relationship between the two. And there are ways in which we can improve that relationship, make the other person feel valued,
649jIfiG9lmh0m9RAATMN5_000468	44,100	1	128	and as an equal participant in that relationship. And that will improve both people's experience, no matter what the desired outcome, whether it's money exchange or knowledge exchange or whatever, service exchange. So there's some pieces of that I think that we can take away from this, but the, you know,
649jIfiG9lmh0m9RAATMN5_000469	44,100	1	128	rich and varied context in which we live, and which we always should be considering when we're working with clients, students, supervisees, et cetera, is largely missing from this book, and I'm not exactly sure how you would infuse it into this book.
649jIfiG9lmh0m9RAATMN5_000470	44,100	1	128	Maybe instead, read it differently.
649jIfiG9lmh0m9RAATMN5_000471	44,100	1	128	Okay.
649jIfiG9lmh0m9RAATMN5_000472	44,100	1	128	Jackie, how about you?
649jIfiG9lmh0m9RAATMN5_000473	44,100	1	128	I think this book belongs in the past.
649jIfiG9lmh0m9RAATMN5_000474	44,100	1	128	That is where I believe it belongs.
649jIfiG9lmh0m9RAATMN5_000475	44,100	1	128	I don't believe it doesn't belong in the future. And I think it would be useful if this is still on the bestseller list for a behavior analyst to do a retake, right? How we have been throughout the book, saying what we would do and what we should do, someone should do that,
649jIfiG9lmh0m9RAATMN5_000476	44,100	1	128	and then that is what we should be using.
649jIfiG9lmh0m9RAATMN5_000477	44,100	1	128	Because I wholeheartedly agree with Diana that if we just follow these in a nutshell,
649jIfiG9lmh0m9RAATMN5_000478	44,100	1	128	after each part, we're missing the complexity of interactions and the rich cultural experiences
649jIfiG9lmh0m9RAATMN5_000479	44,100	1	128	that we could be a part of?
649jIfiG9lmh0m9RAATMN5_000480	44,100	1	128	You know, for me, I think there's a lot in this book that I might still recommend with a lot of caveat, with a lot of more modern examples, and with a lot of context that you're not gonna get by reading the book itself.
649jIfiG9lmh0m9RAATMN5_000481	44,100	1	128	I have used some of these principles as a part of my supervision, working with other individuals, and I've mostly had positive outcomes. However, that in itself doesn't mean that just do what the book says you're going to have positive outcomes.
649jIfiG9lmh0m9RAATMN5_000482	44,100	1	128	So unless I think you're maybe like Hollywood's idea of the worst kind of businessman that ever lived, like think of it, I'm over with a bad business person. No, no, no, specifically like a white businessman that is the villain of a movie.
649jIfiG9lmh0m9RAATMN5_000483	44,100	1	128	If you are that person, you could probably read this book and use some of the principles and become a better human being.
649jIfiG9lmh0m9RAATMN5_000484	44,100	1	128	If you're not that one specific person, I think I have to agree this kind of goes by the wayside of not exactly historical curiosity, but more like you could learn to do all of these things reading other supervision books that are more modern, more tailored to what you're doing, and maybe come back around to this as like, you know, I'm kind of curious where the primary source of some of these ideas came from in American history and how it relates. And I'm going to bring all of my already current knowledge of supervision and the science working with others to my understanding of this book.
649jIfiG9lmh0m9RAATMN5_000485	44,100	1	128	So in that case, I would recommend it. But if you've never read a supervision book, yeah, this isn't the one you're going to start with. Again, unless you are the villain in a Hollywood movie, the white businessman who's the super villain, and they have some sort of evil plan, then maybe this book would be for you. Other than that, though, not the first book for anyone. But I do still have some positive things to say about it. And I've said them, so I don't have to say them anymore. I guess one caveat is if the supervillain businessman reads this book, they're just going to think that they're that they're the junk, like that they're the best.
649jIfiG9lmh0m9RAATMN5_000486	44,100	1	128	So really commend it to the super supervillain businessman.
649jIfiG9lmh0m9RAATMN5_000487	44,100	1	128	I mean, we got to do something for that supervillain. Otherwise, they're going to, you know, get shot by Robocop or whatever happens to the really bad super business villains at the end. You've got to give them a shot, you know, at least try to read this book. Maybe they'll take something positive from it. I need to put them in the country, make them find a
649jIfiG9lmh0m9RAATMN5_000488	44,100	1	128	Find a partner.
649jIfiG9lmh0m9RAATMN5_000489	44,100	1	128	What?
649jIfiG9lmh0m9RAATMN5_000490	44,100	1	128	I'll make you do a Hallmark movie. Oh, okay. Like he had to go back to his old hometown and learn some important lessons from his high school sweetheart or whatever. Okay, okay, I get you. I hear, I thought you were like, they have to go to the country. You know, it's like what kind of weird policy is that? Okay.
649jIfiG9lmh0m9RAATMN5_000491	44,100	1	128	All right, everybody, that's it. We did it. How to Win Friends and Influence People.
649jIfiG9lmh0m9RAATMN5_000492	44,100	1	128	We closed the book. It's on the shelf.
649jIfiG9lmh0m9RAATMN5_000493	44,100	1	128	We did it. Listen to our podcast if you are interested in learning more about it. I mean, again, if you're an expert, maybe come back to it in the future if you want, but we're not even sure if that's relevant.
649jIfiG9lmh0m9RAATMN5_000494	44,100	1	128	Well, thanks, everyone. Thank you, Alan. Thank you, Jackie. Thank you, Diana. We did it. Two whole long episodes about this so that people can get another supervision CE, but I should probably give them their second secret code word so they can earn that CE. It is treasure or treasure, as some people pronounce it. T-R-E-A-S-U-R-E, like pirate treasure, which didn't exist. Pirates didn't keep their treasure, folks. Sad to tell you.
649jIfiG9lmh0m9RAATMN5_000495	44,100	1	128	Or, you know, a special thing that you have, you know, like your signed copy of Dale Carnegie's How to Win Friends and Influence People, which I know not to get Alan as a birthday present. He would not treasure it.
649jIfiG9lmh0m9RAATMN5_000496	44,100	1	128	It's he would probably be insulted that I gave it to him and hadn't listened to him for all these podcasts.
649jIfiG9lmh0m9RAATMN5_000497	44,100	1	128	Didn't you love this book, Alan? I remember we talked about it. I thought it was your favorite.
649jIfiG9lmh0m9RAATMN5_000498	44,100	1	128	He's giving me a face. All right.
649jIfiG9lmh0m9RAATMN5_000499	44,100	1	128	Treasure, treasure.
649jIfiG9lmh0m9RAATMN5_000500	44,100	1	128	And with that, we come to the end of the show. Thank you all for listening. If you liked ABA Inside Track, please subscribe on Apple Podcasts, Spotify, Stitcher, or wherever you get your podcasts. You can find us a lot of other places if you're interested in interacting with us on social media, wherever as ABA Inside Track, Facebook, Twitter, Pinterest, Instagram.
649jIfiG9lmh0m9RAATMN5_000501	44,100	1	128	You can find these posted on YouTube as well with the YouTube subtitling feature.
649jIfiG9lmh0m9RAATMN5_000502	44,100	1	128	If you'd like links to any of the other references that we talked about in this episode or a link to purchase the book or whatever, or to find all of our old episodes that are purchased to ease, go to abainsidetrack.com.
649jIfiG9lmh0m9RAATMN5_000503	44,100	1	128	If you want even more book clubs, well, you can join us on patreon.com slash abainsidetrack, where for five dollars a month, you can get access to episodes a little bit early, as well as some extra bonuses. And for ten dollar premium subscriptions, you can get even more book clubs. We have all the three from last year. We'll have another three coming out this year, in addition to this book club as well. So that's patreon.com slash abainsidetrack.
649jIfiG9lmh0m9RAATMN5_000504	44,100	1	128	Thank you all again for being here. Thanks to Dr. Jim Carr for recording our intro and outro music. Kyle Stury for his interstitial music, Dan Thabit of the podcast Doctors for his editing work, and Hollis Ervin from Sycamore Workshop for his visual design.
649jIfiG9lmh0m9RAATMN5_000505	44,100	1	128	We'll be back next week with another of our Supervision September episodes, but until then, keep responding.
649jIfiG9lmh0m9RAATMN5_000506	44,100	1	128	Bye.
649jIfiG9lmh0m9RAATMN5_000507	44,100	1	128	Bye.
649jIfiG9lmh0m9RAATMN5_000508	44,100	1	128	Bye.

649jIfiG9lmh0m9RAATMN5_000419

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Give the person a reputation to live up to, right? So you expect a lot of them and you let them know. And then that helps them to think a lot of themselves. If there's like self-esteem stuff going on there.

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See, this one, I like the principle, but this is actually one where I felt the precision of what to do and how to do it was not clear enough. Because if you just go around telling everyone, I expect you to be the most amazing person ever.

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It's not going to result in significant change. Is there anything wrong with doing that? I don't know. If you do it to everybody, eventually they're going to say, he says that everyone don't listen.

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But this, this one more felt like kind of a tail end of having an actual interest in and other people and trying to learn from others. It kind of felt like an extension of that rather than, I think, a tip. I don't know. I don't know if I'm making that point clear. I don't know. I like the principle, but I don't know. I feel like this is one that you could do wrong very easily, just the way it's written.

649jIfiG9lmh0m9RAATMN5_000423

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Like it needs more specificity.

649jIfiG9lmh0m9RAATMN5_000424

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I read it as the, whatever the opposite is appropriate. So it basically just means praise, praise. Yeah.

649jIfiG9lmh0m9RAATMN5_000425

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Okay.

649jIfiG9lmh0m9RAATMN5_000426

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I was just gonna point out, I actually like number five, maybe not exactly how Carnegie means it, of like, let the other person save face.

649jIfiG9lmh0m9RAATMN5_000427

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Obviously letting someone, you know,

649jIfiG9lmh0m9RAATMN5_000428

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like get out of a tough situation is important, but also thinking, especially in a supervision relationship, if someone comes and like apologizes to you

649jIfiG9lmh0m9RAATMN5_000429

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about their behavior, don't have to dismiss like, oh, it's not a problem, you don't have to apologize, but I appreciate that your apology.

649jIfiG9lmh0m9RAATMN5_000430

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I want you to know you don't have to do that all the time, but if you feel you need to say it, I will listen.

649jIfiG9lmh0m9RAATMN5_000431

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Because maybe it's important to that person that they do apologize and correct that behavior.

649jIfiG9lmh0m9RAATMN5_000432

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And they want you to understand that in their mind,

649jIfiG9lmh0m9RAATMN5_000433

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they've overstepped a boundary. It may not have been your boundary, it may have been their boundary, but I just like that as an example that I think we often are uncomfortable when people apologize for something. I do want to quickly say I like principle eight, make the fault seem easy to correct.

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And again, I think this is one that you can go overboard with. But this is very true when you're talking with supervisees, when you're talking with clients, if you focus on like, well, after ten years, here's where we want to be, everyone's going to get like, that's too hard. Like we You need to start with achievable goals that can be, you know, you got to contact that reinforcement as quickly as possible when learning a new behavior. That's true about supervisees. It's true about clients who have a goal, you know, a behavior change goal.

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And you know, not being dishonest about what needs to be learned, but focusing on here's what's right. And here's the next step. That's how I always think about my feedback of here's all the things you did right. Here's the piece I want you to add up. That's what my feedback is going to be.

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And you know, for the most part, at least, you know, the feedback I've received from and people receiving that feedback has been positive because it seems like I can do this. It feels like something I can accomplish quickly rather than here's a hundred things you need to do. You can do two of them. So you got an idea to go.

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Nobody wants to start there because it is very hard to contact reinforcement when you know you're not even close to the final goal.

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And this principle also did use, I thought it was a nice example of kind of a neurodiverse example with a student with a traumatic brain injury

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and sort of the accomplishments when the parent, rather than focusing on all the things they couldn't do, focused on, well, here's the thing that you want to work on, and here's your goal, and let's start with just one simple skill that you can practice, and then practicing it, and then building on those successes, rather than just, there's nothing you can do about it, sorry, your brain doesn't work that way, you're never going to be an engineer, was I think the student's goal.

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All right, and then any other principles in section four that we don't think we already already talked about at length in every other section?

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I'm seeing everyone is done with the book. I do want to say this book wraps up badly.

649jIfiG9lmh0m9RAATMN5_000442

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If you write a book, have a great, super strong conclusion, or I don't like you.

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You have to have a good, and this book just sort of, that's it, section four. And then there's like a piece about Dale Carnegie, and here's where you can get more information from the Carnegie Institute.

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Four hundred of five hundred Fortune Five hundred companies have gone to the Dale Carnegie Institute. So if you don't think this book is still being used, you're very wrong.

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And that's it. That's the end. But there's no Abraham Lincoln quote. There's no William Howard Taft quote. Come on, Teddy Roosevelt, something to wrap it all up. I didn't like that. He doesn't like that. He really hates it.

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I know one thing about Dale Carnegie. He hates Taft.

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We were at the hall. We were at the Hall of Presidents recently when Taft came up, I booed. I said, boo, get off the stage, you robot Taft.

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I will say in his defense, there is an art to wrapping up cleanly.

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It's not what I've learned, Alan, I'm sorry. No, I hear the cue.

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That's it, we did it. We discussed the book.

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We did, hopefully not ad nauseum, but we discussed the book at length. That's it. We have gone over how to win friends and influence people. Final, final thoughts. Everyone give a really quick, quick, concise statement about your thoughts on the book.

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Where it should, what is its place in Americannon in your opinion?

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Alan, you have the, I think the weakest opinions of us all in this book. So maybe you should go for, I'm kidding. You have very strong opinions, please, as our guest, please start us off.

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I think you listen to these two podcasts, close your,

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put the book on the shelf. Never, never bother it again.

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Never mess with it.

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Not important. If you are interested in it,

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fine.

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Find something else, please.

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Like whatever lessons you learn, find a more modern example that's more relevant

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because Harding and Taft and the Teapot Dome don't matter.

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There's our promised second reference to it. We did it, everybody.

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All right, Diana, what do you think?

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Final thoughts. I still think what I said in episode one,

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but I'm not gonna say all that again precisely.

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I think that there are some potential components here that are useful.

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If we are interacting with other people, it's not just about us, it's a relationship between the two. And there are ways in which we can improve that relationship, make the other person feel valued,

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and as an equal participant in that relationship. And that will improve both people's experience, no matter what the desired outcome, whether it's money exchange or knowledge exchange or whatever, service exchange. So there's some pieces of that I think that we can take away from this, but the, you know,

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rich and varied context in which we live, and which we always should be considering when we're working with clients, students, supervisees, et cetera, is largely missing from this book, and I'm not exactly sure how you would infuse it into this book.

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Maybe instead, read it differently.

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Okay.

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Jackie, how about you?

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I think this book belongs in the past.

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That is where I believe it belongs.

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I don't believe it doesn't belong in the future. And I think it would be useful if this is still on the bestseller list for a behavior analyst to do a retake, right? How we have been throughout the book, saying what we would do and what we should do, someone should do that,

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and then that is what we should be using.

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Because I wholeheartedly agree with Diana that if we just follow these in a nutshell,

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after each part, we're missing the complexity of interactions and the rich cultural experiences

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that we could be a part of?

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You know, for me, I think there's a lot in this book that I might still recommend with a lot of caveat, with a lot of more modern examples, and with a lot of context that you're not gonna get by reading the book itself.

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I have used some of these principles as a part of my supervision, working with other individuals, and I've mostly had positive outcomes. However, that in itself doesn't mean that just do what the book says you're going to have positive outcomes.

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So unless I think you're maybe like Hollywood's idea of the worst kind of businessman that ever lived, like think of it, I'm over with a bad business person. No, no, no, specifically like a white businessman that is the villain of a movie.

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If you are that person, you could probably read this book and use some of the principles and become a better human being.

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If you're not that one specific person, I think I have to agree this kind of goes by the wayside of not exactly historical curiosity, but more like you could learn to do all of these things reading other supervision books that are more modern, more tailored to what you're doing, and maybe come back around to this as like, you know, I'm kind of curious where the primary source of some of these ideas came from in American history and how it relates. And I'm going to bring all of my already current knowledge of supervision and the science working with others to my understanding of this book.

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So in that case, I would recommend it. But if you've never read a supervision book, yeah, this isn't the one you're going to start with. Again, unless you are the villain in a Hollywood movie, the white businessman who's the super villain, and they have some sort of evil plan, then maybe this book would be for you. Other than that, though, not the first book for anyone. But I do still have some positive things to say about it. And I've said them, so I don't have to say them anymore. I guess one caveat is if the supervillain businessman reads this book, they're just going to think that they're that they're the junk, like that they're the best.

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So really commend it to the super supervillain businessman.

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I mean, we got to do something for that supervillain. Otherwise, they're going to, you know, get shot by Robocop or whatever happens to the really bad super business villains at the end. You've got to give them a shot, you know, at least try to read this book. Maybe they'll take something positive from it. I need to put them in the country, make them find a

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Find a partner.

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What?

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I'll make you do a Hallmark movie. Oh, okay. Like he had to go back to his old hometown and learn some important lessons from his high school sweetheart or whatever. Okay, okay, I get you. I hear, I thought you were like, they have to go to the country. You know, it's like what kind of weird policy is that? Okay.

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All right, everybody, that's it. We did it. How to Win Friends and Influence People.

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We closed the book. It's on the shelf.

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We did it. Listen to our podcast if you are interested in learning more about it. I mean, again, if you're an expert, maybe come back to it in the future if you want, but we're not even sure if that's relevant.

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Well, thanks, everyone. Thank you, Alan. Thank you, Jackie. Thank you, Diana. We did it. Two whole long episodes about this so that people can get another supervision CE, but I should probably give them their second secret code word so they can earn that CE. It is treasure or treasure, as some people pronounce it. T-R-E-A-S-U-R-E, like pirate treasure, which didn't exist. Pirates didn't keep their treasure, folks. Sad to tell you.

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Or, you know, a special thing that you have, you know, like your signed copy of Dale Carnegie's How to Win Friends and Influence People, which I know not to get Alan as a birthday present. He would not treasure it.

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It's he would probably be insulted that I gave it to him and hadn't listened to him for all these podcasts.

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Didn't you love this book, Alan? I remember we talked about it. I thought it was your favorite.

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He's giving me a face. All right.

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Treasure, treasure.

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And with that, we come to the end of the show. Thank you all for listening. If you liked ABA Inside Track, please subscribe on Apple Podcasts, Spotify, Stitcher, or wherever you get your podcasts. You can find us a lot of other places if you're interested in interacting with us on social media, wherever as ABA Inside Track, Facebook, Twitter, Pinterest, Instagram.

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You can find these posted on YouTube as well with the YouTube subtitling feature.

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If you'd like links to any of the other references that we talked about in this episode or a link to purchase the book or whatever, or to find all of our old episodes that are purchased to ease, go to abainsidetrack.com.

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If you want even more book clubs, well, you can join us on patreon.com slash abainsidetrack, where for five dollars a month, you can get access to episodes a little bit early, as well as some extra bonuses. And for ten dollar premium subscriptions, you can get even more book clubs. We have all the three from last year. We'll have another three coming out this year, in addition to this book club as well. So that's patreon.com slash abainsidetrack.

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Thank you all again for being here. Thanks to Dr. Jim Carr for recording our intro and outro music. Kyle Stury for his interstitial music, Dan Thabit of the podcast Doctors for his editing work, and Hollis Ervin from Sycamore Workshop for his visual design.

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