Here is the transcript:

Host: If you are feeling fed up and frustrated with the inefficiency and inaccuracy in your workplace, don’t give up. There could be a cure in the new book, “How to Lose Friends and Infuriate People”. We welcome the author, Jonar Nader to the show. That just strikes me as odd that somehow infuriating people and, you know, making things sort of – really sort of jumbling things up can actually have a positive effect.

Jonar Nader: Well, absolutely, it is positive because what it says is, “Look, life is too precious, it’s too valuable, it’s too beautiful to let all these idiots come your way and steal your life from you,” because at the end of the day what have you got but a little bit of energy and a little bit of life and it goes so quickly.

Host: Let me tell you, where did you learn that lesson, because you learned that lesson a hard way?

Jonar Nader: Yeah, well, I grew up in Lebanon, in Beirut, and went to Australia, I couldn’t speak a word of English, went back and the war started. And in the war, I could see life and death within seconds. And then when I went back to Australia I saw these people playing games, wasting life, and I should of think it was me, you know. Life is so beautiful, what are you guys doing? So, I left school at 14, went to study part time, joined the corporate jungle. And then as I got older and more senior and more senior, I thought, “You guys are the same kids at school, except now you’re wearing fancy ties, you drive fancy cars, and you’re still a bunch of idiots. Get out there and, you know, leave people alone. I’m going to say no. I’m not going to put up with this anymore.” It doesn’t mean you have to be unfriendly, it doesn’t mean you have to be obnoxious. It doesn’t mean you have to be difficult to get along with. Quite the opposite. You’re actually relaxed because you know the value of life.

Host: One of the things that you say in your book that is “How do we – How and why to infuriate your boss.” I mean this – for most of us – this is just, you know, unthinkable.

Jonar Nader: Yeah, and for how long is your boss and by boss, I mean, the whole corporate structure have their, you know, thumb on your head and they go, “You will do as I tell you.”

Host: I got a fake fingerprint right on the clock there.

Jonar Nader: I know, and I’m going bald from it. But the boss actually is normally a nice guy or a nice girl, right?

Host: Yeah.

Jonar Nader: But they have to put up with this culture, this thing we call culture. It’s not going to change until it changes right down at the bottom. And it’s usually the law of permissibility. If you accept all that nonsense that comes your way, most of your colleagues will accept it. If you stand up and rise and say, “Look boss, you know, I really don’t think this is the way we should be doing it.” The others will gain energy from you because it usually just takes the minority to create something big.

Host: And you’re talking about picking your fight because you’ve got to pick something that you know is winnable and right down to the core, you can solve the problems. Give me an example of the right fight.

Jonar Nader: Well, okay, first, before you pick any fight, you have to actually understand what value you add. You can’t just say, “I don’t like this. I’m going to change it.” Well, can you change it? So, before you pick any fight, build yourself. Learn about communication skills. Learn about the skill and the craft so that you become an expert. So many people out there are just loudmouths and they don’t know how to do it better. You know, everyone is politician and they go, “We should did this. We should do that,” but they don’t know how to do it better. Go learn how to do it better. Understand the network world in which we live. Now, you’re actually a real person, you’re not just some loudmouth running around, trying to change the world, you know, without any real value. Then, you can go and say, “Look, this is what I can do for you.” And most people are grateful if you can go to your boss. If you can go to your boss and say, “You know what? I can really do this for you.” And if you build the reputation, your boss will say, “Go for it.” And then when you go to negotiate a better deal, it doesn’t have to be about money, it could be about the work conditions, it could be about the environment.

Host: Sure.

Jonar Nader: Corporate life today is so depressing. And, look, they’re earning more and more money, and they’re just more and more depressed.

Host: Also, you’re talking about know the problem in the sense that maybe the problem really isn’t your boss. Maybe it’s the part of the culture. Maybe your boss, you have a high turnover rate. What happens there?

Jonar Nader: Let’s talk about culture. People would come and say, “Let’s change the culture.” Let me tell you, “You can not change the culture.” What you’ve got to do is to say, “Where does culture comes from?” Culture comes from things that are habits. Where did the habit from? It came from things that were once actions and activities that were permissible.

Host: Right.

Jonar Nader: And then once they’re permissible, they’re invisible. And people will end up doing them and, all of a sudden, it’s the actions that turn into habits that turn into culture. And I say if you want to change your culture, find someone who’s doing something, the habit, and stomp on it. But if you stump on it, they say, “Oh, why are you reacting?”

Host: All right. We’ve got to go very quickly, like 30 seconds.

Jonar Nader: Yeah.

Host: But you say very wisely, have an exit plan. And that means?

Jonar Nader: Well, it means have a backup plan. If you going to throw a punch, know where you’re going to fall. It’s a bit stupid jumping on horse without knowing, without a safety net. Have a safety net, whether that be your education, or another job or your own a small business, but – people to back you up.

Host: Jonar, thanks very much.

Jonar Nader: Yeah.

Host: I really appreciate it. And I like the different point of view, as well. And we’re going to tell the people that is a different take on corporate leadership. And if you’d like to learn more about it, you can read the book called “How to Lose Friends and Infuriate People”.

Here is the transcript:

Jonar Nader: How can we engineer your future? Oh, well, I left school at fourteen, by the way. And I went to our school reunion out of courtesy – curiosity, I mean – and they said to me, this kid walks up to me and says, “Hey, Nader, what do you do for a job now, mate?” sporting two Jim Beam bottles as his idea of a balanced diet. Knowing he was being mischievous, I thought, “Okay.” I said, “I’m a futurist.” He said, “You’re always the weird one.”

Jonar Nader: “What do you do?” I said. He said, “I’m a historian at Sydney Union.” I thought, “Fancy, lecturing in history and thinking that’s normal and okay and I’m weird because I study the future.” Well, let me put it to you this way. When you went to bed last night – and I must say I saw a few of you happily go to bed last night – but were you not thinking about the future? Of course, you had the troubles of the past and, gosh, that was that a joke, funny, and did I crack on to that person well enough and, you know, can I afford and that and – yeah, we think about it. But are we hoping for the future?

Jonar Nader: Now, if we think abut our business and we want a prosperous future, why don’t we teach people about looking at the future? How hard is it? Very simple. The idea about being a futurist is not that you’re this clairvoyant. My friend’s father was a clairvoyant and his mother was a contortionist and as a result he could foresee his own end. I’m not talking about being sort of this psychic. I’m saying, “A clever business person preempts and says, ‘What are the likely scenarios? We might not know perfectly which one, but what are the likely scenarios and how can I plan and pre-empt to get there so when it hits me in the face I am ready? We have a bumper bar.’” A lot of companies today fall because there’s not bumper bar. That bumper bar is what I call the SAF I spoke to you in Christ’s Church – surprise absorption factor. What absorption to surprise can you cope with? There’s the smart business operator for you.

Jonar Nader: Well, I’m going to ask you eight disturbing questions. Now a lot of speakers get up on stage and they tell you stats. Their numbers and stats are impressive and they’re real and that’s great. But I’m going to do something different. I’m going to show you a bit of stats but I’m going to show you the formula so that you can go to your office on Monday and actually run the formula yourself so that I’m not talking to you about the world and 30% of people said that and 50% of others said that. I’m going to tell you exactly what percent of you matters to this question. So I dare you to apply these eight questions to your business on Monday and you will know and you don’t need me or any other consultant to tell you what’s going to happen to you. What would happen if you had to pay for the time you put people on hold. You’re a corporation and you say, “Please hold the line,” and ding-dong music goes on. Well, as a futurist I’m predicting that there will come a time when we will have to pay for abusing people’s time on hold. And I’m saying just at $20 an hour – if that’s what we agree a human’s cost is – it’s a 70-billion dollar problem for the Australian industry. Tell me if we can afford that kind of thing. Well, can we preempt it? What would happen if the funds froze when the service you provided didn’t suit me, when the toaster you sold me doesn’t work, when the software has to be re-booted ten times a day? Where would the richest man be in the world today if every time I had to re-boot my computer? The money in his bank account froze. Now, apply that to your business. If you promise, make a promise and you don’t deliver, what happens if the money that you are paid froze? And in the network world, that’s where we are heading. If only 5% of the services that you offer to me are not what you promised them to be, the staff time it takes to fix them is 30% of staff time. Would you agree with that? Little, tiny, stupid mistakes that consume a third of your time, what a waste of money. And here we are trying to make an extra percentage point and there’s 30 down the drain.

Jonar Nader: Question number three: What would happen if your staff who did not like to go to work did not go to work? Well, what would happen if 10% of your staff did not show up? In companies that are 50 people or less, if 10% of their staff did not show up to work tomorrow, the business would come to a standstill in 15% of them. There’d be a major disruption in 52%, and there’d be no disruption in, you know, 20% of them, and we have others. Well, don’t worry about these figures. Take the equation back home. Say, 10% of my staff, what would happen? What are your contingencies? Maybe it won’t affect you. But if it does, do something about it to handle staff better so that they want to come to work. And don’t do it when it’s too late. Too late is too late. Don’t wait for the catastrophe. What if you are forced to disclose your force?

Jonar Nader: What if you’re forced to disclose your history as a director? How many customers have complained this week? How many refunds you’ve had to give? How many litigations there are? How many times this mobile phone’s battery breaks down? How many times my engine has a problem in all the cars you sell me? I want to see your dirty laundry before I buy a product because laws will be passed to force you to show your dirty laundry to the customers.

Jonar Nader: And, funnily enough, I was having breakfast this morning. I’m full. Look at this. This is the local paper, The Courier Mail, front page reads, “If the Federal Court action succeeds, banks could be forced to reveal valuations in cases where buyers are paying more than 10% above their market value.” Banks charged of a scam, the law will force banks to give you an evaluation or valuation on the land before they sell it to you and if it’s more than 10%. It is by law that they show it to you because then you don’t buy a block of land and realize later in fact you’ve been overcharged. What if that law spread further and further and further? Because when you come to buy this new mobile phone, yeah, it looks funky, great price, but how many times does the battery fail? How would you know?

Well, I’d like to know, because I don’t want to trek through town while they say to me, “Well, bring it in for a pair and wait two weeks.” “No, give me my money back or give me a product.” What about if the customer can record you? “Please hold the line and this call maybe monitored for quality assurance purposes.” Quality assurance? What a joke. Have you noticed now it doesn’t say that anymore? It says, “This call maybe recorded for staff training purposes,” because they’ve given up on the quality. It didn’t work. Well, okay, record it. Go ahead, I beg them. Sometimes, I say, “Please record this. No one’s going to believe this hideous conversation I’m having with you.” Well, what if the customer can record you, because when you’re on the phone you press one button, just one, and if I don’t like this conversation, I go, beep, yeah, yeah, yeah, and it’s going on to my MPEG, MP3, goes down to my website, and there in my website within seconds is the conversation and all my mates can hear? So, monitor your calls and say, “What are my staff saying? What would happen if this ended up for the world to hear?” Preempt, train, so that doesn’t happen to you.

Jonar Nader: In the hospitality sector, the clients who object to being recorded or eavesdropped or listened to are only 1%. People actually want management to listen in because there’s just not much happening for them. And those who want the call recorded are actually 83%. And those who want the managers to monitor the call are very high. They don’t want to deal with people anymore who can’t handle their call, not because these phone operators are bad, the poor kids on the phone, it’s not their fault, but they haven’t been empowered to make the decision. Therefore, either empower them to make the decision, all that they have to do or don’t have it. What about if we ban the asterisk and the fine print? Can you open up an offer today where the bottom bit has 300 times more words than the top bit? And not only – it used to be the asterisk, now, notice next time you see an offer, it’s got a squiggle, an infinity symbol, a caret sign, a dagger, a double dagger, a triple asterisk. It’s like now everything has a code at the bottom.

Jonar Nader: I’m putting it to you, there will come a time when a law will be passed that will say, “You are not allowed to put an asterisk.” If you can’t make an offer to me right there in my face and mean it for me, don’t make the offer in public. You’re wasting everyone’s time. So, take this to your own company on Monday. Ask to see all your ads. Ask to see all your offers. Ask to see all your brochures and read them. And if there’s fine print on it, I challenge you to rewrite those offers in a way that makes sense without the slimy business if I don’t know what you’re talking about.

Jonar Nader: In the hospitality sector, the clients who see an asterisk doubt the ad immediately. Ninety-two percent of them say, “No. The moment I see an asterisk, that’s it. I don’t know.” Stop tricking your customers. You don’t even believe it yourself so don’t do that. What about those who can’t comprehend the fine print? Most people can’t. Honestly, they can’t. It’s so ambiguous and so confusing. And the customers who had their fingers burned by thinking they were buying something ended up with something else, bang.

Here is the transcript:

Jonar Nader: Yes, who aggress with that? Yes. They were never there to help anybody in the first place. And so what do we end up with? Complaints. And what do they do? Consume your time, energy, and effort. And when we file complaints, “I’m too busy. I’m the manager. Talk to that person.” And that person became a 500 strong department. Remember, building a 5-storey building did not make our company. A 5-storey building, and I said, “Wow. Can I have one of those offices?” They said, “No. They are for none of you people. They are for the help desks.” Five storeys of help desks. Well, it’s very easy. I said, “Has anyone gone to the warehouse and worked out why this thing doesn’t work?” None. No one’s thought to fix the root of the problem.

Jonar Nader: Well, I’m putting it to you your help desk will be a thing of the past because they’re an absolute waste of time, energy and effort and it’s because of the gutless one that’s at the top who call themselves executives and drive their fancy cars? You haven’t got a clue, and they say to me, “The customer is genuinely with an American accent.” I’m sorry, because, you know. They say, “You know, Jonar,” they sing a lot, these Americans. I can teach you how to speak Americans very simple. All you need to know is four words and you’re going to have a conversation with Bill all day long. “Uh-huh? Oh, really? Sure. Great.” You can just go, “Uh-huh? Really? Sure? Great,” all day long and he’ll think you’re a yank.

Jonar Nader: In large corporates where help desks are involved, customers say that help desks are impersonal. They say that they want to resolve their issue, but 40% of them say, “I hung up and never got anywhere.” Customers who want to choose their own agent, they like speaking to Mary, “I want to speak to Mary.” “No, sorry, you can’t speak to Mary. Just dial the one, three number.” You never get the assigned person again. You have to repeat yourself again. If you say, “Escalate me,” they go, “I can’t escalate you,” escalate me. I was on to a large company that day and they wouldn’t escalate me. And I said – and I had to, that’s why I record myself – I said, “What would you say if I said there’s a bomb in your building?” Boy, I was escalated, quick smart. That’s how bad it for knowing the legalities I was standing in for here, 10 phone calls.

Jonar Nader: And that’s 98% of people say, “Can I talk to Mary again, please? I want the person I want to talk to” and calls that it could have been avoided, because stupidity is a waste of money. Boy, when I see all this business about, oh, we have to retrench 500 people, why? Retrench yourself first because it was your stupid decision in the company. One of these days, they’re going to take their responsibility seriously. Staff say managers do not understand. The staff at the help desk are abused left, right and center and they say, “I go to my management and my management doesn’t understand.” And these – the yanks, used to say to me is customers want this and that. And you can silence them by saying, “Name two.” They’re never so much as being out to meet a customer. And they’re telling me, people like black and what – how do you know they like black computers or whatever you’re selling?

Jonar Nader: Staff say say, “Managers do not understand.” They are frustrated to death. And they got this junior supposed supervisors who are on a power hungry trip and and no one can understand what’s going on. And, finally – not that I’ve ended, these are just finally on this segment. It’s a long way to go. “Where is John K? Who’s keeping time here? Listen, here is, here is the final one, the exit poll. You know they I keep asking you questions. Like I love it when I check in to every hotel in the world and there’s the “Please, give us your comments.” I just loved that. What do you want my comments for? It says, “Was the TV working?” Why you’re asking me? You go up there. You check the TV and you tell me if it’s working. “Was the hairdryer working?” Goodness gracious, I don’t want anymore surveys.

Jonar Nader: You know what I want? I want exit polls. Just before you hang up, it goes beep, beep, “Excuse me, Mr. Nader, before you hang up, this is a robot talking, can you please tell us: Do you think we’re a bunch of rat bags? Press one for yes, two for no.” Beep. Did we answer your question? One for yes, two for no. Beep. “And would you like a senior executive to call you back straight away to resolve your problem? Press one for yes, two for no.” So all these three questions I want, very simple. And there, linking to the executive screen is the immediate blip by blip as to how many people think that they are happy with you, frustrated with you. Tell me there and then on the spot I want to know how to run my business, not a year later when, for example, the survey comes through that’s been washed and milled and hygienically cleansed by everybody from their ad agency to the PR agency to the consultant to the marketing department and gets the, “Hey, no one knows what’s going on.” Get your exit polls happening. Ask on the spot and there you will know what customers think of you.

Jonar Nader: In all of the sectors that we studied over a five-year period, customers willing to engage in an exit poll is very high as 77%. Executives who can respond, executives who said, “Yes, if I knew, I could respond, 14%. Most executives know that they live in a complex bureaucratic hell hole and they don’t quite know what to do about any customer who complains about anything because they have – we have this thing called metrics management that the yanks brought in to us. Thanks very much. And metrics management says, “I’ll do my bit and I don’t care what you do with it.” And no one – I can’t find anyone responsible. I work for large companies. I suggest that we have to change the paper from – I think it was 70 gsm, because we save money to 80 because it kept jamming in the photocopier. I said, “I want 80 gsm photocopy paper.” It took seven people and like months and I never even got around to doing it because everyone was responsible – one for the paper, one for the color, one for the purchasing manager, one for the pricing one. Forget it.

Jonar Nader: And what about executives willing to be paid on the results of the exit poll? Hardly anyone? Managers admit that they have no power. And the investors who do want to know what the exit poll is, the investors who own the company say, “Oh, yes, we all want to know.” Are you willing to implement one? No. They don’t want to know. What can that do to my share price? I don’t know. I just want to sell.

Jonar Nader: Where is John? He’s come and gone. How many minutes have I got? Ten minutes. They called me into their North Sydney office; I was telling you, so I got distracted. And they said, “We want you to answer all these questions.” And I said, “When is your conference?” And they said, “29 November to 2 December.” I said, “You all can do that in three days.” He said, “No. You’ve got 55 and a half minutes.” He’s learned my trick. And that’s just like when my teacher used to gamble down the street. I went to Holy Cross College in Ryde. Down the street was a TAB betting shop, a betting shop. And he would set us to work with a huge amount of questions and he’d go on bet. And one day, he walked in and he said, “Class, I want you to develop for me an essay in three parts covering religion, royalty, sex, and mystery.” So he thought that it’d keep us busy. And as he was walking out the door, “Finished, sir,” said little Mary. “Mary, do you mean to tell me that in two seconds flat you have written for me a three part essay covering religion, royalty, sex, and mystery? I want to hear it.” So up she got and she read. “Oh, my god”, said the Princess. “I think I’m pregnant. I wonder who done it?” So as long as you get the job done.

Here is the transcript:

Female Speaker: The social observer, philosopher, author and lecturer, Jonar Nader has spent years studying people and their habits and he knows some tricks to surviving in the corporate jungle and he joins us now.

Jonar Nader: So I used to get up from a meeting and say, ‘Excuse me. I have an appointment with life. I am going, not putting up with this nonsense.’

Female Speaker: What? Are you nuts?

Jonar Nader: I almost got caught.

Jonar Nader: Because in the future, I can tell you, money will be linked to performance.

And what next? What will be the next big thing?

The idea about being a futurist is not that you’re this clairvoyant. My friend’s father was a clairvoyant and his mother was a contortionist and as a result, he could foresee his own end.

Jonar Nader: My father said to my mother, ‘You know, we have been married 36 years. And not once have we agreed on anything.’ She said, ‘Thirty-seven.’

Female Speaker: His new book Z is a fictional novel about the worst act of terrorism the world could ever see.

Jonar Nader: Even if I were the president of the world for 10 years, I still could not think of a way to generate peace. I finally did.

Half of the world is in conflict. Half of the world is at war. And I see it as a war on our destiny rather than a war on terror.

You must be forbidden from working anywhere, touching anything if you don’t know what it feels like, what it tastes like. You know, what’s on the menu? Chicken. What does it taste like? I don’t know. I just work here. Well, find me someone who doesn’t work here so I can find out.

Jonar Nader: In the future, companies who put us on hold will have to pay for our time.

And I think there should be two types of managers, the manager that says, ‘Any problem you have, come to me. I’ll fix it,’ or the manager who says, ‘Look, any problem you see, go fix it and I’ll back you up.’

Terminal.

Jonar Nader: They say the bottom line is the most important thing in companies. And I say no, no, no. Then they say, oh, hang on. You know, the triple bottom line is the most important thing. Oh, yes? What’s that? I say, the triple bottom line is you have to take care of profits, you have to take care of the environment and you have to take care of society. That’s called the triple bottom line. It’s being taught all over the MBAs at the moment. I say, that’s still useless. Talk to me about the triple top line. It’s your staff, your quality and your customers.

Teamwork is a lot of nonsense because it doesn’t work. What I want are teams that work.

See, I don’t think you can share energy or you can share power because the most you do, you’ll dissipate it. So, in essence, the function of power for me is to generate momentum. There is this notion of the perceived power. For example, people think that the queen is powerful or that a minister is powerful. What people do not realize is that in fact, it is the department that runs the minister, not the minister that runs the department.

Do you know how we say power corrupts? You know this notion. I don’t believe that power corrupts either. I think certainly corruption is powerful and that’s why people seem to steer away from power but in itself, it is better to have power than not.

Male Speaker: Jonar, you get the last word.

Female Speaker: Stick around, would you?

Jonar Nader: Yes, sure.

Female Speaker: Thank you.

Female Speaker: Jonar Nader is a digital age philosopher. For the past 22 years, he has maintained a dual career as an expert in both technology and management and presents to both kinds of audiences.

Jonar Nader: Are you actually delivering on your promise?

Female Speaker: For example, he was the opening speaker for the IT Summit and the CEO Summit. Sometimes, Jonar wears two hats at the same conference as he did for the Institute of Company Directors where he gave two keynotes, one about leadership and another about technology and the future.

Jonar Nader: So, is it good to always have a bit of dirt in the bottom drawer? On someone.

Male Speaker: How does it come down for you, Jonar Nader?

Jonar Nader: Well, I’m glad you’ve asked me this question now that I’m a consultant…

Jonar Nader: Because I’m making a lot more money now.

Jonar Nader: Whenever I see a bad employee, my first impression is, ‘Who is his boss?’ And so, I would like to know why that happened and spend my energy there because …

Male Speaker: Well, you were his boss…

Female Speaker: Whether he’s humorous or controversial, Jonar delivers tantalizing messages.

Male Speaker: The irrepressible Mr Jonar Nader.

Female Speaker: He’s known for his captivating after dinner speeches like the one he presented at the Australian Business Awards.

Jonar Nader: So, what’s going to be the most important thing for your business is your brand. And when I say brand, I don’t mean just only your logo or your brand awareness of brand image or brand building or brand recall or brand values. As important as they are, the single biggest important thing about brand is the brand bet. That means what the customer is prepared to bet on.

The issue is I know that we all know how to make a cake and we all have flour and we all have sugar and we all have eggs and we all have an oven and we probably have the ingredients sitting right now at home. But how many of us can actually make it? The process of knowing is not good enough.

Female Speaker: Around the world, tens of thousands of people have attended Jonar’s presentations. He’s popular with professionals in finance, law, science, technology, manufacturing and sales.

Jonar Nader: I don’t want to hear any more terms and conditions and conditions apply…

Most people don’t learn a new word after the age of 18. Their vocabulary stays the same thereafter. Most people don’t have a new dream beyond, you know, whatever they’ve been – now, that’s it, mate. You’re going to be a plumber the rest of your life.

I say to kids, don’t worry about what you are going to be when you grow up. How you’re going to live as you are living.

Female Speaker: Jonar Nader is the author of the best-selling book How to Lose Friends and Infuriate People. He has also written a book of modern wisdom called How to Lost Friends and Infuriate Thinkers.

Jonar Nader: If you stand up and rise and say, ‘Look boss, you know, I really don’t think this is the way we should be doing it,’ then others will get – gain energy from you because it usually just takes the minority to create something big.

Female Speaker: What’s your view on anger and what it does to us, our bodies and its purpose?

Jonar Nader: If anger happens, you stop and say, ‘This is great. The alarm bells have gone off. Now is the time to assess why.’ Not go down the pub and, you know, laugh it off but to say, ‘What triggered this? Because this is not the trigger that I will allow into my life.’

Customer service isn’t just about being nice to people. It’s about product knowledge, knowing your industry inside out, knowing everything about everything you can possibly know. If you don’t get out of the way because selling is as much a profession as nuclear physics.

Are you actually delivering on your promise? And if we do that, the rest will take care of itself.

Any executive who has a ticker tape of their stock price or to be sacked on the spot. Your job is not to check the stock price. It’s a check about Mrs. Smith the last time she paid you good money to buy her husband a nice something rather that just doesn’t work and when she calls to complain, you say, ‘Oh, wow. Well, 20 minutes on hold. Your call is important to us. And please bring it down. It might take two weeks to repair it. Theft!

Today on Wall Street, people are just running around for bottom line figures. And what are they doing? They’re really only cheating themselves because Wall Street is a joke and the sooner it blows up, the better.

So many corporations are failing today because there is a them and us attitude. We might think we’re making profits but they’re all manipulated. The real profit comes when people are actually satisfied, happy.

For me, success is not what you amass. It’s what you …

And if you hate your boss, do not treat your boss badly. If you don’t like what you are doing, all the more reason to do it better so that you can climb out.

You know, and who gets promoted in corporate life today? The backstabbers who know how to do it well enough.

Male Speaker:

Jonar Nader: You know, the creative people. Where do they end up?

If I put this on my head, people will go, ‘What’s this guy on television got this on his head for?’ Because the visible things, everyone is an expert at. They can see that’s wrong. But can they see that someone is a back stabber, a manipulator, a hound, a con artist? Can they? I don’t think executives and people in an office environment can see it.

Female Speaker: Jonar is also the author of the best-selling illustrated Dictionary of Computing and the technology writer for Butterworth’s Legal Dictionary and the Student’s Legal Dictionary. He also serves as an expert witness to the legal profession.

Jonar Nader: Unfortunately, the internet will have to collapse before it rebuilds itself.

Male Speaker: It will be exciting, real funny up here.

Male Speaker: That’s a must for everybody.

Male Speaker: Jonar C. Nader.

Male Speaker: Jonar: Stiff!

Female Speaker: Jonar’s last assignment as a corporate executive was at IBM where he led the consumer division in 18 countries. He’s the co-founder of both the Information Technology Society and The Leadership Foundation funded by McKinsey and Company and Qantas. Programs have been held at the Royal Military College and at the University of New South Wales. As a guest lecturer at tertiary institutions, he conducts his courses on technology, leadership, management, advertising, marketing and politics.

Jonar is a coach to high profile executives. He gives thousands of radio and TV interviews worldwide. His articles are published in some of the most respected business and IT publications. As a magazine editor and writer, he has worked for motor racing, art and fashion magazines and has held exclusive interviews with the likes of Stuart Devlin, jeweler to Her Majesty the Queen.

Jonar has interviewed the biggest names in art and design including Count Faber Castell and fashion gurus such as Jean Muir, designer to the late Princess Diana. He has interviewed many fashion giants including Count Zegna, Lagerfeld, Missoni, Kenzo and the late Gianni Versace.

Female Speaker: As the chairman of Logictivity, Jonar Nader guides CEOs and boards to engineer a successful future. To learn more, please visit Logictivity.com and find out how the world’s only post-tentative, virtual surrealist can rearrange your molecules.