Philosophy in Business

Philosophy in Business – Dr. Patrick Gentempo

Jun 19, 2021

Clarifying his own business philosophy–its Role in Dr. Gentempo’s Success

The use of philosophy in business is a key to entrepreneurial growth and success. Dr. Patrick Gentempo inventor deeply studied philosophy. Through his use of philosophy to resolve his own contradictions between personal and professional goals, Patrick went on to invent diagnostic equipment and build a company supplying his products to thousands of chiropractic clinics including the tool measuring Heart Rate Variability (HRV). In his book, Your Stand is Your Brand. Dr. Gentempo shares how business philosophy impacts success and how he has used philosophy in business to successfully resolve his own inner conflicts and build a massively successful business based upon his HRV equipment.

Patrick’s inventions, including Heart Rate Variability emerged from his own Unresolved Contradictions

Every person has a philosophy in business and it life. And, the issue is whether you have defined your philosophy in business in some kind of a conscious and rational, and disciplined way? A key principle of philosophy is that unresolved contradictions lead to destruction, with the amount of destruction being relative to the level of contradiction.

Dr. Gentempo shares his own personal and business contradictions in his practice as a chiropractor, which ultimately lead him to found a medical device company and the invention of diagnostic equipment used by thousands of chiropractors worldwide, including the Heart Rate Variablity testing equipment.

In this episode, Cheryl and Dr. Gentempo discuss:

  • Every person and every business has a philosophy. 
  • Have you defined your philosophy in business in a conscious and disciplined way?
  • Contradictions lead to destruction. The amount of destruction is relative to the level of the contradiction.
  • Remove your own internal conflicts and contradictions in order to create space for a transformative pivotal experience.
  • “Your Stand is Your Brand” reveals the 5-P Expansion sequence, and how your philosophical premises will shape your psychological experiences.

Key takeaways:

  • The greatest barrier to entrepreneurial growth is when what’s driving in your personal life is pulling you one way, and what’s driving your career is pulling you another way. These are unresolved contradictions.
  • No business is perfect. There’s always some level of contradiction. 
  • When you resolve contradictions on one level, you evolve to the next level. When one uses philosophy in business to address new contradictions, one evolves to the next level. So it’s a conscious process. 
  • It’s the business philosophy that often dictates the business culture. And if the philosophy is confused, the culture is confused, and it’s dysfunctional. When you get really clear on philosophy, it really impacts psychology in a very profound way.
  • “Your Stand is Your Brand” and your philosophy in business becomes your brand.

A good brand is the purest possible expression of the fundamental philosophy and values of the company, everywhere, no matter what; in everything that’s written everything that’s said in all the ways that the employees relate to each other; and how customer service treats employees and the types of products that you’ll build.Dr. Patrick Gentempo

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Welcome to the Brand Revolution Show, where we answer the question, what does it take to launch your own brand revolution, create evolution, and who are the people that help you foster connection, community contribution and currency for a brand built to last. You will also meet brands changing the world and the lives of those they serve through brand innovation and evolution Here's your host, Cheryl Hodgson.

Patrick Gentempo 00:02
Confused minds don't buy. So the idea of being very clear in your message and very clear in your stand that now nobody's confused so that someone might say, “I want to work with that company. I don't want to be a customer of that company." But also other people can say I belong here, I have found the home.

Narrator 00:26
Welcome to the Brand Revolution Show, where we answer the question, what does it take to launch your own brand revolution, create evolution, and who are the people that help you foster connection, community contribution and currency for a brand built to last. You will also meet brands changing the world and the lives of those they serve through brand innovation and evolution Here's your host, Cheryl Hodgson.

Cheryl Hodgson 00:51
Hi, everyone. I'm Cheryl Hodgson. Welcome to the Brand Revolution Show. I'm here today with my guest, Dr. Patrick Gentempo, who is a chiropractor by training, but also a philosophical entrepreneur. And we're going to learn a lot about that today. Welcome to the show, Patrick, how are you?

Patrick Gentempo 01:11
I'm great. Thanks for having me, Cheryl. Pleasure to be here.

Cheryl Hodgson 01:14
It's a pleasure to have you here. And these times, we're recording this during the, I'd say maybe not the peak, but we're in the epicenter of the pandemic with Coronavirus, and we're all in isolation at home, right?

Patrick Gentempo 01:26
Yes, it's really an unprecedented time. I've been a serial entrepreneur and for a lot of years and started many businesses and ran many businesses. And I've been through bubble I've been through 911, when that happened, the downturn in 2008, that whole big failure in the economy. And there's some similarities around what's going on now. But there's also some things that are quite unique and unprecedented. And so it's really, in one respect, interesting to observe.

Cheryl Hodgson 01:52
Well, we're going to get into the philosophy part, but it probably links over, but you have a new book out, which I'm in the process of reading, and it's just phenomenal. And I love the title, because of course, the title of my show is Brandaide, from revolution to evolution. I heard you speak at Genius Network, a week or so ago, and I immediately reached out because I love, first of all, what you had to share, but also the title of the book is, Your Stand is Your Brand? Could you share a little bit about where that came from? And how does it tie into philosophy?

Patrick Gentempo 02:27
You know, it's really interesting, the title Your Stand is Your Brand, was coined by my wife. We were sitting in LA at a coffee shop, and I was going down to Orange County to give a presentation, it was a roughly about 3000 people. And I was talking about the themes of the talk, which you're talking about values, purpose, and how it's really time to take a stand. And that what identifies you, and how people identify you, is based on the stance you take. And those stands are based on your philosophy, your values. II started lining everything up for the talk and organizing it. And so just she looked at me across the table. She said, “So what you're saying is your stand is your brand.” I'm like, well, that's really good. Yeah, that's exactly. That's the exact conclusion of trying here. So I have to give her credit for the actual title.

Cheryl Hodgson 03:14
We now know who to call to help name books.

Patrick Gentempo 03:18
Yeah, well, no kidding. Yeah, like anything else, it's really important to talk out loud, many times about things and engage in certain parts of your brain that you don't get otherwise. And having a spouse or accountability partner, somebody like that to interact with usually brings up things like that. So that was a good moment for me.

Cheryl Hodgson 03:35
Oh, that's great. Well, and one of the things I think it's interesting, because when you take a stand, and you were willing to find your voice and share that, not necessarily the political fan, but I mean business, and sometimes you're going to not everybody's going to relate to that, are they?

Patrick Gentempo 03:53
Well, I think that's the whole point. The whole issue of a stand isn't a stand if people just all agree with you, right? That there's nothing there. It really has implied in it some degree of polarization. And I'm not saying that polarization like, you should do it as an effect saying, hey, let's be edgy and polarizing, but not mean it. That's not what I'm talking about. I'm saying that when you are really clear on your values and purpose, that when you are willing to take a stand on them to a point where it will alienate some people. That's when you're really come into your own as an individual. That's when the business is coming to into its own. That's when a brand is built and you're identified with something. The biggest mistake that businesses can make is trying to be middle of the road in their messaging, trying to cast as wide a net as possible saying, Oh, I don't want to say this. It might be upsetting to somebody I want to say it might be upsetting somebody and again, if you're doing that just to try to be edgy, that never works that fails. But when it comes time to take a stand on things that are potentially polarizing, yes, there are some people who are going to go away from you but the people who attach to you, attach that brand, attach to that messaging, they are going to be 10 x stronger than people who just kind of see your convenience as compared to something that matters to me. And as I tell people, those who've consulted with us, if I land on your website, hopefully within 10 to 15 seconds, I should know whether I belong there or not. And if I'm confused, are you talking about our friend, our mutual friend Alex Mandossian earlier but one of the things that Alex repeats over and over again, is that confused minds don't buy. So the idea of being very clear in your message, and very clear in your stand, that now nobody's confused. Some people might say, I don't want to work with that company, I don't want to be a customer of that company. But also, other people are going to say I” belong here. I found the home.” I found the community. It's not necessarily easy to do this, especially businesses that have been around for a while, they get sort of, entropy takes over. Their messaging sort of disintegrates, and they start to really play a mediocre middle of the road type of experience in their expression. And that's when it's time really to burn that down and recreate something that's going to be better.

Cheryl Hodgson 06:05
You just hit on a couple of things there, one of which is especially after a company's been around, that gets into the whole question of how do you stay relevant, and innovate, because just because you were successful, 10 years ago with what you launched with doesn't mean it's as relevant. And also even if you have loyal customers, how do you stay top of mind?

Patrick Gentempo 06:25
I'll tell you, it's end rolled, we'll start at the end, maybe you work back with the last chapter, the last chapter of the book is called Creative Destruction. And basically, chapter by chapter, I go through how to remove entrepreneurial strains so that you can advance then getting your core values in place. So understanding your philosophy, I call it Five P Expansion Sequence that follows the anatomy of a breakthrough. There are many things that I talk about--,finding your Miles Davis, which is the purest expression of you and the company. But in the end, I say, “Okay, now that you've got this all figured out, and got it built, let's talk about burning it down.”

Now, I'll give a couple examples that I think are really important because you talked about staying relevant. And there's two examples that come to mind, first is the Beatles, in my opinion, the greatest rock'n'roll band of all time. I don't know if there's much of an argument against that. But the Beatles in their heyday and I'm old enough to have been around when Beatle mania was happening. I was a little kid but Beatle mania was happening. And here are these four guys, John, Paul, George and Ringo with their Beatle haircuts. Their black suits. There's thin black ties or white shirts, and their style of music that they played, all of which was the Beatles brand, which was absolutely the most extraordinary music phenomenon of all time.

Cheryl Hodgson 07:38

Patrick Gentempo 07:39
They're selling out stadiums all over the world, United States. People couldn't get tickets. If you got in there you couldn't hear the music because people are screaming so loud. It was literally amazing. And at the height of this, and incidentally, we had the bands make their money for touring, so they're printing money like no tomorrow. There is no end in sight. The whole Beatlemania train could be written for years, keep grinding out those types of hits those types of feel-good music, the kind of progressions that they played with those arrangements and harmonies. What do they do at the height of Beatlemania? I mean the height of it, they quit. They go off the road. They go into the studio, and they are in the studio for a year. And they come out a year later, completely different. scraggly beards, mustaches,

Cheryl Hodgson 08:26
I think there was a trip to India in there somewhere as well.

Patrick Gentempo 08:30
There was but they came out of the studio with many considered to be the greatest album of all time, Sergeant Pepper's Lonely Hearts Club Band. Completely different. They innovated a new thing called the concept album. And of course, people thought they were crazy to give up this extraordinary success they were experiencing. But they literally burned it all down. I call it creative destruction, not negative destruction. You're the Phoenix, you're burning it all down to something more powerful, more beautiful can emerge. You can't stay the same. If the Beatles kept doing Beatlemania, they would have written up for a while they would have faded. Because over time, you can't help it.. You can't stay the same. That's just one example of why the Beatles are the Beatles. How when they decided to reinvent themselves, burn down their old identity and create a new identity over and over again. That's why every album, Sergeant Pepper's, Abbey Road, Revolver. Then suddenly you start to see that they're innovating. They're new. They're different. They look different. They sound different, but there's still a core of them that kept them to be the greatest of all time. I'm a foodie, I go to a lot of restaurants and I collect wine and all that kind of stuff. The number one restaurant in the world that I write about there's a longer story, is 11 Madison Park. It went from Michelin two star to three stars, which is the top rating any restaurant can have, very coveted only 100 restaurants in the world or less have that particular rating. A couple of years ago, they've not only had their Michelin three star, but they were also rated the number one restaurant in the world. As soon as that happens, incidentally, when you're rated number one restaurant in the world-any year for a decade or more, you're sold out, you can raise your prices, you're about as exclusive as it can get. What did they do? The chef owner of that restaurant, decides to shut it down, burn it all down on the ground, meaning completely took everything down to the studs, redesigned the entire restaurant, and then opened up six, eight months later. Are you crazy? Why would you do that? He said, because you can never stay the same. What keeps businesses the same and causes them to degenerate is that they're attached to things. If this restaurant owner was attached to now saying, Oh, my God, we're number one restaurant in the world now what do I have to do? I have to try to hold on to it, I have to figure out how to keep it. I'll be working every day and stressing about that as compared to saying, okay, we did it. Let's start over, let's do something new

Cheryl Hodgson 10:47
Well, I think that applies also for us as individuals as well. There's no better example than what we're all facing. In my lifetime, of course, I've seen challenges, but nothing like what we're all being forced to change to deal with at the moment, just in our day-to-day lives. It's like there's a tendency from the human being perspective or the human experience to not be comfortable with change. I see it in my own life. Sometimes it's like, well, why do I take the same drive that drive the same path every day? Why don't I just take a different path to the office or whatever. It's like we get into habits that become subconscious and ingrained. It almost becomes a challenge. I have to look at myself and step outside and go, if I land on your website, hopefully within 10 to 15 seconds, I should know whether I belong there or not. And if I'm confused, are you talking about our friend, our mutual friend Alex Mandossian earlier but one of the things that Alex repeats over and over again, is that confused minds don't buy. “Wait a minute, the only constant in life is change, you can't hold on to anything, really”.

Patrick Gentempo 11:41
Change, that’s exactly right. Change is not only an absolute, you have two choices, you can resist it, or you can leverage it to your success.

Cheryl Hodgson 11:50
Well, and I think for my own personal journey, it's learning as you just said, If you resist it, it's going to be more challenging experience. But if somehow in the evolution of one's own being and consciousness, one can embrace change, and see that there can be something greater that will come from this. The destruction and the re-emergence of something bigger and better.

Patrick Gentempo 12:11
You know, and that goes to show you, attitude in psychology and how important that is when it comes to success and growth. But I've gone through multiple identity burn downs in my life. Basically, I started life as a chiropractor. When I was in practice, I developed or co developed technologies that I got patents on. Next thing, you know, these neuro diagnostic technologies, I find myself in a business and no longer practicing chiropractor. I'm now CEO of a company. And then I ran that company for 23 years, and it scaled up to a pretty big company, it was an international company. We had clients on six continents, and then I was making a decision is this it? Or is there another chapter of my life. And as I was going through the experience of selling that company, I started to have these health issues that were I didn't understand. And I was having anxiety attacks. I never had anxiety in my life. I had no idea what was going on, what I found out and started to realize, as the deal was going to go through, that my entire identity was tied up in this business. And that I had to go through literally an identity burn down. That person who was running around the world, giving all these lectures, running this company, etc. Who am I going to be when this is sold? It became a whole different thing for me. That's why I had to reinvent myself again. And recently, I just went through another I did a burn down a couple years ago. So it's interesting how one way or the other you can resist it and have anxiety attacks, or you can embrace it and actually enjoy the process of creative destruction so that something new or better can emerge from.

Cheryl Hodgson 13:39
Well, I want to go back to the issue of philosophy, because I touched on it very briefly, when we first started chatting. Do you work with people to integrate philosophy and how that fits into your business and the success of one's business?

Patrick Gentempo 13:54
Yeah, my favorite question. So thank you. The answer is...

Cheryl Hodgson 13:57
I may not ask it very well.

Patrick Gentempo 13:59
You did great. It's interesting that as I get introduced in more and more places, when I'm giving talks or I'm being interviewed, the introduction, suddenly becomes the philosopher entrepreneur. And I say Yes, okay, I'll accept the moniker of a philosopher. I really have used philosophy as a practical tool for success for decades now. But it's not like, I'm the only philosopher. Everybody has a philosophy. Every business has a philosophy. The only question is whether you defined it in some kind of a conscious and rational and disciplined way. I'm not an academic philosopher. I didn't study in school and don't have a degree in it. But I do understand the branches of philosophy. I do understand how to apply them to what my purposes are in life or in my business. And the application of philosophy in business, I believe, is the most powerful tool that any entrepreneur can hope to embrace. I don't know if I'm going to say I'm shocked but I'm a bit startled by the fact that how very few really developed their philosophy. They do in a de facto way, sometimes like, they'll talk about what their premises are, what they believe. They'll show their values. They'll integrate purpose into that to some degree. But all of those are pieces of a puzzle, never the whole puzzle being put together, which is what philosophy does. I believe that almost every human being, but especially every entrepreneur, and every business, has an extraordinary opportunity for breakthrough, if they start to learn philosophy, start to learn how to apply philosophy, to their thinking and actions, and it will absolutely transform and grow their businesses.

Cheryl Hodgson 15:36
Could you share an example of where you've applied that your own life or someone you've worked with?

Patrick Gentempo 15:42
Well sure, so just going back to maybe earlier in my career, so my own partly because I think you're asking for a personal example, which I'm happy to give. I had always been studying philosophy. I always had an interest in it, and start to really develop a structure for the branches of philosophy and how they can be applied to my outcomes I want to create. Basically, if you look at the first three branches of philosophy, it's not something you do in a few seconds. But so just to spit it out. Know that there's a whole long chapter in the book on this, but there's metaphysics, your view, the nature of reality, epistemology, theory of knowledge, and ethics, which provides the human being with a code of values and until about core values that comes from the third branch of philosophy, ethics, and therefore will be a guide to your action. So basically, we're asking three questions. What do I believe? Meaning, what are my premises about what's true about reality? And then you can narrow the field of that when it comes to my business, when it comes to my customers, when it comes to my product when it comes to my service, what do I believe? What are the fundamental core premises my views of reality relative to x? Then why do I believe that? This is a really important question? Because a lot of times people adopt certain views of reality that they got from their mothers, fathers, teachers and preachers, but they never really question it, they kind of adopted subconsciously, sometimes a negative things like, Don't bite off more than you can chew, don't try to be something you're not, rich people are thieves. I mean, we hear all kinds of stuff that we grew up with. And those are premises about reality. And if we don't start to question our premises, understand why they're valid, or why we think that, then we end up usually accumulating with Ayn Rand, nice to talk about as a junk keep in our subconscious. So what do I believe? Why do I believe it? And now what am I going to do about it? So the whole virtue of philosophy, why it is so important, is based on this premise that I got from Ayn Rand, who is the author of Atlas Shrugged, where she said that contradictions lead to destruction. The amount of destruction is relative to the level of the contradiction. That how we find contradictions is through philosophy. So the whole purpose of applying philosophy to your life or business is for the identification of contradictions. And when you can identify them, then the next step is okay, how do I resolve this and rather than having conflict or contradiction or create alignment. So that's the abstract. Now, how I applied this in my own life? I'm a practicing chiropractor. And I grew a fairly big practice in a short period of time, but found myself getting exhausted in trying to grow it any further. I hit a wall. And I recognize the amount of effort it took for me to maintain the volume of patients I was seeing was getting more and more exhausting. And I was a young guy, I'm in my early 20s. And I'm pushing every day and I'm out there, and I'm ambitious, and all those types of good things. But I realized how much of an energy drain it was to, for lack of a better term convinced the patient as to why they should accept the care plan I'm offering. My fundamental premise, they get into my philosophy now. So what did I believe so here are my premises. The body is a self-healing, self-regulating organism, human body, self-heals and self- regulates.

Cheryl Hodgson 18:55
I would agree with you.

Patrick Gentempo 18:57
You cut yourself and it feels you don't need to think about it. You know how to do but the body knows it's got inborn intelligence that allows it to heal, right? Now, your kidneys working, your livers working, your lungs are working, you got hopefully some brain biochemical processes going on. All this stuff is happening without you consciously controlling it. So the body self-heals it self-regulates. The second premise philosophically, is that the nervous system is the Master System and controller of that body. All the healing and regulations modulated through neural function; we literally live our lives through our nervous system. So when people would come in, what I would explain to them is that stress in three dimensions physical, how you use your body, biochemical what you put into your body, and psychological the mind body connection, that when you have stress in those three dimensions beyond what your body can adapt to, and dissipate, which is most people, the body goes into defense physiology and creates these patterns of misalignment around the spine that we call subluxation. And those subluxation interfere with the nervous systems ability to function properly, as a result you can't heal and regulate properly. That's the deductive logic that comes from the second branch of philosophy that I just laid out earlier. Now. So what should I do? That's the next step. What should I value in ethics? What I realized is that my exam as a chiropractor was mostly steeped in traditional orthopedic and neural exam where I'm basically looking at how different maneuvers if you will, orthopedic tests, are evoking pain in the musculoskeletal system of patient. And what happens is that I would explain to a patient, hey, look, only one ninth of your nervous system issues to experience pain and eight ninths is doing other stuff that's regulating your body that you can't feel or sense. And as long as I see these patterns of subluxation, I subjectively assess and take x rays, but that's not everything I need to see. Then what happens is that you need to keep coming in even after your pain is gone. So here's the dilemma. Now I'm okay, so everybody's watching this, if you're in a business, there's a parallel to this in your business, because basically what's saying is, you're trying to sell somebody a product or service. Now you tell them, here's the benefit, the result that you're going to get if you buy it. The question is, why should that person believe you? What I realized is that my exam process and my practice, was not aligned or was in contradiction to what I was telling the patient as to why they need to come back. I'm doing exams to find pain. And I'm telling the patient that they need to come even after the pain is gone, or I'm telling them to bring their kids who have no pain, but there's still benefits of the care. So in essence, the conclusion, the contradiction was that I was selling a product that I was not sure I was delivering. I'm selling a thing called improved health and life expression through improved neurological function. But there was no way I was quantified or measuring that in any way that was tangible to the person that was served.

Cheryl Hodgson 21:51
Well, I think in branding terms, your message to market for lack of a better term is wasn't a match for me, the experience of the service didn't match what your actual intention was, right?

Patrick Gentempo 22:04
Yeah. I mean, I would say my intention, and my message were perfectly matched. My actions in my evaluation work in contradiction.

Cheryl Hodgson 22:14
Well, I guess the experience of the patient, I guess, I'd say.

Patrick Gentempo 22:18
Yeah. [crosstalk]

Cheryl Hodgson 22:20
Their message may be one thing, and it's in alignment, but then you don't experience that when you experience the brand, necessarily.

Patrick Gentempo 22:28
And what this all translated into was then me saying, I have to solve the contradiction. The solving the contradiction turned into the development of technologies that I got patents on, which then over a period of time turned into a very large-scale business.

Cheryl Hodgson 22:43
This is a little off topic but being that I come from the IP world, I always like to ask this question, do you feel like protecting your intellectual property played a role in the success of your company? Was it important?

Patrick Gentempo 22:54
Of course, yeah. I mean, there's a reason why patent and copyright laws, the trademark laws are critical, because you can spend, like, I did a lot of money and a lot of time developing something. And if somebody can just come knock it off with you full impunity, and not have to make that investment of intellect, time and money, then who can possibly be motivated to want to spend time money to develop things if they can't own their work?

Cheryl Hodgson 23:20
Well, I bring it up, because it goes back to in my mind, in my experience, in my own practice, as a lawyer over the many years, is, it really comes down to going back to that thing, we were talking about philosophies. I can sometimes use the word mindset. But I find that particularly entrepreneurs when they're first starting out, or even when they're can have some experience. If I can talk to them all day long about why it's a value to do something before you launch or the beginning of your business and how it could impact number one, if you need investors, it's really important. If you ever want to sell your company, intellectual property is very important, or protecting what you come up with. But then there are certain people who just their philosophy of their mindset is, it's not important. So they don't value it. But I have to tell you, if there's a seismic shift, because either they got fooled, or somebody stole their product, suddenly there is a dramatic shift in philosophy I find.

Patrick Gentempo 24:22
Experiences is a great teacher.

Cheryl Hodgson 24:24
Yeah, you know, I've never been one to suggest that fear-based marketing is the way to go. But it's really interesting that people tend to respond to that, you know, so

Patrick Gentempo 24:34
I think what happens is, a lot of times, get your patent applications and so on. It's fairly capital and time intensive, as you well know. And I was in development with this technology. And it was during It was kind of a parallel path.

Cheryl Hodgson 24:48
Do you mind me asking what was the technology?

Patrick Gentempo 24:50
It was basically the platform. We started with one which was surface electromyography. But then we ended up by the time I exited the company, there were five technologies on Surface electromyography, which looks at muscle x potential which used for measuring the motor system around the spine, infrared thermal scanning to look at autonomic nervous system function, pressure algometry to look at sensory irritation and pain and quantify that digital in clinometry, which is looking at range of motion again measuring it in a precise way. And then the final thing that we had, which I only have one might have been the one is heart rate variability, which really kind of, again, it's autonomic. You're measuring your anomic system, you're looking at sympathetic and parasympathetic balance, but you're also looking at overall amount of autonomic force, which is an absolute indicator of lifeforce, if you will. And so we're able to take measurements from these five dimensions and have it integrated, I mean, literally hire Harvard PhD mathematicians to get the algorithms figured out. But we're able to integrate this into a neuro spinal function index, and then have a number. So you'd have a score.

Cheryl Hodgson 25:53
I think I've actually got some of those, especially the heart rate, variability, the chiropractor I've been seeing in the last couple years.

Patrick Gentempo 26:01
Our technology, I think there's roughly 9000 plus chiropractors in the world who use it right now. Yeah.

Cheryl Hodgson 26:06
Oh, that's phenomenal. Well, I want to just go back to one other thing, we were talking about the philosophy. I studied spiritual psychology, which I think a reference for you briefly. And it really has helped inform and help me get through, I like to call them the stories we tell ourselves. And some of that is beliefs that we form about ourselves and who we are and where we fit into the world. And many of them are subconscious that we're going to be really aware of carrying around, I think, and it's as you start to go out into the world, especially if you're trying to develop as an entrepreneur, a business or launch a product. I see it a lot in the internet world, because who isn't trying to in this day and time have an online presence. We almost all have to now. But it's usually there's someone may be a genius at what they do are very good at what they do. But oftentimes, there's a philosophy or a mental block that stops them from being able to implement or share that with the world.

Patrick Gentempo 27:06
Yeah, and I would put it in the terms that I've been using, I would say that they have a philosophical contradiction.

Cheryl Hodgson 27:12

Patrick Gentempo 27:13
Because as you said, everybody's got a philosophy. And it's very prevalent in the sense of, most people haven't thought through it so it's unconscious as compared to everybody's thought their philosophy out they have it very well documented, and they operate from it. But what I could tell you is that what the greatest barrier to entrepreneurial growth is when what's driving you and these are philosophical values, it's but let's say what's driving you and your personal life is pulling you one way, was driving your careers pulling you another way. It's driving you spiritually is pulling you this way, what's driving you in your finances pulling you this way it was driving you and all these various categories of your life. And when you have lack of alignment in your philosophies, varying philosophies, because you might have one philosophy about business, but different about parenting, and another one about and when these things are in conflict with each other, you get to a point where you're stretched and you can't move anymore, I call that maximum tension. That's where like, you literally stuck. And that's why people read books, go to seminars, attend your online programs. They go to masterminds, and they have all kinds of notes and information, that's good quality information, and they don't do any of it. And the reason they don't do it isn't because they're lazy, they obviously show up. It isn't because they're not committed because they spend lots of money on this stuff. The reason is, because their maximum tension, they have no space in their life to do anything new. And every time they try to do something new, an intro to my book, this is my [inaudible] say, why are you reading this? I mean, it's just going to be another book that you're going to read, nothing's going to happen. You have to have a notion, a disposition if you want to have a pivotal experiencing, that's going to shift you. But first, you have to remove conflict and contradiction and create space so that the information in the book can take you places.

Cheryl Hodgson 28:54
Well that was my next question is, what advice do you have? And what methodology do you share with people, as to number one, to recognize those conflicts and contradictions? And then secondly, how to resolve them?

Patrick Gentempo 29:08
Yes. So that's, of course, the million-dollar question. And I wish I could say that in two or three minutes, I can walk you through it. But in actual life it takes a book, basically. But the generic answer, meaning kind of like the 50,000-foot view, is that the first thing that you have to do is understand philosophy and its branches. And then I position it because I have the spike expansion sequence of one to 12 companies on philosophy, purpose, psychology, procedure, prosperity, that's the sequence of going from philosophy to prosperity. And there's a step-by-step process and there's some cause-and-effect relationship between these areas. So the first thing to do is to understand that framework, which anybody can use. Then once you understand the framework, now we have to break down philosophies. Okay, here are the branches of philosophy. Here's how they apply. To use during to now ask yourself the important questions about what you believe relative to x and start to assemble what was probably an unconscious philosophy and start to bring it out into the light of day. And once you bring it out into the light of day, now you can identify and say, Hmm, where do I have conflict or contradiction here because contradictions lead to destruction. Nobody is perfect. No business is perfect. There's always some level of contradiction. But when you resolve contradictions on one level, you evolve to the next level, and then you look at new contradictions and then evolve to the next level. So it's a process. It's a conscious process. I wish I could say, it's the easiest thing in the world. It's not that it's difficult. It just takes a commitment to want to do it. But the payoff is beyond anything that people can possibly imagine. When you do go through the process, and not only just in matter, not only just the money you make, but to me business is a spiritual experience. And when you get this stuff, right, the experience of business in a spiritual sense, is something that is so rewarding, so fulfilling, so gratifying that most people don't have a reference point for it right now.

Cheryl Hodgson 31:06
Wow, that's very powerful. And I relate to it as we all would, in experiences in our own lives. But I can share just from my own experience, and I, what comes up for me is I've had these visions of what I've wanted to do in with number one, launching the podcast and having an opportunity to have, dismantle the silos of branding, and have people from different aspects of who care, and help build brands and contribute to them, no matter what aspect to be able to be seen and heard in a broader perspective by entrepreneurs so they can see what elements go into it. But having said all that, I spend a fortune on all these trainings and courses, and I couldn't implement anything, because I had this unresolved vision of not being able to speak my voice, which is, when I really look back at it. It's no coincidence that I ended up becoming a lawyer. I'm this last person in the world, but I was scared to even stand up and talk to anybody, right? And I think it came from the fact that my dad was became seriously ill, mortally ill almost when I was a young girl. And so there was a whole lot of coping mechanisms that I developed, which was to be seen, but not heard, right, as a child. So even though I wanted to be seen and felt I had a message of value or something to contribute, I couldn't let it out. It was like having one foot on the brake or one foot on the gas.

Patrick Gentempo 32:30

Cheryl Hodgson 32:30
Is that sort of what you're talking about?

Patrick Gentempo 32:32
Yeah, in large part. And there's an interplay between philosophy and psychology. It's a very complicated space, but in the sense that philosophy can get really clean once you really start to learn it and understand it. And then you go into the area psychology, and that's a whole related but different slippery slope to get in. My intellectual mentor was Dr. Nathaniel Branden, who was Ayn Rand's intellectual heir for 18 years, he was with Rand, and Nathaniel had a special interest in psychology and became a clinical psychologist. And when he told Rand that he was going to get his PhD and become a psychologist, her comment back to him because she was a philosopher was, “I'll leave that sewer to you So yes, I do get it. And I can tell you that when we talk about psychology, the five-part expansion sequence, the premise around that is that your philosophical premises will shape your psychological experiences. A lot of people look at emotions as primaries, and they're not primary, they're secondaries, their responses to what you're perceiving based on your philosophy. I write about that fairly extensively in the book and give examples. But the idea of knowing how to manage your state, because you have so many people saying, you got to state man, you got to manage your states, but that's manipulating an effect. It can work for brief periods of time to get into a heightened state first, a special level of performance. But then you go back to life, as Chekov said, it can handle a crisis, it's just day to day stuff that wears you out. And the idea of having a philosophy that allows you to understand why you feel the way you do is very, very critical. And as a culture in a business, why is the culture this way? It's the philosophy of the business that's been dictate the culture. And if the philosophy is confused, the culture is confused, and it's dysfunctional. So when you get really clear on philosophy, it really impacts psychology in a very profound way.

Cheryl Hodgson 34:22
And have you found this is impactful and important to apply this in terms of building your team and communicating with employees?

Patrick Gentempo 34:31
Yeah, I mean, it's the fundamentals. It is the basis for it all. I don't do them much anymore. I don't really have any schedule right now just because I'm busy. But what I like to do a lot of times is a two day, I call it mountaintop mastermind. I live in the mountains in Park City. So I'll take a company will come out usually you're kind of a founder owner and one or two key employees, maybe three, and we sit and we go through a process of looking at their core value Statement of Purpose instantly. Incidentally, some of them very successful companies come out and their core values and statement of purpose, they showed put up with not once is it ever survived the process, because when I began and really look at them find out what's there, it's usually all bullshit. And bottom the line is people do it as an exercise, and then they leave it in a drawer or put it on the wall, and then they're on to the next thing, they never really put the right thought into it. So we do two things. Number one, we get that really clear. And then the second phase is the war room where we're getting to know SWAT analysis and other things to look at the company, but you can't even look at the company until you understand and their core values and statement of purpose is with the number one core values, etc. So all this to say that this is now what creates the whole culture in the company for the employees, because when you're really clear on this stuff, the employees that are aligned are going to up their game many, many fold. And employees that aren't aligned are going to end up self-selecting out, they're going to feel like they don't belong. And that's the way you want it to be. I don't know how you create an employee culture without this, quite frankly. It did do it without doing this first, you're struggling. Your efficiency and effectiveness are going to be a lot less than what it could be otherwise.

Cheryl Hodgson 36:04
Well, absolutely. And it also relates directly to the experience, the end consumer or your clients going to have. Because, first of all, in my humble opinion, because I didn't know that much about it. I grew up on the side, metaphorically and professionally on the what I call the brand protection side of things, which was the legal side. And I've always worked with that. But I started getting obsessed about a decade ago with well, what about all these other people? And this really came about because of the internet, when suddenly it was like, well guess what the people who are doing all the online marketing, don't understand anything, not out of ignorance, but just none of us knows what it is we don't know. And clients were having all kinds of issues in terms of domains being stolen, not things being protected properly. And I would see people who are good people or good companies ending up in these situations. And I see it also but people tend to traditionally go well brand is Yeah, you got to have your logo, you got to have your message or whatever. But it still comes down to creating experience. What is it? What product are you delivering, and it's got to be good and relevant to the market. But if you get past that hurdle, then how is that people going to experience the delivery of that, and are they going to feel good about because it only takes five minutes to lose the whole brand experience if you get treated badly.

Patrick Gentempo 37:23
And that's I think you've named something that is very astute since a lot of people when they think of brand, they think about what their logo is, and what their corporate colors are or something like that. And that's just part of your visual brand. But really, to me what the brand is, a good brand is the purest possible expression of the fundamental philosophy and values of the company, everywhere, no matter what, in everything that's written everything that's said in all the ways that the employees relate to each other, and how customer service treats employees and the types of products that you'll build. This is all a part of your brand. Steve Jobs, as proud as I am of the things that Apple created, I'm even more proud of the things we didn't do. Because we are in their philosophy and their brand and what they should and shouldn't do. Apple goes back to the most valuable company in the world goes back to that [inaudible], which had three philosophical premises, three values, basically, that were set there. And if you look at the company from that, which I think was 1970, something when that document was written maybe earlier, up till today, you could still see the application and expression of those three principles. And everything Apple does, which is what makes Apple Apple. So a lot of people look at brand in a castaway kind of like, Oh, we spent a little time working on our brand. It's like no, you're not getting what brand, at least from my point of view. When I say your stand is your brand, I have a whole different understanding, then maybe a whole subtext under the word brand than what most people realize.

Cheryl Hodgson 38:56
Well, that's actually what I'm grateful for you to share all of this, because that's really where I'm coming from is this idea that it's not any one thing. It's a lot of little different things that are each enough themselves important, but they're one aspect. And you don't build it overnight. But it's built over time with consistency as you grow.

Patrick Gentempo 39:19
And consistency is the key because it's consistency versus contradiction.

Cheryl Hodgson 39:24
Ah. Well, I want to thank you so much. It's been wonderful. Before we go, I always have a couple of questions that one is, is there anything you would like to share with our audience? Or is there a way they can reach you if they would like to connect with you? And we'll share that in the show notes. But I always like to give you an opportunity to share it verbally as well.

Patrick Gentempo 39:42
For sure. Thank you. So listen, my desire and this was I don't make my living as an author or speaker even though I wrote a book and I go out and speak a lot. An entrepreneur that goes in and runs businesses, but my hope why I put the book into the world, Your Stand is Your Brand, it's a spiritual experience for, I think the entrepreneur not in practical way, I believe that it can grow businesses. But for me, I want the ability to share this information on a wider scale because I don't go out and speak as much as I used to. So I didn't want these ideas to die because I'm not talking to them. So I put them in a book. So you could probably see over my shoulder here I have a copy of it. That's what it looks like, you can go...

Cheryl Hodgson 40:20
That's great.

Patrick Gentempo 40:21
Yeah, you can go to or go to my last name, I'm a member of Genius Network and Joe Polish had me come speak to the Genius X group, the hundred-thousand-dollar mastermind. And I gave a talk there the concepts in the book. And these people again, they pay a hundred thousand dollars so you'd be in that room. And then we had a question answer interaction, which I thought was really valuable. I have a recording of that particular presentation, when you go to, all the booksellers are there, you just can pick one to order, but take your order number and you can put it in, there's a little dial a little box there for an opt in, put in your name, email and your order number and then we'll give you access to that video As a bonus, also the audio from it. So if you want to listen to it on the go. And also...

Cheryl Hodgson 41:05
I can't wait to do that personally, because I'd love to be at the 100K group [inaudible crosstalk].

Patrick Gentempo 41:13
And you can see how these people think in that room and they're definitely in a different category than most entrepreneurs and they ask really intelligent questions. And I was excited about how much they got out of my talk, but they grasp the concepts very quickly and understood how they play.

Cheryl Hodgson 41:28
Yeah, it is amazing that people who - there's a saying that success leaves clues and people who are operate at that high of a level of Joe's group 100K group have certainly built businesses that have been successful and no matter what field. So it is interesting to be around those kinds of people in the environment and see what they share and how they think.

Patrick Gentempo 41:50
Yeah, no doubt. And then if anybody wants to get in touch with me, my assistant her email is Pam dot brash O, B-R-A-S-C-H-O @ actionph, which stands for extra potential holdings, our company.

Cheryl Hodgson 42:03

Patrick Gentempo 42:05 So that's the best way to try to get in touch with me.

Cheryl Hodgson 42:09
Okay, so I have two final questions, which I always like to ask. One is, is there anything I haven't asked you you'd like to share?

Patrick Gentempo 42:16
You know, I think we took a really good tour of the neighborhood. I think that in the end, maybe a question that is worth asking right now is in the midst of what's going on in the world what should we be contemplating? What should we be thinking about? Which would take a step back? And what should we consider? I guess, as so often, what do we need to do? What do I need to do? And I think I mentioned this earlier, and I said, No, you're asking the wrong questions, not what do you need to do? The question is, who do you need to be right now? So who question and your philosophy gives you that identity? And you can redefine yourself. You're not stuck with your original identity, whatever it is, right now? Do you want to burn that down and create a new identity, who you are how you feel or perceive yourself and others perceive you that can happen? You have an opportunity to show up different right now. So I would just almost ask the question, given what's going on in the world right now? What stand are you taking?

Cheryl Hodgson 43:12
And I think you've just asked the question and answered it. Okay, thank you. And that's really very well taken very relevant. And last but not least, in your own life, either personally or professionally. Is there something on your bucket list for this year or next? Or in the future? That is your burning desire to? What are you going to burn down next might be a better way to ask you?

Patrick Gentempo 43:34
You know, it's interesting, I've had a very full life, great, blessed life, in many ways. I do a lot of adventure travel. And sometimes my kids, sometimes just my wife, friends, we've been all over the world, to really interesting places. And there's not much that one can do that I desire to do that haven't done like single my distant experience I want to have the haven't had before. One thing that is learned from this experience with this pandemic, and the isolation, if you will, or the quarantining has been how much, it's been wonderful just to be home, because it's an entrepreneur out a lot, working a lot, traveling a lot. And I love every minute of it, so I do it. But I can say that the solitude of being home spending not now not just some minutes, but sometimes hours in the day in meditation, and being able to read books that normally wouldn't read has been something very fulfilling for me. So I think that for me, it's almost a reverse thing saying, let me go out and do something. It's let me stay home and be something and I'm really looking for this year. I think it's going to be a year of creating space and more mindfulness for myself, and what comes to that you should be really creative and fun.

Cheryl Hodgson 44:50
Awesome. Well, we will look forward to seeing what the results of that are that journey will be. Thanks again for joining us and we look forward to seeing you. Thank you for being here for the podcast and we'll see you on the next episode everyone.

Patrick Gentempo 45:04
Thank you so much.

Cheryl Hodgson 45:05
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Narrator 46:15
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