Erin Patchell: Good day, friends, and welcome back to another episode of Weirdos in the Workplace, where we discuss how authenticity, transparency, passion, and purpose leads to more visionary organizations. I'm your favorite weirdo, Erin Patchell, and today I have a very special guest with me, and his name is Oliver Wolfe. Say hello, Oliver.
Oliver Wolf: Hello, everyone. Thank you for having me here.
Erin Patchell: What are we chatting about today, Oliver?
Oliver Wolf: I think the natural direction of things will go towards conscious sales; what that is, what it means, what it's about, how to implement that into your life. Business harmonization. And then I think a topic I like to speak to is just like, how to navigate a holistic life, related to that. I have twin toddlers and a conscious relationship, and so that requires intentional attention. And so balancing all those things is always a very fun topic. And I don't really call it balance, I call it rhythm, but we'll get into that.
Erin Patchell: Awesome. I love it. All right, stay tuned, everyone.
[Intro music]
Erin Patchell: All right, gang. Oliver is a devoted family man, as he mentioned. He's the co-founder of Beyond the Peak, Inc. A premier Conscious Sales Agency, and the Conscious Sales Institute that facilitates the Conscious Sales System and sales training programs. Oliver is also a well loved business strategist with a focus on systems leadership and operations.
Erin Patchell: Oliver, welcome to the show.
Oliver Wolf: Thanks. Bit of a mouthful. I know. A lot going on.
Erin Patchell: Yeah, you've got a lot of things happening all at the same time, eh?
Oliver Wolf: Totally. Yeah. And I think there's definitely a very big through-line as it relates to the word conscious and what that means and such. So I'm sure we'll get to dive into that.
Erin Patchell: Yeah, let's dive into that right now, because as you are sitting in front of me, and because this podcast is audio only, other people, they won't be able to see you, unfortunately, but pretend you're me, and you're looking at Oliver right now, and I'm seeing Oliver's lovely face. And right behind you there's a large picture, a large picture of a wolf. And obviously your last name is Wolf, and your previous business was the Wolf Syndicate. And so there's a wolf theme going on. And I love the imagery of the wolf and I think it's amazing. But what I'm curious about is the connection between consciousness and empathy, which is something we've talked about as well in previous conversation, and the wolf pack, because I don't always think those things go hand in hand. Tell me about that.
Oliver Wolf: Yeah, I love that. First of all, it's not that it was intentionally thought of. Like, okay, wolves, wolf pack, empathy, conscious, that wasn't intentionally put together. A lot of and I think anyone who really follows their heart and their soul's calling, they end up having everything come together. It's the classic line of Steve Jobs. You can't connect the dots moving forward, you can only connect them looking backwards. And so I think that's sort of what happened here is it's just unintentionally the dots being connected.
Oliver Wolf: And so when I think about, okay, how does a wolf pack, which can often be seen as potentially violent, it can be potentially seen as aggressive or any of these kinds of things. The reality is wolves are a territorial species, and they don't just go out and create aggression unnecessarily only when their territory is actually moved in on or their family, I guess you could say, attacked or targeted. And so even with that last statement, that's where I think that it really becomes a very empathetic thing because wolves and their packs are incredibly empathetic to each other, to their aligned purpose as a pack and their desire to survive and thrive as a species. And what I think is also important as it relates to if we want to hang on to empathy as a whole, one of the things that I adopted… or one of the many things I adopted from wolves is the idea of, like, everyone or every wolf in a pack has a purpose, otherwise it does get banished, right? And this kind of resonates with Jim… what's his name? Sorry. Not Jim. Is it Jim? Jim Rohn.
Oliver Wolf: Jim Rohn's. You know, you're the average of the five people you surround yourself with. Show me your five closest friends, I'll show you who you are. So it resonates with that of like, well. I'm very selective of the people in my wolf pack and the empathy that comes with saying, hey, you know what? You aren't a fit here, and the best thing I can do for you is release you from this. The best thing. There's all this "people pleasing" stuff that happens in the world and there's this huge misconception around. Not letting them down is the better thing to do. When in truth, keeping them around in a place they shouldn't be is way worse than letting them know they shouldn't be here and hurting their feelings immediately. But then them, of course, feeling released and relieved and so on and so forth.
Erin Patchell: Tough love, right? Like tough love is love, really, it is, yeah.
Oliver Wolf: So when I hear, oh, how does wolfpack and empathy go in hand in hand, I'm like, how does it not? Right. That's how I perceive it.
Erin Patchell: Well, and if you think of the wolfpack, as you're talking, I'm thinking… think about the profound level of trust that they have for each other and commitment and discipline and all of the things a lot of the characteristics that we would want to, I think, develop in a team. Right?
Oliver Wolf: Yeah. Well, and the reality is so my logo of the wolf syndicate, which is still active, it's actually my hold co.
Erin Patchell: Okay, perfect.
Oliver Wolf: Yeah. So it's the hold code to my organizations, and the logo is actually it's five wolves, one facing forward and the other facing sides. The idea is that they trust that each other's back is covered by the fact that the others are watching the other directions. That's the idea of the logo and the wolf syndicate is like, we all have aligned values that allow us to focus on what's in front of us and not worry about what's behind us because that's covered by someone else.
Erin Patchell: Absolutely. And I feel like what you just said leads us so nicely into business harmonization.
Oliver Wolf: Right. Good call.
Erin Patchell: So convenient.
Oliver Wolf: It's all there, right, looking backwards.
Erin Patchell: Yes. Tell me about business harmonization.
Oliver Wolf: Yeah. So in its simplest form, the way I like to define is basically business comes down to three elements. It's people and systems coming together under a common goal. Right. And so the harmonization of those things is what creates success. I kind of like to think about it in terms of like a music symphony. And so you've got the instruments, which are like the system, so your saxophone and your baritone and all those things, those are the systems in a sense. And then, of course, the players are the people.
Oliver Wolf: And then I like to think about the visionary and the goal as the conductor. Right. So for those of you who don't know music, in short, the conductor is not just waving his wand around and then he's of no use.
Erin Patchell: He's looking good.
Oliver Wolf: Yeah right? He's literally coordinating yeah, right. He's literally coordinating the rhythm at which everyone plays each part. Because when you read music, there are slowdowns and speed ups and crescendos and decrescendos and all these things, and it's the conductor who actually manages at what rates those things are happening. And so that, to me, is that third element of the goal and the visionary holding that goal. And then that's what's really cool, is when you have a really good symphony, you hear one sound, that's what's powerful.
Oliver Wolf: And so if you can make your business come together and create one sound instead of like, oh, our sales department has this goal and direction and they're going this way, and our marketing department is thinking about this and they're going that way. And then everyone's kind of just doing their own thing, creating silos and all this stuff. That's not business harmonization. That's not one sound. Right. So that's what I like to think about, is how can I create that one sound as a business?
Erin Patchell: Yeah. And we're in similar businesses, we have different kinds of clients, but I feel like our approaches are similar. I don't call it business harmonization, but I think it's a lovely way of describing it. And I know that it's a lot more… it's so simple. We just need to get them to harmonize. Right, totally. Yeah. So tell me about some of the more interesting challenges, especially these days, like post pandemic. What are you seeing in the world of work with your clients?
Oliver Wolf: Sure. Well, I can definitely speak to a few different areas, so I'll speak to when it comes to, again, just the theme of business harmonization. Right now, one of the biggest things that brings businesses into harmony is their commitment to their core values, which inherently means clarity on their core values. I really like to speak about core values a lot because a lot of businesses just write them down, not very intentionally and not very thoughtfully. Once they do, they slap them on a wall. Once they're slapped on a wall, they think that's enough and that's that. And unfortunately, it doesn't land for people, it doesn't become internalized. And so this is where I see often the biggest gaps in the organizations that we work with and just the organizations that I'm around.
Oliver Wolf: I go to a lot of masterminds and conferences, all that kind of fun stuff. And there's definitely a big theme around. If there's a business having… struggling so much of the time, it's just immediately down to the culture. And when the culture is not there, it's usually because the core values aren't being internalized. Right. And so, for example, for us in our organization, how we work with core values, first of all, one of the tips, and a lot of this can be discovered from EOS and the book Traction. They do a good job on talking about how to come up with core values and all that kind of stuff. I really do appreciate it.
Oliver Wolf: And we've adopted a lot of the ethos of the core values, especially. We're not on EOS anymore. We've moved to like a differences.
Erin Patchell: Yeah, Traction is great.
Totally. Yeah. It's a great book. I actually love the story, the Fable. I don't know if you've read it get a grip.
Oliver Wolf: No, if anyone listening is into Traction and or check out Get a grip. Yeah, it's cool. Basically what they do is it's a fable, it's a story of a company that looks to install EOS and they have an implementer come in and it goes through a lot of like, here's what could and couldn't happen. And anyways, it's a very good book. It's fun to read.
Erin Patchell: Awesome.
Oliver Wolf: So coming back to the core values, the way to think about it is like, okay, who are the best people in your organization and what are the characteristics about them that make them so great and that you appreciate about them? Right. It's a really good place to start with your core values.
Oliver Wolf: We came up with six when we founded the organization and since then have only modified one about six, seven months ago as it related to witnessing our team develop. So we went from like two years ago, two and a bit years ago founding to now. We're at about 30 people on the team, half full time operations and half salespeople. And the way that we've really done a good job of propagating our culture is when we hire, fire, recognize and promote people based on core values. Again, that comes from EOS, but how we do it, I think, is what's pretty special is in Slack, we have a celebrations channel. It's literally called celebrations and core values. And when we celebrate anyone, whenever possible, which is majority of the time, you associate it to a core value. So you say, hey, celebrating Kelvin for outcome driven because he did blah blah blah, celebrating Aldrin for radical responsibility because blah blah blah.
Oliver Wolf: And by creating that because again, humans want to be recognized, humans want to be seen, especially team members. It's such a key part of all of this. And so when someone sees someone else being seen and why they're being seen, in other words, associated to a core value, it fosters the culture. It paves the way for that culture because they're like, oh, well, for me to be recognized, I need to be radically responsible. I need to have win win mindset, I need to grow or die. Like these are our core values. So then they do that and then it permeates. Yeah.
Erin Patchell: Grow or die! Oh my gosh, yeah. That scales up big time.
Oliver Wolf: Yeah, totally.
Erin Patchell: Yeah, that's really good.
Oliver Wolf: That's one of the big ones, for sure. Big one that comes up a lot in this space of like, business harmonization.
Erin Patchell: Yeah. So business harmonization, if I had to summarize it as operationalizing your values, how would that sound to you.
Oliver Wolf: To try to summarize what business harmonization is as a whole? Not really.
Erin Patchell: Not hitting the mark?
Oliver Wolf: No, your statement there is a part of the puzzle, right, okay. It's the part of the puzzle that relates to the people element. And it wouldn't be all of it either. Because now the other important part when it relates to people is the idea of conscious leadership, right? And so if you think of 15 commitments of conscious leadership by Jim Dethmer and just following that as much as possible, that's a big thing. We permeate into our culture as well. And that's a huge part of business harmonization, in my opinion, is recognizing that every person is a person, which unfortunately in a lot of organizations is not considered. So that's another element of just that one of the three pillars of, again, people, systems and a common goal.
Erin Patchell: Yeah, absolutely. Okay, so systems then how do you support in the system sense?
Oliver Wolf: So our agency, specifically so, again, our agency is a conscious sales agency. So we only work in the sales portion. We work with coaches, consultants and experts. And we come in at the point of when someone applies for a program to the point of signing a contract. Now, if we're speaking about specifically how our agency operates, then it's really everything to do with automations, integrations. We're in such a powerful time right now, the amount of output a single human can put out now because of automations and all these things, it's mind blowing. Now, again, Chat GPT coming in and AI and it's like the amount of output per person right now is insane. That's sort of the systems element is the combination of, like you said, operationalizing, procedurizing, creating all your SOPs, all that kind of fun stuff, and just constantly thinking to oneself, can this be automated or systemized or delegated or something of the kind and then documented so that it can be scaled.
Oliver Wolf: That's sort of the system side in its simplest form.
Erin Patchell: And then integrating the change side of things, I would assume?
Oliver Wolf: Yeah, for sure. And actually, how do you mean by that? Because I assume I know what you mean, but I'd love to hear what you mean by that.
Erin Patchell: Yeah, I'm assuming change management is a big part of your work as well.
Oliver Wolf: Right.
Erin Patchell: Yeah. Awesome. So how do you evaluate whether a business is healthy or do you do a gaps assessment? What's the process?
Oliver Wolf: There one of the things that actually I learned from one of my mentors, Alex Sharfin, who runs the SOS program, so he's coached like thousands of businesses, all this fun stuff. And he said one of the things he does when he goes into sorry, and he used to evaluate companies for sale, and one of the first things he did to evaluate a company is he would go from the top to bottom and ask what are the goals of the company? And then every layer down, he would see how far it would take to get to someone who says, I don't know. And he said, without a doubt, every single time that it was too high, the business was no good. But every time that it went to the janitor or whatever you want to call it, if they knew what the goals were too, those were the businesses that had explosive success. And so, in short, again, it kind of comes back to what I said earlier. It's like, how aligned is everyone and everything to the goals? That's ultimately what matters because it focused attention on very clear outcomes is what is needed. So that's, again, what I've seen, and again, the opposite is so painfully true. I've come into organizations where it's such a mess, right? There's all these different ways that things are happening, all these different directions and goals and so on and so forth.
Oliver Wolf: And it's literally like it just creates anxiety when there's just no like, oh, this is what we're doing and this is why we're doing it, and this is how we're doing it. Right?
Erin Patchell: Yeah. One of the things that I go in and help with, and similar to you, organizations that are feeling misaligned and chaotic a lot of the time… a lot of the time they have like, I would, I would say, like a creative culture. They want to nurture a creative culture. But you know that creative cultures, it usually means having people who have a lot of ideas, a lot of "ideas people". Right. So you've got a lot of people with a lot of different micro visions of how things should develop, what's your advice for organizations like that out of curiosity?
Oliver Wolf: That's fun. Yeah. This is actually something that because we have a pretty creative culture as well, and we've solved that with the operating system that we use, which is like it's SOS by Alex Sharfen. And in short, what it comes down to is, first of all, a lot of people who come up with ideas are always afraid that their ideas will be lost. And so they feel like they need to get them out as soon as they have them. The issue is that when you get a lot of ideas out as soon as you have them there, it basically throws a grenade into what's already planned and what we're already moving towards, right? So it's like, hey, we're going in this direction and like, oh, idea, boom. Left turn. And then it's like, oh, idea, right turn.
Oliver Wolf: Oh, idea, left turn. And then instead of a straight line, you're doing this whole crazy maze. And so what we have is we literally have something called the Ideas and Priorities list. We use ClickUp for our project management software. And so we have an Ideas and Priorities list and within it we basically add ideas that we have and we ask ourselves, can this wait the week? Can it wait the month? Can it wait the quarter? Can it wait the year? Depending on what it can wait. And as you kind of filter yourself through it, we tag it accordingly. And then on that relative meeting so either our weekly meeting, our monthly meeting, our quarterly meeting, or our annual meeting, we review those tagged ideas. And so very urgent and important ideas will go into the weekly and we'll discuss them on the weekly to see if it's worth changing the plan for the month or changing the plan for the quarter and anything else, it gets pushed off to the next and the next and next.
Oliver Wolf: And of course, and I'm sure you've seen this time and time again, so often you throw an idea in that you thought, hey, can wait till the month. You get to the month, you look at the idea like, that was a dumb idea.
Erin Patchell: Yeah.
Oliver Wolf: Glad we didn't do that.
Erin Patchell: Yes, it's worth kicking the can down the road a lot of the time. Yeah, for sure. Okay. Yeah. So my experience is pretty similar, too, and it's always a process, right. And it gets more and more complicated the higher the responsibility level of the individual who's the big ideas person.
Oliver Wolf: Yeah, well, what's interesting, too is the higher up you go into the hierarchy of people who think to validate themselves as idea generators, the issue is they believe that's their value and that if they aren't pumping out ideas, they are failing or their worth is reduced or something like that, they're falling behind or whatever. It's a big ego thing. Ego is important. Ego is good, but it is something to check in on one's ego to think like, well, why do I feel like I actually have to put out ideas in order to be worthy or worth it kind of thing? So it's a whole other dialogue, letting go of that belief that one must have ideas to be of value.
Erin Patchell: That's a really good insight. Absolutely. I'm not going to go down that rabbit hole because I think we could talk about that for another hour. But I do want to touch on…. how has… I've got two questions. The first is going to be I want to know how being a father, becoming a father has changed your philosophy a little bit. Or if it has… I assume it has. And then my next question is going to be what is next for you and your business partner, David? And you can take it from there.
Oliver Wolf: I would I would love to meet the person who says their philosophy has not changed once they become a parent.
Erin Patchell: Yeah, maybe I wouldn't want to meet them.
Oliver Wolf: Maybe there's something wrong there in their noggin, but no. Yeah. So let's see how the philosophy has changed. At the end of the day, for me, ultimately, it kind of just comes down to there's more that I'm responsible for and so decisions have a larger impact. So I think ultimately, if I tried to just summarize it all, and I think parents could probably very much resonate, it's just you just feel like your decisions have more weight, therefore your decisions require more thoughtfulness, they require more of you. Such that and again, it's not about never making the wrong decision, but it's about making the best decision with the information you currently have. And again, now that there's more people, you're accountable to being more intentional about getting information and more intentional about how you look at the information and more intentional about the decision you ultimately make. So I think that that's really how my philosophies changed.
Oliver Wolf: I went more from like, come in guns blazing kind of thing on a decision of like, okay, let's move, let's go, bam, bang, bang, to like, actually, you know what? Let's take a moment here. Let's really evaluate the environment and then take a step forward.
Erin Patchell: Yeah, that's great. And what's next?
Oliver Wolf: Yeah, for us, again, so we've thrown around the word conscious and conscious sales a lot. In short, basically, we want to make conscious sales no longer the outlier, but the standard. What conscious sales is in its simplest form and there's obviously depth to it, is it's empowering people to make an educated buying decision that's aligned to their highest selves. What that means is an empowered, educated decision. It's like a lot of people, when they come to buy something, it's usually from a space of like they have a pain, right. The only reason someone's going to buy something is because they have a pain that they want to resolve in some shape or form. And to empower them is to not have them focus too much on that pain that you have them come from a dark space versus actually reminding them that they are good with what they have and they get to be greater. A lot of the messaging and marketing out there is like you're not enough, you need this to be enough, right? Conscious sales part of it, the empowering part is like you are enough and you get to be more, right? And then so the big thing that I love is about buying decision whereas most sales trainings and sales dialogues and such and the standard right now is like get them to buy right? And so what we recognize and appreciate is get them to decide whether a yes or a no.
Oliver Wolf: Both are equally valuable because I guided them to making an educated buying decision. And then finally, it's like line to their highest self is again, that it sort of speaks to what I said earlier, but it's like, again, these people typically come from a place of fear or pain or this, that, the other. And they can often make a decision from that place as well. And so we need to be shepherds of making sure that they're deciding from the right place for the right reason, where there's a lot of power in being a salesperson, especially if you're a good one. You know that if you wanted to, you can manipulate them into getting into buying. It's very powerful and therefore, as we all know, with great power comes great responsibility. And so this is what's really cool about conscious sales is that all the techniques and strategies and tactics and things that people use in sales, they're still used generally in conscious sales. It's just from where you come from the lens you look at it through and how you apply them, right? And so that's a lot of what conscious sales is.
Oliver Wolf: In a summary, it was still pretty long but I'm trying to summarize a lot to it.
Erin Patchell: I'm sold. Well done.
Oliver Wolf: And so the three stage offer stack we have just to talk about what we're doing next. And I'll try to make it short. So we have like our highest tiered thing which is a conscious sales agency. So we work, like I said, experts, coaches, consultants, they need to be at least a million dollars in revenue a year. The reason why is that they need to have the business operations in place and generally optimized and streamlined and they need to have the lead flow or the call flow to be able to support a conscious sales team. There's a lot of mistakes that happen with hiring salespeople and that warrants a whole other conversation. But if I can at least share, one important tidbit is hiring a salesperson will not solve your sales problem. There's a really big nugget here.
Oliver Wolf: A lot of people do this. They hire a salesperson, but they don't have a sales environment for the salesperson and they forget that as the owner or the coach or the whatever they're able to sell because obviously it's personality led, right? And they don't have a documented system, they just have their system. And so they're basically like, well, I can sell it, he can sell it, I just got to get an A player salesperson. They'll figure it out. But the issue is you hire a player salesperson in a nonexistent sales environment, they will look like a C player.
Erin Patchell: Yeah, absolutely. You got to set everyone up for success, right?
Oliver Wolf: Yeah. And so the Conscious Sales Agency plays with that scale. Then we have our Conscious Sales system which kind of speaks to what I just said now, which is to have a salesperson you got to have the environment. The environment is the system. So we have a done with you offer where the system we install into our agency clients. We will do it with you to install into your business for you to manage with all the SOPs and automations and all the things so that you can install A salesperson. And that's like the mid tier kind of thing, right? So that's usually companies between 400,000 and a million. And again, the reason for that is usually you got to have some kind of a tech person on staff and usually that tech person on staff comes around that level.
Oliver Wolf: Until then, usually the owner is like I'll figure it out, I'll throw together a calendly and a this and a.
Erin Patchell: That and whatever head cook and bottle washer, right?
Oliver Wolf: Yeah. There you go. And then the final thing is our sort of easiest entry which is just the Conscious Sales training. So it's the method that we use with our agency Salespeople that's enrolling quite consistently above 50%, which is really cool and way above average in the sales agency industry. And what's cool is very low refunds because obviously the whole point is it's someone that was actually effectively enrolled. They don't get nearly as much buyers remorse. There's chemicals behind that. Like there's only so much you can do.
Oliver Wolf: But anyways, so it's learning this method and applying it into your business. And this is where we know we're going to get to make our mark on the planet where we can truly make Conscious Sales. The standard is with this offer that's much more accessible, it's going to be like the beta I think is going to be 2500 or something like that and the full is going to be like five K, give or take. We'll see. And it's a powerful program. We're going through the alpha right now with our internal sales team to take them through that and then we're going to do our beta launch in October. And I'm really excited for that because the ultimate evolution of this, which will be in a year, is we're going to turn into a certification. Where you can get an actual conscious sales stamp that says, I'm conscious sales certified.
Oliver Wolf: And that's going to be powerful for your business to say, like, hey, we enroll people in a conscious sales way. So you can trust that when you get on this call, your best interest is in mind at every point of the engagement, because so many people are afraid of sales because they're afraid to be sold.
Erin Patchell: I love being sold to. Sell me, please, sell it to me. I love that. I have another one. Sorry, this is an unscripted question.
Oliver Wolf: Those are the best.
Erin Patchell: How do you want this to impact the world?
Oliver Wolf: That's a good question. Yeah. So one of my favorite books is Infinite Game by Simon Sinek, and he talks about, like, one of the goals you need to have is one that you know you won't achieve in your lifetime. Right. And so that is what this is. Like, we know that conscious sales, if it were applied across the board in all areas of all businesses and what's interesting, too, is you can also argue, like, sales is in much more than just businesses and sales interactions. Like, every relationship you have, you are quote unquote selling. Every political argument that is happening is a sales conversation.
Oliver Wolf: Right. Sales is basically having someone see what you're seeing and having them see it your way and deciding to move forward accordingly. That's generally what it is. Right. That's what politics is. That's what relationships are. Exactly. Right.
Oliver Wolf: And so if everyone adopted conscious sales, the world would be borderline utopic. And I don't believe in real utopia. I think that humanity would actually get very bored in a real utopia. But I do believe that if a majority of the population came from a place of conscious sales, we would see so many of the world's problems completely and entirely solved.
Erin Patchell: That's awesome. What does utopia mean for you?
Oliver Wolf: That's a good question.
Erin Patchell: Wow. Do we have enough time for another? We have another hour.
Oliver Wolf: That's a really loaded question. And we won't be able to get into full depth here, but I'll at least give a high level because to me, my perspective of utopia is I think of, like, Taoism, right. And Taoism says that there needs to always be opposing things, and without the opposing, the other doesn't exist. Right. The YinYang symbol all that. And the whole thing about Taoism, it's like I think it's zero led to one, one to two. No, one to two, two to three, three to 10,000, and won't get too much into what that means. Look that up.
Oliver Wolf: Taoism, one to two, two to three, three to 10,000. Very powerful.
Erin Patchell: Lao tzu's Tao Te Ching.
Oliver Wolf: There you go.
Erin Patchell: Right there.
Oliver Wolf: There you go. Yeah. So utopia, it's not kind of what typically people think, which is like, everything's good, right? That's not what utopia is, because then if everything is good, nothing is. It's this interesting place of, like, the right balance of and I definitely don't have the answer. It's just this right balance of good and bad and that the really bad things are not happening anymore. But there's enough bad to have us appreciate the good.
Erin Patchell: That, to me, is utopia, the natural consequences, not the man made traumas.
Oliver Wolf: Maybe it's a good way to summarize it.
Erin Patchell: Yeah, there's always going to be natural disasters and things that happen to people, but can we just live without us screwing each other over all the time? That'd be nice.
Oliver Wolf: And again, that comes back to conscious sales, unconscious sales and such is basically screwing each other over by saying, like, hey, buy this thing because I want you to buy it so I can make a paycheck or you blah, blah, whatever. And again, cautious sales. Exactly right.
Erin Patchell: Awesome. Well, it has been a pleasure, sir.
Oliver Wolf: Indeed.
Erin Patchell: Okay, well, hopefully you'll come back and I hope everyone enjoyed this podcast today. So thank you very much, Oliver, and we'll see you soon.
Maria Montessori, who founded the Montessori Method of Education said, "Now what really makes a teacher is love for the human child. For it is love that transforms the social duty of the educator into the higher consciousness of a mission." And I loved that Oliver ended the idea… on the idea of having a big unreachable goal. Now, if you'd like to get a hold of Oliver, you can find him on LinkedIn at Oliver Wolf or at beyondthepeak.co. This is Erin Patchell signing off.
Don't forget to stay weird, stay wonderful and don't stay out of trouble.
